Stand Up for Public Education in Coppell

Coppell ISD Efficiency Review Committee: Key Insights

A committee was formed to come up with options to address the budget crisis.

Coppell ISD Efficiency Review Committee

💸 Financial Situation

• 2023–24 Budget Deficit: $6.99 million
• Recapture Paid to State: $22.36 million
• Fund Balance Reduction: $6.5 million
• Primary Driver: 80%+ of budget is payroll; rising property values increase state recapture while enrollment declines

🧠 CERC Purpose and Process

• Evaluates initiatives affecting budget, staff, students, and operations
• Guided by a rubric emphasizing equity, fiscal efficiency, and long-term sustainability
• Goal: Identify $2M/year in recurring savings or revenue ($5M if staff raises are included)

🏫 Key Budget Options

Action	Estimated Annual Impact
Close 1 Elementary	$1.5M
Close 2 Elementaries	$3M
Move New Tech into CHS	$1.9M
Close New Tech	$2.3M
Pay-to-Ride Bus Program	$2.5M net
Increase Secondary Class Sizes by 3	$2.1M
Elementary Program Cut	$800K each
Secondary Program Cut	$300K each
Cut Staff Support (Partial)	$2.3M
Cut Staff Support (Full)	$3.8M

🏢 New Tech High @ Coppell

• Enrollment: ~361 students
• Payroll per Student: $7,720 (compared to $6,631 at CHS)
• Option 1: Leave as-is ($0 savings)
• Option 2: Move into CHS (school within a school) – $1.9M savings
• Option 3: Close – $2.3M savings

🏡 Pinkerton Property

• Value: $3.8M – $8.4M based on zoning
• Revenue Options: Lease for $300K/year; Use for daycare, district training, meeting rooms
• Avoids selling: Retains long-term district flexibility

🚌 Transportation & Scheduling

• Shuttle Costs: $562K/year
• New Tech/CHS/CHS9 shuttle portion: $220K/year
• Block Schedule: Helps with teaching and planning, but has higher costs and logistical challenges

📊 Enrollment Trends & Utilization

• Enrollment projected to decline through 2034
• Underutilized buildings identified for long-term efficiency planning
• Larger campuses (Lee, Canyon Ranch) are more efficient

🏆 Strategic Priorities

• Balance budget with sustainable operations
• Retain and attract teachers via compensation and workload support
• Explore new revenue via open enrollment, leasing, grants, and fees
• Maintain academic excellence while improving operational efficiency