I work with the technology employers use to recruit and hire people, giving me a front-row view of how AI, jobs and skills are changing. Add an MBA, Leadership RRISD and years as an RRISD mom of two.
Great teachers shouldn’t have to choose between loving the work and surviving the workload. Pay attracts talent; while culture, support and growth keep it. I’d protect planning time, cut low-value tasks, strengthen mentoring and career paths, and act on turnover data. I’d expand flexible, part-time opportunities for community members seeking extra income while easing pressure on teachers.
Every school is a community anchor and a taxpayer investment. Facilities decisions must respect both. I’d publish campus-by-campus enrollment, utilization, condition, demand, transportation impact and cost, including charter growth and neighborhood demand. Before closing or building, test boundaries, program moves and shared uses, involve families early, and show which option best serves students.
R³ means Rigor, Responsibility and Readiness: strong reading and math, real growth and help when kids need it. Add critical thinking, communication, financial and AI literacy. Nearly 70% of U.S. employment is in occupations that typically don’t require a bachelor’s degree. High school should prepare students for college, trades, credentials, entrepreneurship or work- and the confidence to choose.
Protect the dollars closest to students first. RRISD currently projects a $23.6M shortfall for 2025-26, including an $11M payroll overage tied to overtime, stipends and vacancies. I’d tighten workforce planning, use my deep contract-negotiation experience to scrutinize vendor costs, protect teachers and student programs, and keep recurring spending sustainable, VATRE or not.
RRISD Leadership prgm,
RRISD Committee - CCNA, Calendar, LRPC, SHAC ,
Volunteer - PTA, TAG Liaison, Band Bster Board, Athletics, UIL, Library, Book Fair,
Co-founder Access Education RRISD,
Tech C-Exec
Without teachers the vision for RRISD fails. My 3 point plan is as follows: Ensuring competitive compensation with fiscal responsibility. Measuring exit and stay interviews (with trustable no retaliation) and implementing impactful change. Maximizing the RROCK program that brings ~$1M state money towards new teachers with $3K state paid stipend for their mentors, sustainably building the pipeline.
Adding facilities is a data driven decision that is made at LRPCs through merging community voice with critical data, making these decisions less complex. I will continue that. Closures are crushing decisions that cannot be made on data alone. I will focus strongly on bringing awareness beyond LRPCs and promote alternate expanded use of facilities before any closure decision becomes an option.
Based on current data, my focus will be on expanding academic rigor access for each of the 56 campuses, no exceptions, and with equitable resources.
Teacher retention is a mandate and solved through changes based on stay interview, fair compensation and trust in their expertise.
Parental resources to have 360 support structures that puts every student first. Zip code should not be a ceiling.
We are past the ideas phase and in tightening the belt stage for years now, barely holding on. Classrooms must be protected first by creating a stack ranked reduction list for other spend, built with thorough community input. Spending should be on needs with enrollment & equity driving it. Goal would be to find and claim every dollar from the state (eg. RRock) that directly impacts learning.
