Somers residents are being asked to approve a school budget that increases spending, raises taxes and avoids the most important question: Is any of this sustainable?
The proposed 2026–27 operating budget is now $115.9 million, with a tax levy of $93.56 million — an increase of 2.31%, pushed right up against the district’s allowable cap.
The district continues to spend more while serving fewer students. Enrollment has fallen from 3,385 students in 2020 to roughly 2,523 today — a decline of more than 25%. Yet the number of teachers has surged from 148 to 262, a 77% increase during a period of shrinking enrollment. No budget presentation has explained this imbalance or why taxpayers should continue funding staffing growth that far outpaces student need.
Per-student spending has exploded as well. The New York State Education Department's audited transparency data shows Somers spending over $37,000 per student, but the current budget produces a real per-student cost of approximately $45,900. That is one of the highest figures in the region. The district continues to cite a much lower internal number, but the state’s audited figure is the one taxpayers should trust.
The district frequently highlights a 98% graduation rate, but graduation rates do not measure whether students are proficient in core subjects. According to the New York State Education Department’s Somers CSD Report Card, only 59% of students in Grades 3–8 are proficient in English language arts, 61% are proficient in mathematics and 58% are proficient in science. In several grades, nearly half of students are not meeting grade-level expectations. Proficiency — not graduation rate — is the state’s primary measure of whether students are on grade level, and it is the clearest indicator of whether taxpayer investment is producing academic results.
For comparison, Scarsdale — another Westchester district with higher spending — achieves approximately 92% proficiency in English and mathematics, according to its NYSED Report Card. Somers, despite spending nearly $46,000 per student, delivers roughly 60% proficiency in these same subjects. This makes clear that the issue in Somers is not resources, but alignment, transparency and accountability.
Despite this high spending, families still purchase long supply lists each fall, often spending $200 or more per child. When a district spends nearly $46,000 per student, yet cannot cover basic classroom materials, the public is entitled to ask: Where is the money going?
The district’s own presentation shows that salaries and benefits now consume 72% of the entire budget. Because more than 80% of the budget is funded by the tax levy, roughly 77 cents of every tax dollar goes directly to personnel costs. This structure is not sustainable — especially with declining enrollment and a limited commercial tax base.
The long-term obligations are even more concerning. When the board grants tenure, it is making a 30- to 40-year financial commitment that includes salary progression, pension accrual and lifetime benefit obligations. These liabilities automatically grow each year, regardless of enrollment or performance.
On top of this, Somers carries nearly $7 million per year in long-term debt service, representing 6% of the entire budget. With enrollment at roughly 2,523 students, that is $2,750 in annual debt service per student — and that burden sits on top of the more than $37,000 the district already spends per student. A responsible debt ratio for a district with declining enrollment is closer to 3%. Somers is at 6% — double that level. That is not just high; it is a structural warning sign. Debt is fixed. Enrollment is not. As the student population shrinks, the debt burden per household rises automatically.
This is why Somers needs a reset. I propose the following reforms:
Zero-Based Budgeting: Require every expense to be justified annually.
Administrative Streamlining: Reduce overlapping roles and unnecessary layers of bureaucracy.
Curriculum Modernization: Prioritize financial literacy, technology fluency, and career readiness.
Community-Centered Planning: Involve parents, students, and teachers in transparent budget discussions.
Clear Reporting: Publish per-student spending and academic proficiency data in plain language.
Contract Audits: Review vendor relationships to ensure value and alignment with student needs.
Staffing Ratio Alignment: Match staffing levels to actual enrollment and instructional needs.
Long-Term Liability Review: Disclose the full financial impact of tenure, pensions, and benefits before new commitments are approved.
Academic Proficiency Reporting: Publish NYSED proficiency results alongside graduation rates, with clear improvement targets.
Until the district demonstrates fiscal discipline, transparency, and a clear connection between spending and student outcomes, the responsible choice for taxpayers is to vote NO on the budget. And if the budget is presented again without structural changes, taxpayers should vote NO a second time. A contingent budget is not a crisis — it is a corrective. It is the community’s way of insisting on accountability before approving another year of automatic increases. A “No” vote is not anti-school; it is pro-accountability and pro-sustainability.
Somers has the resources to lead. What it needs now is honesty, discipline and a commitment to results — not bigger budgets built on shrinking enrollment.
John Mooren is a resident of Lake Lincolndale in Somers.
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