CFISD launches marketing push, tuition‑based pre‑K and facility revenue plans to boost enrollment and revenue

CYPRESS‑FAIRBANKS ISD — District staff on Monday laid out a multi‑pronged plan under Strategic Plan Guardrail 3 to raise enrollment, recruit teachers and generate new revenue through marketing, tuition‑based pre‑K, facility naming rights and expanded rentals.

Dawn Tryon, director of community engagement, said the fall marketing campaign targeted the total market and the Hispanic market using Pandora audio, digital video, community print and paid social media. “Our fall enrollment campaign aims to encourage parents to enroll their children in CFISD at an early age and inform new move‑ins of the benefits that CFISD schools offer,” Tryon said. She told trustees the Pandora ad reached more than 150,000 listeners, including nearly 30,000 in the targeted Hispanic market, and the team is preparing a spring campaign and a teacher recruitment push.

Tuition‑based pre‑K: Scott Tucker and Chief Academic Officer Doctor Goree outlined a paid pre‑K plan set to launch Jan. 21. The district will offer paid pre‑K at elementary campuses depending on space; if a home campus is full, families may be offered space at an alternate campus. Monthly tuition was presented as $650 for community residents and non‑residents, $600 for CFISD employees, plus a $50 registration fee. Program rules described by Goree follow state eligibility rules for free pre‑K (for example, age, economically disadvantaged status, emergent bilingual status, homelessness or certain DFPS involvement) and staff said a district must submit proposed tuition rates to the Texas Education Agency for approval; state rules limit how much districts may charge.

“Our strategy was to engage both the total market and Hispanic market through targeted initiatives,” Tryon said. Staff described outreach channels — targeted email blasts to more than 297,000 deliveries across selected ZIP codes, paid social media impressions, and employee tools such as a “path to amazing” toolkit on the intranet.

Naming rights and advertising revenue: The board heard that an RFP and consultant process produced an initial asset inventory and valuation draft from The Superlative Group. Staff said CFFCU’s contract ends in 2026, creating a naming right opportunity for the Berry Center field; other prospective assets include the VPAC, Pridgen Stadium field, the natatorium and the Berry Center conference center.

Facility rentals and venues: Staff reported an increase in facility‑use revenue despite fewer booked hours in the July‑November comparison driven by calendar shifts and weather‑related closures. Advertising revenue from the district’s existing options was reported as $415,245 from July to the present. The Berry Center reported current revenue of about $1.5 million with a projection to surpass $3 million for the year; staff said VPAC outside reservations represented 70% of bookings though district events occupy a larger share of hours and space.

Community programs and child care: Nadia Stovall outlined community‑program supports. The district will operate before/after care for pre‑K (“Clever Sprouts”) with tiered rates and a 1:15 staff‑to‑child ratio; Club Rewind (before/after care) and early learning centers employ about 371 staff and have contributed approximately $16.8 million to the district historically. Staff reported a 37% reduction in the Club Rewind wait list since the start of the school year and noted expansions in ELC capacity at specific campuses.

Volunteers and mentoring: Tryon said the district averages more than 200 volunteers supporting bus buddy programs the first days of school and reported roughly 600 active mentors after monthly trainings; staff said mentor hours increased year over year.

Board discussion and next steps: Trustees asked about consultant deliverables and timelines for the naming‑rights evaluation; administration said the Superlative Group delivered a draft asset valuation and the committee is meeting to review the findings before public release. Trustees also asked about VPAC targets for outside revenue; staff said they will establish benchmarks after a full year of open operations. Staff said Guardrail 3 reporting will be provided twice a year per the strategic plan, and trustees asked for biannual detail on revenues and a continued flow of metrics as campaigns and programs launch.