Dorchester District 2 asks county to fund $14.7 million in priorities, cites teacher pay and student behavior supports

Dorchester District 2 asked the Dorchester County Budget, Finance and Purchasing Committee May 11 for help funding a package of priorities the district says will require roughly $14.7 million in net new expenditures for fiscal 2027.

“My name is Chad Dhy, superintendent, Dorchester District 2,” Dhy said, opening a presentation that highlighted the district’s improved state ratings, growth in career‑technical and dual‑enrollment opportunities and rising graduation rates. He framed a proposed operating millage increase as a way to “protect what is working” — chiefly teacher and staff compensation, classroom safety and behavioral supports.

Tina (the district chief financial officer) walked the committee through the district’s revenue mix — state aid is the largest share of the general fund, followed by local property taxes — and explained that FY26 budgeted revenues were near $300 million while FY27 proposed revenues were shown at about $310 million. She reviewed the Act 388 three‑year look‑back that affects how many mills a district can legally ask for and pointed to a slide estimating the value of one mill at roughly $465,000 to $470,000 in the district’s calculations.

District leaders said the spending package reflects both mandates and policy priorities: targeted increases in certified and classified pay, adjustments for school‑based leadership, special education stipends, investments in student behavior supports and a proposed elementary alternative program. The presentation cited recent district efficiency measures — including repurposing positions and prior right‑sizing — and listed claimed savings and reallocations while saying the new request is intended to sustain, not expand, current operations.

The presentation included concrete cost examples: a slide showed net expenditure changes of $14.7 million and a separate slide translated mills into revenue and taxpayer impact (presenters said 5 mills would generate about $2.3 million; 10 mills about $4.6 million, with example per‑taxpayer costs for a $500,000 commercial assessment). District staff also identified a behavior support package and read a slide that showed a figure on the order of $1.2 million for total behavior supports; the elementary alternative program was cited on a slide as about $600,000.

Council members pressed staff in follow‑up, asking about auditor growth estimates, the value of a mill, which revenue lines were flexible, and whether certain revenue increases (assessment growth) were already reflected in the county auditor’s numbers. Several council members voiced frustration with Act 388’s long‑running distributional effects and discussed seeking regional or legal remedies; one councilor urged exploring litigation to change the state funding formula for districts that say they are adversely affected.

The district’s school board chair, Ashley Wimberly, closed by asking the committee to consider a measured increase so the district can sustain progress on achievement and avoid cuts to class supports.

Next steps: the county committee will continue budget deliberations; the county’s public hearing schedule includes another hearing on Monday, May 18, when any recommendation would be timely to consider.