SUPERIOR SCHOOLS UPDATE A LETTER FROM THE SUPERINTENDENT To the Superior Community, As we approach the end of the 2025-2026 school year, there is so much to celebrate in the School District of Superior. Our students have reached incredible heights this year, from achieving significant academic growth on our state report cards to showcasing our Spartans on the stage with amazing music and drama performances. This winter, we also celebrated the Wisconsin Ms. Hockey award winner and the Girls Hockey State Coach of the Year. These honors are a testament to the hard work of our students, the dedication of our staff, and the unwavering support of our families. I am incredibly proud to be both an educator and a parent in the School District of Superior! I want to take this opportunity to provide a transparent update on the financial health of the School District of Superior. The purpose of this communication is to share our current financial standing and provide a clear picture of the years to come. In Superior, we believe in planning many years out to anticipate challenges; our goal is to ensure there are no surprises for our school community as we navigate the evolving landscape of public education. Everything we do is guided by our mission: Ensuring a superior experience, empowering ev- ery student for life. Our primary purpose remains providing a high-quality education for every child, and maintaining that standard requires careful, long-term fiscal stewardship. We remain incredibly grateful for the 2024 operational referendum. That support has allowed us to protect core programs-including elementary reading support, low class sizes, a vast ar- ray of athletic and activity options, and mental health support for students-during a period of significant economic pressure. However, we are currently facing a "perfect storm" of factors: Like many districts across the state, we are continuing to see smaller incoming kinder- garten classes compared to our graduating classes. Next year, we will lose our largest graduating class of 360 students and are projected to have fewer than 250 kindergarten students. This trend is consistent with patterns across the state and country, but it directly impacts our per-pupil state funding. Funding at the state level has not kept pace with inflation. We are seeing revenue stay flat while our essential expenses (utilities, insurance, etc.) continue to climb significantly. To remain responsible stewards of your tax dollars, we have taken several proactive steps: Facing significant increases in insurance costs, we transitioned to a narrow network health insurance plan two years ago. This was a difficult decision that limits employee choice and impacts staff take-home pay, but it was necessary to protect the district's budget. However, even after making this change, we are facing approximately a $2 million increase for the 2026-27 school year. We are reviewing every vacancy and, where possible, reducing costs through attrition. This spring, we have reduced positions in administration, teaching, and support staff across all levels to align with our current enrollment. We expect annual deficits of $1M-$3M in the coming years. We will bridge this gap using our fund balance (savings) built up over time, but this is a short-term bridge, not a perma- nent fix. Our current referendum is set to expire in 2029. Without it, the district would face an approx- imately $10 million deficit. For context, when our district was forced to close an elementary school and cut more than 60 positions in 2024, the deficit was $4.5 million. As we look toward 2029, we must be realistic. We will eventually need to determine if we will ask for another referendum, but we also recognize the financial fatigue our community is feel- ing. Similar to our previous process, this will begin with a community survey in the spring of 2028. Whether we move forward on asking for another operational referendum will depend highly on those survey results. Therefore, we are beginning the difficult work of planning for a budget without referendum support to ensure we are prepared for any outcome. While we find efficiencies locally, we need your help. We must continue to advocate at the state level for a funding formula that reflects the true cost of educating children. Please join us in reaching out to state representatives to voice the importance of predictable, sustainable investment in our public schools. You can find contact information for representatives on our website, superiorspartans.com. While the financial forecast may seem heavy, I want to end on a note of resolve. We have faced challenges before, and we have always emerged by keeping our focus on our students. Superior is a resilient community, and by staying unified and proactive, we will ensure that our district remains a place where every student can thrive. Best regards, Dr. Amy Starzecki, District Administrator School District of Superior SUPERIOR SCHOOLS UPDATE A LETTER FROM THE SUPERINTENDENT To the Superior Community , As we approach the end of the 2025-2026 school year , there is so much to celebrate in the School District of Superior . Our students have reached incredible heights this year , from achieving significant academic growth on our state report cards to showcasing our Spartans on the stage with amazing music and drama performances . This winter , we also celebrated the Wisconsin Ms. Hockey award winner and the Girls Hockey State Coach of the Year . These honors are a testament to the hard work of our students , the dedication of our staff , and the unwavering support of our families . I am incredibly proud to be both an educator and a parent in the School District of Superior ! I want to take this opportunity to provide a transparent update on the financial health of the School District of Superior . The purpose of this communication is to share our current financial standing and provide a clear picture of the years to come . In Superior , we believe in planning many years out to anticipate challenges ; our goal is to ensure there are no surprises for our school community as we navigate the evolving landscape of public education . Everything we do is guided by our mission : Ensuring a superior experience , empowering ev- ery student for life . Our primary purpose remains providing a high - quality education for every child , and maintaining that standard requires careful , long - term fiscal stewardship . We remain incredibly grateful for the 2024 operational referendum . That support has allowed us to protect core programs - including elementary reading support , low class sizes , a vast ar- ray of athletic and activity options , and mental health support for students - during a period of significant economic pressure . However , we are currently facing a " perfect storm " of factors : Like many districts across the state , we are continuing to see smaller incoming kinder- garten classes compared to our graduating classes . Next year , we will lose our largest graduating class of 360 students and are projected to have fewer than 250 kindergarten students . This trend is consistent with patterns across the state and country , but it directly impacts our per - pupil state funding . Funding at the state level has not kept pace with inflation . We are seeing revenue stay flat while our essential expenses ( utilities , insurance , etc. ) continue to climb significantly . To remain responsible stewards of your tax dollars , we have taken several proactive steps : Facing significant increases in insurance costs , we transitioned to a narrow network health insurance plan two years ago . This was a difficult decision that limits employee choice and impacts staff take - home pay , but it was necessary to protect the district's budget . However , even after making this change , we are facing approximately a $ 2 million increase for the 2026-27 school year . We are reviewing every vacancy and , where possible , reducing costs through attrition . This spring , we have reduced positions in administration , teaching , and support staff across all levels to align with our current enrollment . We expect annual deficits of $ 1M- $ 3M in the coming years . We will bridge this gap using our fund balance ( savings ) built up over time , but this is a short - term bridge , not a perma- nent fix . Our current referendum is set to expire in 2029. Without it , the district would face an approx- imately $ 10 million deficit . For context , when our district was forced to close an elementary school and cut more than 60 positions in 2024 , the deficit was $ 4.5 million . As we look toward 2029 , we must be realistic . We will eventually need to determine if we will ask for another referendum , but we also recognize the financial fatigue our community is feel- ing . Similar to our previous process , this will begin with a community survey in the spring of 2028. Whether we move forward on asking for another operational referendum will depend highly on those survey results . Therefore , we are beginning the difficult work of planning for a budget without referendum support to ensure we are prepared for any outcome . While we find efficiencies locally , we need your help . We must continue to advocate at the state level for a funding formula that reflects the true cost of educating children . Please join us in reaching out to state representatives to voice the importance of predictable , sustainable investment in our public schools . You can find contact information for representatives on our website , superiorspartans.com . While the financial forecast may seem heavy , I want to end on a note of resolve . We have faced challenges before , and we have always emerged by keeping our focus on our students . Superior is a resilient community , and by staying unified and proactive , we will ensure that our district remains a place where every student can thrive . Best regards , Dr. Amy Starzecki , District Administrator School District of Superior