Building a Stronger Eanes Together

A clear-eyed look at the challenges we face—and the common-sense solutions I believe we deserve.

What I’m Hearing—and What I’ll Do

"What is our district's greatest challenge?"

Enrollment. We've lost over 500 students since 2020, and the pace is staggering. With state funding tied to attendance, every student lost means less revenue—even as costs remain. This puts pressure on staffing, programming, and planning.

Families leave for many reasons: program cuts, perceived instability, and doubt about the district’s future. Rebuilding confidence means aligning what we offer with what families value.

I’ll fight to:

  • Restore confidence by investing in programs families are actively seeking—like STEM, language immersion, and whole-child supports.

  • Align our facility and staffing strategies to real, up-to-date enrollment trends—not outdated assumptions.

  • Make enrollment stabilization and growth a central lens through which we evaluate all major investments.

"How do I know what is misinformation and what is fact? How do I get up to speed?"

There’s a lot of noise. I rely on primary sources—budget reports, state data, enrollment trends—and most of what I share comes straight from district documents. When statements and official records conflict, we must ask: why?

Trust starts with facts—and transparency ensures we all have access.

I’ll fight for:

  • Truly open meetings—not just audio recordings, but timely publication of presentations and materials.

  • Clear meeting notices that include date, time, and location, published at least 72 hours in advance.

  • Consistent communication so families know when and how to participate.

  • A transparency culture that supports real engagement—not just passive access.

"Our academics seem to be slipping. What's happening?"

They are—and a big reason is teacher turnover. Eanes loses 1 in 5 teachers each year—double the national average—and with below-market pay, it's hard to compete for top talent.

The impact is clear: since 2020, we’ve dropped over 100 spots in U.S. News rankings and SAT scores are declining. Additionally, cuts to advanced math, languages, and immersion have taken away the standout programs for our district.

I’ll fight to:

  • Pay teachers market-rate salaries with performance-based rewards.

  • Build a culture of respect, retention, and renewal.

  • Prioritize early academic intervention, especially in reading and math.

  • Focus every dollar where it counts most—student learning and educator support.

What I Know from Experience

Fiscal Discipline That Reflects Our Values

As a public finance leader and a parent of three in the district, I know how critical trust and fiscal discipline are. We’re currently facing a $7 million budget deficit, and we’ve already closed schools and cut programs. But what worries me more is what we haven’t done: acted early, planned transparently, or engaged the community meaningfully.

Here’s what I’ll bring:

  • Long-term forecasting that helps us cut waste, not essentials.

  • Smarter partnerships and renegotiated contracts that increase revenue.

  • A commitment to prevent tax increases where 60–80% is recaptured by the state.

Planning That’s Grounded in Reality

Our last long-range facilities plan took 18 months to build—but it relied on flawed projections, didn’t reflect public priorities, and failed to include a backup plan.

Here’s how I’ll lead:

  • Start with demand, coupled with financial and enrollment realities.

  • Use a phased, tiered structure to build consensus:

    • Tier 1: Core needs, no tax increase.

    • Tier 2: Popular Enhancements.

    • Tier 3: Future-focused investments contingent on growth or grants.

  • Always include a fallback plan.

Transparency That Builds Trust

Too many district decisions have felt like surprises—announced after options were already gone. That erodes community confidence. We must reverse the pattern of holding dialogue only after decisions are made. Families deserve a voice before choices are finalized.

Here’s my commitment:

  • Host open workshops early—when input can still shape outcomes.

  • Share full financial data, including how much of our taxes stay in Eanes.

  • Communicate clearly, consistently, and honestly.