School District Board TrusteesSchool Board Trustees are elected to represent residents of the school district. Together, the Board hires and evaluates the superintendent, adopts the budget, oversees district spending, sets the property tax rate, and sets policies for the district. The Board may also call bond or tax rate elections.
I am a former D1 trustee serving from 2002 to 2014 three (3) terms. My advocacy on the board focused specifically on meeting the needs of students.
Ensuring the superintendent understands the importance of hiring the right campus leadership that will respect, mentor and aspire to create a campus culture for effective teaching and learning. We offer salaries with merits increases for effective teaching. A teacher that is ensuring their students move to the next grade on or above grade level deserves to be compensated for their skill.
Closures and consolidation should seize. Student enrollment has declined for the past 10 years, and the district’s financial constraints remain the same. The focus should be on improving academic achievement, strengthening student outcomes and increasing enrollment. Above all, the district should avoid further harm to students, staff, and communities
Ensuring the resources and supports are in place to help educators improve the outcomes for the students they serve.
Ensuring local, state, and federal funds are allocated wisely and equitably to meet the needs of all students, especially struggling campuses.
Qualified leadership in administration and campus staffing. Educators are highly qualified before assignment to a struggling campus.
Teaching and learning should always be protected. The board’s team of 10 should review departments for efficiencies and inefficiencies. Are there departments duplicating duties? Can these departments be consolidated for efficiency. Do the departments have an impact on student outcomes. If not, is it needed?
I have more than 25 years of experience as an educator, advocate, and AISD parent. I have governed the district during one of the most crisis-ridden periods in the district's history.
Build a strong teacher pipeline through partnerships with colleges, educator preparation programs, and Grow Your Own initiatives that help paraprofessionals and other district employees become certified teachers. Competitive pay is important, but teachers also need good working conditions. That includes strong campus leadership, and manageable workloads.
Rightsizing the district will continue as enrollment changes and may require additional closures and consolidations. We must balance fiscal responsibility with respect for each school’s history, culture, and importance to its community. Facilities no longer used as schools should be repurposed to serve the public and contribute to the community’s well-being.
We must continue to identify learning gaps early, monitor progress, and provide timely intervention rather than waiting for students to fail. We must maintain the improvements made in special education, support emergent bilingual students, strengthen attendance, and ensure students feel safe and connected. Success is more than a test score. Students should graduate prepared.
We must fund the basics first: reading, writing, math, special education, and all legally required services. What good are co-curriculars if children cannot read? Enrichment matters, but it must rest on a strong academic foundation. Every expense should be judged by whether it supports students and produces results.
