The concept of discounting unoccupied seats to fill capacity is a familiar one, particularly in the travel industry. Airlines and railways often offer discounted fares to fill unsold seats, …
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The concept of discounting unoccupied seats to fill capacity is a familiar one, particularly in the travel industry. Airlines and railways often offer discounted fares to fill unsold seats, recognizing the opportunity cost of an empty chair. However, this principle extends beyond the transportation sector. Public schools also face the challenge of fluctuating enrollment within their district, and they employ similar strategies to optimize resource utilization.
The Wilbur & McMahon School (WMS), like any public institution, relies on taxpayer funding to operate. When classrooms are underutilized, taxpayers are essentially funding unused resources. This underutilization leads to increased per-pupil costs, as fixed expenses, such as building maintenance, teacher salaries and administrative overhead, are spread over a smaller number of students.
By incentivizing families of neighboring communities through strategies like offering discounted tuition to out-of-district students, WMS can increase its revenue. This additional revenue reduces the burden on taxpayers by reducing the needs for bonds and eliminating the need to pull money from the general fund. In essence, every filled seat contributes to lowering the per-pupil cost, making the school system more efficient and cost-effective.
Furthermore, the increased revenue generated from filled seats serves as a financial buffer for unforeseen expenses and capital improvement expenditures.Whether it's a sudden need for repairs on equipment, the need to provide out of district educational services and transportation to a LC resident, or supplementing the ongoing reduction in state aid, having additional funds can help mitigate the impact of these challenges on the taxpayer. This financial stability can also contribute to long-term planning and investment in the school’s facilities. With the added revenue our community will continue to benefit from a well-funded capital expenditure plan in which the Department of Education’s housing aid reimburses the school 30 to 40 percent on every dollar spent. These reimbursements are cycled back into the capital plan which is reinvested in the school, removing the need to bond the taxpayer for on going improvements.
I believe WMS will continue to attract out-of-district families which provides relief to the taxpayer while creating a more fulfilling educational experience for Little Compton students. As a community we have proven year in and year out to adequately fund the school’s budget, something that is not consistent in neighboring districts. As a district we have proven that we support the whole student, both socially and emotionally, while providing a curriculum (International Baccalaureate) which fosters critical thinking, lifelong learning and civic engagement. Our teachers and students have continually produced exceptional outcomes in our RICAS scores (#1 ELA & math, #10 science) making us a top school in the state. Our kids are thriving while their friend groups grow to include the entire farm coast which undoubtedly will lead to experiences and opportunities beyond Little Compton.
By maximizing the utilization of our resources, WMS can provide a higher quality of education for all students, while also ensuring that taxpayer dollars are used efficiently. This approach not only benefits the student experience it also benefits the taxpayers of Little Compton.
Travis Auty
Little Compton
Auty is chairman of the Little Compton School Committee and the Little Compton Democratic Town Committee.