New and/or Interim Superintendent – working with Trustees and the Community – should be afforded the opportunity to find a path forward
By Paul Gauthier
AUSTIN, Texas (Texas Insider Report) — After an Emergency Meeting of the Leander ISD Board of Trustees last week, one thing became abundantly clear and should be at the forefront of everyone's mind as we continue to navigate the financial challenges facing the District: the Leander Board of Trustees needs to reassert our collective leadership role in the process – and our outgoing Superintendent even said as much.
We should take him up on it.With a projected deficit that persists despite previous measures, it is imperative that we reject the notion of additional school closures as the only viable path forward. This presents the classic false dichotomy – and its one that pits the well-being of our students, families, and communities against fiscal responsibility, when in reality, there are multifaceted strategies available to us that can achieve sustainability without such drastic and disruptive actions.
Let's recall that our role as trustees is not merely to react to budgetary pressures – but to proactively lead with innovation, transparency, and a commitment to excellence.
The hallmark of closures have historically been hardships on students and families. Families get uprooted, teachers are reassigned, and neighborhood bonds become strained or unnecessarily broken, all in the name of saving costs amid steady enrollment growth and record state funding.
Yet, as we face a lingering $10-20 million deficit projection, proposals for closures risk compounding these issues without addressing alternative measures garnering neighborhood support.
An artificial deadline of December 17th, and a rushed vote to close schools right before the Holiday Season, should not be adhered to.
Yet, as we face a lingering $10-20 million deficit projection, proposals for closures risk compounding these issues without addressing alternative measures garnering neighborhood support.
An artificial deadline of December 17th, and a rushed vote to close schools right before the Holiday Season, should not be adhered to.
Consider the recent revelation that our Superintendent – who established the deadline – is currently a finalist for a similar post in Arkansas. And an even more recent revelation is that he will be retiring.The new and/or Interim Superintendent – working with trustees and the community – should be afforded the opportunity to find an acceptable path forward, together.
Finally, keep in mind that our Fiscal Year runs July 1st through June 30th. There is no rational, fiscal, academic, or political reason that benefits the LISD Board by voting on any school closures this December.
We must challenge the assumption that closing schools is inevitable. Instead, let us explore and implement alternatives that preserve our educational infrastructure:
- Operational Efficiencies: Conduct a comprehensive audit of administrative and non-instructional expenditures
- There is room for further streamlining in Central Office roles, vendor contracts, and energy management for instance, without impacting classrooms.
- Enrollment Strategies: Invest in targeted marketing and program enhancements to re-energize, stabilize, and grow enrollment.
- Expanding dual-language programs, STEM initiatives, or career-technical education pathways that attract families back to LISD would be just a few examples.
Community Engagement: Form task forces involving parents, teachers, and stakeholders to co-develop budget solutions, ensuring diverse perspectives inform our decisions and build trust.
School closures should be a last resort, not a default response – especially when they disproportionately affect vulnerable communities and fail to yield long-term savings after accounting for transition costs.
- The proposed metrics by which we are to contemplate the closing of 2-3 schools is being selectively applied.
- How were these schools originally identified, and why do they remain the only targets for closure?
- The metrics we received at last Thursday's Emergency Leander ISD Meeting, if equally applied surrounding enrollment (500,) would actually net as many as 15 schools – not 3.
As leaders elected by our constituents, we owe it to them to demonstrate that we can balance the books without sacrificing the heart of our district – our neighborhood schools.
I look forward to your thoughts and collaboration on this critical matter.
Paul Gauthier is Leander ISD Trustee for Place 7. Email him at paul.gauthier@leanderisd.org, or to communicate with the entire LISD Board, please email governance.team@leanderisd.org 
