JC: I decided to run for another term because we need experienced leaders who can collaborate effectively in order to bring the community together around shared goals. We are finishing the most challenging year in Eanes ISD history. The pandemic and challenges of insufficient state funding will require decision-making that takes into account differing viewpoints and works toward building consensus.

JC: The district’s budget will be among the most pressing issues going forward. Both the pandemic and the state’s funding for public education have put a strain on district resources. It is imperative that we have leadership who understands Texas school finance laws and how they relate to our district. This will allow any necessary budget changes to be made with the best interests of the student in mind. Additionally, events of the past year have shown that we must continue our focus on diversity, equity and inclusion. Schools must be a place where all students have a safe place to learn and feel accepted.

JS: Transparency and consistency: Eanes is a community of hard-working families who believe in the power of optimism and the importance of transparency. Our EISD board and administration must be transparent and consistent in the application of curriculum, decisions, rules and programs. Commitment to excellence: Eanes must stay at the head of the pack in education, activities, arts and sports. We can only do this if all teachers, staff and students safely return to in-school learning. When teachers and staff needed desk shields and PPE supplies, I rallied my friends to raise the funds to pay for them. Now we must take that same spirit into teacher pay raises, hiring and retaining teachers, and returning to our classrooms to teach the basics and emphasizing the core values of our community. We cannot achieve excellence for every student, every teacher, every day if we are not back in school. Fiscal responsibility: Even without the pandemic there are tough budget decisions ahead because of state school funding formulas that penalize affluent districts. This will require a focus on teachers and kids with a thoughtful review of consulting contracts, staff size, the number of student transfers admitted and aligning budget to priorities.

JS: We must return our teachers, staff, and students to in-school learning. The mental health and academic challenges (failing grades, cheating, falling behind, academic experience) presented by virtual learning are not acceptable. For the rare instance of vetted medical necessity, the district can use the homebound services program already in place to coordinate learning for those students. We must rebuild parent and teacher trust in the district through consistency and transparency. Whether it’s curriculum offered in our classrooms, enforcement of our own policies or restrictions enforced on our kids—the district has a responsibility to be consistent with our teachers, staff, students and taxpayers. Some parents, teachers and staff fear retribution if they raise a concern with the administration. The only way to achieve excellence is to value the concerns and opinions of the entire community. Eanes has a budget challenge. We also have a teacher recruitment and retention challenge. We need to make tough budget decisions that will allow for an increase in teacher pay while also meeting the basic needs of our district. Coupled with priority budgeting, rebuilt trust in the administration can achieve greater investment in the Eanes Education Foundation allowing greater resources for our teachers.