David Vinson, Superintendent, Conroe Independent School District

David Vinson, superintendent of Conroe Independent School District (ISD), sat down with Invest: to discuss his listening-first approach and immediate priorities for the district. “Anytime you are coming into a new school district, you first listen and adopt a service mentality. They say in West Texas to never cut a fence down until you know what it’s for. In this particular situation, learning, listening, and getting data to drive your decisions are incredibly important,” Vinson said.

What early steps have you taken to understand the challenges and opportunities of the district, and what are some of your immediate priorities? 

Anytime you are coming into a new school district, you first listen and adopt a service mentality. They say in West Texas to never cut a fence down until you know what it’s for. In this particular situation, learning, listening, and getting data to drive your decisions are incredibly important. Conroe ISD operates with a million budget across 348 square miles. We are the seventh-largest school district in Texas. With that, there comes a great deal of accountability and multiple municipalities to serve. This requires tailored planning. Every time I have been in a different school district, it has been different. In San Antonio, there was an aging population, military needs, and Toyota’s workforce demands. In the Dallas-Fort Worth area, we were focused on engineering, telecommunications, and healthcare. We have applied the same strategy to Conroe and now have over 1,000 students in health sciences and related pathways. We should be the economic function that helps drive the economy for our regions. 

What are your initial impressions of Conroe ISD’s location in Greater Houston and its appeal to relocating families and businesses?

We are the No. 1 employer in the county. That is typically the way it goes with most larger school districts. If you are looking to relocate a business in the Houston area, I consider this the best place to come because of our educated workforce. Many of our families are already involved and working in key industries in Montgomery County. We are a huge economic driver in the white collar and manufacturing sectors. Students often grow up here, attend college, and return here to work. I would consider us a “destination district” and believe we provide a unique opportunity for our kids to come back here after college and give back. 

Given your experience around the Texas districts, what trends are most likely to influence how Conroe ISD delivers education over the next few years? 

Texas has evolved dramatically as it relates to academic rigor. What was once an exit-level high school test is now a third-grade level question. Since 2000, Texas has significantly advanced its curriculum standards. Texas is preparing its kids for college with a small c. What I mean by that is that 80% of jobs now require some level of post-secondary training. That does not mean you need to get a college degree, but it does mean that you need some sort of certification. We offer that here, such as certifications in Python and other basic programming language. We are equipping our kids to be ready for the workforce and believe all these aspects are essential. AI will become a major part of this. AI isn’t going to take people’s jobs, but rather, if you are not knowledgeable about AI, you are going to lose your job. 

What opportunities do you see for collaboration with local businesses, the industries within the region, other higher education institutions, or civic leaders? 

Everywhere I have been, it has been a focus to make sure that our kids are ready for the workforce. As a superintendent in another district, we went from 50% of our kids attending college to 81%. A lot of that was focused on junior colleges. Some of the greatest junior colleges you can attend are in the Houston area. Our students experience a range of hands-on programs, such as automotive, welding, culinary, and hospitality. The goal is to ensure all students are career-ready, not just college-bound. Our schools need to grow the kind of workforce the region needs so Texas can maintain its position as one of the best states for economic development in the United States. 

What strategies are you using to teach AI literacy to students and faculty while ensuring critical thinking remains central to the learning experience?

Many years ago, I taught a course in computer literacy. This course taught basic functionality and foundational digital skills in a way that helped them be prepared for the workforce. We need to begin with our educators to create AI literacy. Our educators need to become knowledgeable about the tools, opportunities, and fears around AI. We must evolve with AI’s rapid advancement. Every human being will be integrated with or related to AI. AI is not replacing people, but it requires upskilling. From a public education standpoint, we need to figure out how to manage it in a way that kids maintain their skills and critical thinking capabilities. 

How do you envision expanding or adapting campuses, and how will you recruit and retain high-quality educators?

We have strong support from our board of trustees. We are going to set goals that will focus on human capital and facilities planning. I have led seven bond initiatives in my 10 years as a school leader. Each one of them was different, but all were focused on functional and equitable facilities. When we build what we have here, it is going to be in partnership with local leaders and the cities to make sure that we make smart moves with people, not to people. That is an art and a science. Schools should feel safe, well-equipped, and reflect community pride. This makes all the difference in the world. Functional equity matters, and we aim for consistency across campuses, regardless of location.

How do extended day programs delivered with outside partners like the YMCA fit into your strategy, and what impact are they having on your student outcomes?

We have a diverse set of families — some stay-at-home parents and others who need support. We try to meet people where they are. Partnerships with the YMCA and others are vital. We have expanded our after-school programming at seven locations to help further support our families. Programs like the YMCA are safe, vetted, accessible resources we are happy to help provide.

What is your outlook for the district and top priorities for the next two to three years? 

Kids need character and relational skills to be successful in navigating a complex world. The values that they learn here are essential. Making sure that they have the academic skills necessary for success in a competitive global economy is another priority. The school belongs to the community, and it is important that what we do is in the will of the community. The school is a reflection of the community. Our school district is great because the community is great.