The school department detailed a comprehensive budget plan that includes necessary expenses across various sectors such as educator support, facilities maintenance, safety, and technology improvements. A key component of the proposed budget is the introduction of a new therapeutic class, projected at a net cost of $111,000, intended to reduce out-of-district placements. The budget also accommodates salary increases for teachers and support staff driven by collective bargaining agreements, with $100,000 earmarked for transportation expenses.

A major topic of discussion was the list of unfunded requests totaling nearly $1.2 million. These requests underscore urgent needs left out of the proposed budget, such as additional teaching assistants and middle high school teachers to mitigate the impact of larger class sizes. The committee expressed concern over the sustainability of funding these positions if rural aid cuts materialize and highlighted the potential impact of federal funding reductions, particularly Title I grants, which could cost the district $130,000.

Amidst these financial challenges, the district has seen positive trends, notably in literacy programs credited with boosting student assessment scores. This success has attracted attention from the Department of Elementary and Secondary Education, with discussions about using Westport’s vocational education as a model for other districts. However, the state funding formula, especially for Chapter 70 aid, was criticized for its minimal impact relative to enrollment increases. Current projections show a modest $116,000 increase in new revenue, insufficient to cover the rising costs of the school budget.

The committee deliberated on the implications of using free cash to bridge the budget gap, a temporary solution fraught with long-term sustainability concerns. Free cash has recently reached $3.5 million, but reliance on it for operational expenses could lead to financial shortfalls in future years, with potential cuts exceeding $600,000. This concern over financial sustainability extends to the town’s broader fiscal strategy, which has included failed attempts at budget overrides due to Proposition 2½ constraints.

A contentious point arose regarding the allocation of new revenue between the town and the school district, traditionally split 54% to 46%. With the school budget exceeding $20 million, some proposed increasing the school’s share to address their growing needs. However, this reallocation would necessitate careful financial balancing, possibly involving the pay down of capital expenditures like the campground debt.

The committee recognized the need for a collaborative approach among town departments to tackle shared challenges, emphasizing the importance of aligning community values with financial investment in education. There was a call for a five-year strategic plan to manage enrollment growth and resource demands effectively, acknowledging that larger class sizes could compromise educational quality.