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RSU 18 board continues FY27 budget debate over staff roles, reserves and student supports
Summary
At a continued meeting on the FY27 budget, the RSU 18 board heard a detailed presentation of a $47.3 million proposal, debated adding a dean-of-students versus classroom-focused positions, weighed hiring a full-time BCBA and directed staff to produce alternative scenarios showing use of fund balance and town-by-town tax impacts.
The RSU 18 School Board continued its review of the proposed FY27 budget, with district staff presenting updated numbers and several board members pressing for clearer line-item detail and alternatives.
Presenter (district superintendent-level staff) told the board the proposed budget has been adjusted from $47,364,001.28 to $47,300,770 after recent changes to staffing and stipends. "As of 03/04/2026, the budget was at $47,364,001.28," the presenter said, and after eliminating a vacant position (salary/benefits about $76,000) and shifting duties the total now stands near $47.3 million, or about a 3.81% increase over the prior year.
Why it matters: the board must balance personnel and service priorities while limiting tax impact on the district's towns. Members asked for scenario modeling that would show the budgetary effect of using different amounts of fund balance and of hiring additional student-support staff.
Discussion and key details
On insurance and benefits, the presenter said claims experience has been lower than last year (~96.7–97% usage versus a prior 112% level), and that the budget currently assumes a 10% health-insurance rate. "If we are able to go to 8% that would bring the budget down," the presenter said, adding that a 6% assumption would reduce the increase even further. Board members asked staff to report firm quotes when they are available and to incorporate revised figures into scenario models.
Board members pressed on staffing philosophy. Some members argued a classroom-focused hire (a teacher or special-education professional) would deliver direct, in-room support and serve more students; others supported a dean-of-students model that would provide broader coordination and teacher support. One member said the alternative-education space currently operates as a support room, staffed by two educational technicians, and that a dedicated position could expand capacity for students who self-refer for short-term social-emotional regulation or academic help.
Contracted services and special needs
Staff described increases in contracted-speech and AAC (augmentative and alternative communication) evaluations. The presenter said the district has been short-staffed in speech and budgeted more for contracted services (including virtual vendors such as HubUp) so students receive required evaluations and services.
Fund balance, reserves and contingency
The presenter reviewed named reserves: a fuel reserve of about $200,000, a capital reserve of over $1 million and an unassigned fund balance of roughly $3.5 million. The proposed FY27 plan includes using $800,000 of fund balance to offset tax impact in the coming year; staff warned repeated use at that level would sharply reduce unassigned reserves over several years. "If we continue to do that every single year, the unassigned fund balance in 4 years will be down around $300,000," the presenter said.
Board direction and next steps
Members asked staff to prepare alternative budgets showing the effect of using $0, $300,000, $500,000 and $800,000 of fund balance, and to provide a town-by-town impact estimate. They also asked for clearer line-item histories (for example, the textbook line that currently shows zero at the high school) and for a timeline on when final insurance numbers should be available. Staff agreed to return with those scenarios and to prepare a revenue plan and the requested analyses ahead of the board's April vote.
The board also discussed the possibility of studying a district-wide, full-time board-certified behavior analyst (BCBA) position. Staff estimated hiring a full-time BCBA would add roughly $60,000–$100,000 to the budget depending on benefits and other factors; members asked for a costed proposal showing the precise impact on the overall percentage increase.
The board set expectations that the next meeting will include comparative budget scenarios, updated insurance figures when available and additional detail on tuition/IVF assumptions and contracted special-services costs. The budget remains on the board's continued-business calendar for final consideration and vote.
