10/21/2026
Read for great information and insight. ( Very long read but great information overview)
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BISD VATRE & BOND INFO SESSION
Supporting Our Students Requires More Than Supporting a Bond.
This morning, I attended the Bartlett Independent School District (BISD) VATRE and Bond Information Session hosted by Superintendent Dr. Crawley at the American Legion's monthly breakfast.
The upcoming ballot includes three propositions. Two would allow the district to refinance existing debt so that payments could come from property taxes designated for dept repayment rather than funds used for everyday school operations, including teacher salaries. This would free up money in the operating budget, but it would not eliminate the debt. The third would increase the district’s operating tax rate, requiring taxpayers to provide additional revenue. Dr. Crawley explained that the proposed funding would help address financial obligations incurred under the previous administration over the next three years.
Beyond the VATRE and bond proposals, our discussion covered a wide range of issues, including fiscal accountability, transparency, teacher recruitment and retention, alternative staffing and scheduling options, state education funding, coordination between BISD and city leadership, regional partnerships, expanded educational opportunities, and measuring student success beyond graduation.
I appreciated Dr. Crawley's willingness to engage in these discussions and address difficult questions. While we may not agree on every issue, constructive dialogue and a willingness to examine alternatives are essential to moving Bartlett forward.
LEADERSHIP, TRANSPARENCY, AND Fiscal ACCOUNTABILITY:
Dr. Crawley stated that his annual salary is approximately $125,000, comparable to superintendents in neighboring districts, and that his employment contract is publicly available on the BISD website. Although I could not locate the contract, I am willing to accept his representation in good faith unless presented with evidence to the contrary.
If accurate, I consider this an encouraging indication that our school board is capable of making difficult and sometimes uncomfortable decisions in the best interests of the community. That is a positive first step toward demonstrating the fiscal discipline and responsible leadership our community deserves. It is precisely the kind of willingness to challenge conventional practices and make tough choices that we should expect from our elected officials.
We also discussed the district's financial challenges and decisions made by the previous administration and school board, including the circumstances surrounding the $1.5 million payroll loan obtained in February 2026. BISD’s audited financial statements reveal a troubling decline in its operating reserves. At the end of June 2024, the district reported approximately $2.61 million in its general fund. Just one year later, that balance had fallen to approximately $1 million- a decline of more than 61 percent. By February 2026, the district had obtained a $1.5 million loan for payroll. These figures raise serious questions about the financial decisions made during that period. When did district leadership recognize the deteriorating financial position, what corrective measures were considered, and what oversight did the school board provide?
Regardless of whether the previous board had the legal authority to approve those obligations without voter involvement, legal authority and responsible governance are not synonymous. Decisions of this magnitude demand transparency, careful consideration of alternatives, and meaningful public engagement.
Should voters approve the VATRE and bond proposals, the board's responsibility will extend far beyond securing additional revenue. Its next and arguably more important test will be demonstrating that every dollar is necessary, appropriately prioritized, and responsibly spent.
Fiscal accountability is about demonstrating that those entrusted with public resources are willing to make difficult decisions, challenge established practices, and prioritize the long-term interests of the entire community, including our students, taxpayers, and the district's overall financial health.
TEACHER RECRUITMENT AND RETENTION: THINKING BEYOND ADDITIONAL SPENDING:
BISD faces legitimate challenges recruiting and retaining qualified teachers. However, recognizing those challenges does not mean additional taxpayer funding or debt should automatically be our first solution.
We discussed several alternatives worth exploring.
RETIRED TEACHERS AND LEGISLATIVE REFORM: Texas Teacher Retirement System (TRS) return-to-work restrictions can discourage experienced retired educators from returning to the classroom. BISD should work with our state representative and senator to explore targeted exceptions for financially challenged rural districts. Allowing retirees to supplement their income without jeopardizing retirement benefits could help attract experienced teachers while reducing recruitment pressures.
This is precisely the kind of legislative initiative that our superintendent and school board should be pursuing. We should also ask whether previous district leadership explored these opportunities before committing taxpayers to additional financial obligations. If not, a great first step would be to contact Rep. Brad Buckley of District 54 at [email protected], his Salado office at (254) 947-5026, or his Capitol office at (512) 463-0684.
A Four-Day Workweek vs A Hybrid Four-Day Workweek: A solid four-day workweek versus a hybrid four-day workweek deserves serious consideration as a recruitment and retention incentive. Improved work-life balance could attract qualified educators willing to accept more modest compensation.
For retired teachers, combining penalty-free employment with a four-day workweek could make BISD particularly attractive. A carefully structured schedule might also reduce transportation, utilities, food service, and other operational costs, although the actual savings and educational effects would need to be evaluated.
Before asking taxpayers for more money, we should be asking what alternatives have been explored, what opportunities have been overlooked, and what we could do differently.
ENROLLMENT-BASED STATE FUNDING: Dr. Crawley explained that many district expenses are determined by enrollment, not daily attendance. Whether students attend on a particular day or not, BISD must still employ teachers, operate facilities, and maintain transportation capacity. Yet significant state funding remains tied to average daily attendance.
Our superintendent and school board should actively advocate for an enrollment-based funding approach that better reflects the financial realities of small rural districts. This is another issue where engaging our state legislators could produce long-term benefits. Again, a great first step would be to contact Rep. Brad Buckley of District 54 at [email protected], his Salado office at (254) 947-5026, or his Capitol office at (512) 463-0684.
LOCAL COORDINATION: MAKING BETTER USE OF EXISTING RESOURCES
The district’s construction history deserves closer examination. In November 2021, voters rejected a $20 million bond proposal. In May 2022, the same bond proposal was recycled and voter approved for district improvements, including a new sports complex consisting of a football, baseball and softball field with artificial turf. By September 2024, however KWTX reported that projected construction costs had risen to approximately $28 million to $29 million- roughly $8 million to $9 million beyond the original bond amount. How did costs escalate so substantially, what additional financing was authorized, and what measures were taken to protect the district’s financial stability?
The financial obligations associated with the new sports complex do not end when construction is completed. Artificial turf requires regular maintenance and eventual replacement, potentially costing hundreds of thousands of dollars. Stadium lighting, equipment repairs, and other operating expenses create continuing obligations. Has BISD established a dedicated reserve for these expenses? Were there long-term costs included in the original financial projections? And how will the district meet those obligations while attempting to rebuild its depleted operating reserves?
We repeatedly hear that these decisions are being made “for the children,” yet the district prioritized a new athletic complex while needed elementary school improvements remained unfinished or never began. Athletic programs certainly have educational value, but the district already had athletic facilities, and the additional educational benefit of a new athletic complex is questionable. BISD's primary mission is educating children, beginning with safe, functional classrooms and facilities that support academic instruction.
This raises serious questions about spending priorities, financial overruns, and construction-code issues that should have been identified and addressed before substantial taxpayer resources were committed. Taxpayers deserve to know why these priorities were established and how future decisions will better reflect the district's core educational mission.
Why wasn't the contractor held accountable for identifying and resolving these issues? And, as a potential alternative, could the City of Bartlett have considered a legally permissible variance or other accommodation to allow the projects to proceed without crippling cost overruns?
Unfortunately, inadequate coordination is not limited to BISD. During the January 2026 winter freeze, I encountered 72-year-old Roy "Rock" Anderson struggling in the cold. As he passed my home, I noticed that his legs appeared to be locking up. I invited him inside to warm up, but he declined, explaining that he needed to keep moving to stay warm.
Concerned for his safety, I contacted the Bartlett Police Department to ask where a community warming shelter was available and requested that officers assist him. The officers initially did not know where to direct him. After discussing the matter, they believed the Lumber Yard might be operating a warming shelter. I later learned that it was not a 24-hour option.
Subsequent conversations with local pastors revealed that some churches reportedly had warming shelter accommodations, but that information had not been effectively communicated to the broader community or, apparently, to the police department. Tragically, Rock passed away on February 4.
BISD was not responsible for his death. However, this tragedy exposed troubling gaps in emergency preparedness, communication, and coordination among local officials, departments, and community organizations. Both the city and BISD serve the same taxpayers and share a responsibility to coordinate resources, improve services, and control costs. Responsible leadership means making the most of the resources we already have before asking taxpayers to provide more.
REGIONAL COOPERATION: EXPANDING EDUCATIONAL OPPORTUNITIES
Bartlett's small size presents financial challenges but also opportunities to collaborate with neighboring districts such as Granger and Holland.
Texas offers five high school endorsement pathways, including STEM. My understanding is that BISD offers only two, excluding STEM.
Our school board should proactively engage neighboring districts to develop cooperative agreements that share instructors, facilities, and specialized programs while minimizing costs. This requires a concrete plan, not simply discussion.
Our students should not be denied educational opportunities because their district is small. The board must take the initiative to expand opportunities while protecting taxpayers.
MEASURING STUDENT SUCCESS BEYOND GRADUATION
We also discussed the importance of evaluating student outcomes beyond graduation rates and standardized test scores.
How many BISD graduates enroll in college or vocational programs and successfully complete them? How many enter military service and complete their initial enlistments? How effectively are we preparing students for meaningful employment and long-term success?
Graduation is an important milestone, but it should not be the only measure of educational success. Tracking longer-term outcomes could help BISD identify which programs are producing measurable results and where additional investments or changes may be necessary.
We also explored the possibility of an American Legion-sponsored program introducing students to military career opportunities, military occupational specialties, and preparation for the Armed Services Vocational Aptitude Battery (ASVAB).
Although BISD may be too small to support a traditional Junior Reserve Officers' Training Corps (JROTC) program, a locally sponsored initiative could introduce students to career pathways, technical training, educational benefits, and professional opportunities available through military service. Military service can provide extensive technical training, practical experience, educational benefits, and career opportunities that students might otherwise never consider.
Preparing students for success means exposing them to the full range of opportunities available after graduation, not simply preparing them to receive a diploma.
MOVING BARTLETT FORWARD: ACCOUNTABILITY, COOPERATION AND RESULTS
The VATRE and bond propositions raise important questions about BISD's immediate financial needs. However, our discussion demonstrated that Bartlett's challenges extend well beyond the upcoming election.
We need school board members willing to question spending decisions, administrators willing to explore unconventional solutions, elected officials willing to advocate for rural education reform, and local leaders committed to coordinating resources rather than operating independently. If our children are truly our highest priority, shouldn’t we be modeling the very responsibility we expect them to develop? We teach students to make thoughtful decisions, live within their means, accept responsibility for their mistakes, and consider the consequences of their actions. Yet the financial decisions that have brought BISD to its present circumstances appear to demonstrate the opposite. Children learn far more from the example we set than from the lessons we teach. Fiscal responsibility is not merely a financial obligation; it is a lesson in character, integrity, and accountability. If we expect our students to become responsible adults, then the adults entrusted with their education must lead by example.
We should be asking whether existing resources are being used effectively, whether neighboring communities could help us expand educational opportunities, and whether we are measuring success by meaningful student outcomes rather than simply dollars spent or graduation statistics.
None of these ideas eliminates BISD's immediate financial challenges, and not every proposal will prove practical. But each deserves thoughtful consideration before we conclude that additional taxes and debt are our only options.
I appreciate Dr. Crawley's willingness to engage in these conversations, and I view the board's apparent willingness to make difficult financial decisions as an encouraging first step. However, responsible leadership must be demonstrated consistently through actions, measurable results, and accountability to the taxpayers and families we serve.
Supporting our students requires more than supporting a bond. It requires responsible stewardship of taxpayer dollars, transparency in decision-making, innovative approaches to education, and genuine cooperation throughout our community.
Bartlett, like every community, has strengths and weaknesses. We should be willing to acknowledge both, learn from past mistakes, build on what works, and develop solutions suited to our unique circumstances.
Our goal should not be to adopt a blueprint designed for another district or community. It should be to make Bartlett a model of fiscal responsibility, educational opportunity, and effective local leadership that other small communities can follow.
