The meeting’s primary focus was the discussion around the appointment of an interim superintendent. With guidance from the Massachusetts Association of School Committees (MASC), the committee explored the process of selecting a temporary leader to bridge the gap until a permanent superintendent is appointed. Glenn Coocher, MASC’s Executive Director, emphasized the flexibility the committee has in this process, explaining that the district could benefit from the experience of retired superintendents who can return to work without losing their pensions under certain conditions. The committee was informed that the search process could be expedited, and a notice of vacancy had already reached over 1,400 potential candidates.

The MASC representatives highlighted the importance of targeting candidates with substantial experience in Massachusetts to ensure familiarity with local educational challenges and regulatory requirements. The urgency of the situation was underscored, with discussions about the necessity of strategic planning to appoint a qualified interim superintendent who can provide stability during this transitional period.

In tandem with leadership considerations, budget challenges emerged as a dominant theme, with the committee delving into the complexities of the fiscal year budgets for 2025 and 2026. The conversation acknowledged a projected $2 million deficit for FY25, driven by rising costs in special education, utilities, and transportation. The committee explored potential solutions, including implementing a purchase order freeze and reallocating funds, to mitigate the financial strain. There was also discussion on the possibility of drawing from community schools and transportation accounts, although this might lead to future fee increases.

Particularly concerning was the impact of budget cuts on student learning, with committee members voicing opposition to large group substitute coverage. They emphasized the importance of advocating for adequate funding to maintain the quality of education and support for vulnerable student subgroups, especially in light of the challenges posed by COVID-19.

The committee recognized the structural deficits arising from past budget decisions, stressing the need for a more sustainable financial approach. The conversation suggested a cautious stance on requesting additional funding from the town, with a focus on transparent communication to prevent unexpected future requests.

Additionally, the meeting addressed the financial implications of the English Language Arts (ELA) curriculum rollout. Concerns were raised about the potential underutilization of a $250,000 proposed expenditure on the ELA curriculum, prompting suggestions for a phased implementation to ensure effective use of resources. There was consensus on maintaining the ELA curriculum as a priority, with plans for development and staff training anticipated in the coming academic year.

The committee also navigated the intricacies of the special education budget, contemplating the utilization of free cash from the town if the proposed override does not pass. The conversation highlighted the unpredictability of mandated special education costs and the need for accountability in financial management.

A motion was made to request the select board to allocate funds from the special education Reserve account to a Town Reserve account.