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Judson ISD presents deficit forecast and proposed cuts; board tables consultant hire after debate
Summary
Superintendent presented a multi‑million dollar deficit forecast and an administration list of potential reductions totaling about $11.9 million; trustees tabled a motion to hire a board financial consultant 5–2 and asked administration for further impact analyses.
Superintendent Milton Fields and district staff presented a multi‑year financial forecast and a list of proposed reductions at the Judson ISD special board meeting. The presentation showed the district’s current‑year shortfall narrowed from an earlier projection of about $37 million to roughly $23 million, and a proposed 2025–26 budget gap in the high‑tens of millions depending on revenue outcomes.
Fields told the board the district had reduced the current fiscal year deficit from the earlier projection and outlined administration recommendations for additional cost savings. “We started the year with a $37,000,000 deficit, and we're projected to end with a $23,000,000 deficit,” Fields said while describing actions already taken and the remaining gap.
Administration presented a packet of possible reductions totaling roughly $11,863,685, ranging from program restructures, reductions in days worked for certain employee groups, the reassignment or non‑replacement of some vacant non‑teaching positions (25 vacancies identified), to the postponement of planned new school openings. The packet listed itemized savings estimates, including $1,028,375 from identified non‑teaching vacancies and an estimated $3,500,000 in savings if new school openings were postponed.
Board debate focused on whether to hire an outside financial consultant to guide deeper restructuring. One trustee moved to delegate selection of a board financial consultant to the board president, in consultation with legal counsel. After discussion and public testimony, another trustee moved to table that motion to give new board members and superintendent additional time to discuss the issue; the motion to table passed 5–2.
Board members expressed differing views: some said additional outside analysis could help craft a strategic, equitable plan; others argued hiring a consultant immediately would appear tone‑deaf while staff and campuses face cuts and recommended more internal dialogue before spending on consultants. Several trustees asked for more detailed, campus‑level impact analyses before any decision that would affect personnel or student services.
The administration emphasized that some recommended items had been approved at prior budget workshops (bringing previously approved savings of about $4.84 million) and that the current list of options was responsive to board direction to identify additional savings. Staff emphasized that figures are estimates and contingent on implementation details and state and local revenue outcomes, including any VADER (local tax election) results that could add roughly $12 million if successful.
Next steps: trustees directed administration to provide more granular impact analyses — including transportation, special‑education placements, grant implications, and staffing consequences — before taking votes on closures, layoffs, or other significant operational reductions. The consultant hire motion remains tabled and may be reintroduced only after further briefings.
