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(3-11-26 Document #2) BHRTC Final 27 Budget Book updated 3-3-26.docx
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Proposed 2026-2027
Operating Budget and Assessments
02/25/2026
V.1
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60th District School Committee
Carl Walker Avon
Erik Erskine, Class of 1981 Braintree
Mark Driscoll, Class of 1987 Canton Chair
Thomas Driscoll Dedham
Taryn Mohan, Class of 1996 Holbrook Vice Chair
Marybeth Joyce Milton Secretary
Kevin Connolly Norwood
Karen Graves Randolph
Sheila Vazquez Westwood
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Dear Blue Hills Regional Community Members:
Every budget tells a story, and in FY27, that story is about planning carefully amid rising costs while
protecting long-term value for our nine sending communities.
As Blue Hills Regional Technical School completes Year 3 of its Strategic Plan and begins shaping a new
four-year vision through 2030, the district remains focused on one central goal: ensuring that every
student graduates prepared for the workforce, an apprenticeship, the military, or postsecondary
education, while remaining a sound and predictable investment for our communities.
The proposed FY27 operating budget totals $28,782,432 representing a 3.8342% percent increase over
FY26. This increase reflects persistent inflation, moderate revenue growth, and rising fixed costs, not
program expansion, and prioritizes fiscal discipline, transparency, and long-term sustainability.
Several factors shape the FY27 budget:
● The final year of multiple collective bargaining agreements and individual contracts
● Increased debt service related to the MSBA building renovation
● Rising employee benefit costs, which are experiencing the largest year-over-year increase in
more than a decade
● Escalating costs for utilities, transportation, instructional supplies, Chapter 74 equipment, and
special education
● Continued uncertainty in enrollment trends, driven by declining birth rates, immigration pattern
shifts, and the statewide vocational admissions lottery
Federal funding sources, including Title I, IDEA, and Perkins, are expected to remain flat in FY27,
reinforcing the need for careful cost containment.
The FY27 budget prioritizes the district’s non-discretionary obligations while preserving core
instructional programming and student supports. Key commitments include meeting all contractual and
statutory requirements; maintaining staffing stability through attrition rather than expansion;
extending a two-year transportation contract to provide fiscal predictability; addressing a significant
increase in homeless transportation costs; and supporting the launch of the district’s 18th Chapter
74–approved program, Dental Assisting, scheduled to open in September 2026, using a phased and
fiscally responsible implementation plan.
Blue Hills continues to take a cautious and disciplined staffing approach. The district did not use
one-time pandemic funding to add permanent positions and remains strategic in hiring, focusing
primarily on high-need academic and technical areas. This approach has helped maintain stability during
a period of workforce uncertainty across public education.
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The FY27 budget is informed by the district’s current strategic framework and the development of a
new multi-year strategic plan, with an emphasis on high-quality instruction and workforce readiness; a
positive and supportive climate and culture; effective operations and communication; and maximizing
resources and community access. Capital planning in FY27 prioritizes safety, asset preservation, and
cost avoidance through targeted infrastructure improvements and responsible long-term planning.
As a regional Chapter 74 vocational technical school, Blue Hills understands that predictability matters,
to families, employers, and municipal leaders alike. The FY27 budget does not rely on one-time
revenues, defer known obligations, or introduce structural commitments that would increase future
assessments. Instead, it reflects a balanced approach to managing inflationary pressures while
protecting program quality, staffing stability, and workforce preparation outcomes.
We are grateful for the continued partnership of our municipal leaders, District School Committee
members, faculty, staff, families, and communities. Together, we remain committed to providing
students with opportunity, taxpayers with value, and the region with a skilled, future-ready workforce.
Respectfully submitted,
Jill Rossetti Dr. Elvio Ferreira
Superintendent-Director Business Manager
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Mission Statement
Blue Hills Regional Technical School's mission is to continue its history of academic achievement,
technical training and character development through a curriculum that emphasizes the integration of
cutting-edge technical programs and challenging academic courses while enabling its students to
become competent, caring and productive people in a diverse and changing world.
Vision Statement
To be the premier secondary-level technical training and college-preparatory institution in the state of
Massachusetts. In keeping with industry standards and emerging technologies, we aim to increase our
leadership in the development of world-class Career and Technical graduates who are highly sought for
both employment and higher education.
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Core Values
Blue Hills is committed to:
Community - Opportunity - Relevance - Employability
Community
● Creating an atmosphere of mutual respect through collaboration, inclusion, and relationships.
Opportunity
● Offering various diverse opportunities where ALL students can reach their full potential both in
and out of the classroom.
Relevance
● Providing a relevant, high quality, cutting-edge, and innovative education that promotes
individual growth for the future.
Employability
● Uniquely preparing our students for the many possible college and career pathways.
Four Pillars of Success:
1. High Quality Instruction and Workforce Readiness: Ensure high quality instruction,
curriculum, and professional development by aligning effective teaching practices with
student needs, strengthening UDL-aligned curriculum, and providing targeted professional
learning that supports meaningful classroom instruction.
2. Positive and Supportive Culture and Climate: Cultivate a positive, inclusive, and supportive
district culture where students and staff feel safe, connected, valued, and empowered to
succeed academically, technically, and personally.
3. Effective Communication and Operations: Strengthen and streamline internal and external
communications systems and operational processes to ensure clarity, efficiency,
accountability and responsive service to all stakeholders.
4. Maximizing Resources and Community Access: Optimize and manage district resources,
partnerships, and facilities to expand equitable access to high-quality CTE programs,
strengthen workforce and postsecondary pathways, and responsibly serve students,
families, and the broader community.
Education with Purpose: At Blue Hills, we strive to educate students in an ever-changing world through
a laser focus on career and technical education, academic excellence, and character development. Our
collective goal is to prepare students for their immediate futures and their long-term careers. We center
our work on our four CORE values – community, opportunity, relevance, and employability.
This approach is reflected in our FY2027 budget, which strategically supports our students and is
aligned with the vocational, academic, and holistic needs of Blue Hills students. Career and technical
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education is in high demand in large part because there is significant need for skilled workers across a
variety of industries. Through a balanced and responsible budget, we aim to serve both our students and
the communities that support Blue Hills.
Academic Achievement
The Massachusetts Department of Elementary and Secondary Education has designated Blue Hills
Regional Technical School as "Not Requiring Assistance or Intervention" and making "Moderate
Progress Toward Targets." Our school's accountability percentile for 2025 is 66%, placing us above the
state average and demonstrating our position as an above-average performer among all Massachusetts
schools. This percentile reflects our school's overall performance relative to other schools that serve the
same or similar grades and measures our progress in narrowing the proficiency gap in ELA, Math, and
Science; our annual growth in ELA and Mathematics; our annual dropout rate; and our cohort
graduation rate.
Detailed Performance Analysis
In 2025, Blue Hills Regional Technical School demonstrated strong performance in several critical areas.
Our comprehensive evaluation reveals significant strengths alongside areas requiring continued focus.
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State Comparison Highlights
Blue Hills significantly outperforms state averages in key indicators of student engagement and success:
● Graduation Rate: Blue Hills 99.5% vs. State Average 90.1%
● Chronic Absenteeism: Blue Hills 5.3% vs. State Average 17.8% (70% better than state)
● Dropout Rate: Blue Hills 0.2% (five times better than state target)
● Extended Engagement: 99.5% of students graduate or remain enrolled
Student Growth and Achievement
Our students continue to show notable achievements in student growth. In English Language Arts
Growth, students achieved a Student Growth Percentile (SGP) of 60.1, exceeding typical growth
expectations and demonstrating strong progress in reading comprehension, writing skills, and literary
analysis. Students with disabilities showed particularly notable achievements, earning 3 out of 4
possible points in ELA Growth and achieving a perfect score of 4 out of 4 points in Mathematics Growth,
reflecting exceptional progress in mathematical understanding and application.
Academic Achievement on MCAS
Our achievement scores reflect both school and statewide challenges in the post-pandemic educational
environment. The following table shows Blue Hills' performance compared to state trends:
Afterschool Acceleration Academy
We are implementing our Afterschool Acceleration Academy as a targeted intervention program for
students identified by academic teachers or guidance counselors as needing additional support. In
response to recent changes to graduation requirements, including the removal of the MCAS mandate
for graduation, we have shifted the focus of the program to better support students based on their
individual academic needs.
The program is specifically designed to provide individualized academic support in areas where students
need the most help. While a portion remains dedicated to MCAS preparation, the majority of the
program focuses on delivering targeted academic intervention in a small group setting with academic
and special education teachers. Students are enrolled based on teacher and counselor
recommendations and are expected to attend sessions regularly, ensuring consistent support and
progress monitoring.
The program operates Monday through Thursday afternoons in the Blue Hills Regional Library, with
specific days and times based on subject area needs. Transportation and a light snack are provided to
remove barriers to participation. This approach allows us to deliver personalized support that addresses
each student's specific academic challenges while integrating Universal Design for Learning principles
to accommodate different learning styles and needs.
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Curriculum Alignment and Review
Our curriculum review process continues to advance with several key initiatives. We are conducting
comprehensive curriculum and instruction reviews and updating curriculum maps across all academic
areas. The Universal Design for Learning maps are nearly all at or approaching completion, with ongoing
refinement based on teacher feedback and student outcomes. These maps are being carefully
integrated with our Vision of a Graduate competencies and aligned with current state and national
standards.
Additionally, we are working on creating, strengthening, and aligning common assessments in each
department. This ensures consistent expectations across courses and provides meaningful data to
inform instruction and identify students who may need additional support.
The Vision of a Graduate alignment ensures explicit connections between curriculum objectives and
graduate competencies. This includes integration of real-world applications and industry standards,
development of transferable skills across academic and vocational areas, enhancement of critical
thinking and problem-solving capabilities, emphasis on communication and collaboration skills, and
focus on digital literacy and technological proficiency.
Our vertical and horizontal alignment strengthens the progression of skills from grades 9 through 12,
creates cross-disciplinary connections between academic subjects, integrates academic and vocational
competencies, and updates common assessments to reflect current standards.
Advanced Coursework Expansion
Blue Hills provides multiple pathways for students to engage in rigorous, college-level coursework.
Current offerings include dual enrollment partnerships with local colleges, Chapter 74
vocational-technical cooperative education programs, articulation agreements for college credit
pathways, Project Lead the Way STEM-focused curriculum, and advanced technical programs leading to
industry-recognized certifications.
For the 2025-26 school year, we are adding two new Advanced Placement courses: AP Environmental
Science in the Science department and AP Statistics in the Mathematics department. These additions
expand our rigorous course offerings and provide students with additional opportunities to earn college
credit while in high school. Along with expanded dual enrollment partnerships and enhanced STEM
pathways integrated with technical programs, these new courses will help increase participation toward
our target of 72% student enrollment in advanced coursework.
STEM Program Strengthening
We are actively working to strengthen our STEM program and offerings. A key initiative involves
re-aligning our science and mathematics courses to create stronger vertical and horizontal connections
between content areas. This alignment will help students see the natural relationships between
scientific concepts and mathematical applications, reinforcing learning across disciplines and better
preparing students for careers in STEM-related technical fields.
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Technology and Innovation Integration
We are actively pursuing innovative approaches to education through several initiatives. Our artificial
intelligence integration includes exploration of AI tools for personalized learning, professional
development on ethical AI use in education, integration of AI literacy across the curriculum, and
development of AI-related critical thinking skills.
Digital learning enhancement focuses on implementation of adaptive learning platforms, integration of
industry-standard software, enhancement of digital collaboration tools, and development of virtual
learning resources.
Professional Development and Support
This year, we have utilized Title funding to support our educators' professional development needs. We
have created a menu series where teachers can select the professional development most meaningful to
them, allowing educators to pursue growth in areas most relevant to their practice and students.
We have partnered with Athena K-12, a local, women-owned professional development provider, who
has provided presenters in Social Emotional Learning as well as Growth Mindset. These sessions
support our commitment to developing the whole student and fostering resilience and perseverance in
learning.
Additionally, two of our ESL teachers are presenting professional development on MLL strategies for
their colleagues. As the new lottery system for Massachusetts technical schools creates uncertainty
regarding how many English Language Learner students we may enroll, it is essential that all educators
are prepared to support language acquisition. The ESL teachers are presenting strategies that can be
used in the classroom or shop and are grounded in Universal Design for Learning principles to help
support language acquisition across all instructional settings.
Teaching excellence continues to be supported through ongoing pedagogical training, instruction in best
practices for assessment and feedback, differentiation strategies, and technology integration support.
Targeted professional development for math teachers focuses on evidence-based practices to address
mathematics achievement as a high priority area.
Universal Design for Learning implementation is enhanced through regular directed prep workshops,
peer collaboration opportunities, coaching and mentoring programs, and resource development and
sharing. Additional professional development on differentiation and UDL supports our work with
students with disabilities and high-needs populations.
Conclusion
Through these strategic efforts, Blue Hills Regional Technical School continues to position itself as a
leader in technical education while ensuring our students receive the highest quality academic
instruction and support. Our comprehensive approach to education, combined with our commitment to
innovation and excellence, prepares our students for success in both their chosen careers and further
educational pursuits. With our strong foundation of student engagement, exemplary attendance rates,
and near-perfect graduation outcomes, we are well-positioned to address academic achievement
challenges and continue our mission of preparing students for lifelong success.
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FY27 Budget Alignment: Strategic Priorities and Investment Focus
Blue Hills Regional Technical School continues to strengthen its position as a premier Chapter 74
regional career-technical high school by supporting program quality, organizational stability, and
responsible fiscal stewardship, directly linking financial decisions to student outcomes, workforce
readiness, and service to our nine-member communities. The FY27 budget reflects a disciplined
approach that balances current instructional and operational needs with long-term sustainability.
High-Quality Instruction and Workforce Readiness
Academic & Technical Excellence
The FY27 budget prioritizes investments that advance standards-aligned instruction, technical skill
attainment, and postsecondary readiness. All 18 Chapter 74 approved programs are supported through
curriculum alignment, industry-standard equipment, and instructional practices informed by Program
Advisory Committees, labor market information, and DESE frameworks. Strategic equipment upgrades
are funded through Perkins and targeted operating investments to support credential attainment,
licensure, OSHA certification, and articulated postsecondary pathways. The budget also supports
MyCAP-aligned planning, appropriate class sizes, and phased planning for the Dental Assisting Program
(opening Fall 2026, pending DESE approval), ensuring instructional rigor and industry relevance across
academic and technical programs.
Positive and Supportive Climate and Culture
Staff Development & Student Support
The FY27 budget reinforces a safe, inclusive, and supportive learning environment that promotes
student engagement, persistence, and achievement. As access expands through the weighted
admissions lottery, the district strengthens English learner supports, behavioral health services,
social-emotional learning, and attendance interventions. Professional development and recruitment
investments support a qualified and stable workforce, recognizing that student success is directly tied
to educator capacity and continuity.
Effective Communication and Operations
Organizational and Administrative Capacity
Operational efficiency, transparency, and sustainability guide FY27 planning. The budget supports a
review of internal business and administrative systems to ensure effective governance, fiscal controls,
and service delivery aligned with district growth. Resources are targeted to strengthen communication,
data-informed decision-making, and operational consistency, without unnecessary structural expansion,
supporting long-term stability amid inflation and flat federal funding.
Maximizing Resources and Community Access
Strategic Financial Management, Capital Planning, and Facilities
The FY27 budget reflects disciplined financial management and proactive capital planning. Blue Hills
will continue structured savings in the Special Capital Projects Account to address major facility needs
within the next 5–10 years, including curbing, asphalt and parking lot improvements, turf field and track
replacement, stadium lighting, roof patching, and bleacher painting, without creating undue burden in
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any single year or on member communities. The budget also anticipates rising non-discretionary costs,
such as utilities and insurance, and sets aside reserves in preparation for FY28 collective bargaining,
supporting predictable assessments and long-term fiscal stability.
Facility investments include the completion of a dental assisting instructional space using a blended
funding model that leverages Perkins grants for eligible equipment and curriculum while limiting
operating budget impacts to essential staffing and program costs. Ongoing upgrades to technical shops,
academic classrooms, and safety systems ensure facilities remain safe, compliant, and aligned with
industry standards. The district will also continue rebuilding its continuing education program to expand
community access and support workforce development.
Summary
The FY27 budget reflects a compliant, strategic, and fiscally responsible approach to
vocational-technical education. It prioritizes student learning, workforce alignment, equity, and safety
while managing inflationary pressures and long-term obligations, ensuring Blue Hills remains a strong,
predictable investment for students, families, employers, and the nine-member communities it serves.
The district is currently in the final year of a three-year strategy plan. In preparing for the budget, we
have analyzed our progress toward fulfilling these initiatives and goals, and we continue to seek funding
in line with our priorities and analysis of progress. We are currently developing a new strategy plan that
will steer the district until 2030.
At the core of Blue Hills’ mission is a dedication to academic, technical, and character development.
These commitments are reflected in our Pillars of Success, which drive our Strategy Plan. The four
Pillars and their budgetary implications are described below.
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Reflections from Graduates
“My Co-op experience started as soon as I could go out, junior year. I worked Co-op at An Electrical Prefab shop
the whole time I was on Co-op. Working in Co-op led me to many things, it gave me the opportunity to get new
connections with skilled electricians. It also allowed me to realize what I want to do. I don’t want to be an
electrician, even though I enjoy doing that. Working a year in the pre-fab shop allowed me to take a step back
and say to myself do I want to do this, and the answer was no because I wanted to work on a wider scale than
what I was doing. I wanted to work on machinery and think through problems that occur in those machines. So
instead of becoming an electrician, I am going to Mass Maritime to study Facilities Engineering.”
“Internship at a municipal department really opened my eyes about several things. I found that community,
politics and patience are key to understanding and navigating that environment. I found myself going to places I
never thought I could. Getting access to see all sorts of departments and construction elevated my knowledge
about the work that goes into making a town work mechanically. I met many new people and they gladly told
me about their careers. The people down in DPW, especially in my office, treated me quite nicely and let me go
on trips to areas so I could learn. They taught me things like the importance of the direction pipes go in, different
kinds of manholes, visually appealing aspects of buildings, etc.”
Co-op has helped me by improving my electrical skills and furthering my learning with regard to what it is like to
be working in the real world on a daily basis.
Co-op has helped me gain an out of the classroom perspective on criminal justice. I have had the opportunity to
do hands-on activities and connect with my community. Since I started co-op I have gained an insight on
everything that goes into planning the events our community hosts. We have staff meetings where we plan and
talk about upcoming events or talk about the outcome of events we just held and what we could do to make
them better. I love the real-world connection co-op gives me, it really is such a positive experience.
Co-Op has helped me learn different skills of the trade and new techniques of doing things while getting a feel of
real work scenarios.
Co-op has helped me understand how it is in the real world with working and have a schedule and
understanding my responsibilities.
Comments from a co-op partner:
“MR has been an absolute pleasure to have as a co-op student. From the moment he interviewed with us he has
demonstrated a maturity level beyond his years. He is respectful, displays self-awareness, communicates well
and is responsive. He’s really everything an employer looks for. He shows continued interest in our field, is
punctual and has an eagerness to learn. We have received high marks from many of our field service technicians
and members of our service team on a consistent basis. Our experience with MR on our team has been a very
pleasant one and we want to thank him and Blue Hills for this opportunity.”
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Academic & Technical Excellence
As we advance our mission of being the premier technical training institution in Massachusetts, our
budget will prioritize resources that directly enhance student learning and career readiness. The
anticipated addition of our 18th technical program, Dental Assisting, represents our commitment to
expanding opportunities that align with workforce demands. We will leverage competitive grant funding
and Perkins resources to launch this program while maintaining our high standards across all technical
areas. Our investment strategy includes curriculum development that integrates academic rigor with
technical expertise, expansion of industry-recognized credential programs, and strengthening of
post-secondary pathways. This commitment includes maintaining appropriate class sizes and providing
comprehensive support services to ensure all students can reach their full potential in both academic
and technical programs.
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PUBLIC AND COMMUNITY SERVICES AT BLUE HILLS REGIONAL TECHNICAL SCHOOL
Blue Hills offers a number of services to the members of our school district towns including: Avon, Braintree,
Canton, Dedham, Holbrook, Milton, Norwood, Randolph, and Westwood.
AUTOMOTIVE TECHNOLOGY
Contact 781-828-5800 x1110
Automotive Technology works on all makes and models, however the vehicle's age must be eight years old or
newer and have less than 125,000 miles. The students perform repairs and are supervised by A.S.E Master
Automobile certified instructors. Services include brakes, steering and suspension, exhaust, heating and air
conditioning, tune-up, transmission replacement, tires, tire balancing and alignments, check engine light
diagnosis, inspection stickers, etc.
AUTOMOTIVE COLLISION REPAIR AND REFINISHING
Contact 781-828-5800 x1100
Automotive Collision Repair and Refinishing works on all makes and models and offers services which
include insurance collision claims and auto body work.
CONSTRUCTION TECHNOLOGY
Contact 781-828-5800 x 1010
Construction Technology offers services which include additions to existing homes, sheds and outbuildings,
decks, etc. Projects are priced to plans and specifications supplied by the owner after an initial deposit is
made. The owners are responsible for obtaining a price for the materials and any permits. A $250 deposit is
required with the application.
COSMETOLOGY
Contact 781-828-5800 x 1210
Salon 800 is our student-run salon. The salon offers services which include haircuts, colorings, manicure,
facials, etc. Salon 800 is open Tuesday - Friday at 9am by appointment only.
CULINARY ARTS
Contact 781-828-5800 x 2411
Chateau de Bleu is our student-run restaurant and bakery. The restaurant is open Monday - Friday from
11am to 1pm. The Chateau de Bleu has an expansive menu with daily specials, sandwiches, soups, salads,
and desserts. The restaurant also has pastries and baked goods for sale and offers catering for events.
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DESIGN AND VISUAL COMMUNICATIONS
Contact 781-828-5800 x1251
Design and Visual Communications offers services which include graphic design and large format
printing and mounting, banners, posters, lawn signs, window and wall graphics.
EARLY EDUCATION AND CARE
Contact 781-828-5800 x 2060
Early Education and Care provides pre-school for children of district residents who are two years and
nine months old up to kindergarten age. The center is open for two days (Tuesday/Thursday or
Wednesday/Friday) and four-day sessions (Tuesday - Friday) from 8:30 am to 12:00 pm.
ELECTRICAL
Contact 781-828-5800 x1310
Electrical offers services which include residential wiring, smoke detectors, telephone, voice and data
wiring, CATV and public building wiring for municipal structures. A $250 deposit is required with the
application submission.
GRAPHIC COMMUNICATION
Contact 781-828-5800 x1232
Graphic Communications offers services which include business cards, menus, company letterhead,
silk-screening (including T-shirts), pamphlets, booklets and programs as well as embroidery of a variety
of items.
ADULT BASIC EDUCATION PROGRAM
https://adulted.bluehills.org/
Contact 781-928-3111
Since 1997, Blue Hills Regional Technical School Adult Basic Education (BHR ABE) has provided ABE,
ESOL, and Education and Career Advising services to residents of Dedham, Norwood, Canton, and the
surrounding communities. Our program is designed to address the specific needs of both our
community and students, ensuring the delivery of high-quality educational services. Currently, we serve
230 students, 79 ABE and 151 ESOL, with 228 students on our waitlist.
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CONTINUING EDUCATION PROGRAM
Our mission is to provide lifelong educational opportunities and services that address the unique needs
of individuals and communities. We are dedicated to providing learners with the knowledge and 21st
century skills necessary to participate effectively as citizens, workers, parents and family members, and
be contributing members of the local and global community. We are focused on revitalizing our
program to offer communities refreshed learning experiences that foster continuous growth and
development, empowering them to thrive in a rapidly changing world.
SCHOOLS TO CAREERS PARTNERSHIP
Contact 781-828-5800 x2204
The reimagined School to Careers Partnership provides member districts with access to career
exploration through various modalities. With a focus on “direct to employment” post-secondary
opportunities, STC leverages a large network of industry professionals to grant students access to
career immersion, work-based learning, and career pathway insights. STC is also working as Blue Hills
Regional Technical Schools, Career Technical Initiative partner, bringing free industry training to local
students wishing to pursue careers in the trades and manufacturing.
Interested candidates should contact our School to Careers Coordinator, Jonathan Pryor, for more
information at Jpryor@bluehills.org.
POOL AND RECREATION PROGRAM
https://bluehillsrec.activityreg.com/clientpage_t2.wcs
Contact 781-828-5800 x2640
The pool and recreation department offer swim lessons, pool rental, lifeguard training course,
gymnasium rental, and field rentals.
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Criminal Justice students visited the Westwood Police Department for an
incredible hands-on experience!
The Fiscal Year 2027 operating budget totals $28,782,432, representing a 3.8% increase over FY26 and
reflecting continued fiscal discipline amid sustained inflation and rising fixed, non-discretionary costs.
This budget is driven primarily by employee benefits, transportation, special education services, and
ongoing principal and interest payments related to the MSBA building renovation, rather than program
expansion. State inflation assumptions within the foundation budget remain below actual cost growth
across multiple expenditure categories, requiring careful local planning. Through strategic use of
attrition, disciplined expense management, and collaboration among Department Heads and
Administration, the district continues to prioritize student learning, workforce and postsecondary
readiness, and equitable access to high-quality Career Technical Education programs while balancing
local assessments, stabilization, and long-term obligations. This budget reflects a measured, responsible
approach to sustaining strong programs, maintaining facilities, and honoring the partnership with our
member communities.
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PRELIMINARY FY 2027 Budget Analysis
Budget Expenses 2027 2026
Operating $26,320,613 $25,162,174
Capital Debt $2,261,819 $2,257,431
Stabilization $150,000 $250,000
OPEB $50,000 $50,000
$28,782,432 $27,719,605
Revenues 2027 2026
State Funding (Ch. 70, Transportation) $8,798,355 $8,468,702
E&D Funding $500,000 $500,000
Other Special Revenue Funding Offset $186,707
Ch 70 Required Contributions $14,244,562 $13,010,907
Blue Hills Operating Assessment $2,777,696 $2,995,858
Debt Service $2,261,819 $2,257,431
E&D Transferred to Stabilization and
OPEB $200,000 $300,000
$28,782,432 $27,719,605
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FY 2027 Budget Request Breakdown
Salary Accounts 2027 Request 2026 Budget 2025 Budget
1000 District $769,197 $755,978 $716,340
Leadership
2000 Instruction $12,135,767 $11,363,575 $10,971,564
3000 Student $766,840 $723,494 $694,468
Services
4000 Operations $1,716,835 $1,634,650 $1,563,840
and Maintenance
Totals $15,388,639 $14,545,797 $13,946,212
Expense Accounts 2027 Request 2026 Budget 2025 Budget
1000 District $312,500 $302,470 $356,620
Leadership
2000 Instruction $635,014 $786,648 $860,775
3000 Student $1,697,317 $1,649,937 $1,518,974
Services
4000 Operations $1,921,354 $2,067,256 $1,963,365
and Maintenance
5000 Fixed $6,415,789 $5,928,166 $5,409,426
Charges
7000 & 8000 $2,411,819 $2,507,431 $2,526,053
Capital and Debt
Totals $13,393,793 $13,241,908 $12,635,213
Total All Accounts $28,782,432 $27,719,605 $26,581,424
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We will be in the final year of a three-year contract under union contractual agreements. Salaries,
wages, and benefits collectively represent over 73% of the district's total budgeted expenditures. The
salary and wage budget support 148.5 full-time equivalent (FTE) positions, reflecting the district’s
commitment to staffing and employee compensation.
1000 & 2000 Salary Series
Description FY 2027 FY 2026 FY 2025
1110 District School $31,000 $61,407 $58,171
Committee
1210 Superintendent Office $299,277 $278,466 $266,024
1410 Business Office $438,920 $416,105 $392,145
Total $769,197 $755,978 $716,340
Description FY 2027 FY 2026 FY 2025
2110 Curriculum Directors $616,606 $593,214 $569,319
2120 Department Heads $241,693 $232,397 $223,496
2210 School Leadership $587,083 $569,542 $551,513
2305 Classroom Teacher $9,444,281 $8,807,203 $8,460,596
2325 Substitutes $120,614 $103,120 $140,332
2330 Instructional Support $31,495 $30,284 $29,119
2340 Library Media $119,128 $114,546 $106,146
Specialist
2354 Teacher Mentor $14,000 $13,800 $13,184
Program
2356 Professional $36,000 $36,000 $36,000
Development
2710 Guidance $629,311 $592,567 $569,962
2800 Psychological $287,156 $270,902 $271,897
Services
Totals $12,127,367 $11,363,575 $10,971,564
3000 Salary Series
Description FY 2027 FY 2026 FY 2025
3100 Attendance $6,000 $5,921 $5,693
3200 Health Services $190,800 $179,669 $171,539
3400 Food Services $78,364 $75,350 $72,450
3510 Athletics $341,746* $260,001 $248,154
3520 Other Student $102,500 $96,438 $100,834
Activities
3600 School Security $112,482 $106,115 $95,798
Totals $831,892 $723,494 $694,468
*Hired a Full Time Athletic Trainer
21Source page 22
4000 Salary Series
Description FY 2027 FY 2026 FY 2025
4100 Custodial Services $602,650 $564,206 553,653
4210 Maintenance of $798,385 $765,445 $721,425
Grounds
4220 Maintenance of $35,000 $35,000 $42,740
Building
4400 District Technology $280,800 $270,000 $246,022
Totals $1,716,735 $1,634,651 $1,563,840
Expense Accounts
The district remains attentive to the financial capacity of its nine-member communities, striving to
minimize budget growth. This year’s budget is supported by Chapter 70 aid increases and the use of
Excess and Deficiency funds. Through data-driven decision-making, Blue Hills has effectively
reallocated resources to meet the evolving needs of its student population. This strategic approach,
combined with a strong commitment to securing competitive grants, has helped mitigate rising
education costs driven by inflation and supply chain challenges.
1000 Expense Series
Description FY 2027 FY 2026 FY 2025
1110 District School $87,500* $77,315 $86,484
Committee
1210 Superintendent $40,000 $40,000 $50,007
Office
1410 Business Office $35,750 $42,755 $43,879
1420 Human Resources $1,500 $1,500 $1,200
1430 Legal Services $60,000 $60,000 $75,000
1450 District Technology $87,750 $80,900 $100,050
Totals $315,000 $302,470 $356,620
*Audit Fee increase
22Source page 23
2000 Expense Series
Description FY 2027 FY 2026 FY 2025
2110 Curriculum $2,100 $5,500 $5,500
Directors
2120 Department Heads $26,500 $35,000 $35,000
2210 School Leadership $19,600 $17,500 $15,000
2250 Non Inst. Building $21,400 $21,100 $27,650
Technology
2345 Distance Learning $0 $4,749 $7,749
2356 Prof. Dev. Stipends $2,000 $6,000 $6,000
2358 Prof. Dev. $10,000 $12,000 $12,000
2410 Text and Inst. Mat $24,000 $47,060 $33,394
2415 Other Inst Mat $220,954 $284,942 $254,342
2420 Inst Equip $51,330 $101,364 $101,721
2430 General Supplies $31,000 $52,000 $54,849
2440 Other Inst Services $2,400 $2,500 $2,500
2451 Inst Tech $65,000 $85,000 $190,307
2453 Inst Hardware $20,000 $12,000 $19,000
2455 Inst Software $63,830 $91,483 $87,563
2710 Guidance $1,900 $5,200 $5,200
2800 SPED Services $11,000 $3,000 $3,000
Totals $573,014 $788,648 $860,775
3000 Expense Series
Description FY 2027 FY 2026 FY 2025
3200 Health Services $9,600 $10,100 $10,100
3300 Transportation $1,226,354* $1,158,094 $1,126,313
3400 Food Services $0 $0 $1,000
3510 Athletics $365,863 $390,967 $291,391
3520 Other Student Act $49,000 $49,000 $50,000
3600 Resource Officer $43,448 $41,777 $40,170
Totals $1,694,265 $1,649,938 $1,518,974
*Transportation line increase due to contractual increases for services
23Source page 24
4000 Expense Series
Description FY 2027 FY 2026 FY 2025
4110 Custodial Services $101,000 $111,000 $106,000
4130 Utility Services $887,604* $801,595 $800,164
4210 Maintenance of $48,000 $55,000 $63,000
Grounds
4220 Maintenance of $413,500 $479,700 $460,400
Buildings
4225 Maint. Of Security $9,000 $14,400 $12,800
Systems
4230 Maint of Equipment $79,100 $139,461 $151,849
4300 Building $100,000 $145,000 $135,000
Extraordinary Maint.
4450 Network $289,150 $321,100 $234,152
Infrastructure
Totals 1,927,354 $2,067,256 $1,963,365
*Utility Services increase due to new Electricity and Gas contracts
5000 Expense Series
Description FY 2027 FY 2026 FY 2025
5100 Employee $1,105,000 $1,061,913 $995,599
Retirement
5150 Employee $15,000 $10,000 $15,000
Separation Cost
5200 Insurance Program $3,324,599 $2,987,754 $2,700,062
5250 Insurance for $1,650,690 $1,562,009 $1,390,690
Retired Empl
5260 Other Non-Empl $245,500 $237,490 $242,375
Insurance
5300 Rental Lease of $75,000 $69,000 $65,700
Equipment
5450 Debt Service BANS $0 $0 $0
Totals $6,415,789 $5,528,166 $5,409,426
24Source page 25
7000 & 8000 Expense Series
Description FY 2027 FY 2026 FY 2025
7200 Improvement of $150,000 $250,000 $201,835
Buildings
7300 Improvement of $0 $0 $45,000
Equipment
7500 Capital Motor $0 $0 $0
Vehicles
Totals $150,000 $250,000 $246,835
8100 Long Term Debt $940,000 $890,000 $810,000
Principal
8200 Long Term Debt $1,321,819 $1,367,431 $1,469,218
Interest
Totals $2,261,819 $2,257,431 $2,279,218
25Source page 26
Member Town
Proposed Assessment
2026-2027
Feb 25, 2026
V 1.0
26Source page 27
2027 Assessment Rationale
The following five items are key factors in calculating the 2026 assessment for each town
I. MSBA renovation project debt service
II. Enrollment changes at Blue Hills
III. Changes in the school’s operating budget
IV. Excess and deficiency fund allocation
V. Foundation budget and minimum required contribution calculations.
BHR 5 Year Enrollment Comparison by District
District 2022 2023 2024 2025 2026
Avon 50 50 47 54 67
Braintree 145 157 161 152 143
Canton 72 80 74 90 91
Dedham 105 101 103 89 83
Holbrook 110 100 108 115 125
Milton 40 50 34 39 38
Norwood 105 108 108 94 112
Randolph 283 266 280 273 261
Westwood 6 7 5 4 4
Town Enrollment Foundation Required
Avon 67 $1,610,895 $946,050
Braintree 143 $3,438,178 $2,687,182
Canton 91 $2,187,931 $1,761,641
Dedham 83 $1,995,586 $1,646,358
Holbrook 125 $3,005,400 $1,370,754
Milton 38 $913,642 $730,968
Norwood 112 $2,692,839 $1,923,829
Randolph 261 $6,251,233 $3,098,886
Westwood 4 $96,173 $78,894
Total 924 $22,191,876 $14,244,562
27Source page 28
Adis, BLUE HILLS
REGIONAL TECHNICAL SCHOOL
Foundation Budget and Minimum Required Contribution Calculations
The assessment requested by Blue Hills from its member towns consists of two primary components.
The first is the Chapter 70 required contribution, which is determined by the state and accounts for
approximately 59% to 75% of the total assessment. Several factors indirectly influence the state’s
calculation of a member town’s required contribution. Key elements include changes in the values used
for the Chapter 70 aid calculation, such as the foundation budget, the town’s equalized valuation, and
the required local contribution.
Chapter 70 Foundation Formula
BHR ine goal of Chapter 70 Formula Aid is to There are cost rates associated
Local Income Effort is based on
ensure that every district has sufficient with 11 different spending
resources to meet its foundation budget categories (e.g,, teacher residents’ income. The 2026 Income
spending level through an equitable compensation, professional percentage is 1.5699%.
contribution of local property taxes and development, building =1.5699% X Residential Income
state aid. maintenance, etc.)
FOUNDATION LOCALPROPERTY § LOCALINCOME
ENROLLMENTS
BUDGET EFFORT EFFORT
There are 13 enrollment categories and Local Property Effort is based on property Required Local Contribution is
demographic groups that make up a district's values. The 2026 Property Percentage is a measurement of how much
enrollment numbers, The state totals the .3243% of the equalized property valuation of local tax revenue a city or town
different categories (e,g,, economically the community. can reasonably raise and
disadvantaged or students from low income = .3243% X Equalized Property Values dedicate to the operation of its K-
families, special education, and limited English 12 Schools,
proficiency students).
28
[Original embedded text, retained for comparison]
Foundation Budget and Minimum Required Contribution Calculations
The assessment requested by Blue Hills from its member towns consists of two primary components.
The first is the Chapter 70 required contribution, which is determined by the state and accounts for
approximately 59% to 75% of the total assessment. Several factors indirectly influence the state’s
calculation of a member town’s required contribution. Key elements include changes in the values used
for the Chapter 70 aid calculation, such as the foundation budget, the town’s equalized valuation, and
the required local contribution.
28Source page 29
10-1-25
10-1-24 Foundation Change % FY27 Required BH Total
Foundation % of enrollment % of in increase/ Contribution Operating Renovation Total Requested FY
enrollment students by for 27 students students decrease by Gov Budget Budget Assessment Requested FY 26 Assessment %
Town for 26 budget town budget by town 26-27 26 to 27 1-28-26 Assessment DEBT STC 27 Assessment Assessment Inc/(Dec) change Per Pupil Cost
Avon 54 5.9% 67 7.3% 13 24.1% $946,050 $201,413 $164,007 $15,058 $1,326,527 $1,020,338 $306,189 30.01% $19,799
Braintree 152 16.7% 143 15.5% -9 -5.9% $2,687,182 $429,882 $350,044 $0 $3,467,108 $3,501,353 -$34,245 -0.98% $24,246
Canton 90 9.9% 91 9.8% 1 1.1% $1,761,641 $273,561 $222,755 $27,970 $2,285,927 $2,164,782 $121,145 5.60% $25,120
Dedham 89 9.8% 83 9.0% -6 -6.7% $1,646,358 $249,511 $203,172 $27,970 $2,127,012 $2,117,292 $9,720 0.46% $25,627
Holbrook 115 12.6% 125 13.5% 10 8.7% $1,370,754 $375,770 $305,983 $15,058 $2,067,565 $1,842,558 $225,007 12.21% $16,541
Milton 39 4.3% 38 4.1% -1 -2.6% $730,968 $114,235 $93,019 $15,058 $953,280 $954,340 -$1,060 -0.11% $25,086
Norwood 94 10.3% 112 12.1% 18 19.1% $1,923,829 $336,690 $274,160 $27,970 $2,562,649 $2,060,030 $502,619 24.40% $22,881
Randolph 273 30.0% 261 28.2% -12 -4.4% $3,098,886 $784,609 $638,891 $27,970 $4,550,356 $4,654,444 -$104,088 -2.24% $17,434
Westwood 4 0.4% 4 0.4% 0 0.0% $78,894 $12,026 $9,791 $0 $100,711 $102,111 -$1,400 -1.37% $25,178
29Source page 30
Assessment History
District FY 27 FY 26 FY 25 FY 24 FY 23 FY 22 FY 21
Avon $1,326,527 1,020,388 884,333 845,307 893,986, 1,156,787 1,025,487
Braintree $3,467,108 3,501,353 3,440,760 3,047,374 2,881,399 2,582,753 2.653.610
Canton $2,285,927 2,164,782 1,759,530 1,770,018 1,603,337 1,472,906 1,469,596
Dedham $2,127,012 2,117,292 2,236,344 2,186,656 2,184,334 2,008,969 1,989,849
Holbrook $2,067,565 1,842,558 1,712,665 1,450,089 1,627,396 1,783,840 1,742,666
Milton $953,280 954,340 813,519 1,073,827 866,638 913,087 793,828
Norwood $2,562,649 2,064,030 2,221,159 2,072,784 2,017,441 1,952,994 1,594,584
Randolph $4,550,356 4,654,444 4,753,182 4,195,787 4,416,092 4,590,821 4,560,801
Westwood $100,711 102,111 118,881 169,054 131,397 129,617 131,318
Dollar Change in Year-to-Year Assessments
District FY 27 FY 26 FY 25 FY 24 FY 23 FY 22
Avon $306,189 $136,055 $39,026 ($48,679) ($262,801) $131,300
Braintree ($34,245) $60,593 $393,386 $165,975 $298,646 ($70,857)
Canton $121,145 $405,252 ($10,488) $166,681 $130,431 $3,310
Dedham $9,720 ($119,052) $49,688 $2,322 $175,365 $19,120
Holbrook $225,007 $129,893 $262,576 ($177,307) ($156,444) $41,174
Milton ($1,060) $140,821 ($260,308) $207,189 ($46,449) $119,259
Norwood $502,619 ($157,129) $148,375 $55,343 $64,447 $358,410
Randolph ($104,088) ($98,738) $557,395 ($220,305) ($174,729) $30,020
Westwood ($1,400) ($16,770) ($50,173) $37,657 $1,780 ($1,701)
Percent Change Year-to-Year Assessments
District FY 27 FY 26 FY 25 FY 24 FY 23 FY 22
Avon 30% 15% 5% -5% -23% 13%
Braintree -0.98% 2% 13% 6% 12% -3%
Canton 5.60% 23% -1% 10% 9% 0%
Dedham 0.46% -5% 2% 0% 9% 1%
Holbrook 12.21% 8% 18% -11% -9% 2%
Milton -0.11% 17% -24% 24% -5% 15%
Norwood 24.40% -7% 7% 3% 3% 22%
Randolph -2.24% -2% 13% -5% -4% 1%
Westwood -1.37% -14% -30% 29% 1% -1%
30