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District outlines $4.3M shortfall, proposes priority‑based cuts and one‑time uses to protect curriculum investments
Summary
Stillwater Area Public Schools finance staff presented an updated FY2025–26 projection showing a roughly $4.3 million operating gap after accounting for one‑time uses; administrators proposed priority‑based reductions, program realignments and restricted‑fund uses to protect curriculum purchases and core services.
District finance staff and administrators provided the board with an updated budget forecast for FY2025–26 showing an estimated general fund gap after targeted mitigations.
Numbers and drivers: presenters reported a projected general fund budget of roughly $152.6 million for FY2025–26 and described a roughly $5.4 million shortfall before targeted adjustments. After identifying one‑time funding uses (operating capital and federal carryover), presenters said they would cover curriculum purchases from restricted operating capital and bring the remaining gap to about $4.3 million.
Primary cost drivers included inflation on salaries and benefits, the newly adopted curriculum purchases (literacy and science), the state paid family and medical leave implementation costs (estimated several hundred thousand dollars), and federal grant carryover that will not recur. The district also reported a modest enrollment decline—about 50–56 students compared with last year—affecting general education formula revenue.
Priority‑based budgeting approach: the administration described a multi‑year shift to priority‑based budgeting and said the FY2025–26 plan reflects three categories: expand (targeted investments such as K–5 science purchases, personal finance and program expansions), fix (retooling the elementary specialist model and supporting staffing changes) and eliminate (vendor apps and department/program reductions). Specific examples presented included adding funds for literacy and science curriculum purchases, funding the specialist model change, a proposed $125,000 investment in the Bellwinn environmental education opportunity, and one‑time use of operating capital to cover curriculum materials.
Staffing and program reductions: presenters highlighted proposed eliminations and reductions that would contribute savings in the budget package, including department and central office position adjustments, some non‑renewal of COVID‑funded roles that are not ongoing, and reductions driven by projected enrollment declines. Presenters said they would continue to refine the numbers before the June budget adoption and would present a revised FY2024–25 budget at the next board meeting.
Ending: administrators emphasized the work was collaborative across the leadership team and framed the proposed adjustments as necessary to protect long‑term investments in curriculum and instruction while maintaining financial stability. They invited board questions and indicated specific budget language and the complete budget book will be posted in advance of the June adoption.
