CG: Because PfISD is a fast-growing district; my priorities will be to use my experience in rezoning, optimization and long-range planning to provide stability to the PfISD school systems. Priorities include attracting, maintaining and retaining the best possible teachers and school leaders. PfISD needs stability in our classrooms and our leadership. At the same time, we must plan for future growth with the least disruption to the educational environment and families' lives.

CG: As a former Executive Leader, I have a historical perspective that is unique to the Board. I have worked with school officials across the State in school improvement. I have decades-long commitment to the good of the community that is well documented in my community involvement. I am a parent of PfISD graduates and a future grandparent of PfISD students. My entire adult life has been dedicated to serving children and their families.

CG: Managing growth requires comprehensive long-range planning, proactive monitoring of demographics and partnering with the city and county. It means establishing systems so that students rezoned have programming that is comparable across the district. It means developing an educator who can lead through change with sensitivity to community and family needs. It means not compromising on excellence in the existing schools to form new schools. It means making hard decisions that keep students first.

CG: Current students will be leaders in the mid-century. We must provide an education that plans for a future that we have yet to realize. We need to do this as we address the opportunity gap made greater by COVID-19. Our students must learn from talented teachers in the state of the art facilities. PfISD must focus on student achievement. I have no special interest or personal agenda. I bring experience, willingness to listen, the [...]

CT: 1) COVID-19. All decisions must be totally transparent and focus on student/educator health and safety. Parents must feel confident that their children’s well-being is our #1 priority. 2) Develop/provide programs that jettison graduates into their future (direct workforce entry, military service, higher education). 3) Build stronger cross-sectional leadership between City, business, higher education, and District leaders to identify and prepare students for work force demands. 4) Tax rates that are affordable/sustainable by homeowners and businesses.

CT: I have served in public schools for 35+ years, including 12 years as a Trustee at Gregory-Portland ISD in South Texas. Working with my Board colleagues and our Superintendent, the Gregory-Portland District improved the graduation rate, lowered the drop-out rate, improved vocational and technical opportunities, balanced our budget yearly, and kept our tax rate affordable. And I listen. I will always make myself available and actually “hear” – and respond to – our teachers, parents, and taxpayers.

CT: Pflugerville ISD currently serves over 25,500 students; however, as one of the fastest growing cities in the United States, we are projected to grow to over 40,000 within 20 years. Our District must begin collaborative planning now with local, County, State, and even Federal officials to make sure we have accurate data and the required resources to address growth and strategic situational (location) for future schools in a manner that will not overly burden taxpayers.

CT: School Finance is a close second to COVID-19. A great deal rides on whether PfISD is designated a Fast-Growth District (FGD). Projected 2019-20 revenue under HB-3 is ~$241 million; as a FGD, that increases to ~$247m. Future funding is complicated by the Appraisal District’s decision to forgo 2020 property value appraisals. My expertise identifying and delivering resources for educational opportunities while keeping a budget within its means becomes even more vital under these circumstances.