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Nelson County schools project $1.6M operating gap as health, raises and new positions push costs higher
Summary
Superintendent Dr. Amanda Hester told the Board of Supervisors and School Board the schools face a $1,614,298 operating deficit driven by salary increases, a projected 12% health insurance hike, added positions and rising special‑education and safety costs; the boards continued the budget discussion to March 25.
Nelson County Schools Superintendent Dr. Amanda Hester told a joint meeting of the Nelson County Board of Supervisors and School Board on March 20 that the division is facing a projected operating deficit of $1,614,298 for the coming year.
"The result is a revenue increase minus an expenditure increase, which leads to an economic deficit of $1,614,298 as the bottom line," Dr. Hester said as she reviewed assumptions including an enrollment of 1,417 and a 12% health insurance increase.
Hester outlined several drivers behind the gap: salary enhancements (a 3% raise for Standards of Quality positions, a 2.97% increase on the teacher scale, 3% for support staff and bus drivers, and an average 2.61% for administrators), three proposed net new positions (an assistant principal at each elementary school effective so each elementary has a full‑time assistant rather than sharing one, an additional elementary teacher, and an additional special education teacher), and safety and technology investments including a threat‑detection system described as "Zero Eyes." She said salary and fringe benefit changes and the new positions account for much of the $1.76 million increase in expenses.
Dr. Hester cautioned that state funding mechanics amplify the local share of cost: "we are working with .6645," she said of the Local Composite Index, meaning the locality is expected to pay roughly 66.45% of SOQ costs, and that the formula can make budgeting difficult for small, rural resort localities.
The boards agreed to continue the conversation at a budget work session set for March 25, 2025, where members expect to examine funding options including use of non‑recurring county funds, capital timing for bus purchases and potential tradeoffs among staffing, services and capital investments.
