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Mom; 50 year history in D4 as a graduate and parent of graduates; MBA, Rice University; 22 years running a business; Communications Chair, Austin Council of PTAs, 2023-25; extensive volunteer roles.
I know from conversations with teachers that they are bearing the burden of underfunding. AISD is already exploring creative ways to attract teachers, such as partnerships with UT, ACC and TSU. As an employer, I will keep a keen eye on teachers as treasured assets and essential investments, advocating for the highest level of pay, benefits, respect, and support our community can provide.
AISD must scale back its operations to match our current enrollment and budget. The district has begun assessing the age of buildings, student enrollment vs. building capacity, and neighborhood density. Trustees play a vital role by demanding transparency and accountability, so facilities decisions are made with objective criteria, community input, and space for our community's grief.
AISD has already improved student outcomes by implementing a new system to better measure student progress. Building on that success requires ongoing district-wide consistency, pairing the most effective teachers with students who most need support, and backing up teachers with a team to help quickly identify instances when a student needs a new approach to learn a concept or skill.
AISD's biggest challenge for the 2026-27 school year is to whittle down the budget to match our current miserable funding constraints. I look forward to analyzing every single line item for alignment with the district's and community's highest vision. I will work toward a standardized academic baseline on all campuses, which may mean giving up "bells and whistles" on some, at least for now.
A lawyer for 19 years, 9 in construction law, I can guide policy on campus bonds and repurposing. A decade of PTA and council service, and founding ATX116, taught me to turn parent voice into change.
The way we support our teachers must reflect the level at which we value what they do for our children. Teachers need to be paid well, supported with strong and positive leadership (at both the campus and district level), granted sufficient flexibility to teach to their students, and opportunities for professional development so they can hone their craft and continue to grow.
The recent facility changes have been drastic and disruptive. I’d like the district to work on a long-term facilities plan that involves a more sustained view of analyzing city development and demographic data. This could include a standing boundary advisory committee, and more frequent conversations both in neighborhoods and with the board to monitor and plan for potential enrollment shifts.
I would set a clear academic baseline district-wide, with consistent, mission-aligned offerings at every school. We need to support campuses and listen to teachers and principals on curriculum, planning time, and development. We also need to prioritize a stable learning environment, especially for those students disrupted by the recent upheaval resulting from consolidation and turn around plans.
No more surprises like last year's shortfall. That means building the budget with the community early and giving the board regular, detailed reporting, so problems surface while there is time to fix them. Austin is resource-rich: I would pursue business partnerships for transportation and wraparound support, and grow the Austin Ed Fund. This session, the state must raise the basic allotment.
