District lays out multi‑million staffing cuts and levy options as enrollment declines continue
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Summary
District administrators presented proposed staffing reductions across elementary, middle and high schools as part of a multi-year plan to close a budget gap; officials described a $7M 'keep‑afloat' levy floor (roughly $32/month average home impact), steeper scenarios and a stepped levy option, while board members and the public raised concerns about cuts to Spanish immersion, choir, electives and administrative staffing.
District administrators told the Prior Lake‑Savage Area Schools board during a study session that continued enrollment declines and revenue pressures require multi‑year reductions. The staff outlined six budget “buckets” — elementary consolidations, middle/high school staffing adjustments, athletics/activities, district service center (DSC) changes, transportation, and items under review — and framed a multi‑year target that assumes recurring reductions (administration referenced a $3 million recurring annual reduction assumption).
Administrators warned that one scenario to “keep afloat” would require approximately $7 million in local operating referendum revenue above current taxation levels; staff estimated this would translate to about $32 per month for the average homestead property (presentation materials used a $525,000 example). A more modest or stepped approach was also discussed; combined scenarios were presented that would yield higher levels (for example, options that together would approximate a $45/month impact for a larger multi‑year ask). District leaders said they will return a revised levy survey after receiving board feedback.
Staff walked through recommended staffing moves: elementary consolidation and repurposing Westwood, net reductions at elementary level (presented as $1.69M in the slides), proposed reductions in middle and high school electives and mincap courses, and adjustments to athletics and activities stipends aligned to participation. Administration also described a DSC bucket that includes retirements and net savings, and identified a net additional revenue of about $203,005 after some required special‑education hires.
Administrators cautioned that state changes to compensatory funding formulas could reduce compensatory aid by an estimated $161,008 (task‑force work is ongoing). The district’s single‑audit results were also summarized: auditors found no material misstatements or major compliance issues but again flagged a repeated internal control deficiency concerning the documentation frequency for checking vendor debarment status; the district plans corrective action.
The staff emphasized trade‑offs. Dr. Biesik (high‑school administration) described schedule constraints, noting the district’s six‑period day reduces elective access and can depress enrollment in some courses; he said administrators had to prioritize core‑class staffing to keep average class sizes from rising further. Board members pressed for clearer costing examples on the levy survey, asked for more transparent presentation of RFP responses and for administrative reductions to be included among options. Several directors and community members warned that cutting middle‑school Spanish immersion or high‑school choir could damage the district’s magnet attraction and hasten enrollment declines.
Administration will revise levy‑survey language, add clearer cost examples and share the costing spreadsheets with board members for written feedback ahead of a future action item; affected staffing recommendations will be brought back for approval at the April 13 board meeting.
