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Pine-Richland outlines mix of attrition, revenue and program changes to address structural budget gap
Summary
Superintendent Dr. Miller told a joint governance session the district’s structural deficit will require a combination of attrition, revenue measures and program recalibration; board members signaled limited support for a one-year millage increase while administrators continue to explore recurring revenue options such as a cell tower and naming rights.
Dr. Miller, superintendent of Pine-Richland School District, told a joint governance meeting the district faces a structural budget gap that will not be solved by a single step and requires ‘‘all of this’’ — attrition, spending changes and revenue measures. He said administrators are examining personnel attrition, program adjustments and potential revenue sources to reduce recurring expenditures and increase recurring revenue.
The superintendent said the district has already pursued attrition where possible and is analyzing each vacancy before deciding not to refill positions. ‘‘Attrition, although extremely challenging, is far better than furlough,’’ he said, adding the administration is working ‘‘on a case by case basis’’ to understand impacts on buildings and programs. He warned the district’s fiscal challenge is driven by changes in state funding formulas rather than local mismanagement.
Board members discussed revenue options. Mr. Kashani (board member) said he would support a single millage increase if needed and stressed the board must be disciplined thereafter: "I will support 1 increase," he said, adding he does not want repeated annual increases. Administrators also identified non-tax revenue possibilities including naming rights and targeted digital advertising for athletics and continuing work with Pine Township on a proposed cellular tower to improve on-campus cell service and generate recurring revenue; Dr. Miller said zoning and planning steps are still underway.
The presentation noted debt restructuring would produce modest savings in the near term. Administrators estimated a potential $56,000–$60,000 annual reduction from one refinancing scenario but cautioned large-scale restructuring could have long-term negative impacts.
The board emphasized the district will pursue multiple small and structural changes rather than rely on one solution. The administration stressed the need to balance cost reductions with protecting core programs and student services and said further recommendations and impacts will be brought forward to the board for deliberation.
The meeting closed with a public comment urging caution about shifting core costs onto PTOs and booster groups; a parent said PTO donations should support enrichment rather than replace district-funded services. The board adjourned with follow-up steps noted on cell-tower planning and additional analysis of staffing and program impacts.
