Occupation
Teacher
Education
UT Dallas, Bachelors in Interdisciplinary Studies, summa cum laude
Campaign Phone
469-443-8826
Campaign YouTube URL
I have lived in Richardson ISD for about 20 years, since 2006.
Yes, my son Parker graduated from JJ Pearce High School.
I have attended, in person, every school board meeting for the past year (13 total) except for one, and I caught up with that by watching the next day online (Schedule conflict).
For the past 10 years I have attend almost all meetings, in person for the duration of the open meeting.
An RISD Trustee commits at least 30-40 hours per month outside of scheduled meetings and work sessions to review materials, engage with the community, and address district needs effectively. I would commit to that with 40 hours a month, more as needed
I have served on or currently serve on, the School Health Advisory Council (SHAC), Equity Council, Community Budget Steering Committee, District Improvement Committee, Bond Steering Committee (Bond 2025), Technology Committee, Live Wise Live Healthy Committee, Discipline Committee and the Sub Committee on Violence and Drug prevention.
a. I ran for and was elected as my Neighborhood Association Vice President and then elected President this year, I currently serve as President of the Richland Park NA. b.I applied for and was hired on as the Dallas Director of a Texas based Teachers’ organization. I coached mock trial teams (took Berkner to Regionals for the first time in two decades), coordinated science fairs and invention conventions, served as a crisis prevention institute certified staff member. I host a podcast discussing local education issues to promote community engagement with the RISD.
Two trends are squeezing RISD: a chronic budget shortfall ($54 Mil) and declining enrollment, meaning fewer teachers and fewer resources in classrooms. As one of the architects of RISD’s new teacher pay plan, I know that cutting administrative overhead and redirecting those dollars to competitive pay and classroom resources works. I’ll push for efficiency reviews like the 2022 TASB audit that shifted savings back to campuses. With 23 years in the classroom, I’ve seen what underfunded schools do to kids. I’ll implement an annual School Report Card so parents can see where every dollar goes.
Every student who leaves RISD takes state funding with them; resulting in deeper cuts for the kids who stay. But RISD’s per-student investment delivers more than the ~$10,000 ESA award: wraparound services, SPED supports, and advanced programs no voucher matches. To stay competitive, RISD should: expand Choice Programming and access to advanced academics; invest in pay that retains teachers; close achievement gaps with proven interventions; and build parent trust through transparent communication. I want RISD to be the district families choose, not the one they leave.
Trustees set the rules, not pick the books. Our job is creating a review process following state standards that reflects our community’s voices. Review committees, which are led by administrators, educators and parents, evaluate materials on educational value and age-appropriateness. Parents deserve clear channels to raise concerns and appeal decisions. I’ll protect this process: inclusive, evidence-based, free of micromanagement. In a district as diverse as RISD, the curriculum must prepare every student to think critically. This requires a process the whole community trusts.
High expectations aren’t enough; students need the right support to meet them. RISD’s MAP data shows every K-8 student group exceeded national growth norms by over 50%. The question is how to accelerate it. I’ll expand targeted reading and math interventions for students below grade level, open AP, dual credit, and CTE access for underrepresented students, and require dashboards so parents track growth by school and group. In 23 years teaching diverse classrooms, I’ve learned gaps close with high expectations and specific support, not lowered standards or one-size-fits-all programs.
Every dollar should be measured by one test: does it reach the classroom? My priorities: First, retain teachers through competitive pay. I helped build RISD’s teacher pay plan, which cut turnover, a track record, not a promise. Second, increase resources for core academics, especially reading and math. Third, strengthen SPED and student well-being programs. To fund these, I’ll push for efficiency reviews of administrative spending like the 2022 TASB review, and redirect savings to the frontline. Parents deserve to see where the money goes, and transparent scorecards will make that visible.
Project RightSize was necessary but painful for families who lived through closures. I won’t support further consolidation unless every alternative is exhausted and data is overwhelming. Before closing another school, RISD should market its strengths aggressively; the approved project is the right start. We should optimize buildings through flexible scheduling and partnerships like the Esperanza Center. Future boundary changes must start with genuine community input, not end with it. Families deserve a seat at the table when decisions are made, not to be informed after.
Teach it honestly. Students deserve the full story: age-appropriate, grounded in primary sources. I served on the State Proclamation 2024 review panel, so I know how textbook adoption works. The process should follow TEKS standards, be educator-led, and include materials reflecting our students’ diversity. Parents should preview materials and give feedback before adoption. History should build critical thinkers, not avoid hard conversations. In a district as diverse as RISD, the curriculum must be factually rigorous and inclusive. Our students bring different histories into every classroom.
Moving 6th graders frees elementary space, so we should use it strategically, not let it sit empty. Priorities: expand pre-K to catch kids early, create flexible spaces that adapt as enrollment shifts, and deepen community partnerships like the Esperanza Center model. I’ll push for capacity audits at every campus, so our board decides on real numbers, not guess work. Families moving their kids need to be part of planning early, not after decisions are made. Every change should pass two tests: is it good for students, and does it promote academic growth?
RISD’s diversity isn’t a talking point; it’s a competitive advantage. Families want classrooms reflecting the real world, and RISD delivers that. The marketing messages should emphasize advanced pathways (AP, dual credit, CTE), the 2025 bond’s facilities, and MAP data showing students exceeding national benchmarks. For teachers, our recent pay innovations tell a real story of lower teacher turnover, not promises. I helped build that plan and I’ll keep telling that story. The “RISD is the ONE” campaign is the right direction, and as Trustee I’ll advocate for the investment to back it up.
Yes, and it never stops. Safety must keep pace with evolving threats. The 2025 bond funds updated lighting, AI-enhanced cameras, and campus hardening; but physical security is only half the job. Students in crisis need mental health support before they become safety incidents. As a certified Crisis Prevention Institute staff member, I’m trained to de-escalate before emergencies. Prevention is cheaper and more effective than reaction. I’ll push for regular safety audits, transparent reporting to parents, and an approach treating mental health and physical security as inseparable
HB 6 is necessary, but a code of conduct is only as good as its implementation. Teachers need ongoing training, and students need mental health resources before crises escalate. Consequences must be consistent and visible. I initiated and serve on RISD’s subcommittee for Violence and Drug Prevention, a City-Police-District partnership identifying evidence-based strategies for safer classrooms. That hands-on work gives me a perspective other candidates don’t have. I’ll push for early intervention, staff training on HB 6 and Chapter 37, and accountability measures parents can see.
Parents and educators are on the same team, but they bring different strengths. Parents know their child best; teachers know instruction best. The board’s job is setting policies that respect both. That means transparent communication: material previews, input sessions, and clear pathways for addressing concerns. It also means trusting educators’ training. In my classroom, the most engaged parents help my students be more successful. Not by telling me how to teach, but because we share the same goal. As Trustee, I’ll create more opportunities for that kind of partnership.
I support the Science of Reading because it works. Structured phonics, vocabulary, and comprehension are foundations backed by clear research. RISD should implement it through teacher training, aligned curricula, and progress monitoring so no student falls through the cracks. But implementation matters: in a district this diverse, one-size rollouts fail. Teachers need flexibility to tailor instruction for English learners and students with disabilities. As a science teacher, I built my career on evidence-based practice. I’ll bring that standard to literacy policy on the board.
Occupation
Teacher
Education
M.Ed. in Curriculum, Teaching and Learning with a specialization in Educational Leadership
Campaign Phone
281-382-2208
19 years
2 former RISD graduates and 1 current junior at RHS.
Attended a few and watched online.
The role of a trustee can't be measured by the number of hours worked each month. It requires time, dedication and commitment, qualities that are essential to serving in this position. As a school board trustee, one is entrusted with the responsibility to be present, prepared and fully engaged in doing the work required to support both the district and the community at large. The decisions made at the board level have a direct impact on our students, teachers and administrators, therefore, must be approached with care, thoughtfulness and due diligence. Depending on the policy or issue, some matters may require deeper discussion, more collaboration and insight into research than others. A trustee has to be willing to be patient and committed to this process to ensure that the best possible outcomes can be achieved for our district and community.
I substituted in the district and volunteered in the community while raising my children, which allowed me the flexibility to support their needs during their early years.
My civic responsibilities have primarily been carried out through the organizations within my community. I have volunteered in intensive summer programs where I helped develop curriculum, trained teachers, and created daily schedules for more than one hundred children between the ages of four and ten.
Drawing on my background in education, I also helped revamp a Pre-K program that required both a complete physical renovation of the learning space and a redesign of the curriculum to better align with early childhood learning principles.
A top challenge facing RISD is state funding. The district has experienced consecutive budget deficits, with this academic year projected at $77.7 million. Despite rising property values, the state has not increased the basic per-student allotment since 2019. Meanwhile, everyday costs, like groceries, have risen by roughly 30% due to inflation, yet the cost of educating our students has remained stagnant. These constraints make it difficult to maintain programs, support teachers, and impact learning. I will strongly advocate to for an increase the basic allotment to coincide with inflation.
RISD, like many other districts, will incur a financial impact due to the state's voucher program. With the district in consecutive deficit budgets, the vouchers will continue to contribute to the ongoing financial challenges. The district should continue to take a proactive approach and develop programs and initiatives aimed at retaining and attracting students. RISD should have school choice within the public system, strengthen current programs and build new ones that create meaningful opportunities. The district needs to remain competitive while serving the diverse needs of its community.
A trustee is appointed to their position through community support. They are a voice for the community and its diverse values and interests. If there are disputed books, programs, or curriculum, the trustees should carefully and thoughtfully exercise due diligence in their decision making. The trustees should work collaboratively with the community and allow for open engagement and transparency. While not every decision will have unanimous support, trustees should ensure state laws are being respected and that the community has received the chance to express concerns and provide input.
RISD's peak academic performance period occurred in 2018-2019. Post pandemic scores showed our district, among many others, with declining scores, due to the widespread learning loss. RISD has seen a gradual increase since 2022, although some areas are still recovering. I would address the persistent achievement gaps by implementing data driven strategies focused on improving outcomes. As an educator, I know meaningful growth is possible through small group or one-on-one instruction, allowing for targeted support that addresses individual learning needs.
My top three funding priorities are continued teacher pay raises to keep pace with inflation, expansion and creation of new programs that retain and attract students, and targeted initiatives to close student achievement gaps. For these priorities to come to fruition, I will strongly advocate state leaders to increase the basic per-student allotment which has been stagnant since 2019. I would support open enrollment that allow students from neighboring districts access to RISD and take advantage of our programs which include the magnet, dual language, early childhood, career trainings, etc.
Further adjustments to Project RightSize must be thoughtful, data-driven, and transparent. Although district resources should support enrollment numbers and realities of district finances, the impact on staff and community must be considered.
Other options I would consider would be expanding innovative programs that can attract and retain students, make better use of existing facilities to improve efficiency and pursue partnerships and shared-use arrangements to make the most of available resources.
The district should teach history in an honest and age-appropriate way. No country has gone without its struggles, achievements, and complexities. It is critical for students to fully grasp who we are as a nation and what shaped our society today. I believe students should be learning history that is factual, transparent and without distortion. Curriculum decisions should ensure that historical content is accurate, comprehensive, and age-appropriate, allowing students to engage thoughtfully. Authentic history instruction allows our students to be better informed and responsible citizens.
The district can help manage elementary capacity by expanding Pre-K programs across all campuses. These programs should be accessible to all students, regardless of economic status or the primary language spoken at home. The early learning years are critical, as they form the foundation for future academic success.
Providing universal access to high-quality early childhood education gives young learners a strong start before entering kindergarten. It helps build critical academic, social, and language skills while ensuring students are better prepared for long-term growth and success.
In addition to competitive compensation, the district offers a variety of low- to no-cost incentives that support staff well-being, including wellness centers, access to mental health services, and childcare options. These resources play an important role in recruiting and retaining high-quality educators.
RISD’s program offerings are built around student choice and opportunity within public education. New student enrollment is driven by the district’s strong offerings in programs including fine arts, STEM, athletics, magnet programs, CTE and dual language pathways.
Safety should be a top priority for RISD. Students and teachers must feel secure, and families should have confidence in the measures used by the district. As a parent, I always felt at ease with my children at school. They would share about different drills conducted on random days, which would tell reassure me that the district is proactive in preparedness.
While the district has strong measures in place, ongoing evaluation and improvement are essential. Safety infrastructure is not a one-time investment; it must evolve to meet new challenges and ensure all campuses remain secure.
I want to be part of a district where every student, educator, and family feels safe and respected. The district’s updates to the Code of Conduct, in alignment with House Bill 6, are an important step in addressing classroom disruptions and maintaining a positive learning environment.
As a teacher, I have witnessed firsthand how disruptions can take away valuable teaching and learning time. Creating structured, supportive classrooms is essential for both student success and teacher effectiveness.
As a parent I know that when my children feel safe and respected, successful outcomes follow.
Balancing parental rights with the expertise of educational professionals is grounded in mutual respect and a shared focus on student success. As a parent, I can provide valuable insight into my child’s needs and values, while as a teacher, I bring training, experience, and research-based practices to the classroom. I have learned that trust between both groups is built through transparency and communication.
The school board’s role is to set policies that reflect state law and community values that helps strike the right balance between parental input and professional expertise.
Having earned a specialization in early childhood education, I understand that literacy is the foundation of all learning and impacts success across every subject area. I support the Science of Reading framework as a structured, evidence-based approach that emphasizes explicit and systematic instruction in foundational skills.
Richardson ISD can implement this framework by aligning curriculum and instructional materials, providing teacher trainings, and using data to monitor student progress.
Occupation
Truck driver
Education
High school diploma
Campaign Phone
9723693778
I have lived and grown up with RISD since 1998, attending from elementary through high school. Now, my kids are attending RISD as well.
Yes, my son goes to Richardson West Junior High, and I have a daughter who should be attending her first year at RISD.
I don’t really attend the meetings but I have watched them online
They are a community leader, and should act like one every day, all day.
The only committee that I have been on was the 2025 bond steering committee
I have not run for any office so this we’ll be my first time.
One of the challenges I want to address is the failing schools. Despite being a top-rated district, our overall grade is a C, which is unacceptable.
To address this, we should try to create a better budget. Since all the major construction and materials will be coming from the 2025 bond, we should prioritize these expenses.
Additionally, we should try to get back to teaching more textbooks and having fewer online classes. This will allow teachers to focus on the actual lesson and engage with their students more effectively.
Well, RISD is a public school, and our funding depends on the number of students enrolled. If enrollment drops, we get less funding, which could lead to the elimination of certain programs in the school district. Therefore, it’s essential that we focus on the most important aspects of the district for the future of our students. Building a new CTE building and a new junior school could help attract students from other districts.
We should be a big part of what children read. Books have a magical way of making kids forget about their everyday life. I am not saying that it is a good way to avoid life issues, but it is a good way to cope. With good written stories on the bookshelf, children can have a positive outcome. These experiences can help build empathy and critical thinking skills, which are valuable throughout life. When children find joy in stories, they are more likely to continue seeking knowledge and inspiration as they grow older.
Every child in our school district has the right to learn, no matter what they look like or what they believe. Education is a vital part of our children’s lives, and it should be accessible to all. I believe in including every student and encouraging them to reach their full potential, regardless of whether they come from a wealthy or low-income background. By teaching students to respect and treat others with kindness, we help shape them into better people who can succeed in life.
Candidate has not yet responded.
Closing schools shouldn’t be the solution to budget issues. The 2025 bond can cover major repairs, keeping the main budget focused on students. The district should review administrative costs and work to attract families back to public schools. Strong programs and trust can boost enrollment and funding.
History should be taught in a clear and honest way. Slavery should be addressed directly, including its causes, the ideology behind it, and its lasting consequences. Students need to understand the full reality of that era, not a softened version. Learning history helps us recognize past mistakes so we don’t repeat them, and it builds awareness, empathy, and better decision-making for the future.
With space from moving 6th grade, schools can reduce class sizes and improve student-teacher ratios, especially in crowded campuses. Extra rooms can add more classes and new course options. The 2025 bond can fund needed materials and updates, creating better learning environments for all students.l
I believe the new CTE building will create opportunities by bringing in more qualified teachers and expanding career-focused programs. It will attract new students and give them hands-on skills that prepare them for the future. These programs can benefit not only Richardson but also the wider community and local workforce
The 2025 bond Proposition A includes renovations for all elementary schools, along with upgrades like new security cameras, improved lighting, and updated restrooms. These improvements will create safer, more comfortable learning environments for students. Investing in these updates now can also reduce future maintenance costs and help schools operate more efficiently over time.
House Bill 6 gives teachers greater authority to manage classrooms and enforce stricter ISS and OSS rules, helping maintain order. However, allowing teachers to remove students at their discretion carries the risk of bias and unfair treatment. Clear safeguards and guidelines are essential to ensure discipline is fair, prevents bias, and supports students’ growth, creating a safe and productive learning environment
Parents should have the right to be involved in what their children are taught, but there are limits. Not all parents have the expertise to guide education effectively. Educators are trained to work with students and should be respected for their knowledge. When qualified teachers provide the proper information to parents, it strengthens trust, supports student learning, and helps the school and community work together as one.
As technology evolves, students’ learning methods also change, offering new ways to improve education. Tools that help students read, learn correct pronunciation, and strengthen vocabulary are especially effective, including for special education. Incorporating literacy instruction alongside these tools ensures students develop strong reading, writing, and comprehension skills, making learning more engaging, personalized, and supportive for all students.
