Spotlight On: Walter Jackson, Superintendent, La Porte Independent School District (ISD)
July 2025 — In an interview with Invest:, Walter Jackson, superintendent of La Porte Independent School District (ISD), emphasized the importance of strategic planning, personalization in education, and workforce readiness to meet the evolving demands of public education. “In La Porte, we’re still small enough to deliver truly personalized educational experiences,” he said, highlighting how the district leverages its size and community ties to offer individualized support and prepare students for college and career pathways.
What have been some significant changes impacting La Porte ISD’s operations and strategic planning?
First, our Board of Trustees and I undertook a comprehensive strategic planning process this past fall. We mapped out what we wanted to see happen in our district over the next five years. We focused on four primary strategic goals: increasing student achievement and success, providing a safe, secure, and disciplined environment, attracting and retaining excellent staff, and ensuring effective use of resources. We developed benchmarks for each of these goals, and we’re now ready to move forward and implement them across the district.
What national or state-level trends in K-12 education are most likely to influence La Porte ISD’s delivery of education in the coming years?
There’s a lot happening at the federal level, especially around discussions of budget cuts and expanding opportunities for private and charter schools. I’m not opposed to private or charter schools, but when public funding is diverted to them, public schools take a hit. My responsibility is to do everything I can to keep those dollars within our public school system because we serve the vast majority of students, not just in America, but in Texas and the Houston area.
School safety is also a major issue. We continuously push for more funding from state and federal legislators to protect our students and staff from potential threats. Just look at the news; incidents happen all over the country. It’s our duty to ensure our schools are safe environments where students can thrive and learn in preparation for participation in a global economy.
How do you assess the role of public education in attracting investment and businesses to the Greater Houston area?
Superintendents today wear many hats. I proudly serve as an advocate for public education. I spend a lot of time in Austin, not lobbying, since I’m not permitted to, but having important conversations with legislators and stakeholders who influence public school funding and policies. I need to walk a careful line while still being aggressive in my advocacy.
As we often say, “If you’re not at the table, you’re probably on the menu.” We need to leverage our influence to protect the institutions that have helped America become a global superpower, public education being chief among them. Without adequate funding and strong advocacy, we can’t continue to serve every student equitably and effectively.
How does La Porte ISD differentiate itself from other educational options in Houston and across Texas?
La Porte ISD is small compared to districts like Houston ISD, which serves more than 180,000 students. We serve around 7,100 students, and we pride ourselves on being a tight-knit, suburban community with a single high school. Students begin their education in our elementary schools and graduate from La Porte High School, creating a strong, connected educational journey.
Our class sizes are smaller, and our teachers know their students personally. As superintendent, I also know our students, teachers, and many of their families. That kind of personalization is rare in the Houston area. Even so-called “small” districts here can have upward of 50,000 students. In La Porte, we’re still small enough to deliver truly personalized educational experiences.
Is La Porte ISD exploring how to use AI while maintaining that personal, human-centered approach?
We’ve already begun that work, though it’s not yet district-wide. AI is a powerful tool, and we’re taking a thoughtful approach to developing policies around its use. Used correctly, it can enhance learning; used carelessly, it can diminish it. Students can quickly learn to rely on prompts without actually engaging in the learning process.
We’re focused on building systems that allow students to leverage AI effectively while preserving the magic of learning, discovery, and inquiry. That’s the heart of public education. It’s not about asking Google or AI for answers, it’s about exploring and understanding the world.
How is the district expanding workforce-aligned opportunities to ensure students are career-ready?
We’re uniquely positioned near a $15 billion industrial corridor — refineries, petrochemical plants, the Port of Houston, and the Houston Ship Channel. One hundred yards from my office, ships are arriving from around the world. Many of our students live just a few miles from these industries.
We’ve aligned our career and technical education programs with local workforce needs, offering industry-based certifications in areas like robotics and STEM. While we prepare students for universities like Texas A&M and Harvard, we also ensure those who are not pursuing college can graduate with certifications and enter the workforce ready to earn $50,000–$70,000 annually right out of high school.
Given your commitment to STEM, how are the district’s facilities adapting to support collaboration, innovation, and career readiness?
Many of our schools, especially junior high and high schools, are either new or recently renovated. We designed these learning spaces with collaboration in mind. Industry leaders tell me all the time that students graduate with technical skills, but they often lack soft skills.
Our classrooms now emphasize teamwork and communication. In today’s digital age, many students are more comfortable texting than talking face-to-face. We’re working to rebuild those interpersonal skills — collaboration, empathy, and communication — because those are critical in any professional setting.
What strategies are you using to attract, develop, and retain talented educators?
We’re in a different era. I’ve been in education for 32 years, but millennials now make up a large part of our teaching workforce. They’re not like me — I started at age 23 and stayed in education for decades. There are several studies that suggest that millennials will change jobs frequently if they’re not satisfied.
To retain them, we must meet their expectations for job satisfaction. They want flexibility, professional development, and a positive work environment. We must pay them well, treat them well, and provide growth opportunities. They need to know they can pursue a master’s degree, start a family, or explore other passions without sacrificing their career. If we don’t provide that support, we’ll constantly be dealing with staff turnover.
Looking ahead to the next two to three years, what are your top priorities for the La Porte ISD, and how will you measure progress?
Our priorities include reimagining what education should look like moving forward. That means retaining a highly talented workforce and finding innovative ways to pay them salaries comparable to professionals in other industries. Teachers must feel equal in value to engineers or accountants.
Second, we must ensure our curriculum is preparing students not just for today but for a future we haven’t yet fully envisioned. We must teach students to think critically and adapt to a rapidly changing world.
Lastly, safety and security remain non-negotiable. Parents should feel confident that their children are safe from the moment they’re dropped off in the morning until they return home in the afternoon.
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