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LTISD explores open-enrollment and filling empty seats as a revenue strategy
Summary
Administrators presented a shallow-dive of open-enrollment models used by other Texas districts and estimated that filling currently empty seats could increase revenue (conservative estimate of basic allotment ~$6,215 per added ADA). The board requested a deeper analysis and potential pilot options.
District administrators presented a preliminary review of open-enrollment and selective-enrollment models and outlined how filling existing empty seats across campuses could provide revenue to help close the projected budget gap.
Dr. Bethany Bedford and staff described different models used in Central Texas and elsewhere: selective enrollment, open-transfer policies, zone-based transfers and combined approaches. Staff reported that 134 students left the district last year to attend open-enrollment districts and that roughly 300 students who live inside LTISD zone attend other schools (public/virtual/private) based on available state-reported data.
Administrators stressed that the estimate used for conservative revenue calculations was the straight basic allotment of $6,215 per student (based on ADA) and noted that weighted funding (for bilingual, GT or other programs) would increase that number when applicable. Staff also emphasized several constraints: space is campus- and grade-specific, feeder patterns (middle/high school capacity) must be considered, busing is typically not provided for out-of-district transfers, and policy changes would be required to implement open-enrollment broadly.
Trustees raised questions about eligibility criteria (attendance, discipline, grades), marketing costs and the district's commitment to resident students. Board members asked administration to prepare a deeper analysis that includes pilot options for 2-3 campuses, operational costs (including potential marketing), policy language for transfers and guardrails to protect resident students and class sizes.
Staff said the shallow dive demonstrated potential to add hundreds of students into existing seats without immediately adding staff, and that a carefully structured pilot could substantially increase ADA-driven revenue. The administration will return with detailed options and cost estimates for the board's consideration.
