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McFarland business office: enrollment decline, open enrollment and a four-year health plan shape next budget
Summary
Business manager and board discussed falling resident enrollment, open‑enrollment competition, recurring referendum revenue, and a new four‑year Group Health Cooperative health plan that the district says will limit near‑term spending pressure and support competitive salary planning.
Jonathan, the district business manager, reviewed enrollment trends, open‑enrollment slots and budget assumptions with the board and reported that resident enrollment declines continue to affect district revenue projections. He said open‑enrollment applications are about half complete for available slots and that families may name up to three nonresident districts on their application, making final attendance decisions geographic and fluid.
Nut graf: The business office told board members that — absent major state action — the district is planning for modest state aid increases, continued pressure from variable revenues (such as interest), and the need to manage wages, staffing and service contracts while enrollment patterns remain uncertain. A four‑year health insurance agreement with Group Health Cooperative gives the district breathing room to address pay competitiveness.
Jonathan said the district budgeted 4.5% for wage changes but noted the Wisconsin Employment Relations Commission’s consumer price index for bargaining was 2.95% for registered unions. He told the board that the district secured a four‑year contract with Group Health Cooperative; the plan's first‑year increase is 2% for 2025–26 with subsequent annual rate caps (Jonathan described a multi‑year rate cap schedule). He characterized the health plan outcome as "a win for our community, a win for our staff," noting it reduces cost pressure and gives flexibility to consider pay adjustments.
Board members asked for more detail on how open enrollment converts into actual students in September (the business manager said families must confirm attendance by June and many applicants list multiple districts). The business manager told board members that a recurring referendum has already reduced the near‑term revenue gap; he presented a scenario in which moderating wage assumptions and the health plan outcome could shift a projected small deficit into a balanced position over the next two fiscal years.
Other operational items: the board learned that the district will post a part‑time administrative assistant position to support youth apprenticeship coordination after the district withdraws from a Dane County consortium; the business manager said the position’s cost will be offset by existing consortium dollars and local savings.
Ending: The board signaled interest in continuing careful monitoring of open enrollment, finalizing wage recommendations with the employee relations committee in May, and bringing a draft 2025–26 budget to the board that reflects the updated health insurance rates.
