Building a stronger, more sustainable future

Over the past several weeks, our community has been engaged in some of the most difficult conversations a school district can face.

The Details

I know the uncertainty surrounding our proposed financial sustainability plan has weighed heavily, especially on those whose schools, programs, or positions may be directly impacted. We recognize the very real emotions and potential impact behind these conversations.

I also believe we must provide an honest assessment of where we are, why the decisions before us are necessary, and what we have the opportunity to build together.

Understanding Our Financial Reality

District 65 has been living with a structural deficit for many years. While annual revenues are increasing by approximately 3%, expenditures are growing at approximately 6%. That gap is not sustainable and it will not resolve itself.

At the same time, our district has experienced years of declining enrollment, with another decrease projected for the 2027–28 school year.

Our facilities have served 10,000 students in the past, yet today we serve just over half that number. As a result, our elementary schools are operating at approximately 66% capacity, requiring us to maintain and staff significantly more building space than our current enrollment demands.

This stretches our limited resources across too many facilities and diverts funding that could otherwise support students and classrooms.

These are not new challenges nor are they the result of any single decision, administration, or school board. For the past several years, independent financial experts have consistently shared the need to consolidate schools, address underutilized facilities, and right-size our operations to reflect the students we serve and the resources available to us.

Significant reductions have been made and meaningful efforts have helped slow deficit growth. Yet the fundamental challenges remain. I also know that errors identified in some of our financial projections have raised understandable concerns. We have worked to explain and correct those transparently, recognizing that accuracy and accountability are essential to rebuilding trust. These corrections, however, do not change the underlying financial reality facing our beloved District 65.

What we have been doing over the years is not enough. Continuing down the same path will only prolong the instability our students, staff, and families have experienced for far too long, impacting student enrollment, staff retention, and the emotional health of so many.

Having served this community for many years, I know firsthand how deeply our staff and families value public education and how much our schools mean to Evanston and Skokie. I also understand what is at stake.

Difficult decisions can lay the foundation for a stronger future, while delaying them often narrows our options and places a greater burden on future generations. I truly believe District 65 has experienced this firsthand.

I would not advocate for changes of this magnitude if I did not believe they were necessary to put our district on a stronger path forward.

A Comprehensive Approach to a Stronger Future

Rather than continuing a cycle of annual crisis-sized reductions, we are proposing a comprehensive financial sustainability plan designed to reset our expenditure base and bring ongoing costs into alignment with available resources.

This is about more than balancing an annual budget. It is about changing the trajectory of our district. Through this comprehensive approach, we have an opportunity to:

Establish balanced budgets and rebuild our fund balance, creating greater financial stability and eliminating the need for repeated large-scale reduction plans.

District 65 has operated a deficit budget for the past four years and has spent $30 million (or 45%) from its ‘savings account’ during this time.

Invest in safe, modern, and welcoming school facilities.

While we have set aside funding in recent years, it has been far below what is needed to address hundreds of millions of dollars in deferred maintenance. This plan would allow us to make more meaningful investments in our learning environments while recognizing that any future referendum will require rebuilding community trust.

Focus resources on students and classrooms by operating fewer, more appropriately sized schools, allowing us to concentrate staffing, programs, and resources where they can have the greatest impact. We believe this will create opportunities for stronger, more collaborative teams, greater flexibility to meet student needs, and more consistent, high-quality teaching and learning experiences.

Create greater organizational and educational stability. This financial reset is essential to moving beyond year-to-year reductions and making thoughtful, connected decisions grounded in a long-term vision for students.

We must also be clear that financial sustainability is not a one-time exercise. Approximately 80% of our budget is dedicated to salaries and benefits, reflecting the people who make teaching, learning, and school operations possible every day. Even with this reset, we will need to remain disciplined in ensuring our expenditures align with revenues.

The difference is that this plan gives us a stronger foundation from which to make those decisions, rather than continually reacting to a growing deficit.

Moving Forward Together

We know that every school in District 65 is special and every program represents opportunities for children. We are fortunate to have dedicated educators, strong schools, and families who care deeply about public education. The possibility of losing something so meaningful is painful and that deserves to be acknowledged with compassion and respect.

We also know that our community has navigated significant change before. While transitions are rarely easy, we have seen what is possible when people come together, support one another, and remain focused on student needs. I believe we can do that again.

Our aspirations for D65 extend far beyond financial stability. We want strong academic outcomes, equitable educational experiences, supported and collaborative educators, and schools where every child feels a sense of belonging and has the opportunity to thrive.

We have so much worth protecting. But we also have so much to build toward.

My commitment to this community did not begin when I stepped into this role and it will not end when my time as interim superintendent concludes. I care deeply about the future of public education in Evanston and Skokie and I believe in what this community can accomplish when we come together around our children.

Our responsibility is not simply to navigate the challenges of today but to build toward a stronger, more sustainable District 65 for tomorrow. This is what I believe this comprehensive plan does.