Local Elections May 2026
It is election season and as an Advocate for Business, we want you to be informed on candidates running for local office. On March 31st, we hosted a Candidate Forum for the contested races for Pearland City Mayor and Council followed by a Pearland ISD Board of Trustees Candidate Forum on April 15th.
Below are the candidate questionaries and links to the Candidate Forum.
Early voting begins April 20 and election day is May 2.
The Pearland Chamber will be hosting a forum for the Pearland ISD Board of Trustees on April 15 at 6pm.
Mayor City of Pearland
Name: Quentin Wiltz
Position Seeking: Mayor
Campaign Website: https://www.wiltzformayor.com/
Campaign Facebook: www.facebook.com/WiltzforMayor
Campaign Email: info@wiltzformayor.com
Campaign Telephone: (281) 886 -3957
1. What was the most important factor that influenced your decision to run for Mayor of Pearland and what makes you the ideal candidate?
Pearland is my home. It’s where I’ve raised my family, and like so many of our neighbors, I’ve experienced both the promise of this city and the challenges - high water bills, traffic, rising taxes, and growing debt.
For nearly 20 years, I’ve lived in East and West Pearland while building a career managing large-scale capital infrastructure pipeline projects with tight budgets, and securing our nation's energy independence as a Project Management Professional. My experience using my Executive MBA directing forecasting, planning, and analysis for a fortune 100 company has prepared me to make tough, responsible decisions at a time when our city needs stronger financial leadership.
But this is about more than experience: it’s about people. Families are being asked to pay more while getting less, and we can do better. I’m running for mayor to deliver a more inclusive Pearland, deliver real impact on the issues families feel every day, and bring accountability back to City Hall - so every voice is heard and every dollar is respected.
2. The Mayor in Pearland does not typically vote. How do you define the role of the Mayor in vision setting, building consensus, and ensuring accountability across the City?
Simply put, the Mayor represents the voice of the community. He/she should be fully engaged with all parts of the community - East and West Pearland. The mayor should bring shared life experiences, professional expertise, and thoughtful insight to the discussion. This should encourage debate and context so that the council as a whole understands the full impact of the decisions being made.
3.What does meaningful public engagement look like to you, and how will you ensure all areas of Pearland are heard and represented—both through your direct engagement and through thoughtful appointments to boards and commissions that reflect diverse perspectives while aligning with the city’s long-term direction?
I believe meaningful public engagement is a city government that engages that understands both areas of communication, both the business community and the community at large. Pearland is comprised of a mix of master planned communities, mixed-use and other residential areas. It's important to work within the existing communication channels, social networks, streaming platforms as well as develop new ones. If we believe and highlight Pearland's diversity, then it should be represented on our Boards and Commissions. I've always advocated for in-person town halls around the city and would continue this. The way in which government communicates should align with working families and commuters. I'll make this a top priority.
4. How do you define a strong, pro-active relationship between the City Council and the business community, and what specific actions would you take to foster engagement and support a thriving business climate in Pearland?
A strong, proactive relationship between the City Council and the business community exists when there is an aligned vision for growth, and the relationship results in greater opportunity for folks throughout Pearland. As mayor, I would work with business leaders to hold an economic forum in Pearland to address the business climate in the city and build a broader business culture. Additionally, I would develop a workshop to engage local business owners to encourage doing business with the city, how smaller businesses can bid competitively on contracts. I would also leverage the resources of the PEDC and Pearland Innovation Hub.
5. What experience do you have with zoning, land use, or development decisions, and how will that guide your approach to managing growth in Pearland while maintaining neighborhood standards, zoning and community expectations?
I have combined 10 years of direct experience in development decisions with the city while working on the Pearland Chamber board and parks Board: 5 years master planning, park and trail connectivity, Shadow Creek Ranch sports complex, development of community parks and residential development. In addition to community experience, land use is extremely important in permitting and use with regards to securing land rights, right-of-way, and installation of natural gas and oil pipelines. Pearland is almost fully developed. The type of city we will be is going to be defined by the decisions we make today. I'll manage growth by focusing decision-making on putting people first and prioritizing the needs of residents.
6. What is your long-term plan to balance tax rate decisions with the rising cost of living, and how will you ensure Pearland remains an affordable place for both families and businesses to thrive?
First, I’ll work to implement a utility stabilization rate that is clearly communicated to residents. In order to maintain a stable quality of life, residents need consistency to plan and understand their household budgets. A more strategic approach and utilization of PEDC to attract the type of businesses that will ensure long-term returns to minimize the tax burden to homeowners. A unified approach with other
taxing entities, MUDS, School Districts, and County to forecast needs, costs, and requirements so taxes deliver what WE want and not the other way around.
7. As conversations continue around increasing the homestead exemption, how do you weigh the benefit to homeowners against the potential shift in tax burden to businesses and non-homesteaded properties?
If residents feel like we are paying too much, and we can't afford the quality of life we deserve, it's because it’s true. I believe in increasing exemptions and lowering the tax burden to residents, but we can't do that if we keep spending. It is fiscally irresponsible to buy something if you can't afford to pay for it. It is also fiscally irresponsible to set a vision without clear understanding of how it will impact residents and letting them know. Increasing exemptions means extra pressure on businesses. Benefits should be evaluated on results.
8. The Pearland Prosperity Plan has served as a community strategic plan. Which area(s) do you believe should receive the most attention?
The Pearland Prosperity Plan lays out an ambitious vision for the next 5 years: economic growth, redevelopment, infrastructure, and quality of life improvements. Those are all goals I support. We all want a stronger, more competitive Pearland. But the biggest concern I have is what’s missing: there’s no clear cost.
The plan itself admits that there’s no comprehensive budget. It offers ideas and priorities, but doesn’t tell you how much each project will be. It claims that “new resources” will be required, but never says how much. When costs aren’t clearly defined, they don’t just disappear - they get passed on to us, the residents.
Families in Pearland are already dealing with high water bills, rising property taxes, and increasing costs of living. So the real question isn’t just whether the plan sounds good - it’s whether it’s affordable for a city already struggling with debt, and that’s what deserves attention.
This plan was proposed 2 years ago, and there’s still no cost tag, no breakdown, and no accountability. I believe we can grow Pearland responsibly. That means putting actual numbers behind these major initiatives, being transparent with taxpayers, and making sure growth isn’t putting more pressure on working families.
At the end of the day, success comes down to whether the people who call Pearland home can afford to thrive here, not just big plans.
9. What is your vision for Old Town and which of the big ideas are you most excited about?
Old Town is considered to be the heart of Pearland and where our family’s story began. It’s important to preserve that charm and character. Revitalizing it into a walkable district with community spaces, local businesses, and housing is a valuable goal. If done right, it could bring new life to an area that’s been feeling the pressure of time. That is exciting to me, but we also need to be honest about the challenges.
This 5 year redevelopment effort relies heavily on public investment to attract private development, and there’s no clear total cost tied to it. That means taxpayers could be carrying the burden for years without any guaranteed return.
The question isn’t whether we invest in Old Town, it’s how we do it. We should protect the spirit of Pearland, but in doing so, make smart investments. We should ensure accountability and not leave residents footing the bill for a project that won’t deliver. Growth should strengthen our community, not come at the expense of the people who already call it home.
10. What do you think has been our City’s greatest accomplishment within the past 10 years?
One of Pearland’s biggest draws for potential residents is its proximity to Houston. In the last 10 years, Pearland has leveraged that proximity to attract folks from diverse backgrounds hoping to find a safe, affordable way of life. It’s the people in the community who make Pearland a great place to live, our greatest accomplishment has been our ability to include those folks.
11. The Pearland Chamber of Commerce has identified the creation of an in-patient crisis center in Brazoria County as its top priority. What specific actions would you take to advance this effort, and how would you prioritize mental health initiatives within the City’s planning and budgeting process?
Community and connection are paramount to improved mental health. We lean on our families, friends, and neighbors for support when we are struggling. Unfortunately, folks who are struggling themselves can’t be expected to help those around them.
A 2024 study found that people under financial strain have a nearly 60% greater risk of developing serious health problems. The city can work to improve mental health through our planning budgeting process by alleviating the stress of sky-high water bills or our massive tax burden while improving our infrastructure and investing in parks and green spaces. A lower cost of living will make it easier for folks to pay for medication, counseling, and other vital mental health services.
12. In what capacity was AI (ChatGPT, CoPilot, etc.) used to complete this questionnaire?
AI was not used to complete this questionnaire, except in whatever capacity it plays in Google Docs’ spell-check feature (if any).
13. Each candidate also gets 300 words to provide a bio.
Quentin is a dedicated father and husband, and proud Pearland resident. Raised in St. Martinville, Louisiana (pop. 5,400), Quentin was shaped by small-town values — faith, service, education, and hard work. His mother was a public school educator for 32 years. His father worked on/offshore 25 years for Texaco.
For nearly 20 years, Quentin and his wife Monique have built their life in Pearland the same way so many families have — through faith, hard work, and perseverance. Like thousands who now call Pearland home, they came seeking opportunity, good schools, safe neighborhoods, and a strong sense of community.
Utilizing his expertise in business and finance (Executive MBA, University of Houston) along with his experience in oil & gas as a certified Project Management Professional (PMP) and Lean/Six Sigma professional (6σBB), Quentin has spent his career improving efficiency, safety, and sustainability in business operations. With a history of community engagement, corporate financial planning and project management expertise, he is focused on delivering accountable leadership through strategic planning and an active ear to the needs of the community.
Name: Tony Carbone
Position Seeking: Mayor
Campaign Website: www.CarboneForMayor.com
Campaign Facebook: fb.com/carboneformayor
Campaign Email: tony@carboneformayor.com
Campaign Telephone: 713-870-3970
1. What was the most important factor that influenced your decision to run for Mayor of Pearland and what makes you the ideal candidate?
I’m running for Mayor because I care deeply about where Pearland is headed, and I believe this is a moment that calls for proven leadership—not on-the-job training.
The decisions we make right now—on growth, infrastructure, public safety, and financial management—are going to shape Pearland for the next decade. Getting those decisions right matters.
I believe I am the right person to lead Pearland because I bring a combination of public service experience, private-sector financial discipline, and a deep personal investment in this community. For the past thirteen years, I have served on City Council and worked through the real issues our city faces—traffic, drainage, public safety, utilities, growth, and budgeting. As a CPA and small business owner, I understand how to evaluate costs, plan long term, and make disciplined financial decisions.
I’m also proud to have earned the endorsement of the Pearland Police Department, the Pearland Fire Department, and both current and former state representatives. Those are not endorsements I take lightly—they reflect trust from leaders and professionals who understand what effective leadership requires.
In addition, every current member of Council—and the majority of those I’ve served with in the past—have supported my candidacy. That’s not because we’ve always agreed. We’ve had some very direct and, at times, intense debates. But at the end of the day, there is mutual respect and a shared commitment to doing what’s right for Pearland.
Most importantly, I believe leadership should be steady, transparent, and accountable. You may not always agree with every decision I make, but you will know where I stand, and you will know that I take this responsibility seriously.
2. The Mayor in Pearland does not typically vote. How do you define the role of the Mayor in vision setting, building consensus, and ensuring accountability across the City?
While the Mayor does not typically vote, the role is still critical in shaping outcomes. The Mayor helps lead and guide constructive conversations, ensures all council members are heard, and keeps discussions productive and focused on the city’s long-term direction. The Mayor sets the tone for how leadership is exercised.
The role also includes helping build alignment around shared priorities and ensuring accountability once those priorities are set. In Pearland’s council-manager system, that means working collaboratively with Council, maintaining strong communication with the City Manager, and making sure the city is following through for its residents and businesses.
I also believe I bring a head start to this role. After thirteen years on City Council, I understand how our organization operates, the challenges we’re facing, and the opportunities in front of us. That experience allows me to step in on day one with context, relationships, and a clear understanding of how to move priorities forward without a learning curve.
Beyond City Hall, the Mayor also plays an important role in emergency management and intergovernmental relationships. Pearland needs a Mayor who can bring people together, represent the city well, and help move the organization forward with consistency and purpose.
3. What does meaningful public engagement look like to you, and how will you ensure all areas of Pearland are heard and represented—both through your direct engagement and through thoughtful appointments to boards and commissions that reflect diverse perspectives while aligning with the city’s long-term direction?
Meaningful public engagement starts with being accessible and being present.
It’s not just about showing up to meetings on nights and weekends—it’s about being available, responsive, and creating real opportunities for people to be heard.
But engagement isn’t something you set once and forget—it has to be consistently revisited and improved over time. What works today may not work tomorrow.
We’ve seen that firsthand. Traditional approaches like town halls are valuable, but when you look at the return on staff time versus actual community participation, they don’t always reach as many people as you’d expect. That’s why you’ve seen a shift toward things like podcasts and other more accessible formats—to meet people where they are.
That same mindset should carry forward. We need to continue adapting how we engage, while making sure we’re hearing from all areas of Pearland.
And that extends to board and commission appointments. Some of the most fulfilling work I’ve done in this role has been on boards and committees—where you roll up your sleeves, work through issues, truly understand different viewpoints, and move toward solutions together. That’s the kind of environment we should continue to build.
That means bringing in people with diverse perspectives, while still aligning with the city’s long-term direction and goals.
At the end of the day, meaningful engagement is about being accessible, being adaptable, ensuring every voice has a real opportunity to be heard.
4. How do you define a strong, pro-active relationship between the City Council and the business community, and what specific actions would you take to foster engagement and support a thriving business climate in Pearland?
A strong relationship between the city and the business community is built on communication, trust, predictability, and a shared commitment to Pearland’s long-term success.
That starts with consistent, active engagement with partners like the Chamber and PEDC to ensure we truly understand what businesses are experiencing day to day.
From an action standpoint, one of the biggest opportunities in front of us is the UDC rewrite, which we are actively working through now with multiple workshops and stakeholder meetings. That process matters. If we want to truly support small businesses, we need a development code that is clear, predictable, and written in plain, common-sense language—not something buried in legal jargon that requires consultants just to navigate. Done right, this removes barriers and encourages investment.
This isn’t a new concept. Earlier in my time on Council, I served on a committee that revised the Conditional Use Permit process to give small businesses more predictability, a clearer path forward, and a quicker decision-making timeline—while still preserving meaningful public input. That same mindset should carry through this broader UDC effort.
As a CPA, I work with small businesses here in Pearland and across the country, and I see firsthand what helps them succeed—and what slows them down. That perspective allows me to bring a practical, real-world lens to the decisions we make that impact our local business community.
5. What experience do you have with zoning, land use, or development decisions, and how will that guide your approach to managing growth in Pearland while maintaining neighborhood standards, zoning and community expectations?
Over the past thirteen years, I’ve been directly involved in more than 700 zoning and land use cases—ranging from straight rezonings and conditional use permits to complex planned developments. That level of experience matters, because these decisions shape the long-term character of our city.
What that experience has reinforced is that growth must be intentional, balanced, and well-planned. Property owners have rights, but so do residents. Our responsibility is to thoughtfully balance those interests while ensuring development aligns with infrastructure capacity—drainage, traffic, utilities—as well as neighborhood standards and community expectations.
It has also given me a strong understanding of how these decisions play out over time. A single zoning case doesn’t exist in a vacuum—it impacts surrounding neighborhoods, future development patterns, and the city’s long-term planning goals. That’s why consistency and predictability in our approach are so important.
My approach is not anti-growth—it is pro-planning. Pearland will continue to grow, but that growth needs to be guided in a way that protects what people value about this community. Residents want to know that development enhances quality of life, not adds strain.
I approach every case by staying engaged in the details, asking the right questions, and making decisions that support responsible growth while protecting the integrity of our neighborhoods.
6. What is your long-term plan to balance tax rate decisions with the rising cost of living, and how will you ensure Pearland remains an affordable place for both families and businesses to thrive?
At a high level, it starts with discipline—staying focused on the City’s core responsibilities and delivering those services as efficiently as possible.
As costs rise, we have to be very intentional about how we allocate resources. That means prioritizing public safety, infrastructure, and essential services, while continually looking for ways to operate smarter, eliminate waste, and leverage partnerships to stretch taxpayer dollars further.
We also have to be mindful of the impact of every tax rate decision on families and businesses. That means taking a long-term view—avoiding short-term fixes that create bigger problems down the road, and maintaining Pearland’s strong financial position so we can keep rates stable and predictable.
Transparency is critical in that process. We must continue to have an open, clear budgeting process so both Council and residents understand where dollars are going and why. That builds trust and leads to better decisions.
And I see the role of the Mayor as helping guide those discussions—keeping us focused, aligned, and forward-looking.
If we stay disciplined, transparent, and strategic, we can manage the tax rate responsibly while keeping Pearland an affordable place for both families and businesses to thrive.
7. As conversations continue around increasing the homestead exemption, how do you weigh the benefit to homeowners against the potential shift in tax burden to businesses and non-homesteaded properties?
It’s a balancing act, and is a topic council has and will continue to have thoughtful discussions around.
On one hand, increasing the homestead exemption provides meaningful relief to homeowners, especially as property values have increased. On the other hand, we have to be mindful of the impact that shift can have on businesses and non-homesteaded properties, who ultimately help carry a larger portion of the tax burden.
The goal is to find the right balance so we can support homeowners without creating unintended consequences for our local economy.
The major opportunity I see on the horizon is when TIRZ 2 expires. This expiration creates additional flexibility in how we structure our tax rate, and it should allow us to accelerate relief for homeowners in a more sustainable way.
So it’s not about choosing one over the other—it’s about timing, strategy, and making sure we’re making decisions that are fair and responsible long-term.
The goal is not choosing one group over another—it is finding the right balance so Pearland remains a place where both families and businesses can thrive.
8. The Pearland Prosperity Plan has served as a community strategic plan. Which area(s) do you believe should receive the most attention?
The strength of the Prosperity Plan is that it was built with input from a diverse group of stakeholders—public leaders, businesses, educators, and community members—which creates both strong priorities, community buy-in and long term success.
Its central goal of being a community of choice for people and business is the right one.
If I had to identify the area that deserves the most attention, it would be mobility and infrastructure. It is foundational to everything else—supporting economic development, enabling redevelopment, improving quality of place, and shaping how residents experience the city daily.
Without strong infrastructure, it becomes much harder to successfully execute the rest of the plan.
9. What is your vision for Old Town and which of the big ideas are you most excited about?
My vision for Old Town Site is to bring it back to life in a way that feels authentic, walkable, and active—but to do it in a realistic, phased way.
The plan includes some big ideas, and those are important, but the way we actually get there is through smaller, visible wins—improving walkability, activating public spaces, and creating reasons for people to come spend time there, not just drive thru. That steady progress is what builds momentum and confidence.
A great example of what’s possible is the Dinner on Grand event the Chamber launched in 2025. It was incredible—and more importantly, it gave people a real, tangible glimpse of what Old Town Site can be. You could see the street come alive with people, energy, and community. It wasn’t just an idea on paper—it showed us what’s possible.
That’s why I’m most excited about the Grand Link, or festival street concept. It builds directly on that vision—creating a central space designed for events, connection, and everyday activity.
If we stay focused—execute in phases, build on successes like Dinner on Grand, and keep investing in practical improvements—Old Town can become a true destination for Pearland.
10. What do you think has been our City’s greatest accomplishment within the past 10 years?
Pearland’s greatest accomplishment over the past decade has been its ability to grow while maintaining a high quality of life and strong financial stability.
We’ve built a city that is safe, well-run, and attractive to both families and businesses. Our police and fire departments are nationally accredited, and we’ve seen meaningful economic development, including major growth in areas like Lower Kirby.
We’ve also been intentional in how we invest in our community—using tools like Tax Increment Reinvestment Zones (TIRZ) to reinvest in infrastructure that directly benefits residents and supports long-term growth. That includes projects like the Westside Library, along with investments in parks and connectivity improvements that enhance how people live, move, and interact across our city.
That success has been recognized externally. Pearland has been ranked the #1 city in Texas and #3 in the nation. That doesn’t happen by accident—it’s the result of thoughtful leadership, disciplined decision-making, and long-term strategic planning.
What makes this even more significant is the context. Over the past decade, we’ve navigated major challenges like Hurricane Harvey, COVID, Winter Storm Uri, and Beryl—while continuing to move forward as a community.
That combination of growth, resilience, and stability is what defines Pearland’s success.
11. The Pearland Chamber of Commerce has identified the creation of an in-patient crisis center in Brazoria County as its top priority. What specific actions would you take to advance this effort, and how would you prioritize mental health initiatives within the City’s planning and budgeting process?
We’ve already taken meaningful action. Pearland City Council—an organization I’m proud to serve on—recently approved a partnership with the Gulf Coast Center to launch a Crisis Co-Response Team, pairing officers with mental health professionals to respond to calls in real time.
That matters because too many individuals in crisis end up in emergency rooms or jail, and we continue to see repeat calls without real treatment or long-term solutions.
This is also a strong example of how public-private partnerships can help us better serve the citizens of Pearland while keeping a careful eye on affordability and the impact to taxpayers.
To advance an in-patient crisis center in Brazoria County, I would focus on three key areas:
First, regional coordination—bringing together the County, hospitals, and the Gulf Coast Center to align on location, operations, and long-term sustainability.
Second, a diversified funding strategy—leveraging state and federal resources, along with public-private partnerships, so this is not carried solely by the local tax base.
Third, integration—ensuring a seamless connection between programs like our co-response team and an in-patient facility, so there is a clear path from crisis response to stabilization and care.
From a broader planning and budgeting standpoint, mental health is public safety. We’ve seen a 17% increase in related calls, and the current system is not designed to provide lasting solutions.
We’ve taken the right first step locally. The next step is to lead regionally and get a crisis center across the finish line.
12. In what capacity was AI (ChatGPT, CoPilot, etc.) used to complete this questionnaire?
AI helped clean up the wording—but the ideas, the experience, and the decisions are mine.
13. Each candidate also gets 300 words to provide a bio.
Tony Carbone has proudly served the residents of Pearland on City Council for the past thirteen years, including service as Mayor Pro Tem. During that time, he has worked on the issues that most directly affect quality of life in Pearland: public safety, infrastructure, responsible development, utilities, and long-term financial planning.
A Certified Public Accountant and small-business owner, Tony brings both public-service experience and private-sector financial discipline to local government. His professional background has shaped a practical leadership style focused on careful budgeting, accountability, and making decisions that protect taxpayers while planning responsibly for the future.
Tony has also been active in Pearland’s civic and community life beyond City Council, including involvement with organizations such as Leadership Pearland, the 288 Corridor Rotary Club, Pearland Economic Development Corporation strategic planning efforts, the Pearland Chamber of Commerce, and the Pearland ISD Education Foundation.
He believes Pearland’s success depends on steady leadership, strong public safety, thoughtful growth, and a clear commitment to keeping the city a place where families and businesses can thrive. Tony and his wife, Crystal, are raising their three daughters in Pearland, and their family is deeply invested in the future of the community they call home.
Pearland City Council - Position 3
Name: Mona Chavarria
Position Seeking: City Council Pos 3
Campaign Website: N/A
Campaign Facebook: www.facebook.com/monaforpearland
Campaign Email: votemonapearland@gmail.com
Campaign Telephone: 832-630-0904
- What was the most important factor that influenced your decision to run for Pearland City
My decision to run for Pearland City Council is my LOVE for Pearland, I am honored and humble to serve this city. I have deep commitment to SERVICE and I want this community to continue to thrive for families and businesses. I believe very strongly that everyone has VOICE in this community.
I’ve been on the other side of this as a business owner—my business flooded multiple times in a single year. This issue is very personal to me. I understand firsthand the impact it has on families and businesses, and that’s why I took action—advocating for our community and working with the City of Pearland and City Council to address drainage infrastructure in the areas most impacted by flooding.
I also understand the needs of our residents when they voice concerns or bring forward issues that need to be resolved. Now, having served on City Council, I bring not only that personal passion, but also real experience, knowledge, and the ability to collaborate effectively to meet the needs of our city.
- With recent transitions in key leadership roles, including City Attorney, Police Chief and Fire Chief, how will you work with City Manager’s Office to set expectations, maintain accountability, and support high-performing departments?
The retirement of these positions—especially the City Attorney and Police Chief—had been identified several years ago, with a succession plan already in place to ensure a smooth transition, minimize operational disruption, and maintain continuity, consistency, and accountability.
City Council ratified the appointment of the new Fire Chief this past Monday, bringing strong leadership and OVER 30 years of experience.
We will continue to ensure that performance metrics are being met, and Council will work closely with the City Manager’s office to maintain accountability, transparency, and effective operations.
- What experience do you have with zoning, land use, or development decisions, and how will that guide your approach to managing growth in Pearland while maintaining neighborhood standards, zoning and community expectations?
Serving on the Pearland Economic Development Corporation gave me a strong understanding of zoning and the development process. However, with limited land remaining, we must be intentional in how we grow—balancing development while preserving the character of our neighborhoods.
I also want to address something that was recently misrepresented. I was portrayed as someone who does not care about our aging community, which is completely untrue. This issue is very personal to me. I was a caregiver for my parents for many years, and my mother suffered from dementia. I understand firsthand the importance of supporting and protecting our seniors.
That said, I do not believe that City Council or zoning decisions should supersede HOA rules or deed restrictions when it comes to issues like ADUs. There is a gap in the current process that needs to be addressed. We need stronger vetting at the city level, along with appropriate checks and balances. This is part of the broader discussion as we work through updates to the Unified Development Code (UDC), and it’s something that needs to be more clearly defined and streamlined.
I believe in asking the right questions—about traffic, drainage, compatibility, and long-term impact—to ensure that development supports sustainable growth while protecting the quality of life our residents expect.
- What is your long-term plan to balance tax rate decisions with the rising cost of living, and how will you ensure Pearland remains an affordable place for both families and businesses to thrive?
Balancing tax rates with the rising cost of living is one of our most important responsibilities. While we do not have control over the appraisal process, we do have a responsibility when it comes to setting the tax rate.
If you look at the historical data, our tax rate has steadily decreased—from $0.74 in 2018, to $0.65 in 2023, and $0.63 this fiscal year. The state’s no-new-revenue rate is approximately $0.61, which shows that we have been mindful in working to reduce the tax burden on our residents.
This year, during our City Council strategic planning, we asked staff to present a no-new-revenue budget scenario. However, we must also ensure that essential services are not impacted—especially critical needs like road improvements and aging infrastructure.
Over the past 20 years, our population has grown by approximately 176%, and with that growth comes increased demand on our infrastructure. We must continue to invest responsibly to maintain and improve the quality of life our residents expect.
- As conversations continue around increasing the homestead exemption, how do you weigh the benefit to homeowners against the potential shift in tax burden to businesses and non-homesteaded properties?
In 2023, there was a homestead exemption workshop. I was not on Council at that time, but I would be more than happy to revisit the discussion to determine if it still makes financial sense. I am not opposed to holding another workshop so we can review updated financial data and better understand how the tax burden would be shifted.
My goal is to ensure we are making informed decisions that are fair to our residents, and I remain committed to looking for opportunities to responsibly lower the tax rate where possible.
- How do you define a strong, pro-active relationship between the City Council and the business community, and what specific actions would you take to foster engagement and support a thriving business climate in Pearland?
I define a strong, proactive relationship between the City and the business community as one rooted in engagement, understanding, and collaboration. It’s about being actively involved in the community, listening to our businesses, and supporting their growth.
In addition to advocating for infrastructure improvements like drainage, I have also been involved in local initiatives such as “Shop Local,” which highlights the importance of supporting businesses within our community. Every dollar spent locally circulates back into our city—supporting jobs, infrastructure, and generating tax revenue.
I was also part of the implementation committee for the Pearland Innovation Hub, which focused on helping startups and existing businesses expand and grow. That kind of growth strengthens our local economy and brings valuable tax dollars back into the community.
- The Pearland Prosperity Plan has served as a community strategic plan. Which area(s) do you believe should receive the most attention?
I served on the Prosperity Implementation Committee, and first, I want to thank PEDC and the board for their continued vision and leadership. This is not a document that sits on a shelf—it’s a living plan with real deliverables and accountability.
You cannot look at any one initiative in isolation. Each key initiative is interconnected and supports the others, creating a comprehensive approach to economic growth.
Over the years, we’ve seen strong development, business retention, job creation, and the recruitment of new businesses. All of these efforts work together to support a healthy economy, long-term success, and a strong tax base for our community.
- What is your vision for Old Town and which of the big ideas are you most excited about?
I’m very excited about this project. For years, this has been an ongoing discussion, so I’m hopeful to see it finally moving forward.
I believe the Sullivan Brothers project, played an important role in laying the foundation for this area and helping bring renewed attention to Old Town—especially highlighted during the Chamber’s Grand Dinner and as part of the Grand Arts & Eats experience, celebrating Pearland’s vibrant arts, culture, and culinary scene. This project will unfold in several phases, each contributing to the long-term vision.
What excites me most are the walkable spaces, gathering areas, and the support for small businesses. Just as important is the investment in drainage, which is critical to protecting that community.
Overall, I’m most excited about the opportunity to bring new life to Old Town while still respecting its history—creating a destination that both residents and visitors can enjoy without compromising what makes it special.
- What do you think has been our City’s greatest accomplishment within the past 10 years?
The first thing that comes to mind is the extensive development along Lower Kirby and the successful attraction of life sciences and other advanced industries to Pearland. Through PEDC’s recruitment efforts, companies such as Lonza, Abbott, Merit Medical, and Endress+Hauser have chosen to invest in our community. This forward-thinking approach is helping to establish a strong, long-term tax base while also creating jobs and opportunities for our residents.
Additionally, Pearland is now home to two hospitals, something many once thought was not possible. I believe Kelsey-Seybold played a key role as an anchor in helping establish Pearland as a growing medical hub.
The City has also made significant investments in infrastructure, public safety, and community amenities, while fostering a strong economic environment. This balanced approach has positioned Pearland as one of the most desirable communities in the region.
- The Pearland Chamber of Commerce has identified the creation of an in-patient crisis center in Brazoria County as its top priority. As a City Council member, what specific actions would you take to advance this effort, and how would you prioritize mental health initiatives within the City’s planning and budgeting process?
I want to thank the Pearland Chamber of Commerce and the Healthcare Committee for their leadership and for securing $5 million to support inpatient beds—this is truly needed in our county.
I don’t speak about this often, but this issue is very personal to me. I have had a family member impacted by mental illness, and I have witnessed firsthand how it affects not only the individual, but the entire family and our broader community.
There is still much work to be done, and additional funding is needed to support these critical initiatives. More than 60 million adults in the United States experience some form of mental illness, and here in Brazoria County, we are seeing one of the fastest-growing suicide rates in Texas. This is also impacting our youth and our schools.
Mental health service needs continue to grow. The Council recently approved an interlocal agreement with the Gulf Coast Council of Governments to establish a crisis response team, and in 2025, mental health-related calls increased by 17%.
I support these initiatives and believe they are important steps forward. However, it will take continued collaboration and commitment from our entire community to ensure we are providing the resources and support that are truly needed.
- In what capacity was AI (ChatGPT, CoPilot, etc.) used to complete this questionnaire? GRAMMERLY
- Each candidate also gets 300 words to provide a bio.
I am PROUD to call Pearland home. Our journey began 30 years ago when we moved from Houston to Pearland. I married my childhood sweetheart, Sergio, who supports me as I serve in many community organizations. We are blessed with two sons who graduated from Pearland ISD and have gone on to Baylor University and Texas Tech University.
My humble beginnings instilled in me a strong desire to give back and stay involved in building community. My family’s background in military service, public safety, and federal agencies inspired my commitment to being “boots on the ground” and making a difference locally.
I am also proud to be a local business owner for over two decades. I have contributed to our local economy by creating jobs, keeping dollars in Pearland, and supporting local organizations. Our company has been honored as the Pearland Chamber’s “Business of the Year” and the U.S. Chamber Blue Ribbon “Business of the Year,” along with recognition from the State of Texas for our economic impact and long-standing commitment to serving this community. I was recently recognized by the Pearland Chamber as the “Tom Reid Citizen of the Year.”
My passion for service began over 30 years ago working with the Houston Read Commission. Since then, I have utilized my background in nonprofit accounting and management to support organizations that make a difference.
I am honored to have served or currently serve with organizations including:
- Pearland EDC – Past Chairwoman
- Pearland Innovation Hub – Past Chairwoman
- Pearland Chamber – Past Treasurer and Chairwoman
- Pearland ISD Education Foundation – Treasurer
- Pearland Lady Lions Club – Treasurer
- Pearland Rotary Club – Past Treasurer
- Pearland Prosperity Implementation Committee
- Pearland Fire Department Strategic Planning
As I continue serving as your City Councilwoman, my focus remains on public safety, infrastructure, supporting local businesses, and strengthening community engagement and awareness.
Name: Toshila Mclean
Position Seeking: Pearland City Council Position 3
Campaign Website: None
Campaign Facebook:
Campaign Email:
Campaign Telephone:
1) What was the most important factor that influenced your decision to run—and what makes you the ideal candidate?
The single most important factor was listening to families and neighbors who love Pearland, but feel the pressure of growth, rising costs, ADUs (Additional Dwelling Units) and the need to protect what makes our city a “community of choice.” Pearland is at a point where every decision—public safety, infrastructure, development, and taxes—has to be made with discipline, transparency, and a long view. That’s why I’m running: to help keep Pearland safe, fiscally resilient, and thoughtfully planned. 1
What makes me the ideal candidate is how I lead: I’m a consistent, service-driven leader who sets clear expectations, measures progress, builds strong teams and puts people first. I’ve spent my career bringing people together around shared goals, staying focused on results, and communicating clearly—especially when decisions are hard. I’ll bring that same practical leadership to City Council: listening first, asking the right questions, and making decisions that protect neighborhoods and strengthen Pearland’s future.
2) With transitions in City Attorney, Police Chief and Fire Chief, how will you work with the City Manager’s Office to set expectations, maintain accountability, and support high-performing departments?
During leadership transitions, stability and trust is what matters most. My approach is to partner closely with and collaborate with the City Manager’s Office to establish a set of clear, written expectations tied to Council’s strategic priorities, and to keep accountability consistent—so departments can keep performing at a high level and implementing innovation without losing momentum and trust. Pearland already aligns operations and budgeting to Council-adopted strategic priorities, and I support using that same framework to guide onboarding, performance goals, and reporting.
3) What experience do you have with zoning, land use, or development decisions, and how will that guide your approach to managing growth while maintaining neighborhood standards?
While I’m not coming from a developer background, I do bring deep experience working through complex, high-stakes decisions that require balancing competing needs, following policy, and respecting community expectations. That translates directly to zoning and land-use leadership: being prepared, staying grounded in the code and the comprehensive plan, and making decisions that protect quality of life.
Pearland’s zoning framework is clear about permitted uses, conditional use permits (which come to City Council), planned developments, and zone changes. I support using those tools while working with the Planning Department consistently and transparently—so growth happens where it fits, and neighborhoods are protected through enforceable standards like setbacks, buffering, parking, landscaping, and screening. 3
My commitment is straightforward: smart growth, predictable rules, and strong neighborhood protections—guided by staff analysis, Planning & Zoning input, and public engagement.
4) What is your long-term plan to balance tax rate decisions with the rising cost of living, and how will you keep Pearland affordable for families and businesses?
The rise in the cost of living every person that I have spoken to recently, with gas, grocery and energy prices being at the forefront of most residents’ concerns in their homes. Affordability is not one decision—it’s a discipline over time. My long-term plan is to focus on (1) resilient financial stewardship, (2) high-value service delivery, and (3) a strong local economy that broadens the tax base so we’re not forcing families to carry the load alone. Pearland’s strategic priorities already emphasize Resilient Finances and Strong Economy, and I want budget decisions to clearly connect to those goals.
That means I will:
- Push for clear budget communication: what we’re funding, why it matters, and how we measure results.
- Support infrastructure planning that avoids “catch-up costs” later—because deferred maintenance becomes expensive maintenance.
- Champion business retention and responsible development that adds jobs and value—keeping Pearland strong for both families and employers.
5) On increasing the homestead exemption, how do you weigh the benefit to homeowners against a potential shift in burden to businesses and non-homesteaded properties?
Pearland is a predominantly residential community, and rising property values mean homeowners—especially seniors and families on fixed incomes—are feeling the pressure. Increasing the homestead exemption provides meaningful relief, helps keep people in their homes, and supports neighborhood stability. That benefit is real and aligns with Texas’s long‑standing commitment to protecting primary residences.
At the same time, property taxes fund essential city services and Pearland ISD. When we reduce the taxable value of homesteaded homes, that revenue doesn’t disappear—it shifts. More of the burden falls on businesses, rental properties, and non‑homesteaded real estate. We’ve already seen this dynamic play out at the state level with Texas Proposition 9, which reduced business personal property taxes to support economic growth but increased pressure elsewhere in the system.
For Pearland, the concern is cumulative impact. If both homeowners and businesses receive expanded exemptions without offsetting revenue, we risk straining city services, increasing pressure on renters, or pushing future tax rate increases that voters ultimately have to approve.
So the question isn’t whether homeowner relief is important—it is. The question is how we do it responsibly. Any increase in the homestead exemption should be paired with safeguards, such as state backfill for schools, careful monitoring of impacts on commercial taxpayers, and a continued focus on diversifying our revenue base.
In short, supporting homeowners and maintaining a fair, sustainable tax system are not mutually exclusive—but they require balance. That’s the lens we should apply as we move forward on this issue.
6) How do you define a strong, proactive relationship between Council and the business community—and what actions would you take?
A strong, proactive relationship between Council and the business community is both parties fostering consistent collaboration and communication—not just at election time or when there’s a problem. It means having a City Council that is accessible, trustworthy, and responsive, and that actively partners with the business community—regardless of size—so businesses feel comfortable engaging early and unintended barriers are not created in the City of Pearland.
Specific actions I would take:
- Host routine business roundtables (including small businesses and major employers) focused on permitting, infrastructure, public safety, and workforce needs.
- Partner with Chamber efforts that strengthen workforce development and entrepreneurship—because keeping Pearland competitive requires both talent and opportunity.
- Maintaining a visible and consistent presence at community and business events to build trust and accessibility. Attending events provides opportunities to listen directly to business owners and residents, understand emerging concerns, and reinforce that City Council is approachable and engaged. These relationships help ensure that policies are informed by real‑world experience and that communication remains open and transparent.
7) The Pearland Prosperity Plan has served as a community strategic plan. Which areas should receive the most attention?
I would prioritize three areas that reinforce each other:
Mobility & Infrastructure: Pearland’s continued success depends on roads, drainage, and long-range planning that keeps up with growth—especially as major projects and coordination with TxDOT continue.
Old Town Revitalization / Places to Gather: Old Town is a unique opportunity to strengthen identity, quality of place, and local economic activity.
Workforce Development & Business Development: Pearland’s future depends on talent pipelines and supporting existing businesses while attracting the right new ones.
8) What is your vision for Old Town—and which big ideas excite you most?
I remember a time when there was only Old Town or Old Pearland.
This area is where Pearland’s Pride lives and should be preserved. My vision for Old Town is a walkable, where you can park grab some Killen’s BBQ, walk across the street for ice cream or shopping. My vision is creating a space for connection and welcoming district that honors Pearland’s history while creating new energy. A place where visitors come to get that old town feel of clean streets, big trees, good food and friendly neighbors.
I’m most excited about the big ideas that improve walkability, connectivity, and public spaces—the kind of changes that make people want to spend time there, not just drive through. The city’s own planning materials and coverage have emphasized stronger connections, quality public realm, and long-term infrastructure investments to support revitalization.
9) What do you think has been our City’s greatest accomplishment within the past 10 years?
I’ve seen Pearland grow in a very personal way.
Growing up in the Southbelt area, there was a time when the furthest I’d come into Pearland was for full‑sized candy bars in Green Tee on Halloween—there simply wasn’t much development then. It’s nostalgic for me, and it probably also shows my age.
About twenty years ago, I purchased my first home in Cypress Village off Harkey because I wanted my children to attend Pearland ISD schools. Since then, I’ve watched Pearland evolve into the community it is today. From amenities like the Natatorium and the Recreation Center to Town Center and expanded retail, there have been many visible milestones that residents enjoy and appreciate.
But if I had to identify Pearland’s greatest accomplishment over the past ten years, it would be the City’s commitment to long‑term capacity and thoughtful planning. Pearland has invested in infrastructure—particularly water, wastewater, and capital planning—that doesn’t always get headlines but is absolutely essential. These investments protect public health, support responsible growth, reduce future risk, and ensure that as Pearland continues to grow, it does so without compromising quality of life.
Those foundational decisions are what allow Pearland to continue being the “Community of Choice.” They reflect foresight, discipline, and a focus on sustainability that will benefit residents not just today, but for decades to come.
10) The Chamber’s top priority is an in-patient crisis center in Brazoria County. What actions would you take, and how would you prioritize mental health in planning and budgeting?
As a school principal, I have seen a growing number of students facing mental health challenges and have supported families as they navigate limited and often difficult‑to‑access resources to ensure their children receive the care they need. I am in alignment with The Pearland Chamber in it’s prioritization of an in-patient center in Brazoria County.
As a Council member, I would take specific actions:
- Support formal Council action—resolutions/letters of support and coordinated advocacy with partner cities, ISDs, and county stakeholders.
- Engage state delegation strategically—aligning Pearland’s advocacy with the Chamber’s data-driven case and legislative strategy.
- Prioritize city-level mental health support where appropriate—including partnerships that strengthen crisis response, coordination with providers, and prevention supports while staying disciplined in budgeting. The Chamber’s recommendations include expanding community-based services and specialized crisis response approaches that can reduce burdens on police/EMS.
- Support providing appropriate training and resources for schools and families until a facility can be built.
This is a public safety and quality-of-life issue, and I would treat it that way—using data, partnerships, and a long-term funding strategy.
11) In what capacity was AI (ChatGPT, CoPilot, etc.) used to complete this questionnaire?
I used AI as a writing tool to help organize my thoughts, improve clarity, and tighten wording. The positions, priorities, and final answers are mine.
12) Candidate bio (300 words)
Toshila McLean is a is a career educator and campus principal with a proven record of building strong teams, setting clear expectations, and delivering results that keep students at the center while supporting staff and families. Known for her steady leadership and collaborative approach, Toshila brings a deep commitment to service, accountability, and long‑term planning to everything she does.
Throughout her career, Toshila has led through periods of change by focusing on communication, culture, and measurable outcomes. She has supported the development of coaching‑focused systems that help professionals grow and improve performance over time. This leadership philosophy—listen, plan, execute, measure progress, and communicate consistently—directly informs her approach to effective city governance.
Toshila earned a Bachelor of Science in Political Science from the University of Houston and a master’s degree in educational leadership from the University of Houston–Clear Lake. Her professional experience includes partnering with diverse stakeholders, managing complex operations, overseeing budgets, and ensuring that daily decisions align with long‑term goals. These experiences have prepared her to thoughtfully address the challenges and opportunities facing Pearland.
As a candidate for Pearland City Council, Toshila is focused on protecting neighborhood standards, supporting responsible growth, strengthening infrastructure and mobility, and keeping Pearland affordable for families and businesses. She believes in transparent budgeting, data‑driven decision‑making, and clear communication with residents. Toshila also values proactive, collaborative relationships with city staff, community organizations, and the business community.
Toshila’s leadership style is consistent, practical, and solutions‑oriented. She asks tough questions, follows the data, and works across differences to get results. She is running for City Council to help ensure Pearland remains a safe, connected, and thriving community—today and for the next generation.
Pearland ISD - Position 1
Pearland ISD Questionnaires will be added after our forum on April 15.
Questions for Pearland ISD Board of Trustees Candidates
Name: Chris Counts
Position Seeking: School Board Trustee Position
Campaign Website:
Campaign Facebook:
Campaign Email:
Campaign Telephone:
Name: Richard N. Bradley
Position Seeking: Pearland ISD Board of Trustees, Position #1
Campaign Website: electdrbradley.com
Campaign Facebook: @ElectDrBradley
Campaign Email: rbradley42@comcast.net
Campaign Telephone: (713) 208-7168
- What, in your opinion, makes Pearland ISD an exceptional school district for families, and how would you work to sustain and strengthen those qualities?
Pearland ISD excels because of strong academics, dedicated teachers, excellent administrators, and family who value high expectations. I will protect that foundation by supporting safe schools, data-driven decisions, and a stable environment where teachers can teach and students can thrive.
- Families today have more educational options than ever before. What is your perspective on school choice, and how should Pearland ISD position itself to remain competitive and attractive to families, educators and staff?
Families have options, so Pearland ISD should be the district they choose. This means delivering excellent instruction with the correct courses, safe campuses, and strong support for teachers. My focus is ensuring Pearland ISD schools are the first choice of families by consistently providing the highest quality educational experience.
- What key metrics or data points would you use to evaluate the success of Pearland ISD, and how should those be communicated to the community?
I prioritize metrics that matter: student growth, teacher retention, program quality, fiscal stability, student placement after graduation and campus safety. These should be communicated clearly and transparently so families understand how the district is performing and what returns the community are receiving for their investment.
- Enrollment trends across many districts are shifting due to demographics, school choice, and population movement. What is your understanding of Pearland ISD’s current enrollment trends, and what is your plan to address potential declines or shifts while maintaining strong programs and financial stability?
Pearland ISD’s current enrollment is trending down. High school registrations are actually increasing, but kindergarten starts are diminishing. We have shrunk by about 600 students (3%) over the past four years. My focus will be protecting high‑value programs, aligning staffing responsibly, and ensuring long‑term financial stability while maintaining strong academic and extracurricular offerings.
- What is your stance on mental health support within schools? How would you advocate for policies or resources to support the mental and emotional well-being of students?
In addition to providing an outstanding education, schools should develop good citizens. Good citizens have good mental and emotional well-being, know how to take care of themselves and support others. Students learn best when they feel safe, supported, and connected. I support practical, evidence‑based mental‑health resources that help students manage challenges, strengthen resilience, and stay engaged in learning while keeping the district’s academic mission at the center.
- With finite resources and increasing costs, how would you prioritize funding decisions to ensure Pearland ISD continues delivering high-quality education while remaining fiscally responsible?
With rising costs and decreasing enrollment, we must protect the classroom first. I will prioritize teacher quality, campus safety, and academic programs while insisting on disciplined budgeting, accountability, transparency, and long‑range planning to ensure every dollar advances student learning and district stability.
- How do you view the role of a trustee in influencing curriculum decisions to ensure they reflect both state standards and the unique needs of our community?
Trustees set guardrails, not lesson plans. Our role is ensuring curriculum aligns with state standards, reflects community expectations, and is delivered with fidelity. I will support educators by providing clarity, stability, and protection from unnecessary political swings.
- Public education plays a key part in the development of our local workforce. What is your vision for the district’s engagement with the business community in ensuring programs meet the local needs?
Pearland ISD should be a talent engine for the region. Strong partnerships with local employers, expanded CTE pathways, and opportunities for certifications, internships, and dual credit help students graduate ready for college, careers, or military service.
- How will you build and maintain trust with parents, educators, and the broader community, especially when navigating complex or controversial issues?
Trust comes from steady, transparent leadership. I will listen respectfully, communicate clearly, and keep the focus on students rather than drama. My goal is to ensure families and staff feel heard, respected, and confident in the district’s direction.
- School districts rely on effective advocacy at both the local and state levels. As a Trustee, what experience do you bring in working with local or state leaders, and how will you actively represent and advance Pearland ISD’s priorities beyond the boardroom?
My career has required constant coordination with state and local leaders. I understand how to navigate complex systems, advocate for resources, and build coalitions. I will represent Pearland ISD with professionalism and advance the district’s priorities beyond the boardroom.
- Each candidate also gets 300 words to provide a bio.
Dr. Richard N. Bradley is a 26‑year Pearland resident, emergency physician, and long‑time community volunteer committed to strengthening the partnership between Pearland ISD, local families, and the business community. He is running for Pearland ISD Board of Trustees, Position 1, to help ensure the district remains academically strong, financially stable, and aligned with the workforce needs of a rapidly growing region.
Dr. Bradley serves as the Director of Medical Response Services for the Texas Division of Emergency Management and has extensive experience in the Air National Guard, where he holds the rank of Colonel and has held multiple leadership roles. His career has centered on leading complex systems, coordinating across state and local agencies, and ensuring readiness in high‑stakes environments. These experiences shape his approach to governance: disciplined, data‑driven, and focused on long‑term stability.
A full professor of emergency medicine, Dr. Bradley has spent decades training the next generation of physicians and first responders. He brings a deep understanding of how strong public education builds strong communities and economies. He believes Pearland ISD must continue preparing students for college, career, and military pathways through rigorous academics, high‑quality teachers, and strong partnerships with local employers.
In Pearland, Dr. Bradley has served as President of the Pearland Volunteer Fire Department, a RISE mentor, and a deacon and children’s Bible study teacher at Second Baptist. He and his wife, Carla, have raised their two children in Pearland schools and remain deeply invested in the district’s success.
Dr. Bradley is committed to steady leadership, transparent communication, and decisions that put students first. He aims to support teachers, strengthen safety and preparedness, and ensure Pearland ISD continues to be a district families and businesses are proud to call home.
Drafting assistance was provided by Microsoft Copilot; I reviewed and take full responsibility for the final content.
Name: Toni Carter
Position Seeking: PISD Trustee, Pos. 1
Campaign Website: none
Campaign Facebook: Toni Carter, PISD Trustee Position 1
Campaign Email: tpcarter033003@gmail.com
Campaign Telephone: 281-704-5526
- What, in your opinion, makes Pearland ISD an exceptional school district for families, and how would you work to sustain and strengthen those qualities?
For my children, I found Pearland’s diversity to be one of our most exceptional offerings. In addition to the stellar academic and extracurricular success this district provides, the opportunity to meet a diverse group of students and share in their cultures is one of the things my boys enjoyed most about their education. It has informed their ability to work with all types of people and succeed together.
- Families today have more educational options than ever before. What is your perspective on school choice, and how should Pearland ISD position itself to remain competitive and attractive to families, educators and staff?
As long as Pearland continues to maintain our exceptional standards, I think we will be able to weather the storm that school choice poses to public education. We are a destination district, and while we have lost students to charter and private schools, they often return. When people come to community social media pages asking about schools, there is overwhelming support for PISD.
- What key metrics or data points would you use to evaluate the success of Pearland ISD, and how should those be communicated to the community?
Aside from the typical test scores and success markers such as college, career, and military readiness, and graduation rate, student, staff, and community input remain my own best indicator of our success. Dr. Berger has implemented many satisfaction surveys and listening circles to gain as much input as possible.
- Enrollment trends across many districts are shifting due to demographics, school choice, and population movement. What is your understanding of Pearland ISD’s current enrollment trends, and what is your plan to address potential declines or shifts while maintaining strong programs and financial stability?
Our enrollment trends are on the decline, as is indicated by the number of graduating seniors vs. new kindergarteners. Our biggest challenge in this regard is our continually rising property values, which prevent young families from moving to the district. While our budget is currently balanced, if enrollment trends continue as they are, it soon will be in deficit. Given that PISD is such a desirable district, I would like to explore the possibility of increasing our number of out of district transfers.
- What is your stance on mental health support within schools? How would you advocate for policies or resources to support the mental and emotional well-being of students?
I fully support any proven program that supports students’ mental health. Programs that teach students how to manage stress, interact with others, and support each other are key.
Counselors are key. But I am also a big believer in the importance of offering a wide variety of extracurricular activities and student clubs. Often, when a student is struggling, these offerings may be the student’s only motivation to remain in school or keep their grades up. I also always have my eye on how much pressure we may unknowingly apply when expressing the importance of standardized testing. I was please this week to see that the schools are actively engaging in programs to support students in these times of stress.
- With finite resources and increasing costs, how would you prioritize funding decisions to ensure Pearland ISD continues delivering high-quality education while remaining fiscally responsible?
When we look at the budget, historically we have always centered students and instruction first.I expect that will continue. It pains me to think of a time when cutting the budget may be necessary. In the case of surrounding districts, that has looked like cutting programs that may seem extraneous, cutting valuable programs such as Dual Language, or worst of all, closing schools. I cannot guarantee any of that won’t be on the horizon at some point, but I CAN guarantee that if I remain on the board, I will always suggest and vote for measures that save money in a way that is furthest from the student. Cutting administrative costs when necessary, for example. Additionally, I continue to be committed to advocating at the state level for proper funding and the end of unfunded mandates.
- How do you view the role of a trustee in influencing curriculum decisions to ensure they reflect both state standards and the unique needs of our community?
Our role in curriculum is, at most, influential. The position of trustee is largely dedicated to overseeing the budget and the superintendent. That said, our superintendent greatly values the input of our board members, and thus engages with us over such issues. PISD and myself have consistently followed state law in every capacity, and the encouragement of community input has greatly increased in the past four years.
- Public education plays a key part in the development of our local What is your vision for the district’s engagement with the business community in ensuring programs meet the local needs?
I have been so pleased to see the creation of Turner High School and the expansion of CTE offerings across all of our high schools. These programs are heavily supported by the Pearland community through donations and collaborations that include internships and local professionals teaching or volunteering in the classrooms.
- How will you build and maintain trust with parents, educators, and the broader community, especially when navigating complex or controversial issues?
I have always maintained that the key to trust is communication. Seeking out input, but also the willingness to engage when we have made a mistake. With the exceptional push for communication Dr. Berger has implemented, we have seen community trust grow. Personally, I have always been an open book, willing to answer questions honestly and own up to my failings. When we were interviewing superintendent candidates, the board unanimously looked at each candidate’s plans to build trust and increase communication. It has been a high priority for us, and it’s been gratifying to see the improvement these past four years.
- School districts rely on effective advocacy at both the local and state levels. As a Trustee, what experience do you bring in working with local or state leaders, and how will you actively represent and advance Pearland ISD’s priorities beyond the boardroom?
About two years ago, PISD was selected as one of only seven districts to train in advocacy with Raise Your Hand Texas, thanks to our board president finding this program and applying. RYHT is a non profit advocacy arm of the Butt Foundation, and this eighteen month long training was of no cost to us. Over many weekends we learned how to develop our legislative agenda, building it with community input we gained from holding listening circles. We learned how to effectively communicate with legislators, and how to testify in hearings. We visited the capitol, and met with legislators both there, and recently back in Pearland. I am in good contact with our state rep. State level advocacy is the only way we can properly address things like unfunded mandates and onerous legislation that hinders education.
- Each candidate also gets 300 words to provide a bio
My name is Toni Carter. I have proudly served on the PISD board for six years. I am not a politician, I have no desire to seek any office other than this one.I am the daughter of a former PISD teacher and a scientist/educator, and the mother of two outstanding PISD graduates.
Education and watching young people grow to their fullest potential is my passion. When I started in 2020, PISD had great academic outcomes, but a 19 million dollar deficit and a lack of trust in the community. I am thrilled to say that through the work of our board and the leadership of Dr. Berger, our budget is balanced, and the community has such support for our success that they voted overwhelmingly for out VATRE and bonds and vehemently promote us on social media over private or charter schools. Though we have diversity of thought among our board members, I have been told by my most of colleagues that they value and respect my input. I am here to advocate for every single student of PISD, and I believe I’ve shown as much in my time. I would cherish the opportunity to continue the work I’ve been doing for another three years.
Pearland ISD - Position 2
Pearland ISD Questionnaires will be added after our forum on April 15.
Name: Azania Salazar
Position Seeking: Pearland ISD School Board Trustee, Position 2
Campaign Website: N/A
Campaign Facebook: www.facebook.com/salazarforpearland
Campaign Email: azania.salazar@yahoo.com
Campaign Telephone: (832)736-0663
- What, in your opinion, makes Pearland ISD an exceptional school district for families, and how would you work to sustain and strengthen those qualities?
In my opinion, Pearland ISD is exceptional because of its people. I have been in this district for almost 10 years and as both an educator and a mother, I’ve seen the dedication from our teachers in and outside of the classroom, the families that pour into our campuses, and the community that rallies behind the success of this district. This is a district where students are not just taught; they are supported, loved, challenged, and most of all prepared for life. My children are thriving because of it.
We offer strong academics, fine arts, athletics, and CTE programs that give students multiple pathways to succeed. But what truly sets us apart is the relationships, teachers who go above and beyond. I have seen teachers and administrators take time out of their weekend to show up to a student's softball or baseball game; that is what I call a district that shows up.
To sustain that, we must invest in our teachers, protect program quality, and ensure every student has access to the support they deserve. If we take care of our students and support the people who serve them every day, Pearland ISD will continue to remain exceptional.
- Families today have more educational options than ever before. What is your perspective on school choice, and how should Pearland ISD position itself to remain competitive and attractive to families, educators and staff?
As a mother, I understand why families want options as we all want the best for our children. But as an educator, I know strong public schools are what hold communities together. Pearland ISD stays competitive by focusing on excellence: strong instruction, safe campuses, and opportunities that meet student interests. Programs like dual credit, dual language, and CTE pathways are critical because they prepare students for real-world success. We must also ensure that we are providing competitive pay and benefits to retain and attract staff. I think as long as Pearland continues to maintain our exceptional standards, we will remain competitive and attractive to families and educators. Although we have lost students to the private and charter schools in our town, the data has shown that they often return. The reality is, when public schools are strong, families stay, and when we support teachers, students thrive. We need to invest in what works, because when our district is strong, our entire community benefits. In doing so we will be able to weather the storm that school choice poses to public education.
- What key metrics or data points would you use to evaluate the success of Pearland ISD, and how should those be communicated to the community?
When we talk about measuring success in the district, test scores and traditional indicators like graduation rates are important, but they only tell part of the story. I believe the most meaningful data includes student growth, not just performance, are our students improving year over year? Are they being challenged and supported at every level? I also look closely at teacher retention and staff satisfaction, because we know that when educators feel supported, students benefit directly. Another key metric is student engagement. When students participate in CTE programs, fine arts, athletics, and advanced academics, I think it's a key indicator that tells us whether students are connected and finding their place in our schools.
But I honestly think one of the most powerful indicators of success is what our community is telling us. Student, staff, and parent voices matter. That’s why I truly value the work Dr. Berger has done with satisfaction surveys and listening circles; those create space for honest feedback and real dialogue.
The key is not just collecting data but acting on it and communicating it clearly. We should be sharing this information regularly in a way that is transparent, easy to understand, and accessible to all families where it is visible and meaningful, not buried in reports. Success isn’t just about numbers on a page; it’s about whether our students feel supported, and our families feel confident in their schools.
- Enrollment trends across many districts are shifting due to demographics, school choice, and population movement. What is your understanding of Pearland ISD’s current enrollment trends, and what is your plan to address potential declines or shifts while maintaining strong programs and financial stability?
We need to be proactive about what the data is telling us. We are seeing a decline, especially when we compare the number of graduating seniors to incoming kindergarteners. We must also factor in the housing market; high cost can make it challenging for young families to move into the district. Currently the budget is balanced, but as we all know, enrollment drives state funding. If this trend continues, we could be looking at future deficits, which makes early planning critical. One strategy I strongly support is increasing out-of-district transfers, especially since we are such a desirable district with strong programs like agriculture, band, and sports. If we can create opportunities for more students to attend, we can help stabilize enrollment while maintaining the quality we’re known for. In addition, we should continue investing in and expanding programs that attract and retain families. Another important approach we must utilize is strategic long-term planning, closely monitoring enrollment data, adjusting staffing thoughtfully, and ensuring we are aligning resources, so we remain financially stable without compromising quality. The goal is to stay proactive and creative so we can keep our district in a position to remain financially stable.
- What is your stance on mental health support within schools? How would you advocate for policies or resources to support the mental and emotional well-being of students?
Supporting our student's mental health is not optional; it’s essential. I see it daily in the classroom, and I feel it as a mother. Students today are facing more pressure, anxiety, and challenges than ever before. Studies have proven that students who feel safe and supported are more likely to succeed academically. That means investing in our school counselors, mental health programs, and early intervention systems. I do not see mental health resources as something that should be “extra” on our campuses. In fact, it is foundational to learning. For example, I love how this week as we started STAAR testing, the 3rd and 4th graders all had a STAAR buddy, which is where a staff member gave them words of encouragement or small trinkets so they could remember to not stress about the test. The smiles I saw on their faces when I gave them their gift prior to their test on Tuesday reminded me that when we rally behind our students, it builds their confidence. We need to make sure we are taking care of the whole child, not just the grades or extracurriculars; we give every student the opportunity to truly succeed.
- With finite resources and increasing costs, how would you prioritize funding decisions to ensure Pearland ISD continues delivering high-quality education while remaining fiscally responsible?
I think our district has done an amazing job of centering instruction first, and I believe that must continue. Unfortunately, we’ve already seen that impact on neighboring districts like HISD as they begin to close schools and programs. That is not something anyone wants, when I am on the board know that I will advocate for solutions that are furthest from impacting our students. It means asking hard questions about spending, identifying areas where we can streamline, and ensuring we are using every dollar intentionally and responsibly. At the same time, we cannot ignore the bigger picture. I am committed to advocating at the state level for adequate school funding and pushing back on unfunded mandates that place additional strain on districts without providing resources. Fiscal responsibility is more than just budget cuts; it’s about being strategic, transparent, and student-centered in every decision we make.
- How do you view the role of a trustee in influencing curriculum decisions to ensure they reflect both state standards and the unique needs of our community?
A trustee’s role is governance; it is my understanding that our role is to oversee the budget and the superintendent. Curriculum should align with state standards that the board makes sure and be guided by educators who understand how students learn. I trust my colleagues who are trained professionals to make informed decisions. It’s about balance, ensuring materials are appropriate, inclusive, and support student success, while respecting diversity of our community. Our responsibility is not to control the classroom; it’s to make sure every classroom and teacher has what they need for students to succeed.
- Public education plays a key part in the development of our local workforce. What is your vision for the district’s engagement with the business community in ensuring programs meet the local needs?
I see the importance of preparing students with real-world skills. As a parent, I want my children to be ready for whatever path they choose. For my vision, I would hope to create a co-op style program for our juniors and seniors who are old enough to work by collaborating with our local businesses. Creating this partnership in our community, I hope to create internships, mentorships, and hands-on learning opportunities, especially through CTE programs.
This ensures students graduate not just with a diploma, but with direction and opportunity. When we connect classrooms to careers, the benefits are twofold. We’re not just preparing students; we’re strengthening our entire community.
- How will you build and maintain trust with parents, educators, and the broader community, especially when navigating complex or controversial issues?
In every moment from day-to-day matters down to controversial issues, I plan on being available. Trust starts with communication, transparency, and accountability. To build trust, I plan on actively seeking input from everyone but also in showing up, listening, and being willing to acknowledge when we get it wrong. My plan is to consistently be accessible to parents, staff, and community members who want to share their perspectives or ask questions. Trust isn't built when you avoid the hard conversations. It’s built by showing up, being honest, and truly listening.
- School districts rely on effective advocacy at both the local and state levels. As a Trustee, what experience do you bring in working with local or state leaders, and how will you actively represent and advance Pearland ISD’s priorities beyond the boardroom?
Advocacy is deeply personal to me. As a parent, I have advocated for my eldest son’s education for the past decade. On the campaign trail last year, I jumped on the opportunity to go to Austin and advocate for public education with our district and Raise Your Hand Texas, which is a public education advocacy group, right before the vote on school vouchers. I consistently reach out to our elected officials regarding policies that impact our community.
I see daily how policies that come from Austin impact real families in real classrooms. As a trustee, trust that I will continue to take my voice beyond the boardroom. I will show up and work with local and state leaders to ensure Pearland ISD is represented and supported. Our district deserves strong, informed advocacy. Our students don’t get a second chance at their education, and they deserve someone who will stand up and speak up for them every single time.
- Each candidate also gets 300 words to provide a bio.
Azania Salazar is a dedicated educator, advocate, and proud Pearland ISD parent running for School Board Trustee, Position 2. With years of experience in special education, she brings both professional expertise and personal insight into the role.
As a current PISD employee, Azania works closely with students, teachers, and families to ensure all children receive the support they need to succeed. She is especially passionate about advocating for students with diverse learning needs and empowering educators with the tools and resources necessary for effective instruction.
Azania’s commitment to public education is deeply personal. As the mother of three children in Pearland ISD, one of whom receives special education services, she has spent the past decade actively navigating the ARD process. This firsthand experience has given her a deep understanding of how policies impact students and families at the ground level.
She believes in strengthening public schools through collaboration, transparency, and a student-first approach. Her priorities include supporting teachers, expanding student opportunities, ensuring responsible budgeting, and maintaining strong community trust.
Azania is committed to representing all families in Pearland ISD and believes every student deserves access to a high-quality, equitable education that prepares them for future success.
Through her leadership, she aims to bridge perspectives, advocate for meaningful solutions, and ensure Pearland ISD continues to thrive for generations to come.
Name: Dr. Kristofer Schoeffler
Position Seeking: Pearland ISD Trustee, Position 2
Campaign Website: www.ElectKris.com
Campaign Facebook: Facebook.com/ElectKris
Campaign Email: Kris@ElectKris.com
Campaign Telephone: 281-455-9970
- What, in your opinion, makes Pearland ISD an exceptional school district for families, and how would you work to sustain and strengthen those qualities?
While every family is different, there are some universal qualities that appeal to everyone. Pearland ISD has recently approved a new strategic plan that centers those qualities, defines the goals, and holds leadership accountable.
Everyone agrees that school safety is paramount. Our district takes safety seriously. In addition to state-mandated minimum safety requirements, Pearland ISD has a robust safety audit system to detect weaknesses before they can be exploited. Bullying reports have declined year over year, and we are seeing fewer classroom interruptions. Students and staff alike report feeling safer on campus.
Pearland ISD excels in academic achievement. We are one of only 6 “A”-rated districts in the Houston area. We outperform state and regional metrics in almost every category and across every special population. Pearland ISD fosters academic success for all students.
If extracurricular activities are examined, Pearland ISD is hard to beat. Our fine arts programs are unparalleled, regularly receiving state-wide honors in music, art, and choir. Our sports programs are dominant, frequently going deep into state-wide competition. For other students, we offer programs such as robotics, HOSA, FFA, DECA, CTE courses, and many other ways to distinguish themselves from the pack.
School taxes affect everyone, and Pearland ISD is a great steward of those funds. Rated 5-stars for transparency and one of the best districts in Texas for efficiency, Pearland ISD makes every tax dollar count.
But the ultimate differentiator is our culture. Pearland ISD is welcoming, energetic, cheerful, and responsive. Dr. Larry Berger has done an amazing job of nurturing that culture ever since we hired him as superintendent.
All these things are outlined in our new district Strategic Plan and reflected in Dr. Berger’s annual evaluation. Pearland ISD will continue to outshine the competition!
BUILD PEARLAND PROUD!
- Families today have more educational options than ever What is your perspective on school choice, and how should Pearland ISD position itself to remain competitive and attractive to families, educators and staff? School choice is nothing new. The difference now is that parents can receive funding to help facilitate those choices. While that may sound good, it poses some serious challenges.
- Public schools are required to educate any student that elects to attend, even if that choice is made mid-year. That means Pearland ISD must have the facilities and employees to accommodate every child in our district at any time. But funding only comes with enrollment and attendance, which makes such preparations impossible.
- Public schools are seeing a steep rise in special educational needs, something not provided in private schools. Those kids will have to remain in public school to get the help they require. Special needs children will be bound to public schools while others can leave.
- Private and charter schools are not held to the same performance, testing, transparency, and oversight standards as public If they all receive public funds, then the field should be leveled.
- School vouchers, like many other government initiatives, have the potential to be rife with abuse, inefficiencies, and hidden costs. Taxpayers will shoulder that burden.
I am not worried about Pearland ISD competing. No private or charter school can offer the breadth of experiences, programs, and resources available through our district. Even before vouchers existed, excellence was our guiding light. Pearland ISD was already an outstanding district, and that will not change anytime soon. As long as we have a strong culture, take care of our staff, and provide a world-class education, we will have plenty of work to do.
- What key metrics or data points would you use to evaluate the success of Pearland ISD, and how should those be communicated to the community?
If I had to summarize Pearland ISD’s worth in just two words, they would be EXCEPTIONAL VALUE. What is value? Value is getting more than you expect for the price you pay.
What does Pearland ISD deliver? We are one of the highest-rated school districts in the Houston area based on academic performance for ALL students. Our sports teams, music programs, art students, and competition teams are constantly in the news for their exemplary achievements. Students with special needs receive the support they require without being set to the side. As a District of Innovation, we continue to test and refine new ways to push students to higher levels.
With those kinds of accolades, you would think that Pearland ISD is spending more per student than the average district. Wrong. Pearland ISD is always rated as one of the most efficient districts in Texas for how tax dollars are spent. By keeping administrative overhead low, Pearland ISD can put more money into the classrooms that need it. Despite funding challenges, Pearland ISD is one of the few Texas districts not facing major financial challenges due to overspending, underbudgeting, and financial mismanagement.
You do not have to take my word for it. All financial reports are available for public review. Pearland ISD received a 5-star rating for transparency in financial reporting. If you cannot find enough information on the district website, more details are available upon request.
Pearland ISD will not settle for being a “good enough” school district. We are built to excel. And we are considerate stewards of the public’s trust. Our superintendent, Dr. Berger, is expert at making sure that we remain in a strong position, and he works every day to make that message known.
- Enrollment trends across many districts are shifting due to demographics, school choice, and population movement. What is your understanding of Pearland ISD’s current enrollment trends, and what is your plan to address potential declines or shifts while maintaining strong programs and financial stability?
Despite previous projections, enrollment in Pearland ISD has been declining since 2017. That means that our revenue from the state of Texas, a function of enrollment and attendance, is also shrinking. When paired with the increased cost to educate an ever-expanding special education population, Pearland is facing some difficult decisions.
There are only so many solutions available to us. We have only one way to expand our funding: more students. The State of Texas determines funding based on Average Daily Attendance, socioeconomic status of students, and the Basic Allotment. We cannot directly control any of those. The only option we have is to recruit out-of-district, homeschool, charter school, and private school children into our amazing programs. We must compete for those kids, and that will be an uphill battle.
Meanwhile, all we can do is manage costs. Something we have foreseen for several years and may eventually implement is the consolidation of campuses. This would entail rezoning students, reallocating educators, and lots of angst from both. But every facility has an upkeep cost, so consolidation would provide some added efficiency. Programs would also have to be prioritized, something no one wants to consider.
The school district also owns several pieces of real estate that have accumulated value. If needed, those can be sold as a one-time stopgap to shore up funding. But if we have neither the students to fill the seats nor the revenue to pay the bills, the district will continue to shrink. There is no permanent solution unless something changes in our demographics or in the state legislature.
- What is your stance on mental health support within schools? How would you advocate for policies or resources to support the mental and emotional well-being of students?
This is a tricky subject to navigate in a brief survey response. There is no correct answer.
On the one hand, I recognize that mental health degradation is real. Our students are facing challenges that I never experienced: changing societal pressures, social media stress, influencer culture, screen addiction, etc. This is one of my deepest concerns, because I see student health and wellbeing declining at a precipitous rate.
That said, I am not sure that schools are appropriately equipped to handle these issues. Licensed mental health professionals are expensive, and our budget cannot support enough of them. The demand is such that we could double the number employed and still not have the capacity needed. I am not sure that getting limited mental health support at the school is enough for most of these children, either. More help is needed, but should the schools try to provide it?
My goal is to do what can be done to improve mental health before intervention is necessary. That means limiting screen time, discouraging social media use, enforcing phone bans, combatting bullying, and keeping educational rigor high. These are all proven interventions to improve student mental health.
If we do not find the source of this epidemic and do what we can to mitigate it, the consequences will be tragic. We owe it to our students to make good decisions that benefit them, and sometimes that means doing hard things. I am here for it.
- With finite resources and increasing costs, how would you prioritize funding decisions to ensure Pearland ISD continues delivering high-quality education while remaining fiscally responsible?
Currently, there is not an immediate funding crisis. As a board of trustees, we have worked hard to keep Pearland ISD in a strong financial position. Even though we just lost $8,000,000 due to an unexpected TEA shift, we have money available in our reserves to cover it for now.
However, such losses cannot be sustained indefinitely. We have measures that we can deploy in an emergency. For instance, we own several pieces of property that could be sold for a one-time injection of money. And maybe we can recruit some students to rejoin or transfer to our district. Outside of such actions, we have no means to increase our revenues.
Thus, the only levers left to pull involve trimming expenses. Due to declining enrollment and the need for a leaner budget, we may soon be considering consolidating certain campuses. This will produce more efficiency, but it will be the source of much frustration for both parents and educators. We may also have to cut programs based on priority, whether that be based on participation or costs. These are tough conversations, but realities that could come to pass.
We have already had to limit raises provided to educators and staff. Over 80% of our budget goes to payroll. I have been a strong proponent of raises for teachers, but we must work within our means. Even a 1% raise represents millions of dollars. We cannot offer money that we do not have. I promise to push to pay our educators fairly, but I will not put our district at risk of financial ruin.
Beyond that, time will tell. Let’s all hope that we do not get to that point.
- How do you view the role of a trustee in influencing curriculum decisions to ensure they reflect both state standards and the unique needs of our community?
School district trustees have two roles: governance and oversight. While curriculum selection falls under that oversight aspect, we are far removed from that process. To get buried in curriculum discussions is to “get in the weeds” in most cases.
The largest effect we have on curriculum is in selecting educational leadership. Dr. Berger, our superintendent, is the sole employee of the school board. As the head administrator, it is up to him to assemble a team of experts to support him in that role. His selection for head of Curriculum and Instruction, Dr. Allen, has been learning his new role and pushing to get systems in place that will help our students to succeed.
Our leaders, particularly Dr. Berger, know that their evaluations and job security are intimately tied to student performance. Our educational goals mirror the Texas Essential Knowledge and Skills (TEKS) standards set forth by the state. If we start to fail to meet those standards, it will be reflected in our test results and district rating. Needless to say, they pay close attention to them.
I do not want to make it sound like trustees have no role in curriculum review. From time to time, concerns about curriculum will arise for review. As a trustee elected by the voters, I take that responsibility seriously. The lessons being taught should reflect our values as a district and a community. Sometimes our educators need to be reminded of what those values are, and that is our role.
Trustees must oversee a district and make sure that it remains healthy. We are there to make sure it reflects its constituents. After that, we are called upon to trust educators to do the jobs they have been hired to do. “Trust but verify” is the best way to proceed.
- Public education plays a key part in the development of our local What is your vision for the district’s engagement with the business community in ensuring programs meet the local needs?
I am a believer that not every child needs to go to college to be considered successful. Of course we need to prepare our college-bound children well, but they are typically going to succeed after high school. What about the rest of our students?
Years ago, Pearland ISD listened to a groundswell movement in our community that wanted more job-ready graduates to come out of high school. From that effort, The Robert Turner College & Career High School was born. At Turner HS, as well as at Dawson HS and Pearland HS, we have Career and Technical Education (CTE) programs that give students the certifications and knowledge they need to go straight into the career field of their choice without taking on additional debt.
This led to a bevy of similar schools opening across the state, but it started in Pearland, Texas. These children learn welding, HVAC, pharmacy, nursing, and other subjects while also receiving the credentials they need to enter the profession. I personally volunteer my time each year to do surgeries in the veterinary lab with the help of student assistants, and we take on multiple interns each year from the program.
If Pearland has workforce needs, we have a supply of eager students ready to meet it. CTE education has opened up a whole new world of possibilities for kids that otherwise might not have anything to put on a resume. We must continue the dialog with local businesses and make sure we meet the local demand for talented graduates.
- How will you build and maintain trust with parents, educators, and the broader community, especially when navigating complex or controversial issues?
We might not always agree, but we can always listen. When people feel heard, seen, and valued, they are much less likely to lose faith in the system. We will not all arrive at the same conclusion, but healthy dialog will ensure that every viewpoint is considered and valued.
When faced with challenging subjects, we have historically recruited input from the public, parents, students, and educators. We have deployed listening circles and town halls to gather information. Once we have the facts, we are then able to have a robust discussion for the public to hear. It is all very transparent and accessible.
Many “controversial” issues have common ground in the middle. For instance, a liberal parent might not want Christian prayer in schools, while a conservative parent might worry about children being recruited into social justice causes. They are more similar than not: neither wants the school to exert inappropriate pressure on children. When we focus on where we agree instead of where we differ, most people can see both sides.
I want strong schools that provide a stellar education. Controversy arises when we drift into other lanes: religion, politics, social justice, etc. Schools need to focus on the basics and leave the rest to the child-rearing experts: their parents and guardians.
At the end of the day, the trustees are responsible for making the decisions that they believe have the broadest benefit for the most students. This means that not everyone gets what they want, but most get what they need.
- School districts rely on effective advocacy at both the local and state levels. As a Trustee, what experience do you bring in working with local or state leaders, and how will you actively represent and advance Pearland ISD’s priorities beyond the boardroom?
I see the job of a trustee as representing a community, not just a school. Even a resident with no children in the district still has to pay school taxes. Property values are also closely tied to the quality of the local schools. While I represent Pearland ISD, it is not only Pearland ISD stakeholders that elect me or deserve representation. It is our entire community.
To represent us well, I have to interface with as many leaders as possible. Even if they do not support my own priorities or political biases, I must still be able to work with them to represent our community effectively. This is not limited to elected leadership, either. Local business owners, social group, non-profit organizations, and communities all have input about local schools.
To do this, a trustee has to be out in the community and responsive to the public. I have grown up here, raised my family here, run a business here, led our Chamber of Commerce, volunteered in the Pearland Lions Club and Northern Brazoria County Education Alliance, attended church, and responded to local emergencies without fail. I interface with leaders from local, county, state, and even federal levels regularly. And I will always do so with Pearland ISD and the Pearland community’s interests in my heart.
As I have said in other responses, much of what happens in our schools is dictated by the state legislature. School advocacy means nothing if it does not make it to Austin. Pearland ISD must continue to work with local leaders to send our needs to the state and make sure they are heard.
- Each candidate also gets 300 words to provide a bio.
Dr. Schoeffler was born and raised in Pearland. He graduated Summa Cum Laude with Honors from Pearland High School in 1999 where he distinguished himself in the National Honor Society, Spanish Honor Society, the Pearland High School Honor Band, and as a National Merit Scholar.
Kristofer attended Texas A&M University on scholarship where he joined the Aggie Band and the Corps of Cadets. After completing his degree, Kris was accepted to the veterinary program at Texas A&M. Upon graduation he married Carrie, and they moved to Iowa State University where Kris served as an adjunct instructor for 12 months.
Leaving behind a decade in academia, Kris took a job as a veterinarian in Anchorage, AK. While there, Kris and Carrie welcomed their first two children into the world.
In April of 2011, the Schoeffler family returned to Texas, and Kristofer rejoined Pearland Animal Hospital as an associate veterinarian. In January of 2013, they purchased Pearland Animal Hospital from Dr. Stevener.
Kris and Carrie have 6 children: Jocelyn, Colt, Bryan, Therese, Thomas, and Katharine. Kris has been Chairman of the Pearland Chamber of Commerce, an active member of the Pearland Lions Club, a director in the Northern Brazoria County Education Alliance, a faithful parishioner at St. Helen's Catholic Church, and a guest instructor at Robert Turner College & Career High School.
Dr. Schoeffler believes that all children should be given the tools they need to succeed regardless of where they begin. He is fiscally conservative, a problem solver, compassionate, and fair.
In November of 2020, he was elected to the Pearland ISD Board of Trustees. Please support Dr. Kristofer Schoeffler for Pearland ISD Board of Trustees.
The Pearland Chamber is partnering with another organization on the Alvin ISD Forum and will update this site with information.
Alvin ISD Candidate Forum
Voter Information & Resources
Early Voting
Dates and Hours:
| April 20, 2026 | Open 8:00 AM- 5:00 PM |
| April 21, 2026 | Closed San Jacinto Day |
| April 22-25, 2026 | Open 8:00 AM- 5:00 PM |
| April 27-28, 2026 | Open 8:00 AM- 5:00 PM |
Election Day
Date and Hours:
| May 2, 2026 | Open 7:00 AM to 7:00 PM |
Additional Resources
Community Impact's Coverage of the City Council and Mayor Forum
Community Impact's Q&A with Mayor of Pearland candidates
Community Impact's Q&A with Pearland City Council Position 3 candidates
Community Impact's Q&A with PISD Board of Trustees Position 1 candidates
Community Impact's Q&A with PISD Board of Trustees Position 2 candidates