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Allen City Council, Place 2


Description:

Candidates (choose 1):

Jim Gauch

Biographical Info:

Questions:
Q: Length of residency in the city
A: - no response -
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: - no response -
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: - no response -
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: - no response -
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: - no response -
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: - no response -
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: - no response -
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: - no response -
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: - no response -
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: - no response -
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: - no response -
Q: Do you think that your city delivers services in the most cost-effective manner to

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taxpayers? If not, what changes would you recommend?


A: - no response -
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: - no response -
Q: What is an uncomfortable truth about your city that voters must confront?
A: - no response -

Ross Obermeyer

Biographical Info:
Name: Ross Obermeyer
Street Address: 927 Rush Creek
City/Town: Allen
State: TX
Date of Birth: 8-23-49
Work or Campaign Office Phone Number: 972-727-3453
E-mail Address: reo@sbcglobal.net
Campaign Web Site Address: www.rossobermeyer.com
Questions:
Q: Length of residency in the city
A: My wife and I have lived in Allen for 35 yrs.
Q: Length of residency in the district, if applicable
A: Same
Q: Occupation/main source of income
A: Retired executive - 33 years with Texas Instruments
Q: Current civic involvement/highlights
A: Now completing my 9th year of service on the Allen City Council; Allen Parks Foundation
– Board of Directors; Connemara Conservancy – Board of Directors; Community
Development Corporation (City of Allen) – Board of Directors; Member of the Advisory
Board for Friends of the Library Endowment Fund; Council liaison to the North Texas
Municipal Water District; Leadership Allen Alumni Association; Volunteer work with the
Allen Chamber of Commerce; Allen Heritage Guild – Member
Q: Previous civic involvement/accomplishments
A: Graduate of Leadership Allen Class III - 1992; Served on the Parks and Recreation
Board 1992-1994; Appointed to the Planning & Zoning Commission in 1994 and served 8
years on P&Z, the last 4 years as Chairman; Elected to the Allen City Council in 2002,
re-elected in 2005 and 2008; Recipient of 2009 “21 Leaders for 21st Century” Collin County
Business Press Award
Q: Education
A: 1975 Graduate of Univ. of North Texas – BS Biology/Chemistry
Q: Previous public offices sought/held:
A: Allen City Council - Elected to the Allen City Council in 2002, re-elected in 2005 and
2008;
Q: How much funding have you raised for your campaign?
A: $500
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Why am I running for re-election to the Allen City Council? My history with Allen goes
back 35 years, moving here in 1976. My wife and I have raised our kids here and watched
Allen grow from 4000 to 85,000. I have served 9 years on the Allen City Council, since first

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being elected in 2002, and re-elected in 2005 and 2008. I believe there is no substitute for
experience. I am a 1992 graduate of the Chamber’s Leadership Allen Class 3. I served on
the City of Allen Parks Board (92-94), served on the Planning and Zoning Board from 1994
until 2002, the last 4 years as chairman, and then elected to the Allen City Council in
2002. Since being elected to Council in 2002, I have worked hard utilize my past
experience to provide leadership and direction to insure we stay committed to the course
we have set for Allen’s ultimate development. Allen is a great place to live but it didn’t
just happen by accident. There are untold numbers of volunteers that spend their time,
energy, and often times their money to insure Allen continues to be just that. The City is
fortunate to have such a resource to draw upon to serve on our city boards, commissions,
and various capital and bond committees. As a Council, we also work hard to create
relationships and opportunities to partner with various independent groups such as the
Allen Chamber, AISD, Allen Parks Foundations, Arts of Collin County, Friends of the Allen
Library, Allen Heritage Guild, and many others. Working together, we can continue to
make Allen a great place to live, work, raise a family, and enjoy life to the fullest.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1) Insure we maintain our current levels of quality for city services, delivery, and
overall quality of life in Allen (ex: parks, infrastructure, public safety, and sound fiscal
programs). We have an outstanding city staff that is aligned with the Council to make sure
we are ready to meet any challenge. 2) Expand our focus in specific areas that will affect
future citizens by insuring we address now what these needed services will someday be.
Regional transportation, quality water supply, public safety, development of the S.H. 121
corridor, managed build-out for our remaining open land, and continued economic
development efforts are all essential for Allen to retain the quality of life we enjoy today.
3) Work with the other cities in Collin County and various groups at both the county level
and the state level to enhance our influence as a decision maker within Collin County. We
need to maintain our role as a key player in this region. This will become more challenging
for 2011-12 and the years ahead as we face potential economic pressures in Texas and the
U.S. We must continue to closely monitor legislative activity and maintain strong ties with
our state and county representatives in an effort to insure frugal spending, less
government interference, no unfunded mandates, and work to keep local control for Allen.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I can sum up the difference in one word - experience. To be an effective leader for the
City of Allen, I believe it is crucial to have a background of service in as many areas of the
city as possible in order to have the solid foundation needed for being an effective member
of the City Council. This also includes having an understanding of our strategic and
comprehensive plans, our capital improvement programs, thoroughfare and park plans,
zoning and land development codes, public safety needs, finance and city services,
economic development goals and our sales and ad valorem tax structures and impact.
Being a knowledgeable and experienced leader for the citizens of Allen means having a
solid understanding of these items and working with these issues on a daily basis. I
believe it is also important to understand how the various service groups, boards and
commissions, and non-profit volunteer civic organizations all work together to make Allen
such a great place to live, work, and enjoy life. There are a number of excellent volunteer
opportunities in Allen if someone wants to get involved. Many people already are involved,
in organizations like Kiwanis Club, Rotary Club, Lions Club, the Allen Chamber of
Commerce, the Allen Heritage Guild, the Allen Parks Foundation, Friends of the Allen
Library, many of the AISD programs, ASA, Citizens Fire and Police Academies, and Allen
Community Outreach, just to name a few. The City of Allen also has 13 boards and
commissions with over 100 volunteers serving on these boards such as the Planning and
Zoning Commission, Parks and Recreation Board, Keep Allen Beautiful Board, the Library
Board, the Allen Economic Development Corporation and many others. All this didn’t
happen overnight. It has taken lots of dedicated volunteers donating their time and hard
work. These volunteers in service are one of the reasons why Allen is such a great place to
live. I am fortunate to have had the opportunity through my work on the City Council, to
provide support for many of these service groups and civic organizations’ activities through
our board and commission appointments, recognition programs, and our budget
allocations. I believe my involvement and support of these groups has made a positive
difference. During the last 19 years of serving in both appointed and elected positions for
the City of Allen, I have demonstrated that I have the knowledge and experience to best
serve our citizens.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you

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evaluate the job your city has done to date in attracting such development?
A: Allen ranks at the top of the DFW communities for successfully attracting both
commercial and residential development. This remains a top priority for our council and we
have been extremely successful in the last 2-3 years. Allen is now a destination for the
metroplex with restaurants, hotels, retail, hockey and arena football that provide an
overall entertainment experience and equally important, a strong incentive for businesses
to relocate to Allen. During my last 3-year term, we have seen some very significant
developments take place in Allen, both from a commercial and municipal standpoint. We
have added several million square feet of retail and some significant municipal structures.
We have increased our tax base, brought to Allen new stores and restaurants, and
completed new city buildings and parks which allow for continuing the quality of service
and amenities the city provides. Developments like Watters Creek and The Villages of
Allen, the Allen Event Center, City of Allen Service Center, expansion of the Premium
Outlet Mall, Cisco, the Walmart Superstore, Cabela’s, Andrew’s, Top Golf, and many others
that will be critical to the landscape and economic vitality of Allen for the future. We must
also remain competitive with other cities in our region to attract quality businesses to Allen
to provide job growth and insure we maintain our solid tax base. We have lowered the tax
rate in Allen for 18 consecutive years while making Allen the safest city in Texas. Most
importantly, we must continue to provide affordable municipal services to our citizens,
while managing the expenditures of our tax and bonds dollars as cost-effectively as
possible. This requires diligence, attention to details, and building consensus within the
council to insure we make the right decisions for all the citizens in Allen.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: We have been successfully following our comprehensive plan for two decades and the
result is a great place to live, work, and play.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: I am very concerned that our federal government does not feel it necessary to enforce
our laws. Any person that is in the United States illegally is breaking the law, yet the
current administration does very little to address this problem. Allen has been ranked as
the safest city in Texas for the last two years. Diverting our resources to address the issue
of illegal immigration will add an unfair burden on our police department and even if we
successfully apprehended illegal aliens, there is inadequate support at the federal level. We
need strong leadership in Washington that believe in and pledge to support our laws and
our constitution.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: Allen continues to support regional transit efforts, working with NTCOG, TXDOT,
Regional Transportation Council, and with our elected state representitives to find a
solution that is affordable and sustainable. As a key player in Collin County, we must
continue to partner with other with cities in Collin County to work toward a common
solution.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: As an emerging destination spot for Collin County and the DFW metroplex, we are also
working with regional, state and national toursim groups to expand visitors to Allen. We
have recently created a Convention and Visitors Bureau to expand awareness of Allen's
retail, historical, and entertainment venues and help bring visitors to Allen to shop, and
enjoy the variety of entertainment and sporting events.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: The City of Allen has an outstanding record for customer service and reliable low-cost
service delivery. Our PRIDE program encourages city employees to work together to
insure our citizens receive quality services at the most cost-effective level possible.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Our council has for a long time, maintained a very conservative fiscal position in our
budget process, regardless of the economic situation, in good times or bad times. We have
worked hard through our economic development efforts to keep Allen well positioned be
remain financially viable. As a result, we continue to see increased revenue month to
month despite other cities losing revenue. We have new retail and businesses opening in
Allen, housing starts continue, and our economic status remains strong. We also continue

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to budget millions of dollars toward infrastructure for future maintenance to allow cash
purchases rather than having to sell bonds and create debt. This strategy will help ensure
we continue to meet our infrastructure needs while we maintain our financial strength long
into the future.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Nothing! Allen is a wonderful place to live. We have outstanding parks, robust retail and
business growth, and increased tax revenue from year to year. Our fund reserves are
stable at over 120 days and we have lowered tax rate for 18 consecutive years. We have
been selected as the safest city in Texas last two years and our school system is
exemplary. It is an honor for me to be able to serve the citizens of Allen.

Allen Mayor
Description:

Candidates (choose 1):

Blake Beidleman

Biographical Info:
Name: Blake Beidleman
Street Address: 1432 Autumnmist Drive
City/Town: Allen
State: Texas
Date of Birth: June 1967
Work or Campaign Office Phone Number: 214-535-4066
E-mail Address: blake@voteforblake.com
Campaign Web Site Address: www.voteforblake.com
Questions:
Q: Length of residency in the city
A: 10 years
Q: Length of residency in the district, if applicable
A: N/A
Q: Occupation/main source of income
A: Sales Management. I recently was the National Sales Manager for the Law Enforcement
Division of large commercial firearms manufacturer. My background includes management
positions with AT&T, General Dynamics, and ATK Defense. I am currently doing private
consulting for law enforcement, military and specialized government operations units.
Q: Current civic involvement/highlights
A: Civic involvement has a broad definition. I define it as being actively interested in the
life of your community, city, state and country. It means getting informed about the issues
that affect you, and making a choice about who represents you. I vote, look at issues and I
am involved with our community. I have been a police officer and volunteer firefighter.
Allen Touchdown Club, Toys for Tots, ACO food drives, Morningside HOA.
Q: Previous civic involvement/accomplishments
A: I have volunteered countless hours with our local youth. I was treasurer/ secretary for
my local fraternal order of police chapter. I have been on the Board of Directors for the
Plano Sports Authority football board as well as on the football and baseball Board of
Directors for the Allen Sports Association. Security Director Morningside HOA, Crime watch
Commander. Head Coach of the 6 time Super Bowl winning Allen Warriors. Allen Sports
Association Football Commissioner
Q: Education
A: I began general study at Richland College in Dallas, TX, and earned a degree in Law
Enforcement Technology with Rio Salado College.
Q: Previous public offices sought/held:
A: N/A
Q: How much funding have you raised for your campaign?
A: Locally, I'm limiting contributions to a nominal amount and have raised less than $1000.

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Outside of Allen? Offers have been extended, but I refuse to accept campaign contributions
from those without an Allen zip code. Accepting campaign funds from people in Dallas, or
anyone that is not a resident of the City of Allen, in my opinion, screams special interests.
If you are not a registered voter, and you are not going to vote in the elections in Allen,
then I do not feel you should contribute funding to candidates, nor should they be
accepted. Candidates who are running for a local office should not accept funds from
anywhere outside of the City. I do not feel those that hold a current elected position or
appointed position should contribute campaign funds to local candidates that they would be
serving and voting with either. Instead of canvassing all of North Texas looking for a
campaign handout I am spending my time in Allen becoming informed about the local
issues, and talking to those that are impacted by local decisions.
Q: Who are your top three contributors?
A: N/A
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I have been involved in numerous criminal proceedings as a police officer, and have
testified on numerous occasions for the prosecution in cases where I was involved as a
police officer or as the arresting officer. I have never been arrested or involved with any
other criminal or civil proceedings outside my role as a police officer.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Elected officials should be accessible and responsive to not only the people who elected
them, but to all citizens in their community. I meet or exceed all qualifications to hold the
position of Mayor. During these tough times, the City of Allen needs a new voice and a
fresh start with a strong, conservative mayor who will partner with city leadership and the
citizens of Allen to face the on-going challenges of our dynamic city. I intend to represent
our community with fortitude, compassion, and the dedication it takes to be a successful
Mayor. It is time for a new voice and a fresh start. I am not, nor ever intend to be, a
career politician. To the contrary, I am a hands-on, ordinary, everyday “Allenite” who
wants to bring a new voice to the Allen City Council. I want to represent people who feel
they have lost, or never even had a connection or voice to local government. In Allen
there is, in my opinion a handful of people involved with the local government, and I want
to change that. In my grassroots effort, I have met many Allen residents and have learned
a great deal about what the average person wants and needs in terms of city services. I'm
ready to bring that perspective to the city council. The experience of working with and for
many groups of people in our City will allow me to make a smooth transition into the
Mayor’s seat. I will adapt quickly and take on the many tasks of the Mayor’s office with
unbiased dedication. My years as a police officer gave me invaluable experience working
closely with all phases of city government. It also taught me that in order to truly serve
the citizens of a community; you have to do two things: listen to their voice and be
involved. I will do both. I am a native Texan and my wife and I have called Allen home
for over 10 years. I have two boys, a 4th grader and a 7th grader, who attend Allen ISD
schools and during my time in Allen, we have experienced incredible growth and changes.
While much of our growth has resulted in a thriving community, there is still much work to
be done. We need a Mayor from the people, for the people, and I am that candidate. My
background in management includes budgeting and being in a position to make tough
decisions. My background over the last 20 years, gives me the experience needed to excel
in the position of Mayor. My experience includes process management and
communications. I have a fresh and unique perspective on important issues affecting
people, neighborhoods, and businesses of Allen. In my experience I've helped existing
companies expand and worked with multi-million dollars projects. I have developed
processes and policy around the Country. I have also been instrumental in bringing in new
companies to my industry that has resulted in new jobs. I will bring that same successful
experience to the Mayor’s office for the people of Allen. I am not a politician and won’t
ever fit into that mold. I have never been affiliated with a good ole boy network nor, been
involved in a stagnant system full of political red tape and biased special interests. I have a
new, comprehensive, proactive approach that is not being used in Allen and that type of
approach has not been a priority in the past. Now is the time for a new voice and a fresh
start and I am exactly the one to bring that. A vote for me is a vote for Allen.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: If elected, I will continue to bring businesses and restaurants to Allen. We have a great
foundation to build from but we need to make sure we are doing all we can. My plan
includes being proactive in working with the Allen Economic Development Corporation and

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to use my training, experience and skill set to market the great assets of Allen. Bringing
new businesses and restaurants to Allen will lessen and stabilize property taxes. We have
to find ways to help all business thrive and when we can do that and increase sales tax
revenue that is a win for everyone. The City of Allen, basically on auto pilot, has
experienced significant growth over the years, attracting families and businesses. In order
to ensure our continued success, we must focus on providing reliable public safety, protect
our environment and our neighborhoods, and deliver efficient, affordable city services and
infrastructure. Our city government must also best represent the needs of the citizens of
Allen by actively engaging every segment of our community. My top three priorities
include the economy and its impact on our city, maintaining and supporting our public
safety efforts (Police and Fire), and an accessible city structure that provides world class
service to the citizens who call Allen home. In order to help our economy and grow, I
believe we need to focus on helping our local businesses succeed, and looking for ways all
of our businesses can generate more sales tax revenue. This type of approach can be
uncomfortable for some but with the challenges we face no one can afford to remain in
their comfort zone. There are many challenges to face and overcome. Creating a new,
citizen Commission on Local Business who works directly with the AEDC would be the first
step in a very positive direction. Our business community has a voice that needs to be
heard. We can not continue to move forward with only a very small part of our community
voices being heard. In order to strengthen our community’s safety net, we all need to
make commitments to oppose any funding cuts that would negatively impact the delivery
of vital services or public safety services. We have to maintain what we have and make
sure we are getting the maximum benefit out of every tax dollar spent. No one wants tax
increases - I don’t, and I pay taxes too - so what are the things we can do to make sure
that we are doing all we can in this challenging time? Finally, I believe we need to take
meaningful steps to make city government more transparent and accountable. This
includes citizen involvement. We have no voice from 90 plus percent of the people that live
here. No one has been doing anything to involve the people more. I will. Our resources
and solutions best come from the people that live here. Accordingly I will propose
extending the time between finalizing City Council meeting agendas and holding meetings,
so everyone has more lead time to see big issues coming; I will push this information out
to the community to make sure people are aware of the issues. I will propose holding
regular Council meetings in non- traditional locations and outside of City Hall. I have a plan
that includes the creation of a “Mayor’s Community Action Committee” – a new standing
advisory body of leaders from all parts of the community including business, community,
and recreational that can enhance the voice of the community to make sure we are doing
all we can to better the City and to make it a better place for those that live here. We
need to enhance our focus on our Keep Allen Beautiful program, we need to be more
involved with our most valuable asset – out youth; and we need to become more involved
with the Allen Community Outreach and other programs that offer vital services to our
citizens. We need representation from all community interests. The people of Allen are the
best resource and we need their involvement and voices in this critical time. This is an
ambitious agenda, and I’m certainly not going to pretend that we can accomplish miracles.
Most folks know that city government is highly dependent on sales tax revenue, and while
we are not in the worst case with tax revenue it comes as no surprise there are revenue
issues for everyone and we need to be cautious. If elected, I’ll approach the difficult
budget decisions ahead with a clear and unbiased set of priorities with no concern for any
special interests. We have a lot of great people in place to face this challenge and as a
team we will establish the common goal and do the best we can to work toward that goal.
Only then we will be successful. For me, City services will always come first – water,
trash, roads, public safety, health, parks, and libraries. Once we’ve done what we must to
ensure that our basic needs are met today, we should do everything we can to advance an
agenda that makes Allen even better tomorrow. By pursuing a clear, ambitious vision and
doing a better job of working more closely together as a community, I’m shamelessly
optimistic that we can make incredible progress over the years ahead. I promise to
continue to maintain and strengthen Allen. I will continue to demand increased efficiency in
city operations and feel each of these actions will grow the tax base and tax revenues of
the city, which can be used to pay for the initiatives and maintain city services.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: The biggest difference that makes me the best choice is that I am not a politician and
have no political ambitions whatsoever. I am a regular guy that wants to step up and serve
the City of Allen and my focus is on the people and the businesses of Allen, period. You will
find when politicians get worried or run out of answers they resort to mudslinging and
personal attacks and it is important that the election is not viewed by anyone as a Blake

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versus Steve event. I am not a socialite, nor do I have any ambition to partake in every
single gala event, photo-op or ceremony that comes along. There is work to be done and I
am eager to get work. I respect the fact that Mr. Terrell has stepped up and served in a
way that he feels is the best way to do it. He put in the time and effort and served his time
and for that he should be commended. When the rubber hits the road with this election you
will have only two choices for Mayor: me or him. I have no existing relationships with any
special interests and if elected, everyone, and the entire city of Allen, gets a fresh start. I
do feel that there is a difference of philosophies in that I do not feel that you can treat or
try to run the City of Allen simply as a business. I have no experience standing behind a
counter waiting for people to come in so I can be reactive to their needs. I do have over
20 years of experience in building rapport, listening to people’s needs and working with
them to overcome objections, and offering solutions to meet their needs. That takes a
proactive person and that I am. I do not know how to simply wait for people to come to
me and provide a service, take their money and then just wait for the next person to come
along. Transactional business is not a model that you can use to run a city because that
removes the most important part of the City - the people. Operating a city like a business
also removes the compassion you must have when dealing with people. Everyone has
heard the trumpet blowing of who all has accomplished what around here but I have yet to
hear anything from anyone in office about the city as a collective body of people. By
electing me, one advantage the people of Allen will have is finding me. Every Friday night I
can be found at Allen Eagle home games; on Saturdays I can be found on a football field
somewhere in Allen working with the kids. I am available and accessible. I am not talking
about finding me in a VIP area or when there is a photo-op or a ribbon cutting ceremony or
on the 2nd and 4th Tuesday of the month. I am talking about finding me at places like the
Jupiter Park mulch station - I picked up a shovel and loaded some buckets a couple of
weeks ago and helped load it in a car- I get my hands dirty and don’t ask anyone to do
anything that I am not willing to do myself. The office of Mayor comes with no
compensation to speak of and is something that requires a full time dedication and desire.
When you allow the office to become anything more than a representation of the people,
then it’s time for a new voice and a fresh start. That time is now. While I am not a career
politician I will stay fully committed to the position. If the state redraws some map or
other positions become available I won’t jump and run to chase after personal ambitions. I
can guarantee that I will finish the term. Now is the time to give the City of Allen a new
voice and a fresh start and I am clearly the best choice. I am dedicated to the office and I
will do everything I can to keep the city growing without raising taxes. My commitment is
solely to the people of Allen, and without any thought or desire of moving forward into
some type of full- time politician. The office of the Mayor will not be just a stepping stone
for me. I will apply myself and take on the challenge of improving each week. I will take
on all the challenges and be open to getting feedback and hearing the voice of the
community. I will work hard to learn what I need to. I have never claimed to be perfect
but my promise is to be perfectly committed to doing the best I can to quickly become part
of the team that is leading the City of Allen.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Development ranks very high on my list of priorities. We have to market our area and
attract the business that best serve the people of Allen and the surrounding communities.
The Allen City Council, and City staff, have planned and started a foundation to grow from.
There are now mega shopping areas in places that were dirt fields when I was growing up
in the area. We are positioned well and have a very bright future and must continue
moving forward with development. We can not leave behind the existing businesses
including our small local mom and pop businesses. We have to anticipate how we can
benefit them as well and make their cash register ring. The goal of all our development
should focus on generating sales tax revenue for the benefit of the City and to keep taxes
low. We must not build just for the sake of building. We have to do it the right way with
proper infrastructure. Coordination and cooperation in all areas are key to reduce issues
and pave the road to success. We must have very high standards and demand excellence
from everyone involved. We must partner with developers and builders that have a
priority in not just putting up a building but in making Allen a better place. We must also
look at our restrictions on our local businesses. One area is if a business wants to hang a
special sign or banner, the process is cumbersome and the time frame allowed is so short
that by the time you pay for the banner, and the permit you might not have the time to
recoup the investment on just the banner. We have to make sure that we use common
sense and partner with all businesses to make sure we are helping them attract customers
and we are maintaining our standards.

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Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: With the growth, Allen is quickly becoming a culturally diverse city. We can maintain our
history and heritage but start a trend of citizens working together and getting move
involved for our greater good.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: This remains largely a federal issue. Allen PD does an outstanding job of fairly and
consistently enforcing existing laws. We must continue to treat everyone fairly and
consistently enforce the law to everyone the same so our taxpayers can avoid paying to
fight costly lawsuits.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I support regional mobility and transportation. DART’s light rail is important to regional
growth and our transportation corridor is critical. We want people coming here to shop, eat
and explore all our City has to offer. The best way to accomplish that still needs to be
discussed and has only been initially considered. I am in favor of the best way to create
new opportunity for businesses and transportation into and out of Allen. Allen has the
largest potential along the 75 corridor, however, the issue is going to come down to a
dedication of some sales tax revenue and right now we have other areas that need to
benefit from our sales tax base. There is a whole process and we would need a county
wide initiative. It will take some work and is something we should stay involved with but
the critical question here is what do the people of Allen want to do? I don’t think we have
enough data to even ask that question yet and it is their money.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: I am more than likely a little different here and will always put Allen first. Allen is an
important part of the area. It is important to not create regional partnerships to just create
regional partnerships. We have to look at what is best for Allen and not just what a
handful of people think is best for Allen. We face just that issue now with the Arts of Collin
County facility. What was supposed to be a regional partnership is now being reevaluated
by some. I think there is a need for such a facility and we have committed to it but when
others decide to reevaluate it throws a wrench in the deal. I would ask this: is facility like
that going to benefit the majority of the people in Allen? Will single working mom’s take
advantage of it? Will families take advantage of it and use it? Will it reach the majority or
just a specific demographic? We need to always be cautious and have the expectation
that if partners commit to a project that they are in it to win it and must stay the course. If
others are going to reevaluate it, is it time that we do? I know some City workers are
being asked to do more with less so what is the priority for the people in this challenging
time? You get one chance to leave a footprint so you have to do it wisely and in the best
interest of Allen and if you are going to commit to a project then you must keep that
commitment. If we have a chance to create something that makes sense and will help the
regional economy and benefit the majority of citizens then we should look at it, solicit
feedback from our community and move on it. The downside is if we are not cautious and
do not make sure that partnerships are true partnerships then we end up costing our
taxpayers money. If we don’t look for regional projects or become involved with regional
initiatives then we risk road projects won't get done, air quality wouldn't improve, and the
quality of life for everyone in the region would not be the best that it can be.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: The City of Allen has great employees and I will strive to keep them all in place doing
what they are doing because it works! We deliver excellent service to our citizens and
businesses. We need to spend less on studies because when studies don’t reach the
majority of the citizens or when citizens take the time to complete a study and the results
are ignored then they are not an effective use of taxpayer money.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The Allen City Council, and city staff, have planned and anticipated our future and we
must continue to take steps in the budget, so that no city employees loses their jobs and
essential city services are maintained. It is critical that our basic infrastructure be
maintained, and enhanced. Expensive new projects need to be delayed until we are certain
that we can maintain our basic services and keep the right people in place who provide
those services. When the economy improves lets look at projects that fill our wants but for

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now we must look at our needs. We must do everything we can to continue new
development and enhance redevelopment opportunities and keep our local economy
growing and strong. Allen has in my opinion the absolute best Parks and Recreation
department in North Texas.
Q: What is an uncomfortable truth about your city that voters must confront?
A: We need a clear path to communicate and a clear path to get more people involved.
There are many low cost ways to do this. I do not see any uncomfortable truths about
Allen. Allen is a forward-thinking community, and everyone who calls Allen home is blessed
to have a safe, secure place to live. The City of Allen needs a breath of fresh air. I want to
give a new voice to the citizens of Allen, both young and old alike. I will never speak like a
politician because I'm not one. I will only speak and vote my convictions. There's nothing
wrong with Allen that can't be fixed by what's right with Allen. As a city, we are the sum of
our parts. I sincerely believe that I can help enrich Allen because when you put an
“outsider” working inside the city council you will get a new voice and a fresh start and that
leads to better results. It’s been stated that the mayoral office is not one of entry level.
For me, that begs the question: is it a seat of incumbency? A passion to better Allen is my
promise, and if elected I will deliver on that.

Steve Terrell

Biographical Info:
Name: Steve Terrell
Street Address: 611 Glen Rose
City/Town: Allen
State: Texas
Date of Birth: 9-10-1955
Work or Campaign Office Phone Number: 972-727-4074
Home Phone Number: 972-727-4074
Fax Number: 972-727-3840
E-mail Address: stevete@swbell.net
Campaign Web Site Address: steveterrell.org
Questions:
Q: Length of residency in the city
A: I moved to Allen in February 1980.
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: Since 1986, I have owned and operated Terrell's Dry Cleaning, located in Allen.
Q: Current civic involvement/highlights
A: Mayor, City of Allen; Allen Chamber of Commerce, Board of Directors; North Texas
Council of Governments, Board of Directors; Dallas Regional Mobility Coalition, Board of
Directors; Mayors Metroplex Association; Allen Noon Rotary Club, Member and Paul Harris
Fellow; Allen High Noon Lions Club, Member; Various youth sports sponsor
Q: Previous civic involvement/accomplishments
A: Allen Philharmonic Symphony, Board of Directors; Allen Rotary Club, Past President;
Christ the Servant Lutherna Church, Finance Committee; Allen Community Development
Corporation, Board of Directors; Allen Industrial Alliance, Board of Directors; City of Allen,
Finance Committee; Regional Transportation Commission; Health South Advisory Board
Member; Presbyterian Allen Advisory Board Member
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: Mayor, City of Allen, 1997 to current Allen City Council, Place 5, 1991 through 1997
Q: How much funding have you raised for your campaign?
A: $3400.
Q: Who are your top three contributors?
A: Joe Farmer, Ken Fulk, Dr. David Bishop
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?

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Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I want Allen to continue with the successes that we are experiencing. Under my
leadership, our property tax rate has been reduced 18 consecutive years. But, the other
part of that story is that city services have increased. In addition, voters have consistently
approved bond projects that built fire stations, the library, the police station, parks, roads,
a senior center, and recreation centers. Conservative management, aggressive pursuit of
quality economic development, and strategic planning has made it possible to fund these
projects without raising taxes. While serving as Mayor, I have actively participated in
business development. Most recently, I met with leaders of Cabela’s and Andrews
Distributing to encourage them that Allen was the best choice for them. Their decision to
locate in Allen was not based solely on our location. I make sure that city hall has a
business friendly attitude, without compromising our quality standards. Since first being
elected, I have been focused on bringing economic development to Allen. Business is the
funding engine for all of our amenities, and it has greatly reduced the tax burden on the
homeowner. Our property tax rate has decreased .21 cents while I have served on the city
council.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. Our budget will need to provide for Public Safety increases. We are opening our 5th
fire station this year, and it will need to be staffed. Secondly, we need to hire more police
officers. Our population growth naturally leads to a need for more officers on the police
force. I am very proud of both departments, and I appreciate their patience over the past
few years while we have phased in budgetary adjustments for their staffing needs. 2.
Water conservation and supply is a regional issue that affects Allen residents. Allen is a
member city of the North Texas Municipal Water District (NTMWD), and our two citizen
representatives on that board are Joe Farmer and Jim Kerr. We must continue to work with
our water district to develop more sources of water. In the meantime, we will continue to
work on educating our citizens and businesses on better conservation methods. 3. The
Strategic Planning process is an annual work session that is conducted by the city council
with participation by the City Manager and department directors. Each year, we review our
goals, concerns, and their possible budget impact for the next 3 to 5 years. Budget
forecasting is an important component of the planning session. For example, we were able
to make budget adjustments several years ago when the national economy began a
downturn. In addition, council members are expected to bring any ideas, goals, and issues
to the table. We discuss them with our department heads, and together we find solutions.
This is a great process, and it has served our city well for many years.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am the owner of a service oriented business that has been in Allen since 1986. I am
very assessable during the work day. I also have the flexibility to attend to mayoral duties
throughout the day. Many times, I am called on very short notice to meet with various
people regarding city business. The job of Mayor is very time consuming, and my typical
day includes consulting with city staff and business leaders, assisting with economic
development, representing the City at various functions and most important, seeking input
from citizens. My wife, Sally and I have lived in Allen since 1980…before our first child
was born. Our two children are adults now, and they are both graduates of Allen High
School. As native Texans, Sally and I have numerous relatives that live in Allen and Collin
County. So, I have a good understanding of our city’s history and roots. I know why Allen
is what it is! I have a great appreciation for the work and efforts of all who helped to
create Allen. Volunteers are the backbone of our city, and these hard-working people have
a great love and appreciation for Allen. There are over 100 city board members who
volunteer their time to advise the city council on development, library, animal shelter,
health, arts, beautification, senior citizen issues, parks, and downtown development. I
truly appreciate their time and efforts. I began volunteering and participating in Allen
through the Allen Sports Association. From there, I joined Rotary, and eventually became
President, and I am a Paul Harris Fellow. I am also a member of the Allen High Noon Lions
Club. I serve on the Allen Chamber of Commerce Board, and have been a long-time
member. I have served on the Allen Philharmonic Symphony Board, the Health South
Advisory Board, and the Allen Community Development Board. I am a member of Christ
the Servant Lutheran Church, and have served as a member of their finance committee.
My experience as Mayor and the results we have achieved are the key differences between

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me and my opponent. I understand the details of our government, and each year, for the
last 18 years, I have voted to lower our property tax rate. Despite the economy, Allen has
been successful in attracting new businesses that have invested millions of dollars into our
local economy. This has been particularly important because it has relieved the tax burden
on the homeowner.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Since first being elected, economic development has been my focus, because I knew
this was the answer to relieving the tax burden on homeowners. Allen citizens developed a
Comprehensive Plan that is our road map for quality development. I supported, and Allen
voters approved, the creation of the Allen Economic Development Corporation (AEDC) to
provide incentives for business development. So, by using the AEDC and the
Comprehensive Plan, Allen has been one of the most successful Metroplex cities in
attracting commercial development. Most recently, Andrews Distributing, Cisco Systems,
Cabela’s, Watters Creek, and the Villages at Allen have located to our city. Our residential
development is close to build-out, and we have a good variety of home values and sizes.
We have an excellent neighborhood integrity program that helps to maintain and improve
infrastructure in our neighborhoods.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: The major residential growth in Allen over the last 20 years was from families looking
for a good school system. Today, many of those families are now “empty nesters”, and
some of our high school graduates are returning to Allen to raise their own families. The
empty nesters have moved their parents to Allen to be closer to them. So, now we have a
greater population of senior citizens who live in Allen, and some families can boast of three
and four generations living in Allen! As people retire, their income usually becomes fixed.
To ease their property tax burden, I supported a $50,000 senior citizen Homestead
Exemption ordinance that was approved by the city council. I also supported and the
voters approved bonds for construction of a senior recreation center. We have an excellent
group of volunteers who assist with senior activities and needs, and I am particularly proud
of the Meals on Wheels program in Allen.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Federal law prohibits police officers from profiling, and the Department of Justice
monitors policing agencies regarding profiling laws. Upon arrest, it may be determined
that the defendant is an illegal immigrant. And in that case, Immigration and Customs
Enforcement (ICE) is notified. ICE will then decide if they wish to take custody of the
defendant. The defendant is fingerprinted, and the arrest is registered in Austin. If ICE
does not take custody of the defendant, Allen has no jurisdiction to hold defendants solely
because of their illegal status. Currently, I regard illegal immigration as a federal issue,
and I believe that the federal government needs to do their job in securing our borders,
and in providing law abiding immigrants with sensible access to the United States.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: We have to take the politics out of DART before this issue can be resolved. One person
or one city is not going to solve the problem because this is a regional issue. The cost per
mile to build light rail is about $85 million dollars, and many people believe that it is more
sensible to add lanes to the roadways. Some member cities have been paying into DART
for years, and have yet to see light rail brought to their city. It is understandable that they
would want to be served before any possible new members cities. In a perfect world, I
would like to see all surrounding counties work together to create and implement a
regional light rail system that is affordable and usable! Allen has recently worked with
member cities to help move our workforce, by developing a reverse commute system that
will provide transportation from a DART rail station to our shopping and hotel businesses.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: I am a board member of the North Texas Council of Governments, a regional board that
oversees many grants, road funding, and helps to develop partnerships that create more
efficient government services. In the past, I have served on the Regional Transportation
Council which makes decisions on how road money will be spent and what projects are
most important. Allen is also a member of the North Texas Municipal Water District, which
provides us with our water supply. I believe Allen has done a great job in working with
other cities and the region to save time and tax payer money. Locally, Allen works closely

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with its neighboring cities and the county to provide public safety. We partner with Plano,
McKinney, Frisco, and Fairview in fire protection. And, we have a seamless 911 radio
system. Our police department exchanges training facilities with McKinney. They use our
driver course and we use their gun range.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Yes! We constantly re-evaluate our costs, and look for ways to improve. Our strategic
planning and excellent budget process have been instrumental in making sure that we are
constantly working to keep costs as low as possible. I support a budget that ensures that
city services, other than water and sewer, are funded through property tax, not through
sales tax and fees. Property tax is a more stable source of income, and can be adjusted if
necessary. Sales tax collections and collected fees pay for amenities and improvements. A
great example is the antenna fund (money collected from cell phone antennas on our
public property) is used to fund public art. This system also helps us to avoid unnecessary
issues over budget changes. Our water and sewer system is self funded and has very little
debt. We have consistently kept our infrastructure in good shape, and have replaced worn
out lines as needed.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: I believe Allen has done an excellent job of adjusting to the economy. Because of our
strategic planning and our budget process, we were aware of potential problems with the
economy several years ago. We were able to make adjustments, lower taxes, and
continue providing excellent services to our citizens. Under my leadership, Allen has been
able to prosper and plan for future needs. The residents of Allen can be assured that I will
not ask for more tax money from them in the next budget. When residents must tighten
their belts, it is expected that the City will do the same. The next budget will require
experienced leadership to make certain that we provide the citizens with a sensible budget
without compromising our services.
Q: What is an uncomfortable truth about your city that voters must confront?
A: There is nothing uncomfortable about Allen. We are a great city with wonderful
volunteers and citizens. Our budget is sound and our local economy is doing well. It is, and
has always been, a great honor to serve as Allen’s Mayor.

Arlington City Council, Place 3


Description: Note: Only Arlington residents living in this district may vote in this race.
Click here for a district map.

Candidates (choose 1):

Zack Maxwell

Biographical Info:
Name: Zack Maxwell
Street Address: 316 Tabor Dr
City/Town: Arlington
State: Texas
Date of Birth: July 2, 1990
Work or Campaign Office Phone Number: 972-546-7301
Home Phone Number: 972-546-7301
Mobile Phone Number: no answer
E-mail Address: vote@zackmaxwell.com
Campaign Web Site Address: www.zackmaxwell.com
Questions:
Q: Length of residency in the city
A: Over 15 years.

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Q: Length of residency in the district, if applicable


A: Over 10 years
Q: Occupation/main source of income
A: My income from a mixture of web and graphic design jobs, as well as a steady hourly
job as a packing clerk at a small, privately owned post office.
Q: Current civic involvement/highlights
A: I have been attending several town hall meetings where I have made it a point to
express my points and opinions on bills moving through our cancel. My civic involvement
has just begun.
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: Graduated from Martin High School and took some classes at Tarrant County
Community College. Aside from that, I'm a self-taught entrepreneur.
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: I've raised over $1000 in campaign contributions.
Q: Who are your top three contributors?
A: Individual citizens in Arlington who simply share the same concerns I do.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I have never been arrested or involved in criminal proceedings.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Our country, our state, and our city is in financial turmoil. Our local Arlington officials
are becoming either exceedingly power-hungry or naive to legislation moving through
council at the moment. The people of Arlington are looking for constitutionally restrained
officials who will properly examine each bill along with the participating organizations
involved, and provide a prompt response to where they stand on issues. I am running to
curb the complacency that exists in our council. Bills such as the Thoroughfare and
Development plan and the Hike and Bike Master Plan (400 pages) are only a few examples
of job-killing legislation moving with little public notice or input. As a council member, I
aim to increase awareness to the life changing bills and policies our local government is
forcing upon us. I have examined and read hundreds of pages of legislation, ideologies,
and documents wrote by numerous organizations involved in Arlingtons public policy
process. I cannot agree with the philosophies emitting from these groups. The people will
understand that I am the right choice for office because I have the most understanding of
policies moving through our city council right now. The job of public officials has skewed far
from their original purpose: to protect the fundamental rights of the people. I intend to do
just that.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: The first action I would take is voting down the adoption of the Arlington Thoroughfare
and Development plan as well as the Hike and Bike Master plan. These two bills are wrote
and based off of policies from the Congress for the New Urbanism (CNU). The CNU has a
video online called "Built to Last" which informs us the greatest threat to the planet is
"Cul-De-sacs, single-family homes, and automobiles" among other things. I cannot agree
with this philosophy. The second issue I would take up is Arlington involvement in ICLEI,
an organization who "seeks to bring rapid and radical change" to local governments across
the world. A lot of ICLEI's beliefs are parallel to the of CNU. The third issue I would take
action on is the enormous amount of fees we burden small businesses in Arlington with.
Fees such as "roadside sign adjustment permits" and "fire marshal inspection fees" are
among over 300 fees we put on small businesses of all types. None of my actions would
require any kind of funding to implement. In fact, everything discussed above could be
achieved in comprehensive City Council meetings.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: The biggest difference is obviously my age. I do feel like I bring more energy to the
table and more attention to the details inside certain bills. I also read the bills that go
through council unlike a majority of our current members. My attentiveness and my
willingness to connect with the citizens of Arlington sets me apart from my opponents.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you

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evaluate the job your city has done to date in attracting such development?
A: Making Arlington and attractable city to start and grow a business in is in my list of top
3 priorities. I believe we should keep taxes low and reduce the amount of fees we impose
on small business owners. The residential growth will happen because Arlington has the
jobs available to support it. If we continue to burden our business climate with frivolous
fees, they will be unable to create new jobs and promote growth. The city has done a good
job at maintaining one of the lowest sales tax rates around. However, the city is becoming
increasingly complacent to refusing ordinances that would take away private land from
businesses and force them to pay more fees. There is a lot more the city could do to
restore the connection between the government and the business community.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Arlington is experiencing an increase in the amount of youth that move to Arlington to
attend UTA. This is certainly not a problem that needs to be shared regionally. Right now
the city is working on a hike and bike master plan and a skatepark master plan to appease
the youth of Arlington. The hike and bike plan involves a lot of eminent domain measures
that I can't agree with. The plan also calls for forcing businesses to purchase bicycle
parking that would not get used. A lot of these issues need to be discussed extensively with
the long-time residents of Arlington.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: The city should examine its current immigration enforcement strategies and develop
innovative methods of identifying and dealing with illegal immigrants. This country does
have an immigration process for newcomers that needs to be respected and enforced.
Legal immigrants often feel undercut when they learn about illegals who are entering the
country without going through the same process they have. This is an issue that needs to
be addressed.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I oppose any mass transit system that is funded by taxpayer dollars. Dart and the
Trinity Railway Express are experiencing some of the lowest ridership numbers seen since
its inception. This is proof that the citizens of Arlington and DFW are not up for participating
in mass transit. I would gladly encourage any private company to move in and set up mass
transit that is not funded by taxpayer monies.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: I would not encourage regional partnerships on anything. Arlington currently holds a
strong regional partnership with the North Central Texas Council of Governments. The
problem I see with regional partnerships is the public oversight. I have yet to speak with a
single resident who know hows the Council of Governments is formed and elected, I view
that as a serious issue, especially when the NCTCOG consists of over 40 committees and
boards that reach into every aspect of living (law enforcement, transportation, water
conservation, etc.). The city has done well up to this point without regional partnerships,
there is no need to seek new ones.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I believe that our city delivers plenty of services to the residents. Whether these
services are delivered effectively and efficiently is determined by the opinions of the
citizenry. I work at a privately owned postal center which delivers service to customers
much more efficiently than the post office. I advocate privatizing as much of our city
services as possible. My job is physical proof that private business does better at delivering
service than the government. Government understands that they don't have compete with
private business to stay in service, so efficiency and cost-effectiveness often suffer because
of this thinking.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The city is just barely scraping by in the current recession in terms of maintaining high
employment and low foreclosure rates. Our city cannot fund their current level of
retirement liabilities, which means that we have too many government employees. We
need to start looking for ways for citizens to become entrepreneurs and business owners,
rather than relying on the government for employment. We can do this by going
line-by-line through the current budget and finding areas we can cut spending in. Giving
out free low-flow toilets certainly does not help our economic situation. Frivolous spending

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on such programs needs to be reduced and allocated to fixing our streets and
infrastructure.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The city's extensive involvement with the North Central Texas Council of Governments
is a huge issue. Why? Because citizens are not aware of how the council of governments is
formed or what they do. What bothers myself and other concerned voters is that the
NCTCOG develops "recommendations" on a daily basis and simply injects them into our
local bills and plans. Hence the hike and bike master plan.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: Any changes the city makes to gas drilling laws and ordinances needs to be discussed
with the residents of Arlington. I understand there is currently a lot of concern regarding
the drilling process and the chemicals involved in hydraulic fracturing. The city is obviously
not doing enough to address these concerns or it would not be hot button issue. I am not
familiar with each ordinance the city has on the gas wells; however, it will be a top priority
if elected for office.

Robert Rivera
Biographical Info:
Name: Robert Rivera
Street Address: 1921 Edgehill Dr.
City/Town: Arlington
State: Texas
Date of Birth: July 16, 1971
Work or Campaign Office Phone Number: 817-557-1542
Home Phone Number: 817-557-1542
E-mail Address: voterobertrivera@yahoo.com
Campaign Web Site Address: www.voterobertrivera.com
Questions:
Q: Length of residency in the city
A: 36 years
Q: Length of residency in the district, if applicable
A: 36 years
Q: Occupation/main source of income
A: Banker
Q: Current civic involvement/highlights
A: Arlington City Council
Q: Previous civic involvement/accomplishments
A: Chairman Arlington Convention and Visitors Bureau
Q: Education
A: University of Texas at Arlington B.A. Political Science
Q: Previous public offices sought/held:
A: Arlington City Council
Q: How much funding have you raised for your campaign?
A: $25,000
Q: Who are your top three contributors?
A: Jim Maibach, Arlington Professional Firefighters PAC, Arlington Board of Realtors,
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I love Arlington and have been part helping our commununity for over 20 years. As a
member of our city council I've been able to see first hand numerous issues and solutions
for a brighter city.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Public Safety, economic developement, and supporting our public schools. Arlington is a
city blessed with significant opportunity; building on expanding our tax base will help pay
for our needs.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?

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A: Experience.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: The expansion of our tax base is paramount to our growth. The addition of new and
stronger commercial development will continue to be a focus as we keep Arlington moving
forward.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Change is part of every community. Arlington is taking all the strenghts which exist in
our city and embracing the very best qualities to help advance our entire region.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: This is a federal issue.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I support mobility for Arlington and feel this requires a regional approach.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: The Super Bowl is a good example of the region working together. I'd like to see more
mega events coming to our area and all of North Texas having parts of the event and
tourism dollars.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Yes.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Arlington is doing well today because of our planning for the future. I'd like to see select
corporate naming rights to our parks and other city venues for needed new dollars. The
children who would be playing in our updated and new parks would not care if the park
was named Tonka Toys Park, they would only care about the experience of being at the
park.
Q: What is an uncomfortable truth about your city that voters must confront?
A: That just a few voters decide the future of Arlington.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: Arlington is always looking at best practices and ways to improve the safety for
everyone involved.

Marvin Sutton

Biographical Info:
Name: Marvin Sutton
Street Address: 5311 Manhassett Drive
City/Town: Arlington
State: Texas
Date of Birth: October 16, 1962
Work or Campaign Office Phone Number: 817 602-0644
Home Phone Number: 817 465-0677
Mobile Phone Number: 817 602-0644
Fax Number: 817 465-0677
E-mail Address: msutton4council@gmail.com
Campaign Web Site Address: wwww.electmarvinsutton.com
Questions:

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Q: Length of residency in the city


A: 20 years 2 months
Q: Length of residency in the district, if applicable
A: 20 years 2 months
Q: Occupation/main source of income
A: Air Traffic Controller
Q: Current civic involvement/highlights
A: Manhassett Community Watch Group Crime Watch Coordinator, Election Judge,
Volunteer Deputy Voter Registrar, Disaster Relief Volunteer, Community Organizer, Ruth E.
Roberts Community Service Award, Martin Luther King Celebration Committee Inc.
Community Service Nominee
Q: Previous civic involvement/accomplishments
A: Manhassett Community Watch Group Crime Watch Coordinator, Election Judge,
Volunteer Deputy Voter Registrar, and Volunteer, Community Organizer
Q: Education
A: Bachelor of Science in Accounting from University of Texas at Arlington 2005
Q: Previous public offices sought/held:
A: Arlington City Council, District 3
Q: How much funding have you raised for your campaign?
A: $2,754.76
Q: Who are your top three contributors?
A: Barbara Shuler, Marvin Sutton, and Dwight McKissic
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I’m running for the Office of Arlington City Council, District 3, because I believe I can
provide the focused leadership needed to improve the quality of life for our citizens,
creating a safer, smarter, and greener Arlington. I’m a visionary with the intellect and due
diligence to navigate through complex local issues and base my decisions on sound and
effective solutions. As an air traffic controller, community crime watch coordinator, UTA
honor graduate, and United States Air Force veteran, I possess the skills, commitment,
and confidence to move Arlington in a positive direction.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I would attract quality jobs, create a privately funded rail system, and strengthen the
gas drilling ordinance. I would work to encourage the Chamber of Commerce to develop
an aggressive plan to attract companies that are a good fit for our city. I think the
Chambers influence and Regional Transportation Council logical support would be useful in
securing a company to developing an above ground rail system for the district. I would
solicit the help of local active group to assist in rewriting the gas drilling ordinance. Most of
these items require little or no funding.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I’m proactive, capable of making informed decision with undue influence. My approach
government is community-focused balanced with economic development. I am committed
to improving the quality of our infrastructure, economic environment, and public safety
services.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Our number one priority for stimulating our local economy should be attracting quality
jobs in the area to stabilize our local economy, Arlington performance has been lacking in
this area
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Over past several years, our city has experienced a surge in its Hispanic and African
American population as well as a moderate increase in our senior citizen population. Our
policies should embrace the great diversity that reflected in our population as well as
endorsing a flexible and efficient transportation system and quality medical facilities for our
aging population
Q: What should the city or the police department do to address the issue of illegal

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immigration?
A: Nothing. This is a federal issue. Local should be engaging in activities that protect and
serve the Arlington citizens.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I support a seamless regional transit system. I'd get private investors, Regional
Transportation Council, and local governments to develop a plan that allow for a above
ground rail system.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Crime is a major issue for this region. Burglaries are trending upward. Regionally we
could develop better ways to share information on trends and best practices for prevention
between public safety departments and disseminate this information to the public.
Transportation is a complex issue for most cities. We can effectively address these
problems by minimizing the bottlenecks and congestions on streets,developing a regional
transit system,and encouraging car pooling.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Generally yes, however, I believe the city must continue to find ways to deliver quality
services at an effective price that shows good stewardship of taxpayers dollars.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The current leadership used some the Tomorrow Fund to balance our city's deficit. Our
leadership need to come up with innovative ways to generate additional revenue. I would
recommend advertising on city websites and vehicles.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Arlington is the largest city in the US with no mass transportation system.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: I'd increase the distance from 600 feet to at least 1000 feet, ensure proper monitoring
and oversight by a third party.

Arlington City Council, Place 4


Description: Note: Only Arlington residents living in this district may vote in this race.
Click here for a district map.

Candidates (choose 1):

Kelly Canon

Biographical Info:
Name: Kelly Canon
Street Address: 901 Kristin Ct
City/Town: Arlington
State: Texas
Date of Birth: 06-06-1959
Work or Campaign Office Phone Number: 817-929-3299
Home Phone Number: n/a
Mobile Phone Number: 817-929-3299
Fax Number: n/a
E-mail Address: kjcanon_campaign@att.net
Campaign Web Site Address: http://www.facebook.com/#!/pages/Kelly-Canon-
for-Arlington-City-Council-District-4/183754318328277?sk=info
Questions:
Q: Length of residency in the city

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A: 13 years (Since 1998).


Q: Length of residency in the district, if applicable
A: 7 Years (since 2003)
Q: Occupation/main source of income
A: I work as an interior designer/space planner for the Facilities department of L-3
Communications, in Arlington, TX.
Q: Current civic involvement/highlights
A: Over the past few years, I have been involved with the Arlington Tea Party, where we
work at the grassroots level by getting out the vote, registering people to vote, and
campaigning for conservative candidates in various elections. The most recent effort was
for the November 2010 election, where I campaigned for Bill Zedler, State Representative
for State District 96. He won the election by 52% of the vote.
Q: Previous civic involvement/accomplishments
A: As a graduate of Texas A&M University, I’ve been involved with my local chapter of the
Association of Former Students, where we’ve helped with the construction of several
homes for Habitat for Humanity, as well as numerous visits to assisted living locations in
Tarrant County, especially during the holidays. I am a Century Club level member, and
believe in giving back to my university for the support of a higher education, benefiting our
future generation of college students.
Q: Education
A: I attended and graduated from Texas A&M University with a bachelor’s degree in
Environmental Design, from the School of Architecture, in 1982. I minored in Building
Construction.
Q: Previous public offices sought/held:
A: None.
Q: How much funding have you raised for your campaign?
A: Approximately $250 so far.
Q: Who are your top three contributors?
A: Private donors, so far.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: As a 13-year resident of Arlington, I’ve come to know this city as my home. I’ve lived
and worked in Arlington since 1998, and hopefully, I’ll retire here. As such, I feel I have an
investment in the well-being of the city, and decided to get more involved with the
city-level government, to insure that our way of life in Arlington will continue to foster
lower taxes, safer neighborhoods by way of a stronger police presence, strong fire
services, and improved/continual maintenance of our city streets. I plan to address these
issues by always voting against any issue that will raise our taxes, by voting for measures
that will make it very inconvenient for crime to exist in our neighborhoods with a very
strong police presence, and by supporting our fire services in every way possible. I
believe my architectural background and technical background in the building construction
industry gives me the added benefit of being able to understand and interpret city
development (vision) plans and project proposals. I believe my real-world professional
experience will be a valuable asset as a council member, when deciding on the fate of
various projects and proposals that are presented to the council for approval. I’ll be able to
weigh certain aspects of these proposals in terms of their value to the community, their
initial cost, their adherence to building codes and zoning ordinances, and their long-term
effects on the economic growth of the community.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I would work to do the following: #1: Keep Taxes Low. #2: Ensure adequate police,
fire, and other city-provided services such as sanitation, water, and other utilities. I would
also look at ways to privatize certain city services (where practicable), to ease the city's
financial burden of benefit and pension plans. #3: Maintaining and improving our streets,
city-wide. By voting against frivolous plans (like the current "Through Fare Hike & Bike"
plan), and making better use of our financial resources, this can easily be addressed.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: One of the most significant differences between me and my opponent is my strong
education and building construction background. Another key difference is our view on the
issue of mass-transit for Arlington. Kathryn Wilemon is a strong advocate for mass-transit

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in Arlington, whereas I am opposed to it. She has proven to be out of touch with the needs
and concerns of the citizens, as the mass transit issue has been repeatedly voted down in
past elections, by increasing margins of opposition in each election.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Bringing new quality development to Arlington is a high priority. Arlington still has prime
development tracts for commercial projects, and although limited some residential tracts.
The development of the Highlands has given Arlington a major boost in sales tax revenue
at a critical time. We need to be constantly looking for new opportunities that are a right fit
for our city. We also need to be looking at re-development opportunities for some of the
older areas of the city.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Arlington is one of the most diverse cities in the DFW area.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: The Police department should be encouraging strict enforcement of the immigration and
illegal alien laws (federal, state, and local) that are already in place.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I am not in favor of a mass-transit system for Arlington. As for “regional” transit, we
already have the “TRE”, which is very under-utilized. Just recently, the TRE cancelled all
services on Sundays, due to under-utilization. Why should Arlington spend money it
doesn’t have on a system that would be equally under-utilized compared to the cost of its
implementation and maintenance?
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: One of the most productive areas we can work together in is bringing new major
businesses to the DFW Region. When major companies come in they also bring suppliers
and other ancillary businesses.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Arlington does a good job of delivering services at a reasonable price, however there is
always room for improvement, as was shown a year ago when the city out-sourced it’s
health inspections. We were able to have more inspections done for a lower cost and with
no long term liability for pensions. We need to look at other departments to see if we can
make similar changes.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The present council has done a better job than most of the city councils in the DFW
area, however we should be looking at better ways to use the Oil and Gas Revenue that
the city receives.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Because of the explosive growth that Arlington experienced during the last 40 years, we
are now facing a major crisis in road maintenance and rebuild. Several years ago we voted
a ¼ cent sales tax to be used just to repair and rebuild streets, at a time when we were
told that we had a $100 million dollar back log. Today it is closer to $200 million.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: I would make sure that ordinances were uniformly implemented throughout the city,
with respect to distance, noise levels and air-quality of the wells.

Kathryn Wilemon

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Biographical Info:
Name: Kathryn Wilemon
Street Address: 4100 Shady Valley Drive
City/Town: Arlington
State: Texas
Date of Birth: Feb 21, 1937
Work or Campaign Office Phone Number: 817-994-5129
Home Phone Number: 817-461-9615
Mobile Phone Number: 817-994-5129
Fax Number: 817-461-9615
E-mail Address: KAWilemon@aol.com
Campaign Web Site Address: none
Questions:
Q: Length of residency in the city
A: 61 years
Q: Length of residency in the district, if applicable
A: 40 years
Q: Occupation/main source of income
A: Retired / Social security, pension and investment income
Q: Current civic involvement/highlights
A: Arlington Convention & Visitors Bureau – Board member Partner’s Foundation for JPS
Hospital- Chairman Nurse Family Partnership- County & state advisory Board Arlington
Tomorrow Foundation-board member UTA School of social work advisory board Tarrant
Regional Transportation Coalition –chair Arlington Civic League- member United Way
Arlington advisory Board-member NTCOG Regional Transportation Council-member
Q: Previous civic involvement/accomplishments
A: Tarrant County Hospital JPS Board member- 9 years, Tarrant County Commission on
Aging- Board member, Downtown Arlington Inc. - Board member Awards: John Peter
Smith – Harold D. Samuels Award 2006; Fort Worth Business Press Great Women of Texas-
Women of Influence Award 2008; Boy Scouts of America Silver Eagle Award 2007
Q: Education
A: Arlington High School- graduate; Arlington State College (UTA) – attended;
Southwestern Graduate School of Banking at SMU – graduate
Q: Previous public offices sought/held:
A: Arlington City Council Dist. 4 elected 2003 until present
Q: How much funding have you raised for your campaign?
A: $14,600
Q: Who are your top three contributors?
A: Gayle Crouch, Gary Martin, Kathy Petche
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: Civil Suit in official capacity
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am seeking re-election to continue to represent not only the citizens of district 4 but
all the citizens of Arlington. Experience is invaluable and I have the experience as a council
representative for the past eight years. Prior to being elected to the Arlington City Council
I had over twenty five years of community involvement, including serving on two city bond
committees and as a county appointee to JPS County Hospital Board of Trustees.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Continue to enhance public safety. Continue to enhance and build safe clean
neighborhoods. Continue to include citizen input and transparency on all issues facing the
city. All of the above will be accomplished through conservative policy making and
budgeting.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am not familiar with my opponent so I can only speak for myself. Experience,
knowledge and integrity are the cornerstones of my service on the Arlington City Council.
Experience is especially important when dealing with a multi- million dollar budget and
municipal policy affecting the entire city.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you

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evaluate the job your city has done to date in attracting such development?
A: Due to the economy, residential development has not kept pace with commercial
development in Arlington. Arlington has been aggressive in attracting commercial
developments such as the very successful Highlands, the redevelopment of downtown,
including many new restaurants.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Arlington has been a very diverse community for many years and we have worked to
be inclusive and to find positive solutions to any and all issues.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Arlington has and will continue to enforce all applicable state and federal laws dealing
with immigration.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I favor a seamless regional transit system because it enables citizens to have a choice
for their mobility needs. It also is a factor in decreasing congestion, improving air quality
and an economic development tool to attract new businesses to the area. However, it will
be up to the citizens of Arlington to make that decision.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Transportation, air quality, water resource management and public health are key
elements of providing core services in an efficient regional cooperative manner. Another
recent example of regional cooperation was Super Bowl XLV. It had a positive impact on
the North Texas region. My experience on the Regional Transportation Council and the
Tarrant County Hospital Board has provided invaluable experience of working and thinking
regionally.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Yes, Arlington has one of the lowest employee to citizen ratio in the north Texas region.
Our staff is constantly looking for ways to save taxpayer dollars.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Last year staff proposed the challenge grant program in which one-time money was
used to give time to departments to either make appropriate cuts or increase revenues to
cover their budget. It is part of many strategies the city has incorporated to reduce the
budget and to accelerate core service to a growing population.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The continued growth of our city and the associated demand for core services will
always be a challenge for future generations.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: We will continually be reviewing the gas well ordinance as new concerns are brought
forward. Public safety is of utmost importance as is the protection of private property
rights.

Arlington City Council, Place 5


Description: Note: Only Arlington residents living in this district may vote in this race.
Click here for a district map.

Candidates (choose 1):

Chris Hightower

Biographical Info:

Questions:
Q: Length of residency in the city
A: - no response -
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income

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A: - no response -
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: - no response -
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: - no response -
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: - no response -
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: - no response -
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: - no response -
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: - no response -
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: - no response -
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: - no response -
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: - no response -
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: - no response -
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: - no response -
Q: What is an uncomfortable truth about your city that voters must confront?
A: - no response -
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: - no response -

Lana Wolff
Biographical Info:
Name: Lana Wolff
Street Address: 1709 Norwood Lane
City/Town: Arlington
State: TX
Date of Birth: 8-27-46

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Work or Campaign Office Phone Number: (w)817-459-6141


Home Phone Number: 817-274-5972
Mobile Phone Number: 817-946-5343
Fax Number: 817-274-2213
E-mail Address: wolff55@swbell.net
Campaign Web Site Address: N/A
Questions:
Q: Length of residency in the city
A: 58 years
Q: Length of residency in the district, if applicable
A: 22 years
Q: Occupation/main source of income
A: Retired
Q: Current civic involvement/highlights
A: Councilmember District 5; Mayor-Pro Tem; National League of Cities Community &
Economic Development Steering Committee; TX Municipal League Eminent
Domain/Regulatory Policy Committee; City Council Committees: Building Equitable
Communities, Chair; Municipal Policy Committee; Regional Policy & Municipal
Infrastructure; Community & Neighborhood Development Committee; Downtown Arlington
Management Corp., Board; Tax Increment Reinvestment Zone Board; East Arlington
Kiwanis; Arlington Sculpture Garden Foundation; Arlington Childcare Council; 76010 Weed
& Seed REACH Project.
Q: Previous civic involvement/accomplishments
A: Leadership Arlington Graduate; Arlington Human Service Planners; River Legacy
Foundation, Founding Director; Jr. League of Arlington, Past President; Theatre Arlington;
Past President; Arlington Historical Society; and Richard Greene Scholar Mentor; 2002
American Business Women’s Association ‘Distinguished Circle of Success’ Award;
Leadership Arlington Outstanding Leadership Award 2006; Arlington Arts League “2007
Friend of the Arts Award”.
Q: Education
A: Arlington Public Schools 1953-1964; East Texas State University 1964-66.
Q: Previous public offices sought/held:
A: Arlington City Councilmember, District 5: 2003-11 Mayor Pro-Tem, 2008-11
Q: How much funding have you raised for your campaign?
A: No fundraisers or 2011 contributions to date.
Q: Who are your top three contributors?
A: N/A
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: One frivolous civil suit filed and never followed up.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: To actively serve the community and make a positive difference in my hometown. As
the representative of the ‘Original Old Town’, I want to foster a vibrant university district
surrounded by strong neighborhoods with a focus on code enforcement, public safety and
street improvements. I am a longtime ‘eastside pride’ community volunteer and central
sector redevelopment advocate. I am accessible, open and responsive to citizens and
stakeholders. Having grown up in this district, attending Southside and Berry Elementary
schools, Carter Jr. High and Arlington High School, I have an excellent grassroots feel for
this district. An active community volunteer for over 30 years, with 16-year professional
career in community planning, economic development and neighborhood advocacy
combined with the last 8-years on council have prepared me to continue to serve in this
office. I am able to grasp the big picture of the city’s future needs in terms of economic
development, government operations, and current budget restraints.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Top priorities: 1) public safety; 2) low taxes; 3) jobs. Align public policy to successfully
achieve quality redevelopment and new jobs; build strong neighborhoods with active and
engaged citizens; develop public-private collaborations to identify assets.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am a proven community leader with ability to build consensus. Unlike my opponents, I
have a strong record of open and responsive communication with citizens and

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stakeholders. I am politically independent with no hidden agenda.


Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Our City offers a mix of healthy land uses that encourages redevelopment reinvestment
that creates lasting value in existing areas. Expanding business translates into more tax
revenue and a healthier economy. Generating more business opportunities drives our
efforts to retain and grow jobs. Creating a more vibrant downtown is an economic
development strategy that contributes greatly to the success of UT Arlington and quality of
life in the city. With over 33,000 in student enrollment, This past year, College Town, USA
emerged with a vision to align a revitalized downtown with performing arts, historic
neighborhoods, libraries, parks, research, tourism, and mixed use retail/residential
development. A new $12 million medical clinic opened in 2010 creating 200 new jobs in the
three-story, 110,000-square-foot medical complex. The GM Assembly Plant remains a vital
part of the local economy. GM employees number 2,400 and produces nearly 1,140
vehicles a day.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Arlington is and continues to be a growing and culturally diverse city as reflected in the
2010 Census results. Changing demographics should not negatively affect basic services to
our citizens. Every resident and stakeholder, regardless of race, religion or socio-economic
status, expects and is entitled to the best ambulance service, fire and police protection,
streets, water and sewer services; garbage collection; parks and libraries that we can
fiscally provide.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: This is a federal issue and should be addressed through amendments to the
Immigration and Nationality Act. We must insist the U.S. Congress take action in order to
relieve our local schools, hospitals and taxpayers from the financial burden of illegals.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: A seamless Regional Transit System is well underway in the Metroplex. Unfortunately,
Arlington is not a part of it. A system that offers safe, reliable, and efficient options, could
help to meet future demands for both passengers and promote economic vitality. Input
from citizens and stakeholders is necessary if our City is to move forward and partner with
the region. The will of the people will determine the outcome.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: It makes good sense to consider collaborative efforts to increase joint utilization and
shared services or opportunities to maximize taxpayer return on investment to address
common issues. Technology, telecommunication innovation, water supply and air quality
issues are examples for consideration.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: 2011 Citizen Survey shows ratings and perceptions of most city services receive high
overall ratings. We can always do better! Streets continue to be an area where there is
much room for improvement. City Services rated very high include municipal airport,
garbage collection, convention center, emergency management, and action center. Needed
improvements are within code enforcement, Handitran, and health inspection. I
recommend the City Manager consider reorganizing Community Services Department.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Under the leadership of this Mayor and City Council, Arlington is preparing for a brighter
future. I believe that our work, the commitment of our community partners and the
involvement of our residents will result in excellence. Not by accident, nor did it come
easily, but by our decisions we were able to decrease General Fund expenditures by 3.2%
in one-time expenditures and a reduction of 70 non-public safety positions. First Quarter
2011 General Fund projections are approximately $1 million better than budget revenues.
Expenditure outlook for same period is $648,000 under budget. The FY2012 budget must
be balanced and we have already begun the work. We can do it by decreasing
expenditures and not raising property taxes.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Quality of Life and how to pay for it. Arlington has entered a stage of maturity where

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build-out is beginning to limit our capacity for growth and development. Our tax base is
supported primarily through tourism, property taxes and retail sales. Identifying new ways
to expand and diversify the tax base is critical to economic success. Quality of life is
community, connectivity and identity. It is civic pride. We must continue to explore options
and create solutions to engage citizens and stakeholders in partnerships to revitalize
declining neighborhoods and commercial corridors that will provide new choices.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: The current Gas Drilling Ordinance is being revised. The ordinance should establish
clearly stated governance to enable financial benefits to the natural gas industry,
businesses, institutions and residents who reside in the Barnett Shale. Arlington is blessed.
Our ordinance must provide reasonable protection to both ensure safety compliance and
future land use issues.

Arlington City Council, Place 8


Description:

Candidates (choose 1):

Chris Dobson

Biographical Info:
Name: Chris Dobson
Street Address: 2708 Buffalo Dr.
City/Town: Arlington
State: Texas
Date of Birth: 10/28/78
Work or Campaign Office Phone Number: 8176026061
Mobile Phone Number: 8176026061
Campaign Web Site Address: New Arlington on fb
Questions:
Q: Length of residency in the city
A: 1979 to 1999, 2006 - present
Q: Length of residency in the district, if applicable
A: 2006-present
Q: Occupation/main source of income
A: - no response -
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: B.S. in Political Science, minor in History from TCU in 2002;
Q: Previous public offices sought/held:
A: I ran last year for another at-large district in Arlington.
Q: How much funding have you raised for your campaign?
A: None, one of the worst aspects of our political system is the reliance on money to
create 'viable' candidates. Candidates who take money to 'improve their visibility' end up
agreeing with the people paying the money. Money is best spent on real products, not on
convincing people that ones ideas are correct, instead my campaign predicates itself on the
conversations people have with each other and the ability to spread memes virally through
electronic media.
Q: Who are your top three contributors?
A: Doesn't this question just prove the point above, none.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: Yes in 2000,in Kentucky, I was charged with possession of Marijuana under two
ounces,actually .02 grams, and possession of paraphernalia. I paid court cost and had
them expunged from the record, but looking back it was an important event in my life
which underscored the need to remain vigilante in defense of one's rights despite the
application of power by authorities. I wish I had handled the encounter differently.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you

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to serve in this office?


A: Once again this year the city of Arlington with its nearly 180,000 thousand voters failed
to provide a challenger for city council district #8. Unopposed races are disgusting. Having
guessed this might happen, I used ballot petitions(it's free) for access to the ballot, and
had wonderful conversations with residents of Arlington. By the way I'm also above 18 and
been a resident in the district for longer then six months. As to the preparation for this job,
I care not just for winning or being right, but about the lack of involvement by voters and
residents generally. If the candidates and issues are not valuable or enticing enough for full
participation then I suggest providing sweat equity in the form of a raffle ticket to all
persons showing up at a polling place or voting.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I would like to switch to Mai-in balloting for all city elections as part of a push to
modernize the breadth and scope of our voting. Secondly, Id like to see the Arlington City
Council reconstituted with all single member districts, with the Mayor voting to break ties,
and capped at 50,000 residents per district. Thirdly, I'd like to rescind the City Council's
and manager's use of the luxury boxes at Cowboys Stadium and The Ball Park in favor of a
raffle system open to the public that maximizes revenue for the city. However, since these
monies are not taxes or fees, but instead a voluntary contribution from the public, I'd like
to see a fund created to hold them to be dispersed yearly by vote of the residents.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have five planks on my platform which I believe are the means to which Arlington can
change its nature into the crown jewel of the FWAD, both democratically and financially.
Switching to Mail-in balloting and reconstituting the city council reform the system, Raffling
off the luxury boxes provides the funding for the previous two actions. Furthermore a
moratorium on gass well drilling special use permits will require the drilling companies to
play by the rules. Finally, by requiring the Chief of Police to make marijuana prohibition its
lowest priority it will allow the police force to focus on crimes with victims and create the
vibrant nightlife needed to keep many of the dollars we loose to cities with a nightlife.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Rather then attract new development to our city I find it far more reasonable to
encourage development of local business as those businesses continue to circulate that
money in the local economy.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: - no response -
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: - no response -
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I'm in favor of a seamless transit system because it would increase the convenience and
mobility for the majority of people. In order to make it happen I'm willing to encourage
people to vote.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Our region needs to seriously address the issue of industrial and toxic pollutions, this is
not 'climate change.' I mean the spewing of 25 tons of Benzene and other volatile organic
compounds from each well drilled, with some drilling sights having over twenty wells
meaning a yearly output of 1 million pounds of pollution from such sites. Also I believe our
region would great benefit from a tier one university in the FWAD.(Fort Worth-Arlington-
Dallas)
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: - no response -
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: While Arlington remains able to fulfill its basic financial obligations, the long term debt
taken on by the city, as well as unexpected costs from the operation of the Entertainment
district, have generally left the city operating with a year to year deficit which will be made

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up from increased fees and taxes, reduced services, or dipping into the Arlington tomorrow
fund. Meanwhile a veritable goldmine exists in the luxury boxes which would allow us to
maintain services without further burdening the general population with coercive taxes or
fees.
Q: What is an uncomfortable truth about your city that voters must confront?
A: We don't vote and we need public transit. The solution is to get more people to vote.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: I think first the city needs to enforce its current drilling ordinance rather then the ad-hoc
system of Special Use Permits. I fsr as safety and interests of the citizen that needs to be
viewed in the long run as over the life of the wells a number of problems could arise which
will require remidiation.

Gene Patrick
Biographical Info:
Name: Gene Patrick
Street Address: 2305 Castlerock
City/Town: Arlington
State: Texas
Date of Birth: July 16,1940
Work or Campaign Office Phone Number: 817-640-1694
Home Phone Number: 817-640-1563
Mobile Phone Number: 817-475-1966
E-mail Address: gparlington@aol.com
Questions:
Q: Length of residency in the city
A: My family moved to Arlington in 1951 and I have lived here from then thru 1966 and
again from 1986 to the present.
Q: Length of residency in the district, if applicable
A: 1951-1966 and 1986-2011
Q: Occupation/main source of income
A: Creative Consultant and investor
Q: Current civic involvement/highlights
A: Member at-large Arlington City Council Chairman-Fiscal Policy Commitee Arlington
Chamber Board of Diectors Downtown Management Corp Board
Q: Previous civic involvement/accomplishments
A: American Heart Assn. Board Arlington Art Museum Board Theatre Arlington Board
President Downtown Arlington Inc.
Q: Education
A: Arlington High School Arlington State College
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: About $5000 to date
Q: Who are your top three contributors?
A: ARBOR TXPAC Rick Merritt
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: no
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Long time knowledge of Arlington and it's issues plus a very full business and
management career.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1-Redevelopment policies 2-More attention to basic City services 3-More effort and
action toward Infastructure improvments.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Experience and motavation to serve.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you

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evaluate the job your city has done to date in attracting such development?
A: It is a high pritory and I intend to put more attention on attracting new small business
as well.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: I think we are changing rapidly and we need to begin adjusting to the new conditions
now.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Work closly with State and Federal agencies including pushing them to act!
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I do and I favor the local option method.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: - no response -
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Yes,but there is always room to improve.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: We have supported several developments that have built our sales tax base...we should
continue that policy.
Q: What is an uncomfortable truth about your city that voters must confront?
A: - no response -
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: We are in the process of revising our existng laws and should complete that work as
soon as possible.

Arlington Mayor
Description:

Candidates (choose 1):

Robert Cluck

Biographical Info:
Name: Robert Cluck
Street Address: 5820 Bay Club Dr
City/Town: Arlington
State: Texas
Date of Birth: 3/20/1939
Work or Campaign Office Phone Number: 817 265 6777
Home Phone Number: 817 265 6777
Mobile Phone Number: 817 823 3788
Fax Number: 817 457 4766
E-mail Address: rcluck@sbcglobal.net
Campaign Web Site Address: None
Questions:
Q: Length of residency in the city
A: 40 Great Years
Q: Length of residency in the district, if applicable
A: 40 wonderful years
Q: Occupation/main source of income
A: Physician and Medical Director
Q: Current civic involvement/highlights
A: I serve as Vice President for Medical Affairs at Arlington Memorial Hospital. Previously, I
was a practicing physician (ob/gyn) in Arlington, where I delivered many babies (citizens)
Q: Previous civic involvement/accomplishments
A: I received my medical training from the University of Texas Southwestern Medical

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School, and then served in the U.S. Air Force as a medical officer. I was a co-founder with
my physician partners, of the Medical Clinic of North Texas. Previous to my election as
Mayor, I served two terms on the Arlington City Council.
Q: Education
A: SMU:BS Southwestern Medical School: MD Parkland Hospital : Rotating internship
followed by OB-GYN residency
Q: Previous public offices sought/held:
A: I first ran for public office in 1999 when I was elected to Arlington City Council. After
four years service as a member of the Council, I successfully ran for Mayor in 2003 and
have been re-elected in three subsequent elections. I am honored the citizens of Arlington
allow me the opportunity to serve as their voice in the Mayor’s Office.
Q: How much funding have you raised for your campaign?
A: A little over $100,000 which will help me communicate with the citizens that my vision
for Arlington includes more good paying jobs, strong police and fire departments and
continued improvement of our roads, streets and highways.
Q: Who are your top three contributors?
A: Mike Patterson Chris Carroll Arnold Petsche
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Working with my fellow City Council members, Arlington has created jobs and economic
opportunity, even in a very tough economy. I want to continue working with my colleagues
to see that more good jobs are created in Arlington. Our community has significant
opportunities to increase our standing as a destination for corporate headquarters. My
experience helps ensure we realize these opportunities. I also want to continue improving
our mobility. Now that I-30 has been expanded and improved, my focus is on needed
upgrades for State Highway 360 and continuing to improve our city streets. And I have the
experience in public safety to ensure our police and fire departments are strong and
staffed with the best trained professionals.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I will continue pursuing good jobs for our community by recruiting responsible
development and corporate campuses. Our City must continue to strongly support UTA and
its state funding. And I will continue to look for innovative initiatives that can help ensure
our mobility is improved. We have the means to accomplish our goals without raising the
property tax rate. Also I am seeking new hotel opportunities.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: The citizens have honored me by electing me to represent them at City Hall. We have
worked with our citizens on hundreds of issues and together we have a record of
strengthening public safety, delivering high quality, dependable neighborhood services and
living within our financial means. I believe I am the best choice because I listen to our
citizens and then work with them to accomplish our goals.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Arlington has always been a destination for out of town visitors. Cowboy Stadium has
joined Six Flags, Texas Rangers baseball, Levitt Pavilion and other destinations as a
premiere attraction. With more visitors and tourists come more opportunities. We must
seize these opportunities by expanding our hotel accommodations and strongly considering
an expansion of our convention center. Tourism has long been an economic strength of
Arlington. By accommodating the increased demand for hotels and convention and meeting
space, we further expand job opportunities and our city’s tax base.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: As I have previously stated, it is the responsibility of the U.S. Congress and the federal
government to determine the immigration laws of our country. I do not believe it is
appropriate for our city to undertake what is clearly the responsibility of another level of
government. When the federal government determines future immigration laws, we will
abide by and enforce the laws of the land. Regardless of an individual’s status, Arlington
will continue to aggressively seek prosecution of those who commit personal or property

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crimes against our citizens.


Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Arlington continues to responsibly address the challenges of natural gas drilling. From
public safety to clear water and air, we continually work with our staff experts and outside
experts to ensure our citizens are able to reap the benefits of gas drilling in a safe and
non-obtrusive way. We will continue to ensure the drillers and producers respect our city
and its residents.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I support giving our citizens a choice, an opportunity to vote on supporting or not, a
regional transit system. Ultimately, as I have in the past, I will respect the choice our
citizens make. In the meantime, I am pleased our citizens and visitors have a much
improved I-30 corridor, which has greatly improved east-west mobility in North Arlington.
Now, we must focus on north-south mobility improvements. I am dedicated to working on
SH 360 improvements as well as continued street improvements through our voter
approved street maintenance tax.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Super Bowl XLV was a shining example of regional cooperation. I expect the spirit of
cooperation to continue as the region vies to host other significant sports and political
events. The economic boost – long term and short term - is so significant for the entire
Metroplex that we must work together in our pursuit of these events. And of course, we
will continue to work in unity on regional transportation and air quality solutions.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: We deliver dependable and high quality services in a cost-effective manner. That in part
is why we have not increased the property tax rate in many years. We have well educated
and trained police officers and fire fighters. Our water service is dependable and safe. Our
garbage collection is completed on time and we have a comprehensive curb-side recycling
program. Our landfill efficiency is maximized through best practices implemented by our
operator. Code Compliance has been strengthened over the last few years and our Parks
Department is outstanding. I am very proud of the citizen services we provide every day.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: We have balanced the budget without an increase in the homeowner property tax rate
every year during the “storm”. Arlington tightened its financial belt, just like Arlington
families and we were able to maintain a better financial position than many cities because
of the sales tax revenue generated from visitors coming to our destinations. We will
continue to maintain our city services at appropriate levels without a tax rate increase.
Q: What is an uncomfortable truth about your city that voters must confront?
A: We are confronting the need to help some of our citizens who have suffered due to
regular flooding of their homes and neighborhoods. In concert with the federal
government, we are fixing this problem.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: Arlington continues to responsibly address the challenges of natural gas drilling. From
public safety to clear water and air, we continually work with our staff experts and outside
experts to ensure our citizens are able to reap the benefits of gas drilling in a safe and
non-obtrusive way. We will continue to ensure the drillers and producers respect our city
and its residents.

Carl Scrivner

Biographical Info:
Name: Carl Scrivner
Street Address: P. O. Box 2052

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City/Town: Arlington
State: TX
Date of Birth: 02-12-1942
Work or Campaign Office Phone Number: 817-548-1067
E-mail Address: CarlScrivner@att.net
Campaign Web Site Address: CelebrateAmericaVote.org
Questions:
Q: Length of residency in the city
A: I have lived in Arlington Texas for 39 Years.
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: I am a Business Owner providing Bookkeeping and Tax Services.
Q: Current civic involvement/highlights
A: Involvement in the community for me spans 39 Years. My children and my
grandchildren make Arlington their home. My current community involvement includes:
member of the Arlington Chamber of Commerce; member of the Kiwanis; and Treasurer of
the Tarrant Alliance for Responsible Government PAC.
Q: Previous civic involvement/accomplishments
A: In addition to my current involvment, I served as AARP Tax Volunteer and member of
the 2010 AISD Citizens Advisory Committee-Financial Futures Committee.
Q: Education
A: I have a Business Bacuralate (Bachlor's) Degree-Accounting, Business Major, University
of Texas at Arlington.
Q: Previous public offices sought/held:
A: Candidate for Arlington District 5 City Council in 2005
Q: How much funding have you raised for your campaign?
A: Contributions are still in progress for my campaign by concerned citizens.
Q: Who are your top three contributors?
A: My top contributors are Arlington Citizens who want a "No Debt" with "No Tax Increase"
government.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: My supporters consider me the “No Debt” with "No Tax Increase" candidate for Arlington
mayor. For those seeking a caring quality of life, this community does not want to be deep
in debt, densely populated and heavily taxes. Other cities have mistakenly been lured into
this path with tragic economic and social consequences. Strong financial and management
skills are needed to reduce our City’s debt while maintaining a high quality of essential city
services. These skills include: UTA accounting graduate; successful small business owner
providing tax and bookkeeping services; Internal Revenue Service Enrolled Agent; and a
proven leader as a financial manager with 30 years experience.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Our long-term local government debt is $2.4 Billion. Arlington budgets approximately
$14 million for interest each year on debt that is not related to essential city services or
the stadium. This subject debt is for improvement projects which should be prioritized and
completed as cash becomes available. Second, available cash from debt reduction would
eliminate a Challenge Grant ($5 million loan) that was required to balance the budget this
year and is forecast for next year. Third, money is needed to close a $245,000 shortage in
Arlington's retirement fund.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: The key difference is that my opponent is moving debt down the "road" for future
generations to pay. My supporters and I want Arlington City to move toward "cash and
carry" which is possible with prioritization of capital projects. Currently about 35% of
property taxes are earmarked for debt.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: If development is attracted to the city, that means that Arlington is a good place to live

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and work and that is high on my priority list. A city that is out of debt is even more
attractive. I think that too much emphasis has been placed on Arlington being a "fun" city
for visitors and not enough on Arlington being a "family" city for its citizens.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: The 2010 initial census reports indicate the population for Arlington did grow but growth
was moderate. This indicates that Arlington is no longer a primary developing and
expanding city, but now needs to concentrate on maintaining high quality essential
services.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: People in this country illegally are breaking the law. The police department should
enforce all laws with evidence of probable cause that a crime has been committed. Citizens
can help by reporting crime to form an accurate profile of crime to expend and allocate
resources.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I favor a private transit system that will pay to Arlington a franchise fee for use of
Arlington's streets. Taxpayer money should not be spent for a system that nobody will
ride.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Arlington is only 7 miles wide, East to West, and only 14 miles deep, North to South.
Arlington is a part of a multi-city network. Regional partnerships that benefit Arlington
citizens should be considered. The partnership and benefit needs to be identified and
evaluated for any further comment.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I do think that Arlington employees are the best and the most cost-effective. I do think
that "consultants" are "over" used by the city council. Arlington has a wide variety of
citizens with expertise in many areas. I think that Arlington should look to its citizens for
solutions to problems before hiring consultants. An example is a recent consultant study for
"Hike and Bike" that cost approximately $250,000 and is based on data that is very, very
questionable. A citizens volunteer task force could have done a better job.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Our long-term local government debt is $2.4 Billion. Arlington budgets approximately
$14 million for interest each year on debt that is not related to essential city services or
the stadium. This subject debt is for improvement projects which should be prioritized and
completed as cash becomes available. With proper Prioritization, debt can be eliminated.
Debt is bad and very bad for the future of our children. Our children deserve a debt-free
future. My supporters consider me the “No Debt” and "No Tax Increase" candidate for
Arlington mayor. For those seeking a caring quality of life, this community does not want to
be deep in debt, densely populated and heavily taxes. Other cities have mistakenly been
lured into this path with tragic economic and social consequences.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The uncomfortable truth is that Arlington City is in debt. City debt issued in 1993 is still
outstanding. Debt is being refinanced and pushed into the future. This is bad for the future
of our children. This subject debt is for improvement projects which should be prioritized
and completed as cash becomes available.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: Gas drilling is dangerous but profitable. There has to be a balance between property
owners and gas producers. Current ordinances are design to protect citizens based on the
best safety industry knowledge currently available. These ordinances must be constantly
managed and monitored to ensure citizen safety as new knowledge for safe practices
becomes available. Citizen safety is the highest priority.

Carrollton City Council, Place 2


Description:

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Candidates (choose 1):

Bonnie Kaplan

Biographical Info:
Name: Bonnie Kaplan
Street Address: 2232 Meadow Dr.
City/Town: Carrollton
State: Texas
Date of Birth: 10/24/1945
Work or Campaign Office Phone Number: 214-315-9005
Mobile Phone Number: 214-315-9005
E-mail Address: bonniekaplan@mac.com
Campaign Web Site Address: pending
Questions:
Q: Length of residency in the city
A: 14 years
Q: Length of residency in the district
A: 14 years
Q: Occupation/main source of income
A: Attorney/Mediator
Q: Current civic involvement/highlights
A: President, A.W. Perry Museum Society
Q: Previous civic involvement/accomplishments
A: Vice-President - Metrocrest Social Services, Vice-President - Carrollton Womens' Club,
President - Denton County Child Protective Services Board, Court Appointed Special
Advocate (CASA) Denton County advocate, DCRP precinct chair - 203, President - Denton
County Pachyderm Club, Volunteer mediator - Denton County Mediation, Volunteer
mediator - Dallas County Mediation
Q: Education
A: B.A. Barat College - Political Science, Juris Doctorate - Illinois Institute of Technology -
Kent College of Law
Q: Previous public offices sought/held:
A: Carrollton City Council Place 1 - elected in 1999, ran for Carrollton Mayor - defeated in
2000
Q: How much funding have you raised for your campaign?
A: I have not sought funding for my campaign.
Q: Who are your top three contributors?
A: n/a
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I have never been arrested. I have never been personally involved in any criminal
proceedings. I am a former criminal prosecutor and judge and there have been several
background checks made on me for my profession and work. I have passed all of them.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for Carrollton City Council, Place 2 because these are difficult times that
require a council member to have experience working with a city council. I am the only
candidate in my race who has the proven experience of being a council member. Watching
city council meetings is no substitute for actually being the decision maker. Besides being a
council member, I have served as President or Vice-President on several local boards of
directors. I have always assumed a leadership position in the organizations I have served.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. I would do everything in my power to balance the budget. There are items in the
budget that will need to be cut or reduced and I will advocate for such cuts or reductions.
There is no cost associated with this. 2. At the present time, there is a judicial committee
within the council that oversees the municipal judges. I will advocate returning this

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oversight power to the city manager. That would prevent political pressures being placed
on the judicial committee. This probably requires a change to the city charter. 3. Three
quadrants of our city have an ambulance at one of their fire stations. The northeast
quadrant does not have a city ambulance within its boundaries. This area includes Hebron
High School. I know that fire trucks have the ability to respond to emergency calls, but
only an ambulance can transport a patient to the hospital. It seems that fairness and
necessity require that we purchase another ambulance. I am already "pushing for them."
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Both of my opponents are very nice men. The key difference between my opponents
and myself is legislative experience and proven leadership. One of my opponents has
never served the city in any capacity, for instance, as a board member. The other has
some board experience, but by his own admission, is trying to sort out how things are
done on council. I already know how the council works and how to accomplish goals.I
already have worked on a variety of boards to achieve desired goals. I am a proven
leader.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting commercial development to Carrollton is one of my top priorities. In the
past, the city has lost opportunities for attracting development due to previous city
councils. The current council is very aware of the need to attract development, perhaps by
using incentives. The last few years have demonstrated the city's ability to expand
development by attracting 3 new hotels to be built near the George Bush tollway. That was
accomplished by the Mayor speaking directly with private investors. This showed initiative
and creativity on the part of our leaders. This current council has done an excellent job.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Carrollton is now a minority/majority city. There has been tremendous growth in the
Hispanic and Asian communities. The city has dealt effectively with the Asian community
as evidenced by the stores, restaurants, and spa located near Old Denton and the George
Bush tollway. Also, the area around Beltline and Josey has had some renovations. The city
is planning more changes to the storefronts in this area to make it more attractive to
customers. I have noticed more participation in community activities by the Asian
communities. We need to find some way to reach out more effectively to the Hispanic
community. In this year's election, we have candidates from these minority communities.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: This is a very touchy issue. Farmers Branch has incurred huge legal fees because of
their ordinances that refer to illegal immigration. My main concern with this issue is that
the Federal Government has preempted the issue of immigration, yet they do not enforce
their own laws. I would not favor passing ordinances to address illegals at this time until
we see the ultimate outcome of the Farmers Branch litigation. Our police department
should enforce all local laws and if this means arresting illegals for violations of the law,
then that should be done. Persons should not be arrested just because they are illegal.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I favor a seamless regional transit system. All of us in Carrollton who purchase things
have helped to make it happen because we pay 1% extra per dollar spent in sales tax to
fund DART. Make no mistake, our citizens have helped to make the transit system a
reality. We politicians now must cooperate with other entities, such as the Denton County
Regional Transportation authority to make sure the routes are seamless.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Regional partnerships can be very effective, but not for all areas of city government. I
am concerned about regional partnerships affecting the delivery of services in the area of
public safety. I understand that no one wants to duplicate expensive services that could be
shared, I have concerns that in case of a large emergency or natural disaster, a city could
be under-protected.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Carrollton's city manager, chief financial officer, and city council have worked diligently
to remove wasteful spending from the city budget. Carrollton uses the concept of managed
competition to lower the departmental costs. If a department cannot lower their costs, the

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city attempts to outsource the work at a lower cost than it can do in house. Other cities
consult with Carrollton to emulate our success with managed competition. As a new city
council member I would continue to carefully look for waste or duplication in services.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The current leadership has been very successful in weathering the economic storm.
Unfortunately, this year the city expects to have a $2.3 million shortfall due to the
decreases in revenue from property, sales and franchise taxes. I expect that we will have
to reduce or eliminate programs or activities that are not essential. I consider maintaining
roads, sewers and other basic infrastructure to be essential.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Although Carrollton's crime rate has declined, there is still too much gang activity in
various parts of the city and just outside our borders. This is of great concern to citizens
who live in the affected areas.
Q: What are the key development issues in Carrollton? How do you propose creating more
development at your three DART transit centers?
A: The key development issues are at the three DART transit centers. The plans for
development in downtown Carrollton are in place. It is important to develop the Frankford
and Trinity Mills transit centers as carefully as has been done for downtown Carrollton.
Incentives to developers can and should be used at these locations. Redevelopment is also
an important issue. The shopping center at Old Denton and George Bush Tollway is an
example of excellent redevelopment.
Q: Do you support the formation of a separate Farmers Branch Independent School
District? If so, how will you go about obtaining the necessary special legislation to change
current requirements that a new school district have 8,000 students?
A: Although I am not a resident of CFBISD, I am not in favor of forming a separate
Farmers Branch Independent School District. With the current trend being for regional
cooperation, it would be a waste of taxpayers' money to establish a new and separate
school district. I do not see any benefits from a separate Farmers Branch Independent
School District.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: Texas state law regulating oil and gas production is in a constant state of change. Rules
governing conservation of oil and gas are regulated by statute and the Railroad
Commission rules regarding drilling and production. Not being familiar with natural gas
drilling, I do not know if the city is doing enough to ensure the safety and interests of its
citizens. I will definitely look into this if elected to city council.

Anthony Wilder

Biographical Info:
Name: Anthony Wilder
Street Address: P.O. Box 117298
City/Town: Carrollton
State: TX
Work or Campaign Office Phone Number: (214) 919-4958
E-mail Address: Anthony@WilderForCarrollton.com
Campaign Web Site Address: WilderForCarrollton.com
Questions:
Q: Length of residency in the city
A: 3.5 years - I was born and raised in Dallas, Texas. We moved to Carrollton in
September, 2007. North Texas has been my home for all but 3 years in Austin while
attending the University of Texas.
Q: Length of residency in the district
A: 3.5 years

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Q: Occupation/main source of income


A: I am self-employed in software development. I’m currently directing the expansion of
online services for a client from a full, robust website to mobile platforms, including Apple
iOS, Android, BlackBerry and Window Phone 7. I also assist a client with the
implementation of their proprietary administrative software for their clients.
Q: Current civic involvement/highlights
A: Attended 45 of the last 54 Carrollton City Council meetings/work sessions DCRP Area
Leader for east Carrollton, Dallas and Plano DCRP Chair for Precinct 200
Q: Previous civic involvement/accomplishments
A: Member of City of Carrollton's Property Standards Board 2009-2011, Vice-Chair
2010-2011 Election Judge for Precincts 200 and 221 in 2010 RPT State Convention
Delegate 2010 RPT Senatorial District 9 Convention Delegate 2010 Youth Mentor at
Sojourn Church 2006-2010 Vice-President of Lighthouse International Missions, Inc.
2003-2006 Eagle Scout – attained in 1988
Q: Education
A: University of Texas at Austin Major: Mathematics Concentrations: Actuarial Sciences,
Risk Management and Insurance
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: Monetary funds - $966, In-kind Contributions - estimated $201 value
Q: Who are your top three contributors?
A: Individuals and families
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: In October of 2008, I was frustrated with the events going on nationally. I wanted to
make a difference, so I got more involved. I could not go to Austin or Washington, D.C., so
I went to city hall. Since then, I have attended 45 of the last 54 city council meetings/work
sessions and served for 17 months on the Property Standards Board. I’m now seeking your
support to bring transparency, efficiency and accountability to the city government. Within
our city government, ordinances, inter-local agreements, change orders and large
construction contracts can be added to an agenda on a Thursday, posted on a Friday, voted
for on Tuesday and executed later that week. There are some checks and balances in
place, but it really is that simple and that fast. This authority requires stewardship by
principled people of integrity, character and perseverance. I have proven to be an
individual of high integrity, whether it was in my efforts as the Vice-President for
Lighthouse International Missions, Inc. in which I handled the receipt and deposit of all
monetary funds for 3 years or in the time tracking approach I use to bill clients in which I
track every minute I’m working and not working on billable activity. In my activities with
several prior employers as well as in work-related assessments, it has been noted
repeatedly that I persevere to get problems resolved. The perseverance was initially noted
with my achievement of the Arrow of Light and attainment of Eagle Scout. My character is
clearly defined in my reliance and faith in the Bible.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Balance the Budget - Balancing the budget with a tax rate increase is not an option. The
city faces a projected $2.1M shortfall in the next fiscal year. Cuts in the general fund
budget are inevitable, but necessary. In addition to cuts, I will push for more efficiency by
supporting and promoting the implementation of the managed competition program in
departments that have not done so already, including Accounts Payable, Streets &
Drainage (within Public Works), Engineering and Library Services. I’m committed to
keeping the council and City Manager on course to determine the most efficient and
effective ways to provide necessary city services, whether they are through co-sourcing,
insourcing or shared services. Public Safety - Fire station number 8 near the corner of
Huffines Blvd and Hebron Pkwy needs to be built to provide adequate fire protection for
the northwest portion of the city. The funds to build the station are available if 3 other CFR
projects are deferred and an additional $550,000 is made available. I will pursue the
additional funds from other projects in the Capital Improvement Plan for fiscal years
2012-2014. The recurring costs of the station is the more difficult problem to solve,
specifically the costs of the 11-14 personnel that is projected to average $1.1M over the
first 9 years of the station. The current council is pursuing the reallocation of engine 112

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from station 2 to station 8 to provide the initial staffing, thus removing the need for extra
recurring costs in the general fund budget. Economic Growth - I’m in favor of economic
development and retail redevelopment like almost all other citizens of the city. Carrollton
has 3 DART rail stations in the city that will have transit-oriented development. I intend to
push forward with the plans that were agreed to 2 years ago for development at the
downtown station and to actively seek opportunities for growth at the other 2 stations. We
also are beginning work on 2 new hotels and a conference center in the city. I will push the
developers for achievement of already agreed upon milestones and initiatives. Two other
keys to economic growth are the attraction/retention of the commercial industrial entities
and redevelopment of the many retail sites without anchor stores. Although we all want
more retail and restaurants, we cannot lose sight of these two key pieces of the tax base.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have attended 45 of the last 54 Carrollton City Council meetings/work sessions and
have served on the city's Property Standards Board for the last 17 months. I have become
engaged in the affairs of the city council and staff. I have spent countless hours meeting
with staff, council members and citizens. I have been preparing for some time to be the
best public servant possible for the citizens of Carrollton. In contrast, my opponents
started showing up at the council meetings in March now that it is election time.
Additionally, I have the disposition and perseverance to work through the issues to provide
and implement solutions. I'm not a former council member from 1999 who did not fulfill a
full term, but an individual of integrity and character who will bring fresh, new ideas to the
council. I desire and enjoy engagement with the community about the municipal
government and the future of the city and encourage and welcome community
involvement, especially after the election when it is needed the most.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Economic development is one of the top 3 priorities (see earlier question about three
important actions). We have excelled in the attraction of commercial industrial entities to
the city and there is no reason to doubt we will not be the regional and national leader in
this area going forward. In the last 3 years, I think the city has done a good job attracting
retail and residential development. We have a TOD catalyst that should break ground in
June, a mixed use/high density development near Hebron and Josey (including a Sprouts)
and a two hotel/conference center project kicking off in the near future. However, if you
look back 5-7 years, the city has not done well compared to our neighbors. As some
council members in the recent past have admitted, they deferred action too long on transit
oriented development while neighboring cities pushed forward and completed similar
mixed use/high density projects.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: The Asian and Hispanic populations are increasing, the median age is now below 35
years and over two-thirds of the city is below age 45. Carrollton is open to the growth and
diversity, regardless of ethnic background or age.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Before addressing the city’s efforts, we cannot overlook the responsibility that the
Executive Branch of the US Government has with respect to this issue. For far too long, the
Executive Branch has neglected to address this growing problem. The Executive Branch
must secure the southern border of the United States in order to deal with the root cause
of the issue. Efforts by state or local law enforcement only address the symptoms of the
issue. The city participates in the Immigration and Customs Enforcement (ICE)
Immigration and Nationality Act (INA) Section 287(g) program. The city detention facility
searches an immigration database to determine if a detainee is wanted for immigration
related issues. Per a Memorandum of Agreement between the city and ICE, the Carrollton
Police Department (CPD) can perform interviews with those arrested for state offenses. If
there are county charges, those arrested are transported to county jails. ICE eventually
takes custody of those arrested for state offenses. The CPD is doing what it can to curb the
problems from illegal immigration in the city via the 287(g) program and their efforts are
in alignment with citizen feedback received by the council in early 2009.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I am currently opposed to a seamless transit system for the DFW region for a couple of
reasons. First, who is going to pay for the extra 251 miles of rail to achieve the 2030 vision

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map, which has been estimated at $18.5B (including $7.6B from DART alone)? Second, will
DART and other transit entities within the region maintain autonomy over their sections?
Third, it has been suggested that the projected Cotton Belt Line be funded through a public
private partnership. If so, what happens if the usage does not meet the expectations of the
private entity? Are tax rates increased to fund the lack of usage? I’m willing to discuss this
topic further, but am inclined not to support it at this time.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Public safety accounts for 63.88% of the general fund budget in Carrollton. I support
and will encourage investigating approaches to more efficiently provide this necessary city
service. Limited regional shared services with the Addison, Carrollton, Coppell and
Farmers Branch police departments occurs currently. I would like to pursue expansion of
shared services for the police department, but do realize that adjacent cities do have
distinctly different forced compliance techniques and paperwork. For the fire department,
I’m interested in the costs and implications of implementing a regional dispatch with
adjacent cities, such as Farmers Branch and Addison. If it produces better service at a
cheaper long term cost without sacrificing the autonomy of the municipalities, I would be
supportive of the transition to regional dispatch.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Since 2001, the city has pursued managed competition in many departments to reduce
waste and inefficiencies. This program has resulted in $25,000,000 in cost savings, but
there is still more efficiency that can be achieved. Four business units are currently under
evaluation for the managed competition program: Accounts Payable, Streets & Drainage
(within Public Works), Engineering and Library Services. I’m committed to keeping the
council and City Manager on course to determine the most efficient and effective ways to
provide necessary city services, whether they are through co-sourcing, insourcing or
shared services.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: As mentioned in the answer to the last question, the city began implementing the
managed competition program several years ago. When the recent economic downturn
occurred, Carrollton was better positioned than most municipalities to handle the
decreased revenues. I think the current leadership made the right choice to make cuts
instead of increasing the tax rate in 2009. Revenues from sales and ad valorem taxes are
still low to the point that we have a projected $2.1M shortfall in the fiscal year 2012
budget, so further reductions are necessary. I would like to pursue the movement of items
from the general fund to the enterprise fund for some city services that are not vital. As for
maintaining infrastructure, the city currently uses bond funds from a 2007 election to fund
the capital improvement projects.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Debt servicing and continued reliance upon debt to fund capital improvements are
disturbing to me and many of the citizens of Carrollton. The outstanding debt principal is
currently above $193M. Over $8M in the fiscal year 2011 budget will go towards interest
alone. Over 34% of the ad valorem tax revenue will go straight to debt servicing in fiscal
year 2011. A few citizens have mentioned this will be paid off in 10 – 20 years, but more
borrowing in the amount of $60.79M is on the way in fiscal years 2011 – 2016. We cannot
keep borrowing from tomorrow to pay for today’s desires.
Q: What are the key development issues in Carrollton? How do you propose creating more
development at your three DART transit centers?
A: The current transit oriented development catalyst project at the downtown station is not
progressing as expected. The current council has begun work on backup plans in case the
June 1 ground breaking does not occur. We have to decide whether to continue with the
current vendor or move on and hire another vendor to get the job done. Until this project
moves past phase 1, I believe we are hamstrung in attempts to attract other private
investment to the 3 DART stations.
Q: Do you support the formation of a separate Farmers Branch Independent School
District? If so, how will you go about obtaining the necessary special legislation to change
current requirements that a new school district have 8,000 students?
A: No
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: I do not think this is an issue for Carrollton. The local natural gas drilling efforts have

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focused on the Barnett Shale. The formation’s eastern border is approximately 10 – 15


miles west of the city limits.

Carrollton City Council, Place 4


Description:

Candidates (choose 1):

Bob Garza

Biographical Info:
Name: Robert (Bob ) Garza
Street Address: 2102 Cannes Drive
City/Town: Carrollton
State: Texas
Date of Birth: 12/28/1944
Work or Campaign Office Phone Number: 214-533-8782
Home Phone Number: 972-820-6964
Mobile Phone Number: 214-533-8782
E-mail Address: bobgarzacampaign@hotmail.com
Campaign Web Site Address: www.bobforcarrollton.wordpress.com
Questions:
Q: Length of residency in the city
A: 22 years
Q: Length of residency in the district
A: 22 years
Q: Occupation/main source of income
A: Recently retired Income sources are Social Security and Pension
Q: Current civic involvement/highlights
A: City of Carrollton Transit Oriented Development Committee City Charter Review
Committee Senior Adult Services ---- Chairman Dallas Telco Credit Union Board Member
Q: Previous civic involvement/accomplishments
A: Trinity Medical Center Board (now known as Baylor Medical Hospital - Carrollton) Bea's
Kids Board Member Metrocrest and Farmers Branch Chambers Board Member Oak Cliff
Chamber Board of Direectors Chairman Brookhaven Country Club Board of Directors
Chairman
Q: Education
A: Obtained BBA in Management Science from The University of North Texas
Q: Previous public offices sought/held:
A: Ran for Carrollton City Council Place 3 in 2006
Q: How much funding have you raised for your campaign?
A: $3200
Q: Who are your top three contributors?
A: Bob Garza Herb Weidinger Jeff Andonian
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I have always had a passion to serve and I feel I have a lot to offer the residents of
Carrollton. I just recently retired with 35 years of business experience and a diverse
background in Finance, Auditing, IT, International and Governmental Relations. I have
served on the Transit Oriented Development (TOD) Committee for the last 3 years and
also served on the Charter Review Committee appointed by council. I have served on
chamber boards, hospital board and other non-profits in the city and familiar with city
needs. Prior to retiring, I worked with cities, counties and Texas agencies across the state

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for several years and know how these entities operate and what they are going through.
Armed with all this experience has prepared me for the council position.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. Develop the TIRZ/TOD area with quality business and retail tenants; 2. Create
incentives to attract domestic and international companies; and 3. Look for new sources of
revenue and maximize existing revenue streams Developing the TOD is the cities biggest
challenge and biggest opportunity at the same time. The TOD area has been designated
for tax abatement but needs developer's commitment to begin the job of building. As a
member of the council I will work hard to create attractive incentives to encourage
interest. I personally will work with TxDOT and DART to make the TOD area a destination.
Financing to build the city's infrastructure is a task the council will need to focus on and I
plan to be a part of that using my business and transportation experience.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have 35 years of business experience in Finance, Auditing, IT, international and
Governmetal Relations. I am retired and dedicated to focus my energy to do the best job
possible. I have experience in working with city, county goverments as well as TxDOT. I
understand how city governement works and know how to work within the city charter and
state law requirements. I have lived in Carrollton for 22 years and have invested many
years of volunteer work to help senior citizens and underprevildged kids in the community.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: This is tops in my list of priorities. Of the 3 main revenue streams for the city, the sales
tax revenue is a very important one. Sales tax revenues between businesses is my major
focus. It is also key to the city's sustainability. Carrollton has done well internationally in
Korea and other asian countries but we must also focus on residential/commercial
development as well.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Carrollton is rich in culture and is blessed with a number of different ethnicities. The
names on the Carrollton ballot this election speak for themselves. This is perhaps the most
diverse list of candidates ever seen on a city council ballot. This,in my opinion is due to a
very positive and inclusive attitude among Carrollton residents. My pledge to the people of
Carrollton is to bring these cultures together and begin with gaining better knowledge and
understanding of our differences and celebrate those differences in a positive way. Creating
a multicultural group to begin that process is something I would work on.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Carrollton previously elected to participate in the 287G program, and I would not
change that now or in the future. Our efforts should focus on public safety for Carrollton
citizens. We have a good trend in decreasing crime in our city and we should keep our
focus on that and leave immigration to the federal government.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: Transportation is certainly high on my list. Interstate 35E is in dire need of a complete
redo that would complement our TOD area from Old Downtown Carrollton to Frankford. I
would get invovled with the RTC, NCTCOG, DART, NTTA and TxDOT and make sure
Carrollton is represented when regional transportaion decisions are made. Carrollton must
be a player if we are to get the funding needed.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: There is more leverage in numbers and with the help of other cities in the region I think
we could negotiate better medical rates, better purchasing power for materials and fuel if
we collaborate with our neighboring cities.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Carrollton does a good job in many areas but I beleive there is more that can be done.
Technology I believe is a big key to delivering services better, faster and cheaper. The cost
of technology is a challenge but certainly needs to be considered. Offering residents the
ability to do business with the city online and on demand is certainly an area I would
explore.
Q: How has the current leadership done in weathering the economic storm? What ideas do

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you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The city has taken some very effective measures which include introducing competition
at the department level and outsourcing when it makes sense. Several force reductions
and a hiring freeze has brought the employee number back to what they were in mid
1980s with no apparent negative impact on services to date. Addionally, some contracts
have been renegotiated and the introduction of managed shared services has brought
about new thinking. The cutting of nonessential services has been key cost cutters.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Getting voters to vote. In a city of 120,000 it is good if 10 to 12 per cent of the voters
turn out to vote. I would really like to see more voters have a say in who runs our city and
state government. We must also embrace the many cultures by celebrating our diversity.
Q: What are the key development issues in Carrollton? How do you propose creating more
development at your three DART transit centers?
A: The development issues center around the transportation areas of DART, I-35E, Beltline
and the cottonbelt. The three DART stations are destinations areas that need to be
developed. The area has been designated as a tax abatement zone but I propose we must
take a deeper look and create some inviting incentives if we are to get this done. The
economy and lack of financing on specualtive projects has been tough to overcome. We
MUST figure out a way to work around this.
Q: Do you support the formation of a separate Farmers Branch Independent School
District? If so, how will you go about obtaining the necessary special legislation to change
current requirements that a new school district have 8,000 students?
A: I beleive it to be very risky and expensive to create a separate ISD for Farmers Branch.
With districts across the state laying off teachers and staff and cutting budgets, it does not
make sense to be adding to the stress here in the Carrollton/Farmers Branch area.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: At the moment there is no drilling activity and probably will not happen soon. However,
in the event there was signifcant interest, the city has the proper ordinances to deal with
that demand.

Cathy Henesey

Biographical Info:
Name: Cathy Henesey
Street Address: 3903 Cedar Ridge Lane
City/Town: Carrollton
State: Texas
Date of Birth: 5/13/64
Work or Campaign Office Phone Number: 214-725-0710
Home Phone Number: 214-725-0710
Mobile Phone Number: 214-725-0710
E-mail Address: cathysphr@verizon.net
Campaign Web Site Address: www.cathyforcarrollton.com
Questions:
Q: Length of residency in the city
A: I grew up in Carrollton and graduated from Newman Smith High School in 1982. I
attended Texas Tech University receiving my MBA in Human Resources Management. I
have lived in multiple cities and traveled extensively for my career. When it was time to
settle down, I came back to Carrollton to purchase my first home. I have lived there for
the last 10 years.
Q: Length of residency in the district
A: I have lived in the Dallas and Carrollton area for a total of 18 years after high school.
Q: Occupation/main source of income
A: I have been in recruiting for the last 20 years and currently work full time as a
Recruiting Manager for Children's Medical Center of Dallas.
Q: Current civic involvement/highlights

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A: Hunters Creek HOA President – 2006 - present • Major Budget Overhaul and Property
Dispute Resolution • Ensure City Ordinance Enforcement Keep Carrollton Beautiful –
Current Chair • Major Budget Overhaul and Reorganization • Plan and Organize Green
events that promote reuse and recycle Republican Precinct Chair 215 – 2008 - present •
Election Judge last two elections and consistent participation and financial support •
Precinct 215 voted all GOP candidates! Dallas Mayor’s Committee for the Employment of
People with Disabilities - Current Board Member
Q: Previous civic involvement/accomplishments
A: Traffic Advisory Board –2 yrs • Perfect Attendance for all Meetings • Reviewed city
recommendations A.W. Perry Museum Society - Carrollton • Charter Member and First
Year President Career Counselor Volunteer • Hosted City’s first resume review and social
media training prior to City Job Fair – 100s participated and featured on Fox News;
continue to speak to Metroplex career focus groups and churches on job searching • DFW
Texas Recruiters Network – Started successful organization and President for 10 years;
resigned in Dec. 2010 to focus on city interests • Toastmaster – DTM(highest certification
awarded) • Past Wish Granter – Make-A-Wish Foundation
Q: Education
A: Texas Tech University – Bachelors and MBA in Human Resources Management
Certifications: SPHR – Senior Professional in Human Resources; Lean Six Sigma Green
Belt
Q: Previous public offices sought/held:
A: Previously sought Carrollton City Council
Q: How much funding have you raised for your campaign?
A: I am not focusing on campaign contributions right now. Citizens can do so much more
than for my campaign than donate money. I am focusing on introductions to neighbors and
networking activities from supporters
Q: Who are your top three contributors?
A: N/A
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I have continuously wanted to serve the citizens as a way to give back to the
community. I have been very involved in city elections, issues, community events and
other groups for the past 10 years; I feel I have a good relationship with many of the
Carrollton city staff. My opponents don’t have this vast local experience and it would take
at least a year to understand how processes work. I feel as though I can hit the ground
running and make immediate contributions. I have over 20 years as a career human
resources professional working for both small and Fortune 100 companies. I have
managed budgets and staff in excess of $12M dollars; I have been responsible for teams
that have hired 1000s of people in a year. I know what it takes to work under pressure
with short staffs and reducing budgets. I continue to work in the professional field where I
study best practices, conduct competitive analysis, and make daily decisions that impact
business. I am an expert in networking with others to solve the most complex business
problems as well as engage many different parties to gain consensus. I grew up in a
entrepreneurial family who opened numerous restaurants in many cities; I gained
knowledge how city politics, city ordinances, and city officials can attract businesses into a
city. I feel my combination of both my personal and professional experience will bring a
unique aspect to the council and I will offer a fresh approach to some old problems.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1) Economic Development – I would immediately engross myself with all current
businesses operating in Carrollton and understand what it will take to make them stay in
Carrollton; then, I would like to solicit a group of citizens who would be willing to be part of
a economic development committee to help advise the council and city employees on what
residents want in the city. My hopes would be to take a well known retailer or restaurant a
very large list of citizens who would welcome them to the city. I would also like to start a
“buy local” campaign that would promote buying in Carrollton and educating citizens about
how spending local helps their home values rise, thus making our city tax base increase. I
would continue to look for incentives that would attract companies to our area. 2) Public
Safety – I would continue to support a concerted effort to reduce crime in Carrollton.
Mayor Ron Branson has moved the city in the right direction and our crime is down 14% in
the last year. I would like to continue to support the new Chief of Police and provide the

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police with the latest technology available to be successful. Maintaining our budgets will
constantly be a struggle for the next two years so we will have to manage to our needs. I
feel as though I can provide a fair balance to meet the goals of crime reduction and
increasing public safety. 3) Communications/Citizen Involvement – The more I am
involved with the city, the more I learn how much a very small group of citizens really get
involved with the issues. We have over 122,000 citizens, yet we expect about 5,000
citizens to vote in this May election. Less than 5% of our residents shape our city for the
future. Most citizens I encounter just really don’t how things get done in the city; they
don’t know the meetings are taped and available to watch online. They don’t know there
are boards and commissions to volunteer on; they don’t know about the citizens patrol
group or the community government class. I don’t feel our council members reach out
enough to the citizens in their own neighborhoods to tell them what the issues are and how
they intend to vote. I would like to have a continuous web presence like many of our state
and congressional seats to show how they vote on every single issue on the city meeting
agenda and more importantly, why. I would like to see more than 25 people come to a
meeting at every given time. I would like to see the council members share at the
meetings why they are voting a certain way before they vote. Most meetings are less than
15 minutes and there is no discussion other that what was in a work session. I would like
to see these discussions in front of a larger audience.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I don’t know my opponents’ very well because they have not been involved in the city
before deciding to run. I commend them for wanting to get involved, yet they are
representative of citizens that may not have known how to get involved, so they have
decided to run for city council. One opponent does own commercial land in Carrollton and
has experienced his own frustrations with zoning and approvals. While I empathize with his
frustrations, he admitted that he will have to recues himself if it relates to his land or
anything deemed as a conflict of interest. I also don’t plan on using this position as any
stepping stone to a higher political position. I have a career that I love very much and my
sole purpose is to be a public servant.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: As noted above, economic development is my first priority. The city has lived with many
decisions of past councils who respectively tried to maintain a bedroom community thus
discouraging businesses from coming to Carrollton. These businesses simply chose to
surround us in Addison, Lewisville and Coppell. We could have had Vista Ridge Mall, Super
Target and other major restaurant changes, but for reasons I cannot understand, these
were turned away. So, now we struggle with attracting places to Carrollton without fear of
competing with their own stores in these other surrounding suburbs. We need to find ways
to deal with grandfather clauses that impede us from upgrading dilapidated shopping
centers such as Beltline and Josey.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Our city demographics are changing with vast mixtures of cultures, national origins, and
diversities. As a HR professional, I welcome all demographics and will make sure that I
represent all citizens in Carrollton. When I make selections for boards and commissions, I
will work to make sure we have a diverse group of participants that represent those of our
census.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: I would continue to support Mayor Ron Branson’s and council's commitment to 287(g),
which provides state and local law enforcement with the training and subsequent
authorization to identify, process, and when appropriate, detain immigration offenders
they encounter during their regular, daily law-enforcement activity.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I enthusiastically support a regional transit system because it is here in Carrollton and
just opened in December. I will continue to support the infrastructure and development
needed around our Green Line stations to encourage new residents to not only visit
Carrollton, but more importantly, want to buy and live in Carrollton. I would also work
with Denton to welcome their new line into Carrollton.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?

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A: I think there are tremendous purchasing and buying power with regional partnerships. I
would support current efforts to move towards a regional dispatch center that could
provide faster response for fire and police. Like a large company who looks to centralize
buying powers, there are endless opportunities for regional partnerships to change the way
cities think and operate. These initiatives are creative ways to reduce costs and in many
ways, increase customer service.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I think our city manager has done an outstanding job and looking for cost reductions
and gaining efficiencies. He challenges our city employees to be competitive against the
market competition. His unique approach to challenge city departments to bid on their on
their own jobs keeps them thinking creatively which has kept the city from having to
conduct any layoffs of core essential jobs.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Our current leadership has reduced the costs to align with our lowering tax base. The
city will still face a $2.5 deficit next year if we don’t see any changes. The newly elected
council members along with existing council will have to figure out where to make these
cuts as soon as this summer. This is where my increased communication plan will be
imperative in this budget development. We need citizens to tell us what services they could
do without for the next year or what would they like to change or see added. It would be
my mission to involve many leaders in Carrollton that can assist the council in making
these tough decisions.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The uncomfortable truth is we have gangs in Carrollton and we need to assure that we
support our police to make sure these gangs are monitored and eliminated. We also have
some very old hotels in South Carrollton that harbor illicit activity; we need to look at our
zoning of these hotels and find ways to redevelopment them to upgraded type
establishments.
Q: What are the key development issues in Carrollton? How do you propose creating more
development at your three DART transit centers?
A: Of course, the three main stations should be our main focus for the next 10 years. I
think the city council has developed master plans that I support that have mixed use
housing and retail. The downturn in the economy has certainly stifled many constructions
projects in North Texas. We have to continue to attract businesses to tour the area and see
the potential as the economy starts to rise. We need to find funding for some initial
projects to show our commitment to these stations. Once we show our commitment, I
believe others will follow.
Q: Do you support the formation of a separate Farmers Branch Independent School
District? If so, how will you go about obtaining the necessary special legislation to change
current requirements that a new school district have 8,000 students?
A: I do not support the formation of a separate school district. Larger school districts have
opportunities to attract the best teachers, best athletic programs, and the best
opportunities to attract homebuyers who want a higher quality of education for their
children.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: Unfortunately, reports cited from various internet articles state that Carrollton isn’t one
of the lucky places to benefit from the Barnett shale, so our city ordinances are a mute
point. Should and if we ever find a natural untapped resource, I believe a city council
should provide ordinances that protect the homeowner’s property first.

Carrollton Mayor
Description:

Candidates (choose 1):

Ronald F. (Ron) Branson

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Biographical Info:
Name: Ronald F. Branson
Street Address: 1406 Charlotte Way
City/Town: Carrollton
State: Texas
Date of Birth: 06/26/1947
Work or Campaign Office Phone Number: 972 466-3319
Home Phone Number: 972 492-7688
Mobile Phone Number: 214 998-1962
E-mail Address: RunWithRon@verizon.net
Campaign Web Site Address: www.RunWithRon.net
Questions:
Q: Length of residency in the city
A: 29 Years
Q: Length of residency in the district
A: 29 Years
Q: Occupation/main source of income
A: Retirement Pension and Social Security, plus $375 per month as Mayor of Carrollton
Q: Current civic involvement/highlights
A: •Long time member of Aldersgate United Methodist Church 1. Just resigned as Chair of
Staff Parrish Relations Committee due to campaign demands •LISD (Hebron High School,
et al) 1. Building Leadership Team 2. Numerous activities including JROTC events,
addressing teachers on 1st day, etc. 3. Veterans and Memorial Day Events as a Vietnam
Veteran •CFBISD 1. District Improvement Council 2. Speaker National Honor Society
Awards 3. Veterans and Memorial Day Events as a Vietnam Veteran •Hebron Business
Alliance •Metrocrest Social Services 1. Annual Santa’s Helper for Christmas Store •VFW
TX Post 8923 Carrollton 1. United States Air Force Veteran (1965-1969) 2. Vietnam Veteran
(1967-1968) •American Legion Post 597 1. United States Air Force Veteran (1965-1969) 2.
Vietnam Veteran (1967-1968) •Medical City Dallas 1. Heart Transplant Mentor 2.
Transplant Advocate Speaker
Q: Previous civic involvement/accomplishments
A: •Long time member of Aldersgate United Methodist Church 1. Former Treasurer,
member of Finance Committee 2. Former Chair Staff Parrish Relations, member of SPR 3.
Member of Capital Campaign Committees 4. Member of Community Garden Team •CFB
Girls Softball League 1. Coach 20 years 2. President 4 years 3. VP, too many to remember
4. Dallas Metro Junior Olympic Commissioner 5. Umpire, league, ASA, High School •LISD
(Hebron High School, et al) 1. Building Leadership Team 2. Numerous activities including
JROTC events, addressing teachers on 1st day, etc. 3. Veterans and Memorial Day Events
as a Vietnam Veteran •CFBISD 1. School Finance Committee (Robin Hood) 2. District
Improvement Council 3. Speaker National Honor Society Awards 4. Veterans and
Memorial Day Events as a Vietnam Veteran •Metrocrest Social Services 1. Former Liaison
from City Council 2. Annual Santa’s Helper for Christmas Store 3. Founding member of
annual Christmas softball tournament fund raiser •Denton County Veterans Memorial
Committee 1. Member of team that lead to building of the memorial at the Sandy Jacobs
Center •VFW TX Post 8923 Carrollton 1. United States Air Force Veteran (1965-1969) 2.
Vietnam Veteran (1967-1968) •American Legion Post 597 1. United States Air Force
Veteran (1965-1969) 2. Vietnam Veteran (1967-1968) •Medical City Dallas 1. Heart
Transplant Mentor 2. Transplant Advocate Speaker
Q: Education
A: Graduated from Southeast Guilford High School, Greensboro, North Carolina in 1965. I
majored in getting out of high school. After high school I worked for a short time and
then enlisted in the U.S. Air Force in the field of communications. During my 4 year tour,
I took advantage of the opportunity to move into a new field called "computers". While
combining working multiple jobs, raising a family, and going to school nights and
weekends, I graduated from the University of North Carolina at Greensboro with a B.S.
Degree in Business Administration and Economics in 1981. Besides UNCG, I also attended
Florida Junior College and Memphis State University. After reconsidering my pledge to

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"never go to night school again", I graduated from the University of Dallas in 1986 with an
M.B.A. Information Systems Management graduate degree. Life is a series of educational
opportunities. Sometimes we have to sit in a classroom, but there are also many lessons
to be learned via experience. It is that combination of formal education and life's lessons
that have positioned me to qualify to be mayor.
Q: Previous public offices sought/held:
A: 2001 Ran for Carrollton City Council Place 5 2002 Elected to Carrollton City Council
Place 6 2005 Re-Elected to Carrollton City Council Place 6 2008 Elected Carrollton Mayor
2011 Re-Elected Mayor?
Q: How much funding have you raised for your campaign?
A: In 10 years of campaigning, I have completely funded my own campaigns. For the
current campaign, I have had to review that commitment because my opponent has
pledged "to spend whatever it takes to tarnish my record". Because of that, and even
though I have not asked for donations, I have accepted about $3,000 which I have not
spent, but am keeping it in reserve. Carrollton deserves the best mayor, not the best
funded mayor.
Q: Who are your top three contributors?
A: I have decided to not answer this at this time. In 10 years of campaigning I have never
accepted so much as a dime, and it is only after a great deal of soul searching and
encouragement that I have decided to give in. My opponent has said that he is going to
"spend whatever it takes" and "do whatever he has to do" to soil my record and add
"Mayor" to his resume. The amount of campaign support that I will accept will be a small
percentage of the dollars donated to my opponent due to his political name, but let him
wait on my official campaign filings to find out like everyone else. Why should I make his
job easier?
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I think there have been a couple of minor traffic related lawsuits between insurance
companies. Nothing criminal, ever.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: In 2008 the voters determined that I was the best candidate, even against an
incumbent, and now I am the best candidate with three years of successful mayoral
experience. Council's record, therefore my record, clearly highlights success after success,
with this past year experiencing a crime rate that significantly dropped in all categories,
including 14% in the critical Part I category, and economic development progress that had
a growth of over 6.8 million square feet of new business representing the best growth in
the past 7 years. My open door policy has only been denied three times, and this was to
lawyers threatening to sue the City. I felt it prudent to send them down the hall to our
highly qualified City Attorney. I am embedded, engaged, and a part of the community, and
do not view the position of Mayor as a stepping stone to any place other than here. In
2008 I was elected to change "business as usual", to "rock the boat" if you will. Televising
and web streaming of our work sessions was implemented on my watch despite some
complaints by Council members. I believe that half-truths are whole lies and I will not
sugar coat issues. Some on Council, and my opponent, want to go back to business as
usual. I will not backslide from what is working and what is transparent to the voters. B.S.
Degree in Business Administration and Economics University of N.C. at Greensboro M.B.A.
Degree in Information Systems Technology University of Dallas Veteran U.S. Air Force with
a year tour in Vietnam 35 years business experience, retiring as a Vice President with
MBNA Information Systems 2005 Elected two terms to Carrollton City Council Currently
serving as Carrollton Mayor with a highly successful safety and economic record
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Public Safety - Carrollton has long needed the construction of fire station number 8, and
the addition of a 4th ambulance. Some have played politics with this and delayed
addressing it until the "time was politically right". Public Safety is too important to use as a
pawn and we need to do the right thing now. Bonds will build it, but revenue must staff it.
We can start the funding process by not approving projects such as the money we wasted
developing and implementing a new logo, and not attending some of the Washington D.C.
conventions that are really just liberal festivals. Economic Development cannot be short-
changed any more than product development can be down-sized bay a business just
because times are bad. Decreasing business recruitment efforts is just like borrowing from
your 401k; it feels good now but in 20 years you might have to get a part time job. We
have some funding and plans in place to get our Transit Oriented Development project

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moving. We must make that happen to get those properties on the tax rolls, and to
stimulate other development around those areas and around our City. Protect Our
Reserves - We are one of only about a dozen towns and cities in Texas with a triple A bond
rating. A primary reason is that we steadfastly maintain a 60-day reserve of funds to
protect us from a major economic disaster. To dip into those funds rather than to make
hard decisions is unconscionable.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: It takes a different skill set and level of maturity to be a mayor than it does to be a
council member, even for a good council member. My priorities are my family, and then
my responsibilities as Mayor. Carrollton is too big, too important, and faces too many
challenges to settle for a part-time temporary leader with an eye already on Austin or
Washington. The Carrollton mayor position should never be a planned pit-stop on a
schedule to someplace else. My opponent is claiming credit for everything that "our"
council has accomplished. None of the successes would have been possible without a total
team effort, or without an experienced coach. I don't beat my own chest, but I sure love it
when "we" succeed.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: If you could have multiple number 1's, it would be a shared number 1. I gave this
responsibility more than lip service, and implemented plans of action that were successful.
I did not "delegate" this task to our Economic Development Department, but worked in
parallel to make personal contacts, hold the first of what I hope to be annual Mayors
Economic Development Forums, that attracted over 50 developers, investors, and
restaurant and hotel franchise personnel in its inaugural event. My contributions have
resulted in the ongoing construction of Spa Castle, the approval of a conference center and
three hotel complex project, and endorsement by the MetroTex Association of Realtors for
my 2011 Mayoral Campaign.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: We are a very diverse community that has changed in just a few short years. I don't
understand the "dealing" question. Carrollton is an outstanding place to live that is
attracting people with all ranges of backgrounds, religions, race, etc. I think it is great that
everyone recognizes what a terrific place we are to live, work and play.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: We are already on the leading edge of addressing this issue. We were the first city in
Texas to implement the jailer portion of the 287g Homeland Security program, and have
received recognition for our joint efforts with ICE in identifying and processing illegal
criminal elements in our city.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I am not sure that everyone has the same interpretation of what "seamless" means.
Carrollton, as one of the key members of the 13 DART Cities, has invested decades of
sales tax revenue dollars to see DART reach fruition. Some cities now want to "pay a little
extra" and join in. Cities should be able to develop their transportation systems and
connect, but the DART Cities should be monetarily protected for their contributions that got
transportation to the advanced stage it is today.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Carrollton is a regional leader in forging jointly beneficial partnerships that allow cities
to capitalize on their strengths while at the same time benefiting from the strengths of
their neighbors. We formed an alliance with Grand Prairie to develop and maintain
computer financial and personnel systems, have joint support agreements with Farmers
Branch, Addison, etc. for public safety support, and are currently working on a plan to
create a central 911 dispatch center that will be tremendous savings for at least four cities.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Carrollton, with a current population of approximately 120,000 has fewer city
employees now than we did in 1987 when the population was around 72,000. Our cost of
municipal services per household for 2011 ranks the 4th lowest of our neighboring 19 north
Texas cities. Given time for our recent successes in economic development, completion of
our conference center and three hotel complex project, and we will be inching towards that

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#1 lowest position.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The "Carrollton Model" is a process of introducing "Managed Competition & Shared
Services" into the structuring of departments and the providing of services within a city.
The process consists of individual departments evaluating their own operations for cost
savings and efficiencies, and implementing them. Additionally, city services are then
evaluated for outsourcing, and where applicable are submitted for bid with the
departments biding along with the outside providers. Since 2002 eleven services have
been outsourced for a savings of over $25 million dollars. Included in this process are Solid
Waste Operations (2002), Water/Wastewater Operations (2005), and Fleet Maintenance
(2010). Additionally, those services deemed to be less critical have had increased or
implemented user fees to offset portions of their overhead. Going forward these
procedures must be implemented more thoroughly, along with every effort to increase our
tax base via more creative economic development tactics.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Homeowners want their property taxes decreased, yet who wants to do so via
decreases in their property values? Unfortunately that is the scenario we are facing for our
immediate future. Additionally, even though our neighboring cities are experiencing slight
increases in sales tax revenues, Carrollton has not followed suit as well. Our Public Safety
communications system is targeted to be obsolete in the next two years, meaning that
parts and service will be difficult at best. Current estimates place the replacement cost
between $10-13 million. This is a problem that it too important to pass on to a future
council, and needs to be addressed immediately. The obvious question is how to fund the
project.
Q: What are the key development issues in Carrollton? How do you propose creating more
development at your three DART transit centers?
A: Carrollton has plans in place for our primary DART station, being the Old Downtown
Carrollton Station (ODC) at Beltline and I35. We have a projection from primary developer
for groundbreaking to begin by June 1, 2011. Funding on that project continues to be a
problem, but there are signs of investor interest. The ODC project is correctly referred to
as the "stimulus project", and we are counting on that leading to further development both
around ODC and the other two DART stations. Current economic development successes,
such as the Conference Center and three hotel project are excellent signs that we are
headed in the right direction.
Q: Do you support the formation of a separate Farmers Branch Independent School
District? If so, how will you go about obtaining the necessary special legislation to change
current requirements that a new school district have 8,000 students?
A: That is Farmers Branch business, and any steps taken on that issue should be in the
best interest of the citizens of Farmers Branch.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: Drilling is not an issue that directly impacts Carrollton, but I have supported state level
legislation submitted by other cities that have experience and concerns. The safety of our
citizens should never be lower than our number one priority.

Matthew Marchant

Biographical Info:
Name: Matthew Marchant
Street Address: 1846 E. Rosemeade, #108
City/Town: Carrollton
State: Texas
Date of Birth: August 31, 1976
Work or Campaign Office Phone Number: 972-342-0332
Home Phone Number: 972-342-0332

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Mobile Phone Number: 972-342-0332


E-mail Address: mhmarchant@hotmail.com
Campaign Web Site Address: www.matthewmarchant.com
Questions:
Q: Length of residency in the city
A: Lifetime resident of the Carrollton area.
Q: Length of residency in the district
A: Lifetime resident of the Carrollton area.
Q: Occupation/main source of income
A: Real Estate Attorney at Strasburger & Price, LLP. Employed at the Firm since 2002 and
currently serving as a partner in the real estate and finance practice group.
Q: Current civic involvement/highlights
A: Mayor Pro Tem, City of Carrollton Member, Regional Transportation Council Advisory
Board, Children's Advocacy Center of Denton County Denton County Community Justice
Council Transit-Oriented Development Committee, City of Carrollton Redevelopment
Committee, Chairman, City of Carrollton
Q: Previous civic involvement/accomplishments
A: Carrollton City Council and Mayor Pro Tem, 2002 - present Carrollton Development
Ordinance Advisory Council, 2001 Audit and Finance Committee, City of Carrollton Judicial
Committee, City of Carrollton Metrocrest Family Medical Clinic Board Member, 2003 -
2006 Keep Carrollton Beautiful, Board Member, 2005 Crime Watch Chairman, Savoy of
Josey Ranch Neighborhood Association, 2003 Graduate of Metrocrest Leadership, Class
XXI Asst. Coach, Carrollton-Farmers Branch Soccer Association, 2010 - present
Q: Education
A: Juris Doctorate, University of Texas School of Law, December 2000 Bachelor of Science
(with honors), Southern Nazarene University, May 1998 Attended CFB-ISD schools
(Central Elementary) and graduated from Trinity Christian Academy
Q: Previous public offices sought/held:
A: Mayor Pro Tem, City of Carrollton (current) Carrollton City Council, Place 4 (2006 -
present) Carrollton City Council, Place 3 (2002 - 2005)
Q: How much funding have you raised for your campaign?
A: I am spending my own money on the campaign, and have also raised around $5,000.00
as of April 4, 2011.
Q: Who are your top three contributors?
A: Doug Rudman Sharon Hill Trevor Ahlberg
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I have never been arrested or involved in any criminal proceedings.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for Mayor because I love Carrollton and want to make sure it continues to
be the best city to live, work and raise your family. I was strongly urged to run for Mayor
by all of those that have served in the past 9 years because of my objectivity, fairness and
proactive agenda on behalf of the City of Carrollton. I am the most qualified candidate
because of my professional and educational background as well as my nearly 9 years of
experience on the City Council. In addition, I have an extensive background in
transportation, having served on the Regional Transportation Council since 2008. My
experience in real estate and finance will be crucial as Carrollton fosters transit oriented
development and continues the redevelopment program. I am a real estate and finance
partner at Strasburger & Price, LLP. I also believe my longstanding involvement in the
community and my perspective as a father and husband are important as I lead the City
and Council through important policy discussions. I will live with the decisions made by the
Council for the next several decades and I want to make my time in office count.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. Crack down on crime-ridden apartments. This can be accomplished by immediately
adopting an ordinance affecting all apartments and will require security measures be taken
if a certain number of offenses occur at the property or by residents of the affected
complex. These measures include lighting, off-duty security, fencing and other stringent
crime controls. We have several areas across our City that are being held back by nearby
blighted and crime-ridden apartment complexes – the City needs to work to remove these
barriers to progress. 2. Attract high-quality restaurants and retail. Carrollton needs more
high-quality restaurants and retail development. Period. As Mayor, the retention and

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attraction of restaurants and retail development will be among my top priorities. As


Mayor I will have the platform to use my network of contacts in the real estate and retail
industry to the City’s benefit. The City should focus intensely on a goal of bringing in more
brand name and exciting restaurants to serve our citizens. I support using aggressive
economic development tools to achieve this goal and have the know-how and experience
to structure and negotiate these deals on behalf of the City. 3. Redevelopment of aging
shopping areas. Like any inner-ring suburb, Carrollton has its share of struggling retail
centers throughout our City. Our redevelopment of these centers must be continued and
increased in number and scope to give those areas and the surrounding homes a jolt of
energy. I have already provided substantial leadership in this area with the conception and
execution of the program, and I intend to lead us forward to redeveloping the remaining
detrimental sites in our city. The funding for this is already available through a previously
passed bond election.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Every person that has served with me and my opponent is strongly endorsing me,
which includes every other Carrollton elected official since 2002. That is unprecedented in
the history of Carrollton politics and speaks volumes about the qualifications and
leadership ability of the two candidates for Mayor. My professional demeanor, proactive
agenda, objectivity and even temperament are critical to the leadership I plan to bring to
the City. A major policy difference between the candidates is on taxes. My opponent has
repeatedly pushed for tax rate increases, voting for an increase in 2005 and aggressively
pushing one even in 2009 during some of the worst economic times our citizens have
experienced. In contrast, I have voted on 8 budgets and have never voted for a tax rate
increase. Another key difference is the record of results of two candidates. I have an
extensive list of initiatives that have been implemented with the Council team. I believe
leading means initiating ideas and championing them through to completion. Please visit
http://www.matthewmarchant.com/vision-goals.php for more information.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Economic development is a top priority. We must attract new businesses and residents
to increase our tax base and improve our standing in the Metroplex. Our City staff has
done a good job on economic development, but we need more dynamic leadership from
the elected officials to pursue brand name economic development. Staff was especially
critical in the attraction of our potential hotel project, having fostered relationships over
the last decade that will hopefully result in construction of a hotel. I believe we need to
focus more on the restaurant and retail aspect of economic development to bring in those
much needed amenities for our citizens.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Our population is trending the same way as the region, and we are taking a number of
steps to address this. The Council recently approved an additional demand-medic in part to
make sure that the large contingent of baby-boomers in our City have adequate
ambulance coverage as they enter their retirement years. We need to continue to focus on
similar measures and also partner with local services like Senior Adult Services, Metrocrest
Family Medical Clinic, Metrocrest Social Services and Bea's Kids to help all of those in our
community.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Carrollton is currently a member of the 287(g) program which allows our local police
the ability to search the Immigration and Customs Enforcement (ICE) database to see if
any arrested persons are illegally in the country and/or have other pending federal
charges. Carrollton should continue to monitor the options available to address this issue
and stay at the forefront of immigration enforcement. I led the adoption of the 287(g)
program in Carrollton and have also led the implementation of an ordinance requiring
uninsured motorists to be towed. Immigration is an important issue that must be closely
monitored by the Mayor and Council.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I am in favor of a seamless regional transit system to deal with the incredible growth
demographers are predicting for our region. The key to achieving this is to attract existing
non-transit cities into the system in a manner that does not increase the tax or fee burden
on existing transit cities. Carrollton has paid 1 cent of our sales tax capacity to DART for

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the past 28 years, and that hard-fought equity position in the transit system must be
honored. I would like to work with the Dallas Regional Mobility Coalition and the Regional
Transportation Council to seek out innovative ways of making the regional transit system a
reality.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Carrollton is leading the way in regional partnerships through a shared dispatch
program, existing mutual aid agreements with our neighboring cities, and an innovative
health purchasing program. I believe further partnerships to eliminate redundant spending
and inefficiencies is part of the new paradigm for all governmental entities, and I will use
my relationships in the region to make that a reality.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: In the last decade, Carrollton has streamlined its operations through the use of
managed competition and other cost-saving measures. While I believe our municipal
government is the most efficient in North Texas, there is always room for additional
efficiencies and I intend to seek them out as Mayor. We need to offer several more
services, payments and permit submittals online than we currently do - this will save time
and money for our constituents. I would also like us to put our checkbook online on a
monthly or bi-weekly basis to ensure taxpayers have the best access to how their money
is being spent.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Our Council and staff has been way ahead of the curve on trimming needless expenses
from the city budget and as a result the impacts of the recession have not been as difficult
as they have in other cities. The budget should be balanced through additional efficiencies
and tough choices, not an increase in the tax rate. That being said, I do not believe that
core services should be cut further because citizens deserve a quality municipal
government they can be proud of. The Council needs to take a look at any expenses that
are not critical to citizen service and revisit the current reserve fund policy to continue to
manage through the difficult financial times.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Carrollton is an aging inner-ring suburb. If city leaders are not proactive in
redevelopment, code enforcement and attracting the next generation of residents, the
City's longstanding place at the top of the Cities in North Texas will be difficult to maintain.
Q: What are the key development issues in Carrollton? How do you propose creating more
development at your three DART transit centers?
A: Attracting high-quality restaurants and retail development is a key development issues.
Another key issue is the redevelopment of our aging retail centers. Our greatest
opportunities lie in the possibilities for transit oriented development surrounding our three
DART stations. I want to partner with a university to turn the Gravley Center in Downtown
Carrollton into a satellite campus. This will bring energy, walkability and revenue to one of
our key areas and move us toward the critical mass necessary to complete the emergence
of this area as a major visitor attraction. We have recently reviewed a promising project
for the Frankford Station, and I look forward to working with any other potential investors
in our City. I believe my background in real estate and finance is crucial to lead the City
team in these efforts the next three years.
Q: Do you support the formation of a separate Farmers Branch Independent School
District? If so, how will you go about obtaining the necessary special legislation to change
current requirements that a new school district have 8,000 students?
A: No. Carrollton and Farmers Branch have a longstanding relationship and that is
important to me as a native of this area. I would like to strengthen the relationship
Carrollton has with the Carrollton-Farmers Branch Independent School District and work
together with them to provide the best City and School District we can for our citizens.
Further, I want to promote the multiple exemplary schools throughout our City.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: Carrollton recently adopted a drilling ordinance that provides protection to our citizens.
Because the vast majority of our City and 98% of our residents live east of I-35 and the
Muenster Arch, there is not currently a lot of active drilling but I believe we need to keep a
close eye on this issue and make sure we have the most protective regulations in place.

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Coppell City Council, Place 1


Description:

Candidates (choose 1):

Raj Akula

Biographical Info:
Name: Raj Akula
Street Address: P O BOX 1640
City/Town: Coppell
State: TX
Date of Birth: 3/12/1971
Work or Campaign Office Phone Number: 214-744-9011
Mobile Phone Number: 214-744-9011
E-mail Address: raj.akula@akulaforcoppell.com
Campaign Web Site Address: www.akulaforcoppell.com
Questions:
Q: Length of residency in the city
A: Since May 2007
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: Business
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: *Case management volunteer during rescue efforts of Hurricane Katrina (2004)
*Provided counseling and support to people at thier homes and shelters affected by
Hurricane Katrina (2004 - 2005) *Volunteered at various events hosted by NJ Charity of
Homeless Housing, Bread for the world and American Red Cross (1994-2003) *Member of
the university Ad-hoc Advisory Board of Southern University, LA (2005 - 2006)
Q: Education
A: Masters in Computer Science, New York Institute of Technology, NYC - 1993
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: $3000
Q: Who are your top three contributors?
A: Enternet Busainess Systems, Inc. Mike Patel Pavan Akula
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: 1)I am a co-defendent in the bankruptcy court 2) I am a plantiff in a breach of contract
suit in NJ
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I believes that, together, we can make Coppell a better place to live. I am uniquely
qualified to help Coppell move forward. I have proven experience and leadership skills in
the business world and as an award winning Entrepreneur. My real passion is community
service. Working as a Long Term Case Management Volunteer during Hurricane Katrina, I
gained personal satisfaction and joy through my efforts in helping the people of southern
Louisiana revitalize their communities. I will use excellent leadership and communication
skills and broad background in the business community to tackle the difficult tasks facing
Coppell. I graduated from New York Institute of Technology, NYC earning a Master’s

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degree in Computer Science, and a Bachelors Degree from India where I served as the
General Secretary of the Student Body. I am President & CEO of an information
technology company based out of Irving, TX and also manage my wife’s law firm. I
contribute to the leadership of both organizations as a strategic partner to help drive their
growth. This experience will serve me well as your City Councilman. I am highly
motivated to bring new businesses into Coppell which will promote sustainable economic
growth. I will be creative in finding real solutions for problems which are faced by the
citizens of Coppell and will implement new approaches that will make Coppell better. I am
dedicated to serving the City of Coppell in an effort to keep neighborhoods safe and strong.
I am a leader who knows how to bring out the best in people and believes that we can all
work together to make Coppell a better place to live.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: The three most important actions I will take are: 1) Fiscal restraint on City Spending 2)
No to Propoerty Tax Increases 3) Encourage job growth in the city by bringing in more
businesses and planning wisely for future growth. I will evaluate City Government
services to keep what works and get rid of what doesn't. We must structure services
equitably and in a sustainable manner. To restrain city spending, I will take apart the
budget, study it line-by-line and eliminate waste and redundancy in an effort to find more
efficient ways to deliver services to our citizens.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am dedicated to serving the City of Coppell in an effort to keep neighborhoods safe
and strong and improving and protecting the quality of life for our citizens. I will be
creative in finding real solutions for problems which are faced by the citizens of Coppell and
will implement new approaches that will make Coppell better. I know how to bring out the
best in people I work with and believe that we can all work together to make Coppell a
better place to live
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: One of my higestest priorities is sustainable economic growth in the city of coppell. I am
highly motivated to bring new businesses into Coppell which will promote sustainable
economic growth. Compared to neiboring cities we rank poorly in attracting such
development. I plan to have a directed marketing campaign where our councilmen sell our
city directly to decision makers to bring in the economic growth.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: City of Coppell is a very unique community. We have very good age and ethnic diversity
in the city. We have experinced a growth approx. 3600 people in last 10 years. Currently
our demographics show less percentage of empty nesters & seniors in the city. We all love
the city of coppell but due to high property taxes compared to other cities in north texas,
we were not able to retain empty nesters and seniors in coppell. My goal is to change that
by being creative in finding solutions to increased property taxes issue for our citizens. I
also proposed to freeze property taxes for seniors citizens.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: - no response -
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: - no response -
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: - no response -
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: - no response -
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Although Coppell has weathered the economic storm nicely, nobody can predict if that
will hold up. It is far better to be proactive in this regard than reactive. I will cut city
spending by evaluating City Government services to keep what works and get rid of what
doesn't. I will take apart the budget, study it line-by-line and eliminate waste and

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redundancy in an effort to find more efficient ways to deliver services to our citizens.
Q: What is an uncomfortable truth about your city that voters must confront?
A: It is time for the citizens of coppell to confront an imperative issue- Property Taxes. In
the comming years, the choices our city governement makes regarding property taxes will
play an important role in our desire to attract homebuyers and businesses.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: - no response -

Tim Brancheau

Biographical Info:
Name: Tim Brancheau
Street Address: 106 Dobecka Drive
City/Town: Coppell
State: Texas
Date of Birth: June 10, 1957
Work or Campaign Office Phone Number: 972-978-0195
Home Phone Number: 972-462-7431
Mobile Phone Number: 972-978-0195
Fax Number: 972-393-3451
E-mail Address: tim@TimForCoppellCouncil.com
Campaign Web Site Address: www.TimForCoppellCouncil.com
Questions:
Q: Length of residency in the city
A: I have lived in Coppell since 1984 (27 years)
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: Owner of Brancheau Energy Solutions: Energy Consultant
Q: Current civic involvement/highlights
A: Current member of Coppell City Council, Council liaison for Coppell Senior Center,
Council liaison for ICLEI – Local Governments for Sustainability (formerly called
International Council for Local Environmental Initiatives), Reading Buddy for students
needing to improve their reading skills through church affiliation with Irving schools,
member of Coppell Texas Exes.
Q: Previous civic involvement/accomplishments
A: President of Exchange Club of Coppell, Chairman of Coppell Chamber of Commerce,
Board of Directors on Coppell Chamber of Commerce, Member of Coppell Economic
Development Committee, Chairman of 1999 Coppell Bond Program Committee, 2000
Governor’s Volunteer Award Nominee by the City of Coppell, 20 year Charter member of
Hackberry Creek Church, coached numerous youth teams for CYSA (Coppell Youth Soccer
Association), CBA (Coppell Baseball Association) and Coppell YMCA.
Q: Education
A: Bachelor of Arts – University of Texas, Master of Business Administration – University of
North Texas
Q: Previous public offices sought/held:
A: Coppell City Council, Place 1 since 2002
Q: How much funding have you raised for your campaign?
A: None
Q: Who are your top three contributors?
A: Not applicable
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: Not applicable
Q: Why are you running for this office, and why should voters consider you the most

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qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Coppell is about good people working together toward a common goal: Keeping our city
a safe, friendly place to live while managing growth that will add value and maintain our
small-town feel. The City Council should represent all of its citizens to achieve that primary
goal in maintaining a high level of service and amenities our city provides and our citizens
expect. I am running for re-election because of ongoing projects that are important to this
city and its future such as the development of Old Coppell, our Aquatic Center expansion,
and North Lake/Cypress Waters. I want to continue working with our City Council and City
staff to ensure these and other projects are completed in a fiscally sound manner. My
professional background within the energy industry has enabled me to contribute that
knowledge and expertise in Council affairs. At a personal level, I honestly care. I, along
with every other Coppell citizen, have a vested interest in the welfare of our city. This is
my home and where my wife and I have raised our family. For many years I have
volunteered and participated in community events, programs, and organizations. I know
Coppell, I network daily, and I have been an active part of our city’s growth and evolving
needs. If re-elected, it would be a privilege and honor to continue serving as a member of
the Coppell City Council.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1) Keep the tax rate flat and look for varied sources of revenue to avoid future tax
increases. 2) Continue working to soften the impact of North Lake by reducing its growth
impact and maximizing our value for that project. 3) Continue providing a high level of
public safety services and the amenities our citizens expect while keeping our tax rate
flat. It is important to note that the City Council has worked to achieve these goals
through the years and has found ways to pay for our services without raising property
taxes for our citizens. Were it not for the voter-mandated purchase of the North Lake
property, our tax rate now would be lower than in 1992.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have lived in Coppell for many years and have been involved in the community on
many levels. I understand the needs of our community because I have been involved in
the community and know what the citizens want and what they expect for their tax dollars.
Being a member of the Coppell City Council is not an entry-level position. In order to
represent the community one must know the history and desires of the community.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: We are almost at build out for residential construction and have about 600 acres
remaining for commercial development. The goal of numerous City Councils has been to
attract quality commercial development to the west side of town so we can utilize their
taxable values to help shift the tax burden from the residential sector. Fifteen years ago we
had very little sales tax generating commercial developments in town but now we have
good, strong sales tax generating businesses on the west side of town and those
businesses add quality ad valorem tax value to our city. This added value to our city was
the work of many individuals on our City Council and Economic Development Committee.
This approach has helped us diversify our tax base and happened only because we had
forward thinking people working on a goal as a team.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Our Asian community is growing because we have a strong school district and parents
want their children to have a quality education. The utilization of our library is exploding
and we need to address that need but that is an issue that will need to be taken to the
voters to approve funding.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: The police should enforce the laws they have authority to enforce on illegal
immigration. Our illegal immigration issue is not a huge one.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: While I personally favor a regional approach to a seamless transportation system, we
do not have the ability to fund anything under the current funding mechanisms available.
We utilize the 1-cent required for DART with a sales tax for CRDC (Aquatic Center, parks
and trails), a crime control district and a street maintenance fund. We would need to find

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another way to buy into DART and since the Cotton Belt line will eventually be developed it
is something we will need to work on to make it happen.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Improving air quality is another area we could work on more as a region. The Council of
Governments has worked on this issue for a while by encouraging cities to purchase more
hybrid vehicles for fleets. Coppell started purchasing hybrids a few years ago and we have
increased the total number in our fleet so we have seen how much fuel they save and how
they operate for certain jobs. We have been pleased with the performance of these hybrids
and I anticipate we will continue increasing their numbers as we move forward.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Yes, I believe our citizens get a great product for their tax dollars. We have a city
others admire and a city others want to move to. Our staff has been working on five year
plans for budgeting for the past 12 years and that has allowed us to anticipate the fiscal
demands for the needs and desires of the citizens. The city manager is great about finding
savings and requiring his staff to be as efficient as possible.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: While taxable property values didn’t grow as much as they have in the past, for the
most part we were able to maintain our values better than most cities. Our sales tax
collections slipped but once again it didn’t hurt us as much as other cities. My goal, and this
Council’s goal, is to attract high quality businesses to Coppell and we will continue to target
those able to add to our sales tax collection. These businesses do not put a big strain on
city infrastructure and this focus helps us with those costs associated with the maintenance
of the streets and other infrastructure.
Q: What is an uncomfortable truth about your city that voters must confront?
A: There will come a time when our citizens will need to make a decision on bond
programs for some projects. Our library is extremely busy and at times it is very crowded.
Our parks are aging and need some improvements. We have seen plans for a library
expansion and park improvements. These projects would require voter approval. Decisions
like this confront cities just like they confront us as individuals. We have to ask ourselves
about those amenities we value and which ones we value enough to pay more for in taxes.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: We looked at this about 18 months ago and I feel we have proper protections in place.
We are on the eastern fringe of the Barnett Shale so we won't have the activity other cities
have seen because we just don’t have the concentration of natural gas other cities have
within their city limits.

Coppell City Council, Place 5


Description:

Candidates (choose 1):

Thomas Burrows

Biographical Info:
Name: Thomas Burrows
Street Address: 138 Wynnpage Drive
City/Town: Coppell
State: Texas
Date of Birth: 24 September 1957
Work or Campaign Office Phone Number: 469-693-2533
Home Phone Number: 469-549-0131

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Mobile Phone Number: 469-693-2533


E-mail Address: thomas.burrows.1957@gmail.com
Campaign Web Site Address: http://144.162.90.48/thomas/citycouncil/
Questions:
Q: Length of residency in the city
A: Almost seven years
Q: Length of residency in the district, if applicable
A: N/A
Q: Occupation/main source of income
A: Software Developer for Bank of America
Q: Current civic involvement/highlights
A: Captain in the United States Air Force Civilian Auxilary, Prec. Chair 4702 for the
Republican Party in Coppell, Election Judge for prec. 4702 last two election cycles. Active
blood donor for Carter Bloodcare. Close to three gallons. Coppell Republican Club.
Q: Previous civic involvement/accomplishments
A: Former squadron commander of Captain in the United States Air Force Civilian Auxilary
- worked Columbia Orbiter recovery effort in 2003, Graduate of Coppell Citzens Police
Academy, Collin County Republican Party prior to June 2004, election judge in Collin
County several election cycles prior to 2004.
Q: Education
A: B. S. in Computer Science from Stephen F. Austin State University in Nacogdoches, TX
84 hours of retooling per recent computer classes in the Dallas County Community College
District.
Q: Previous public offices sought/held:
A: None as an adult. Was Junior and Senior Class President in Student Government in
College. External Affairs Chairman. On board of the then Texas Student Association.
Worked with now mayor of Denton - Mark Burroughs - to bring about real changes for the
students in representation of students on the Board of Regents since students paid most of
the budget for the university. That is other than state funding
Q: How much funding have you raised for your campaign?
A: $70 and whatever my wife will let me spend:-)
Q: Who are your top three contributors?
A: Don David of El Paso - former HS football coach Dr. Terri Burrows - spouse
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: Civil suit older son in 1985 per a hospital injury. Very small suit - cover hospital bills -
from accident at an amusement park in 1995.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: It is time for a fresh set of eyes on our local city government. The current city council
person I am running against has done a good job. However, I am his 1st opponent in now
his 3rd election. I believe the voters should have a choice. Even if I lose now my opponent
is having to campaign. Listen to the voters. At a recent city budget meeting open to the
public the two city councilmen with opposition were there. Along with myself and the other
opponent. The two city council members without opposition were not there. How is council
going to know what the voters want if there is not a campaign. Too many brave Americans
have given their lives or come home with broken bodies buying us the right to choose out
leadership. It is not my opponent's fault no one has run against him. I comment the
gentleman for stepping up and serving. But it is time for new ideas and a fresh prespective
on the issues facing Coppell.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Actually none of my issues will cost any money. 1. Run thru the city budget with a fine
tooth comb and look for savings. Like eliminating bottled water at city hall. The signs on
the edge of our city say we have a SUPERIOR water system. So let us drink the water at
city hall. Or bring in privtely purchased bottled water. 2. Increase recycling. The largest
component of the waste stream in the growin months is yard waste. Aready the city is
paying for a recycling truck to run up and down our alleyways to pick up yard recycling
bags. Yet most people and the lawn crews put the grass in plastic bags heading to the
landfill. I would propose the council would make it that the citizens of Coppell use recycling
bags for the yard waste. After all in the long run that will save the city allot of money. And
be good for the environment. Biggest bang for the buck 3. As an Information Technology
professional I would propose the city put together a volunteer group of programmers, etc

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that could help the city move forward with its IT needs. Coppell is a community with lots of
IT people. Or retired IT people. Many want to help. But how????
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Again my opponent is a good man. I have heard nothing bad about the guy. This makes
the election hard in some ways. Would be easy to run against someone who was doing
minor corruption, etc. Or just plain lazy. That is not true of my opponent. However, my
background brings some skills to the job of city council member that could help accomplish
my above mentioned goals.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Being right on top of the DFW airport Coppell has an opportunity to attract companies
that export and import via air services. For example Texas Instruments has recently - this
week - announced it will buy National Semiconductor. National Semiconductor has its corp
HQ in Santa Clara, CA if I am not mistaken. At the present no one knows what percentage
of that operation for the HQ will come to Texas. But anyone can see the Texas Instrument
Expressway site has been built out for years now. i.e. I worked at TI many years ago.
Would be a good time for Coppell to approach TI and see how a relationship with the
company could work for both parties. Overall I feel city staff of Coppell - Clay Phillips the
city manager, city council overall has done a good job of attracting jobs and business to our
city.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: There is four or five racial groups on my street. My son has had birthday parties where
boys of five races have attended. What does these kids all have in common? Their parents
are very educated and want their children to succeed. Whereas in parts of the metro area
no one shows up for PTO meetings. There is no parental involvement with the school, etc.
Here in Coppell the biggest elections can be for PTO president at the elementary schools.
Typical PTO for an elementary school has fifty or sixty very active parents working to
make life better for the students. And a couple of hundred extra parents in committees. I
am not sure there needs to be any changes. We have a great school system and the kids
learn. Are prepared for college.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Coppell has a great police department. Being a graduate of the Police Citzens Academy
I have written a day with an officer. What Coppell does is watch the little things. The
reason people do not have inspection stickers or current registration on vehicles. The
reason most vehicles would not have this is there is issues. Outstanding warrants. Lack of
proper citzenship or residence paperwork. Thus the bad folks and most illegal immigration
issues tends to go around Coppell. They know our police watch for the little issues and
people get arrested.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I favor a seamless regional transit system. However, Coppell - right or wrong- decided
over 20 years ago not to be in DART. At the moment that is not an issue I plan to work on.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Recycling of water after sewage treatment. At the moment our current council, mayor,
and city manager are doing a fine job in the existing regional partnerships.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Overall Coppell has done a good job of delivering services to the residents. Again
review my suggestions per recycling, IT improvements to see where I would make
changes.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Coppell is lucky - blessed - whatever word one wants to use that the economic storm
has not hit this city as hard as most areas around the DFW metro area. However, my next
door neighbors are moving as they can no longer afford to live here. Overall the City of
Coppell is doing a fine job of maintianing basic infrastructure and the roads.
Q: What is an uncomfortable truth about your city that voters must confront?
A: That most of our voters are taking their freedom for granted. Our extremely low voter

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turnouts for city elections in my opinion are a JOKE. To be honest it is a disgrace. Current
coucil, mayor, and city manager cannot be blamed for that. No one can force people to
vote. Come and vote. Make a difference. Your vote does count. The statement that my
vote does not count is the biggest lie ever. The use of English instead of German as the
national language was decided by one vote. The draft was kept going in 1941 by one vote.
Think of how that would effect our country's preparation for WWII without the draft. The
space shutle was approved by one vote. Folks get out to vote even if I am not elected.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: I would not make any changes to the current policy that Coppell has.

Billy Faught

Biographical Info:
Name: Billy Faught
Street Address: 117 Dobecka
City/Town: Coppell
State: Texas
Date of Birth: September 20, 1955
Home Phone Number: 972/393-7235
Mobile Phone Number: 214/325-8677
E-mail Address: billy.faught@verizon.net
Questions:
Q: Length of residency in the city
A: Over 25 years
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: Construction Manager for Robertson Commercial Pools, Inc.
Q: Current civic involvement/highlights
A: Serving my eighth year as City Councilmember Place 5
Q: Previous civic involvement/accomplishments
A: Coppell Park Board 1993-98, Coppell Park Board Chair 1996-98, Citizen Bond
Committee Parks Chair 1999, City Council Place 5 2003-11, Numerous Boards and
Committees First United Methodist Church Coppell, Coaching Youth Sports and Board
Member of Coppell Youth Baseball and Coppell High School Baseball and Football Booster
Clubs
Q: Education
A: Bachelor of Science Landscape Architecture Texas A&M University Class of '79
Q: Previous public offices sought/held:
A: Ran for City Council Place 3 1998
Q: How much funding have you raised for your campaign?
A: None to date
Q: Who are your top three contributors?
A: The campaign will be self-financed
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for re-election to continue my service to the citizens of Coppell. It is
important to me to give back to the community that has been my family’s hometown for
over 25 years. My long history of service in many different positions, my involvement in
programs such as youth sports and Community organizations, and my love for Coppell all
qualify me as the best candidate for City Council Place 5.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Maintaining the fiscal health of our City, helping provide access to government for all

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citizens, and insuring that the City is receptive to ideas concerning new commercial
development. I cannot accomplish anything on my own; I will remain open to working with
other members of Council while maintaining my independent perspective.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have a long history of involvement in many different tiers our community. I have
prepared myself by serving with citizens of all ages. My eight years of service on the City
Council will provide a seamless transition in the continued growth of Coppell.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: As Coppell approaches residential build out, our focus must remain on seeking desirable
commercial development. This will reduce the tax burden on citizens while stabilizing and
even increasing our revenue stream. The fact that major corporations such as The
Container Store, Samsung, U-Line, and QT among many others have chosen Coppell
proves that we are receptive and “open for business”. This will remain one of my primary
objectives while serving on Council.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: The demographics of Coppell mirrors many other communities. One of my priorities has
always been to insure that we maintain our programs, services, and facilities for all
citizens. Our new Senior and Community Center is one such example. Another area of
importance is to keep Coppell attractive to those who grew up here and now are returning
“home” to raise their families.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Illegal immigration enforcement is a Federal issue. I expect our Public Safety
departments to continue their diligence so that Coppell remains a safe place to work and to
live.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I strongly favor a regional approach to transportation issues and development.
Coppell’s proximity to major freeways and to DFW Airport makes us attractive to both
residents and businesses. We must remain involved in transportation decisions that affect
regional mobility.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: We are now studying a regional approach to Fire and Police dispatch. This could improve
the overall coverage of Public Safety in the region while continuing the excellent service
provided by Coppell fire and Police departments.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Yes, without hesitation. Our Staff and Council are constantly monitoring the cost of
services and looking for ways to improve them without extra burden.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: We have done an excellent job. Our services, programs, and facilities have been
maintained without cuts and we have money in the bank. The Infrastructure Maintenance
Fund is only one of the ways we insure that we invest in what we have built without
excessive burden on the citizens.
Q: What is an uncomfortable truth about your city that voters must confront?
A: That State budget and program cuts will affect Coppell as well as all cities in Texas. We
diligently monitor the Legislature in order to plan for the future.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: None, we do a great job overseeing the few well sites we have in Coppell. The City has
hired an independent consultant to inspect and report on drilling sites and active wells.

Dallas City Council, Place 2


Description: Note: Only Dallas residents living in this district may vote in this race. Click
here for a district map.

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Candidates (choose 1):

Billy MacLeod

Biographical Info:
Name: Billy MacLeod THIS QUESTIONNAIRE IS NOT FINALIZED YET
Street Address: 3100 Main Street # 68
City/Town: Dallas
State: Texas
Date of Birth: September 15, 1968
Work or Campaign Office Phone Number: 214-296-4000 x 200
Mobile Phone Number: 214-616-9445
E-mail Address: vote4billy@gmail
Campaign Web Site Address: http://www.billymacleod.com
Questions:
Q: Length of residency in the city of Dallas
A: I have lived in Dallas since 1981.
Q: Length of residency in the district
A: I have lived in District 2 for 9 years.
Q: Occupation/main source of income
A: I am a National Sales Manager for a Accounts Receivable Management firm in
Downtown Dallas and I specialize selling Accounting Services to busisness all over the
United States. Each day I speak to Chief Executive Officers, Chief Financial Officers, and
owners of businesses about the biggest problems that face their business, bad debt. Each
day I build my pipeline opportunities and I speak to top level executives and decision
makers who have a very limited amount of time available, and each day I convince these
powerful people to make decisions that, if not for my direct contact with them, they would
not have made. I make real business happen every single day of the week and when I am
elected to Dallas City Council I will take this talent and put it to work for District 2. The
Dallas City Council needs a leader who is willing and able to sit amongst the most powerful
decision makers in business and convince them to make the tough decisions. When I am
elected to Dallas City Council I will be the leader Dallas needs to fill that role at Dallas City
Hall.
Q: Current civic involvement/highlights
A: I am an influences r in the Dallas Community and have publicly fought for Dallas
residents both in Dallas and in Austin. I have been elected Delegate for the my political
party in Precinct 3340 which sits in Senate District 23. I attended the my party's state
convention in and was actively involved in caucusing for Dallas issues. I am a volunteer at
Volunteer Center of North Texas and have worked with them during important times such
as the Hurricane Katrina disaster relief effort at The Dallas Convention Center. I am an
active participant in the Deep Ellum Association and each year I work to help organize the
Deep Ellum Art Walk and The Deep Ellum Arts Festival activities. I have been an active
advocate of small business for the Lower Greenville Avenue Bar Owners Association and
have spoken dozens of time before the Dallas City Council as an unpaid adviser. I founded
the Street Solutions Job Training Program in the Deep Ellum and Cedars area to train
homeless men and women to fill out job applications, on how to interview for jobs, them
how to prepare themselves for a life of work. I have volunteered my time with The Cedars
Neighborhood Association Clean-up efforts and the Graffiti Wipe-out in Deep Ellum. And
finally I am a founding member of The South Side on Lamar Business Association.
Q: Previous civic involvement/accomplishments
A: I have publicly fought for Dallas residents on a whole range of social issues including
Urban Renewal, Economic Development, and Public Safety; and has engaged the Dallas
City Council on issues such as the construction of the Homeless Center to funding for the
new Animal Shelter in Dallas. In 2007 I was elected as a delegate for my party's State
Convention in Precinct 1110 in Senate District 8. In 2008 I was asked to speak on his
behalf and did so at the Senate District 8 Convention. I 2009 I served as Community
Ambassador and Development Director Freedom Release Reentry Services, helping
formerly incarcerated men end the cycle of recidivism. I met with Bush Administration

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Officials in the Veterans Affairs, The Department if Education on behalf of Prisoner Reentry
Programming at the Dallas Conference on Faith Based Initiatives. I worked directly with
Mayor Tom Leppert in lobbying local leaders such as Jack Hammock, Tom Dunning, and
Gary Griffith for help with a new City Dallas Program ultimately named Dallas One-Stop
Optimized Reentry System (DOORS). I have worked as an neighborhood organizer for
Texas Campaign for the environment and lobbied successfully on their behalf in Austin at
the Texas Democratic Convention for the Electronic Recycling Bill HB 2714 when it was still
only a resolution. I have served on the United States Chinese Chamber of Commerce
Public Affairs Committee and I founded the group Operation Helping Hand while I was still
in the United States Navy helping to raise awareness and money for Military Families in
Gulfport, Mississippi.
Q: Education
A: 1986 WT White High School Graduate 1989 Navy Supply School Graduate 1996
Stephen F. Austin State University Graduate BBA Marketing
Q: Previous public offices sought/held:
A: 2003 Dallas City Council Candidate District 2 2007 Dallas Mayoral Candidate (Did not
file for ballot) 2009 Dallas City Council Candidate District 2
Q: How much funding have you raised for your campaign?
A: I have raised over $3000 in cash donations and over $8,000 in-kind service donations.
Q: Who are your top three contributors?
A: Kelly Warren Barry Curtis Paul Deleshaw
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: Yes. I have been arrested in the past I have addressed it publicly. I am not running in
spite of my past I am running because I have overcome it. I am a better man today
because I survived and overcome my past. I have been able to help others from making
the same mistakes I have made. I have founded an organization to help homeless
ex-offender persons and I have helped to found another Prisoner Re-entry program inside
the a local jail to teach life skills to inmates before they exit. I have paid for my mistakes
of the past and I have used the lessons I learned to help me become a better candidate. If
someone is interested in knowing about my past they can Google: Billy MacLeod, Dallas
and it is all there for the world to see.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: It is time for a change at Dallas City Hall. I am a running for Dallas City Council in
District 2 because I want to serve my community. I am looking to give back to my
community who has given back so much to me. Voters should consider me the most
qualified candidate because I have worked tirelessly in District 2 to stand up for what is
right and just. I have stood up and been counted since 2001 to advocate for all residents,
neighborhoods, and business owners in District 2. I have not only done so on streets and in
the neighborhoods of District 2 but also by speaking in front of the City Council itself. I
have spoken over 50 times at Dallas City Hall and I understand how it works. I am a
graduate of W.T. White H.S. which is a DISD school. I received a BBA in Marketing from
Stephen F. Austin State University. I honorably served in the United States Navy for 8
years and I understand, I understand what hard and determination is all about. I have
been a small business owner, a small business consultant, and a vocal community activist.
I have been on the record on issues affecting District 2 and especially for people in need. I
have fought for residents and small business owners in my district on my own time for
over 10 years. I have aligned myself with foundational community groups such as the
Texas Campaign for the Environment and helped start Freedom Release Reentry Services,
an innovative Prisoner Re-entry program in Downtown Dallas. I found that working with
formerly incarcerated men and women and helping them learn the life skills necessary to
re-enter society successfully was some of the most rewarding work I had ever been
involved with. My platform is detailed and it is laid on my website. I believe that I have
been preparing for this job for my whole life and I believe I will be the lone representative
on regular men and women on the Dallas City Council, I am one of us and I will be
working hard for you at Dallas City Hall. My combination of military, business, and
non-profit experiences have prepared me to be a successful Dallas City Councilman. but
more that anything I want to serve my community. My main goal will be to help the
average man and woman have access to and fully understand Dallas City Hall.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I work in the commercial collection industry and I understand the process of collecting
unpaid debt completely. Dallas currently has a half a billion dollars in uncollected fines and

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fees on the books. This pool of uncollected debt could be an immediate solution to our
budget difficulties at City Hall. On the very first day in office I would examine the collection
agency contract with the City of Dallas. I will immediately review the portfolio of
$500,000,000 in fines and fees that are on the books and have not been collected and
determine if those accounts can be worked a different way and determine if we could put a
bid out for a secondary agency who specializes in distressed receivables. If we were able
to improve the collection rate on this pool of receivables by only 10% we could raise $50
million dollars. This can be done at no cost to the City of Dallas. I would immediately
examine the buildings, land, and liquid assets Dallas currently owns. I would do this for
two reasons. I have openly advocated that the City of Dallas review its long standing deal
with TXU and bid out a power purchase agreement. I would immediately take steps to
install solar panels on every City Building and on certain city owned land, a deal like this
would not cost the city a penny, in fact it will save the City of Dallas money, it will create
immediate jobs, and it would make Dallas a leader in the green revolution sweeping the
nation. A PPA is a type of solar financing where someone else owns and installs the solar
system on city property but the City of Dallas would receive discounted power of anywhere
from 5 to 10 cents per kilowatt hour and such a plan has the ability to earn money. That
program would also create jobs for Dallas Residents immediately. The discount electricity
rates would save the city millions of dollars so this idea could be implemented at no cost to
the City of Dallas. I would immediately implement a program that would gather a
together a District 2 Residents Council made up of leaders from all across the District and
would immediately start planning creative ways to unite District 2. I would immediately
organize a District 2 picnic and event schedule to introduce the far reaching neighborhoods
to each other. The district is laid out in such a way that District 2 has no identity. I would
immediately take the necessary steps to build a feeling of community and I would do this
from day one after the election is over. There are 6 distinct population centers in District 2
and culturally they are very different.In the past there has been a lack of leadership in this
area of community building and these diverse neighborhoods have never interacted with
each other. The cost of this unifying program would be low and I feel comfortable that
much of the cost would be covered thought sponsoring organizations and associations in
and around the neighborhoods themselves.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have a platform and a plan for District 2 but my opponent sitting high in her office at
Dallas City Hall has neither. I have a detailed and interactive website which people in
District 2 can use to contact me directly and and contribute to the conversation. My
opponent has posted no campaign platform or plan for District for constituents to view or
comment on and no way for them to interact with them on a daily basis. I have
consistently used platforms such as Facebook and Twitter to move messages of information
and inspiration to over 5000 local men, women, and business owners. I have used this
platform and to interact with people in District 2 and to seek their input and guidance on a
daily basis. I have a detailed Linkedin page that details my business background and
connects me with over 1100 solid influencers with whom I interact daily. I have the ability
to use my interactive platform to support my District, they can message me and get a
response back immediately sometimes in seconds. My opponent has no Facebook or
Twitter page by which she can interact with her district, she is badly detached and
disconnected from her constituents and this is refected in her decision making. My
opponent has no Linkedin page by which she can network with local business leaders and
share her background with the public. I am on firmly on the record on almost every issue
affecting Dallas City Government and the needs wants and desires of District 2 residents
and business owners. My opponent never reveals her opinions or reports her activities to
her constituents unless she needs something and in the rare cases she does interact it is
through the mail. My simply not accessible to her constituents. Most disturbing is that my
opponent has taken no position against the voter fraud allegations that have been swirling
around this town regarding the activities of her own family. I am on the record that voter
fraud is a plaque that affects every part of this city. Dallas Morning News reporters cannot
even get a comment on anything of interest from my opponent, in fact "no comment" is
my opponents favorite sentence to the media, and this is totally unacceptable for a public
servant in 2011. I interact with District 2 on a minute to minute basis and I move
information and ideas along at the speed of light using platforms such as Facebook, Twitter,
Myspace, and Linkedin. I reach out and ask for ideas and suggestions because I admittedly
do not know everything. My opponent is behind the times and I am a part the future. I
pledge to be the most accessible Dallas City Councilman in decades. Dallas City Hall and
District 2 specifically needs a leader like myself with the ability to quickly move a message
and who has the ability to build a coalition with the click of a mouse to get behind it. I

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pledge to change the game at Dallas City Hall by using my social working skills and my
access to the media I can get that done better than my opponent.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: These is no question that The City of Dallas is over taxing and under-serving not only
her residents but also local small business owners. The tax rate is one issue but continuing
to add to cumbersome and expensive regulation of area small business owners only makes
the problem worse. Dallas has not been able keep up with the needs, wants and desires of
both their residents and business owners and because of this both people and small
business owners are moving out of the City in droves. Loosing these people and business
owners reduces our base and kills our economy and our spirit. When you add to this
dilemma the poorly managed and operated school system we are in a bad situation at
Dallas City Hall. It is in these tough times Dallas needs a vocal and dynamic leader to be
an ambassador and to inspire people and business to stay.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: Dallas has hit at the 3 officer per thousand number but in difficult economic time the
Dallas Police Department must work smarter in allocating resources. I believe that DPD
must continue to hire to replace retiring, resigning and fired officers or the DPD will quickly
fall below the three-officer threshold (if we have not already). I have studied the subject
in detail. I have concluded that there are currently enough officers on the force now to
handle the work load we have. I believe that we can supplement our current force by
recruiting trained officers from other cities instead of starting from scratch, I also believe
that Dallas should allow overtime to cover needed shifts. I believe we need to maintain the
size of our force and since January 1st have lost over a 100 officers this year already, we
need to fill those gaps.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: No. We need to improve efficiencies and increase revenue. I have outlined ways to do
that. Dallas has $500 million owed to our City in fines and fees and we have a collection
agency who is not doing their job. I work in that industry and I would light a fire under
them to handle up their business or I would force them to re-bid the deal. If we could
increase our collection percentage of fines and fees by only 10% we could kick that
shortfall right in the face and this is not an ridiculous number, it can be achieved. A second
idea has been floated before but I believe is valid more today than ever. Dallas should
consider going paperless as much as possible, doing so could save the city millions of
dollars immediately. When Dallas Water is sending out bills for 25 cents for residential and
commercial properties that are vacant we loose money. I believe Dallas should look at
temporarily renegotiating some long term tax abatement's and water deals with our
commercial partners, I believe they too need to be good stewards of our City and pay
their portion of the bills for a temporary amount of time. This is a tough coarse to navigate
but it would be an immediate source of funds and we should consider it. I have openly
advocated that the City of Dallas should review its long standing deal with TXU and bid out
a power purchase agreement(PPA)to install solar panels on every City Building and on
certain city owned land. A PPA is a type of solar financing where someone else owns and
installs the solar system on city property but the City of Dallas would receive discounted
power of anywhere from 5 to 10 cents per kilowatt hour and even has the ability to earn
money. That program would also create jobs for Dallas Residents immediately. The
discount electricity rates would save the city millions more. I have gotten creative and
suggested we look at taking 2 cents from each dollar from NTTA tollbooths inside Dallas
City Limits. The NTTA roads pollute our air every day but contribute noting to our
economy. I would at the very least life to force the NTTA to open their books and take a
look at the real numbers. This may require legislation in Austin but I would be willing to
work hard to get NTTA to contribute their 2 cents to our economy. These are all just ideas
and I am not an economics expert, but I do believe there are ways to cut costs without
cutting services. There are also ways to increase revenue immediately to get to the
number we need to be at but we need to get creative. The Dallas City Council needs
someone like myself with a whole different set of skills to add some balance.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: 1)I would help Dallas a "nearly paperless program",this would save the city millions.
2)I would cut Dallas Parking Authority costs by install digital meters across the city. 3)I
would reduce the salaries of top Dallas City Administrator across the board by 5%

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Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: Based on Army Corps of Engineers reports, the weakest part of the levee is squarely in
District 2. My opponent has had no voice and shown no leadership on this issue. The sitting
Council person agreed with the power brokers and pushed a toll road. The sitting Council
person did not stand up for the safety of the people who live in District 2. I will change
that; I will immediately report back to the district the true state of the levee. I will do
what it takes to build the park. I will reverse the errors of the past and move forward with
bold leadership and bold strokes. Where is the Trinity River Park? As of today the Park is
dead, that project was laid to rest long ago. The Trinity Project is dead thanks to a lack of
leadership in District 2. The powers at City Hall sold the Trinity River Park Project down the
toll road and all we have to show for it is a broken levee system. The worst part is
consultants took most of the money. Now, there is no money to fix it. I will make it a
priority to revive the recreational aspects of the Trinity River Project as part of my
greening initiative. As Dallas City City Councilman in District 2, I will reach out to the
private sector and seek private funding for the project. I will reach out to Austin and
Washington and seek State and Federal dollars. The recreational elements of the Trinity
River project must be brought back to life, the big deception must be reversed. We were
promised a park and some ball fields. I will do everything in my power as a City
Councilman to see it play out like we were promised. I supported the Trinity River Project
as it was laid out to the voters. That included a park with a lake and athletic fields. When it
was originally sold to the voters, the Trinity River Project was going to be a hallmark
recreational project that would rejuvenate the spirit of District 2. When I am elected to
Dallas City Council, I will make sure increasing green spaces and rejuvenating both the
spirit and bank account of District 2 residents will be my number one priority. A large
portion the Trinity River Project is in my district and sadly it has become a national joke.
There are seven miles of the Trinity River in district 2including both designer bridges as
well as the Trinity River Park. The Dallas City Council “sold” a Trinity River Park to Dallas
voters and then replaced that vision with a reality of 10 miles of concrete toll road plans.
Dallas needs a road to relieve congestion in the Downtown Corridor for the future but
placing a toll road inside the levy is not a viable option anymore.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: Dallas needs to be more proactive and less reactive.We need to keep the people who
are already here happy and we need to have a friendly and affordable city which can
people can feel comfortable moving into. The Dallas City Council needs some salesmanship
and because we do have the steak we must sell the sizzle. Dallas needs to be business
friendly and we need better schools. When I talk to CEO’s and CFO’s about their
businesses, I am selling myself, my company, and the City of Dallas. As City Councilman
for District 2 I will build an opportunity pipeline of economic development and
relocation/expansion prospects which I will personally call on. District 2 needs a bold and
dynamic leader like me to get out there to sell the benefits of the City of Dallas. Anyone
can recite statistics, talk about landmarks, or give tours of the Arts District, but at the end
of the day that alone will not get it done. I am going to work on reaching out to corporate
leaders, leverage federal and state resources, as well as develop the talent and
entrepreneurship that already exists within the city and district to attract new tax
producing projects. District 2 represents so many crucial areas of commerce to Dallas
including Stemmons Corridor, The Hospital, District, The Fashion District, The Design
District, American Airlines Center, Victory, The Dallas Convention Center, The Cedars,
Deep Ellum, and the newly rejuvenated Henderson Ave. It also includes many diverse
neighborhoods such as the Oak Lawn neighborhood, Grauwyler Park, Little Mexico and Old
East Dallas. When I am elected I will immediately reach out to leaders at the Dallas
Economic Development team, The Dallas Convention and Visitors Bureau, all local
Chambers of Commerce, and DowntownDallas.org to identify projects and prospects which
are either on the horizon, currently in the pipeline or those which should be completed and
have not. These people must have confidence in their leaders and see a passion, they must
be inspired and that is what I bring to the table. District 2 and the City of Dallas deserve a
City Councilman who can make the contacts, establish the relationships, and who can close
the deal. It takes bold action and dynamic leadership to ensure these changes will happen.
It is essential that I partner with other organizations who share this vision. My education
and experience make me the preferred candidate. I have my degree in business
administration, successfully served in the United States Navy, and have owned several
small businesses. We need someone who can be engaging but convincing, someone who
can get the appointment and the commitment, and I am that type of leader. I live in

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South Side on Lamar, and Mathews Southwest is a shining example of how an organization
can develop an entire community. Jack Mathews and Mathews Southwest has attracted and
invested in prime economic development, most recently they announced the NYLO Hotel
project. He has created new retail where there was none and with every new project his
hard work has increased sales tax revenue it here in the Cedars. I plan to follow his lead. I
believe it is the redevelopment of our existing neighborhoods which is the answer in tough
economic times. I will seek his advice and the advice of others in the Dallas business
community to find creative ways to increase sales tax revenue throughout the many
diverse areas of District 2. He was wise in using federal Community Development Block
Grant money to fund this project and I will look for similar opportunities when I am
elected.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: The City of Dallas is lacking in every area where customer service is a necessary. There
is no City Service that I can mention here at which Dallas is exceptional. Dallas Parks
should be beautiful places for family's to visit but the City of Dallas has put them on the
chopping block. Once a week trash pick up is a failure in areas of District 2 where multiple
family members live in the same home. When trash piles up in Old East Dallas and in the
Grauwyler Park neighborhoods it becomes a health hazard very quickly. Dallas residents
deserve better. Recent news reports state that Dallas Water Utilities has one of the most
concentrated levels of fluoride in the country. According to the handbook, Clinical
Toxicology of Commercial Products, fluoride is more poisonous than lead and just slightly
less poisonous than arsenic. It is a cumulative poison that accumulates in bone over the
years and Dallas has known this for years. This is unacceptable. Finally Dallas code
enforcement has become an enforcer and profit center not a change agent. There is
nothing good to report at Dallas City Hall and when I get to Dallas City Hall I will focus on
implementing a Customer Service focus withing all departments. One idea I do have is
that Dallas should offer recycling services to multi-family residential communities. Dallas
Could show a profit if this program is done right and we could also show our residents that
we believe in a Greener Dallas.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: We are loosing or tax base. Less rundown buildings and more green spaces create
environments where families and businesses want to grow will retail and attract more
young families. When government and business work together, great things can happen. I
would like to work with developers, REALTORS, business owners, and residents in planning
and executing more housing plans where federal funds are used to revitalize blighted areas
of the city and bring new life. This type of public/private collaboration will be the hallmark
of my time spent on the Dallas City Council.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: This is a tricky question. I found out online that giving a density number for an entire
county is WAY too broad. I found that you need to look at individual zip codes and
neighborhoods. The numbers I looked at from the U.S. Census Bureau are from 2000, so
areas like Uptown and Downtown have increased dramatically since the last census was
taken, but even in 2000, there were at least 4 zip codes in Dallas with 10,000 people per
square mile: 75206, 75231, 75219, 75246. That number is too high for residential
developments. A believe a good model for growth is the Uptown Dallas area and Midway
at Frankford area. These two areas had around 8,000 people per square mile in 2000. I
would defer to the experts but I am in favor of a density somewhere between these and
the Highland Park area which had 5,300.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: I have studied the Downtown 360 plan and I believe it is a good vision to transform
these streets to places where people want to be seen, where they want to eat, where they
want to shop, where they want to walk, where they feel safe, where they feel
comfortable.believe there needs to be more communication between the Dallas City
Council, downtown residents, and its business owners. Simply put, I plan to knock down
the brick wall that currently exists between real people and their local government. I have
the proven networking and leadership experience. I have plenty of energy in the tank and
I have the long term vision to make District 2 and downtown Dallas better place to live
work and play.

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Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: Immigration policy is a national issue and Federal and State responsibility. To bring this
issue into Dallas would only add another unfunded mandate on our balance sheet. That
being said it is a real issue in District 2 which by some estimates has as many as 100,000
undocumented aliens living amongst our residents. I believe a leader like myself at Dallas
City Hall can shine a light on the subject of illegal immigration and how it affects our city at
the street level.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: Southern Dallas is the size of Atlanta GA and needs vocal and dynamic leadership to
help bring investors into the area to develop it properly. Organization like The Southern
Dallas Development Corporation helps offer small business loans, they provide fixed-
interest rate, the allow term loans for permanent working capital, machinery, equipment,
and they advocate commercial real estate acquisition and development. District 2
specifically needs a Dallas City Councilman who can talk to promote organizations like The
Southern Dallas Development Corporation and communicate their services to potential
developers. Southern Dallas needs regular person who will listen and who will lead without
any ulterior motives. My experience in the private sector and my ability to communicate
with a business mind makes me a superior candidate. And when I am elected, I will bring
this leadership style to the Dallas City Council.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I am in favor of the concept of a public-private economic development corporation but it
will need strict oversight. DowntownDallas.Org is already functioning like a economic
development corporation but they do this with very little oversight and they like it that
way. They offer marketing, networking, safety patrols, and street cleaning services in
Downtown. I would advocate a board or commission be formed to oversee the operation
of such an entity and ask for complete transparency from day one..
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: Yes, I believe the plan to redevelop West Dallas can and should be duplicated. I believe
a good place to start would be in The Cedars just South of Downtown Dallas. The Cedars is
the largest undeveloped piece of land near Downtown Dallas and brings with it the most
spectacular view of Downtown Dallas available in the city. The land is still affordable and it
is also designated as a Federal HUB Zone which brings with it some distinct advantages.
HUB Zones are designated as by the Federal Government as underutilized business zones
which get front of the line privileges whereas it concerns loans and grants. Jack Mathews of
Mathews Southwest has already started the transition but District 2 needs a vocal and
dynamic leader to move such a plan forward and I have the perfect skill set and the
relationships to get the job done.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: I am a United States Navy Veteran who honorably served with the US Navy Seabees in
the first Gulf was in Desert Shield. I also aboard the Guided Missile Cruiser CG-61 USS
Monterrey and traveled throughout the Mediterranean and was the first US Navy Warship
to enter into the Black Sea since World War II. I was also a boxer and I played rugby
competitively for the United States Navy. I proudly served our Country in 14 countries and
I received a Coast Guard Commendation Medal for Hurricane relief work in Puerto Rico
after Hurricane Hugo devastated the island territory. I am very proud of my military
service and wish more people knew about it. The fact is that I was raised by a single
Mother and money was always tight. I attended Stephen F. Austin directly out of High
School but I simply did not have the money to cover my costs. I chose to join the Navy. My
Navy experience is extremely valuable in many ways but it allowed me to complete my
college education. My boxing training in the US Navy got me polished and I ended up being
a two-time Boxing Champion when I returned back to Stephen F. Austin after my active
duty service was completed.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: Dallas residents that blatant voter fraud determines many Dallas elections and this is
possible because of the lack of voter participation by or residents. There has been a small
number of people who have controlled Dallas elections and these people have run them
from a position of power acquired on the back of the elderly and the poor. This obvious
and systematic abuse of power and influence has contributed to the current perception of

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Dallas as a politically corrupt city. Currently there ongoing investigations and a grand jury
has already indicted one member of the Medrano family for felony vote fraud. This
indictment has shown that ground zero for the fraud resides squarely within District 2. This
has to end and I plan to fight vote fraud at every corner by shining a spotlight on it. I
advocate moving the local municipal election out of the dark closet it has been in and back
into the light of day. Dallas has always held it elections away from all others and I believe
it is time to get back with the November elections cycle. There currently is legislation in
Austin that will move towards this end and I will lobby for the passage of this bill. Dallas
voters must have confidence that elections are free and fair and I will be their champion on
the inside of Dallas City Hall.

Pauline Medrano

Biographical Info:
Name: Pauline Medrano
Street Address: 2346 Douglas Ave
City/Town: Dallas
State: Texas
Date of Birth: November 16, 1953
Work or Campaign Office Phone Number: (214) 528-7808
Home Phone Number: (214) 528-7808
Mobile Phone Number: (214) 923 2781
Fax Number: (214) 526-1480
E-mail Address: paulinemedrano@sbcglobal.net
Questions:
Q: Length of residency in the city of Dallas
A: I am a Life long resident of Dallas.
Q: Length of residency in the district
A: I am a Life long resident of District 2.
Q: Occupation/main source of income
A: Dallas City Council
Q: Current civic involvement/highlights
A: I currently serve as our city’s Deputy Mayor Pro Tem. I serve as Chair of the Quality of
Life Committee and serve on the Transportation & Environment, Housing, and Trinity River
Corridor Project Committees. I also serve on the Regional Transportation Council.
Q: Previous civic involvement/accomplishments
A: I have served 6 years on the Dallas City Council as a full time council representative for
District 2.
Q: Education
A: Graduate of DISD, Skyline High School 1972 Bachelor of Arts, University of Texas @
Arlington 1976
Q: Previous public offices sought/held:
A: none
Q: How much funding have you raised for your campaign?
A: Approximately $18,000
Q: Who are your top three contributors?
A: Frank Ashmore, Sr Dr. Chad Park Metrotex Association of Realtors
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: I have over 26 years of experience serving our city and the district I love. I have a
knowledge of the district and a commitment to its residents that is unmatched by my
opponent. I am running for re-election to use my experience to provide the highest quality
of representation for the people of District 2 and to be a strong advocate for their interests

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and concerns. I have served for 6 years as full-time representative for District 2 on the
Dallas City Council. I have worked with the people in my district and with its community
and neighborhood leaders. This knowledge and understanding of the district and my
experience at City Hall best prepares me to serve our district and our city.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I would use the relationships and partnerships I have worked to build in the private
sector to continue the revitalization of our intercity neighborhoods and to provide for more
opportunities and jobs in the district. As someone who has a life time commitment to
education, I would like to help lead our city to do more to support and promote our Dallas
Public Schools. The involvement of residents to help prevent and report crime has been
an important component to bringing the crime rate down in Dallas. I worked with our
police to implement the 10-70-20 program in District 2, walking door to door with the
police to help educate residents and enlist their help to prevent and report crime. I would
work with city leaders and the police to implement the program citywide and would like to
offer my experiences and leadership to expand this important program to other parts of
our city.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have over 26 years of experience and dedication to District 2 and our city. My
opponent has no record of service to the district or the city.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: Dallas has a competitive tax rate with cities of its size in Texas and across the country.
Our city provides services and amenities not found in smaller cities. I do think the citizens
of Dallas are getting a good value for their tax dollars but we should always be looking for
ways to get more bang for our buck, and as a council representative, I will continue to
work to keep our tax rate low and work to provide the greatest value possible for our tax
dollars.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: I would look at resuming the effort if needed but currently we are exceeding our goals.
We have a goal of 3 officers per 1000 residents and we currently have 3.04 officers per
thousand residents. Our goal for emergency response is 8 minutes and we are currently
exceeding that goal with an average response time of 6 minutes. We have seen a drop in
crime by 10% citywide. I support our current policies but would consider changes if Chief
Brown recommended them.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: No. I will work with our mayor, council and the city staff to make sure we have a budget
that doesn’t raise taxes that responsible civic leaders can embrace.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: I would like to reduce spending on outside consultants and outside attorney fees, and
cut incentives to companies that do not offer their employees a living wage or benefits.
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: Flood protection for our city has always been the priority for the project. We should add
other parts of the project as funds become available to do so.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: We should do more to promote our city and our schools.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: We have done an excellent job in reducing crime. We need to do more to promote our
city and our exemplary and blue ribbon schools.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: We need to do better. We need to do more to promote our city and our public school to
attract residents to our city.

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Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: We have a density goal of 10,000 residents for the Central Business District (CBD) and
we currently have 7500 residents. We need to continue to build density in the CBD until we
have reached our goals. We also need to work to bring higher density to our city’s
transportation corridors to encourage the use of public transportation.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: Reform our approach to parking downtown and modernize our parking meters to be
more user friendly and more accommodating to visitors.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: This is a federal issue and there are no funds available to address this issue locally.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: We need to work to create educational opportunities and jobs in the southern sector. We
also need mixed income housing and improved transportation. I will continue to work for
those goals.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I would be supportive.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: The City Design Studio is an effort between the public and the private sector that has
earned success by working with all of the stakeholders to create solutions for residents and
businesses. We should look at using this type of collaborative effort to revitalize other inner
city neighborhoods.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: I wish more non-Dallas residents knew about the gains we have made in public
education.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: Dallas currently has a shrinking tax base. I am committed to reversing this trend so we
can lower the tax burden on our Dallas residents.

Dallas City Council, Place 3


Description: Note: Only Dallas residents living in this district may vote in this race. Click
here for a district map.

Candidates (choose 1):

Scott T. Griggs

Biographical Info:
Name: Scott Griggs
Street Address: 1803 Marydale Road
City/Town: Dallas
State: Texas
Date of Birth: 12/13/1974
Work or Campaign Office Phone Number: 214-695-7471
Home Phone Number: 214-695-7471
Mobile Phone Number: 214-695-7471
Fax Number: N/A
E-mail Address: scott@griggsfordallas.com
Campaign Web Site Address: www.griggsfordallas.com

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Questions:
Q: Length of residency in the city of Dallas
A: 34 years
Q: Length of residency in the district
A: 9 years
Q: Occupation/main source of income
A: Attorney, Partner at Griggs Bergen LLP
Q: Current civic involvement/highlights
A: Board of Directors & Executive Committee, Oak Cliff Chamber of Commerce; Past
President, Fort Worth Avenue Development Group; Board of Directors, North Texas
Chapter of the Congress for the New Urbanism; and Advisory Member, Board of Directors,
The Kessler School.
Q: Previous civic involvement/accomplishments
A: Board of Directors & Executive Committee, Oak Cliff Transit Authority; Vice President &
Two-term President, Fort Worth Avenue Development Group; City of Dallas Appointee,
Reinvestment Zone 15 – Fort Worth Avenue Tax Increment Finance District; City of Dallas
Appointee, Fort Worth Avenue Tax Increment Finance District Design Review Committee;
Member/Alternate Member, City of Dallas Board of Adjustment; Managing Member,
Citizens for Responsible Beverage Sales LLC; and President, Stevens Park Estates
Neighborhood Association. My accomplishments include: • Passage of Fort Worth Avenue
Tax Increment Finance District (2007) • Reducing crime by closing Passions Sports Bar
(2009) • Protecting our neighborhoods by preventing the widening of Sylvan and Beckley
to 8 lanes (2010) • Returning the streetcar to the Southern Sector and winning the TIGER
grant as part of the Oak Cliff Transit Authority (2010) • Fighting for the equitable
distribution of subsidized housing throughout the City of Dallas and related changes to City
Permanent Supportive Housing policy (2010)
Q: Education
A: J.D., University of Texas (Austin, Texas) B.A. Chemistry, Texas A&M University (College
Station, Texas)
Q: Previous public offices sought/held:
A: None.
Q: How much funding have you raised for your campaign?
A: I have raised over $30,000 for my campaign.
Q: Who are your top three contributors?
A: My top three contributors are the Dallas Police Association, Susan & Woody Gandy, and
Lena Liles.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: Yes. During my freshman year of college, I was arrested by Texas A&M University
campus police for trespass and given probation.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: I am running for office to give all residents of District 3 – West Dallas, Mountain
Creek/The Woods, and Oak Cliff – a voice and representation on City Council. I have a
personal and professional background of being vested in District 3 as a homeowner,
property owner, small business owner in the Bishop Arts District, and attorney. I have a
record of community and civic service on non-profit boards and City boards and
commissions. I am going to use my experience as an accredited New Urbanist, president
of the Fort Worth Avenue Development Group, and former board member of the Board of
Adjustment and Forth Worth Avenue TIF Board to bring about economic development to
expand the tax base and increase sales tax revenue. I will implement infrastructure,
economic development, and housing policies that create a livable city and benefit those
that live, work, or attend school in Dallas.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Once elected, I will (1) re-establish trust with the residents of District 3 through regular
town hall meetings and responsive communication; (2) push for a moratorium on
dangerous gas drilling; and (3) push for a more market-based economic development
policy.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Trust is the difference that makes me the better choice. I am the trusted candidate and
leader who takes a position and communicates that position to the community and

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developers. I am the trusted candidate and leader who responds to telephone calls and
communications. I am the candidate and leader that is responsible and can be trusted to
manage taxpayer money.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: Dallas residents are not getting sufficient band for their buck. Dallas residents are
paying too much in taxes for too little services. In the last decade, the City of Dallas
population increased by less than percent while we saw a continued migration to the
Richardson Independent School District and Duncanville Independent School District areas.
In the next decade, we need to attract more residents by making our city more livable.
Quality of life issues – schools, streets, libraries, parks, rec centers, and the arts – need to
be priorities.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: Budget concerns must be prioritized and balanced. The goal for the City of Dallas is 3
officers per 1,000 residents and an emergency response time of less than 8 minutes/call.
We presently have 3.04 officers per 1,000 residents and are meeting our emergency
response time. Our goal is currently met and additional officers should be added as
recommended by the Dallas Police Department and Public Safety Committee.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: No. We must look for alternatives. One tool we haven’t used yet is zero-based
budgeting (as opposed to our traditional budgeting). Zero-based budgeting often leads to
an efficient allocation of resources, drives management to identify cost effective ways to
improve operations, and eliminates waste. We must consider implementing zero-based
budgeting.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: We need to lower spending by reducing reliance on outside consultants, reforming the
in-house counsel/outside counsel ratio, and reducing reliance on financial incentives to spur
economic development.
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: With respect to priorities, flood control is the foremost priority of the Trinity River
Corridor Project. Our levees must be unquestionably safe to protect lives in West Dallas
and over $6 billion in tax base on the downtown side of the levees. Beyond upgrading the
levees, correcting S.M. Wrights’ “Dead man’s curve” must be the top priority. S.M. Wright
should be transformed into a multi-way boulevard to bring about economic development.
Funding should be obtained through TXDOT, bond packages, as well as private donations.
Other parts of the project should be prioritized based on ability to withstand a flood within
the levees, time to completion, and everyday use. Those amenities that can withstand a
flood within the levees, may be completed quickly, and used by people everyday should be
built first. Additionally, we need to ensure that the water in the Trinity River is suitable for
recreational contact by identifying any upstream polluters and aggressively ending
pollution. The toll road remains unfunded and currently is not economically feasible. The
cost is approaching $2 billion for the 10-mile toll road.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: To spur economic development and grow our tax base, we must expand our economic
development models for Dallas. Dallas has traditionally used two models: (1) development
along new roadways (e.g., highways, tollways, and large arterials); and (2) a cycle of
allowing existing uses to deteriorate, razing the building once obsolescence is reached,
rezoning, and adding financial incentives (tax abatements, TIFs, MMDs, etc.). As we
approach build-out as a city, we must have additional approaches to economic
development that allow more market paths and means for return on investment: (A) clean
the Dallas Development Code; (B) adaptive re-use through the development of
equivalencies; (C) temporary zoning; (D) infrastructure-driven latent market activation;
(E) neighborhood stabilization through proportional infrastructure spending; and (F) multi-
purpose infrastructure. (A) Clean the Code. The Dallas Development Code is bloated and
over regulates the market. Whole sections of the Dallas Development Code haven’t been
revisited since 1941, when the DDC was first compiled. I will advocate an overhaul of the
Dallas Development Code instead of only passing additional ordinances. (B)

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Equivalencies. The Dallas Development Code is overly restrictive and usually prescribes
only way to achieve an end. Choice needs to be introduced into the market through
equivalencies. By way of example, Jack’s Backyard on West Commerce was blocked from
opening because there was no parking. Parking was only defined in the Dallas
Development Code as impermeable (i.e., cement) spaces. The storm water management
system around Jack’s Backyard cannot support additional runoff as it has not been
upgraded since World War II. The City’s solution was for Jack’s Backyard to spend millions
on a new storm water management system. This was not economically feasible. As
president of the Fort Worth Avenue Development Group, we imported best practices from
other cities, and proposed an equivalency to an impermeable parking space: a permeable
parking space that would handle cars as well as not stress the storm water management
system. As a result, Jack’s Backyard was able to open. The practice of equivalencies is
common in other cities, such as Vancouver and in parts of revitalized New Jersey, and
should be brought here as a best practice. (C) Temporary Zoning. I support the creation of
temporary zoning ordinances that permit a developer or other user to have a use for 1 or
5 years, for example, without sacrificing the underlying zoning. This and the other
recommendations presented in these responses are focused on creating choice for
developers in the marketplace and providing more than one mechanism for monetization
of property and investment. (D) Infrastructure-driven Latent Market Activation. I will
encourage and include small infrastructure projects “between the buildings” that benefit
people that live and work in a community. Dallas presently has a limited approach to new
infrastructure, which is new and improved infrastructure must follow new development. I
support infrastructure-driven redevelopment as well that unlocks latent market potential.
One example is the Bishop Arts District. (E) Neighborhood Stabilization through
Proportional Infrastructure Spending. Successful economic development follows
stabilization of existing neighborhoods. Large infrastructure expenditures should be
stepped-down and connected to neighborhood level infrastructure projects, particularly in
the Southern Sector where a focus is stabilizing existing single family neighborhoods and
bringing econmic development. By way of example, the first Calatrava bridge ($120
million) is being built adjacent to the La Bajada neighborhood. As part of this project, a
deck park is also being built on the soon-to-be decommissioned Continental Bridge ($10
million). The residents of La Bajada say that they didn’t ask for a $120 million bridge or
$10 million deck park. The residents need a neighborhood park upgraded, an internal
street repaired, and a community-center roof rebuilt. Infrastructure spending should be
proportional such that when a $120 million bridge and $10 million deck park are built
adjacent to a neighborhood, a small amount of money (e.g., $500,000 - $1,000,000) is
reserved for neighborhood level improvements that stabilize the existing neighborhood
and encourage neighborhood buy-in by demonstrating city buy-in of the neighborhood.
(F) Multi-purpose Infrastructure. The most successful DISD-City of Dallas projects are the
multi-purpose libraries at Arcadia Park and Hampton/Illinois. I will bring about more multi-
purpose structures and projects, including advocating for multi-purpose parking lots that
can serve the school during the day and retail during the evenings/weekends. Such multi-
purpose structures reduce costs and increase use while improving the good will between
DISD and the City. Future multi-purpose possibilities include the new parking lot at
Adamson High School near Jefferson Blvd, a corridor in need of parking on the
evenings/weekends.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: Currently Dallas excelling in crime reduction. We need to improve building permitting
and inspection. Presently, a building permit takes 3-4 months to secure and a rezoning
case may take 9 months. Even with recent fee increases, the City of Dallas is not providing
an adequate, much less competitive, level of service. This is unacceptable. Our level of
service and staffing are completely within our control and as one of the largest cities in the
United States, we should be the best. Monies need to be immediately appropriated – and,
if need be, from the general fund or other funds – to return and maintain our city at a
competitive level of service.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: It is very bad that the City of Dallas population grew by less than 1% in the last decade.
The number one challenge for the City of Dallas in the next decade is to increase its
population while increasing the quality of life. Quality of life issues – schools, streets,
libraries, parks, rec centers, and the arts – need to be priorities. We must increase the
number of residents to grow our tax base.

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Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: Within the core and inside Loop 12, higher targeted density must be developed.
Mixed-use residential or commercial areas that maximize access to public transport and
incorporate features to encourage transit ridership are critical to alleviating transportation
congestion and providing mixed income neighborhoods with higher targeted density. We
must achieve higher levels of targeted density by recognizing the relationship between
land use and transportation and fully leveraging Transit Oriented Developments (TODs).
To date, Dallas has not fully leveraged TODs. By way of example, both the Hampton and
Corinth DART light rail stations (each $100 million or more in infrastructure) are
surrounded by parking lots without sufficient housing density or retail within walking
distance. Better land use and transportation planning is required to leverage most public
transport facilities into TODs.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: One action we can take to jumpstart the revitalization is to revise the Dallas
Development Code and remove self-imposed obstacles to livability and economic
development. Much of the Dallas Development Code hasn’t been reviewed since 1941 and
the ordinances are outdated.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: Immigration is a federal issue and financial burden. The city and police department
should continue the current policies that recognize immigration as a federal issue.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: The City of Dallas should make it a priority to advocate for new state and federal
housing policies which remove the bias of placing the lion’s share of subsidized housing in
the Southern Sector. A strong correlation exists between mixed-income neighborhoods and
successful schools, as well as economic development. I will advocate at the state and
federal level for legislation to remove large-acre, low income Land Use Restriction
Agreements (LURAs). The Southern Sector contains too many large-acre, low income
LURAs that do not permit the creation of mixed-income neighborhoods. By way of
example, in District 3, a 40-acre LURA blocks the redevelopment of the apartments around
Wynnewood shopping center, and by extension the Wynnewood shopping center. The City
has a difficult choice with the existing deteriorating apartments: (1) allow new low-income
units to be built and extend the LURA; or (2) continue to allow the existing low-income
apartments to deteriorate. Such large-acre, low income LURAs should be removed to allow
the development of mixed-income neighborhoods and activate the Southern Sector. I will
also advocate at the state and federal level for legislation to remove the requirement that
certain financing programs (e.g., LIHTCs) for low income tax credit housing be used only in
low income census tracts. Such programs often perpetuate a legacy of concentrated low
income housing.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I support the creation of a public-private economic development corporation. Many of
our neighboring suburbs have economic development corporations and have used this tool
to spur economic development. We need to advocate at the state level for local options
that could help fund an economic development corporation in Dallas.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: The City Design Studio effort can be replicated by enhancing the public-private
partnership that funds the City Design Studio and encouraging more private donations.
Good design has a public benefit and additional donations for the City Design Studio should
be solicited. We should start replicating the success of the City Design Studio to the west
and south in the Southern Sector.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: The best under-publicized thing is the success of organic development in Oak Cliff and
the small investment by the City of Dallas that helped catalyze this organic development.
Small investments that benefit people that live and work in a community can be very
successful. Ten years ago, $2.6 million was invested in the Bishop Arts District, which was
worth $1.7 million, according to the Dallas County Appraisal District, at the time. The $2.6

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million was spent in between the buildings on water improvements, parallel parking, street
trees, and wider sidewalks. Money was only spent on improvements that can be enjoyed
by people that live and work in the community. Today, the same area of land is worth $6.2
million, which represents a 13% growth per year. Additionally, for some establishments,
Dallas now collects more sales tax in one Saturday night than previously in an entire year.
The Bishop Arts District was not an accident, but rather a success story waiting to be
repeated.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: The uncomfortable truth is that our schools are not where they need to be despite large
gains and big successes. Good schools are the number one attraction to residents and we
must all continue to work to improve DISD. If our schools are not where they need to be in
the next decade, then there is a very real possibility that the City of Dallas will lose
population and begin a decline marked by an ever increasing tax burden on the residents.

Dave Neumann

Biographical Info:
Name: Dave Neumann
Street Address: 1031 North Winnetka Avenue
City/Town: Dallas
State: Texas
Date of Birth: 02/01/1960
Work or Campaign Office Phone Number: 214-670-0776
Fax Number: 214-670-1833
E-mail Address: dave@daveneumann.com
Campaign Web Site Address: www.daveneumann.com
Questions:
Q: Length of residency in the city of Dallas
A: 29 Years
Q: Length of residency in the district
A: 9 Years
Q: Occupation/main source of income
A: Dallas City Councilman General Partner of IJN/CJN Investments, Ltd., a small business
that owns and operates commercial property.
Q: Current civic involvement/highlights
A: Dallas City Council: • Chairman, Trinity River Corridor Project Committee • Member –
Budget, Finance, & Audit Committee • Member – Quality of Life Committee • Member –
Public Safety Committee • Member – Legislative Affairs Committee Other: • Board of
Trustees, Dallas Police and Fire Pension System • Board of Directors, Oak Cliff Chamber of
Commerce • Oak Cliff Lions Club • DBU-Oak Cliff Partnership • Methodist Health System
Community Council • Dallas Breakfast Group
Q: Previous civic involvement/accomplishments
A: • Vice Chairman, Dallas City Plan & Zoning Commission • Chairman, Dallas Zoning
Ordinance Advisory Committee • Chairman, Stemmons Corridor Business Association •
Chairman, North Oak Cliff Weed & Seed Initiative • Board of Directors, Trinity Commons
Foundation • Board of Directors, Dallas Friday Group • Board of Directors, Greater Dallas
Planning Council • Board of Trustees, First Baptist Academy • Treasurer, Kessler Neighbors
United • Board of Adjustment, City of Dallas • Vice President, Dallas Apparel Mart Board
of Governors • Treasurer, Dallas Apparel Manufacturer’s Association
Q: Education
A: B.S. 1982, Business-Finance, Indiana University
Q: Previous public offices sought/held:
A: None.
Q: How much funding have you raised for your campaign?
A: $110,000 for this campaign cycle
Q: Who are your top three contributors?
A: Metrotex Association of Realtors PAC Apartment Association of Greater Dallas PAC Rick
Garza

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Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: Never arrested. As former President & CEO of F.L. Malik, Inc., the company filed
criminal and civil charges against an employee. The employee pled guilty and is now
serving 12 years in prison.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: I am running for re-election as a Dallas City Councilman because I sincerely enjoy
working with people to bring them together to solve issues for our neighborhoods and our
City. I want to continue our positive impact on the Quality of Life for the citizens in my
District 3 and our City of Dallas. I am the most qualified candidate because of our proven
track record of achieving results over the last four years for my District and the City of
Dallas: Economic Development and Job Creation through public/private partnerships,
Reduced Crime (15% for District 3 vs. 10% for City), and successfully empowering
neighborhoods through their elected leaders to resolve unique and common issues. My
leadership for the City has been focused as the Chairman of the Trinity River Corridor
Project. We have successfully achieved tangible results of keeping the project moving
forward despite known and unknown challenges. While still ensuring our #1 goal of flood
protection, we have also been able to move forward on signature bridges, the Trinity River
Audubon Center, and the planning for trails and lakes between levees. Under my
leadership, the Trinity River Corridor Project has rallied local, state and national
stakeholders to address critical issues including flood control, transportation, and
recreation along the banks of the Trinity River. My 20+ years of owning and operating a
small business has prepared me to approach the role of a City Councilman with the right
balance of business sense yet care and compassion for our citizens.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1) Ensure the Financial Integrity of the City by adopting a balanced budget based on
reasonable revenue assumptions and strict cost controls. 2) Strengthen the beat police
patrol policy to ensure maximum visibility and accessibility of Dallas police Department
officers within residential neighborhoods. 3) Broaden the public/private partnership
program where economic development projects create catalysts for private investment
and new job growth.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: -I have a consistent track record of positive leadership and inclusion for all parts of my
District. -I am an advocate for key economic development catalyst projects for our City:
Convention Center Hotel and Trinity River Corridor Project. -I have demonstrated my
leadership through inclusion of citizen input prior to a final decision or recommendation has
been made instead of making a unilateral decision without feedback.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: As a Councilman, it is our responsibility to constantly question the allocation of
resources to meet the changing expectations of citizens and their tax dollars. Several
years ago, the emphasis was on spending additional funds in order to improve public
safety. Tax revenues that have been collected from citizens and spent on public safety have
indeed been well spent. The city has now enjoyed multiple year reductions in crime,
particularly homicide. In last years budget discussion, the City was successful in
reallocating health-related services to the County without a significant gap in coverage for
citizens. Full cost recovery in the form of fees for services utilized needs to be further
explored in order to ensure that the City's scarce general fund revenue is not
mis-allocated.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: The city has been successful in reducing crime over multiple years due to our
commitment to three officers per thousand and the reallocation of patrol officers into
neighborhood beat patrols. Given the budget shortfall, the city should carefully look at
hiring only for attrition to maintain the current staffing level.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: No.
Q: Please identify three areas in the city budget where you would reduce spending. Be

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specific.
A: -Review all city departments to identify the feasibility of combining departments and
functions in order to save overhead and reduce layers of management and support.
-Review debt obligations to determine feasibility of refinancing medium and long-term
debt to achieve interest rate margin savings given the historically low interest rates.
-Consider outsourcing some departments or functions to achieve savings while maintaining
sufficient control, i.e. auto pound and equipment and building services.
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: I am pleased that as Chairman of the Trinity River Corridor Project Committee that we
have successfully marshalled the Corps of Engineers to tentatively accept our levee
remediation plan and remove the threat of FEMA remapping of adjacent property owners.
Beyond upgrading the levees, our focus needs to be to expedite our bridges: Margaret
Hunt Hill Bridge, Margaret McDermott bridge and the Sylvan bridge. Funding for all of the
these bridges is being drawn from federal and state sources and from private donations.
The construction and utilization of these bridges will assuredly spark community interest,
access, and investment in the greater Trinity River Corridor Project. Secondly, the City
needs to move forward assertively with the interconnection of trails in and through the
Trinity to complete our Master Trail System. The Trinity Parkway needs to be evaluated
for its financial viability after we obtain the Environmental Impact Study.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: We need to prioritize the creation of public/private partnerships that create catalyst
projects in areas of the city where "but for" the taxpayers involvement the surrounding
property values would not increase. These projects have proven to provide a multiple tax
base impact.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: The city has done an excellent job in introducing and converting to One Day Dallas. We
have lowered the sanitation rate now two years in a row based on savings from the
recycling program. Neighborhood beat patrol as adopted by the City Council in 2007, has
generated successive years of reduction in crime. The city needs to always be looking to
bring in private sector expertise to review its municipal services so as to adopt efficiencies
and cost effectiveness from the private sector to a public environment.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: I am pleased that my District 3 showed the largest increase of residents in our City of
Dallas. Residents are voting with their feet and their pocket book because the quality of
life is improving. It is disconcerting to see the city's growth only by 1% when the State of
Texas grew by 20%. Dallas needs to sharpen its competitiveness to lure more companies
and jobs to invest here further strengthening neighborhoods.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: The change in density throughout our City needs to be carefully managed to not
de-stabilize single family neighborhoods. We need to properly inform homeowners as to
the long-term necessity of increased density as we literally run out of undeveloped land in
our center city. Successful increases in density allow for residents to live, work, and play
in closer proximity.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: The city needs to leverage development opportunities with the creation of the Woodall
Rogers Deck Park. An example would be to focus on catalyst projects similar to the
Mercantile, Main Street Gardens, and the conversion of Old City Hall to the UNT Law
school.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: Illegal immigration is a matter for the federal government.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: Quality of Life is measured by a homeowner or a commercial property owner's "feeling"

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of whether they feel safe, clean, and secure in their respective neighborhoods. The city
should redouble its efforts to make sure the residential and commercial corridors and
neighborhoods are safe, clean, and secure to retain property owners and lure new
property owners to the southern half of the City. Continued investments in public/private
partnerships that realize a multiple effect in private investments and jobs is critical.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I agree. Catalyst projects funded by private/public partnerships have proven to be
successful throughout our city.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: The success of the CityDesign Studio within West Dallas was based on a carefully
calculated balance of design creativity and community involvement and feedback. This
neighborhood "buy-in" while pressing the envelope needs to be replicated in other areas of
the city that are at-risk in a downward spiral of their quality of life.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: Dallas has proven to be a "can-do" city that is resilient to economic downturns and
challenges known and unknown. The success in turning around our Trinity levees, the
building of our Convention Center Hotel to attract and protect our Convention and Visitors
business, the creation of an International Airport at DFW, build an Arts District, and the
investment in DART all prove that Dallas has the resiliency to do business, have a family,
and be a city that you can be proud of. Dallas has and will continue to be an International
city and weather economic downturns.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: Still today, race relations are unsettled when dealing with a controversial issue. Too
often votes or issues are decided along racial lines. We collectively need to work together
as leaders to bridge this gap so that we can over time convince citizens that Dallas can be
one city....not quietly divided. We are making progress. Economic Development and Jobs
are the great equalizer.

Dallas City Council, Place 6


Description: Note: Only Dallas residents living in this district may vote in this race. Click
here for a district map.

Candidates (choose 1):

Monica Alonzo

Biographical Info:
Name: Monica R. Alonzo
Street Address: P.O. Box 4126
City/Town: Dallas
State: Texas
Date of Birth: 03-13-65
Work or Campaign Office Phone Number: 214-207-6762
Home Phone Number: 214-207-6762
Mobile Phone Number: 214-207-6762
Fax Number: n/a
E-mail Address: monica@monicaalonzo.com
Campaign Web Site Address: www.MonicaAlonzo.com
Questions:
Q: Length of residency in the city of Dallas
A: 22 years
Q: Length of residency in the district

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A: 1 year
Q: Occupation/main source of income
A: Community Volunteer
Q: Current civic involvement/highlights
A: Former Member, Dallas Parks and Recreation Board • Chairperson, Planning and Design
Committee Former Board Member, Sundown Community Corp. 1st Vice President, Council
of CatholicWomen Advisory Council Member, St. Cecilia Catholic School Member, Oak Cliff
Coalition for the Arts Volunteer for: • Southwest Voter Registration & Education Project • “A
Senior Celebration” •Weatherization Assistance Program • Girl Scout Troop Leader • Carter
BloodCare • St. Joseph Guild • “Unlock Your Vote” • “Ya Es Hora”
Q: Previous civic involvement/accomplishments
A: Former Member, Dallas Parks and Recreation Board • Chairperson, Planning and Design
Committee Former Board Member, Sundown Community Corp. 1st Vice President, Council
of CatholicWomen Advisory Council Member, St. Cecilia Catholic School Member, Oak Cliff
Coalition for the Arts Volunteer for: • Southwest Voter Registration & Education Project • “A
Senior Celebration” •Weatherization Assistance Program • Girl Scout Troop Leader • Carter
BloodCare • St. Joseph Guild • “Unlock Your Vote” • “Ya Es Hora”
Q: Education
A: UT Austin Del Mar College Mt. View College Crystal City H.S.
Q: Previous public offices sought/held:
A: Precinct Chair Election Judge State Democratic Executive Committeewoman - S.D. 23
Board Member - Dallas Park and Recreation Board of Directors
Q: How much funding have you raised for your campaign?
A: close to $40,000
Q: Who are your top three contributors?
A: 1. Although I have good financial support across the District and the city, the
contribution I received from my neighbor ($10 money order), tops my list of
contributors....people support! 2. Roberto R. Alonzo 3. Amanda Moreno Cross
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: I have worked on and helped to resolve many issues affecting our neighborhoods in
diverse communities in District 6 and throughout Dallas. Because of my varied experience,
I am ready to provide active, approachable and responsive leadership on the Dallas City
Council for both District 6 and all of Dallas….leadership that will assist in moving the city of
Dallas in a positive, progressive manner. My knowledge, experience and ability to create
good working relationships are what best prepare me to serve in this post.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1)Open Communication - I would continue to communicate with the residents of the
district as well as the business community to inform them of the services this beautiful city
provides, have monthly meetings to have continued communication, and have an open
door policy. 2)Infrastructure - work with the community to seek input for a 2012 bond
program and talk about needs in the district. 3)Economic Development - work with the
business community to bring development and jobs to the district. Accomplishing these 3
actions would be at no extra cost.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I bring Knowledge, Experience and the Ability to build positive, working relationships
with people.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: No, I do not believe the residents are getting sufficient bang for their tax dollars;
However, I believe in prioritizing services for Dallas residents and placing all funding
opportunities on the table.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: I would put this issue on the table as I don't want for Dallas to be the #1 crime city,
again. I would also work with the Police Chief to understand priorities, support maintaining
pensions for police and firefighters, and offer incentives for them to stay and not go

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anywhere else, nor to retire early.


Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: No, I would not support a tax rate increase.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: As a former Park & Recreation Board member, one of the most difficult and compelling
things that my colleagues and I had to do was to reduce spending. I would recommend not
filling positions that are currently vacant, re-evaluate the ratio of Manager to staff and
review fees structure.
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: As a former Park & Recreation Board member, I believe that all of the voter-approved
projects for Park amentities need to be fully developed and implemented; paid for by bond
funds. Yes, I believe that the toll road is a viable option if the funding is available to do it.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: I believe District 6 has a great opportunity to contribute to the growth of the city
population and tax base. Planning should be implemented to move resources (whether
economic development or bond program) to support Transit Oriented developments in
District 6 as well as the other rail stations in Dallas.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: Code Enforcement has improved. I believe there is always room for improvement. I
also believe that the community should be involved, to provide suggestions and ways from
which we can all benefit.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: Indifferent. Although I didn't see it as bad, I believe District 6 has a great opportunity to
contribute to the growth of the city population and tax base.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: I believe we can achieve a good level of density in our neighborhoods by promoting
infrastructure development in key areas and attracting well paying jobs in the city as a
whole. We must also highly consider reviewing areas like the mockingbird rail station and
possibly implement it around the Royal, Walnut Hill and Bachman rail station areas.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: City Council should continue to be supportive of plans that address the revitalization and
development of downtown Dallas. Utilizing opportunities offered by HUD, Block Grants,
and promoting the UNT Law School, are all ideas to consider supporting.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: As a supporter of a Comprehensive Immigration Reform package, I believe this reform
would solve this issue and the city would be able to better concentrate and follow state and
federal laws ...."serve and protect".
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: The Council’s priorities should be to provide basic city services, accordingly, especially in
the southern half of the city. If the city would focus on just this basic priority, my objective
and goal would be accomplished.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I believe this idea is good and necessary, yet we must work closely to assure it
functions properly and adequately.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: Yes, certainly I understand, since this is the area in which I reside and will be
representing. This effort can and should be replicated, especially in other areas of the

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same District 6 as it is presently, especially the Northwest corridor - Asian Trade District.
Another area that has tremendous potential and needs strong support is the Fair Park
area.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: I would like everyone to know that the City of Dallas has the BEST employees in the
Metroplex - and we should do more to support our City of Dallas employees.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: As a longtime resident of this beautiful city of Dallas, I believe the ‘ism’s’….racism,
especially, are an uncomfortable truth that voters must confront. We must do more to
reach out to everyone in the community.

Norberto Ornelas
Biographical Info:

Questions:
Q: Length of residency in the city of Dallas
A: - no response -
Q: Length of residency in the district
A: - no response -
Q: Occupation/main source of income
A: - no response -
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: - no response -
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: - no response -
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: - no response -
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: - no response -
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: - no response -
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: - no response -
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: - no response -
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: - no response -
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: - no response -

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Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: - no response -
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: - no response -
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: - no response -
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: - no response -
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: - no response -
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: - no response -
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: - no response -
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: - no response -
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: - no response -
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: - no response -
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: - no response -

Luis Sepulveda

Biographical Info:
Name: Luis Daniel Sepulveda
Street Address: 5105 Goodman St
City/Town: Dallas
State: Texas
Date of Birth: June 29, 1952
Work or Campaign Office Phone Number: 214-628-3477
Home Phone Number: 214-330-7947
Mobile Phone Number: 214-769-9904
E-mail Address: campaign@judgesepulveda
Campaign Web Site Address: Luisdanielsepulveda.com
Questions:
Q: Length of residency in the city of Dallas
A: I have lived in the city of Dallas for 57 years; all of my life.
Q: Length of residency in the district
A: I have lived in my district 57 years; all of my life.
Q: Occupation/main source of income

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A: Retired Justice of the Peace Rental Properties Weddings


Q: Current civic involvement/highlights
A: President of Solitary Latinos President of West Dallas Coalition President of Lake West
Chamber of Commerce Vice Present of Arcadia Community Counsel Vice President of
Disabled People Vice President of Walk this Way Member of LULAC Member of East Dallas
Chamber of Commerce Founder S.M.I.L.E Scholarship Foundation Endorsed by MetroTex
Association of Realtors
Q: Previous civic involvement/accomplishments
A: Past President of Thomas A. Edison PTA Past President of Health Magnet PTA Past
President of Arcadia Park PTA Founder and President of West Dallas Little League Founder
and Past President of Latino Baseball Founder of West Dallas Coalition for Environmental
Justice West Dallas Man of the Year LULAC Community Award Dallas Community Relations
Award State House of Representatives Award 30th Congressional District Award Alliance to
End Childhood Lead Poisoning Thomas A. Edison PTA Award National Environment Award
96, 97, 98, 99 Mayor's Environmental Honoree 10' Greater Dallas legal Community
Development Foundation Award Greater Dallas Community Relations Committee Award
The Zapata Award Testified before the U.S. Congress on Environmental Issues Honored as
High Profile's Man of Year Published in Environmental Action Magazine Published in West
Dallas Toxic Times
Q: Education
A: Graduated from Crozier Technical High School Attended San Marcos University from
2000 to 2010
Q: Previous public offices sought/held:
A: Justice of the Peace Precinct 5-1 State Representative Dallas City Council
Q: How much funding have you raised for your campaign?
A: $4,305
Q: Who are your top three contributors?
A: Avo Marzwanian Jessica Lynn Sepulveda Roman M. Gonzales
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: Yes, I was arrested twice for Civil Disobedience for protesting. I was released the very
same day each time and without any convictions, criminal proceedings or legal activity.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: I have always been involved in my community and I find that I have the most
experience in this race, having lived here for 57 years. My district is more than residency,
it is my community for which I strive to give better opportunities and have continually
devoted years of my life. I have been appointed to countless committees, boards and
founded many organizations in order to be in touch with the community of District 6. As
Judge for ten years, I have experience in creating a budget, administering cuts and finding
alternative routes in creating better opportunities for staff. Having ten years of experience
as an elected official is extremely important to acknowledge, this experience exemplifies
to the voters of District 6 that if elected, I will be qualified to begin my position
immediately due to my seasoned involvement in an administrative, elected position. The
business community as well as the residents of District 6 pledged their support to me and I
will not let them down. I believe all of past community work illustrates my continued
commitment and understanding of the people, coupled with my ten year elected position of
running a court for the city, qualifies me to know my district personally and legally, to be
an excellent candidate to represent District 6.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Economic Development Code Enforcement Environmental Services and Education Of
course no one wants more taxes. I would approach these areas by seeking help from the
Private Sector and/or grant monies which might be available. The beauty of being an
entrepreneur and environmental activist within the community is that I have met many
individuals and company owners within the private sector that are interested in being
involved financially within city government. I intend on utilizing any and all sources
available in this fashion. Most important would be my ability to analyze the budget. I have
spoken with some current council members, residents and small company sectors that
agree that my top three issues of concern are important key actions that must be
addressed. I believe that the action must be taken with the involvement of community,
fellow council members and local businesses.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?

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A: My opponent lacks experience and knowledge of the community. Having been an active
figure either through community work or through my ten year elected position, I have
proven that I am deep rooted within District 6. Having lived in the district for my entire life
(57 years), I know most of the problems and concerns of the people and I acknowledge
that the community wants more than just an elected official, they need a voice of the
people, someone who genuinely knows the District and has proven being proactive on
solutions to community problems. Additionally, through my ten years of experience as an
elected Judge, I have experience with creating budgets, setting policies, hiring and firing
employees, dealing with bonds, and maintaining meetings on key issue with city
employees. Since my opponent moved into the district 9 months ago and does not have
any previous elected position experience, it is my opinion she does not have the ability to
hit the ground running as I can.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: I would favor employment with the City of Dallas, in the future require that a person at
least live in the City of Dallas. This would mean that tax revenue would stay within our
borders. We need industries to remain in the City of Dallas. We have not had any real
progress since the Ford Plant moved out of Dallas. Even the Boy Scouts moved to Irving,
the Cowboys moved to Arlington. Our tax base can only increase when we have a stable
tax base.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: We need to study what attrition is going to do and has done to our workforce. We have
to keep a certain level of police officers remaining. As a Judge, I absolutely realize the
importance of our police force within our community, I believe that cutting back even more
on our enforcement would not be beneficial for our residents. Of course we have to be
mindful of budgetary restraints, however, not at the risk of our community's safety and
police force employment.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: No, I would not be in favor of a tax increase on property. I believe that Dallas residents
have definitely felt the strain of the heavy taxes on their homes. During these economic
times, many struggle to maintain their present property, let alone adding another tax
increase. Equally important to note, is that with another tax increase we are pushing
potential residents away and forcing some residents out of Dallas County. As a property
owner, I am very mindful of the ramifications that a property tax increase can do to
homeowners and business owners.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: Consultants-The amount of consultants hired out of city City employee transportation
costs Purchasing policies for the bidding process
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: I am a strong supporter of the Private Sector. Things happen and things get done. I do
not believe building in a Flood Zone is a sound practice. There are too many things that can
happen environmentally. Funding should come from Private Sources not our tax dollars.
Toll roads require the user to pay. This may be a pipe dream if we think the revenue
source is forgotten. Like a sales tax they are here to stay. Mass transportation is the
answer and more cars are the problem not the solution.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: I believe we need to support the 10/8/2 system.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: Yes, we have excellent delivery of city services. I believe that our law enforcement, fire
departments, and sanitation services do a good job of utilizing their sources for the City of
Dallas. That being said, however, I believe that we can excel more to the community's
requests for improvement on community roads, sidewalks and public parks. Small projects
that are genuinely important to taxpayers of Dallas County need to be addressed.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more

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people to live here?


A: I believe that the population decline within the city of Dallas has a lot to do with the
increases in taxes. I have spoken to many individuals and business owners that voiced
their concern over these increases and further acted on such increases by moving outside
Dallas County. It goes without saying that affecting people financially will force them to
move outside of Dallas. People moving outside of Dallas county then means loss of
businesses, loss of employment opportunities, loss of income and further loss of
consumers. Clearly, the hot issue will be reviewing budget concerns and taxes on property
in order to attract new Dallas County residents and/or giving old residents an incentive to
move back.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: I do not believe the right level of density can be decided without better quantitative
representation given. What is important for city government to maintain is code
enforcement and staying in line with Housing Discrimination policies. We must maintain
growth but not at the cost of illegally limiting families and individuals. As a Judge, I saw
many cases a week of the housing policies that were being executed It is important to me
that all laws be followed in response to the level of density control.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: I would support more mass transportation to downtown Dallas. It has long been a
benefit to smaller communities to have access to DART rail, that can essentially bring more
of the workforce and consumers to downtown Dallas. Mass transportation helps
environmentally and financially, therefore bringing a twofold benefit for revitalization.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: I do not believe that the city or police department have the authority to address the
issue of illegal immigration. Giving such authority to city officials, is a fine line to
overstepping immigration entities and procedures that Federal government oversees, as
well as Constitutional rights that may be violated.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: Economic development is what will help South Dallas. I believe that many people are
focusing on the aesthetics of South Dallas. Many believe that the area is not attractive to
small businesses, homeowners and consumers of Dallas. Additionally, many individuals cite
safety as another concern for its lack of development, while others blame the high use of
beer and wine sales. I believe that this area has much opportunity for growth. Small steps
toward this transition would be road development, environmental advancement-perhaps
getting Dallas sanitation involved and increasing involvement of the law enforcement. It is
important to note that South Dallas does visibly contain many bars within the area-thus
limiting the amount of business that may want to move into the area. We must not halt
South Dallas growth based on these reasons, I believe that change does not occur without
community involvement, addressing these facilities and pushing for smaller businesses to
take awareness of the ample opportunities that are waiting in South Dallas.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I would look forward to becoming a part of the plan. I do not believe this public-private
economic development corporation plan has been given enough publicity to gain
momentum. I am very interested in receiving public opinions and concerns on this matter.
Any plan that utilizes economic development within this sector should be given
considerable thought.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: I am a strong advocate of economic development in smaller, "ignored" communities
and I will work with other Council members to expand this development. I believe there
are many areas of Dallas that are believed to be "under developed" and do not generate
attraction from residents, however there is ample opportunity to create such a
development. One notable area would be South Dallas. I think what we should focus on
the possibilities that can arise from such an array of land. One issue that must be noted
about the West Dallas development, is that the area has always been available for
transition, the residents ready for advancement in growth. We must learn from this
propagation, that with every community comes the opportunity of expansion.

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Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: The diversity and entrepreneurship of Dallas residents with the ability of businesses to
flourish within the city of Dallas. There are many examples of how Dallas has pushed for
economic entrepreneurship in communities: Bishop Arts District, West Dallas, Trinity River
etc. The ability to transition communities into flourishing consumer areas is a great ability
that I believe non Dallas residents need to be aware of. This exemplifies why individuals
should want to live, shop and maintain businesses within Dallas County.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: I believe, unfortunately, that many do not want to address the many budget cuts that
have occurred and that many say need to be done.

Dallas City Council, Place 7


Description: Note: Only Dallas residents living in this district may vote in this race. Click
here for a district map.

Candidates (choose 1):

Carolyn Davis

Biographical Info:
Name: Carolyn R. Davis
Street Address: 2611 Burger Street
City/Town: Dallas
State: TX
Date of Birth: 12-01-1961
Work or Campaign Office Phone Number: 214-670-4689
E-mail Address: carolyndavis2292@yahoo.com
Questions:
Q: Length of residency in the city of Dallas
A: Life long resident of Dallas - 49 years
Q: Length of residency in the district
A: Resident of District 7 for the past twenty (20) years.
Q: Occupation/main source of income
A: Councilmember - City of Dallas
Q: Current civic involvement/highlights
A: Economic Development Committee member - National League of Cities Women in
Municipal Govt. Committee member - National League of Cities National Black Caucus
member - National League of Cities
Q: Previous civic involvement/accomplishments
A: Former Board member - City of Dallas Community Development Commission, Urban
Rehabilitation Standards Board, North Texas Housing Coalition, African-American Museum
of Arts, Preservation Dallas, Former President - Queen City Neighbors in Action/Crime
Wath, Pearl C. Anderson PTA Advisory Committee - "forward dallas" Comprehensive Plan
Vision DISD Area 2 Representative for District 9 (elected by parents and teachers)
Recipient of Allstate Community Service Award Task Force Member, Single Family Housing
Standards
Q: Education
A: graduate of James Madison High School; attended Charles Rice Elementary and Pearl C.
Anderson Middle School.
Q: Previous public offices sought/held:
A: Dallas City Council, District 7: 2007 - present
Q: How much funding have you raised for your campaign?
A: Please refer to my campaign finance report scheduled to be filed with the City Secretary
on April 14, 2011.
Q: Who are your top three contributors?
A: see answer above
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: none
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: I have accomplished a considerable amount since being elected to the City Council in

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2007, bringing much needed development to District 7. However, there are numerous
projects that I want to see through to completion. I have the necessary background
knowledge, experience and expertise to get the job done.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Grand Robert B. Cullum TOD (transit-oriented development) and Hatcher/Scyene TOD -
both of these projects are in predevelopment with most of the funding already in place.
Cedar Crest Brdige Improvements and Pedestrian Amenities - funding for design and
construction already in place. Completion of Bexar Street Corridor and Frazier/Spring
Avenue Commercial revitalization projects.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have considerable experience in the key areas of housing, budgets and zoning which
enables me to get things done at City Hall.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: I supported last year's property tax increase to avoid overly drastic budget cuts that
would have harmed many of my constituents. Dallas, as the largest city in North Texas,
provides a broader array of services than many of our suburban neighbors.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: Crime is down considerably in Dallas, having dropped for the past seven consecutive
years and is tracking better than the national average. In the current budget
environmeent, we can slow the growth of DPD while we address other critical city service
issues.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: no.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: no additional police officers hired next year eliminate red light cameras alternative less
expensive ways to meet emergency calls
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: The Margaret Hunt Bridge connecting downtown to West Dallas should be prioritized;
funds are already identified in the budget for this
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: We must continue to work with the City Manager to think outside of the box to attract
new businesses to Dallas; also, continued efforts to build affordable housing and partnering
with DISD to improve our schools will attract middle class families back to the city and
grow the tx base.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: Dallas offers a good quality of life, including cultural and recreational venues. We must
continue to improve our customer service, particularly in the area of code compliance
(illegal dumping, high weeds, etc).
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: In recent years, the surrounding cities have been very aggressive in marketing. Those
efforts, combined with the lack of affordable (i.e. < $150,000) new construction single
family homes, resulted in an exodus of middle class families from our city. We need to
invest in marketing and affordable housing to reverse the 2010 trend.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: Dallas neighborhoods are all unique. The appropriate density will vary, depending on
each neighborhood.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?

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A: Downtown needs more retail and it needs to be a priority for the new mayor to attract
new businesses to the downtown area.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: This has not been raised as an issue by my constituents or those with whom I work in
the DPD.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: Continue initiatives outlined by the Southern Dallas Mayor's Task Force.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I support this concept as long as there are adequate sources of funding.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: We have been working with the CityDesign Studio on the Cedar Crest Bridge
Improvements and the MLK Boulevard redesign.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: Dallas has lots of wonderful old-fashioned neighborhoods and great restaurants and
other retail.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: n/a

Helene McKinney

Biographical Info:
Name: Helene McKinney
Street Address: 8824 Bretshire Dr
City/Town: Dallas
State: Texas
Date of Birth:
Home Phone Number: 214 367 0293
Campaign Web Site Address: www.hmkckinneydallas.com or
www.hmckinneydallas.com
Questions:
Q: Length of residency in the city of Dallas
A: Homeowner in district 7 since 1975
Q: Length of residency in the district
A: See above
Q: Occupation/main source of income
A: Retired/self employed
Q: Current civic involvement/highlights
A: Active board member of the Friends of Oak Cliff Parks (FOCP) since 2009
Q: Previous civic involvement/accomplishments
A: As a board member of FOCP over the past 3 years I have volunteered many, many
hours to restore horticulture and our heritage at Kiest and Lake Cliff Parks. In 2010, from
February to December, I volunteered 65 hours for the restoration of the South Kiest Park
WPA trail (Loving My Community Grant). On March 25th. of this year, I volunteered for the
planting of some 150 trees donated by the Mavericks organization at Lake Cliff.
Q: Education
A: Bachelor of Business Administration in Accounting. University of North Texas, Denton
Q: Previous public offices sought/held:
A: Candidate for District 7 in 2007
Q: How much funding have you raised for your campaign?
A: Not accepting contributions. Self funded
Q: Who are your top three contributors?

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A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: District 7 has been poorly served for many years. I am the candidates with a better
understanding of business. I have worked for many years for large corporations and small
minority businesses. I see first hand the difficulties at hand. My goal is to serve all the
people of District 7, not a few.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I would oppose any increase in property taxes. Property tax increases have devastated
areas of our district for years. Many of our aging neighborhoods are owned by retirees or
families on stagnant income. The costs of repairs are higher for older structures and
homeowners have little choice but to delay needed repairs....homes go into disrepair,
property values go down and crime moves in. That is the story of District 7. The City needs
to live within its means, like the rest of its residents. In these difficult economic times
Dallas has to concentrate on core activities and make better use of revenues.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I will oppose any program funded to improve the "quality of life" of a few by taxing the
quality of life of all homeowners. The incumbent voted to do just that.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: No. Not all neighborhoods are created equal. See above.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: Dallas has enough police officers. Additional officers should be funded by properties
owners who make excessive use of fire and police services.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: No
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: See economic development question below.
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: Green spaces and trails. Why not a tunnel instead of a road? I would oppose a toll road.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: Dallas must stop funding activities that were once the domain of charities, churches and
businesses. Stop funding shelters, housing and hotels. Let private enterprises come to
Dallas, invest and create jobs. I will oppose any project not related to core City business.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: I see no problems with garbage, recycling, and water services. Improvements are
needed in code enforcement (it should be pro-active, not reactive), maintenance of
streets, infrastructures and our parks.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: Smaller is not always bad. Dallas must live with the reality of current economic
conditions. However, to attract growth Dallas must be perceived as an efficient City, run by
honest City officials. A bad reputation can destroy years of hard work.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: Houston has had no or little zoning and is still a vibrant city. Dallas must allow
entrepreneurs, business people and residents to make decisions on where to invest and

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take risks. The many are a lot smarter than the few.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: See above.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: If laws are not enforced why have them?
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: Nothing will change until the gatekeepers depart.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I oppose it. It is not the job of Cities to fund private activities.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: As long as replication does not imply look alike neighborhoods.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: Our many beautiful and diverse neighborhoods. The museums and art district
downtown. Our parks, the Trinity river forest, Fair Park, the Arboretum, White Rock lake
and the wonderful people of Dallas who are so passionate and generous about improving,
preserving and restoring their City!
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: City Hall cannot be everything to everyone.

Casie Pierce
Biographical Info:
Name: Casie Pierce
Street Address: 6047 Parkdale Dr.
City/Town: Dallas
State: Texas
Date of Birth: August 8, 1975
Work or Campaign Office Phone Number: 214-613-5404
Home Phone Number: 214-727-4605
Mobile Phone Number: 214-727-4605
E-mail Address: casiepierce@yahoo.com
Campaign Web Site Address: www.casiepierce.com
Questions:
Q: Length of residency in the city of Dallas
A: Sixteen years
Q: Length of residency in the district
A: Eleven years
Q: Occupation/main source of income
A: Grant Writer
Q: Current civic involvement/highlights
A: Parkdale/Lawnview Association of Neighbors
Q: Previous civic involvement/accomplishments
A: - Treasurer Parkdale/Lawnview Association of Neighbors 2000 – 2002 - President
Parkdale/Lawnview Association of Neighbors 2002 – 2007 - Founder, Groundwork Dallas
2003 - Dallas City Council District 7 Appointee, Environmental Health Commission 2003 –
2007 - Vice Chair, Southeast Dallas Economic Development Task Force, 2002 - 2003 -
Co-Founder, White Rock Heritage District 2002 - 2005 - Dallas Independent School District
Area 9 Appointee, Citizen’s Advisory Board 2003 - 2009 - PR Chair, Larry Johnson
Recreation Center Advisory Committee 2005 – 2008 - Dallas Area Rapid Transit Southeast
Corridor Workgroup Committee 2000 – 2009 - Board Member, Save Open Spaces 2004 –
2006 - Board Member, Youth Conflict Resolution Center 2003 – 2006 - Board Member,
Parkdale/Lawnview Association of Neighbors 2009 – 2011
Q: Education
A: - Garland High School - Art Institute of Atlanta
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?

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A: $4800.00 as of April 8, 2011


Q: Who are your top three contributors?
A: Casie Pierce Joe Binford Cathy Dyer-Walker
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I have never been arrested; however, I have been involved in criminal proceedings. As
the former executive director of Vickery Meadow PID, I thought it was my duty to stand up
for the people in the area. In doing so, I became the victim of attack by a few developers
who were more interested in moving poor people out than they were about improving the
neighborhood. They attacked me the only way they could by trying to ruin my reputation.
The case boiled down to a dispute over reimbursements totaling $2,000.00. After fighting
the issue for two years with no resolution, and consulting with my attorney, family and
friends, I decided to plea to a misdemeanor. I’m not rich and I simply did not have the
resources to continue the fight.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: -I am running because I have seen very little progress in my community over the past
decade. We have a huge opportunity for growth in District 7, but there is a lack of
ingenuity and ability to plan comprehensively. We are at a disadvantage because of
decades of injustice, but we have a great deal of potential and I think it’s time we stopped
settling for mediocrity. I believe that I can bring much needed change. -As a business
woman, founder of a non-profit, executive director of a PID and homeowner in the
Parkdale neighborhood, I believe that I represent a greater cross-section of the district.
While I know what it means to manage day-to-day operations, I also know that being a
city council person is more than attending committee meetings and ground breaking
ceremonies. I believe that due to decades of neglect and injustice the future council
members of the districts in the southern part of the city are going to have to work twice as
hard to attract development. My professional background and life experience makes me
the best candidate for this district. -There are three major things in my personal and
professional background that best prepare me for service. The first, is my long history of
community advocacy. As a past president of my homeowners association, I know what it
means to have your neighbors depend on you to get things done. I served in that position
for five years and I am still an active member. The next is my work at Vickery Meadow. I
was not pleased with the way things ended of course, but I learned a lot working with the
people in the community, the developers and the city government. It taught me a great
deal about how to plan comprehensively and actually achieve goals for the improvement
and protection of the community. Finally, founding a successful non-profit in Dallas. There
is no greater heartache and no greater reward than getting a non-profit off the ground and
making it successful. It takes countless hours of working to gain the trust of the people you
serve, finding the money to keep the lights on and the doors open, and maneuvering
through the bureaucracy of city government. When it’s all done and the people in the
community are happy with the results and become good stewards of resources, the work
speaks for itself. That’s what I hope to bring to the city council.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Helping public schools - I know there is this mentality that the council has nothing to do
with the school board and we have to let DISD handle itself. Honestly that type of thinking
has gotten us to this point. If the primary reason people left the city was the belief that
DISD could not offer their children an adequate education, how is this not the top priority
of the city council? I believe that there is no need to create another bureaucratic
committee or department. We already have the tools we need to get this done. It takes
the city council making education a focus and reaching out to the school board,
communities, parents and teachers. Redistricting - While I am aware that the current
council members have already appointed the committee that will do much of the work, I
believe that the council members have the obligation of getting involved in the process.
Redistricting is a serious subject with repercussions that will be felt for at least the next
decade. My main concern is making sure the process is fair, balanced and transparent to
the people who will be affected. I believe that the people in the Southeast area of Dallas
have long been under-represented and we should do everything in our power to make sure
that wrong is corrected. Development - Development is the single biggest challenge and
the single greatest opportunity for District 7. Their are some bright spots to point to in
District 7. However, we cannot grow our community by only building one type of housing
for people. We have an abundance of usable land in District 7. We also have had years of
short-sighted development riddled by cronyism and poor zoning. Development that brings

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about real change is comprehensive. Dallas has already spent millions of dollars
performing studies and preparing revitalization plans. I would work to review the various
existing plans and studies to bring about a comprehensive development plan. I would seek
out private sector funds to get this accomplished.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: As previously stated, I believe that I represent a greater cross-section of the district,
but the key difference between me and my opponents is that I have the life and work
experience necessary to see the big picture. Current and past councils have suffered from
the inability to think about this city, and the planning thereof, in a comprehensive manner.
Everyone is more concerned about protecting the fiefdom created by their “silo” approach
to governing than they are about doing what’s right by the people they serve. While I am
not naive about the machinations of City Hall, I feel a great sense of duty to the people I
seek to represent. I will always do what needs to be done based on what my constituents
tell me they need. I have a track record of getting results and this will be no different.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: No. Dallas residents are not getting sufficient bang for their tax buck. The Census
numbers tell a stark tale and Dallas can no longer afford to deny the truth. Families fled to
the suburbs during the last decade for a reason. The city council lost sight of the very thing
that makes this city great, it’s diverse neighborhoods. Every city in the North Texas
Region has grown while Dallas has not. We have not attracted business development in the
ways that we should have, and the tax burden is being felt by the residents and the
existing businesses here. Dallas has had a very short-sighted plan and can no longer give
away the store the way we have over the past fifteen years. The businesses that have
come have done so because of hefty incentives such as tax abatement. This simply is not a
sustainable way for the city to do business. There comes a point when that “check” has to
be covered and we are feeling that pain right now. The change we need begins with
creating sustainable neighborhoods that attract young families and the middle class back to
Dallas. That will allow us to spread our tax burden across a wider group. I believe this
starts with education and job creation.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: We should not cut a high priority service like policing. However, I do think that we need
to change our style of policing. Some people may disagree, but many large metro areas
are going back to (or even starting for the first time) the community policing concept.
There are certain areas that have Neighborhood Police Officers and that is a good resource
if the community needs someone to come out to a crime watch meeting. We need true
community policing and try to move away from strictly response driven police force. I
believe that this will allow for more efficient use of the police force we currently have and
foster better relationships between law enforcement and the community. Having the
same officers cruising the same beats and getting to know the residents and each
community’s issues on a regular basis will not only reduce crime, but give the officers
information that is concise and up-to-date. This information can be shared among the
community police force and members of the community.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: Absolutely not and I would support rolling back the most recent tax increase. City
officials haven’t done their jobs in the last decade and now they want the rest of us to foot
the bill. This tax increase hit hardest those who can least afford it. Elderly people on fixed
incomes and homeowners have no reprieve. We can’t continue to run our government on
the backs of poor people.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: I cannot list three specific areas to reduce spending. I believe it over simplifies our
greater budget problems. While I realize this will be a very unpopular viewpoint to some,
I believe that we need to take a look at the entire budget. Every line item. We should look
at the budget line by line and find ways to increase efficiency and reduce waste. Every
month when I sit down to pay my bills, I have choices to make. I have to look at all the
money coming in and what is needed to pay the bills. City Hall should be no different.
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?

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A: At this point in the planning and progression of this plan, we should do our best to
complete those projects that are underway. I also believe that the portions of the plan that
are focused on the recreational use of the Trinity should be the priority. I don’t believe
the tollroad-once it changed to the high-speed highway inside the levees- was ever a
viable option. The very nature of high-speed roads defeats the greater purpose fostering
some economic development around this venture.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: Create an economic development partnership, which also includes their school district
and the college district. The goal is to bring together city leaders (Mayor and council),
business leaders (chambers of commerce) and leaders in the education community to
boost economic development. I think when developers and outside businesses see cities
working together with private sector coupled with an active interest in economic
development from the school district, they have more faith in the overall viability of the
city, and will want to invest here. Attracting families and successful business is the key to
growing our tax base. The council must get away from the “silo” management style and
start reaching across, as much as possible, to provide comprehensive solutions to the
problems that we face.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: Other than police and fire, I believe our city water and sanitation departments do a
fantastic job. Their departments provide a service that none of us can do without, but are
never recognized for their hard work. The departments offer good customer service and
are efficient in delivering that service. I believe that the permits and inspections
department could use an overhaul. There is a great deal of bureaucracy still prevalent in
that department. We could also make the process more helpful for business people,
developers, contractors, and ordinary citizens on the front end. I believe this will help the
department become more efficient.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: I believe this shrinkage is bad for Dallas. Families are attracted to areas where they can
buy an affordable home in mature neighborhood with good schools. We need a school
system that parents have faith in district-wide, not just a few top schools in East Dallas.
Middle-class families will not come to live in Dallas because of the Arts District and a pretty
bridge. But they will come to a city with are good schools and safe neighborhoods. As
much as this pains some folks around City Hall, the hard reality is the suburbs are thriving
at our expense because we been focusing on all the wrong things. Dallas has the great
potential for growth. The vast majority of that potential lies in the southern districts. We
have good schools. Yes it’s true. All the elementary schools in South Dallas, save one, are
either exemplary or recognized. We also have Lincoln High School Communications
Magnet. This is something we should be proud of and it’s something we can build on.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: Dallas is a city of very distinct and established neighborhoods. Some of these folks don’t
like change and they see increased density as a threat. Getting some people to embrace
higher density will be a challenge, even inside the loop. They think density equals
apartments, higher crime rates and low property values. Developers will tell you that they
will go where there are roof-tops. I ask them to drive around my community. There are
roof tops, but no development. It obviously takes more than just roof-tops. What we
should be focused on is the quality of housing and development that comes into a
neighborhood and that will look different based on the neighborhood is question.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: Our new economy will not allow the purchase of high-priced condos and lofts, by the
regular working person. We must do more to attract middle income people by providing
housing that is affordable by the average person. We have priced out the very people who
can make the city center a more vibrant place. This is Dallas and I believe that there’s
room to have it all, but we must be consistent. When more people live in downtown, then
more businesses will follow.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: Immigration enforcement is the responsibility of the federal government. Our police

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officers are already doing more with less to serve the community. The priority of local law
enforcement should remain focused on resident and neighborhood safety.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: First, the people of the southern Dallas are just as proud our neighborhoods as they
people in the northern part sector of the city. We have good schools and great
neighborhoods. The council members and the various mayors have been telling us for the
past twenty years that southern Dallas is a priority. However, if you drive around and look
at the area it looks like it did twenty years ago. The City of Dallas has proven to us over
and over again that southern Dallas is not a priority, simply by the lack of oversight of
significant amounts of money that are supposed to be dedicated to business investment. If
they were at all serious, that type of mishandling of precious funds would not be tolerated.
That being said, there are challenges to development that must be addressed including
planning and zoning. The homeowners and business people are not looking for a hand out.
We simply want the same effort in investment that the northern and eastern parts of
Dallas have received. I believe that starts with the council members who represent the
districts. It is the responsibility of the council members to actively seek out business
investment that fits the needs of the people in the district. That sort of pro-active approach
has not been the norm in this area.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: That’s a great idea, but I think it can be expanded. As previously stated, in successful
urban areas that have managed to remain highly competitive, they have created an
economic development partnership, which also includes their school district and the college
district. The goal is to bring together city leaders (Mayor and council), business leaders
(chambers of commerce) and leaders in the education community to boost economic
development. I think when developers see cities working together with private sector and
an active interest in economic development from the school district, they have more faith
in the overall viability of the city, and will want to invest there.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: I believe this effort can be replicated in South Dallas. There already exists a
comprehensive plan that would benefit from investment by city, state and federal
government. The South Dallas Action Plan (http://www.slideshare.net/changarocc/south-
dallas-action-plan) is a comprehensive plan that takes into account issues of balancing
development, environmental justice and community needs.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: The Great Trinity Forest. The improvement of this gem has been my focus for the past
nine years. I’ve help to build trails, kiosks and pavilions in and around the forest. While
doing this work, I have seen and photographed owls, hawks, bald eagles, rabbits, deer,
fox, beaver and other wildlife. People are always amazed that we have this thing of beauty
right here, in our own backyard, all within the city limits and only eight minutes from
downtown.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: A city council, stifled by years of poor planning and a lack of ingenuity, the current high
tax burden on ordinary people, and the erosion of trust in our educational system will have
long lasting effects on the viability of this city.

Dallas City Council, Place 9


Description: Note: Only Dallas residents living in this district may vote in this race. Click
here for a district map.

Candidates (choose 1):

Robert L. Foster

Biographical Info:
Name: Robert L. Foster
Street Address: 2807 Crest Ridge Drive
City/Town: Dallas
State: Texas
Date of Birth: 03/30/1993

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Work or Campaign Office Phone Number: (972)951-7245


Home Phone Number: (972)613-8951
Mobile Phone Number: (972)951-7245
Fax Number: (972)613-8951
E-mail Address: foster2807@sbcglobal.net
Campaign Web Site Address: Campaign Web Site is under construction. Youtube is also
under construction.
Questions:
Q: Length of residency in the city of Dallas
A: 18 years
Q: Length of residency in the district
A: 18 years
Q: Occupation/main source of income
A: High School student
Q: Current civic involvement/highlights
A: I am currently active in Community Emergency Responce Team (CERT), Crime Watch.
Q: Previous civic involvement/accomplishments
A: I am (CERT) certified. I am certified in FEMA Active Shooter: What You Can Do.
Q: Education
A: High School Senior
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: Around four fiqures.
Q: Who are your top three contributors?
A: My top three contributors do not wish for their name to be disclosed at this time.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: I am unhappy with the current situation that plagues the City of Dallas and its time for a
change.Helping people is a passion of mine.I am very involved in my community.I would
encourage others to be involved as well. I hope to bring new life into our city
government,new ideas, a fresh approach and untainted views. I plan to maintain a
constant focus on the key issues that seem to plague our city.I am committed to being the
voice of the people.I stand for positive politics. I am an active board member of a non
profit organization known as DFSC Jr. Board Positions held are as follows; Treasurer
2009-2010, Vice President 2010 to currently. I personally believe that your
accomplishments should not be measured by you height attain but rather by the obstacles
that you overcome.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I would make Dallas more accountable for it actions.I plan to stabilize taxes by working
with other council members.I would inprove public safety by increasing public awareness.
This is a serious issue that does not need to be overlooked community involvement would
help improve public saftey at no additional cost to the city.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am dedicated to being the voice of the people. My opponent(s)current and prior view
points. I bring new life, new ideas, and a fresh approach to the city. I beleive in positive
politics.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: No,the residents of Dallas are not getting a sufficient bang for their tax buck. I would
try to reinvest in Dallas' Economic Growth. I plan to revitalize the city.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: No, due to the city's shortfall it can not hire as many officers as the city would like.
However,once the budget started showing stability hiring could resume,to do so without a
stablize ecomony would mean cut backs in other areas.

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Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: I oppose any tax increase unless all other avenues have proven unsuccessful.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: I plan to reduce spending in three areas; I would elimate earmarks, Example; Trinity
River Project. The city should try to go paperless. Wasteful Electricity Usage within city
owned buildings. Example; lights that are left on, after the buildings are closed.
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: At this time I would not consider a toll road option.We have more pressing issues with
our current budget that needs to be address first. I do however think we need to get the
safety of our levees under control.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: The city could offer some form of tax incentive to all new business based on a new
evaluated net worth. I beleive long term business that have not filed for bankrupcy and,
are currently in good standing with the city should also qualify for some sort of a tax
incentive.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: I would like to first take a monent to say thank you to our Police Department,Fire
Department, Sanitation, Transportation Department and all our public servants for a job
well done.However, additional training and alleviating some of the red tape would allow
the department to do their jobs in which they were intended to do. Therefore, creating a
better quality of life for our city.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: This is indifferent for the people of Dallas and its surrounding areas. Because the North
Texas area saw a population increase. If the City of Dallas stabilize taxes and offered
bussiness better incentives it would spur economical growth within the local economy. That
means more business would be attracted to the Dallas area. Therefore, more people would
likely move to the Dallas and North Texas area.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: Further studies are need to help evaluate the density within this given area. I want to
reach out to the community.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: Try to spur economic development.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: This is not a city issue.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: At this time I would not consider a toll road option. We have more pressing issues with
our current budget that needs to be address first. I do however think we need to get the
safety of our levees under control.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I would like to know more about this public-private economic development corporation
and how it will effect the surrounding communities. I am always for helping the needy and
the elderly.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: This can only be replicated with public involement. We should start in the Fairpark and
surrounding neighborhoods.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?

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A: The Bishop Arts District and our Historical landmarks within the city.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: Dallas is losing revenue to its surrounding suburbs. Dallas is also landlock.

Sheffie Kadane

Biographical Info:
Name: Sheffie Kadane
Street Address: 6841 Lakeshore Drive
City/Town: Dallas
State: TX
Date of Birth: November 2, 1944
Work or Campaign Office Phone Number: 214-244-0147
Fax Number: 972-733-8013
E-mail Address: tgpeyton@swbell.net
Campaign Web Site Address: www.sheffiekadane.com
Questions:
Q: Length of residency in the city of Dallas
A: 66 years 4 months
Q: Length of residency in the district
A: 66 years 4 months
Q: Occupation/main source of income
A: PICS Investment Company
Q: Current civic involvement/highlights
A: Current Council member representing District 9.
Q: Previous civic involvement/accomplishments
A: District 9 Served as Park Board member, Board of Adjustments also the Northeast
Dallas Chamber of Commerce,and the Greater Dallas Rotary
Q: Education
A: Dallas Public School, Woodrow Wilson High School Arlington State College
Q: Previous public offices sought/held:
A: Dallas City Council, Place 9
Q: How much funding have you raised for your campaign?
A: Over $35K
Q: Who are your top three contributors?
A: Many contributors have graciously given at the $1000 max as have a few of the PACS
who have made decisions to this point.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I have never been arrested or involved in any criminal proceedings. I have been
involved in business litigation in the past, nothing current.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: My goal is to make Dallas a better place to live, work and raise a family. I have lived in
this district all of my life. My father served as Councilman for East Dallas many years ago.
My business background and city experience on boards and commissions best qualifies me
for this position. I am aware of the financial position and challenges the city faces. I have
been involved with this process over the past 4 years.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. Building a coalition to address economic development and revitalization in the Casa
View area of my district. This is being addressed through a partnership with the Ferguson
Road Initiative which to date has not cost the taxpayers any money. Working with Code
Enforcement and our Community Prosecutor we have made great strides in this area. 2.
Erosion and flood control are also top priorities. We must find a way to help the
homeowners who choose to live along our creeks and rivers. I am hopeful to address these
concerns thru future bond programs. 3. The Garland Road Initiative, which was set up
through funds I lobbied for thru the NCTCOG and other private partnerships engages the
community to develop a long range plan for the Garland Road Corridor. The plan has now
been approved by Council and is an opportunity for us to entice developers to come in and
work with us to enhance and redevelop this historic area of our city. 4. The Trinity River
Corridor must get off the ground. It will be the largest development opportunity for the
city in the for-seeable future. There will be some incentives required to make this work in
the current economic environment, but those will be far outweighed by the opportunity it

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will create for the city's tax base. This will be accomplished by public and private
partnerships and future bond programs and possibly grants.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Experience. While I applaud anyone who wants to put themselves up for public office
and all it entails, in this race, the experience I bring to the table is really needed to move
the city forward. As I stated I have lived in this district my entire life. I am vested in both
my city and district 9 and have compassion for all of my neighborhoods. I work tirelessly
to improve the quality of life for everyone in East Dallas and I feel I bring the experience
necessary to move our city and my district forward in these difficult times.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: While I did not support the tax increase this last year, I do believe that our citizens are
getting the most for their tax dollars. Our City Manager and the Council are consistently
looking for ways to cut expenses without harming the delivery of services.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: We have achieved our goal of 3 officers/1000 residents. We MUST maintain that level of
protection for our citizens. Attrition will guide our hiring, but we will be consistently
recruiting for new officers.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: As property values continue to drop, we have to look at alternate ways to raise revenue
and cut expenses. Some of my colleagues prefer raising taxes to looking at other options,
but I believe the worst thing we can do in these uncertain economic times is place a larger
tax burden on our constituents.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: Reduce Boards and Commissions Utilities Reduce supplies Get more life out of city
vehicles; reduce the number of fleet vehicles (except for Public Safety)
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: Citizens of Dallas have spoken on more than one occasion about the importance of this
project and the road that goes with it. I believe the park and recreation facilities in the
Trinity should be a priority with funding from public/private partnerships and possibly
grants.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: Recruit. Continue enticing business owners, thru our amenities, to come to our city.
Work with prospects to find their niche in our city. Bring prospective clients to our city and
make sure we have the right amenities they need to operate their business in Dallas,
Texas. Also we might be able to offer incentives such as TIF's, MMD's and some grants that
may be applicable.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: Our police and fire departments are second to none and all of our emergency services
are excellent. The Dallas Water and Sanitation Departments do an excellent job in
response to issues as well as planning for and rebuilding our infrastructure. Code
Enforcement is making much progress throughout our city. Our streets require much
work. DISD needs to continue to work on their graduation rate.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: The numbers were disappointing,but provide incentive for us to look at all of the issues
big metropolitan areas face. I also believe that until we can provide a quality education to
our citizens' children we will continue to loose population to the suburbs.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: While we would like to see the core of the city be a greater percentage of single family
houses, we know that with the growth of our region we will need to look at ways of

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providing the proper zoning for more housing in less space.


Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: The Central Business District members must find ways to bring retail to downtown.
Retail will provide the draw for people to come to town and stay. More public/private
partnerships. We need a grocery, specialty shops and day care. These are all quality of life
issues to be provided by the private sector. All will enhance the Woodall Rodgers Deck park
that will be completed in 2012.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: Immigration is a federal issue. ICE agents and our police officers are doing what they
can.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: The Council is dependent upon the representatives of those districts to come to the
table with ideas and recommendations for their districts. The council can then prioritize any
action that the council can pursue.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I have no issues and have greatly supported partnerships in the past. Each project must
stand on its own merit and scored to determine the cost benefits. You must have viable
projects and the proper oversight for this to be successful.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: What the CityDesign Studio has done is unique. We are fortunate to be the recipient of a
grant which allowed the West Dallas Development. I welcome the opportunity to focus on
the Casa View area of district 9 should another grant develop.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: Our fabulous Arts District and Arboretum do not get the publicity and notoriety they
deserve. They are true gems for the city.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: The most uncomfortable issue voters face is the realization that the City cannot afford
to do everything anymore.

Kirk D. Launius

Biographical Info:
Name: Kirk Launius
Street Address: 6719 Patrick Drive
City/Town: Dallas
State: Texas
Date of Birth: May 12, 1966
Work or Campaign Office Phone Number: 214-515-0740
Home Phone Number: 214-515-0740
Mobile Phone Number: 214-515-0740
E-mail Address: District9@planetkirk.com
Campaign Web Site Address: http://www.KirkForDallas.com
Questions:
Q: Length of residency in the city of Dallas
A: I grew up here, graduated from Dallas ISD’s Hillcrest High School (where I was elected
president of the Student Congress), started businesses and created jobs in Dallas.
Q: Length of residency in the district
A: East Dallas has been my home for almost 4 decades. I did leave for college and the
Navy and taught English in South Korea, but I always came back to my home near
Mockingbird Lane and Abrams Road.

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Q: Occupation/main source of income


A: I am a small-business entrepreneur who has worked for years to build strong
neighborhoods, provide good city services, and grow business in Dallas. I served as a
Dallas Police Officer from 2002 to 2006 -- years in which our city experienced significant
overall crime reduction, as well as a decrease in violent crime. I have leveraged years of
law enforcement and military experience into a successful business which assesses security
vulnerabilities and designs solutions to protect the lives and property of many happy
commercial and residential customers.
Q: Current civic involvement/highlights
A: Member of the Texas Burglar and Fire Alarm Association Member of the North Texas
Alarm Association Volunteer with Cornerstone Ministry providing meals, outreach, and
hope to the homeless in the same inner-city South Dallas neighborhood that I patrolled as
a Dallas Police Officer Volunteer crime watch speaker via Dallas Asian American chambers
of commerce
Q: Previous civic involvement/accomplishments
A: Former member of the Dallas Police Crime Watch Executive Board (CWEB) representing
the Northeast Patrol Division First graduate of the Dallas Citizens Police Academy to
become a full-time Dallas Police Officer Former Reserve Dallas Police Officer with no
disciplinary action, and multiple commendations for service to Dallas PD’s homeland
security operations in coordination with the FBI and United States Secret Service United
States Navy Veteran – Chief Petty Officer, honorably discharged 2009 Reserve Sailor of
the Year at Naval Air Station Joint Reserve Base Fort Worth and Navy Region Southeast
Reserve Component Command
Q: Education
A: Bachelors Degree in Economics from The University of Texas at Austin Honors Graduate
of the Dallas Police Academy with highest academic and overall averages in Recruit Class
#274, continuing professional education as a licensed Texas Peace Officer
Q: Previous public offices sought/held:
A: Vice president of student government for the more than 50,000 students at The
University of Texas at Austin
Q: How much funding have you raised for your campaign?
A: $100.00 received, with more pledged
Q: Who are your top three contributors?
A: Julian E. Strucely, Dr. Fred D. Minton & Mrs. Marlane S. Minton I am proudest of the
unsolicited check I received from my uncle -- also a U.S. Navy Veteran – who retired from
the City of Dallas after more than 30 years of service.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: Some children excel in music, math, or athletics. As a young child, I would draw and
color pictures of make-believe “cities”. Upon earning the rank of Eagle Scout, I opted to
spend my “Eagle Scout Day” with then Dallas City Manager George Schrader who
encouraged me to give something back through service to my community. One example of
that ethic is the fact that I volunteered more time as a non-paid, volunteer Reserve Dallas
Police Officer than I worked as a paid, full-time Dallas Police Officer in Southeast Dallas.
Unfortunately, my e-mails and phone calls to members of the Dallas City Council have
usually gone unanswered. As I knock on doors, many friends and neighbors complain of
this same “non-responsiveness” from their municipal elected officials. I will respond to
every e-mail, phone call, and letter, just as I did while serving as vice president of student
government for the more than 50,000 students at The University of Texas at Austin. If
elected, I will be one of the few members of the Dallas City Council who actually
understands the inner workings of our city from the perspective gained through my years
of service in Dallas Fire-Rescue telecommunications (911/311) and as a Dallas Police
Officer. I can also read signs and advertisements in English, Spanish, and Hangeul
(Korean), and that makes me better prepared to represent the interests of a changing
Dallas.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1) Enforce our Code of Ethics and improve Dallas’ image. I will join and help our new
mayor shape a team that will elect the most qualified City Councilmembers to positions of
great responsibility -- especially mayor pro tem and committee chairmanships like Public
Safety -- considering candidates’ moral, ethical, and work histories to avoid

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non-productive, embarrassing, “high-profile” incidents, and insure that Dallas has the most
qualified leaders at the helm, regardless of race, ethnicity or other factors. I will adhere to
and utilize the City of Dallas Code of Ethics fairly and appropriately in a routine and
ongoing fashion. The cost? Time and effort. The benefit? Incalculable improvement to
Dallas’ image as a can-do City where businesses grow and move here, thus increasing our
tax base and lowering the burden to property tax paying homeowners. I will seek to
change Dallas’ motto, or “tagline” to something that reflects a new, cleaner image. 2) Get
rid of drug houses and secure Dallas. I was a proud military Veteran present at the
December, 2010 demolition of a known drug house in the area near the VA Hospital where
I used to patrol as a Dallas Police Officer. As children from Lisbon Elementary School
shouted “knock it down”, a Texas National Guard bulldozer did just that. "Operation
Crackdown" has saved the City of Dallas an estimated $70,000 while providing valuable
training for the National Guard. I will continue to support various partnerships to rid our
city of abandoned structures, drug houses, and illegal businesses, many of which are
located in the southern sectors of our City which are in most need of economic
development, and in dangerous proximity to our schools. We must clean up Dallas so that
our next generation can grow up and play in safe neighborhoods and parks, and maintain
unmolested access to quality education. I am a proud graduate of the Dallas ISD, and I
will meet regularly with my counterparts on the school board to improve communications
and ensure that we as a City are doing everything we can to provide a safe and high
quality education for our children. As a law enforcement professional, I will seek a top-to-
bottom review -- in coordination with state and federal authorities -- of our city’s security
posture, in light of recently foiled terrorist attacks. Safety is an essential service that our
city can and must provide without breaking our budget. 3) Roll back taxes, deliver
essential services well, and help grow business. As a business owner and former police
officer, I do a lot of listening. I’m good at it, and I’ve heard my neighbors’ concerns about
tax increases and the impacts they are having on our families. We were blessed to have a
fiscally conservative mayor, and I am voting for another such individual on May 14th. But,
Dallas does not have a “strong mayor” system, and he will need the support of at least 7
other city councilmembers who understand the need to create jobs and keep taxes low.
Otherwise, we may end up like other cities which are bogged down by high taxes, huge
debt, and a scarcity of jobs. As a former marketing manager of one of America’s fastest-
growing telecommunications companies, and an avid cyclist and outdoorsman, I will
immediately begin to recruit trade shows – such as Interbike, the world’s largest cycling
industry exhibition – to come to Dallas instead of Las Vegas. That’s just one example of a
low- (or no-) cost initiative that I will spearhead to allow an international industry to
leverage Dallas’ natural and man-made assets (in this case, miles of existing and
soon-to-be built hike and bike trails) and bring millions of dollars of business to the Dallas
Convention Center, Convention Center Hotel, restaurants, and hundreds of other local
venues. When the Starbucks chain wandered from their main mission of delivering good
coffee and the “Starbucks Experience” of interaction with the barista, etc., their business
suffered. When Dallas returns to a focus of providing good basic services, we taxpayers
will receive a good value. What should Dallas’ new tagline be? How about something like:
“Dallas, essentially yours”.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: As I walk the neighborhoods of District 9, many residents tell me that I am the first
candidate for city council that has ever made the effort to ask them their opinions and
listen to their concerns and ideas. As I noted previously, lack of response has been a major
problem with all of the city council members whom I have written, e-mailed or called. My
offers two years ago to serve on city boards or commissions went completely unanswered.
When I write my state or federal representatives, I always get letters or e-mails in return.
Why isn’t that the case at Dallas City Hall? If elected to the Dallas City Council, I will
answer all correspondence and phone calls. As a proud United States Navy Veteran, I
subscribe to the Navy’s core values of: Honor, Courage and Commitment. Prior to my
decision to run for Dallas City Council District 9, I called our incumbent city councilman and
expressed my disappointment that the city council had failed to enforce the City’s code of
ethics and failed to even discuss removal of the chairman of the Public Safety Committee
after he violated the City Charter in bypassing the city manager to directly intervene in
police enforcement. In a “high profile” incident involving the use of “special police”
(specifically prohibited by our City Charter), our current mayor lied about police officers’
reports of a domestic violence call at his home. I told our incumbent that “actions speak
louder than words”, but he was unaware that our mayor was suing our city to suppress
public records. How can a man that sues the city hold its gavel? Just as bad, how can a city
councilmember who is not even aware that the acting mayor is suing the city keep him in

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check? As I walk the neighborhoods of District 9, these are the questions my neighbors
want answered. As your city councilman, I will not sit idly by as others violate the law and
put our police officers in jeopardy when they dial the police chief’s cell phone number to
play a “stay out of jail card” instead of calling 911. If you’re happy with the “Caraway
Council”, then vote for our incumbent. If not, then vote Kirk Launius for Dallas City Council
District 9.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: No. We are overtaxed, and receive fewer services than we deserve for what we pay.
Unfortunately, Dallas has had an infatuation with big ticket items that often do not result in
any tangible benefit for our residents. With your help, I will work tirelessly to shift our
city’s focus away from grand projects, and back to the provision of good, basic city
services. We must create a better business environment here in the City of Dallas. Sure,
there will be tough budget decisions to make, but we can make the right ones. An
example? My business depends upon city permits to complete jobs in large office buildings
where we serve as a sub-contractor to some of the largest construction companies in the
nation. Recently, a permit, which used to take a week or two to obtain from Dallas’ Office
of Building Inspection, took several times that long to get. The reason? We were told that
the plans examiner we had worked with for months had been laid off. If you are happy
with a city council that has failed to protect staffing positions which are essential to
business and growing our tax base, then don’t vote for me. But, if you would like to see us
enhance our business tax base, and unburden our residential taxpayers, then go to
www.KirkForDallas.com to donate or volunteer, and vote Kirk Launius for Dallas City
Council District 9.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: The tendency of governments, unchecked, is ALWAYS to grow bigger and bigger. Dallas
is a safer city in recent years due to the outstanding efforts of the men and women of our
police and fire departments. I am proud to have played a small role in that “boots on the
ground” success. As a patrol officer in some of the toughest neighborhoods of our city, my
fellow officers and I battled daily with squad cars in need of maintenance, along with the
crack cocaine, prostitution, and murder, and we kept each other alive. Our chief has stated
that he believes the department has “adequate resources” to do the job. Our city manager
says that she does not want to see the size of the force fall significantly. Having worked for
the City, I am better prepared than others to identify areas where we can eliminate waste
and cut costs. With these savings, Dallas will be able to resume its hiring of new police
officers to meet our decades-old goal (and City ordinance) of having three police officers
per thousand residents. I don’t think we’re going to need a tax increase to keep the public
safety force at the levels we desire. I believe that the force can be maintained without a
tax hike.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: No. Dallas will continue to face difficult budget years until the economy improves.
Raising property taxes during a recession was not a solution, but a shortsighted move
which prolongs our recovery. Government should also not attempt to compete with private
enterprise. It should get out of the way so businesses can thrive in a free market.
According to the U.S. Small Business Administration (SBA), small businesses make up
more than 99.7% of all employers, generated 65% of net new jobs over the past 17 years,
and are 52% home-based. Citizens who keep more of the money they earn can reinvest
those dollars in job-creating small businesses, like I do. If you are tired of our “tax and
spend” council who pile up debt for our children, then elect me as your Dallas City
Councilman, and together we will reduce government waste, provide good city services,
and roll back the tax increase.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: Reduced spending does not have to result in reductions to basic city services. I have a
track record of building partnerships with the private sector to provide taxpayers with the
amenities and services they desire. Replace reduced spending on parks and recreation
with private partnership money. I am a runner, a cyclist, and a big fan of Dallas Parks. I
would explore cutting costs within the Dallas Park and Recreation Department while
boosting services via innovative public-private partnerships – like the successful one
involving the Dallas Zoological Society -- that provide children and their parents safe and
fun activities. Such partnerships give entrepreneurs the opportunity to sponsor and support

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quality of life enhancing programs and facilities, as those businesses help create jobs, grow
our economy, and expand our tax base. Reduce vehicle and travel expenditures. In my
extensive experience as a member of various public and private boards and committees,
and as a city employee and a business owner, I have often found that significant savings
can be achieved through cutting unnecessary travel expenses and more careful and
systematic use of vehicles. This can take many forms, aided by fuel-saving computer
technology and tracking. Some meetings can be held via the Internet, instead of sending
people there via car or airplane. Technologies exist to help cities achieve better
fuel-efficiency from their fleets, and to better manage the time that employees and staff
waste stuck in traffic. Use of alternative fuels such as natural gas can help clean our air,
while reducing the cost of transportation. Establish what items really cost, and reduce
what the City pays to contractors. Recent news reports revealed what a terrible waste of
money our city’s “Weatherization Assistance Program” has been. Dallas paid $8.10 for light
bulbs one could purchase at The Home Depot for less than $1.50 a piece. According to
WFAA TV, "Invoices showed the city paid for a 40-gallon water heater at a cost of $1,500.
But News 8 discovered it's not a 40-gallon tank after all, but rather the smaller 29-gallon
one which sells online for as low as $381. The city overpaid by $1,100." Funds, from any
source, expended by the departments responsible should be scrutinized and reduced if
necessary. The Dallas tagline currently reads: “Dallas, The City That Works. Diverse,
Vibrant, and Progressive”. Really? Let’s truly be ‘progressive’, provide essential city
services well, remind our city managers and employees that they work for us the
taxpayers, and change the environment at City Hall to something like: “Dallas, essentially
yours”.
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: The Trinity River is the “eye gate” of Dallas. Some people look at the areas south of
I-30 and the Trinity River and cringe. I see hope and natural beauty, such as the largest
urban bottomland hardwood forest in North America, and I have been building bridges
there for years. I have stood in that forest at 3:00 in the morning, and heard the peaceful
sounds of nature interrupted by the crackle of my portable police radio and the sounds of
gunfire or a police helicopter. I would prioritize the goals of the Trinity River Corridor
Project to bring nationally acclaimed parks, trails, lakes, nature education and recreational
opportunities to our center city within the Trinity River Basin. In 2006, Dallas allocated
money for a whitewater project in the city's bond program. The Audubon Center and Santa
Fe Trestle Trail are lovely additions to Dallas’ parks ‘inventory’, and the new Trinity Park
Standing Wave Kayak Course is already being greatly enjoyed by paddlers, and more
amenities will come with time. I have questions about the toll road, as there is a worrying
scarcity of transportation funding. As a fiscal conservative, I believe if we eliminate waste
in government at all levels, then we will have what we need, and can even cut taxes. As a
public safety professional, I believe our focus must be upon providing flood protection for
all our citizens, visitors, and businesses in West Dallas, Oak Cliff, and Downtown. We can’t
just sit back and say, “it will never happen here”. In May of 1995, I assisted in a swift
water rescue of a neighbor who lived directly across the street from me. She was almost
swept away in a swollen Rush Creek, and conditions were so bad that day that several
people drowned in Dallas, and fire trucks weren’t able to get into some neighborhoods. We
had to fend for ourselves. Dallas needs to re-focus on providing good basic city services
such as fixing roadways and maintaining public safety. Fortunately, we received some good
news recently that the Army Corps of Engineers anticipates approval of a levee repair plan
that will lead to Dallas' Trinity levees being recertified by Spring 2012, and I am hopeful
that we North Texans can manage our transportation needs without heaping more massive
debt upon our children, grandchildren, and great-grandchildren.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: For the most part, government should get out of the way, and stay out of the way of
entrepreneurs. I am an advocate for limited government, but believe that our City can and
must continue to play a role in safeguarding our citizens. I hear many complaints from
residents in District 9 about downtown. They believe it’s not clean and it’s not safe. Many
tell me there is “nothing to do down there”. I think it is sad that many Dallasites spend less
time downtown than our tourists and out-of-town visitors. I believe we can and should
incentivize urban development in the downtown core. Dallas has tax incentives and
abatements, as well as programs to encourage overseas businesses to relocate here. On
April 9th, I met with a well-known international architect and engineer who was visiting
North Texas and we talked about the proper level of density for a city like Dallas. I read
and understand the reports and white papers from organizations like the Urban Land

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Institute and the North Central Texas Council of Governments. Having lived for 3 years in
the bustling port city of Busan and the giant capital city of Seoul, South Korea -- with a
population of over 10 million people -- I have the knowledge and experience to help bring
order and direction to our home on the North Texas prairie. This is the kind of stability that
business leaders look for when thinking about relocating to a city like Dallas. Our Tax
Increment Finance Districts (TIFs) and Public Improvement Districts (PIDs) are serving
well to increase the density of development and improve infrastructure. If you are happy
with the “tax and spend” city council of the past two years, then vote for the other guy. If
you want to help a change agent go to City Hall, then vote for me.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: Trash pickup, recycling, and water delivery are excellent. Road maintenance needs to
improve, especially in the area of preventative maintenance. For instance, in many
neighborhoods, water meters are sunken and sidewalks are in disrepair. Currently those
are addressed on a per-request basis. It would be much more efficient to make all repairs
in a single block at the same time, rather than piecemeal as is done now. Cut spending on
streets and infrastructure replacement through better maintenance schedules. As a 311
operator, I took thousands of calls from residents, and I was always cognizant of the fact
that each call usually resulted in rubber tires burning gasoline hitting concrete streets. Each
call equaled one trip or more. Other calls brought complaints that days or weeks or
months had passed with no response. We should replace broken sidewalks and water
meters on a street-by-street, scheduled basis instead of the ‘normal’ piecemeal,
fuel-slurping single trips when a resident calls to complain. Streets need to be properly
maintained in order to lower the frequency and cost of wholesale replacement of
thoroughfares. Every department within the city has the opportunity to be more efficient in
how it operates and provide the same or a better level of service.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: It’s a bad symptom. We need to do a better job of encouraging “organic” business
growth. As an employer in the security services industry, my company -- an installer of
burglar alarm, video surveillance and access control systems – creates jobs for sales
people, security consultants and installers. I know how to attract people to Dallas. Some of
my young Asian friends are just starting to move to what they call “the SMU area”. They
love the gardens of the Dallas Arboretum and the trails of White Rock Lake, and they are
pondering the notion of moving further east, deeper into District 9, which I wholeheartedly
encourage. Some friends recently opened a wonderful Korean restaurant on Greenville
Avenue at Lovers Lane. We have wonderful amenities in our downtown core, such as the
arts district. I believe the deck park is going to make downtown more livable, as it
becomes easier for downtown residents to access Uptown. The early stages of our urban
core re-do are the toughest, but as we stay in the game, so to speak, the economies of
scale will emerge so that the incentives will be self-evident, self-reinforcing, and require
fewer tax abatements. Ultimately, the answer is to cut waste in government, provide
excellent essential services such as police, fire, streets, sanitation, building permits and
inspections, etc., cut taxes, and allow our citizens to keep more of their hard-earned
dollars which they will re-invest in the marketplace as entrepreneurs and consumers. We
can, and will, expand our tax base, while cutting taxes for our urban resident business
owners and their employees, and the result will be fantastic, and in line with Dallas’ history
as a can-do business City.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: Let’s be realistic. There is no single correct answer to this question. Neighborhood
density can and does vary greatly from neighborhood to neighborhood, and will be greater
as you get closer to downtown. In recent years, residents near the southern shore of White
Rock Lake successfully fought back development of “mid-rise” housing in their
neighborhood. So, it’s a sensitive subject, but one that is being addressed through
educational outreach efforts by proponents of responsible, mixed-use development.
Property values in the suburbs may have peaked, and the younger crowd is calling for
“sustainable development”, where they can walk to restaurants and walk or cycle to work.
Dallas is changing demographically with more Hispanics and Asians arriving every day. I
have the historical perspective as a lifelong resident of District 9, as well as the
international travel experience and time living and working abroad in Europe and Asia to
help make the next few years the best for Dallas. Population density seems to be growing

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in areas that make sense – for example, around the DART stations at Mockingbird and
Park Lanes. As an inside-Loop 12 resident, I honor my neighbors’ desire to maintain the
tree-lined “roominess” of our District. I also believe that mixed-use developments can
bring new life to tired, old sections of our city, and I will work with neighbors and
developers to ensure that we achieve and maintain balance in our quality of life, while
welcoming new residents to our district who will broaden our tax base, start small
businesses, and help us reduce our tax burdens.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: Re-establish, enlarge or revitalize a commission of downtown business leaders to make
suggestions on the downtown area, and encourage them to participate financially in
making it happen. They would greatly benefit from a revitalized downtown, and should
participate in bringing that to fruition.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: Follow the laws that are on the books, and report all criminal illegal immigrants to the
federal government.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: The unemployment situation in Dallas County, and in particular South Dallas, has
reached a critical stage which affects everyone in one capacity or another. For the last 10
or 15 years, our situation has been generally ignored or overlooked by the federal and
state government to a point that we can no longer rely on the federal government,
especially during tough economic times like we are currently experiencing. Even when the
federal government does something in our area, it usually has strings attached or favors a
small group of established business favorites. More often than not, the entrepreneurs of
South Dallas are left out. Dependence upon state and federal government needs to cease
and each of us needs to take charge of our individual and community needs for the future.
Instead of looking for outside help, we need to focus on our own community businesses
and services so they can grow and create jobs for Dallas residents right here at home.
There are entrepreneurs within the South Dallas community who need a little
encouragement to undertake the business of their dreams. These businesses often become
the foundation for long-term jobs within our entire city and North Texas.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I believe it is an excellent idea, and we should go even further. As a recruit police officer
at the Dallas Police Academy on Red Bird Center Drive in 2002, I couldn’t help but notice
the aircraft coming in for a landing on the runway just on the other side of the chain link
fence. About that same time, and during the past 8 years, some of our Dallas City leaders
have had the foresight to prepare a “diamond in the rough” for southern Dallas. They have
worked with City management to systematically develop and modernize the old Red Bird
Airport – now named, appropriately, Dallas Executive Airport. The City has a long-term
master plan for the development of this facility and the 300+ undeveloped acres
associated with it. Dallas Executive Airport is the perfect location for companies who want
to do business in Dallas. Prime land in our community is ready for development – both
industrial and aeronautical – within only 10 minutes of Downtown Dallas. It is also
convenient to the entire D/FW Metroplex via I-35E, I-20, I-45, I-30, US-67, and Loop 12,
and is in close proximity to the International Inland Port of Dallas (IIPOD). In February,
2002, the City of Dallas gave our southern airport a new name and a new direction to
reflect its new future serving the corporate and business segment of general aviation. But,
the City’s actions did not stop with a new name. We invested $6 million in capital
improvements and adopted the 2001 updated master plan. These actions resulted in the
designation of industrial, commercial, and aeronautical land uses on the airport grounds,
supported by a 20-year Capital Improvement Plan. This will enable the airport to keep up
with the growth in aviation demand, which has already resulted in an additional $10 million
in private investment. This is a local community asset owned and operated by the City of
Dallas that is “here and now” and is not something “dreamed of” for the future. It is
available for the citizens and businesses of South Dallas – and all of Dallas -- to develop so
that we may create jobs, revenue, job training facilities, and other enriching community
benefits. It is up to us to identify businesses here, and in other states, to come to South
Dallas and develop this property. We all know people in various states like California, New
York, Michigan, Illinois, Indiana, and others that are suffering terribly from excessive
taxation and government red tape. A single person could make one phone call to a friend

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in one of these states and obtain the names of companies that might consider relocating to
Dallas. Besides the excellent facilities, the City of Dallas and the State of Texas have
provided numerous economic development incentives for companies to move here and
create jobs. Individuals and the community need to work closely with the Dallas Executive
Airport officials and the numerous chambers of commerce and and other business
organizations which are active in South Dallas to identify businesses for the chambers of
commerce to contact and invite to visit our area. A single phone call could mean hundreds
of new jobs for South Dallas. The jobs future of South Dallas is in our hands. Let us work
together with the local chambers of commerce to develop this tremendous asset available
to us now. Let us safeguard these assets from corrupt individuals seeking only their own,
dishonest enrichment. Let us encourage new business development within our community.
If we act with the best interests of South Dallas, and all of Dallas, in mind, then we will
succeed. I have the vision, drive, and experience working as a bridge builder in southern
Dallas to help make this a reality for all of us.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: There are several areas that would be good to start in, but I would suggest Pleasant
Grove. The name is pleasant enough, and so are the residents. I know from experience
working there as a police officer. Although many neighbors there don’t have as much in the
way of material things as residents in other parts of Dallas, I met neighbor after neighbor
who was just as committed – if not more – to preserving and improving what they do
have. There is a lot of pride and love in Pleasant Grove, and its residents deserve the
support of District 9 and other Dallas residents to help them rise above the crime and
scarcity of economic opportunity to make life better for themselves. Jubilee Park is a good
example of the type of revitalization that an urban neighborhood can undergo with the help
of donations from private businesses. It is a 62-block neighborhood in South Dallas that I
used to patrol as a Dallas Police Officer. I’d like to see that kind of hope and success spread
east into Pleasant Grove, and other parts of Dallas.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: You can go on a hike or ride horses in the nation’s largest urban bottomland hardwood
forest right here within our city limits.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: A lack of educational programs for poll workers and the public has created conditions
which make Dallas one of the prime spots for election fraud in the country. The vast
majority of those breaking the election laws do so unwittingly and unintentionally, just
“doing things the way they’ve always been done”. Some poll workers depend upon their
day as a county employee for “Christmas money”, and the focus is not on ensuring honest
elections. Foreign and outside interests could easily co-opt our free elections, and may
have already done so. Iraqis emerge from their polling places with smiles and purple
thumbs raised high, but do our elections meet international standards? Dallas residents
express their concerns to me about electronic voting machines and “institutionalized fraud”
involving Dallas elections. On April 9th, I attended an election integrity “boot camp” where
a grassroots organization from Harris County taught approximately 100 North Texans how
to combat election fraud. I did not see a single member of the Dallas City Council or the
Dallas County Commissioners Court present at this well-publicized event. Sadly, we can
expect more indictments for election fraud violations before this situation improves.
Safeguarding our elections is a non-partisan issue that we must all support and become
engaged in. If you are fed up with the way things are going at City Hall, then vote Kirk
Launius for Dallas City Council District 9. www.KirkForDallas.com

Dallas City Council, Place 10


Description: Note: Only Dallas residents living in this district may vote in this race. Click
here for a district map.

Candidates (choose 1):

Jerry R. Allen

Biographical Info:
Name: Jerry Allen
Street Address: 9426 Dartcrest
City/Town: Dallas
State: Texas
Date of Birth: 9/4/1949

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Work or Campaign Office Phone Number: 9729225775


Home Phone Number: 2143497518
Mobile Phone Number: 9729225775
Fax Number: 2146701843
E-mail Address: allens9426@sbcglobal.net
Campaign Web Site Address: NA
Questions:
Q: Length of residency in the city of Dallas
A: 61 years
Q: Length of residency in the district
A: 46 years
Q: Occupation/main source of income
A: City of Dallas
Q: Current civic involvement/highlights
A: Trustee Dallas Police/Fire Pension Plan, ARC of Dallas Ambassador, Local School Council
Merriman Park Elementary, Local School Council Forest Lane Academy
Q: Previous civic involvement/accomplishments
A: DART Board, Treasurer RISD Tomorrow Foundation, President and Treasurer Exchange
Club of Lake Highlands, Founding Director Wild For Cats, Emergency Preparedness
Planning Council
Q: Education
A: North Texas University, BS, Banking and Finance, Bank Administration Institute of
Banking, University of Wisconsin
Q: Previous public offices sought/held:
A: Dallas City Council, District 10
Q: How much funding have you raised for your campaign?
A: $25,000
Q: Who are your top three contributors?
A: Jim and Kathy Adams, Alan and Joan Walne, Urban Rural Community Conservation PAC
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: 1)Never arrested 2)As a Councilman I have been named in suits along with the city.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: I am running for office to improve the quality of life of the citizens in my district and the
citizens of Dallas. My 35 plus years in banking have given me a broad-based business
background and my years of community service have given me the passion to pursue the
very best for all citizens.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1)Continue support for public safety by making sure there is no net reduction in staff
and our officers have all needed resources to do their job. This will continue to be paid for
out of the normal operating budget. 2)Promote economic development by "selling" all of
the positive attributes of Dallas. Dallas has so much to offer and our positive story must be
told loudly and clearly across America and the rest of the world to attract new businesses
and families, particularity to our southern sector. While it does not cost a dime to clap, the
city must continue to partner with all like minded groups to promote Dallas. 3)Eliminate
predatory lending. There is groundswell in the court of public opinion that states we can no
longer turn our backs for fair lending practices for those that are asset poor. We will plus
for reform by working with the Bank on Dallas program and lobbying Austin for meaningful
reform for Consumer Service Organizations.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Experience and proven track record.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: I voted against the tax hike. The wish list will always be greater than incoming
revenues. It is very important that the citizens make their voices heard about what should
or should not be on the wish list.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?

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A: Staffing levels appear adequate. Attrition must be offset by new officers.


Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: NO
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: 1)Right of Way maintenance ($6,411,629). The city took this over from TXDOT and
funded this maintenance by the tax increase. The city received nothing in return from
TXDOT. Make TXDOT accountable. 2)Park mowing ($2,020,000). Part of the tax increase
went to increase the number of mowing cycles of our parks. Until revenues come back up,
reduce the number of mowing cycles. 3)With the tax increase, the city opened 16 of the
21 city pools with no regard to attendance. Pools are very expensive to maintain.
Attendance levels continue to drop. We need to find better uses for the limited amount of
park funds.
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: The Trinity Trust works hand in hand with the city manager. Now that we appear to have
received a breather on the levees the Trust is back out fund raising and will help prioritize
projects. The citizens of Dallas have spoken and said to go forward with the toll road. With
the current conditions in Washington, funding will be an issue.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: Economic development is about attitude. We must be smart about development while
having our best foot forward to attract developers.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: Our water department is nationally recognized as one of the best of any city in the U.S.
Our permit and licensing department needs improvement.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: While Dallas did not reflect sharp growth, the over all metropolitan area did. Dallas is
the heart beat of the metropolitan area. Growth in the over all metropolitan area is
expected to be robust as it will also be in Dallas, particularity in light of the vast amount of
vacant land in the southern sector.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: Density is expected in metropolitan areas. A solid transportation system built around
neighborhoods that will embrace the concept of live, work and play is the future. The city
must promote this concept and take the lead role to help create this environment.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: I believe the city is doing a good job in revitalizing downtown. To some degree these
efforts might not be completely visible right this moment but the seeds are taking hold.
Downtown Dallas Inc. is a great partner with the city.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: This is much bigger than a city issue. In the end this must be addressed by the federal
government.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: I beleive the most important aspect for success in the southern sector is a business
friendly attitude.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I agree
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: Where should we start? Answer: Forest Lane and Audelia.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas

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residents knew?
A: What a truly giving city we have. When there is a need the citizens will reach in their
pockets and in addition give of their time.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: We have a large number of our neighbors that are being charged 300% plus interest by
predatory lenders under the veil of Consumer Service Organizations. It is shameful to say
that it is OK for CSO's to charge our citizens 300% plus interest and it is even more
shameful to hide behind the fairy tale that there is not a better way to help these
neighbors. We are better than that. Dallas is better than that.

Cynthia J. Durbin
Biographical Info:
Name: Cynthia Durbin
Street Address: 8436 Birchcroft Drive
City/Town: Dallas
State: Texas
Date of Birth: 11/26/1940
Work or Campaign Office Phone Number: 214-348-8612
Home Phone Number: 214-348-8612
E-mail Address: durbinuscg@hotmail.com
Campaign Web Site Address: www.CynthiaDurbin.com
Questions:
Q: Length of residency in the city of Dallas
A: 44 years
Q: Length of residency in the district
A: 44 years
Q: Occupation/main source of income
A: Retired Teaching - retirement benefits
Q: Current civic involvement/highlights
A: Volunteer: 1) Stults Road Neighborhood Group;2) Hamilton Park Elementary
School,RISD;3) Girl Scouts of America;4) Sierra Club;5) Dallas International Film
Festival;6) DMA;7) MADI Museum;8) Modern Museum of Fort Worth;9) Kimble Art
Museum;10) Fort Worth Museum of Science & History;11) South Dallas Cultura Center;12)
Lone Star Film Society;13) YMCA;14) Emeritus Program, Richard College, RISD
Q: Previous civic involvement/accomplishments
A: 1) Stults Road PTA Board - Pre-School, Program and Legislative Chairs 2) Northaven
Methodist Church - Administrative Board and Mission Commission 3) City of Dallas -
Department of Planning and Urban Development - (Highlands Area Neighborhood Design
Citizen's Committee) - one of 8 members helping city departments to develop a plan for a
Dallas community (Lake Highlands) of 10,000 people 4) Stults Road Community
Organization Board - Zoning Chair 5) League of Women Voters - US Congress Committee,
Local Boards and Commissions Committee
Q: Education
A: BS Degree, UTHSCD, Medical Technology - Chemistry, Biology BA Degree, UTD -
Psychology, Biology Teaching Certifications - UTD - Biology, Composite Science, Psychology
- NTU - Vocational Education - Health Professions MA of Teaching in Science Education,
UTD -Geology, Biology MS in Geosciences, UTD - course work and field work completed
except for Thesis Oil Institute, University of Houston
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: $500
Q: Who are your top three contributors?
A: 1)Kay deWitt - Retired, Telecommunications 2)Frank P.Hernandez - Chairman of the
board, Vista Film Festival 3)John Wellik - Senior Vice President, Finance - United Surgical
Partners
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: Yes. The longest running Federal Class Action Case for Minorities and Women in the
State of Texas: we won the case.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: I'm running for the District 10 office: 1) To preserve established neighborhoods which

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are threatened from outside spot zoning 2) To protect the environment of District 10,
especially, the White Rock Water Shed into which all of the creeks of District 10 feed into
3) To maintain safe neighborhoods. I am most qualified due to my Education, my
experience with the City of Dallas, my 28 years of Law Enforcement experience, both local
and Federal, my civic involvement and activism and my passion for good government. My
experience with the City of Dallas - Department of Planning and Urban Development -
Highlands Area Neighborhood Design Citizen's Committee best prepares me to serve in
this post.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I would: 1)investigate a similar Task Force to former Eric Johnson's Goals for Dallas,
emphasizing preservation of intact neighborhoods; 2)join Angela Hunt's proposed Task
Force to investigate gas drilling within the Dallas City limits; 3) review the investment
practices of the Dallas Pension Plans with the goal of retuning to conservative investment
practices to insure that all employees have adequate retirement benefits.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: 1)I have extended experience as an activist in getting tangible projects for my District
10: Forest Green Library, extension of Royal Lane, a park, and a bus line through Hamilton
Park and Stults Road neighborhoods.Jerry Allen showed his disregard for our neighborhood
in a recent zoning case #Z090-221(WE). 2)I've been a Dallas Police Officer and a USCG
Federal Law Enforcement Officer, giving me insight into local and corporate crime. Jerry
Allen does not have the experience. 3)I've been decorated in the Desert Shield/Desert
Storm War for balancing the budget of the logistics unit first in the nation. Jerry Allen is a
banker but I showed leadership under tight time restraints. During my tenure at UTD as
project supervisor for science tutoring, my program, The Academic Bridge Program, won
the Tech Titan Award, sponsored by the Metroplex Technology Business Council consisting
of over 50 tech companies. The award was for $10,000 in addition to funds for a computer
lab for the program.Most of our students come from the DISD. DISD is one of our greatest
assets in Dallas and my experience in academia and education is an asset to the
governance of Dallas. Jerry Allen has not had this experience.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: During these hard economic times at all levels of government I would concentrate the
budget of Dallas on needed City Services such as streets, police, fire and health rather
than on big ticket items such as tax supported sports arenas, World Class bridges, unsafe
levee toll roads and hotels. Then most of the residents would get sufficient bang for their
tax buck.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: Perhaps Dallas could start a program to recruit many, many more reserve police
officers and when economic conditions are better new police officers could be recruited
from this pool of highly trained reserve officers. The slowing of hires should continue with
increment increases as economic conditions improve.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: I would be for taxes targeted to basic services such as health, safety, and
transportation.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: I would reduce spending for tax supported toll roads, contracted out commercial
endeavors, overly priced public works and fancy bridges.
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: Improvement of parks in the flood plains of the levee system should be prioritized and
access to those parks via small roadways, NOT toll roads. Funds should be raised with bond
issues.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: The Mayor and Council in order to spur economic development and grow the tax base
should consider renovating abandoned commericial properties to buffer in tact
neighborhoods. These neighborhooh commercial intities would raise the tax base and

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provide much needed retail needs, as well as, supporting art districts like Downtown,
Uptown, East Village, West End, Bishop Art District, and Fair Park presently do for their
neighborhood. The City Council could help these commercial and art districts to find
outside and private funding.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: Dallas excells in police,fire, and the arts; Dallas needs improvement in street
maintence, health and creek stablization.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: I see it as good for Dallas residents. Resident will be able to take a breath and nurture
the people now living in the city with the resources we have. The surrounding metroplex
brings lots of money into the city attracted by the arts, sports and the vitality of the city.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: Density is fine and good for those parts of the city where young professionals are
moving into Downtown and Uptown, settling into refurbished old commercial buildings,
new apartment buildings and condos. Older established and affordable neighborhoods
should not be torn down and invaded by commercial box interests. The city has too few
affordable housing units for young families which could generate a future tax base. We
don’t want to be left with a city full of abandoned commercial businesses and no people.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: Perhaps, City Council could find block grants to help finance small businesses which are
for every day life, such as , cleaners, drug stores, flower shops, small specialty
restaurants, newsstands, coffee shops. organic food markets, etc. These could be modeled
after the small shops on the streets and sidewalks of New York City where in Manhattan it
almost feels like a small town. People would enjoy walking and eating outside. The Dallas
Architecture Center recently had a program on this very thing. Small businesses should be
geared to neighborhood living and to walking the downtown streets - eating, movies,
music and not just shopping. The Architecture Center plan would have these businesses no
more than 2 blocks from living spaces. Main Street in Dallas has already started this
process but many of the businesses are hotels and night clubs more for out of town visiters
rather than for everyday living within a neighborhood.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: City and police should concentrate on enforcing the laws which punish corporate
businesses for illegally hiring illegal immigrants. People throughout history and through out
the world go where there is work, at any cost. Stop it where it begins. All of our ancestors
came to this country for that reason.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: Fair Park, Dart, and the South Dallas renewable housing are a good start for improving
the quality of life in the southern sector ,as well as, art districts and the Oak Cliff Cultural
Center. Efforts could be made with the adjoining cities, Duncanville, Desota, Landcaster,
etc., to have cross cultural ties. The southern Inland Port Plans should be stepped up to
provide jobs.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I think this is an excellent idea, as long as, the established neighborhoods get input and
transparent feedback to the economic development.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: I would design the effort around former mayor Eric Johnson's Goals for Dallas. We
should start with South Dallas, Pleasant Grove and East Dallas.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: The South Dallas Cultural Center and Latino Cultural Center are way under publicized.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: The lack of transparency of planned projects until they are already off the ground or

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funded is the uncomfortable truth voters must confront.

Dallas City Council, Place 12


Description: Note: Only Dallas residents living in this district may vote in this race. Click
here for a district map.

Candidates (choose 1):

Sandy Greyson

Biographical Info:
Name: Sandy Greyson
Street Address: 7238 Heathermore Drive
City/Town: Dallas
State: Texas
Date of Birth: January 28, 1946
Work or Campaign Office Phone Number: n/a
Home Phone Number: n/a
Mobile Phone Number: n/a
Fax Number: n/a
E-mail Address: sandy@sandygreyson.com
Campaign Web Site Address: www.sandygreyson.com
Questions:
Q: Length of residency in the city of Dallas
A: 31 years, 3 months
Q: Length of residency in the district
A: 31 years, 3 months
Q: Occupation/main source of income
A: Community Volunteer
Q: Current civic involvement/highlights
A: President of the League of Women Voters of Dallas, 2009-2011 Vice chair of the board
of the (JFK) Sixth Floor Museum at Dealey Plaza, 2009-2011 Vice president of the
Domestic Violence Legal Help Center, 2010-2011 Board member of Save Open Space,
2009-present Monthly columnist for the Far North Dallas Advocate Magazine, 2008-2011
Q: Previous civic involvement/accomplishments
A: Dallas City Councilmember, District 12, 1997-2005 Chair, Transportation and
Telecommunications Committee, 2001-2005 Chair, Legislative Affairs Committee,
1999-2001 Vice Chair, Trinity River Committee, 2002-2005 Member, Public Safety
Committee, 1997-2005 Chair, City of Dallas Domestic Violence Task Force, 1998-2004
Dallas Representative, Regional Transportation Council of the North Central Texas Council
of Governments, 1996-2005, and Chair, Mobility Plan Implementation Committee Vice
Chair, Dallas Regional Mobility Coalition, 2002-2005 Treasurer, TEX-21 (Transportation
Excellence for the 21st Century), 2002-2005 Chair, Transportation Infrastructure and
Services Steering Committee, National League of Cities, 2003 Chair, National League of
Cities Task Force on TEA-21 (federal transportation funding bill) Reauthorization,
2001-2002 Board Member, Association of Metropolitan Planning Organizations, 2002-2003
Board Member, North Dallas Chamber of Commerce, 1993-1996, 2002-2005 Member,
Leadership Dallas, Class of 1995 Board Member, Dallas Area Rapid Transit (DART)
1991-1996 Member, City of Dallas Civil Service Board Adjunct Panel, 1989-1991 Member,
City of Dallas Zoning Ordinance Advisory Committee, 1988-1996 President, North Dallas
Neighborhood Alliance (umbrella organization of HOAs in Far North Dallas), 1991-1996
Co-Founder, Prestonwood East Homeowners Association, 1986; President, 1989-1990
Q: Education
A: University of Illinois, 1964-1966
Q: Previous public offices sought/held:
A: Dallas City Councilmember, District 12, 4 terms from 1997-2005
Q: How much funding have you raised for your campaign?
A: Around $20,000 in 2 weeks

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Q: Who are your top three contributors?


A: Max & Margaret Wells, Marvin & Joan Lane, Dallas Police & Fire PACs
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: Auto accident, 1993, settled.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: I served as the Dallas City Councilmember for District 12 from 1997-2005. I've received
many, many requests to run again from people who believe I know the district and the city
well and can significantly contribute to successful solutions to our serious issues.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. Make sure the levees are repaired to the Corps satisfaction. Ensure repairs to pumps
and sumps along the river are done expeditiously. The large majority of the 2012 bond
program funds should be devoted to pump and sump repairs. 2. Hold the line on tax
increases. Provide services within our means. 3. Examine regional transportation funding
to see if funds for the eastern part of the region have instead gone to the western part of
the region and, if so, why. Work on transportation congestion relief and reliability so
businesses can move their goods and people can get to work.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am the best choice because I've worked for 25 years for the betterment of District 12
and the City of Dallas. I know the district well and have worked with neighborhoods all
across Far North Dallas on their issues. I have been a leader on transportation issues. I
strongly believe that candidates for city council should show a commitment to their
community before they run for council. My opponents have not done any work on behalf of
the district. Experience counts--I have it and my opponents do not.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: Dallas residents are not getting sufficient bang for their tax bucks. This is especially
apparent to District 12 residents. We are surrounded by suburban cities on three sides and
see our suburban neighbors enjoy beautifully maintained parks and medians, good streets,
good code enforcement, and a focus on excellent quality of life. It's easy for our residents
to vote with their feet and move one mile to the north, east, or west, and get this good
quality of life. Dallas needs to make neighborhood improvement a priority.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: It's always best to have more police officers, but Dallas can use the officers it has in
more efficient ways. The new community policing efforts now underway are an example of
this and a good use of resources. The chief has said he can be successful with the officers
he now has.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: No, I would not. Our tax rate is already too high compared to our surrounding cities,
many of whom manage to provide superior services with a lower tax rate. We can
scrutinize our provision of services for cost efficiencies and prioritize services.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: 1. Around 1/3 of the city budget goes to debt service. Although the city's bond rating is
still excellent, we need to be careful about incurring a lot more debt. Debt service
payments reduce the amount of funds available for the operating budget. The 2012 bond
program needs to be devoted mainly to sump and pump repairs along the river. 2. Don't
build new facilities that the city doesn't have the money to operate and maintain. Don't
send courtesy reminders about parking or other tickets--in some instances, people receive
these notices even after they've already paid. 3. It is penny wise and pound foolish to
reduce civilian employees in the police and fire departments and then have highly trained
officers sit at desks doing paperwork.
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: The Trinity Project was sold to voters first and foremost as a flood control project, so
repair of levees, sumps and pumps must be the first priority, funded by the 2012 bond

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program. After flood control components are addressed, the lakes and downtown park
elements can be looked at next as their costs are small relative to the overall cost of the
Project. However, nothing should be started unless and until funding is identified and
available for maintenance. The Park Department will be responsible for maintenance and
that department is chronically underfunded. Maintenance of community and neighborhood
parks should not be sacrificed to maintain Trinity elements. There is no funding available
for the Trinity toll road and there won't be any for many, many years. The Corps has never
committed to the road in writing and keeps changing the standards under which it could be
built.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: Make neighborhoods places where families want to live, with quality services and
amenities. Even when companies relocate here, their employees aren't choosing to live in
Dallas, as evidenced by census figures showing the city of Dallas grew by only 9500 people
during the last decade. A poorly regarded DISD plays a big role in decisions by families to
move to the suburbs. District 12's population grew in the last decade and that's partly
because of suburban type development here and partly because of our quality ISDs--
Richardson, Plano, and Carollton-Farmers Branch. Dallas is a distribution and
transportation hub. The city needs to refocus on the inland port as an excellent opportunity
to provide good-paying jobs and grow the city's tax base.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: Dallas excels in picking up the garbage and that's no small thing--people really care if
their garbage gets picked up on time. Bulk trash pickup is a different story--that needs
improvement. Trash sits out for 1 to 2 weeks, blocking sidewalks and making
neighborhoods look unsightly for half the month. Code enforcement needs improvement.
Over the years, code enforcement policy swings from proactive (inspectors authorized to
actively seek out violators) to reactive (inspectors responding only to complaints from
citizens) and back again. Suburban cities have much stronger code enforcement and their
cities look a lot better for it. That makes people want to live there. Pothold repairs should
be grouped together by area so that repair crews aren't fixing some and leaving others
while crisscrossing the city responding to complaints in different areas.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: I've referred to this in previous answers--if Dallas wants to attract more residents, they
need to beef up their quality of life services, have better schools, and provide a range of
attractive, affordable housing types. Families with young children generally don't want to
live in densely developed housing if they have a choice.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: Density works in some areas of the city such as downtown and Uptown. Transit oriented
developments (TODs) are a good idea along rail lines as their density makes them work in
those locations. However, those developments usually attract young singles and empty
nesters, not families. As noted above, young families want more room, and opportunities
need to be available to them for reasonably priced single-family housing that's close to
public transportation. Unfortunately, DART bus routes with their long wait times and
limited transfer opportunities are not user friendly.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: The one action that would immediately jumpstart downtown Dallas is to bring the stores
up out of the tunnels. That would get people walking up and down the streets. The
streetscapes need to be attractive. That can be done fairly inexpensively with colorful
awnings (which would also provide shade) and more greenery. There aren't enough
convenient places to eat downtown. The city also needs to encourage food cart vendors,
who would add life to our streets. The streetcar plan needs to be implemented so that
people can get around downtown easily.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: They should adopt Irving's and Carrollton's approach.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?

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A: The single greatest benefit to the southern sector would be for the city to make the
inland port a priority as the recession ebbs and the economy picks up again. As the city
council's transportation chair, I brought the port project to the council in 2004--the council
moved agressively on it and attracted a developer. The city and county then later slowed
that project down at a critical time in its development and the port suffered. Then the
recession began. If elected, I would make the inland port a priority again. Once activity
picks up there, more warehouse and distribution development would occur, attracting good
jobs and then housing. Housing attracts retail, the tax base grows and more money is
available to improve quality of life.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: Public/private development corporations usually want the power of eminent domain,
which frightens current property owners. If such a corporation could be structured without
that power, it would be more readily accepted.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: The City Design Studio is a public-private partnership focused on planning and
development along the Trinity. Unless private dollars step up to provide funding, the city
doesn't have the money right now to finance any expansion of this effort to other parts of
the city.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: One of the best things to see in Dallas is the Sixth Floor Museum at Dealey Plaza. To
change the question slightly, non-Dallas residents come to the Museum by the hundreds of
thousands every year (it's the second most visited site in Texas), but Dallas residents don't
come. They are missing a profound and moving experience.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: The uncomfortable truth is that hardly anyone votes in municipal elections. Turnout
averages around 7% and that means most people in the city allow a relative handful of
others to make the decisions about who governs their everyday lives.

Donna Starnes

Biographical Info:
Name: Donna J. Starnes
Street Address: 17106 Wester Way Place
City/Town: Dallas
State: Texas
Date of Birth: 10/05/1951
Work or Campaign Office Phone Number: 214-535-6201
Home Phone Number: 972-250-1119
Mobile Phone Number: 214-535-6201
Fax Number: 972-250-1123
E-mail Address: donna@donnastarnesforcitycouncil.com
Campaign Web Site Address: http://www.donnafordallas.com/
Questions:
Q: Length of residency in the city of Dallas
A: 20 years
Q: Length of residency in the district
A: 20 years
Q: Occupation/main source of income
A: CPA, Financial Planner (CFP)
Q: Current civic involvement/highlights
A: Treasurer Highland’s of McKamy Homeowner’s Association, Deputy voter registrar,
Military Order of the World Wars.
Q: Previous civic involvement/accomplishments
A: Election volunteer, organized candidate forums and seminars to educate voters about
the functions of local office holders and important issues. Volunteer: Highland’s of McKamy

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Homeowner’s Association, Dallas Public Library, Dallas Museum of Art, Participant and
mentor - Leukemia and Lymphoma Society marathons, Professional Society Associations
have included: President Institute of Internal Auditors - Dallas Chapter, Texas Society of
CPA’s – Dallas Chapter. Junior Achievement Instructor, American Institute of Individual
Investors – Dallas Chapter.
Q: Education
A: Rice University: BA in Economics, SMU: Executive MBA
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: Individuals interested in my campaign finance reports can view them on The City of
Dallas Campaign Finance Filing System which can be located in the City Secretary’s section
on the City of Dallas’ web site.
Q: Who are your top three contributors?
A: Individuals interested in my campaign finance reports can view them on The City of
Dallas Campaign Finance Filing System which can be located in the City Secretary’s section
on the City of Dallas’ web site.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No arrests or involvement in criminal proceeds. I was an auxiliary party to a suit over
unpaid property taxes by the purchaser of land from a family trust (I was a party because
of my position as one of the trustees of the trust.)
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: I am running because I am concerned about the critical financial situation that Dallas is
facing with uncertain property tax revenues and rising debt. Also, the state and Federal
government are cutting back and that will have a cascading effect on the City of Dallas’
budget. This critical situation calls for someone with business and financial acumen. I am a
CPA and CFP (Certified Financial Planner) with 26 years of financial and executive
experience. I’d like to put my experience to work.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I would read the 650-page budget document from top to bottom and discuss in depth
with council members and city staff ways to streamline and trim the budget. In order to
fund essential services, we can increase revenue to the City by growing the tax base. That
can be accomplished by keeping taxes low, keeping crime low and aggressively recruiting
new businesses to move to Dallas that create the jobs our citizens want.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I running because I love my community, I am proud to live in Dallas and am concerned
about the city’s current fiscal environment. Because I hold the unique professional
qualifications and credentials of CPA and financial planner (CFP), including 26 years of
executive financial experience, I have the know how to help meet the fiscal challenges we
will face. I have the ability, the determination and the independent perspective to make
the fiscally responsible decisions required to affect real change. As a successful CPA I
preached fiscal responsibility and practiced this philosophy in my own life which has
allowed me to retire. Therefore, I will be a full time Councilperson with the ability to
dedicate all of my time toward service to the City.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: I think the City does several things well. We have great public safety and we have
24-hour pothole repair. Also the Council has made strides in saving money, while providing
essential services. For instance, the change to once-a-week garbage and recycling pick-up
combined with new waste management GPS technology is saving the City millions. In
short, we can do more with less through ingenuity and applying basic business practices to
our city services. I will bring my 26 years in financial consulting and accounting to help
departments find new ways to become more efficient and give the taxpayers more bang
for their buck.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: Low crime is one of the most critical elements for attracting businesses, creating jobs
and attracting qualified employees. As a result this is a crucial expense in the budget. We

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need to make sure that the police and fire departments have the technology and
equipment they need. However, at this critical financial juncture, we need to make sure
that every department is thoroughly reviewed for efficiency and streamlining, including the
police department.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: Absolutely not. The key to future growth is to make Dallas an attractive home for
businesses, their employees and families. Low taxes are an essential part of that
attraction.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: Debt costs – Review for reduction in interest costs through refinancing, Review of
employee and retiree benefits in line with competitive private business alternatives, and
review all city administrative expenses through management span of control metrics.
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: Beyond flood control, the main reason voters passed the original bond was to create the
recreational features. And progress has been made. The Trinity River Audubon Center is
open, the white water rapids features are near completion and I have reports that kayak
enthusiasts are already using this feature even before it is open. We need to continue with
the promise the City made to voters to continue to develop the recreation features. I
believe this is an investment that will draw people from all over the region and country to
Dallas and will help expand our tax base. The Trinity River Project has the potential to be a
catalyst for growth in the region for the next several decades. The most controversial
aspect is, of course, the Trinity tollroad. The City had an election in 2007 and the voters
voted to move forward with the tollroad. I am concerned with the ever-growing price tag
attached to this project and how it may impact the City’s overall budget and our ability to
provide quality essential services.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: As the Panama Canal is widened over the next several years, the Inland Port should
gain in activity from the distribution route through the Houston ship channel. We should
promote that activity in our city. Also we should continually work to create sensible
regulations and zoning for new businesses and encourage business-friendly policies by all
city employees.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: Crime has decreased dramatically over the last 10 years. We need to refine our
techniques and reevaluate what works best and what can be scrapped or needs to be
emphasized. There is room for improvement in street services, including paving roads and
upgrading neighborhood curbing in some cases. Also, I believe we need to take a look at
library and recreation center services and make sure we are providing the services needed
by the local community and possibly look for ways to re-align the services that go beyond
basic requirements or needs. Currently, libraries, for example, provide many valuable
services to the community, such as a learning and job resource, a recreation outlet and as
a safe place for children to go after school.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: Fiscal restraint is the best way to attract businesses, create jobs and grow the tax base.
Fiscal restraint facilitates lower taxes over time. Good schools and low crime also are key
determinants. Although schools are not in the purview of the city of Dallas, I think all
community and business leaders should get involved in helping to improve Dallas schools.
Margaret Spelling, former Secretary of Education spoke recently at SMU, encouraging
business leaders to get involved in Dallas schools, “get smart on the metrics from the No
Child Left Behind Program” and ask critical questions. I think we need to make some
radical changes, because what we are doing now isn’t working.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: As evident in the recent 2010 census, much of the growth in the metroplex has occurred
outside the City of Dallas. However, looking forward we know that there is only so far that
we can grow out and with the estimated population growth Dallas will experience greater

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levels of density. I don’t agree with the notion that there is a “right” level of density that
we can apply throughout the City. We have seen successful mixed-use developments such
as Mockingbird Station, the Knox-Henderson area, Turtle Creek and Uptown. Each is
unique in its own regard and offers different residential and commercial opportunities. As
we find areas of future opportunities to create mixed-use, high-density development we
must also be cognizant of the impact that such development may have on adjacent single-
family neighborhoods. Recently, the City of Dallas successfully approved the single largest
rezoning case in City history along the Bishop-Davis corridor in Oak Cliff. The purpose of
this rezoning was to remove barriers, such as parking requirements, height limitation and
slope requirements, in order to encourage dense, mixed-use development. Through a
series of neighborhood town halls, input was gathered from the home owners, developers,
City planners and other stakeholders as a means to develop a plan that would encourage
development and satisfy concerns of the adjacent homeowners. The product of this effort
created 8 subsections, all with varying degrees of zoning regulations. This process is a
good example of how “one shoe does not fit all” and can be a model for obtaining feedback
and compromise from all the stakeholders involved. Where it make sense, encouraging
density through lowering barriers will allow the City to grow its tax base and fund essential
City services while keeping taxes low.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: The convention center and the convention center hotel have had or are projected to
have great success and are near the Arts District and downtown entertainment. I would
encourage civic, business and academic leaders to take advantage of this convergence to
promote the downtown.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: I would encourage the city to investigate how we could promote the use of e-verify to
deter people that are not U.S. citizens from entering Dallas in the first place. Police should
be flexible with policies, so as not to impede the arrest of criminals, but should work with
Federal authorities in identifying the citizenship of apprehended criminal suspects.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: For Dallas to grow and be prosperous, all of Dallas needs to work towards maintaining
and/or improving the quality for life for our citizens. Before proposing initiatives for South
Dallas, I would consult with the Council Members who represent those areas to determine
the needs of their constituents and how we might all work together to achieve sensible
policies that benefit South Dallas.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I favor any effort to bring stakeholders together to help move our City forward. The
City can be a partner in listening to the needs of businesses when it comes to zoning,
permitting and regulations and how the City might remove barriers for growth and
development in South Dallas.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: I certainly hope the City Design Studio proves to be one of the catalysts that encourage
growth and development in West Dallas. Before we start replicating initiatives and
programs in other parts of the City, we should first evaluate the efficacy of this program.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: There is a strong arts district with a full range of cultural activity, all within a few blocks.
I hope the new pedestrian park that will link Uptown to the Arts District will encourage
more use of our arts venues and encourage private business to create more restaurant and
retail amenities surrounding the Art District.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: The city of Dallas is facing a large budget shortfall over the next several years, because
of declining revenues due to cutbacks at the state and Federal government and because of
a less robust economy. The city leaders will need to make uncomfortably sharp cuts in
expenses, because increasing tax rates would be counterproductive to the growth of our
city in terms of encouraging new business. We need to make tough business decisions,
combined with an eye to keeping the quality of life in our beautiful Dallas neighborhoods.
That’s where my executive experience as a CPA and Financial Planner, along with my
balanced outlook for current and future taxpayers will benefit our fine city.

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Dallas City Council, Place 13


Description: Note: Only Dallas residents living in this district may vote in this race. Click
here for a district map.

Candidates (choose 1):

Ann Margolin

Biographical Info:
Name: Ann Margolin
Street Address: 1500 Marilla St. 5FS
City/Town: Dallas
State: TX
Date of Birth: 8-27-52
Work or Campaign Office Phone Number: 214-696-4591
Home Phone Number: 214-696-4591
Mobile Phone Number: 214-212-1121
Fax Number: 214-696-4591
E-mail Address: annmargolin@gmail.com
Campaign Web Site Address: annmargolin.com
Questions:
Q: Length of residency in the city of Dallas
A: 33 years
Q: Length of residency in the district
A: 28 years
Q: Occupation/main source of income
A: Spouse's income and investments that I actively manage.
Q: Current civic involvement/highlights
A: Dallas City Council Advisory Boards: Safer Dallas Better Dallas - supports the police;
DOORS Prison Reentry Program; The Chiapas Project (microfinance); Girls Inc. – after
school programs for low income girls; Dallas Women’s Foundation
Q: Previous civic involvement/accomplishments
A: Park and Recreation Board; Planning and Zoning Commission; North Dallas Chamber of
Commerce board; YWCA board; Girls Inc. board president; The Chiapas Project board
chairman; Martin Luther King Center board; Parkland Hospital Board Chair Temple
EmanuEl sustaining campaign co-chair Member, Town North YMCA
Q: Education
A: MBA: Columbia University; BS and MA: Northwestern University, Communication
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: $149,000
Q: Who are your top three contributors?
A: I have received the maximum contribution of $1000 from 55 individuals
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: MBA: Columbia University BS and MA: Northwestern University, Communication
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: I want to continue to work on issues that are important to the future of District 13 and
Dallas: Strong, safe neighborhoods: - Continuing to bring down crime: I support the
police chief and commend him for innovative programs and use of technology to
substantially reduce crime. Crime was down 10.2% last year and is running at a 15%
further reduction so far this year. - I support District 13’s crime watch groups and
neighborhood associations and meet with the leaders of these groups on a quarterly basis.

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- I am working with neighborhoods to access city services such as code enforcement,


sanitation and streets. Fiscal Responsibility: I believe that the most important issue that
Dallas faces in the next few years is balancing our quality-of-life, public safety and
infrastructure needs with a budget that is increasing due to public safety commitments and
increasing debt service caused by the $1.3billion bond package. We absolutely must find
ways to reduce expenses, and look carefully at which services are necessary and which are
optional or can be scaled back. We must also examine how services are performed,
continuing to streamline for increased service and decreased cost. Given that we have
limited resources, it is important to make spending decisions based, in part, on usage of
amenities. I would like to work toward a park and recreation system that has fewer but
better facilities that are accessible to more people rather than the current system of many
facilities, some of which have low usage. Economic Development: I want the city to grow
its tax base. I believe that the city needs a more targeted economic development plan. It
is good that we respond to opportunities for business relocations or for development
projects and assist in seeing them through. But we do not have a true strategic economic
development plan in place that targets certain industries and offers tactics for
implementation. I will work toward a clearer, more defined and targeted economic
development plan. I would like to see emphasis on Southern Sector development and
believe we have an excellent opportunity to develop the Inland Port and the area
surrounding the University of North Texas Dallas Campus in southern Dallas.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: The actions I would take would not cost new money. I have detailed them in the
responses above.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am focused on issues related to District 13 and the City of Dallas. I have relevant civic
and business experience. My opponent is focused on federal issues such as abolishing the
IRS and the Federal Reserve
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: Dallas is in a difficult position because, as the major city in the region, we pay for
amenities for the entire region. We are funding the Arts District and the Trinity levees
which are regional in nature. We fund Fair Park, the Dallas Zoo (through our commitment
of $15 million annually to the privatized zoo) and the convention center. We have an aging
infrastructure that must be maintained. The simple answer is “no,” residents do not get
sufficient bang for their tax buck. My solution is to carefully prioritize and monitor the
investments we make in the future of the city so that we are not squeezing out operating
dollars with debt service. We should not be paying for TxDOT’s maintenance of highway
right-of-way to the tune of $6.5 million per year. There are parcels of park property that
can be sold to help fund a better park and rec system (particularly a parcel in Rockwall
worth about $20 million). We are looking at privatizing the Farmer’s Market. There are
savings being realized (and more are coming) through reorganizing our auto fleet
management system. It is critical that we keep our tax rate as low as possible so that we
do not discourage businesses and individuals from moving to Dallas. While there will
always be those who want to live in the city, there are many for whom the tax rate is a
deciding factor.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: For the time being, I would agree that we can keep our force at the current size. The
city has added about 750 officers in the past 5 years. In addition, new ways of fighting
crime have evolved. For example, 50% of crime comes from 27 areas so additional
resources have gone into those areas. The Mandatory Crime Reduction initiative targets
high crime apartment complexes and requires that they improve such things as tenant
background checks, lighting, and code violations in order to bring down crime. This spring
the police are targeting 5 high crime areas. Police are using new predictive model called
GEOFORCE to identify neighborhoods with high levels of gang and drug activity. The Fusion
Center takes intelligence from all over the country to solve local crime. As a result, crime
has come down 36% in the last 7 years. Chief Brown is involving more citizens through his
iWatchDallas program that uses citizen tips to fight and solve crime. According to Chief
Brown we need time to season all of the new officers that have recently been hired. If he is
comfortable, I would agree that we can keep our force at the current size.
Q: City officials are already bracing for another lean budget year. Would you consider an

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additional property tax increase to avoid deep budget cuts?


A: After the 6.5% increase we had last year, I would not support another increase this
year. Assuming the state does not take city revenue, we should be able to manage within
our current projected revenues and will not need a tax increase.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: I would like to see us slow down on the sale of the 2006 bonds particularly for projects
that will incur additional operating expenses. Every time we sell bonds we increase debt
service and this competes for the same dollars that go to operate parks and libraries. I
would like to see us slow down these new projects until the economy turns around. We
are spending $6.5 million to care for TxDOT righ-of-way. I would eliminate this spending.
Recreation Centers and Swimming Pools: I believe that these should be open in accord
with usage. If they are not used by many people and there is another facility nearby they
should be closed. We cannot keep everything open if it is underutilized.
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: I believe that the Trinity Project is a very long-term project that will come to fruition
over a long period of time. Our first priority is to get the levees fixed. After that the next
priority would be the park and the lakes. If these are possible with federal funds and
private donations we should move ahead assuming that we can pay for maintenance and
security. As we come to each new bond package we should weigh the Trinity Project
against other priorities to see what belongs in that bond program. We have many priorities
and many needs. This is important but will have to be weighed against everything else.
The possibility of building the road is becoming more doubtful due to lack of federal and
state funding. If the toll road can be funded using already allocated city funds along with
federal, state and toll funds, I would be open to it -- although it is not ideal. We need a
way to offload traffic from I35 and owning the land for the road makes it more feasible
than acquiring land elsewhere. I would prefer a regional approach that would build a loop
around Dallas instead of through Dallas. We will not know whether the Army Corps of
Engineers will approve this for another 3 years or so. Then funding must be found. Since
this is a regional traffic problem, I believe that the funding has to come from state and
federal funds which barely exist right now. I would say the odds of this road being built are
very low.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: I partly responded to this question above when asked “Why are you running for this
office” above. In addition: I would like to see more focus on smaller businesses. I continue
to hear that our permitting processes are onerous and expensive. We have always treated
these as “enterprise funds” meaning that the fees pay for the total cost of the services
provided. This does not make sense if it means that our fees have to be higher than
surrounding cities in order to pay the cost of the service. It does not make sense if it
means that we take longer than surrounding cities. We have to look at this as a
competitive market, reduce red tape and, if called for, reduce fees. Other ways to spur
small business can be found in reducing unnecessary regulations such as our ban on food
trucks in the Central Business District. The recently approved West Dallas Plan proponents
want to see West Dallas become an “Urban Innovation Zone” that would allow that area to
experiment with innovative land uses and expedited permitting. We need to look at the
ways in which we slow or harm business growth. I support the Greater Dallas Chamber’s
goal of increasing the flow of venture capital to Dallas. We have a great number of
tech-oriented startups that cannot get local funding. Venture capital is more plentiful in
other cities and I am supporting the chamber in making it more available in Dallas.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: Our water is cheap, plentiful and reliable. We have secured sufficient supplies for 30
years. Our bulk trash pickup is included in the monthly $20 sanitation fee which is a great
bargain. We could improve in the evenness with which our code is enforced.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: This is a problem. I believe that much of our problem stems from the quality of our
schools. Those moving to the region can enjoy our amenities while living in the suburbs
and sending their children to better suburban schools. Where possible, we need to work
with DISD to continue to improve education. In addition, we need to continue to make

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Dallas an attractive place to live by implementing desirable amenities that enhance quality
of life such as our trails, our bicycle plan, and encouraging a variety of living options –
single-family, mixed use, transit-oriented, urban.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: There is no single level of density that is right. We must have options. I believe that a
dense core is good and that density around transit stations is good to reduce reliance on
automobiles. The city receives funding from the federal government each year to
incentivize development, particularly low and moderate income housing. It is appropriate
to use that funding to encourage development in the areas where density is desirable. We
also have several land use plans – West Dallas, Downtown, the Stemmons Corridor – that
serve as guidelines for future zoning. The Forward Dallas Plan is also a guide. We must
continue to refer to these plans as we determine where to use our federal funds and other
economic incentives.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: The recent Downtown Dallas 360 study (http://dallascityhall.com/council_briefings
/briefings0211/Downtown360Plan_021611.pdf) shows graphically how creating “active
street frontages” in the form of kiosks, newsstands, food stands and other sidewalk activity
leads to a more vibrant street life. The zoning and permitting process should be changed to
allow these businesses to function on our downtown streets as they do so successfully in
other cities.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: It is first and foremost the responsibility of the federal government to protect our
borders and address the problem of illegal immigration. In the absence of that we must
address this at the local level with the assistance of the feds. Our current practice is that
once someone is arrested and brought to the jail, ICE (Immigration and Customs
Enforcement) provides personnel who determine the legal status of the person who was
arrested. If ICE determines that the individual is here illegally they have the authority and
responsibility to detain and deport that person. I understand that there are insufficient ICE
personnel available at all times. We must advocate for the appropriate number of ICE staff
and we must advocate with our federal officials that they be responsible and accountable
for securing our borders and developing an appropriate plan for the illegal immigrant
population.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: I would target economic development opportunities that will result in long-term growth
and gains. The two greatest opportunities are the Inland Port and the University of North
Texas area. The city should provide infrastructure such as roads, water and sewage to
these areas so that private development can move in. Where appropriate, economic
incentives may be warranted for these areas. In addition, the 5 Neighborhood Investment
Programs areas which are all in southern Dallas should be favored for a variety of federal
funds. It is appropriate to target certain areas with the goal of making them catalysts for
economic growth. The city continues to support nonprofit housing organizations by
providing vacant lots for development. It is important to target spending so that results
can be realized.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I am not clear what is meant by “public-private” in that I am not sure where the public
funding would come from. I would not support an entity that has a board of directors that
is separate from the city council. I would not be comfortable handing off my fiduciary
responsibility to an outside board. I think it could be open to political pressure and political
favors. Having a separate entity with its own board presents a host of potential problems.
We have seen this on a small scale with the South Dallas Fair Park Trust Fund. This does
not mean that I am opposed to investment in southern Dallas. We must particularly
nurture the UNT area, the Inland Port area which have huge growth potential. This part of
our city must continue to receive resources to encourage growth.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: The Studio can look at a variety of areas that are struggling to help create plans for
envisioning future development. Each area is unique. Their practice of involving residents,

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property owners, business owners and other stakeholders is very positive. I am currently
working with the design studio to look at an area in District 13.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: I wish people from out of the area knew that Dallas is a great place to come as a
tourist. A weekend in Dallas can be spent visiting our museums and galleries, seeing Fair
Park and the Zoo, going to performances in the evening and eating at a variety of
restaurants at every price. There is so much to see and do.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: Voting for bonds is like voting for a mortgage. It is not free money. It has to be paid
back in the form of debt service which can cause an increase in taxes or a decrease in
other services.

Richard P. Sheridan
Biographical Info:
Name: Richard P. Sheridan
Street Address: 3022 Forest Lane
City/Town: Dallas
State: Texas
Date of Birth: july 17, 1946
Work or Campaign Office Phone Number: 972-815-7570
Home Phone Number: 972-815-7570
Mobile Phone Number: 972-815-7570
Fax Number: none
E-mail Address: richardforcitycouncil13@gmail.com
Campaign Web Site Address: none
Questions:
Q: Length of residency in the city of Dallas
A: 14 years in Dallas, and 30 years in Texas
Q: Length of residency in the district
A: 14 years
Q: Occupation/main source of income
A: Social Security
Q: Current civic involvement/highlights
A: Richard P. Sheridan, P.E. for (Photo Here) Dallas City Council, Dist 13 Age: 64 (I still
have most of my hair and teeth!) Lived in Dallas: 14 years Lived in Texas: 30 Years
Married 13 yrs, and Divorced 27 years; Sons, Michael 34, Nicholas 30 Ethnicity: 70% Irish,
20% Italian, 10% English, and 100% Patriotic American Born:The Bronx, New York
(Rooted for the Tigers 'n the Braves) Education: Manhattan College: Bachelor of Civil
Eng.,1969; Master of Environmental Eng., 1970; P.E., NY, 1974 Financial Condition:
Struggling like many other Americans Strengths: Communication, Personality, Sense of
Humor, and Persistence I have been active in City and County politics for 8 years, being
an advocate for representative and ethical government, social justice, and responsible
spending of taxpayer money. I was cited by the Dallas Morning News in 2007 as one of the
top 5 speakers before the Dallas City Council. Rev. Joseph Clifford, head of First
Presbyterian Church, has called me a prophetic presence, a modern day John the Baptist.
So why haven't you heard about me? Fox 4's Shaun Rabb said it best when he stated to
me recently, "Rich, the media doesn't cover you because you tell the truth." I ran for City
Council '05, and Mayor in '07 as a write-in. Some of my activities include(ed): 1.
Instrumental in the construction of the Homeless' The Bridge. 2. Assisted with the "Block-
the-Box" jobs program 3. Advocate for Major Changes to City's Ethics Code which is a
billboard. It has done little to stop City Hall corruption, 4. Advocate for breathlyzers in all
drinking establishments. 5. Advocate for Dallas adoption of Ft. Worth's C.O.P.s program. 6.
Creator of the Solomon Solution to the Trinity River Fiasco. 7. Advocate for a lowering of
taxes on District 13 homes thru the economic development of Dallas southern sector and
the Trinity. 8. Advocate for Major Revisions to our Criminal Justice System. 9. Advocate for
the Removal of Commissioner John Wiley Price. (For additional information Google:
"Richard P. Sheridan Dallas") Paid for by Richard P. Sheridan for City Council, Richard P.
Sheridan Treasurer. Campaign Headquarters: 3022 Forest Lane, No. 304, Dallas Tx. 75234
www.RichardforCityCouncil13@gmail.com 972-815-7570 4/4/11 Sheridan's "Radical"
Campaign Platform Today, our city's budget condition/crisis is more and more a reflection
of the failure of our Federal Government to promote the general welfare, fulfill their
Constitutional responsibilities, and serve the needs of We the People. I believe it is
circumstances as these, similar to what our Revolutionary Forefathers faced, that it is the

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responsibility of a City Council Member, of a City or State, of We the People to "Speak to


Power", to rally the constituency, and find unique ways to communicate to our Federal
Government that it has gone astray, acted against the people, and in violation of our
Constitution, and then to force change. The short term solution to Dallas', and our Nation's
recession, tax revenue shortfall, and the major budget cutbacks is: 1. Eliminate the
Federal Reserve System. 2. Eliminate the IRS. These two actions annually will put about
$1 Trillion into our Nations economy, and about $3 billion into Dallas economy. There are
very credible references, and people who will confirm the validity, and constitutionality of
both, or one of these actions. They include: Ronald Reagan, and his Grace Commission;
JFK's Executive Order 11110; U.S. Congressman Ron Paul; Five former IRS
Commissioners; Thomas Jefferson; Andrew Jackson; Former U.S. Congressman Louis T.
McFadden; Film Producer Aaron Russo's, America: From Freedom to Fascism. This
National Monetary/Tax Reform advocacy will be balanced by addressing District 13's, and
Dallas' specific needs, which include, 1. Morally and cost-effectively serving the least of us,
the poor and homeless, 2. Economic Development of the Southern Sector, and, 3. the
Resurrection of the Trinity River Plan with the Solomon Solution, both which will reduce
District 13s heavy tax burden, 4. An integrated approach to Crime Reduction, and, lastly,
5. Major Revisions to Dallas Ethics Code. My administration will be very open, with
monthly group meetings with my constituency. I will also push for an evening or Saturday
City Council meeting each month.
Q: Previous civic involvement/accomplishments
A: 8 years as a activist in Dallas, and 13 years as a national activist.
Q: Education
A: Covered in campaign flier
Q: Previous public offices sought/held:
A: As a write in, Citry Council in 2005, and Mayor in 2007
Q: How much funding have you raised for your campaign?
A: $100
Q: Who are your top three contributors?
A: Denis Rd. Automotive
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: three times. Once for a bad $50 check, once for contempt of court, and once for
allegations of criminal harassmant
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: I know most of the major issues, and I am the boldest, most outspoken candidate of
ALL candidates in all districts.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. Take care of ther poor and homeless. 2. Economic Development of the Southern
Sector, Dallas Cancer. G3.et the Solomon solution to the trinity River project implimented
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am a licenced professional engineer, and much bolder and outspoken, which is very
much needed in Dallas politics today
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: Dallas is under served and over taxed...per David Kunkle. Our city needs to get back
into balance, and take care of the basics like libraries, parks, rec centers, and pot holes.
With a world class Trinity Park, our tax base will significantly increase.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: We should embrace Ft. Worth's COPs program throughout the city.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: No. Let all city employees earn proportionately less in pay.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: - no response -
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and

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how will they be funded? Is the toll road a viable option?


A: - no response -
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: - no response -
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: - no response -
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: - no response -
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: - no response -
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: Running out of time at the library..sorry. This should fill in some blanks. Bio of Richard
P. Sheridan, Dallas City Council Candidate, Dist 13 Age: 64 (I still have most of my hair
and teeth!) Lived in Dallas: 14 years. Lived in Texas: 30 Years Married 13 yrs. Divorced 28
yrs. It cured me! and her too. Two Sons, Michael 34, Nicholas 30 Ethnicity: 70% Irish, 20%
Italian, 10% English, and 100% Patriotic American Born: The Bronx, New York (Rooted for
the Tigers 'n the Braves) Education: Manhattan College: Bachelor of Civil Eng., 1969;
Master of Envy. Eng., 1970; P.E., NY, '74 Financial Condition: Broke like many other
Americans Strengths: Communication, Personality, Interpersonal Skills, Sense of Humor,
and Persistence Political affiliation: None. An independent, supporting the Tea Party at
present for election reform. I have a very diverse background, beginning with a
traditional engineering career, focusing on water pollution control, industrial and municipal
wastewater treatment, and hazardous site cleanups, moving up financially and
professionally, until I experienced a recession in the early 1980s. The recession and my
very strong New York "culture/accent" made it difficult to get a job in Dallas in my
profession, or at my previous salary, which in the early '80s was about $50,000/yr. This
caused me to open up to all employment opportunities because I wanted to live in Dallas
near my two sons. I gravitated to sales, as if you're good with people, almost anything can
be sold, as long as you believe in the product or service. In 1998 I became an independent
contractor courier and Notary Public offering my services to a number of firms like Special
Delivery, On time, Eagle, Countdown, Guaranteed, etc. It started as temporary work, but
wound up a 13 year journey. Being a courier is a real adventure. Many former business
owners work as couriers because of either failed businesses, or trouble with the IRS. In
2003 I became active in Dallas politics, both at the county and city level, perhaps giving
more speeches before the Dallas City Council, and County Court than any other Dallas
Resident. My campaign flier summarizes my activities/accomplishments over the past 8
years as a political activist. I have developed a hard head, a thick skin, and a good sense
of humor (to some people!). Employment/Work: Parsons, Brinckerhoff, Quade and
Douglas, New York, Late '60s College summer employment, Highway Engineering, and
flooding engineering. Hydroscience/DOW, New Jersey 1971-76 Water Pollution Control
Brown and Caldwell, California, 1976 - 1981 Water Pollution Control Celanese Chemical
Company/Badger, 1981- 83 Water Pollution Control Frito-Lay, Plano 1985-87 Water
Pollution Control Entertainment Publications, Dallas, 1988-90 A fundraising coupon book for
organizations, churches, and businesses. Water Point Systems/Water Event Water
Store/Clearwater Coolers, 1990-96 Home and business water filtration/cooler systems.
Retail water store. Courier Service, Independent Contractor, Dallas Metroplex 1998 -
2010. Delivery of business documents, securities, engineering docs, and Notary Service.
Political Activist, Dallas, 2003-today. Full time since early 2010 References: Rev. Joseph
Clifford, Pastor of First Presbyterian Church, Juanita Wallace, Head of the NAACP Dallas
Chapter, Willie Cothrum, Owner of MasterPlan, Betty Culbreath, Dallas Int'l Airport Board
Member, Dallas County Commissioners Dr. Elba Garcia and Maurine Dickey, Dallas Mayor
Dwaine Caraway, Shaun Rabb, Fox 4 News, BJ Austin, KERA News.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: Encourage the City to issues citizens IDs to protect the good "illegals". Our immigration
was caused by the Federal Government. A city must protece all its citizens
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any

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measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: We must approach the southern sector holistically. This will involve a drug rehabilitaton,
education, jobs program. The mind set of many southern sector black man and women
need a major transformation, from hangin pants, and gutteral language, and a "Ho"
mentality, to one of ladies and gentlemen. This will involve elected officials at all levels of
Govt, ministers, and
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: We will obviously need such a partnership, BUT will this just be gentrification again, and
again? Why not encourage coops, where there is employee ownership in
businesses...supermarkets, clothing stores, etc...to give a good future, jobs, and economic
stablity to existing residents.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: I haven't signed off on their plan. As far as I can see, good, hard working businesses
are being driven out, and are not being compensated to start their businesses elsewhere.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: That you can find some really good, dow to earth people here.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: Its mostly abvout image, and not substance. Dallas is too much a billboard, pretencious
and materialistic

Dallas City Council, Place 14


Description: Note: Only Dallas residents living in this district may vote in this race. Click
here for a district map.

Candidates (choose 1):

Vernon Franko

Biographical Info:
Name: Vernon Franko
Street Address: 5211 Cedar Springs Rd
City/Town: Dallas
State: TX
Date of Birth: 46 yrs old
Work or Campaign Office Phone Number: 214-351-4097
Mobile Phone Number: 214-213-5782
E-mail Address: vern@vernonfranko.com
Campaign Web Site Address: www.vernonfranko.com
Questions:
Q: Length of residency in the city of Dallas
A: 30 plus years
Q: Length of residency in the district
A: 20 plus years
Q: Occupation/main source of income
A: Insurance Agent
Q: Current civic involvement/highlights
A: None at the moment, I’m busy campaigning for City Council.
Q: Previous civic involvement/accomplishments
A: I provide free small business development, consulting and guidance service for
primarily minority low income Dallas residents with an entrepreneurial spirit in starting
their own business. It's not a foundation and I don't write it off on my taxes. There are no

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committees to decide who deserves help. I enjoy helping people with an entrepreneurial
spirit and a desire to succeed.
Q: Education
A: GED
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: Self Financed
Q: Who are your top three contributors?
A: Self Financed
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: Unfortunately, Yes, twice when I was a teenager. Once when I set out some traffic
tickets that I could not afford to pay, and another time for a property offense that was
later dismissed. I am confident that these experiences have given me some positive
insight in dealing with some of the issues that may be faced by inner city youth of low
income families
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: District 14 needs experienced leadership with a proven track record that can provide
sound common sense civic policy that allows individuals and families the peaceful
enjoyment of our city and its many beautiful places, encourage and promote the personal
and economic industry of our citizens, provide for security and the future quality of life in
District 14 and all of Dallas for our residents. As a thirty year resident, I’ve seen Dallas go
through boom times and hard times. My district with the proper experience and leadership
can be instrumental in directing our civic policies on a productive path that serves the
needs and aspiration of our residents. As an Insurance Agent my experience primarily
focuses on providing fiscally responsible solutions for the security of our property, our
finances and our futures. Financial planning and fiscal responsibility need to be an
important component of our cities focus moving forward. I’m a small Business Owner. I
know how to create jobs. In Fact I have personally created dozens of jobs and assisted in
the creation of hundreds throughout my career. Before starting my own business, I
managed several others. After managing Retail, Manufacturing and Service related
businesses for a number of companies I decided it might be smarter to take that
experience into my own endeavor. Having grown up as the youngest child in a low
income family and moving to Dallas at an early age, I am familiar with the economic
challenges that can be faced by the least advantaged members of our society. The
opportunities I have found in our great City of Dallas and the doors that opened for me are
far more than I could ever have dreamed possible considering my origins. I am very
grateful to the City of Dallas. I am interested in paying it back by making a positive
difference in our city and helping us get back on the path to growth and prosperity.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I believe I am in agreement with our incumbent Angela Hunt. I have no Pet Projects or
New Committees to promote that would add to the current budget deficit.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Dallas is a city like no other in this country and it requires local leadership with the
experience to recognize the historical uniqueness of the city we live in. We need local
solutions that are germane to our community. I’ve lived in the City of Dallas and in
District 14 longer than any of my opponents. I am the only candidate in my district that
has ever managed a business and created jobs that provide employment. Over the
decades I’ve seen some successful city initiatives and a number of misguided ones. I
believe that I am the candidate with a familiarity to the needs and the sensibilities of my
district, my city and our region.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: I don't think we are getting what we should for the funds spent. If we want to grow our
tax base we have got to grow our local economy. We need to make changes in the
municipal bidding process. It’s important that we encourage local talent to participate in
the building of our city. Locally owned businesses will tend to spend more of their profits
back at the stores and shops of our own communities growing our business and sales tax
base and relieving the tax burden on our residents, resulting in jobs for our local

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population and tax revenues from those dollars spent here. Larger companies from
elsewhere may take their profits elsewhere to spend.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: Recent reports indicate that the City of Dallas has successfully reached our target goal
for the number of Uniformed Officers. Should the city begin to suffer safety issues or from
a lack of response ability I would support an effort to increase recruiting at that time.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: No, I’m for a tax roll back at the earliest opportunity. In economic times like this, when
families are having to economize and reduce household budgets even for the essentials of
life, when most every household has been touched in some way by unemployment, our
Dallas City Council must find the courage to reign in unnecessary wasteful spending. This is
not the time to further increase taxes on already financially strapped residents of Dallas.
We must learn to spend our tax dollars smarter.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: I intend to comb every area of our budget to root out wasteful and inefficient spending.
I want to concentrate on Contracted Services, Materials and Supplies first to make sure we
are getting the best value for our tax dollars. I better not find any three thousand dollar
hammers in there.
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: Our future is here now! We need to be moving forward on the development of our
green park plan and water amenities. This is an important component of spurring the
downtown urban development plan as well as economic growth and will increase our city
tax base alleviating some of our budget woes. It will also enhance the quality of life for all
Dallas residents as well as provide local jobs. The Trinity River Project bond issue has
sufficient funds still in place to begin the necessary work. The park can be built in fiscally
responsible stages and within budget. The toll road though perhaps not in as ideal a
location as we would like, is viable in recognition that it will be paid for by the collected
tolls of those who use it. We have local design and engineering talent right here in Dallas
that can address any aesthetic concerns making it workable.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: We need leadership with the experience to root out inefficient or excessive regulations
and requirements that could discourage economic investment. We must revisit our local
codes and policies to ensure that we are not cutting off our nose to spite our face. We
need to be making every effort to send out the word that Dallas will welcome the business
community. We have some of the hardest working and most industrious people you’ll find
anywhere in the world. Our business community also pays taxes and provides jobs for our
residents. We can’t expect to grow our tax base or our population if we don’t have living
wage jobs available.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: Although there is always room for improvement in almost any system, I think we need
to resolve our budgetary concerns before we add additional expenses. Considering our
current fiscal condition I believe that our current leadership has done an excellent job in
maintaining the best city services that one could expect.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: It is obviously not good to have a zero growth rate. It indicates that our economy is in a
depression. In order to attract more people we must have living wage jobs available for
them. In order to do this we must encourage investment in the development of our
economy increasing the number of available jobs.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: Ideally we would have a population density that is in harmony with the available
housing, amenities and employment opportunities along with a reasonable taxation rate.
Unfortunately, in uncertain fiscal times like now, there is no practical straight forward

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answer to this question. Encouraging an increase in population density at this time without
a commensurate density of available jobs to employ that population would be folly due the
expectation of the need for increased city services. By the same token a decrease in the
population of the moment may lead to further degradation of the existing tax base.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: There are many things that need to be done. The single most important thing we could
do to revitalize downtown is to move the Trinity River Park Project forward. This is a
project that will enhance our quality of life and available recreational facilities for
downtown and all of Dallas. It will lead to economic development by attracting jobs back
downtown as well as provide the spark for our downtown urban goals. It will also revitalize
our downtown and all its surrounding areas.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: There is not much our police department can do under current regulation other than to
cooperate with federal authorities. Statistics indicate that most employers found employing
illegal immigrants never face a fine or criminal prosecution. I would support initiatives
designed at putting teeth into fines and strengthening penalties civil and criminal imposed
on those who attract illegal immigration by offering them employment.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: I would like to see more focus on economic development in all of Dallas including the
southern sectors. Focus should be on economic development as well as quality of life
amenities that attract investment in both residential and a living wage jobs base.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I think it's a Fine Idea.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: Perhaps we should entertain the idea of expanding their scope and putting them to work
on development in our southern sectors.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: Our people, Dallas has some of the Finest, most engaging, concerned and intelligent
citizens that can be found anywhere in the United States or the world. We need
experienced leadership on the council level and in the Mayors office that will facilitate the
blossoming of the native talent we have in all areas of personal and commercial
endeavors.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: Our economy and population growth has stagnated. We need Council leadership that
has demonstrated experience in resolving issues of importance to us all and who will
continue to have the courage of their convictions in spurring our economic growth.

Angela Hunt

Biographical Info:
Name: Angela Hunt
Street Address: 5306 Mercedes Ave.
City/Town: Dallas
State: TX
Date of Birth: 12/11/1971
Work or Campaign Office Phone Number: (214) 907-4600
Fax Number: (214) 292-9685
E-mail Address: angela@angelahunt.com
Campaign Web Site Address: http://www.angelahunt.com

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Questions:
Q: Length of residency in the city of Dallas
A: 12 1/2 years
Q: Length of residency in the district
A: 12 years
Q: Occupation/main source of income
A: Dallas City Councilmember (full-time)
Q: Current civic involvement/highlights
A: Dallas League of Women Voters Virginia Macdonald Leadership Award, Marshall
Memorial Fellow, Voted "Best City Council Member" Dallas Observer (2006-2010), Voted
"Best Dallas City Council Person" Dallas Voice Readers Voice Awards (2008-2010), Chair of
Dallas City Council Judiciary Committee, Co-Chair of City of Dallas Bike Plan 2011, led
Trinity Vote campaign, First Place - Keep America Beautiful "Graffiti Hurts" Award (group
award)
Q: Previous civic involvement/accomplishments
A: Dallas Homeowners League - Board Member, led M Streets Conservation District effort,
Greenland Hills Neighborhood Association - Board Member, City of Dallas Permit & License
Appeals - Board Member representing District 14, City of Dallas Cultural Affairs
Commission - Commissioner representing District 14, Greater Dallas Planning Council
Dream Award, Thomas J. Watson Fellow, White House Intern
Q: Education
A: Rice University (B.A. 1994) University of Texas School of Law, (J.D. 1998)
Q: Previous public offices sought/held:
A: None.
Q: How much funding have you raised for your campaign?
A: Since November, I have raised roughly $60,000 for my re-election effort.
Q: Who are your top three contributors?
A: Dallas Police Association John & Anne Mullen Bill Brosius & Ron Guillard
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: It has been an honor to represent one of the most diverse and exciting council districts
in our city over the past six years. During that time, we've been able to improve
neighborhoods throughout District 14, from enhancing our parks and trails to preserving
our historic neighborhoods. We've fostered economic growth and walkable communities
while protecting established neighborhoods from commercial encroachment and
inappropriate development. We've fulfilled the dream of a nationally-renowned Arts
District and revitalized downtown Dallas. And, most importantly, we've made our city safer
in the process – adding over 600 police officers to our streets and bringing crime down
30%. Although I gave up my law practice to serve my constituents full-time, my legal
background has helped me navigate and improve complex city ordinances and contracts
presented to the council. More important than my law degree, however, is my
background as a grassroots, neighborhood leader. Years before running for office, I worked
to improve my own neighborhood as well as other communities throughout the city. I led
my neighborhood's effort to become a conservation district, and as a board member of the
Dallas Homeowners League, I assisted community leaders throughout the city on issues
ranging from crime prevention to zoning education. As a councilmember, my focus has
remained on improving our neighborhoods and making our city a better place to live. On
issues large and small, I do my homework, I stand up for my constituents, and I'm not
afraid to be an independent voice on tough issues.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Protecting our Residents and Environment - As cities across North Texas struggle with
the problems associated with urban gas drilling, I have led the effort to create a City of
Dallas taskforce to revise Dallas' gas drilling ordinance to ensure our residents and
environment are protected. Making the City More Business-Friendly - Owners of
businesses large and small tell me how challenging it is to work with the City's Building
Inspections Department. We lose business to suburban cities that have more efficient and
business-friendly processes in place and that must change. Dallas must work with partners
like The Real Estate Council and the Dallas Regional Chamber to re-evaluate the City's
Building Inspections Department with the goal of making it more efficient and more

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customer-service-oriented. Improve Basic City Services - Our city must focus on providing
taxpayers with city services they can be proud of -- safe neighborhoods, good streets,
clean parks, and a responsive city government. By creating a great place to live, we will
attract quality employees, which will in turn encourage business relocation -- all of which
improves our tax base.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I bring a strong record of community involvement and leadership in District 14 long
before I decided to run for office. That grassroots experience has served me well and kept
my focus on our residents, not special interests. I fight for my constituents, even when it's
not popular with the politically powerful or well-connected. There is no question that it is
easier to "go along to get along" at City Hall. But on the tough issues, whether it's gas
drilling, the Trinity Project, or protecting our neighborhoods from bad zoning, my priority
has always been doing what's right for our citizens.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: In recent years, Dallas has funded major capital improvements by borrowing too much
money, too quickly. As a result, our city is spending more and more on debt, leaving
significantly less for basic city services. For example, the city eliminated basic street
maintenance (among other things) in the last two budgets in order to pay for our growing
debt. (I voted against this and proposed other cuts instead.) We should reduce the
amount of money Dallas is borrowing every year so that we can make more funds
available for police and fire, streets, parks, libraries, code enforcement and other critical
city services. Debt should be focused on projects that improve our neighborhoods and are
a catalyst for economic development, which will help grow our tax base.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: Unlike other cities that have cut their police departments during this economic
downturn, our City Council has been steadfast in its commitment to hire officers. Thanks to
the City Council's investment in police resources, we have added more than 600 officers to
our police force over the last six years, reducing crime by more than 30%. Our efforts
have resulted in the lowest crime rate since the 1960s, so we must be very careful not to
lose ground by reducing our police force. We must work closely with our DPD leadership to
ensure our police department has the staff it needs to patrol our neighborhoods and
protect our businesses. I will be working closely with the leadership in our police
department during the coming budget season to address these issues.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: No. Thanks to tough choices we made last year, we are in a much better situation
financially than we would have been otherwise. It will be another tough budget year, but
we will be able to manage short-term cuts as our economy rebounds. Already there are
signs that the Dallas economy is on the upswing -- sales tax revenue is increasing and
Realtors as well as real estate developers tell me they are seeing positive signs of
improvement.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: It's unlikely that any city department will remain unscathed in the next budget. It will
be a matter of deciding which departments to cut the least. Public safety must continue to
be a priority, so we must be cautious in any cuts to either police or fire. Development
services holds the key to future economic growth, so additional cuts there would be
unwise. Otherwise, we will see cuts throughout most of our city departments.
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: After ensuring our levees will protect surrounding homes and businesses, the Downtown
Trinity Park must be our focus. The park will be an incredible recreational amenity as well
as a catalyst for redevelopment projects along the levees. However, we need not wait for
the park to be fully realized before making it accessible to the public. This greenspace is a
wonderful asset just as it is, but it is under-appreciated and under-utilized due to lack of
easy public access. Not only will this allow the public to enjoy the park, accessibility will
help spur redevelopment as the economy improves. In relation to the levee upgrades, I
object to the city's current plan to pay for federally-mandated levee improvements by
transferring funds from other critical flood control projects. These projects, such as Mill

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Creek reconstruction and sump overhauls, are critical to protecting our residents and
businesses from flooding. We should use funds from such projects only AFTER we have
exhausted the remaining $30 million set aside for the defunct toll road. The toll road
remains unviable, and the city's insistence on its inclusion in the Trinity Project --
intertwining it with our park and levee improvements -- only serves to grind those other
critical projects to a halt. Just as troubling, we are delaying the inevitable need to find
other solutions to the transportation problems that the toll road was allegedly going to
solve. Over the next two years, we must engage transportation experts who have
experience with similar challenges to help us address our transportation needs using
creative 21st century solutions.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: The key to attracting economic development and corporate relocations to Dallas is an
improved quality of life for residents. Dallas must attract residents and families to our city
by making Dallas safe, clean, and livable. When desirable employees choose to live in
Dallas, economic development and corporate relocations follow. In addition, our city will
attract and maintain businesses by ensuring we are business-friendly on a very practical
level. This means making sure our Building Inspections Department is efficient and
customer-service-oriented. If developers cannot easily obtain permits, they will take their
business elsewhere, pushing retail, residential, and mixed-use developments to the
suburbs.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: Our police and fire departments regularly receive high marks from District 14 residents,
and the fact that we have the lowest crime rate since the 1960s underscores that fact. As I
mentioned above, basic city services are critical to strong, healthy neighborhoods. Over
the last decade we have cut spending on our streets and parks, and the effects of that
deferred maintenance is costly. We must also make code enforcement and animal control
more responsive to residents.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: Growth for the sake of growth isn't necessarily a good thing. However, if other nearby
cities and suburbs are experiencing growth while Dallas is not, we should look to the
surrounding communities to see what they have done to encourage growth. Do they have
better schools? More affordable housing? Better economic investment incentives for
corporate relocations? More job growth? Better city services? If there is something that
Dallas should be doing differently, we should take this opportunity to learn from our
neighbors and adopt their best practices, so the next census will perhaps reflect a different
outcome.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: Proper density in our city's core will vary by neighborhood. Density shouldn't be
shoehorned into established single-family neighborhoods and density isn't a goal in and of
itself. Rather, it should be part of a larger plan to reduce our dependence on cars, in which
case dense housing stock must be paired with public transportation options like DART light
rail or streetcar service, as well as nearby community service retail. Neighborhoods in and
around Downtown should be the most dense -- as the major job center, living in downtown
allows residents to walk, bus, or take the future streetcar to work rather than drive. Our
city center will continue to see denser development and the census bears this out -- while
Dallas' population remained almost flat over the last decade, the population of District 14
rose by nearly 15%. People want to live in walkable, vibrant, urban communities like
Uptown, Cedar Springs, and Downtown Dallas.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: The city has made great strides in revitalizing downtown Dallas. The Mercantile, Main
Street Garden, Main Street retail, the Arts District, the Farmers Market, and other areas of
downtown have benefited and flourished thanks to public-private partnerships. We can
build on these successes using the Downtown 360 Plan as our guide, particularly those
aspects that require little financial investment, such as ordinance changes that would
encourage street vendors and outdoor restaurant seating.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?

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A: When people are arrested, their citizenship status should be determined, and those who
are here illegally should be deported to the proper authorities in their home country.
However, District 14 residents I talk with want our police focused on things like preventing
car thefts and home burglaries, patrolling their neighborhoods, and addressing unruly
crowds in entertainment districts. If Dallas police are forced to take over the federal
responsibility of immigration enforcement, they will not have the resources or manpower
to respond to local law enforcement needs. Moreover, the city will not reduce crime if
crime victims or witnesses are afraid to contact the DPD for fear of deportation.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: There are, of course, no easy answers here, but I believe improving southern Dallas
starts by improving the neighborhoods. The broken-windows theory of crime would dictate
beefing up code enforcement, animal control, and graffiti abatement in problem areas. To
spur growth, economic incentives for redevelopment, like the Mockingbird-Lancaster TIF,
should be more widely implemented to encourage real change and growth in
disadvantaged area. The city should continue to champion the Inland Port project, which
has great potential to bring business and jobs to the Southern Sector.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: Public-private partnerships have worked well to bring development to other parts of our
city, particularly Downtown Dallas. The devil is in the details, of course, but a public-
private economic development corporation could serve as the catalyst for real change in
the Southern Sector.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: The Southern Sector could benefit from the type of redevelopment plans created by the
CityDesign Studio for West Dallas. We must ensure, however, that the goal is to uplift, not
merely gentrify, communities.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: Dallas has some amazing public schools. Yes, DISD has many challenges, but it also
boasts many top-rated schools like Booker T. Washington High School for the Visual and
Performing Arts, Stonewall Jackson Elementary, and Woodrow Wilson High School (which is
now an International Baccalaureate World School that offer a diverse and rigorous
education), to name just a few.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: For too long, Dallas has desperately sought approval from those outside our city -- note
how we're constantly striving to portray ourselves as a "world-class city" and investing in
large, but arguably unnecessary, big ticket projects. Most residents I talk with are less
interested in being spoken of in the same breath as London and Paris than having a clean,
safe, livable city to call home. I would hope we would become less concerned with how
visitors and tourists perceive our city and focus instead on creating a safe city with good
schools and beautiful neighborhoods.

Chad Lasseter
Biographical Info:

Questions:
Q: Length of residency in the city of Dallas
A: - no response -
Q: Length of residency in the district
A: - no response -
Q: Occupation/main source of income
A: - no response -
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?

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A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: - no response -
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: - no response -
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: - no response -
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: - no response -
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: - no response -
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: - no response -
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: - no response -
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: - no response -
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: - no response -
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: - no response -
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: - no response -
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: - no response -
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: - no response -
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: - no response -
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: - no response -
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: - no response -
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: - no response -
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?

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A: - no response -
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: - no response -
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: - no response -

James Nowlin

Biographical Info:
Name: James Nowlin
Street Address: 6131 Palo Pinto Avenue
City/Town: Dallas
State: Texas
Date of Birth: 12/10/80
Work or Campaign Office Phone Number: (214) 446-8580
Fax Number: (214) 446-8556
E-mail Address: info@jamesnowlin.com
Campaign Web Site Address: www.jamesnowlin.com
Questions:
Q: Length of residency in the city of Dallas
A: Five years
Q: Length of residency in the district
A: One year
Q: Occupation/main source of income
A: Small business owner
Q: Current civic involvement/highlights
A: Preservation Dallas, Lakewood Heights Neighborhood Association
Q: Previous civic involvement/accomplishments
A: Dallas Citizens Police Review Board, Workforce Solutions Greater Dallas, AIDS Services
of Dallas Board
Q: Education
A: B.A. - University of Virginia, J.D. - Duke University School of Law
Q: Previous public offices sought/held:
A: N/A
Q: How much funding have you raised for your campaign?
A: $50,000
Q: Who are your top three contributors?
A: We have had a number of individuals who have contributed at the maximum level.
Among them are James Brewster, Karl Meyer, and Dr. Mark Parker.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: I love Dallas and want to give back to the city that has been so good to me. In these
challenging economic times, we need leadership that understands that we must grow our
economy, not our taxes. I’ve started a small business and made a success of it. In that
business, I work to bring owners and executives of businesses, large and small, a fresh
perspective on increasing profitability and efficiencies. I am a consensus-builder who
knows how to work with neighborhood leaders as well as business. These skills will be
brought with me to the Council. Economic development coupled with working to ensure
that Dallasites get the most value out of every tax dollar is my first priority.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. I will work to grow our economy, not our taxes. By collaborating with the new Mayor
and other councilmembers to identify, nurture, and execute economic development

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opportunities, we will increase revenues through growing our economy. Businesses in other
states are interested in relocating to Dallas because of the vast opportunities that are
here. However, we must have the right leaders on the Council to help seal the deal to get
them here. As a councilmember and business leader, I will clearly articulate to the
prospective companies the value of doing business in Dallas and will work with the new
Mayor to lead discussions and delegation opportunities to bring economic development to
our city. In addition, creating new public-private partnerships is a way in which we can
achieve economic development. Tremendous opportunities exist in West Dallas and South
Dallas and we must work to create a plan to harness the potential, build our tax base, and
grow our city. This plan must be visionary, strategic, and attainable; it must bring together
the best of all of Dallas—private and public. 2. To find more efficient ways of spending our
tax dollars as well as identifying appropriate spending priorities, I would work to establish
a Citizen’s Budget and Tax Review Commission. We have some of the best business and
civic minds in the country living in Dallas, and we need to engage them to find the best
solutions for the challenges we face. As a new voice on the City Council for District 14, I
would actively collaborate with my constituents, my colleagues, the new Mayor, and other
leaders. This Commission would move toward that kind of leadership and away from the
contentious politics that have plagued City Hall for the last several years. 3. The City of
Dallas must stop acting as if Dallas Independent School District is a separate entity that
doesn’t affect the quality of life, real estate values, and business opportunities in the city. I
would seek to establish a City/DISD/private coalition to specifically work on those issues
which are common to the City and DISD. The ability to attract new residents to Dallas is
encumbered by the reputation of DISD. We must work together to move Dallas forward.
As you can see, pushing these issues is about working with others to achieve solutions, not
pushing others around. And, we do not need to raise property taxes, increase fees, or cut
essential services to do any of this. We need to bring the right people together and work
out solutions, using the collective brainpower, experience, and perspective of the varied
members of our city. It comes down to increasing efficiency, not increasing taxes.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I seek solutions in a collaborative fashion. I believe that the best solutions result from
working with others to build consensus and support. Positive results are achieved through
working with all the stakeholders to find common ground. I do not believe that I have all
the answers. However, I do believe that by working well with others and harnessing their
vision and voice, our city will move forward. Consensus-building does not result from my
analyzing an issue to determine what I think is best and then leaving my office with the
goal of convincing everyone else that I’m right. The citizens have been left out of too
many discussions. In a recent forum, the incumbent talked about her approach to complex
issues. After acknowledging that she does not have a financial background, she talked
about deconstructing the city budget and putting it back together in a way that she could
understand it so that she could explain it to her constituents. My approach is to review,
analyze, discuss, and find a solution that works to move out city forward. I understand that
the answers do not always come from politicians. If elected, I will support the
establishment of a Citizens Budget and Tax Review Commission, charged with seeking new
efficiencies in providing services and in reviewing spending priorities in City government.
The incumbent also believes that economic development is not the priority and comes
second to neighborhoods. I say, “Without a job, most of us would not have a house to call
home or a neighborhood to live in. Economic development is the lifeblood of our city.
District 14 deserves a leader that understands jobs and economic growth.” Our leaders
need to understand that economic development is what keeps our city alive. Without it,
the city dies - Detroit is an example. Without that understanding, Councilmembers may
treat economic development as if it were a series of stand-alone zoning issues.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: No. Dallas residents are not getting enough bang for their buck when it comes to the
high taxes that they pay. We need to revamp our process to seriously engage the citizens
of Dallas in the budgeting process. It is simply insufficient for Council members to hold a
handful of town hall meetings to say they have voter buy-in to their budget priorities and
tax increases. When the budget process is in the hands exclusively of politicians, we should
not be surprised that the budget gets politicized. I support the establishment of a Citizens
Budget and Tax Review Commission, charged with seeking new efficiencies in providing
services and reviewing spending priorities.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a

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budget shortfall? Or does Dallas have enough police officers now?


A: Public safety is job one. As a former board member of the Dallas Citizens Police Review
Board, I understand firsthand how critical our men and women in uniform are to our city.
While resources are stretched, it is the responsibility of the City Council to work
collaboratively with the Dallas Police Department to balance hiring so that the crime rate
does not increase.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: No.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: 1. We need to have a hard conversation to protect essential city services and to ensure
that further staff cuts are not made. We need to consider a pay cut for top executives in
the city and a smaller cut for other city employees. If we all pull together in this way, no
one else loses their job or benefits, and we all weather this storm together. As I’ve said
previously, I will donate my salary in service to the city (with corporate and private
matches to give back to the city as well) to fill in some of the gaps in services that will
come. It’s not huge, but it’s a start in looking at how we can work together and make
sacrifices during this critical time for our city. In addition, I understand that I do not have
all the answers and that politicians often do not always have all the answers. The Council’s
focus should be on constructive and collaborative conversations to stop kicking the tax can
down the road – my work to begin a Citizen’s Budget and Tax Review Commission is an
example of how we can do better by working together. 2. Currently, many city
employees drive cars owned, leased, and maintained at the expense of the city of Dallas.
We should look at replacing these cars with either stipends or allowing employees to
expense some portion of their personal vehicle usage. It saves money - It works in
business and it can work in Dallas. In addition, I believe some city employees would
appreciate this opportunity. 3. What’s good for the environment is good for Dallas and for
our pocketbooks. We need to move toward xeriscaping with native plants rather than
landscaping with plants that require significant maintenance and watering. This would save
money on watering, upkeep, and staff expenses.
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: The funding challenges that we face now in implementing the voter mandate are minor
speed bumps in comparison to the off-tracking that an unwilling councilmember can create
for this monumental project for our city. In this economy, obtaining funding for the
roadway is going to be increasingly difficult. Creating an amazing park might be a more
viable first step and would be a quality of life enhancement for the citizens of Dallas.
Working to identify opportunities for public-private partnerships will help to reduce some
funding constraints.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: More people relocating to and living in Dallas means a greater tax base. We must
create an environment that is more attractive to businesses looking to relocate. But, we
must also be attractive as a place for people to live as well as to work. We are competing
with the suburbs for residents, and we’re losing (according to Census 2010). That must
change. A big part of that is about public schools, and I discussed DISD earlier. We need to
study successful models of economic development in other cities and apply what we learn
right here at home. And, we have to successfully market the City of Dallas. The new Mayor
and every member of the Council must be an ambassador for the City, working together to
meet the challenges. The incumbent’s attitude that business and economic development
are evil rather than part of the solution is destructive to the conversation about how to
move our city forward.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: First of all, we owe a ceaseless debt of gratitude to our police officers and firefighters.
They risk their lives every day to make us safer. What these men and women do is miles
beyond excellent. The quality of drinking water in Dallas is good, right out of the tap, in
most parts of our city. We are behind the times on recycling services, however. It should
be a revenue-producing endeavor for the city. If we provided pick-up recycling at all or
most multi-family units, office buildings, and public facilities, we could enhance that
revenue stream.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents

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and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: It is bad for both Dallas and North Texas. Dallas is the heart of the North Texas
economy. Again, we attract people to live here by increasing the number of jobs and
business opportunities that we have in Dallas. And, we have to partner with DISD to
address the problems in our public school system. People want more bang for their buck
and that includes public schools. Furthermore, the Council must work to re-create Dallas’
reputation as a low tax, high return city. We cannot keep hammering homeowners with
higher property taxes every few years and expect newcomers to want to move into our
city. Folks relocating to North Texas must see Dallas and its public servants at City Hall as
smart, focused on efficiency, and leaders of a world class destination.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: Density is not a one size fits all question for neighborhoods. Diversity in neighborhood
personality and density is one of the greatest strengths of District 14. This diversity, when
encouraged through strategic economic development, is what will attract new residents to
our city. Finally, appropriate density for Uptown is different than it is for Lakewood
Heights. As the representative for District 14 on the City Council, it will be my job to work
with my constituents in each of the district’s neighborhoods to make sure I have a finger
on the pulse of each one.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: We need to get serious about public-private partnerships. With the right vision, for
example, gems of opportunity downtown such as the Dallas Farmer’s Market can bring in
people and commerce from all across North Texas. Attractive public-private partnering is
one way to achieve this along with a commitment to improved signage, parking, and
resources for safety. Farmers grow some of the best tomatoes and onions in the nation
within an hour’s drive of Dallas, and yet people go to specialty grocery stores and pay
multiples of what the farmer’s charge for inferior produce. This makes no sense to me. In
addition, most of the time, downtown streets are virtually empty. I believe that the right
public-private partnerships will give people a reason to get out of the downtown tunnels
and onto the street. The arts and being outside bring people together - I envision a
downtown with sidewalks full of pedestrians of all different backgrounds, small business
and shopping galore, jazz being played on the sidewalk, alongside street vendors. Dallas is
a real city and we should start looking like one.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: Immigration and customs enforcement are a federal, state, and local issue. The City of
Dallas and the Dallas Police Department are often the first line of contact on local
immigration issues. With the limited resources of our city’s budget and the DPD, we should
continue working hand in hand with the Department of Homeland Security, Immigrations
and Customs Enforcement, and other governmental agencies, as appropriate, for fair and
swift action.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: South Dallas is Dallas — and I am tired of people acting like its future is separate from
Dallas’ future. One of the reasons that we had no population growth in the last 10 years is
because some leaders have never really gotten serious about economic development in
South Dallas. Improving the quality of life south of the Trinity is all about economic
development. This challenge is not going to be met with a couple of urban revitalization
projects. We have to have meaningful conversations with business and neighborhood
leaders and articulate a meaningful, achievable vision for southern Dallas - everyone’s
voice should be welcomed at the discussion table. In addition, we have to be willing to
have some hard conversations about how some plans in the past have not come to full
fruition. We have to work to connect the North with the South, to provide job opportunities
for all so that Dallas’ collective tax base is constantly growing. I will work with the Mayor
and the council to erase the divide between the North and the South. As South Dallas
progresses, all of Dallas progresses.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I completely agree. We must bring all the stakeholders together to define the vision,
map out the strategy, develop the plan, and move forward to make it happen. Adding

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more stakeholders with skin in the game on any project increases the probability for
success. Success will only be achieved with true collaborators leading the charge to reach a
common goal.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: In South Dallas, of course. However, there is no one size fits all solution to any issue. I
will work to encourage collaborative conversations between residents and businesses to
build upon the strengths of Dallas. Part of the process of the South Dallas should be
leveraging the best of the City Design Studio process and taking lessons learned moving
forward.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: Dallas is a city that works. It is a city of diversity. It is city that embraces the best
ideas. Even in these economic times, we are not faced with the monolithic challenges that
some cities are facing. There is a “can do” attitude in this city, and we will draw on it again
today to make us even greater tomorrow.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: We do have a divide in the city between north and south, and that divide is holding the
city back. It’s a historic divide and quite unfortunate. In looking for representation at City
Hall, voters should consider whether a candidate really grasps the relationship between
our current economic issues, the need for economic development throughout the city, and
the collective vision for the future. We have short, mid-, and long-tem challenges to
address. If we continue in the reactive mode of the last couple of years, we will soon
exhaust our ability to address any of these challenges. I do not fit into a box as a
business leader or as a candidate. I am ready to bridge communities together for a
greater Dallas and that’s why I am running for Dallas City Council. Dallas needs to thrust
forward to redeem transformational opportunities, and I humbly admit that my candidacy
is one.

Brian Oley

Biographical Info:
Name: Brian Oley
Street Address: PO Box 25232
City/Town: Dallas
State: TX
Date of Birth: 06/08/1976
Work or Campaign Office Phone Number: 214-377-8548
Home Phone Number: 214-377-8548
Mobile Phone Number: 214-377-8548
E-mail Address: brianoley@ymail.com
Campaign Web Site Address: www.brianoley.com
Questions:
Q: Length of residency in the city of Dallas
A: 6 Years (as of May 2011)
Q: Length of residency in the district
A: 6 Years (as of May 2011)
Q: Occupation/main source of income
A: Technical Real Estate and Consulting: Co Founder and Co Lead of a global specialty
practice (based in Dallas) in a Fortune 500 real estate services firm.
Q: Current civic involvement/highlights
A: I currently serve on the St. Jude Children’s Research Hospital’s Next Generation
Committee, which is a select group who travel to the hospital in Memphis, learn the
logistics and operations of the hospital, sit in on board meetings, and are being educated to
serve as the hospital’s next Board of Directors. As a dog enthusiast, I currently serve as a
member and foster for a local animal rescue for Dallas / Fort Worth. I have been a long
time member of the Friends of the Katy Trail and the Japan American Society of D/FW;
and, with safety as one of the primary issues of my campaign, I’m also a member of our

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neighborhood crime watch association.


Q: Previous civic involvement/accomplishments
A: I was a member of a City Advisory Committee for the City of Dallas, representing
District 14 on the MLK Community Center Board. I was formerly an associate member of
the Asian American Bar Association, as well as a former member of the Japan American
Society of Houston.
Q: Education
A: I achieved my undergraduate degree in 1998 from Texas Christian University, where I
studied Marketing and Japanese. In 2004, I achieved my MBA from Arizona State
University. And finally, in 2008, I achieved a second masters’ degree (MA) in International
Economics and Policy from Southern Methodist University while working full time at my
current profession.
Q: Previous public offices sought/held:
A: N/A
Q: How much funding have you raised for your campaign?
A: Before I launched my campaign, I sat down with my family and supporters to discuss
the logistics and planning. It was here I decided on an unconventional political strategy
which I have formally posed as my campaign mission statement that parallels my political
philosophy: to operate the most efficient campaign with budgetary limitations. When
supporters approach me asking how they can help, my only response is in awareness and
“sweat equity” (or, helping pass out my campaign brochures, bumper stickers, etc). Aside
from the expense of running a website and printing off a few yard signs and some bumper
stickers, this is how I have run my campaign and how I would run the city budget. To date,
I have successfully launched a district wide campaign, leveraging word of mouth, personal
involvement, and free social media while keeping expenditures at $790.99 (as of
4/8/2011).
Q: Who are your top three contributors?
A: As described above, my campaign is taking on a lean and mean strategic approach to
victory. In lieu of financial support, I have emphasized sweat equity and awareness
support. Under that direction, I have managed to gain significant, city wide support
through word of mouth, as well as through getting out there and knocking on doors, by
talking to the people as opposed to simply marketing to them in print form, as so many
candidates do. With that, I have managed to appeal to the entire district with personal
contributions from myself, and mandated (minimal) contributions from the two people in
this world that I look and have looked up to the most in this world: my father and my
mother.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: I have framed my life around serving others, and have prepared a long time for the
right time and the right opportunity to serve the public - now is that time. The recurring
question seems to be, “What can you do for us in District 14?” As a former senior auditor
and compliance examiner with a securities regulation firm, I bring fiscal responsibility. I
have audited everything from major institutions such as Bank of America down to the
small local investment firms right here in and around Dallas. I am qualified to pull apart
and understand financial reports and statements, and am a very large proponent of
transparency. I have lived on the east side of the district, in the middle of the district, and
on the west side of the district; and from getting out there and knocking on the doors of
constituents, and bring a responsible business mind and community advocate to public
service.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: First and foremost is safety, and it’s very simple why - because we all deserve the right
to be safe. To address this issue, there are the obvious solutions such as adding more
police to the Dallas Police Department, as I believe in the strong correlation between
increasing the number of police and decreasing crime. There are, however, simple and cost
effective measures that can also be taken. First, in our district, we have first class
neighborhood associations and crime watch groups – the best in the City. As I knock on
doors talking to constituents in our neighborhoods, what I haven’t seen is a great deal of
communication between these individuals or groups. These communication silos have
prevented a lot of efficient discussion on maximizing efforts, or what has worked in one
area versus what has not worked in another. As a community leader, engaging and

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encouraging this Interpol style method of communication is a considerably cost effective


start to enhancing our quality of life. Second, there is responsible development. This
element has been largely ignored both in District 14 and in the City of Dallas. If handled
responsibly, this is a revenue generating investment that will both pay for itself (the tools,
resources, efforts, etc), and compliments the reality of supporting a rollback in taxes.
Finally, there is the element of fiscal responsibility. I advocate accountability through
transparency. Take, for example, the city’s check registry. I propose to bring this process
public so that the public can see who is getting cash from the city and how much they’re
getting. Again, there will be minimal cost associated with this simple offering to be located
on the city’s website, and if we do this we will have automatically employed anyone with
internet access and interest in the city’s budget to serve as a city auditor at virtually no
cost.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: There is no question that, throughout my life, I have been devoted to a strong balance
of work and community; but the key differentiator, without question, between me and my
opponents is that I bring a business mind to the world of politics.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: I don’t believe many people in the City of Dallas would disagree with the statement that
we are overtaxed and underserved. A lot of this can be traced to a couple of fundamental
considerations – that our city is not spending within our limits and that we are relying too
much on the residential side of the city’s revenue equation for the city’s budget. Budget
reform comes in many ways. I am currently redlining the 650 page document that is the
city budget. The review proves very challenging for any single person, and there is
uncertainty on a lot of interpretation from a line item review. I believe that transparency
in our budget’s expenditures would be the best place to start in that there are simple
measures we can consider that will encourage citizen education on and participation in our
city’s budget. For example, the scanning and display of the check registry is a simple and
cost effective approach to financial transparency. This process will literally employ
thousands of concerned people to serve as Independent auditors to check, double check,
and understand how and where our tax dollars are being spent.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: The nature of this question requires more than a simple political answer to justify. It
requires more as the men and women selflessly serving our cities deserve more than just
politics. I absolutely support our Dallas Police as well as our Dallas Fire and Rescue; I
believe the services these groups of men and women provide is absolutely critical,
providing selfless acts of valor and serving as valiant role models to our children. I accept
the strong correlation between increasing the number of police and decreasing crime, and
to adequately answer this without facts and figures supporting current need and demand
regressed with actual and unbiased attrition rates is unfair to the City of Dallas.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: Under no circumstances would I consider, support, or propose a tax increase to avoid
deep budget cuts.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: As a former Sr. Auditor at a securities regulation firm and with plenty of education, I
have the ability to audit and review financials. I am currently in the process of redlining a
hard copy of the 650 page budget, a process which will take slightly beyond the time
constraints associated with the response deadline on this questionnaire.
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: It’s no secret the Trinity River Project has gone on too long, costing us way too much.
What has gone on for over a decade is now behind us, and what is most important and is
most beneficial to the City right now, especially in light of the recent news of the probable
approval of the recertification of the levees to the 100 year flood protection, is that we
keep the project moving with focus on flood protection. As for funding, a roll out strategy
needs to be finalized on sharing the expense finding an effective balance between the
public and private sector. The toll road appears to be more and more of a viable option
given the recent developments on probable approval of the levees.

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Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: Let’s talk responsible development. I live in the world of economic development, and
work closely with various Chambers and Economic Developments across this great nation
and around the world. What I do professionally forces dialogue about doing business in
these respective areas. I know what flourishing communities do right and what
deteriorating communities do wrong. To summarize an effective economic development
process, the first charge would be to create goals by identifying sectors, if any, that would
best serve a given area or community. Too often, I see an under informed community
attempt to attract a project that appears to provide favorable attributes, but is ultimately
not a good or sustainable fit and fails in the end. From the city to the county to the state,
the economic impact of such a failure is devastating at all levels. After, and only after,
recognizable and realistic returns (both quantitative and qualitative) have been forecasted
and analyzed, certain proactive measures of attraction should be deployed.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: Dallas has adopted some favorable advances to going green and encouraging energy
sustainability. The Recycling program has provided an easy way for residents and
businesses to get involved, and substantially reduce our landfill issues. According to Dallas
Sanitation Services, last fiscal year the City of Dallas collected over 45,000 tons of
recyclables from their residents and diverted over 190,000 tons from the landfill. This is a
great start, but there is much to be captured above and beyond these green initiatives. It
starts in the least desirable place in Dallas – the landfill, and comes in the form of
Renewable Energy. Waste does not have to simply sit there and rot. Why haven’t we, as a
city, teamed up with both waste management companies and utilities to adopt procedures
that capture the energy from waste (which comes in the form of biomass energy) released
from landfills, preserve this renewable energy, and bring that renewable energy to the grid
as part of our generation mix? One major city in Texas has already adopted this process,
and Dallas is lagging behind.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: This lack of population growth in Dallas (estimated at 1% growth) will ultimately have a
negative impact on our city. And let’s bring into consideration a situation involving a
household (individual or family), and the relative unintended economic consequences
resulting from the 6.5% tax hike of2010. As a base line and very simple economic
example, let’s assume a household is looking to move. For most homeowners in the
market, there can be little argument that price is the primary driver of location. As a
potential buyer, would you stay in Dallas to pay more to government or move to the
suburbs, adding more favorable living conditions balanced with some extra drive time to
save the extra cash imposed by order of the largest tax increase in 20 years? The
underlying premise to all this and the unexpected impact of the tax hike serves as a
deterrent for home and businesses to consider Dallas.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: Further study is needed on appropriate neighborhood densities with respect to
circumstance and geography. For example, an area of single family residential with some
aspects of office, perhaps industrial, should be managed under different concentration
parameters compared to a multifamily residential segment with a heavy dose of retail.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: This is a question of sustainability and accessibility – one method is to address the
latter. How can we change the downtown environment from a place that people consider a
one-time visit, who are troubled by constrained parking availability, to a more sustainable
model. To achieve this, we really need to concentrate efforts to provide a more natural link
between the primary occupiers of downtown who include the multifamily residential sector,
the people who work downtown (how can we get them to stay downtown after work), and
to the thousands who live and work close by. In our city, if people can’t park, they are less
likely to visit. The city needs to review expanding parking in greater detail.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: The nature of the question and the way this is worded is a little general. But, to address
the question as I see it, police should do what they do best, and enforce the law. It is up to

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the legislators and policy makers to draft the laws and legislation that the police enforce.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: I’d promote a hybrid strategy of balancing responsible economic development,
incentivizing residential and commercial development when and where necessary to supply
a long term return on investment, while pushing for more of a public-private partnership
for the private sector to step up where the public sector falls short.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I have been a strong advocate for the public-private partnership relating to economic
development. From serving on a south City of Dallas Advisory Board, I spent some time at
the MLK Community Center on Martin Luther King Jr. Boulevard. It is no secret that this
area is in need of strategic commercial and residential development. There’s value in how
the private sector can add to this area and a lot of areas in Dallas, and I support the active
pursuit of capturing this value and adding it to our local communities.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: As I’ve previously stated, if managed responsibly, the public-private partnership works.
The social, community, economic and environmental benefits move to provide a net
societal benefit that all of Dallas can endure. There are many areas in need in the city, and
such an effort should be thoroughly examined. The primary and initial question would be,
“What area needs the economic activity the most and where would we be able to provide
the greatest impact from our investment in time, resources, and efforts?” From north to
south to east to west, I have spent a great deal of time working, volunteering, and
enjoying leisurely activities on all sides of Dallas. I feel that from an economic perspective,
the area surrounding Fair Park in the southern sector may be a great place to move to
improve. Leveraging our existing infrastructure and city’s various attractions in the area
creates the greatest opportunity with respect to improving our city’s quality of life.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: We are a diverse city that takes pride in our culture, people, and history, and that our
city provides great opportunity to all people, regardless of age, race, or gender.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: The city faces challenges in many areas; in particular, we suffer from finding an
effective way to preserve the strength of our communities and neighborhoods while
encouraging the attraction and retention of responsible development.

Dallas Mayor
Description:

Candidates (choose 1):

David Kunkle

Biographical Info:
Name: David Kunkle
Street Address: 5538 Ridgedale
City/Town: Dallas
State: Texas
Date of Birth: November 13, 1950
Work or Campaign Office Phone Number: 469-563-7583
Home Phone Number: n/a
Mobile Phone Number: n/a
Fax Number: n/a
E-mail Address: contact@davidkunkle.com

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Campaign Web Site Address: www.DavidKunkle.com, video can be viewed on our


website or on youtube at www.youtube.com/davidkunkle. Also, follow us on our facebook
page, Kunkle for Dallas Mayor, or on twitter at twitter.com/davidkunkle. You may view
campaign photos on our Flickr page, www.flickr.com/photos/davidkunkle/sets/
Youtube: http://www.youtube.com/v/lI2U3xrsnUw&hl=en
Questions:
Q: Length of residency in the city of Dallas
A: 15 years total
Q: Occupation/main source of income
A: Law Enforcement Consultant
Q: Current civic involvement/highlights
A: Current and previous listed under next questions. I just retired as Dallas Police Chief in
May of last year.
Q: Previous civic involvement/accomplishments
A: Career Highlights • Started policing career at Dallas Police Department in February
1972 • Youngest Captain in the history of the Dallas Police Department • Chief of Police in
Grand Prairie for three years • While serving as Chief of Police in Arlington for 14 years,
the department was named one of the eight best police departments in the United States
and the only one in the Southwest US (out of 17,000 departments evaluated) by Good
Housekeeping Magazine • Deputy City Manager in Arlington for five years, with
responsibility for Police/Fire, Code Enforcement, Convention Center, Budget, Finance,
Parks, Libraries, Human Resources, Landfill and Housing • Chief of Police in Dallas for six
years (see notes below) • Over 30 officers who served under Kunkle have gone on to
become Police Chiefs in cities across the country • Jim Collins, author of the best selling
leadership book Good to Great (published 2007), produced a PBS documentary highlighting
Level 5 leaders across the country. Kunkle was recognized as the only example of a public
sector Level 5 leader. A large portion of the documentary focused on Kunkle's leadership
and the Dallas Police Department. • Top Secret FBI Clearance • Thirty-one years perfect
attendance (no sick time) • Adjunct professor at University of Texas at Arlington •
International policing experience in Israel, Northern Ireland and Great Britain • Masters of
Public Administration from the University of Texas at Arlington • Served as a Chief of Police
for 22 years of his public service Crime in Dallas while serving as Chief of Police • Six
consecutive years of total crime reduction • 32% decrease in violent crime during his
tenure (2004 - 2010) • The 2010 crime rate was the lowest in Dallas in 40 years • The
murder rate dropped 34% since Kunkle became Chief of Police in 2004 • The 2010 murder
rate was the lowest in 42 years • The per capita overall crime rate dropped 23.7% since
2004 Officer Safety and Improved Citizen Service in Dallas while serving as Chief of Police
• Increase in sworn strength of more than 700 officers • Dramatic reductions in police
response times • Response times for 911 emergency calls were 27.5% faster in 2008 than
before Kunkle arrived in 2004 • Reduction of high risk incidents involving Dallas officers •
Revision of a pursuit policy resulting in significant decreases in pursuit-related deaths and
injuries • Eliminated the use of controversial choke hold • Fewer deadly force incidents •
Fewer in-custody deaths • Improved response efforts for the mentally ill • Presented the
2008 Prism Award [Mental Health Advocate of the Year] from the Mental Health Association
of Greater Dallas • Honored by the National Alliance of Mental Illness with the 2010 Sam
Cochran Criminal Justice Award Community Confidence • A 2008 Dallas Community
Survey conducted for the RAND Corp. indicated: • Residents of Dallas have at least an
80% favorable opinion of Dallas police effectiveness • More than 75% of Dallas residents
were satisfied with the quality of police services • Citizen ratings of police services have
improved nearly 22% since 2005 • Upon retirement, dozens of community organizations
across the city presented Kunkle with certificates of appreciation Transparency and Open
Lines of Communications • Created an open environment where officers were allowed to
talk openly with the media • His approach to dealing with problems was direct: If you
mess up, you fess up, and then you clean up • Recognized as a strong disciplinarian who
dealt harshly with misconduct Innovations • Created the Dallas Police Department Fusion
Center, a state of the art operations center responsible for gathering, analyzing and
distributing criminal intelligence to field and investigative units at the local, regional and
national level. • Helped conceive the W.W. Caruth Jr. Police Institute at Dallas, a leadership
and research institute developed with a $15 million grant by the Communities Foundation
of Texas • Opened the South Central Patrol Division in 2007, creating a seventh patrol
division in the southern sector, reducing police response time and improving citizen service
opportunities
Q: Education
A: I received my Bachelor's Degree and a Master's of Public Administration from the

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University of Texas at Arlington


Q: Previous public offices sought/held:
A: I have never held elective office.
Q: How much funding have you raised for your campaign?
A: $125,000
Q: Who are your top three contributors?
A: We have more than 450 individual contributions and about 70% of our contributors gave
$100 or less. This is a true grass roots campaign and our strategy has intentionally focused
on making this a people's campaign. We have fewer than 10 folks who gave the maximum
$5,000 contribution. Phil Baker Charlie Corson Steve Wolens
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I have never been arrested or personally involved in a criminal proceeding or civil suits.
As a police chief in three different cities, I have been named in scores of suits in my official
capacity.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: I still remember being a newly hired rookie cop in the early 1970’s- just arriving in the
city, driving through the mix-master and seeing the Dallas skyline. I knew then that Dallas
is where I belong. From the day I started my career as a beat cop, through my tenure as
Dallas Police Chief, I have served and loved this city. I have a passion for making things
right. That passion is what made me decide to run for Mayor. My entire career has been
dedicated to public service. Specifically, I have had a long history of success turning around
government organizations in turmoil and that’s exactly what Dallas City Hall needs right
now. The same leadership style that enabled me to restore public trust in the Dallas Police
Department, is the same skill set I will use to put our City back on course. In every post I
have held, I have been able to make dramatic improvements. As your Chief of Police,
Dallas saw six consecutive years of total crime reduction, as well as a 32 percent decrease
in violent crime. In 2010 the city of Dallas reached its lowest crime rate in 40 years and its
lowest murder rate in 42 years. I’m proud of that record and for the many innovations I
brought to the department. The Dallas Morning News said I “inherited a department in
disarray and left things in significantly better shape than he found them.” The paper also
described me as having an “even keel, common sense leadership style.” Before becoming
Dallas' Police Chief, I served as the Chief of Police in Grand Prairie and in Arlington for a
total of 17 years. I also worked as Arlington's Deputy City Manager for five year and was
responsible for managing Arlington's police and fire departments, code enforcement,
convention center, the city's budgetary and financial concerns, parks and libraries, as well
the housing department. I am proud that over 30 officers who served under me have gone
on to become Police Chiefs in cities across the country. I know I am the right candidate
for Dallas at this crucial time. I know the inner workings of our huge bureaucracy and I
have a vision of where we need to go. In the PBS documentary Good to Great, DMN Editor
Bob Mong praises my efforts turning around the DPD and said, “He’s sticking his neck out
and it takes a lot of courage.” I will use that same courage to make the tough decisions at
City Hall. My motto in this campaign has been: We are overtaxed and underserved. One of
my commitments to the citizens of Dallas is that I will not vote to raise taxes. Across the
board budget cuts are simply not working. Even in lean economic times we need to invest
in services that improve the livability of our neighborhoods. We must question not just how
well are we doing something but are we doing the right things. Too many budget decisions
have been based on history, tradition and sacred cows. We must completely re-think the
way we tackle the budget at Dallas City Hall. There are opportunities to help citizens and
improve services within the existing budget, especially by improving employee morale and
customer service The benefits of big-ticket projects are not flowing back to Dallas
residents. The city must shift its focus away from grand projects and back to restoring and
building our neighborhoods. Local government has the greatest impact on individual lives
and this comes across each time a citizen goes out of their home. The only big projects
that the city should examine in these times are those that impact the long term viability of
our city, such as water, sanitation and the quality of our streets, sewer, and water lines.
The latest census should be a huge wake-up call for all of us. North Texas is the fastest
growing region in the country, yet the City of Dallas only increased by 9,000 residents. I
call this the ‘donut-hole effect’. All around us good things are happening, but our city has
not maximized that prosperity. Yet the only answers I hear are the same we have heard
before; attract big business, offer big tax incentives, build big projects, etc. Interestingly,
despite these strategies Dallas is losing out on projects to highly competitive and
well-staffed suburban cities that show mastery of basic city services. The City of Dallas

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needs to work best for the residents who live here. We must concentrate on building and
improving our neighborhoods. When neighborhoods are clean, safe, livable, close to parks
and recreation, near stores and amenities, people will want to live here. Let’s rebuild from
the bottom up not the top down. Let’s encourage businesses that relocate here to live in
our neighborhoods too, and not take the first highway out of town at the end of the day.
The city of Dallas must make DART into a daily asset and not simply an occasional
convenience. The investment is tremendous and only by increasing density with quality will
DART become a jewel that empowers the central city. We must create an economic
environment that attracts small businesses as well as large employers because small
businesses create thousands of new jobs. 4 of 5 private sector jobs are created by small
business yet the city traditionally devotes its energies to only large relocations. We need to
attract business to the southern sector of the city where opportunities for growth and
employees are abundant. The people of Dallas have always been its greatest asset and
this will not change. The fact that the city is a beacon for people across the country to
settle here must be leveraged into a spirit of opportunity and change. I have experience
working with every neighborhood in Dallas. I know the issues first hand and have direct
relationships with Dallas residents throughout the city and in every community. I have a
proven record of bringing groups and people together. My nearly 40 years of hands-on
experience in municipal government will provide the critical foundation for success as your
mayor.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. Public Safety. I think public safety is still the basis for improvement on other fronts.
We must insure people feel safe in their homes, when they are out shopping or taking their
kids to the park. Our businesses must feel it is safe to open their doors or expand their
business. You can’t have a great city if you don’t have a safe city. My tenure as Police Chief
proved I am the candidate to protect Dallas residents. 2. Revitalize neighborhoods and
get back to basics. My motto in this campaign has been: We are overtaxed and
underserved. The benefits of big-ticket projects are not flowing back to Dallas residents.
The city must shift its focus away from grand projects and back to restoring and building
our neighborhoods. The City of Dallas needs to work best for the residents who choose to
live here. If we improve the quality of life for our citizens and create a city that residents
are proud of, then business will come and prosperity will follow. 3. Economic growth. We
must create an economic environment that attracts small businesses as well as large
employers because small businesses create hundreds of new jobs. We need to attract
business to the southern sector of the city where opportunities for growth and employees
are abundant. I believe in organic growth. Bishop Arts and North Oak Cliff are examples
that I hope to see duplicated across the city. Small business owners partnered with
community involvement to create an exciting and unique place to be. Dallas must also
embrace quality development that allows for greater density and growth of the tax base.
This is not in just large projects, but can be a larger office development or revitalized
shopping centers. The city’s development code must be flexible enough to allow for this
transition. Rather than simply pockets of prosperity in Dallas, we must strive for nodes of
activity in all neighborhoods. To pay for our priorities I am committed to re-thinking and
re-inventing government here in Dallas. I have a practical, hard-headed commitment to
looking at everything we do to see how we can do it better, cheaper and faster without
reducing the quality of the service or the satisfaction of our customers, the people of
Dallas. I have a proven record of bringing groups and people together. I believe I can work
well with the council and staff to bring needed change to Dallas.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I’m not a politician. I don’t believe you must be a CEO to be mayor of our great city. I
believe we can reduce the size of government without cutting basic services and without
raising taxes. I believe for long-term growth to occur we must start at the neighborhood
level and focus on the basics. The city must work best for the people who live here. I am
the only candidate talking about how our city can not only survive, but thrive by building
strong neighborhoods. Building more roads to move people out of the city will not help our
city grow. Our budget problems are more systemic than just a bad economy and I am the
only candidate with a plan to re-invent government. I have a proven track record of
turning around organizations in turmoil, not just in Dallas, but in every organization I have
led. When I went to Grand Prairie as Police Chief at age 30, the department was known
as corrupt. In a short time I turned the department around and changed the culture. After
14 years of building the Arlington Police Department into a nationally respected
organization, I left behind sustainable leadership. My assistant chief was promoted to chief,
and he is still in that position today. In Dallas, I promoted David Brown as my second in

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command and now he is leading the DPD. My leadership has been praised internationally. I
am the proven candidate in this race. Being a major city police chief is perhaps one of the
hardest jobs in the country. You have seen first hand how I handle crisis, you have seen
my ability to take an organization plagued by scandal and turn it into an organization that
is trusted and you have seen my successful leadership style. I have led a 4,200 person
department with a $450 million dollar budget- but my business was about keeping citizens
safe, not about making a profit. That’s the key difference. Leading a city is not like leading
a company, the measures of success are different and so are the goals.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: No. We need to focus on the basics and prioritize what is most important. Safe, clean,
well-maintained neighborhoods are key to growth and stability. We must return the focus
on the citizens who live here.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: Dallas currently has enough police officers.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: No.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: What we need to do is far more than just identifying three areas to reduce spending.
We need to re-invent how we look at our budget. We must look at privatization of areas
where the public sector may be able to do a job better and cheaper than government.
Even in lean economic times we need to invest in services that improve the livability of our
neighborhoods. The recent census showed Dallas' growth rate since 2000 was practically
zero. While many other cities had double-digit growth, Dallas not only dropped to the third
largest city in Texas, but our growth rate was last among Texas' top twenty cities. With
fewer federal dollars coming from Washington, this translates directly to a greater burden
on our citizens. Across the board budget cuts are simply not working. With certainly 3-4
very difficult budget cycles still ahead of us I am committed to re-thinking and re-inventing
government here in Dallas. I have a practical, hard-headed commitment to looking at
everything we do to see how we can do it better, cheaper and faster without reducing the
quality of the service or the satisfaction of our customers, the people of Dallas.
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: The Trinity lakes, athletic fields, parks, trails, wetlands, and other parts of the parks
portion of the plan should move forward as soon as possible. The Audubon Center is
already a great asset with its’ wetlands and trails. I believe the toll road is no longer a
viable option. Not only is funding not available for the foreseeable future, I fundamentally
don’t believe a road should be built in a flood way. The road has no exits into downtown
Dallas and does nothing for our city and it should not be built with taxpayer dollars.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: The key to growing the economy and growing the tax base is jobs. Jobs will be created
when we concentrate our efforts on building strong, safe neighborhoods, better our schools
and create spaces where people will want to live, work and play. Neighborhoods that
promote the establishment of small businesses and create places people want to go to will
then thrive. The Bishop Arts district is a perfect example of how a neighborhood came
together and created a model of urban vitality and for businesses to prosper. We need to
foster a strong belief in community, of neighbors working together towards of goal of
improving their neighborhoods. If we promote through proper incentives establishing
businesses big and small in our city that truly want to be part of our community, live in our
city and be part of its’ future, then we will grow our tax base and have a growing economy.
If we continue down the same path of just giving away tax breaks to lure a company to
come here, I think we are headed for a future of zero growth and higher taxes for our
citizens.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: Basic services at all levels need improvement. In particular, I think our streets and
roadways are in dire need of repair. I also think our city does a terrible job of code
enforcement in neighborhoods that are already deeply in trouble or those at risk of

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completely failing. We must also impress on our city employees to be great ambassadors
and stewards of the citizens. We must immediately move to change the culture at city hall,
just as I did with the every Police Department I have led. When I retired as Dallas Chief,
residents had at least an 80% favorable opinion of Dallas police effectiveness. All ratings
show that our library staff does a tremendous job at treating people like important
customers – we need their great attitude city-wide. The water department is also still quite
good.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: It is horrendous for Dallas. We are the ‘donut-hole’ in a region of huge growth. My
answer is the same as in previous questions, we must re-make our city by rebuilding our
neighborhoods and providing basic services to our citizens. People are voting with their
feet and their wallet and finding that Dallas is not a great value.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: We need more density, but done correctly with neighborhood involved urban planning
that is right for the neighborhood. What works for Bishop Arts District may not what is
needed to fill the empty shopping centers in North Dallas. We must bring together the
neighborhoods, developers and urban planners to develop the right plan for each
neighborhood. We must make all our processes, particularly zoning and permits faster and
easier so projects can move at a faster rate. Dallas is considered among the slowest and
most expensive in zoning and permits than anywhere in North Texas. This must change.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: We have the opportunity to redefine the American city. To create a vibrant city
neighborhood we must have a mix of homes, offices, restaurants, cafes, people friendly
spaces and entertainment venues. Certainly we have many of these elements in play
today. We should encourage more public-private partnerships and expand business
incentives for small businesses to move downtown. We must also attract businesses to
locate downtown, but I am not in favor of offering big incentives for corporate
headquarters to relocate downtown then not having a strong commitment to living in our
city.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: Our police are here to protect the citizens of Dallas and should not to be used as
immigration officers. When a person is arrested, they are taken to Lew Sterrett where the
intake procedure determines residency and there are immigration officials at the jail.
Immigration is a federal matter and we need to push our elected officials to solve this
problem.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: The Dallas Morning News has done an exemplary job in recent Pulitzer Prize winning
editorials detailing specific action that can be done today to improve the quality of life in
the southern sector. As mayor, I will make sure we use our assets; police, social services,
garbage pick-up, street maintenance, code enforcement and any other tools we have at
our disposal to accomplish these objectives. As police chief, I targeted the worst crime
areas and initiated crime sweeps. We instituted neighborhood policing. As mayor, my
emphasis that each neighborhood must be strong and safe will be my mantra for the
southern sector. In addition, the Inland Port project must be a top priority to get back on
track. The Inland Port has the potential to create 60,000 jobs, but turning the potential into
reality will take strong leadership at Dallas City Hall.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I support public-private partnerships.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: The concept of CityDesign is what needs to happen all over the city. Revitalized
neighborhoods will mean a revitalized city. Working with each neighborhood, quality
developers, and business entrepreneurs planning quality development that works. Bishop
Arts district is also an excellent example of a neighborhood with a great vision. This is the

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very cornerstone of my campaign. As mayor, I will lead the effort so that every
neighborhood can marshal its’ residents, small business and developers in planning a
brighter future.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: We are more than glitzy buildings, shopping and crowded super highways. Our citizens
are a rich diversity of many cultures living and working together for a better future. We
have an incredible world-class arts district but just as important, we have many
wonderfully talented and creative smaller arts and cultural groups throughout our city that
add much to our fabric of diversity. According to DISD, there are over 70 languages
spoken in the homes of our students. This already makes us a world-class city.
Q: What is an uncomfortable truth about Dallas that voters must confront?
A: That we are the donut hole in a region of prosperity and if we don’t concentrate on
Dallas and not the region, if we don’t put our citizens first, we will continue to decline. The
city can no longer be dismissive of high quality suburbs. Instead, we must become more
competitive.
Q: The mayor of Dallas has only one vote and no more power than the bully pulpit affords.
How would you build consensus for your agenda?
A: I have experience working with every neighborhood in Dallas. I know the issues first
hand and have direct relationships with Dallas residents throughout the city and in every
community. I have a proven record of bringing groups and people together. I believe I can
work well with the council and staff to bring needed change to Dallas. As police chief you
deal with many different constituencies and you must bring them all together. A Dallas
Police Chief balances seven police unions, community groups, the mayor and council and
dozens of media outlets always scrutinizing your actions. The job of major City Police Chief
is perhaps one of the most difficult jobs in the country. I am a good listener, but also a
good persuader.
Q: Too often, the Dallas City Council divides along racial and geographic lines when
controversial issues emerge. As mayor, what would you do to break that cycle?
A: I believe the answer to this question is the same a previous question. I have worked
with every neighborhood and every community and as mayor I will work well with every
council member. As Dallas Police Chief, I had good relationships with council members for
six years. My entire 39 year career has depended on having successful relationships with
city council members in various cities.
Q: How would you assess former mayor Tom Leppert’s tenure at City Hall? What’s one
issue that you would have approached differently than Leppert?
A: I look to the future, not the past. I wish him well.

Mike Rawlings

Biographical Info:
Name: MIKE RAWLINGS
Street Address: 3232 MCKINNEY AVENUE STE 600
City/Town: DALLAS
State: TX
Date of Birth: AUGUST 25 1954
Work or Campaign Office Phone Number: 214-871-6802
Fax Number: 214-880-4491
E-mail Address: RAWLINGS@CICPARTNERS.COM or Mike@mikerawlingsfordallas.com
Campaign Web Site Address: WWW.MIKERAWLINGSFORDALLAS.COM
Questions:
Q: Length of residency in the city of Dallas
A: Born in Texas and moved to Dallas in 1976
Q: Occupation/main source of income
A: Vice Chairman, CIC Partners and CEO of Legends Hospitality
Q: Current civic involvement/highlights
A: Recently served as President of the Dallas Parks & Recreation Board, former Chair of
the Dallas Convention and Visitors Bureau, and served five years as Homeless Czar,
leading Dallas’ effort to fight chronic homelessness

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Q: Previous civic involvement/accomplishments


A: Chairman of Dallas ISD’s Youth and Family Services Center Initiative, Director of Dallas
Fort Worth Minority Business Development Council, Board of Trustees of Jesuit College
Preparatory School
Q: Education
A: B.A. Philosophy/Communications from Boston College, Magna Cum Laude (attended on
a football scholarship)
Q: Previous public offices sought/held:
A: NONE
Q: How much funding have you raised for your campaign?
A: So far, I have raised a little over $1 million for my campaign from donors from all parts
of the city, with more than 60% of these donations coming from smaller contributions.
Q: Who are your top three contributors?
A: Some of the contributors to my campaign include Marianne & Roger Staubach, Margot &
H. Ross Perot and Linda & Mitch Hart
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I have never been arrested. I was involved as a Plaintiff in a civil suit several years ago
when my wife and I sued the people who purchased a house from us. The jury ruled in our
favor.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background best prepares you
to serve in this post?
A: As mayor, I will put more than three decades of experience as a CEO, a sales and
marketing expert and as an investor and advisor to small and medium-sized businesses, to
work for taxpayers and citizens. I’ve been in business for more than three decades,
serving as chief executive of three companies, the largest being Pizza Hut. At Pizza Hut, he
led a turnaround of the world’s largest pizza brand resulting in highest weekly store sales
in Pizza Hut history, with sales of more than $5 billion. During a tough economy, I was able
to double operating profit and reach record high profit margins. During these tough
economic times, we need leadership that can not only manage tough budgets, but work to
streamline and re-engineer our city government and make sure that we emerge from this
downturn leaner and stronger. And, as a volunteer leader I’ve taken on some of Dallas’
toughest challenges. As Chair of the Convention and Visitors Bureau, I helped bring in
events worth more than $400 million in direct economic impact to Dallas – critical tax
dollars from visitors that help relieve the burden on our homeowners. As the city’s
Homeless Czar, I oversaw the construction and opening of The Bridge, our city’s homeless
assistance center – then, I raised more than $7 million in private donations to help fund
ongoing operating expenses, saving taxpayers million of dollars each year. As President of
the Dallas Park & Recreation Board, when the city made drastic cuts in the Park &
Recreation budget, I raised more than $1 million in private funding to keep rec centers
open and fund maintenance of our parks.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I will work to make city government more efficient and effective, and get taxpayers
more for their dollars. I will use my relationships and experience as a marketing and sales
expert to position the City and attract new business and development, creating jobs and
growth. And I will use the mayor’s office as a bully pulpit to raise awareness and launch
and execute a public-private partnership to improve our public schools.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My opponents both come from city government. I have more than thirty years
experience in business and can use private sector solutions to make our city government
work better for those it serves. I know firsthand what it takes to create jobs and economic
growth. And, I can use relationships I have built during thirty years as a businessman and
CEO to attract new business and development and grow our tax base.
Q: Even before last year’s property tax increase, Dallas had one of the highest tax rates in
North Texas and among big cities in Texas. Are Dallas residents getting sufficient bang for
their tax buck when other cities have lower rates? Describe any changes you favor.
A: I believe we can use this economic downturn as an opportunity to re-engineer city
government to make it smaller and more efficient, and to change the way we approach
tax revenues, budgeting and other financial decisions. If we can emerge from this
downturn leaner and stronger, then we will be a better city moving forward. Some of the
changes I would propose are: • Recommend a two-year budget forecast that allows us
more time to find effective solutions when we see big budget gaps, • Work department-

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by-department to cut waste and streamline systems to make sure taxpayers get a greater
return for each dollar, • Establish budget priorities and ensure that these are funded
before dollars go to non-essentials, • Make City Hall more user friendly for small
businesses and developers by reducing development and permit fees, cutting red tape and
requiring quicker decisions and approvals from city departments.
Q: Budget concerns compelled the City Council to slow its program of hiring new police
officers annually over attrition. Should the city resume the effort, even when facing a
budget shortfall? Or does Dallas have enough police officers now?
A: Yes, hiring more police officers to reach the 3 officers per every 1,000 citizens has been
critical in reducing our crime rate, and I will work to maintain that standard. We can never
be too safe.
Q: City officials are already bracing for another lean budget year. Would you consider an
additional property tax increase to avoid deep budget cuts?
A: I think we can not only protect, but also improve, city services without raising taxes.
Q: Please identify three areas in the city budget where you would reduce spending. Be
specific.
A: I would reduce spending in every city department except for Police and Economic
Development.
Q: The city’s Trinity River Project has run into a number of roadblocks during the last few
years. Beyond upgrading the levees, what parts of the project should be prioritized, and
how will they be funded? Is the toll road a viable option?
A: The Trinity River Project will transform the City of Dallas. Our first priority must be
making sure the levees are sounds and the surrounding communities are safe. I also
believe it is critical to complete the parks and recreation component of the project, not
only for the quality of life for our families, but for economic development. At some point
the traffic concerns of the city will need to be addressed in a manner that allows it to
complement the other parts of the project. The roads we build must be done in a smart,
cost-effective manner that does not further burden our taxpayers.
Q: What, specifically, should the mayor and City Council do to spur economic development
and grow the tax base?
A: The best solution to protecting taxpayers and improve our services is making the
economic pie bigger by attracting new business, encouraging development and creating
new jobs and growth. I plan to do this by: • Making City Hall more user friendly for small
businesses and developers by reducing development and permit fees, cutting red tape and
requiring quicker decisions and approvals from city departments, • Work at a CEO-to-CEO
level to attract new business, and spend one day per week reaching out to Fortune 500
CEOs and selling them on doing business in Dallas, • Build upon beachheads like Bishop
Arts, UNT Dallas, Lancaster Kiest and West Dallas to bring new growth and jobs to our
city’s greatest untapped resource: the Southern Sector. Being mayor also means having
the courage to take on big challenges that are crippling our City, even if it means stepping
on toes or reaching beyond the traditional boundaries of the mayor’s office. For the city of
Dallas, the elephant in the room that we need to acknowledge is the state of our public
schools. Fact is, we cannot be a great city without great public schools, and stronger
schools will build stronger neighborhoods. We must be accountable as leaders, and as a
community, for helping educate our schoolchildren – because it’s an issue that touches us
all. I think we can create a brighter future for our public schools and they families they
serve. That’s why, as Mayor, I will implement a comprehensive and sustainable plan to
help improve our public schools. Helping our schools could be the single greatest thing we
do as a city to grow our economy and provide opportunity today, and for the next
generation.
Q: When it comes to delivering basic city services, where does Dallas excel? Where do you
see room for improvement?
A: I think there is always room for improvement, and a good leader always works for
greater efficiency and effectiveness. We live in a global marketplace, and we must strive
to be greater in order to compete. We have a great park system that we have spent
millions on to get it to this point. We must be more attentive to street and road
maintenance, Lemmon Avenue is a good example of that.
Q: Texas and most of its metropolitan areas showed sharp population growth in the 2010
census, but the city of Dallas did not. Is this good, bad or indifferent for Dallas residents
and North Texas as a region? If you see it as bad, what should the city do to attract more
people to live here?
A: Lack of substantial growth is bad and unhealthy. It hard for us to grow economically if
our population does not grow, so in that regard it is a bad indicator. Some people think
that crime and the state of our neighborhoods is hampering our growth. Well, our crime
has gone down over the past few years and people are still moving to the suburbs. I think

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they are leaving for better schools, and that’s just wrong. Our parents shouldn’t be forced
to choose between sending their children to an academically unacceptable school or
moving to the suburbs. Fact is, we cannot be a great city without great public schools, and
stronger schools will build stronger neighborhoods where people want to live. We must be
accountable as leaders, and as a community, for helping educate our schoolchildren –
because it’s an issue that touches us all. I think we can create a brighter future for our
public schools and they families they serve. That’s why, as Mayor, I will implement a
comprehensive and sustainable plan to help improve our public schools.
Q: Neighborhood growth and questions about density remain pertinent issues. What is the
right level of density for Dallas neighborhoods, especially in the core of the city inside Loop
12? And how should city government go about achieving that level of density?
A: We have tremendous room to grow, especially in the Southern Sector. For too long we
have tried to build North and the result is congestion and problems for neighborhoods. We,
as a City, must make our next big initiative creating major growth south of the Trinity.
There are great neighborhoods like Mountain Creek, Pleasant Grove and South Oak Cliff
that are not realizing their full potential, but can, if the City concentrates efforts in that
part of the City.
Q: Revitalizing downtown Dallas has long been a priority for city leaders. What’s one action
that the City Council could take to jumpstart this effort?
A: I strongly believe that making City Hall more business friendly will not only jumpstart
new projects downtown, but in all parts of our City. Dallas has earned the notorious
distinction of being one of the worst cities in Texas to do business with, and we must
change that image. We can start by reducing development and permitting fees, and
reducing the amount of time it takes to get decisions and approvals from city departments
– but the real change must be in instilling a more customer friendly attitude at City Hall.
First, we must believe in the potential of our City. Second, we must be its advocates.
Third, we must deliver great customer service, starting at City Hall and spreading
throughout the entire city.
Q: What should the city or the police department do, if anything, to address the issue of
illegal immigration?
A: Immigration and the laws pertaining to it are federal issues. The Courts have confirmed
this. We must ensure we enforce the federal statutes. And then we must turn to providing
our citizens the basic services they need and the safety they deserve.
Q: For decades, southern Dallas has lagged behind the rest of the city by almost any
measure. What should be the council’s priorities for improving the quality of life in the
southern half of the city, and how would you accomplish these objectives?
A: The greatest opportunity the City of Dallas has is south of the Trinity. Development of
the Southern Sector will be one of my top priorities. Also, there is no greater equalizer
than education, and if our city leaders can embrace the idea of helping our schools, all
parts of our city will benefit, especially the Southern Sector. We must also work to heal
the racial division at the city council level, and I think we accomplish this with the right
mayor. And we must work to promote business and growth by working directly with
stakeholders, community leaders and business owners in the Southern Sector on real
business opportunities – and by fostering and growing minority-owned businesses as we
grow our economy.
Q: This newspaper has advocated for the creation of a public-private economic
development corporation to help speed growth in southern Dallas. What is your view of
this idea?
A: I am a huge proponent of public-private partnerships. They were the key to success on
the homeless issue, and they are critical in my plan to help our public schools. We are
fortunate to live in a city with great civic-minded corporate citizens, and we should use
these resources to improve our city.
Q: The CityDesign Studio has won praise for its plan to redevelop West Dallas. How can
this effort be replicated in other parts of the city, and where should we start?
A: First, ensure we execute the West Dallas plan as developed and celebrate its success.
Second, commend the philanthropists that paid for the work and recruit more to fuel future
funding. Third, pick the next key area that is in need of a holistic approach and do it again.
Q: What is the best under-publicized thing about Dallas that you wish more non-Dallas
residents knew?
A: I wish more of our residents knew what wonderful parks and recreation amenities we
have here in Dallas. From White Rock Lake, to the Katy Trail, to Fair Park – we a have a
wonderful system of more than 360 parks. We are the fifth largest park system in the
nation, and these are diverse amenities that offer athletics, recreation and relaxation.
Also, I think more people should know about the great burgers at Adair’s.
Q: What is an uncomfortable truth about Dallas that voters must confront?

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A: Right now, we are a city divided. We are divided racially. We are divided economically.
And we are divided by opportunity. As mayor, I will work to erase these boundaries by
leading to improve our public schools, grow our economy and create jobs and opportunity
for citizens on both sides of the Trinity. I believe one of our greatest untapped resources
for growth is the Southern Sector, and as mayor I will work to bring real development and
business to this part of our city.
Q: The mayor of Dallas has only one vote and no more power than the bully pulpit affords.
How would you build consensus for your agenda?
A: First, as far as I am concerned, it is not about my agenda – as mayor I would lead for
OUR shared agenda for our city that is the culmination of the thoughts and ideas of the
Council. On a personal note, I would attribute much of my success in business to my ability
to relate to all types of people. My parents were both teachers, so I grew up in a home
with a lot of love and support, but not a lot of money. I got my first job when I was 12,
attended college on a football scholarship, and worked my way up from an entry-level
copywriter to become CEO of the largest agency in the Southwest. My life’s experiences
help me relate to all types of people and perspectives, and to learn the value of teamwork.
And I believe these life skills will serve me well as mayor.
Q: Too often, the Dallas City Council divides along racial and geographic lines when
controversial issues emerge. As mayor, what would you do to break that cycle?
A: So often in life, conflict arises not by what is said, but by how it is said. As mayor, I will
work to always be respectful, even when I disagree with my colleagues. Besides doing the
“right” thing at City Hall, I will work to integrate our social lives as well so that we can
learn how similar we are to each other.
Q: How would you assess former mayor Tom Leppert’s tenure at City Hall? What’s one
issue that you would have approached differently than Leppert?
A: I think Mayor Leppert was an effective mayor, especially in regard to restoring a more
business-friendly tone than his predecessor and working to expand our tax base. As a
businessman, he understands that the only way to bring sustainable improvements to our
basics without burdening homeowners is to generate new commercial tax revenues. My
only regret about Mayor Leppert is that I wish he would’ve stayed for his entire term and
then for another one.

Denton City Council, Place 1


Description: Note: Only Denton residents living in this district may vote in this race. Click
here for a district map.

Candidates (choose 1):

Eliborio "Eli Gemini" Beltrán

Biographical Info:

Questions:
Q: Length of residency in the city
A: - no response -
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: - no response -
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: - no response -
Q: Why are you running for this office, and why should voters consider you the most

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qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: - no response -
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: - no response -
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: - no response -
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: - no response -
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: - no response -
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: - no response -
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: - no response -
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: - no response -
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: - no response -
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: - no response -
Q: What is an uncomfortable truth about your city that voters must confront?
A: - no response -
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: - no response -

Damon J. Bullock

Biographical Info:
Name: Damon Bullock
Street Address: P.O. Box 424141
City/Town: Denton
State: Texas
Date of Birth: 01/12/1975
Home Phone Number: 940-271-5107
Mobile Phone Number: 501-960-5791
E-mail Address: djbullock2002@yahoo.com
Campaign Web Site Address: www.damonbullockcampaign.webstarts.com
Questions:
Q: Length of residency in the city
A: 4 years
Q: Length of residency in the district, if applicable
A: 4 years

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Q: Occupation/main source of income


A: Instructor and member of Army National Guard
Q: Current civic involvement/highlights
A: NAACP, Alpha Phi Alpha Fraternity Inc., Shamrock-Trinity Lodge #35, Big Brothers/Big
Sisters, member of Calvary Church
Q: Previous civic involvement/accomplishments
A: NAACP, Alpha Phi Alpha Fraternity Inc., Shamrock-Trinity Lodge #35, Big Brothers/Big
Sisters, member of Calvary Church
Q: Education
A: BA in sociology from the University of Arkansas at Little Rock, MA in Liberal Studies
from the University of Arkansas at Little Rock, and pursuing PhD in sociology at Texas
Woman's University
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: None
Q: Who are your top three contributors?
A: None
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for office because of my passion to listen to the voice and concern for
others. I am a progressive candidate that believe problems and issues can only be rectified
my deliberate action and an understanding of the current issues. I have the fortitude to do
what's right but sense to understand from the perspective of others. My membership in the
Army as a leadership prepares me to serve in this office. Like the Army, a leader has to
have a greater insight and desire to serve his/her community.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I would push for economic growth, better air quality, and a sense of community in
Denton. I will push them by educating the community about my ideas concerning these
issues. I would pay for them by possibly allocating taxes.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My opponents highlight the fact of living in Denton the longest as to why they should be
elected. However, I believe that living or being from a community does not necessarily
mean that the well-being of that community is a top priority.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: That is a top priority because commercial development leads to job opportunities for
the community. Economic growth will give the residents a positive outlook towards the
future. I would not readily condemn the city but things could be done better. I would
suggest the city did more active recruiting of companies for commercial development.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: The city has a heterogeneous population with the majority of residents are White.
However, there has been an increase in the Hispanic population over the years. I think the
city is continually offering a multicultural environment. In addition, Denton houses two
major universities that have students from diverse backgrounds.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: I think the city should prosecute employers that has illegal immigrants on their staff.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I oppose a regional transit system
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: I think the city can form partnerships in bringing more jobs to Denton. I would support
that by having talks on the advantages for both groups.
Q: Do you think that your city delivers services in the most cost-effective manner to

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taxpayers? If not, what changes would you recommend?


A: I think so
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: I think the current leadership could have done more to introduce jobs for the residents
and economic growth for the community. I suggest allocating funds for essential needs
such as infrastructure.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Things will get done only when their voices are heard, particularly for the minority
community.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: - no response -

Gerard D. Hudspeth

Biographical Info:
Name: Gerard D Hudspeth
Street Address: 606 Wilson Street
City/Town: Denton
State: Texas
Date of Birth: November 28, 1972
Work or Campaign Office Phone Number: 214-543-9091
Home Phone Number: 940-591-6890
Mobile Phone Number: See work
Fax Number: n/a
E-mail Address: ghudspeth@courtroomsciences.com
Campaign Web Site Address: www.gerardhudspeth.com
Questions:
Q: Length of residency in the city
A: I have lived in Denton for 36 years total.
Q: Length of residency in the district, if applicable
A: I have lived in District 1, for 20 years.
Q: Occupation/main source of income
A: I currently work as an Account Executive, for Courtroom Sciences.
Q: Current civic involvement/highlights
A: Currently I serve as a CASA Volunteer, I am the Chair of the Denton Community
Development and Advisory Committee, and lastly I'm an Usher at the Inspiring Body of
Christ Church.
Q: Previous civic involvement/accomplishments
A: I served as both the President and VP of Thomas Rivera Elementary school PTA. I was
Member of the Health Services of North Texas board. Lastly I was trained in the Citizen
Patrol program (administered by DPD) IBOC.
Q: Education
A: I'm a Denton High school graduate. I then attended, North Central Texas College. I
graduated from the Professional Development Institute and earned my paralegal
certificate (accredited by The University of North Texas).
Q: Previous public offices sought/held:
A: I previously ran for the same office (City Council District 1).
Q: How much funding have you raised for your campaign?
A: Thus far I've raised $2,600 thus far in my campaign.
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:

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A: I have never been arrested or involved in any criminal proceedings.


Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I was born and raised in Denton and spent the majority of my time in District 1. My
experience is one of the key assets. The city of Denton is diverse and the council should
reflect its citizenship.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: My priority is to first, unite the district, next develop a process and procedure of
communication with the citizen in the district. Lastly, the increased conversation will yield a
vision. I would create daily steps to fulfill the vision. There is no cost associated with these
actions.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: The key differences are my experience in the district. Also I think I have a better ability
to unite the people and communicate with all its residents.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: On my list attracting commercial development ranks third. It falls directly in line with
implementing a vision for the district.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: - no response -
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: - no response -
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I support seamless regional transit system. The Denton County rail service is in
progress and will go live in June. I support this project 100%.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: - no response -
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: - no response -
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The current council has done a fair job. I would take a more detailed look at the budget
and the city’s spending.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The district has very low voter participations; my goal is to work to change that.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: I would continue to work with state and federal legislators to intact tougher regulations.
At this point I'm not sure about the current administration’s commitment.

Timothy Wayne Morrow

Biographical Info:

Questions:
Q: Length of residency in the city
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so

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had passed.
Q: Length of residency in the district, if applicable
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Occupation/main source of income
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Current civic involvement/highlights
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Previous civic involvement/accomplishments
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Education
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Previous public offices sought/held:
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: How much funding have you raised for your campaign?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Who are your top three contributors?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so

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had passed.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.

Kevin Roden

Biographical Info:
Name: Kevin Roden
Street Address: 322 Texas Street
City/Town: Denton
State: Texas
Date of Birth: 6/27/74
Work or Campaign Office Phone Number: 940-206-5239
Home Phone Number: 940-206-5239
Mobile Phone Number: 940-206-5239
E-mail Address: kevin@rodenfordenton.com
Campaign Web Site Address: http://rodenfordenton.com
Questions:
Q: Length of residency in the city
A: I have lived in Denton since August 1992.
Q: Length of residency in the district, if applicable
A: I have lived in District 1 since August 2005.
Q: Occupation/main source of income
A: Educator. I work as the Assistant Director of Student Life for the Texas Academy of

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Mathematics and Science, an residential academy for high school-age students located on
the campus of the University of North Texas.
Q: Current civic involvement/highlights
A: I am currently the Chairperson for the Denton Historic Landmark Commission. I serve
on the Citizen Advisory Team for the Denton County Transportation Authority. I run a local
news and opinion website devoted to educating Denton citizens on local affairs and
happenings - http://thinkdenton.com. I am the host of Denton's Drink and Think, a Denton
cultural landmark which engages the community on big ideas and issues.
Q: Previous civic involvement/accomplishments
A: I served on the City of Denton Term Limits Charter Review Committee in 2009. I have
worked as an adviser for "35 Conferette," a music festival in Denton (previously NX35). I
have served and continue to serve several non-profits and local agencies through
community service activities.
Q: Education
A: PhD (in progress) - University of Dallas, Institute of Philosophic Studies, Philosophy MA
(2007) - University of Dallas, Philosophy BA (1998) - University of North Texas, Political
Science
Q: Previous public offices sought/held:
A: Chairperson - Historic Landmark Commission (appointed in 2009 by Denton City
Council)
Q: How much funding have you raised for your campaign?
A: Approximately $4500 so far.
Q: Who are your top three contributors?
A: Eric Pulido Eric Nichelson McKenzie Smith
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Recently, Denton has been in a fast-paced transition from a semi-rural college town to a
fast-growing cultural and intellectual center with a growing urban flare. As the upcoming
DCTA A-Train connects us to the metroplex in ways previously unimaginable, Denton will
be in need of a new brand of leadership to help us handle growth in a way that has an eye
on the character and uniqueness of our community. One way our community has felt this
pressure is from development interests in and around our precious older neighborhoods,
many of which are located within District 1. My experience as Chair of the Historic
Landmark Commission has given me a track record of pro-neighborhood advocacy.
Instead of simply protecting our core neighborhoods, it is time for Denton to begin to
cherish them through infrastructure investments. Years of city planning that has seen the
city more of a place for cars rather than humans has had the result of cutting off safe
walking and biking paths for neighborhoods that are otherwise quite close to our town
square. Denton's citizens are our greatest, yet under-utilized asset. Denton can do better
at actively involving citizen participation in civic affairs. Through my involvement with
Denton Drink and Think and thinkdenton.com, I have a proven record of getting citizens
involved in thinking through the future of their community. It is my belief that Denton has
one of the most creative and technologically-savvy workforces in the region. Our hidden
secret is that we have many post-graduate students who would rather wait on tables than
leave Denton - and they will usually be ready to work at a profession for a lower cost than
their counterparts in Dallas and Fort Worth. We need city leadership who has a vision for
how to attract new employment opportunities to our city.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Infrastructure improvements that better connect and heal our neighborhoods. Starting
with what is already planned for our downtown as part of the recent Downtown
Implementation Plan, I will push to include the surrounding neighborhoods in the plan as a
key amenity to the downtown area. Infrastructure needs included: sidewalks, bike lanes,
and safe ways to cross busy roads. The plan could be put in place today, even if we have to
wait for better financial times to begin implementation. As roads are repaved on normal
schedules, that is a good time to add bike lanes at a low cost. Reexamine how Denton
sells itself to potential employers. We need to develop a savvy, technologically driven
marketing campaign in order to attract meaningful employment to Denton. Given the
creativity already existing in this city, I trust we can enlist citizen volunteers to help with
such a project in a way that avoids the cost of outside consultants who might normally
create such a campaign. Historic preservation of our downtown structures. Most citizens

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would be surprised to learn that most of the historically significant structures in our
downtown area are without meaningful preservation protection. The city has yet to learn
the lesson from the destruction of 1920s era buildings in the Fry Street area and needs to
respond with measures that prevent something similar from happening on our historic
square.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have more experience. I serve as the Chair of the Historic Landmark Commission and
as a member of the DCTA Citizen Advisory Team. I have written extensively on several
key city issues through my work with thinkdenton.com. I have more vision. A simple
comparison of the issues on my website versus my opponents will make this clear. I have
more ability to get other citizens involved in the process. My wife and I have hosted
monthly gatherings in our home over the years to thousands of friends and strangers alike
- many of these forums have centered on thinking through the city.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Denton continues to feel the pains of an ailing state and national economic crisis.
Though sales tax revenue appears to be on a consistent rebound, the downturn of the last
few years will continue to have economic consequences for some time. Expected state cuts
in the areas of public schools and higher education will continue to burden our local
turn-around. Municipalities across the country, in light of the national economic woes, are
beginning to take a serious look at what they can do to ensure a healthy economy in their
city and region in order to protect against merely being at the mercy of national or global
trends. Denton needs to take a fresh look at just how we are going about attracting and
retaining companies to our city. Some of our city’s most educated, talented, creative, and
hard-working citizens are serving our meals at restaurants, pouring our drinks at the local
bar, or pulling shots of espresso at the coffee shop. They are doing this because we have a
town with a feel, a culture, and a list of amenities that makes them want to stay – and
they are willing to work for minimum wage and tips in order to do so. We should be
actively advertising this unique workforce to potential employers around the world. I have
no doubt that many of these young college graduates would be willing to work for less than
their big city counterparts if it meant being able to stay living in Denton. In order to do
that, however, we need to make sure that we are continuing to pursue policies that make
Denton attractive for the emerging young creative class. We need to stop seeing things
such as bike lines as mere issues of concern to traffic engineers. It is precisely our lack of
such amenities that are driving many talented graduates away from Denton and to places
such as Austin and Seattle – and, no doubt, savvy employers follow such trends when
making decisions on where to relocate. We need to understand how intricately tied our
policies on issues like livability, the environment, our culture, and the arts are to our
economic well-being.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: The average voting age in Denton is 61, while the median age of Denton residents is
26. Many are taking notice of an emerging crop of 30 somethings who are creating culture
in new ways in Denton. Through large civic events such as 35 Conferette and the Denton
Community Market to rising non-profits such as Querencia Bike Shop and Seeds of Change
to voices for change found in the likes of BikeDenton.org, Denton is changing through the
efforts of a younger demographic.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Immigration policy is an issue that is typically dealt with at the Federal level. But cities
can and should advise state and federal representatives on how the issue effects their
municipalities in various ways.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I favor a seamless regional transit system. I have been an outspoken advocate of the
upcoming DCTA A-Train, a train that will connect Denton to the DART system in June of this
year. It is now our turn to make sure that perceptions change enough regarding public
transit in order to see increasing levels of success as we move forward. The only way to
effectively argue for increased infrastructure and levels of service is to create a demand.
We need to work closely with local schools, universities, citizen groups, and businesses to
make sure we are providing the best education and opportunities about the possibilities of
rail service in our region.

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Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: In addition to regional transit, the environment is another issue that requires regional
cooperation. The nature of the environment teaches us that pollution does not remain
within the limits of a city - bad policies in one area negatively effect areas where even the
best practices are in place. Given the recent concern over the environmental and health
effects of natural gas drilling in our area, there is an opportunity for greater cooperation
and collaboration from among concerned cities. Not only will this aid in the sharing of the
best information and practices, but it allows for a greater block of voices with state and
federal regulators when it comes to local control over such issues. Another area for
cooperation is the economy. Economic health tends to track with localities. Working
together with other cities in the North Texas region can have the positive effect of
identifying areas of strength and resources that can be useful to all in terms of developing
and attracting industry.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: As we grow and there is increased interest in development, there needs to be continual
education among the key decision makers both at the council and city staff level, of the
uniqueness of our town. The state of the public administration profession today means that
a good number of our city staff members are not from here and many do not even live
within the Denton city limits. That presents the possibility of a vision for Denton fostered
among the city’s professional workers that is at odds with the vision of our citizens. Efforts
should be made to remedy this difference of perspective.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: I have little criticism of how the current leadership has handled our city budget. They
have made steps to get ahead of the economic downturn impacting us through a few years
of lower sales tax and diminished property tax revenue. I would continue to critically
examine our use of high-paid outside consultants for things that could be done with our
existing professionals and engaged citizens. We need to prioritize and identify which major
purchases, replacements, or upgrades can be put off until better economic times.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The lack of meaningful citizen engagement worries me greatly. Only about 5.3% of the
voting population bothers to vote in local elections, yet it is the city where we ought to be
learning how to be effective citizens in a democracy. Without this, our sense of citizenship
will be reared solely through an engagement with abstracted, and often times polarizing,
national issues. I wonder if we ever look at our city and ask the important question: what
are we doing as a city to develop the next generation of citizens?
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: It is surprising that Denton has chosen a path of mediocrity when it comes to our
approach to the environmental issue of our day – natural gas drilling in urban areas. You
may recall the firestorm that erupted when the City Council voted to allow drilling at
Rayzor Ranch, right next to a city park and numerous medical facilities. At the time, the
Council claimed their hands were tied by state regulations and outdated city codes. After
having the chance to review and begin the process of amending city ordinances on the
matter, the Council has opted to reject a moratorium on drilling (a path many cities in
Texas have pursued) and has chosen to implement temporary rules that are not even the
toughest possible from around the state. In fact, the recently adopted rules, despite the
posturing of council members during the Rayzor Ranch drilling debate, are not even tough
enough to prevent a repeat of that scenario. We can and should do better than this.
Recently, a group of UNT professors from various departments embarked on a research
study of the environmental and health impacts of natural gas drilling in the region.
Following the quite humane “precautionary principle,” Denton should immediately declare
a moratorium on such drilling until the conclusion of such and other studies. Protecting the
health and safety of her citizens is the most basic justification of government. In the
absence of coherent or effective state regulation on the matter, cities should more
forcefully assert their power in order to protect their citizens. As we re-examine our
ordinances related to drilling, these are my recommendations: Denton should seek to be a
state and regional leader when it comes to progressive regulations. Other Texas cities
should use us as a model for tough urban drilling regulations that aims to protect our
citizens. Renters need to have a seat at the table. Although the legal justification for local
regulation in such matters stems from a city’s right to control nuisances, the current and

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suggested policies dealing with issues of notification and set- back requirements dictate
that only actual property owners are included in the process. I can own a 100 unit
apartment complex and based on my recommendation alone, set-back requirements can
be eased for drilling on that property simply because I am in support. If the legal
justification stems from local nuisance regulatory powers, then ANYONE potentially
bothered by such drilling by virtue of their proximity (whether owners or not) should be
able to support percentages of the drilling application. Gas company representatives who
make it a habit of intimidating our city and residents by openly threatening lawsuits in
public hearings should not have a seat at the table in such discussions. UNT’s world-
renown environmental ethics department should be brought into the discussions and
representative researchers should sit on the relevant boards. A partnership should be
forged with the University of North Texas to gain from their expertise on these and other
environmental matters.

Denton City Council, Place 2


Description: Note: Only Denton residents living in this district may vote in this race. Click
here for a district map.

Candidates (choose 1):

Zorobabel Gomez

Biographical Info:
Name: Zoro Gomez
Street Address: 3101 Cedar Hill
City/Town: Denton
State: Texas
Date of Birth: 07-22-1992
Work or Campaign Office Phone Number: (940) 595-5501
Home Phone Number: (940) 595-5501
Mobile Phone Number: (940) 595-5501
E-mail Address: zoro.gomez@gmail.com
Questions:
Q: Length of residency in the city
A: 18 years
Q: Length of residency in the district, if applicable
A: 11 years
Q: Occupation/main source of income
A: Student
Q: Current civic involvement/highlights
A: Attempting to get a spot on City Council to get involved in my community hoping to
start getting involved at a young age.
Q: Previous civic involvement/accomplishments
A: Prosecutor for Denton County Teen Court program for two years.
Q: Education
A: I graduated from Denton High School (Class 2010) and I am currently a student at
North Central Texas College working on my core classes. Afterwards I plan on transferring
to the University of North Texas for my Bachelor's Degree in International Business.
Q: Previous public offices sought/held:
A: None; This is my first time running and won't be my last.
Q: How much funding have you raised for your campaign?
A: Right now I currently have raised around the right amount I needed for my campaign.
All I am getting done is business cards, flyers, bumper stickers, a few t-shirts, and my
yard signs.
Q: Who are your top three contributors?
A: My parents have been my main contributors to my campaign funding, then comes my
family (uncles, cousins, ect.) and my other top contributor is my insurance agent.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for office for a lot of reasons. My main reason is because I see a lot of

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things that need to be changed and I don't want to just sit back and complain I want to
take action, like Gandhi once said, "Be the change you want to see in the world." I believe
the voters should consider me as the most qualified candidate because I bring in a
completely different perspective to the City Council because I am young, a minority, and I
don't have any preconceived notions. I would look at every problem from an un-biased
point of view. In other words, I am the best qualified candidate to make the best decisions
for the generations to come.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Improve infrastructure, communications between city hall and citizens, and address
budgetary shortfalls. I don't think this is going to need much pushing as these are issues
which should have been addressed years ago and citizens are anxious for these actions.
The most prudent way to pay for these improvements would be to cut from non-essential
services so that no further debt is acquired.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: The key differences between me and my opponent is that I am not an establishment
candidate which means my agenda is completely different than what has been pushed for
the last 35 years. Judging from the state of the city it is evident that it has not worked for
us. Another is I bring a new perspective to the table: I'm young, a minority and am not set
in my ways.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Denton has not done a good job of diversifying its tax base. We lack upscale
developments, both residential and commercial, because we don't have good-paying jobs
to support such development. Attracting this type of development would be a high priority
and one way to attract it would be to streamline the planning department to be more
effective and efficient so that developers would have a pleasant enough experience that
other developers would be interested in coming as well.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Denton is one of the fastest growing cities in our area. In 1980 Denton's population was
40,000, today it stands at approximately 130,000. That is phenomenal growth. Denton is
not doing enough to address infrastructure issues (particularly streets) to keep up with
these daunting numbers. I would address the fundamentals of public safety (police, fire
and ambulance) and utilities (roads, infrastructure, etc.) before earmarking funds for
nonessential services.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Denton is not in a position to address the issue of illegal immigration because there is
no money in the budget and secondly illegal immigration is a federal, not local issue.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: Yes, I favor a seamless regional transit system and we're well on our way to making it
happen. We have buses and the train is coming in June. Now we need bike lanes which can
only be done if we address the road problems. We're falling behind $16 million a year in
street repairs. The other issue which needs to be addressed is that of ridership. We need to
advertise and encourage everyone to use the system.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Denton has not fared well in partnerships generally speaking. Regional partnerships are
always a good thing, particularly with expensive projects which would be better shared and
not duplicated. I would encourage regional partnerships after becoming more familiar with
regional needs at the Councils of Government meetings.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Our city utility services, etc. are absolutely great. I'm not sure how cost-effective the
services are as City Hall was not able or willing to provide me with information I needed to
make those assessments. The changes I would make is to ask for a complete audit of each
department.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?

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A: The current leadership has not done well in weathering the economic storm because
they've not made necessary cuts to the budget. We've spent some of our reserves and
have even more debt obligations than ever. The only way to balance the budget and main
basic infrastructure is to first acknowledge that spending is out of control and look for the
appropriate solutions. Thus far, our current leadership still believes it's doing a good job.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The most uncomfortable truth about our city which voters must confront is the debt
burden they are saddling future generations with. The generation before me is the first
generation which did not have the same opportunities as their parents. It is sad they are
not thinking about the future generations and the hardships they'll be facing.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: City leaders promised citizens they'd have input into crafting local ordinances to protect
the citizens. So far they've denied citizens any input, have not adopted the most stringent
drilling ordinances and seem to love natural gas well drilling because it brings "economic
development" to the city. This is sad in the sense that very little seems to have been done
to protect the citizens. There are gas wells very close to schools, houses, nursing homes,
hospitals and parks. This doesn't look like a concerned council to me.

Dalton Gregory
Biographical Info:
Name: Dalton Gregory
Street Address: 2408 Emerson Lane
City/Town: Denton
State: Texas
Date of Birth: February 15, 1952
Work or Campaign Office Phone Number: 940-565-9331
Home Phone Number: 940-565-9331
Mobile Phone Number: N.A.
Fax Number: N.A.
E-mail Address: daltonrgregory@gmail.com
Campaign Web Site Address: N.A.
Questions:
Q: Length of residency in the city
A: 47 years
Q: Length of residency in the district, if applicable
A: 29 years
Q: Occupation/main source of income
A: Texas Teacher Retirement System
Q: Current civic involvement/highlights
A: I am completing my first two years on the Denton City Council representing the citizens
of district 2. I serve on the Economic Development Partnership Board, the council
Committee on the Environment, the council Mobility Committee, and the council Ethics
Committee. I have supported stronger regulations for gas well drilling, smart growth,
appropriate incentives for economic development, neighborhood integrity, and bicycle and
pedestrian issues.
Q: Previous civic involvement/accomplishments
A: I have given more than 20 years of service on boards and committees for the City of
Denton. I worked to created the Teen Court for Denton, a convenient and affordable after
school day care in all Denton elementary schools, and the Clear Creek Natural Heritage
Center. I have served 12 years on the Parks and Recreation Advisory Board along with
other city committees.
Q: Education
A: Graduated from Denton High School in 1970 Bachelor of Science in Education -
University of Texas at Austin - 1974 Master of Education (Administration) - Sam Houston
State University - 1981
Q: Previous public offices sought/held:
A: I was elected in 2009 to the Denton City Council
Q: How much funding have you raised for your campaign?
A: $1,000
Q: Who are your top three contributors?
A: Four individuals have given $100 each. Others have contributed smaller amounts.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?

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Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: My wife and I moved back to our home town of Denton in 1982 because we believed
that it would be a great place to live, work, and raise our three daughters. We have both
sought ways to serve and contribute to the place we call home. I want to serve on the city
council as a way to help direct our growth so that Denton becomes and even greater town.
Hundreds of citizens worked to develop a comprehensive master plan in 1999. I support
that plan and want to help make it a reality.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: We need to complete phase II or our gas well drilling ordinance, implement our
downtown improvement plan, and complete a comprehensive bicycle plan. These items
are already funded.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have a proven record of service and leadership in Denton. Retirement gives me the
time to carefully study the issues and serve on council. I have a good understanding of our
issues and clear ideas about our future.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: We need a mix of residential, commercial, and industrial development. Denton is one of
only three cities in the Metroplex that has more people coming to work than leaving to
work elsewhere. It is important to grow a diverse economic base.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Like the region, Denton is growing rapidly. Since 2000, we have grown 40.8% in total
population. Denton is an affordable place to live with great schools and opportunities to
work. It is still, primarily a college town, but we have a variety of manufacturing
operations and corporate offices located here. Our airport has grown from six to over 60
businesses in the last 20 years. In June of this year Denton will be connected by the A-Train
(The Denton County Transit Authority's commuter rail line) to the DART system. The train's
northern stop is about four blocks from our authentic downtown featuring great shops,
restaurants, entertainment venues, museums, and our beautiful historic Denton County
Courthouse.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: All police departments should enforce the law and work in cooperation with state and
federal law enforcement. Illegal immigration is an issue that needs to be addressed at the
national level.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: The citizens of Denton approved a quarter cent sales tax about ten years ago. We also
agreed to share our "rails to trails" hike and bike trail with the Denton County Transit
Authority for the 20+ mile A-Train that will have a link to the DART light rail system. That
will provide train links to Ft. Worth and eventually DFW airport. Denton has been willing to
help fund the effort and we invite other cities in the Metroplex to join us.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Transportation and air quality are two major issues that face our region. Interestingly
they are linked. Our road system is not adequate for the population growth and our state
government is not willing to provide adequate funds for construction and road
maintenance. Regional leaders have offered alternative plans so that we can fund our own
transit and road projects with mixed results from Austin. We need to keep up that effort
and do more to educate our citizens so that we get more cooperation at the state level.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: We have worked hard to find every savings in order to provide the most cost-effective
services to our citizens. We need to continue to seek out was to operate more efficiently.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present

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need to maintain roads, sewers and other basic infrastructure?


A: Denton has been able to handle the economic downturn in a variety of ways. We have
cut budgets in some areas, rearranged priorities, used our fund balance, raised our
property tax, while also increasing the homestead exemption for senior citizens. It has not
been easy and if we do not see improvements in our revenues our citizens will likely see
more impacts to city services in our next budget cycle.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Too many citizens have adopted the idea that we don't need to pay for the services we
receive from our local, state, and federal governments. We can't blame teachers, police
officers, and fire fighters for wanting to be paid for the jobs they perform. We can't
demand more and higher quality services from our cities without paying for those services.
I've never had a citizen ask me to cut back on a city service he or she depends on. Yet that
same citizen might be willing to cut a service that he or she does not use. We need to
remember our idea of pulling together and helping one another and understanding that
paying taxes is an act of patriotism and civic responsibility.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: Denton was one of the first cities in the region with gas well drilling ordinances.
Unfortunately we discovered that our rules have not kept up with industry practices. We
have recently completed phase one of our revisions. We are now staffing our gas well
inspection team and will begin work on phase two of our revisions. It is important for
citizens to know that city authority over drilling are limited by state law. But there are
things that we can and must do to provide more protection for our citizens.

Denton City Council, Place 3


Description: Note: Only Denton residents living in this district may vote in this race. Click
here for a district map.

Candidates (choose 1):

Jim Engelbrecht

Biographical Info:
Name: Jim Engelbrecht
Street Address: 2305 North Lake Trail
City/Town: Denton
State: TX
Date of Birth: 06-10-1947
Work or Campaign Office Phone Number: N/A
Home Phone Number: N/A
Mobile Phone Number: 940-206-5167
Fax Number: N/A
E-mail Address: jengelb@verizon.net
Campaign Web Site Address: N/A
Questions:
Q: Length of residency in the city
A: 30 years
Q: Length of residency in the district, if applicable
A: 29 years
Q: Occupation/main source of income
A: N/A
Q: Current civic involvement/highlights
A: Lake Ray Roberts Planning & Zoning Commission, City Council Committees, Denton
Rotery Club.
Q: Previous civic involvement/accomplishments
A: City of Denton Planning & Zoning Commission (9years - Chair, 3 years), Several city
committees over my residency, Numerous local non-profit groups over my residency.
Q: Education
A: MBA - Northwest Missouri State University BA - Park University
Q: Previous public offices sought/held:
A: Completing first term - Denton City Council, District 3
Q: How much funding have you raised for your campaign?
A: None

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Q: Who are your top three contributors?


A: N/A
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: To continue to work with the citizens to further the development of the fabric of this
community.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: - Development of a comprehensive plan to address street maintenance. - Development
of policies to further the involvement of our growing 20 & 30 something population in civic,
economic and cultural activities.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I will let that question to the electorate.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting approptiate commercial development has been a priority for a number of
years. Community and city policies and activities in this regard are well cordinated and
focused.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Denton has experienced over 40% population growth during the last decade.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Police should interface with other law enforcement agencies as the current laws require
regarding this issue.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: Favor
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Air Quality and Transportation
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: City leadership and many community members are very focused on finding and
implementing cost efficiencies in all departments at all levels.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Denton included a hiring freeze and restrictions in overtime, slowed the CIP schedule,
and dipped very modestly into reserve funds.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Deferred maintenance on our streets.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: A new ordinance is currently being drafted. Curretly scheduled for completion following
the current state legislative session in order to address any changes in state law.

Derrick Murray

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Biographical Info:
Name: Derrick M. Murray
Street Address: 4516 Rhone Dr
City/Town: Denton
State: TX
Date of Birth: 02/02/1972
Mobile Phone Number: 214-929-7790
E-mail Address: derrick@murray4denton.com
Campaign Web Site Address: www.murray4denton.com
Questions:
Q: Length of residency in the city
A: I moved to Denton in October of 2006
Q: Length of residency in the district, if applicable
A: I have lived in District 4 since October of 2006
Q: Occupation/main source of income
A: Information Technology Manager for United Orthopedic Group in Plano, TX
Q: Current civic involvement/highlights
A: I am President of the UNT Alumni Association Denton Chapter, and I am chairman of the
City of Denton Parks and Recreation Board.
Q: Previous civic involvement/accomplishments
A: I served as a Senator in the UNT Student Government Association and was chairman of
the Student Affairs Committee. I was a leader in several student issues including bringing
transparency and accountability to the Student Service Fee budget process. I also
campaigned for the creation of the Student Athletic Fee to fund athletics at UNT.
Q: Education
A: I graduated from the University of North Texas in 2008 with a Bachelor of Science in
Business Computer Information Systems, and I am completing my MBA in strategic
management this May.
Q: Previous public offices sought/held:
A: I have never run for public office.
Q: How much funding have you raised for your campaign?
A: Approximately $225
Q: Who are your top three contributors?
A: Jun Lee Mark Miller Kevin Kokjohn
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I was detained in the town of Southlake, TX in 2003 for failure to pay a traffic fine I
received a year earlier. I paid the fine upon arrival at the police station and was processed
in less than 30 minutes. I was not required to go to court and I was not charged with a
criminal offense.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for city council because I believe in public service and I believe I can help
make Denton a better community. My business career has helped to shape my skills in
teamwork and building consensus among many stakeholders. I have ideas on how to
make Denton a better city. I want to help guide our budget process to ensure we have
adequate funding for vital city services such as building roads, providing public safety, and
offering reliable utilities. I want to improve relations between the city and our two
outstanding universities by forming a University Relations Advisory Board. And finally, I
want to help bring business and commerce to Denton so our citizens can enjoy a better
quality of life, instead of wasting precious family time sitting in traffic and commuting to
other cities in DFW.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. Ensure that funding for local roads meets the recommendation submitted to City
Council earlier this year. Paying for this would require fully utilizing funds provided by
TXDOT. I will publicly press for roads to be fully funded, encouraging citizens to participate
in the process and ask their city council to increase funding to appropriate levels. 2. I will
propose an ordinance establishing a University Relations Board. I believe that the city of
Denton should take full advantage of the resources offered by the two local universities.
We have a thousands of students graduating every year who leave Denton for other cities
and better job opportunities. I want an advisory board comprised of university officials,
business leaders, citizens, and city council members. The goal of the board would be to

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ensure that the goals of the city, its citizens, and the universties are aligned. I believe such
a board would have been very beneficial in negotiation a solution to the UNT football
stadium traffic issue. 3. Business development needs to improve in Denton. Of the top 10
Denton employers, only 4 of them are private business. Over 27% of our citizens are
employed by a government entity. Local employment of our citizens has fallen from 37.9%
in 2001 to 33.6% in 2010. I believe that spending several hours a week commuting to
surrounding cities in order to provide for our families abates our quality of life. I will work
with city council members to encourage business development, with a special emphasis on
attracting industries that can take advantage of a young, educated workforce generated by
our universities. These would include computer technology, electronics, aviation,
telecommunications, and biotechnology. I will support aggressive tax incentives in the
form of 10 year abatements to bring these industries to Denton.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Chris Watts has served the city of Denton honorably for 4 years. I respect his desire to
serve and the success he has achieved in our community. However, his voting record has
at times been adverse to the growth and progress of our city. Mr. Watts voted against the
Fry Street pharmacy drive-thru that pretty much killed the plans United Equities had for
that property. There were legitimate concerns about the drive-thru, but I believe United
Equities offered a reasonable solution and the planning board endorsed the plan by a vote
of 5-1. Partly as a result of the 4-3 council vote, the lot has remained empty after 4 years.
Mr. Watts has opposed other proposed developments in the city during his two terms on
the council. Mr. Watts has also voted twice for tax increases for a total increase of 9.9%.
He has also voted in favor of raising the city budget by 30% over the last three years. I
believe in our current economic climate, the city needs to get the budget under control.
Priorities needs to be set, and vital city services need to be fully funded.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: It is one of my top priorities. The city of Denton has done a poor job of attracting
commercial and industrial developments. In fact, I would call their actions in recent years
borderline hostile. Boeing left Denton several years ago, and six of our top 10 employers
are government entities. While Schlumberger and Target have plans to move operations
into Denton, our city council needs to so a better job of encouraging economic growth.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Denton is growing rapidly. Denton County has grown by 53% since the 2000 census,
and the city of Denton has grown over 40% in the same timeframe. Our universities are
also growing. UNT has enrollment of about 38,000 and TWU is about 14,000. Our city
needs to do a better job keeping up with our tremendous growth. That will mean we need
to prioritize our city budget expenditures, with a special emphasis on roads, public safety,
and utilities.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Illegal immigration is a federal issue and as such needs to be enforced by the federal
government. Our police department should check the immigration status of criminal
suspects in the course of performing their routine duties. However, we cannot afford for
our police officers to be ICE agents and we should not target people based on their skin
tone. I do not want the city of Denton to follow the lead of other communities such as
Farmer's Branch in implementing local ordinances that are hostile to people who seek to
make their lives better by coming to our country. Instead, I would like the city to consider
actions that can put pressure on the federal government to enforce current immigration
laws. Some cities and states have considered suing the federal government for
compensation of the costs to educate, house, and provide medical care for illegal
immigrants. I would support such a measure if the federal government continues to be
lackadaisical about immigration enforcement.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I support a completely seamless regional transit system. Such a system could realize
economies of scale and provide better service at the same cost to taxpayers. Our
transportation issues are spreading, and they are not going to improve any time soon. We
simply cannot build enough roads to keep up with our growth. I would like to see a light
rail system that connects our major cities in a hub and spoke system of rail lines. DART has
built a good foundation on which we can expand. My wife and I are thrilled that we can

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now take the DART Green Line to Stars and Mavs games, but we were very disappointed
to find out that we would not be able to ride the train all the way to Denton. We find it hard
to believe that Denton County citizens have paid millions of dollars in taxes for a light rail
system that will run only part time. As a member of Denton City council, I would support
any plan that would seek to consolidate DART, DCTA, and The T.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Other issues where we can benefit are education, utility services, and social services. I
would like to see more regional advisory boards comprised of citizens, community leaders,
and city officials to find areas where we can cooperate.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: No. Our city commissions studies regarding the condition of our roads and then fails to
act upon them. In 2003, the Denia Mobility Plan urged the city focus resources on roads in
the neighborhood and feeder roads in order to accomodate the planned UNT football
stadium. Eight years later, the city has failed to act on this plan. Why commission these
studies and then ignore their recommendations?
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Plain and simple, we need to set priorities. It is unfortunate that when revenue growth
was in double digit, our city government failed to fund our most vital city services such as
roads. Now that we face serious economic problems, our city council must make the tough
choice of cutting some non-essential services in order to balance the budget.
Q: What is an uncomfortable truth about your city that voters must confront?
A: I think the thing about Denton that many find frustrating is the resistance to change. We
have wonderful historic neighborhoods and our college culture is eclectic and amusing. But
that does not mean we have to preserve areas of our city that have become neglected and
run down. We need to realize that progress and growth can be a driver for positive change.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: Unfortunately, state law limits what cities can do to limit the impact of urban drilling.
The Denton Record-Chronicle ran a series called Citizens of the Shale, and I highly
recommend it to all DFW residents. I wish we could find a balance between providing
energy to our citizens and protecting their health. This is a tough issue, and we are finding
out more about the effects of urban drilling every day. I am encouraged that the state
recently passed a bill requiring fracking chemicals be made known to local citizens. Specific
to the city of Denton, I would support a 90-day moratorium while we gather more
information on what we can do to protect the residents of Denton.

Mike Sutton

Biographical Info:
Name: Michael Wallace Sutton
Street Address: 1306 W Hickory St
City/Town: Denton
State: Texas
Date of Birth: May 2, 1954
Work or Campaign Office Phone Number: 940 383 7478
Home Phone Number: 817 403 3594
Mobile Phone Number: 817 403 3594
Fax Number: 940 387 5824
E-mail Address: mike_sutton_1999@yahoo.com
Questions:
Q: Length of residency in the city
A: 18 years
Q: Length of residency in the district, if applicable
A: 18 years
Q: Occupation/main source of income

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A: Business Owner (Big Mike's Coffee) and Landlord


Q: Current civic involvement/highlights
A: I ran for Denton City Council for the first time three years ago as my first foray into
formal politics. Despite not having held political office, I have been an engaged and active
citizen across the spectrum of political action from protest and petition writing to
involvement in actions to correct grievances with city policy at a judicial level. Even my
business has become a fertile ground for political action, the community event room and
even dining area are forums for vigorous discussion and planning. Currently, I am
involved in the struggle of our neighbors in the McKenna Park and Presbyterian Hospital
area with the companies currently exploring fracture drilling at Rayzor Ranch. Fracture
drilling around the country has been called into question over benzine contamination of
groundwater and the potential dangers posed to the surrounding community. As near as
Parker County in Texas fracture drilling has been proven to contaminate sources of
groundwater and pose a danger to nearby people. Pennsylvania, Maryland and many
municipal and county authorities around the United States have issued moratoriums on
fracture drilling and it is time for Denton to catch up. Additionally, I have vehemently
opposed recent city council decrees which provide leeway for the municipal electric
company and police to enter residences at "any reasonable time." Any measure that
increases the ability of government to intrude on the quiet enjoyment of property and
privacy should be rejected. Too many decisions in Denton have been made to the
betterment of the bureaucracy of the city and county rather than to the people they are
meant to represent. Finally, I am and have been involved in a consistent attempt to call
out corruption within the municipal government. Too many instances of self-serving policy,
abusive uses of municipal authority and conflicts of interest have been persisting in Denton
politics for years. If there is a single reason that I am running it is to provide an honest
representation of the best interest of the city rather than my church, family or own
economic interest.
Q: Previous civic involvement/accomplishments
A: Covered supra.
Q: Education
A: Horticulture Associates Degree, Tarrant County College
Q: Previous public offices sought/held:
A: City Council - 2008
Q: How much funding have you raised for your campaign?
A: $120
Q: Who are your top three contributors?
A: All donations are under $50 and are therefore anonymous.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: Yes, I was arrested in college on misdemeanor charges, but was not convicted. I have
been involved in many civil suits, most recently a civil suit brought by our mayor, who also
collects taxes for various taxing jurisdictions via his private law firm, Sawko and
Burroughs, P.C. I have also been the plaintiff in a term limits suit against three former city
council members, including Mark Burroughs, current Mayor of Denton.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Voters should consider me a choice without interests which run counter to the will of our
citizens. I am not connected to any special interests nor do I have personal interest
invested in the day to day operations of the city. By not being party or interest affiliated, I
am able to make decisions on behalf of the will of our citizens and the interests of the
community. What qualifies me to enter into this office is my continued vigilance and
activity within the community and its government without making it an enterprise for my
own gain.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. I would eliminate gas wells. I would push for further research and cooperation with
other communities which have already researched the long-term effects of fracture drilling
and attempt to move the council to vote against the current zoning in the drilling areas. In
order to offset the loss in tax revenue from these companies, I would encourage local
businesses to stimulate our taxing jurisdictions. Additionally, I support cuts to certain city
services including code enforcement and municipal involvement in the construction of the
UNT football stadium. I would also favor increasing taxes and removing tax breaks on
businesses from outside of our community. 2. I would repeal the recent action taken by
the city to expand the authority of its municipal electric company and to increase the cost

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and credit qualifications required for service. These measures harm the least advantaged
members of our community and pose a risk to all of our civil liberties. As previously
stated, I believe that a mixture of economic stimulus for local businesses to keep money in
Denton, targeted cuts of municipal services and some tax increases can easily offset the
additional money supposedly gained at the cost of privacy. 3. I would support stringent
anti-corruption legislation at the municipal level, which would be aimed at controlling the
losses being sustained by the citizens as a result of the current council members' and
mayor's self-interest. This measure would cost the city nothing, but gain Denton honest
representation and ensure appropriate use of the city's tax funding.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My opponent would favor outsourcing of municipal functions in tune with the supposed
"ebb and flow" of the city's workforce. I would favor keeping the profits made through
commerce in Denton within the city and keeping jobs generated by our citizens within our
own workforce. I believe in the people, businesses, workers and spirit of Denton over and
above a community of supposed expertise which might be found outside of our city. My
opponent has also gone on record in favor of fracture drilling, including his vote in favor of
the resolution which granted mixed use zoning of the Rayzor Ranch property. While I
believe in mixed use zoning, I believe that privilege should be afforded to local businesses
rather than large conglomerates outside of our municipal borders. Our multiple esteemed
universities produce a wealth of expertise which can be sought out rather than looking to
outside firms. A strong alliance between the city and its universities can aid both alumni of
the schools and our city, while keeping jobs created by our city in Denton.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Denton has been one of the fastest growing cities in Texas over the past ten years. I do
not, however, believe that growth has been promoted by the current council in the most
responsible and efficacious way. Current initiatives to bring money into the city have
revolved around tax incentives for firms headquartered outside of Denton. The promotion
of local business and culture should be the driving force for Denton's expansion and the
corresponding expansion of the tax base.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: As one of the fastest growing cities in Texas and the nation, promoting jobs within the
city limits is the best economic policy. Where my opponent would contract city projects
from outside I would always look to how much can be accomplished by businesses already
based in Denton first. Denton is also a beautiful place to live as well as very affordable
compared to other urban areas of North Texas. In that regard I will champion homeowners
and support commuters from Denton to jobs across North Texas.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: I would advise the city and the police department to cooperate with federal agencies
and allow the proper authorities to handle these issues. At the same time I encourage
participation from all sectors of Denton. The Western part of the district in which I seek
office includes many Spanish speaking households and I expect every lawful citizen to be
free to pursue a means of living and be able to robustly participate in local government if
they so choose. I strongly believe local government most dramatically effects the lives of
Denton residents.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: While I am excited about the upcoming DART rail connecting Denton to the rest of the
Dallas/Fort Worth metroplex I pledge to strongly evaluate the consequences of invoking
immanent domain.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: As Denton City Council I will cooperate with other communities which fracture drilling
has effected in order to determine the likely short and long-term consequences of these
efforts. We need to understand how our sister communities are coping with prevailing
issues that effect the city's land and the health of its citizens.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I would support a reformation of our code enforcement division, which would
significantly decrease our annual expenditures. I am in favor of the method of completing

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the most cost effective projects which look foremost to the promotion of the local economy
and workforce rather than seeking external solutions. The most conservative and prudent
proposals for completing necessary or beneficial initiatives will always be my solution.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The Denton waste water management system is world-class. Our continued support of
efforts to modernize and engage in effective management practices will ultimately produce
a value that far outstrips our investment in infrastructure. Additionally, I would favor a
targeted system of tax increases and cuts to inessential community services in order to
fund our continued maintenance of municipal infrastructure.
Q: What is an uncomfortable truth about your city that voters must confront?
A: I am most uncomfortable with the truth that our municipal government is wrought with
corruption. Our current council is pre-occupied by special and personal interests which are
allowed to override the best interest and will of Denton's residents.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: As stated above, I would favor a repeal of the mixed zoning privileges provided to
corporations drilling for natural gas in the city. Clearly the city is neither monitoring the
on-going operations of the companies involved nor has any consideration been made to the
mounting evidence of health issues related to fracture drilling for the surrounding area.

Chris Watts

Biographical Info:
Name: Chris Watts
Street Address: 1900 Jasmine Street
City/Town: Denton
State: Texas 76205
Date of Birth: 03/31/1961
Work or Campaign Office Phone Number: (940) 594-6604
Fax Number: (940) 387-4419
E-mail Address: chriswattsatty@yahoo.com
Questions:
Q: Length of residency in the city
A: My family moved to Denton when I ws an infant. Been here since except for 6 months
in my 20's.
Q: Length of residency in the district, if applicable
A: About 20 years.
Q: Occupation/main source of income
A: Real Estate Development/Investment
Q: Current civic involvement/highlights
A: Board of Directors Health Services of North Texas; Denton City Council; Chair of Council
Audit Finance; Chair of Council Committee on Property Maintenance; Member of Council
Committee on the Enviornment; Member of Council Committee for Hotel/Motel Tax;
Council appointee to Board of Directors for Texas Municipal Power Association serving as
Secretary; Negotiation Coach for Texas Wesleyan School of Law Student Division of
American Bar Association
Q: Previous civic involvement/accomplishments
A: Board of Dirctors Court Appointed Special Advocate CASA; Volunteer advocate for Court
Appointed Special Advocate CASA
Q: Education
A: B.S. Computer Science University of North Texas; M.Ed Counseling and Student
Services University of North Texas; J.D. Texas Wesleyan School of Law;
Q: Previous public offices sought/held:
A: Incumbent for Denton City Council District 4 2007 to present.

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Q: How much funding have you raised for your campaign?


A: See campaign financing report due April 14, 2011
Q: Who are your top three contributors?
A: See campaign financing report due April 14, 2011
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running to continue my service to the community as a Council member for District
4. Having lived and worked in Denton for the past 20 years, I am familiar with the many
changes that have occurred in our city. Our population has incresed over 30% during the
last ten years. During my time on Council, I have worked tirelessly to understand the
issues facing our community and have been instrumental in developing solutions. My law
practice and real estate development activities provide me the experience necessary to
tackle issues in a growing community. I have been a leader in protecting our
neighborhoods while encouraging sound and sustainable economic growth and
development.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Balance the budget. Complete the gas well ordinance. Reduce city subsidy of the Water
Park and Natitorium facilities.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: The key difference between my opponent and I is the familiarity of the issues facing our
community. Having lived and worked in Denton for many years has allowed me to
understand the short and long term issues of our city.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting quality commercial development is high on my list of priorities. Recently,
Denton has been able to attract a top oil and gas servicing company, retail distribution
center and other commercial projects. It is critical that we balance residential and
commercial growth. Having two major universities, Council must be diligent in protecting
the neighborhoods from commercial, industrial and institutional encroachment.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: I believe we are experiencing the same changes as the rest of the region. Currently we
are handling the changes appropriately.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: I believe the procedures in place adequately address the issue.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I favor a seamless regional transit system. The Denton County Transportation Authority
is in the final phase of providing rail service from Denton County to Dart via transfer at the
Carrollton station. This will allow Denton County residents access to the rail system for
DART and all the desitinations DART serves. Conversely, it will allow residents throughout
the Metroplex a fun and cost efficient mode of transporation to enjoy all that our great city
has to offer.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: We need rail service to D/FW International Airport.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I believe the city does a good job in delivering cost effective services. During these
difficult economic times, we must continue to leave no stone unturned in trimming the
budget. It is imperative that we remain focused on basic city services; public safety, road
maintenace and infrastructure development.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The current leadership has done well during this economic storm. We have a healthy

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fund balance and have cut expenditures without reducing essential city services. When
replacing vehicles, we are choosing the most fuel efficient models appropriate for the job.
We must continually review our costs of service during the planning and development
review process to ensure our fees are in line with our costs. Any public/private
partnerships or economic incentives should ensure the greatest return on tax dollars spent.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Voter turnout. We have very low voter turnout for local elections.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: We are currently in phase two of our gas well ordinances. We are waiting to see the
outcome of the current legislative session to determine what, if any, new laws affecting
municipal regulation of the oil and gas industry are passed. Once we know what changes
have been made, we will complete the gas well ordinance. It is encumbent that we protect
the health and safety of our residents.

Duncanville City Council, At-large


Description:

Candidates (choose 1):

Jeff Burton

Biographical Info:
Name: Jeffrey P. Burton
Street Address: 810 Delphi Drive
City/Town: Duncanville
State: Texas
Date of Birth: July 20, 1952
Work or Campaign Office Phone Number: 214-641-3084
Home Phone Number: 972-780-0723
Mobile Phone Number: 214-641-3084
E-mail Address: jeffpb88@aol.com
Campaign Web Site Address: Facebook.com/JeffBurtonDuncanvilleCityCouncil
Questions:
Q: Length of residency in the city
A: I have lived in Duncanville from 1983 to the present, with the exception of the years
1987 - 1989, for a total of 26 years.
Q: Length of residency in the district, if applicable
A: I have lived in District 4 since the city of Duncanville initiated single-member districts.
Q: Occupation/main source of income
A: I work as a Special Projects Coordinator for AECOM as a direct contractor to Dallas Area
Rapid Transit's Rail Program Development Group.
Q: Current civic involvement/highlights
A: I am currently an appointed commissioner on the Duncanville Planning and Zoning
Commission. I have also served for approximately 10 years on the Duncanville Board of
Adjustments and as the Chair of that board for approximately 3 years.
Q: Previous civic involvement/accomplishments
A: Duncanville High School Band Booster supporter (4 years). Duncanville High School
Volleyball Booster Club supporter (5 years, President for 3 years). PTA President and PTA
Life Member.
Q: Education
A: Homer High School, Homer, Illinois 1970. Electronic Technology Degree from United
Electronics Institute, Dallas, Texas 1972. Brookhaven College, DCCCD, Dallas, Texas,
Business Management studies 1977 - 1979. Rochester Institute of Technology, Bachelor of
Electronic Technology studies 1987 - 1989 Rochester, New York.
Q: Previous public offices sought/held:

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A: None.
Q: How much funding have you raised for your campaign?
A: Approximately $1500.
Q: Who are your top three contributors?
A: ProDunc PAC Bruce and Sue Hafer Duane Starkey
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Duncanville is my "Hometown" and I love my city and my desire is to accentuate the
positives of my city and the school district. I have a passion for improving my city and
promoting this great city to our citizens and those not living in Duncanville. I have several
years experience with the boards I have been appointed to and know the ordinances and
zoning plans for the city. I will provide information to and seek input from ALL the citizens
and businesses of Duncanville. I have managed projects for many years and have
experience as a communicator and have developed my abilities as a very good listener to
achieve success in these areas of expertise. Listening, communicating and being able to
manage are necessary attributes for the At-Large member of the City Council as that
position represents ALL the citizens and businesses of Duncanville.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. Economic Development to include the 5 major areas designated by the Duncanville
Master Plan (I-20, Hwy-67, Main Street, Camp Wisdom and Cedar Ridge) by developing
ways to encourage families and businesses to come to Duncanville. 2. Promotion of the
city and school district to bring young families to our great city by accentuating the
positives of Duncanville. 3. Encourage the citizens of Duncanville to become more involved
with their city by asking for their inputs, concerns and accomplishments and responding
through "Town Hall Meetings and my Facebook Page as an interactive tool to facilitate my
understanding of them and their understanding of what is before the city as a whole.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: This is an open City Council position and all of us that have chosen to offer our time and
effort are to be commended. There are four people running for the At-Large position, but
only two of us have been in attendance for the pre-election meetings which indicates to me
that only two of us are serious about our desire to serve our city. I have the experience
with the years I have served on the city boards, my attendance and involvement with the
city council, and my ability to listen to the people, communicate to, and have compassion
for the concerns that will be presented as I seek the input of the citizens of Duncanville.
The key difference between myself and the other serious candidate are my years of
service and experiences with that service.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Most people think Duncanville is totally built-out. It is not. This is a top priority of mine
as we have numerous opportunities to attract residential development if we promote our
school district and the attributes of living close to Downtown Dallas and the Mid-Cities. We
must, and I will, publize the positives of Duncanville as they are many. This is an area our
city can improve on as we seek to maintain the small-town atmosphere while providing
the metropolitan amenities that are expected these days. We must be positive with this
publicity and not amplify the negatives that we all need to work toward eliminating.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Again, it is believed there is no room for growth in Duncanville. This impression could
not be any further from the truth. The Southwest Dallas County area is booming even in
this time of economic concern. Duncanville is a great city for younger families to consider
as their children approach school age. We have a great school district, know for our
academic as well as our athletic achievements. We need to develop opportunities for those
that would choose a more "urban" life-style. We need to do all we can to bring transit-
oriented-development to Duncanville which tends to encourage an alternative to single-
family traditional housing.
Q: What should the city or the police department do to address the issue of illegal
immigration?

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A: Our police department, city officials and staff, and the citizens of Duncanville should
follow the existing laws and regulations as currently constituted. When identified those
laws and regulations must be followed to protect all those involved.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: Current legislation does not facilitate a "seamless" regional transit system as your
question asks. For the entire Dallas-Ft.Worth metropolitan area to continue to expand, as
it will, there is a need for a regional approach to the transit needs that growth will bring. I
favor a regional approach to a transit system, but laws will have to be amended or
completely re-written to accomplish those needs.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: We smaller cities must continue to partner our resources (people) to provide ideas and
solutions to develop thge North Texas Region. The great secret of the beauty of Southwest
Dallas County is no longer a secret and the region needs to recognize that not everyone
that comes to this region goes north. This is not just assurance that we smaller cities are at
the table, but that there is serious consideration for the needs and wants of our city. I
would be ready to volunteer or be appointed to any committee or board that would
address these cooperation efforts.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: We have a very good city manager and city staff that work to bring us the best service
for the most efficient cost. I do believe there could be budget concerns in the near future
for Duncanville, and I will seek input from the citizens to get an idea of services they think
could be performed more effectively or eliminated if necessary and have the ability to
bring those ideas to the council and/or the city manager. We will have to put our heads
together to make sure we are using the available funds most efficiently.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Our city manager and city staff have done an excellent job of keeping the necessary
needs (Police, Fire, Water, Sewer Service, etc) in good condition. The city budget is in good
shape currently, but factors out of our control could affect that dramatically. We must
attract more sales tax generating business to Duncanville and can do that by making sure
we are as "business friendly" as possible.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The most prevalent situation currently is the situation with what use to be a Dr. Pepper
Stars Center that is now a Bobby Knights Fieldhouse. The economics of both of those
businesses has raised a concern of how that will affect the tax payers of Duncanville and
our Economic Development Board. This is prime retail real estate on one of our major
intersections and we must assure this is developed into a very profitable business.

Janet Harris
Biographical Info:

Questions:
Q: Length of residency in the city
A: - no response -
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: - no response -
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?

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Please explain:
A: - no response -
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: - no response -
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: - no response -
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: - no response -
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: - no response -
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: - no response -
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: - no response -
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: - no response -
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: - no response -
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: - no response -
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: - no response -
Q: What is an uncomfortable truth about your city that voters must confront?
A: - no response -

Duncanville City Council, Place 1


Description: Note: Only Duncanville residents living in this district may vote in this race.
Click here for a district map.

Candidates (choose 1):

Don Freeman

Biographical Info:
Name: Donald B. Freeman
Street Address: 1003 Lansdale
City/Town: Duncanville
State: TX
Date of Birth: 11-03-1941
Work or Campaign Office Phone Number: 214.808.7299
Mobile Phone Number: 214.808.7299
E-mail Address: freemanforduncanville@gmail.com
Questions:
Q: Length of residency in the city
A: We moved to Duncanville in the 70’s when Duncanville was a small, 2-3 red light town.
We were attracted to Duncanville because of the good schools and because it is a safe
community to raise a family.
Q: Length of residency in the district, if applicable
A: We have lived in District 1 since the 70s.
Q: Occupation/main source of income

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A: I am retired from law enforcement and now working part-time as a merchandizer.


Q: Current civic involvement/highlights
A: I am now serving my second term as Chairman of the Duncanville Board of
Adjustments.
Q: Previous civic involvement/accomplishments
A: Past President, Duncanville Lions Club; Multiple years with Lions Club Las Vegas Night
Scholarship Fundraiser for Duncanville High School; Helped with multiple other Lions Club
projects benefiting the community; 10 years Chairman Antique Car Show for Duncanville
4th of July celebration; Treasurer, D’Ville Estates Neighborhood Crime Watch
Q: Education
A: Criminal Justice degree, Abilene Christian University; Associate Degree – El Centro
College; Master degree courses, UTArlington
Q: Previous public offices sought/held:
A: 2011 Duncanville City Council District 1 candidate
Q: How much funding have you raised for your campaign?
A: Primarily self-funded: $4000. I choose to fund my own campaign. I am grateful to those
who offered me contributions.
Q: Who are your top three contributors?
A: Self, MetroTex Association of REALTORS®, Patricia Ebert
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for City Council District 1 to help stop the decline of our city. We moved to
Duncanville and watched its growth as a first tier city: new housing, new strip shopping
centers, new schools, and new roads. Now we find our city in a state of decline: vacant
housing and strip shopping centers. The current city leaders are making attempts to
correct the problem. However, it does not seem to be working out as well as planned.
Projects, such as Railroad Flats and Shops at Waterview Park, are not filled as expected.
But, the city leaders are still planning additional projects, such as 212 North Main and 111
E. Davis. Will these fill to capacity as projected? We definitely need a new approach with
new ideas and new ideals. We need greater citizen input and a bigger base of developers. I
have been walking door to door throughout District 1. People are upset with our city and
the direction we are going. Taxpayers want changes in leadership. These are not my
words, but the words of taxpayers in District 1.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: To begin reversing the decline in our city: First, I will work to make citizens feel
welcome in City Council chambers to speak their minds. I will also call for town halls when
necessary. We have so many many talented and experienced citizens in all fields to help
us. Second, I will work to identify developers with integrity who want to help re-vitalize
our city. Third, I will work with the city leaders to ensure taxpayers get the bang for their
bucks that they deserve. The cost for the above initiatives is minimal.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: The key difference between my opponent and me is that I will abide by the City Charter
to ensure city board members do not have conflicts of interest. Citizen input will be what
elects me to City Council. I will be their voice. Taxpayers want change. They are unhappy
with status quo. They want a leader, not a follower. Most taxpayers are so busy making a
living that they don’t have time to run down to every city meeting. They want a Council
person in whom they can place their trust. Having worked in city and county government
gives me a vast knowledge around the workings of governments. I am running to help my
city regain its greatness. It may sound kind of silly, but I love my city. I moved here by
choice and I’m staying by choice!
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Re-vitalizing our city ranks high with me. We have abundant available retail space for
new businesses and current businesses to expand. The city needs to work with businesses
so they can remain viable yet comply with codes. If we promote businesses and help them
when they come to Duncanville, the works will follow: people looking for housing, which
creates the need for more businesses.
Q: What demographic changes are happening in your city that the rest of the region should

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know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Our city is building an inclusive community with open arms to all races and religions.
Like any city of our size, there may be an isolated case of non-acceptance by some
individual acting alone. Local faith-based groups have established programs teaching
English. I want to expand to include other languages, including Spanish.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Duncanville has a wonderful Chief of Police. The police department follows all local,
state, and federal laws, which they have sworn to protect. Just because a person is
suspected of being from another country does not relieve our officers of their sworn oath to
protect a person’s rights. All persons have rights under the laws. Unless the State of Texas
or federal laws change, the police department must follow the laws.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: DART already has buses on our western border with Dallas. As far as a rail line coming
to Duncanville, the citizens have turned down this proposition 2 times before. However,
should another vote arise about light rail and the citizens vote for light rail, I would work
hard to make it work, realizing that it would take years and years for light rail to reach
Duncanville. If the vote turns down light rail, I would work hard to take the same amount
of sales tax earmarked for DART and pour that same money into our economic
development.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: I support regional cooperation. One example is the Tri-City Dispatch system currently in
place. Also, the Tri-City Animal Shelter and Adoption Center is proposing more cooperation
within the service cities of Cedar Hill, Duncanville, and DeSoto. One proposal is combining
Animal Control Officers (AOCs).
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: The city is striving to provide services in the most cost-effective manner. One example
is outsourcing the refuse collections. I will be open to citizen input about other cost-saving
measures.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: To maintain the current budget, the city raised property taxes and increased water fees
and other fees, while cutting back recreation center and library hours. For next year’s
budget, we need to take a second look at top management salaries. Optimally, we want to
avoid employee furloughs.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The uncomfortable truth about Duncanville is the lack of forethought. The city has set
the salaries of top management with seemingly little planning or thought about what if…
what if the federal government cuts programs? What if the State of Texas cuts down on
grants and medical assistance? What if the sales tax revenue keeps falling? What if home
values keep falling? Now the city has high management overhead with a decreasing
revenue source. We need to take a second look at management salaries. Not raise taxes
and furlough employees to fill the gaps. We need to take a second look at our Economic
Development projects. We should start spending more of those dollars on preserving the
businesses we have. We should help our merchants. They pay taxes. We need to fill up the
vacant spaces to enhance our quality of life while increasing our tax base.

Ken Weaver

Biographical Info:
Name: Ken Weaver
Street Address: 110 N. Venice Dr.
City/Town: Duncanville

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State: Texas
Date of Birth: 05/17/1943
Work or Campaign Office Phone Number: 972-780-9810
Home Phone Number: 972-780-9810
Fax Number: NA
E-mail Address: kweaver@ci.duncanville.tx.us
Questions:
Q: Length of residency in the city
A: 38 years
Q: Length of residency in the district, if applicable
A: 38 years
Q: Occupation/main source of income
A: Reired Chief Financial Officer, Army Air Force Exchange Service, Dallas, Texas
Q: Current civic involvement/highlights
A: Score Counselor, Board Member Best Southwest Partner, Advisory Board Member
Methodist Charlton Hospital,Rotary Club of Duncanville mamber, Local Coordinator AARP
Tax-Aide Duncanville,
Q: Previous civic involvement/accomplishments
A: Past Chairman Duncanville Chamber, Past Treasurer Duncanville ISD Education
Foundation, Past member and President Duncanville Community & Economic Development
Corporation. Rotary Club of Duncanville Past President & Treasurer,Duncanville Chamber
"Man of the Year" 2009
Q: Education
A: BA Accounting - Boise State University Certified Public Accountant, Texas (Retired)
Q: Previous public offices sought/held:
A: Duncanville City Council District 1
Q: How much funding have you raised for your campaign?
A: $550.00
Q: Who are your top three contributors?
A: Ken Weaver - $250.00 Ray Dorton - $150.00
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: NO
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Since my retirement in 1999, I have been a very active volunteer in Duncanville. I
began my service by being appointed to the Duncanville Economic Development Board in
1999. I have served seven years as a Councilman for District One. I spent 31 years in
financial management for the Army and Air Force Exchange Service (AAFES). I was the
CFO when I retired. I am committed to being involved in our City and I have a strong
financial and management background
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Duncanville is a land locked first tier city. We are close to being fully built out in our 11+
square miles of land. A land locked City faces limitations on new growth and must look to
redevelopment of existing structures. I will take the lead on setting up a workshop for the
Council to discuss and develop a plan to give us direction going forward. The challenges we
face as a land-locked first tier, older city are real. We are not going to see the type of
economic development some neighboring cities will enjoy in the coming years. Therefore,
we must elect leaders who have business experience to make good business decisions for
our City. I will support small business expansion and assist new businesses to get started.
I am a volunteer SCORE Counselor which falls under the Small Business Administration. I
help motivated individuals take a business concept from an idea stage through start-up to
success. We are a city of small businesses and their survival is important to our city. I will
encourage citizens to become involved in our city and serve on Boards/Commissions and
be active volunteers. Neighborhood Watch Associations are a good place to start getting
citizens involved. We have a good Neighborhood Watch program in my neighborhood. We
use an annual picnic and periodic communications via email to stay in touch.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have served on the Duncanville Chamber Board as a member and as Chairman. I
understand the local businesses. I have 31 years of financial management experience. I
am a volunteer that serves as a counselor to small businesses. I am interested in prudent

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financial management and I am consistently looking for ways to improve the process and if
possible do more with less. I have leadership experience in local government through
serving as a Councilman for seven years and being selected Mayor-Pro-Tem twice during
those 7 years.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting economic development to our City is a top personal priority. I have served on
the Economic Development Corporate Board as a member and President. Duncanville has
an impressive record of attracting development since 2000. We have attracted a Hilton
Garden Inn, Pappadeaux Restaurant, Costco, and had major expansion of Tom Thumb and
Kroger grocery stores. As I noted in an earlier question, our City is land-locked and that
provides a unique challenge regarding residential and commercial development.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: The demographic changes in Duncanville mirror what is happening in the region. South
Dallas County is seeing changes in demographic status greater than our northern County
cities. We offer Spanish speakers to assist for our courts and code enforcements activities.
We have established a Multicultural Commission to promote citizen participation and
engagement in the government process and to foster cooperative relationships among the
culturally diverse citizens in order to fulfill the needs and desires of our culturally diverse
community.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: I believe the issue of illegal immigration must be addressed by the Federal
Government. Cities, such as Duncanville, do not have the authority or the resources to
deal with this problem. The local police department should report illegal immigration
problems to the Federal Authorities as appropriate.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I do favor a seamless regional transit system. I spent 6 years in Germany and saw
what a national transit system can offer. I would support a local sales tax option to fund
expansion of our transit system to include Southwest Dallas County. The citizens should
have the right to vote on whether to increase the sales tax rate to fund the expansion of a
transit system as an extension to the DART System.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Duncanville has been active in regional cooperation in South West Dallas County. We
have a three city regional dispatch for police and fire. The same three cities have an
animal shelter that they share. We have an agreement with surrounding Cities with our
fire departments, where we have back up agreements with other cities. That provides the
maximum protection at the lowest costs. We have a Best Southwest Partnership of four
bordering cities. This partnership actively promotes economic growth in Southern Dallas
Counties through image enhancement, legislation, education, and transportation
initiatives. I am a member of the Board of Directors of the Best Southwest Partnership. We
are benefitting from the important regional cooperation we have in place. I will continue to
support regional partnerships.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Duncanville has made changes over the past few years to “do more for less” I will
continue to be supportive of initiatives that allow the use of the latest technology. Recently
solar panels were placed on the roofs of our major structures. With the use of grants, our
cost was amortized in one year. I do think our city deliversthe necessary services in a cost
effective manner especially after our budget constraints over the past several years.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Duncanville leadership has a done a good job of weathering the economic storm. We
have used innovative options like employee furlough days before and after national
holidays to reduce personnel costs without eliminating staff positions. Our staffing level is
reasonable and fair. We review the level of staffing per 1,000 population as it relates to 20
other local cities our size. We consistently have the lowest ratio of staffing using this
metric. We have reviewed our pay scale and benefits and both are competitive. One
advantage to being a built-out city is our cost relative to roads, sewers and other basic

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infrastructure are primarily maintenance costs.


Q: What is an uncomfortable truth about your city that voters must confront?
A: The uncomfortable truth is we are not a Cedar Hill with an abundance of good land
suitable for development. Duncanville is a first tier landlocked city. We are close to being
fully built out in our eleven square miles of land. A “land locked City” faces limitations in
new growth, therefore, we must look to redevelopment of existing structures. We have
vacant retail shopping space that needs to be replaced or upgraded. The large residential
development we have seen in the past will not be an option in the future. Our future
planning will focus on this reality.

Farmers Branch City Council, Place 2


Description:

Candidates (choose 1):

Harold Froehlich

Biographical Info:
Name: Harold Froehlich
Street Address: 13831 Braemar Drive
City/Town: Farmers Branch
State: Texas
Date of Birth: 11/10/1947
Work or Campaign Office Phone Number: 972 738 8444
E-mail Address: haroldf4fb@tx.rr.com
Campaign Web Site Address: electharoldfroehlich.com
Questions:
Q: Length of residency in the city
A: 23 years
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: Bank Employee
Q: Current civic involvement/highlights
A: Prior Planning and Zoning Commissioner, Farmers Branch Current City Council Member
Place 2, Farmers Branch Current Mayor Pro-Tem Member Farmers Branch Rotary Club
Member Farmers Branch Chamber of Commerce
Q: Previous civic involvement/accomplishments
A: Foreman of Harris County Texas Grand Jury Prior Planning and Zoning Commissioner,
Farmers Branch
Q: Education
A: Bachelor of Science University of Houston
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: $3000
Q: Who are your top three contributors?
A: Personal funds, Metro Tex Association of Realtors, Friends,
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: NO
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am the Incumbent. I have 35 years of financial services and real estate experience.
My current professional background is in property management, real estate sales and
acquisitions. Farmers Branch is experiencing new growth and interest from the real estate

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development community. My experience and insight into the planning, site selection of
industrial, retail and multi- tenant property users will be and has been valuable to the
citizens of Farmers Branch.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Continue to review all new development initiatives projected by the City Staff. We have
had GREAT success with our Four Corners area. A new Wal Mart store and CHASE Bank
rebuilding in the immediate area. The Wal Mart project was recognized by The Dallas
Business Journal as one of their "The Deals of the Year". Review the current city budget
document and discuss current YTD expenses. Be aware only 6% of our General Fund is
spent toward debt service. Farmers Branch has maintained a strong AA Bond rating and
strong financials in the worst recession since The Great Depression. Review and assist
where necessary in the marketing and revitalization efforts in Farmers Branch. Review
current Building vacancy rates, staff marketing plans, and work with Realtors, to sell our
City in a Park. I do spend my personal time to visit with City prospects as required. I do
not believe any cost would be associated with my ongoing participation and reviews.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have proven experience in many aspects of real estate management and budget
planning. My work related experience has given me an advantage working on the City
Council during this important time of re development in our City. My experience and
insight into the demolition phase of the Four Corners project allowed the City to save
several hundred thousand dollars. It was my review of the initial demolition cost, along
with a recent experience on a work related project that gave me the insight to pursue a
cost saving effort for the City. My local knowledge of the real estate community and costs
associated with construction, gives me an enormous advantage. I am a proven
"consensus builder". While I do not agree with all decisions made by the Council and
Mayor, we have moved the City forward. We have brought new business and new
properties to the City. Our City is cleaner, streets are safer, unsightly buildings and falling
down Walls have been removed. A new Fire Station is being built. We have maintained a
first rate Parks system and Programs for citizens and visitors. I have brought a sense of
continuity and accountability to our City Council. We are at an important point in our City
Development. Continuity is important to continue our direction. We need Leaders that can
plan for our future and not have a platform dedicated to discontent, innuendo and agenized
politics. Until a few months ago. I had no knowledge of my opponent. It is my
understanding he has held no capacity in our city government or any of its Boards. He
says he favors "term limits" for Mayor and Council as do I. I was a sponsor of the move to
put the issue on the Ballot to the Voters. My wife is an employee of the School district at R
L Turner. She and I have had strong ties to the District and community for many years.
Organizing a new school district would be a "gigantic challenge". As a City Councilman, I
will focus my efforts in the review of the city government and the continuing progress of
our City revitalization efforts. School Board business should be left to the School Board.
We as a City, do not need, A New Direction. We need qualified, dedicated Leaders who can
keep Farmers Branch on Track!
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: It's a Top Priority and we have been successful. Attracting new business and residential
development is critical. During the last three years we had had major successes in the
heart of our City along Midway Road. New Apartments at Prairie Crossing and a new
townhome development have attracted new and younger residents to our community. In
addition, a major developer has plans to start a "patio home" development in the same
area. Wal Mart, Weirs Furniture, Essilor, Colgate, Coca Cola, Wisteria, SoftLayer, Maxim
all announced plans to move into our City or have had significant expansions. 2.2 Million
square feet of space expanded or added to Farmers Branch in the last year. 196 new
businesses moved into Farmers Branch creating more than 2000 jobs in our community.
We have done an "Outstanding Job"!
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Our City, like our State is changing every decade. Our goal in Farmers Branch is to
provide a safe and secure place for our citizens to work and raise their families. Market
forces dictate who will move to and live in each community. We welcome all who want to
take part in our City in a Park.
Q: What should the city or the police department do to address the issue of illegal

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immigration?
A: Farmers Branch Police have been trained and certified under Federal program 287(g).
They have an outstanding record, proven by our crime statistics.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: Yes. I would encourage any City Leader in our region to participate. Many citizens are
not aware that not all cities participate in the services of the Dallas Area Rapid Transit.
Making this happen depends upon how the program is sold to the regional citizen.
Education, and marketing the benefits and advantages of a regional system should be an
ongoing process. As Transportation costs increase, the demand for regional transit services
will follow. I do support the efforts of Dallas Regional Mobility.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Shared City Services. Where City boundaries are contiguous, municipal services should
be shared. Examples Fire and Police, Municipal Court Services, Emergency Medical
Services. City’s sharing and cooperating in these areas would reduce taxes for all
participants in such a program. Farmers Branch has several cost and equipment sharing
initiatives working with Carrollton, Addison and Coppell.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Farmers Branch is one of the lowest cost and cost effective Cities in North Texas. Our
staff constantly manages the budget process and is quick to make recommendations for
change. As one of the most cost-effective Cities in North Texas we have attracted more
than 40 Fortune 500 businesses to our City. Our Citizens do not pay for trash service. I
will continue to monitor, receiving citizen input, the excellence of our services and their
cost effectiveness.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Farmers Branch has a balanced budget and our reserve fund is 100% funded. We have
no challenges to our basic infrastructure budget. We reduced our budget from $95 million
to $78 million with no reducions in our services. We have excellant infrastructure and
funding, in the event of unforseen enginerring issues. Our City staff does an excellant job
of monitoring street and sidewalk repair.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The same uncomfortable truth that City’s and Governments across the USA must
confront. "Wages and Benefits for Municipal and Government Employees are not
sustainable at current tax rates."
Q: Do you support the formation of a separate Farmers Branch Independent School
District? If so, how will you go about obtaining the necessary special legislation to change
current requirements that a new school district have 8,000 students?
A: No. Under current law, it is not practical. I would prefer that our voters elect officials
who support those changes that reflect local needs and State requirements.
Q: What are the key development issues in Farmers Branch? What do you propose to do to
create development in the DART center in Farmers Branch?
A: We waited 27 years for the DART rail line. Revitalization of our Four Corners area and
replacing and upgrading our housing stock are key issues. During my term in office our
Council has taken several bold initiatives toward Revitalization. The new Wal Mart project
and citizens replacing and repairing their Homes. We are in negotiations for a new 200
unit Apartment project to be built in the Dart Station area. I would encourage similar
steps in all of our neighborhoods. We have a "Housing replacement program" where the
City gives a tax refund where homes are torn down and a new home built. Another option,
the city could purchase "dangerous buildings or homes" demolish, and then resell the vant
lots to residents or Builders. A similar program was succesful and This could be a practical
long term project to provide building sites in the City. The City’s Revitalization program
should be "ongoing".
Q: Would you support the city of Farmers Branch spending city funds to jumpstart
economic development there at the DART location, as they did in the Four Corners area
when they raised taxes and purchased the land?
A: That move will not be necessary. Our City owns 19 acres of "ready to build" land. There
are several different options to consider with the right Developer or Site selector. The
Four Corners, an award winning project, was opportunity brought about by the terrible
economy, critical evaluation and a bold decision making. It is a decision, that has created a
"new beginning" in our City. The decision to move forward with the Four Corners project
has caused a “ripple effect” in our community. Chase Bank has announced a major

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reconstruction of their Bank building in the Four Corners area. "Success brings more
Success".
Q: Is there a limit to how much city funds you will allocate to legally defend the city in its
immigration ordinances? If the legal bill reaches $5 million, will you vote against spending
further city funds? If the legal bill reaches $6 million, will you vote against spending further
city funds?
A: Yes there is a limit. You should remember, 67% of our Voters indicated that they would
support the city's Licensing effort. Our goal was to know our neighbors next door. The City
is the envy of others in North Texas. Farmers Branch is growing new busneses and is
experiencing exciting economic growth. Business and property owners will invest in a
community where they know there employees and property are safe. Elected Officials
take an Oath to protect the Health and Welfare of our Citizens. What is that worth? Our
crime rate to date is down 30% from 2010's low numbers. We have not had a Murder in
our City in more than 2 years. Our citizens enjoy safe and secure neighborhoods. In any
event, as an Elected Official I cannot speak to or about ongoing litigation with the City.
Q: What percentage of the city population do you think is in the U.S. with unlawful
immigration status, either because they overstayed a visa or because they entered the
U.S. illegally?
A: I have no idea. Any number I gave would be pure speculation.
Q: Farmers Branch has been polarized by the illegal immigration issue—as witnessed by
the huge shouting matches outside and sometimes inside City Hall. What would you do to
bring the city together?
A: There is a small group of "Naysayers" who see division in our community; it would be
GREAT if we could get all to share their ideas. Focus on working together, become involved
instead of divisive. Nothing brings a group together like success and good leadership. We
have both in Farmers Branch. As a Community, we are addressing our diversity issues on
many fronts. As I attend our City functions and events, School and Church activities I see
parents and children from across our community. If I could change one thing, it would be
to get more parents involved with their children in church and school activities.
Q: Do you support further outsourcing of various departments or services in Farmers
Branch? If so, which ones?
A: It depends on the City service. Major Corporations started "outsourcing" 50 years ago.
Many Oil Refinery's on the Gulf Coast, had employee Pipefitters, Plumbers and Sheet Metal
Workers. Today businesses outsource, Janitorial Services, Computer Maintenance, Video
and technical support, Payroll Accounting, Printing and many other activities. You should
be aware that Payroll and Benefits are the large expense of any City’s General Fund. As we
enter the 21st century it is incumbent upon the City Fathers to use technology and
innovation to provide less government and better services. In Farmers Branch we manage
to maximize our services at the lowest cost to our taxpayers.
Q: Do you believe the City Council made the right decision on Feb. 8 in keeping paper
refuge bags for residents rather than saving more than $100,000 with a switch to plastic
bags?
A: The paper refuge bags in our Community are our Tradition. The actual dollar cost of the
bags is not reflective of the total benefit to both citizen and the city. We have no initial cost
to purchase and replace "unsightly and smelly" trash recepticles as used by other cities.
The Landfill, that we own, is managed to very high enviromental standard. Plastic is not as
biodegradable as the paper refuge bags. Paper bags, over many years, have proven to be
stronger and more reliable to the user. If there is a total cost vs safety vs enviromental
savings. Our citizens, consistantly tell us. They like the Paper.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: We like other cities in the area have experienced local drilling. It has been minor and
limited to the west side of our town in a less inhabited area. We have reviewed our
ordnances and are prepared to adopt additional safety standards as required. Currently,
we have a watch and monitor position. Our Staff follows the actions of communities with
similar issues.

Jack E. Viveros

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Biographical Info:
Name: Jack E. Viveros
Street Address: 2524 Danny Lane
City/Town: Farmers Branch
State: Texas
Date of Birth: 9/15/1951
Work or Campaign Office Phone Number: 972-620-0816
Home Phone Number: 972-620-0816
Mobile Phone Number: 214-636-3523
Fax Number: 214-722-7662
E-mail Address: jeviveros@att.net
Campaign Web Site Address: Jack E. Viveros (facebook)
http://jackeviveros.blogspot.com
Questions:
Q: Length of residency in the city
A: 16 yrs
Q: Length of residency in the district, if applicable
A: 16 yrs
Q: Occupation/main source of income
A: Sales of investments and insurance
Q: Current civic involvement/highlights
A: • President-elect Farmers Branch Rotary Club • Member Farmers Branch Chamber of
Commerce o Selected Member of Farmers Branch C of C Education Committee • Member
Greater Dallas Hispanic Chamber of Commerce • Mentoring program at Vivian Field Middle
School • Engaged with the Advancement via Individual Determination (AVID) students at
Vivian Field Middle School
Q: Previous civic involvement/accomplishments
A: See previous response concerning civic involvement.
Q: Education
A: BS Sul Ross State University
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: $6,505
Q: Who are your top three contributors?
A: Self, Serena Connelly, Joseph Dingman
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for the position of Farmers Branch City Council to be a new voice and
create a new direction for Farmers Branch. I have a community agenda, not a personal
agenda. I believe in the power of the community of Farmers Branch. I will listen to all my
constituents; all includes across race, ethnicity, where one lives—the entire city. I have
been a resident of Farmers Branch for 16 years. My professional background includes
banking, financial services, and entrepreneurship which help prepare me to be an effective
councilman.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: • Our fine city needs to have its pride, spirit and unity restored. I am committed to
making this happen. Foremost we must eliminate the toxic cloud that has been hovering
over us for several years and settle the legal issues that have been dividing us: enough is
enough. • Maintaining high quality city services is paramount. As councilman I will work
closely with the professional city manager to monitor not just the cost of our services, but

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also the high standards we expect from these services. I will also strive to work with the
council to take a slightly different direction for beautifying our city. We need to improve
much of the infrastructure, such as streets, alleys and sewage pipes rather than continue
cosmetic enhancements. • Attracting new business, developers, and home builders is vital
to ensure that Farmers Branch is a city in which people want to live and work. We are a
diversified community with wonderful people.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: As a councilman for Farmers Branch I will help lead our town in a new direction. My goal
is to bring all our citizens together, to have all our residents feel welcome, and to create an
atmosphere of openness between the council and the city. I will hold “Jack’s Community
Chats” at a local neighborhood nook. My goal is to have an inclusive community; not one
of exclusivity.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting more businesses and home developers is of paramount importance. The city
council together with our city employees must work diligently and wisely to develop the
entire city from north to south, east to west.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Based on the latest census results, Farmers Branch has an approximate Hispanic
residency of 45%. The city is not addressing the population dynamics. The city should
begin to study single member districts.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Farmers Branch police department participates in the Criminal Alien Program (CAP)
program and has one officer trained by Immigration and Customs Enforcement (ICE) who
is qualified to deal with any illegal immigrant that the police may encounter as well as any
gang activity.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: Farmers Branch has supported DART for over a quarter of a century and recently has
had a light rail station built in our city. The arrival of DART at the Farmers Branch Station is
part of our crown jewels in the city. We should continue to support a regional transit
system with the current tax our citizens pay.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: The completion of the DART orange line to DFW airport will be a major benefit to not
only Farmers Branch residents, but people throughout this region. Working closely with city
councils in our neighboring communities on regional issues will benefit all concerned.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Overall our city has worked diligently to maintain a balanced budget. We should strive
to balance present personnel providing services with fiscal responsibility for the services. I
am very conservative about out-sourcing our city services.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: I believe for the near future we should not build more parks and we need to reduce
expenditures on cosmetic enhancements. I want to revisit the way the council negotiates
with commercial developers to increase development and increase our tax base. The
infrastructure of Farmers Branch must receive higher priority.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The uncomfortable truth is that Farmers Branch has a 45% Hispanic population and no
representation in elected city government.
Q: Do you support the formation of a separate Farmers Branch Independent School
District? If so, how will you go about obtaining the necessary special legislation to change
current requirements that a new school district have 8,000 students?
A: No. The Carrollton-Farmers Branch ISD continues to strive for improvement to reach
the needs of all students. CFB ISD has strong leadership in the school board. We have
excellent dedicated teachers and administrators. Our students want to learn, to participate
in the school experience, and complete their education. We have parents who are involved
in our schools with more seeking participation at all levels.

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Q: What are the key development issues in Farmers Branch? What do you propose to do to
create development in the DART center in Farmers Branch?
A: Key development issues are the completion of Four Corners at Josey & Valley View and
the development near the DART center, developing the west side of town, and
revitalization in the older neighborhoods. To create development in the DART center, it
must be open to all qualified developers. A new strategy to decrease the time given to
developers for funding must be put in place, with careful analysis of credits/incentives
offered to developers to ensure our city profits from new development.
Q: Would you support the city of Farmers Branch spending city funds to jumpstart
economic development there at the DART location, as they did in the Four Corners area
when they raised taxes and purchased the land?
A: I would support the city spending city funds to jumpstart the development only if the
voters approved it. Decisions must include realistic cost analyses to prevent our giving
away too much and ending up with too little.
Q: Is there a limit to how much city funds you will allocate to legally defend the city in its
immigration ordinances? If the legal bill reaches $5 million, will you vote against spending
further city funds? If the legal bill reaches $6 million, will you vote against spending further
city funds?
A: My stance regarding the immigration ordinance is that we go no further than the Fifth
Circuit Court level. Enough is enough.
Q: What percentage of the city population do you think is in the U.S. with unlawful
immigration status, either because they overstayed a visa or because they entered the
U.S. illegally?
A: I have no data to support a particular figure and I will not speculate.
Q: Farmers Branch has been polarized by the illegal immigration issue—as witnessed by
the huge shouting matches outside and sometimes inside City Hall. What would you do to
bring the city together?
A: Enough is enough---settle the legal issues, and rebuild the unity of our neighborhoods
by opening a two-way dialogue with our residents and listen to what they have to say. I
and other council members must represent the entire city—100% of the population.
Q: Do you support further outsourcing of various departments or services in Farmers
Branch? If so, which ones?
A: At this time I do not feel we need to out-source more departments or services. What
must be done is not have the council try to determine outsourcing on its own. We have a
good professional city manager: let him do his job with his staff.
Q: Do you believe the City Council made the right decision on Feb. 8 in keeping paper
refuge bags for residents rather than saving more than $100,000 with a switch to plastic
bags?
A: This is an opportunity for the city to continue something special for its residents. The
paper refuge bag is worth the extra cost.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: For a newly elected city council member, this topic requires more in-depth study.

Farmers Branch Mayor


Description:

Candidates (choose 1):

Charlie Bird

Biographical Info:
Name: Charles L. Bird
Street Address: 14635 Tanglewood Drive
City/Town: Farmers Branch
State: Texas

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Date of Birth: 10/2/1928


Work or Campaign Office Phone Number: 972-241-3447
Home Phone Number: 972-241-3447
Mobile Phone Number: 214-557-5658
Fax Number: 972-241-3447
E-mail Address: charles.bird@att.net
Campaign Web Site Address: http://www.charliebirdformayor.org
Questions:
Q: Length of residency in the city
A: 30 Years
Q: Occupation/main source of income
A: Retired
Q: Current civic involvement/highlights
A: Farmers Branch Chamber of Commerce, Farmers Branch Rotary Club, Active Member
Farmers Branch Church of Christ, Farmers Branch Convention & Visitors Bureau Hospitality
Team
Q: Previous civic involvement/accomplishments
A: Public School Mentor, Farmers Branch Chamber of Commerce, Farmers Branch Rotary
Club, Farmers Branch City Council (1996 - 2007)
Q: Education
A: Jacksonville Junior College, University of Florida
Q: Previous public offices sought/held:
A: Farmers Branch Councilman (1996 - 2007)
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I’m running for Mayor because I believe the citizens are looking for a leader who will
take a new approach to meeting the urgent goals of expense control, quality education,
new home construction and commercial development. My professional carrier began in
the grocery foods industry ultimately becoming the youngest super market manager for a
nationally known grocery chain. Subsequently, I became one of 5 Regional Directors for
Mars Candies. I later purchased a single small wholesale/retail popcorn business with
sales of less than $150,000. I grew that business into a multi-million dollar concern with
148 outlets located coast to coast throughout the United States. I served on the Farmers
Branch City Council for 11 years (1996-2007). Prior to that, I served for 5 years on the
Building Code of Appeals. I also served on the Zoning Board of Adjustment for a period of 5
years. I initiated and managed the Concerned Citizens of Farmers Branch (CCOFB), a
volunteer organization that provided the labor and material to make necessary repairs to
more than 150 homes that would have received a code violation had the work not been
done - all at no expense to the home owner. During my time as Councilman, Farmers
Branch built a new Courthouse and Jail, the Farmers Branch Senior Center, The Farmers
Branch Community Recreation Center and approved the construction of Fire Station
Number 3. All of this construction was paid for in cash. No bond money was required. This
saved the city approximately $18,000,000 tax payer dollars in interest payments. I was a
major supporter of buying the land now known as the Dart Station area. I was
instrumental in supporting former councilman Berry Grubbs in creating an innovative land
use project called Branch Crossing. I was a leading force in honoring our veterans. As a
former Marine, I thought it time our city had a formal place for doing so, and worked to
create the “Walk of Honor” and to erect the symbolic statue “Poppy” (commissioned with
funds provided by Janie Scarbrough and Romona Upfield) that adorned the front of our city
hall for 10 years. That same statue is now positioned in Liberty Plaza. I have received
numerous awards from organizations for my volunteer work throughout the city. As a
long-term member of the Farmers Branch Rotary Club, I was please to be presented the
“2010 Rotarian of The Year” award. I am an active member of the Farmers Branch
Chamber of Commerce and their top membership recruiter.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?

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A: Education Improvement: The cost will be minimal. The task is one of creating
awareness. It is a published fact that a 10% increase in test scores translates directly into
a 10% increase in property values. Farmers Branch demonstrated in the past that citizen
participation works. I initiated and managed the CCOFB – the Concerned Citizens of
Farmers Branch, a group that pitched in and assisted those unable to make necessary
home repairs. In that same community spirit I will create a Mayor’s Education Group with
a core membership from those who have children enrolled in C-FBISD. I will ask that
group to uncover ways the Mayor’s office can, among other things, contribute to increasing
PTA attendance, encourage citizen participation at sporting, theatrical and musical events,
expand the existing mentoring program, and create a group of volunteers ready to assist
as needed. New Home Land Use & Development: This will require investment monies. I
think a carefully organized and fully explained program would convince citizens to approve
such an undertaking. The goal will be to repeat a housing development along the lines of
what we did at Branch Crossing. This project added noticeably to our tax base. I believe
this model will work equally well when applied to more modest priced housing. It is critical
that we make it possible for parents of school age children to buy and build in Farmers
Branch. We must encourage younger and up and coming people to our city. Reduce Legal
Expenses: I will be a consensus mayor. I will fully and clearly explain our current situation,
including current and probable costs and remind the citizens that it is their vote that
determines how their money is spent.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I served on the Farmers Branch City Council for 11 years (1996-2007). Prior to that, I
served for 5 years on the Building Code of Appeals. I also served on the Zoning Board of
Adjustment for a period of 5 years. I initiated and managed the Concerned Citizens of
Farmers Branch (CCOFB), a volunteer organization that provided the labor and material to
make necessary repairs to more than 150 homes that would have received a code
violation had the work not been done - all at no expense to the home owner. During my
time as Councilman, Farmers Branch built a new Courthouse and Jail, the Farmers Branch
Senior Center, The Farmers Branch Community Recreation Center and approved the
construction of Fire Station Number 3. All of this construction was paid for in cash. No bond
money was required. This saved the city approximately $18,000,000 tax payer dollars in
interest payments. I was a major supporter of buying the land now known as the Dart
Station area. I was instrumental in supporting former councilman Berry Grubbs in creating
an innovative land use project called Branch Crossing. I was a leading force in honoring
our veterans. As a former Marine, I thought it time our city had a formal place for doing
so, and worked to create the “Walk of Honor” and to erect the symbolic statue “Poppy”
that adorned the front of our city hall for 10 years. That same statue is now positioned in
Liberty Plaza. I have received numerous awards from organizations for my volunteer
work throughout the city. As a long-term member of the Farmers Branch Rotary Club, I
was please to be presented the “2010 Rotarian of The Year” award. I am an active
member of the Farmers Branch Chamber of Commerce and their top membership
recruiter. I am running with my proven record. It is up to the voters to determine if my
opponent’s record is as worthy.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting residential and/or commercial development ranks extremely high on my list
of priorities. City staff has done an excellent job marketing Farmers Branch to interested
parties and in utilizing the TIF (tax incremental financing) program. Expenditures on new
street signposts, logos, and decorative clocks do little to increase development. These
expenditures would be better spent on improving our schools and on programs similar to
Branch Crossing
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: The 2010 census indicates that Farmers Branch has realized a 4% population growth.
Farmers Branch is ideally located with access to major highways, downtown, airport, and
DART services. But location is not enough. We must complement our superb location with
creative ways to invest our financial resources. We need to stop spending money on things
that look good and sound good and start spending it on things that work. By example, we
need more city investment in programs similar to Branch Crossing, initiated by former
councilman Berry Grubbs. We must make this model work in other areas of the city for
more modest priced housing. It is critical that we make it possible for parents of school
age children to buy and build here. We need to encourage younger and up and coming

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people to our city and we need to be a visible contributor to our school system. We need to
recognize that quality education drives economic growth.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Continue to support the 287(g) program. This program has proven to be effective. It is
how our police department interfaces with U.S. Immigration and Customs Enforcement
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: The city has contributed millions to the DART transit system and area. I am personally
very favorably inclined toward public mass transit. We must be diligent in working to
ensure that the millions invested pay off. The DART area is a classic opportunity for
employing imagination in land use. We have the mass-transit; now we must ensure that
our actions contribute to population growth, tax base growth, increased sales activity, and
more jobs for Farmers Branch citizens.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: I would work with cities adjacent to or close to Farmers Branch to determine where
consolidation would provide better quality and lower cost. It is worth investigating, for
instance, if Carrollton, Addison, Farmers Branch and nearby others could benefit from
sharing a detention center rather than each paying for duplicate individual facilities, land,
administrative and operations personnel.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I doubt there are residents anywhere in the Metroplex who are better served than
those of us who live in Farmers Branch. Our Fire and Police departments are exemplary,
our city services are outstanding and the creative efforts of our city parks and recreation
force are on display daily. Added to this list are the talented, efficient and courteous people
who serve on committees and boards behind the scenes, plus those in the offices of our
city administration. These are the people that make Farmers Branch - “The City Within A
Park.”
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Economists tell us that changes in property values are the most direct way to measure
the performance of local government. If property values rise, government is efficient. To
the extent property values fall, government is inefficient. The Dallas Morning News
published that Farmers Branch property appraisal values took an extraordinary drop
compared to surrounding cities. (http://www.dallasnews.com/news/community-
news/collin-county/headlines/20100521-Dallas-County-land-values-plunge-4-2585.ece)
Balancing the budget is a legal requirement not an accomplishment. We have an excellent
City Manager and Chief Financial Officer to keep us in compliance. My focus will be to
eliminate cosmetic expenditures and get control of legal expenses. We have better uses for
those monies such as innovative land use programs and financial incentives to attract new
businesses.
Q: What is an uncomfortable truth about your city that voters must confront?
A: We must fully understand and acknowledge the challenge posed to us by surrounding
cities and the large undeveloped landmasses they posses. Urban planners, specialists in
guiding cities like ours, tell us that Farmers Branch, like so many other towns that grew up
just outside a large city, faces critical competing forces. Surrounding towns have large low
cost open landmasses. These landmasses convert into low-cost building lots providing
builders the opportunity to construct the larger and more expensive homes desired by
high-income families. For much of Farmers Branch it is necessary to purchase an existing
home and clear it to get a vacant lot. This adds considerable and, for all but a few, an
unacceptable cost. This situation is a contributing reason why home rentals are an
appealing business in Farmers Branch. It is more profitable to buy a home and rent it, than
to tear it down and build on the land. In addition there are within Dallas, just inside LBJ,
considerable areas of commercial space and facilities already available at discount prices.
These circumstances make it evident that location alone isn’t enough for Farmers Branch.
We must complement our superb location with creative ways to invest our financial
resources. We need to stop spending money on things that look good and sound good and
start spending it on things that work. By example, we need more city investment in
programs similar to Branch Crossing, initiated by former councilman Berry Grubbs. We
must make this model work in other areas of the city for more modest priced housing. It is
critical that we make it possible for parents of school age children to buy and build here.
We need to encourage younger and up and coming people to our city and we need to be a

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visible contributor to our school system. We need to recognize that quality education drives
economic growth. It’s a challenge, but we can do it. We have done things like this in the
past and we can do it moving forward!
Q: Do you support the formation of a separate Farmers Branch Independent School
District? If so, how will you go about obtaining the necessary special legislation to change
current requirements that a new school district have 8,000 students?
A: I am opposed to the formation of a separate Farmers Branch Independent School
District.
Q: What are the key development issues in Farmers Branch? What do you propose to do to
create development in the DART center in Farmers Branch?
A: Urban planners, specialists in guiding cities like ours, tell us that Farmers Branch, like so
many other towns that grew up just outside a large city, faces critical competing forces.
Surrounding towns have large low cost open landmasses. These landmasses convert into
low-cost building lots providing builders the opportunity to construct the larger and more
expensive homes desired by high-income families. For much of Farmers Branch it is
necessary to purchase an existing home and clear it to get a vacant lot. This adds
considerable and, for all but a few, an unacceptable cost. This situation is a contributing
reason why home rentals are an appealing business in Farmers Branch. It is more
profitable to buy a home and rent it, than to tear it down and build on the land. In
addition there are within Dallas, just inside LBJ, considerable areas of commercial space
and facilities already available at discount prices. These circumstances make it evident
that location alone isn’t enough for Farmers Branch. We need more city investment in
programs similar to Branch Crossing, initiated by former councilman Berry Grubbs. We
must make this model work in other areas of the city for more modest priced housing. It is
critical that we make it possible for parents of school age children to buy and build here.
We need to encourage younger and up and coming people to our city and we need to be a
visible contributor to our school system. We need to recognize that quality education drives
economic growth. The city has contributed millions to the DART transit system and area. I
am personally very favorably inclined toward public mass transit. We must be diligent in
working to ensure that the millions invested pay off. The DART area is a classic example of
what is meant by land use. We have the mass-transit, now we must ensure that our
actions contribute to population growth, tax base growth, increased sales activity, and
more jobs for Farmers Branch citizens.
Q: Would you support the city of Farmers Branch spending city funds to jumpstart
economic development there at the DART location, as they did in the Four Corners area
when they raised taxes and purchased the land?
A: We should not even consider raising taxes until we have demonstrated to the voters a
disciplined control of expenses. Economic development, regardless of location, will follow
when we stop spending money on things that look good and sound good and start spending
it on things that work.
Q: Is there a limit to how much city funds you will allocate to legally defend the city in its
immigration ordinances? If the legal bill reaches $5 million, will you vote against spending
further city funds? If the legal bill reaches $6 million, will you vote against spending further
city funds?
A: The Mayor does not have a vote in Farmers Branch except in the case of a tie. It is my
understanding that as of today, costs will not be between $50,000 and $200,000 to petition
the Supreme Court to hear our case. We have spent years and millions of dollars to get
this far and the majority of voters have repeatedly elected officials who are in favor of
continuing legal action(s). If the range of $50,000 to $200,000 is correct, and if because of
a tie I was forced to vote, I would agree we should petition the Supreme Court. However,
I think it unreasonable to demand the 11,000 homeowners in Farmers Branch be made to
stand alone against the United States Government and pay legal fees indefinitely.
Q: What percentage of the city population do you think is in the U.S. with unlawful
immigration status, either because they overstayed a visa or because they entered the
U.S. illegally?
A: CBS News reported that 2009 United States illegal immigrant population was 10.8
million according to a report from the United States Department of Homeland Security.
Q: Farmers Branch has been polarized by the illegal immigration issue—as witnessed by
the huge shouting matches outside and sometimes inside City Hall. What would you do to
bring the city together?
A: Guarantee that the people get all the facts, fully, clearly and in a timely manner and are
given an opportunity to speak and be heard before the council.
Q: Do you support further outsourcing of various departments or services in Farmers
Branch? If so, which ones?
A: We have an extremely qualified city staff that correctly takes outsourcing into

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consideration along with other economic factors when plans are made to spend taxpayer
money. However, it is not uncommon for taxpayers to elect to “Keep At Home” the
operation of a city facility or service even though it may be more economical to have it
outsourced. It is the people’s money and therefore I believe the people should have a
voice when disagreement arises. I will work to ensure that the people will have a “Keep At
Home” option made available to them when disagreement over outsourcing is strongly and
deeply felt.
Q: Do you believe the City Council made the right decision on Feb. 8 in keeping paper
refuge bags for residents rather than saving more than $100,000 with a switch to plastic
bags?
A: Yes. I went before the council and argued for that decision.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: I am aware of only 1 application to drill for natural gas within the city. I do not believe
any drilling has taken place since the application was granted. The application was granted
with the agreement that drilling, if it were to take place, would not interfere with housing
and the land drilled upon would be restored to pre-drilling condition once drilling was
complete.
Q: Tim O'Hare became mayor at the age of 38. How do you respond to those who suggest
you may not have the energy to be mayor?
A: No one has made that suggestion to me, perhaps because I energetically engage with a
great many Farmers Branch residents on a daily basis. Further, I am today, the top
recruiter for the Farmers Branch Chamber of Commerce and I actively mentor in our city
schools. Just last year (2010) I was voted Rotarian of the Year.

Bill Glancy

Biographical Info:
Name: William Glancy
Street Address: 3808 Wooded Creek Dr
City/Town: Farmers Branch
State: Texas
Date of Birth: 1/31/41
Work or Campaign Office Phone Number: 214-536-4364
Home Phone Number: 972-241-5229
Mobile Phone Number: 214-536-4364
E-mail Address: williamglancy@sbcglobal.net
Campaign Web Site Address: www.billglancyformayor.com
Questions:
Q: Length of residency in the city
A: 43 Years
Q: Occupation/main source of income
A: Retired/Social Security and 401 Funds
Q: Current civic involvement/highlights
A: Resigned from Planning & Zoning Commission Building & Standards Commission
Q: Previous civic involvement/accomplishments
A: Farmers Branch Industrial Development Board Founding Member Farmers Branch
Rotary Club and Past President Past Board Member Metrocrest Hospital Authority, Past
Chairman of Board Co-Chaired last Farmers Branch Charter revision committee Planning &
Zoning Commission Building & Standards Commission
Q: Education
A: Graduated Lebanon High School Attended Cincinnati Art Academy for two years Ohio
State University, School of Commerce: Majored in Managerial Accounting (3 Years)
Q: Previous public offices sought/held:
A: Served two Terms Farmers Branch City Council
Q: How much funding have you raised for your campaign?
A: $2215.00

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Q: Who are your top three contributors?


A: Dave Blair, William Martin, Bart Glancy
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for office because I want Farmers Branch to continue to be a great place
to live. I have been continually involved in Farmers Branch since the early 70’s. My wife
and I have, between us, served on almost every board and been involved in numerous
civic organizations. I am committed to walking the city of Farmers Branch and knocking on
the door of virtually every voter who votes in local elections. My professional background
is in Sales and Marketing and I have had great success in both the private and public sector
in this area.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. Identify the type of economic development our citizens desire and seek out
businesses with good business models that have the best chance at long term success. 2.
Develop a more open dialog between citizens and council at council meetings. 3. Work to
fund city employees’ retirement program that is fair to city employees, however, meets
the budget restraints, as required for a balanced budget.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I think my vision for Farmers Branch is more aligned with the majority of the citizens of
Farmers Branch and my ability to enact that vision.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: It is one of the highest priorities, but certainly not the only priority. In fact, economic
development doesn’t conflict with any other priorities and should complement our job of
providing equitable pension compensation for city employees
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Farmers Branch is a maturing community of citizens who have lived here 30 years or
more. It speaks well of their satisfaction with the City. As these citizens age it is important
we provide the availability of alternative senior housing for those who choose it. Many
seniors have urged us to find private developers who will provide senior housing for them.
They love Farmers Branch and want stay in the city. As seniors move from their homes
younger citizens are moving in. They are remodeling many of these homes and improving
many of our neighborhoods. They desire different types of retail and services than the
demand has been in the past.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Farmers Branch has an officer trained in the 287G immigration program. It is my
understanding that if someone is apprehended and police suspect they are not here legally,
they are questioned by this officer to determine their citizenship.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: Farmers Branch has just started having Dart rail service in December of 2010. I would
prefer to see the results of this service before using public funds on additional transit
systems.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: I think the city needs to continue involvement with The North Texas COG and The
Metroplex Council of Mayors. These organizations bring forth areas where cooperation is
desirable for the whole area.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Our citizens have come to expect a very high level of service. I think it is always
prudent to evaluate cost cutting measures as long as the level of service is maintained
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?

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A: Farmers Branch has always done a good job in maintaining our infrastructure and
providing the services our citizen’s desire. I think the present leadership has started
rejuvenating economic development which was neglected prior to their being elected.
Q: What is an uncomfortable truth about your city that voters must confront?
A: I don’t think there is an uncomfortable truth in the city of Farmers Branch other than
what is possibly created in the media.
Q: Do you support the formation of a separate Farmers Branch Independent School
District? If so, how will you go about obtaining the necessary special legislation to change
current requirements that a new school district have 8,000 students?
A: No, I do not support an independent school district. First of all, it cannot be done under
present law. Secondly, under Texas school funding equalization laws, all schools receive
basically the same amount of money to educate a child. A smaller district would have a
difficult time providing the variety of educational opportunities that the larger systems
provide.
Q: What are the key development issues in Farmers Branch? What do you propose to do to
create development in the DART center in Farmers Branch?
A: As stated earlier, seeking out desirable, sustainable development is the key to
prolonged economic development. Also, in a land locked city like Farmers Branch, it is
financially desirable to have your retail on the borders of your city so people from other
cities will spend money in your city and create more tax revenue for the citizens. I have
long advocated drawing development and other businesses to the Dart station area with
such things as a child development center that riders could drop their children at before
boarding the train. Also, I talked to Wal-Mart about the idea of placing a store at the Dart
Station so People riding the train could order the groceries or other merchandise on an
IPOD or computer at work and have them ready for pick up as they return at night.
Wal-Mart thought this was a great idea. We need to think of ways to make it easier for our
citizens to enjoy life and spend more time with their families or whatever they choose
Q: Would you support the city of Farmers Branch spending city funds to jumpstart
economic development there at the DART location, as they did in the Four Corners area
when they raised taxes and purchased the land?
A: I think it behooves us to use our good sense to attract development rather than use
financial incentives at this time. The City owns a large amount of land in the station area
and we need to work to develop that asset in the best for our citizens.
Q: Is there a limit to how much city funds you will allocate to legally defend the city in its
immigration ordinances? If the legal bill reaches $5 million, will you vote against spending
further city funds? If the legal bill reaches $6 million, will you vote against spending further
city funds?
A: I am sure there is a limit that is prudent to spend. Before a lot more money is spent I
think different legal advice needs to be obtained. I also would like to see the content of all
8 or so of the cases brought against the city published, as well as all the litigants and
attorneys who are involved. I think the citizens need more information about these cases
before making a decision about their support or lack thereof.
Q: What percentage of the city population do you think is in the U.S. with unlawful
immigration status, either because they overstayed a visa or because they entered the
U.S. illegally?
A: I know of no one who has that answer.
Q: Farmers Branch has been polarized by the illegal immigration issue—as witnessed by
the huge shouting matches outside and sometimes inside City Hall. What would you do to
bring the city together?
A: I think the city needs to recognize the contribution that legal citizens have given the city
no matter what their country of origin.
Q: Do you support further outsourcing of various departments or services in Farmers
Branch? If so, which ones?
A: I would have to look at what the department’s function is in the city. Also, if the level of
service could be maintained or improved with less cost then I think it is advisable to look
at outsourcing. Another factor to be considered is what is the cost of going back to city
provided service if the private provider didn’t meet the citizens’ level of expectations.
Q: Do you believe the City Council made the right decision on Feb. 8 in keeping paper
refuge bags for residents rather than saving more than $100,000 with a switch to plastic
bags?
A: I was in the packaging business. I have some knowledge of that business. I think a test
should be run on an area of the city that would like to try plastic bags. Plastic costs less
than paper but resin prices vary more than pulp. The key in plastic bags is the millimeter
thickness of the bag and the volume you make the bag. Too large a bag is hard to load on
a truck and can break open losing the content. Landfills are designed so that there is very

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little degrading so ground water is not contaminated. The volume of plastic is less in a
landfill than paper. I would prefer a limited test to see what happens. Unforeseen problems
might arise that would be undesirable.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: The city needs to pay particular attention to the fracturing process that is used to
extract gas from many wells and the hazards that it can cause, especially the waste water
that is expelled as well as escaping gases.
Q: Tim O'Hare became mayor at the age of 38. How do you respond to those who suggest
you may not have the energy to be mayor?
A: That is a good question. I had a complete physical before I entered the race to make
sure there were no health issues at present. I am 70 years old and in very good health. I
have an ancestry of longevity. I feel very good and have held up very well going door to
door in the city. My wife often calls me the Energizer Bunny. I have a farm in Oklahoma
which I have maintained for over 15 years as well as maintaining my home in Farmers
Branch. I am a member of the Bennington Oklahoma Volunteer Fire Department and am a
certified First Responder in the Oklahoma EMT program. If age is an issue I am 12 years
younger than my opponent.

Flower Mound Town Council, Place 1


Description:

Candidates (choose 1):

Kendra Stephenson

Biographical Info:
Name: Kendra Stephenson
Street Address: 2321 Roadrunner Dr
City/Town: Flower Mound
State: TX
Date of Birth: April 23, 1963
Work or Campaign Office Phone Number: 214-707-6117
E-mail Address: kendraforfm@kendrastephenson.com
Campaign Web Site Address: www.kendraforfm.com
Questions:
Q: Length of residency in the city
A: 9 years
Q: Length of residency in the district, if applicable
A: N/A
Q: Occupation/main source of income
A: Parent and strategy consultant within a referral network
Q: Current civic involvement/highlights
A: Recently completed a three year term on the McKamy Sanctuary HOA Board. I
volunteer at my children’s schools as needed.
Q: Previous civic involvement/accomplishments
A: 2008 -2011 – McKamy Sancturay HOA Board; two years as the board president
2009-2010 – Flower Mound Oil and Gas Board of Appeals and Board of Adjustments 2003 –
2005 - Denton County Court Appointed Special Advocate
Q: Education
A: B.S. Accounting University of Wisconsin Platteville, MBA emphasis in strategy and
marketing University of Chicago
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?

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A: Approximately $3000
Q: Who are your top three contributors?
A: Kendra and Bobby Stephenson, Art House – Flower Mound, TX, Virginia and Keith
Simonson
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I believe my 20 years of business experience in accounting, finance and strategy
consulting will bring a new perspective to the Flower Mound town council. My desire is to
help Flower Mound move past the divisive issues of the past few years and continue to
grow the community into a place where • Residents can eat, shop, work and play • Quality
housing options are available to all generations of Flower Mound residents • Taxes are not
increased My background includes making tough choices related to spending and force
reductions, establishing and building businesses in the U.S., France and China and assisting
US corporations develop strategies to grow their businesses and improve their business
processes.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: The three most important actions I want to take would vastly improve Flower Mound’s
financial position in the future, yet cost little in monetary dollars. The first will be to
streamline the development process in Flower Mound, beginning by meeting with
developers around the Metroplex. The goal of this meeting would be to determine what
are the root causes of the perception that Flower Mound is difficult to do business with, and
to recommend immediate corrective action. Improving this negative perception will
increase Flower Mound’s ability to attract the quality development that residents are
demanding. The second action will be to work to bring increased housing options to Flower
Mound so that residents can have all generations of their families live in Flower Mound if
they choose. The third action will be to explore the use of new long distance drilling
methods to find common ground between mineral owners and surface owners. The actions
related to development and housing options will improve Flower Mound’s financial position
in the future by expanding our tax base and allowing Flower Mound to capture more sales
tax revenue. Finding common ground with large mineral owners will minimize Flower
Mound’s future legal expenses.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My opponent, Jeff Whittaker, is a respected business person in Flower Mound and has
dedicated many hours to our community. That said, we have very different business
experiences. My educational background and business experience has given me a deep
background in identifying, developing and evaluating complex strategies for growth and
improving the efficiency of business processes. Specifically, I have assisted in resolving
government contract disputes, streamlined accounting processes increasing accuracy and
reducing processing time, established effective internal control policies, processes and
procedures, negotiated third party sales arrangements, established the related party
pricing arrangements for a foreign joint venture, developed detailed growth strategies for
retailers, telecommunication companies, package deliverers and government contractors.
This experience will be invaluable in evaluating the complex issues that come before Town
Council.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Providing a variety of quality housing options and expanding the dining, retail and
recreation options in Flower Mound is one of my top priorities. Over the last year, Flower
Mound has seen several traditional residential subdivision approved and progress toward
filling existing commercial space with good, solid companies. What we have not seen is a
consistent effort put forth to bring a variety of housing options to Flower Mound or progress
towards expanding the dining, retail and recreation options to Flower Mound. The residents
of Flower Mound are demanding options that allow all generations of their families to live
in Flower Mound. These housing options will be in keeping with the Master Plan and should
allow residents to enjoy a pedestrian oriented development. Residents are also
demanding to spend their tax dollars at home, and not in surrounding communities.
Development to fill these demands needs to be a priority.
Q: What demographic changes are happening in your city that the rest of the region should

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know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Flower Mound is becoming much more diverse. The community has embraced this
change and welcomed the expanded world view that it brings.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: It has not come to my attention that illegal immigration is a huge issue in Flower
Mound. Flower Mound’s current procedures are adequate.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: Yes, a seamless regional transit system would be a great way to connect Flower Mound
to DFW and the Metroplex, along with reducing traffic congestion. I will work with Flower
Mound’s representative to the Denton County Transportation Authority, so as plans
progress, Flower Mound will be part of the discussions.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Gas drilling is a key area where North Texas would benefit from further regional
cooperation. Municipal ordinances differ greatly in North Texas. Flower Mound has some of
the strongest ordinances that protect our residents from drilling near our homes, schools,
churches and parks. Surrounding municipalities do not always offer as much protection.
Flower Mound residents who live near these municipalities are often negatively impacted.
To correct this issue, I would encourage a sharing of information with the residents and city
councils of our surrounding municipalities to broaden their understanding of Flower Mound’s
ordinances. The goal would be to encourage a harmonization of the ordinances.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Flower Mound runs a tight ship monetarily. I would encourage this approach towards
fiscal responsibility continue. However, Flower Mound should never stop looking for ways to
provide more services for less money.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Flower Mound has weathered the storm relatively well. Decreases in property appraised
values have been compensated for by Flower Mound’s TIRZ zone and sales tax revenues
have begun to increase. The current leadership was faced with budget shortfalls earlier in
the year and made cuts to close the gap. A recovering economy should allow Flower
Mound to avoid further cuts. Flower Mound must do a better job of increasing our tax base.
This can be done by bringing more dining, shopping and recreation options to Flower
Mound. Increasing the availability of quality housing options available in Flower Mound will
also increase our tax base. Doing so will not only fill the demands of Flower Mound
residents but will increase Flower Mound’s tax revenues.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Flower Mound has been in the spotlight regarding gas drilling, which has caused some
division in our town. This division stems from real disagreements over key procedures,
ordinances and issues. It is my hope that in the coming year, that we will be able to work
together as a community and resolve these issues.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: Flower Mound has led the way in establishing ordinances that keep gas drilling away
from our homes, schools, churches and parks. Flower Mound recently had a citizen’s
advisory board review its ordinances and make recommendations. The new council will
review these recommendations and take action. I’ve reviewed the recommendations, and
also want to add mandatory vapor recovery and air monitoring at all pad sites. Long
distance drilling methods may also offer further opportunities to keep drilling away from
our homes, schools, churches and parks. Flower Mound should explore the use of these
methods to unify mineral owners and surface owners. This could limit the push by mineral
owners for new drill sites in Flower Mound, and reduce litigation costs related to Flower
Mound’s oil and gas ordinances. I also believe Flower Mound should use its municipal
authority to regulate the location of pipelines related to gas drilling. When unregulated,
these pipelines can needlessly intrude on residents’ private property and create a spider
web of pipelines on undeveloped land, limiting the future development of Flower Mound.
Centralized natural gas collection facilities (CCF) are also an open issue in Flower Mound.
Flower Mound has a CCF at 1171 and Scenic Road that is currently limited to natural gas
compression. Flower Mound must use its municipal authority to ensure no other facilities

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are established without resident knowledge, input and approval. Flower Mound must also
work to make sure the current facility is as safe as possible.

Jeff Whittaker

Biographical Info:
Name: Jeffrey Whittaker
Street Address: 4305 Auburn Drive
City/Town: Flower Mound
State: Texas
Date of Birth: July 22, 1959
Work or Campaign Office Phone Number: 972-539-4977
Home Phone Number: 972-539-4977
Fax Number: 972-539-4977
E-mail Address: jeff@electjeffw.com
Campaign Web Site Address: www.electjeffw.com
Questions:
Q: Length of residency in the city
A: I have resided in Flower Mound for 13 years.
Q: Length of residency in the district, if applicable
A: I resided in Carrollton for approximately 9 years.
Q: Occupation/main source of income
A: I am Certified Public Accountant in private practice. I own my firm and receive fee
income for the completion of tax returns and providing financial and accounting assistance
to hundreds of individuals and businesses in North Texas.
Q: Current civic involvement/highlights
A: Board Member and Treasurer Lewisville ISD Education Foundation, Board Member and
Vice Chairman of the Executive Committee of the Lewisville Chamber of Commerce,
Member Board of Governors of the Texas Health Resources Presbyterian Hospital of Flower
Mound, Town of Flower Mound Planning and Zoning Commissioner.
Q: Previous civic involvement/accomplishments
A: Board Member and Treasurer Friends of the Flower Mound Public Library, Board Member
and Treasurer Town of Flower Mound Community Development Corporation.
Q: Education
A: I am a graduate of the University of South Florida with a BA in Accounting and
Marketing and I obtained a Masters in Business Administration in Corporate Finance from
the University of Dallas. I am a Texas and Florida Certified Public Accountant, a Certified
Financial Planner and a holder of the Personal Finance Specialist designation.
Q: Previous public offices sought/held:
A: I have not previously sought public office.
Q: How much funding have you raised for your campaign?
A: $2270 has been deposited into my account.
Q: Who are your top three contributors?
A: I am the largest contributor to my campaign. Al Demarzo and Peter Fuenfhausen have
also contributed.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No have not been been arrested or involved in an criminal proceedings or civil suits.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I seek to offer the same leadership to the Town that I have provided to many charitable
and civic organizations I support. I have provided significant financial and operational
leadership that has benefited those organizations. I am willing to perform most any task
and have always been welcomed upon joining organizations and encouraged to lead. I am
a CPA well versed in Corporate Finance and have held many financial leadership positions.
I am the only candidate for Place One that has actually had control over the tax dollars of
the residents and always ensured I spent less than we took in. I provide service that most
people find highly beneficial thus I was voted the Best CPA and Best Financial Planner in
Denton County in 2009. I believe I bring complimentary skills to add to those already
found on Council.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: May initial focus will be to complete in the work currently in progress on the Town Gas
Ordinance. I feel it needs to be completed, it needs to be done right the first time and we

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can move on. Next I want to do everything we can to move the development of medical
facilities forward. We need to ensure the medical office building attached to the hospital is
constructed and that experience is as good for the developer as was the construction of the
hospital. Finally I would like to see senior housing addressed within close proximately to
the medical facility. I would push to find a developer seeking an opportunity to provide a
multi-level care facility.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My opponent is also a highly qualified and skilled individual. I would point out that I
have 10 years more business experience and have contributed significantly more time to
the community. I have supported many charities and been an integral part of civic
organizations where my opponent has not. I am fairly well know to business, banks and
Town Staff and would be able to step in immediately upon election. Finally I was placed
into a Town Appointed position and faced significant challenge and opposition. In my first
few months some extremely important and highly contended issues came through Planning
and Zoning. My opinion was frequently not in the majority. I was determined to stay
through these difficult times and ensure my voice was heard. My opponent when presented
with similar circumstances resigned.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Adding more high quality residential housing is very high on my list of priorities. I
strongly favor home ownership projects. I have yet to have one resident say to me they
request upon joining Council that I move forward projects for high density apartments.
Commercial development, particularly that which adds jobs must also be a significant
priority. To continue a high level of services the public demands Flower Mound will need
new tax revenue. Commercial development with related jobs is a must.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: I think the predominant demographic issue in the Town is how to serve the aging. As a
member of the Flower Mound Chamber of Commerce I was part of the initial Senior
Resource Group. I have visited many senior housing and care facilities in the Town. We are
fortunate to have one of the highest rated facilities in the state. I would gladly become a
champion for senior housing, particularly in the Riverwalk area, that would serve seniors
and offer varying levels of care. I have parents who reside in such a facility in California.
That would be an excellent addition to the Town, particularly in an area so close to services
seniors would need.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Illegal immigration is not an issue in Flower Mound.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: Regional mass transit must be viewed as an investment just as any other expenditure
of the people's money. Any proposal to add Flower Mound to the regional transit system,
be it bus or rail must be justified financially. While I have visited the new rail system in
Lewisville and look forward to riding, I believe it remains to be proven that Flower Mound
would be a logical next step. However I would be willing to listen to proposals for
consideration of Flower Mound's participation.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: I support the continuing to work with our neighboring communities on Legislative
initiatives that for which we have a common interest. In addition, I support working
together on transportation and other similar infrastructure opportunities.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I believe the Town, and specifically Town Staff have done an excellent job in cost
control. Given my background in accounting and finance this would be an area where I
would seek to participate and provide insight.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The Town of Flower Mound has done an excellent job in maintaining a balanced budget
in difficult economic times. Businesses within the Town have new facilities under
construction that will in fact add to the tax base. As the hospital matures we will see

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construction of support facilities, offices and hopefully residential construction in the


Riverwalk area. Further I am anxious to see new opportunities in the Lakeside area.
However, I want to view what Lewisville did to lure employers like MedFusion and Netgear
and then find why Flower Mound was not selected. Finally we have seen some very
positive new projects for single family home construction that will contribute new tax
dollars and new residents to generate sales tax revenue.
Q: What is an uncomfortable truth about your city that voters must confront?
A: An uncomfortable truth is that even when Flower Mound passes its new gas ordinance
much of the progress made may be thwarted. There is a bill in committee in Austin as I
write this that seeks to strip the ability of local communities to regulate oil and gas
exploration within their jurisdiction. Mayor Northern traveled to Austin to testify against
this bill. Also testifying at the recent committee hearing in Austin was a Flower Mound
developer who sought to put gas wells in River Walk on land that is near a church,
daycare, and now the newly built hospital. He attacked Flower Mound by urging legislators
to take away our sovereign immunity – our right to self-regulate. This developer has
endorsed my opponent.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: The Town Council and Mayor voted in last May took the appropriate steps to enact
proper regulation for the Town. They first appointed a Board to assess the issue, included
all points of view, allowed the heated rhetoric to quiet and crafted new regulation. It is
now in the final stages of creation and I would look forward to voting on the final version
when elected.

Flower Mound Town Council, Place 3


Description:

Candidates (choose 1):

Elwood Leonard

Biographical Info:

Questions:
Q: Length of residency in the city
A: - no response -
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: - no response -
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: - no response -
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: - no response -
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: - no response -
Q: What are the key differences between you and your opponent(s) that make you the
best choice?

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A: - no response -
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: - no response -
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: - no response -
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: - no response -
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: - no response -
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: - no response -
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: - no response -
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: - no response -
Q: What is an uncomfortable truth about your city that voters must confront?
A: - no response -
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: - no response -

Mark Wise

Biographical Info:
Name: Mark Wise
Street Address: 4409 Biscayne Dr
City/Town: Flower Mound
State: Texas
Date of Birth: November 18, 1966
Work or Campaign Office Phone Number:
Home Phone Number: 972-355-9473
Mobile Phone Number: 972-454-9473
E-mail Address: mark@markwise.net
Campaign Web Site Address: www.electmarkwise.com
Questions:
Q: Length of residency in the city
A: November 1996-Jan 2003 Aug 2004-Present
Q: Length of residency in the district, if applicable
A: November 1996-Jan 2003 Aug 2004-Present
Q: Occupation/main source of income
A: My main source of income comes from my full time position as a systems engineer with
a global communications company headquartered in San Jose, CA. I am part owner in our
family real estate business that my wife Kris manages.
Q: Current civic involvement/highlights
A: I currently serve as Place 3 on the Town of Flower Mound's Oil and Gas Board of Appeal
and Flower Mound's Board of Adjustment. I'm the secretary of the Summit Club of Flower

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Mound, an organization dedicated to serving youth activities in the community.


Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: Degree in Computer and Electronic Technology along with extensive corporate training
and management experience.
Q: Previous public offices sought/held:
A:
Q: How much funding have you raised for your campaign?
A: To date $1225.00
Q: Who are your top three contributors?
A: I'm the largest contributor to my campaign, along with family, friends and supporters.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I have not.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I’m running to make a difference in our community. In my current professional position,
I take complex problems and develop solutions that best meet the needs of the client. I
will bring these analytical skills and problem solving approach to the issues facing our
town. I will examine all sides of an issue, gather relevant facts and move forward with a
solution that is best for the whole of Flower Mound.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: First and foremost I would consider the recommendations of the Oil and Gas Advisory
Board in crafting a revised oil and gas ordinance that offers our community the best health,
safety and welfare protections. Secondly, I would continue the development of our medical
community in and around our town to bring quality care and advanced services to our
citizens. Next, I would promote sustainable economic growth, that follows the town's
Smart Growth Plan and Master Plan vision.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am active on a Town Board and in a long standing civic organization within the town. I
attend and participate in community events. My opponent has not publicly stated his
platform whereas I have clearly described my experience and platform positions on my
website – www.electmarkwise.com so residents know exactly where I stand.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting good commercial and retail is a priority for me. This is critical to the
enjoyment of our community, the development of jobs and the support of our tax base.
Development needs to fit our town’s Master Plan vision and SMART Growth plan, enhancing
our community, not detracting from it. In the last year the town has moved forward with
two park projects; Twin Coves,adding convenient access to Lake Grapevine, and Wilson-
Carmel, a 94 acre location with an amphitheater. I also support the continued commitment
to infrastructure and city services, aligning with the town's Master Plan vision and Smart
Growth Plan. These are just a few of the many current projects that support a continued
growth to promote a sustainable tax base while enhancing our community character and
maintaining the quality of life we enjoy and expect.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: N/A There are no measurable demographic changes.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Illegal immigration is not an issue in Flower Mound.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I do favor a regional transportation system but only when the circumstances are right.
I’m not convinced the demand justifies the expense to bring it to Flower Mound. I would
like to investigate usage potential for Flower Mound prior to discussing any funding or steps
required. I believe such an investment would need to provide a benefit that is worth the
cost to our taxpayers.
Q: Identify other issues you think your city and North Texas could benefit from greater

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regional cooperation, and what would you do to encourage regional partnerships?


A: I support Mayor Northern's initiative to foster greater cooperation by sponsoring
community meetings and workshops with other elected officials. This promotes regional
cooperation through collaboration whereby we learn from each others mistakes and share
best practices on what works best for our communities.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I think our city services are outstanding and delivered in a cost effective manner.
However, there are always areas of opportunity. Advances in technologies are an example
of how city services can be made more efficient. I would work with town staff to identify
the highest payback projects and assuming their value, champion efforts to get them
funded.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: During hard economic times, families need to tighten our belts and do with less. In my
view, local governments need to make difficult decisions and spend money accordingly. We
should invest only where we have tax growth potential. I commit to treating our town’s
budget and spending with great care and caution. I believe a strong financial position will
ensure our town’s success and place us at an advantage in weathering short term
economic hurdles and position us for solid economic growth as our national economy
improves. The current leadership and town staff has done an excellent job in these very
tough times.
Q: What is an uncomfortable truth about your city that voters must confront?
A: With the election of new Council leadership last year that has as its first priority
protecting the health and welfare of the citizens of Flower Mound, some residents have
grown complacent, believing that no further work is needed. This is not true. The Council
has made tremendous progress in protecting the citizens but there is still plenty yet to be
done. The new Oil and Gas ordinance needs to be reviewed by Council and approved. Just
this week a bill was being reviewed in the Texas legislature that would take away Flower
Mound’s authority to regulate gas drilling within the municipality. This would be devastating
to progress made to date. Citizens need to continue to follow our community's progress
and elect those who can best represent their concerns.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: It is my understanding that the Town of Flower Mound's ordinances regulating gas
drilling are among the most restrictive in the nation. As a member of the Oil and Gas
Board of Appeals I recently participated in two different cases where gas drilling companies
sought a number of reductions from setbacks under the Town’s current ordinances. I voted
against the requested variances as did the other Board members. The two applicants have
since filed separate lawsuits against the Board seeking to have the Board’s decisions in
these cases overturned. I believe that the gas drilling companies should comply with the
Town’s ordinances, and in those situations where variances are allowed be required to fully
meet the spirit and intent of our current ordinances. But, given the concerns expressed by
so many residents of the Town regarding gas drilling, the Town should carefully examine
and where needed strengthen those ordinances particularly when residential areas are
involved. Additionally, the current town council is reviewing our Oil and Gas ordinances,
after a lengthy review by our Oil and Gas Advisory Board. I look forward to participating in
that process when elected.

Frisco City Council, Place 5


Description:

Candidates (choose 1):

Bart Crowder

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Biographical Info:
Name: Bart Crowder
Street Address: PO Box 2074
City/Town: Frisco
State: TX
Date of Birth: 08/04/1964
Work or Campaign Office Phone Number: 214-908-7384
Mobile Phone Number: 214-908-7384
E-mail Address: bart@bartcrowder.com
Campaign Web Site Address: www.bartcrowder.com
Questions:
Q: Length of residency in the city
A: 7 Years
Q: Length of residency in the district, if applicable
A: 7 Years
Q: Occupation/main source of income
A: Managing Director, Charles Schwab & Co.
Q: Current civic involvement/highlights
A: Frisco City Council, Place 5 2008 - Present Chairman, City of Frisco Budget & Audit
Committee Member, City of Frisco Governance Committee National League of Cities
Representative, Washington, DC 2010 SMU Cox School of Business Associate Board
Q: Previous civic involvement/accomplishments
A: Leadership Frisco Class XI CFA Society of Dallas / Ft. Worth Board of Directors Frisco
Soccer Association, Soccer Coach
Q: Education
A: Master of Business Administration Southern Methodist University Bachelor of Business
Administration University of Oklahoma Chartered Financial Analyst Designation (CFA)
Q: Previous public offices sought/held:
A: N/A
Q: How much funding have you raised for your campaign?
A: $2,500
Q: Who are your top three contributors?
A: Sam Roach Collin County Association of Realtors Robert Medigovich
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: My strong business, management & finance background made me the most qualified
candidate in 2008. Today, I add to that three years experience on City Council, working to
address issues and find optimal outcomes for the city. My skills and experience will enable
me to continue adding value and leading the City of Frisco.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: The three most important issues facing Frisco are: 1. Managing Continued Growth - We
have been appropriately cautious in infrastructure investments during the recent economic
downturn. As the city continues to attract new residents, we will have to re-engage in
infrastructure development to ensure that we don't fall behind. Fortunately, Frisco
weathered the economic challenges better than most and is positioned well. We continue
to add new construction of business and residential properties. Sales tax receipts have
been increasing over the last year. This will enable us to provide necessary funding for
required development. 2. Air Quality - The challenges of a lead recycling plant in the city
are well known. We must continue to take all appropriate actions to ensure compliance
with safety guidelines or demand closure. 3. Housing - As a growing city, we must
proactively manage housing types to ensure that we provide an appropriate array of
housing at all levels and are able to remain in control of the process.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: As the incumbent, I have spent many hours studying the issues and making thoughtful
strategic decisions. I have consistently taken steps that are in the best interests of the City
of Frisco. Things are going well in the city and I am proud of my contribution to that
success.
Q: Development challenges vary from city to city. Where does attracting residential and/or

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commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: The City of Frisco does an outstanding job in economic development. We have a great
structure in place with a funded Economic Development Corporation, a great City Manager
and an engaged City Council. We are deeply involved in the development process and
work together to create winning proposals to attract development.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: The City of Frisco embraces citizens of all backgrounds and origins. We appreciate the
contributions of all people. From an economic perspective, we were not immune to
challenges during the recession. Our volunteers and social service organizations were very
busy helping those facing setbacks. We will continue to support social services initiatives.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Immigration is a Federal issue that should be dealt with at that level. Our local police
should focus on protecting our city and prosecuting criminals regardless of immigration
status.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I support regional cooperation in developing efficient transit systems. However, the vast
geography of the metroplex makes it difficult to build a comprehensive system. Our goal is
to attract jobs within Frisco so that fewer citizens are commuting to far away areas.
Currently, I do not believe there is sufficient interest in mass transit to justify the expense
of bringing it to our area.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Our region could benefit from greater cooperation in pursuing major corporate
relocations. By working together to first position North Texas as a desired location, we
would present a unified front. Regardless of which city was ultimately selected, we all
benefit. The lack of this coordination was cited as a factor in the Boeing move to Chicago.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Yes. Our city is extremely efficient. Our maintenance & operations tax level is one of
the lowest in the area. Our City Manager has built a strong staff with employees that take
great pride in their work and do their best to meet the needs of the citizens.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The City of Frisco has weathered the economic challenges extremely well. The City
Council and City Manager have worked together to address essential needs and postpone
expenditures which could wait. The worst of the downturn is behind us now and we must
carefully begin to ramp up our development efforts to ensure that we meet the needs of a
rapidly growing city.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Most of the current conflict is occurring between those with traditional conservative
values and newer extreme conservatives. Overall, things are in great shape in our city and
it is unfortunate that some are choosing to imply otherwise and detract from moving the
city forward. Many of us feel there are significant fiscal issues in Washington. We need to
be able to see the difference at a local level. Our city has a great City Manager and staff
who have efficiently managed our development.
Q: What are the next steps the city should take regarding the Arts of Collin County shared
arts hall?
A: The Arts Hall was one of the projects that was postponed during the recent economic
downturn. It was appropriate to wait until conditions improved before moving forward. I
did not support the effort to revoke bond authorization. Now that it is on the ballot, I
believe we will have clear direction on next steps. If the voters re-affirm their commitment
to the project, I believe we should move forward with funding and construction in the very
near future.
Q: Do you favor a public investment in rail service for Frisco, and, if so, how would you
pay for it?
A: In the current environment, I believe we have more pressing needs. I believe we
should set aside appropriate right of way to keep this option open for consideration at a
later date. I do not believe we should invest in rail service at this time.

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Tim Nelson

Biographical Info:
Name: Tim Nelson
Street Address: 10412 Noel Dr.
City/Town: Frisco
State: TX
Date of Birth: 11 July 1970
Work or Campaign Office Phone Number: 214-699-8461
Home Phone Number: 214-699-8461
Mobile Phone Number: 214-699-8461
E-mail Address: Tim@VoteForTim.org
Campaign Web Site Address: www.VoteForTim.org
Questions:
Q: Length of residency in the city
A: 12 Years - Since 3/27/1999
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: Army Officer/Real Estate Investor
Q: Current civic involvement/highlights
A: At the national level, I continue to serve as an officer in the United States Army/Army
Reserve and have done so for the last 21+ years. I currently serve on the city's Veterans
Advisory Committee and my homeowners association board of directors. I'm also actively
involved in leadership roles in many organizations to include Cub Scout Pack 282, Frisco
VFW Post 8273, the Reserve Officers Association, the PTA and Smith Elementary's
Technology Funding Subcommittee. Additional service includes my life membership in the
Heritage Association of Frisco, volunteering with: the Frisco Soccer Association,
WatchDOGS at Smith Elementary, the Association of the United States Army and I am a
trained Community Emergency Response Team (CERT) member. Lastly, I am a Mentor in
FISD's Independent Study and Mentorship Program.
Q: Previous civic involvement/accomplishments
A: My previous service has included appointment by the Mayor and City Council to the
Charter Review Commission. I have been asked to speak at Frisco Memorial Day services
and to students at Allen, Bright and Smith Elementary schools. I've been awarded the
Bronze Star for my military service in Iraq and the Meritorious Service Medal amongst
other military awards. My involvement also includes service as a division officer and local
advisor to college organizations. As a youth, I was appointed as the Chair for the Simi
Valley Youth Council and served for two years as a Community Service Officer with the
University of California Police Department.
Q: Education
A: B.A. Administrative Studies – University of California Riverside, A.A. General Studies –
Moorpark College. My civic education includes: Frisco City Hall 101, Frisco Citizens Police
Academy, Frisco Citizens Fire Academy and CERT - Community Emergency Response Team
training. In addition I have over 22 years of leadership, management and engineering
training through the United States Army, and major corporations such as EDS and UPS.
Q: Previous public offices sought/held:
A: Candidate - Frisco City Council, 2008.
Q: How much funding have you raised for your campaign?
A: $1450
Q: Who are your top three contributors?
A: Charles Hanebuth, William Sowell, and Robert Medigovich.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most

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qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I have lived in Frisco for the last 12 years with my wife and three children.
Professionally, I serve as an Officer in the United States Army Reserve and have done so
for the last 21 years. I have been continuously active in the community through
government, nonprofit organizations and the schools. I bring over twenty years of varied
leadership, management and values-based decision making to the table. My unique
experiences both domestically and abroad provide me with a wealth of experience and
perspective to draw upon. As a Soldier and businessman, I have visited 5 continents,
more than 26 countries and most of the individual United States. During this time I have
experienced some of the best and worst that national and local governments have to offer.
Successful governments have individuals that make strong effective decisions in a timely
manner. During my tour of duty in Iraq, I was awarded the Bronze Star. Since then I've
received numerous other accolades for my service and leadership abilities to include the
Meritorious Service Medal, the Strom Thurmond Junior Officer of the Year Award and
selection as only one of two officers to the Reserve Officer Exchange Program with the
United Kingdom. These awards and selections demonstrate the highest level of service and
self sacrifice to our country, and also highlight my ability to make values-based decisions
under the harshest of conditions. I find myself uniquely qualified to share a special blend
of leadership and experience with my community. Adding my skill set to our current City
Council will add the leadership decision making and consensus building that the city of
Frisco needs at this time.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Frisco has and will continue to experience many issues unique to cities enduring major
growth. As Frisco's population has now exceeded 120,000 I believe managing growth is the
most important issue. Under the growth umbrella I see safety and security, infrastructure,
land management, taxation and managing city services as top priorities. Effective
budgeting, cost reductions, improving efficiency and outsourcing non-key governmental
responsibilities and roles will all assist in paying for future needs.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My opponent believes that raising taxes during budget shortfalls and funding projects
outside of the city through bond sales is a priority for the city. I firmly disagree. I believe
that core government functions such as Police, Fire and infrastructure should ALWAYS come
first. Projects within the city limits such as the building of Grand Park should become the
leading project among city "wants". I believe that an elected representative of the people
should be representative of the people. This can only happen through regularly meeting
with your constituents, those that you agree/disagree with and hearing their concerns.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting quality residential and commercial development is critical to the City. Quality
developments increase the tax base and have allowed Frisco to grow as fast as we have.
The City leaders in conjunction with our EDC, CDC and Chamber of Commerce have done
an admirable job in attracting development such as Stonebriar Mall, Ikea, and many
others. We need to continue to focus on attracting quality developments on both the
commercial and residential sides to ensure the long term success of the city.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Demographically our city is still very young. Families move here to improve their
quality of life and superb schools. Better quality of life attracts individuals from all walks of
life and this has been reflected in our growing minority populations. Our city has embraced
these new groups, understanding that with diversity comes strength and understanding.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: The enforcement of laws and ordinances is critical to maintaining order and quality of
life that is unique to Frisco. Residents choose to live in Frisco not only because of the
residential, retail and entertainment options, but because of the community that has been
forged based on laws. I believe federal laws currently in place regarding illegal immigrants
are adequate. If these laws are enforced throughout North Texas, controversial ordinances
like those passed in Farmers Branch and Irving would not have taken place. The Frisco
police department has a mandate to enforce state and local laws and ordinances. The
federal government needs to uphold its responsibilities.

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Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: Suburban sprawl does not lend itself to cost effective mass/regional transportation.
There must be population density to support mass/regional transportation. People love
their cars, trucks and SUVs. Only when the time or costs associated with utilizing private
transportation become too high will mass/regional transportation become a viable
alternative.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: I think regional cooperation will always be a "force multiplier". Not every city needs a
football stadium or a major performing arts complex. As our city continues to build out, we
need to look at other city's strengths and resist duplication of efforts. There are plenty of
projects and events that no one city could do alone. Cooperation on roads, water and other
infrastructure can all be enhanced through regional cooperation. Two other examples
include Super Bowl XLV and Dallas' bid to host the Olympics. Both are good examples on
the types of partnerships that should be duplicated moving forward.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I believe Frisco does an outstanding job delivering quality services in an efficient
manner to the residents of Frisco. Two prime examples are strategic partnerships with
Community Waste Disposal for trash AND recycling and Texas A&M for water conservation
services. Also, Frisco Police and Fire Departments conduct regular outreach and
educational programs such as the Citizens Police Academy, the Citizens Fire Academy and
Community Emergency Response Team training. Additional educational programs and tools
such as the Neighborhood Watch program and Safety Town are wonderful examples that
prove an ounce of prevention is worth a pound of cure. In addition, we should consider
instituting electronic billing for utility bills, which would save the costs of printing and
mailing to thousands of homes every month.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: We’ve had significant challenges in the current economy and have managed better than
most. We need to continuously evaluate the programs we offer, some programs may no
longer provide a benefit, or may just cost to much to justify, if that is the case we need to
have strong leadership that is willing to cancel a program and not just continue to move
forward because “that’s what we’ve always done”. We also need honest leadership that is
willing to make courageous decisions and honestly justify and explain their actions.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Frisco is no longer a small town. The overwhelming majority of residents have lived
here less than 10 years. Meeting resident’s vision of our city is a real challenge as we have
a growing number of new residents that are looking for amenities similar to what they had
in their previous communities. Balancing this vision with the vision of long-term residents
will be a challenge for years to come. Listening to our residents and exercising leadership
will provide viable solutions. We need to continuously evaluate the direction of the city to
ensure we are making it the premier city in North Texas for people to work, play and live.
Q: What are the next steps the city should take regarding the Arts of Collin County shared
arts hall?
A: The Arts of Collin County (ACC) is a current ballot item. Should Frisco residents vote
"For" revoking the bonds then the city will have no realistic funding method to remain a
Member City and I would notify other Member Cities of our withdrawal from the project.
Should the voters elect "Against" revoking the bonds then I will move the project up on the
list of prioritized "wants". At no time would I prioritize the ACC above core city "needs"
such as safety, security or infrastructure.
Q: Do you favor a public investment in rail service for Frisco, and, if so, how would you
pay for it?
A: Based on current needs and projected population density for the city of Frisco, I do not
favor public investment in rail service at this time. Potential rail routes show rail lines
connecting Frisco with Dallas via Carrollton or east Plano. I am interested in studying the
viability of bus connector service to either of these two stations. This would provide
virtually the same service to a rider but would likely be at a reduced cost to taxpayers.

Peter A. Vale
Biographical Info:

Questions:

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Q: Length of residency in the city


A: - no response -
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: - no response -
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: - no response -
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: - no response -
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: - no response -
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: - no response -
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: - no response -
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: - no response -
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: - no response -
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: - no response -
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: - no response -
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: - no response -
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: - no response -
Q: What is an uncomfortable truth about your city that voters must confront?
A: - no response -
Q: What are the next steps the city should take regarding the Arts of Collin County shared
arts hall?
A: - no response -
Q: Do you favor a public investment in rail service for Frisco, and, if so, how would you
pay for it?
A: - no response -

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Frisco City Council, Place 6


Description:

Candidates (choose 1):

John C. Classe

Biographical Info:
Name: John Classe
Street Address: 14688 Ballentrae Drive
City/Town: Frisco
State: Texas
Date of Birth: October 20, 1976
Work or Campaign Office Phone Number: (972) 608-0873
Home Phone Number: (972) 712-0664
Mobile Phone Number: (214) 336-5557
Fax Number: (972) 608-0874
E-mail Address: john@JohnForFrisco.com
Campaign Web Site Address: www.JohnForFrisco.com
Questions:
Q: Length of residency in the city
A: 10.5 years
Q: Length of residency in the district, if applicable
A: 13 years
Q: Occupation/main source of income
A: CERTIFIED FINANCIAL PLANNER™ Practitioner – 10 years – Bell Financial Group –
Frisco, TX
Q: Current civic involvement/highlights
A: Arts of Collin County Board of Directors – Frisco Representative - October 2010-Present,
Grace Avenue United Methodist Church – Discipleship Council – January 2010-Present,
Heritage Association of Frisco – Lifetime Member
Q: Previous civic involvement/accomplishments
A: Parks and Recreation Board – October 2006-September 2010 (Secretary 2008, Vice
Chairman 2009, Chairman 2010), Collin County Sigma Chi Alumni Chapter – Treasurer -
2004-2009, Villages of Hillcrest Homeowners Association – President – 2002-2005, Frisco
FACTS Political Action Committee - 2002
Q: Education
A: Vanderbilt University – Nashville, TN - Bachelor of Arts, Economics – Magna cum Laude,
May 1999
Q: Previous public offices sought/held:
A: n/a
Q: How much funding have you raised for your campaign?
A: $10,000
Q: Who are your top three contributors?
A: My top 3 donors are individual citizens and not organizations.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: As a 10-year resident of Frisco and native of the Dallas area, I have witnessed
first-hand the tremendous wave of growth that has enveloped the city. From my days as a
college student waiting tables at La Hacienda Ranch in the 1990s, to the establishment of
my home and financial planning practice right here in Frisco a decade ago, I have

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experienced all aspects of life in this burgeoning community. My daily interaction with
Frisco citizens through my practice plus my background in economics gives me the unique
perspective of witnessing just how our city’s growth and the economy affect us all. When
times are good, I see the direct effects on the lives of Frisco citizens. When times are
tough, I work hand-in-hand with them understanding and partnering together through
their struggles. I live here, I run a business here, I worship here, and I plan to remain
here. Involvement in local government has long been an interest of mine. Since the early
days of my residence in Frisco, I opened and maintained good lines of communication with
civic leaders. I served on the Frisco FACTS political action committee in 2002. Shortly
thereafter, I joined a group of concerned citizens to prevent the tolling of State Highway
121 leading up to its construction through Denton and Collin Counties. While the road is a
toll way today, we were instrumental in preventing its sale to a foreign company. In 2006,
I was appointed to the Frisco Parks and Recreation Board, serving for four years and as
elected by my peers as board chair in my final year. Last fall, I was unanimously chosen by
our current city council to represent Frisco’s interests on the Arts of Collin County Board.
My family, my business and my heart are in Frisco. I am asking the citizens of Frisco to
elect me to represent their vision for our city. With over 50% of our land mass yet to be
developed, I want to ensure that the decision-makers we elect to shape our continued
growth have both feet firmly planted here and are wholeheartedly in it for Frisco.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Keep Tax Rates Low: When surveyed on the reasons for moving to Frisco, residents
here list three features above all others: exemplary schools, low taxes and great
amenities. In my decade as a citizen of Frisco, nothing gives me more pride than to see all
that Frisco has to offer its citizens -- and at a total tax rate that is significantly lower than
neighboring cities of comparable size. Public-private partnerships have much to do with
this success and have become the jewels of Frisco: Dr. Pepper Ballpark, Pizza Hut Park, Dr.
Pepper Star Center, Stonebriar Center, and Hall Office Park just to name a few. Projects
like these go hand-in-hand with a low tax rate by making Frisco a destination city, bringing
people from other cities here to spend money. If elected, I would encourage the continued
active pursuit of these opportunities where it fills a need, by supporting policies that
promote economic development. In order to lessen the tax burden on residents of Frisco,
we must remain a destination city so that outside dollars help fund the high level of
services that Frisco residents have come to expect. These projects will find a home
somewhere; we must work hard to attract them to Frisco. Improve Air Quality: Frisco has
recently faced several environmental challenges with industrial partners like the Exide
Battery Plant and APAC Asphalt Batch Plant. I support the efforts of City Manager George
Purefoy, the City Council and state Senator Florence Shapiro in continuing to work closely
with the Texas Commission on Environmental Quality in Austin and the Environmental
Protection Agency to effect the necessary changes to bring business partners like these into
compliance with existing rules by adopting the latest technology. Not only do we need to
ensure the health and safety of our families, we must also get in front of these issues to
avoid a drop in home values. If elected, I plan to represent Frisco for years to come, so I
will be here to guarantee that Frisco’s industrial residents stick to their promises. Invest in
Infrastructure: At its core, the city of Frisco provides its residents with roads, police and
fire protection, safe water to drink, and parks where our children can play. With over 50%
of Frisco’s geography still undeveloped, there will certainly be continued pressure from a
growing population to provide and improve these basic services, but in a way that doesn’t
disturb our existing quality of life. Responsible, effective infrastructure development
requires teamwork and partnership: with state and regional entities, with agencies like the
Frisco Fire Department and Frisco Police Department, and with our citizens. There must be
a two-way dialogue on infrastructure. Citizens need to be heard at City Hall, and they need
to receive timely, accurate information about project costs and timelines. I will ensure this
communication continues and will be a citizen voice and advocate on city council.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My decision to ask the citizens of Frisco for their vote comes solely from my desire to
continue to serve the city. I have no political aspirations beyond serving the citizens of
Frisco. As a 10-year resident, parent of a Frisco ISD student, and owner of a Frisco
business, I have both feet firmly planted right here. If elected, I promise to serve out the
entirety of my three-year term. I challenge my opponent to make the same promise.
Frisco has some of the highest development standards in the Dallas/Fort Worth Metroplex
-- and for good reason. These standards keep our city looking attractive to residents and
tourists, but more importantly, high-quality development lasts longer and costs less over
the long term. In the recent update to Frisco’s comprehensive zoning ordinance, my

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opponent advocated lowering Frisco’s development standards. This is short-sighted, as it


will lead to premature deterioration of our critical infrastructure, leaving an unreasonable
and needless bill for future Frisco taxpayers. The undeveloped parts of Frisco need to
develop as the earlier parts have, and we should not be in a race to fill the land with
whatever can be built easily and cheaply. As a business owner, I understand the effect of
staff morale on customer experience. Offering fair compensation is the best way to retain
good employees. In Frisco, residents are the “customers” and therefore we expect to
receive excellent service and skills from our city employees. Last year, as a cost-cutting
measure, the City Manager recommended that many city staff members be asked to
forego earned merit pay raises until budgets could be reassessed at the end of the fiscal
year. Our Frisco employees stepped up to the plate, and delivered more work for a
reduced salary, expecting that City Council would make it right as soon as possible. At year
end, when all city departments had come in under budget and revenues exceeded earlier
forecasts, City Council honored its word and brought back up the issue of merit pay to
Frisco employees. My opponent cast the lone opposing vote to reinstate merit pay --
breaking his promise to police, fire and staff groups.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: As the expansion of the Metroplex progresses, there is no doubt that development will
continue northward through Frisco and beyond. The question is, “What will it look like?”
Over the 10+ years of my residency in Frisco, city leadership has done an outstanding job
at shaping this growth in a way that has transformed Frisco from a bedroom community
into a nationally known example of what suburbs can do to diversify their economies.
Thanks to the development of world-class entertainment and retail districts, and its
support for high-quality education, Frisco continues to successfully attract world-class
corporations whose employees want to live and play here. As the city grows, we must
continue to attract new business and jobs to Frisco, —but now, we must also focus on
keeping those employers, with pro-active business retention efforts through partnerships
with the Frisco Economic Development Corporation and the Frisco Chamber of Commerce.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: During Frisco’s most explosive growth phases, the city and school district had to
continually construct new roads, new schools, new police and fire resources. It seemed we
were always playing “catch-up” with our infrastructure. Now, although still growing,
Frisco’s new resident influx has slowed thanks to the recession. I believe we should take
advantage of the opportunity provided by this temporary lull to responsibly manage
infrastructure in the undeveloped parts of Frisco, making it more attractive to project
developers. Also, 1/3 of Frisco’s population is under 18. The city is full of young families,
and much of our development in the last few years has been centered on the needs of
parents with young children. As those children grow and that core constituency evolves, we
have to ensure that the city remains attractive and vibrant to different types of
households, including young professionals, empty nesters, and families of teens and
college students.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Immigration and border security are responsibilities of the federal government. When
municipalities have attempted to address illegal immigration through regulation, they have
opened the door to costly litigation. I believe this to be a poor use of local taxpayer
dollars.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: While some neighboring cities use one cent of sales tax to fund their participation in
regional transit (through DART), I believe that the city of Frisco is currently better served
using its one-cent sales tax to fund the Frisco Economic Development Corporation (FEDC)
and the Frisco Community Development Corporation (FCDC). With Frisco still at less than
50% build-out, the efforts of the FEDC and FCDC greatly enhance our ability to shape the
city’s development. I believe, as the Metroplex grows, that there will be an increasing
need and demand for alternative transportation options because continuing to expand US
75 and the Dallas North Tollway, for example, are unsustainable. This need will have to be
weighed against available funding options at that point in the future, and will almost
certainly require a private (e.g. corporate) component.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?

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A: Rather than acting cohesively, North Texas sometimes suffers from an “every man for
himself” mentality. Several years ago when the Boeing Corporation sought to move its
headquarters from Seattle, North Texas made the short list. However, when Boeing came
calling, executives had to negotiate with Dallas, Fort Worth and many of the suburbs and
ultimately Chicago was chosen instead. When attracting major corporate relocations or
large-scale events, we must act as one. We must play to our individual strengths and
agree that having a partial involvement in a regional event is a better outcome than not
having the opportunity to participate at all.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: In Frisco, I am certain that our city is run more efficiently than most. City services are
provided at a high level, and at a tax rate that is the lowest in the Metroplex among cities
with 100,000 residents or more. And to cut costs, the city has frozen unfilled staff positions
for the last several years, while the population continues its march higher. I believe that
there is always a budget item that can be reduced or eliminated when needed. Still, Frisco
could benefit from a “sunset committee,” similar to the nationally acclaimed department of
the State of Texas. This committee would annually evaluate all existing programs to seek
places to eliminate inefficiency and needless spending.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: It is always imperative that the city act with the same fiscal prudence that we do as
families. I have to balance my own household budget; deficit spending is not an option for
me, nor should it be for Frisco. But, by not spending wildly in the “boom” years, we can
create a financial cushion that can ease the pain of the inevitable “bust” years. Over the
last two decades, city staff and leaders have been very prudent in balancing our low tax
rate against expenses, and as a result we have weathered the recession more successfully
than many similarly-sized cities around the state and country. I believe this steady,
cautious approach should continue -- led by Frisco servants who will be here to answer for
the outcomes. Thanks to careful planning, the city maintains a reserve fund for such
downturns; if necessary for an infrastructure funding emergency, Frisco can tap its
reserves.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Though Frisco’s population has ballooned over the past decade, citizen participation has
remained relatively flat. Important issues are being considered and leadership selections
are being made by fewer than 5% of the city’s residents. Demographically, we are a young
community. I know first-hand that with young children comes a hectic schedule, and it can
be challenging to find time to get involved, to learn about city issues and participate in
elections. But if Frisco is to remain a robust and desirable place to live, citizen input is
crucial. I support concerted efforts to make city government proceedings more accessible,
to use affordable technology to increase communication to citizens, and to make voting as
easy as possible for Frisco residents in all parts of the city. We are also about to
encounter a cold, hard fact from Austin: ultimately Frisco needs to be prepared for greater
self-sufficiency, as millions of dollars are about to be cut by the Texas Legislature from
previously-funded local programs. Frisco leaders will need to work cooperatively with all
our departments and community partners to find innovative, positive ways to cut waste
while maintaining services to our growing and diverse community. To do this successfully
will take City Council members who are firmly invested in Frisco’s future, and who are not
afraid to have difficult conversations with state and county leaders.
Q: What are the next steps the city should take regarding the Arts of Collin County shared
arts hall?
A: Frisco’s continued participation in the Arts of Collin County project is back in the hands
of Frisco voters. The citizens will have an opportunity on May 14 to tell city leaders
whether or not they want to continue with the project. The outcome of that referendum
should determine the next steps for Frisco.
Q: Do you favor a public investment in rail service for Frisco, and, if so, how would you
pay for it?
A: As discussed earlier in the question regarding a seamless regional transit system, I
believe that Frisco’s existing revenue sources are currently better served in their current
uses: the FEDC and FCDC. As demand for rail service grows in Frisco, I would prefer to
explore alternative sources of private funding, where available.

Scott Johnson

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Biographical Info:
Name: Scott Johnson
Street Address: 6072 Dripping Springs Dr.
City/Town: Frisco
State: Texas
Date of Birth: July 15, 1971
Work or Campaign Office Phone Number: 214-929-1189
Home Phone Number: 214-929-1189
Mobile Phone Number: 214-929-1189
Fax Number: NA
E-mail Address: Scott@ElectScottJohnson.com
Campaign Web Site Address: www.ElectScottJohnson.com
Questions:
Q: Length of residency in the city
A: We have lived in Frisco 5 years
Q: Length of residency in the district, if applicable
A: NA
Q: Occupation/main source of income
A: Partner in a local private equity firm
Q: Current civic involvement/highlights
A: Frisco City Council since 2008 Governor Perry appointee to the Texas Economic
Development Corporation Board of Directors for the Collin College Education Foundation
Active member of Prestonwood Baptist Church Serve on numerous other boards and
commissions
Q: Previous civic involvement/accomplishments
A: Recognized twice as one of the Top 40 Dallas area business professionals under the age
of 40 in the Dallas Business Journal's "40 Under 40" (2005 & 2010)
Q: Education
A: Bachelors degree from Auburn University
Q: Previous public offices sought/held:
A: I have been a member of the Frisco City Council since 2008
Q: How much funding have you raised for your campaign?
A: $30,000
Q: Who are your top three contributors?
A: Richard Strauss, David Siciliano, Charles Adams
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: When I decided to run for office, I made only one promise. That was to follow Sam
Houston's maxim - "Do right. Risk consequence." Over the last three years I have
consistently led with that in mind and have tried to put it into practice daily. Fortunatly, as
a three year councilman, this is very simple. I stand on my record and hope that I have
earned the trust and confidence of our citizens and have thousands of votes on record that
go far beyond what I could write in any response here.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: The most important issue in Frisco is the health and safety of our citizens as it relates to
the lead recycling plant, Exide Technologies. Finding a solutiuon to this problem will be the
most important thing I do on council and I am confident that we can do that and I that I
can help.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am running on a three-year record that I am very proud of. We have had tremendous

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success keeping our tax rate low, cutting wasteful spending,and attracting high quality
businesses to Frisco. I have experience that one can only get serving on Council and have
unmatched experience in the private sector building public/private partnerships.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: We have done an outstanding job attracting varied development to Frisco during some
very difficult economic times. Diversifying our tax base and bringing high quality, high
paying jobs to Frisco is essential to the long term health of our community and remains a
very high priority for me. So much goes into creating a city that is attractive for growth.
We have to have the best schools and make sure people are safe. We have to keep taxes
in check while we build a city that has services and amenities that are secoond to none.
And we have to continue to build a Community, rather than merely a City. By focusing on
the long term growth of Frisco, and by structuring creative public/private partnerships, we
continue to attract positive development and are in a perfect position for long term
economic health. I truly believe that Frisco is at the best time in its history. The
opportunities here are endless and Frisco's best days are ahead of it.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Frisco is experiencing tremendous growth. We have been named the fastest growing
city in the country and that influx of new citizens requires a huge amount of planning.
Frisco is less than 50% built out and how we plan for the continued growth and how we
develop the infrastructure of our city will largely determine the long term success of Frisco.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Simply, we need to enforce the laws on the books. For our part, we need to continue to
ensure that our police department is one of the best trained, the best equipped, and the
highest paid forces in the State. Additionally, we need to demand that our representatives
in Washington give the states the tools they need to deal with this growing problem.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I support finding solutions to transportation issues that we have and that our region
has. I would not support re-allocating tax revenue that the city currently uses for economic
development purposes to a regional transit system. The rail plans that are currently
proposed are too expensive and ridership projections are too low to justify the cost. It is
obvious that we have major transportation challenges and they continue to get worse with
increased population and decreased funding from Austin. We need to continue to address
the challenge regionally while at the same time being mindful of how our citizens want us
to use their money.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: In almost every area of importance there is some level of regional cooperation that is
needed. In transportation, economic development, water,and many other areas, a
regional perspective is important and is often key to finding solutuions to our shared
concerns. I have worked very hard while on council to foster a spirit of cooperation and
open lines of communication with our North Texas neighbors. We continue our involvement
on regional boards and commissions, and it is important that we continue to build
relationships with elected leaders from other cities. With Frisco now at over 120,000
citizens, we are taking a leadership role in the area and are being looked at as the model
for growth. I take our regional responsibilty seriously. At the same time, it is important
for elected officials to remember that the money we spend is that of our citizens. While
they want us to think regionally and build relationships with outside cities, and try to solve
certain problems together, more than anything they want us to be resposnive to them.
There is a delicate balance here that is important to recognize and maintain.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: The maintainance and operations budget for Frisco compared to other cities of our size
is not even comparable. We live in the fastest growing city in the country and our citizens
have come to expect an extremely high level of city services at a low cost. As we grow and
as we mature, that balance becomes more difficult. Our city manager and city staff have
done a great job of giving our citizens value for their taxes. We deliver services in a very
cost-effective manor - but there is room for improvement. Just as our citizens are
scrubbing their budgets in their home lives and their own businesses, we need to be doing
the same. It is often very easy for government to forget that the money we spend is not

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ours and I have often been the minory vote on council fighting against excessive spending
and waste at city hall. I will continue to fight for our taxpayers to ensure that we are
watching every dollar, and that we remember that the money we spend is not ours.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: As part of the current leadership, I believe we have done a good job of weathering the
economic downturn - but that we can do better. We raised taxes at the bottom of the
economic cycle and I voted against that and still beleive that we made a tremedous
mistake. I have voted against excessive spending on numerous occasions and believe that
we have failed our citizens on these issues as we spent money needlessly. And after our
last budget cycle we distributed excess revenue to our city employees rather than funding
important capital items, or restocking our reserve fund, or sending the their money back
to our citizens. So we have done well, but we have not done well enough. We should work
harder to find saving in every area of our budget. We should contract labor and outsource
where we can and allow private enterprise to do what they do best. And we should make
certain that we are turning over every rock from the county, the state, and the federal
government for grants and dollars that may be available to us. In one sense, the downturn
has been a good thing. It has forced Frisco and other cities and governments to make do
with less and we have found creative ways to fund our needs and accomplish our goals. If
we can maintain that culture and continue to spend wisely when the economy has
recovered, we will be very strong financially and will be in an even better position than we
were before.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Frisco citizens get it. They understand that maintaining a city to Frisco's standard takes
capital and that we still have a tremendous amount of growth that will take place. There
really needs to be nothing that is uncomfortable. We certainly have challenges that will
require an honest dialogue but if their elected leaders are honest and ethical and
communicate well with them, Frisco's citizens understand that tough decisions have to be
made and they are comfortable with us making them.
Q: What are the next steps the city should take regarding the Arts of Collin County shared
arts hall?
A: The next step Frisco will take concerning the ACC project is for our citizens to vote on
May 14. On that day, almost 9 years after they originally approved the project, our citizens
will decide whether or not they want the City Council to continue to have the authority to
sell bonds to publicly fund this project. We have some pretty smart folks in Frisco and I am
very comfortable letting them decide if they want their money to be spent on this project.
Q: Do you favor a public investment in rail service for Frisco, and, if so, how would you
pay for it?
A: I do not currently favor a public investment in a rail system in Frisco. Rail is part of our
master plan and remains a worthy goal as we plan long term for transportation solutions.
But the current plans are too expensive and our citizens would not use it enough to even
come close to justifying the cost. I welcome the exploration of a public/private
transportation plan that addresses our long term needs, but to suggest that publicly funded
rail is Frisco is the answer, given the current economic climate and the pressing needs our
community has, is nonsense.

Frisco Mayor
Description:

Candidates (choose 1):

Maher Maso

Biographical Info:
Name: Maher Maso
Street Address: 10902 Ormond Lane

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City/Town: Frisco
State: Texas
Date of Birth: 03/27/1964
Work or Campaign Office Phone Number: 972-746-1274
Home Phone Number: 972-335-3113
Mobile Phone Number: 972-746-1274
E-mail Address: maher@masoformayor.com
Campaign Web Site Address: www.masoformayor.com
Questions:
Q: Length of residency in the city
A: I have lived in Frisco since 1992
Q: Length of residency in the district, if applicable
A: Same
Q: Occupation/main source of income
A: VP of CMTEX, a retail services company.
Q: Current civic involvement/highlights
A: My wife and I have been involved in Frisco and the region since we moved here in 1992.
We have chaired and co-chaired several events and galas, and enjoy serving our
community through civic involvement. A partial list of my civic involvement highlights
include: Chairman of Collin College Education Foundation; Frisco Public Library Foundation
Board Member TIRZ Board Member Regional Transportation Commission representative
for Frisco, Prosper and Lucas North Texas Commission Board Member Metroplex Mayor’s
Association Dallas Regional Mobility Coalition board member Tex-21 board member
National League of Cities Community and Economic Development Committee U.S.
Conference of Mayors International Affairs Committee and Transportation Committee
Mayor’s youth Council Memorial Day Committee Community Parade Committee Chair of
the NCAA Division 1 Football Championship committee & certified tourism ambassador
Q: Previous civic involvement/accomplishments
A: I have been involved with many civic groups in Frisco since moving here in 1992. I have
enjoyed being part of the growth of Frisco, and have helped many organizations become
what they are today. I am especially proud of my work with the Frisco Independent School
District, where I served on the Technology Committee, and my role at Collin College,
where I chair the College Foundation. In addition, I have assisted in the effort to bring
Frisco the capital reserve fund, wider neighborhood sidewalks, a reduction in multi-family
zoning, a water re-use master plan, stronger cultural arts programs, and assistance in
neighborhood revitalization efforts. My previous civic involvement includes: ** 2005
Frisco Citizen of the Year ** 2004 “21 for 21st Century Leader” award recipient **
2000-2007 & 2010 annual Texas Municipal League and 5-year award recipient ** Frisco
City Council member, 2000-2007 ** Frisco Mayor Pro Tem, 2003-2007 ** Frisco Deputy
Mayor Pro Tem, 2002-2003 ** Chair of Budget & Audit Committee for City Council,
2003-2007 ** Frisco Tax Increment Finance District Board member, 2000-2007 **
Chairman of Collin College Education Foundation ** Frisco Square Municipal Management
District Board Member, 2000-2007 ** Frisco Association for the arts president 2005-2007
and board member, 2000-2007 ** Leadership Frisco Chair from 2003-2005 and curriculum
committee member, 1997-present ** Collin County Bond Committee member ** Clark
Middle School and Curtsinger Elementary school campus committees ** Texas Association
of Mayors, Council Members and Commissioners nominating committee ** Collin County
Bond Committee ** Plantation Resort-- HOA President ** Texas Municipal League training
– over 500+ hours in government training including public funds investment officer
training ** Frisco Chamber of Commerce committees and programs as needed **
Assistant coach, YMCA Girls & Boys Basketball ** Coach and assistant coach, FBSA girls
softball and boys baseball
Q: Education
A: Bachelor of Science in Business Management--with honors Executive MBA w/ Asian
Studies Certificate – University of Texas at Arlington Texas Municipal League - 500+ hours
of continuing education Senior Officials WMD/Terrorism Incident Preparedness training
(Department of Homeland Security) # FEMA IS-00288 – Emergency Management Training
– Role of Voluntary Agencies Certification # FEMA IS-00800.b – Emergency Management
Training — National Response Framework Certification # FEMA IS-00100.a – Emergency
Management Training – Introduction to the Incident Command System Certification #
FEMA IS-00700.a – Emergency Management Training – National Incident Management
Systems (NIMS) Certification
Q: Previous public offices sought/held:
A: Frisco City Council 2000-2007 Frisco City Council Mayor Pro Tem, 2003-2007 Frisco

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Mayor, 2008-current
Q: How much funding have you raised for your campaign?
A: To date, I have raised approximately $65,000. With the support of civic leaders, the
business community and the citizens of Frisco, I am confident that I will have the financial
support needed to mount a comprehensive campaign.
Q: Who are your top three contributors?
A: I am fortunate to have many supporters and contributors aiding my campaign. A few of
my top financial supporters include Donnie Nelson Jr., Robert Wechsler & Stanley Graff. I
am thankful for all my supporters and contributors.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I have never been arrested or involved in any criminal proceedings. I was mistakenly
named in a civil suit many years ago when an alleged employee at one of our company job
sites was injured. The case was dismissed.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I have enjoyed being a public servant and serving our community. I want to continue to
serve our community to ensure that Frisco remains the best place to live, do business and
raise a family. During my three years as mayor, Frisco has the distinction of having one of
the lowest tax rates in North Texas. Frisco was also named as the 14th safest city in the
country, and 4th safest in nation for cities with population of 100,000-499,000. Money
Magazine named Frisco in the top 100 places to live in the U.S. and Forbes named Frisco as
the No. 7 place to relocate. During my term on council, Frisco was named No. 1 in the U.S.
for number of new jobs created. I have created jobs for our citizens. During my term,
Frisco has added over 5,200 jobs, realized capital investments of $484 million, and filled
over 2.7 million square feet of space. During these difficult economic times, Frisco has one
of the lowest unemployment rates. It takes hard work and tough choices to keep taxes low
and I have committed the time and resources on behalf of our citizens. I am the only
candidate that has engaged with the civic groups in Frisco long before I was mayor. I
understand our community, and have volunteered my time to help our community groups
grow. I am also the only candidate who has interacted with our regional and state officials
on a regular basis. This includes attending meetings of the Regional Transportation Council,
Dallas Regional Mobility Coalition, and Metroplex Mayor’s meetings. I have also testified in
Austin on behalf of our city and citizens. I am a member of the Regional Transportation
Council (RTC), representing Frisco, Prosper and Lucas. My business background,
especially my experience in finance and negotiation, gives me the tools needed to handle
the complex issues that growth brings. My experience in city government and leadership in
some of the major initiatives in Frisco affords me the unique perspective needed to
continue our long-term planning and growth management. I have earned the respect of
the mayors and council members of many North Texas cities, as well as state and federal
officials. This has allowed me to build relationships with which to help Frisco achieve
regional cooperation on such matters as transportation, pollution and congestion.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: By approximately 2030, Frisco is anticipated to reach build out of approx. 280,000.
Frisco has many challenges to face during this period of growth. First and foremost, as
mayor, I will ensure that this growth is judicially managed. This means maintaining a low
tax rate for our families, ensuring our transportation needs are met, expanding our local
law enforcement and fire safety capabilities to ensure they have all the tools necessary to
keep our families safe. As I have always said, while I would love to narrow it down to just
three, Frisco cannot afford to focus on just a "few" issues. Frisco is the fastest growing city
in the country and we must address many challenges as we continue our growth. These
challenges include infrastructure, education, pollution, congestion, regional issues, public
safety and a host of other important parts of having a successful community. Some of
these challenges are very broad, but equally important. Creating a sustainable city for
future generations and maintaining our neighborhoods as they age, are key issues that we
must address. Understanding the long-term impacts of such rapid growth and putting
measures in place to manage the maintenance of our structures are keys to our continued
vitality. Also, during these tough economic times, we cannot increase the financial burden
on our residents and the way to do that is to continue to bring new jobs to Frisco,
strengthen our retail tax base and continue to invest in the community to make it
attractive for corporations and residents to locate here. Additionally, I am engaged in
protecting our families by addressing the Exide pollution situation and am working
diligently with our legislature to address our citizen’s concerns.

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Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Proven results would be the key difference. My opponent talks about low taxes. I have
done something about it. Frisco has one of the lowest tax rates of any city of over 100,000
in Denton, Collin, Dallas and Tarrant Counties, while providing an ISO1 rated fire
department and outstanding city services. My opponent only talks about taxes, but has no
plan on how to keep them low. I have the experience and have succeeded in doing so. He
uses buzz words that belong on a bumper sticker, but are not based on the reality of what
it takes to keep Frisco’s tax rates one of the lowest in the region. My opponent has not
engaged, spoken to or attempted to improve taxes in Frisco. He speaks about how his
taxes were raised, yet he pays $3.96 less annually today in city taxes than when I first
took over as mayor. Additionally, even before being elected to office, my wife and I
engaged our community by volunteering our time with Frisco Family Services, Leadership
Frisco, Frisco Arts and many, many other civic groups in our community. We enjoyed being
part of so many groups who make Frisco what it is today. I have not seen community
involvement from my opponent and I believe I have proven my dedication to the
community, with no other agenda then to make Frisco the best place to live. I believe you
must be a committed part of the city before attempting to lead it. Simply put, experience,
a proven track record of success and an unyielding service commitment to the community
are the very real differences that separate me from my opponent, making me the
candidate of choice. Other highlights of my term in office include my promise to bring
about a charter review, which I delivered. I also promised to strengthen our ethics code
and brought forth a citizen’s committee to our council. As a result, Frisco has one of the
strongest ethics code in the region. I promised transparency and our checkbook is now
online for the public to view as well as live streaming of all meetings. I also established a
monthly “Coffee with the Mayor” and helped put in place a new town hall format where we
contact our citizens at home. In my three years as mayor, I have helped lead several
projects including cleaning up the lead produced by Exide. I have spent countless hours
meeting with executives from Exide and working with Senator Shapiro on legislation that
protects our families. I worked with TXU in an effort to first mothball then dismantle the
plant on Preston Road. Roads have been a priority for me and I was successful in gaining
a seat for Frisco at the Regional Transportation Council, where I serve Frisco, Prosper and
Lucas. I have worked closely with TxDOT to expedite construction of 423 and also of Main
Street between Preston and Custer. I have personally led the fight against increased multi-
family zoning and, in fact, my 3-step plan was the center of how we removed more than
half of the excessive multi-family zoning in Frisco. If you enjoy the wider sidewalks or
lighted street signs, those are initiatives I brought forth. I have sought and received
training from FEMA, Texas Municipal League and Department of Homeland Security
amongst others. I have represented our city and citizens by testifying when necessary in
Austin to stop unfunded mandates, unnecessary tolling and to allow our citizens the
opportunity to vote on what is acceptable with road funding. I have built broad
relationships with regional, state and federal officials that my opponent does not have.
Frisco is regularly invited by federal agencies to present to national and international
governments as a model of how to build a successful city. I have given multiple
presentations to citizens and our partners and have held classes on leadership and civic
service. I have been involved in organizing and leading the Leadership Frisco program,
where many of our future leaders learn about our city and organizations. I have been
proactive with transportation issues and have attended meetings at the Regional
Transportation Council (RTC), Dallas Regional Mobility Coalition (DRMC), North Texas
Council of Governments (NTCOG) and North Texas Tollway Authority (NTTA). I have
testified in Austin on transportation and other issues as well as attending Texas
Transportation Commission (TTC) meetings in Austin. My opponent has never attended
these meetings or championed these causes on behalf of our city or as a resident. I am
not afraid to make difficult decisions and stand my ground to protect the taxpayers of
Frisco as shown by my stand on tolling SH 121. I was the only council member to stand up
to unfair double taxation of tolling SH 121 and, after my years of being vocal on this issue,
other elected officials started to join me in opposing this new form of Robin Hood. I gave
presentations to hundreds of citizens and local and regional groups on this issue. I have
always been accessible to the public and to the press. I have participated in numerous
interviews with local newspapers and TV. I have a reputation of always being accessible
and willing to discuss any public issue, as can be shown by the number of interviews I have
done since first being elected to city council. I enjoy public debate and disclosure; it is the
public’s right to know what their government is doing and I have never shied away with
discussing any issue in public forums. I have represented our city at legal hearings and
court mediation. I have a proven track record of building consensus as can be shown by

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the number of endorsements from elected officials from our city, region and state. These
men and women have seen my hands-on approach and my dedication to serving our
community during my entire term on city council. I have earned their respect and their
endorsement. It is important to note that while many of these accomplishments have
been achieved in office, there are just as many that I achieved before becoming mayor. It
is my belief that any any candidate should show a dedication to the city outside of the
political area before deciding to run for office. I have a proven record in serving our
community and I have enjoyed being a public servant.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting quality developments, both commercial and residential, is a top priority for
me. The key word is “quality.” Frisco has been fortunate to be in the growth corridor and
during my years of service, I have always weighed whether a development coming into
Frisco would enhance our quality of life and family atmosphere as well as help us keep
taxes low and services high. Creating jobs is one of the highest priorities I have been
successful in that endeavor. I am the only mayoral candidate who has personally
negotiated and/or met with, on behalf of the city, some of the largest developments in
Frisco. This includes T-Mobile, General Growth/Forest City (new mall) and many others. My
negotiation strategies and solutions helped finalize the deal with the Hicks Group for the Dr
Pepper Ballpark. I have the experience, knowledge and skills to smartly balance this
growth. The city has a tremendous record of adding quality developments. Especially
when taking into account the tough economic times in which I took office. And even as
difficult as the times have been, we have added over 2.7 million square ft. of space, $40.3
million in capital investments and over 5,270 jobs. Frisco is used as a model by many
other communities.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Frisco is still the fastest growing city in the country. With growth comes challenges of
providing infrastructure, roads, public safety and quality of life. Our Demographic, while
still very young, is growing rapidly. Frisco ISD has gone from 5 schools a short 13 years
ago to 53 today. Lewisville ISD has also experienced growth and serves part of Frisco.
Even with the economic slowdown, Frisco has grown by over 20% during my term to over
120,000 people. By scrubbing the budget, we reduced the budget growth from over 20%
to just 2.5%. In other words, Frisco has grown by 20,000 with a minimal amount of
government growth and a job freeze in place. Our citizens have supported building
infrastructure through bonds and Frisco has kept up well with the growth. I have focused
on creating jobs in Frisco. Since my election, I have taken a hands on approach to business
growth and through 2010, we have had capital investment in Frisco totaling $484 million
and 5,270 jobs created. Frisco an EZRI international Award winner for the GIS and SAFER
public safety systems, named one of the safest cities in the country, named by Money
Magazine as one of the top 100 places to live, Forbes named us as the No. 7 place to
relocate to in the U.S. and we have received several other successes. With being a young
community, education is also a high priority. I have worked with both LISD and FISD over
the years to make Frisco the best place to raise a child. I think most people will agree that
we have an excellent education system. I also serve as the Chairman of the Collin College
Education Foundation. One of my priorities is to continue increasing higher education
opportunities in Frisco and I am proud to say that I was successful in this effort and a new
MBA program will start in Frisco this fall through UTA. Public Safety is another challenge
during extreme growth. That is why I worked closely with our police and fire departments
to make sure we have the best personnel in the country. I worked with the departments to
submit and approve grants. Over 16 grants worth over $1 million for personnel, equipment
and training. For the fire department, we succeeded in receiving over $450,000 in grants,
which helped reduce expenses. Of course, roads are also critical when you are growing as
fast as we are. I serve on the regional transportation council where I have been successful
in receiving grants for road improvements. With these savings, our taxpayers have to bear
less of the burden. I have personally engaged TxDOT expedite road construction in Frisco.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Our city operates under state and federal laws. Illegal immigration is a nation-wide
problem that needs addressing at the state and federal level. Frisco uses all the resources
available to us to enforce immigration laws. We participate in the U.S. Immigration and
Customs Enforcement program.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what

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steps would you take to make it happen?


A: I favor a seamless regional rail system. Transportation in North Texas has been a
challenge with our growth. That coupled with TxDOT’s lack of funds, means we cannot
possibly build enough roads to keep up with our growth. Therefore, other methods of
transportation have to be considered and implemented. Over 106 entities, made up of
cities, counties and others organizations asked our state to look at options. Tolling every
road in the state is not an option and puts an undue tax burden on our citizens. I supported
the state allowing local citizens a choice, through election, on how they want to fund
transportation and fought against run-away tolling as an option for every transportation
project. The gas tax is being diverted to other uses and only .55 cents out of every $1
you pay in gas tax goes to the actual building of roads. That is not right and needs to be
addressed. We owe it to all taxpayers of our city to thoroughly review all options on the
table. The voters have the final say on this issue but as an elected official, it is my
responsibility to thoroughly evaluate all options. The region has been successful in
building rail. The red line along central has been operational for some time. The green line
which goes from Downtown Dallas to Carrollton is now open. Denton County
Transportation Authority (DCTA) is almost complete with their line from Denton to
Carrollton. The orange line, which will go to Irving and then DFW is in the works. TRE
operates a line from Fort Worth to Dallas. With this interconnectivity, Frisco has an
opportunity to connect to a large network with the existing BNSF line. Also, the cotton belt
line is currently under study, which is approximately 62 miles from McKinney, Plano,
Richardson, Addison, Carrollton, Irving to Fort Worth.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Clearly, transportation is a key regional issue that needs cooperation. Corporations that
move here want to know that their employees can get to work and their products can
move around. As a region, we must also deal with pollution and congestion as we are
under federal mandates to reduce smog. I have attended numerous hearings and
meetings with our region in Austin, at DRMC, RTC and NTTA. Along with transportation and
air quality, we must regionally discuss and come to consensus on water issues and
conservation. Frisco and other North Texas cities must recognize that we are not islands
and cannot function independent of one another. Regional cooperation is needed to address
these challenges. With the introduction of the “Zebra Mussel” which has impacted our
water supply, now is the time to really come together as a region on this issue. I will work
with our regional mayors and council members in identifying new ways to save tax payer
dollars. I do not believe in territorial turf wars – if we can discover new ways to provide
services and save money, I will always work with our neighbors in making these new
methods work.for Irving and what they have created with the annual Transportation
Summit, which I have attended for several years. I will continue to support Irving and the
National League of Cities (NLC) in hosting these types of conferences and finding regional
solutions to our problems. We can only solve the transportation problems by working
together. Another obvious regional issue is water conservation. While the recent drought
brought this problem to the forefront, water resources have very little to do with the
drought. Education, cooperation and conservation are key elements of the water issues in
North Texas. Even during times of plentiful supplies of water, we must know that we are
only months away from a new drought. In Texas, there are two kinds of water rights –
groundwater or surface water. In general terms, groundwater belongs to the property
owner and surface water belongs to the state of Texas. It can only be used with the
permission of Texas. While Frisco has built an impressive water system, with great
storage and delivery systems, we must work with North Texas Municipal Water District to
ensure our supply will always be there. The state monitors excessive water usage and our
per capita water usage is simply too high. This will impact our regions ability to add
reservoirs, so as a region, we need to do a better job of educating our citizens and
promoting conservation. The role of Frisco, internally, is to work with our citizens to
provide the water they need while being “wise” about usage. With what I call EPP
(Education, Participation and Planning), there is no reason every citizen can’t have all the
water they need to maintain the quality of life to which they have become accustomed. I
was a key part of the Vision North Texas comprehensive regional study and spoke at the
regional summit in 2010. Vision North Texas was a large effort by all the entities in North
Texas to look at our future – well into 2050. It was an effort to cooperate on building
sustainable communities, creating quality of life and keeping cost of living low. I was proud
to be part of this effort. The best way to encourage regional partnerships is roll up our
sleeves and interact with the leaders from all the communities. I have served on almost
every regional board and/or committee. I have been involved with Texas Municipal
League, Dallas Regional Mobility Coalition (DRMC), Regional Transportation council (RTC),

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Tex-21, Vision North Texas and the list goes on. We have to be part of the solution of
sustainable growth.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: While I believe Frisco operates one of the most efficient cities, there is always room for
improvement. We must always be looking for ways to save taxpayer dollars, but yet
deliver what our residents need and expect. The best way to judge how efficient we are is
to compare ourselves to nearby cities. While each city has different challenges to deal
with, and this is no judgment on their operation, it is important to always benchmark
yourself. Frisco's portion of the property tax that is used to operate the city (public safety,
services and all operations) is called the M&O rate. Frisco has and M&O rate of .261882 per
$100, which means that if you own a home valued at $100,000, you would pay $261.88 to
fund the M&O portion of the tax rate. Some nearby Cities M&O rate: Frisco: .261882
($261.88 per $100,000 valuation) McKinney: .40650 ($406.50 per $100,000 valuation)
Little Elm: .462180 ($462.18 per $100,000 valuation) Plano: .32840 ($328.40 per
$100,000 valuation) Allen: .410751 ($410.75 per $100,000 valuation) Fort Worth .71090
($710.90 per $100,000 valuation) The Colony .491580 ($491.58 per $100,000 valuation)
As you can see, Frisco has a very low operational rate compared to cities around us. We
have instituted a hiring freeze, even while we have grown over 20% in population. All
departments have made cuts to keep us running efficiently. During these tough economic
times, we have put off purchasing new equipment and asked our employees to do more
with less. We will continue this fiscally responsible approach to funding our operations.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: I have taken a very proactive stance in weathering the economic storm. Even while we
had one of the lowest Maintenance and Operation rates in North Texas, we began a hiring
freeze even before the worst part of the economic downturn. In other words, we took an
already lean city hall and made it leaner prior to the real economic recession. Keep in
mind, even while we had a hiring freeze, Frisco grew by more than 20% in population
during my term! We put off capital purchases and asked each department to reduce their
budgets and find cost savings. Even with declining property values, Frisco did not cut
essential services and we were able to serve the large population growth with what we
had. Frisco maintains one of the lowest tax rate of any city over 100,000 in our immediate
4-county area. Frisco has an ISO1 rated fire department, which saves our taxpayers on
their insurance. An important economic component of weathering the storm has been our
partnership with Frisco and Lewisville ISD, Collin College and Denton and Collin Counties.
With the Tax Incremental Finance District, which is a partnership with FISD, Collin College,
City of Frisco and Collin County, we have been able to save our taxpayers millions of
dollars! I approached our revenue from the perspective that we should place as little of a
burden on our property owners as possible. We have been able to do this successfully, as
evidenced by our low property tax rate. I have worked hard over the last year to attract
new business to Frisco. With over 5,200 jobs created since I began my term, and a
substantial increase in capital investments, we have generated much additional revenue.
Additionally, I have been very successful in assisting with the development of Frisco’s
tourism trade as a third stream of revenue to supplement our taxes. Thus developing
more ways to lower the tax burden on our citizens, while maintaining the high level of
services our citizens have come to expect. In addition, I helped start the capital reserve
fund, which will allow our city to save the cost of paying debt services in making
improvements to aging infrastructure. I will also use my years of experience working with
budgets and pro-forma calculations to make sure we do not exceed our capacity to meet
our financial obligations.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The uncomfortable truth is that Frisco is one of the fastest growing cities in the country
and with that, it faces unique challenges and responsibilities. This means that Frisco needs
a mayor that is experienced in managing this growth and finding unique solutions to the
challenging problems we face. This includes a leader proven in attracting new businesses
and jobs, retaining current jobs, handling infrastructure and transportation needs, public
safety needs and partnering with our school districts while keeping one of the lowest tax
rates in our region. I believe we have to create ways to sustain and maintain our growth,
especially during an economic downturn. We have to continue to look into the future and
not be reactive to our problems. Managed planning is critical to our success.
Q: What are the next steps the city should take regarding the Arts of Collin County shared
arts hall?
A: This is an easy answer: the next step is for our citizens to gather the information they

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need and decide how they would like to proceed. They will have the opportunity to do so
during the election. My goal is to ensure that our citizens receive the answers to their
questions during this period and to keep the city together as we have healthy dialog on the
issue. In the end, we are one city and we need to maintain our long-term sustainable
planning.
Q: Do you favor a public investment in rail service for Frisco, and, if so, how would you
pay for it?
A: I favor rail in Frisco and am constantly evaluating ways to connect to the larger regional
network. Those methods cannot place an undue financial burden on our citizens. I will
continue to work hard to identify grants and private partners to participate with the BNSF
line. Thank you for taking the time to read my answers and I hope you will visit my
website or contact me if you have additional questions.

Tom Smith

Biographical Info:
Name: Tom Smith
Street Address: 12013 Creek Point Drive
City/Town: Frisco
State: TX
Date of Birth: 10-23-70
Work or Campaign Office Phone Number: 972-742-8684
Home Phone Number: 972-377-8893
Mobile Phone Number: 972-742-8684
E-mail Address: tom@smithforfrisco.com
Campaign Web Site Address: www.smithforfrisco.com
Questions:
Q: Length of residency in the city
A: 9.5 years
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: General Counsel, Davaco, Inc.
Q: Current civic involvement/highlights
A: Member, Maverick PAC Associate Member, Golden Corridor Republican Women
Associate Member, Frisco Area Republican Women
Q: Previous civic involvement/accomplishments
A: Leadership Frisco, 2009-2010 Young President's Club, Heritage Foundation Regional
Co-Chair, National Republican Congressional Committee, 2010 Regional Finance Chair,
Giuliani for President, 2007
Q: Education
A: B.A., The University of Akron, 1993, summa cum laude J.D., The Ohio State University,
1996 Candidate, Master's of Public Affairs, The University of Texas at Austin, LBJ School of
Public Policy
Q: Previous public offices sought/held:
A: Village Council, Chesterhill, Ohio; 1990.
Q: How much funding have you raised for your campaign?
A: $40,000 to date.
Q: Who are your top three contributors?
A: Besides a self-contribution/loan to the campaign of $15,000, several $1000 donors
including Cherie Egert, Jennifer & Mike Barnes, and others.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?

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A: I am running for Mayor because having been a resident of this city for nearly 10 years,
I am concerned about the future direction of the city. For years, Frisco was flush with
revenue from sales tax growth, permit fee dollars, and a solid economy. Those days are
gone. The economy is volatile, unemployment is high, and growth is more challenging.
Like many cities, Frisco will face the reality of confronting continuing economic challenges
the complexity of which our leaders may have never seen in the last several decades.
National economic volatility will present enough challenges for growth, but as the city
matures it will face hard questions and decisions about how to grow, where and how much
to spend, and how to grapple with questions such as long term benefits for city employees
as they age and the city ages. Currently, Frisco is still seen as a young, up and coming city
and it is, but we are turning the corner towards maturity. If Frisco's leaders do not plan
now for how to handle issues associated with that maturity, it undoubtedly will affect us
down the road. Most of those difficult questions surround spending, and financial decisions.
Currently the city has $378 million in long term bond debt with another $100 million in
bonds that have been authorized by the council but not yet sold. I believe that is
extremely troubling for a city that is around 50% mature, and puts us on an unsustainable
financial path. I am the most qualified candidate for this office because my wide
experience in business, law, government, and public affairs provides me with a balanced
perspective on how to confront these difficult issues. For the past 13 years, I have worked
in the private sector, first in private practice, then the last ten years as counsel for both
public and private companies, all the while staying involved in public affairs and supporting
elected officials working for conservative causes. I have not spent an entire career in
government, and for that reason I bring private sector knowledge, a legal background and
analytical approach to issues, and understanding of how government and politics functions
within the Mayor's office. No other candidate in the race has that variety of experience.
On a personal level, I spent two years as a law clerk for the renowned Judge Thomas J.
Moyer, who had served 24 years as the Chief Justice of the Supreme Court of Ohio at the
time of his death in 2010. He was known for treating both friends and political rivals with
dignity, respect, and fairness, and I strive to conduct myself accordingly every day. Like
the court he led, the current council has members with a number of viewpoints and I
believe the Mayor's job is not only to speak for council, but to serve as the glue that
maintains a collegial culture within the council so that we can all work for the good of our
citizens. Further, I consider myself a listener first, someone who processes and analyzes
information with others before coming to a judgment. That is critical in the relationship
between the Mayor and his or her residents; no Mayor can be an effective advocate for
residents without listening first. Last, I think Frisco deserves a Mayor who governs in a
style similar to former Mayor Leppert in Dallas, someone who listens, respects different
viewpoints, then acts decisively.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: We have got to do more about the Exide battery plant. Residents are scared, for
themselves and their children. We have a high school less than one mile from the plant.
Damage has already been done. Incremental action and indecisive leadership does not
give comfort to our citizens. Beyond Exide, the top priority once I am elected is to build
Fire Station No. 7, which would be located near the senior community of Frisco Lakes.
Response times from existing stations are inadequate and potentially unsafe for our
seniors who live in that community. Building the station will not only protect seniors who
live in Frisco Lakes, but it will also alleviate pressure on our fire and EMS personnel who
work at the existing stations. Our firemen do an incredible job and are widely recognized
as among the best in the nation. We need to build Fire Station 7 to allow their excellence
to continue and protect our community. Last, we need to get beyond the construction of
Fire Station 7 so we can properly evaluate the plan for Fire Station 8. Frisco's growth will
also require that roads be built. We must try to plan roads effectively to prepare for the
growth, and stay out in front of it where possible so that we do not burden current and
future residents with excessive congestion and pollution. Frisco currently has 8 road
projects in construction and another 8 in design, all of which serve as a potential burden for
residents as they move about the city, so effective planning is a key. The city's priorities at
this time also include park and trail funding, including Grand Park, a project that has
merit. Paying for these projects properly is essential. I would push the city to find funding
for Fire Station 7 first by finding savings in other areas, analyzing the budget to determine
what savings can be realized, then evaluating how much funding would be required to
finish the project. Growth needs to pay for the other projects; if the sales tax revenue and
commercial tax base continues to expand, then sufficient revenue will exist to pay for
them. I will not vote to raise property taxes to pay for them.
Q: What are the key differences between you and your opponent(s) that make you the

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best choice?
A: There is a clear choice in this election. My opponent's philosophy is to fund city
government in traditional ways, through steadily increasing taxes and spending that puts
Frisco further into debt. I believe now that with our sales tax revenue being volatile and
our permit fee revenue having declined, he will feel even more pressure to raise taxes in
the future. I think that such an approach combined with the debt we already have incurred
puts us on a path to financial suicide once the city reaches maturation. While it is true that
Frisco has a lower tax rate than surrounding cities, the fact is that rate exists because of
sound financial decisions made by city leadership in the late 1990's and the year 2000
(taxes were even cut at some points). Since 2002, taxes have risen by 34%. My vision is
to carefully plan the remaining build out of Frisco with a combination of business and
residential growth that is dynamic, maintains a certain character and "brand" such that the
city ultimately evolves into a destination city, one with a long term low tax rate where
businesses thrive and people from surrounding cities visit, work, and play here. To
accomplish this vision, we cannot stay on the current tax and spending path. Growth itself
needs to pay for needs; if the economy is so uncertain that sales tax revenue and the
commercial base is not supporting growth, then by necessity we must slow down and
approach growth policy correctly rather than take money from the private sector and put it
into city government in an effort to force growth. That approach does not work on any
level of government. That is the approach of the current Mayor and I disagree with that
viewpoint. Last, I am a private citizen who is not a career politician. I have not spent 10
years in city government but my business, legal, and public affairs background gives me
more than enough experience to be a successful Mayor. I have no use for special interest
projects that do not benefit the city as a whole. And I will see to it that the first priority,
always, is to take care of the public safety of our residents, and to equip our police and fire
departments with the tools they need to do so.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting the right kind of residential and commercial development is at the top of my
priority list. For the sake of Frisco's long term future, we need to attract development that
makes sense for the city's long term growth plan. It would be a catastrophic mistake to
simply open our doors for any kind of development or business just to grab tax dollars in
an uncertain economy. We have to be thoughtful, process oriented, and patient if
necessary. Frisco's development historically speaks for itself, and the Frisco Economic
Development Corporation is to be saluted for their outstanding work in developing this
community. That does not mean, however, that all is well. Currently, Frisco has a shortage
of office space that is hampering our efforts to attract large scale corporate clients. It
makes no difference to engage corporate CEO's if we cannot accommodate their needs.
We also face retail challenges in assisting Stonebriar Mall and its needs in keeping that
retail center vibrant as it heads into its second decade. Further, we face key retail decisions
in terms of what kind of retail developments and tenants we want in other parts of our city
yet to be developed. I have several years of experience in all of these areas to address
these issues. For the past ten years I have worked on a daily basis with corporate CEO's
and other top executives, and have learned what they look for when considering office
space and what community in which to place their business. I have personally negotiated
large scale office space transactions in areas as complex as New York City, and have a
direct understanding of how to get those transactions completed. Last, I opened retail
stores for a period of time and have thorough, direct knowledge of what retailers and
developers want when considering what city in which to open a business, and what they
need once they get there. I will put all of that knowledge to use immediately as Mayor.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Frisco is relatively young with an average age in the mid 30's, but like all cities it will
grow older over time. We have to know how those changes will affect the city as that
occurs, both within neighborhoods and from a business standpoint. From a city
government standpoint, we need to address now how we plan to handle more city
government retirees down the road so that we are not caught in a dire budgetary crisis
when that day comes. The urgency of that issue is compounded by the amount of debt that
Frisco currently has, and again, we cannot continue to trek down the same spending path
because as the costs of benefits rise our financial challenges are only going to get worse.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: The federal government should enforce all laws related to illegal immigration. The city

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and police department should have all tools at its disposal to enforce laws within its
jurisdiction, and has a right to expect the federal government to do its duty to enforce
federal laws that affect Frisco within its borders, including those related to illegal
immigration.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: The idea of a regional transit system is appealing, particularly within a large
metropolitan area such as DFW but I do not believe it is financially sustainable for Frisco
within the current economic environment.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: I believe the best use of regional partnerships is to work together on behalf of economic
growth for our entire area. The focus should not solely be on transportation, but rather
how communities can collaborate economically and support the diverse strengths of each
in building an economic powerhouse in the entire region. We need more regional
discussion on how to maintain low tax rates and foster market oriented economic growth
within communities across the Metroplex. I would encourage regional partnerships under
the following criteria: 1) it makes financial sense for Frisco residents; 2) the partnership
provides an overall benefit to our residents; and 3) the time spent engaging in such a
partnership actually adds value from a local and regional perspective.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I believe the city has operated efficiently in service delivery, and that is a tribute to the
commitment of our city employees and our city manager. The city can always improve on
its efficiencies, and we must be careful in engaging in comparisons of our success relative
to another city government, since both can be inherently less efficient than the private
sector. I believe our city employees, if challenged and rewarded, could become even more
efficient and find savings for taxpayers. Frisco has a $78 million budget; as with our own
checkbooks, careful examination and thoughtful discussion are bound to yield savings
somewhere.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Frankly, I believe the current Mayor has done a poor job steering Frisco through the
shaky economy. By casting the tie breaking vote on a tax increase in 2009, he alone was
responsible for raising taxes on Frisco residents in the middle of the worst economy in our
lifetimes. This was one year after he pledged in his 2008 campaign not to raise taxes. Just
over 10% of Frisco's rainy day fund, already funded by our tax dollars, could have been
used instead to hire more city government employees, but instead he chose to raise taxes
and pull more money out of the private sector at a time when the private sector could
least afford it. Although I respect the current Mayor's service to Frisco, I believe that was
an example of poor leadership. We cannot afford a Mayor who steers the ship in this
direction. I credit our city manager for operating the city efficiently and maintaining a
committed force of city staff, but the Mayor must understand what occurs when more
money is put to government use that could have been put to use in the local economy. If
the more than $2.5 million raised by the tax increase had instead been left in the hands of
the residents to spend at local Frisco businesses, the local economy could better have
endured the recession. Worst of all, it sent a poor message to residents in that if the
current Mayor was willing to support a tax increase in the worst of times, then there are
virtually no circumstances in which he will not support one. In this economic environment
we must focus on core priorities first, searching for savings, and making hard decisions.
Like business, government has to focus first on critical needs - public safety and
roads/infrastructure - before even considering funding other priorities. We cannot just
charge ahead and ignore the economy in which we live. Above all else, we must become
more efficient, work harder and smarter and do more with less.
Q: What is an uncomfortable truth about your city that voters must confront?
A: First, voters must realize we have a polluting battery plant in the center of our city that
is harming children and other residents every day that it operates. Whatever compliance
benchmarks are or are not being achieved are immaterial; the mere fact that residents
are being tested for lead and the soil is being tested for lead is proof that damage has
already been done. The health and safety of our citizens is paramount. Voters must
confront issues that can plague any city as it grows to maturity, and Frisco is no different.
Many people moved to Frisco to escape problems that arose within their former cities, such
as high taxes, increasing crime, and debt. We need to make sure those problems either do
not arise or are minimized in our community. Further, as Frisco matures and grows,

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different neighborhoods within the city have grown and acquired different interests. This
issue is exacerbated by the fact that Frisco sits within both Collin and Denton counties, and
we are also a large community geographically. That can lead to division and conflict, and
the next Mayor will be challenged to maintain the civic pride we have built in this
community. As a resident of the "older" part of Frisco, I have particular appreciation for
this issue and will see that all areas of the city are represented and I will listen to all
residents, regardless of their place of residence, party affiliation, or length of years in the
city.
Q: What are the next steps the city should take regarding the Arts of Collin County shared
arts hall?
A: The issue of whether to revoke the bonds that have been authorized but not yet sold for
the Arts of Collin County hall to be located in Allen will be before the voters on May 14. I
will vote to revoke the bonds. The current Mayor supports the Arts project, has from its
inception, and opposed putting the issue before the voters. We cannot afford this project.
It is that simple. There was a time when the vision for this project was a laudable one, and
I respect the supporters of the project, but it will lose money and drain city finances from
the day it opens. We face a total cost to repay the bonds of $29,600,000, and operating
and maintenance costs of $500,000 per year or more. This project will be at least 85%
publicly funded, a stark contrast to the private funding that built the AT&T Performing Arts
Center in Dallas as well as Bass Performance Hall. Texans are generous people, but in 9
years this project has not even raised 30% of the private funds necessary to build it
despite the hard work put in by its supporters. The arts should be funded through the
hearts of individuals, not on the backs of taxpayers, but this project has not captured the
hearts of people within Collin County to construct it. These circumstances can only cause
the conclusion that the project is not right for Frisco at this time. Our downsized economy
has produced a reality where there are limits to entertainment venues and the dollars
flowing into them. I believe this project would struggle in such an environment,
particularly when subjected to competition from the nearby Eisemann Center, the AT&T
Performing Arts Center, and other local arts venues. I also remain unconvinced it would
help local arts groups who might use the center for performances; the history of the
Eisemann Center indicates that many local arts groups who moved their performances
there actually were hurt financially by higher rent and fees. It takes leadership to stand up
in difficult times and say we cannot proceed with a project that in theory many people
would like to have. I do not believe Frisco should participate; our council has ranked it near
the bottom of the priority list and I agree with them that there are multiple other needs
which require the attention of city leadership.
Q: Do you favor a public investment in rail service for Frisco, and, if so, how would you
pay for it?
A: I do not favor a publicly funded rail project in Frisco. The current economic environment
prohibits any consideration of such a project.

Garland City Council, Place 6


Description: Note: Only Garland residents living in this district may vote in this race.
Click here for a district map.

Candidates (choose 1):

Lori Barnett Dodson

Biographical Info:
Name: Lori Barnett Dodson
Street Address: 2501 Lakeside Drive
City/Town: Garland
State: Texas
Date of Birth: 8/31/1963
Work or Campaign Office Phone Number: (214) 443-1988
Mobile Phone Number: (214) 334-4533

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Fax Number: (214) 443-1923


E-mail Address: lori.dodson@e2mpartners.com

Questions:
Q: Length of residency in the city
A: Life long resident of Garland
Q: Length of residency in the district, if applicable
A: 25+ year resident of District 6
Q: Occupation/main source of income
A: Asset Manager with E2M Partners, LLC for 20+ years
Q: Current civic involvement/highlights
A: Volunteer with the Senior Source Money Management program - which helps low
income seniors who need budgeting and bill paying assistance (www.theseniorsource.org)
Q: Previous civic involvement/accomplishments
A: Garland Parent Teacher Association; Treasurer, North Garland Little League Association;
North Garland Band Booster Association
Q: Education
A: Bachelor of Business Administration - Accounting from Amberton (fka Amber)
University. In addition, I am a Certified Public Accountant
Q: Previous public offices sought/held:
A: City of Garland, District 6 Plan Commissioner, May 2006-February 2011
Q: How much funding have you raised for your campaign?
A: Approximately $3,000.00
Q: Who are your top three contributors?
A: Recently I received the endorsement of the Metroplex DFW Realtors who currently is
the largest contributor to the campaign.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No criminal arrests or proceedings.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I will bring knowledge, experience and a proven ability to make responsible decisions.
A CPA background will benefit the City as we work to develop and balance the budget. A
background in real estate will be beneficial as the District looks to develop the real estate
surrounding Forest / Jupiter DART station and the re-gentrification of the West Garland
neighborhoods. Finally the established working relationships with City Staff, Chamber of
Commerce, and Neighborhood Associations will assist with a smooth transition.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Given the older established neighborhoods a continued focus on maintaining the existing
neighborhoods is important. The City currently has programs in place to assist with this
goal (Great Neighborhoods, proactive Code Compliance program) so the main issue will be
working with the City Staff to make sure West Garland benefits from existing programs.
The re-development of the older retail, strip centers will be important to the District. This
will require a close relationship with the Chamber of Commerce and City staff to make
sure the District is obtaining exposure and quality development. Finally the development
of the land surrounding the Forest/Jupiter DART station will be an important project for the
District. This will require the same focus as the re-development of the District. Currently a
Tax Increment Financing program exists for this area and my background in real estate
investing will positively influence the decisions for this asset.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My prior involvement, knowledge, experience, and established relationships are the
major differences in our qualifications.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting residents and commercial development to the City creates a source of tax
revenue to operate the City and is important. Garland draws citizens based on its
diversity and affordablity. In addition, the City offers a quality education. The City
currently has an Economic Development group that focuses not only on attracting new
commercial development but in retaining existing commercial businesses.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would

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you do differently?
A: Based on the 2010 preliminary Census reports the three highest populations by race are
57.5% White; 37.8% Hispanic; 14.5% Black or African American. The population growth
from 2000 to 2010 was 5.2%. The Garland Independent School District is a Recognized
District that provides a quality education to all of the students. The City of Garland has
basically reached build out. However, we have maintained the small town feel while
offering "big city" services.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: This is a difficult question and currently there does not exist a common sense working
solution. Having said that I feel any illegal immigrant convicted of a crime should be
removed and not allowed to return. A definite solution needs to be found for students who
have completed their primary education, completed a secondary education or Associate
type program and have abided by the rules so they have a clear path to citizenship. We
should encourage and reward positive behavior!
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: A seamless regional transit system is the wave of the future. It allows a choice of
transportation and greater mobility for citizens. Ease of transportation into Garland would
allow outsiders easy access to Garland which could create tax revenues from outside
sources. Involvement, communication, cooperation among regional cities is required to
move forward on any joint effort.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Coming together, working together and finding solutions will benefit the area as a
whole. I expect to be involved and bridge communications and cooperation.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: For the most part Garland has maintained services at a resonable cost.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Currently Garland is operating under a balanced budget, which was achieved through
cost cutting measures and debt restructuring. Balancing a budget and maintaining,
personal rights and basic services is the main responsibility of the Council. With lower
revenues, the re-gentrification, development of the remaining open land becomes
important.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The divisive North/South/East/West Garland feeling. The City needs to be viewed as a
whole with all parts receiving equal recognition. District 6 benefits from multiple
entrances from neighboring communities. If you ignore these areas it will be difficult to
draw outsiders into Garland from those sources. My personal goal is to encourage greater
citizen involvement so that West Garland obtains its share of the resources.

Ricardo Rocha

Biographical Info:
Name: Ricardo Rocha
Street Address: 4013 Justice Lane
City/Town: Garland
State: Texas
Date of Birth: June 20, 1984
Home Phone Number: 214-501-4758
E-mail Address: rochaforgarland@gmail.com
Campaign Web Site Address: www.facebook.com/rochaforgarland
Questions:
Q: Length of residency in the city
A: 20 years
Q: Length of residency in the district, if applicable

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A: 3 years
Q: Occupation/main source of income
A: City Government
Q: Current civic involvement/highlights
A: North Texas Crime Prevention Association Big Brothers Big Sisters Program Board of
Trustees- University of North Texas Chapter of Alpha Tau Omega Fraternity
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: South Garland High School, 2001 Richland College, Associates Degree, 2002 Texas A&M
University. Bachelors in Political Science with a Minor in Sociology, 2005 Currently in the
Local Government Management Certificate Program at the University of Texas at Dallas
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: In total? $0.
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I have had the desire to get involved in Garland since I moved into my home, yet I
have been unable to obtain a position on a board or commission. With the council position
opening up in District 6 I felt it was a great opportunity. I worked briefly for in federal
governement and for a local police department for four years. I currently work in city
government and I see firsthand the relationship between the elected officials, the
employees, and the citizens. I know what is expected at each level and am prepared to
make the commitment necessary to properly serve the employees and residents in
Garland.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I want to increase communication between the city and the residents. We need to utilize
the city's Twitter and Nixle accounts better, as well as get our residents signed up for email
alerts. Start different city ran facebook pages for our Departments and city events. As well
as keep our webpage updated. I made a small joke about our Christmas on the Square
event still being promoted on the website a few weeks back. It is still there as of today.
Unless we are doing a Christmas in July it may be time to retire it until next year. This
may be an addition to communication, but I would like to see citizen comments added
back to the recored portion at the council meetings. It ia important for everyone to know
the thoughts and concerns of citizens. There could be citizens watching at home that share
the same thoughts and concerns but do not have the time to go to the meetings or are just
not the "fill out a card face me in front of elected officals while I speak my mind" type.
There is strength in numbers and if the citizens share the same concerns there is a better
chance it will be addressed. The third is competitive pay and benefits for Garland
employees. As other North Texas cities continue to grow we need to be capable of keeping
the employees happy and making Garland an attractive place for potential employees to
work.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have a lot of respect for my opponent so I will not say better, just different. I am
young Hispanic male and I would bring a different dynamic to council. I think I represent
part of the changing demographic and would bring a different perspective on current issues
through my diversity and work experience. My opponent has served under, is endorsed
and supported by the current council member for district 6, so there may be some
similarity in their leadership styles. Either way, I am glad that there is a choice to be made
in District 6 as the city's only contested race.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: 5th. I think Garland has done and will continue to do a great job in attracting
development. Building around the downtown Dart Rail Station shows their dedication to do
this, as well as everything in place for the future through Envision Garland.

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Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: There is a growing Hispanic population in Garland just like the rest of North Texas.
Other than having brochures and handouts in Spanish, I don't know if there has been any
other efforts have been made. I am interested in seeing how much that new additions to
Garland utlize our city services. I have a feeling that more can be done to get them to do
so and if we can them on board it will help make Garland a more welcoming community.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: I believe it is the police department's job to enforce the law and serve its citizens, not
serve as immigration officers. If through the course of their work and investigations they
come across illegal immigrants then they must take appropriate action with the proper
authorities and utilize ICE detainer holds (like they already do). Our Officers have enough
work as it is to add something else to there plate.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: Although I am in favor of it, other than Dart rail expansion, I do not feel like this is a
realistic goal at this time. I have a hard enough time get home from a Mavericks game, to
try to coordinate with other cities, rails and buses... and in a 'seamless' fsshion does not
seem too likely. I have a feeling I would be stuck getting an expensive cab ride home.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: I think the largest way regional cooperation can benefit is for emergency preparedness.
Public Safety is stetched thin across North Texas but we still expect us all to be prepared in
case of emergency. Through federal and state grants and through regional cooperation our
cities can share specialists and equipment in different fields and be prepared for any
emergency situation.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: - no response -
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: I think they did a fantastic job. They were able to reinstate pay cuts taken in the
previous budget year and found the money to open and staff a new recreation center in
the district. I would be in favor of having a four day work week with Fridays off. I think I
have a biased opinion on this one though. I would also look at the services that Garland
provides and see which recreation centers and libraries can limited use and can do with
reduced hours and part time staff, which is better than a recommendation to close, no
matter what Ted says.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Participation is lacking in Garland and we have low voter turnout. I hope that Garland
District 6 goes out and votes even if I end up being the only one that votes for
me(Considering the amount of funding I have raised this very well may be the case). I was
able to get my petitions and application in just before the deadline. Had I not all the races
would have been unopposed, and that seems to be more common then not. We should
have a choice when we are electing our officials, and for lack of a better term not be stuck
with whoever runs unopposed. Opposed races encourages voting which in turn increases
participation. I hope they keep this in mind come May 14th.

Grand Prairie City Council, Place 3


Description: Note: Only Grand Prairie residents living in this district may vote in this race.
Click here for a district map.

Candidates (choose 1):

Billy Ray Nash

Biographical Info:

Questions:
Q: Length of residency in the city
A: - no response -
Q: Length of residency in the district, if applicable

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A: - no response -
Q: Occupation/main source of income
A: - no response -
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: - no response -
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: - no response -
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: - no response -
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: - no response -
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: - no response -
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: - no response -
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: - no response -
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: - no response -
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: - no response -
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: - no response -
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: - no response -
Q: What is an uncomfortable truth about your city that voters must confront?
A: - no response -
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: - no response -

Bill Thorn
Biographical Info:
Name: Bill Thorn
Street Address: 1629 Avenue F
City/Town: Grand Prairie

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State: TX
Date of Birth: 9-18-32
Work or Campaign Office Phone Number: 9722638517
Home Phone Number: same
Mobile Phone Number: 2142445968
Fax Number: 2142638517
E-mail Address: billthorn@swbell.net
Campaign Web Site Address: none
Questions:
Q: Length of residency in the city
A: 32 years
Q: Length of residency in the district, if applicable
A: 15 years
Q: Occupation/main source of income
A: Real Estate brokerage
Q: Current civic involvement/highlights
A: City Council District 3 Board of Directors-Great South West Industrial District
Association Board- Grand Prairie Housing and Finance Grand Prairie Chamber of
Commerce City Council Economics Development Committee Board of Directors- Rotary
Club
Q: Previous civic involvement/accomplishments
A: Grand Prairie Today news paper -Citizens choice Public official of the year 2006 Grand
Prairie Chamber Public Service award-2009 Man of the Year-2010 Active in Boys and Girls
Club Active in Lifeline shelter
Q: Education
A: Hinds Jr. College Raymond Mississippi Universit of Texas at Arlington( Then Arlington
State)
Q: Previous public offices sought/held:
A: Grand Prairie City Council (6Years)
Q: How much funding have you raised for your campaign?
A: 3000
Q: Who are your top three contributors?
A: Individuals
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Military Officer Director of Sales, American Eurocopters (retired 1991)
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Continue to expect balance budget. Continue our great street program Continue my
work on industrial Development. No new taxes- we increase the efficiency of desired
projects within the confines of our tax income.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am totally involved in the activites that make this city great, including the Grand
Prairie Independent School District. My opponent is not involved.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Economic Development is a high priority Grand Prairie is at the top of the list in the
Metroplex
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Demographics always change. Our policy of providing World Class Service to all citizens
is for everyone
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Follow the law set forth by the State & nlocal Governments
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?

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A: Yes- I am Working with North Texas Council of Government, Regional Transportation


Authority. Texas High Speed Rail and the Legislature in Austin.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: We are all working to that end
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: We are the best
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Balncced the budget while maintaning service. We have continued our commitments
through increasing efficiency and eleminating un-necessary projects. We have been
awarded a tripple A bond rating
Q: What is an uncomfortable truth about your city that voters must confront?
A: - no response -
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: Under Study at this time

Irving City Council, Place 3


Description: Note: Only Irving residents living in this district may vote in this race. Click
here for a district map.

Candidates (choose 1):

David Gutierrez

Biographical Info:
Campaign Web Site Address: N/A

Questions:
Q: Length of residency in the city
A: - no response -
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: - no response -
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: - no response -
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: - no response -
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: - no response -
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: - no response -
Q: Development challenges vary from city to city. Where does attracting residential and/or

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commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: - no response -
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: - no response -
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: - no response -
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: - no response -
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: - no response -
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: - no response -
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: - no response -
Q: What is an uncomfortable truth about your city that voters must confront?
A: - no response -
Q: How do you rate the performance of City Manager Tommy Gonzalez?
A: - no response -
Q: What are the next steps should the city take on the planned $250 million Las Colinas
entertainment center?
A: - no response -
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: - no response -

Dennis Webb
Biographical Info:
Name: Dennis Lee Webb
Street Address: 520 Gilbert Rd.
City/Town: Irving
State: Texas
Date of Birth: November 10 1958
Work or Campaign Office Phone Number: 972 849-9421
Home Phone Number: 972 790-7362
Mobile Phone Number: 972 849-9421
E-mail Address: dwebbplace3@gmail.com
Campaign Web Site Address: dwebbplace3.com
Questions:
Q: Length of residency in the city
A: 29 years
Q: Length of residency in the district, if applicable
A: 29 years in the area that the district now encompasses
Q: Occupation/main source of income
A: Lieutenant Grand Prairie Fire Department.
Q: Current civic involvement/highlights
A: Candidate for Place 3 City Council City of Irving Representative for the Urban League
of Greater Dallas CSBG Board of Directors
Q: Previous civic involvement/accomplishments
A: •Served 6 years on the Planning and Zoning Commission for the City of Irving.
•Re-appointed to a second term on the Planning and Zoning Commission November 2010
• Served on the Mayors Human Relations Advisory Committee • Was part of two
delegations representing the City of Irving in the All American City award contests in
Atlanta Georgia and Louisville Kentucky • Volunteered with Thomas Haley Elementary
School Saturday Math Camp • Served on the board of Trustees of the Rennascance

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Charter School in Irving • Founder and present Pastor of the Bear Creek Community
Church , 2700 Finley Rd. Irving Texas. Has served as the non-salaried pastor for 15 years.
• President of the Board of directors of the Bear Creek Development Corporation. (A non
profit community housing development corp. whose mission is to build affordable houses in
the Bear Creek Community) The Bear Creek Church under my leadership was awarded the
Golden Apple Award February 24 2011. This is the highest award given by the Irving
Independent School district to a person or organization each year. The winner
demonstrated their committment to the students of IISD by their volunteer commitment
to the district. • Co founder and ex President of the Grand Prairie Firefighters
Association
Q: Education
A: Graduated Nimitz High School 1977 Attended Southern Bible Training Institute
Attended Criswell Institute for Biblical Studies
Q: Previous public offices sought/held:
A: Planning and Zoning Commission for the city of Irving Texas Serveed on the Trustee
Board of the Rennascance Charter School Irving Texas
Q: How much funding have you raised for your campaign?
A: $ 11, 425.00
Q: Who are your top three contributors?
A: Charles Cotton William Bueck Robert Stewart
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running to serve. When I look at the position of City Council representative, too
me it's the ultimate position of sacrificial service. I believe people pursue this work for one
or two reasons. Either they have a personal agenda or special interest agenda that pops
up and they want to come in and implement that agenda. Or they as in my case have no
agenda or special interest agenda but simply want to be used by God to provide
experience, quality and common sense leadership for the city where I live. My personal
background reveals years of committed service in many areas. I am a hard worker, have
good organizational skills, visionary leadership, and I am result oriented. I believe in
getting things done.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I am asking questions of citizens as to what is the issues they feel need to be
addressed. From there I take action. There is some concern about the lack of transparency
in our city government. Others want to bring back the televising of the citizens forum
portion of the council meetings. As I listen I am always aware that I work for the citizens.
Therefore I must insure the citizens feel they are represented and heard, and that is the
action I must take first.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I believe I have the most pertinent leadership experience, community service
commitment, civic and government involvement, and executive management experience
than both candidates. The areas of my experience are more germaine to what the city
council does than the others leadership experience. My record of service in the Irving
community, my tenure in the city of over 29 years, my passion for serving people in my
neighborhood of Bear Creek by helping elderly widows get new homes built at no charge to
them, my willingness to volunteer on boards and commission, my sacrifice through my
church to partner with the IISD in the education of our children, the feeding of people
through our church food pantry, providing clothing, and school uniforms to the youth of
Irving gives you insight into my passion for community service unmatched by either of my
opponents.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: It's ranks in the top three priorities. Development to a city is like employment to a
household. You need it to insure long termm financial stability. We need to continue on the
path of attracting new development. When you look at the number of new companies and
businesses that have come to Irving in previous years its encouraging. We need to focus
on working with the Irving Las Colinas Chamber of Commerce, the Irving Independent
school district, and the Irving Convention and Visitors bureau to create a magnet to draw

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more companies to our great city.


Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: We have become a very culturally diverse city. Irvings demographic have changed over
the past 29 years I have been in the city. The rest of the region need to know Irvings
diverse population creates an opportunity for them to experience many cultures right here
in Irving. One way the city is dealing with this demographic change is through the Mayor's
Human Relations advisory committee. This committee was implemented to advise the
Mayor and council on issues about the relationship needs or concerns of this diverse
culture. Events such as Community Fest held each year brings people from all cultures to
a festival where interaction with other ethnic groups is possible. I would not do anything
different, however I would offer more cultural seminars throughout the city to highlight
different cultures to other races.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: I am an advocate for fair treatment of all people. I believe in loving all Gods people
whether black, white, brown, legal or illegal. I fault no human being for trying to make a
life for themselves or their family. It's unfortunate that conditions exist in other countries
that drive people here illegally. There are laws that govern illegal immigration and we
need to uphold those laws in a way thats treats people with respect and in a way we would
want to be treated.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I do support a regional transit system. As the region becomes easier to traverse that
enables more people to come to Irving. The more visitors in our city the greater the
chance they will spend money here. A regional transit system also can help to reduce
traffic congestion on our highways and streets.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: - no response -
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I believe they are trying to do the best they can in this area.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: I understand that overall the city is in good shape despite the economy. To continue to
maintain a AAA bond rating and have money available in a rainey day fund, not having to
lay people off , or force employees into non pay statues days or furlows is a good indicator
the city is responding properly I have not seen any of my services cut so thats good. Not
filling vacant positions or delaying the filling of vacant position saves money and that’s a
good response strategy used nation wide. As long as we do not sacrifice efficiency and
demoralize the work force by over taxing them unfairly by forcing them to work under
more stressful and heavier workloads this is a area to look at for budget savings.
Personnel cost are one of the costly budget items, however personell are also a cities
greatest asset.
Q: What is an uncomfortable truth about your city that voters must confront?
A: I do not have one.
Q: How do you rate the performance of City Manager Tommy Gonzalez?
A: I am unable to rate his performance because I do not have the job goals and
expectations he work under. Performance evaluations are normally measured against
specific expectations. At this time I am not able to give a fair and accurate evaluation.
However, looking at the city from a birds eye view it seem he is overall doing ok.
Q: What are the next steps should the city take on the planned $250 million Las Colinas
entertainment center?
A: Insure there is sufficient over sight of the project to monitor the issues that has been
the source of concern by citizens. Educate the public more concerning the actual project
itself and the benefits and possible negatives of the venue. Try to clear up misinformation
concerning the issue of exempted alcohol sales, will there be actual bars there, 60/40
concerns. These are items I hear being discussed that some are not clear about.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: - no response -

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Irving City Council, Place 5


Description: Note: Only Irving residents living in this district may vote in this race. Click
here for a district map.

Candidates (choose 1):

Rose Cannaday

Biographical Info:
Name: Rose Cannaday
Street Address: 104 W. Northgate
City/Town: Irving
State: Texas
Date of Birth: Nov. 4, 1944
Work or Campaign Office Phone Number: 972-871-0019
Home Phone Number: 972-871-0019
Mobile Phone Number: 972-742-7557
Fax Number: 972-719-4808
E-mail Address: rcannaday@verizon.net
Campaign Web Site Address: http://.rosecannaday.com
Questions:
Q: Length of residency in the city
A: I have lived in Irving 17 years
Q: Length of residency in the district, if applicable
A: 15 years
Q: Occupation/main source of income
A: President/Owner of Cannaday & Associates Mediation company
Q: Current civic involvement/highlights
A: Lyric Stage Guild Irving Police Foundation - President & Founder Salvation Army Irving
Heritage Society Dallas Baptist University Women's Auxiliary Lifesaver's - Exec. Bd
Q: Previous civic involvement/accomplishments
A: Irving School Foundation Executive Board Est. the Irving Police Awards Banquet -
created Brass Pig Award Founded Irving Police Foundation - President/Founder Irving
Symphony League - Exec. Board Irving Rotary - Exec. Board Rotary - Exec. Bd Dallas
Baptist University Women's Auxiliary Board- Exec. Bd Lifesaver's
Q: Education
A: Dallas Baptist University Master's Degree - Psychology/Counseling Bachelor's Degree -
Marketing/Psychology - graduated Magma cum Laude Assoc. Degree in Banking -
American Institute of Banking Certified in Mediation, Advanced Family Mediation, Multi-
ethnic Family Mediation, Transformative Mediation, EEOC Mediation, and Arbitration
(Member of State Bar of Texas Alternative Dispute Resolution Section) Texas Real Estate
License - late 1970's to early 1990's. Graduate of Leadership America Graduate of
Leadership Irving - President of class
Q: Previous public offices sought/held:
A: In 2000, I ran for the newly created district in Texas House of Representatives Dist. 105
- Lost in primary Irving City Council - Ran 2007 and held office for 4 years-currently
running for reelection.
Q: How much funding have you raised for your campaign?
A: $12,050
Q: Who are your top three contributors?
A: Robert and Debra Stewart Carol Susat Colleen and Charles Cotton
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most

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qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I have held this office for the last 4 years. I originally ran, and it still applies, because
Irving was going to be starting major real estate and transportation development projects
and also begin the task of revitalizing the older part of the city. My promise to the voters
was to support Fire and Police initiatives to keep families safe; to strengthen our code
enforcement; encourage economic development to create new job opportunities, enhance
our tax base; and ensure that Irving's future water needs are met. I have kept those
promises and will continue to focus in these areas as well as others. I held a real estate
license for many years and was at one time involved in both commercial and residential
real estate developments. I built my own home in Irving. My work background also
includes radio/television and public relations work which has been helpful in
communication. My Master's degree from college is in psychology, my Bachelor's Degree is
in Marketing/Psychology and I have an Assoc. degree in Banking and Finance. I have my
own mediation and arbitration business. The skills needed in my past work experiences
have all been invaluable in dealing with city budgets, developments, negotiations, and
working with people.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Since I am already in office: 1. Transportation and economic development are closely
linked in Irving. I will keep pressure on DART, through relationships and public pressure, to
complete Orange line on time, while keeping the focus on retention of businesses,
attracting new business, housing, and other types of economic developments to Irving.
The financing for these actions are already in the budget. To date Irving has paid over
$800,000 to DART and has over $1 Billion including tax to have our Orange line reach DFW.
2. Water - I recently moderated a Round table discussion at TML with mayors of large
cities and water was the big issue for all cities because of the rapid growth taking place in
Texas. Irving already has money budgeted to link our water line we already own to East
Texas to other identified water sources. I will continue this work. 3. Library system: April 9
our first state-of-the-art, technological advanced library will open. It is a net zero, Leeds
certified library. It will be first of its kind in Texas. We are already creating plans for the
next 2 libraries to be built. After a trip to California 4 years ago to look at a library, I came
back and said we can build even better libraries. I have led the charge. This effort is
already covered by the sale of Bonds. We got a double - AAA Bond rating from Moodys and
Standard & Poor (one of only two cities in Texas to do so) and have a balanced budget.
Because of quality management of the city, we are in a great position to continue
delivering excellent service to our citizens.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I know very little about my opponent. To my knowledge my opponent has not sat on a
committee or a board in the city of Irving, and her knowledge of the city operations
appears to be very limited. I have been involved in politics since I was 16 years old. I have
years of involvement in city, state, and federal government politics, and my background
and education have prepared me to hold office and be effective. I have a proven track
record of doing what I said I would do do while in office. As Chair of Communications, I
have provided leadership in changing the city logo and re-branding the city adn enhancing
the city newspaper Spectrum. I introduced the idea for the new website and social media
and digitally upgrading ICTN. They have all won awards for excellence. Liaison to chamber
of commerce: this year I helped recruit 55 new businesses to Irving leasing 1 million SF of
space; created 2500 new jobs, retained 25 businesses and 3000 positions. Liaison to
ICVB,opened new Leeds certified Convention Center; Liaison to Library-opening new
zero-net, Leeds certified library next week- 2nd of 4 to be built. Audit & Finance-work on
budget--AAA Bond rating this year from Moody and Standard& Poor; Chair of Legislative
Committee-set agenda-and lobby Austin and Washington DC; Treasurer for Texas High
Speed Rail Transit Corp and the South Central High Speed Rail Dev. Authority. Support new
water development. I'm a member of Planning and Redevelopment. I work well with
others. I'm good at identifying, analyzing, and finding solutions to problems. I'm very
much involved in many ways with preparing Irving for the 21st century. I've been
extremely productive on council and will continue to do so. I am the best choice.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: I am the liaison the the Irving Chamber. I serve on the Economic Development
committee and development ranks at the top of my priorities. We have done quite well in
attracting new businesses and retention. This past year alone we recruited 55 new

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businesses to Irving, signing leases for 1 million SF. We created 2500 new jobs, and
retained 25 businesses and 3000 positions.In retail, we brought 30 new shopping and
dining venue to Irving. I give us an excellent rating. We are revitalizing our Heritage
District and still working on the Entertainment Venue financing. The project is shovel
ready. Housing has always been a problem in Irving and that is also a focus. We have
several new single family developments and they are selling quickly. I would like to see
the Heritage District develop more quickly because that will cause new neighborhoods to
be built. We have been very progressive in our thinking. As a result our city got the AAA
Bond Rating again from Moody and Standard & Poor. The progress we have made in this
recession is remarkable. We have not cut services, furloughed or fired employees, or close
libraries and such. We are in a great position to keep moving forward.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Irving has a huge Hispanic population, as well as the Indian and Asians. We are now a
majority minority city. We have identified the problems that come with rapid growth. We
have made many plans to keep our city safe, revitalize neighborhoods, and see that water
does not become an issue. The 24/7 Criminal Alien Program was developed 4 years ago
and to date over 6400 criminal aliens have been deported to 42 countries. We are
experiencing a 40% reduction in violent crime. Our city is safer for everyone. Other
programs: taken down 1000's of substandard apartments (we decided that poor people
had a right to live in a clean environment) and removed abandoned buildings and sign
poles; increased citizen involvement through neighborhood assoc, town halls (both in
English and Spanish); revitalizing older areas of town; supported the schools giving laptop
computers to each junior high and high school students - preparing the workforce for the
future, keeping kids stay in school; supporting the YMCA programs for youth; built a new
youth center; offering First Offender programs, parenting classes, family counseling and
other family related programs at the city owned Family Advocacy Center. All of these
services are free if you live in Irving. There are many other types of programs and
outreach made by the city. I can't think of anything i would do differently because when
there is a need we address it quickly.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: The city has a 24/7 criminal alien program. To date over 6400 criminals have been
exported from our city back to 42 different countries. The result is a 40% decline in violent
crime. We do not go looking for illegal immigrants because that falls under the Federal
government. I have no desire to spend the Irving tax payers money on lawyers and courts
like Farmers Branch. Our 24/7 criminal alien program got national attention and many
cities around the country have implemented this program.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I do favor a seamless regional transit system. Irving has a deep commitment and a
long-time involvement in Transportation. I attend Tex21 meetings; the Multi-Modal
meetings, and the Texas High Speed Rail Transit Corp. meetings (I am the Treasurer and
Exec Board member of the THRSTC), and the So. Central High Speed Rail Development
Authority. In order to make a seamless regional transit system a reality, I work and meet
with other city mayors and council members from all over the region, as well as the state.
I lobby and testify before transportation committees in both Washington DC and Austin
telling our transportation story. Irving's 14th Transportation Summit will be in Irving in
August. People that attend come from all over the United States as well as the world. I just
got back from Irving's 4th annual Transit Summit in Washington DC. Creating a seamless
regional transit system is going to take a lot of people coming together, getting on the
same page, then working together to make it happen. DART first has to fulfill it's
commitments to its original member cities; then a discussion needs to take place with all
the place holders, plus the cities that now want to participate in transportation and decide
what is fair to everyone. I will work to get everyone to the table for the discussion.
Everyone knows it has to happen and we will all benefit from it.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Transportation is the big issue regionally. The reason: large group of people that are
relocating to the North Texas Region requires region needs to cooperate. Water is going to
be the next big issue in the southern states. Irving has it's own water resource but buys
from Dallas if a drought occurs, while most other cities have no resource except to buy
from Dallas or Ft. Worth. There needs to be a round table discussion of all the city leaders
to develop a plan for the region. Without a plan and an agreement, no progress will be

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made to develop a regional approach. I feel it is going to be hard to get Dallas and Fort
Worth to the table. They have controlled water for many years for the region and I don't
think they will be all that cooperative. But I would make the effort to try and bring
everyone to the table.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Irving does an excellent job of delivering services to our citizens. When we do citizen
surveys we continue to get excellent marks for service. Lean Sixth Sigma program has
been adopted throughout our city. This is a quality management program and all our
employees have bought into the program and are regularly recognize at work session for
excellent work. Example: We still do garbage pick-up twice a week, and it was still done in
the last major snow storm, right on schedule. Changes: I would like for us to be able to do
more recycling. We ran a trial recycle program and the older citizens rejected the use of
recycle containers. As for as changing the delivery of our service system, it is working
beautifully and very cost-effective.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Our city manager prepared the council and the city staff for the financial storm that was
going to impact our country. Four years ago we started the Lean sixth Sigma program and
began leaning our city through attrition and retirement of employees. We would freeze
some positions and eliminate others. We eliminated Asst. City Manager positions and now
have Directors of departments saving over a million dollars in salaries. By pairing like
functions under one Director and paying them a little more money, we also saved
hundreds of thousands of dollars on salaries. An IWIN program was created and
implemented. This is a health program designed and adopted by all city employees and is
based on Cooper clinic tests where every employee can participate in getting healthy.
Based on age and health condition, employees could work to qualify to get $50, $100, or
$150 a month put into a tax-free annuity and the city would match the money. They would
receive the tax free money at retirement. So far, over 1700 lbs of fat has been lost, people
have fewer visits to doctor, they are healthier and happier. It dramatically cut sick days
missed by employees. Savings is well over $800,000 in insurance costs. In mentioning all
of this, it is to say we are creative, efficient, and proactive; therefore, all of the cost saving
measures have allowed us to run a lean, healthy city while balancing the budget. We
created a strategic plan 4 years ago, and we have simple worked our plan. We have sewer
replacement happening on a planned schedule, as well as other infrastructure projects.
Because of our leadership we are still able to add solar lightening to south Irving Blvd.,
widen our major roadways through city and add new pocket parks and sculptures to city.
We are running our city like a business and it's paid off for the citizens of Irving.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Our city is doing extremely well through the recession; however, we have a group of
naysayers who think the sky is falling. There are citizens who listen to the lies told by this
small, but loud group. Fear develops because a lot of changes are taking place in Irving,
and a lot of change is hard for some people to understand. Even though Irving got our AAA
Bond Rating again from both Moody and Standard & Poor, which shows the city is on solid
ground financially, some citizens get confused by those who are crying that we are in
financial ruin. The sky is falling mentality. The sky is not falling in Irving, Texas. All anyone
has to do is ask themselves if things are better in Irving than they were 4 years ago and
the answer is Yes.
Q: How do you rate the performance of City Manager Tommy Gonzalez?
A: I give him an excellent rating. He has guided this city through the worst Recession that
this country has seen since the Depression of 1929. Our city manager and his remarkable
staff, and his use of the Lean Sixth Sigma program (quality management) has kept the
citizens of Irving from having to suffer what other cities are going through. The city
services have not been cut, but improved. Our water and taxes are still lower than most
cities. The city infrastructure is being taken care of. We still have our AAA Bond Rating
from Moody and Standard & Poor (only 1 of 2 cities to have that honor). Other cities are
continually trying to hire our city manager because of his exceptional leadership. Texas
Governor Rick Perry has created a committee for Risk Management and ask our city
manager to be on the committee. Even the governor of the state is interested in how he is
running the City of Irving through these difficult times and delivering quality services while
balancing the budget. We have not been like other cities who have had to fired hundreds of
employees, cut their services, give employees furlough days, and still having difficulty
balancing their budgets. Irving plays a starring role in how best to run your city in hard
times.

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Q: What are the next steps should the city take on the planned $250 million Las Colinas
entertainment center?
A: The Las Colinas Entertainment Center is a shovel ready project. Difficulty financing the
project is the problem. Creative financing options were sought due to the recession we are
experiencing. The attorney general and the state comptroller said they would sign off on
the financing if the court agreed it was legal. The city went to court for the judges opinion,
but during that time, AEG (a competitor management company that operates the Verizon
center) and former Mayor Putnam of Irving filed a lawsuit to stop the project. Every time
the city won in court, the group would appeal. A new case against the city has now been
filed to appeal to the Texas Supreme Court. To date, the city has had to spend $1.2 million
dollars defending the project and the total bill will most likely come to around $1.6 million.
The project is on hold waiting to see if the Texas Supreme Court is going to accept this
case. The contract with LCG development group runs out in Dec 2011, so at that time if
things are not settled, the project will go on hold until we hear from the court. Whatever
the ruling, the project will have to be reevaluated by the city council to see what the next
course of action will be. This project was begun because with the loss of the Cowboys,
Irving needed something to make it a destination city again. Also several corporations,
who leases are coming up in the next 3 years, wanted to know if the city was going to do
something to bring more restaurants and entertainment to the area. They don't like having
to drive somewhere else with their clients and not having more places for their employees
to eat. The city has been responsive since the businesses of Irving pay 75% of our taxes
leaving homeowners with only having to shoulder 25%.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: Irving will always be looking for ways to better serve the needs of residents,
businesses, and visitors. I would support periodic review of the gas well ordinance,
especially in the light of changing conditions, potential for legislative changes every
biennium, and out growing knowledge of gas well operations. We want to be proactive and
utilize best practices in Irving. The City's action in regard to gas wells and pipelines have to
follow state and federal law. We advocate that local government have the abilities to
promote safety and protect its residents. This will keep the companies accountable to the
cities where they operate, and the cities, of course will be accountable to its residents.

Julie D. Grant

Biographical Info:
Name: Julie D. Grant
Street Address: 2026 Durham St.
City/Town: Irving
State: TX
Date of Birth: August 31, 1940
Work or Campaign Office Phone Number: 469.360.2774
Home Phone Number: 972.255.3682
Mobile Phone Number: 469.360.2774
Fax Number: 972.255.3682
E-mail Address: juliedgrant.irving@gmail.com
Campaign Web Site Address: www.citizensforjuliegrant.com
Questions:
Q: Length of residency in the city
A: Thirty-seven years
Q: Length of residency in the district, if applicable
A: Thirty-seven years
Q: Occupation/main source of income
A: Owner of The Pet Chauffeur
Q: Current civic involvement/highlights
A: President, Heritage Advisory Council, Area Director for Dallas and Tarrant Counties for

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national charity, Pets of the Homeless


Q: Previous civic involvement/accomplishments
A: President 2 ½ years for Arts District Neighborhood Assoc. with 2,000 homes, Election
Judge 2010, Code Dept Volunteer, recipient of the Key to the City, Ms. Mature Irving
2009-10
Q: Education
A: Private business school
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: As a youth, I displayed my temper at a policeman.He taught me a quick lesson and it
was never repeated.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: There is a great need for a return to clarity in City Council decisions, integrity in
decision making, accountability and a return to family values. After looking closely to find
these attributes in our current Irving leadership, the decision was made to bring them to
the Council by running for Place 5. The methods used in making decisions have been
shown to be less than satisfactory in any of these categories. With the City stating it has no
money for projects that would benefit our residents and their families, but continues to
press forward with an entertainment center the City has admitted it can’t afford, and
guaranteeing a loan for Mr. Delbert McDougal, who has done nothing, but is still paid his
monthly retainer, since the contract for developing 640 acres in south Irving in 2006, the
City’s priorities are out of balance. With residents’ input and working with clarity, integrity,
and accountability, we can bring these back into focus and help Irving move forward with a
fiscally sound program. The need is great and working in the City Council, we can bring
this to fruition, cutting unnecessary programs as outlined above rather than laying off
teachers, for one example. Enough has been done, now the focus must be on balancing
budgets and putting money where it will benefit the residents the most
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1.Clarity in Council decisions. This takes no money, but requires more openness with
residents, 2.Integrity and accountability restored. Citizens have lost trust with the City
Council. It will be a long road to gaining that back, but it can be done once the residents
know that their City Council has restored its integrity in each action they take and have an
accountability in everything they do, 3. The development of south Irving's Heritage
Crossing would be taken from Mr. McDougal as he has breached the contract with delay
after delay. It would then be put out for bid, an appropriate company with a long stable
history of completing contracts on time would be chosen. From there, enforcement of the
contract with a bonus for coming in under deadline.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My focus is the residents. I have walked around Place 5, spoken to citizens in their
homes, gardens and on the street, finding out their concerns, listening to them and letting
them know that they are our most valuable resource. They have the greatest ideas, bring
solutions to City’s problems, make viable suggestions to the City’s challenges, and are the
most talented and creative people in North Texas. However, their trust in our City’s
leadership has been betrayed by their recent actions. Our current Council has not taken
our residents seriously. I am dedicating one day and evening a week to sit down with our
citizens and listen to them, to their problems, and to their solutions. Thereafter, taking all
to the Council and seeing that they have the deserved fair and respectful consideration.
While a team player, my first responsibility is representing the residents of Irving.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: The City has done a wonderful job in encouraging Fortune 500 companies. The City has
not balanced that with encouragement of small businesses. The “Mom and Pop”
businesses, small businesses in general and entrepreneurs are moving or being forced to
leave Irving by not having the support of our City’s leaders. We need to incentivize the

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small business owners. As they stop leaving and look to Irving as a place to grow, expand
and incorporate their businesses, Irving will gain revenue and more businesses will desire
to not only come into our City, but stay. When one considers the importance of small
businesses standing beside large corporations, we need to remember Bill Gates and what
he did in his garage. Is it possible that somewhere in Irving, there is someone who will
make another great discovery? Will Irving push them out in favor of a large corporation?
We as a City need to make room for both. This brings long term careers, development as
they grow, and an increase in revenue. It also brings the City back into a focused balance.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: As more companies make Irving their home, large numbers of employees are moving
here. Not only do we have great movement on the north side of Irving, but more residents
are considering the south side of Irving. With improvements moving forward in the
southern sector of our city, new single family homes are being built. Once the City
removes Mr. Delbert McDougal’s company from the south Irving improvement project,
sends it out for bid, selects a company with a stable and long history of completing projects
on time, Irving can move forward in making south Irving that “destination” not only for
home owners, but tourists alike. All of Irving Blvd (Hwy 356) needs to be developed with
the Heritage Crossing theme. East Irving Blvd can be improved. The City can work with
owners of the buildings to improve and carry out the Heritage Crossing theme, which once
done will increase their income by tourist and residents alike.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Continue to work with ICE, and follow the Federal guidelines as they have been doing.
Educating the public on the issue will bring about a better understanding between cultures
in our City. There is a great need for more visibility in our residential areas. While the City
states crime has dropped, there are pockets where cruisers are needed to prevent crime,
rather than use the Crisis Management type of enforcement by answering calls of crimes
already in progress. This system would deter any crime activity and enhance the public’s
cooperation with the Police.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I will work with the City Council on a transit system that is economical, green, and
brings benefits for our residents
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Many cities have successful programs that would benefit Irving. Recycling is one where
a study needs to be made and a solution implemented for apartment owners and certain
plastics that have no specific recycling benefit. Air quality control and other environmental
issues need to be addressed. Following cities who have implemented programs from start
to current would encourage Irving and its residents to find a specific and successful
program for these issues. Examples would be gas replacing oil, but controls need to be
placed on the programs before Irving could take advantage of its benefits. Other cities
have studied these issues. We could benefit by alliances with them.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Irving has overlooked recycling benefits. Citizens have suggested remedies, but the
City is slow to consider any change in the program. Irving should work with apartment
owners to update their dumpster service for their renters who must currently watch and
smell the deterioration of garbage from their front doors. Enforcement needs to be
updated and new programs administered. This can be done with little expense.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Irving’s infrastructure is quite old. Maintenance should have been kept up instead of
being neglected so long. This has been Crises Management. By focusing on all facets of
incoming businesses, rather than bringing in only Fortune 500 companies, Irving can be a
more rounded city, more balanced in revenue. Dealing with tough economic times as the
present, not spending more than is being brought in can bring great benefits in the next 10
years, including a true balancing of the budget and not the creative financing we’ve seen
with these last five years. One cannot buy itself out of debt.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The City’s budget has not been successfully balanced in a way that our residents can
benefit. Costs from law suits have not been budgeted for and have caused unexpected

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expenses. Instead of living within its budget, Irving currently does not have money to do
many of the things that need doing to keep Irving at its best in North Texas.
Q: How do you rate the performance of City Manager Tommy Gonzalez?
A: Mr. Gonzalez’ salary is a large concern of our citizens. Having a contract extended and
signed after seven months of service does not endear him to our residents and does not
follow proper guidelines, especially at the rate the City has approved. With the climate
resulting from invoices paid for services not allowed under contract ($1,000 for Billy Bob
Barnett’s chauffeur and other “consulting” charges), his service has been negligent in this
matter.
Q: What are the next steps should the city take on the planned $250 million Las Colinas
entertainment center?
A: Private funding is available. Taxes from hotel and rental cars place the expense onto the
user and not the tax payer. The City needs to take this forward with private funding. There
are other cities who have gone into the retail business and they have found it to be
disastrous for their citizens. Our City is not a for-profit business. It is there to serve the
residents and it’s time the City Council started listening to them and doing what the
majority of our citizens want, rather than a few.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: Natural gas drilling has been proven to disturb the environment and has a great impact
on water and other necessary services. There is still a question about cancer and other
debilitating diseases being caused by the neglect of companies who drill. The City Council
has stated its concern over gas drilling and is continuing to watch as the companies come
closer to Irving. Our City laws need additions to properly protect our citizens.

Irving Mayor
Description:

Candidates (choose 1):

Herbert A. Gears

Biographical Info:
Name: Herbert A. Gears
Street Address: 3716 Santiago Ct.
City/Town: Irving
State: Texas
Date of Birth: May 21,1962
Work or Campaign Office Phone Number: 972-831-8866
Home Phone Number: 972-791-0592
Mobile Phone Number: 214-676-1912
Fax Number: 972-831-8877
E-mail Address: hgears@aol.com
Campaign Web Site Address: www.gearslink.com
Questions:
Q: Length of residency in the city
A: 28 years
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: Co-owner of Creating and Managing Wealth,LLC, a small independent financial
consulting firm in Irving.
Q: Current civic involvement/highlights
A: Currently Mayor of Irving. I am involved in countless civic activities and with almost
every organization in the city in some way.

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Q: Previous civic involvement/accomplishments


A: First elected in 1998 to the Irving City Council, I served six years before becoming
Mayor in 2005. I have represented Irving on the DFW Airport Board, the North Texas
Commission, the Regional Transportation Council, the Dallas Regional Mobility Coalition,
the North Texas Council of Governments, the Texas Clean Air Cities Coalition, the
Metroplex Mayor´s Association, the Executive Board of the North Texas Superbowl
Committee, and on many others. I make an effort to be involved in all areas of our city
with many organizations and many different people working to make our community and
our future better. As Mayor, I have worked closely with the City Council and the
management team to improve Irving. Demolishing sub-standard apartments, deporting
illegal immigrants, and new police programs have resulted in a dramatic 40% drop in
violent crime in Irving. We are completing the critical DART Orange Line service through
Las Colinas directly into DFW Airport. Irving continues to deliver excellent city services and
add new public improvements including libraries, parks, recreation centers, aquatic
centers, and a new convention center. Irving´s property tax rate and residential water
rates are among the very lowest in North Texas.
Q: Education
A: High school graduate from Hargarve´s High School in Huffman, Texas.
Q: Previous public offices sought/held:
A: Irving City Councilman 1998-2004 Irving Mayor 2005-present
Q: How much funding have you raised for your campaign?
A: Around $80,000 so far.
Q: Who are your top three contributors?
A: Myself, Wynona Winters, and Luis Spinola. Followed closely by Billy Bob Barnett and
Chris Allen.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I was arrested for drag racing in 1980 and for driving with a suspended license in the
early eighties. My business was involved in a civil suit in 1998 that resulted in damages
being paid to us from some former employees.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: When I was elected Irving Mayor in 2005, our city was in severe decline. Under then
Mayor Joe Putnam´s leadership, our city was suffering from the challenges of rising crime
rates, rising tax rates, too many sub-standard apartments, too many illegal immigrants,
poor city services and deteriorating neighborhoods. As a lawyer who is paid to represent
slumlord apartment owners in Irving, then Mayor Joe Putnam did nothing while our city
became overrun with neglected sub-standard apartments. His flat out refusal to attend to
the strains that the illegal immigration issue was putting on Irving citizens only worsened
our city´s decline. Overall crime rates soared 9.6% while property taxes were raised at
least three times. Irving voters, in 2005, best illustrated how they felt by voting 85%
against the re-election of then Mayor Joe Putnam and a new direction began. Now, six
years later, our city is no longer in decline. Serving as Mayor, our city has made
tremendous progress on the many issues that are important to the quality of life in our
neighborhoods and to our citizens. Our south Irving redevelopment program has resulted
in over 1000 sub-standard apartment and hotel units being DEMOLISHED in our city!
Demolishing numerous apartment properties in Irving has never been done before and it is
not easy. Forever, the slumlord lawyers prevented city action while we continued to suffer
from an overstock of aging, unsafe, unhealthy, unwanted, sub-standard apartments. As
Mayor, I will continue to fight and win against the slumlord lawyers until every unsavory
apartment in Irving that is not compliant with the law is DEMOLISHED! You can be assured
that the slumlord apartment owners in Irving want their paid lawyer, Mr. Joe Putnam, back
as Mayor. I do not. Since 2006, Irving´s criminal alien deportation program has been the
country´s most innovative approach to illegal immigration law enforcement. You may be
surprised to learn that under our tough program MORE ILLEGAL IMMIGRANTS HAVE BEEN
DEPORTED FROM OUR IRVING JAIL THAN FROM ANY OTHER CITY JAIL IN AMERICA (over
6,400). Our city has not been sued, we haven´t passed any new laws, we are not called a
racist city, and we have not spent one cent for the program and yet, as featured on the
front page of the New York Times, we are now THE most successful community dealing
with the illegal immigration issue and we get THE best results in the entire United States!
These initiatives and other new programs have produced four consecutive years of new
record low crime rates in Irving including a dramatic 40% REDUCTION IN VIOLENT CRIME!
Additionally, during some of the toughest economic times in our nation´s history, we have
continued to deliver excellent neighborhood city services while maintaining some of the

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lowest property tax rates and lowest residential water rates in all of North Texas! We have
improved our community and our city services adding new parks, new state of the art
libraries, a new no-kill animal shelter and dog park, new contemporary aquatic centers,
youth recreation centers, and an exciting new convention center. This upcoming election is
a classic example of a choice between then and now. Do we return to decline and decay as
we had then or do we continue the work that has brought great progress to our city in so
many important ways? Ask yourself, is the city of Irving better today than it was just six
years ago? I say it is and that is why I am qualified and running to continue as Mayor.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: The most important action I will take will be to continue with an aggressive substandard
apartment demolition program in our city. Secondly, I will fight to protect and maintain our
very successful, nationally and internationally recognized, criminal alien deportation
program. Thirdly I will continue to attend to public safety and to the quality of
neighborhood city services. Our budget and financial condition is sufficiently strong to
address these important priorities. We will continue to invest in economic development
activities attracting new and retaining businesses in Irving.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: There is an important difference between me and my opponent. I fight and win against
slumlord apartment property owners and their lawyers to demolish non-compliant
apartments in Irving. My opponent,as a lawyer, makes his living defending the slumlord
apartment owners against Irving. We are as different as night and day on the apartment
issue in Irving, our most serious challenge.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: We have built a reputation as a business friendly city. Businesses pay over 70% of all
the taxes paid in Irving which allows us to maintain one of the lowest property tax rates in
Dallas County. We work comprehensively supporting our economic development
partnership with the Greater Irving Las Colinas Chamber of Commerce and the Irving
Convention and Visitors Bureau. We actively recruit and work to retain businesses in a
very competitive environment and we are successful in creating jobs and growing the tax
base. A strong commercial tax base provides us the needed funds to continue delivering
excellent neighborhood city services.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Irving is a very diverse international city. Our population is 42% Hispanic-Latino, 31%
White-Anglo, 14% Asian, and 12% Black African American. With over 220,000 jobs, we are
the largest jobs center in north Texas outside of Dallas and Ft. Worth. Our international
airport and our large corporate residents bring good people from all over the world to
Irving and we are very proud about that. What we do differently now, since I have been
Irving Mayor is, we embrace and appreciate the opportunities our diversity provides our
community now and in the future.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: As I mentioned earlier, since 2006, Irving´s criminal alien deportation program has
been the country´s most innovative approach to illegal immigration law enforcement.
Remember, under our tough program MORE ILLEGAL IMMIGRANTS HAVE BEEN DEPORTED
FROM OUR IRVING JAIL THAN FROM ANY OTHER CITY JAIL IN AMERICA (over 6,400). Our
city has not been sued, we haven´t passed any new laws, we are not called a racist city,
and we have not spent one cent for the program and yet, as featured on the front page of
the New York Times, we are now THE most successful community dealing with the illegal
immigration issue and we get THE best results in the entire United States! For six years as
Mayor, my opponent did nothing and was removed from office.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: Transportation infrastructure, in all modes, is critical to the long term viability of our
region. Irving has been a leader in promoting and facilitating critical dialogue with key
people and organizations around the country to create a cohesive strategy and approach to
attending to our future transportation services. We have and will continue to invest heavily
in transportation planning and solutions for our city and our region.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?

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A: We will serve our region best when we join in a common organized effort to secure
future water supplies for the entire region. Irving is a water entity and has been very
active regionally with plans to bring water to North Texas from Oklahoma and other
sources in Texas. We own and operate a large water pipeline that will be used for the
transport of new water supplies from the East and North.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: 70% of Irving residents rate Irving neighborhood city services as good or excellent.
92% for the Fire Department and 83% for Police services. Our strong commercial tax base
provides us the funds to continue to deliver excellent services to the citizens of Irving.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: We have done well, avoiding cuts in city services, avoiding employee layoffs, and
maintaing one of the lowest property rates in North Texas. We are rated AAA by both
national financial rating agencies which is an honor only achieved by two cities in Texas and
20 in the entire United States.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The slumlord lawyer wants to come back as Irving Mayor. He is challenging my
apartment demolition program and he withholds support for our criminal alien deportation
program. We simply cannot turn back on our great results.
Q: How do you rate the performance of City Manager Tommy Gonzalez?
A: Tommy gets great results and is compensated well for it. My job is to hold his feet to
the fire and continue to demand excellent performance.
Q: What are the next steps should the city take on the planned $250 million Las Colinas
entertainment center?
A: Our next step is to continue to win the court challenges by our competitor from
California. Joe Putnam was forced to admit, under oath in the trial, his association with this
California competitor and that they were giving him hundreds of thousands of dollars for
legal representation to sue our City. Shameful. This economic development project, voted
on by our citizens, means 2000 jobs for Irving and hundreds of millions in economic impact
to our region every year.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: We have ordinances to protect our community from the potentially dangerous impacts
of this kind of operation. We all continue to learn more about this new phenomenon and
our city will make sure the interests of our citizens guide our policies moving forward.

Beth Van Duyne

Biographical Info:
Name: Beth Van Duyne
Street Address: 2123 Shumard Oak
City/Town: Irving
State: TX
Date of Birth: 11/16/70
Work or Campaign Office Phone Number: 972-898-7500
Home Phone Number: 972-831-8188
Mobile Phone Number: 972-898-7500
E-mail Address: beth@bethforirving.com
Campaign Web Site Address: www.bethforirving.com facebook.com/beth.vanduyne
Questions:
Q: Length of residency in the city
A: 25 years
Q: Length of residency in the district, if applicable
A: 25 years
Q: Occupation/main source of income

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A: Corporate Communications Executive.


Q: Current civic involvement/highlights
A: Las Colinas Elementary PTA Irving Republican Women's Club Cornell Alumni Admissions
Ambassador Network
Q: Previous civic involvement/accomplishments
A: Irving City Council Woman, 2004 – 2010; Deputy Mayor Pro Tem, 2005 – 2006; Brighter
Tomorrows, Board Member Carrollton/Farmers Branch PTA – Legislative Chair Founder and
Chairman of the Communications Committee Cornell Alumni Admissions Ambassador
Network Greater Irving Republican Club Greater Irving-Las Colinas Chamber of
Commerce Hackberry Creek Parks Committee, Chairman Irving Republican Womens
Club, President Liaison to the Health Board, Library Board, Carrollton-Farmers Branch,
Coppell ISD and Parks and Recreation Committee Member of Finance and Audit, Planning
and Development, Legislative, Community Services and Public Works Committees
National Association of Regional Councils, Representative Voting Member National League
of Cities, Representative Voting Member New Tech High, Board Member North Central
Texas Council of Governments North Texas Healthcare Task Force Texas Municipal League
Q: Education
A: Bachelor of Arts degree from Cornell University with studies in City and Regional
Planning, Government and Law. magna cum laude with distinction in all subjects
Q: Previous public offices sought/held:
A: Irving City Council Woman, 2004 – 2010
Q: How much funding have you raised for your campaign?
A: I am still actively campaigning.
Q: Who are your top three contributors?
A: I have received support from homeowners, business leaders and interested citizens
from across the metroplex.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: While on the Irving City Council, I was a party to the proceedings regarding single
member districts.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Last November, across the country, we saw people stand up to say, “Enough is Enough!”
They were tired of the spending, of the debt, and the back-room deals that have ill-served
our nation. Well, I’m sad to say, but this situation exists in our own backyard and that is
why I have chosen to run for Mayor of Irving. As a member of the city council, I
consistently voted against piling debt on our city, increased spending, and projects that
looked wasteful on paper and even worse as they commenced. I consistently voted against
the increased spending and debt because I know down the road they lead to higher taxes
and bigger government. I did this because I never forgot that the tax money with which
we were entrusted, was the citizens money and not a political slush fund. It is time we
elect a new generation of conservative leadership for our city that will: balance our
budgets, stop piling debt on our children’s future, eliminate wasteful spending and stop the
backroom deals that are only serving to enrich consultants and special interests instead of
enhancing the services and safety our citizens deserve.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: As mayor I would: 1. Eliminate the Washington, DC style waste and mismanagement of
our tax dollars; 2. Restore accountability and fiscal responsibility to the city budget; 3.
End the petty politics and backroom deals that have come to define this mayor’s time in
office.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Fresh Voice: This City needs fresh blood, fresh leadership and fresh ideas. As a mother,
homeowner and business woman, I can provide a positive vision for our future. Business
Experience: I believe there is more to being Mayor of the great city of Irving than just
being elected. Annual budgets, economic development projects and city planning all need a
discerning eye and relevant business experience to comprehend and acknowledge
potential deficiencies and identify workable solutions. Throughout my 20 year career, I’ve
had the opportunity to work with small startup companies, mid-size private companies and
Fortune 500 corporations like Verizon, American Airlines and SAP. I also found and ran my
own consulting business, working with executives to develop strategic business plans,
negotiation strategies, grassroots coalition building and federal and state legislative policy
strategies. Professionalism: Irving is home to thousands of small business and hundreds of

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100s of internal corporations that comprise over 65% of our tax base. The Mayor of Irving
needs to be a proficient business person, with a professional demeanor, who can carry on a
knowledgeable conversation with business owners and CEOs. As a corporate
communications executive and business owner, I’ve worked with CEOs and Executive
Boards, counseling them in times of crisis, growth and loss. I understand and appreciate
their needs, their concerns and the support they require from their local government to
successfully compete in today’s tough economy. Independence: Unlike all of the other
candidates, I am not beholden to the interests of any developers or hotel corporations who
stand to gain by the City’s continued support of costly and unproductive projects or by
competitive developers who stand to gain by suing the City. Dedication to Education: I
appreciate the importance of a strong education having worked to put myself through
college. Both my children attend public schools in Irving and I know the significance of a
strong school system when deciding where to live. As the past liaison to the Carrollton-
Farmers Branch and Coppell School Districts, I’ve worked first hand with our local school
boards to improve communications between the City and school districts, increase
awareness of development plans and seek innovative partnerships to enhance the
opportunities for all Irving children.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: I support all good economic development, but not all development is positive. The
Council should do all it can to promote and attract new businesses that bring jobs and
make Irving better, while protecting the community from projects that bring down the
area, lower property values, or put an undue burden on city services and schools.
Currently, this administration favors flash over substance and it has cost the taxpayers
millions of dollars with nothing to show for it.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Irving is a very diverse and growing city that has to address housing and transportation
needs for the city. I believe it is important to increase the number of single family homes
in the city. For example, new developments like apartments affect schools, roads, property
values and the aesthetic feel of the area. All these factors should be considered, including
most importantly the views of Irving citizens. The Council should not railroad re-zoning
approvals through opposition, but rather try to resolve the apparent problems.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: In order to keep our community safe our laws against criminal illegal aliens should be
enforced. This is not a race issue, it is about keeping Irving safe from criminals, whether
here illegally or legally. While on the city council I voted for an increase in enforcement
against criminal illegal aliens through the Federal 287(g) program and voted to support the
continuance of the Irving Police Department’s use of the Criminal Alien Project program.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: As a daily commuter, I value a transit system that would help alleviate traffic on our
streets and highways. Since a road systems is only as good as its most congested spot, the
City needs to work with members of the North Central Texas Council of Governments,
DART, local metroplex elected officials and state officials to focus resources on combating
the issue from a regional perspective.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Regional partnerships are most productive when cities have an alignment of incentives.
Issues such as water, energy, transportation and economic development are best tackled
with regional cooperation. Participation on regional boards, committees, and chambers is
essential.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: As a limited government conservative who believes in lower taxes, balanced budgets,
and reducing spending, I’m running for Mayor of Irving because I believe we need to stop
the wasteful spending, massive debt and backroom deals we see at city hall today. The
City delivers excellent services including police, fire, garbage, library, recreation center,
park, municipal services and public works. Focusing on the core services and dispensing
with the unnecessary spending would greatly enhance our ability to provide first-class
services.
Q: How has the current leadership done in weathering the economic storm? What ideas do

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you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Because of wasteful spending and gross mismanagement our city now faces a
$450,000,000 debt. Rather than tighten the city’s belt and make appropriate adjustments
to spending, the current Mayor has frivolously spent millions of dollars with little to no
benefit for our citizens. Late last year, Channel 8 ran an investigative report into the lavish
and unchecked spending the Mayor is allowing in support of an entertainment district. Not
one shovel of dirt has been turned and yet more than $32 million of our tax dollars have
been used to pay for consultants, luxury restaurants, travel, and much of this was done
without any justification. Trimming back on the use of unnecessary consultants,
boondoggle travel excursions, receptions for out of town politicians and better
management of current economic development projects could shave millions of dollars
from our budget.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Like most people in Irving, I’ve become frustrated with our City’s mayor, his
Washington-style political tactics, lack of accountability to the community and wasteful
spending of our hard earned tax dollars. Put simply, the Mayor has abused his power and
broken faith with the trust voters placed in his hands. When I was on council, I never
forgot who I was serving, whose money it was we were spending and that it was my sworn
responsibility to be your voice. It was not always easy and many times I found myself
standing alone in defense of responsible budgets and government. But that was what you
elected me to do and that is what our city deserves.
Q: How do you rate the performance of City Manager Tommy Gonzalez?
A: Tommy Gonzalez is an effective and efficient City Manager. However, I believe his
compensation is excessive.
Q: What are the next steps should the city take on the planned $250 million Las Colinas
entertainment center?
A: In all my 26 years in Irving, I have consistently heard the same thing from residents,
business owners and employees - “Las Colinas has such potential but without a night life, it
will never be successful.” Construction of the Convention Center was a step in the right
direction for development in that area. Unfortunately, an ill-conceived entertainment
center plan that lacked funding, private support and sustainability is not the answer. This
project has gone from bad to worse costing more than $25 million with nothing to show for
it. If elected Mayor, I would immediately request an account of all monies spent and paid
to this developer and any of his associated companies, a review of all properties purchased
and their past and current valuations, an investigation into the business dealings with
property owners and a restructuring of the contract to include penalties for missed
deadlines. I consistently voted against giving this developer any more money until he
could account for his expenses and fulfill his end of the deal. Deadline after deadline has
passed, and still this developer could not secure any funds for this project, yet the Mayor
continued to support it. Millions have been misspent on erroneous “expenses” and
“pre-development costs” without a single mound of dirt being turned, yet the current
Mayor continues to vote to give away more money. Unable to account for the millions
spent, the Mayor spent even more money on an “audit” that was so poorly executed that it
gave oversight to the same people who approved the invalid reimbursements in the first
place. An entertainment project may be necessary for the long term success of the
convention center, but not as it is currently conceived. The City can aid development but
should never leap to being one. If the private sector is turning their backs on this project,
it behooves the City’s leadership to understand why before continuing to waste any more
money.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: Natural gas drilling has become the buzz in cities across North Texas, as communities
grapple with budget shortcoming and potential service cuts. Drilling may be a potential
revenue stream, but the City must be diligent and proactive in ensuring the long term
safety and wellbeing of its residents. Irving should continue to research the effects on
other cities with drilling operations, stay active in the state legislature and examine the
consequences of the various laws currently in effect.

Lewisville City Council, Place 1


Description:

Candidates (choose 1):

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Mike McCary

Biographical Info:
Name: Mike McCary
Street Address: 331 West Walters
City/Town: Lewisville
State: Texas
Date of Birth: 03/29/1965
Work or Campaign Office Phone Number: 469-417-9768
Home Phone Number: 972-420-0165
Mobile Phone Number: 469-417-9768
Fax Number: 972-436-0122
E-mail Address: mikemccary@verizon.net
Campaign Web Site Address: MikeMcCaryforCityCouncil.com
Questions:
Q: Length of residency in the city
A: 26 years
Q: Length of residency in the district, if applicable
A: I have lived at this address since 1996.
Q: Occupation/main source of income
A: Owner of real property.
Q: Current civic involvement/highlights
A: Church activities and neighborhood revitalization.
Q: Previous civic involvement/accomplishments
A: Same as above and president of voluntary home owners' association, neighborhood
clean up coordinator.
Q: Education
A: Lewisville High School, SBCCI training, state certified code enforcement and building
inspection training, extensively trained in zoning and the enforcement thereof.
Q: Previous public offices sought/held:
A: I ran for Justice of the Peace in 1998.
Q: How much funding have you raised for your campaign?
A: I am not accepting monetary contributions so that I may avoid even the appearance of
returning favors.
Q: Who are your top three contributors?
A: n/a
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I have been involved in family law matters and have minor traffic-related convictions.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: My training and experience as a code enforcement officer and building inspector for two
municipalities in Denton County makes me uniquely qualified for the challenges that our
city faces. My personal investment in this community, i.e., investing in and rebuilding my
own neighborhood, demonstrates my commitment to this community.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. Align our city with Farmers Branch and Irving in strict enforcement of current zoning
and minimum housing standard ordinances. Recognize publicly that our current state of
urban decay has been prolonged by ignoring our sanctuary city status. 2. Strengthen police
and fire departments, thereby improving the safety of our neighborhoods. 3. Stop out of
control spending, such as city-sponsored purchase of alcohol for city events and consultant
fees. Redirect our city's emphasis back to neighborhoods and community.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My opponents are liberal and I am a Texas conservative tired of supporting government

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waste and handouts.


Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Communities are the key. If we build strong neighborhoods of productive, law abiding
citizens, businesses will come and flourish. Our City is wasting time and money trying to
artificially stimulate business districts in areas that are not viable at this time due to urban
decay.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Our population is 49% rental. Our current and previous councils have concentrated our
tax base on multi-family housing and extended stay facilities, turning their backs on single
family dwellings. This philosophy discourages long term investment in the community. My
training tells me we should re-emphasize owner-occupied single family dwellings with a
moratorium on multi-family structures and an all out ban on extended stay facilities.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: The City should strictly enforce its minimum housing standards and current building
codes. The police should enforce on-street parking laws and report all illegal immigrants
with whom they come in contact with due to criminal activity to ICE.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I support the transit system that is currently being built.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Partnering up to share ideas, eliminate overhead, and mainstream enforcement efforts
can always be productive.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Lewisville is not providing tax payers the best value for their tax dollars. The City
should provide basic city services and not be in the business of attempting to be a
revenue-driven corporation, i.e., Lewisville's "local government corporation."
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Lewisville must redirect CDBG money away from private enterprise and to basic city
services.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The existence of pet projects and the existence of the "local government corporation."
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: I do not profess to be an expert in every field. This issue is so important, that I would
require not only citizen input but unbiased, expert information.

Leroy Vaughn

Biographical Info:
Name: Leroy Vaughn
Street Address: 1101 Hillwood Dr.
City/Town: Lewisville
State: Texas
Date of Birth: November 26,1946
Home Phone Number: (214) 513-9446
Mobile Phone Number: (214) 918-1902
E-mail Address: leroy@electleroy.com
Campaign Web Site Address: electleroy.com

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Questions:
Q: Length of residency in the city
A: Nineteen years approx.
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: I am a retired firefighter. Primary source of income is from city government
government retirement plan.
Q: Current civic involvement/highlights
A: Vice Chair, Lewisville Community Development Block Grant Committee, Benefits
Counselor- Department of Aging and Disability Services, and Nursing Home
Ombudsman-North Texas Council of Governments
Q: Previous civic involvement/accomplishments
A: Vice Chair-Lewisville Community Development Block Grant Committee (2 terms),
Chair-Lewisville Industrial Waste Hearing Board (2 terms), Chair-Lewisville Senior Center
Board of Advisors, Vice Chair-Lewisville Lake Safety Committee, Vice Chair-Lewisville
2010 Goals Committee, Member-Lewisville Transportation Board, Quality Control
Enumerator U.S. Census (2010), African American Museum Docent (1995-2000), Volunteer
Christian Community Action (1995-2010), Member-Zoning Board of Adjustment Austin TX,
Volunteer-National Kidney Foundation of North Texas
Q: Education
A: Bachelor of Arts, Political Science and Business from UNT, Graduate Fellowship as a
Ronald McNair Scholar, Master in Public Affairs from the L.B.J. School of Public Affairs at
University of Texas at Austin
Q: Previous public offices sought/held:
A: 2007 Candidate for City of Lewisville City Council Place 3
Q: How much funding have you raised for your campaign?
A: Over 2500.00
Q: Who are your top three contributors?
A: N/A
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: Over 42 years ago, in my early 20s, was convicted of possession of stolen property
after the fact and had a DWI. No record exists today of these events, but disclosure is in
the interest of complete openness and honesty to voters. However, I am the only
candidate in Place 1 eligible to serve as a volunteer to the parks and the convention
bureau based on past criminal convictions.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office? I want to join the city council as it continues to ensure that
Lewisville remains a dynamic and vital community in which our residents can safely work,
play and enjoy life. For over 17 years I have served on numerous of municipal boards
and commissions, and gained insight into the inner workings of our great city. Through my
involvement, I have gained both the experience and the commitment to successfully
represent all of Lewisville’s citizens.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. Neighborhood improvement through a combination of tax incentives that cost the city
no revenue compared to what it would collect without improvements, and stricter code
enforcement. By providing incentives for improving property, Lewisville will realize a
return by raising the values overall in neighborhoods in need of revitalization. 2. Transit
oriented development/increase visitor and tourism dollars to let the free market fund the
improvements largely on their own. Also, work with viable real estate developers to
conduct brownfield studies on commercial properties in Old Town to assist in renovating
these properties to ensure that stable businesses take root in the area, and help raise
values throughout Old Town. Lewisville currently has funds for these studies, we just need
to attract the right investors so these funds are not wasted. 3.Maintaining city’s multiple
AAA bond ratings through judicious planning and intelligent spending combined with
exploiting the extraordinary features of the city, including the lake, Old Town and
I35/SH121 corridors to keep city income up without burdening taxpayers.
Q: What are the key differences between you and your opponent(s) that make you the

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best choice?
A: My outstanding record of over 17 years on city boards and commissions serving
Lewisville. I have served on 10 or more boards and commissions in Lewisville alone, and
others statewide over 18 years while my opponents have served on none. It all started
when I was a member of the Leadership Lewisville program, and it made me realize the
challenges the City faces internally as well as within the County and region. In my opinion
this is too important a time for the City to have leadership that will be learning on the job.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: We must continue to look at cost-effective ways to drive economic development in
order to keep our residents’ tax burden low and have jobs for our workforce. We have
driven hard bargains with developers to build our tax base in exchange for conditional tax
abatements to everyone’s mutual benefit. I will look upon these abatements critically to
ensure this lifeline continues to offer the best deal for our taxpayers. Right now
revitalization in some parts of town are as important as new construction since incentives
given for it will result in increased values throughout an area, resulting in increased tax
revenue overall.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: As a Quality Control Enumerator U.S. Census (2010) I observed first-hand that
Lewisville is experiencing demographic changes toward a more Hispanic origin as has
happened with many areas of the country. Lewisville has adapted very readily to our
changing demographic with the inclusion of specialty grocery stores, continuing to offer
Spanish translated city documents and employing Spanish speaking members of City Staff,
Police and Fire.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: The city must continue to work with state and federal officials to reduce the burden of
illegal immigration on cities like Lewisville. We should continue with the CAPS program,
sharing information on criminal suspects in our custody with ICE.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: FAVOR. Encourage TXDOT Funding, Ensure public safety during reconstruction Lewisville
is already clearly on track to provide regional transportation through its A-train line set to
open in June. In essence, most of this work is now behind us in Lewisville, particularly
when compared to other DFW area suburban cities. In order to manage the growth that
Denton County has had and will continue to have, we must foster private/public
partnerships to develop major corridors that the County and State identifies to link
Lewisville to the North Texas Region. We must also fight diversion of transportation
resources. DCTA will be bringing new shoppers and sales tax dollars to Lewisville and this
influx should be used to expand and enhance the experience for the public as they
contribute their sales tax dollars to the betterment of Lewisville
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: We must work to carefully guide the I-35 expansion process, which will be a major
transportation issue for Lewisville in the future. I-35 will be a state-of-the-art freeway
system that addresses many of our congestion issues Use redevelopment to enhance
Lewisville and attract additional visitors to our shopping, dining, retail, entertainment and
recreation opportunities. We need to establish public/private partnerships especially for
this project as it is the major artery running through Denton County. With the current
budget shortfall in Texas, we need to pull together throughout the community to get I-35
expanded, and assist property owners and businesses that will be displaced by this
project.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: The City of Lewisville is committed to providing quality services and has implemented
many cost effective programs. Historically, it has done an outstand job at this. I promise to
continue to be a good steward of taxpayer dollars and will be vigilant to avoid waste,
redundancy and inefficiency. The City of Lewisville is one of only 16 cities in Texas to have
a AAA rating on general obligation bonds from Standard & Poors, and one of only eight
cities in Texas from Fitch Ratings. Recently the City of Lewisville was able to refinance
debt, saving nearly $500,000 for residents. This is a reflection of the quality of staff, and I
intend to join all council members who will continue the practice of running a lean but

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effective city government.


Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: A balanced budget is Lewisville’s path to long-term stability and success. I am
committed to maintaining a balanced budget so that all city services required by the
citizens are more than adequately provided. As I mentioned in the last question,
Lewisville is ahead of the curve in fiscal responsibility, which will allow us to weather the
budget shortfall the next two years with a goal of positioning ourselves for the economic
recovery that has slowly taken hold.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The Chin population is growing in Lewisville, along with the Hispanic increases this is
creating large challenges for the Lewisville Independent School District since they have to
deal with culture and language issues before teaching them. There are about 2200 9th and
10th graders total in the ISD, more than half receive some kind of assistance. This is
another burden on the ISD, since you must deal with these things before delivering on
their primary goal of educating these children.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: Fortunately for Lewisville, we have a gas ordinance with some generally good
protections for the safety of our residents to limit nuisance, and the loss of peaceful
enjoyment of our property. Lewisville should continue to require responsible gas well
drilling and operations, including independent air quality monitoring, ensure long-range
vision of municipal water sources, protect all water resources and create incentives for
water conservation.

Lewisville City Council, Place 3


Description:

Candidates (choose 1):

T.J. Gilmore

Biographical Info:
Name: Thomas "TJ" Gilmore
Street Address: 724 Juniper Lane
City/Town: Lewisville
State: Texas
Date of Birth: 12-11-1972
Work or Campaign Office Phone Number: 469-322-9432
Home Phone Number: 2146496076
Mobile Phone Number: 2146496076
Campaign Web Site Address: www.tjgilmore.com
Questions:
Q: Length of residency in the city
A: 10 Years
Q: Length of residency in the district, if applicable
A: 10 Years
Q: Occupation/main source of income
A: Telecommunications Sales
Q: Current civic involvement/highlights
A: 2010-Current Lewisville Planning and Zoning Commissioner 2010-Current one of three
Lewisville citizens participating in the City's oil and gas drilling ordinance review meetings
actively working to improve our ordinances 2010-Current Cubmaster Pack 233 Lewisville
Texas Degan Elementary PTA Parent Brownie Troop 972 Parent GLASA Parent 2010-11
Relay for Life Advocacy Chair

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Q: Previous civic involvement/accomplishments


A: 2005-2010 Lewisville Community Development Block Grant Committee (Vice Chair
08-09, Chair 09-10) Graduate 2009 Lewisville Citizen’s Police Academy 2003-04 Irving
Texas Chamber of Commerce Board of Directors
Q: Education
A: B.A. from the University of Arizona
Q: Previous public offices sought/held:
A: Previously ran for Lewisville City Council Place 4
Q: How much funding have you raised for your campaign?
A: In these difficult times fund raising has been limited but mostly from concerned citizens
and can be found on my campaign filings which are available through the City of
Lewisville’s City Secretary’s office.
Q: Who are your top three contributors?
A: My top contributors are individual citizens who believe in fiscally conservative ways of
addressing Lewisville’s issues, including providing a high quality of life for citizens, an
attractive business climate, and of course strong neighborhood reinvestment.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I'm running because I believe the city can do a better job promoting itself and setting
the environment for residential and business reinvestment as we redevelop. My
experience on the CDBG and P&Z as well as my personal initiative to give input on our
drilling ordinance and blogging city workshops for increased transparency are evidence
that I value a responsive government and am not afraid to step up and work for the
citizens.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Create a property reinvestment program to encourage residents and property owners
to improve property values and eliminate overcrowded homes and substandard buildings.
Continue to use innovative business development programs that attract strong business
partners that are fiscally conservative and fair to the citizens. Work with the State to
ensure funding of the I-35 corridor so we can begin the transition instead of being stuck in
a holding pattern. Many of these programs are low to no cost for the city and infact would
bring revenue to the city by improving property values. The city's business incentives have
filled the once vacant Convergence Center with strong, high paying businesses that are
strong civic partners, which we can build upon. My biggest job is to take my business and
sales skills and ensure that residents and businesses know that the city is looking out for
their interests. I would do that through my personal blog as well as social media and 'meet
the councilman' functions throughout the city.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I believe that tax abatements are an effective tool to attract strong business partners
whereas my opponent does not. Removing economic development tools would effectively
ensure businesses would look elsewhere, increasing the tax burden on residents. Lowering
Lewisville's already low (we're exactly 1/2 way between the highest and lowest tax rates
in the four county area) would simply shift more tax burden onto citizens. I believe that
urban drilling needs to be watched closely and allowed to happen only with the proper
controls to ensure clean air, water, and land once drilling is done to maintain property
values. I have worked on this issue extensively. My opponent has said nothing even though
this issue has torn apart neighboring communities.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Property development and redevelopment are central to my beliefs in a prosperous
Lewisville. Unfortunately I-35 redevelopment is hindering our major business corridor. I
plan to continue to give input at public forums and would be working with city staff and
business owners to help those impacted by the development. Lewisville’s Economic
Development Department has done an excellent job developing plans for Old Town, the
new Light Rail Stations, Mill Avenue, the Arts District and even a proposed Lewisville Lake
development. These are great ideas but the city needs developers to make it happen. I
believe we’ve laid the foundation but it is now up to our city leaders to lead the charge and
attract developers with updated ordinances that encourage sustainable building methods.

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We need to change our energy ordinances to encourage wind and solar usage. We also
need to encourage private investment in residential neighborhoods to improve property
values through tighter codes, ordinance enforcement, and investment programs. As a
councilman my career as a sales professional makes me uniquely qualified to build these
working relationships.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: There are 3 demographic changes that are significantly impacting Lewisville: 1. The
continued influx of citizens of various ethnicities. Lewisville has a rich and diverse history;
we need to ensure that we work with this community. I’d like to see more cultural events
celebrating Lewisville’s African American, Latino and Asian communities. I believe this can
be accomplished with our new arts district. 2. The population of residents over the age of
65 is expected to double over the next 15 years. This will put a particular burden on our
emergency responders as well as our social service agencies. Lewisville continues to fund
organizations like Meals on Wheels and Day Stay for Adults, as well as provide
programming at our senior center. We will have to ensure funding continues for these
agencies so our seniors will continue to be a vital and engaged part of the populace. 3.
Influx of Burmese or ‘Chin’ religious refugees. Lewisville has approximately 600 of these
refugees who have been given asylum by the US government. Since these refugees tend
to settle where others of their extended family, displaced church, or regional affiliations
have settled, we can expect many more of these oppressed people to make their homes in
Lewisville. As residents and citizens they will bring a unique perspective, and unique needs
that we as a city are only now beginning to understand. The city needs to create an
outreach program to work with Chin families and help them acclimate to their new home.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Lewisville police do an excellent job and process all arrests through the Criminal Alien
Program, having removed upwards of 2,000 criminal aliens from Lewisville at last count.
Why sign contracts that make our police work for the federal government when we have
an outstanding program that makes the feds work for us? Our police have done an
excellent job with managing our enforcement resources and have even received feedback
from local immigration officials stating that Lewisville is a model for using CAP and ICE
Access programs. We should continue to explore programs that allow us to leverage
federal resources without expending our limited enforcement budgets and manpower.
Operation Community Shield was one of these. As a councilmember I would listen to law
enforcement and enact programs that keep our citizens safe.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: Lewisville has spoken and we are large investors in DCTA and the light rail program.
Having lived in cities with world class public transit; Tucson Arizona’s bus system and
Boston Massachusetts’ commuter rail, I’m excited by the opportunities the rail will give to
our citizens and am in favor of making the system as seamless as possible. I currently
attend transit public forums and have given regular citizen input. As a council member I
would push to create mixed use developments that are commuter friendly. I believe this
will be one of the biggest economic boosts for our region over the next 20 years as energy
prices continue to climb.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Lewisville already participates in regional water and transportation associations. I would
continue to keep Lewisville involved. We could also look to create and strengthen regional
councils on aging to ensure our seniors continue to be an active and involved part of our
communities. We can also look to develop regional plans for sustainable development to
keep the North Texas region leading in programs that encourage low energy consumption
and local jobs. I have, as a citizen, given input on these types of programs and would
continue to build those relationships as an elected representative.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Lewisville does a solid job of providing good services at a low cost. I would like to see
the city peruse voluntary electricity aggregation for citizens, review our waste collection
and recycling programs to perhaps lower costs and increase recycling so we can stretch out
the usefulness of our landfill as a revenue source. I would also be interested in creating a
‘municipal mulch’ program much like Plano and Arlington have for things like mulch,
decomposed granite, and crushed cement fill for projects. These could create revenues and
would also provide additional services to residents.

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Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Lewisville has maintained one of the lowest property and sales tax rates in the
metroplex. Our fiscal conservativism has allowed us to bring outstanding developments
like the new arts center, the light rail, and Railroad Park online. As a city we raised fees
last year and are still experiencing at least a half million dollar shortfall for the upcoming
fiscal year. The city has consolidated several bonds to take advantage of lower interest
rates to keep from raising taxes. There will be a slow down in capital expenses
(infrastructure projects) but the city still has a ¼ cent sales tax option that every city
surrounding us has taken advantage of. This of course would be up to the citizens to enact
and not council. I believe my property reinvestment agenda will help raise property values
and in turn bring more revenue to the city without having to raise taxes.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Lewisville is a mature city with little in the way of empty developable space. Because of
our lack of “master planning” that other, younger communities enjoy, there can be a sense
that the grass is greener in another community. Without large Home Owners Associations,
we have to work harder to engage with our neighborhoods, and we don’t have the newest
and swankiest retail and restaurant options. With that being said, we do have history,
stability, and more of an independent streak. That authenticity is a competitive advantage,
as is our geographic location and the Lake. We will have to work hard over the next couple
of years to ensure that the I-35 development, Old Town redevelopment, neighborhood
revitalization and the light rail are encouraged to flourish. This can only happen with more
citizen involvement and more voter involvement. This race will be decided by less than
2,000 of our nearly 100,000 residents. That’s a shame.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: As one of only three citizen members on our ad hoc drilling ordinance group I have
worked hard to more strictly define setbacks, make drilling development conform to our
business development ordinances, and to ensure that emissions are tightly controlled,
reported, and quickly re-mediated should a release happen. Drillers are business partners
with our residents, as such residents should be allowed to access their mineral rights but
not at the expense of our air, land, water and most importantly, long term property
values. As drilling continues, I will look to other cities, like Fort Worth to ensure our
ordinances are fair to all parties, but most importantly protect our citizens.

Steve Hill

Biographical Info:
Name: Steve Hill
Street Address: 964 Camden dr.
City/Town: Lewisville
State: TX
Date of Birth: 01/31/1974
Work or Campaign Office Phone Number: 214-488-7337
Home Phone Number: 214-488-7337
E-mail Address: steve.a.hill@gmail.com
Campaign Web Site Address: www.HillForLewisville.com
Questions:
Q: Length of residency in the city
A: 12 Years
Q: Length of residency in the district, if applicable
A: 12 Years
Q: Occupation/main source of income
A: Computer Consultant
Q: Current civic involvement/highlights
A: I was elected and currently serve as Precinct Chairman for the Denton County

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Republican Party for Precinct #319. I am an active member in the Lewisville Tea Party. I
am a member of Toastmasters International. I volunteer with the city to save tax payer
dollars.
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: Approximately $300 in donations. I am mostly funding the campaign myself.
Q: Who are your top three contributors?
A: Labib Basta Jackie Stanfield Dan Ottinger
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for council because the votes on big issues go against the way I would
vote and against my values. I have no political background. I am conservative and would
bring conservative values and principles to the office.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I would vote for code enforcement and an end to illegal immigration in the city. Support
Police and Fire Departments Focus on Basic city services like roads, parks and trails. I
would pay for these items by reducing spending on other items like Lakeside development
and transit oriented development.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have signed a pledge to run a clean campaign. I will not speak for my opponent.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: - no response -
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: - no response -
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: I would expect the police encountering an illegal immigrant in a traffic stop to detain the
illegal immigrant and turn them over to the federal Immigration and Customs Enforcement
(ICE) for deportation. Illegal means Illegal.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: There exists a regional transit system. The voters approved it and it is already built.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: - no response -
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: The city does a really good job of keeping costs down. Using grant money for police and
fire equipment. I think the city spends money on things that it shouldn't, and that that
spending should be eliminated.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: My idea to balance the budget with less revenue is to SPEND LESS.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Lewisville is effectively a sanctuary city for illegal immigrants.
Q: What changes, if any, would you make to existing city laws dealing with natural gas
drilling? Is the city doing enough to ensure the safety and protect the interests of its
citizens?
A: The city does a good job with the drilling ordinances. I am in favor drilling for gas.

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McKinney City Council, At-large


Description:

Candidates (choose 1):

Steve Bell

Biographical Info:
Name: Steve Bell
Street Address: 808 Mayberry Drive
City/Town: McKinney
State: Texas
Date of Birth: August 13, 1943
Work or Campaign Office Phone Number: 214-507-9929
Home Phone Number: 972-529-2583
Mobile Phone Number: 214-507-9929
Fax Number: 972-346-9024
E-mail Address: rsbell13@gmail.com
Campaign Web Site Address: www.stevebell4mckinney.com
Questions:
Q: Length of residency in the city
A: 15 years
Q: Length of residency in the district, if applicable
A: 15 years
Q: Occupation/main source of income
A: Partner (50%), KBM Properties, LLC, Partner (50%), Aeronca Partners, LLC, Partner
(50%), Aeropointe Partners, Inc., Partner (50%), Christmas Traditions, Inc.,
Q: Current civic involvement/highlights
A: Governing Board of CASA (Court Appointed Special Advocates), Chairman CASA Golf
Tournament, Host and Founder of McKinney Men's Halftime
Q: Previous civic involvement/accomplishments
A: Member of the McKinney Thorough Plan Committee, McKinney City Councilman District
4, Habitat Board of Directors, Council Liaison McKinney Economic Development
Corporation, Council Liaison McKinney Airport Board, Council Liaison McKinney Community
Development, Council Liaison McKinney Parks and Recreation Department, Rotary and
Lions Club
Q: Education
A: San Jacinto College, Pasadena, Texas
Q: Previous public offices sought/held:
A: Deer Park Independent School Board, McKinney City Council District 4, McKinney City
Mayor
Q: How much funding have you raised for your campaign?
A: Self Funded
Q: Who are your top three contributors?
A: N/A
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: NO
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: The reason I am seeking the position of McKinney City Council at Large is to bring vision
and a deeper accountability to our city government. City government should be
transparent to all the Citizens of McKinney. As an elected official you serve at the will of the
people. I am convinced if you do what is right for the Citizens, you have done what is right
for the City. But I am also convinced that if you do what is right for the employees of the

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City, you have also done what is right for the City. With my experience as a past City
Councilman, I can begin working immediately for the well being of our City and it’s
employees. I will serve the citizens and employees of the City of McKinney with integrity in
doing what is right for all concerned. I will tell the truth and operate in the open and not
behind closed doors. I will be honest about where I stand on all issues. I will be accessible
to all citizens. I will work hard for the employees to establish equal or exceed pay parity
with surrounding cities of like size. We need to make sure our employees stay with us. We
cannot survive being the training center for other cities due to sub-standard pay. We need
to make sure all of our employees can afford to live in the 5th best City in the United
States.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1.We need to be pro-active in selling our city to the right type of developers that will
bring retail, commercial, manufacturing and distribution to McKinney. We need more
businesses that create sales and property tax dollars to entice our citizens to shop in
McKinney and attract people from other cities to spend their dollars in McKinney. Why
should Plano, Allen, Fairview and Frisco get the tax benefit that we deserve? A more
professional job needs to be done to bring in new businesses to our City. We do not get the
opportunity to often to bring a Cabela’s, Andrew Distributing and Cracker barrel
Restaurants to our town. We cannot afford to miss the opportunity. Our leaders need to be
at the top of their game like the leaders of Frisco, Allen and Fairview. McKinney is out of
balance with our ratio between residential and commercial development. Consequently our
homeowner taxes are one of the highest in the state. The latest statistics shows our
property revenues come from the following: Residential 65% Commercial 25%
Un-developed Property 10%. To be able to function properly the City needs to be at a
balance of 50-50 residential and commercial. 2. Council needs to reduce the number of
closed session Executive meetings. Our leadership needs to be more transparent to the
citizens. Open sessions would reduce the risk to have another 121/75 Gateway debacle on
our hands. This cost the citizens millions of dollars in settlement, land purchase and
attorney fees. It’s decisions like this that contribute to program cuts and the freezing of
employee salaries. City Boards and liaison selection procedures need to be changed to
provide a diversity of ideas. 3. Safety for our citizens is an overwhelming issue. Salaries
have been frozen and agreed to compensation programs changed by our previous City
Manager and agreed to by some Council members. Why in a survey of similar cities in our
area are our policemen, fireman and EMS personnel paid the least? There is a 4-5%
disparity in the pay. Because of the disparity the police, fire and EMS pay grade levels
makes it difficult for the City to attract experienced safety personnel. A rookie is hired and
trained at city expense. The downfall of this is that when the rookie becomes experienced
he or she begins looking for higher paying similar jobs in other cities. They leave and we
loose our investment in them. McKinney has become the training ground for new safety
personnel. McKinney looses and our sister cities benefit. It cost a lot less to train a tenured
officer, firefighter or EMS personnel as apposed to training a rookie.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My previous experience of serving on the McKinney City Council. Knowledge of how a
city functions and the laws that govern it. In depth knowledge of all city boards and how
they function. My proactive stand for public safety (Police, Fire, EMS). Experienced
businessman. Specialized management in start up and turnaround management. Fiscal
Conservative. Understanding profit and loss. Advocate of the citizens and employees of
McKinney. No allegiance except to the citizens and employees. Doing the right thing when
it is not the popular. Not involved in special interest groups. Doing what is right when no
one else is around. Honoring commitments. Accessable to all.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Commercial development is at the top of my list. McKinney is unbalance between
residential and commercial development. To have the tax dollars to function properly the
City needs to be at 50/50 between residential and commercial. Our city has not been
successful bringing large employers or development to McKinney. The city needs to take a
more aggressive approach with a "can do" attitude. McKinney's reputation is the city is not
developer friendly.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: McKinney has been consistently rank as one of the fastest growing cities in the United

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States. McKinney was recently recognized as the 5th best place to live in America. The best
growth estimate is the city will top out at about 340,000 in population by 2040. The city
needs to be proactive in looking at infrastructure needs and public safety. Its one thing to
recognize it and talk about it but programs need to be initiated now that we can build the
future on for the services our citizens deserve.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: They should follow and enforce the State and Federal Government guidelines.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I favor a seamless regional transit system but unfortunately McKinney chose not to
participate in Dart over 30 years ago. The buy in today is more than $40 million and rising.
McKinney and other North Texas cities have to look at an alternative program that would
connect to Dart or directly to a destination site.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Establish the Collin County Regional Airport as a commercial commuter airport servicing
the surrounding 5 state area. This would make Collin County a destination point and bring
in additional tax revenues and business. I would work very closely with the North Texas
Council of Governments for air traffic, highways and regional business development.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Yes. The previous council I served on and the ones after have done an excellent job
providing cost effective services for our citizens.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Anytime you experience a economic down turn you have to look at two things. One is
the present situation and the other is future opportunities. Salary freezes are currently in
place for all employees. But existing programs and projects need to be examined and
prioritized. All of the cost needs to be examined to eliminate any excess spending. Each
project should be ranked by need and payoff. I would also look at pay cuts for upper
management that could be trickled down to the rank and file. I would look at keeping the
current fleet and keeping two years longer than you normally would. Looking at the
future you need to focus on bring all the suitable commercial developments you can for the
city. The problem is that it takes time to attract and construct these businesses. As an
example, if we sold a hotel and conference center today we would not recognize the
benefits for at least two years. We need to be planning and aggressively focusing on who
we want to relocate to McKinney.
Q: What is an uncomfortable truth about your city that voters must confront?
A: We need to move past self serving interest and move to what is best for the citizens and
our city employees. All city business should be conducted in open sessions with the
exception of sensitive legal and employee issues.

Roger D. Harris

Biographical Info:
Name: Roger D. Harris
Street Address: PO Box 978
City/Town: McKinney
State: Texas
Date of Birth: 6/12/54
Work or Campaign Office Phone Number: 972.542.2392
Home Phone Number: 972.877.7578
Mobile Phone Number: 972.877.7578
Fax Number: 972.369.8598
E-mail Address: roger@electrogerharris.com
Campaign Web Site Address: electrogerharris.com

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Questions:
Q: Length of residency in the city
A: 19 years
Q: Length of residency in the district, if applicable
A: 19 years
Q: Occupation/main source of income
A: President/CEO Metro Linen Service
Q: Current civic involvement/highlights
A: McKinney Economic Development Board (MEDC) MEDC Business Retention and
Expansion development advocacy committee North Central Texas Workforce Development
Board McKinney Chamber of Commerce Board of Directors
Q: Previous civic involvement/accomplishments
A: McKinney Airport Board of Directors(now known as Collin County Regional Airport)
McKinney Airport Board Chairman Addison Airport Board of Director McKinney Chamber of
Commerce Community Development Sector Chair Storm Water Education Committee
Q: Education
A: High school with numerous business and industry related courses
Q: Previous public offices sought/held:
A: none
Q: How much funding have you raised for your campaign?
A: The campaign is in the early stages of fund raising.
Q: Who are your top three contributors?
A: The campaign is in the early stages of fundraising. To date, I’ve loaned the campaign
the operating funds.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I have experience as a successful local business owner/operator over the past 24 years.
My business was honored as the Outstanding Business of the Year in 2010. I have the
leadership skills and management experience to assist in running the city as a successful
business. In addition, I know how to continue to develop a management structure of a
growing organization. My expertise in general aviation airports includes serving on the
Addison Airport Board, the McKinney Airport Board (now known as Collin County Regional
Airport) including as chairman of the Board, and I am a licensed private pilot. I know how
to build an airport to secure corporate general aviation flight departments having been
involved in this endeavor in Addison and McKinney. One corporate jet can pay the
comparable amount of taxes as a three or four story office building. The ability to generate
tax base on an airport decreases the tax burden of every citizen in the community. I serve
on the McKinney Economic Development Board and the North Central Texas Workforce
Development Board bringing businesses and jobs to McKinney. In addition, I was involved
in forming the Business Retention and Expansion Development Advocacy Committee
where we are working to make McKinney the best city to build a business. I have been
involved in the tax base development initiative and met with several local businesses to
discuss strong business retention initiatives. I am passionate about McKinney serving two
terms on the Chamber of Commerce Board of Directors which provides me with the
knowledge and insight of what the local business community would like their city to be and
the services the citizens would like to have available to them. I believe it is time for
McKinney to further develop the local economic environment, the many wonderful
community assets, and help make McKinney the number ONE place to live in America. I
further believe that McKinney has the resources and the citizens to make our city the best
in the country.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. Gain momentum on economic development to help reduce our homeowners property
tax burden. Being involved currently in economic development projects, I would bring
continuity to current economic development projects and initiatives and be able to
contribute immediately. The front door to McKinney known as Gateway needs to be
finished professionally as soon as possible. The Collin County Regional Airport should play
a large role in our tax base creation effort. 2. Create strategic development planning as an
integral part of the economic development and community development initiative.
Planning activities should include long range planning with phased areas of commercial and

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community development. Our economic development must work in a structure including


city planning services, the MCDC Board, the MEDC board, and local private sector to bring
well planned growth to the city. 3. The City should develop an internal customer service
culture. A culture which effects both external customers and internal customers. Our
processes and systems need to meet the expectations of the council and city objectives yet
deliver them in a manner which makes participants appreciate what the city does for every
customer and citizen of the city. Developers and builders need to be treated as customers.
Citizens and employees should be treated as customers.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Experience and qualifications I have the long-term successful business experience in
McKinney, have been actively involved in many key areas/boards, and have a vision for
our future that we will continue to deliver for our citizens.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Commercial development is JOB ONE! My goal and commitment is to work diligently to
increase commercial tax base. Our residential development has out-paced commercial
development. This development coupled with the economic downturn has put tremendous
financial pressures on the all operating budgets. We need to un-freeze pay increases, build
cultural arts, build parks, and increase the quality of life in McKinney for the citizens of
McKinney. Increasing our tax base is the key to success. Increasing our tax base will allow
us to accomplish this goal. I am a fiscal conservative. I will be a good steward of the
taxpayers money. My first and highest priority is to get more funds coming in so we can
look at lowering real estate taxes on our citizens. We are seeing companies flee areas of
the country where taxes are increasing. We must capitalize on this now and prevent it
from being the way of life here by acting now.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: McKinney was recently the fastest growing city in the country. We are the county seat
for Collin County, one of the fastest growing counties in the country. Our city staff must
have leadership on the council who are experienced in growing a management
environment to effectively and efficiently build our city and city services.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Illegal immigration is a growing problem across our country today. Here in McKinney,
as a member of the Chamber of Commerce board, I recently participated in a session with
an expert in the field to discuss the cross-cultural impact of the different cultures in
McKinney and many other communities. We can not allow a cultural divide in our city and
neighborhoods. McKinney has invested 80 million dollars to improve older sections of our
community which I applaud. We must keep our streets in excellent condition, our
structures in good repair, and maintain the ability to have safe neighborhoods.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I favor regional transit at reasonable costs.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: North Texas formed the North Central Texas Council of Governments to achieve the
planning on a regional basis. I fully support regional planning and cooperation between all
communities. I serve on the North Central Texas Workforce Development Board which is
staffed by the North Texas Council of Governments and work with the staff in this capacity.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Operating a small business teaches you to constantly monitor expenses and efficiencies.
The quality of service delivered is a high priority. Effective management and training
systems enhance the ability for city employees to do their job. City staff is currently
implementing the use of technological advancements to more efficiently deliver quality
services. As a member of the city council I will be interested in hearing the ideas our new
city manager (Mr. Jason Gray) will propose in this area
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: We are very fortunate that McKinney hasn't been effected as much as the rest of the
country. We have had substantial cut backs but employment has remained stable. My plan

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is to increase revenues and start restoring the losses made during the downturn.
Q: What is an uncomfortable truth about your city that voters must confront?
A: We must elect people to the city council who have the experience and credentials to
develop tax base and make prudent investments with taxpayer money.We have great
natural resources in McKinney to build on. We must bring in additional commercial tax base
to reduce the property tax burden on our homeowners.

McKinney City Council, Place 2


Description: Note: Only McKinney residents living in this district may vote in this race.
Click here for a district map.

Candidates (choose 1):

Geralyn Kever

Biographical Info:
Name: Geralyn Kever
Street Address: 2409 Clublake Trail
City/Town: McKinney
State: Tx
Date of Birth: 1/31/60
Work or Campaign Office Phone Number: 972.562.1186
Home Phone Number: 972.562.1186
Mobile Phone Number: 972.743.5465
E-mail Address: geralyn@electkever.com
Campaign Web Site Address: electkever.com
Questions:
Q: Length of residency in the city
A: Since 1982.
Q: Length of residency in the district, if applicable
A: I have lived in District 2 since 1995.
Q: Occupation/main source of income
A: Communication Consultant. I work with energy providers and pharmaceutical
companies to provide a process for issue management, collaborate with clients to develop
communication strategies and conduct issue-oriented communication labs in high risk, high
stakes communication arenas.
Q: Current civic involvement/highlights
A: •Regional Transportation Council Member(RTC)- representing McKinney and multiple
other cities (The RTC oversees the metropolitan transportation planning process) •Dallas
Regional Mobility Coalition, Communication Chair (The DRMC is an organization of cities,
counties and public transportation agencies in a five-county region that advocates for
transportation policy, funding and solutions on a local, state and federal level) •University
of Texas at Arlington College of Engineering Advisory Board Member •Member, McKinney
Chamber of Commerce •Long time member, First Baptist Church McKinney (served in
youth department, with young married couples and on various FBC committees)
Q: Previous civic involvement/accomplishments
A: • The Samaritan Inn Board Volunteer • The McKinney Education Foundation Board
Volunteer • McKinney Airport Board • McKinney Arts Commission • McKinney Economic
Development Corporation Board • McKinney Alliance • McKinney Concert Association •
Communities in Schools Volunteer
Q: Education
A: BS Electrical Engineering Texas A&M University MA International Management
University of Texas at Dallas
Q: Previous public offices sought/held:
A: 2008- Present: City Council Representative, District 2 1997-2006: McKinney ISD
trustee, Place 2

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Q: How much funding have you raised for your campaign?


A: Over 50 supporters have donated over $10,000.00
Q: Who are your top three contributors?
A: Geralyn Kever Rick and Kevyn Robertson Doug and Julie Parker
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am seeking re-election in May to serve the citizens of McKinney as the District 2
representative on City Council. My time spent serving our citizens has been less of a job
and more of a passion and I am more optimistic than ever about the future of our great
city. There are critical decisions and challenges ahead for our community and I have
leadership experience and a proven track record as a consensus-builder. We must use our
tax dollars wisely. As a former school board member, nonprofit volunteer and city
board/commission volunteer, I have led, served and know how to build partnerships. My
education, my corporate and community experience and my passion uniquely qualify me
for this office.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: We are a residentially weighted community. In order to provide the city services and
amenities our citizens expect at an affordable cost, we must be successful in recruiting
commercial development. In the short term, McKinney has significant opportunities in the
southern area of our city where the Sam Rayburn Tollway has recently been improved and
expanded. This includes corporate business opportunities in Craig Ranch, development of
the 90 acre Gateway site at the intersection of US75/SH121 and development/expansion
surrounding the Collin County Regional Airport. Currently, Council is in the process of
identifying costs/available resources for the Airport and Gateway. With respect to the
corporate business opportunities in Craig Ranch, we need to work with the developer to
actively market the area and identify specific sites for development.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have corporate, consulting, and community experience. I possess an intimate
knowledge of the issues. I've been at the table and I know what to do.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: McKinney has been successful in attracting residential development. Last fall Money
Magazine ranked our city as one of the top places to live in the US, citing safety, education,
amenities like golf courses and our downtown charm. I give us high marks in this
category. Commercial Development is a top priority. In order to lessen the tax burden on
our residents and to continue to provide a high level of city service, we must grow our
business/retail/commercial base. We can do better in this area and have made several
changes this past year to "prime the pump" for future commercial development in
McKinney.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Census figures show our city has grown to over 131,000 which represents a 140%
increase over the last decade. As a fast growth city we have had to keep up with
non-negotiables like public safety, water, sewer, roads. At the same time I have worked
hard to build parks, provide open space and recreational activities for our citizens. As the
economy continues to recover and growth resumes, I anticipate these same challenges to
continue. We need to press more intentionally to attract economic development which will
help to balance a growing residential base. With our city only one-third built out, we have
the opportunity to script our future. We also need to work to attract and retain the best
and brightest city employees with a focus on empowerment and accountability. A strong,
talented workforce is a great asset in a growing city.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Illegal immigration has received significant and prolonged federal congressional
attention over the last year (or more) with no resolution to date. Still, it is a national issue
that needs to be resolved around the congressional table in Washington. I am hopeful it
will be. I have seen no effective city roadmap for resolving illegal immigration at the local

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level. From my perspective, cities that have attempted to address illegal immigration have
created community divisiveness, angst, and high legal bills. And they haven’t solved the
problem. Our money and our time will be more effectively spent by developing and
implementing local policy focused on the issues and needs facing our community. As
improved citizenship identification methods and systems are defined and funded at the
national level, local officials will likely play a role in enforcement.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I am in favor of planning for such a system in the future. I am not in favor of making it
happen today. There are too many unknowns and the costs are prohibitive. New vehicle
rail technology and smart cards continue to offer new opportunities to lower costs and
negotiate through complex equity concerns. I am hopeful innovation efforts will continue to
drive cost down. From a bigger picture, Texas has yet to put forward a statewide rail plan
although such efforts are underway. Even with the costs and uncertainties of today, it is
smart to place future regional rail lines on the map to allow cities to look at potential value
capture at and along future rail stations. It is not too early to look at land use and
infrastructure at these locations so that when a solid rail plan and funding sources are
identified and supported by the public the citizens benefit.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Our legislators know funds are short and look to the region policy makers to prioritize
needs. In the North Texas region we do a good job of coming together to identify priority
transportation corridors. I have been a part of this effort as I represent McKinney on the
Regional Transportation Council and the Dallas Mobility Coalition. I would like to see
more "cross pollination" in terms of regional cooperation. For example, this spring I
worked to bring TxDOT leadership and North Texas Council of Government leadership to
McKinney to facilitate a workshop between the McKinney City Council and the McKinney
ISD Board. Staff from all groups attended. We talked about where to build schools in the
context of neighborhoods. We rolled up our sleeves and talked about what worked and
what didn't work and what we can do better. We identified possible funding sources. All
parents want their children to get to school safely. Most folks don't like school zones on
major arteries. Air quality concerns all of us. ISD's don't always have transportation issues
on the radar; cities aren't always aware of school boundary/attendance issues. Can we
cooperate and make better decisions? I think so. Schools in neighborhoods matter. Our
regional transportation experts brought information and value to the meeting. This
partnership effort was unique. We should be more intentional about reaching out to other
jurisdictions to leverage information and resources for the good of our region and the
taxpayer.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Not consistently across all areas. Last month we made a major change; we hired a new
city manager (CM). Jason Gray's official employment began on March 21st. I am looking
forward to a fresh set of eyes on the challenges and opportunities we face. The CM is
responsible for building a city staff that is capable of executing council policy. We have a
very talented staff overall. We also have a very young staff. I am hopeful our new CM will
look to fill several critical positions that are now open with strong, experienced leaders
who can step in and execute. I'm boldly confident we are going to make strides in this area
over the next few months.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: I give current leadership high marks. Over my first term in office in the face of declining
tax revenues we consistently cut our budget and held our tax rate steady. While we have
had no lay-offs or furloughs through the recent recession, our city employees have not had
a raise in two years. In the current budget we will need to look hard at the programs and
services we currently provide. This process is currently underway and I am expectant the
evaluation will highlight the most effective and critical programs and services we offer and
free up funds for salaries and important new initiatives. At the end of the day, our city
budget should support city priorities.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Our citizens realize that city resources are not unlimited. We have to carefully consider
and choose where to spend our tax dollars to do the most good within a limited budget.
Raising taxes to fund luxury municipal spending would hinder McKinney's competitiveness
and economic success and place an undue burden on already financially stressed families. I
want to make sure we're thoroughly evaluating, making the best choices possible for our

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city and effectively communicating with our citizens and business leaders.

Tracy Rath

Biographical Info:
Name: Tracy Rath
Street Address: 2403 Cayenne Drive
City/Town: McKinney
State: Texas
Date of Birth: 05-02-1963
Work or Campaign Office Phone Number: 214-578-9561
Home Phone Number: 214-548-4587
Mobile Phone Number: 214-578-9561
Fax Number: 214-548-4587
E-mail Address: tracy@tracyrath.com
Campaign Web Site Address: tracyrath.com
Questions:
Q: Length of residency in the city
A: 20+ years
Q: Length of residency in the district, if applicable
A: 15 years
Q: Occupation/main source of income
A: Community Volunteer
Q: Current civic involvement/highlights
A: McKinney Community Development Corporation Board Chair, MCDC Human Resources
and Marketing Committee Member, Rotary Club of McKinney Paul Harris Fellow and Public
Relations Chair, Collin County Conservative Republicans Board of Directors, Stonebridge
Ranch Ladies Association Fundraising Co-Chair, McKinney Economic Development Alliance,
McKinney Alliance, McKinney Economic Development Corporation Liaison, Citizens Fire
Academy Class of 2011, Relay for Life Team Member, McKinney Historic Neighborhood
Association.
Q: Previous civic involvement/accomplishments
A: McKinney Community Development Corporation, Parks Board Liaison, McKinney
Convention and Visitors Bureau Liaison, Courthouse Sub-Committee Chair, Rotary Club of
McKinney Paul Harris Fellow and Rotarian of the Year 2009, Heard-Craig Center for the
Arts-Trustee, McKinney Family YMCA Board of Directors and Partners in Youth Fundraising
Chair as well as 1997 Samuel G. Winstead Volunteer of the Year, City of McKinney Bond
Committee (2), and McKinney Independent School District Bond Committee, Leadership
McKinney Graduate 2010, Citizens Police Academy 2010 Graduate, Stonebridge Ranch
Ladies Association, Rebuilding Neighborhoods Team Captain, McKinney Parade of Lights
Co-Chair, McKinney Make a Difference Day, McKinney Youth Leadership Mentor.
Q: Education
A: Certified Tourism Ambassador Certification 2010 City of McKinney Supervisor
Certification Attended University of Arkansas Jacksonville High School 1981
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: $10,330.00
Q: Who are your top three contributors?
A: Scott Smith, Bill Darling, Sherry Tucker David, Robert O'Donnell
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am seeking to serve the citizens of District II because I believe that someone with my
volunteer experience and common sense approach can be an asset to the City Council. I

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have a long track record of volunteering and leading projects to a successful completion.
Having previously worked as a City of McKinney employee, I understand the budgeting
process and inner workings of our city government. I have attended City Council meetings
for over 5 years now and remain fully involved in the day to day issues facing our
community. As current Chair of the McKinney Community Development Corporation I
constantly strive to collaborate with community partners to ensure that we maintain that
same Quality of Life and Place that our residents expect and deserve. Since being elected
Board Chair by my peers my number one priority has been to represent the Board openly
and honestly, constantly engaging and communicating to ensure they receive the same
information I do. I work with our amazing staff to implement policies and procedures that
makes our processes more open, consistent and accessible to our constituency even when
not required by law to do so. I tackle the tough issues by doing my homework, soliciting
expert opinions, and communicating and coordinating with our public to ensure that their
voices are heard.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Immediately after election we will begin the budget process. My first order of business
will be to review the recommendations of the City Manager and look for savings within the
line item budget to ensure that we continue to operate a balanced budget, while continuing
to provide quality services to our residents without increasing taxes or decreasing our
reserves. Secondly I will look for opportunities to better communicate and collaborate with
our various organizations promoting economic development to increase our commercial
tax base. My third action will be to raise awareness within my district and citizen
participation in important City issues. I will continue to listen and reach out and meet with
my constituents on a regular basis so that I can carry their messages and not my own to
City Hall.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have been attending City Council meetings and been engaged in issues facing our city
for years prior to my decision to run for this office. I have spent a tremendous amount of
time to learn and understand the various aspects of how our city works. I believe in an
open and public forum when dealing with government issues and will ensure open and
transparent debate, just as I have implemented since being elected McKinney Community
Development Corporation (4B) Board Chair by my peers. I understand that as a
representative of District II, my responsibility will be to communicate with my
constituency and carry their message forward.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: As the number 5 best place to live in the nation according to Money Magazine, McKinney
hasn't had an issue with attracting residential growth. Attracting commercial development
has proven to be a bit more difficult and is my number two priority. The three challenges
that need to be addressed are: communication, coordination and implementation. We
need increased communication and coordination between the entities that provide
economic development incentives including: City of McKinney, McKinney Economic
Development Corporation, Community Development Corporation and McKinney
Convention and Visitors Bureau. This coordination insures that we are all on the same page
and provides for a better informed citizenry. We should also utilize private sector resources
like our Chamber of Commerce representatives. Finally, the implementation of best
practices identified in the Zucker Report, ultimately streamlining the development process.
My number one priority is budgetary. A balanced budget and sound fiscal policies will
ultimately help attract commercial development to our city. I believe we as a City can do a
much better job.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Our population has increased 141 percent since the last census. We have had an
increase in our Hispanic population which currently makes up about 17 percent of our
population. We have also had an increase in families with young children. Our McKinney
Independent School District alone has over 24,000 students and we have six other school
districts in our city limits. We have been the fastest or one of the top three fastest growing
communities in the country for the past several years which raises challenges for our city
in meeting our citizens' needs. Our Chamber of Commerce, as a result of their Leadership
McKinney Program is currently evaluating the specific needs of our fast growing Hispanic
population. As a 2010 graduate of this program, I understand and appreciate the value

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that volunteers will bring to this endeavor. I believe that this is the appropriate response at
this time. We will also be tasked with redistricting this year as a result of our changes in
population.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: I believe the issue of illegal immigration should be addressed on a national and state
level. However, after graduating from our Citizens Police Academy I understand the
challenges that our officers face with this issue. When an individual is arrested for
committing an illegal offense, the first thing that is requested is proof of identity. If a
driver's license, social security number or fingerprints cannot prove an individual's identity
then the assumption will be made that the individual is here illegally and they will be
promptly transported to the Collin County Sheriff's Office. Our McKinney Police Department
does not charge them with the illegal immigration offense, only the original arresting
offense. I would not support The City of McKinney becoming a sanctuary City.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I favor it, of course, but the more difficult question is how to fund a seamless regional
transit system that ensures service to our community and also is viewed as fair to those
who have paid into the system for years. The current funding model does not provide the
answer. I would not support giving up our 4a or 4b sales tax to fund a system when we
currently have so many needs and such limited funds to enhance our quality of life and
provide incentives for economic development projects.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Certainly transportation, economic development, and budget constraints will continue to
affect our quality of life in the North Texas area. I will spend my time learning about issues
that face McKinney as well as our sister cities and look for opportunities to work together
so that our entire region flourishes. As an example, a neighboring City may "land" the
huge corporate client, but McKinney's role could be the corporate jets that so typically
accompany corporate relocations. These opportunities will only be successful if we have
built trust among other cities in our North Texas region.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Absolutely, McKinney has continuously had one of the lowest employees to citizen ratios
in the metroplex. We have always been very frugal from a staffing perspective, but at
what cost? When, as a resident I consider what quality of life is to me, my expectations
are that my family and property are safe, that in the event of an emergency there is
adequate personnel to respond, my trash and recycling gets picked up weekly and that I
have plenty of water coming out of the faucet when I am thirsty. We must continue to
communicate with our contracted service providers IESI and North Texas Municipal Water
District to ensure our residents are receiving the best service at the best value. Our Police
Officers and Firefighters are concerned about providing our residents the highest level of
service but their manpower is strained. Our benchmark cities currently average 1.6 Police
Officers per 1000 citizens. With our current population approaching 123,000 that equates to
211 sworn officers, we have 161. While participating in The Citizens Fire Academy this
Spring I have learned that our McKinney Fire Department, currently with 167 Fire
Personnel, 145 of those on the front lines is about 40 firefighters short. What does this
ultimately mean for our personnel and our citizens? I am concerned about the long term
effects of this approach to staffing and will strive to look for creative approaches to address
this issue. I am committed to being fiscally conservative and operating McKinney with a
balanced budget and not increasing the tax rate so a "creative approach" will be key in this
endeavor.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The City had budgeted for a 2 1/2% decrease in revenue and ultimately had less than .5
percent last year so I am optimistic about that conservative approach. We need to do as a
City what most American families have done, separate the “needs from the wants”. We
must strive to communicate with our City employees (not just from a Director level) and
engage their expertise in looking for efficiencies. Pursue opportunities to collaborate with
other entities when it comes to employee training, maintenance, planning and other areas.
By reviewing the budget, line by line and questioning every opportunity for savings I
believe this can be accomplished.
Q: What is an uncomfortable truth about your city that voters must confront?
A: In my opinion, we have missed out on economic development and recreational

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opportunities because of more concern over their location and who would receive credit
than what makes sense for our city. I want all of McKinney to be successful and believe
that each specific area has their own unique qualities. Our Historic District, Craig Ranch,
Adriatica and other areas all offer different qualities that our diverse population can
appreciate. Let's come together as a City and continue to Move McKinney forward...we will
all benefit when that happens.

Mesquite City Council, Place 2


Description: Note: Only Mesquite residents living in this district may vote in this race.
Click here for a district map.

Candidates (choose 1):

Al Forsythe

Biographical Info:
Name: Al Forsythe
Street Address: 4209 Aralia St
City/Town: Mesquite
State: Texas
Date of Birth: 24 July 1934
Work or Campaign Office Phone Number: 972-754-4255
Home Phone Number:
Mobile Phone Number: 972-754-4255
E-mail Address: alforsythe1934@att.net
Questions:
Q: Length of residency in the city
A: 50 yrs,1961
Q: Length of residency in the district, if applicable
A: 50 yrs, 1961
Q: Occupation/main source of income
A: Retired, Texas Instruments Inc.
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: Mesquite Planning & Zoning Commission, 5 yrs Mesquite Parks & Recreation Board, 7
yrs AARP Tax-Aide Volunteer, 1 yr
Q: Education
A: BS/Computer Science, Texas A&M Commerce, 1978
Q: Previous public offices sought/held:
A: Mesquite City Council, 3 yrs, 2008 thru current date
Q: How much funding have you raised for your campaign?
A: None as of 7 April, 2011
Q: Who are your top three contributors?
A: Mesquite Firefighters Assn Mesquite Police Assn Self
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I have a vested interest in maintaining Mesquite's Quality of Life
(safety,convenience,opportunity) now and in the future for my family and the citizens of
Mesquite. And my past 3 years as a councilman have prepared me to contribute to
solutions for the many inner-ring city problems Mesquite is facing as our state and nation
strive to recover from a recession and deficit spending.

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Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Advocate for move-up housing (Ridge Ranch Addition, Lucas Farms Addition) Increased
activity in Economic Development - Capstar data center employment, Peachtree Centre
development, Rodeo area development, light rail planning, Industrial park utilization (due
to Panama Canal widening to be complete in 2013) Continued progress in Project Renewal
(older neighborhoods revitalization)
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: 3 years of council experience; already up a steep learning curve and exposure to a wide
assortment of city-related circumstances and policy challenges. Also, my years of service
prior to council on the Planning and Zoning Commission and the Parks and Recreation
Board give me an insight into the inner workings of city government my opponent does
not have.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Residential: 'Move up' or aspirational housing has been sorely lacking in Mesquite. Now
we have the opportunity to remedy this shortcoming with the planned development of the
Ridge Ranch and Lucas Farms additions. Commercial: There is available industrial space in
our business parks. There is also some existing commercial and office space available.
And we have the newly converted Western Electric facility into a Data Center complex of
up to 4 separate data centers. All of these areas will be marketed carefully to assure
orderly and value-added development.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Mesquite demographics are changing. There is greater diversity by both age and
ethnicity. The city must provide opportunities for new arrivals to assimilate into our Texas
and American cultures.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Currently the Mesquite Police Dept contacts ICE (a federal agency) for disposition of
illegal immigration issues. This is the City's policy and avoids duplication of rules and
regulations by any state or city ordinances.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: The city of Mesquite is pursuing light rail through Mesquite to the Mesquite Metro Airport
from a western terminal near the Dart system at Lawnview (Green line). The Mesquite rail
line does not actually tie into the Dart system. The Mesquite rail line is considering private
financing and/or grant money for it's funding.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Regional air and water quality control, which is probably already under consideration by
one or more of our existing regional organizations.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Yes. Many city services may be accessed now by use of online requests. And the City
water bill may now be paid online. Mesquite has been proactive in providing these
conveniences for it's citizens.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The Mesquite city staff has done an exceptional job of guiding the city through 3 years
of declining revenues without incurring additional debt and minimizing cuts to city
services. Staff reductions have occured only through attrition. No tax increases have been
made during this period. The city has tapped reserve funds only as necessary to meet our
bare-bones budgets. Hopefully, this recessionary cycle is coming to an end in 2012.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Mesquite needs a better balance of available residential housing. We have a major
shortage of 'Move up' or higher-end housing.

Brad T. Underwood

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Biographical Info:
Name: Brad T. Underwood
Street Address: 921 Via Coroando
City/Town: Mesquite
State: Texas
Date of Birth: 01/29/69
Work or Campaign Office Phone Number: 9724604055
Home Phone Number: 9722799487
Mobile Phone Number: 4692334213
Fax Number: 9727041713
E-mail Address: brad@mesquitefirst.com
Campaign Web Site Address: www.mesquitefirst.com
Questions:
Q: Length of residency in the city
A: most of 42 years
Q: Length of residency in the district, if applicable
A: most of 42 years
Q: Occupation/main source of income
A: Citibank, Problem Management Analyst
Q: Current civic involvement/highlights
A: Mesquite Pregnancy Resource Center Walk for Life supporter Heroes of Mesquite Board
Member (Mesquite Veterans Memorial Foundation)
Q: Previous civic involvement/accomplishments
A: Coached youth football for many years Habitat for Humanity volunteer worker United
Way Vice Chair and Team Captain at Citibank Mesquite Pregnancy Resource Center Walk
for Life supporter Heroes of Mesquite Board Member (Mesquite Veterans Memorial
Foundation) State Political Convention Delegate
Q: Education
A: Attended Fountaing Gate Bible College, Plano Texas
Q: Previous public offices sought/held:
A: 2009 Mesquite City Council
Q: How much funding have you raised for your campaign?
A: $1,025.00
Q: Who are your top three contributors?
A: Brad and Kathy Underwood Other small contributors
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: no
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I have always been involved in my community, my Mesquite church home, sports
programs, and others. I want to give back to the community that I have lived in for almost
42 years because this community has given my family so much. In addition I will bring
new ideas, new approaches, and new energy to the council.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Move to make the city government more open and accessible to the public by moving
the city council sessions to 6:00 pm from 3:00 pm, implement term limits for all elected
city officials, begin to schedule regular town hall meetings in our schools and churches to
begin a more open dialogue with our constituents where they live. All three of my
objectives can be implemented with little or no cost.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I strongly believe that public servants should be held to the highest standards. I have
an impeccable reputation for honesty and integrity. I am and shall be available to my

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constituents. I have made my phone number and email address public. Many citizens’
concerns require a timely response. That is why when I am elected, I will make sure that
anyone who wants to contact me will be able to do so directly as opposed to having to call
the City of Mesquite’s main number, leave a message, then wait for him to call you back.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting new business development is critical because it gives citizens job
opportunities as well as the ability to shop locally. In addition it will increase our tax base.
With the cost of transportation rising, it will become even more critical that people can
live, work, and play near their Mesquite homes. I see this as an opportunity to both
improve the quality of life and the quantity of opportunities. There are large sections of
Mesquite’s interstate and state highway frontages that are undeveloped and under
developed. For example, both sides of Interstate 30 from the Dallas city limits to 635
should have been targeted as a focal point for development.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Mesquite is growing like many of the northern Dallas County communities. We have a
relatively stable community; many of our older neighborhoods are still occupied by the
original homeowners. That is true for many of our businesses also, which gives Mesquite a
hometown feeling. I think this strong sense of community should be translated through our
city services and Mesquite schools to help new residents feel at home.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Although illegal immigration is primarily a federal issue, our police department can play
a positive role by identifying individuals who have been arrested so that they can be
reported to I.C.E.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I believe that in the longterm the entire Metroplex should be interconnected with a
seamless regional transportation system. There is legislation in Austin being proposed that
would make it easier for cities like Mesquite to become connected. I would support
Mesquite becoming part of the regional mass transit as long as it does not burden our
residents through increased property taxes.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Regional economic growth will benefit everyone in North Texas. I know that several
Dallas County cities have sponsored foreign trade delegations, and some have even
traveled abroad. I want Mesquite to partner with other area cities to better compete in the
world market. North Texas in general and Mesquite’s proximity to several major highways
and rail make this an ideal area to locate businesses.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I think the city employees do an outstanding job for our residents; however, I do have
concerns over the hundreds of millions of dollars of unfunded liability the city has accrued
in the employee retirement fund. I value the service of all of the city employees and
believe it is the city council’s responsibility to address this issue in a manner that will
ensure that when our employees retire there will be sufficient funds to cover the city’s
obligations.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Mesquite residents are struggling to meet their personal financial obligations and that is
why I was glad to see that the proposed $0.01 property tax increase was defeated last
September. I am not in favor of raising taxes or city fees because I believe they are
counterproductive to Mesquite’s competitive edge. I am in favor of increasing our tax base
by attracting new businesses and supporting the existing businesses here today.
Q: What is an uncomfortable truth about your city that voters must confront?
A: In looking at past city council agendas I have noticed the large number of executive
sessions. I then looked at other cities’ past council agendas and was surprised how
infrequent executive sessions are in those cities. My concern is how open and transparent
are our city council meetings. For example, at the April 4th council meeting a citizen during
citizen comments was gaveled to silence when he attempted to address an issue sensitive
to many council members personally. He was referring to a recent article in a national

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journal that used Mesquite’s bond junkets to New York City as a bad example of what
should never be done. The council used the excuse that this was a personnel issue, and
they blocked his freedom of speech; however, the issue deals with the city council
members themselves who are elected officials and not city personnel.

Mesquite City Council, Place 6


Description:

Candidates (choose 1):

David Fitzgerald

Biographical Info:
Name: David Fitzgerald
Street Address: 1837 Palo Alto Drive
City/Town: Mesquite
State: Texas
Date of Birth: October 27, 1966
Work or Campaign Office Phone Number: (214) 267-8747
Home Phone Number: N/A
Mobile Phone Number: (214) 335-3489
Fax Number: None
E-mail Address: David@FitzForMesquite.com
Campaign Web Site Address: www.FitzForMesquite.com
Questions:
Q: Length of residency in the city
A: 15 Years Total.
Q: Length of residency in the district, if applicable
A: 10 Years.
Q: Occupation/main source of income
A: Senior Valuation Specialist
Q: Current civic involvement/highlights
A: President - Texas National Tae Kwon Do Federation Member - Mesquite Area Republican
Club
Q: Previous civic involvement/accomplishments
A: President - Mesquite Area Republican Club Treasurer - Texas National Tae Kwon Do
Federation Secretary - Texas National Tae Kwon Do Federation Republican Precinct 2302
Chairman Mesquite Board of Adjustment Mesquite Automated Traffic Signal Enforcement
Advisory Committee
Q: Education
A: Bachelor of Arts in Communication and Public Address - The University of North Texas
Associate of Applied Arts and Sciences - Eastfield College
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: Approximately $2,800
Q: Who are your top three contributors?
A: David & Theresa Fitzgerald MetroTex Association of Realtors Many Small Contributors
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: In 2010, I was elected as Republican Precinct 2302 Chairman
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: At a young age I learned the importance of service to God and country in the Boy
Scouts. I see serving on the Mesquite City Council as a way for me to further my service to

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my community. I have always held myself to a high standard of honesty and integrity and
will work for all of the citizens of Mesquite. I value honest and open communication
between citizens, city employees, and the city council. I have learned the importance of
new ideas, perspectives, and innovations that improve an organization’s effectiveness.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I think citizens’ involvement with their government is important, so my first two items
address that issue. 1. I would push to move the city council meeting from its current 3:00
p.m. afternoon time to an evening 7:00 p.m. time to allow more citizens the opportunity
to attend council meetings. This can be accomplished without additional cost by allowing
comp time for employees who are required to work later. 2. There are many qualified
citizens who, if given the opportunity, would serve on the city council. I believe having
term limits for council members would allow more citizens the opportunity to serve. There
would be very little additional cost involved if a charter item is added to a normally
scheduled election. 3. I would make it easier for businesses to come to, start up, and
operate in Mesquite. There are several things that can be done to accomplish this. First, I
would create a single point of contact at city hall. This would allow a business to call a
designated city employee for all of their needs as they build or renovate their building.
There would be little or no additional cost to the city budget.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I will be open and accessible to citizens — I have published my phone number and
email address. Once elected, I will ask that this information be posted on the city website
and included in appropriate city publications; because I believe if you’re going to serve the
community, you must be available to the community. Sadly, only one current council
member publishes his personal contact information. To reach my opponent you have to call
his work number during business hours or call city hall and leave a message. I have not
and will not accept campaign funds from employee groups that I will later have to make
budget decisions that would affect that group. Unfortunately, that has not always been the
case, and the city faces hundreds of millions of dollars in unfunded mandates. My opponent
is sitting and waiting for the budget-broke state legislature to fix our problem.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting residential and commercial development to Mesquite is very important and
ranks as one of my highest priorities. It is important for Mesquite to develop a reputation
as a “business friendly” city. With our proximity to highways I-635, I-30, I-20, Hwy 80, and
eventually the George Bush Turnpike, we are in a unique position within the Metroplex to
offer both residential and commercial opportunities. As the cost of fuel continues to rise,
Mesquite will have a much stronger position for economic development, which I believe
will limit our need to provide tax and other incentives to attract new growth.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Mesquite has had modest increases in population, which currently stands at slightly over
139,824 (2010 U.S. Census). As a first-tier suburb, we have a limited amount of
undeveloped space left and are facing build-out; therefore, we need to concentrate on
quality development. Because of our location, I believe Mesquite can grow as we make
development easier without having to provide excessively large tax incentives.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: The City of Mesquite should implement the U.S. Immigration and Customs Enforcement
(ICE) Agency's Criminal Alien Program (CAP), similar to what other cities have
implemented. CAP will allow the police department to identify those inmates who are
illegal aliens so that ICE can place detainees on a list to process them for removal so that
they are not released into the general public.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: With the increase of gasoline prices, increasing population, and lack of funding for road
maintenance and new road construction, a seamless regional transit system will become
increasingly necessary. I would be in favor of Mesquite becoming part of a regional transit
system as long as it does not increase property taxes. I have been following HB 1742
which, if passed, will make it easier for Mesquite to become a part of the regional system.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?

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A: Our region, state, and nation have long suffered as jobs have been moved offshore.
Now with the higher cost of fuel and political unrest in other countries, it is time we begin
to “on-shore” jobs. Our region’s transportation system, skilled workforce, and low tax
rates make this an ideal place to move and grow a business. If Mesquite and North Texas
pull together, we can aggressively market ourselves to the world.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: The City of Mesquite does a good job of delivering services to taxpayers. However,
there is always room for improvement. For example, one local city has an app for smart
phones so that citizens can submit a photo of a possible code violation, needed street or
sidewalk repair, or other similar issue. The smart phone’s GPS location and time are
automatically included with the photo so the issue can be addressed quickly and efficiently.
Embracing such technology will help to make city government more efficient and cost
effective.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The current city council was able to pass the 2011 budget without implementing service
cuts, layoffs, or a tax increase. However, with decreasing property values, reduced sales
tax revenues, and increasing fuel and healthcare cost, the Mesquite City Council will need
to make tough decisions in the future. One cost saving idea is to extend the time that a job
opening must remain vacant to 60 or 90 days to see if it truly must be filled. Another idea
would be to have new employees work as contract labor for 90 to 180 days to make it
easier to terminate them if they prove not to be a good fit. Furthermore, wasteful
spending on pet projects like Mesquite's own "Bridge to Nowhere" must stop.
Q: What is an uncomfortable truth about your city that voters must confront?
A: There is a serious lack of leadership and transparency on the current city council and in
the city management. An example is a recently reported race down Beltline Road by two
of the city ambulances which never resulted in a public investigation. That’s not surprising
since all but one of the city council members’ campaigns have been heavily (thousands of
dollars) funded by that employee association (union). Another example is that the city has
not disclosed to the citizens the amount of money paid to the Target store developer for an
undevelopable piece of land adjacent to the store as a way of funneling taxpayer money to
that developer.

Dennis Tarpley

Biographical Info:
Name: Dennis Tarpley
Street Address: 712 Violet Ct.
City/Town: Mesquite
State: TX
Date of Birth: 11/28/1950
Work or Campaign Office Phone Number: 972-613-1002
Home Phone Number: 972-288-1273
Fax Number: 972-613-1516
E-mail Address: dennis@mesquitecpa.com
Questions:
Q: Length of residency in the city
A: 37 Years, 11 months
Q: Length of residency in the district, if applicable
A: Same
Q: Occupation/main source of income
A: Certified Public Accountant
Q: Current civic involvement/highlights
A: Council Member Information: Dennis Tarpley (Deputy Mayor Pro Tem) City Council
Place 6 City of Mesquite P.O. Box 850137 Mesquite, Texas 75185-0137 Office:
972-613-1002 Occupation: CPA First Elected: 2003 Mesquite resident since: 1973

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Community Activities: Rotary Club of Mesquite (Board Member) Lucas Farms Tax
Increment Finance Reinvestment Zone No. 6 Ridge Ranch Tax Increment Finance
Reinvestment Zone No. 5 Falcon's Lair Tax Increment Finance Reinvestment Zone No. 4,
Chairman Mesquite Health Facilities Development Corporation Mesquite Housing Finance
Corporation Board
Q: Previous civic involvement/accomplishments
A: Mesquite Chamber of Commerce, Chairman Mesquite Quality of Life Corporation,
President Exchange Club of Mesquite, President Keep Mesquite Beautiful, Inc., Chairman
Historic Mesquite Foundation Trustee
Q: Education
A: Bachelor of Business Administration in Accounting Sam Houston State University
Huntsville, Texas 1973
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: To Date - None
Q: Who are your top three contributors?
A: N/A
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for re-election to this office because I feel I still have many things to offer.
It takes several years in office to feel comfortable making suggestions, proposing ideas, or
just understanding what is going on. Most people think they can just walk in and pick up
where the previous member left off, but there is a lot of history on many issues that has to
be learned before a councilmember can be effective. As an accountant, I have almost 40
years of experience dealing with problem solving and analyzing data. My background in
accounting has also helped in working with the budget process. Since future budget years
will be even more challenging, I believe my expertise in this area will continue to be an
asset for the council.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I would continue to work hard to improve the safety and integrity of older
neighborhoods. We have begun improvements to infrastructure in these aging areas to
encourage homeowners to improve their properties. I also want to continue working to
bring legitimate move-up homes and neighborhoods to Mesquite to encourage our children
to return after college, as well as encourage our young professionals to stay here. Finally, I
want continue to increase our tax base – both commercial and sales tax related. This is the
only way we can keep our property tax rate one of the lowest in North Texas.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I believe I have the financial background and civic experience to better cope with and
understand the issues facing Mesquite citizens today.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: I believe one of the most important issues facing the council is directly tied to producing
more revenue for the general fund. Mesquite has one of the lowest tax rates in North
Texas. I want to keep it that way. Therefore, we need to find new funding sources. This
means more economic and residential development. We currently have two quality
residential developments ready to start if only the economy would cooperate. More
residential roof tops means more restaurant and retail development which will boost our
already increasing sales tax. By increasing our property values and sales tax base, we can
generate new revenue and hopefully avoid a tax rate increase in future years.
Encouraging more industry to come to Mesquite usually means offering incentives. I am
not opposed to giving incentives to new business under the right circumstances. I have
voted to do so in the past. However, I do not want us to be frivolous with our incentive
program. I have also voted against incentive programs because I did not believe they
were necessary to get the business. I believe we have to be smart about these issues and
not give away tax dollars when it is not necessary. One of the things we determined as a
council a few years ago was that Mesquite’s image needed to be addressed. We have
worked hard on improving it over the past 5 years, and now it is paying off. You can see

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many improvements and the result is increased sales tax revenues.


Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: The demographics have changed not just in the city of Mesquite and the region, but in
the entire state. We are definitely a multi-cultural society in Texas now. I believe the city
of Mesquite has made great strides in becoming multi-cultural. In 2005, the Hispanic
Forum of Mesquite was formed. This organization was created to provide an open line of
communication and trust from the Hispanic/Latin community toward all forms of public
service in Mesquite. We have worked closely, not only with the Hispanic community, but
also with other minorities and cultural groups to encourage their involvement with
Mesquite government and community activities.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: This is a federal issue. I believe that the city and police should only be involved when it
comes to enforcing local and state laws.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: If we are going to have a regional transportation system, I prefer it be funded at the
state or federal levels, or a combination. Local governments and taxpayers cannot afford
the funding it requires to finance a system that is used by a small percentage of the public.
These systems cannot be paid for by ridership alone. They must be subsidized by tax
dollars. I do not believe that it is in the best interest of Mesquite to put forth local tax
dollars toward such a system at this time, nor do I believe that the majority of Mesquite
citizens support it.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: There are many things that cities in the same region can and do share an interest and
funding in. The largest existing regional partnership that comes to mind is the North Texas
Municipal Water District. There are now 13 member cities in this district, and many other
cities as customers. Water is probably our most important natural resource, second only to
maybe oxygen. To be able to partner together to share the costs of producing drinking
water is a huge benefit. Many other regional partnership exist as well in the area of waste
management, fire and emergency management, and in purchasing where we save tax
dollars by sharing in buying contracts for equipment such as police vehicles and fire
engines. I have always encouraged being involved in these regional partnerships whenever
possible.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: There is always room for improvement, but I believe our city management does a
tremendous job of delivering the best customer service with the fewest resources. Since
my first budget, we have never been fully staffed at the city of Mesquite. There are always
frozen positions due to budgetary issues. This past year, the City Manager decided to
simply permanently remove many of those positions that had been frozen for several
years. Many new time saving procedures have been installed in recent years to aid
employees in assisting citizens in more cost efficient manners. Technology has helped our
police and fire departments respond faster and with greater safety, but it has also helped
departments like building inspection and planning provide better service with fewer people.
I like the direction we are headed, but I do not want to sacrifice customer service and be
unable to provide the services to our citizens and to developers that they have become
accustomed to.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: I think the city of Mesquite has done extremely well the last three years in eliminating
costs and becoming very lean and efficient. Two out of the last three years there have
been no pay increases for employees, including police and firefighters. We have been very
fortunate that the police and firefighter associations have supported our efforts in this
area. They see that we have sacrificed in other areas, not just in salaries, wages and
benefits. We are, however, continuing to provide the same standard of living that our
citizens have become accustomed to. I believe that we have increased that standard since
I have been on the council. Decreasing the standard of living is not acceptable. We will
continue to find ways to improve our neighborhoods and make them better and safer. We
will continue to maintain and improve our aging infrastructure. We have done this in the
past without a tax increase since the 2007-2008 budget, and I do not see a tax increase

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necessary in the next two years. We will continue to seek out both industry and sales tax
related economic development. I think we will be able to increase our revenues in the next
two years, even if our existing property values decline.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Mesquite’s per-capita income is very low in relation to most of our neighboring cities.
We need to improve our housing stock with move-up houses in order to encourage higher
income and higher educated families to stay in Mesquite and not move to the outer ring
suburbs. I think we have much more to offer in amenaties than the cities further out, but
we currently do not have the housing needed to keep those citizens in Mesquite. I am
working diligently to make that happen.

Plano City Council, Place 3


Description:

Candidates (choose 1):

André Davidson

Biographical Info:
Name: Andre' Davidson
Street Address: 2713 Royal Troon Drive
City/Town: Plano
State: Texas
Date of Birth: December 7, 1945
Mobile Phone Number: 214-914-5992
Fax Number: 972-649-6688
E-mail Address: andre@andredavidson.com
Campaign Web Site Address: www.andredavidson.com
Youtube: http://www.youtube.com/v/xOau68tGYeU&hl=en
Questions:
Q: Length of residency in the city
A: 33 years
Q: Length of residency in the district, if applicable
A: 25 years
Q: Occupation/main source of income
A: Retired
Q: Current civic involvement/highlights
A: Plano City Council, The Medical Center of Plano Board of Trustees, Meals on Wheels,
Plano Chamber of Commerce, National League of Cities Energy, Environment & Natural
Resources Steering Committee, Our Lady of Angels Catholic Church-Eucharistic Minister
Q: Previous civic involvement/accomplishments
A: Graduate of Leadership Plano, Plano Citizens Police Academy and Plano Citizens Fire
Academy; Former chair/president of PISD Education Foundation, Volunteer Center of Collin
County, Leadership Plano Executive Board, Mayor's Community Outreach Task Force, Plano
Youth Leadership Board, Collin Classic Bicycle Ride (founding director); member of City
House Board, Plano Chamber of Commerce Advisory Board, Plano Emergency Volunteer
Management Task Force, Junior League of Plano Advisory Board, Junior Achievement
(volunteer teacher); Awards/Recognition: 2005 Plano Citizen of the Year, Leadership Plano
Distinguished Leadership Award, UTD General Studies Outstanding Alumnus, Collin County
Children's Advocacy Center "Thanks for Mentoring Award", first recipient/namesake for the
"Andre' Davidson Spirit of Volunteerism Award".
Q: Education
A: BA, University of Texas at Dallas
Q: Previous public offices sought/held:
A: Plano City Council Place 3
Q: How much funding have you raised for your campaign?
A: As of April 7, 2011, I have raised $13,986.

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Q: Who are your top three contributors?


A: I feel very fortunate to have broad-based support across the community. Of the 160
individuals who have contributed to my campaign, my top three donors are David McCall,
Troy Villareal, and John Richmond.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I have a proven history of community service and civic involvement in Plano. I consider
serving on Plano City Council as an opportunity to continue that service at a higher level.
During my time on council, as Leadership Plano Executive Director, and as a graduate of
the Plano Citizens Police and Fire Academies, I have gained extensive knowledge of Plano's
operations and programs and experience addressing issues impacting citizens. Over the
past 30 years I have held numerous leadership roles in the public and nonprofit sectors.
Each role required strategic planning, budget preparation, fiscal responsibility, ethics, and
visionary leadership. These are the proven abilities and extensive experience I bring to
city council.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: My primary focus will be to: (1) make core services and public safety a priority; (2)
advance a well-defined economic development strategy; and (3) expand the "Love Where
You Live" initiative to revitalize aging neighborhoods. These three initiatives will be
accomplished through a focused approach by council and the Plano Economic Development
Board to aggressively recruit new businesses, encourage business expansion, and
stimulate redevelopment of aging or vacant commercial properties and older
neighborhoods through public/private partnerships. This strategy will add new property to
commercial tax rolls and raise existing commercial and residential property values,
thereby boosting property tax revenues to increase resources available through the city's
Economic Development Fund.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: The key difference between me and my opponent is that for the past 30 years, based
on my community involvement resume, it is clear that I have been fully vested in the
betterment of Plano. I have a history of proven leadership and a reputation for being able
to get things done. Since coming to Plano in 1976, I have taken advantage of opportunities
to learn about my city and, as a result, have extensive knowledge of Plano's government,
the business community, the educational system, and the nonprofit sector. During that
time, I have established valuable relationships in every sector of the community built on
trust and mutual respect. For those reasons, I am the best choice in the race for Plano City
Council Place 3.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Job creation and commercial development ranks at the top of my list of priorities.
Plano's economic development strategy has been, and continues to be, focused on
business recruitment and expansion of both small and large businesses. This approach has
reaped significant benefits for the city. Since the establishment of the Economic
Development Fund in 2006, over 70 projects have come to the city, generating over 5000
jobs and adding several million square feet of commercial real estate to our tax roles. The
relocation of Pizza Hut and Encana Oil and Gas and expansion of Capital One and Denbury
Resources are just a few of the success stories. In order for Plano to remain a thriving
business center, in the next three years I will continue to strongly support these efforts.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: The demographic changes in Plano are that our senior population is increasing
exponentially and close to 40% of our population is non-Caucasian. We are getting older,
and we are more diverse. To address these changes, the city's website offers translation
links, and the city's Multicultural Outreach Roundtable Committee hosts events and forums
that encourage greater involvement in the community by all our citizens. Our Senior
Center offers a variety of programs and activities for citizens age 55 and over. Additionally,
I support recruitment efforts targeted at diverse groups to spur interest in applying for city
boards and commissions and educational programs like Leadership Plano and the Citizens

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Police and Fire Academies.


Q: What should the city or the police department do to address the issue of illegal
immigration?
A: The City of Plano and the Plano Police Department should continue current city policy
regarding illegal immigration, which is to uphold federal statutes.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: A metropolitan area the size of Dallas and the surrounding cities should have a
seamless transportation system. For this to become a reality, it will take a collaborative
effort of all the cities in the region. This plan should include significant capital investment
by non-DART member cities to connect to the existing and/or extended rail lines.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: The issues of water conservation and air quality could benefit from greater regional
cooperation. These are environmental concerns that impact all the surrounding
communities. There are also human service issues, such as indigent health care and
homelessness that could be more effectively addressed with regional collaboration. I would
propose creation of a task force of representatives from the impacted cities to clarify the
issue, research available resources and potential public/private partnerships, and
determine possible solutions for consideration.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Historically, the City of Plano, has provided the highest quality services with one of the
lowest tax rates in the Metroplex, which affirms that we are delivering services to
taxpayers in a cost-effective manner. I am commited to on-going review of our processes
and practices to ensure maximum cost efficiency.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Current city leadership has addressed the economic challenges by cutting over $30
million dollars from the city's budget in the last three years and eliminating over 120
positions. Addressing the city budget requires a balanced approach that includes continuing
to look for operational efficiencies to cut costs, while exploring increased revenue sources.
I support advancing a well-defined economic development strategy, encompassing
recruitment of new businesses and redevelopment of aging and vacant commercial
properties, expansion of the "Love Where You Live" neighborhood revitalization initiative,
and exploring city marketing opportunities. These efforts will increase our property tax
base, generate jobs, attract new home buyers, encourage public/private partnerships, and
augment tax revenues to help fund infrastructure projects.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The uncomfortable truth about Plano is we are an aging city that will require more in
maintenance to remain a high quality community attractive to both businesses amd
families.
Q: Plano is a charter member of DART. Has the city reaped the benefits of transit service,
and what, if any, changes would you make?
A: As a charter member of DART, we provide an additional level of mobility to citizens
through bus and rail service that is not available in other cities. Plano has also benefited
through revitalized development of the downtown area. I support expansion of the transist
system and the addition of a 12th Street station at the junction of the DART Red Line and
Cottonbelt Line, which would add development along the downtown corridor.

Cathy Fang
Biographical Info:

Questions:
Q: Length of residency in the city
A: - no response -
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: - no response -
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -

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Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: - no response -
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: - no response -
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: - no response -
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: - no response -
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: - no response -
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: - no response -
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: - no response -
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: - no response -
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: - no response -
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: - no response -
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: - no response -
Q: What is an uncomfortable truth about your city that voters must confront?
A: - no response -
Q: Plano is a charter member of DART. Has the city reaped the benefits of transit service,
and what, if any, changes would you make?
A: - no response -

Plano City Council, Place 5


Description:

Candidates (choose 1):

Jim Duggan

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Biographical Info:
Name: James F. Duggan
Street Address: 5500 Seapines Drive
City/Town: Plano
State: Texas
Date of Birth: 6-17-56
Work or Campaign Office Phone Number: 972-980-9686 #112
Home Phone Number: 972-378-3781
Mobile Phone Number: 214-801-9940
Fax Number: 972-980-9705
E-mail Address: jim@duggan4plano.com
Campaign Web Site Address: www.duggan4plano.com
Questions:
Q: Length of residency in the city
A: 15 years
Q: Length of residency in the district, if applicable
A: N/A
Q: Occupation/main source of income
A: President & CEO of Duggan Realty Advisors, LLC a full service real estate service firm
established in 1992 headquartered in Plano.
Q: Current civic involvement/highlights
A: I am currently an active Board of Director for the Boys & Girls Clubs of Collin County. I
have served in this capacity for the past four years and served as Chairman of its One
Campaign for the prior two years. In addition, my wife and I are strong supporters of
various children's charities such as City House, Childrens Advocacy Center, CASA, Cystic
Fibrosis and other worthy causes.
Q: Previous civic involvement/accomplishments
A: I have served as Chairman of the City of Plano's Planning & Zoning Commission for the
past four years and have been on the commission for five years. In addition, I am
President of the WRCE Home Owners Association and am an active member in the Plano
Chamber of Commerce, Frisco Chamber of Commerce, National Association of Realtors,
the Texas Real Estate Commission and North Texas Commercial Association of Realtors.
Q: Education
A: I graduated with a double major in Accounting and Finance from the University of Iowa
in 1978. In 1979 I received my CPA certificate while working for a national public
accounting firm and have been a licensed real estate broker in the State of Texas since
1989.
Q: Previous public offices sought/held:
A: This is my first candidacy for public office.
Q: How much funding have you raised for your campaign?
A: Approximately $20,000 to date.
Q: Who are your top three contributors?
A: Mike and Lisa Engels, David and Caryl Cherry, and Dr. John and Renee Peloza.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for Plano City Council Place 5 because I am deeply committed to serving
our community. Serving on the City Council is the highest form of City public service. I am
the most qualified candidate in my race because of my business experience and time
served on the Plano Planning and Zoning Commission. This combined experience provides
me with an understanding of the important issues and the ability to make difficult decisions
when necessary. In addition, my financial background as a CPA combined with my business
relationships developed over the past 26 years makes me uniquely qualified to serve on

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the City Council. Chairing the Plano Planning and Zoning commission has sharpened my
leadership skills and ability to understand and analzye land use and zoning issues which
account for many of the decisions voted on by the City Council.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: When elected my top three priorities will be: 1. Maintain the high quality of public
safety and city services by efficiently using city resources. 2.Establish strong partnerships
with businesses to keep Plano a vibrant employment center. 3.Utilize my business and
financial experience to promote new development in both residential and commercial
properties. I will use a collaborative approach between the City Council, staff and our
stakeholders to seek ways to establish public and private partnerships to fund new
developments and pursue the use of technology to create efficiencies. During the budget
process I will work to provide additional resources to our Economic Development
Corporation to allow them to increase their activities.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: One of the key differences is my experience in running a successful business for the past
20 years, which has developed my decision making ability and allows me to understand
the impact of long and short decisions made. Another key difference is my sevice as
Chairman of Plano's Planning and Zoning Commission for the past four years which has
provided me with a clear insight of how the City of Plano operates. The combination of
these qualities will allow me to be an effective City Councilman immediately, and that is
why I am the best candidate for City Council Place 5.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting commercial development is a top priority because it leads to job creation
which in turn will strengthen our demand for housing. In cooperation with our Economic
Development Corporation, the City Council has done an excellent job in attracting new
businesses and creating jobs over the past few years. Coporate relocations such as Cigna,
Encana, and Pizza Hut have brought thousands of new jobs to Plano.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Plano is a maturing city that is changing in age and cultural diversity. As this trend
continues, our housing needs and services should continue to adapt. With increasing
employment centers, we will have an opportunity for more young people to move back to
Plano and help us revitalize areas of our community. I believe our city leaders have done a
good job addressing the needs of our citizens but will need to be proactive going forward to
make sure we continue to address the needs of all our citizens.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: The City of Plano's Police Department adheres to the Federal Statues dealing with
immigration and they should continue to do so.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I support a seamless regional transportation system. Being a member city of Dart is a
value added service to our citizens. In order to expand our regional transportation system
I will seek mutual cooperation with policy makers on both local, state and federal levels.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Other issues needing regional cooperation include transportation, water and air quality.
As your City Councilman I would participate in regional committees to promote Plano's
interest for the betterment of North Texas.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Plano provides its citizens high quality services in a cost effective manner. Plano's
citizens enjoy one of the lowest tax rates in the metroplex while receiving benefits from
award winning departments.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Our current Mayor and City Council have done a great job of cutting expenses and
increasing revenues where possible without having a noticeable effect on city services to
its citizens. The best way to balance the budget going forward is to leverage the use of

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technology to increase effeciencies in how we operate. Furthermore, continuing with an


aggressive economic development strategy will promote job creation, increased retail
sales, new demand for housing and increased property tax revenues.
Q: What is an uncomfortable truth about your city that voters must confront?
A: An uncomfortable truth our voters must confront is that Plano is an aging city and we
are facing tough competition both locally and nationially for businesses and citizens. To
maintain our high level of public services, the City Council will need to make difficult
decisions between maintainence and funding new projects.
Q: Plano is a charter member of DART. Has the city reaped the benefits of transit service,
and what, if any, changes would you make?
A: Dart is a value added service for our citizens. The revitalization of Plano's downtown
area is evident of the impact Dart has had on our city. I support the 12th Street Station to
expand our downtown urban center.

Russel Head

Biographical Info:
Name: Russel Head
Street Address: 4664 Old Pond Drive
City/Town: Plano
State: Texas
Date of Birth: 11/9/1960
Work or Campaign Office Phone Number: 972.489.2748
Mobile Phone Number: 972.489.2748
E-mail Address: rhead4664@aol.com
Campaign Web Site Address: www.russelhead.com
Questions:
Q: Length of residency in the city
A: I have lived in Plano since 1994.
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: Partner, Texas Alternative Energy Solutions
Q: Current civic involvement/highlights
A: Board Member, Assistance Center of Collin County Board Member, Dallas Providence
Homes Board Member, Hendrick Scholarship Foundation Member and International
Director, Plano Sunrise Rotary Member, Legacy Church
Q: Previous civic involvement/accomplishments
A: Former Board Member, Dallas Sustainable Skylines Past President, Jasper HS Booster
Club Former Mentor and Coach
Q: Education
A: Creighton University, BA, Political Science 1983
Q: Previous public offices sought/held:
A: Candidate, Plano City Council Place 5, 2008
Q: How much funding have you raised for your campaign?
A: Approximately $6000
Q: Who are your top three contributors?
A: Mike Beniot Jeff Reinhardt Bob Cross
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: The economic conditions that are facing our country have certainly effected the way of
life for many in our community. As a board member on several non-profits, I have seen
firsthand the struggles that many in our community experience. Our City has faced the
same financial difficulties, and have taken steps to minimize the effects it has on the
services and support it provides. The upcoming fiscal year will prove even more

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challenging, with an expected budget deficit of several million dollars. As Councilperson, I


believe it's my responsibility to provide strong fiscal leadership, and act in the best
interests of the City taxpayers. I think citizens want their representatives to approach
spending with the same rationale as they have with their own checkbook. People that
know me, and have worked with me in many volunteer capacities, would agree that I
approach these tasks rationally, and passionately. In addition, I believe that there is a
unique opportunity to engage corporations located in the City (many of which have
received economic development incentives), to become more active in supporting
community efforts like transportation for the elderly, funding park renovations, youth and
community centers, through their corporate grant and donation funds. By doing so, we
provide needed services within the community, but we do so with private funds, not public.
The company benefits by being seen as an active and engaged "partner" in the
community. I believe that Plano can continue to retain its identity as a collection of strong,
family based communities. I will work hard to foster the idea that Plano is a fiscally strong,
actively engaged, and close knit City.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: As Plano matures, it becomes even more important that it retains its sense of identity
and feeling of community. It must balance the needs of a diverse and changing community
while striving to enhance the economic viability of the City. Tough economic times require
creative new ideas and leadership that can bring the private and public sector together in
ways that benefit the community, using private revenue generation funds, rather than
additional taxes. There are three options that a city has when faced with a budget deficit: •
It can cut costs, but only to a certain level. If a budget is established each year in a
reasonable and fiscally responsible way, only a small amount of budget cuts can be made
over and above the allocated amount. • It can raise taxes in order to make up the budget
shortfall. • It can actively seek revenue opportunities to fund the deficit. A City
Councilperson is responsible for not only managing a budget effectively, continuously
looking for cost savings, ensuring that the civil and public work needs of the City are met,
but must also be an advocate within the community that uses his position to marry the
business sector with needs of the community at large. • In the past, the City has targeted
large national corporations or large development opportunities with money from the
Economic Development Fund. Small business is the economic backbone of this country. o
WASHINGTON, D.C. - Small business continues to drive the United States economy,
according to a report issued today by the Office of Advocacy of the U.S. Small Business
Administration. Data shows that in 2005, small businesses represented 99.7 percent of all
the nation’s employer businesses. Data also show that they employed 57.4 million
Americans or 50.6 percent of the non-farm private sector workforce. My plan would be to
allocate 1/3 of the fund towards funding small business opportunities, specifically targeted
toward existing vacant facilities or area expansion. Provide additional incentives if the
small business owner agrees to hire within the neighboring community. Rather than
allocating the monies out in one lump sum, ensure that designated milestones are met by
the company receiving the ED money, and pay the sum out over a period of time based
upon verifiable and measurable results. • Community Reinvestment Program.
Corporations and large businesses that receive Economic Development money will be
“asked” to provide money back into the community in the form of existing grant funds or
donations (including in kind contributions), as well as a certain number of volunteer hours.
Establish guidelines that allow the company to secure additional funding based upon their
activity in the community. Ideas can include transportation for the elderly, donations to
various Plano based community (501c) organizations, and other community investment
opportunities. • Neighborhood Volunteer Award. Program designed to encourage
neighborhood associations to provide volunteer hours for local community projects, hours
are accumulated and the neighborhood with the most hours is given an award each year
by the City and recognized as leaders within the community in the media. • City Revenue
Generation Program. Offer marketing opportunities within the City for naming rights of
facilities, parks and recreation areas, advertising in City related media documents, at City
events, etc. In addition, working with the private sector, develop programs and services
where a fee can be paid to the City based upon resident involvement. • Any new bond
initiatives deemed non critical should be tabled until the budget returns to a positive cash
position. Simply because the taxpayers have approved bond referendums, doesn’t mean
that the money needs to be spent at the present time, especially when the budget requires
that debt be paid first, ahead of operating expenses.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Of the three candidates, I believe that I am the most balanced, having an extensive

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executive management background as well as having served extensively within the


community for several non-profits. I can approach the budget and the day to day functions
of the City from a business perspective, as well as looking at the broader picture of what it
takes to have a vision for making our Community stronger and vibrant. I see one of my
roles as being a cheerleader for the City, promoting its great attributes to others and
gaining their commitment to the community.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: It's critical to continue to promote development within our City. We need to have a
vision for what the remaining undeveloped property will be, and marrying that with what
will attract others to the community. I believe the City of Plano has done a good job at
this. I'd like to see us tap into the corporations that have received economic assistance and
ask that they be active corporate stewards within our community, and promote their
achievements. We need to encourage small business growth, and look to improve the
situation we face with vacant, decaying commercial space within the City. Some parts of
our City, including Ave K have been discussed for a long time, and I believe its time to take
action on improving this parts of the City.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Certainly the City has seen a change and will continue to see changes in the make up of
its citizenship. We are more diverse than previous years. Transportation issues are
certainly becoming more critical as our area becomes a throughfare for areas to our north
and south. We'll need to address those problems that come with it.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: I view the issue of illegal immigration as a state and national issue, not a City specific
issue. Certainly we want to work with state and US agencies to address the issues as the
appear in our City. I don't support the cost of having the Day Labor Facility in Plano. The
City owns the building and cost of operations, and DART owns the land, but does not
participate in sharing any cost. If we close it, we'll need to do some education in the
community about what we'll see as a result, and we'll need to address the potential for
enforcement issues. But long term, I believe closing makes financial sense for the City.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I'd like to see other cities to our north share in either 1) the expansion of DART or 2)
the cost of operating it. We need to address the traffic/transportation issues, and the
parking around the DART station.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: I would like to see Plano continue to be active in promoting North Texas. Although we
compete for corporate relocations, and regional commercial expansion, I think the area
wins when we cooperate and strive for what's best for North Texas, rather than pitting one
city against another, and possibly losing an opportunity to another state, or another part of
Texas outside the metroplex.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I think that our City has an outstanding City Manager that will squeeze every penny
from the budget and ensure that we are operating efficiently. However, I believe that it is
my responsibility to ensure that I understand all the costs, have looked for ways to be
more frugal without effecting the level of services, and to be an advocate and active
participant in finding ways to drive revenue to the City. I need to treat this like my own
business, working cost effectively, and always striving to grow the business.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: I think the current leadership has done a good job in looking for budget cuts. If elected,
I'd like to bring my expertise to helping drive revenue. We have to control the debt side of
the equation. With the requirement to pay debt ahead of operating costs, we can't take on
non critical debt for several years. Much of the shortfall we face today is for debt that was
issued over the past decade. We need to be more prudent in our long term forecasting.
Q: What is an uncomfortable truth about your city that voters must confront?
A: If the economy doesn't improve rapidly, and our property values continue to decline or
stay flat, we will be faced with a decision to cut services or increase taxes. The only way to

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avoid this is to do everything we can to drive revenue as fast as we can. We need to think
out of the box and be creative.
Q: Plano is a charter member of DART. Has the city reaped the benefits of transit service,
and what, if any, changes would you make?
A: I addressed this in my comments above.

Matt Lagos

Biographical Info:
Name: Matt Lagos
Street Address: 6500 Burrows Court
City/Town: Plano
State: TX
Date of Birth: August 27, 1978
Work or Campaign Office Phone Number: 214-886-5444
Mobile Phone Number: 972-207-2722
Fax Number: 610-423-1991
E-mail Address: mattforplano@yahoo.com
Campaign Web Site Address: mattforplano.com
Questions:
Q: Length of residency in the city
A: About 31 Years
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: Lead Pharmacy Technician
Q: Current civic involvement/highlights
A: Leadership Plano - Class 28, active Volunteer in Plano (VIP) and Live Green in Plano
Q: Previous civic involvement/accomplishments
A: City of Plano Self-Sufficiency Committee and Youth Advisory Commission
Q: Education
A: Hold 2 Bachelors of Science Degrees in Accounting and Finance from UT Dallas and
AA-Business from Collin College
Q: Previous public offices sought/held:
A: Was elected to UT Dallas Student Government as Student Senator in 2010
Q: How much funding have you raised for your campaign?
A: Over $6,000
Q: Who are your top three contributors?
A: Jack Ternan, Steve Lavine, Matt Lagos
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I bring leadership that stresses new ideas and a new vision for Plano. This includes
three specific proposals: (1) Make Plano the #1 city in the metroplex for new business
startups. (2) Upgrade the Collin Creek Mall and (3) Improve Plano Government efficiency
by Obtaining Ideas and Recommendations from City Employees and Plano Citizens. I also
bring leadership that addresses the most important issues facing Plano: Balance the
Budget, Promote Economic REdevelopment and Revitalize Neighborhoods.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. Balance The Budget Responsibly Plano faces growing budget deficits due to a
declining tax base and flat sales tax receipts. The City must cut costs and I will look for
common-sense cuts within the budget. I am not in favor of a budget that puts a larger tax
burden on residents and businesses. 2. Promote Economic RE Development Various areas

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of our city are facing increased competition from newer retail and business development in
neighboring cities. I will work with city planners on the new master plan called “Plano
Tomorrow” to find new and creative uses for our aging properties around the city that will
bring new development into Plano. 3. Revitalize Aging Neighborhoods Since 1998, the City
has identified areas needing improvement in a program called “1st Choice
Neighborhoods”. As a member of the Plano City Council, I will ensure this program is fully
funded and continues a strong relationship with these neighborhood associations. As a
Volunteer in Plano (VIP), I value the importance of giving back to the community and will
strongly support any program or initiative that will enhance our older areas of the City.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Taxes: I am not in favor of a budget that puts a larger tax burden on residents and
businesses. My opponents have stated that they are open to a tax increase. New Ideas for
Plano: My opponents have not offered new ideas to improve Plano. My specific proposals
are: (1) New Business Incubator: I will work to make Plano the #1 city in the metroplex
for new business startups through a business incubator that offers free office space,
consulting and access to financing and venture capital. As these companies grow, so will
Plano’s property values and sales tax revenue. This is the only business incubator in the
area that specifically brings new business startups to Plano. The NTEC brings new
businesses to Frisco. The Collin County Small Business Center, funded by the SBA and
State of Texas, and the UTD initiative do not specifically bring small business to Plano. (2)
Upgrade the Collin Creek Mall I have met with General Growth Properties and they are
committed to upgrading the mall. Plano must support this important effort, starting with
improved signage on Central Expressway, which is traveled by 250,000 cars daily. The
Collin Creek Mall pays $71,000,000 in annual taxes to Plano. (3) Improve Plano
Government efficiency by Obtaining Ideas and Recommendations from City Employees and
Plano Citizens. Employees know best where we can increase efficiency and my proposal
will reward them with 15% of the savings. I will distribute the larger checks to employees
at City Council Meetings.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: The City has done a good job in attracting large companies. The challenge is bringing
development/new retail to our older corner shopping centers, in upgrading the Collin
Creek Mall and in attracting new business startups and helping them become successful in
Plano.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Plano continues to become more diverse. Our policies, our governance, must reflect the
increasing diversity of our citizens.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Enforce the Law.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I favor a seamless regional transit system and will aggressively work with our
transportation representatives at the transit systems to ensure the Plano continues to be
an active participant.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: The North Texas Municipal Water District includes thirteen member cities. We have a
challenge to ensure fair and equitable billing that meets Plano's current and future water
needs. We currently purchase excess water from NTMWD that Plano citizens do not use.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: The city delivers services in a cost-effective manner. The challenge is balancing revenue
and expenses.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: We are in need of new ideas for Plano. I propose an initiative to make Plano the #1 city
in the metroplex for new business startups. Additionally, I propose that we work with
General Growth Properties to upgrade the mall and streamline Plano government by
asking, and rewarding, our employees and citizens for their best ideas to reduce expenses.

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Q: What is an uncomfortable truth about your city that voters must confront?
A: Plano citizens are increasingly shopping in Frisco and Allen. We must work with General
Growth Properties to upgrade the Collin Creek Mall, support the Willow Bend Mall and
Shops at Legacy and support neighborhood shopping centers to retain the sales tax paid by
Plano residents.
Q: Plano is a charter member of DART. Has the city reaped the benefits of transit service,
and what, if any, changes would you make?
A: A Cost-Benefit Analysis must be completed for our DART ongoing investment. We must
be transparent regarding our costs and ridership and communicate the financial data,
including the cost to subsidize a single rider, to our citizenry on a regular basis.

Plano City Council, Place 7


Description:

Candidates (choose 1):

Pat Gallagher

Biographical Info:
Name: Pat Gallagher
Street Address: 6305 Park Meadow Lane
City/Town: Plano
State: Texas
Date of Birth: 02-18-50
Work or Campaign Office Phone Number: 214-914-3157
Home Phone Number: 972-378-9152
Mobile Phone Number: 214-914-3157
Fax Number: 972-378-9152
E-mail Address: gallagherpw@verizon.net
Campaign Web Site Address: www.PatGallagherforPlano.com
Youtube: http://www.youtube.com/v/cURv8jWNP00&hl=en
Questions:
Q: Length of residency in the city
A: 20 years
Q: Length of residency in the district, if applicable
A: n/a
Q: Occupation/main source of income
A: Police Officer - Patrol Supervisor, Town of Addison
Q: Current civic involvement/highlights
A: Chairman, Vice Chairman, Commissioner - Plano Civil Service Commission 2007-2011
Q: Previous civic involvement/accomplishments
A: Volunteer Police Officer 9 years, Dallas County Sheriff's Office and Town of Addison
Q: Education
A: Jesuit College Preparatory, Phoenix, AZ University of New Mexico, BA History Attended
Texas Wesleyan University School of Law Alumnus Stanford University Executive
Management Program
Q: Previous public offices sought/held:
A: none
Q: How much funding have you raised for your campaign?
A: $15,000
Q: Who are your top three contributors?
A: self-funded
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?

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A: I am a candidate for Plano City Council - Place 7 because there are critical decisions
ahead for our city which require leadership, experience and a proven track record of
success. My professional background includes management positions with two of the most
admired companies in the world, IBM and Philips, and Corporate Officer positions with two
of the most successful publicly traded corporations in North Texas, CompuTrac and AMX. I
am the former Chairman of Plano’s Civil Service Commission and currently serve the Town
of Addison as a public servant – Police Officer. These credentials are evidence of a leader
who is qualified, experienced, involved and has earned the right to seek the position of
Plano City Council member.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. I will support efforts to maintain and enhance our Public Safety Services so we may
continue to feel safe and secure in our homes and businesses. 2. I will focus on strategies
to make life easier for businesses and developers to create economic opportunities and
broaden our tax revenue base. 3. I will not balance the budget with more furloughs and
layoffs of employees who keep the parks clean, the libraries open and the recreation
centers operating. Hopefully, Plano can continue to provide superior services without a tax
increase. I pledge to maintain an open mind on this and other issues and base decisions on
balance and informed judgment, but Plano will not lose its status as a great service
provider on my watch. How will the city pay for the actions I would take if elected? The
2010-11 operating budget assumptions do not propose reducing the budget for Public
Safety Services. Funding for the Economic Development Incentive Program is projected to
remain at current 2 cents on the tax rate and most likely will not be reduced. I fully
support these budget items.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I urge voters to closely monitor the resumes of the three candidates running for Place
7. Remove the names from the resumes and simply look at the credentials that would lead
you to believe they are prepared to manage an enterprise with 2,000 employees, 270,000
residents, millions of visitors and a strained budget of $400 million. If you have
successfully managed a million customers, recruited, hired, fired, trained, developed,
promoted a thousand employees, I would vote for you. If your experience includes
managing a budget in the tens of millions of dollars and includes the challenges of making
a payroll each month in tough economic times, I would vote for you. Plano is a big,
complex business. Hire City Council candidates that have successfully managed big,
complex businesses. I am the only candidate in Place 7 meeting those criteria.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting residential and commercial development is a top 3 priority for Plano
alongside public safety and balanced budget. How would I evaluate the job our city has
done to date in attracting such development? I’ll list our city leader’s accomplishments:
The Dallas Business Journal selected Plano for “Best Real Estate Deals of the Year”: • Pizza
Hut Corporation • Encana Oil & Gas • Denbury Resources • Hyundai Capital America Plano
maintains a diversity of quality business parks from Legacy to Granite Park to International
Business Park to Research/Technology Crossroads to 190 Corridor. Plano’s Mayor and
Economic Development team exceeded all performance goals for 2010. Note: Residential
development will continue to lag until housing values, consumer spending and
unemployment numbers improve.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Enter any Plano ISD classroom to see the state’s shifting demographics. A little more
than 20% of Plano ISD’s students are Hispanic, up from 10% a year ago. Asian students
make up 19% and African American students account for 10% of the student population.
The percentage of white students has dropped from 90% to 51%. How has the city been
dealing with those changes? It appears Plano draws quality people regardless of
demographics. Here’s the proof: • Ranked Most Affluent City with population of 250,000 or
more – Forbes • Lowest poverty rate 6.3% - Forbes • Ranked Best Place to Live – Money
Matters • Top Three Suburbs to Live Well – Forbes 2010 I will continue to support the
legacy of Plano’s world class quality of life reputation.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Between 7 and 20 million immigrants are estimated to be living in the United States
illegally. Immigration has been a long standing issue in the United States, creating

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immense controversy. Police Officers are not immigration officials. The Center for
Immigration Studies recommends allowing local police discretion whether to run legal
status checks on people detained. Dangerous felony suspects are always checked and
traffic violation offenders seldom checked. As a Police Officer, I agree with that strategy
and do not wish to see mandates compelling our officers to focus on immigration issues
that do not directly affect public safety of our citizens.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: The Transportation Network in Plano is a critical component of the city’s development
pattern. Great cities have great transportation and a transportation system impacts
quality of life issues such as air quality, accessibility and choice of transportation modes.
Plano is not in a position to reduce traffic congestion and increase roadway capacity by
adding more lanes of pavement. Instead, the city must rely on approaches that reduce the
level of vehicular travel on its roadways, particularly during peak hours. A seamless
regional transit system simply allows smooth movement from one transit mode to another
without the hassles of driving and parking a car. Buses, Light Rail and bicycles represent an
alternative to the typical suburban automobile. I support providing Plano residents with a
variety of transportation options. I will work closely with County, State and Federal
agencies to develop a public/private partnership to fund these projects. I endorse the City
of Plano Comprehensive Transportation Plan (updated March 2008) and recommend all
residents become familiar with this document. Transportation is an essential service and
should be subsidized from public funds as necessary to provide a satisfactory level of
service for all residents.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: The Arts of Collin County project - The City of Frisco ballot initiative scheduled for May
14th asking voters whether they support the revocation of authorization of the remaining
16.4 million in bonds previously approved to build a Performing Arts Center will be closely
monitored by Plano and Allen residents. Frisco support is critical to move forward with the
project. I have attempted to reach out to elected officials in Allen, Carrollton, Parker,
McKinney and Murphy and plan to establish relationships with officials of each city that
shares common boundaries with Plano. I will also encourage regional partnerships with
elected Collin County and State officials and will propose quarterly regional City Council
meetings to discuss issues of mutual benefit.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I believe former City Manager Muehlenbeck performed at world class levels in
producing cost effective services to taxpayers. I support City Manager Glasscock and am
confident he will exceed all expectations in delivering value to our residents and
businesses. Further, our city is well prepared to survive and thrive in a tough economic
climate due to the skill set of our Mayor, Phil Dyer. As you can tell, I am not a disgruntled
citizen running for City Council. I simply believe we’d better hire the most experienced and
talented men and women we can recruit for City Council because the management job is
unlike any economic challenge our city has faced in many years. City Services will not
deteriorate on my watch!
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The current leadership has increased revenue from fees and fines a total of $2.5 million
and reduced expenditures from budget by $32.5 million. They have eliminated 129 full
time positions and 17 part-time positions, delayed staffing Fire Station 13 for a reduction of
$1.8 million, outsourced the Douglas Community Center for $508,000 savings, and frozen
employee salaries. I would give current leadership a grade of A for weathering the
economic storm. On May 15, at least two new members will be elected to our Council.
Property tax revenue, sales tax revenue and unemployment numbers are not likely to
change by any measurable amount, so how are we going to spend our money in the
future? I work for the taxpayers and if they want to balance the budget on the backs of our
employees and reduction in services, then I am well-prepared and trained to make that
happen. But, I will urge voters base their decisions on accepting a small tax increase with
balance and informed judgment. Should revenue remain flat, basic maintenance of a
city’s infrastructure always trumps other service requests. The areas that traditionally
suffer are Libraries, Parks and Recreation Centers.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Until housing values rise, consumer spending increases and unemployment numbers
improve, we will balance our budget by spending less (reduced services in some cases) or

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will balance the budget with a small tax increase. These are the only two options available
to our residents.
Q: Plano is a charter member of DART. Has the city reaped the benefits of transit service,
and what, if any, changes would you make?
A: Great cities have great transportation. Ask the Fortune 1000 companies that relocated
to Plano what role transportation played in their decision. Almost 24,000 people use DART
and travel north from Dallas and Richardson to jobs in Plano. Over 13,000 people
commute to Plano from Allen, Frisco and McKinney. Over 12,000 people travel to jobs in
Plano from Carrollton, Garland, Lewisville and Wylie. By any definition, that is a win for
Plano. A proposal I would suggest would be to request non-charter member cities of DART
(Allen, Frisco), using Plano facilities, to provide additional financial assistance to Plano for
providing Plano services to their residents.

Greg Myer

Biographical Info:
Name: Greg Myer
Street Address: 4100 Saltburn Dr
City/Town: Plano
State: Texas
Date of Birth: October 31, 1971
Work or Campaign Office Phone Number: 972-533-5556
Home Phone Number: 972-964-3889
Mobile Phone Number: 972-533-5556
E-mail Address: gregmyerforplano@gmail.com
Campaign Web Site Address: www.gregmyerforplano.com
Questions:
Q: Length of residency in the city
A: 10 Yrs
Q: Length of residency in the district, if applicable
A: 10 Yrs
Q: Occupation/main source of income
A: IT Project Manager for IBM
Q: Current civic involvement/highlights
A: Plano Youth Leadership Board Member, Plano Chamber of Commerce Public Policy
Committee Member, Plano ISD Career and Technical Education Committee Member, Collin
County Assistance Center Volunteer and Supporter, Arts of Collin County Donor, Cub Scout
Pack 18 Den Leader, America's Attik Volunteer, Saigling Elementary (Plano ISD) Dad's Club
Member and Congregation Beth Torah Member.
Q: Previous civic involvement/accomplishments
A: Plano Library Advisory Board Member and Chair, Leadership Plano (Class XXIII)
Graduate, Leadership Plano Executive Board Member and Finance Chair, CITY House
Volunteer, Habitat for Humanity Volunteer, Plano Citizens Fire Academy Graduate, Plano
Football League (YMCA) Youth Coach and Plano Sports Association Youth Softball Coach.
Q: Education
A: I am a graduate of the University of Missouri, holding a Bachelor's Degree in Psychology
and a Master's Degree in Healthcare Administration.
Q: Previous public offices sought/held:
A: Candidate for Plano City Council, Place 8, 2009
Q: How much funding have you raised for your campaign?
A: About $8,000
Q: Who are your top three contributors?
A: Collin County Association of Realtors, Greg and Kathy Nelson, and Paul and Dr. Bayla
Myer
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.

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Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for Plano City Council because I am a strong believer in servant leadership
and I intend to serve the citizens in a significant manner. I bring a passion to this campaign
and the City of Plano that is uniquely my own. I was not asked to run for this position; I
made the decision to do so on my own after consulting with family and friends, and lots of
thoughtful prayer. If you look at the depth and breadth of my civic experience, it is clear
that I stand out from my competitors. I not only graduated from Leadership Plano, but
was elected by my peers to serve on the Executive Board. On that Executive Board, I was
again selected by my peers to serve as the Finance Chair. I have also been selected to
serve on the Board of Plano Youth Leadership. I served on the Library Board for four years
and was honored to be selected by the City Council as Chair of that Board. These are just
some instances in my background where my calm, steady leadership has been recognized
by my peers and by other leaders. In my day job, I manage multi-million dollar projects
for IBM and I have also been endorsed by the Collin County Association of Realtors. It is
all of these factors that demonstrate that I am the best candidate for Plano City Council,
Place 7.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: First, the Council needs to renew its focus on basic city services, including Police, Fire,
Libraries, Water and Sewer Lines, and Streets. We must maintain Plano as a safe city, and
make sure that our citizens can get to and from work, shopping and play. Second, the
City and its employees (like most employers and employees) have seen dramatic
increased in health care costs and insurance premiums. I intend to work with others on the
Council (and utilize the Master’s Degree in Healthcare Administration that I hold) to see
how we can deliver high-quality health care to employees at reduced cost. I believe an
employee clinic may be the answer here. This clinic would provide basic health care (like
physicals and immunizations) to employees and their families using nurse practitioners and
physician assistants. This would lower the cost of care and reduce lost productivity time
that it sometimes takes for an employee to get and keep an appointment with their
Primary Care Physician. This facility could also be shared with Plano ISD, other cities in
Collin County or even Collin County itself. Cost savings from this project would have to be
enough to cover its expense. Third, I intend to work with my fellow Councilmen to be
more efficient in the provision of back-office functions like Accounting and Human
Resources. I also believe we could share these services with Plano ISD, other cities in
Collin County or even Collin County itself to deliver high-quality services to the citizens at
a lower cost.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I feel that the depth and breadth of my experience set me apart from my opponents
and make me the best choice for Plano City Council, Place 7. In addition to what I have
mentioned before, I have volunteered and supported many non-for-profit organizations in
Plano, including the Collin County Assistance Center, Habitat for Humanity and America’s
Attik. This work has given me an appreciation for the contribution that these organizations
have made to make Plano as great as it is.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: For decades, city leaders in Plano have been planning for the future and have done an
excellent job. One only has to look at other cities that have followed Plano’s lead to prove
this. Having said that, Plano does has challenges in the East and Central corridors of the
City with aging neighborhoods and retail centers. For neighborhoods, I favor expansion of
the “Love Where You Live” program, a program that encourages neighbors to work with
the City and many civic organizations to develop action plans to spruce up aging
neighborhoods. For retail centers, I support redevelopment efforts that will increase the
stock of moderately-priced, single-family housing so that more people can make their
dreams of home ownership come true in Plano, the city that I love. I also see
Redevelopment / Rezoning as a simple Supply and Demand issue. Plano is about 97%
built-out in terms of residential areas and about 70% built-out commercially. We need to
explore rezoning SOME of those commercial spaces to focus more on residential.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Plano is becoming more diverse, with increasing populations of African American, Asian

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and Hispanic people, and I think this is a wonderful thing. You can see this in the increased
diversity of stores opening to serve the needs and wants of these populations. I would like
to see more African American, Asian and Hispanic people get involved in City Government
and serve of one of Plano’s many City Boards or Commissions.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: The Plano Police Department should continue to work with agencies at the State and
Federal level whose mission is to handle illegal immigration and assist these organizations
in enforcing the law.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I absolutely favor a seamless regional transit system. This will assist Plano’s citizens in
many ways, only one of which is being able to get to work in an easier, more convenient
way. I also encourage Plano’s neighboring cities to join DART and make their commitment
to a seamless regional transit system as well.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: I support the Arts of Collin County and I think it could be a good example of regional
cooperation. I feel it is a worthwhile project, with a definable return on investment and
other indefinable yet significant educational and cultural benefits. I encourage my friends
in Frisco to vote for this project and I encourage other municipalities to join as partners.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: For the most part, yes. The City Council has done a good job in the last three years of
cutting nearly $30 million of expenses out of the budget. I am confident that we can be
more efficient in terms of back-office functions by sharing services.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Current leadership has done a good job of balancing the budget with the increasing
need to maintain roads and sewers. They have made strategic cuts that have saved a lot
of money for the taxpayers. There are more efficiencies that can be gained, and will need
to be explored to ensure that Plano’s taxpayers get the most service for their tax dollars.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Plano must acknowledge that is it a mature city, and that growth from construction and
population increases will not fund city services. We now need an increased focus on
maintenance of streets, water lines, neighborhoods and other items. We must encourage
private developers to invest in their properties and build more moderately-priced, single-
family housing. We must encourage Plano homeowners to invest time and effort to work
with their neighbors and the City to keep their neighborhoods beautiful and vibrant.
Q: Plano is a charter member of DART. Has the city reaped the benefits of transit service,
and what, if any, changes would you make?
A: I think that Plano’s decision to join DART many years ago was the correct one. While it
is expensive for Plano and some question the wisdom of this, I feel we will see its benefits
in the years to come when Plano citizens can get on a DART train in Plano and ride to
either airport in the Metroplex or ride to work in areas that are east or west of Plano, not
just south along Central Expressway. If I could change anything, I would speed up DART’s
plans to use the Cotton Belt line for service from Plano to DFW Airport and beyond.

Richardson City Council, Place 1


Description:

Candidates (choose 1):

William Gordon

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Biographical Info:
Name: William Gordon
Street Address: 1808 JJ Pearce Dr
City/Town: Richardson
State: Texas
Date of Birth: January 14, 1966
Work or Campaign Office Phone Number: 972-375-7480
Mobile Phone Number: 972-375-7480
E-mail Address: WilliamGordon@Vote4William.com
Campaign Web Site Address: http://www.Vote4William.com
Questions:
Q: Length of residency in the city
A: I married into Richardson 21 years ago.
Q: Length of residency in the district, if applicable
A: 21-years.
Q: Occupation/main source of income
A: Managing Director, Simplified Data LLC
Q: Current civic involvement/highlights
A: Chair, Civic Committee, Barkner Park Neighborhood Association Leadership Richardson
Alumni Association
Q: Previous civic involvement/accomplishments
A: RISD Council of PTAs; RISD Parent Advisory Committee; Boys & Girls Club of
Richardson; Richardson Chamber of Commerce Education Committee; Community Action
Network; HASR (Helping Agencies Serving Richardson); and the Richardson Police
Department’s Neighborhood Crime Watch Patrol (Springridge).
Q: Education
A: I have a Master’s Degree in International Political Economics from the University of
North Texas, a political science degree with a dual focus on international politics and
economics. I have also completed additional graduate work in finance and accounting from
the University of Texas at Dallas.
Q: Previous public offices sought/held:
A: RISD Board of Trustees
Q: How much funding have you raised for your campaign?
A: I report all campaign financing in accordance with state law, and will file my first report
next week; any information I have at this time would be incomplete.
Q: Who are your top three contributors?
A: I report all campaign financing in accordance with state law, and will file my first report
next week; any information I have at this time would be incomplete.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: My primary reason for running for Place 1 Richardson City Council is economic
revitalization. We need to focus on attracting Cloud and data-center-based companies to
Richardson where the infrastructure is ideal; as well as continued investment in our future
through such programs as the Emerging Technology Fund, STARTech, and the International
Business Development Program. My background in Cloud, virtualization, Web 2.0,
analytics, and data centers could play an important role as we try to convince companies
worldwide to locate in Richardson.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: The number one action is economic revitalization. The second action is to develop
more effective policies and procedures to track and manage City investments in resources,
programs, and people. There is no effective return-on-investment measurements in place

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to truly gauge how well our money is being utilized. Sound fiscal responsibility is
important. The third action is to address demographic changes in our community with
more effective communication processes and tools that engage residents and business
leaders in new ways emphasizing new priorities. We need to seek the participation and
involvement of all residents regardless of their nationalities and socio-economic
backgrounds.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am a business executive who understands exceptionally well the latest technology in
the market place, and can leverage that knowledge and market relationships on behalf of
the city. I have a high energy level that the city needs at this moment. My opponent
indicated four years ago at multiple candidate forums that he would not run again, but he
continues to do so; after 10 years on the Council he has had his opportunity to accomplish
his goals, it's now time for someone else to have that opportunity.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting commerical development is essential. Bill Sproull and the Chamber of
Commerce in Richardson have worked hard to accomplish some very real goals during
these economically challenged times. My intention would be to work with him closely to
accomplish even greater success.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: The City of Richardson is experiencing many of the same demographic changes and
challenges as are other cities in North Texas. There is nothing unusual about our city in this
regards. I would place greater emphasis on communication processes and practices to
more fully engage our diverse residential base than my opponent has to date.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Follow state and federal guidelines, and enforce city codes.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I favor regional transit. The City of Richardson has made a significant investment in
support of advancing its transit options.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Regional economic development should be a continuing priority.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I believe the City of Richardson provides the highest level of service, and has an
amazing City staff that meets and exceeds expectations; however, I would like to see a
greater focus on cost accounting because at the end of the day we're talking about my
money and the money of each and every city resident that the city uses to provide those
services; I know we do good, but we can do better.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: We need more effective cost accounting of projects and resources; cost containment is
something businesses have been doing for many years now, and it's time we do the same
in government.
Q: What is an uncomfortable truth about your city that voters must confront?
A: We are land locked, and have limited options for commercial and residential
development; whether it's neighborhood revitalization or economic revitalization, we need
to understand the additional challenges this provides.

Bob Townsend

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Biographical Info:
Name: Bob Townsend
Street Address: 904 Troon Circle
City/Town: Richardson
State: TX
Date of Birth: January 6, 1933
Work or Campaign Office Phone Number: 972/235-1462
Home Phone Number: 972/235-1462
Mobile Phone Number: 972/569-0605
E-mail Address: BLTRICH@AOL.COM
Campaign Web Site Address: WWW.TOWNSENDFORCOUNCIL.COM
Questions:
Q: Length of residency in the city
A: 51+ years
Q: Length of residency in the district, if applicable
A: 11 years
Q: Occupation/main source of income
A: Social Security and Investments
Q: Current civic involvement/highlights
A: Serving on Richardson City Council, Place 1, as Mayor Pro Tem
Q: Previous civic involvement/accomplishments
A: One of the founders and early president of the Cottonwood Heights Neighborhood
Association and the Richland Meadows Neighborhood Association.
Q: Education
A: Undergraduate work (BS) at The University of Oklahoma and Southeastern Oklahoms
State University and MBA from Southern Methodist University.
Q: Previous public offices sought/held:
A: Have served on the Richardson City Council Place 1 since May, 2001, serving as Mayor
Pro Tem since 2007.
Q: How much funding have you raised for your campaign?
A: $4849 as of April 7, 2011
Q: Who are your top three contributors?
A: Richardson Firefighters Association Richard McLarnon Felix Chen
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: There are many positive things, in both the residential and business areas, that are in
progress because of the present City Council actions and I want to be sure that this
progress continues. It is obvious that I am the most qualified candidate because of my 10
years experience on the Council and my service as Mayor Pro Tem for the last four years.
Also, my education and technical background makes me the most qualified. Experience is
establishing and serving as president for two neighborhood associations in different parts
of Richardson add to my qualification. My 37+ years of experience at Texas Instruments
in technical and management positions, my higher education background, my prior service
on the City Council and community service in neighborhood associations have prepared me
to continue to serve as the City Councilman for Place 1.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. Revitalization of aging neighborhoods. I will continue to support initiatives that
encourage redevelopment and home improvements through various recognition and
incentive programs paid by the general fund budget. 2. Enhancement and expansion of
the City's business base through continued support of the Richardson Economic
Development Partnership between the City and The Richardson Chamber of Commerce.
3. Redevelopment of the underutilized shopping centers in the City through working with
the developers and owners and establishing plans for revitalization of the centers with City
participation where practical.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am the most qualified candidate in this campaign because of my experience (My 37+
plus years in technical and management positions at Texas Instruments, my ten years on
the Richardson City Council and my four years serving as Mayor Pro Tem for Richardson)

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and my deep involvement in neighborhood associations in the City.


Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Enhancing and expanding the City's business base, in conjuction with the promotion of
high-quality residential neighborhoods, is at the top of my list of priorities. Richardson has
done an excellent job in recruiting new businesses and retaining the ones already here,
e.g. the new Blue Cross/Blue Shield headquaters, the many data centers that are moving
to the City, the VCE move to the city, the relocation of Fossil within the city, etc. New single
family residential areas continue to be developed throughout the city and older
neighborhoods are being redeveloped through incentive programs developed by the city.
Transit oriented development near the four DART stations will provide multi-family
residential and related retail businesses.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: There has been a significant ethnic change in the demographics of Richardson in the
past ten years. The white population declined 11.5%; while the ethnic groups increased by
the percentage shown: African American - 2.2%; Asian - 3.9%; Hispanic - 4.8% and all
others decreased by .4%. The City of Richardson embraces this diversity. We are trying to
get all ethnic groups involved in the city - whether its appointments to the boards and
commission, participating in the groups' special events, encouraging participation in the
various neighborhood groups, etc. Richardson has done an excellent job in reaching out
to the various ethnic groups. The only thing I would do differently is to intensify the
outreach.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Illegal immigration is a federal problem and is best addressed at that level.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I support a seamless regional transit ayatem. It is important to create a network in
which buses and light rail and the monorail will work hand-in-hand because of the
projected increase in population in the Metroplex in the next few years and the continuing
increase in fuel costs. The integrated transit network must be tailored to provide
convenient transportation to where residents and visitors live, work and play. I would
continue to support the role in the Regional Transportation Commission in which the City of
Richardson has long been involved.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: The other issue that North Texas could possibly benefit from greater regional
cooperation would be other environmental. I would favor a joint task force to determine if
there is any benefit to be gained from such a commission.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: The city delivers services in the most cost-effective manner for the services that the
residents expect. Costs could be reduced with less service but the residents of Richardson
would not buy that.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The City Council and city management has done as excellent job during the current
economic crisis. The groundwork was set after the early 2000's tech downturn when
significant actions were taken which made the current situation much easier to endure.
The City of Richardson is in much better shaped financially than most of the other cities in
the Metroplex. Richardson voters realize the importance of maintaining the the city and
approved a $66 million bond issue with a tax increase in 2010. Implementation of this
bond vote will be a good first step in improving the basic infrastructure.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The City's infrastructure is aging and reaching a critical stage in some areas and must
be improved at a significant cost.

Richardson City Council, Place 2


Description:

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Candidates (choose 1):

John A. DeMattia

Biographical Info:
Name: John DeMattia
Street Address: 2214 Shannon Lane
City/Town: Richardson
State: Texas
Date of Birth: May 7, 1953
Work or Campaign Office Phone Number: 972.792.7272
Home Phone Number: 972.644.8568
Mobile Phone Number: 214.477.7787
E-mail Address: johnd@dallas-online.com
Campaign Web Site Address: www.johnforrichardson.com
Questions:
Q: Length of residency in the city
A: 29 years
Q: Length of residency in the district, if applicable
A: 29 years
Q: Occupation/main source of income
A: I own and operate a Papa Murphy's Take-N-Bake Pizza store in Richardson, TX
Q: Current civic involvement/highlights
A: RISD Budget Review Team, Richardson YMCA Advisory Board, Richardson Rotary
member with 30 years active membership
Q: Previous civic involvement/accomplishments
A: RISD Budget Advisory Team, Chairman of Richardson YMCA, Chairman of Richardson
YMCA Capital Campaign, Chairman of Richardson YMCA Annual Sustaining Campaign,
Chairman of the North Texas Boy Scouts Explorers Program, Ten year member of the
Richardson City Plan Commission including Chairman, Co-authored Richardson's Green
Ordinance draft, RISD Insider Class of 2009, RISD Technology Advisory Team, RISD
Community Ambassador, Recipient of the RISD Distinguished Business Award, and RISD
Graduate Advisory team
Q: Education
A: BSBA in Quantitative Management, Minors in Marketing and Computer Science,
University of Florida
Q: Previous public offices sought/held:
A: none
Q: How much funding have you raised for your campaign?
A: approximately $4,000 at this time
Q: Who are your top three contributors?
A: The Richardson Citizens Alliance, my wife and myself,
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Like many cities, Richardson is not living within its means. Each year we outspend our
income resulting in more debt. The growing debt service drains a bigger percentage of the
city's income leaving less for operations. If this trend is allowed to continue, it will lead to
a reduction in services and possible layoffs. I want to advert this by assisting in building
and living within a balanced budget. My 30 year business career has provided me the skills
needed to monitor the city's budget details, watch trends, and contribute the needed due
diligence to make sure we run a responsible city operations. The citizens of Richardson
deserve this kind of oversight and they should be able to trust in their elected officials to

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do the right thing, including make difficult decisions.


Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1.) Expand transparency through providing additional details to our new online check
book feature. A concerned citizen should be able to better understand where the city
spends money, if it is within our budget, and what is its purpose. Working with other
council people and city staff, we can and should put the additional needed information
online to achieve complete transparency to our citizens. The cost of posting already known
information will be minimal. , 2.) Accelerate neighborhood vitality programs. Richardson is
a great city with several programs in place to promote neighborhood vitality. Once such
program provides an upfront tax advantage for home improvements costing $20,000 and
more. I will work to lower the requirement to $10,000, permitting more home owners to
participate. I will also work to make future bond money available for improvements to our
neighborhoods such as improved perimeter walls, bridges, and park upgrades to improve
the look and feel of our aging city. These improvements will cause those that drive through
Richardson to want to consider it for their home. Like with our exceptional school system
in the RISD, the city should design the issuance of bonds to begin when old bonds are
being retired and avoid increasing our property tax rate to service the debt. When I moved
to Richardson, the city manager boasted that Richardson had the 2nd lowest property tax
rate in the State of Texas for a city its size. Today, Richardson is in the top half of the
highest rates in the metroplex. This trend turns more potential residents and businesses
away, further complicating our efforts to maintain a healthy city. , and 3.) Maintain a
balanced budget. We just need to live within our means. This one pays for itself.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Based on comments of my opponent in recent forums, it is obvious he is not aware of
the city's financial shape. He has said that we maintain a balanced budget and our great
performance center is cash flow positive. Unfortunately, our own city financial report on
the city's web site predicts a $2 million deficit this year. If the prediction holds, this lost
plus the prior three year lost will add $20+ million in additional debt to Richardson. The
Eisemann Performance Center is expecting to loose approximately $2 million in operations
and about another $2 million in debt service that the operation's income cannot cover.
When the center concept was being sold to Richardson citizens, it was stated by city
officials that the hotel / motel tax would cover the debt service. Unfortunately, this income
is not sufficient to cover the Eisemann Center's operational deficit with none left over for
debt service. Perhaps the tax would have been able to cover the debt if the city officials did
not miss their original construction budget by several hundred percent. I won't allow these
types of errors to continue. When we create a balanced budget, we will live within it. When
we take on a major project with a projected cost, we will keep within it or cut scope to
avoid the ever rising debt creep Richardson has allowed for 20 years. Rising debt is like a
cancer, at first you don't even know you have it, but it will get you in the end if you don't
do something about it. The first step to doing something is knowing you have the problem.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting residential and commercial development to Richardson is very important to
me. I have seen Richardson go from a thriving city with a mall, multiple movie theaters,
and an abundance of grocery stores, restaurants and even furniture stores. Today,
Richardson unfortunately doesn't have these or many of these. There are no grocery
stores in northeast Richardson. I'm amazed by this inconvenience. Richardson residents
can't buy much anymore in our city. This trend has to be turned around. Having been a ten
year member of the Richardson City Planning Commission, including being the chair, I
have seen and worked on many new developments and redevelopments, The CPC is
responsible for working with staff to create the Comprehensive Plan that the city uses to
guide its land use. I was chairman of the CPC when the current Comprehensive Plan was
updated and passed by the city council in early 2009. Through this experience, I have
great insight to where we are and what we can do to assist in development and
redevelopment. I would give the city a C+ grade for their economic development efforts.
There have been some good success stories, but across the board, we have left too many
holes in a balanced business environment and our successes have cost us dearly.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: With only about 3 percent of undeveloped land, Richardson is faced with the need to
grow through higher density in residential and business. This brings many new challenges

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and must be approached with proper, detailed planning to make sure we don't cause
problems that manifest in ten and twenty years out like what has occurred in the West
Spring Valley corridor between Central Expressway and Coit Road. Residential density is
needed and should continue to be promoted particularly along mass transit corridors. The
density needs to be kept in check as there are many examples of unrealistic plans
dragging a city down with them. Fortunately, Richardson can learn from these prior efforts.
Richardson's most recent sizable high-density development in Brick Row is experiencing
significant challenges to complete its planned mix use development despite being
immediately adjacent to a DART rail station and within a half mile of the main artery
through Richardson, Central Expressway. Brick Row has been unable to lease even one
retail tenant. Since the current trend in housing is a strong rental market, the apartments
there and elsewhere have done well, but all other types of housing and retail have not. If I
had been on the city council, I would have worked hard to reduce the approved residential
units cap at the recently approved two parcels of land in north Richardson around Central
Expressway and George Bush Turnpike. If the developers develop these parcels with the
highest density permitted, it will be nearly twice as dense as any other mix-use
development in North Texas. The positive potential is there and the risk of failure including
significant development delays is great such as in the Brick Row project. I don't believe in
gambling with the little undeveloped land left in Richardson.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Since local governments are not capable of controlling our boarders, there is only so
much one can expect to be done at this level. At least we can enforce the current laws and
make our representatives in Austin and Washington aware of the need to take additional,
proactive measures. I'm in favor legal immigration at a rate that doesn't unfairly tax our
health system, schools, and job market.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I do favor a regional transit system and see the value in them. Texas and Texans have a
problem when it comes to using mass transit, we have a big state and instead of having to
grow through density because of physical limitations, we just grow by moving further out
from our center. This fact makes it very difficult to have an effective mass transit system in
the near term like is found in other major population areas like Boston, New York, London,
etc. Another problem we have is we like our freedom to go when we want. Despite the
higher gas prices, we still don't see full HOV lanes. Hence, our mass transit plans need to
be realistic.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Richardson is fortunate to have a terrific performing arts center. Unfortunately, we
alone cannot operate it for what the city officials predicted it would cost. Centers like this
must be built as regional centers for the short and long term use with shared costs. We
need to build bridges of cooperation between cities, school systems and other large
operations to better leverage our infrastructure and contain costs. I will work with these
organizations to do just that, not only because I want to, but because it is necessary,
particularly in today's economic times.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I believe Richardson is for the most part well run. There are a few isolated situations
that need attention to get more bang for our buck. For example, we have a very good
municipal golf course where the golf pro has a super sweet deal that by just about
anyone's standard is not fair to the city. The future contract will not be the same as the
current one.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: I'd give the city officials a C+ considering what they have given away to secure what
they have achieved in economic business development. I believe in public-private
partnerships, where the relationships and exchange of monies is fair to both parties and
the proper safeguards are in place to address when one party does not live up to its part of
the deal. This is an areas needing improvement in Richardson's economic development
world. Richardson has a balanced budget, they just don't live within it. There are several
areas where millions can be saved. I will work to make sure we live within our means.
Richardson has budgeted each year funds to maintain its roads, sewers and other
infrastructure. I expect this will continue. The amount budgeted has been able to cover the
basic repair needs. Not to confuse this with the need for more expensive, periodic major

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replacement that is needed in an aging city. These periodic infrastructure challenges cannot
be achieved alone in an operational budget and will continue to require bond money. A
long term bond usage management plan can keep future bond debt service from
increasing beyond our ability to pay. I will work to make sure such a plan is in place.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Like many cities, Richardson is not living within its means. The growing debt is like a
time-bomb that if it continues to grow, will result in reduced services and layoffs. Action is
needed now to keep this from happening and I am committed to putting in the needed
effort to properly manage our finances. Our future depends on this and the prosperity of
Richardson requires us to be responsible leaders.

Mark Solomon

Biographical Info:
Name: Mark J. Solomon
Street Address: 1530 Hindsdale Dr.
City/Town: Richardson
State: TX
Date of Birth: April 9, 1944
Work or Campaign Office Phone Number: 214-739-5610
Home Phone Number: 972-644-1373
Mobile Phone Number: 214-502-4397
Fax Number: 214-739-5404
E-mail Address: marksr@assurnet.biz
Campaign Web Site Address: www.re-electmarksolomon.com
Questions:
Q: Length of residency in the city
A: 23 years
Q: Length of residency in the district, if applicable
A: 23 years
Q: Occupation/main source of income
A: Owner and operator of Assurnet Insurance Agency for 25 years
Q: Current civic involvement/highlights
A: Richardson City Councilman 2009-11 Member of the Board of Directors Richardson
Central Kiwanis Club Member of the Board of Directors of the Professional Insurance
Agents of Texas Member of the Board of Directors of the Texas Association of Business
Member of Yale Park Homeowners Association Member of Spring Valley United Methodist
Church Richardson Chamber of Commerce Member of the Dallas Park Cities Philatelic
Society President Wildflower Consortium
Q: Previous civic involvement/accomplishments
A: Richardson Parks and Recreation Commission 2002-08 Vice Chairman 2006-08 Past
President of the L.V. Berkner HS PTA Past President of the L. V. Berkner Atheltic Booster
Club Past President of the Automobile Insurance Agents of Texas Honorary Life Member -
Texas Congress of Parents and Teachers
Q: Education
A: Bachelor of Science - Southeastern Louisiana University 1966 Master of Education -
University of Southern Mississippi 1973
Q: Previous public offices sought/held:
A: Currently serving on the Richardson City Council Deputy Secretary of Culture,
Recreation and Tourism for the State of Louisiana
Q: How much funding have you raised for your campaign?
A: $8900.00
Q: Who are your top three contributors?
A: Mark Solomon (me) Richardson Firefighter Association Felix Chen
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No to the criminal proceedings. Yes,unfortunately civil litigation is often part of being a

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small business owner. I have had two small civil suits against the agency over disputed
return commissions owed to two different insurance carriers. Both suits were successfully
settled to the mutual benefit of both parties.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: My current service on the City Council, extensive experiences as a business owner,
active current and past participant in numerous civic activities on both the city, state and
national level, combined with a caring attitude and demonstrated positive leadership make
me the most qualified candidate for Place 2 on the Richardson City Council.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: The West Spring Valley Initiative is the most pressing long range project the City has
undertaken in years. This project has already taken on a life of its own and will continue
for many years to be a focal point for all of Richardson. It will need to have multiple
sources of funding, public, private and combinations. The City has already put general fund
dollars into the initial planning and rezoning for the area and has dedicated a staff person
to the overall direction of the project. I will continue to work with the various stakeholders
to seek out funding opportunities on the local, county, state, national and institutional
levels. Another important action item is to retain and attract new commercial and
residential development to continue to expand our tax base. In order to do this I support
continuing to use the economic incentives that we have used successfully to this point such
as TIF’s, tax abatements and incentives. I am also open to new strategies that might be
presented that are not presently being used. Additionally I will continue to seek ways to
improve our infrastructure. Our water and sewer mains, streets, public buildings continue
to age and need to be continually evaluated for their usable and productive life. Paying for
over $300,000,000.00 in already identifiable potential needs is a formidable task. I will
continue to work with our citizens and City Staff to see what funding opportunities are
available to address this issue.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Consistency and a positive approach are the key differences between my opponent and
me. I have continued a very positive approach to all my activities over the years, in
business and in community activities. When presented with opportunities to make
Richardson a better place to live and raise our family, work growing my business, or
playing, I always stepped forward to support those programs. I have consistency in my
business and community service as demonstrated in 25 years as the owner of my
independent property and casualty insurance agency.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: This ranks #1 in Richardson and the Richardson has done an outstanding job in this
arena. Richardson has been recognized by Moody’s and Standard and Poor’s for our
outstanding financial management. “Standard and Poor’s Rating Services assigned its ‘AAA’
long-term rating, and stable outlook, to Richardson”. This rating is the result of a long
practiced efforts on behalf of the Council and Staff to equip the city for growth. Residential
and commercial developers look to these ratings when deciding on investing in a
community. This recognition has enabled Richardson to experience a continued growth
even in face of the national recession. The start up of the TI Fab plant, the relocation VCE,
and the retention and expansion of Blue Cross and Fossil are but some of the major
commercial achievements Richardson has experienced in the last two years. The
aggressive leasing of Eastside is a shining example of how we have grown our retail base.
Even though Richardson is limited on new residential areas, we have seen growth in those
areas as well. We are one of the few cities that have seen new subdivisions being built. The
future is only brighter with the recent re-zoning of over a hundred acres at Bush and
Renner Road. Richardson continues to position it’s self for quality growth.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: The recently released 2010 census did show some slight changes in the demographic
makeup of Richardson. These changes were not as dramatic as in other areas of the
region. Our population remained very constant, yet we did have some slight changes in
our various ethnic populations. The Council has continued to work on insuring diversity on
our various Boards and Commissions, a New International Business Development Office is
being created, and our public services from the Library to our Neighborhood Services

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programs have continued to reach out to all communities to enhance their participation
within the city. We have and will continue to work closely with our educational partners,
RISD, PISD, UTDallas and Richland College in addressing these changes.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Our Richardson Police will continue the same policy we have had regarding arrests. If
the person arrested is determined to have immigration issues ICE will be called to handle
the matter.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: Richardson has been a member of DART since 1983 and is a strong supporter of a
seamless regional transportation program. Richardson has been a key player in the
visioning and now the implementation of the Cotton Belt rail link from the Bush/Renner
station westward to DFW and beyond and eastward to Greenville. Richardson will continue
to be involved with NCTCOG in air quality and other issues that benefit from a regional
seamless transportation system.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Air quality, water, transportation, economic development are but a few of the major
issues facing this region. The region is one of the fastest growing regions in the nation and
in order us to avoid duplication and maximize our resources we must cooperate. Failure to
do so will be an unnecessary waste of our tax dollars. Richardson’s elected and appointed
officials have a long history of committed leadership in the region. I will continue to
encourage our Council, Commissioners, and Staff to take a leadership role in regional
activities.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Yes, Richardson has not seen a cut back in the quality of our municipal services. Our city
is currently delivering our outstanding service with 3+% less staff than we had in 2005. As
a Councilman I will continue seek out new ways to improve our efficiency and to look at
any opportunity to reduce cost, yet maintain quality.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Our current leadership has done as an excellent job as evidenced by the previously
mentioned ‘AAA’ ratings. The leadership took a very proactive position in 2001-02
regarding city finances and services. This proactive focus has continued and I will work to
insure that we continue to be sensitive to economic conditions. As I have stated above we
will continue to look at our infrastructure and seek innovative ways to address these
needs. We have maintained our same operational tax rate for the past 7 years and with
good high quality economic development we should be able to continue this record.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Richardson is a vibrant community yet has very limited area for new residential or
commercial growth. This realization is one that will challenge the city as we try to
redevelop or develop what little green space we have left. It may mean changes that
possibly were not considered heretofore in order for us to remain economically competitive
with other areas in the region.

Richardson City Council, Place 4


Description:

Candidates (choose 1):

Laura Gibbs Maczka

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Biographical Info:
Name: Laura Gibbs Maczka
Street Address: 301 Overcreek
City/Town: Richardson
State: TX
Date of Birth: September 19, 1964
Work or Campaign Office Phone Number: 469-230-8334
Home Phone Number: 972-783-1960
Mobile Phone Number: 214-732-3754
Fax Number: 214-540-7207
E-mail Address: lauramaczka@sbcglobal.net, laura.maczka@nfte.com,
laura@lauraforrichardson.com
Campaign Web Site Address: www.lauraforrichardson.com
Questions:
Q: Length of residency in the city
A: 27 years
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: Executive Director of a non profit, the Network for Teaching Entrepreneurship (NFTE)
which provides entrepreneurship education to 2000 disadvantaged youth currently enrolled
in our program in DISD middle and high schools.
Q: Current civic involvement/highlights
A: State Representative Angie Chen Button Education Committee and Water and Natural
Resources Committee, City of Richardson Wildflower! 100 Committee and Music Festival
Ambassador,Canyon Creek Homeowner’s Association Board – Executive Vice President
Richardson, Chamber of Commerce Young Professionals Advisory Committee, Leadership
Richardson Curriculum Chair, Leadership Richardson Advisory Board, Leadership
Richardson Alumni Association Board, Friends of Library Board, Prairie Creek Garden Club,
Prairie Creek Elementary PTA Board - Legislative Chair, RISD Budget Review Team,
Richardson Rotary, Chair of Discovery Point – raised $130,000 in private funds for outdoor
classroom in public park, Young Men’s Service League, Texas Recreation and Parks Society
(TRAPS) Board, Citizen Branch Chair for the State of Texas
Q: Previous civic involvement/accomplishments
A: Those items listed above as well as: City of Richardson Parks & Recreation Commission,
Vice Chair (appointed 2010) Commissioner (appointed 2007), City of Richardson Christmas
Parade – Broadcast Co-Anchor, Canyon Creek Homeowner’s Association Board – VP
Beautification, Secretary, Leadership Richardson, Class XXII (2006 – 2007), Advisor
(ROC), (2007-2010, Leadership Richardson Alumnus/Volunteer of the Year (2010),
Leadership Richardson Alumni Association Board, Prairie Creek Garden Club – numerous
positions held including VP Ways and Means, VP Civic Beautification, Junior League of
Houston, Junior League of Richardson, Junior League of Dallas, RISD Council of PTA’s
Board and Local PTA Boards (Prairie Creek Elementary, North Junior High, and JJ Pearce
High School) – numerous positions including President multiple times, VP Hospitality,
auction chair, VP Ways and Means, Legislative Chair, etc. Received PTA Lifetime
Membership Award, JJ Pearce Athletic Booster Club Board, Chair of Public
Relations/Publicity Chair – Back to School Kickoff, RISD Excellence in Education Foundation
Board – various positions held, Inside RISD (2006 Class), City of Richardson Swim Team
Board, Chair of Discovery Point – raised $130,000 in private funds for outdoor classroom in
public park, Co-Chair, Vote YES! Bond Campaign – successful $66 million bond effort for
the City of Richardson, Young Men’s Service League, Texas Recreation and Parks Society
(TRAPS) Board, Citizen Branch Chair for the State of Texas
Q: Education
A: Graduate of JJ Pearce High School in Richardson BS of Science from Texas A&M
University
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: Approximately $11,000
Q: Who are your top three contributors?
A: Richardson Fire Fighters Association, MetroTex Association of Realtors,Sam Yang
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No

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Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Having grown up in Richardson, my roots are firmly established in this community. Like
my parents who made the same choice in the 1970’s, my husband and I chose to move
back to Richardson because we knew it would be a great place to live, work and raise a
family. As I have become more involved in the entire community, I have come to both
understand and appreciate the changes that have taken place over the years as well as our
community’s ability to successfully navigate through difficult times. Richardson is at a
critical moment in time. We must pay close attention and make solid decisions in the areas
of fiscal responsibility, attracting and keeping more employers and jobs. We must take
care of our neighborhoods - especially those in need of re-investment, insuring that we are
a safe place for all. We must meet the needs of our current citizens -including the seniors
who represent a growing portion of Richardson, while at the same attracting both young
professionals and families who are key to our future success. Our citizens have enjoyed
and come to expect high quality public services. Rightly so, there is an expectation that the
very real aging infrastructural issues will be addressed by the City. We must work to
maintain and improve on what we offer residents. However, we must also work to
understand and balance the cost of those services and how we fund them. This will be hard
and will require some difficult decisions because the answer is not to put the entire burden
on taxpayers. As part of the next generation of our community’s leadership, I am running
for Richardson City Council with an appreciation of the past and an eye on the future. I
have spent the last 14 years actively working in this community. The list of boards I have
served on and the leadership roles I have held is extensive. I have worked in all aspects of
the community…the schools, the neighborhoods, the community at large as well as the
state. In my professional life, I serve as the Executive Director of a non-profit (The
Network for Teaching Entrepreneurship - NFTE) that provides entrepreneurship education
to 2000 disadvantaged youth in DISD. I am responsible for raising all funds and managing
the budget that implements the program. I understand the importance of job/business
creation as a means of moving forward economically because that’s what NFTE enables our
students to do. As a community volunteer I have had the vision and successfully led a
number of efforts from concept to implementation including building an outdoor classroom
in a public park utilizing a committee of community leaders and partnering with the school
district and city to both create the vision, design the plan, raise the funds required and
build the project which is now available for the entire community to enjoy. I am a strong
communicator and very approachable and accessible. Like I have done on every project I
have undertaken with the city, as a council member, I will work hard, listen, study and
understand the issues and challenges. I will make decisions through the lens that my three
sons might be able to be the third generation to call Richardson home.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. Economic Development. We must recruit businesses and jobs to the community as
well as keep those that are currently here. We must work to have a mix of companies both
large and small as well as maintain a good mix of industries. To do this I would look at
what analysts forecast as growth industries and target them – Energy, Healthcare,
Bioengineering and Cloud computing. I would leverage the research initiatives of UT Dallas
and create technology clusters or centers of excellence. We are in a competitive world in
terms of attracting new businesses. Where a lot of cities can give a great deal of up front,
we do not have the pocketbook to give out large sums of cash. We must look at the long
term affect of incentives which could possibly help fill empty buildings and should be used
to help create clusters of desirable companies. I will utilize the newly created Mayors Office
of International Business and the International Business Advisory Committee to attract
more international companies to Richardson. 2. Transit Oriented/Mix Use Development
Projects. I would work to insure that the transit oriented/mixed use development project
at George Bush/Renner Road as well the Spring Valley Corridor revitalization projects get
underway in a thoughtful, conscientious but expeditious way that sticks with the current
vision that has been presented for both projects. I would push for this by working with
citizens for input and suggestions, land owners/developers for accountability to the vision
and city staff for implementation. 3. Community Redevelopment: We must look at aging
parts of the city and reinvest in those areas. This effort is a three way partnership between
City Council, city management and the community – all of whom should be encouraged to
initiate and implement reinvestment/redevelopment efforts. I will push for implementation
of the projects associated with the recent bond. I will encourage all groups to feel the
responsibility for pushing the projects along. Numerous ways to pay for the efforts exist. I
would encourage residents and neighborhoods to take advantage of current city programs

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that provide either matching funds for beautification projects or incentives for renovating
and investing. Additionally, private funds could be utilized for certain efforts and projects.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: As a candidate I have a positive outlook for the future Richardson as well as the energy
and experience to get us there. I would work to leverage our past successes and build on
them. I am pro growth minded and feel that bringing jobs to the City of Richardson is a top
priority. I am open minded and willing to consider strategic use of tax incentives to attract
businesses from growth industries into Richardson whereas my opponent has been
adamant that such measures such not ever be used. I have spent the last 14 years
working in the this community serving on dozens of boards in a variety of leadership roles.
My experience ranges from involvement in RISD both at the school, district and state
levels to neighborhood as the vice president of my home owners’ association to the entire
community through the Chamber of Commerce, Leadership Richardson and a member of
the City of Richardson Parks and Recreation Commission. I’ve been actively engaged in
the business of the City through regular attendance at Council meetings and participation
in several recent City undertakings including the Parks and Recreation Open Space and
Master Plan, the recent zoning case at George Bush/Renner Road as well as the Spring
Valley redevelopment. This range provides me with both knowledge and experience.
Additionally, I have a proven track record of successfully bringing divergent interests
together to take a project from concept to implementation, an example of which is the
Discovery Point at Prairie Creek Park – an outdoor classroom for the community to enjoy –
which required raising more than $130,000 in private funds to build a project on a public
park.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting residential and commercial development to Richardson is at the top of my list
of priorities. The key to a vibrant city is economic development. Richardson has a solid
foundation in this area and we need to build on that. We must continue to be business
friendly and work to bring in a diverse mix of both large and small companies from across
the state, the country as well as internationally. We should have the goal of increasing the
current 52% commercial tax base to ease the burden on taxpayers. Richardson is a
landlocked city with limited green space options. While we develop those green spaces in
way that meets both current and future needs of the city, Richardson must simultaneously
focus on redeveloping/repurposing/reinvesting in older areas. Through Tax Increment
Finance (TIF) districts, the city has established a way to reach its’ mission of “new and
renew”. An emphasis on Transit Oriented Developments along the DART rail is a step in the
right direction. Several mixed use developments have taken place with several more in
the planning and visioning stages. These will help attract both residential and commercial
developers to the city. Strong neighborhoods are important to businesses considering
Richardson as their home. The Neighborhood Vitality Program will have provided more
than $12 million to utilize homeowner/neighborhood associations and community
participation to create stronger neighborhoods. This coupled with a number of residential
revitalization programs implemented by the City like the Home Incentive Program which
provides renovation incentive support have encouraged residents to re-invest in their
homes and have significantly increased property values in areas that this has taken place.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Richardson like many other cities in the region is a very diverse community which
continues to change in its’ mix of residents. The city is working to adjust to the changing
demographics. In the Richardson Independent School District alone, more than 90
languages are spoken by students currently enrolled. Areas the city must consider include:
continue to encourage diversity for leadership roles in the community such as boards and
commissions, continue to reach out and work on building relationships with each
community, seek non-traditional ways to reach out to and communicate with the varying
cultures that exist in the City, provide a variety of opportunities for input, questioning, and
ultimately engagement and involvement. Each group has its own unique interests in terms
of involvement and the city must adapt to those terms. Additionally, the senior citizen
population of the City continues to increase. A good mix of senior housing options must be
developed as well as programs and services directed to the senior citizens in an effort to
keep them in our city.
Q: What should the city or the police department do to address the issue of illegal
immigration?

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A: Illegal immigration is a challenge for the country. The federal government has not been
able to solve the problem of immigration which has put both states and cities in difficult
positions. Richardson currently works closely with and collaborates with federal and state
authorities (Immigration and Custom Enforcement – ICE) to enforce current immigration
regulations. The City needs to continue this policy of enforcement without overly burdening
the city resources and taxpayers with additional responsibilities.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I favor a seamless regional transit system. Working to enhance and facilitate mobility
throughout the region is one key factor to our city’s continued success. With multiple stops
on the DART Rail and access to four major highways, Richardson is centrally located with
access throughout the region. A regional transit system will alleviate some of the concerns
of rising fuel costs and allow employees commute options, reduce traffic congestion and
pollution as well as make access to communities throughout the region easier. I would
continue to partner with DART to develop the 67.7 mile commuter Cotton Belt Rail Line
which will connect the region East to West. I will consider seeking private money to build
the rail line in hopes of making it happen in a shorter period of time, despite significant
anticipated cuts by the State of Texas to transportation. I will also encourage membership
in DART by those cities that are not currently contributing and participating.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Because of our central location within the Metroplex, Richardson is very much affected
by regional issues and decisions. The City has a history of strong regional cooperation and
engagement through a variety of ways including the North Central Texas Council of
Governments. Richardson has been actively involved in the regional transportation
strategy through Dallas Area Rapid Transit and the North Texas Tollway Authority. With a
projected regional growth from 4 million to 8 million people by the year 2020, I will work
with the North Texas region to discourage urban sprawl and encourage the use of density
around rail stations. Other areas that could benefit from greater regional cooperation could
also include healthcare, public safety, and education. Additionally, with limited resources
that most municipalities are experiencing, opportunities for collaborative efforts to bring
amenities and services to communities like trail systems, recreational facilities, municipal
buildings, etc. should be explored as a way to pool and share resources and expenses.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Richardson residents enjoy high quality services in all areas – public safety – police and
fire, emergency management, trash, water and sewer, trail systems, library and parks and
recreation facilities to name a few, all delivered by professional, capable and dedicated
City staffers. A stronger emphasis on recycling should be considered. We should expand
recycling to businesses as well as encourage recycling of yard waste. In terms of costs, it is
important in these difficult economic times to be mindful of the costs associated with
delivery of services and look for ways to maximize service delivery at a reasonable cost.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Richardson has weathered the current economic storm very well. The downturn in the
Telecom Industry in the early 2000’s gave the City the opportunity to purposefully diversify
its’ business base. Richardson now benefits from a greater mix of businesses that call
Richardson home making it the 2nd largest regional employment area. There is currently
significant office space available which coupled with Richardson’s central location makes it
ideal for major corporate relocations. Leveraging our technology base, recent
announcements have been made of companies moving into or expanding in Richardson:
United Healthcare and AT&T(users of the Technology); VCE, Digital Realty Trust and Acadia
(developers of technology); and id Software (a leader in the high growth gaming industry).
These moves indicate the three year trend of modest tax base growth should continue. The
presence and growth of UT Dallas and Richland College provide a high quality, skilled
workforce for businesses in the area. In balancing the budget, first we must look for
additional sources of revenue including increasing businesses, supporting retail to impact
sales tax revenue, and bringing in visitors to increase hotel/motel tax revenue which can
be used to deal with infrastructural issues. Looking for ways to reduce expenses without
sacrificing services is crucial. We must use fiscal restraint, pay attention and evaluate all
expenses. Increasing contract services where appropriate should be considered but
balanced with quality provided. We must have a short term and long term debt reduction
program. While labor intensive, I would consider moving towards or phasing in zero based
budgeting as a way of validating and confirming that spending decisions made each year

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are fiscally responsible, or at least consider periodic, staggered departmental reviews. The
passing of the recent bond insures that some of the aging infrastructural needs will be
addressed.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Richardson is an aging community in a competitive market with surrounding cities who
are working to attract companies, jobs and residents. We must maintain and improve
aging infrastructure, neighborhoods and commercial areas to attract new corporate and
residential citizens without placing too much burden on taxpayers.

Karl Voigtsberger

Biographical Info:
Name: Karl Voigtsberger
Street Address: 411 Canyon Ridge Drive
City/Town: Richardson
State: Texas
Date of Birth: 8/12/1952
Work or Campaign Office Phone Number: 469-585-0999
Home Phone Number: 972-234-1713
E-mail Address: electkarl@att.net
Campaign Web Site Address: www.electkarl.net
Questions:
Q: Length of residency in the city
A: 22 years
Q: Length of residency in the district, if applicable
A: 22 years
Q: Occupation/main source of income
A: Data Analyst at Safety-Kleen Systems, Inc. in Plano Texas.
Q: Current civic involvement/highlights
A: Member of Town North Presbyterian Church Member of Rotary International
Campaign for City Council
Q: Previous civic involvement/accomplishments
A: American Family Radio, Dallas, Advisory Board (2006) Texas Home School Coalition,
Advisory Committee (2003–2005) Collin County Bond Committee, Transportation
Sub-Committee (2007) Collin County Bond Committee, Facilities Sub-Committee (2003)
Precinct Chairman of the Year (2009) - Collin County Republican Party County Chairman's
Award (2003) - Collin County Republican Party Senate District 8 Volunteer of the Year
(2002) – Republican Party of Texas Served on many civic committees, local and
state-wide.
Q: Education
A: Electrical Engineering
Q: Previous public offices sought/held:
A: Collin County Commissioner, Precinct 2
Q: How much funding have you raised for your campaign?
A: $3,000
Q: Who are your top three contributors?
A: Richardson Citizens Alliance
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for Richardson City Council, because I believe that my personal and
professional background has prepared me to serve in this office. I have studied the
operation of city, county, and state government for many years and have served
Richardson on two Collin County Bond Committees. In 2003, I served on the Facilities

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Sub-Committee and in 2007, on the Transportation Sub-Committee. Working with financial


data everyday, as a Data Analyst, has been further preparation. Life experience as a
father of four children, and grandfather to five, and 30 years of marriage to my wife Kathy
have given me the maturity to serve as a good financial steward of the taxpayer’s
resources. Work experiences in the private sector and community service in the public
sector have provided important leadership experience. Finally, I want to give back to the
community that we have enjoyed living in for 22 years.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: The three most important actions I will take if elected are to control spending, lower the
debt ceiling, and increase the tax base. Addressing these needs is essential to the future of
our city as the economy continues to be challenging. The council can control spending by
elimination of non-essential services that are not self-supporting. The core functions of city
government still need to be fully supported. The debt has risen to an all time high of over
$500 million dollars. Paying off the debt at an accelerated pace and a moratorium on new
debt is needed to ensure the city’s future financial health, so that we do not continue to
burden future generations with excessive, unfair taxation. Increasing the tax base with
aggressive corporate and commercial business recruitment, without giving excessive tax
abatements is critical to balancing the city’s need for income and providing infrastructure
that will attract new businesses to our city. These actions will not cost the taxpayers.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I see the need for change and have proposed concrete solutions. Detail oriented data
analyst, who also sees the big picture. I am an Experienced, Genuine Economic
Conservative Leader.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting commercial/retail and corporate development is high on my list of priorities.
We need to expand our tax base and those are the areas where we have potential. The
city has done a good job attracting corporate development, but we need to improve upon
our record with more commercial/retail development.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: The main demographic change in Richardson has been an influx of younger families
from out of state as the economy has been poor in many regions of the country, while
North Texas has done much better. The city has pursued corporate relocations and we will
continue that trend.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: When the police department makes criminal arrests, they check immigration status,
and they turn those illegal immigrants over to the federal government which then deports
them back to their own country.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: We already have a seamless regional transit system called DART. We have been
supporting DART for over 20 years with a portion of our sales tax receipts. The Cotton Belt
line is being developed privately and that will be a huge benefit to Richardson and North
Texas.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Unfortunately, regional partnership is very often a euphemism for economic
redistribution, such as the Robin-Hood plan of school finance. The citizens of Richardson do
not usually fare very well with regional partnerships. If that problem could be rectified,
then I would be supportive of regional partnerships.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I do not think that Richardson delivers services in the most cost-effective manner to
taxpayers. We need to do efficiency studies in every department to look for cost savings.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The current leadership has relied upon deficit spending to make up for revenue
shortfalls. We need to do whatever is necessary to balance the budget without creating

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more debt service. That means doing more basic infrastructure work and less of the
extravagant, elitist projects, sometimes referred to as "amenities".
Q: What is an uncomfortable truth about your city that voters must confront?
A: The uncomfortable truth about Richardson that voters must confront is the negative
effect of deficit spending on our city's future. General Obligation Bonds and Certificates of
Obligation both represent deficit spending.

Richardson City Council, Place 5


Description:

Candidates (choose 1):

Kendal Hartley

Biographical Info:
Name: Kendal D. Hartley
Street Address: 2409 Little Creek Drive
City/Town: Richardson
State: Texas
Date of Birth: July 1960
Work or Campaign Office Phone Number: (972) 437-9918
Home Phone Number: (972)235-0043
Mobile Phone Number: (469) 979-2277
Fax Number: (972) 437-9917
E-mail Address: Kendal@HartleyForRichardson.com
Campaign Web Site Address: www.HartleyForRichardson.com
Questions:
Q: Length of residency in the city
A: I have lived in Richardson for the past 40 years, prior to age 11 I lived in the Lake
Highlands area.
Q: Length of residency in the district, if applicable
A: 40 years in Richardson, 11 years prior in Lake Highlands area.
Q: Occupation/main source of income
A: Residential Real Estate Appraiser
Q: Current civic involvement/highlights
A: Citizens Challenge interviewing rookie police officers, Richardson Citizens Police
Academy Alumni Association, Leadership Richardson Alumni Association, MetroTex
Association of Realtors, member Canyon Creek Homeowners Association
Q: Previous civic involvement/accomplishments
A: Immediate past Chairman of Parks & Recreation Commission (2005-1010), Vice
Chairman (2003-2005) and on the commission since 2002, City Plan Commission
(1995-1999), Sign Control Board (1993-1995), Kendal served as a judge for the Richardson
Holiday Parades for several years, volunteering also at the Wildflower Festival and serving
at the Senior Citizens Thanksgiving Luncheon. Graduate of Leadership Richardson, Board
of Directors Member for Leadership Richardson Alumni Association in 2009, Board of
Directors for Network of Community Ministries
Q: Education
A: BA University of Texas at Austin, State certified residential real estate appraiser with
SRA designation and CRP (Certified Relocation Professional), Texas Real Estate Licensed
Broker
Q: Previous public offices sought/held:
A: No elected offices.
Q: How much funding have you raised for your campaign?
A: $7800.00
Q: Who are your top three contributors?
A: Metro Tex Association of Realtors, F. Chen, M. Bailey
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.

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Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I served on the Sign Control Board (1993-94), City Plan Commission (1995–99), Parks
and Recreation Commission (2002-10) Vice Chairman 2003, Chairman 2005-2010. I am a
real estate appraiser with a small business in Richardson. I have lived in Richardson 40
years and want to keep Richardson vital and strong. My background as a residential real
estate appraiser, small business owner and 40 year resident of Richardson have prepared
to serve the City of Richardson. I plan to utilize my knowledge and experience of real
estate issues and property values to help ensure Richardson stays a city for residents to
live, play and work as well as encourage new business to keep Richardson strong and
increase our tax base.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I feel the three most pressing needs in the next two years will be economic
development, transportation and redevelopment of the Vision areas. Economic
development needs to look into recruitment of new businesses as well as international
investments. Transportation also ties into economic development. The Cotton Belt is an
east west connection to DFW as well as the door step to UT Dallas. It is vital to the 190/75
development. With the redevelopment of the Spring Valley area already in process, we
need to start working on the other Vision areas earmarked by the city. These areas would
be: Main Street, Central Expressway, Promenade and the industrial areas.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am a certified residential real estate appraiser and involved in the real estate business
as well as a small business owner in Richardson. My knowledge of the real estate business
and experience as a real estate appraiser will bring valuable knowledge to the council
regarding how,what and why neighborhoods need to do to revitalize and keep their
property values up. We need to attract families and young professionals to Richardson by
revitalizing existing commercial properties, retail and single family dwellings. Through my
background and experience I will work hard to do this for Richardson and it's residents.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting residential and/or commercial development to Richardson ranks as one of my
top priorities. Redevelopment and revitalization is very important to Richardson in order to
increase the property values and therefore increase the tax base to keep taxes rates for
residents low. Residential and/or commercial development is very important to Richardson
and I believe they are very proactive in this area. I would work hard to continue to be
very proactive in the area of revitalization to ensure Richardson would be able to continue
to attract business and homeowners to our city.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: The City of Richardson is a very culturally diverse city. The city is actively involved with
many different interest groups and is working hard to get involvement from these groups.
I will continue to work going out into the neighborhoods, attending events and
homeowners association meetings to encourage more participation by all of our residents.
We need to make sure to include all of Richardson by advertising ways citizens can be
involved with the City in volunteer positions, volunteer and participate in Richardson
events. We can utilize the existing city publications and websites as well as HOAs,
Chamber and all other Richardson organizations to publicize opportunities to get involved.
This will give citizens a chance to get involved with Richardson and make Richardson what
they would like it to be.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: I believe the City of Richardson and the police department are handling the issue of
illegal immigration well with the information and resources they currently have. Currently
they only address illegal immigration issues as needed if the police are on a routine call
and someone does not have the correct or required identification. ICE is contacted and
they determine the course of action if needed by the city at that time.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I would support a transit system for the area i.e. the Cotton Belt line that would give
the region an east/west system that would connect Richardson and surrounding cities to

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DFW airport. I will work with surrounding cities to get support and try to involve private
investors to encourage completion of the transportation project.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: The North Texas region is the fourth largest metroopolitan area int he country with
more than 6 million people. For the second stratight year, North Texas leads the nation in
population growth. I believe we need to continue to work with other cities in the region to
be aware of the upcoming issues of the region and work together to encourage
partnerships. The city already works with other cities on various issues and is involved in
regional transportation meetings. I believe the city management and council should
increase the focus on working with the City of Dallas related to the areas just south of
Richardson (Spring Valley being the prime example) to fight crime and increase the effort
on revitalization and redevelopment in these areas. Working with other cities could also be
advantageous in other areas like transportation and other areas of revitalization in
Richardson.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I have not been directly involved in the budget process, but would go into the budget
meetings with an open mind and would be willing to look at whatever needs to be
changed. I am sure we will have the opportunity to look at each department and see what
changes are deemed appropriate at the time. We may need to look at some of the items
we have outsourced to see if it is still cost effective to continue to outsource them. In
addition, we may need to look at outsourcing additional items to save money. In these
tight economic times we need to reduce spending where it is prudent. As a small business
owner I know that you must reevaluate your spending constantly to ensure you are
making the best use of your budget.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: The City Council has done a good job weathering the economic storm as measured by
the Moody's and Standard and Poor's bond rating of AAA and audits have shown. Cost
cutting measures and a support of a bond program to cover the aging infrastructure of
Richardson will probably be needed to update aging Richardson infrastructure. As stated in
the previous answer, we will need to review the budget to look at each department and
see what changes are deemed appropriate at the time. We may need to look at some of
the items we have outsourced to see if it is still cost effective to continue to outsource
them. In addition, we may need to look at outsourcing additional items to save money. In
these tight economic times we need to reduce spending where it is prudent. As a small
business owner I know that you must reevaluate your spending constantly to ensure you
are making the best use of your budget.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The City of Richardson is aging. We need to continue to support the bond programs and
revitilization programs to make sure that Richardson continues to be a place where people
want to live, work and play. This is also needed to attract new residents and businesses to
Richardson.

Dennis Stewart

Biographical Info:
Name: Dennis Stewart
Street Address: 5616 McKinley Lane
City/Town: Richardson
State: Texas
Date of Birth: 09/26/1948
Work or Campaign Office Phone Number: 214-649-1520
E-mail Address: dennis@vote4dennis.com
Campaign Web Site Address: www.vote4dennis.com

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Questions:
Q: Length of residency in the city
A: 25 years 4 months
Q: Length of residency in the district, if applicable
A: 13 years 6 months
Q: Occupation/main source of income
A: Retired - Police Lieutenant - City of Richardson Police Department
Q: Current civic involvement/highlights
A: Richardson Central Rotary Club - 17 years - Club President in 2003 & 2007 Recipient of
the Richardson Central Rotary Club's Paul Harris Award Recipient of the Richardson Rotary
Club's "Service Above Self" award in 2010 Richardson Citizen Fire Academy Alumni
Association - Association President in 2000 and 2005
Q: Previous civic involvement/accomplishments
A: Richardson City Councilman - 2007 - 2009
Q: Education
A: Graduated H. Grady Spruce High School - Dallas Texas Graduated Dallas County
Community College - Police Science Attended Dallas Baptist University Graduated Law
Enforcement Management Institute of Texas - Leadership Command College Graduated
International Law Enforcement Administration - Command College
Q: Previous public offices sought/held:
A: Richardson City Council - 2005, 2007, 2009
Q: How much funding have you raised for your campaign?
A: In excess of $15,000.00
Q: Who are your top three contributors?
A: Campaign funding is on-going and will be listed on the Campaign Finance Report to be
filed April 14, 2011
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Richardson is a wonderful city in which to live and own a business. I want to be a part of
ensuring that it has a great future for not only my family and my neighbor’s families, but
for generations to come. I am a retired Richardson Police Lieutenant that served the city
for 25 years. I served on the Richardson City Council as the representative in Place 7 from
May 2007 to May 2009. My wife and I owned and operated a successful Richardson
business for 12 1/2 years. I will use the talents that I developed as a police administrator
and as a successful business owner to provide common-sense solutions to issues that are
presented to the City Council. Additionally, I will pledge to be fiscally responsible when
making decisions that effect the taxpayers.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I will recommend that the Council appoint a City Charter Review Committee comprised
of citizens form across the city. The City's Charter has not had a comprehensive review
since 1989. The formation of this committee and the review process should be a minimal
cost. I will work with our City staff, DART and the Texas Department of Transportation to
explore ways by which Richardson can gain an access point (or points) to the HOV lane on
US 75, Central Expressway. The ability to have an entry / exit for the HOV lane in
Richardson is critical to attracting businesses and new residents to our city. The expense of
creating the entry / exit point would be shared by DART and TxDOT. I will work with the
Richardson Chamber of Commerce and the Richardson Economic Development
Corporation to attract new companies and businesses to our city. I will also work to retain
those businesses that already call Richardson home. I believe in the use of performance
based tax abatements and other incentives to attract and retain businesses.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am a 25 year resident of the City. I have twenty-seven years of public service to the
citizens of Richardson. I have a complete understand of the City's policies and procedures
as well as the budget process. I am involved in the community through my membership in
the Richardson Central Rotary Club and my volunteer efforts with the Richardson Citizen
Fire Academy Alumni Association. I have an extremely strong desire to serve the citizens
of Richardson and help our City to remain a strong community. I have the ability to
gather information, analyze the data and make thoughtful and informed decisions.

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Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting new commercial developments and companies to Richardson rank very high
on my list of priorities. But we also need to focus on retaining the current businesses and
retail establishments. Richardson has very little property remaining for new residential
development. What we do have are some aging neighborhoods which need revitalization. I
support providing funds to assist neighborhoods with their revitalization efforts. The
Home Improvement Incentive Program which began accepting applications in 2008 during
the time I previously served on Council, has been a very successful program for the city. It
allows that if a homeowner registers their improvement project with the City and the
homeowner makes at least $20,000.00 in improvements to their property, they can be
eligible for a rebate check from the City. The rebate amount is ten times the difference
from their home's current appraised value to what the appraised amount will be after the
improvements. As of March, 2011, 245 homeowners have participated in the program. The
net value of the improvements to participating homes in Richardson is $26,300,000.00.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Richardson has really became a culturally diverse city during the past few years. The
number of people living in Richardson who weren't born in the U.S. has increased
dramatically since 2000. As an example, one of the elementary schools in Richardson has
27 different languages being spoken by it's students. That creates a challenge not only for
the school district but for the city itself in providing public safety personnel who can
communicate effectively with such a diverse population. In addition to being culturally
diverse, the overall population of Richardson is continuing to age. Almost 27% of the
homeowners in Richardson are granted the Senior Tax Exemption. That number is well
above the amount for other cities in the area.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Enforcing illegal immigration laws are the responsibility of the Federal government,
However, because those laws aren't being handled by the Federal government, the City of
Richardson is put in a position to be the first line of defense in combating the problem. The
Richardson Police Department has and will continue to notify the Immigration and Customs
Enforcement agency if they become aware that a person is in this country illegally.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I support regional transportation and have worked in the past to ensure that the Cotton
Belt line of DART becomes a reality. I believe that the Cotton Belt line will be built through
the use of a public / private partnership.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: The water supply in North Texas must have additional cooperation from the cities to
ensure an adequate water supply for everyone. The North Texas Municipal Water District
serves Richardson as well as 13 other cities in North Texas. The NTMWD has a plan in place
to handle any drought conditions that may occur this summer but it is essential that every
citizen and every business develop water saving strategies.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I believe the City provides basic services in cost-effective manner.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Because of my service on the 2007 to 2009 City Council, I know first hand how the
economic downturn that began in 2008 has affected the City's revenue and expenditures.
I'm very proud of the steps the 2007 Council took to ensure that Richardson could and
would weather tough economic times. I believe the current Council has done an adequate
job of continuing the measures the 2007 Council put into place. Currently, the City
dedicates $0.01 of the effective tax rate to a fund to address the issue of maintaining our
streets and other public infrastructure needs. I will propose that the City increase that
amount to $0.015 of the effective tax rate to meet the future obligations of the
maintenance fund.
Q: What is an uncomfortable truth about your city that voters must confront?
A: I believe that the City of Richardson has become polarized over the past five years by
pitting east side residents against west side residents. When elected, I will diligently work

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to reunite all of our neighborhoods and residents to work for the common good of
Richardson

Richardson City Council, Place 7


Description:

Candidates (choose 1):

Diana Clawson

Biographical Info:
Name: Diana Clawson
Street Address: 800 Westminster Dr.
City/Town: Richardson
State: TX
Date of Birth: 02/24/49
Work or Campaign Office Phone Number: 972-690-5898
Home Phone Number: 972-690-5898
E-mail Address: Clawson4Council@tx.rr.com
Campaign Web Site Address: DianaClawson.com
Questions:
Q: Length of residency in the city
A: My husband and I have lived in the Duck Creek section of Richardson for 32 years.
Q: Length of residency in the district, if applicable
A: 32 years
Q: Occupation/main source of income
A: Psychotherapist for Non-Profit Agency
Q: Current civic involvement/highlights
A: President, Richardson Duck Creek Homeowners Association Dartmouth Elementary, PTA
Board, Youth Protection Volunteer, Duck Creek Citizens Watch Patrol Volunteer, Trinity
Fellowship Church
Q: Previous civic involvement/accomplishments
A: Leadership Richardson Class X Graduate previous alumni Richardson Citizens Police
Academy Graduate, previous alumni Richardson Citizens Fire Academy Graduate, previous
alumni Richardson Duck Creek Homeowners Association, Board, 6.5 years Dartmouth
Elementary, PTA Board and volunteer Apollo Junior High, PTA Board Berkner High School,
PTA Board Telephonic Crisis Line Volunteer, 4 years Licensed Professionsl Counselor
Licensed Chemical Dependency Counselor
Q: Education
A: Master of Education, University of North Texas Bachelor of Science, University of North
Texas
Q: Previous public offices sought/held:
A: Ran for Richardson City Council, Place 1, against 11 year incumbent, Tom Rohm, in
2001 and received almost 30% of vote.
Q: How much funding have you raised for your campaign?
A: $3000
Q: Who are your top three contributors?
A: Richardson Protection Alliance
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I have never been arrested or involved in any criminal proceedings. My husband and
previously participated in a civil case to gain custody our two granddaughters.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Living in Richardson for 32 years, I have served as a neighborhood leader and am
presently serving my second year as President of Duck Creek Homeowners Association

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(1,451 homes and 2nd largest HOA in Richardson). As a Graduate of Leadership


Richardson, Citizens Police Academy and Citizens Fire Academy, I am very knowledgeable
about what makes our City a special place to live. I have displayed my passion for our City
by serving many years as Dartmouth, Apollo, and Berkner PTAs Board member and Girl
Scout leader. I am a volunteer of our Citizens Crime Watch Patrol. I am a business woman
and had a private practice in Richardson for almost 20 years. I have developed and
implemented programs for corporate behavioral health and non-profit agencies. I have
managed operations, and staff with budgets up to $3 million. We moved to Richardson for
the quality of life and services, low taxes and excellent schools and I have seen our
maturing neighborhoods deteriorate. I have become concerned about the maintenance of
our ageing infrastructure. I care about families and neighborhoods and will work hard for
all Richardson residents.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. Our ageing infrastructure needs repair (streets, sidewalks, alleys, and sewers).
Maintenance and redevelopment is essential to keep property values stable and attract
young families and new residents. I will review the budget line by line to eliminate waste
to free up funds for our neighborhoods. 2. We need to be fiscally conservative and pay
down our debt ($.43 of every dollar goes towards the debt). We must eliminate waste and
reduce spending. Citizens need to be notified when Certificate of Obligations (bonds issued
without voter approval) are issued, know the purpose and decide if they want to incur
more debt. We need to understand what kinds of businesses will be supported and then
attract them. We need to assist our small businesses in becoming successful to relieve the
homeowner property tax burden. 3. City Hall must be transparent and we should be able
to track every dollar and understand exactly where it’s spent online. The level of disclosure
puts the burden on the citizens; it’s the City’s responsibility to make the budget
accessible/understandable. I will work to ensure that all public records are truly made
public and that all city business is done in an open and honest manner.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I listen, keep my promises, and put neighborhoods first. Being President of Duck Creek
HOA and having lived in Richardson for several decades, I understand what our citizens
want and will work exclusively for them. I appreciate that our citizens are concerned with
the rising cost of products and services and will work with them so that their voices are
heard at City Hall. I will not make campaign promises that I do not intend to keep. I am a
lifelong resident of Richardson who is interconnected with the values of this community.
During his last campaign, my opponent promised to freeze senior taxes (for which he had
no authority). After waiting months to bring it before the Council, he failed to persuade
them to agree. For two years he could have been a champion for our neighborhoods, but
has voted to approve 4,000 new apartments. He has ignored the HOA Neighborhood
Vitality priorities by allocating the 2010 bond money to projects other than for what it was
intended. Richardson deserves a councilperson that is in tune with what Richardson needs,
and who will not use this position as a springboard to higher aspirations. Richardson’s
needs will be my focus.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting all development is essential for our sustainability and it is top priority. The
City has done some innovative things to attract business (guaranteeing a lease payment
for a 100-employee business that moved here five years ago) that has continued to
expand. Innovative techniques like this—instead of simply giving developers a "blank
check"—are a cost-effective way to attract and retain business. Our small/midsize
businesses are a vital component of our overall economic health and diversity. They
employ local residents and present viable opportunities for our community. More extensive
seminars/surveys for these businesses will better determine what they need from the City
to be successful. We must redevelop some industrial sites as well as offer incentives to
owners of vacant retail space for upgrades and development. We need to connect
businesses that can supply products and services to other local businesses, helping both
grow. Richardson can improve its efforts in attracting good businesses for our city and
work with the citizens to determining what is best for our community.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Texas has the 2nd largest birth rate in the nation and the DFW population is expected in
increase by 3 million by 2030. Our school district alone currently speaks over 70

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languages. We are a city of diverse cultures and the Council needs to do more to increase
the diversity of city commissions and planning groups. We must make an effort to increase
the participation among all ethnic and social groups. Richardson must welcome people of
all backgrounds to lend their experiences and expertise to all manners of city business. We
need a variety of housing stock for young professionals, families and increasing number of
seniors who want to downsize but remain in Richardson. We need to strengthen our
educational partnerships with UTD, Richland College, RISD and PISD to prepare our future
workforce.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: We must enforce the laws currently in place. If someone commits a crime and is here
illegally, they should face the consequences, including the possibility of deportation. Our
Police department does a great job of reaching out to each of Richardson’s ethnic
communities and I think the connection between the Police and the community can be
utilized to keep people informed on how to be compliant with the law. If we foster the
relationships between the City and our ethnic communities, as well as enforce the laws
that are currently on the books, I believe illegal immigration can be addressed in a way
that is beneficial to the City and the residents. This is clearly a very complex, deeply-
imbedded, emotional, and expensive long-term problem, but I and many others feel that
it is not right for illegal immigrants to receive free medical treatment, food, and education
without paying taxes, and especially after violating our country’s laws and borders in the
first place. I am a citizen and do not receive, nor do I want any free services. I believe
that what made America great was hard work and self sufficiency while showing
compassion and charity towards the truly needy and not those simply seeking handouts.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: Richardson is a transit city and we must partner with neighboring cities to establish
effective regional transportation. With the increased density of multifamily units in
Richardson, the increased use of DART rail lines can help reduce pollution and traffic. The
proposed Cotton Belt Rail project will give our international businesses direct access to
DFW airport and also give their employees an incentive to live in Richardson.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Participation in regional efforts to address traffic congestion, air quality, and water
resources are imperative. DFW is recognized globally in four leading industry sectors:
advanced services, technology, logistics and trade, and healthcare. With the projected
population and traffic increases area, municipalities and counties must work together and
cooperate to keep DFW economy growing. We have excellent educational institutions and
need to work at attracting new research grants and projects in the emerging technologies
and industries of the future. We have a strong corporate base to attract both domestic and
global business and investment and need to partner with corporate leaders and small
business owners as mentors for new business ventures. We need to work at attracting
corporate involvement with our schools to supply volunteers, equipment and supplies, and
provide internship opportunities.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: There are a number of indications that lead me to believe that Richardson could
improve upon the cost-effectiveness of services being provided to the taxpayers.
Richardson employees and services are the best in the area. However, I do have some
serious concerns about how our money is managed. in addition to considerable amounts of
overtime being paid out. One of the initiatives I would seek upon assuming office would be
a top down and across the board efficiency review of all departments and a review of all
service contracts to not only maximize City revenues but also seek additional cost savings
and/or process refinements. Certain services could be handled through outsourcing and/or
brought in-house and merged with existing programs, all of which would be subject to an
open and transparent review process by the citizens, full discussion in open session with
recommendations provided, and approval by a majority of the City Council prior to
implementation.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: It has been a very difficult economy over the past couple of years, as many companies
have waited to hire, make capital improvements to grow their business, increase
production, or expand services. Richardson must stop spending more than its takes in and
start paying down its debt. An independent external audit of the city’s financial transactions

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and related records needs to be completed starting with all major departments and
operations to account for every major revenue category and expenditure item. All
programs and contractual agreements should be reviewed in detail to see if our residents
are getting their money’s worth and they should be subjected to a periodic competitive
bidding process. I am concerned that our property taxes increased with the 2010 Bond and
some of the items were not necessary—especially in these difficult financial/economic
times. I understand that the interest rate was near an all-time low, but Richardson
residents will not receive the high quality of services to which they are accustomed, if we
are unable to pay our debts or have to keep raising taxes to fund operating shortfalls,
declining property and/or sales taxes, or underperforming projects, developments, and
operating entities.
Q: What is an uncomfortable truth about your city that voters must confront?
A: We must face the truth that Richardson is losing money on the Sherrill Park Golf Course
and the Eisemann Center and the annual operating shortfalls being generated by the golf
course and Eisemann Center are requiring general fund bailouts from the taxpayer
property taxes to keep them in business. We need to have an independent consultant
review and external audit of all the City financial records and transactions to see where we
can be more effective in our spending. We need to allow competitive bidding by evaluating
Requests for Proposals that bring structure to procurement decisions and allow the risks
and benefits to be identified upfront. Given that both are public facilities owned by the
taxpayers, we have a legal right and are fully-entitled to an open and complete disclosure
of their finances. We should expect City officials and appointed representatives to take the
necessary and prudent steps to improve their operating efficiency and performance in
fulfillment of their fiduciary responsibilities to the citizens.

Alan North
Biographical Info:

Questions:
Q: Length of residency in the city
A: - no response -
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: - no response -
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: - no response -
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: - no response -
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: - no response -
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: - no response -
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: - no response -
Q: What demographic changes are happening in your city that the rest of the region should

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know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: - no response -
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: - no response -
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: - no response -
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: - no response -
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: - no response -
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: - no response -
Q: What is an uncomfortable truth about your city that voters must confront?
A: - no response -

Amir Omar

Biographical Info:
Name: Amir Omar
Street Address: 2100 Mistletoe Dr
City/Town: Richardson
State: Texas
Date of Birth: 10/06/1971
Work or Campaign Office Phone Number: 214-649-8335
Home Phone Number: 214-649-8335
Mobile Phone Number: 214-649-8335
E-mail Address: amir.omar@cor.gov
Campaign Web Site Address: www.amiromar.com
Youtube: http://www.youtube.com/p/01AD1C41350339F8
Questions:
Q: Length of residency in the city
A: I have lived in the city of Richardson for 3.5 years.
Q: Length of residency in the district, if applicable
A: I am in an at large district.
Q: Occupation/main source of income
A: I work for Verizon Wireless as a Major Account Manager.
Q: Current civic involvement/highlights
A: Richardson City Council, Council Liaison to Environmental Commission, Council Retail
Committee, Co-Founder of Preservation Richardson, Chairman of the WildRide! WildRun!
Against Cancer, Chairman of the Spirit Run 5k benefiting RISD Excellence in Education
Foundation, North Texas Council of Governments Clean Air Steering Committee,
Richardson Rotary, Methodist Richardson Foundation Board, FBI Citizens Academy Alumni
Association, Richardson Citizens Fire and Police Academy Alumni Association, Leadership
Richardson Alumni Association, Richardson Chamber of Commerce,& Richardson Young
Professionals.
Q: Previous civic involvement/accomplishments
A: Leadership Richardson, FBI Citizens Academy, Richardson Citizens Fire Academy,
Richardson Citizens Police Academy, Richardson Young Professionals Executive Committee,
Richardson Chamber Ambassador, Friends of the Richardson Library, Friends of the
Eisemann Center.
Q: Education
A: I graduated with a Bachelors of Science Degree from Texas A&M University. My major

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was Industrial Distribution which mixed Engineering and Business disciplines.


Q: Previous public offices sought/held:
A: I am a 2 year incumbent on the Richardson City Council.
Q: How much funding have you raised for your campaign?
A: Roughly $20,000.
Q: Who are your top three contributors?
A: Richardson Fire Fighters PAC, Robert Allen, Dr. Haroon Rasheed
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I bounced a check in college. It was a misdemeanor under $100. I paid the check, was
given differed adjudication, and served community service hours to dismiss the charge.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Although we accomplished so much in my first term, I am running for re-election
because there is so much more to do. Our City is an amazing place to live and work. We
have an great history, but there is always room for improvement especially as we begin to
shift demographically. As an incumbent Councilman I have experienced numerous zoning,
economic development, and budget reviews. I also bring experience as a former business
owner that had to make payroll for 20 employees and as a Director of a Fortune 500
Corporation personally managing an annual budget of $30M.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: Revitalization, Economic Development, & Recruiting Richardson’s Future Residents
represent our most pressing issues that need to be addressed. Revitalization requires an
aggressive, disciplined, and consistent approach. We need to proceed moving through the
proposed study areas that began with West Spring Valley. We must also maximize our
opportunities by holding out for projects that fit our designated vision. Economic
Development represents a traditional strength but also a tremendous opportunity. We
should leverage our assets and aggressively pursue domestic and international
opportunities with an emphasis on diversification of industries. We can easily add Energy,
Research, Healthcare, and Financial clusters to our existing Technology Corridor. The
future of our City depends on our ability to maximize the 29,705 housing options used by
current and prospective residents. Richardson homes by percentage are owned by more
retirees than any other City in the region. Maximizing this opportunity can happen by
attracting young, educated, and upwardly mobile individuals to purchase our available
homes. These focal points have multiple facets that have varying costs. Many of them can
be impacted by shifts in approach that will have little or no cost impact. The strategies that
require a budget will be reviewed by the Council to determine which if any should be
adopted in light of the current budget.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My opponents are both good people that bring unique qualities to the table. I would be
honored to have either one work with me to make Richardson an even better City. There
are policy differences as well as more basic and logistical differences. On the policy side, I
have a track record of aggressively pursuing opportunities to develop and redevelop in our
City. Examples include the redevelopment of Spring Valley and the Transit Oriented
Development at the George Bush DART Station. I also have a track record of supporting
the bond and giving our residents the ability to chose the direction of our City. I am not
sure where Mr. North stands on these issues, but Mrs. Clawson has been a vocal opponent
of our Development Opportunity at Bush as well as the 2010 Bond. One of the
differentiating factors that come with being an incumbent is the ability to showcase an
actual track record on the Council and the ability to navigate through the political process.
I am proud of that track record in my first term. Another thing to consider is the
considerable schedule an effective Councilmember must keep up and have flexibility with.
I have shown a two year track record of my ability to keep up and remain flexible in order
to represent our City in many situations and at multiple venues. Through the interview and
forum schedule alone, availability and flexibility have proven to be limiting factors for my
opponents.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: This issue ranks near the top of my priorities. Being a more mature and land locked
City, there are precious few green field development opportunities. The green field
opportunities we have must be maximized and I believe we have been doing a really good

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job in this category. Redevelopment on the other hand is far more difficult and inherently
includes many more challenges. To properly assess the identified redevelopment zones we
chose to do a formal study and take resident input. This process helps us maximize the
opportunities these areas represent. We began our first of multiple visioning studies
during this last term to start the ball rolling on redevelopment on W. Spring Valley. Citizen
input has been welcome and the final solution we will end up with will be stronger because
of it. There are 5 more study areas to go and I am confident the next one will begin within
the next few months.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Our 29,705 homes in Richardson are a major asset whose value we must increase.
Today we have a larger number of retirement aged home owners than any other City in
the region. This demographic fact means we will begin to have a relatively large amount of
turnover of home ownership in the next decade as owners move to other less cumbersome
housing options. Every home that goes onto the market represents an opportunity. Many
of these homes will not have seen significant upgrade in the last 10-15 years and therefore
could end up in one of 3 main scenarios: 1. Purchased by an investor that often times rents
the property. 2. Purchased by a resident that can just afford to purchase the home and
may never be able to upgrade it. 3. Purchased by an individual or family that is upwardly
mobile and educated. Through a number of different efforts, we should push to end up in
the 3rd category as often as possible and minimize the number of times we end up with
the 1st category. Our City has not previously had a strategy to help maximize this
opportunity and I will advocate that we define, establish, and execute on such a strategy.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: Illegal immigration is a federal issue, but we do have a responsibility in Richardson. I
support our current policy of turning over any arrested & undocumented individuals to ICE.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I do support a Regional Transit System as well as other Regional efforts that make
North Texas an even better place to Live, Work, or Vacation. When the Region is stronger,
all Cities in the Region benefit. On an effort by effort basis we can determine what role our
City should play. I am proud of the leadership we have shown towards DART and embrace
the benefits we gain while strengthening the entire region.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: I have a proven track record as an elected official that embraces regionalism. The
clearest example of creating regional cooperation is taking a program I created for
Richardson and sharing the idea with leaders across our region for consideration. On April
18th last year we launched the largest tree planting initiative in North Texas history named
Tree the Town. This effort sets a goal to plant 50,000 trees over the course of 10 years on
public and private property. This April 18th we will be launching Tree North Texas which
will be the largest tree planting initiative in the country with a goal of 3 Million Trees over
10 years. I am proud to say that we will have roughly 40 Cities joining this effort. I have
also served proudly on the NCTCOG Clean Air Steering Committee.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I think we do a fantastic job delivering City Services. This is a category that our
residents often rave about. There is always room for using technology as well as process
changes to improve efficiency. I think we have done a great job in the past in improving
efficiency and we need to continue keeping an eye on these changes. I also feel that
adopting a zero based budget or doing a deep departmental review on a staggered basis
would help us identify even more opportunities for improvement.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Our current budget process has served us well for decades. Clean audits, AAA bond
ratings by both major rating agencies, and no increase in taxes due to operations in
roughly a decade say a lot considering the telecom downturn we had to weather. I believe
the times require a more aggressive process. I support a zero based budgeting process
which will allow us to justify why we do what we do and how we go about doing it. If we do
not have enough Council support for a zero based budget, I would support a staggered
sunset process for City departments once every 3 years.
Q: What is an uncomfortable truth about your city that voters must confront?

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A: The most critical issue that we must confront is the effect our demographic shift has had
and will have on our City. Today we have a larger number of retirement aged home
owners than any other City in the region. This demographic fact means we will begin to
have a relatively large amount of turnover of home ownership in the next decade as
owners move to other less cumbersome housing options.

Rowlett City Council, Place 1


Description:

Candidates (choose 1):

Randy Mays

Biographical Info:

Questions:
Q: Length of residency in the city
A: - no response -
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: - no response -
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: - no response -
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: - no response -
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: - no response -
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: - no response -
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: - no response -
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: - no response -
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: - no response -
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: - no response -
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: - no response -
Q: Do you think that your city delivers services in the most cost-effective manner to

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taxpayers? If not, what changes would you recommend?


A: - no response -
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: - no response -
Q: What is an uncomfortable truth about your city that voters must confront?
A: - no response -

Doug Phillips

Biographical Info:
Name: Doug Phillips
Street Address: 7810 Killarney Ln
City/Town: Rowlett
State: Texas
Date of Birth: 7/1/1967
Work or Campaign Office Phone Number: 972-800-8905
Home Phone Number: 972-800-8905
Mobile Phone Number: 972-800-8905
Fax Number: 972-638-2755
E-mail Address: doug@dougphillips-rowlett.com
Campaign Web Site Address: http://www.dougphillips-rowlett.com
Questions:
Q: Length of residency in the city
A: I have lived in the Rowlett for nearly 10 years. I moved to the city in August of 2001.
Q: Length of residency in the district, if applicable
A: Not applicable
Q: Occupation/main source of income
A: I am an Infrastructure Architect in Information Technology for a global fashion and
design company based in the Metroplex.
Q: Current civic involvement/highlights
A: I currently sit on the Rowlett City Council. In addition, I am a member of the Rowlett
R.A.C.E.S. (Radio Amateur Civil Emergency Service) and a member of the Texas Wing,
Civil Air Patrol. I am also involved with the Methodist Youth Fellowship (MYF) at First
United Methodist Church in Garland as an advisor.
Q: Previous civic involvement/accomplishments
A: I have been a member of the Radio Amateur Civil Emergency Service for about 6
years. I have been a member of the Texas Wing, Civil Air Patrol (CAP) for about 19 years.
In that time I have been very active with search and rescue, and I have held several
leadership positions, including Group IV vice commander.
Q: Education
A: I possess a Bachelor of Business Administration in Business Computer Systems from
New Mexico State University in Las Cruces, New Mexico. I graduated in December of 1989.
Q: Previous public offices sought/held:
A: I first sought public office in 2008, being elected to the Rowlett City Council, Place 1.
Q: How much funding have you raised for your campaign?
A: Currently my campaign is self financed.
Q: Who are your top three contributors?
A: I have not received any political contributions in this race.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I have never been arrested, nor have I been involved in any criminal proceedings. In
2008 my wife and I were forced to file a Chapter 13 debt reorganization case as a result of
some very serious medical issues.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you

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to serve in this office?


A: I am running for re-election to continue the work that the City Council has done over
the past three years. We have made significant improvements to the service the city
provides, while holding the tax rate steady. The Eastern Extension of the PGBT will open
later this year, providing our citizens with a new connection to the Metroplex. More
importantly, the Eastern Extension will open Rowlett to the rest of the Metroplex for
connectivity and development opportunities. The extension to DART's Blue Line will be
complete in 2012. This long awaited project will provide another needed transportation link
and also open additional development opportunities in our Downtown area.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: The most important action I will take if re-elected will be to work to improve the
relationship between the city council and the employees and citizens of the city. The city is,
by definition, a service organization. In any service organization, the employees are the
heart of the operation. If the council is able to provide responsible leadership that shows
that the employees are valued for their contribution, that value will be reflected in the
quality of the service provided. In the last 18 months or so, I believe that our employees
have not only not been valued, but in many cases have been disregarded completely by
some of their elected leadership, and morale has suffered for it. For several years our staff
has been continually asked to do more with less. Current finances dictate that the recent
trend will likely continue. However, it my intention to continue to treat the employees as
fairly as circumstances will allow, and always with the respect that they deserve. These
employees are the heart of the service the city delivers, and I believe that the quality of
the service we deliver is directly related to the morale of the staff. It is vitally important
to be good stewards of the citizens tax dollars. It is the citizens money we are spending,
and we should do so prudently. Over the course of the next few months, the city manager
will reaching out to the citizens with a campaign to educate on how their tax dollars are
spent. More importantly, the citizens will have the opportunity to provide input on the
priorities and costs of the services they receive. This information will allow the council to
make educated decisions that truly reflect the will of the people. To propel Rowlett
forward, Economic Development will be key. It is important that we continue to actively
market the city as the best place to be. Our proximity to regional transportation and Lake
Ray Hubbard give Rowlett a unique characteristic that is unmatched in the Metroplex.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My current involvement on the city council makes me intimately aware of the issues
and opportunities facing the city and the current efforts underway to address them.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting development is one of my key priorities. We have attracted some
development and more is on the way. I believe we can always do better. With the nearing
completion of the Eastern Extension of the Bush Turnpike and the DART Blue Line, the
regional connectivity is improving, giving us another set of tools to use in attracting quality
development.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: Rowlett is growing. With the improvements to transportation underway I expect that
growth to accelerate. We have begun a comprehensive plan update to ensure that we have
plans in place to deal effectively with that growth. I think we are on the right path; it is a
matter of planning effectively for the changes, including citizen input in those planning
efforts, and then executing the plan as development occurs.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: At this point in Rowlett I don't believe our Police Department needs to be doing
anything other that what is currently being done. Our Police are doing a fine job enforcing
our ordinances and the laws of the State and Nation.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I am in favor of a seamless regional transit system. Rowlett has been a member of
DART since it's inception, and rail access to our city is now under construction. Encouraging
rail expansion and interconnection with the T is imperative to a successful regional transit
system.
Q: Identify other issues you think your city and North Texas could benefit from greater

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regional cooperation, and what would you do to encourage regional partnerships?


A: Regional cooperation is key across many areas of municipal government.
Transportation, Planning, Economic Development, and Criminal Justice are a few of those
areas. Open dialog is key to enhancing regionalism. In Rowlett, the city council has started
a program in which we meet together with the city councils from our neighboring cities.
The meeting will include a presentation of regional interest and then discussion amongst
the council members. This accomplishes a couple of things. First we will all learn more
about a particular regional issue. More importantly, however, new relationships are
formed. We have the opportunity to interact with our peers in other cities, and discuss
similar challenges and approaches to solving those challenges.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I believe that Rowlett delivers services in a very cost-effective way. There are 40 fewer
employees on the staff now than there were in 2007. Even with those cutbacks, the level
of service provided to the citizen has improved. Our City Manager, Lynda Humble, has
done an admirable job of optimizing the size of city government while keeping the focus
squarely on delivering the best possible service to the citizens.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: I believe that the current council has done a good job in surviving the economic storm.
We have maintained a balanced budget even in the face of declining revenues and
increasing costs. We have held steady on our tax rate for five years, and there are no
plans to increase that tax rate at this point. We have moved from a traditional employee
health insurance model to a partially self-insured model, reducing the cost significantly
while still protecting the city and it's employees. We have created and maintaing
something we call the cash CIP. This program sets aside money in the operating budget for
capital type projects, reducing the need to incur additional debt for those investments.
Repair work done through this program has saved the taxpayers about $80 million in
future replacement costs. We have optimized the size of the city staff to maximize citizen
service and minimize overhead and unnecessary efforts. The vision of the city council, and
execution by the city manager and her staff have been key in managing the downturn and
maintaining a balanced budget with surpluses.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Rowlett is now at a crossroads. With rapidly approaching completion of the Bush
Turnpike Eastern Extension and the DART Blue Line we have a unique opportunity to
transition from a bedroom community to a regional economic center for the northeast
portion of the Metroplex. I believe that the decisions made in the next two or three years
will have significant implications for Rowlett's future over the next 50 years. These
decisions will have an impact on our children and grandchildren. It is imperative that the
voters choose leadership that will work hard for the future of Rowlett to ensure that our
current and future citizens benefit from the opportunities today.

Rowlett City Council, Place 3


Description:

Candidates (choose 1):

Patrick Jackson

Biographical Info:
Name: Patrick Jackson
Street Address: 6317 San Marino Drive
City/Town: Rowlett
State: Texas, 75089
Date of Birth: July 23rd 1949
Work or Campaign Office Phone Number: 214-552-5613

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Home Phone Number: 214-552-5613


Mobile Phone Number: 214-552-5613
Fax Number: 972-494-2331
E-mail Address: patrick@jacksonforrcc.com
Campaign Web Site Address: www.jacksonforrcc.com
Questions:
Q: Length of residency in the city
A: May 1996 to present
Q: Length of residency in the district, if applicable
A: Not applicable
Q: Occupation/main source of income
A: President and Chief Financial officer, Emrick Services Incorporated
Q: Current civic involvement/highlights
A: 1. Elected to Rowlett City Council in May 2008 2. Appointed Deputy Mayor Pro Tem June
2010 3. City Representative to Rockwall County Planning Consortium 4. City
Representative Rockwall County Emergency Services Corporation 5. President Mariners'
Cove HOA subdivision 6. Board member Dallas-Fort Worth International Organization 7
Leadership Rowlett Class - 2010-2011 8. Church Trustee
Q: Previous civic involvement/accomplishments
A: 1. City of Rowlett Park and Recreation Advisory Board 2. Commissioner, City of Rowlett
Planning and Zoning
Q: Education
A: Master of Science, Oklahoma State University Bachelor of Science - Engineering,
Oklahoma State University Associate-In-Science, Staten Island University
Q: Previous public offices sought/held:
A: Have served as City of Rowlett Councilmember since June 2008.
Q: How much funding have you raised for your campaign?
A: To date I have raised five hundred dollars.
Q: Who are your top three contributors?
A: My only contributor has been MetroTex Assocation of Realtors.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for re-election to Council because I care about Rowlett. My experience on
council gives me the ability and knowledge to be even a better representive for the citizens
of this city. I should be considered the most qualified candidate because of my ability to
work well with the rest of Council, staff and the citizens. My business background of
knowing how to present and think about issues and decide on correct actions has prepared
me to serve in this office. Being the Financial Officer of my company, I have to be able to
balance the budget and make sound financial decisions and choose good employees to
hire. I will use all of these experiences when sitting in council and placing my vote.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: 1. I will continue to be a good steward of the tax payers' dollars making certain our
economic plan does not favor developers with a loss of tax dollars for our citizens. I will
only vote for a balanced budget and I will continue to promote smart economic
development. 2. I will be forward thinking in my vote for long term sustainable
development along President George Bush Highway and the DART rail line. 3. I will make
improvement to the Private Public Partnership and the Public Improvement District
programs to provide great benefits and savings to the City and Citizens. Because of these
two entities drawing in new developments, Rowlett tax base will increase.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: The key differences between me and my opponents are; 1. My previous experience on
Council. 2. My previous position on Rowlett Planning and Zoning Commision. 3. My
previous position on Rowlett Parks and Recreation Advisory Board. 4. My experience in the
past and present with handling large amounts of money. 5. My leadership skills have been
proven in my experience as President of Mariners' Cove home owners association with one
hundred and fifty homes in the subdivision. I have to communicate on a regular bases with
all our members.
Q: Development challenges vary from city to city. Where does attracting residential and/or

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commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Recently Rowlett citizens had one of the highest property taxes in North Texas. That is
not the case now, thanks to the forward thinking of our current Council. Attracting
residential and/or commercial development to the City of Rowlett ranks very high on my
list with special effort in creating an enviroment were the city can have and maintain a
60% residential and 40% commercial property balance. I believe that with such a balance
the city will provide a tax base that can result in improving the quality of life. I believe that
a city must provide the highest level of public safety, public health, and most amenities
that can be afforded.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: The percentage of minority and seniors moving to Rowlett has increased in recent
years. In 2010 the City instituted it first Diversity Day Celebration as part of its annual
downtown event series, recognising the importance of all of our citizens, and honor the
diversity of our community. As the population ages, I would like to see an increase in
senior community housing of different types, being designed for easy accessibility, and
with green technology. We need our Seniors to choose to retire here in Rowlett and not
move to other Cities or States. Let's make Rowlett a City that appeals to all age groups
and ethic backgrounds.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: The City and Police department are already doing a good job enforcing the illegal
immigration laws that are written by the Federal Government.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: Yes,I do favor a seamless regional transit system. Rowlett will soon be benefiting from
the extra one cent sales tax that we have been paying to DART for some twenty-seven
years. As a Councilmember I will vote in favor for items that will help expand mass transit
in Rowlett. Our DART light rail line will help push our ecomonic development along and
with the Bush Tollway will be even a larger catalyst to draw developers to our city, along
it's service roads.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: Presently, Rowlett already partners with other cities, I will do all I can to continue to
promote regional cooperation. I am convinced that Rowlett can benefit by work and
partnering with our neighbors in marketing all of the North Texas region as a place people
should want to live and work. I will promote forming planning concortium, extending
purchasing agreement with the right cities for goods and materials. Finally, jointly
marketing all of the North Texas region.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: Yes, I do believe the City delivers services in the most cost-effective manner to
taxpayers, baring in mind that the tax base is very low and property values have dropped
during this economic downturn. Our City Manager and City Staff, because of critically
looking at departments, and making needed changes, have done a superb job of keeping
services at a high level for our citizens.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: Our Leadership in rowlett, have all worked together as a team to get us where we are
today. They have all done a great job of weathering the economic storm, especially
compared to our neighboring cities who are considering tax increases to get them out of a
deficit. The leadership of our city has balanced the budget three years in a row and there
have been no tax increases. I will favor more spending reductions where possible and a
zero growth budget for the next several years, until our economy improves and sales tax
collections increase.
Q: What is an uncomfortable truth about your city that voters must confront?
A: The uncomfortable truth about the City of Rowlett is that the City Leaders have no
control over the cost of water and sewage services. The contracts for these services are
locked into multi-year agreements with automatic fee increases. Water and sewage
treatment rate increases are added by the City of Garland who treats our water for city
consumption. As the demand for water increases with more people moving to North Texas
and the City of Rowlett, the availability will only increase water rates more. This is a

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problem that will affect our State in the near future even more than today.

Ron Miller

Biographical Info:
Name: Ron Miller
Street Address: 7315 Stonemeadow Circle
City/Town: Rowlett
State: TX
Work or Campaign Office Phone Number: 972-412-8444
Home Phone Number: 972-475-1149
Mobile Phone Number: 214-616-1767
Fax Number: 972-412-8444
E-mail Address: ronm145@verizon.net
Campaign Web Site Address: ronmiller2010,com
Questions:
Q: Length of residency in the city
A: 36 years
Q: Length of residency in the district, if applicable
A: 36 years
Q: Occupation/main source of income
A: Mortgagee Support Services
Q: Current civic involvement/highlights
A: Parks and Recreation Advisory Board, DART station art design committee, Steering
committee for comprehensive planning and zoning,Steering committee for Rowlett
Environmental Learning Center.
Q: Previous civic involvement/accomplishments
A: Parks and Recreation for 2.5 years.
Q: Education
A: Indiana University, 1958-1962, Business Administration
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: $137.00
Q: Who are your top three contributors?
A: Me, Me, Me
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: My motive in running for office is pure. I want to do something for my town. My unique
resume qualifies me for Rowlett's unique needs. During my 45 year professional career, I
bring to the table experience of 25 years of development and construction lending. In
addition, my career includes real estate appraisal and general contracting. I have studied
cities all over the USA regarding demographics, growth patterns, feasibilities, and was
prepared to work out all my own construction loan problems if they appeared. I was good
at it. Rowlett is at the cusp of needing my type of experience. With Geo. Bush Tollway
completing later this year, and DART line completing next year, the stage is set for new
development. Furthermore, new lakeside development near the new I-30 bridge and east
of the Community Centre adds to the need of development experience. But, we're not
finished. New downtown development will be needed to accommodate the new DART
facilities and a new North Shore industrial park is in the offing. Rowlett is bursting with new
development opportunities. It is better to have someone experienced in real estate
development rather than, say, experience in a sheet metal shop, or wallpaper hanging.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: I would be sure that the Economic Development Committee had all the support they

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needed in their quest for new industry and business development. I would attempt to start
immediately investgations into the possible site designs for the waterfront developments
and the industrial areas. I would want something to show interested investors. Third, I
would start cost estimating and plans for developing park land around the lake. We can't
develop everything, but we need to study and priortize waterside parks.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am a deal maker. Both of my opponents are educated and to the best of my
knowledge honorable men. One is a lawyer and one is an engineer. That's good company. I
believe one is a Civil Engineer and the other is a Title Insurance lawyer. I have no letters
after my name. I am a product of the business world. However, my background in real
estate development and finance is precisely what Rowlett needs. I am not a lawyer, nor an
engineer, nor an archtect, nor a concrete finisher, nor a sheetrocker, nor a surveyer. I am
a deal maker. If I need any of those very skilled trades or professions, I hire them.
Rowlett needs a deal maker.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: My entire platform consists of attracting residential and/or commercial development to
our city. I would only rank our city as fair in soliciting new business. However, to be fair,
Rowlett didn't have much to sell. We had no major highway thru the city. Lake front
remained basically undeveloped. We had no day time population. At 8:00 every morning,
everybody in Rowlett drove somewhere else. It is hard to attract business under those
conditions.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: There are not any significant demographic changes in the city. The city is still a fairly
young population with families in the 3.2 range. The .2 member belongs to the other party.
The ethnic mix seems to be much the same as ever. Everybody seems to get along just
fine. I find the demographics comfortable. If it ain't broke, don't fix it.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: I would expect them to follow the law. If there is a provision, which there isn't, to allow
illegals to enroll in a program whereby we know where they are and where they work, and
they have to report in periodically, then I am fine with that. However, if they have no
immediate future in this country and are in here illegally, they should be delivered to
appropriate officials for presumably deportation. I do not support any attempts to make
Rowlett a haven city.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: I favor it. One of the great benefits of routine travel in cities across Europe and Asia —
and in an increasing number of cities across the United States —is the opportunity to move
smoothly from one transit mode to another without the hassles of driving and parking a
car. On the flip side, one of the first things that citizens of many large cities often notice is
the lack of transit options for a city of its size. Rowlett is a part of the Dallas DART system.
While the emergence of light rail will give Rowlett a significant urban mass-transit system,
the feeder bus system is also needed. The two transit modes will need a steady flow of
passenger traffic to flourish — The downtown Rowlett area should be prepared to provide
re-development concepts that encourage and promote the idea of living in upscale
attached housing in Rowlett, but working anywhere along the DART served employment
centers. An integrated transit system involves different transit modes working together to
maximize service and support a city's varied transportation needs. There should be
coordination of transit routes, stops and schedules to complement, rather than duplicate
one another. Smart cards DART seems to be working toward the above end. I stand
ready to support those plans.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: The Dallas Ft. Worth metroplex is projected by some to grow to 8 million by 2025. Any
area city that participates in regional transit can benefit for years in the future. Rowlett will
still be able to maintain it's low density lifestyle, provided we seek and find new high tech
industry and develop areas to enhance the mass transit. The often "faceless crowd" that
normally accompanies urban sprawl should be substantially diminished so long as we keep
Rowlett relatively low density and a city of character. In this regard, I would support
efforts to participate in regional partnerships. However, I would guard against Rowlett

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being "gobbled up" by larger nearby cities. We get a place at the table, too.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I think existing government has done a commendable job of financial stewardship.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: I think current leadership has done a creditable job in this economic storm. In fact,
many difficult decisions had to be made. It would not have been fun to make those
decisions. My main plank is to find revenue from economic development to lessen the
pressures of the always present cost/revenue squeeze. The current tax base is squeezed
about as far as it can. If services are cut much further, there will be a noticable "seediness"
that will begin to appear. This is not acceptable. We must increase revenue from new
development. The skills and disciplines required of good savvy project development. If
you need a developer, don't go get a tool and die maker.
Q: What is an uncomfortable truth about your city that voters must confront?
A: Pogo's most famous line is, "We have discovered the enemy and the enemy is us."
Rowlett is a great place to live. It's too bad the residents don't know that. Rowlett
residents need to confront their own lethargic attitude about their city. It really is a great
place to be. Money magazine was right.

Rowlett City Council, Place 5


Description:

Candidates (choose 1):

Chris Kilgore

Biographical Info:
Name: Chris Kilgore
Street Address: 5809 Ambassador Lane
City/Town: Rowlett
State: Texas
Date of Birth: July 13, 1948
Work or Campaign Office Phone Number: 972-367-2001
Home Phone Number: 972-412-8605
Fax Number: 972-367-2002
E-mail Address: chris.kilgore@verizon.net
Campaign Web Site Address: chriskilgore-rowlett.com
Questions:
Q: Length of residency in the city
A: Eight years.
Q: Length of residency in the district, if applicable
A: N/A
Q: Occupation/main source of income
A: Partner at Carstens & Cahoon. Primary area of practice is aviation litigation,
representing manufacturers, operators, pilots and maintainers.
Q: Current civic involvement/highlights
A: City Council, 2008 to Present.
Q: Previous civic involvement/accomplishments
A: Planning & Zoning Commission; North Central Texas Council of Governments Planning &
Zoning Certification; Board of Adjustment, Chairman; Traffic & Safety Committee. I began
attending council and P&Z meetings eight years ago. My initial interest concerned a project
near my house. I was struck during the process about how difficult it was for an ordinary
citizen to get information, by the near total absence of critical review or discussion of
issues, by the blatant disregard of citizen concerns about projects and overriding sense

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that decisions were made elsewhere, influenced by others not on council. As is my nature,
I kept coming back to see if I could figure out what was really going on. I’ve not stopped.
Over the years, and before running for council, I became thoroughly familiar with the
operation of the City Council and P&Z and the issues before them. Other: Past Chairman,
Aviation Law Section, State Bar of Texas. Chief Justice of my law school honor court,
University of Houston. Multiple published cases and articles, author of 1999 aviation law
supplement to Texas Torts; Law & Practice. Adjunct Faculty, Aviation Law, Embry-Riddle
Aeronautical University's Ft. Worth center. Served with the U.S. Army and U.S. Coast
Guard. Vietnam veteran. Recalled to active duty with the Coast Guard for Desert
Shield/Desert Storm. Served a total of 29 years, active duty (12) and reserve (17).
Retired from the USCG with the rank of Commander. Senior Army Aviator. Coast Guard
Aviator. Military decorations include the Distinguished Flying Cross, Bronze Star, Purple
Heart, Air Medal w/ "V" (Valor), 36 other Air Medals (Army), Coast Guard Air Medal, Coast
Guard Commendation Medal, Army Commendation Medal, Coast Guard Achievement
Medal and Commandant's Letter of Commendation. Licensed FAA Airline Transport Pilot,
Flight Instructor and Ground Instructor.
Q: Education
A: An "Army brat," I began elementary school in Germany, junior high school in Alabama
and high school in Korea. I graduated from Gettysburg Area High School, Gettysburg, PA in
1966. I obtained my BA, in Political Science, from the University of the State of New York
in 1983, and a Juris Doctor from the University of Houston in 1986. I have also attended
numerous other professional training courses including the Army flight school, the Armor
Officer Basic Course, the Navy Disaster Response Course, the National Search and Rescue
Course and the NTCOG Planning & Zoning Certification Course.
Q: Previous public offices sought/held:
A: Rowlett City Council, Place 5, 2008 to present.
Q: How much funding have you raised for your campaign?
A: None at this time, I have not actively sought contributions but I anticipate a contribution
from the MetroTex Association of Realtors, who, I am pleased to report, have given me
their endorsement again this election.
Q: Who are your top three contributors?
A: N/A.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: Never arrested or involved in any criminal proceedings. In the mid-80's, I was named
in my capacity as Trustee only, in suits and/or requests for restraining orders in relation to
foreclosure actions on behalf of a client savings and loan. In 1991 I was named as one of
several defendants arising from the handling of an action on behalf of a condominium
association, but immediately dismissed from the suit when plaintiff realized that I was not
involved in the disputed actions because, among other things, I was on active duty for
Desert Shield / Desert Storm at the time.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: My strongest qualification is three years of proven performance on council. My approach
to problem solving is systematic and analytical, much like my day job. I do not represent
any interest group, nor do I, as a political independent, represent a particular political
ideology. I believe that all sides of an issue or challenge must be considered, as well as the
context within which the question exists, along with the short term and long term
consequences. In the end, decisions must be in the best long term interests of all 56,000
citizens of Rowlett. I frequently do my own research, often seeking opposing viewpoints. I
also listen – that’s how you learn. The best process is a collaborative one. I believe that
the diverse views on this council, when discussed and debated, lead to the best decisions.
“We” are always stronger than “me.” I not only promote collaborative internal debate
within the council, I practice it. I am more fiscally conservative than most of my fellow
council members and I have some philosophical differences with others. My point of view is
sometimes the minority view, and that’s OK. We make the best collective decision we can,
and move on. My long term view is balanced and pragmatic. I did not make wild political
promises three years ago, and I’m not making them now. I recognize the realities and the
uncertainties we must deal with so I work to create realistic expectations. My goal for
Rowlett is to achieve long term sustainability. An often misused term, sustainability is a
complex concept, requiring a balancing of many factors. This is important, because with
the arrival of the PGBT and DART light rail, Rowlett has one chance, and only one chance,
to get it right. This will be a long process, extending well beyond my time on council, but
we’re laying the foundation now. How solid that foundation is will ultimately determine our

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ability to achieve true sustainability. Rowlett is a “ring city,” one of multiple cities creating
a large metropolitan area around a much larger city. Ring cities, for the most part, go
through predictable cycles of boom and bust. This is exactly what we want to avoid. It is
neither necessary nor desirable for us to “reinvent the wheel.” William Hudnut, in his 2003
study of ring cites in Halfway to Everywhere, identifies characteristics common to
successful cities – characteristics that, if we employ them, will allow us to avoid the roller
coaster that most cities seem doomed to ride. There is a consistent theme in successful
ring cities: underlying every successful economic development plan is livability – quality of
place. This is the path we must take. I refer to it as SMART GROWTH. I think the more
common boom and bust cycles occur because those cities are focused on short term goals.
That, in part, is because politicians are focused on what will win this (or the next) election.
What will be best for a city 20 or 30 years from now is usually not sexy, and often not
popular. Which leads us to an inconvenient truth. If we are going to achieve long term
sustainability, we are going to have to be able to say “no.” The PGBT and DART light rail
will (eventually) create opportunities to be sure, but not all economic development is good
economic development for the long term. My experience over the past three years has
validated my academic and analytical approach to problem solving and the quest for
sustainability. It is the process that is important. Politicians come and go, but if the process
is sound and followed, the organization continues to grow and to prosper for the long
term.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: The most important and immediate need in Rowlett is an updated Comprehensive Plan,
including the zoning changes that will flow from it; a plan that anticipates the development
of the city after PGBT and DART, as well as ultimate build-out. This is one of the
foundations for achieving sustainability. This is the vision of the city. We must have that
plan in place before we begin dealing with economic development after PGBT and DART.
Without a plan reflecting the vision of the city, decisions will necessarily be made on an ad
hoc basis, decisions which may or may not be in our long term best interests. Only by
following a thorough and well constructed plan (updated regularly) will we be able to
ultimately achieve long term sustainability. This was at the top of my list three years ago.
We’ve finally started part of the process, and I’m pleased to say that it will be an exciting
one. We are seeking a truly unique plan, one based on sustainability and not like the plans
most cities have implemented. Most importantly though, it will be citizen-centered. There
are many interest groups, and some politicians, who have a vision of their own for
Rowlett; and that vision may or may not be one shared by the rest of us. I believe that the
vision needs to be formulated in partnership with the citizens of Rowlett, not left up to
consultants, developers and politicians. After all, the city belongs to its citizens. In the
selection process for a consulting partner, we have required that the plan be developed just
that way, in partnership with the citizens - and that process is about to begin. The second
item is an ongoing issue, the budget. This is another area that requires constant vigilance.
We have a balanced budget each year because the City Charter requires it. For the past
three years we’ve faced declining revenues while costs have gone up – yet we’ve improved
services, increased the reserves and achieved a small surplus last year – all without raising
taxes or borrowing. A surplus is projected for FY2011 as well. Strong budgets, with no
reduction in service or tax increases are forecast for FY's 2012 and 2013, assuming a
continued decline in revenue at the current rate. Much of the credit for this must go to the
City Manager and her staff. I am committed to a zero growth budget. That pretty much
eliminates new programs or projects for the short term. During the current economic
climate, austerity is the watchword. Easy to say, but hard to do though. It requires
constant work because the budget is a moving target, subject to many things over which
we have no control. However, in my opinion, we’ve done a good job over the past three
years. The challenges will continue. There are future expenses beyond maintenance in our
quest for sustainability. Hard choices may have to be made, but you can be sure we’ll deal
with them based on all of the facts and within the context of our long range goals. Another
exciting program we are embarking on is a citizen survey like none other to aid us in our
budgeting process. It is, I believe, a unique process, unlike any other in the region. My
Community, My Money, My Choice educates citizens on what they are paying in taxes to
the city, how those dollars are used and what they're getting for their money. It then seeks
input on individual priorities and concerns, information which will aid us in formulating
future budgets responsive to the needs and wishes of the “owners.” Not only are we
seeking citizen involvement in the process, we are going to extraordinary lengths to reach
as many of those citizens as we can. Citizen involvement and communications are a
priority of virtually everyone who runs for office. But achieving it is difficult at best. I am
pleased to say that we have, in the two instances above, begun a meaningful move in that

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direction.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: The most notable difference is experience. To my knowledge, my opponent, Chad
McEntee, has no experience in municipal government, or any kind of government. It
appears that he as not served on a board or commission of any sort and has not
participated in local government at all. I understand that at the time he filed, he was not a
registered voter. Those facts alone are not disqualifying; however, it is my observation that
going directly to the decision making level without prior involvement in municipal
government could be challenging. There is a good reason that the customary path to city
council is via one or more of the boards and commissions in the city. The city has a good
deal more moving parts than many folks realize until they are there. The council considers
a multitude of different subject matters on a regular basis, requiring a broad base of
knowledge about issues as diverse as budgeting, financing, state and federal regulation,
contracting, zoning, building codes, public safety, administration, human resources and
information technology, just to name a few. Being able to make informed decisions
requires some familiarity with the myriad of things going on in the city, most of which is far
from sight of the ordinary citizen. Even council members who've spent years serving on
boards and commissions dealing with the same issues at a different level report that it still
takes a couple of years to grasp the scope of these matters at the council level. This is
particularly true in a city like Rowlett, which is not built out. With the arrival of the PGBT
and DART light rail, these challenges are going to be significantly heightened in Rowlett. It
is hard to speculate further about differences. Mr. McEntee attended only 30 minutes of an
all day orientation for candidates. At a panel interview recently, in the course of an hour, I
did not hear him express one single idea, one single program, or one single suggestion
about anything that needs to be done in the city. Conversely, he did not identify one single
substantive issue facing the council that needed to be dealt with or that had not been dealt
with properly. I'm sure there's a reason he's running, it's just that at this writing, I don't
know what that reason is or what his platform is based on. So, I can't identify a specific
difference beyond experience, experience on counsel, general leadership experience,
management experience and academic experience. I do know, based on two brief
encounters, that Mr. McEntee appears to be a nice guy. He is quiet, pleasant, and
respectful. His family dates back to the founding of Rowlett, so he has knowledge of the
history of Rowlett and it's rapid growth over the past two decades. They were, and
remain, significant landholders in Rowlett, including much of the acreage along the
extension of the soon to be completed PGB Turnpike, so he surely has a strong interest in
the development of that area. As a result, he may also face some conflict of interest issues
if he is on council. That's all I know at this point.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting quality commercial development is second only to putting into place a sound
comprehensive plan so we can pursue that development in the right way, in the best long
term interests of the city. We have a strong residential community, but we need to
diversify the tax base so that homeowners do not have to continue to carry nearly the full
financial burden for the city. Economic development in the past has been challenging
because Rowlett was essentially land-locked. With the arrival of the PGBT and DART light
rail, that is about to change. Those will be our primary economic engines, of course. We
have prime development opportunities along the lakefront and about 1,000 contiguous
acres for development either side of the soon to be completed turnpike. Our Economic
Development Director and his assistant have been very active in getting the word out.
Community events hosting developers and attendance at trade fairs have brought many to
the city to see exactly what we have to offer. In this economic environment, that is about
as good as it gets. When development in the region begins again, we will be in the game.
That said, this is also our biggest challenge. Voters have been promised tax relief through
economic development for many years now. Their expectations are high. However, as I
noted above, quality economic development consistent with our new comprehensive plan
(coming soon) and the goal of long term sustainability means that this may not all occur
nearly as quickly as some would like it to. The long range goal requires the ability to say
"no." Managing expectations, following the plan and effectively communicating the benefits
of doing it right will all be challenges.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: The demographics of Rowlett have more or less remained constant. Although Rowlett

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is a relatively young city, I believe that the "baby boomers" are not well accommodated, in
Rowlett or in much of the Metroplex. Aging, along with economic and other changes, are
suggesting a change in the size and type of houses we build, with more emphasis on
smaller, more energy efficient homes, yet with upscale amenities. I would encourage
future residential development to consider that, although in the end the day, the market
will govern that issue.
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: This is a federal enforcement issue. I don't believe direct action is appropriate at the
city level, although communications and cooperation need to be maintained to insure that
illegal immigrants who are felons and come into contact with local police do not escape
appropriate punishment under our laws, or subsequent deportation.
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A: Definitely favor. We've been a member of DART since the beginning. In late 2012 our
light rail station will open. The days of individual transportation by automobile are
numbered. Acceptance of public transportation in our car oriented society have been slow,
but as with so many things will come out of necessity, if nothing else. It is important that
we continue to develop our regional systems for that day.
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: I have long encouraged greater efforts toward partnerships with our neighboring
communities. We live in an age of diminishing resources, whether it is energy, material or
revenue. Regional cooperation will allow us to better leverage the resources we do have.
I've noted that there is resistance to this, but we've recently taken the step of joint
meetings with our neighboring councils. It's only a first step, but an important one.
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I think we're a lot closer to achieving a very cost-effective delivery of services. There is
a lot of institutional inertia in this regard, but changes in the economy have helped us
achieve a much higher level of service for a lot less cost. There are still some things we
can do, but we've done an excellent job of making the city more efficient. Again, an
excellent City Manager has been instrumental in the process. The most important aspect of
this effort is getting your staff equally engaged and committed to the process. With quality
staff, when confronted with shrinking resources, it's amazing what they can do. I would
have liked the process to have been a little quicker, but little happens quickly in this
business. I think we're doing an excellent job in this regard and it will only get better.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: We have been ahead of the curve on that. One important thing that was done several
years ago was to dedicate a certain amount each year to what we call the Cash CIP,
money dedicated to bringing marginal roads up to a good status, instead of just waiting for
much more costly replacement. This extends the life of these streets and alleys for many
years. Neighborhood infrastructure had been neglected for a very long time, so we've had
a lot to do, but we've done a bit each year and it's beginning to show. We have expanded
that program based on some experimentation that suggests we can achieve similar results
with even worse roads. We've also begun to address some languishing utility maintenance
was well. That is mostly a matter of being faithful to the Cash CIP program. One of the
things we've done, a pet issue of mine, was to end the very expensive Festival of
Freedom. Instead, we've instituted a number of smaller, low cost, Main Street events that
are more of a community gathering with modest entertainment, much of that
home-grown. As Mayor Pro Tem Gottel is fond of saying, "bring your family, not your
wallet." We've required that the Wet Zone, another expensive program, pay for itself, or
nearly so. By determining what it's true market is and adjusting accordingly, it has done
so, making a profit for the first time in many years. To be sure, there is still much to be
done, more than we have money to do right now. And there aren't many easy choices left
when it comes to reducing spending. However, by instituting efficiencies and simply not
doing those things we would like to do, in favor of those less glamorous things we need to
do, we have returned the reserves to their full level, increased some reserves and
achieved a small surplus in the budget - all with no tax increases or borrowing. The
budget, with the current level of services, is projected to hold through 2014, even if
revenues continue to decline. The crystal ball is not so clear after that. In preparation, just
in case, we've begun the previously mentioned program to involve citizens in order to fully
understand what they value the most, to aid us if hard choices are necessary.

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Q: What is an uncomfortable truth about your city that voters must confront?
A: The arrival of the turnpike and light rail will not be the panacea many are expecting, at
least not anytime soon. In part because of promises by politicians, and in part because of
general optimism, many expect the benefits of those economic development generators to
result in the transfer of the tax burden from the "rooftops" to the commercial development
that is sure to follow. There is an assumption that commercial development will
immediately follow. It may, or it may not. There remains a lot of empty land alongside
those portions of the turnpike that have been in place for years. Then there's the economy.
Rowlett does have some advantages, such as the lake and light rail, but there's no
assurance that QUALITY development will follow right away. I'm sure that eventually it
will, but how long that might be remains anyone's guess. I emphasize quality because, if
Rowlett wants to build a sustainable community, good for the long haul, it must hold out
for the right development. That might not be the first development, further delaying the
process. Then, when development does come, even if quickly, there is the matter of
incentives. There is competition for quality development, and attracting such development
usually requires a variety of incentives. For many cities, particularly those cash poor, as we
all are these days, those incentives will be, at least in part, in the form of tax breaks, often
for a period of many years. So, development that occurs today, might not return a
significant benefit for many years. I think that realistically, the payout is 10 to 15 years
down the road, assuming a reasonable recovery in the economy. It could be quicker, but to
wish it so won't make it so. I anticipate a level of frustration over that time period as these
long awaited benefits are slow to materialize. Promises were made, expectations were
formed. I think both were unrealistic. We have no one to blame for that but ourselves, but
nevertheless, that is the truth we may have to deal with.

Chad McEntee

Biographical Info:
Name: Chad McEntee
Street Address: 7121 Liberty Grove Rd
City/Town: Rowlett
State: Texas
Date of Birth: 07-31-75
Work or Campaign Office Phone Number: 972-965-6933
Home Phone Number: 972-475-3409
Mobile Phone Number: 972-965-6933
E-mail Address: chadmcentee@gmail.com
Campaign Web Site Address: www.chadmcentee.com
Questions:
Q: Length of residency in the city
A: With the exception of about 3 years while I owned a business in Comanche Texas, I
have resided in Rowlett my entire life.
Q: Length of residency in the district, if applicable
A: - no response -
Q: Occupation/main source of income
A: I would classify my occupation as a Farmer/Rancher. That is what has been passed
down from generation to generation within our family. We farm and ranch our land here in
Rowlett as well as some property in East Texas. Prior to my father's passing when I took
on this role, I was an Underground Utility Foreman as well as a City Inspector.
Q: Current civic involvement/highlights
A: My current civic involvement includes activities with the Garland and Wylie FFA
chapters. As a licensed auctioneer, I have been honored to have been involved with
several benefit auctions in Rowlett as well as surrounding communities.
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: I am a proud graduate of Garland High School. After that, I attended and graduated

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from Northeast Texas Community College and Kilgore Fire Academy.


Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: Raising campaign funds is a work in progress. I believe as of now, all we have raised is
enough to cover the cost of signs.
Q: Who are your top three contributors?
A: To single out the top three contributors, would be challenging. I have people that are
contributing finically, while others are contributing their time to walk the neighborhoods
and put out signs. All of these people are critical to my campaigns success.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No, I have not.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I'm a regular Rowlett resident. I have no political background. I just grew frustrated of
the way some items were being handled within the City so, I decided that I would run. My
family is one of the founding families of Rowlett. I have watched this city change over the
years and I just want to try to ensure that we are moving in the right direction. As far as
my background, I have several years of experience in utility work and as a city inspector.
Q: What are the three most important actions you would take if elected? How would you
push for them and pay for them?
A: A few key points around my philosophy are, I believe Rowlett needs to ensure we are
zoning correctly to attract some destination retail, like we find in Garland and Rockwall. I
believe we need to monitor unnecessary purchases by the city. We need to focus on what
will benefit our residents and not get caught up in political games.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: If you want a candidate that has the same views as most residents and just wants
Rowlett to be a great place to live, then I'm your candidate for place 5.
Q: Development challenges vary from city to city. Where does attracting residential and/or
commercial development to your city rank on your list of priorities? How would you
evaluate the job your city has done to date in attracting such development?
A: Attracting new development ranks high on my list. Our residents need to be able to
shop Rowlett to retain sales taxes within the City. I believe that we still have a lot of work
to do in this area however, I do believe it is attainable.
Q: What demographic changes are happening in your city that the rest of the region should
know more about? How is your city dealing with those changes? What, if anything, would
you do differently?
A: It's no secret that Rowlett is experiencing some changes. With NTTA bringing 190
through the City, there are some unanswered questions in regards to what new attractions
will come along with the new tollroad. I feel that the residents of Rowlett need to be
informed as to what the city is planning for our further development
Q: What should the city or the police department do to address the issue of illegal
immigration?
A: - no response -
Q: Do you favor or oppose a seamless regional transit system, and if you favor it, what
steps would you take to make it happen?
A:
Q: Identify other issues you think your city and North Texas could benefit from greater
regional cooperation, and what would you do to encourage regional partnerships?
A: - no response -
Q: Do you think that your city delivers services in the most cost-effective manner to
taxpayers? If not, what changes would you recommend?
A: I believe that there is always room for improvement in regards to pricing of city
services.
Q: How has the current leadership done in weathering the economic storm? What ideas do
you have on how to balance the budget with less revenue coming in and the ever-present
need to maintain roads, sewers and other basic infrastructure?
A: I believe Rowlett has seen our fair share of struggles through this economic storm. I
understand that the City has many items that pull at the budget however, I plan on being
the voice of the residents. We understand that money needs to be invested back into the
city for certain repairs however, unnecessary spending is what Rowlett residents do not
understand.

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Q: What is an uncomfortable truth about your city that voters must confront?
A: - no response -

Allen ISD, Place 7


Description:

Candidates (choose 1):

Dan Blosser

Biographical Info:
Name: Dan Blosser
Street Address: 315 N. Greenville Ave., Apt 334
City/Town: Allen
State: TX
Date of Birth: May 3, 1947
Mobile Phone Number: 202-306-0427
E-mail Address: danblosser@yahoo.com
Questions:
Q: Length of residency within the district
A: I moved back to north Texas two (2) years ago and moved to Allen in Nov 2009. I had
previously lived in the DFW area from 1989 to 2001. Prior to moving to north Texas two
years ago I lived and worked in Washington, D.C. for the previous five (5) years,and in
other cities around the country during my long public work career.
Q: Where did (or do) your children attend school?
A: I have two (2) daughters, both of whom attended and graduated from the Carrollton-
Farmers Branch ISD. My younger daughter was a National Merit Scholar semi-finalist and is
now a student at UNT in Denton and has an internship with Frito-Lay in Plano. My other
daughter has attended college at the prestigous Fashion Institute of Technology in New
York City.
Q: Occupation/main source of income
A: I have been involved mainly in city government during my 35 year civic career. As a
Fleet Manager I have run city departments as large as 245 associate with 4,000 units of
motor equipment with 600 drivers to dispatch daily. I have also been a Risk Manager for
several cities and was responsible for all insurance programs including health/dental,
workers' compensation, safety, loss prevention, claim handling, wellness, municipal
property inventory control, employee training, and employee newsletters. I was the city
administrator for a small WV city directly after my college years.
Q: Current civic involvement/highlights
A: I am currently a member of Allen First United Methodis Church, and a volunteer
participant with Habitat for Humanity. I am a member of the Friends of the Library in Allen
and a volunteer there.
Q: Previous civic involvement/accomplishments
A: I have chaired United Fund municipal campaigns, been president and a board member
of churches I attended, a frequest blood donor, and a reader for the blind.
Q: Education
A: BA Degree in Public Administration from West Virginia University, 1969 MPA Degree in
Public Admin/City Government from West Va. University 1973 US Navy air controller
during the Viet Nam Era.
Q: Previous public offices sought/held:
A: No elective offices held, but lots of municipal staff positions held.
Q: How much funding have you raised for your campaign?
A: I am self-funding my campaign and will not use unsightly yard signs.
Q: Who are your top three contributors?

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A: Me, me, and me.


Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: None.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I decided to run for the Allen Board of Trustees in order to offer the public a choice
between more of the same, or a new approach. My approach would insist in more
emphasis on the relationship between teacher and student with support from parents as
the key ingrediant for an excellent schooling of students. I would place less emphasis on
facilities and school buildings. I believe Allen goes through the motions on school bullying,
but does not actually administrate it well, nor is there enough emphasis on acceptance of
diversity in the staff, faculty, and in student affairs.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I would not immediately talk about laying off teachers when confronted with fiscal
shortages in the operating and maintenance budget. I am ashamed that at the same time
AISD is building a $150 football stadium, it is actively talking about laying off
employees,particularly teachers. I know that capital funds cannot be converted to O&M
funds, but there could have been better long-range planning so that we would not find
ourselves in this situation.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes I have attended Board meetings, but the public is not allowed to participate in a
dialogue with the members of the Board at these meetings. I would find a way to allow
Board members to discuss issues at the Board meeting if I am elected. I believe where
there is a will there is a way, and I believe the State Attorney General's Office is the place
to begin to find out how to allow dialogue and transparancy at Board public meetings.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: Allen already does lead in the basics of passing the annual mandated tests, but it could
do so much more with emphasis on excellent teachers and less emphasis on tenure for
teachers and more pay for performance.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: This gap has always existed for recently arrived minority groups during our country's
history. Again, the very best we can do as a school district is to see that the teachers are
excellent through pay for performance (with effective written and oral reviews for
teachers'performance) and with acceptance of diversity through training and performance
reviews.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: The splurging of tax payer funds on new and large facilities must come to an end. Allen
is slowing in population growth and the land area to built on is finite. More facilities are not
now needed. Second, I would place greater emphasis on watching what O&M funds are
spent on daily at the base of the organization so that wasteful spending by the
departments can be spotted and stopped. Third, I believe the top administrative staff is
too heavy and needs to be reduced in size and expenditure. Top administrative staff spend
too much time in the plush administrative office and not enough out in the field.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: Teacher pay for performance is my primary goal for the District. I know that this cannot
be done over night, but a journey of a thousand miles must begin with the first step.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: Both for academic and technical oriented students, the student teacher relationship is
upper most in importance. I emphasize the importance of excellent teachers and this
means an end to the tenure emphasis for teacher and the emphasis of pay for actual
proven performance by teachers. The schools exist for the students, not for the lifelong
guaranteed employment of teachers.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: I believe Allen ISD already does a great job of communicating with all stake holders.
Q: What are the ingredients that make for a successful high school and middle school?

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What resources are lacking in the schools in your part of the district?
A: The primary emphasis must be on teaching and learning; with sports, arts. amd
ancillary clubs being important too, but not as important as the learning/teaching
environment.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: Learning is like a long winding thread, and once broken, whether in the early years or
in the middle or high school years, it takes great emphasis to retie the tread and begin to
make learning progress again. The teacher/student relationship is where the student's lack
of interest must be first identified and addressed. District teaching and counseling
resources must be brought to bear on these wavering students at the earliest possible
moment, and the parents must be made a part of the solution for the student's emotional
and academic welfare.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: The textbook/computer debate is a false trail as both are needed in our society. I am a
great fan of rote learning on intellectual matters (as was Abe Lincoln who spent only one
[1] year in a classroon). Computers are great for research and learning some technical
skills such as typing. New skills such as LEAN quality control skills would be very practical
for students in high school to learn, as would personal finance and personal legal
management skills.
Q: How would you get more parents involved in schools?
A: The teacher/student relationship, if excellent, will help draw in the parents to the
learning process. Good timely communications with parents and follow through on parental
concerns will also build a trusting relationship over time.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: End the tenure emphasis and increase the pay of teachers based on performance
reviews.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: Again, I would emphasis the criticality of teachers to the process. Certainly teacher pay
should be directly linked to student performance measurements. Principals and
administrators should lose their jobs if they fail to meet these student learning goals.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: We have spent our tax payers' fortunes on school facilities that do not by themselves
enhance student learning. The whole learning process depends on teacher performance
and accountability and not on facilities, admininistrative staffing, and extra curricular
activities.

Mark Jones

Biographical Info:
Name: Mark A. Jones
Street Address: 1413 McKenzie Dr.
City/Town: Allen
State: TX
Date of Birth: 02/17/69
Work or Campaign Office Phone Number: 972-359-7566
Home Phone Number: 972-359-7566
Mobile Phone Number: 214-912-6322
E-mail Address: Mark2001Jones@aol.com
Campaign Web Site Address: www.Jones4Board.com
Questions:
Q: Length of residency within the district

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A: Nine years, three months.


Q: Where did (or do) your children attend school?
A: Kerr Elementary - Allen, TX
Q: Occupation/main source of income
A: President and owner of Jones Insulation, LLC
Q: Current civic involvement/highlights
A: Vice President of the Allen ISD Board of Trustees; Kerr Elementary PTA; Committee
Member for Boy Scout Troop 1299; Friends of the Allen Library Public Library; Member of
Grace Community Church
Q: Previous civic involvement/accomplishments
A: United States Marines; Foundation for Allen Schools - Board of Directors; March of
Dimes; United Way; Hope's Door
Q: Education
A: Bachelor of Arts in Political Science from Texas Tech University; MBA from Texas Tech
Unversity
Q: Previous public offices sought/held:
A: Allen ISD Board of Trustees: Appointed in 2006, Elected in 2007, Elected in 2008
Q: How much funding have you raised for your campaign?
A: None.
Q: Who are your top three contributors?
A: N/A.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I was sued in federal court as a member of the Allen ISD Board of Trustees in 2008. The
suit was dismissed.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I have enjoyed serving on the Board of Trustees for the last several years. I was
appointed to the Board in 2006 and first elected in 2007. We began our current five year
strategic plan in 2007 and we are earnestly preparing for our next strategic plan with input
from the community. I believe that during these financial trying times it is imperative that
we retain experience on the Board of Trustees. It takes up to two years to learn public
school finance and operations. Before I joined the Board, I had the fortune to serve on the
Foundation for Allen Schools in 2005 and 2006. This gave me great insight into the
operations of the district.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have in-depth experience in finance and operations of large corporations. Most of this
experience has been in hospital administration where we faced declining reimbursement
from Medicare/Medicaid and insurance companies. This forced me to look for ways to
reduce expenditures that did not affect patient care. I see a direct correlation now as we
face a major short-fall in revenue from the State. My past experience has given me the
opportunity to be more creative in reducing costs while simultaneously increasing student
performance.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: I began attending board meetings before I was appointed in 2006. Since then, I have
attended approximately 100 meetings. A board member can be most effective when
listening to their constituents and then presenting those concerns or issues directly with the
Superintendent or with the entire board when appropriate.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: 90 percent of our twenty campuses are rated exemplary. Campuses that have shown
the best performance have shared their best practices thoughout the district. This is due to
our professional development days where teachers collaborate in a team environment to
develop intervention plans.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: Our district does not have a large Latino population; however, we have over sixty
languages that are spoken at home. I prefer to address all English language learners
rather than a certain demographic. We have had great success in our district by having
effective teachers along with involved parents that are closing the achievement gap
between various student populations.
Q: If you had to cut three parts of the school district's spending, where would you cut?

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A: 1. The State is requiring forty-five days of testing for every high-school student
beginning in the 2011-2012 school year. This equates to twenty five percent of the school
year spent on tests. While I do not discount the need for testing, learning occurs when
teachers are allowed to teach. 2. The State mandates that we purchase text books.
School districts could save money by being allowed to move towards a digital
environment. We have already begun moving in the direction with the introduction of
Smartboards and other digital media. 3. In 2003 and again in 2006 when the State
reduced our target-revenue, our district addressed many non-teacher areas for saving
additional revenue. We are currently putting out to bid a majority of our non-teaching
contracts to capitalize on additional savings.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: 1. Foreign Language is an area that I would like to see expanded. As the world becomes
ever smaller, I think that it is imperative for students to learn a foreign language. Not only
are they learning another language, they are learning a different culture. 2. I would focus
on developing a department within our Career and Technology Center for non-college
bound students that would prefer to enter into skilled trades. Studies have shown that
HVAC, plumbing and electrical jobs will be in short supply within the next five to ten years.
3. We have been able to carve out professional days in our calendar for teachers to
collaborate and develop best practices. Unfortunately, this may be an area that we have to
reduce due to state budget cuts.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: Our district excels in this area. We are extremely proud of our new Career and
Technology Center. This Center will provide exceptional career development activities for
our students in career pathways such as engineering, computer science, health science,
business, and broadcast journalism. The Center will provide students with numerous dual
credit opportunities with Collin College. I would like to see our district develop more
options for career development in areas like plumbing, HVAC and mechanical repair. I also
hope to see our district selected for an ROTC program.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: Trained community liasons would add additional cost to the district. I would like to see
our district partner with our community. Parents and students could learn together thus
building a better learning environment.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: Customer service is imperative to developing a successful high school and middle
school. High quality teachers are integral to any successful school. We are evaluating ways
where we can use the best instructional practices throughout the district. To accomplish
this, technology will play a key roll. I foresee an ever increasing use of the internet and
short teaching videos that can be reviewed by the student and parent outside of the
classroom.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: We are fortunate that we do not have that problem in Allen. Our district currently has a
97 percent graduation rate. This is not to say that we do not have room for improvement.
To capture the remaining three percent, we must become innovative in engaging those
students.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: We are effectively utilizing technology in the classroom. We will be installing Smart
boards in all classrooms over the next several years. This encourages more student
involvement and it is a new way to stimulate learning. Our elementary age students will
still need to rely on textbooks. Middle school and high school students are already living in
a digital world; therefore, I see more emphasis being placed on laptops.
Q: How would you get more parents involved in schools?
A: We have to be flexible to meet the needs of our parents. I would like to see more
strategies to get feedback from our student and parents on their experience within the
district.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: Teachers and principals join a district for a variety of reasons other than pay and
benefits. They desire an environment where their students can learn and achieve higher

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levels of learning. At the end of the day, a teacher wants to see that they had an affect on
the student that day. We can develop effective teachers by demonstrating that we are
commmitted to our students, team work and professional learning.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: I support a system to link student performance with teacher pay. However, this must
me done in a manner that enhances teacher collaboration and a team environment.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: The current financial crisis imposed upon us by the State is not going to go away very
soon. Allen already receives less money per student than our surrounding districts. We are
not asking for more money as much as we are asking that when the legislature reduces
funding, that they do so in manner that is both reasonable and equitable.

Carrollton-Farmers Branch ISD, Place 1


Description:

Candidates (choose 1):

James Goode

Biographical Info:
Name: James Goode
Street Address: 3437 Longmeade Drive
City/Town: Farmers Branch
State: Texas
Date of Birth: 05 February 1945
Work or Campaign Office Phone Number: 972-620-8530
Home Phone Number: 972-243-4591
Mobile Phone Number: 214-212-2780
Fax Number: 972-620-8531
E-mail Address: goode4cfbisd@gmail.com
Campaign Web Site Address: www.jamesgoode.com
Questions:
Q: Length of residency within the district
A: 32 years in the district
Q: Where did (or do) your children attend school?
A: All four children attended C-FB ISD for 13 years each, from kindergarten through
graduation from R.L. Turner High School.
Q: Occupation/main source of income
A: President and Engineering Manager for Applied Data Sciences, Farmers Branch, Texas
Q: Current civic involvement/highlights
A: Farmers Branch Chamber of Commerce Executive Board and Education Committee
Chairman Farmers Branch Chamber of Commerce Education Foundation - President City of
Farmers Branch TIF Reinvestment Zone Number 1 & Number 2 - Chairman Carrollton-
Farmers Branch ISD Educational Foundation North Texas Area Association of School Boards
Texas Association of School Boards - Board of Directors North Central Texas Council of
Governments Carrollton-Farmers Branch ISD Representative
Q: Previous civic involvement/accomplishments
A: Town North YMCA Board of Management R.L. Turner HS, Vivian Field MS, McLaughlin
Elementary School - PTA Executive Boards Texans Can Academy Advisory Board,
Carrollton Farmers Branch Campus C-FB ISD Association for the Gifted and Talented -
Executive Board C-FB ISD Education Foundation Establishment Committee C-FB ISD
Advisory Bond Committee 1998 City of Farmers Branch Education Advisory Committee
Texas PTA Life Member Texas Association of School Boards Master Trustee Career and

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Technology Association of Texas State Award Masonic Grand Lodge of Texas Community
Builder Award Farmers Branch Chamber of Commerce, Committee of the Year/Education
Advocacy Farmers Branch Chamber of Commerce, Distinguished Leadership/Chairman,
Education Committee The Institute of Electrical and Electronic Engineers Life Member Town
North YMCA Volunteer of the Year
Q: Education
A: MS in Management & Administrative Sciences, The University of Texas at Dallas BS in
Electrical Engineering, The University of Texas at Arlington Registered Professional
Engineer - Texas
Q: Previous public offices sought/held:
A: Elected four times previously to this position
Q: How much funding have you raised for your campaign?
A: Have not requested donations
Q: Who are your top three contributors?
A: No outside donations received. Funded by myself.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for the school board because of my desire to help all students realize their
opportunities if they are academically prepared. I have served on the school board for 12
years and have seen the need to serve and encourage students; some who might be older,
speak a different language at home, and struggle with different customs and traditions. I
have come to see the need to include the entire family in the educational journey. I grew
up in an environment that did not demand or expect higher education. This blue collar
environment understanding of education minimizes the academic potential of many
students. I learned the value of friends who encourage you to continue your academic
studies and inspire you to reach for the next higher level. In other words, I learned that
the people you associate with determine your beliefs and set your goals; therefore, I want
to influence others to set their goals for higher academic success. I encouraged my four
children to do their best inside and outside of the classroom. I was there to help and direct
them.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I do not know my opponent's background. So I can only tell you about myself.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: I have been on my local board for 12 years. Prior to that time, I attended board
meetings about once a month over a two year period. During that time the most important
lesson I learned is that you are one of seven members. You are only effective if the other
six board members believe you are earnest in your desire to serve the students, staff and
community and if you can persuade a plurality of them of the wisdom of your position. If I
don’t have the respect of my fellow board members, I just become an annoyance and
distraction while they strive to serve the district. A good board member must be willing to
use one’s free time to participate in various school district activities and become an active
participant in community and civic organizations. A board member’s time commitments
goes well beyond the scheduled board meetings.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: We have many campuses in our district that have been successful with high
achievement in reading and math. They range from the areas of low socioeconomic to the
more affluent areas. The common thread is caring teachers who bring a high level of
meaningful instruction into the classroom. Probably the most important question is, “When
do parents start teaching their children at home?” If students are in pre-K and full time
kindergarten, they will be ahead of the other students. Smaller class settings with
individualized instruction always help bring improved results. Parents who reinforce at
home what the students have learned in the classroom by encouragement or using their
own personal background in reading and math bring additional improved results.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: First we must believe in the equal value of all students. Once we realize that students
who are limited English learners may be highly gifted, and if we inspire them, they will
succeed in their quest for a high level of academic learning. We have 53 different

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languages spoken in our district. Our first objective is to have all students learn in a
common language. We have different programs to help students make that transition. The
most important factor outside of the classroom is to involve the parents. We must
understand that the culture in most foreign countries is that parents are not involved in the
educational process. Therefore, we must learn how to help parents understand their role in
working with, encouraging and demanding success from their children. We are
experimenting to find workable methods.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: The first areas to cut must not impact student achievement. Therefore, those areas to
cut might be 1) maintenance and operation, 2) non-instructional administration, and 3)
extra-curricular programs.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: If money were available it would be 1) early childhood education (e.g., pre-K and full
day kindergarten), 2) concentration such as double blocking classes in subject areas where
students are below the minimum expected level, and 3) early intervention programs or
classes.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: To curb the dropout rate we have programs that have proven results; such as our
Advancement-Via-Individual-Determination (AVID). Our Mary Grimes Learning Center is a
program that focuses on individualized instruction with an accelerated and flexible
schedule. Because these are small classes it allows for teachers to more closely work with
their students to ensure their chances of academic success. Our expanding Career &
Technical Education (CTE) programs, integrated into our high school curriculum, help
students experience the practical application of conceptual ideas. We have a vision for
adults from the professional industries to help provide a personal learning relationship with
students. Until budget constraints are no longer an issue, this will continue to be just a
vision.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: The district has sufficient electronic communications resources for the English and
Hispanic population. The challenge is to address the other 51 languages spoken in the
district. There are about 30 volunteers who are available to converse or translate material
into the more common languages. The greatest need is to have volunteers available at the
campus level who can be the first person to have contact with the non-English speaking
adults. Another need is to have cultural ambassadors available as volunteers. The final
need is to provide updates about district activities and accomplishments that are available
in a format for the non-technology accomplished people.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: With multiple middle schools and high schools, their success is based upon the unique
classes and programs at their location. There are support programs which support the
demographic diversity and socioeconomic status of the students. The areas we need
improvement in are parent participation and business community involvement.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: The challenge is providing the resources to help students make the transition from
middle school to high school. These challenges range from academic preparedness to social
acceptance. A mentoring program lead by upper level high school students to work with
the students while still in middle school would help minimize part of this transitional stress.
There needs to be better collaboration between the high school and middle school teachers
so the students are not overwhelmed with the academic divide.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: Technology is used in our classrooms to serve a multitude of applications. We use it in
the more traditional applications such as white boards, video and audio. We use technology
for online testing. Specialized software for reading and math has been a great asset. This
software allows for individualized and personalized teaching. Newer areas of technology we
use include the virtual classroom, accelerated classes for advanced middle school learners
and higher level courses offered by universities. Thus, the classroom is more than brick
and mortar and more than the local public school system. The future is not laptops or
textbooks; rather the future is tablet devices like the Apple iPad. These type of devices will
become a true “Personal Learning Device” and will make textbooks obsolete. Learning is

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then personalized and available 24/7. There will be a need for textbooks for a while;
however, when state funding becomes available for digital devices, there will be an
explosion in student usage. This should lead to better retention and decrease dropouts
because it becomes “Personal.”
Q: How would you get more parents involved in schools?
A: I don’t have the perfect answer. Parent involvement is driven by cultural and
socioeconomic issues. We are working to lower the language barrier by trying to recruit
more volunteers who speak the languages that are spoken in our district. The cultural
issues require a paradigm shift. Adults must change the ideas learned as students in their
native countries to the accepted norms in Texas. There are many single family parents and
parents who work multiple jobs, which limits the amount of time they have available to
assist their children.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: Recruiting has not been a major issue in our district. We have provided excellent
teacher development classes and programs to assist them in becoming highly qualified
teachers. In the same way we nurture our principals. Our challenge is how to retain them
as they become enticed to go to neighboring school districts because of the skills they
acquired in C-FB ISD. One challenge has been a shortage of relatively new affordable
housing for teachers new to our area.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: We have been successful using a model where incentive pay is shared by the entire
campus. We allow the entire campus staff to decide what model works best for them.
There should also be consequences for a campus which repeatedly fails to improve. First
investigate before placing blame on individual staff members. Teachers do not get to
decide what students will be in their class. If they are new students who are behind grade
level, then a teacher needs additional time just to get students up to their expected level.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: Because of our location along Interstate 35E and LBJ Freeway there is a constant
movement in part of our student population. This also impacts our demographic and
socioeconomic mix and affects our drop-out rate. Not necessarily because they dropped
out of school; rather they moved without notifying the school district where they were
moving. However, we are proud that we can make a difference if they stay with us.

Randy Schackmann

Biographical Info:
Name: Randy Schackmann
Street Address: 3309 Highland Meadow Dr
City/Town: Farmers Branch
State: TX
Date of Birth: 9-26-1953
Work or Campaign Office Phone Number: 214-538-3898
Home Phone Number: 214-242-0388
Mobile Phone Number: 214-538-3898
E-mail Address: randy.schackmann@gmail.com
Campaign Web Site Address: www.RandyforSchoolBoard.com
Questions:
Q: Length of residency within the district
A: 4 years
Q: Where did (or do) your children attend school?
A: I have a son at RL TURNER HIGH SCHOOL (C-FB ISD) and a son at VIVIAN FIELD
MIDDLE SCHOOL (C-FB-ISD). I also have three grown children, two of whom are teachers.
They all attended John Burroughs High School in Burbank, CA.
Q: Occupation/main source of income

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A: I am the founder and owner of Schackmann Philanthropy Support, LLC, based in


Farmers Branch. We are a fundraising, marketing and nonprofit management consulting
firm. Part of my work includes training boards and board members and helping
organizations to do budgeting and strategic financial planning.
Q: Current civic involvement/highlights
A: I am an active member of the Farmers Branch Chamber of Commerce, serve on the
Metrocrest Medical Foundation Board, member of Texas Association of Business, am active
at my church (Farmers Branch Church of Christ), serve as advisor to the board of the
South Plains Food Bank, member and sponsor of RL Turner High School Aquatics Team, PTA
member, Founding member and current nonprofit advisor to Dallas Shooting Stars
(Olympic Shooting Sports) Team, and member of Dallas Pistol Club.
Q: Previous civic involvement/accomplishments
A: I have served on 18 local and national boards. Was honored at and featured speaker for
the City of Lubbock, Texas Mayor's Hunger Heroes (2010), Am a multi-year Food Bank
volunteer. I have served on three school site councils, led a year long school district-wide
emergency preparedness project in coordination with our City disaster planning team,
been a member and officer of PTA, served as an officer on multiple school booster groups
and volunteered three years as grant writer for a national championship high school vocal
music association. Served on city park and recreation board. Have been boys and girls
youth sports coach and HAP Minor (baseball) board member. Honored as AGRM
(Association of Gospel Rescue Missions)Pacific Division Volunteer-of-the-Year. City of
Burbank Rose Float Association volunteer. Have taught fundraising and nonprofit
management and budgeting at Azusa Pacific University School of Business and
Management.
Q: Education
A: A.A. (Liberal Arts) and B.A. (Dual emphasis - Business/Religion) Cascade College
(Portland, OR), M.A.(theology) Pepperdine University (Malibu, CA). Post graduate
credentials: Nonprofit Manangement and Fundraising Certification - Indiana University,
School of Philanthropy, and Planned Giving, Trust, Taxation and Charitable Estate Planning
Certifications from The Law School at William & Mary.
Q: Previous public offices sought/held:
A: This is my first campaign.
Q: How much funding have you raised for your campaign?
A: $1,450
Q: Who are your top three contributors?
A: To date they are: Randy and Ruth Schackmann, Fred Badyna, Mike Del Valle
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for school board because I care about kids, our schools and our
community. I bring a strong background in board experience and leadership together with
years of successful, conservative fiscal management. In many ways I "grew up" in
schools and with education. My mother was a teacher for 33 years, and my personal
involvement with schools, on-site and with the district, is now in its 25th year. I bring a
very unique background and years of preparation to my candidacy that includes extensive
board leadership and nonprofit budgeting. I have been a part of numerous local and
national boards and have taught, trained and consulted boards on operations, budgeting
and leadership for 15 years. I have had the opportunity to train some of our country's
largest not-for-profit organizations' leaders, and I have taught board skills and leadership
at the graduate school level. All of the over 150 nonprofit organizations I have served
professionally are board-led. They each exist on funding from sources other than
production income revenue. This is very similar to school funding, and the basic board
operations of a school district and the organizations I work with and for, are the same. The
one major difference my board experience includes versus our school district is that “my”
organizations cannot and do not run year after year deficit budgets, and I have an
extensive background in mission-driven, core business based budget cutting and planning.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My opponent is on record saying: (A) the best way to get schools funded is with
increased taxes, and (B) school districts should have the right to raise taxes WITHOUT
citizens getting to vote. I BELIEVE our first priority must be budget cutting, not new taxes,
and I am 100% opposed to any TAXATION WITHOUT REPRESENTATION through a vote.

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During my opponent’s 12 years on the board, C-FB ISD's administrative personnel has
more than doubled. They are the fastest growing part of our staff. C-FBISD employs 200+
people who earn over $90,000 per year. The number of C-FB administrators is higher than
state averages and so is our overall teachers to nonteaching staff ratio. I BELIEVE we have
too many high-priced administrators and leadership personnel and we must save money
with cuts in this area. At the April board meeting's budget discussion, my opponent
supported a "business as usual" approach that only includes retirement or staff attrition
reductions. I BELIEVE we must aggressively work on our budget starting with (1)
examination of all programs to identify areas of reduction or savings, (2) creation of a
district-wide initiative to identify and stop spending redundancies and waste, and (3) by
reducing the single largest part of our budget: personnel costs, and this must be done by
finding ways to reduce costs while protecting classroom learning. My opponent constantly
says that “high achievement” is our district’s #1 priority. Yet, on his watch, during the last
five reporting years, the number of high school juniors in the district who pass the SAT
college admissions test at the collegiate level has declined 25%, and last year, 50% more
district schools dropped a level in AYP rating than increased. I BELIEVE exemplary must be
our goal and we must do more than just talk about achievement. We must focus priority
attention and resources on classrooms and on-site school staff that work daily with
students. It is time to stop spending and building that doesn’t support teachers and direct
(daily) student learning. I BELIEVE that our schools are “owned” by the community and
that board members should represent our values and ideas. My opponent has repeatedly
demonstrated that he (“the board”) and administration “know what is best” and they will
pursue their agenda first and foremost. There is a clear, profound and distinct difference
between my opponent and me.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: I have attended a number of board meetings and watched many more via our district
online archives or the local district television broadcasts. My experience gives me a unique
understanding of the things a board can do as leaders and what areas of leadership is not
their purview. Three things a board member can be more effective are: (1) Board
members need to ask more questions and get more "whys" into public view so the
community can know and understand rationales and methods clearly. (2) Board members
need to bridge the gap between the "edu-speak" mentality of the administration and
district and the "every-day speak" of the community -- and they must always insure that
the citizenry at-large feels welcomed and involved and important stakeholders. (3) Boards
must work cooperatively and harmoniously with district administration but while doing this
they must not include losing sight of the fact that they (the board) are stewards of the
community's money and schools.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: C-FBISD schools employ many programs and direct teaching methods to intervene for
students who are at-risk throughout the district. In ways, the effort to get all students up
to or above grade level has been one of our strongest pursuits. One example is Vivian Field
Middle School where teachers use data to find students at risk. Curriculum decisions and
class placements are brought before teachers and administrators directly involved in
students' education. Individualized instruction is planned for each student and beyond
actual math and reading classes, before school tutorials and after-school and even some
Saturday programming in reading and writing academies are combined with multiple
curricular, co-curricular and some non-curricular enrichments programs. All of this is
blended to maximize student achievement. What can be learned from this? The combined
strategies approach works. Both TAKS scores and Vivian Field's AYP level have increased
using these methodologies.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: There is never ONE great answer that solves all issues bridging this gap, but a wide
assortment of strategies and skills that make learning accessible for every student.
Implementing STELLAR strategies in classrooms has been effective in closing the
achievement gap for many CFBISD students and I would push to expand this very effective
and cost-efficient program. The purpose of STELLAR is to “build the capacity of mainstream
teachers of English Language Learners (ELL) to positively impacting all ELL populations in
classrooms.” Our district if fortunate to have Dr. Elsa Anderson, CFBISD STELLAR
coordinator and her work is something we should promote. By using combined STELLAR
and best practices combined with the training and skill our teachers have regarding cultural
differences, all students, Latino, Anglo and others, see improvement in test scores and
academic performance.

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Q: If you had to cut three parts of the school district's spending, where would you cut?
A: In the past 6 years the number of students and general staffing in C-FBISD has
remained flat. During that same time period Central Administration has more than
doubled. The first area I would cut is this area of high-salary staff since over $30 million
dollars is spent annually on various administrative and leadership jobs/departments. The
second area to cut is the curriculum and instruction department. This department has 48
staff positions, most earning significantly more than teachers. They spend nearly $5 million
yearly in this area and can be cut. The third area combines two budget categories.
Excluding maintenance, transportation and health, C-FB is presently spends $13.5 annually
on contracted services and supplies. This is an area that must be reduced.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: I am always interested in and concerned for the safety and quality of schools for all of
our students. If we were “flush with cash” I would be very supportive of programs to
augment anti-bullying resources and training. A second area I would support is the use of
individualized technology especially in our high schools. We are past the point where
“laptops” are the answer. We have some, but we could use more personal hand-held
devices (such as iPad) and immediate response interactive technology in classrooms. A
third area of interest would be increasing fine arts in elementary and middle schools.
Numerous studies show the value of engaging young student in fine arts (art, band, choir,
etc.) as they become more engaged in school and typically earn higher grades.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: I am not ready to add more programs to our schools. We have more programs now
than we can pay for. It makes much more sense to attack these issues by honing and
refining the programs we have. We can and should make them more effective. A good
example is in the college readiness area. Over the last 5 reporting years, the number of
high school students in the district who attain the level of college accepted on the SAT has
dropped 25%. This is at the same time high school level TAKS scores have gone up. There
should be more emphasis course mastery and college prep (and less emphasis TAKS prep)
in all classes. When students score better on the SAT or ACT, they be more likely to stay in
high school and finish their diploma. Can we look at the declining SAT score data and not
wonder what is lowering the opportunities our students have for success? Why does
C-FBISD say it has real achievement when students from all of our high schools are having
a more difficult time being prepared for college? What use is it to stay in school, when
students will not be prepared to go further?
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: CFBISD does a good job communicating with parents. My boys are involved in multiple
school and extra-curricular activities. We get phone calls and emails from both schools
almost every night. The ParentConnect and grade portal programs keep us updated on
missing work or low grades. Teachers have been responsive to our emails and phone calls.
The on-site administrations at both campuses our boys attend support our sons’ academic
and developmental lives. The district has qualified translators and actively supports
non-English speaking parents and families. We have liaisons and resources in place (i.e.
Community in Schools) that assist in insuring that everyone, including and especially
non-English speakers are well supported and served. I will encourage and support current
programming, but especially in these precarious financial times would not be supportive of
added staff of program costs.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: Successful schools, at every level, needs five things: quality teachers, safe and effective
facilities, sound curriculum with good resources, supportive leadership that both
encourages and “stays out of the way” when appropriate, and community support. My
younger son’s C-FBISD middle school is very successful. His teachers are dedicated and
they work with us to meet his needs. It is important that class sizes remain lower than the
predicted 35+ that could happen if next year’s budget has a $30,000,000+ short fall. How
could a hard-working teacher give students much help the support if faced with such large
classes? My older son’s high school METSA (Engineering Academy) program is amazing.
Their growth in four years is phenomenal. If METSA loses its edge on the forefront of
technology because of reduced financial support, many students who love science and
math will lose their chance to get ahead in a global marketplace. That would be
unforgivable and detrimental for our students’ futures. Bottom line, C-FBISD is not
lacking for many resources. Our schools are performing well and our students have ample,

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supported opportunity for great academic and life skills training. The challenge for us is
how to effectively start reducing the budget in a way that maintains, without decimating
our school’s successes, and our current school board thinks waiting and doing nothing is
going to suffice. I believe in proactive budgeting and leadership that will help C-FBISD
maintain its edge.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: Improving middle school education starts in elementary school and gains momentum.
Learning to be a fluent reader is the MOST important skill our students must master.
Reading is not a “one and done” skill; readers need support, encouragement and
challenges as their reading level changes and develops over time. Middle school education
is not just about teaching students what they need to know to survive; the entire school,
from Band, Choir, Art, Karate and Life Skills, to the most basic core classes, work together
to make a complete package for each student. The district must protect classrooms--
teachers make a difference!
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: Technology is being used very effectively in most C-FBISD classrooms. Several of our
high schools are beginning to use individualized handheld communication devices (such as
iPad) as integrated parts of the curriculum. They support brainstorming and daily
classroom collaboration as well as instant web access research. Some of our schools are
incorporating Smart Carts (multi-media technologies) and Promethean Board interactive
white boards to maximize student involvement and internalization of daily learning goals.
Technology is important as will continue to play a growing role in education as we train and
equip student for college and daily life in the 21st century. The great challenge for
technology is ensuring that dollars devoted to this part of the schools’ budget are spent
carefully and that teachers and equipment are prepared properly and utilized fully for
maximum results. Laptops or textbooks is almost an outdated question. Between things
such as iPads, KindleTM wireless reader devices and more, laptops are fast becoming a
thing of the past. The question hinges on what is the most effective way to insure the best
curriculum and learning is available at the most effective cost. Answering this, determines
laptops or textbooks.
Q: How would you get more parents involved in schools?
A: Parents are students’ primary resource for education. Before a student sees the inside
of a classroom, parents teach them. Including parents in decisions relative to their
student’s academic future is a truth we must not ignore. Honest communication with
parents must start from the highest level in the district and permeate every level of
decision making. Any time we lose the opportunity to talk to parents, we short circuit the
hope with which they have entrusted us. We can talk about PTA, parent groups and the
like, but for C-FBISD, we must open up the district to start building more parental
involvement. Instead of holding documents, notes, financial details and other public
records secret forcing community members to make Freedom of Information requests, we
must be transparent about decisions that have impact in classrooms and about the budget.
We need to get finances out in the open with things like online checkbook. We need to
utilize technology and tools such as online surveys to get regular, quick feedback. And
most of all, we have to engage parents. Changing these patterns to open
communications, we will encourage parent involvement in every level of our schools and
will allow us to more effectively use traditional methods like PTA and other parent contacts
and support to the fullest extent.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: C-FBISD has earned a solid reputation. This is the cornerstone of recruiting and
retention process. Good personnel will not be attracted nor will they stay if quality is not
present. As a board member, I will work to maintain the district in a way that keeps this
basic fact accurate. A second foundational part of both recruiting and retention is
professional growth. We have, and must continue to provide ways for teachers and
principals to build and improve. People are attracted to opportunities wherein they know
that their abilities and career are encouraged and supported. Retaining staff should also
involve competitive compensation; equally fair, encouraging working conditions; good
facilities; adequate resources; the right blend of supportive leadership without overbearing
or stifling control and effective communication with opportunities for input. As a board
member, my highest priorities will be helping to set the right tone of our district, ensuing
that are staff is always valued and that maximize resources and support that helps
teachers and principals.
Q: Should teacher pay and student performance be linked? If so, how? And should there be

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consequences for a school if it is succeeding or failing? If so, what should those


consequences be?
A: The quick, answer is, “yes.” But once that is said, a serious leadership discussion must
occur. It is appropriate for teacher pay and student performance to be connected. Why
should a teacher’s salary increase if there are declining results, and conversely shouldn’t a
teacher who does an outstanding job be worthy of higher pay. How? Test scores are one
important variable, but they are not flawless statistical measures. Any type of merit or
achievement-based pay must be based on a number of factors to yield true results. The
question of consequences for a succeeding or failing school opens another conundrum.
What is the measure of success? What variables are within and beyond the control of the
school? What is the longitudinal rate of success or failure? And how do short-term goals
and on-site learning objectives fit with TAKS (or standardized test) results and overall
district mandates. I am supportive of accountability and high standards. I want our
schools and out teachers to be exemplary in every way. I will promote and encourage
salaries and other incentives that maximize teacher quality, and I will press for high
standards of overall school answerability.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: We are up against a major financial crisis and the current board has done very little to
deal with the challenge. Current projections indicate that we will get about $21,000,000
less from the state this year and about $36,000,000 less next year. In the face of this, our
board has chosen to continue “business as usual.” The only idea put forward for the
2011-12 is to use retirement and attrition for budget cutting and then to draw about
$20,000,000 from district reserves to fund the same basic budget as in past years. Their
solution for the following year is to start budget work studies one month early. The board
has failed to act responsibly on behalf of our community. Their lack of action will deplete
reserves and when, as the Superintendent described, next year’s tsunami swamps us,
there will be no options. Either layoff hundreds of teachers and decimate district programs,
or get more from the community from new and higher taxes. I find this unacceptable. It’s
time for a change. New leadership can make major cuts in the budget without hurting
classrooms and taking action now will leave us much better prepared to face both this
coming year and the next. We do not need new taxes. We need new leaders who will take
action now.

Carrollton-Farmers Branch ISD, Place 2


Description:

Candidates (choose 1):

Nancy Cline

Biographical Info:
Name: Nancy Cline
Street Address: 3036 Silverado Drive
City/Town: Carrollton
State: Texas
Date of Birth: 07/13/1962
Work or Campaign Office Phone Number: (972) 450-2878
Home Phone Number: (972)492-5181
Mobile Phone Number: (972) 898-4668
E-mail Address: nancy@votenancy.com
Campaign Web Site Address: www.facebook.com/votenancy
Questions:
Q: Length of residency within the district
A: Our family moved to CFBISD in August 1998. We have lived in this home since that
time.
Q: Where did (or do) your children attend school?

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A: We have two children in C-FB schools. Our 13 yr old is an 8th grader at Blalack. Our 16
yr old is a junior at Creekview. Our oldest son, a Creekview High School honor graduate,
is a sophomore aerospace engineering major at Texas A&M University who also marches in
the Aggie Band and has accepted an air force contract.
Q: Occupation/main source of income
A: Employed as the Director of Public Works for the Town of Addison.
Q: Current civic involvement/highlights
A: CFBISD Board of Trustees, Place 2 - 2005 - present Girl Scout Troop 462 - Co-Leader
Creekview High School Band Booster Club Board - Treasurer Member - Aldersgate UMC
Q: Previous civic involvement/accomplishments
A: CFBISD Board of Trustees, Place 2 - 2005 - present Leadership Metrocrest - Metrocrest
Chamber of Commerce - Class XIII Texas Section American Society of Civil Engineers -
Past-President Texas A&M Civil Engineering Advisory Council - 2006 - present Kent PTA -
4 years on the Board PTA Life Member Award - Blalack Middle School PTA
Q: Education
A: Bachelors and Masters in Civil Engineering from Texas A&M University
Q: Previous public offices sought/held:
A: Elected in 2005, currently serving in my 6th year on the Carrollton-Farmers Branch
I.S.D. Board of Trustees, Place 2.
Q: How much funding have you raised for your campaign?
A: None
Q: Who are your top three contributors?
A: None
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I have not had any personal criminal proceedings or civil suits. But as part of my work,
sometimes the city is the subject of a civil lawsuit. Also, as a school board member, there
have been several civil suits filed against the board.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I want to see our school district continue to succeed at its goal for high achievement for
all kids. I ran for school board in 2005 because my volunteer and professional background
had prepared me for the position and as a product of public schools, I wanted to dedicate
my time to working to provide a high quality education for all of the children in our district.
Since that time, I have learned about the challenges presented to our district through state
and federal testing requirements, state funding issues, and a student population with
increasingly larger numbers of transient and /or economically disadvantaged students and
ESL students. Since being elected in 2005, I have had the opportunity to serve on the audit
and finance committee in addition to chairing the committee to develop Board Operating
Procedures. I am an experienced board member with over 170 continuing education
credits. Before running for office, I served as the chair of the Elementary Education
sub-committee of the 2003 Bond Election Committee. I have also volunteered for
numerous positions in the Kent PTA, Blalack PTA and Creekview Band Booster Club. As a
Licensed Professional Engineer in Texas since 1990, I have successfully organized and seen
many engineering projects to completion. I believe in being involved and using my skills in
my community. I believe the experience and training as a trustee counts, particularly in
these times.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have served as a school board trustee for over 5 years. I have attended required
school board training hours and participated in Board and Superintendent Team training
five times. I understand the budgeting practices of the district through both serving on the
audit and finance committee and through participating in the budget work session and
meetings over the last five years. That experience coupled with the executive position with
a municipality would take a lot of time for a newcomer to learn and we don’t have a lot of
time for learning on the job.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: I attended board meetings periodically before running for election in 2005 and have
attended the board meetings since election as a trustee. A board member can be effective
by preparing for each meeting by reviewing the agenda packet and submitting questions
for further clarification to the staff. It is also important for a board member to attend and
actively participate in the board discussion. There are also numerous training opportunities
through local and state based organizations and state-mandated Team of Eight training

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each year. The board is a team of eight with varied perspectives and developing an
understanding and giving feedback regarding board agenda items is critical. An effective
board member is one that is prepared, has reviewed their board materials, stays abreast
of current legislation and happenings in the district, shows up for board meetings and other
school functions, and actively engages.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: Carrollton-Farmers Branch TAKS Reading scores for all students are at 91% passing
which demonstrates that most children are reading on grade level or higher. The math
TAKS scores are slightly lower at 86%, but continue to improve. The district is committed
to providing quality professional development and curriculum support so that all campuses
have high achievement. The district continues to study and apply proven research
techniques to the classroom to improve the success for all students and ultimately bring
student’s scores higher.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: We have experienced an achievement gap from the more socio-economically
disadvantaged population and not necessarily just Latino students. Our approach to closing
the achievement gap is to use proven curriculum and instructional strategies in our
classrooms. These strategies have proven successful in decreasing the achievement gap.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: It is difficult to determine three areas as it will likely be a combination of many smaller
areas. Staff is evaluating all programs to determine the impact each has on student
achievement, particularly with the money spent on each. The Board determines the
financial resources available and directs the staff to maximize those resources for the
greatest return on student achievement.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: 1.) Early childhood education because that is where the research shows it is most
needed and has the greatest impact on learning. 2.) expanded programs at the high school
level (academies, IB, career and technology programs) to give high school children a boost
towards being college ready or work force ready without remediation. 3.) instructional
programs that utilize proven research techniques that recognize the struggles and learning
differences of middle school age children and the importance of academic success prior to
high school.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: It is important to show students that what they are learning is something that they can
use outside of the school and in the future. Mentoring and internship programs with local
business partners have proven to decrease the dropout rate. Programs that bring the
business people into the schools are vital to student engagement. The district would like
more direct partnerships with businesses and local service organizations such as Rotary to
emphasis the importance of completing a rigorous high school program. The district is
constantly improving its Career and Technical Education program to ensure students who
wish to enter the workforce immediately after high school are successful. In addition, we
are emphasizing success in middle school and focusing on the transition of students to the
9th grade, and providing safety nets to ensure academic success prior to high school. It is
also important for the district to continue its focus on providing the appropriate academic
programs for all students from the highly gifted to those who are identified with learning
disabilities. The district constantly searches for technology programs that individualize
learning to meet individual student needs.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: It is important for the district to communicate with all parents and community
members. Although resources are scarce, allocating the necessary funds to communicate
via the Internet, written materials, and parent liaisons are vital to maintaining and building
district stakeholder support. The district website is constantly updated and most
information is available in both English and Spanish. We have 51 languages spoken as a
first language in our district. I would encourage the district to continue with the
development of School Wires, which is a web page system designed for individual schools,
and specifically for teachers to communicate with parents about their classrooms.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: A successful high school and middle school often share a combination of a motivated

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teaching staff working together with the students to teach them so that they demonstrate
high achievement at all levels. If you consider the teachers that had the most impact on
your past, it is typically the ones that develop a relationship with the student and through
the connection, the student believes the adult cares and they are more likely to be
successful. Ensuring smaller class sizes in middle schools fosters these positive
relationships. Unfortunately with funding being cut by the state, this will be difficult to
accomplish. The main resource lacking in the schools in our district is adequate funding to
offer the programs that best prepare a student for college. Our district was ranked No. 11
overall of the 200 largest school districts in Texas by the Education Research Group (ERG)
report recently released. This is a composite score that reflects a measure of academic
achievement (adjusted using regressions curves for student population) and financial
responsibility of the district. We have done well but are striving to continue to improve
student achievement while continuing to evaluate spending in all areas. Threatened budget
cuts driven by the state could threaten funding of programs that improve student
achievement.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: It is important to screen and refer middle school students for testing for learning
disabilities that may have been obscured or missed earlier. As the curriculum becomes
more difficult, struggling students become frustrated and that could lead to greater
numbers of dropouts. The efforts required to maintain acceptable grades and the
frustration mount. Students, who do not earn enough credits to progress a grade level
each year, should be evaluated to ensure that learning difficulties are not the cause.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: Technology is being used very effectively in the classrooms of C-FB ISD. Years ago, the
district placed technology carts in classrooms so that direct access to technology programs
are at the fingertips of our teachers. (what do you call the equipment that replace
overheads and allows interaction with the kids?). Additionally, other interactive technology
has been installed such as White boards to present teaching concepts. C-FB ISD was an
early implementer of apple learning tools such as the ipod, iTouch and now iPad
technology. There are not currently enough options to make laptops a viable alternative to
textbooks just yet. But in the future it is likely that mobile devices such as smart phones,
ipads or other portable electronic devices may be determined to be more desirable than
laptops for dispersal and sharing of information. The district will continue to find innovative
ways for students to use their personal learning devices to increase their learning.
Q: How would you get more parents involved in schools?
A: I think the PTA is our greatest tool for parent involvement. It varies depending on the
age of the child but my favorite activities for the PTA to host at the elementary school level
were the back-to-school swim party at the city pool each year followed by the first day of
school donuts and coffee for parents after student drop-off and the many student
performances that the parents can attend. Each PTA board often has a position for the
principal of each school and the entire board can discuss needs and approaches for
achieving the desired amount of parent involvement. At the middle school level and high
school level, needs of the staff are different. We often receive requests for parents to help
with eye screening, Hall monitoring on TAKS day, etc. School campuses with the older
students don’t have as much of a need in the classroom but have a great need for support
of the staff and teachers. I have been very impressed with other events sponsored by
organizations other than PTA that attract parent involvement such as Kacie’s Run (5K run
for Special Olympics). The amount of student involvement at Kacie’s Run was incredible
and there were even volunteers along the route cheering people on. These volunteers
came from a cross section of many of the schools in the district. The high level of student
involvement in the race attracted the participation of many parents.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: Since at this time we obviously cannot pay more money to our staff, we seek to provide
continuous professional development opportunities and training that make our staff
successful. With the reduction in funding, it is imperative that parents, community and
business leaders find ways to support teachers and the schools if our goal of achievement
for all students is to be obtained.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: Compensation for high student performance should be considered for all educators
involved in the learning process. Pay incentives that reward the successes of the school

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learning team have proven more successful than those that only look at individual
teachers. It truly takes the efforts of all staff members to increase student achievement.
Schools that are not successful in increasing student achievement need the appropriate
interventions by the experts and specialists in student learning. It is crucial that the district
maintain a highly knowledgeable curriculum staff to assist schools where students are
struggling. If the failure is a lack of effort then appropriate personnel action should be
taken.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: Texas wants all schools to be accountable for high student achievement, but is
struggling to allocate enough resources for its public schools. Texas is ranked around 44th
out of 50 in terms of spending for public education in the United States. The state is not
only reducing funding but putting it on the local level for tax approval votes. In 2006, the
state approved a new funding process that froze the state’s allotment per student at the
2006 level. Increases in per pupil funding have only been given by state mandated teacher
raises. Any additional operating costs must be absorbed by the district by reducing other
areas. The property tax cut in 2006-2008 from $1.50 per $1000 to $1.04 per $1000 placed
much more of the burden for funding of K-12 public schools on the state and in these
difficult times, cuts will be more drastic.

David Yarbrough

Biographical Info:
Name: David Yarbrough
Street Address: 3202 Cutler place
City/Town: Carrollton
State: TX
Date of Birth: 09/30/1973
Work or Campaign Office Phone Number: 214-587-5307
Home Phone Number: 972-939-4999
Mobile Phone Number: 214-587-5307
Fax Number: Same as home number
E-mail Address: david@electdavidyarbrough.com
Campaign Web Site Address: www.electdavidyarbrough.com
Questions:
Q: Length of residency within the district
A: I have lived in the CFBISD for 31 years.
Q: Where did (or do) your children attend school?
A: I have two boys who both attend Davis Elementary. Andrew, who is 9, is in the 3rd
grade. Nathan, who is 6, is in the 1st grade.
Q: Occupation/main source of income
A: I am the account manager for ASP Global Services. I work with companies all over the
world who want to enhance their inventory and warehouse visibility. Our main product is
called SphereWMS. A world class warehouse management system designed for today's
growing companies.
Q: Current civic involvement/highlights
A: Member of First Baptist Church Carrollton for 26 years. Kids worship leader and driver
for Bus Outreach Ministry at First Baptist Carrollton Sunday School Teacher
(kids/adults)FBCC Head coach for PSO Sports little league Head coach for Kids Community
Basketball at First Baptist Carrollton Head coach for Men's softball league Carrollton
Friendship House Volunteer Vice President, A.W. Perry Homestead Museum Society
Q: Previous civic involvement/accomplishments
A: Referee for City of Carrollton and CFBISD basketball
Q: Education
A: I attended K-12 in CFBISD. After high school I attended 2 years at Brookhaven College.
I also attend various CE courses related to leadership and work specific as needed.
Q: Previous public offices sought/held:

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A: None. This is my first run for public office.


Q: How much funding have you raised for your campaign?
A: $1200
Q: Who are your top three contributors?
A: John Yarbrough Roark Janis Skip Cannon
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: NO
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for School Board because I believe there needs to be more representation
from people who symbolize the interests of our communities. I was raised in the CFBISD,
and have spent 31 years living and doing business in this district. I now have two small
boys who will also be raised in the district. I bring new vision and the ability to ask
questions coming from a former student, a parent, and a taxpayer. Being in sales, I have a
very energetic personality. I use this personality everyday to interact with my clients and
ask questions related to their needs. I am a great listener and use that to form my
questions in order to gain insight into specific issues. I am not afraid to ask the hard
questions. Do to the current economic situation in all levels of our government we must
have fresh eyes and a vision to challenge the status quo. I believe in serving the
communities we live in. There is no higher honor than serving the children in our district
who will someday be the leaders of our communities. I look forward to feeling great
satisfaction that will come from seeing my boys and all the kids in an exemplary district. A
district that all the citizens of the communities will be proud of.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My opponent is an engineer, I am a sales professional. I ask questions for a living in
order to formulate a plan for my customers. In this case, my customers will be the
residents of the district. There are specific questions that the parents and taxpayers of the
district want to ask of the administration. I will not be afraid to ask those questions. I will
not be a puppet to the administration that rubber stamps and does not question the intent
of the issue at hand. I am not afraid to stand up for what is right.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: I have attended a number of school board meetings, as well as, watched archived ones
online. I feel that more questions need to be asked prior to choices being made. In the
meetings I have attended, many times I find myself questioning the rational of the board’s
decisions. I feel I will add a much needed place to the board by asking thoughtful questions
before items are just rubber stamped
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: The greatest part of being in a large school district is being able to learn what works.
We have 16 Exemplary schools in the district. We must learn and duplicate the actions of
these schools in order to reach Exemplary status for the district.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: We need to find out what works. Are there any districts that are doing better than we
are in this area? If so, we need to be asking ourselves what they are doing. This goes back
to not being afraid to ask questions. A lot of time and money can be saved by finding out
what others are doing that have been successful. An exemplary district works smart not
hard.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: • Central Administration - Bottom line is we are fat when it comes to the administrative
level. I hate for anyone to lose a job in these hard economic times, however, if someone
fails to provide value, then they need to go. • Curriculum and Instruction - There are
close to 50 people working in this department. We need to do a better job of managing
these positions and look for redundancy in job duties. • Non-student achievement
spending - When it comes to budget items I want to pay close attention to any spending
that is not related to student achievement. From Coffee to catered food, we must be
proactive in looking and asking ourselves "is this needed"? I think we will be surprised
what we find.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: Safety and security of students Special Education programs Technology

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Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: We don't need to add any programs until we can determine what our financial stamina
is. We should use existing programs and tweak them to what works. We must also seek
advice from colleges in the area and around the country to help us prepare our students
for the transition from High School to College. I believe that each child should be enrolled
in an extra-circular activity to give them a well-rounded education and add a dimension to
help keep them in school.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: We need parent involvement and the communication with parents is key to the success
of our students’ continued education. We must work with our local communities to enlist
their help as we try to reach these parents. We need to communicate this in a way that all
parents can really know and understand what is happening in our district. Perhaps we can
hold more open houses so parents can actually see what their children are working on in
class, thus become more engaged in the process. Our cities are fighting the same battle.
Why not work with each other to find out what is working. This will save us time and
money and help create and exemplary district for our children.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: Safe secure facilities, energetic learning environment, and an exemplary teaching
staff. I am not sure what resources are lacking. This would be a great question for the
teachers and parents of each school. This data would be key to putting the correct
resources in place to create an Exemplary district.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: As a district we must spend our time getting to know our students and how they learn.
An exemplary district will take the data received from the teachers and counselors and use
this to help tweak programs designed to help in student achievement. Middle school has
many challenges to students as they begin their teenage years. We need to pay close
attention to how students acclimate to their environment. Not only are we dealing with
education, but there are life changing events playing out as these students become
teenagers.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: I am impressed with the use of technology in our district. I do think that the way
students learn today is different than when I was in the district during the 80's and 90's. I
enjoy seeing our kindergartners learning by using Ipad's. Whether we like it or not the
way students learn today is changing. I believe the emphasis should be put on what
teachers think is the best way to reach the students. They know the students best and
have been trained to teach.
Q: How would you get more parents involved in schools?
A: It is not a matter of how, we must get parents involved in the education of our
students. My vision for the CFBISD is to have more events that target parents and
students together. I have so many teachers that I know who are constantly saying they
need the parents’ help to reach the students. This type of communication needs to
originate from the top level in the district. I constantly hear a lot of excuses about the
diversity of our district. This is not an excuse or a curse. We have to be creative on ways to
reach parents and inform them of the importance they play in the lives of their childrens
education. An exemplary district takes effort by all parties involved. We can get there.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: Great teachers and principals are attracted to great school districts. My vision for an
exemplary CFBISD will attract those types of people. This is why we must control our
spending so we can pay great teachers who want to be in our district. A district that listens
to teachers and principals will create the type of work atmosphere that will attract
effective leadership in our classrooms and schools
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: YES!!! Just like other jobs, teachers should be rewarded based on the job they do. As a
district, we need to give our teachers everything they need to be successful. I want a
model district, with consummate teachers that teach exemplary students. This is the type
of district that attracts businesses and new residents to the area. We are talking about our

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kids and the future leaders of our communities. If a school is failing, we need to know why.
We need to look at the successful schools and duplicate what is working. We can't make up
excuses about why we can't have 100% exemplary schools. You get out what you put in.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: There is a massive storm coming. We have all read about it. We hear it on the news
every night. We must act now. If you have a district that has the same representatives
re-elected you will get the same results. This board has done a good job of getting us
where we are today, but good isn’t enough. We need to do a great job of managing our tax
money. The days of spending every dime available are over. Schools have become too
complacent in spending our tax money however they see fit. Why do we have to make
budget cuts in our own homes, but the schools just keep on spending? I can tell you why.
The school districts can keep going back to the money tree which is your tax money. Until
now they had to ask you for it. Here is the scary part. There is legislation on the horizon
that would allow the board to increase your tax rate without your vote. I will take a stand
against that. I want to make the necessary cuts in the unnecessary spending that will put
us back in control of our tax dollars. Take a stand and elect David Yarbrough to your school
board. Together we can take this district from good to great!!!!

Cedar Hill ISD, Place 3


Description:

Candidates (choose 1):

James A. Charles

Biographical Info:

Questions:
Q: Length of residency within the district
A: - no response -
Q: Where did (or do) your children attend school?
A: - no response -
Q: Occupation/main source of income
A: - no response -
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: - no response -
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: - no response -
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: - no response -
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: - no response -
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: - no response -
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?

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A: - no response -
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: - no response -
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: - no response -
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: - no response -
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: - no response -
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: - no response -
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: - no response -
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: - no response -
Q: How would you get more parents involved in schools?
A: - no response -
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: - no response -
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: - no response -
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: - no response -

Wendy Hodges-Kent
Biographical Info:
Name: Wendy Hodges-Kent
Street Address: 1340 Boyd Street
City/Town: Cedar Hill
State: Texas
Date of Birth: November 12
Work or Campaign Office Phone Number: 469-236-1860
Fax Number: 972-291-7360
E-mail Address: whodgeskent@msn.com
Questions:
Q: Length of residency within the district
A: My family and I have lived in the High Point neighborhood of Cedar Hill for 10 years.
Q: Where did (or do) your children attend school?
A: My child is a 2007 graduate of Cedar Hill ISD
Q: Occupation/main source of income
A: Currently, I am the Executive Director of the Best Southwest Partnership, which is a
non-profit organization representing 11 municipalities (Cedar Hill, DeSoto, Duncanville,
Lancaster, Ferris, Glenn Heights, Hutchins, Ovilla, Midlothian, Red Oak and Wilmer) and 4
chambers of commerce (Cedar Hill, DeSoto, Duncanville and Lancaster) with a mission to
encourage economic progress within Southwest Dallas and Northern Ellis Counties. Our
goals are to advocate legislative positions, encourage other partnerships among civic,
business and educational entities and promote well being.
Q: Current civic involvement/highlights
A: Volunteer coordinator, American Veterans Traveling Tribute Mentor, Big Brothers Big
Sisters Volunteer, Habitat for Humanity Delta Sigma Theta Sorority, Inc. 1st & 2nd grade
Bible Teacher former Volunteer - United Way of Metropolitan Dallas grant advisory team
former member - National Campaign to End Childhood Hunger former member -
Women's Council former executive member - Texas Impact

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Q: Previous civic involvement/accomplishments


A: - no response -
Q: Education
A: B.A. Degree - Sociology/Social Work - Wiley College Internship - State University of
New York at Stony Brook - Institute for Social Analysis Post graduate work M.A. Degree -
Urban Affairs - University of Texas at Arlington Certified Experiential Trainer - Inner
Summit, Inc
Q: Previous public offices sought/held:
A: Although active in the political arena for several years, this is the first time I have
sought a public office.
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I have never been arrested or involved in any criminal or civil proceedings.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I believe that I can make a valuable contribution to the Trustee team. I am a mother,
advocate for children and a community organizer. As a parent I understand the issues and
as a community partner I realize that we have to work together to find the answers for our
children. I’m committed to being a part of the solution that allows young people to
continue to dream of unlimited possibilities. This is my first campaign and the reason I
chose to get involved is because we are facing some very critical issues in our state and
country as it relates to education. For more than twenty years I served my communities
on behalf of children. Through the Greater Dallas Community of Churches I was successful
in expanding the federal nutrition programs for children and families, for six years
administered non-school hour programs for children and was instrumental in the success of
one of the 1st AmeriCorps grants. I served twelve plus years as a trainer and consultant
for the Children’s Defense Fund (Washington, DC). In addition, I have experience in
partnering businesses and schools as the Vice President of Education for Junior
Achievement of Dallas. As well, I currently serve as a mentor through Big Brothers Big
Sisters program.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: - no response -
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Over the last several years, I have attended numerous school board meetings and
believe that the most effective board members are those that always keep a child in the
back of their mind and remind themselves that "they" are the reason they are there. Also,
the individuals that make it a priority to be informed on the issues and understand and
respect the different perspectives.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: All of our schools are on a journey to educational excellence, there is something to be
learned from every school in the district.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: - no response -
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: Cedar Hill ISD has taken a bold approach and convened a community advisory
committee made up of a cross section of the community including teachers, parents,
business leaders and community activist to address and prioritize budget issues; all with a
vested interest in ensuring that our tax dollars are adequately appropriated.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: If money wasn't an issue, three areas of concentration that I would appropriate funding
is: (1) Technology: It is critical that we have the most up to date technology available for
our children so that they can compete in the global marketplace. (2) Curriculum &
Instruction: We need to raise the expectations of our young people and challenge them
with a relevant and rigorous instruction that includes foreign language. (3) Personnel):
We must be able to recruit and retain the best administrators and instructors. Those

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educators committed to providing children with the tools necessary to be successful.


Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: Studies have indicated that students at risk of dropping out of school can be identified as
early as third grade by reviewing records of attendance, behavior, and course failure.
Research has demonstrated that by making learning environments safe and relevant,
better engaging parents and their communities in schools, and helping students get back
on-track academically, lower the drop out rate.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: All parents want the best for their children so creating avenues that ensure that they
are partners in the educational system is important. We start improving communication
with parents by creating a welcoming atmosphere at the administration office and on each
campus. We assess the skills and talents of our parents/families and utilize their gifts. We
develop seminars that connect and empower parents and educators.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: - no response -
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: An option to improve the Middle school educational experience would be to fully engage
these students. The curriculum must be interactive, relevant, and should address the
postmodern skills necessary for life-long learning and application. Provide them with
options and opportunities, expose them to careers and fields that they might not of heard
of or had experience with.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: Technology is being used effectively in "some" classrooms. The future is in advanced
technology and all children should be exposed, literate an savvy, however SMART Board
exchange and technologies do provide for an interactive learning experience. The use of
technology can transports us all over the world.
Q: How would you get more parents involved in schools?
A: - no response -
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: In order to recruit, retain and develop effective teachers and principals, a district must
have a bold vision that allows educators to be creative. In addition, they must offer a
competitive salary but also make the investment in professional development a priority.
Provide incentives for those who continue to invest in self and translate their knowledge to
the classroom.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: - no response -
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: The uncomfortable truth about our public schools that taxpayers and voters must
confront is that the financial resources necessary to impact substantial change have not
come from the state. Due to a decrease in revenue streams many districts will have to
come up with creative ways to redistribute a smaller amount and maintain the educational
stride. Voters across the state may be asked to make an additional investment for
children.

Cedar Hill ISD, Place 4


Description:

Candidates (choose 1):

James Charles Hein Jr.

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Biographical Info:
Name: James Charles Hein, JR.
City/Town: Cedar Hill
State: Texas
Date of Birth: 1/12/67
Work or Campaign Office Phone Number: 9722919192
Home Phone Number: 9722919192
E-mail Address: heinjr@aol.com
Campaign Web Site Address:
http://electjamescharlesheinjrforcedarhillschoolboard.com/
Questions:
Q: Length of residency within the district
A: 11 Years
Q: Where did (or do) your children attend school?
A: Cedar Hill
Q: Occupation/main source of income
A: Graduate Student
Q: Current civic involvement/highlights
A: I have been working in a volunteer program called, WATCH D.O.G.S, Dads of good
students. This program encourages male role models in our schools.
Q: Previous civic involvement/accomplishments
A: Chuck Yeager Aerospace Education A. Scott Crossfield Aerospace Master Educator
Award Certificate of Appreciation in Recognition of 5 years Loyal Service to Arlington ISD
Q: Education
A: Currently applying for admissions at the University of North Texas Curriculum and
Instruction Doctoral Program Graduate Student with a 4.0 G.P.A M.Ed., Educational
Leadership, University of North Texas, 2011 B.S., Liberal Arts and Science, University of
Central Oklahoma 1996
Q: Previous public offices sought/held:
A: none
Q: How much funding have you raised for your campaign?
A: n/a
Q: Who are your top three contributors?
A: n/a
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: no
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I want to promote a friendly learning and working environment that encourages
positive feedback from the community, staff, and students • I want to ensure that our
schools are safe and I want to work hard to help in the efforts to eliminate bullying • I
want to encourage parental involvement and encourage our parents to participate in school
sponsored events • I want to recruit corporate sponsors to help in our efforts to subsidize
our budget deficits • I want to work side by side with our money managers in our district
to ensure that not a dime is wasted • I want to plan for the future of our kids for a society
that awaits their involvement • If elected I want to work hard to help resolve our budget
deficits so the CHISD will have to ability to bring back any school program that was cut
during this crisis, so that we can open any school that was closed, and so that we will have
the ability to hire every single hard working employee that has lost their job during this
dark time in our budget history • I just wanted to take a minute to speak to all the
students in Cedar Hill Schools. I am asking everyone to work hard and pay close attention
to what your teachers are telling you in school. I am asking that you follow all rules and do
your homework every night. If you can do those few things for me then if I am elected to
school board I will propose a policy to get rid of the uniforms so that you can wear regular
clothes to school

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Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Our key differences are our educational backgrounds with mine in education and
educational leadership and my opponents in business and accounting. Regardless of who is
the voters best choice for school board, we got to be willing to change how we do business
in Cedar Hill ISD. The fact is that we had a budget short fall long before the state wide
budget crisis had developed and we need strong leadership to ensure that we are making
the right decisions that has the most positive impact on our kids.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Board members can be effective by thinking outside the box. Today we are faced with
one of the greatest challenges that this school district has seen in decades. The question is
how to keep the ship afloat when we hit the iceberg. But this iceberg came out of nowhere
with the state’s budget shortfall and a broken educational funding system. What made
matters worse is the Cedar Hill ISD hit the iceberg a long time ago with budgets issues.
Going back to thinking outside the box, a board member has to be willing to propose and
vote on creative ideas so that we can one day get out of this jam and function again as a
world premier school district.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: The Ninth Grade Center and Bray Elementary are good examples of how schools in our
district are performing well with dedicated teachers like fourth grade teacher Elizabeth
Podany and ninth grade teacher Chris Rose. These enthusiastic educators along with many
other are setting high expectations while at the same time caring about their students.
When you couple that trait with good instructional leadership from their principals, Dr.
Daniel Johnson and Mr. Robert Johansen, and you have a good strong parent/community
support, we then go from meeting the bar to setting the bar.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: We can successfully meet the needs of all our students and make gains in closing the
achievement gap by utilizing a pedagogy that allows us to be dedicated to high
expectations and high student achievement. We must make use of bilingual approaches for
limited English proficient students while at the same time incorporating the students’ home
culture to generate meaning and understanding in what they are being taught.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: I would first involve the Community Advisory Committee to see if we needed to cut
three areas in the district’s spending. The areas that I would proposed to the committee
are areas that included wasteful spending, over priced materials, and poor subcontracting.
I would support a strong general fund balance and more efficient spending practices. I
would also support an Advisory Committee that included not only parents, but community
leaders and educators as well.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: If the district had the money, these are the three things I would like to see it use for: •I
would like to see it invested in a strong general emergency fund that we could access only
in case of a budget crisis •I would like to see funds invested in programs the decreases the
drop out rate •I would like to hire back every employee that fell victim to this budget crisis
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: To decrease the dropout rate would require us to prevent the cutting of school programs
that I am in support of. So that it is clear I do not support cutting school programs. It is
true that a good athletic program decreases the dropout rate but so does a good fine arts
program, band, choir, ROTC, after school clubs, and many others. We should be making
plans to add not take away programs. Anyone proposing these types of cuts is not true to
the Cedar Hill ISD Vision that states, “Cedar Hill ISD will be a premier district providing
our community with a world-class education system.”
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: Again, by promoting a friendly learning and working environment that encourages
positive feedback from the community, staff, and students will improve the district’s
communication with parents. What we have to do is be committed to serving the parents
and treat them with the same respect that they would receive at any other place of
business. We need to tell them that their ideas and feedback are important and we are
going to strive at encouraging their involvement and participation. It is time now for our

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district to step up to the plate and change how we do business in CHISD. Regarding our
non-English speaking brothers and sisters we must hire, train, and retain competent staff
to provide appropriate instruction to these students and so that we can communicate
effetely with their parents. We need to always support bilingual or dual-language programs
and English-as-a-second language (ESL) programs.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: The ingredients for making a successful high school and middle school are: having
administrators that see themselves as instructional leaders, having devoted teachers and
staff, and having a firm community support base. The resource that we are lacking is
funding and smart spending habits. We need to be prepared for the future and plan
accordingly while at the same time ensuring our committed team of educators that there is
room on the lifeboat for everyone, the students, the parents, the teachers, the staff, the
administrators, and the schools.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: The district can improve middle school education with a guaranteed and viable
curriculum. It is true that when students fall behind they are endanger of dropping out. We
need to take a proactive approach to prevent this from happening. Every time a child
drops out of school a future of what could have been is lost. This should be a top priority
and we should think outside the box and consider several approaches to prevent this from
happening. There are many practical solutions like ensuring a safe environment so that
kids won’t have to worry about bullying. We should fund areas of interested to them like
sports, band, choir, fine arts, and afterschool clubs. We should offer more AP classes and
allow students to advance to their maximum ability while challenging them to explore and
discover. If elected I will support programs like these and many more that decreases the
dropout rate so that we will have a better future for our children.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: Technology is being effectively used in the classrooms but we could always improve. We
should invest in more technology so that our kids will be prepared for a global economy.
Q: How would you get more parents involved in schools?
A: I believe that parent support is the key to success in any school district. I fully support
parental involvement and I would like to encourage all parents to be involved in their
child’s education. In the mists of our budget crisis, CHISD has launched a Community
Advisory Committee to offer suggestions to our school leaders. I support this theory but I
would like to see the district invite any parent to join. The district should be openly
accountable to the community and report every dime to an open forum. By doing this the
district will earn the community’s trust in the event of having to consider a tax rate
increase. I also support programs that encourage the involvement of parents in our schools
to volunteer as mentors. Parents bring a lot to the table and we should use their services
every step of the way.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: The district should go to job fairs, offer workshops, and support an effective mentoring
program. But everything points back to the budget. We cannot recruit or retain effective
staff if they believe they are going to be fired or let go to balance a budget.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: This is an interesting topic when you consider that our superintendent receives a bonus
check that is over 40,000 dollars if our district is Recognized and he receives over 80,000
dollars if we are Exemplary. Our teachers in Cedar Hill receives zero but that is the one
thing that some people may not understand. You see a true teacher is not in this profession
for the money, they are in it to make the world a better place. They are often ridiculed and
sometimes they are the center of a political platform. But most of them would return to
work and teach our kids even if we did not pay them a dime. They would do this because
they care about our kids and they believe that an education will provide them with a bright
future. I believe some of our leaders, political and educational, should take a long hard
look in the mirror and ask themselves if they truly care about the future of our kids.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: The most uncomfortable truth is Cedar Hill ISD has had budget issues over the past few
years prior to the state wide budget short fall. In 2009-2010 our district faced a serious
deficit partly due to not accounting for the increase in operational cost. Our current CHISD

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leaders have been asking us to contact our representatives to ask for more money to
offset this deficit. They are proposing a tax rate increase while cutting staff, programs, and
schools. The people of Cedar Hill will not approve a tax rate increase until the school
district has earned our trust and prove to us that our hard earned tax dollars will not be
wasted and go directly to the education of our children.

Dan Hernandez
Biographical Info:
Name: Dan Hernandez
Street Address: 512 Grand Teton
City/Town: Cedar Hill
State: TX
Work or Campaign Office Phone Number: 972-291-7247
Home Phone Number: 972-291-7247
E-mail Address: hernd@chisd.com
Questions:
Q: Length of residency within the district
A: Twenty (20) years.
Q: Where did (or do) your children attend school?
A: Cedar Hill High School graduates.
Q: Occupation/main source of income
A: Office of Inspector General/Texas Health & Human Services Commission
Q: Current civic involvement/highlights
A: Board Trustee, Cedar Hill Independent School District
Q: Previous civic involvement/accomplishments
A: Cedar Hill ISD: District Advisory Committee, Campus Advisory Committees,
Superintendent Selection Committee; Boy Scouts of America (BSA): Chairman, School
Night for Scouting BSA, Troop 541: Assistant Scoutmaster, Troop Committee Member
Q: Education
A: Master of Business Administration – Management Bachelor of Business Administration –
Accounting Certified Fraud Examiner
Q: Previous public offices sought/held:
A: Cedar Hill ISD: Board President and Vice President
Q: How much funding have you raised for your campaign?
A: $0, I generally run a self-funded campaign. Campaign contributions are not solicited;
however, voluntary campaign contributions are gladly accepted.
Q: Who are your top three contributors?
A: None to date.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am completing my third term (9 years total) and desire to be an ongoing contributing
member to the continuity for educational excellence and our vision for being “A premiere
district providing our community with a World Class educational system.” I have
consistently demonstrated the ability to make sound and fiscally responsible decisions on
matters of hiring (Superintendent), board policy, and district budgeting – those matters to
which Board Trustees are entrusted. I have also consistently demonstrated leadership in
providing the appropriate level of oversight on District matters – the other distinct
responsibility of Board Trustees. I was elected to my first term based on a campaign
platform or vision of “Educational Excellence” and believe that my service to date reflects
an unwavering (and continuing) commitment to this vision. The professional objective
statement on my resume reflects the following phrase “…my expertise in business can be
leveraged to deliver efficiencies; enhance fiscal accountability and transparency; and
promote responsible expansion of an organization.” This same philosophy applies to my
civic responsibility to the district’s students, staff and parents, and the community
at-large.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: While the differences may be few or many, I believe I am the best choice for this
position because of my demonstrated commitment to being an advocate for the children of
our district, as well as, being an effective steward of our resources on behalf of the citizens

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and taxpayers in our community.


Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes. The most important lesson is to have a common goal (our vision statement) and
fostering collaboration toward that common goal. Our individual interests are diminished
by the fact that our only official act is that which occurs when we are assembled as a body
corporate, during an appropriately called meeting.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: CHISD currently has three Exemplary campuses, seven Recognized campuses and
three Academically Acceptable campuses. Every one of our campuses has realized gains in
reading and math. The District is always looking for proven best practices and
implementing those where necessary.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: Achievement gaps between “classes” of students can be eliminated with a consistent
and equal expectation of higher performance standards across all “classes”, and effective
instructional delivery by highly qualified staff. I believe that the responsibility for these
consistent and equal expectations is shared between parents, teachers, administrators,
board trustees and the community. I believe gaps occur when those responsible either
shun their responsibility and/or allow their biases to undermine these expectations. There
are numerous districts across the state and the nation that have effectively and
consistently demonstrated that the demographics of the district have an insignificant affect
on performance when consistent and equal expectations of higher performance standards
are present and coupled with effective instructional delivery by highly qualified staff.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: Here at CHISD, we have been reducing our budget over the past five years, with such
reductions totaling in excess of $3.5 million. The recently realized revenue shortfalls of the
State of Texas could potentially have an impact on CHISD as great as $8-$10 million, in a
worst-case scenario. Approximately 50% of CHISD’s revenues come from the State of
Texas, with the remaining approximate 50% being represented by local property tax
receipts. School districts, in general, have approximately 75% or more of their budgets
tied up in personnel costs. So it comes as no surprise that no matter what is cut, that cut
affects personnel. Recently, the State Comptroller released a report identifying how
districts performed on a scale of one to five stars, with five stars being superior, with
respect to the correlation between operational efficiencies and student performance. Cedar
Hill ISD was one of 43 districts across the state recognized at the highest level, five stars.
While that is an honorable achievement, it also makes funding cuts all the more difficult,
because funding cuts are no longer affecting “fluff”, so to speak, but rather affecting
essential programs and staff resulting in a direct negative impact to the children of the
district. We, as a board, recently voted to cut positions affecting all areas of instruction, as
well as extracurricular activity cuts, none of which are good for the children of the district.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: When you have a lofty vision of being “A premiere district providing our community with
a World Class educational system”, the opportunities are vast. Any program or
instructional delivery tool that helps create students that are prepared for the global
market place is a wise investment. It is no longer sufficient to prepare our youth to be
responsible citizens and contributors to the local community…community is now defined
more globally…and our graduates have to have the communication, collaboration and
critical thinking skills that our current and future global economy will require of them.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: These are two distinct challenges that districts must address. While a district can foster
a culture that encourages and expects students to pursue higher education, the reality is,
higher education may not be the best fit for every student. And since the final choice of
which path to follow is premised on one’s desire and/or circumstances, districts have the
obligation to provide meaningful alternatives as options for those students whose path may
not be that of the traditional four-year higher education. In creating these meaningful
alternatives, whether these pathways are via junior college, trade school or other career
tech options, students can explore and/or begin to build skills in their particular area of
interest. In order to address the drop-out issue, a district must first gain an understanding
of the factors leading students to drop-out…and these are varied. Some factors may be
created by the district, where others may have an external genesis. Districts, therefore,
can only address those factors over which they have control; however, to the extent

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possible, should offer assistance in those areas where they don’t. So, when a district
recognizes that an internal issue is contributing to the drop-out rate, then the district has a
responsibility to correct the issue and implement an intervention and/or remediation plan
to assist those students subject to drop-out. The programs to be added by a district to
decrease drop-out rates can be varied; however, they should be those programs that best
address the root causes leading students to drop-out.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: The use of electronic and social media is becoming the norm for most organizations,
and CHISD has adopted these practices for district communication as well. Our
communication plan currently includes monthly briefings issued by the Superintendent,
quarterly newsletters that go out district-wide; and on-going press releases by our media
team. In the past, the board has held town hall forums throughout the district and school
year. For Cedar Hill, the largest non-English speaking group is Spanish-speaking. In the
spirit of inclusiveness, CHISD does offer relevant district information in Spanish and
encourages campuses to make their information available in Spanish as necessary to
ensure that communication is seamless. I myself have participated in forums to share the
District’s information with the Spanish speaking community. One of CHISD’s biggest
challenges is parental engagement. We currently have a Community Advisory Committee
that is considering strategies and action plans for increasing parental engagement,
amongst other issues. The Board will be considering these recommendations and action
plans in the near future as we work to improve parental engagement and communication
across the board.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: The ingredients that make for a successful high school and middle school are the same
as those that make for a successful district. These ingredients include an effective
curriculum, premised on proper scope and sequence and focused on the essential
knowledge and skills. Another ingredient is highly qualified teachers who consistently
model desired behaviors and are relentless in their desire to make a difference in the lives
of the children of the District. These highly qualified teachers are innovative in their
delivery of instruction and fully engage the students, nurturing the students’
communication, collaboration and critical thinking skills – all of which are essential in the
21st century. Another key ingredient is that of the learning environment. Our facilities, our
campuses, our classrooms must all be safe, orderly environments that are conducive to
and promote learning with all the available proper mix of resources (whether technical,
physical or human). I believe the District is on track in ensuring the right mix of
ingredients is in place across the district, as evidenced by our three Exemplary campuses,
seven Recognized campuses, and three Academically Acceptable campuses. Furthermore,
the District has been extremely fiscally responsible in its allocation of resources such that
CHISD was recently lauded by the State Comptroller for its 5-star performance in the
correlation between operating efficiencies and student performance. However, the current
State of Texas revenue crisis, that is likely to result in draconian cuts in public education
funding, has the potential to affect CHISD by as much as an $8 million reduction,
undoubtedly depressing the success achieved to date by the students, staff, campuses and
district as a whole. So…what resources are lacking? At the time of this writing, it would
appear that the most substantial resource lacking is the apparent full and equitable funding
of public education by the State of Texas.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: I believe the consistent application of the key ingredients, as described in the previous
section, is critical at any level of education, be it elementary, middle or high school. If
these key ingredients are lacking, then a district should identify the weaknesses and
opportunities then look for ways to strengthen and capitalize on those. On the matter of
middle school students falling behind at this stage...well, I’m no expert, but my gut tells
me that parental involvement is critical. Having put two kids through school, I would argue
that parent involvement is crucial. Our children need us to be engaged. Yes they also need
room to express themselves and to begin shouldering responsibility; however, I think all
too often, parents are too willing to cut their children loose at this stage. As such, parental
involvement declines and so too does student performance.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: Yes and no. I believe there are classrooms where technology is being used effectively –
and there are classrooms where there is not enough technology integration or the

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available technology is not effectively utilized. The relevance of technology is not in


whether a district has a one-to-one laptop availability, or Smart boards in every
classroom, or Wi-Fi access or other techy tools. The relevance and effectiveness of
technology is measured by how the available technology is used to engage the students in
learning essential knowledge and skills. Our current and future global market place is
going to place a greater demand for effective communication, collaboration and critical-
thinking skills, and we must use technology to groom our students with these skills.
Technology is changing too rapidly, so much so that the technology that was in place when
I started responding to this survey is likely to be closer to obsolescence and perhaps even
outdated by the time I get done! A district would not want to go out and equip all their
campuses with Commodore 64 units only to have to turn around and equip those some
locations with I-Pads the following year. Districts must be flexible and diversified in their
technology resources, so that the integration of technology within the instructional model
remains fluid to accommodate the varying learning environments. Undoubtedly, future
emphasis should be on digital media.
Q: How would you get more parents involved in schools?
A: If I could, I would tie parental involvement to the student’s course grades. Many private
schools have agreements in place where parental engagement is required as a condition of
admission or something similar…and these parents pay for this “benefit”.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: A rewarding compensation structure, coupled with positive work environments and
ongoing professional development are all key ingredients in the recruitment, retention and
development of staff. Campus mentoring programs can be especially helpful in ensuring
that first year teachers have a successful first year. With regards to campus
administrators, one method would be to create a learning model that grooms internal
candidates for campus administrator roles. While a district may ultimately lose these
individuals to other districts, the converse is that the district will have a pool of very
qualified individuals that will provide continuity and carry the district’s vision forward from
day one.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: One of the biggest challenges or “pet peeves” for me personally, has been the sense of
“entitlement” afforded contracted education staff. In the corporate world, one either
performs or is helped out the door. In education, the removal of staff for low performance
is a bit more time consuming and difficult. Yes, I believe pay and performance should be
linked, but the metrics are difficult. Yes, there should be consequences for a school if it is
failing. While the consequences should be appropriate for the circumstances, examples of
such could include staff changes, mandates on staff for increased out-of-classroom time
with students, parents, etc. Unfortunately, current education law prohibits any contract
salary implications.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: The success that our district has experienced will suffer under the State’s 2012-2013
biennium funding projections. Public education funding formulas are outdated models that
no longer provide equity. The current state revenue crisis will have an impact on all
districts. While the actual impact is not definitive, current estimates based on preliminary
House Bill 1 appropriations indicate a 9.5% funding cut for public education. This translates
to a $6.5 million dollar shortfall for CHISD. The only way out of this predicament is to
request the voters approve a tax ratification or rollback through a special election (also
commonly referred to as a TRE election). In doing so, a TRE for CHISD would offset
approximately $3.5 million of $6.5 million shortfall. The remaining shortfall of $3 million
would have to be absorbed through cuts in support services, programs and/or staff.

Cedar Hill ISD, Place 5


Description:

Candidates (choose 1):

Leslie M. Newson

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Biographical Info:
Name: Leslie M. Newson
Street Address: 458 Tranquility Lane
City/Town: Cedar Hill
State: Texas
Date of Birth: November 25, 1969
Work or Campaign Office Phone Number: 469-272-7920
E-mail Address: lnew08@yahoo.com
Questions:
Q: Length of residency within the district
A: July 2002 to Present (8 years and 3 months)
Q: Where did (or do) your children attend school?
A: Plummer Elementary Joe Wilson Intermediate Permenter Middle School Ninth Grade
Center Cedar Hill School
Q: Occupation/main source of income
A: Contractor, Healthcare Economics and Reimbursement
Q: Current civic involvement/highlights
A: Cedar Hill School District Community Groups: Parents Teaching Parents (PTP) District
Advisory Council (DAC) Community Advisory Council (CAC) Swim Team Mom & Booster
METRO Church Groups: Board of Directors Care Ministry Community Action Ministry:
CHISD, Cedar Hill Food Pantry & Genesis
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: Northwood University: Associates: Management (2008) Bachelors: Business
Administration (2009) Grand Canyon University: Masters (Duel Degree) Business
Administration & Healthcare Informatic/Economics
Q: Previous public offices sought/held:
A: NA
Q: How much funding have you raised for your campaign?
A: None
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for Cedar Hill Independent School District Trustee because it is time for
some new ideas and energy. I am not an School Teacher or Administrator. However, it is
great to have someone from a totally different field to tackle issues and come up with
solutions that have not been considered in the past. As a parent and volunteer in my
children schools, I have come to know a lot of the teachers, counselors, principals,
librarians and support staff. When we are forced to layoff teachers, assistant principals,
librarians, and counselors it has a profound impact of our kids presently and in the future.
I have listed a few good ideas parents of Cedar Hill School consider when they go to the
polls to vote. They are: 1. Get Parents More Engaged and committed to becoming a part
of a team with school administrators and teachers. 2. Find a way to keep some of the
programs and staff from being cut with little or no cost to the district or parents. 3.
Tighten up on the school discipline policies. 4. Introducing a mentor and counseling
programs for students that are frequently assigned to In School Suspension(ISS), Out
School Suspension (OSS) or Dallas Alternative Education Program (DAEP)to help students,
parents and CHISD staff to determine the root cause for the students behavior. This will
allow the parents and mentor to work on the issues plaguing the student. The main goal is
to resolve the students behavior issues before they become apart of the criminal system.
5. Requiring student address verification at least every grading quarter instead of once a

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year. Cedar Hill is plagued with students who no longer live in the district and moved
within weeks of the start of the school year. Quarterly address verification will help the
school district identify students who are no longer residents (taxpayers) of Cedar Hill. This
will force all parents to provide the school district with updated contact and emergency
information. The address verification can be easily done by using a CHISD Community
Partner to help with address verification. 6. School admission should only be allowed to
students who live with their parents within Cedar Hill city limits, or Court or CPS assigned
guardianship, or Military JAG approved guardianship. Currently, you can register a child
only with a power of attorney document. This rule should be eliminated because it allows
people to abuse the system by registering children in the district and tax payers pick up
the cost.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: The Cedar Hill Independent School District trustees have taken on a hard task this year
and that is filling in the holes from a budget deficit. They have keep the school district
finances tight and eliminate a lot excess fat. However, it is time for some new ideas to help
the superintendent take the school system to a whole new era. I chose to run against
Trustee Michael Quildon because he ran for a seat on the Cedar Hill City Council. His desire
is to serve all citizens of Cedar Hill in a higher capacity and I strong feel if he seeks the
seat again he will win. We all have a calling and purpose for a life. Besides stating what
the Trustee Board has done for the district as a whole. What has Michael Quildon done
personally for the school system, teachers, administrators, school support staff, and
students of Cedar Hill for the last three years?
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: I have been attending school board meeting since September 2010. During this time
period, I have been hearing the board ideas on how to deal with the school deficit it is
facing from the state funds. In addition, I have heard certain board members mainly
Trustees Valerie Banks, Mike Marshall and Sonya Grass talk about how to deal with the
deficit shortfalls and possibly eliminating school programs and staff recommendations
made by the superintendent.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: All of Cedar Hill schools have been doing a great job of getting the students up to par
with state testing requirements in reading, math, science and social studies. I just don't
understand how all schools achieve states ranking, however the district fails. Moreover,
what is the state's formula for funding schools? How do they determine how much funding
does a school district receive?
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: School districts are not only challenged of closing an achievement gap between Latino,
Black and Whites. We must find a way to stop all three groups from dropping out of school.
We have to find a way to stop teenage pregnancy amongst all three groups. We must find
a way to encourage all three groups to go to college after high school in order to achieve
their goals in life. In order to get Black, White and Latino students embrace their future,
we must engage parents, community, businesses and churches to get involved to help
these kids obtain the skills needed to succeed.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: - no response -
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: Parents, Community, Church and Business Engagement Program.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: For Career Day, everyone wants to hear from the parents who is a lawyer, doctor or
professional that went to college and making big money. How about inviting the cafeteria
worker or janitor, store clerk who did not go to college or dropped out of high school? This
would be more of a real case scenario to show students this is what happens when you
complete high school and go to college. And on the other hand this is what happens when
you drop out of high school.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: Mandatory and funded Parents, Community, Church and Business Engagement
Program.

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Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: - no response -
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: - no response -
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: - no response -
Q: How would you get more parents involved in schools?
A: Restructuring Volunteer Programs: Parent Volunteer Website Perks for Volunteering Tax
Credit for Parents & Professional Volunteers and Mentors Time Gas and oil or mileage Cost
for your time
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: Professional’s Volunteer Website for: Teachers, Counselors, Assistant Principals and
Librarians Perks for Volunteering Tax Credit for Parents & Professional Volunteers and
Mentors Time Gas and oil or mileage Cost for your time Only using Substitute Teachers
with a Teacher’s Certification Linking Substitute Teachers & Professional Volunteer
Database
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: Yes, student performance should be included to the a teacher's performance evaluation.
However, this should not be the only criteria. Student performance should not just be on
the TAKS or STARR either, but to the overall subject. Teachers should not be teaching only
subjects on the TAKS or STARR.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: Truth only eludes those who do not want to know what is really going on around them.

Michael Quildon
Biographical Info:
Name: Michael Quildon
Street Address: 1516 Bosher Dr
City/Town: Cedar Hill
State: TX
Date of Birth: August 14, 1972
Mobile Phone Number: 214-924-5019
E-mail Address: michael.quildon@chisd.net
Questions:
Q: Length of residency within the district
A: 8 years
Q: Where did (or do) your children attend school?
A: Daughter, Victorea, is a 2010 graduate of Cedar Hill HS. She is currently enrolled at
Navarro College. Son, Andre, attends the Talented and Gifted magnet at Alex Spence MS.
Q: Occupation/main source of income
A: Software Engineer at Sprint
Q: Current civic involvement/highlights
A: Member of the High Pointe Public Improvement District Lion's Club Rotary Club Cedar
Hill Chamber of Commerce's Government Affaris Committee
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: BS Mathematics, Morehouse College
Q: Previous public offices sought/held:
A: Current CHISD Board Member, Place 5
Q: How much funding have you raised for your campaign?
A: No contribution money has been raised as the date of this questionnaire.
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: - no response -

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Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for re-election. For the past 3 years, Cedar Hill ISD has cut spending by
$3.5 million while increasing our test scores, state ranking and graduating the largest class
in Cedar Hill High School history.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Due to the state budget crisis, school districts across the state will be forced to cut
millions of dollars. The ramifications of such cuts will be huge. Many citizens do not know
how school districts receive and spend their dollars. Over the past 3 years, CHISD has cut
spending by millions and we are preparing for millions more for the 2011-2012 school year.
I have been very involved in the process. And I am well aware of the hows and whys these
decisions were made, and what those impacts will be.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: CHISD has a very effective school board. We pride ourselves on conducting research
and asking the necessary questions before, during and after board meetings.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: We have seen positive growth in all of our school over the past few years. This is a
reflection on the culture of partnership and mentoring that we foster. Our schools realize
we are in this together. Our principals share best practices. Our teachers team teach and
mentor each other. Our Instructional Coordinators work across grades and campuses to
improve instruction. Due to these and many more examples of teamwork, CHISD has
seen growth across all grade levels.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: Our goal is to create a culture of high expectations for all students, regardless of racial
or socio-economic differences. The first step is ensuring that our staff and teachers have
the same high standards for all students. Secondly, our admistration emphasizes
differentiated instruction. Our teachers are trained to understand and document the
strengths and weaknesses of each student. With that knowledge, our highly trained
teachers craft lesson plans and ask the questions that targets students at different levels.
If we can spend the time to learn our students strengths and weaknesses on an individual
level, we will see improvement from all students. I believe this approach will prove more
effective than the typical, high level comparisons of racial groups, which tend to be
misleading.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: Due to the state's budget crisis, CHISD will have to cut millions of dollars. Due to the
size of the state's deficit and our already lean budget, we will make cuts in more than
three areas. The first priority was to make cuts that did not impact the classroom. We
restructured an energy contract to save $400k. We cancelled the purchase of new
computers and we cut travel costs for training courses. Cuts will also be made in Fine Arts,
Athletics, Maintenance, and Stipends.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: 1) Revamping our Career and Technology program is extremely important. We need
more courses for students who wish to enter the workforce immediately after high school.
2) We should expand Pre-K and Kindergarten classes so our children start off on the right
foot. 3) Expanding the school day and/or school year is a must. American students spend
fewer days in school than children in other countries. A lot can be achieved by expanding
the school day by one hour or extending the school years by 3-4 weeks. But if we take this
approach, it will be important that we instruct those students with the same academic
standards used throughout the year. Too often, these programs become summer camp or
daycare.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: We need to expand course offerings in Career and Technology. Beyond adding courses
there, I do no believe we need to add more programs. We need to get better at the ones
we currently offer. We have to figure out better ways to engage students in the courses
and programs we now offer.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?

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A: This is a gripe that I hear frequently from parents and I do not know the best answer.
We send information home with students, we send notices by mail, email, facebook,
twitter, text. Yet, many parents still state they are unaware of what's going on in the
school district. A few months ago, there was idea of partnering with the city's government
to start a cable access channel. I think that is a great idea and one more outlet for us to
get the word out. The board can utilize multiple methods to inform people. We need more
parents to use multiple methods to find out what is going on.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: - no response -
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: - no response -
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: For the current school year, we have developed a handful of 21st century classrooms.
Those rooms have the latest technology. Our district's plan is to use those programs as a
model to learn and master best techniques. Often, we dump a new gadget in front of a
teacher, with no training. We are moving away from that model. We need to make sure
that before new tech is purchased, we also provide the training on the equipment, and
training on how to best use the equipment to engage students and move curriculum
forward. Technology changes so quickly, that I'm not sure if laptops, eReaders or tablets
are the best choice for the future. But, I am sure that textbooks are relics of the past. We
have to move towards the electronic format, but how? There will be huge upfront costs, as
well as ongoing costs for maintenance and upgrades that have to be factored into the
conversation. Recently, CHISD challenged our team to recycle old PCs. Earlier this school
year, our students reconditioned old machines that typically would have been thrown away.
These machines were given to low-income families in the community. That was a perfect
example of using technology, in an effective manner, that also provided great benefit to
the community.
Q: How would you get more parents involved in schools?
A: We need to move away from showing up at the school play as an example of parent
involvement. If more parents would spend 30 minutes a day reading to their child or
making sure they do their homework, I would happily trade that in for high attendance at
the school play and carnival. We have a new program that is geared towards parents
teaching parents. How can they become more engaged and more successful? I think this is
thhe correct approach. Our district initiated the program, but the parents are the ones who
make it work and it is their job to get others engaged. The school board and
superintendent can not always be the driving force.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: - no response -
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: Teacher base pay should not be linked to performance. I am open to the idea of bonus
or incentive pay. But, I have yet to hear or think of a plan that does not over-emphasize
standardized test scores. Most parents and many educators believe the testing culture is
the source of today's struggling students. I agree and tying incentive pay and school
rankings to test scores only re-inforces the problem. But, I do not have the solution. More
emphasis should be placed on teacher evaluations, but our prinicipals are
time-constrained, and they do not always have the time to evaluate teachers as often as
they should. Plus, most school districts do not have the funds to higher the additional staff
to conduct evaluations. When the perfect system comes along, I will be the first to jump
onboard.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: Close to 80% of our budget goes towards the salaries of staff: teachers, principals,
cafeteria workers, etc. The remaining 20% pays for electricity, transportation, supplies,
maintenance costs, athletics, fine arts and all of the other programs taken for granted. I
think the average taxpayer does not realize how little wiggle room exists in our budget,
nor do they realize how much are bills are AFTER we pay our teachers' salaries. At some
point, in the very near future, if we assume the state can not raise funding, many districts
will have to wrestle with tough choices. Can we afford to continue to provide some of these
non academic activities, like athletics and fine art? I believe most parents want these

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programs to continue, but are those parents willing to pay for them?

DeSoto ISD, Place 4


Description:

Candidates (choose 1):

Curt Krohn

Biographical Info:
Name: Curt Krohn
Street Address: 204 Charles Street
City/Town: DeSoto
State: Texas
Date of Birth: 12/30/60
Work or Campaign Office Phone Number: 214-394-0118
Home Phone Number: 214-394-0118
Mobile Phone Number: 214-394-0118
Fax Number: 972-230-0726
E-mail Address: ckrohn@faithbible.com
Questions:
Q: Length of residency within the district
A: 17 years...since 1994
Q: Where did (or do) your children attend school?
A: Both sons graduated in the top of their classes from DeSoto ISD. The oldest son
graduated from Baylor. The youngest son currently attends A&M University
Q: Occupation/main source of income
A: Minister
Q: Current civic involvement/highlights
A: I currently serve as a member of the DeSoto Chamber of Commerce Board of Directors
& am a member of the Chamber's Executive Committee. I am also active with the DeSoto
Ministerial Alliance. I serve on the DeSoto Education Foundation. I am also a member of
the DeSoto Rotary Club.
Q: Previous civic involvement/accomplishments
A: I was honored by West Jr. High (DISD) as 'Volunteer of the Year.' I served as PTA
President for 4 years, two years at Amber Terrace Intermediate and two years at West Jr.
High. I served as a Trustee of DeSoto ISD for 6 years previously. I also have the title
'Master Trustee,' the highest award given by Texas Association of School Boards to Texas
Trustees.
Q: Education
A: Bachelors Degree from Ball State University (Psychology) Masters Degree from Grace
Theological Seminary
Q: Previous public offices sought/held:
A: Trustee, DeSoto ISD Board of Trustees (6 years)
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: NO
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: My number one priority is student success. While Trustees have responsibilities broader
than what strictly what happens in the classroom, I believe every decision must be made

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with student success in mind. I was part of the School Board that saw DeSoto ISD move
from a district that was 'Academically Unacceptable' to 'Recognized.' I am very proud of
that accomplishment and am seeking a place on the Board of Trustees in order to help this
district receive the honor of being recognized as 'Exemplary.' Additionally, I worked with
students as a Pastor of Student Ministries for 25 years. I have experience and training
directly related to the education and maturing of children/students.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Experience. Experience. Experience.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes. As a former Trustee, I have attended many meetings and workshops. The greatest
lesson learned while on the Board previously is that Trustees must be active listeners and
do their homework in order to be prepared when they sit down at the Board table. One of
my strengths is that I am a consensus builder. I am able to work with Board members of
diverse opinions and find common ground in order to arrive at a decision that benefits
students.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: DeSoto ISD has a very diligent and hardworking staff. This same staff led our students
to perform at the 'Recognized' level on the TAKS test and there is no reason to believe we
should not be able to reach 'Exemplary' status. Pull-outs, personal attention and
personalized instruction have paid off in student success. While I served on the Board
previously, DeSoto ISD kept 'the main thing the main thing' - and that main thing was
student achievement.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: In my thinking, the foundation of math and language study in grade school is
paramount to seeing students be able to be successful later. Deep frustration becomes
very real in the lives of the students who are allowed to advance to the next grade if they
have not mastered the concepts presented them in their current grade.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: 1. Any student activity that does not directly impact the student's performance in the
classroom should be evaluated before other/additional cuts are made to academic
programming. 2. The district has made strides in reducing the amount paid to JJAEP over
the years but I would like to see the current amount reduced even further. 3. As the
budget is reviewed and after the Board gets legal counsel, I believe every area should be
evaluated without any areas being off limits. The Board must be responsible with the funds
that have been entrusted to them.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: 1. It is public knowledge (because of previous comments from the Board table) that I
would like to see foreign language options increase. Language study and acquisition is
foundational to a good education. 2. Because of budget cuts from Austin, class sizes are
increasing. I would like to be able to hire additional teachers to see class sizes remain
manageable. 3. I would like to invest further in DeSoto ISD's academy concept which
allows students to graduate from high school having had specialized instruction in a
discipline of their choosing.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: Pull-out programs that directly address the student's weakness have been
demonstrated effective. Mentoring programs are helpful and DeSoto ISD has some
currently in place. Once again, I believe that grade school is foundational and
tremendously important in the life of every student. I believe the seeds of failure are often
planted in the life of a student in grade school but do not germinate until high school.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: While parents cannot be forced to become informed about school issues or their
student's performance, every school must be proactive in reaching out to parents. DeSoto
ISD has a Director of Community Relations and is regularly awarded for its communication
and community relations pieces.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: Each student is gifted differently and schools must recognize this uniqueness. Most

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schools have become factories which have adopted a 'one size fits all' model. Students
must be engaged in their areas of interest and allowed to blossom as individuals. Students,
in order to success academically, must be secure. This security is both physical (they must
feel they are free from harm) and emotional/social (everyone is familiar with the focus
today on the significance of bullying).
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: Middle school is a time of tremendous change and growth. I believe it is imperative that
students have a mentor able to help them navigate the rough waters of adolescence. I
believe that our educators can serve as a type of mentor/model for these students.
Virtually every success story told by leaders in our culture will refer back to someone who
made a difference in their life...many times these events occurred in middle school.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: Technology changes so rapidly that it is difficult for the classroom to be on the 'cutting
edge.' However, currently Information Stations are used in classrooms allowing teachers
to access the internet to further challenge/inform their classrooms. I do believe that the
future requires schools to seriously investigate discarding textbooks and adopting
computers as the means to convey information. In the future, the struggle will be how to
fund the students' equipment needs since most text books currently come with a digital
version.
Q: How would you get more parents involved in schools?
A: I have been a champion of parents' involvement in the classroom for over 15 years in
the DeSoto ISD. I believe student success improves greatly when parents are involved in
the process. PTA's and Open Houses, public forums and Booster Clubs are all designed to
find parents supporting their child's education. However, these events are often ill
attended. Schools must always have an open door to parents and eagerly welcome their
presence.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: Teachers' pay must be competitive. While most gifted educators are not 'in it for the
money,' this is not a reason to fail to provide educators with a competitive salary. Many
teachers in the past several years have been hired away from education because of the
greater opportunities outside the classroom. This is especially true of teachers in the math
and science areas. Additionally, providing new teachers/principals an experienced mentor
in a collaborative context would be a great asset to an inexperienced teacher/principal.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: There are too many variables to answer a question such as this with a simple 'Yes' or
'No'. A student's success is based upon what is occurring in his/her home and whether or
not the home is supportive, the entire climate of the school, what has confronted them on
a particular day, their innate abilities and so much more. I do not believe that teacher pay
should be connected to student performance. However, teachers' ability in the classroom
should be monitored and evaluated appropriately and directly by someone capable of this
type evaluation. Then that information should be used to determine whether he/she will be
invited to return to the campus the following year. If an entire school is under-performing,
there should be consequences. Again, a simple answer would simply be inappropriate. The
principals abilities must be evaluated, the health of the culture of the school must be
looked at, the curriculum of the entire district must be questioned, etc. The current
consequence to an under-performing school is determined by state law and has been
removed from the hands of local school boards.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: While 'local control' is a familiar and cherished concept to most Texans, much of what
occurs in local classrooms is controlled by legislation from either Austin or Washington.

Cecil W. Lofton Jr.

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Biographical Info:
Name: Cecil W. Lofton
Street Address: 203 S. hampton Road
City/Town: Desoto
State: Texas
Date of Birth: 10-10-1959
Work or Campaign Office Phone Number: 972-223-8246
Mobile Phone Number: 214-586-1102
Fax Number: 972-223-8247
E-mail Address: ceciljr@swbell.net
Questions:
Q: Length of residency within the district
A: 5 years
Q: Where did (or do) your children attend school?
A: Desoto Independent School District
Q: Occupation/main source of income
A: Owner/CEO LOFTON ELECTRONICS,INC. & VICE PRESIDENT TBEY & ASSOCIATES
Q: Current civic involvement/highlights
A: CHAIRMAN GREATER SOTHWEST BLACK CHAMBER OF COMMERCE DIRECTOR BLACK
CONTRACTORS ASSOCIATION
Q: Previous civic involvement/accomplishments
A: FORMER CHAIRMAN OF BLACK CONTRACTORS ASSOCIATION AND WAS RESPONSIBLE
FOR BUSINESS GROWTH AND ECONOMIC DEVELOPEMENT FOR MINORITY BUSINESSES IN
THE METROPLEX. STRATEGIC LEADER IN BRINGING COMMUNITIES AND BUSINESS
OWNERS TOGETHER AND DEVELOPED PARTNERSHIPS.
Q: Education
A: University of Texas McCombs shool of Business UTA engineering applied associates ATI
technology engineering Panasonic,Pioneer,Vicon,Pelco, RCA,NAP, technical training
certificate
Q: Previous public offices sought/held:
A: N/A
Q: How much funding have you raised for your campaign?
A: 0
Q: Who are your top three contributors?
A: CURRENTLY SCHEDULED FUND RAISER ON 4-16-2011
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: NO
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I AM CONCERNED REGARDING OUR YOUTH AND I HAVE A VESTED INTEREST IN
DESOTO BECAUSE I AM WELL ROOTED IN THIS COMMUNITY.I BRING 25 YEARS OF
COMMUNITY INVOLVEMENT,LEADERSHIP, EXPERIENCE AND RELATIONSHIPS WHICH I
WILL BRING TO DESOTO TO BENEFIT THE SCHOOL DISTRICT AND THE
COMMUNITY.SERVED AS CHAIRMAN,MENTOR,COMMITTEE MEMBER AND DIRECTOR FOR
SEVERAL ORGANIZATIONS IN THE PUBLIC SECTOR.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: EXPERIENCE AND LEADERSHIP , AS A DESOTO,TX BUSINESS OWNER I UNDERSTAND
BUDGETS AND RULES AND HOW TO BRING RELATIONSHIPS TO THE TABLE. OUR
CHILDREN NEEDS OUR GUIDANCE AND FOR US TO ASSIST THEM IN THEIR EDUCATION
AND LIFE SKILLS TO BETTER PREPARE THEM FOR THE WORKFORCE.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: SEVERAL,I LEARNED IN ORDER TO BE EFFECT IS TO UNDERSTAND THE ISSUES AND
GIVE PARENTS, STUDENTS, AND THE COMMUNITY A VOICE AT THE TABLE.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: I THINK ALL THE SCHOOLS WITHIN THIS DISTRICT HAS STRIVED FOR EXCELLENCE
AND HAS SHOWN GREAT IMPROVEMENT
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: I THINK THAT AFRICAN AMERICANS SHOULD BE INCLUDED IN CLOSING THAT GAP AS

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WELL ,SIMPLY BECAUSE IT IS A AMERICAN CRISIS WHICH EFFECTS ALL STUDENTS IF


THEY ARE GOING TO COMPETE ON AN INTERNATIONAL LEVEL.CLOSING THE GAP WE HAVE
TO WORK HARDER AND GET THE PARENTS AND THE COMMUNITY BEHIND THE SCHOOL
DISTRICT.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: ADMINISTRATIVE STAFF ASSISTANT PRINCIPALS EXTRACURRICULAR RESOURCES
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: STUDENT FIELD TRIPS STUDENTS CURRICULUM MATH & SCIENCE
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: STUDENT INTERNSHIP PROGRAM DAD'S CLUB STUDENT PREPARDNESS PROGRAM FOR
JOB PLACEMENT
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: I BELIEVE EVERY PUBLIC ENTITY SHOULD ALWAYS HAVE SOME TYPE OF COMMUNITY
LIAISONS PIECE TO KEEP OPEN LINES TO THE COMMUNITY AND BUSINESS OWNERS.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: teachers,teachers,teachers and superintendent with a vision and good leadership skills.
our resources are few, due to the lack of relationships with community and business
owners.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: they should engage each student to dream of what they can become. i also believe
without parental involvement it will make it difficult.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: no, we need more computers and additional training to hone basic pc skills. I am ole
school ,I believe a pc can break put textbook can last forever
Q: How would you get more parents involved in schools?
A: send out emails and newsletter to solicit there participation and involvement and
develope a forum for parents to manage i.e. DAD'S CLUB for young men.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: bonuses and strong curriculum
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: never, cheating can result from that type of plan. some different type of plan I believe
can be implemented.I think every school should be held accountable for performance if
good I think the staff and principal should be recognized, if they are failing there should be
an intervention rightaway by the superintendent
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: lack of vision and leadership and no committment to community involvement and to not
allow our tax dollars to be taken out our community and deposited in another.

DeSoto ISD, Place 5


Description:

Candidates (choose 1):

Ruben Angeles

Biographical Info:

Questions:
Q: Length of residency within the district
A: - no response -
Q: Where did (or do) your children attend school?
A: - no response -
Q: Occupation/main source of income
A: - no response -

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Q: Current civic involvement/highlights


A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: - no response -
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: - no response -
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: - no response -
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: - no response -
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: - no response -
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: - no response -
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: - no response -
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: - no response -
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: - no response -
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: - no response -
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: - no response -
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: - no response -
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: - no response -
Q: How would you get more parents involved in schools?
A: - no response -
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: - no response -
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: - no response -
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: - no response -

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Aubrey C. Hooper

Biographical Info:
Name: Aubrey C. Hooper
Street Address: 801 S. Polk Street #1423
City/Town: DeSoto
State: Texas
Date of Birth: 11/07/1982
Work or Campaign Office Phone Number: 214-402-0130
Mobile Phone Number: 214-402-0130
E-mail Address: aubrey@aubreychooper.com
Campaign Web Site Address: www.aubreychooper.com
Questions:
Q: Length of residency within the district
A: 7 years
Q: Where did (or do) your children attend school?
A: No children
Q: Occupation/main source of income
A: Social Studies/History Teacher, Dallas County Juvenile Department
Q: Current civic involvement/highlights
A: 2nd Vice President, Texas NAACP; Chairman, Martin Kennedy Foundation, Inc.; Member,
Alpha Phi Alpha Fraternity, Inc. – Alpha Sigma Lambda Chapter; Member, Oak Gardens
Church of Christ; Member, Dallas County Do the Write Thing Committee; Member, Aaron
Day, Sr. Achievement Scholarship Selection Committee
Q: Previous civic involvement/accomplishments
A: Acting President, Dallas NAACP; 1st Vice President, Dallas NAACP; Member, NAACP
National Board of Directors; Mentor, Big Brothers Big Sisters; Chairman, NAACP National
Youth Work Committee
Q: Education
A: B.A., Morehouse College, Political Science; M.A., University of Texas at Arlington, Urban
Affairs
Q: Previous public offices sought/held:
A: N/A
Q: How much funding have you raised for your campaign?
A: $3,500
Q: Who are your top three contributors?
A: Christopher G. Hollins, a college friend and current Yale Law/Harvard Business School
Student; Bob and Linda Lydia, mentors and NAACP national officers; Anthony Locke, a
college friend and current University of West Los Angeles Law Student
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Having been involved in public service since my teenage years, I have long worked for
positive change in Dallas County. Through my work with local community organizations, I
have worked on a wide range of issues from education to criminal justice and everything in
between. Through consultation with my family and friends, I feel that it is time to seek
elected office. Because education and youth leadership development are issues that I am
passionate about, the DeSoto ISD School Board is the perfect place to bring my talents and
fresh ideas. Voters should consider me the most qualified candidate because I am an
experienced classroom teacher and veteran juvenile justice professional who has a proven
track record of affecting change in the Best Southwest community. I have spent my entire
career working with students in Dallas County, and I have tirelessly invested in our youth
through my involvement with the NAACP, Big Brothers Big Sisters, Alpha Phi Alpha

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Fraternity, and my local church


Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have direct experience on the ground, both in classrooms and through the juvenile
justice system in Dallas County. I have a proven commitment to the community. This is
exemplified by my career choice, my involvement throughout the community, and my
choice to return home after college despite numerous other opportunities. I am skilled in
working with organizations with budgetary concerns. In addition, I have the passion and
energy to accomplish our ambitious goal of moving DeSoto ISD to an Exemplary school
district. I have no potential conflicts that would hinder my decision-making or remove my
focus from providing DeSoto’s children with the best quality education possible.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes. School Board Trustees have to be forward-thinking and must be mindful of matters
with potential budgetary implications. In addition, Trustees must be committed to doing
the work it takes to make well-informed decisions that further the district’s goals and
performance objectives, even when those decisions are tough.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: DeSoto ISD is known for providing high quality instruction to all of our students.
However, some of our campuses are trailblazers in this effort. Among those campuses
performing at commendable levels are Woodridge Elementary, Ruby Young Elementary,
and Northside Elementary. Two of the three middle schools and the Freshman Center have
shown continuous advancements in addressing students’ need in the critical subject areas
of reading and math. The additional academic support and resource programs at these
campuses should be duplicated district-wide.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: As the demographics of Texas cities continue to change, all urban districts are being
confronted with this issue. Some ideas for closing the achievement gap between Latino
students and Anglo students are to provide additional academic support to those students
that are behind and to decrease class sizes so that all students can receive more direct and
individualized instruction. We should also provide additional social support such as
improved meal programs (i.e. breakfast, dinner, and weekend meals),working with
community partners to provide glasses/clothes for those in need, and partnering with
community organizations to provide parent literacy classes. In addition, the district should
working with the Communication Department to make sure that all correspondence and
media is multi-language, especially in English and Spanish.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: Cutting programs or resources are always difficult decisions; however, especially during
tough economic times, they are often necessary decisions. If forced to reduce spending,
cuts would be centered on 1) eliminating unnecessary mid-level management positions
and focusing resources on the classroom, 2) minimizing travel costs (especially for
out-of-state travel) of district leaders, and 3) reducing the use of costly consultants by
promoting systems for sharing best practices across Desoto classrooms.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: 1.Increase technology in classrooms – students should be equipped with all of the latest
technology to make sure that they are able to successfully compete in today’s global and
technological society. 2.Improve professional development for teachers – teachers should
be provided with best practices and the most current resources and information available
to effectively educate our students. 3.Enhance P-K programs – the first five years of a
child’s life are critical to her learning, so we must ensure that students enter school
prepared to excel.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: 1.Implement an “on track to graduate” program, focusing on data-driven leading
indicators of student needs and interventions at key milestones to ensure students
transition to high school and progress steadily toward graduation. 2.Establish a
district-wide definition of a rigorous curriculum that readies students for real
post-secondary options and require this curriculum for all students to earn a diploma.
3.Annually review curriculum to ensure DeSoto ISD is aligned with student needs, ensuring
broad community, teacher, principal, and student involvement. 4.Refine the overall
portfolio of assessments to incorporate new traditional/authentic assessments focused on
measuring progress to graduation and postsecondary readiness. 5.Implement a

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district-wide “multi-connection” mentoring program to ensure all students have access to


internal and external mentors
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: Communication is essential to the success of all organizations. In order for DeSoto ISD
to be successful in making our district Exemplary we must be committed to keeping
parents and the community informed and involved. Some suggestions for accomplishing
this are: •Improving attendance at local school board meetings •Increasing parental and
community involvement at PTA •Instituting mandatory dialogues with district leaders in
the communities that are affected by major policies before they are enacted •Publishing an
online board newsletter informing public about upcoming critical votes •Improving board
website •Establishing quarterly Q&A sessions with board members about policy •Educating
the community on the role of the board with an information series •Distributing an annual
board report to the community •Translating all correspondence and media to Spanish
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: The number one ingredient when creating a high performing school is “school culture.”
In order for DeSoto students to graduate with the tools needed to compete in today’s
global society, we need an educational environment that not only sets high academic
expectations but endeavors to develop the “whole” child by reinforcing the values and
principles of success. We must be committed to doing whatever it takes to motivate our
students and staff to give the extra effort necessary to move our school district to
EXEMPLARY. In addition, we must create a culture of achievement where students are not
just inspired to learn by teachers, parents, and staff, but also by each other. EAGLE PRIDE
has to become a consistent message that is communicated from every member of our
community. Due to the gloomy budget prospect, resources on individual campuses must
always be placed in priority order. Additional technology and resource materials might
assist in improving student performance in core subject areas. Second, we need to
enhance our communication efforts campus-wide and district-wide. Our Communications
Department has done a great job with limited resources, but its role must expand if we are
to properly deliver our message and brand our schools.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: Middle school is a critical time in the education process. Steps for improving middle
school education and addressing students’ needs during this critical stage are to decrease
class sizes; provide additional resources and academic support to those students falling
behind in core subject areas—especially Math, Science, and English; create tutoring and
mentoring programs pairing middle school students with high school students and
community volunteers; increase real-life applications in all subjects; expand counseling
services as students transition from elementary to middle school; and finally, establish
mandatory learning of a second language in middle school.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: As we attempt to prepare our students to be competitive in today’s global society we
must make sure that they are armed with all of the technological resources to be
successful. Pilot programs should run in high schools to test the feasibility and effectiveness
of laptop or e-readers as a substitute for textbooks. If these programs are successful, the
District should look at implementing a full-scale district-wide instructional technology
program starting with middle school students.
Q: How would you get more parents involved in schools?
A: Bringing the community back to the table is essential to moving our District to
EXEMPLARY. This starts with parents. Because our Board of Education is elected by and
from our community, it is important that its members represent our collective wisdom and
attend the needs our community creates. Research shows that education is linked to many
things that affect a community, from crime and poverty rates to the housing and business
markets in a city. It is important that we continue to strive toward making our educational
system in the City of DeSoto one of the best in the nation, helping to make our students
competitive in today’s global society. We must make sure parents are properly informed
and that we are communicating to all of the demographics we serve. Increasing our
parental and community outreach is essential to our success as a district; this must be
done through a combination of traditional methods and more non-conventional approaches
that cater to a broader audience. See my Communication Plan above for specific
examples.
Q: What should the district do to recruit, retain and develop effective teachers and

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principals?
A: 1.Streamline and update recruiting to include value proposition and retention incentives
2.Update professional development with reform initiatives and best practices a.Develop
professional learning communities b.Establish teacher portfolios to engage teachers in their
own development c.Reschedule professional development for when it can be most effective
(e.g. over the summer) 3.Implement targeted retention plan with key components
directed at high turnover risk groups (e.g. new teachers) a.New teacher induction and
mentoring program to reduce turnover b.Develop career plans tied to long-term career
paths to establish a culture of longevity
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: Accountability is always important. Our students’ success should always be measurable
to make sure that we are adequately serving them. The link between teacher pay and
student performance can be a complicated issue, but in general, pay should be linked to
performance. A school that is failing should not be penalized, because often students are
the ones that are negatively affected in terms of decreases in funding and resources. If
there is clear evidence that students have not been given high quality instruction and
academic support, teacher pay should be negatively impacted. In addition, school leaders
should be disciplined if their schools are failing.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: In today’s harsh economic times, we are faced with the reality that some cuts have to
be made. We must make sure that as we attempt to be fiscally responsible, we never cut
corners that will compromise our students’ education or their futures. There are some very
difficult decisions ahead of us, and those decisions must be made with our students as our
top priority.

Tawanna Lofton

Biographical Info:
Name: Tawanna Lofton
Street Address: 203 South Hampton Road
City/Town: DeSoto
State: TX
Work or Campaign Office Phone Number: 972-223-8239
Home Phone Number: 214-674-5788
Mobile Phone Number: 214-674-5788
Fax Number: 972-223-8247
E-mail Address: tlofton@tbeyaassoc.com
Questions:
Q: Length of residency within the district
A: I have lived in the Desoto district for five years.
Q: Where did (or do) your children attend school?
A: My sons have attened DeSoto Freshman, DeSoto High School and Curtistene S.
McCowan Middle School.
Q: Occupation/main source of income
A: Business Owner/CEO/President of TBey & Associates HR Consulting & Staffing Inc.
Q: Current civic involvement/highlights
A: I am an active member of the Community Missionary Baptist Church in DeSoto, Texas.
I am also an active member of DeSoto Chamber of Commerce (Business Development
Committee and Head Over Wheels Committee),DeSoto Wings Mentoring program, Greater
South West Black Chamber of Commerce, (Chair of Minority Business Enterprise), Member
of DFW Minority Business Council, Greater Dallas Hispanic Chamber of Commerce and the
Black Contractors Association.
Q: Previous civic involvement/accomplishments
A: Toys for Tots, HOPE (Helping Other People Everywhere), Susan G. Komen for the Cure,

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United Way, National Association of Professional Women, Career Connections


Q: Education
A: Masters of Business Management, Radford University Bachelor of Business
Administration, Radford University
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: 1. Michael Flournoy 2. TBey & Associates 3. BCA Membership
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No, I have never been arrested or involved in any criminal proceedings or civil suits.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for this office is that I care deeply about Desoto ISD and I am extremely
concerned. I am “a Mom on a Mission" who just flat love the kids!! I have a vested interest
for my kids sake (who currently attend DeSoto schools) and the sake of all the children in
our Desoto community. I have been a Mother for 28 years, a Business Leader for 30; the
two combined make me the candidate with a "voice of experience". My experiences as an
inspiration speaker all over this country, serving on PTA boards over 20 years, non-profit
organizations and as an advocate and business expert allow me the expertise to think
outside the box of traditional School Districts budgets and policies to ascertain our kids get
more than they could ever expect from their education experience in DeSoto, Texas. When
our kids graduate from high school, if they don't go to college or military, they will walk
into the office of an employer (like me) and my heart is to make sure they are truly ready
and equipped for that interview/experience.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: The key differences between me and my opponents is three decades of business
leadership experience and the business relationships I will bring to our district. Through
our local DeSoto Chamber "Head over Wheels" event, I have already introduce our
city/district to companies like NTTA, DART, City of Dalls, DISD, DFW International airport
and certification agencies like NCTRCA (North Central Texas Regional Certification Agency.
These relationships bring dollar opportunities not only to our business community but also
to our school district by way of contributions. When you have a relationship, you can ask
for assistance that others cannot ask.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes, I have attended many board meetings. I have learned that it is extremely
important to do your homework and ask the "right" questions (as a board member) of
your administration because when you don't you have waisted precious time and the
"right" things don't get done!
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: There are schools (i.e. St. Francis) in Dallas County that implement programs like
(Math/Reading/Science Camps) which allow their kids to not only be up to grade level but
also prepared to compete and win district and county competions. This is something our
district should do as well. We have many kids in our district who excel in Math but cannot
compete effectively due to lack of focus on these type of programs. Overall I see our
district improving in getting every child up to grade level in reading and math.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: Our school district is primary African American and I believe our district is doing a good
job closing the achievement gap between all ethnic groups. I think we need to make
informed and instructional decisions based on data and addressing individual student’s
needs.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: Personally, I wish we did not have to make any cuts. Cuts mean less for our kids.
However, as a business expert, I recognize there is always fat to cut if you evaluate
carefully. Cutting the areas of duplication (i.e. 3 or 4 administrators doing the same job) is
a good place to start.
Q: If the school district had the money, in what three areas would you like to see it spend
more?

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A: 1. Gifted & Talented Programs 2. Technology/Science/Math Summer Youth Camps 3.


Structured After School Enrichment Program
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: I am proud of the DeSoto High School College and Career Academies scheduled to be
built by fall 2010. This career academies will provide our kids with diverse learning
opportunities that will encourage them to not give up. I would also encourage the district
to start as early as elementary school, making students aware of this program in our
district with possible field trips presentations by the students at DeSoto High School. As a
staffing firm business owners, I would personally use my business relationships to
introduce business leaders to our kids (i.e. bankers, health care, IT and
Telecommunications, wellness experts) so they may learn directly from experts who stand
as an example to them that "this can be you" if you stay in school and get your own
education.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: Partnership! Partnership! Partnership!! Desoto ISD has implemented a telephone
broadcast to parents along with email blast. This is great and useful; however, the greatest
way to improve the districts communication is parents and district personnel alike to have
a paradigm shift
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: The key ingredients that make for a successful high school and middle school is
communication, leadership and instruction. If we have communication (without fear or
reservation) between parents, teachers, school board, etc... we can accomplish anything.
Leadership and instruction that make sure our kids needs are meet along with training will
make us successful.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: As Barbara Bush put it, "Middle School Matters". We know from research that many kids
drop out in high school really dropped out in middle school. They just leave in high school.
If we have our own drop out intervention program which highlights the pit falls waiting for
our kids before they even consider leaving school school would benefit our district. I
believe if we use our relationships with business/community leaders as advocates to meet
with with our kids this would bring this high rate down drastically.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: Yes, technology is being used effectively in elementary, middle school and high school
classrooms. I would like to see more funding go towards classrooms having, printers and
laptops because our kids will need these tools later in college or on the job when they
leave school.
Q: How would you get more parents involved in schools?
A: Our district does a good job in comminicating with parents via email and voice mail
messages. However, we are no longer of the generation where one parent is home. Most
families have both parents working or single parent homes; and they get home late and it
is difficult to get involved due to fatigue, traveling out of town for work, lack of funds,
etc.... To get our parents to be more involved, we need to keep in front of them messages
about our website, newsletters, announcements) what is going on in the school. We can
also schedule events for them to attend at 7pm (giving them ample time to travel home
from work and get to events on time).
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: School districts should always take care of their own. This will automatically recruit,
retain and develop effective teachers and principals. What I mean by this is we must fairly
compensate them, reward them, allow them to have a voice...that will be heard, allow
some flexiblity and make sure we have the "right" superintendent in place.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: It has been my experience that it is extremely difficult to fairly link a teachers pay and
student performance. We should always hire and retain the most committed teachers;
offering them the highest salary we can.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?

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A: An uncomfortable truth about our public schools that voters and taxpayers must
confront is that there is never enough funding and resources for our kids today. Our kids
are faced with challenges that we just didn't experience 10, 15, 20+ years ago. The
bottom line is that the school cannot be the parent; kids need love, discipline and training
at home to help develop the skills to compensate for what the district cannot provide
monetary.

Frisco ISD, Place 4


Description:

Candidates (choose 1):

John Lovelady

Biographical Info:

Questions:
Q: Length of residency within the district
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Where did (or do) your children attend school?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Occupation/main source of income
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Current civic involvement/highlights
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Previous civic involvement/accomplishments
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Education
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Previous public offices sought/held:
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: How much funding have you raised for your campaign?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Who are your top three contributors?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: What are the key differences between you and your opponent(s) that make you the

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best choice?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: How would you get more parents involved in schools?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those

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consequences be?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: The candidate advised The Dallas Morning News that he is not actively campaigning for
this position. He attempted to withdraw formally from the race, but the deadline to do so
had passed.

Anne McCausland

Biographical Info:
Name: Anne McCausland
Street Address: 2209 Crowbridge Dr.
City/Town: Frisco
State: Texas
Date of Birth: December 8, 1964
Home Phone Number: 972-335-9976
Mobile Phone Number: 972-998-2962
E-mail Address: ajmccausland@tx.rr.com
Campaign Web Site Address: www.AnneMcCausland.com
Questions:
Q: Length of residency within the district
A: 19 years
Q: Where did (or do) your children attend school?
A: Son – 9th grade at Frisco Wakeland HS Daughter – 6th grade at Cobb MS
Q: Occupation/main source of income
A: Community/School volunteer (husband works to support our family)
Q: Current civic involvement/highlights
A: *FISD Council of PTAs •President: 2009- present *Texas PTA Area 15 •Board member:
2009- present *Cobb Middle School PTA •Parliamentarian: 2010- present *Frisco Education
Foundation •Ex Officio Board: 2009-present *Young Men’s Service League •Member : 2011
– present
Q: Previous civic involvement/accomplishments
A: *FISD Council of PTAs •Program Chairman: 2008-2009 *Texas PTA Lifetime Membership
Award: 2007 *Fisher Elementary •PTA President: 2005–2007 •PTA Council Delegate:
2007-2009 •PTA Book Fair Chairman: 2003-2005 •Room Parent: 2003-2009 •Substitute
Nurse *Griffin Middle School PTA 1st V.P. of Membership 2007-2008 •PTA 3rd V.P. of
Programming 2008-2009 •PTA Parliamentarian 2009-2010 •Griffin Gator Football Mom
Manager 2009 •PTA Gator Fest Assistant *FISD Screen Team 2003-2005 Book Fair
Decorator, Silent Auction Organizer, Carnival Coordinator, Field Trip Chaperone, Guided
Reading Assistant, Library Shelving Volunteer, Guided Reading Room Organizer,
Luncheon/Teacher Birthday Appreciation Chef, Bulletin Board Decorator, Copy Maker,
Thursday Folder Stuffer, Camp Jolt Survivor, Lunchroom Parent Assistant, Seller and
Distributor of Spirit Wear and Spirit Items, Red Ribbon Week Volunteer, Barktober Fest
Collector and Counter, Laminator, SongFest volunteer, Reflections Helper.
Q: Education
A: •Baylor University: BBA in Entrepreneurship/Marketing, 1987 •Collin College: Associate
Degree of Nursing, R.N., 2001
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: I was just starting to receive some donations when my opponent withdrew from the
race. Once that announcement became public, donations have essentially stopped coming
in. I have received about $1,200 in donations so far.
Q: Who are your top three contributors?
A: Most of the contributions came in prior to the other candidate's withdrawl from the race,

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at which point contributions stopped coming in. Since I didn’t raise too much money prior
to the announcement of my running unopposed, and in light of the fact that most donors
gave a similar modest amount, I’d prefer to not name any contributors names. All who
contributed were successful in helping defray the cost of the short campaign I ran while I
had an opponent.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for FISD School Board to maintain, and hopefully improve upon, the
excellence of education that children receive from FISD. I am a 19 year resident of Frisco,
and have been an active volunteer in our schools for 10 years. Long before starting my
campaign, I decided it would be important to regularly attend School Board meetings to
learn more about the issues facing our great district, and better understand the decisions
made by our Board. I have attended almost every FISD monthly School Board meeting for
the past 3 years. I believe this to be a strong testament of my commitment to be an
informed and educated leader for our district as we move forward.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have proven, continuous, and lengthy track record of commitment to our district. I
have been a dedicated FISD volunteer for 10 years and a PTA officer for 8 years. Again, I
have also attended almost every school board meeting for the last three years.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes. An effective board needs to listen to parents, students, teachers, community, and
the administration team. A member also needs to educate themselves on the issues of
their district and take advantage of board training opportunities.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: All of our schools do an excellent job through our teachers and programs such as
Accelerated Reading Integration and Accelerated Math Integration to bring any student
who is behind up to grade level. Rather than herald individual schools accomplishments, I
embrace the current FISD philosophy that we are a “school system” rather than a system
of varying schools
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: The wise use of time, technology, and well-trained teachers has greatly closed the gap
in the last five years, but there is still work to be done. The district will need to continue to
draw on additional resources, such as out of classroom tutoring, to further close the gap.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: Having not served yet, I feel that it is best to take a wait-and-see approach and learn
more details about the district’s financial standing before I anticipate specific areas that
should be trimmed. However, I am willing to say that I will strive to look at cutting costs
only in areas that do not directly affect classroom teaching.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: Based on discussions and presentations I have seen at school board meetings, I would
recommend: •Closing the achievement gap between Anglo and Low Socioeconomic Status
(SES). •More focus on children with Special Needs. •Solidify the future by spending wisely
and build the fund balance.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: FISD‘s dropout rate is less than 1% and approximately 90% of the graduating seniors
plan to continue their education following high school. We need to continue to encourage
student enrollment in AP and Dual Credit classes to prepare students for the rigors of a
college curriculum
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: FISD already has a community liaison that facilitates many special classes such as teen
drug abuse, anti-bullying and communication with teens, to name a few. I have witnessed
the district expanding its outreach to families whose primary language is Spanish, by
offering a Spanish option on the phone, and in many forms of written communication in

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Spanish. With the large variance of ethnicity we have in FISD it would be impossible to
cover all languages. Further, with the impending state funding crisis, I do not see how we
could afford to hire liaisons for language barriers at this time.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: FISD’s belief in smaller enrollments at the middle and high school level is a key
ingredient for success in the classroom. Smaller class sizes allow more opportunity for
student’s involvement in academic, athletic, and fine arts programs. It also gives students
and teachers a chance to garner a more individualized relationship inside and outside of
the classroom.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: FISD has academically strong middle schools. The district should continue their work to
identify any “at-risk” students to monitor and assist them in all areas of school, not just
academics. In recent years FISD has doubled its efforts to build a strong bridge between
elementary and middle school as well as middle to high school. Statistics show that
students who attended an FISD MS from 6-8 grades do well in their FISD high school.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: Having attended FISD schools, both my children (now middle and high school age) are
able to proficiently use Microsoft Office applications (Word, Excel, PowerPoint, Publisher)
for all school assignments. Our district should continue to teach and emphasis technology.
As for online textbooks vs. hardback textbooks, I believe that there is still a faction of
students who prefer hardback textbooks, so FISD should continue to offer textbooks to
students who desire them. We need to continue to look for new ways to use technology to
enhance the learning process, without allowing it to become an obstacle or distraction for
students.
Q: How would you get more parents involved in schools?
A: Parents should be made to feel wanted and welcome in our schools. As my track record
shows, I am a strong proponent of being very active in my children’s schools. I will
continue to work with our parent groups and district parent support team to offer more
programs, such as Watch D.O.G.S., to get our parents more interested and involved…
especially the dads!
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: I feel the easiest way to recruit good teachers/principals into our schools is by having a
widely-known reputation as a top-flight school district. Quality working conditions, training
and support personnel helps retain the top teaching talent in our classrooms. The district
needs to continue to offer a competitive compensation package in addition to meaningful
staff development programs to ensure teachers want to continue to work in our
classrooms.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: I feel that teacher pay and student performance should not be linked. I also believe in
positive reinforcements for our schools rather than consequences. If a school or district is
excelling in all areas and levels, certain state mandates should be relaxed. If a school is
failing, more personal and financial resources should be made available
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: The uncomfortable truth is that the vast majority of voters and taxpayers are not taking
enough of an active interest in the education of their children. School districts are facing
devastating budget shortfalls but only a few parents are contacting their state legislators to
voice concern in regards to cuts in education funding. At this rate, only after the damage is
done and the cutbacks occur in their schools, will most parents sit up and take notice.

Frisco ISD, Place 5


Description:

Candidates (choose 1):

Dody Brigadier

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Biographical Info:
Name: Dody Brigadier
Street Address: 5633 Lake Shore Drive
City/Town: Frisco
State: TX
Date of Birth: 11/19/1971
Work or Campaign Office Phone Number: 972.768.5711
Mobile Phone Number: 972.768.5711
Fax Number: 972.377.8873
E-mail Address: Dody@Dody4FISD.com
Campaign Web Site Address: www.Dody4FISD.com
Questions:
Q: Length of residency within the district
A: Eight years. Jim and I moved to Frisco in 2003 with our children, Matt and Victoria.
Q: Where did (or do) your children attend school?
A: My children have been in the FISD since 2003. They both went to Spears Elementary.
Matt is now a freshman at Frisco High School and Victoria is a seventh grader at Pioneer
Heritage Middle School.
Q: Occupation/main source of income
A: My husband and I own a small business, Brigadier LLC, of which I am CEO. Also, my
husband is VP of Sales at Sungard Higher Education.
Q: Current civic involvement/highlights
A: It is wonderful to be involved in a community that I love. I am the current PTO
President of Pioneer Heritage Middle School and the delegate for PHMS to the PTA council.
I am involved as a Sunday School Teacher at my church. I am the VP of Frisco Aquatics
Booster Club as well as the Team Spirit Mom for my son's high school swim team. In
January, I became the Precinct Chair for precinct #140. My daughter and I are involved in
the National Charity League the North Dallas Chapter where this year I am serving as the
liaison to the Frisco Miracle League.
Q: Previous civic involvement/accomplishments
A: I have been the Spears Elementary PTA president where I was awarded the Lifetime
Achievement Award. I also served in the Spears PTA as VP of fund raising, fund raising
chair, parliamentarian, carnival/silent auction volunteer, Skittles the Clown, room mom,
Parent at Lunch (PAL), 5th grade class camp volunteer for both of my children's 5th grade
class, PTA council delegate. At Pioneer Heritage Middle School I have been PHMS Band
Booster Board volunteer co-coordinator, Band Booster Member and volunteer, Book Fair
volunteer, and a library volunteer. I have also assisted with Teacher Appreciation Day,
Health Fair screening, cafeteria monitoring, and with the Red Ribbon Week committee.
My church service includes: Meals Team Leader (responsible for meals for church families
in need, one week each month), potluck organizer, and Valentine’s Day banquets
volunteer. I Directed the “These 3 Trees” Christmas play for grades 3-Adult, and helped the
Children’s Church Drama Team. I also volunteered as a Fall Festival worker for many years
in different states. For two years, we opened our home for Master’s Commission students
(students lived in our home for 9 months at a time during their training and internships). I
am a Bible Study hostess/leader for an in-home ladies study group, and a Bible Study
Group participant. I also traveled with New Life Ministries in 39 different states and 4
different countries, performing 3 different shows. Other volunteer opportunities that I
have participated in include Frisco Soccer League Team Mom for many years; Select
Soccer Team volunteer, fundraiser chair, social chair, Girl Scout Cookie Mom, Treasurer and
volunteer, Gary Burns participant, and Relay for Life participant.
Q: Education
A: Bachelors of Science, Communication with Business Minor, Florida State University,
1994, Magna Cum Laude
Q: Previous public offices sought/held:
A: I am the Precinct Chair for precinct #140.
Q: How much funding have you raised for your campaign?
A: I am not accepting any monies from PAC's or special interests. I think that we need to
make sure our first concern is the children in the district and not special interest groups.
My contributors are citizens that share my love for family and vision for the children.

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Q: Who are your top three contributors?


A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I have been gaining experience for this job since I was a Key Volunteer in the United
States Marine Corps in 1995. Since moving to Frisco in 2003, I have been extensively
involved in the school system as a volunteer and I am the owner of a small business,
Brigadier LLC. I will bring my leadership experience as a volunteer, my experience in the
business world, and my experience as a mother to the Frisco school board. I enjoy working
in a team environment. In my 2 years as PTA president and in my current position as PTO
president, I have worked with my board as a team to make sure that everyone is
empowered to accomplish the goals of the board. I plan to bring this same energy to the
FISD school board.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My military background as a Marine Corps wife has shown me how to make tough
decisions. FISD is on the right track in handling the budget. The items that are up for
consideration show the “out of the box” style of thinking that is needed to cope with a
budget deficit. We must find a way to reduce the budget but make sure the classroom is
the last thing cut. Our teachers are on the “front lines” and they must have what they need
to teach. I have seen my opponent show a degree of foresight by coming to PTO board
meetings with plans already laid out for a variety of different issues, and that is to be
commended. However, she also tends to be reluctant to deviate from her plans despite
other good suggestions and alternative solutions brought up by other PTO members.
Leadership requires flexibility and team spirit. As a member of the FISD school board, I
would lead by example while fostering an idea-friendly environment. There are a lot of
good ideas out there, and voters will find that my willingness to listen will yield far better
results than a “my-way-or-the-highway” mindset.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes, I have been to many school board meetings and what I see are team players.
They all have ideas that they share individually to work towards a common goal of being
the best we can be as a district.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: I think that all of our schools are doing a wonderful job. I feel that we are doing this
because of our quality teachers we have in FISD.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: I think the teachers and staff need to have all the tools available for all students to help
them reach their full potential.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: I don't think it can be narrowed down to three areas. I think there needs to be overall
cuts that will not affect the classroom or the teachers. However, some examples that the
district has thought through is eliminating personal appliances in the classroom. This will be
a saving of $800,000. In ground keeping services a saving of $1,000,00 can be saved in
some creative ways. Triple routing of buses is another idea that has been brought up to
save money. These are just a few areas that cut spending but do not effect the classroom.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: This is a wonderful hypothetical question, but I see us looking to cut rather than spend
in the years ahead and that is why I am running for office to be able to help with the tough
decisions. However, we still need to offer more electives to continue our quest for
excellence. I would love to see the safety of students be on the cutting edge and have
more SRO's on the high school campuses. Also, having a virtual classroom for students
that need flexibility in their schedules would be a wonderful area for advancement.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: We have a program that some of the middle schools have implemented this year, where
at the middle school level the student is committing to graduate high school. I would love
to see this district wide. This teaches a way to set goals and make sure that we set the

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students up for success. There is also some technology that enables us to more efficiently
track when a student is "slipping" and is in a high risk group. The teachers and counselors
can step in and intervene much faster and in a more productive way if they have this
information and utilize it to the best of their capabilities.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: It is my understanding that we have a community liaisons already in the district and I
think this should continue. Communication is an area I feel we always need to improve.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: Teachers, teachers, teachers! The buildings are nice, the class choices are a key
ingredient and we must have a safe environment to learn, but the bottom line is the
teachers. A teacher can instill a love for learning into an apathetic student. Who knows
what each and every one of our students can accomplish with the right teacher leading the
way?
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: I truly do not see this as a problem in our district. If we continue to track the success of
all our students, and keep them on track, we will be able to instill a love for learning at an
early age and continue that through out the high school career.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: I am thrilled with the research that the technology department at the FISD has done
this year. Recent surveys from teachers, parents, student, staff and administrators have
given us a plethora of research data to enable us to move forward in a technology age. As
we cautiously move forward, I would love to see us implement more technology such as
e-textbooks and calendars on students' personal devices.
Q: How would you get more parents involved in schools?
A: I think the PTA and PTO groups at every school is a wonderful way to get the parents
involved. I also believe that with the use of technology we can communicate in a "real
time" setting with the parents so that they can be as active as they choose.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: If we continue to strive for excellence in our school district and pay the teachers a
competitive salary we will be able to recruit and retain good teachers and principals.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: I don't believe that pay necessarily correlates to a teacher's success. As far as
consequences go, I think the right word here needs to be "support." If a school is
struggling, we as a board must make sure that they are given the proper tools to succeed.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: In a year of budget shortfalls, every dollar must be accounted for at every level. Any
time something is cut, someone is not going to be happy. As a district we must strive to
maintain our excellence while being fiscally responsible.

Debbie Gillespie

Biographical Info:
Name: Debbie Gillespie
Street Address: 6236 Chamberlyne Dr.
City/Town: Frisco
State: Texas
Date of Birth: 4-27-1968
Work or Campaign Office Phone Number: 972-335-7894

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Home Phone Number: 972-335-7894


Mobile Phone Number: 972-567-0980
E-mail Address: debbie@debbiegillespie.com
Campaign Web Site Address: www.debbiegillespie.com
Questions:
Q: Length of residency within the district
A: My husband, Dane, and I have lived in Frisco for 15 1/2 years with our two children.
Q: Where did (or do) your children attend school?
A: My daughter, Caitlin went to Smith elementary. Caitlin and my son, Connor went to
Bright Elementary for one year then moved to Spears Elementary. They both attended
Pioneer Heritage Middle School. Caitlin is now a Junior at Frisco High School and Connor is
a Freshman.
Q: Occupation/main source of income
A: I am blessed that my current occupation is a School and Community Volunteer. I have
experience in Interior Design, Retail Management, Retail Buying. I worked at Dell
Corporation in Corporate Customer Service before moving into Configuration and Project
Management.
Q: Current civic involvement/highlights
A: I am a 5 year member and 2nd year Board member of National Charity League and a
member of Young Men's Service League. Both organizations allow me and my children to
volunteer at philanthropies such as Frisco Family Services Center, Special Olympics, Frisco
Miracle Leage, Boys and Girls Club, Meet the Troops, etc. I am a 9+ year Village
Representative and also started the Neighborhood Watch Program in my neighborhood. I
am currently a 3rd year Frisco High Band Booster and Board Member.
Q: Previous civic involvement/accomplishments
A: 2003 and 2006 Frisco ISD Bond Committee member. I was on various PTA Boards for 7
years and held various positions. Pioneer Heritage Middle School PTO Board Member for 2
years and President for 3 years. PTA Council Delegate and President attendee for 7 years.
Frisco Family Services food pantry volunteer and 2 year Board Member. Room mom for 8
years. Book Fair, lunch room helper, field trip chaperone, decorated hallways and
classrooms, etc. Committee member for Gunslinger's Ball and Lil' Gunslingers. FFL Cheer
Coach for 2 years, Brownie Troop Leader, Special Events volunteer around our
neighborhood and city, Susan G. Komen 3Day participant.
Q: Education
A: 1986 Graduate of Anderson High School in Austin, Tx. 1991 Graduate of Southwest
Texas State University.
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: School Board races are typically different from City Council or State races. We have
received some donations and are very thankful for the support.
Q: Who are your top three contributors?
A: My contributors are my friends and supporters.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I love volunteering in the schools and feel like our family has been blessed to be in such
a wonderful district that accepts parent involvement. With two current members not
seeking re-election, this is a great time for me to continue my service within FISD. Being a
School Board Trustee is a natural progression for me after all of the volunteer work that I
have accomplished in our schools. My invovlement has been extensive including two Frisco
ISD School Bond Committees, PTA, PTO, book fair, special event/day volunteer, lunch
room, library and numerous community organizations. My experience with customer
service, policies and procedures and project management have given me a wide base of
knowledge in all areas of budgets, organization and how to work with all individuals to
make the best decisions for the organization.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My experience with the 2003 and 2006 FISD Bond Committees, has given me the
chance to understand the basic knowledge of our school system along with costs, policies,
procedures, goals and the FISD mission. I have a great relationship with many FISD staff

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members who have helped me understand our district goals and how to always find the
answers to my many questions. I also have a great relationship with many City of Frisco
employees and residents and I want to continue to grow the relationship between our city
and schools. I am truly committed to being an advocate for every student, parent and staff
within FISD. I have a servant heart and want what is best for our students while supporting
every parent and staff member. Education and safety are priority!
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes, I have attended many School Board and City Council meetings throughout my
years in Frisco ISD and Frisco. A School Board Trustee must be connected to be an
effective leader. You must listen with an open mind without any personal or political
agendas. You are making the decisions for every student, parent and staff member along
with every FISD taxpayer. School Board members will not always have the answers so it is
imperitive that there be a strong working relationship with the staff and know where to
find the answers.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: All of the schools in FISD have programs in place to keep children at grade level in
reading and math. The curriculum department works with each campus to ensure that the
curriculum is being taught equally across the district. Each campus has AMI, ARI, Dyslexia,
GT and/or Technology Integration specialists. Our teachers are continually trained to detect
learning differences as well as learning styles. Bright Elementary is a perfect example of
success with these tpye programs.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: The focus in Frisco ISD is closing all gaps between ethnic and socio economic groups.
We have ESL, free and reduced lunch and services programs, communications are all
bilingual, buses for tutoring and mentor programs. FISD works closely with several social
service organizations to make sure students have what they need in school as far as
clothing and school supplies. I would like even more focus on training to recogonize
individuals that might have even more special needs socially and economically. Each
student should feel welcome at school and learn to believe in themselves so they feel
empowered to take ownership of their future.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: I am still familiarizing myself with every aspect of our current budget and the possible
cuts that will have to be made given state funding shortfalls. FISD has done a phenominal
job keeping costs low with continued expectations of excellence very high. The current
School Board and FISD Administration are carefully looking at the budget and reviewing
contracts for services. I would not support any cuts that would have a direct effect on our
intructional standard of excellence.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: With our current budget uncertainty, I would focus more on saving money than
spending.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: The Frisco ISD dropout rate is .1% in grades 7-12. 90% of FISD graduates go on to
higher education. We have campaigns such as "Committ not to Quit", continual positive
reinforcement and mentor programs. More programs are being looked at that would track
a childs attendance and/or grade progress and would then alert teachers and
administration if there is a sudden decline in attendance or grades. Having programs in
school where a student can learn a trade, especially if they are not able to afford college.
The CTE center offeres classes and help on how to apply to college and what you need to
get in to college.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: Frisco ISD prints everything bilingual along with phone messages having the choice of
bilingual as well. Communication is tricky, some parents want communication overload and
some will say there is too much. The important thing is to have announcements and
information available via website or email that way it is available at anytime.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: High standards of respect for each other and staff. Rules and Regulations that are
enforced across the district. Those expectaions of good behavior should trickle down to the

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feeder schools. Also interaction between parents and staff about what is going on in the
school. Have ongoing Coffee with the Counselors, Counselor led sessions about class
schedules and expectations for graduation. Administrator meeting about what our children
are up against academically and socially.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: Set high expectation for high school requirements and don't expect anything less.
Ongoing study skills and teen leadership. Not every child is built to be a leader, however
every child needs self confidence and reassurance that they matter and are important.
Build their confidence while they are young adolescence and in a smaller environment,
before sending them on to high school. Set them up for success!
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: Technology is being used very effectively. Projectors in every classroom with computer
labs equiped with PC's and Mac computers. Teacher are able to stream educational videos
right into the classroom. I think labtops would be great, but would also cause some new
challenges. Learning and training for teachers along with the cost of maintaining the
equipment.
Q: How would you get more parents involved in schools?
A: Parent involvement is a must in the success of our children. The involvement drops off
after elementary school due to parents going back to work and the need for help declines
as children get older. The involvelment centers more around the specific sports and
activities. Most high schools do not have parent organizations such as PTA or PTO, they
focus on Booster Clubs which are very important in the success of the individual programs.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: In the past, FISD has had job fairs and student teaching programs that allowed us the
choice of hiring the best. Student teaching programs allow future teachers to familiarize
themselves with district curriculum and policy which greatly minimizes the learning curve
as a new teacher. We have mentorship programs which involves current teachers
mentoring new FISD teachers. Staff developement is ongoing on every campus, district
wide. 401(a) matching, health care and continual support from administration.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: When a teacher is hired, there is an expectation that a student will be successful
academically and become a productive student/citizen. Every child learns different and
there are more variables involved than just a test score. Teachers are reviewed on campus
and they do not stay if they are not effective.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: The truth about our schools and community is that we have had very positive growth
for a long time due to great planning and relationships between the city and schools. We
are still experiencing this growth and FISD may be faced with the lack of funding from the
state to support that growth. Budget constraints will be an uncomfortable truth in the
coming months especially related to growth, however I trust that FISD will make the best
choices that will have the very least effect on instructional value for all of our students.

Grand Prairie ISD, Place 3


Description:

Candidates (choose 1):

Tim Johnson
Biographical Info:
Name: Timothy J. Johnson (Tim)
Street Address: 505 Cartgate
City/Town: Grand Prairie
State: Texas
Date of Birth: 11/12/1966
Work or Campaign Office Phone Number: 972-754-5696
Home Phone Number: 972-262-0204
Mobile Phone Number: 972-754-5696
E-mail Address: TJSMJ@aol.Com

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Questions:
Q: Length of residency within the district
A: Resident of Grand Prairie for 40 years
Q: Where did (or do) your children attend school?
A: The Oakridge College Preparatory School
Q: Occupation/main source of income
A: Private Business Owner, College Teacher
Q: Current civic involvement/highlights
A: Serve as Board Trustee of Grand Prairie ISD, YMCA Board Member, Big Brother/ Big
Sisters, Texas Special Olympics.
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: South Grand Prairie High School, Mountain View Junior College AAS, North Texas State
University BS, University of North Texas MS.
Q: Previous public offices sought/held:
A: Grand Prairie ISD Board Trustee
Q: How much funding have you raised for your campaign?
A: $0.
Q: Who are your top three contributors?
A: None
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for school board because I believe that every child deserves a quality
education. I am a successful private business owner who understands how to budget and
plan for the future. By working as a college level administrator at a local community
college, I have dealt with and taught Texas policy and procedure concerning public
education. As a teacher, I know the challenges our public school teachers are faced with on
a daily basis. My 20 years of higher education in teaching and administration has prepared
me for this office.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have a background in Education. I feel that every school in Grand Prairie ISD deserves
equality in resources, staff support, and funding. I have no personal agenda other than
helping every child in my hometown of Grand Praire get a quality education. I also have
experience as a School Board Trustee for the past four years. This is an example of how
the GPISD schools have progressed over the past few years due to several factors
including decisions made by our GPISD Board of Trustees. Campuses 2007 2008 2009
2010 Exemplary 0 2 6 17 Recognized 8 10 18 15 Acceptable 22 23 10 5
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: I have served as Board Trustee, Vice President and President of Grand Prairie ISD for
the past four years. I have a 100% attendance rate for monthly school board meetings.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: 17 of the schools in GPISD have an Exemplary rating. The programs are working and all
schools within GPISD are showing added gains in state testing standards.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: I am so proud of the gains that GPISD has made in closing the gaps. According to the
Dallas Morning News article by Laurie Fox on 10/9/2010, Grand Prairie schools are closing
the achievement gap.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: 1. Mandatory District-wide Convocation at start of school year for all staff 2.
Administration 3. Hospitality cuts at GPISD functions.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: 1. Teachers 2. Nurses 3. Librarians
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?

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A: I feel that GPISD needs to utilize resources and expand participation in college
readiness programming through: 1. Administration/ Teacher/Student focus on
college-bound programs at an earlier age. 2. Improve student preparation for college
readiness assessments/entrance exams. 3. Increased minority student participation in
Pre-AP/Advanced Placement/Dual Credit programs.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: I feel we have made great progress over the past four years. However, there is room
for improvement. I would start by making the GPISD Web site accessible in English or
Spanish. I would recommend that all printable materials be available in English and
Spanish. I also would like to see a hot line staffed by volunteers to answer any question or
concerns that non English speaking parents may have.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: Good adminstrators, teachers and staff will keep the students engaged and help make
learning fun. We need more parents that are involved in their child's education.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: I feel if a middle school student had more curriculum options this may keep them
engaged in the learning process which in return would keep them in school.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: GPISD is adequately using technology at every campus on a daily basis. The future
emphasis should be on both textbooks and laptop use depending on each school district's
budget. Other school districts have tried using laptops instead of textbooks; however, they
have found that textbooks cost less and have less maintenance cost associated with them.
I feel that textbooks make us better stewards of taxpayer dollars.
Q: How would you get more parents involved in schools?
A: I feel that GPISD is making every effort to make the connection. There are many
opportunities for parents to get involved within GPISD in PTA, Booster Clubs, and
classroom assistants. I am very proud of all the parental support we currently have within
GPISD.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: The prinicipals and teachers have to have adequate support and resources to do the job
requested of them. We develop our teachers by the Teacher Mentoring Program as well as
continuing education courses. We can develop future leaders with the Current Leadership
Academy within GPISD.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: NO! If a school is failing there needs to be a change in leadership. I believe that we
need an accountability system in place in order to benefit every child in the district;
however, I do not feel that teacher pay should factor into this equation.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: The State of Texas must fund edcation. If not funded adequately, we will have to cut
programs that will affect the future of GPISD students. The greatest gift you can give a
child is a well rounded and quality education.

Steve Pryor

Biographical Info:
Name: Steve Pryor
Street Address: 4540 Friars Lane,
City/Town: Grand Prairie,
State: TX

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Date of Birth: 11/1/61


Work or Campaign Office Phone Number: 214-525-2519
Home Phone Number: 972-263-4628
Mobile Phone Number: 469-233-3906
Fax Number: N/A
E-mail Address: Stevepryor4gpisd@gmail.com
Campaign Web Site Address: N/A
Questions:
Q: Length of residency within the district
A: 10 years
Q: Where did (or do) your children attend school?
A: My son Christian attends Colin Powell Elementary in Grand Prairie.
Q: Occupation/main source of income
A: Commercial Production Director, Sportsradio 1310 The Ticket (KTCK-AM) and i93,
Today’s Hit Music (KLIF-FM)
Q: Current civic involvement/highlights
A: Involved in Men of Powell Program, assistant coach for YMCA soccer team and involved
in Cub Scouts.
Q: Previous civic involvement/accomplishments
A: Been involved and active in the PTA, the Men of Powell program, YMCA sport teams and
the Cub Scouts.
Q: Education
A: 1993 BA Communications (Mass Communications) from University of Texas at Arlington
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: None
Q: Who are your top three contributors?
A: None
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I’m running for Grand Prairie School Board because I think we need more ‘stakeholders’
represented on the school board. Currently, only a few of the present school board
members have children attending school in the district, and my opponent’s children attend
a private school in Arlington. As the district faces financial challenges, we need more
people with a direct stake in the outcome voicing their views and opinions on where to
spend our tax money, and how best to use that tax money to give all the children in GPISD
the best education possible. In my personal background, being a parent with a child in the
district gives me a huge incentive to make sure that my child, and every child in the
district, gets the best education possible. Professionally, as the commercial production
director for 2 radio stations, I’m challenged everyday to come up with new, creative ideas
to help market our clients businesses, and to communicate those ideas to our audiences.
As the GPISD School Board faces financial issues due to the structural deficit, the Board
needs a fresh face to present new ideas on how to do more with less, and someone who
can communicate those ideas effectively. I believe I’m that person.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: On paper, my opponent (the incumbent) appears more qualified. The voters in Grand
Prairie will have a choice between someone who has been involved in the district for the
past few years, and someone who is committed to the district for the future. My
opponent’s children don’t attend school in GPISD, showing that while he is involved, his
heart isn’t in the district. My belief is that the voters of Grand Prairie want, and deserve, a
School Board Trustee who is committed to the district, committed enough to have his kids
attend the schools he’s overseeing. That makes me the best choice.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: I’ve attended many board meetings this year, and think that the board members can be
most effective when they function as independent voices, and ask the questions that help
explain how the items being voted on help the district meet their goals. Unfortunately,
some of what I’ve observed this year is a lack of independence. The vast majority of Board

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votes are unanimous, and I think a Board Member can be most effective when they vote
as a representative of their constituents, the students, teachers, parents and taxpayers.
Being an effective representative means voting the way you think is best, not just going
along to get along.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: At the elementary level, Colin Powell Elementary has done an excellent job of getting
kids up to grade level. They’ve done it by communicating to the parents about the
importance of their kid’s education, and a push to have those parents set high expectations
for their children. Those high expectations, coupled with a staff of teachers that really want
to see every student succeed has led Powell to the high level they’re currently at.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: Luckily, Grand Prairie isn’t facing this challenge. GPISD is a Latino majority district, and
while the percentage of Latino students has increased in GPISD in the last few years, so
have the number of recognized and exemplary schools. We need to continue to insist that
every child strive for excellence, whether they are Latino, Anglo, African-American or
Other.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: While I would prefer not to cut spending unless absolutely necessary, the 3 areas that
most concern me are these: #1 General Administration. According to budget documents
from the district, budgeted GA costs have increased by more than a million dollars from
2009-2010 to 2010-2011. I don’t want to cut that money if it’s really needed, but want to
be sure that all that money is really contributing to the districts core function, educating
the students of GPISD. #2 Plant maintenance and operations. Another million dollar
increase from ’09-`10 to ’10-’11, according to the district’s information; And as that line
item is close to 20 million dollars, it’s one of the largest expenditures after salaries. As the
challenger I don’t have the breakdown of how and where all that money is spent, but I
want to be sure the district is spending its money effectively in EVERY area. #3 Career
programs and extra curricular and co-curricular activities. Again, I’d prefer not to cut
spending unless necessary, but if next year’s budget forces deeper cuts, I’d like to see a
cost/benefit analysis on all such programs that compares the cost of each program to the
number of students involved in each program.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: #1 Dropout prevention. The graduation rate in GPISD has dropped from around 80% in
the 2003-2006 years, to the mid to low 70’s in the past few years. I believe students are
more successful later in life if they have a high school diploma, and I want to make sure
that we’re doing everything we can to keep those kids in school, so that we can give them
a better chance at future success. #2 Dual credit and college prep courses and SAT/ACT
test prep/tutoring. Dual credit courses allow a student to gain college credit while
attending GPISD, saving them time and money when they go on to college. And since I
believe that we need to prepare kids for education beyond the high school level, if the
district had the money, I’d like to see it spent preparing kids for college, or helping them
score better on college entrance exams. Better scores mean better chances at
scholarships, which is a benefit in this challenging economy. #3 Getting every elementary
student at and ABOVE grade level in reading. Reading is the building block that the rest of
a child’s education is built on, and improving comprehension and reading speed will pay
dividends throughout a child’s school career and far into their future.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: GPISD already has a number of programs geared toward decreasing the dropout rate.
What the district doesn’t offer is enough programs aimed at the middle of the bell-curve of
students. We have GT programs and AP classes for the advanced students, and we have
remedial classes and dropout prevention programs for the struggling student, we need
programs designed for the rest of the students who still may be college bound.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: Much of the districts communication is already available in Spanish, but I’m for almost
anything that helps communicate the importance of a good education to parents. Trained
community liaisons, bi-lingual websites, I’m open to discussing any idea that gets parents
involved, and helps keep kids in school.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?

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A: I think the essential ingredients include good discipline, an interested and involved
student population, and a mix of classes that help keep those kids interested in staying in
school. Currently, I believe GPISD has effectively deployed its resources to all parts of the
district to offer a number of programs and classes to cater to different students’ interest.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: GPISD needs to continue to stress the importance of education, and work on identifying
at-risk students who may be ready to dropout at any level. By providing teachers that are
interested in every student's progress, and by offering a range of classes that kids want to
take, hopefully we'll be able to minimize the number of dropouts at every level.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: The level of technology used in the classroom really depends on the school. I’d like to
see ELMOs, digital projectors, and interactive white boards in more classrooms and in
more of our schools. As the budget allows, we should look at any technology that helps our
teachers teach our students. As we become a more technologically oriented society, our
teaching methods need to keep up with the times. As more kids grow up with computers,
replacing textbooks with laptops may be an effective way to maximize their learning.
Q: How would you get more parents involved in schools?
A: I believe that every parent wants the best for their children, and the district needs to
communicate to the parents the value of the education that their children receive.
Hopefully, if the parents value the education, they’ll be more involved, but the district
needs to be flexible in getting those parents involved. Volunteering during school hours is a
wonderful idea, but with single working parents, or in a family where both parents work,
getting involved during the workday isn’t an option. If elected, I’d brainstorm ideas for
getting parents involved on their schedule, not just on the school’s schedule.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: I believe GPISD has positioned itself as a place where effective teachers and principals
WANT to get hired, and want to stay once hired. I think that if we offer competitive pay,
have a Superintendent that supports the teachers, and an administration that runs “lean
and mean” so we can give the teachers the materials, supplies and support staff they need
in the classrooms, we’ll be able to recruit, retain and develop the effective teachers we
need.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: Yes, teacher pay and student performance should be linked, but standardized testing
shouldn’t be the only measure of who is or isn’t an effective teacher. The overall goal of a
school district needs to be providing each and every student a well-rounded education.
Focusing on the short term (passing tests in a particular year) undermine the long-term
goals. Standardized tests can tell us a lot about the students taking the tests, but only so
much about the teachers teaching those students. We need to give the Superintendent and
the Administration the flexibility to decide who are the most effective teachers, and let
them award those teachers accordingly, but not just reward teachers based on a certain
year’s test scores. If a school is succeeding, it would be great to be able to offer positive
consequences (pay raises, awards, recognition, etc) and schools need to suffer
consequences if they are failing. Removal of the principal, large changes in the faculty,
allowing students to transfer to other schools in the district, all options need to be
considered if a school is chronically underperforming.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: The uncomfortable truth is that the structural deficit and the focus on standardized
testing is forcing education to change from what it was, to what it has become. The
structural deficit in funding is causing schools to cut back parts of the educational
experience, parts that many of us grew up with, and have come to expect as part of
“School”. Things like art, music and PE classes, and extra curricular activities that students
love, all things that help keep students involved and interested in gaining an education. By
cutting out the “flavor”, we run the risk of creating a bland education of just the tested
basics, and losing students to schools that do offer more. And if scores on standardized
tests become the benchmark by which we measure a school district’s success, we set
incentives for teaching to the test and not on a well-rounded education.

Highland Park ISD, Place 7

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Description:

Candidates (choose 1):

Sam Dalton

Biographical Info:
Name: Sam Dalton
Street Address: Overhill Drive
City/Town: Dallas
State: Texas
Date of Birth: January 28, 1963
E-mail Address: spdalton@aol.com
Questions:
Q: Length of residency within the district
A: 20 years.
Q: Where did (or do) your children attend school?
A: I have two children at Highland Park High School, one child at Highland Park Middle
School, and one child at Armstrong Elementary School.
Q: Occupation/main source of income
A: Investment Manager.
Q: Current civic involvement/highlights
A: Member of HPISD Finance Committee, Board Member – Highland Park Presbyterian
Day School, Member of Salesmanship Club of Dallas (Reading Buddy at J.E. Jonsson
School), Executive Committee Member – Highland Park Community League, Chairman of
2011 Park Cities Dads Club Teachers Cup Golf Tournament (5 years on tournament
committee).
Q: Previous civic involvement/accomplishments
A: Served on 2010 HPISD Demographic Study Committee, Served on 2008 HPISD
Strategic Planning Team – Resources, Co-Moderator of 5th-6th Grade and later 7th-8th
Grade Youth Programs at Highland Park Presbyterian Church, Served on Youth Committee
and Officer Nominating Committee at HPPC, Activities Committee Chairman and Merit
Badge Counselor for Boy Scout Troop 82, President of Dallas Alumni Chapter – Washington
and Lee University.
Q: Education
A: Washington and Lee University – B.A. in Public Policy - 1985 (Phi Beta Kappa),
University of Texas School of Law – J.D. – 1988.
Q: Previous public offices sought/held:
A: None.
Q: How much funding have you raised for your campaign?
A: Campaign Finance Report will be filed on April 14, 2011.
Q: Who are your top three contributors?
A: Campaign Finance Report will be filed on April 14, 2011.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: With four kids attending schools in the district, I have a vested interest in the school
district. I have a proven record of service to the HPISD, to my community and to its
children. I practiced commercial litigation in two major Texas law firms for nearly 15
years, 6 as a partner. As part of my law practice, I dealt with complex issues and made
difficult decisions on a regular basis. I continue to do this as part of my current job.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I believe my record of service and professional background make me the best choice

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for the HPISD.


Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes. Effective board members have the ability to deal with complex issues, make tough
decisions and take action. They are open-minded and good listeners.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: - no response -
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: - no response -
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: - no response -
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: - no response -
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: - no response -
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: - no response -
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: - no response -
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: - no response -
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: Yes.
Q: How would you get more parents involved in schools?
A: The HPISD is fortunate to have a tremendous level of parental involvement in its
schools. It would be difficult to get parents involved more.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: Continue to do what it is doing.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: - no response -
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: The HPISD School Board is going to have to make some difficult decisions in the very
near future, which may not be popular with all of its constituents.

Amy S. Titus

Biographical Info:
Name: Amy Susan Titus
Street Address: 3615 Dartmouth Ave
City/Town: Dallas
State: TX
Date of Birth: 10/25/1960
Questions:
Q: Length of residency within the district

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A: I am a lifelong Park Cities resident. My parents moved to Highland Park in 1963. I


graduated from HPHS in 1978 and moved back to the Park Cities when I finished graduate
school in 1988.
Q: Where did (or do) your children attend school?
A: I have a 7th grade daughter who attends HPMS and a 12th grade son who attends
Mercersburg Academy in Mercersburg, PA.
Q: Occupation/main source of income
A: Wright Titus Agency
Q: Current civic involvement/highlights
A: HPMS Volunteer, member University Park United Methodist Church, Member of the
Dallas Woman's Club, La Fiesta.
Q: Previous civic involvement/accomplishments
A: President of UPUMC Weekday School Board, President Junior Group of the Marianne
Scruggs Garden Club, Director Tennis Competitors of Dallas
Q: Education
A: B.A. Baylor University, M.A. Middlebury College
Q: Previous public offices sought/held:
A: none
Q: How much funding have you raised for your campaign?
A: $199
Q: Who are your top three contributors?
A: Camille Potts, Sunmi Goodwin
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: divorce
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am the mother of two very different children. One who thrives in a public school
setting and one who did not. I feel that this perspective is important as the board
represents both the parents of children who attend school in the district as well as those
who send their children to private schools. I have also worked as a substitute teacher in
HPISD and as a parent volunteer for the past 12 years. I feel that the variety of these
experiences would be a valuable asset for a school board member.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have a lot of respect for my opponent, Sam Dalton, and have no reservations
regarding his qualifications. Education is a cause that is very dear to me and I have both
the time and willingness to give this position the time that it will take to be effective.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes, I have attended school board meetings. The board sets policy and I believe that
board members can be most effective by listening. We need to listen to teachers, parents
and students and really hear their concerns before making decisions.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: All of our schools are doing an equally good job in getting every child up to or beyond
grade level in reading and math.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: Any child who speaks another language at home will possibly need extra instruction in
English. I believe that intensive and early language instruction is the best way to prevent
the gap from developing in the first place.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: I believe that in lean times, we have to focus on the basics of education which are the
core areas of language arts, math, science and social studies and cuts cannot come from
these areas. I also believe that we need to look for ways to cut costs across the board to
prevent having to cut programs. For me, the bottom line is the goal of raising children who
will become happy, healthy, well adjusted contributing members of society. I would look at
every program and ask myself how it contributes to this goal. This will mean preparing
them for higher education both educationally and through practical skills. I would also like
to see the state provide some relief in the relentless standardized testing of our students
because these tests do not teach.
Q: If the school district had the money, in what three areas would you like to see it spend
more?

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A: Teachers, teachers and teachers! The finest facilities in the world are useless without
quality engaging teachers. We need to do everything that we can to attract the finest
teachers available.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: I believe that our students are well prepared for college.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: I believe that our district does an excellent job of communicating with parents.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: A successful school is one where the students feel connected. Typically, it is in the extra
curricular activities where they develop this connection. While there is always room for
improvement, the schools in our district are doing a good job. I would like to see an
expansion of the number of students who can be accommodated in the various activities
offered.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: Our middle school is doing a good job. The electives give the students a sense of
belonging to a group and help make a large school feel manageable. The team
organization also helps to keep kids from feeling lost and overwhelmed by the size of the
school.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: It is just a matter of time before textbooks are replaced with laptops or other forms of
electronic books. This generation of students are technology natives and seem to learn
well when technology is integrated into teaching. Technology is being used effectively in
the classroom, but we need to be careful that distractions to not creep in.
Q: How would you get more parents involved in schools?
A: The parents in HPISD are very involved. I would try to find a way to expand the use of
volunteers to allow for parents who work full time to be better able to volunteer within the
constraints of their schedules.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: We need to do everything that we can to increase respect for the teaching profession.
We also need to increase the autonomy of the teacher in the classroom.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: No, the best should be expected of all teachers. There is no excuse for schools to fail
and it should not be tolerated by parents or taxpayers. We need to set the bar high and do
all that we can to assist the teachers and the schools in meeting those expectations.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: In HPISD, we are accustomed to excellent schools but funding issues (Robin Hood) have
been quite a challenge for our district. As other districts catch up, we have to keep looking
ahead to the future and continue to provide the best education possible for all of our
children.

Irving ISD, Place 1


Description:

Candidates (choose 1):

Steven Jones

Biographical Info:
Name: Steven Jones

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Street Address: 3213 Salinas Court


City/Town: Irving
State: TX
Date of Birth: 5-27-61
Work or Campaign Office Phone Number: 972-594-1904
Home Phone Number: 972-594-1535
E-mail Address: Drscj@aol.com
Questions:
Q: Length of residency within the district
A: I lived in Irving from 1964 until leaving for college in 1979. I moved back to Irving in
1996 and have lived here since.
Q: Where did (or do) your children attend school?
A: I do not have children.
Q: Occupation/main source of income
A: Lyric Stage Founding Producer
Q: Current civic involvement/highlights
A: I teach kindergarten Sunday School at First Baptist Church Irving and mentor a
homeless IISD high school student through Project Pass.
Q: Previous civic involvement/accomplishments
A: I volunteered at Brandenburg Elementary School, directing a 5th grade production of
Rodgers & Hammerstein's THE KING AND I. Our program was awarded an Irving
Independent School District ICE Award. I was named an Outstanding Graduate by the
IISD Board of Trustees and nominated for Texan of the Year by The Dallas Morning News. I
am a former Irving Heritage Society board member.
Q: Education
A: MacArthur High School, BBA from Baylor University, DDS from Baylor College of
Dentistry
Q: Previous public offices sought/held:
A: I have never sought or held public office.
Q: How much funding have you raised for your campaign?
A: $4,850.00
Q: Who are your top three contributors?
A: Ralph Ellis, Billie Thomas, Heinz Simon
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for this office because I question the judgment of the current Board of
Trustees and I do not believe the Irving Independent School District is doing the best job
possible to educate the children of Irving. I made the decision to run after the Board voted
unanimously to extend the new superintendent's contract to 60 months when he had only
completed 7 months of his initial contract. I think this decision was incredibly irresponsible.
I am an outside voice, having never worked for the district and having no connections or
ties to anyone in the district. I founded Lyric Stage, a nationally recognized, critically
acclaimed and financially successful business here in Irving during the economic downturn
of 1993 and it continues to flourish during the current economic crisis. Lyric Stage has a
children’s educational program and I have taught children’s Sunday school for the past
seventeen years.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am an outsider and an independent thinker. I am not tied to any school, school district
employee, teacher or the district in any way. My agenda is strictly for the students and
taxpayers of Irving, Texas.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes. I learned that the board needs strong, independent thinking leaders that follow
their convictions.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: John Haley elementary school has achieved an exemplary rating 2 years in a row.
Although John Haley has one of Irving's lowest socio-economic student populations, the
children scored 91 in reading, 97 in math and 99 in science. It has succeeded due to the

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visionary leadership of principal Robyn Bowling and a teaching staff dedicated to doing
everything it takes to ensure every child succeeds. The school motto is "Failure is not an
option."
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: Stop focusing on bilingual education. We are holding the Spanish speaking students back
by not offering them an English immersion option. If a 4 year old preK student was taught
exclusively in English for the entire school year, by the time he or she was ready to enter
kindergarten they would be speaking English. Non English speakers might master the
curriculum in Spanish through bilingual education, but what good does the knowledge do
the student if he or she is not able to use it in the United States of America? Brandenburg
and Farine elementary schools have an English/Spanish dual immersion program that
seems to be working. Let's see what we can learn from the successes of this program.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: 1. Administrative positions at the IISD administrative office 2. Bilingual stipends - I do
not think bilingual teachers should make $4,000 more per year than other teachers. This
would save the district 1.7 million dollars annually. 3. Administrative travel, catering and
other non classroom expenses
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: The educational crisis we face today is not due to a lack of funds. The district is not
efficient with the taxpayers' money. More attention, time and focus must be paid to math,
science and reading.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: Adding programs is not the answer to decreasing the dropout rate. I would put an end
to social promotion in elementary school. It is a huge disservice to the students to promote
them when they have not mastered the basics during the first few years of their education.
When these students reach middle school, they are so far behind that many of them feel
overwhelmed and drop out. Every IISD graduate should be prepared for college. Although
college is not for all students, all students should be expected to meet the same high
academic standards. Keep the standards high and do not assume that low income and
minority students cannot achieve greatness. John Haley Elementary School proves they
can.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: The district needs to improve its communication with everyone. It has been next to
impossible for me to get straight answers from the IISD administration building.
Communication with the parents should be handled at the school level. Each school should
continue to reach out to all parents, keeping them updated on their child's progress -
successes as well as failures. There is no money for trained community liaisons or any
other additional personnel.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: The two primary ingredients of a successful school are the same for elementary, middle
and high schools. The first is a principal that is a visionary leader. The second is a teaching
staff committed to doing whatever it takes to ensure the success of every student.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: As stated above, I would end social promotion so all students have the tools they need
to succeed in middle school. Middle school performance will improve with strong discipline
and high academic expectations. If the students are held to a high standard, both in
behavior and academics, they will rise to the expectations. In today's society, many adults
are quick to make excuses for the failures of children. If we encourage them to set high
goals and stop giving them excuses to hide behind, the children will soar.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: The IISD is a leader in classroom technology. Every high school student in the IISD is
issued a laptop to use for the academic year. But what happens when the power goes out?
Can the students write, spell, add and subtract? The basics of education must be taught -
technology does not replace basic knowledge and skills.
Q: How would you get more parents involved in schools?
A: Encourage the parents to take pride of ownership in their child's education. Each
campus should form its own parent organization with specific functions. From Saturday

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campus clean up sessions to interior painting, I think the parents would enjoy feeling
needed and happily give of their time to help maintain their child's school.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: Give principals and teachers control over their campuses. Let the teachers teach
without micromanagement. Every teacher brings a unique set of teaching skills into the
classroom. The district should not try to make every teacher fit a mold. Outstanding
teachers and principals would love to teach and work in such a district.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: Outstanding teachers should be rewarded financially for their success. If a school is
succeeding, the principal should be rewarded financially. If a school is failing, the principal
should be removed.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: The Spanish speaking children are being held back by bilingual education. Christine
Rossell, Ph.D. concludes her 2009 article for the Texas Public Policy Foundation ("Does
Bilingual Education Work? The Case of Texas") with the following observation: "The data
analyzed in this study suggest that bilingual education is the least effective program for
English Language Learner (ELL) students if one’s goal is achievement in English. ELL
students in bilingual education are tested in English on the TAKS at significantly lower rates
than those students not in bilingual education. This indicates that bilingual education is less
effective than all-English programs in teaching ELL students English and subject matter that
they will have to know in English. The fact that Texas law allows such a discrepancy does
not excuse it."

Nancy L. Jones

Biographical Info:
Name: Nancy L. Jones
Street Address: 1821 Piedmont Street
City/Town: Irving
State: Texas
Date of Birth: 03-18-59
Work or Campaign Office Phone Number: 214 914 5436
Home Phone Number: 972 259 2641
Mobile Phone Number: 214 914 5436
E-mail Address: jones2254@hotmail.com
Questions:
Q: Length of residency within the district
A: I have lived in Irving since 1982.
Q: Where did (or do) your children attend school?
A: Both of my sons attended and graduated from Irving ISD schools - Barton, Crockett,
DeZavala and Irving High.
Q: Occupation/main source of income
A: I have worked in post secondary education for 16 years. I am the Director of Student
Services for Concorde Career Institute.
Q: Current civic involvement/highlights
A: I am the Vice President of the Irving ISD Board of Trustees. I was elected to this
position in 2008. I served as Secretary of the Board, prior to this year. I am a long term
member of Evergreen Missionary Baptist Church.
Q: Previous civic involvement/accomplishments
A: I am a Life Member of Texas PTA. I served on the IISD Council of PTA - Volunteer Chair
(2 years). I am a 2001 graduate of Leadership Irving - served as Vice President.
Q: Education
A: Bachelor of Science in Business Administration - Long Beach State University; Master of

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Arts - Professional Development - Amberton University


Q: Previous public offices sought/held:
A: Irving ISD Trustee - 2008 to current
Q: How much funding have you raised for your campaign?
A: >2000.00
Q: Who are your top three contributors?
A: MetroTex Association of Realtors; Rev. Ellis Casson; The Smith family
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am seeking reelection to serve the children in our district. My tenure on the Board and
my years of experience in working with and advocating for students makes me highly
qualified. I have been a volunteer in numerous schools and supported teachers and
students. I want excellence for our students and this commmunity and I believe we have
the leadership to take this district to a Recognized and soon Exemplary level. I love this
district and I want this community to be proud of the academic accomplishments that our
students are making. I have worked hard as a member of the Team of Eight, to make
decisions in our district that affect children.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have served as a Trustee for 3 years and received local and statewide training
regarding policy and legislative matters affecting school districts. I am the current Vice
President of the Board and served as Secretary, prior to that. I have had to make tough
decisions that affect our district and I am comfortable doing so. My record of volunteering
in the district and with kids is 21 years long - (Campus Improvement Committees, 2007
Bond Needs Assessment Committee- Secretary, District ICE awards committee
member,Booster parent, PTA Life Member, Class Parent Volunteer, 2001 Leadership Irving
graduate). Both of my children are graduates of Irving ISD and I have maintained long
standing relationships with parents, teachers and students. I have also worked in
post-secondary education for 16 years and I possess a BS in Business Administration and a
MA in Professional Development. My community visibility at several IISD functions
provides me with knowledge of the various school programs. During difficult times is when
you need leaders who understand the district and have the knowledge of what challenges
are ahead. We need to maintain a strong and cohesive Board of Trustees that can work
together to serve the needs of all students, address the budget concerns, and prepare for
the STAAR assessment. My focus is to embrace what our district does well and work hard
to initiate change that helps our district achieve excellence at the highest level. I have
received the MetroTex Association of Realtors endorsement – 2008 and 2011.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: I have attended several meetings prior to and as a Trustee (noon work sessions,
regularly called, and special called meetings). My effectiveness as a board member comes
from working together as a team – you need at least 4 votes to make something happen.
An effective board member must be willing to listen, ask tough questions and expect
answers before making the vote. Effective Trustees govern, research the facts and make
decisions that serve the best interest of the district and our students.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: Irving has 21 schools that are Recognized or Exemplary and no Academically
Unacceptable schools. Many schools have shown remarkable improvement, year over
year, in reading and math. John Haley and Schulze Elementary campuses have had a team
concept where everyone works together on the same objectives to reach every child –
good work in the same direction, not just random acts of success. Both schools have
successfully engaged the parents in the educational process. Collaboration and sharing best
practices is important. We must utilize the math and reading programs that give us the
most return on investment and then accurately track the progress. Having on campus Math
and Reading Interventionists, who work with students (in small groups) who may be a bit
below grade level, has been instrumental in helping students achieve or exceed grade level
performance.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: Many of our Latino students graduate at the highest academic level. We should ensure

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support to the majority subgroup population of our students by offering effective services,
but we should also guarantee equity of education for all students. Educational experts
support that Latino students need to master their native language to achieve successful
transition to English (thus the state mandate for Bilingual education). Irving has a history
of successful immersion and the statistics to show that the achievement gap is closing
between Latino and Anglo students. We must continue to connect with the parents of our
Latino students so they will support the idea that their student will be successful when they
transition to the English classroom or take the English version of the state assessment. A
great example is at John Haley, where all of the 3rd grade students took the English
version of the Math TAKS.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: I look at programs effectiveness – this is why I have asked for updates on program
success for the products we have used so we can know what works and what doesn’t.
Reviewing the return on our investment is crucial. We must also look at things that can be
done without affecting the classroom teacher as much – i.e. changing the bell schedule
saves the district over $1 million. I think we have to look at additional stipends that are
not classified as salary (i.e. added days).
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: Teachers – no cuts of classroom teachers due to budget reasons. I have also been a
proponent of keeping RN’s on each campus instead of switching to partial staffing by LVN’s.
I also feel that we need a full staff of counselors to address the many social and economic
needs of our student population.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: We should continue to focus on increasing the participation by all subgroup populations
in Advanced Placement and Pre-AP courses; as exposure to higher-level thinking skills in
advanced courses leads to better academic performance. We need a curriculum evaluation
as we move to a more rigorous state assessment, one that focuses on college readiness.
Long term, I would like to look at the feasibility of an International Baccalaureate program
for our district.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: Ensure website and print effectiveness, in English and Spanish. This keeps us in
compliance with some of our grant/federal funding requirements. We are about to launch
an aggressive marketing campaign to engage our community. Our House is Your House
(Nuestra Casa Es Su Casa) - is a full force marking campaign geared to inspire families to
get involved in their children’s education. Our TeleParent automated message system could
be used more by individual teachers and campuses, not just for district messages. We
have a successful program available at Irving.net which offers ESL lessons for non-English
speaking parents. In the next term, I would like us to institute town hall type meetings for
parents and families at community locations. Our schools and administration building
belong to the community and we should welcome guests at any time.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: You must have the administration and the teachers embrace and share the goal of
working together and educating every student, every day. Parental involvement becomes
more crucial at the middle and high school levels and successful schools recognize this.
Many of our students are the first in their families to graduate and we must convey to their
families that we are a district ‘Where Children come First” and that means our students
must graduate. We have to be careful about cutting too many campus administrators and
counselors, due to budget cuts, because of the impact that it will have on the classroom
teacher – they’ll have to pick up the slack, which can have an impact on instruction.
Students must be engaged in the classroom and inspired to learn. Our students need
mentors who have walked in their shoes. Areas in which we are lacking include a decrease
in parental involvement at the secondary level, especially in the academic arena. This
extends to classroom discipline: we need parents to support the discipline policy of the
district and encourage their student to come to class prepared to learn.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: Having the AVID program at the campuses is a plus. This program offers college
readiness preparation for middle school children. We need to look for early intervention
tutoring opportunities (before or after school) that have a direct focus. Pulling students
from all of their electives to double-block them in their struggling subjects, can have a

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negative effect. We must connect with our business community early on - perhaps
extending the Future Leaders of Irving to the Middle School level, so schools and
businesses can jointly promote graduation and post secondary education.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: The Board/District goal is that every teacher must use instructional technology on a
daily basis. Some teachers are more successful than others. A positive example is in the
Forensic Science class where the students successfully use technology for research, case
studies and presentations. Laptops and/or tablet computers are the way of the future and
physical textbooks are needed for classroom sets. Irving has always been highly touted for
our use of technology. Lesson plans are submitted via TechFusion and teachers can share
best practices via Project Share with teachers in Texas and across the country.
Q: How would you get more parents involved in schools?
A: Many of our students live in non-traditional homes. We have to engage with parents and
family members. I have always tried to be visible in the community and connect parents
and families to opportunities within their home school or at the district level. We also need
to connect Administrators/Teachers to parents and families who are willing to help. I
support the use of parent centers at all of the campuses. Our new marketing campaign will
be beneficial in reaching out to parents.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: We should continue to stay competitive in terms of pay and work environment benefits
and offer a career path for teachers who want to become administrators, and for
administrators who want to advance.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: Teacher pay must be competitive to attract highly qualified teachers, but if can be
difficult to link pay strictly with performance. A teacher's evaluation should include review
of the student achievement of their students. I support the use of the state D.A.T.E grant
and hope it can be funded. Under NCLB, there are consequences for non-performing
schools and performance/corrective plans that are put into place. A review of
administration, curriculum and student achievement should take place and all stakeholders
be provided the information.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: Running a school district requires sticking to a budget, just like running a family – and
when the income shrinks, cuts have to be made. Also, the demographic make-up of our
city is different from years past. However, IISD is highly touted across the state as experts
in what we do – as evidenced by the 5-star rating given to IISD by the State Comptroller
(doing more with less and still increasing in student achievement).

Irving ISD, Place 2


Description:

Candidates (choose 1):

A.D. Jenkins

Biographical Info:
Name: A.D. Jenkins
Street Address: 107 Lida Court
City/Town: Grand Prairie
State: Texas
Date of Birth: July 29, 1968
Work or Campaign Office Phone Number: 214-789-9037
Home Phone Number: Same
Mobile Phone Number: Same
E-mail Address: ad@bigdogsyouth.org

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Questions:
Q: Length of residency within the district
A: 24 years
Q: Where did (or do) your children attend school?
A: Irving Independent School Disrict A.S. Johnson Elementary J.O. Davis Elementary
Stipes Elementary Lamar Middle School Nimitz High School
Q: Occupation/main source of income
A: IBM
Q: Current civic involvement/highlights
A: IISD Trustee, Place 2
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: Bachelor of Science in Computer Information System DeVry University in Irving, TX
Q: Previous public offices sought/held:
A: Sought IISD Trustee Place 7 in 2007 Currently IISD Trustee Place 2 since 2008
Q: How much funding have you raised for your campaign?
A: n/a
Q: Who are your top three contributors?
A: Endorsed by MetroTex Association of Realtors
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I chose to run for re-election because our district needs school board trustees who
understand and are responsive to the concerns of the school system, financial challenges
and state testing assessments. I pledge to continue to put the needs of the students first,
and to work toward improving the performance of all students while maximizing the use of
tax dollars. We are facing difficult obstacles which call for difficult decisions that ultimately
will benefit our children. I’m willing to listen and provide valuable input before making
informed decisions. The experience I have gained from the current term is invaluable and
a great asset to the IISD Board.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have received training on local, state and national levels that has been instrumental in
serving the district during my current term. I have served on the District Improvement
Committee, Campus Improvement Committee for Stipes Elementary and IISD 2007
Citizen Assessment Bond Task Force Committee. Currently, I serve on the Executive Board
for YMCA in Irving, National Alumni Board for DeVry University and Founder/President of
B.I.G. D.O.G.S. Youth Organization. My body of work when it comes to serving youth
speaks volumes in my community. Our district needs school board trustees who
understand and are responsive to the concerns of IISD, financial challenges and state
testing assessments. I have the required skills to help elevate our district from “Good to
Great”.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes, I have attended all but 2 school board meetings in the last 3 years. Also, I have
attended every Special Called Meeting within the past 3 years. As the incumbent for IISD
Place 2, I have learned that listening to all input, suggestions and feedback is key to
gaining trust and respect. There is no board member that knows everything, however, an
effective board member can listen carefully, provide feedback or follow-up after thorough
research. Another way is to be active, visible and supportive for district events,
celebrations and special occasions.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: All schools in IISD are focusing on improving student performance in math and reading.
Each school shares best practices and ways to instruct better so students can learn and
retain knowledge. The district is constantly searching for ways to effectively reach every
student because all learn at a different rate. Of course, if one school has a model that’s
working well, other school will duplicate that effort to achieve the same results.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?

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A: I’m a firm believer that parental influence within the school system helps shape
students’ educational experience. Inviting Latino parents to become engaged and involved
is very important. We must help Latino parents understand how valuable they are and
define what parental involvement really is. The teachers are on the front line; therefore,
encouraging all teachers to initiate a working relationship with Latino students is a great
concept.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: As a board trustee, we have spent so much time looking into what we can cut and/or do
without. A good approach is looking at every program within our district to evaluate its
effectiveness. If not effective then it must be cut. There are positions that we can cut
without sacrificing the needs of our students. IISD is currently facing a financial shortfall so
this is a legitimate issue that we are dealing with.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: Being that we are facing a reduction in teachers in classrooms, the main area is hiring
more teachers. IISD is committed to leading-edge technology, hence spending more funds
in training to encourage the better use of software, hardware and equipment. Lastly,
investing in service learning projects to give students real life experiences in the workforce
is a good suggestion.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: If the district had the funds, I would like to see a dropout prevention program that
focuses on developing individualized graduation and post high school plans. The most
influential age group is middle school students so we must start there. Another suggestion
is to actively engage students in after-school projects that are educationally-based but fun
and entertaining. Service learning projects are a great start.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: Our district is in the process of kicking off a campaign which states “Our House Is Your
House” which means “Nuestra Casa Es Su Casa”. Its intent is to engage parents and
communities to get involved and stay involved in the educational process of their
child(ren). The district website is undergoing a major change and will be more parent and
community friendly…also in Spanish language. The HIPPY program needs more exposure
because it’s a wonderful way to engage parents before children enter kindergarten.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: A comfortable secure learning environment is the best ingredient for all students. When
students are comfortable and feel secure, they can focus on learning and participating at
school. Parental Involvement and Engagement is a must for success in middle and high
school. Parents involvement is a major piece that missing. When parents are involved,
students’ achievement goes up.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: This is the age when students begin to drastically change in reference to growth,
interests and influences. Intervention programs are extremely important for this age
group. Effective after-school programs can give students encouragement to stay in school.
Each school must determine what parents do best and encourage them to invest their and
time and skills at school to promote education.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: My answer is Yes and No because some schools do a better job at developing school
tasks and projects that require the use of technology. Our district is forward-thinking when
it comes to technology and new concepts; however, it’s a district goal to ensure that
effective use of technology is a standard. During my first term as IISD Trustee, I would say
the future emphasis should be on laptops, however, times has changed and now the
trending thing is tablets, iPads, etc. A few years from now, a new product will replace
tablets, therefore, we must stay informed and be great stewards of our funds.
Q: How would you get more parents involved in schools?
A: As I stated earlier, each school must engage parents and make them feel welcome.
Many parents are not involved because they don’t know what they can do to help and
support their school. A suggestion is to have parents complete a survey concerning things
they can do to get involved in school. The idea is making each parent aware of their
importance and presence. The key is not only recruiting involvement but retaining
engagement through personal phones, emails and Tele Parent communication.

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Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: IISD has one of the best methods for recruiting the best teachers at the annual job fair
for potential teachers and principals. IISD’s pay is one of the best in this area. Teacher
development and training is a priority as well.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: I feel teachers’ performance should be clearly stated on their evaluation. Linking their
pay with student performance can be a huge disadvantage to many teachers because
some subjects are more difficult than others. Also, some students are more difficult to
teach than others. We live in an environment whereas success in rewarded and failure is
not. Successful teaching methods should be the model which must be duplicated within the
district and teaching methods with challenges should be monitored, nurtured and
developed.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: Our demographics have continued to change which prompts a shift in thinking. We are a
very diverse district and embracing this reality is a key to moving forward at a faster rate.
We must be proactive in our input, feedback and decisions because even though some
things has significantly changed, our motto has not…”Where Children Comes First…”.

Dinesh Mali

Biographical Info:
Name: Dinesh Mali
Street Address: 3707 Contry Club Rd, N
City/Town: Irving
State: TX
Date of Birth: Jan 09, 1946
Work or Campaign Office Phone Number: 214-206-8609/469-585-2888
Home Phone Number: 214-206-8609
Mobile Phone Number: 469-585-2888
E-mail Address: dineshmali@aol.com
Questions:
Q: Length of residency within the district
A: 8 yr and 6 months
Q: Where did (or do) your children attend school?
A: My children attended ABC school district in Cerritos, CA
Q: Occupation/main source of income
A: Professiona Engineer -Mechanical. VP; Engineering with Caltex BMH Systems/Shanta
Engineering
Q: Current civic involvement/highlights
A: I am volunteering my time with Indian/Asian community. I am volunteer serving as
devotee for D/FW HiIndu temple. Serving D/FW Hindu temple in several committes. I
founded the Shanti Cultural Events promoting domestic cultural activities for the benefit of
the community. I am memeber of the DFW senior samaj a volunteer organization to
promote Indian/Asian Seniors for their well being. This organiztion promote cultural
acitivites for SR. Citizens of Indian/Asian origin. I participate in engineering related
organization, attend trade shows related to engineering ptofession.
Q: Previous civic involvement/accomplishments
A: Same as above.
Q: Education
A: I came from India in 1966 to get higher education and then settle down in USA. I have
BSME 1969 from Uni. Of Missouri, I have MSME 1975 from Washington University St. Louis,
MO
Q: Previous public offices sought/held:

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A: This is first time running for Irving ISD school board place #2
Q: How much funding have you raised for your campaign?
A: I did not have any contribution. Will sped minimum amount from my savings for this
campaign.
Q: Who are your top three contributors?
A: None
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: Divorce proceedings twice in CA
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am volunteering my time for Indian/Asian community since 2002. Now I like to
channel this time to serve Irving community. I am professional Engineer-Mechanical. I
founded Engineering company in 1980. I dealt with large corporation for enginnering
related projects. Prepared cost estimates and schedules. In difficult time like this I think
my background will help Irivng ISD. Irving ISD has many facilities that can be looked after
for operating efficiently and also look for GO GREEN projects. My background will be asset
to Irving ISD. I am a team player and work with organization. As analytical as engineer I
have an ability to look into problems and find viable alterantes. Current economical
situation is challenging and new IISD will emege. It will be challenge to maintain education
level with skelaton staff and teacher.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am new commer. This will be fresh start. On 4-4-11 meeting IISD pass layoffs issues
and same time pass construction projects per 2007 bond requirements. This will be big PR
issue for IISD. At one hand we letting people go and other hand we are spending money to
up grade facilities. How can you explain to the teachers and administration staff that we
have no money?? I have done voluneering work and this will be more rewarding for me to
use my time for IISD.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes. I will spend more time on campuses and understand the need and then see how
can we provide better tools to our educators and campus facilities. Be a part of the campus
and know them better.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: Mac Arthur High is leading the way in the district. I am studying these issue and can
provide more detail after completing the work later,
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: Some how we need to get latino focus and make them do more share of the home
work. Explain them the success come with good education and skill.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: This questuin is being taken care by superintendent at IISD. I would look into raising
revenue from other sorces by renting campus facilities, letting community use our facilities
after hours for functions etc.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: As new commer I still have to do my home work. I certainly get Etechnology to all
campus. Provide basic skills in emerging technology for gratuating seniors to succeed in
modern life.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: GO Green and etechnology is the way of future.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: USA does not have English as official national language. Thus it will force us to speak to
latino in spanish and chines in chines etc. We ahve to create the go between group.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: The superintendant and school principals are the educators.They have to come up with
proposal for new ingredients for success and we have to provide the resources to
implement it.

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Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: The superintendant and school principals are the educators.They have to come up with
proposal for new ingredients for success and we have to provide the resources to
implement it
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: IISD will be try to go towards the laptops more and less on text books. However some
students may not have resources or access to laptops off the campus. They need to visit
nearest library and catch up with calss.
Q: How would you get more parents involved in schools?
A: PTA and other activities are on going all the time. In Asiam contries where I brought up
parents were involved in helping home work. Also guiding them to make sure they are
doing well in class. Any extra help needed do providse through extra tutoring. Most of the
parent do here.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: At this time when we do not have funds to keep what we have and looking for new
teachers and to retain them is not possible.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: Like any other profession, one must be competative. Relying on union to keep your
teaching position is not the way. Your product is the students' achievement and that
measure must be hpheld. Students excells under good teacher and work hard. THe good
teacher becomes a mentor and students want to follow that footsteps. Good teacher work
hard themselves and challenges student to work hard and keep aim high.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: Public schools do not have outside competition. If there is inter ISD competition or
choice for student to move better school then student will go to better school even if they
have to drive few miles away. Asian countries have competion among themselves and they
work hard to keep good student to attend their school. If we have freefall situation all the
distric will work hard for great success. We have market driven forces in all the field but
not in education. I am sure market driven philosophy will make every one excell. Look
other part of the world teaching method is different. Most Asian countries stress on
memorization and repeatation theory.

Gail Conder Wells


Biographical Info:
Name: Gail Conder Wells
Street Address: 609 Guadalajara Circle
City/Town: Irving
State: Texas
Date of Birth: August 19, 1952
Work or Campaign Office Phone Number: 972 533 9937
Home Phone Number: 972 887 9095
Mobile Phone Number: 972 533 9937
Fax Number: 972 887 9095
E-mail Address: mgailwells@verizon.net
Campaign Web Site Address: none
Questions:
Q: Length of residency within the district
A: Most recently ten years. I was born in the district and completed all twelve years of
public education in IISD. My three children were also IISD students.
Q: Where did (or do) your children attend school?
A: My three children attended IISD as did I.
Q: Occupation/main source of income
A: I am a former senior executive for several DFW companies, having been a corporate
controller and vice president. Currently I am an accounting consultant employed by a
company involved in investments for individuals of high net worth.
Q: Current civic involvement/highlights
A: I recently completed a term on the Irving Arts advisory board. I am a long time active
Irving church member where I serve on the finance committee. I recently completed a

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term on the church personnel committee.


Q: Previous civic involvement/accomplishments
A: I have served on several committees targeted toward support of the arts in the DFW
area.
Q: Education
A: I hold a BBA in accounting and am a certified public accountant.
Q: Previous public offices sought/held:
A: This is my first run for a public office. It has been an enjoyable experience and provided
me personal growth.
Q: How much funding have you raised for your campaign?
A: My campaign expenses have been low so I have not sought funding from contributors.
As a result I have no obligations to any special interests.
Q: Who are your top three contributors?
A: none.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: no.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Texas school districts are faced with funding issues in the current economic
environment. As a CPA with an in depth understanding of financial matters, I believe I can
help steer the district through these challenging times. The district needs to improve the
competitiveness and perception of its schools, employ sound financial policies to help
reduce an eroding tax base, improve teacher morale, address lack of student involvement,
and provide more support for the teachers. I am deeply concerned about these issues and
am now at a time in my life when I can give back to the community some of what I have
received from the education that IISD gave me and my children in years past. I believe I
can contribute and make a positive difference with the help and support of the electorate,
our teachers, and the other board members. My sincere concern for Irving's educators and
children, together with my business background, provide me the opportunity to begin
making our District better. I encourage ideas from the electorate, the teachers and the
Board, all of whom are stakeholders. Involvement of the stakeholders is invaluable to our
success.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: First I have a real grasp of financial matters. Secondly, both I and my children were
students in the district. I have lived most of my life within the District and know its citizens
and the relevant issues quite well.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: To this point I have only watched videos of the board meetings which are posted online.
I have also met with the school superintendent for in depth discussions. I will attend future
meetings as appropriate. Good communication skills, a spirit of cooperation, an
understanding of fiscal matters, executive experience, and concern for the welfare of our
children...these are the factors in making a board member effective.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: Farine Elementary School has made excellent progress. Emphasis on the core
curriculum is essential to make our students viable in an international economy.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: I feel strong emphasis on mastery of the English language is essential, not only in an
academic environment but afterwards as the student moves into the workforce.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: Areas to look at would include any courses not targeted toward the mastery of basic
skills. extracurricular activities are important but less so than the basics.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: Again, mastery of language skills, mathematics, the sciences...all should be
emphasized. to reemphasize, our students must compete in an international environment.
Mastery of these core skills will facilitate that competitiveness.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: Dropout rates are addressable through improved communication between teachers,

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parents, and students. An understanding of the necessity of a good education must be


stressed.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: One of the hallmarks of an outstanding school district is a high degree of parental
involvement in the school and its students. Meetings targeted toward parental involvement
should be particularly welcoming to the non English speaking segment of the community.
This should be a key concern of the District.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: For a middle and high school educational experience to work, it must have students
entering with a firm grasp of subjects at their grade level. Remedial work is a last ditch
solution, not a primary answer for students not meeting grade standards on entry to
middle and high school.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: Students must be aware of their need to complete a basic education. This awareness
must be fostered by an improved understanding by the student and his parents.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: Laptops are the future. Printed material is the past. Laptops can be upgraded easily
with the latest materials, are easily portable, and provide the student with essential
computer skills.
Q: How would you get more parents involved in schools?
A: Improved communications and pseudo social events designed to bring the parents,
teachers, and administrators into contact frequently.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: Support the teachers in their efforts. Reward performance with recognition and pay.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: Teacher pay and improvement in student performance should be linked, but I
emphasize the word improvement. Student performance, in an absolute sense, may be
low due to a variety of factors but the teacher's success in coping with those issues, as
measured by student improvement, is linkable to pay. Better teachers should be rewarded
appropriately.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: Problems must be confronted and recognized for what they are, regardless of where
they are found. Positive change does not come without effort. Set competitive standards,
work toward achievement of those goals, measure progress towards their achievement,
and implement changes to address shortfalls.

Lancaster ISD, Place 4


Description:

Candidates (choose 1):

Sheri Brisco

Biographical Info:
Name: Sheri Brisco
Street Address: 2464 Verona rd.
City/Town: Lancaster
State: Texas
Date of Birth: May 8, 1972
Work or Campaign Office Phone Number: 214-922-6136
Home Phone Number: 972-218-6156
Mobile Phone Number: 214-649-9202
E-mail Address: slbrisco1@gmail.com
Questions:
Q: Length of residency within the district

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A: 9 years
Q: Where did (or do) your children attend school?
A: Pleasant Run Elementary School
Q: Occupation/main source of income
A: Banking
Q: Current civic involvement/highlights
A: Member of the Order of the Eastern Stars Cheer Director with Lancaster North Panthers
Q: Previous civic involvement/accomplishments
A: Working with The Feast of Sharing Participating in several support walks
Q: Education
A: Graduated from South Oak Cliff High School Attended Cedar Valley College Graduated
from University of North Texas
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: $200
Q: Who are your top three contributors?
A: Myself Emma Berry Marion Hamilton
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I feel obligated to my neighbors. I feel that it is my duty to be the voice for concerned
parents, teachers and children in our community. I am a mother with two children.
Children that look to me for guidance, understanding and reason. I feel that it is my
purpose to provide those things to my children and to others. I feel that I am a qualified
candidate simply because I care. I have acquired several leadership roles in both my
personal and professional life. I have held a Presidential role of a non-charitable
organization, as well as managed over 50 associates. I am a borne leader.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have a vested interest in Lacaster ISD. My children are student within the district. I
have obtained a bachelors degree in Business Adminstration and my current postition at
the Federal Reserve Bank of Dallas is Budget Specialist. I would like to be apart of the
board to make a difference.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: I have attended a few board meetings. I think that board members could be more
effective by voicing the needs of their district,becoming more accessible to the public and
listening to the community. I think that some board members could ask more questions
and educating themselves about topics of discussion before the meeting.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: I feel that Pleasant Run Elementary has excelled in it's endeavors of reaching success in
reading and math. Pleasant Run provides Saturday School for children that need a little
more attention in english and math. Pleasant Run also provide daily feedback on children's
behavior and homework status. Pleasant Run should be the model for all of the elementary
schools in the district.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: I believe that perhaps we should become more proactive with teaching Latino people at
all ages. Perhaps we should develop programs for adults and elders on the importance of
an education. If we teach our community of the importance of an education, we would
have more of influences on our children. Enhancing the knowledge of preschoolers would
be helpful. We as a community should not have to wait on the public school system to
begin the learning process of our youth.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: If I had to cut three parts of the school district's spending I would begin with athletics,
then perhaps not replacing unfilled positions and then with lowering monthly expenses such
as water, electricity and gas.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: Eduacational tool(ie. laptops)for students and teachers, hiring effective, well seasoned

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teachers, and allowing students and teacher to attend knowledge enhancing seminars,
classes and courses.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: College Preparatory Courses, Automobile Industry courses, Coed programs with
neighboring colleges. Dual credit courses. I would provide courses on peer pressures, and
allow mentorship programs into the high school, middle school and elementary.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: I would first analyze the needs of my audience and adjust for the means of
communcation accordingly. I would send out communication in english and spanish. I
would have a spanish speaking translator at all meetings and events. I would provide for
the deaf and the blind.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: School pride, honor and respect for others, an educated community and the ability to
think outside the box are just a few ingredients in creating a successful high school and
middle school. Drive is this only resource that is lacking in my district. I believe that we
have to build the self esteem of our community. We have to believe that we are the best at
everything we do. A good education is the key into becoming a successful and productive
adult.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: I think we should work on preping our children in elementary school. Pehaps in the last
semester of the 5th grade year, we should begin introducing our children to middle school
regimens. In the transistioning summer, we should have prepartory courses for children
attending middle school. We as a district could have skilled peer coaches available to speak
with children candidly about pressures that arise throughout the school year. I think that
we should also have prepartory courses for parents as well.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: I feel that technology is being used effectivly in the classrooms. I think that there is a
need for both laptops and textbooks. Textbooks are more readily available, no need for
electricity and enhances responsiblity to the owner. We live in a technological world. We
have to entertain ourselves by enhancing our knowlegde by becoming more computer
savy. Both concepts are necessary.
Q: How would you get more parents involved in schools?
A: Including parents in there childs endeavors. I would like for the teachers to have more
one on one sessions with the parents of the district. Creating more lines of communcation
would be great. Email address, cell phone usage and home visit. I want to create a
responsible environment.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: I think the distict should do more to provide teachers and principals with necessary tool.
(ie. classes and seminars) We as a district should give praise as well as constuctive
criticism. We should do more to recognize our teachers, principals and staff in a positive
light.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: Not necessarily. Teachers would then focus on topics to help the students perform well
on test. There is much more to life than taking test. We have to nuture our environment
with the exceptions. We have to work harder in providing for a well rounded education for
our children. I think each school should be evaluated and changes should be made
accordingly. Consequences is not my word of choice, but enhancements and recognition is.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: The uncomfortable truth about our public schools is that we have the perception of not
performing at an acceptable level. The district as a whole has to work harder in changing
that perception. I believe that we have the resource, we just have to utilize it more. We as
a community should feel obligated to do more for our children.

Irene Mejia

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Biographical Info:

Questions:
Q: Length of residency within the district
A: - no response -
Q: Where did (or do) your children attend school?
A: - no response -
Q: Occupation/main source of income
A: - no response -
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: - no response -
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: - no response -
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: - no response -
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: - no response -
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: - no response -
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: - no response -
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: - no response -
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: - no response -
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: - no response -
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: - no response -
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: - no response -
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: - no response -
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: - no response -
Q: How would you get more parents involved in schools?
A: - no response -
Q: What should the district do to recruit, retain and develop effective teachers and
principals?

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A: - no response -
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: - no response -
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: - no response -

Lancaster ISD, Place 5


Description:

Candidates (choose 1):

Ty G. Jones

Biographical Info:

Questions:
Q: Length of residency within the district
A: - no response -
Q: Where did (or do) your children attend school?
A: - no response -
Q: Occupation/main source of income
A: - no response -
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: - no response -
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: - no response -
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: - no response -
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: - no response -
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: - no response -
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: - no response -
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: - no response -
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: - no response -
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: - no response -
Q: What would you do to improve the district’s communication with parents, including

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those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: - no response -
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: - no response -
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: - no response -
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: - no response -
Q: How would you get more parents involved in schools?
A: - no response -
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: - no response -
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: - no response -
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: - no response -

Joe Kana

Biographical Info:
Name: Joe M. Kana
Street Address: 944 Birchwood Dr
City/Town: Lancaster
State: Tx
Date of Birth: November 13, 1944
Work or Campaign Office Phone Number: 214 707 7477
Home Phone Number: 972 227 7972
Mobile Phone Number: 214 707 7477
E-mail Address: joekana1515@yahoo.com
Campaign Web Site Address: 944 Birchwood Dr Lancaster,Tx 75146
Questions:
Q: Length of residency within the district
A: 22 years
Q: Where did (or do) your children attend school?
A: I have three grown children who all attended school in California.
Q: Occupation/main source of income
A: Retired from U.S. Air force and Lancaster Independent School District
Q: Current civic involvement/highlights
A: I have served on the Lancaster Independent School District Board of Trustees for the
last three years and have served as Board President for one year.
Q: Previous civic involvement/accomplishments
A: Serving as secretary of the Lancaster Lion’s club. Serving as a director in VFW Post
3366. Member of the Region C water Planning District.
Q: Education
A: Masters of Science in Management, Frostburg, University, Frostburg, MD Bachelor’s of
Business Administration, St. Edwards University, Austin, Texas
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: None at this time
Q: Who are your top three contributors?

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A: I have no contributors over $50.00 limit


Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I have represented the citizens of District (5) on the LISD Board of Trustees for the last
three years. During this period, we have hired a new Superintendent, who believes in total
transparency and involvement of the staff, parents and community. In addition a new
Certified Financial Officer was hired and our Finances are in tip-top shape. Although I have
been a professional manager my entire career working in both school administration and
the Air Force, the decisions to be made in the days ahead will be challenging, and I ask for
your continued support for re-election. I believe that experienced board members are
needed at this time and with your help I look forward to continuing my service to the
children of the LISD.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: At this time I do not know anything about my opponent nor his views concerning the
LISD
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: A school board member is only effective when he listens to the citizens of his
community and strives to be open to the people that he represents. When a board
member acts in the best interests of the students, parents and community, then he has
done what he was elected to do.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: Our principals are working diligently with their staffs to ensure all students are
successful and prepared for the future whether that is a career, college or the next grade
level. The Lancaster Schools with Dr. MaFarland's leadership, have instituted intervention
programs to assist students who are still behind and each campus has an intervention plan
for every student on that campus.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: Latinos are rapidly becoming a large student entity in the Lancaster schools. As
educators, it is our ethical duty to provide a good education to all students. If it means that
we need to spend more time and resources to get all of our students to achieve at a high
level then we must do that. With limited funds this may mean that we have to work
smarter and harder with the fewer dollars that we are allotted.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: It is our goal and the ultimate goal of our central administration to limit our cuts as far
a way from the core instructional areas as possible. Action steps selected for reduction will
be based on lowest impact on classroom instruction and highest budget implications. We
must cut at the central office and non-instructional areas first. Travel and staffing benefits
will be looked at before the classroom is considered for cuts.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: I would like to see our district spend more money in classroom teachers especially in
the four core areas of Mathematics, Science, English, and Social Studies. These are the
areas that present the most challenges to our students. Secondly I would like to give more
money for individual teachers to be able to buy needed supplies for their classrooms. Each
year teachers spend more of their own personal money to enrichment classroom activities.
Thirdly I would like to spend additional dollars on upgrading our technology to improve
student achievement.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: As the state mandates we improve this area we will do so but right now we must rely
on the resources we have because money is not available for additional programs. What
we do have is working to ensure we track our students and through our counseling
departments and career and technology programs we are ensuring more students are
successful.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?

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A: We have a very extensive program to improve our communication with parents. We are
constantly working to improve our website so parents, teachers and staff can communicate
better with each other. We have our parent academy which meets several times a year to
get feedback from our parents in what direction they want our district to go and to keep
our lines of communication open.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: High School and Middle School are the biggest challenge in the public school system
overall. Students are in a ever changing world and the expectations of the world are
sometimes overwhelming to our children. Ideas and images are focusing on our children
and expecting them to grow up faster and e more technologically savvy than ever before.
We must meet these needs with better technology, better trained teachers, and an ever
growing awareness of what they are faced with on a daily basis. Expecting students to
learn in a 19th century school while they live in a 21st century world will continue to let our
children fall through the cracks.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: Middle school students are faced with problems that no other age level faces. Hormones
and emotional stresses make our children at this age very vulnerable. We need to
constantly be looking for areas of opportunity to improve their lives and their school
environment. Smaller classes and better equipped teachers are the first place to begin
changing our schools. Of course with the state budget and the district budget constantly in
peril, this continues to be our biggest challenge.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: We in the public school have a great dilemma. We need to increase our technology
opportunities with fewer dollars. Textbooks are one of these challenges. Eventually schools
will need to move from the printed textbook to digital textbooks but right now the money
just is not there. We will be working in this direction but it will be slow and difficult to
achieve.
Q: How would you get more parents involved in schools?
A: We have a parent academy which works to improve parental communication. Our
district and campus improve committees have parents on them and then our webpage is
moving to become more parental friendly.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: We should train our administrators better to know what to look for with objective
criteria. We must ensure that we look beyond the interview process to ensuring we obtain
teachers who are committed and caring as well as knowledge complete.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: If the school system were like a business with the same product coming in-then yes we
could be ensured that we produced the same product going out, but this is not the case in
schools. We get students with all levels of competencies coming in so it is difficult to ensure
that all students achieve at the same level. All students deserve competent teachers and
those teachers should be compensated for hard work but linking teacher pay to student
performance leaves out too many variables that should be considered. Student
performance should not be the only criteria for teacher pay incentives. If a school
continually fails then of course a district must take action to close or reconstitute a school
but this should be done after much deliberation.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: Academic success continues to improve in LISD as is evident by the number of student
transfers that the district has recently experienced. Without successful schools, the
community is always affected.

Lancaster ISD, Place 7


Description:

Candidates (choose 1):

Ellen B. Clark

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Biographical Info:
Name: Ellen Clark
Street Address: 954 Nokomis Rd
City/Town: Lancaster
State: Texas
Date of Birth: January 28, 1941
Work or Campaign Office Phone Number: 972-227-1705
Home Phone Number: 972-227-2694
Mobile Phone Number: 972-227-1705
Fax Number: 972-227-6468
E-mail Address: townsq1@airmail.net
Campaign Web Site Address: none
Questions:
Q: Length of residency within the district
A: Over 30 years
Q: Where did (or do) your children attend school?
A: My children graduated from Lancaster High School
Q: Occupation/main source of income
A: Realtor activities and rental property
Q: Current civic involvement/highlights
A: President of the LHS Centre St Alumni, Co chairman of Lancaster Education Foundation
Golf Ttournament June 10th
Q: Previous civic involvement/accomplishments
A: Chamber of Commerce 4 terms on the board, Treasurer 2 years, President 2 years,
Lancaster Historical Society president 6 years compiled and edited "History of Lancaster",
Active in PTA receiving a Life Membership, Girl Scout leader 8 years, 6 years on the
Lancaster Education Foundation, 4 years as Treaurer, 2 years as President, Friends of the
Fire Department, Chairman of Main Street Program, MLS representstive for southwest 4
years, completed historical research for Texas Medallion for Rocky Crest campus to arrive
2012
Q: Education
A: Associate degree Navarro College, Midwestern University, El Centro, Resl Estate
educstion to receive GRI, CRS, E-PRO and ABR.
Q: Previous public offices sought/held:
A: 2009-present Lancaster School Board Pl 7 1997 ran for city council
Q: How much funding have you raised for your campaign?
A: Self funded at this point.
Q: Who are your top three contributors?
A: Ellen Clark, endorsement Metrotex Board of Realtors
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No criminal. As property manager numerous eviction proceedings. Some family conflicts
settled out of court
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I can see the potential of the students and staff of the Lancaster schools. I want to help
create the changes needed to make this happen. A board hires a superintendent,makes
policies and adopts a budget. In order to understand these actions I have taken over 70
hours of board training receiving the designation of Certified Board Member in 2011 from
the Texas Association of School Boards. In this financial crisis I feel that my training will
help make better decisions. For many years I have attended events on every campus and
supported the school system in various ways. I am well aware of what is happening on the
casmpus. Over the years I have meet many teachers, parents and students. My
experience as a Realtor teaches me to disclose, look at all the facts, have an open mind
and negotiate holding to principles to a successful end. All of this holds for the board. My

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knowledge of neighborhoods will help in the redistricting in 2012.


Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I offer my board training, my knowledge of schools, knowledge of the city, my ability to
listen with an open mind my tenecity to study and collect information until I feel
comfortable in making a decision make me the best choice. I am avaialable with my phone
numbers, email and office location listed. I have no family in the school which gives me the
ability to listen fairly to all sides. I realize that the school is the catalyst for economic
development and creates real estate values thus controls the taxes rates down. My board
votes are based on facts and citizen input. I have no special interest group directing my
vote. I do not know my opponent and have not seen him active in civic or school functions.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: I missed one board meeting in 2 years as a member. Since 2004 I have attended many
board meetings. Individual board members have no authority until a majority agree. The
past two years we have had some conflicts but as a whole we have worked together better
then some boards in the past. As an observer it was easy to see what board members
prepared for the meeting by reading the packets and getting their questions answered.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: Our school is weak in math and science. The root is the low reading level. The school
has adopted various reading programs. The Summer/Winter Reading project has been
great to keep minds active during break. Small classes help students learn better.
Dedicated times in the school day for reading encourages children to enjoy reading. Each
student receives an individual plan to increase their learning in their weak points. The
school realizes no one propegram works for all students. These efforts are also used for
math and science too.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: Lancaster offers bilingual classes taught by certified teachers. ESL classes are offerred.
Special opportunities are offered to non English speaking parents. PREK full day prepares
the children to enter kindergraten. During the year classes study different cultures and
then celebrates the traditions in special programs. They learn to appreciate all cultures.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: I would look outside the class room. First I would work to cut utlities in all areas using
such items as computerized thermostats, second I would train students and staff to be
conservative with all supplies and third I would study programs looking at their value to
education and eliminate those that can not be of value or are outdated.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: 1. Instructional opportunities with more staff and technology. 2. Small classes with
individual attention. 3. Laptops or electronic devices for all students in lieu of textbooks.
Non textbooks would remain.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: We have "More than a diploma" which encourages students to prepare for being an
member of the adult world. Students and parents learn about colleges, make applicstion,
financial opportunities, SAT test, and other information needed to think about college. This
starts in the 8th and 9th grades. Bringing in parents adds support.Tutorng and fexiable
class hours help those working or having difficult to complete their senior year. This is a
new program for our school and seems to have helped.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: Communication is lacking in the entire city. The web site offers any information needed
if taxpayers, parents and others would go and look. Getting fscts out through backpacks,
news releases and maybe churches would help. Getting facts helps solve rumors and
problems.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: Middle and high school students have such eager and creative minds that need to be
directed. Character training needs to be increased in secondsry schools. Having extra
cirriculum activities for those passing academics increases retention. We need more
mentors for students who do not have strong adult support.
Q: How should the district improve middle school education? Many experts think that

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students fall so far behind then that they are ready to dropout by high school.
A: The program at Lancaster Middle School has made great progress. There is always
ways to improve but the staff has made a real change in the lifes of our Middle School
students. Being sure that individuals are not over looked would be my concern.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: Technology changes faster then you can buy it and install it. All of our campuses are not
up to date especially older campuses. Laptops or other electronic devices can enhance the
quality of education. We need more Promethean Boards, computers and the ability to
connect all of the technology. Training of staff is constantly required as things change.
Some of our students are so savvy they could teach the stsff.
Q: How would you get more parents involved in schools?
A: Engaged children bring engaged parents. This has always been a problem and it is so
sad when students have no one to see and congratulate them on their success. Personal
contact by stsff sometimes helps for those parents timid about coming to school. Difficult
work hours and two jobs create problems too. This is always going to be a problem.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: All of our schools have the Teacher Advancement Program (TAP) to train and retain
teachers. Rolling Hills campus was selected as one of the top TAP schools in the nation this
year. Master teachers train other teachers and mentor them to become better teachers.
Having opportunties for training and personal development keeps great teachers.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: Yes. Master teachers and others in the TAP program receive extra. This is paid through
a grant received last year and the cuts in the budget will not involve this program. If a
school is low performing there needs to be an assesment to find the weakness. If it is not
corrected then the school needs to be reorganized. Teachers who continuely fail with no
effort to change needs to leave also.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: The budget cuts are due to cut in state funds and it will change how education is done in
Texas. The good is that is makes everybody cut waste, duplication of services, and quality
of personal. The negative is that citizens may have to contribute financially above your
school tax bill to keep some programs on the level you want. These changes will change
the future of our children and each individual.

Mannix O. Smith
Biographical Info:

Questions:
Q: Length of residency within the district
A: - no response -
Q: Where did (or do) your children attend school?
A: - no response -
Q: Occupation/main source of income
A: - no response -
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: - no response -
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you

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to serve in this office?


A: - no response -
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: - no response -
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: - no response -
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: - no response -
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: - no response -
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: - no response -
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: - no response -
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: - no response -
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: - no response -
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: - no response -
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: - no response -
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: - no response -
Q: How would you get more parents involved in schools?
A: - no response -
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: - no response -
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: - no response -
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: - no response -

Lewisville ISD, Place 6


Description:

Candidates (choose 1):

Amber Fulton

Biographical Info:
Name: Amber Fulton

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Street Address: 5925 Longo Drive


City/Town: The Colony
State: TX
Date of Birth: 11-4-1969
Work or Campaign Office Phone Number: N/A
Home Phone Number: 972-625-5416
Mobile Phone Number: 972-768-8162
Fax Number: N/A
E-mail Address: amber@fultonnow.com
Campaign Web Site Address: www.fultonnow.com
Questions:
Q: Length of residency within the district
A: I have lived in Lewisville ISD since June of 1989.
Q: Where did (or do) your children attend school?
A: All four children are or were educated in LISD schools. Two have graduated from The
Colony High School and are in college at the University of North Texas, one is a Sophomore
at The Colony High School, and one is a fourth grader at BB Owen Elementary.
Q: Occupation/main source of income
A: My primary occupation is caregiver of our children. I am also the sole proprietor of a
consulting business specializing in Leadership Development, Team Building, Mediation, and
Non-profit Management which I conduct as time allows.
Q: Current civic involvement/highlights
A: Secretary for Communities in Schools Board of Directors; President of the Lewisville
ISD Adult and Community Education Advisory Council; Member of the University of North
Texas College of Education Development Board; Treasurer of The Colony High School
PTSA, Member of Stonebriar Community Church.
Q: Previous civic involvement/accomplishments
A: 17 years serving for PTA at the local, council, and district level culminating with 5 years
on the Texas PTA Board of Directors. Received Texas PTA Honorary Lifetime Membership,
Texas PTA Extended Service Award, National PTA Lifetime Achievement Award and was
named 2009 Business Associate of the year by the American Business Women's
Association--The Colony Chapter. Spent numerous years as a Sunday School teacher and
VBS leader.
Q: Education
A: Bachelor of Arts--Collin County Community College; Bachelor of Applied Arts and
Sciences--University of North Texas; Professional Certificates in Mediation, Alternative
Dispute Resolution, and Volunteer and Community Resource Management--also from the
University of North Texas.
Q: Previous public offices sought/held:
A: I ran for the LISD Board of Trustees for the first time and was elected in 2005. I ran
unopposed in 2008, and am completing my second term.
Q: How much funding have you raised for your campaign?
A: To date I have received $1600 in monetary contributions.
Q: Who are your top three contributors?
A: Mark Woolery, Alex Buck, and Kelly Roden
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: With all of the uncertainty in public education right now, I believe stability and
continuity are important. In my time on the board I have earned over 190 hours in
continuing education credit. I was selected to and completed the prestigious, year-long
Leadership TASB (Texas Association of School Boards) program last June and earned the
designation of "Master Trustee." My experience as a board member is current and it is
relevant. I have been on the board while we have endured phenomenal growth, a drastic
change in demographics, and most recently participated in hiring our new superintendent.
All of these factors can create a feeling of unrest, and continuity of board leadership will
have a positive effect on the overall district climate.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I make informed decisions based on real data. I do not exaggerate or misconstrue
information to suit my purposes. I will not take endorsements from special interest groups

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whose sole stated purpose is harmful to Lewisville ISD. I was not recruited to run by
another board member. Oh, and I'm not mad about anything.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes, I have attended many board meetings. What I learned early on is that it is OK to
be on the losing end of a vote if the vote is made on principle and not on personal feelings.
Board members who use board service to further their personal agendas are ultimately not
able to accomplish anything due to the alienation that results after repeated inability to put
personal feelings aside. In order to be effective, one must not lose sight of his/her
individuality but still remember it takes more than one individual to effect change in a
collective body.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: Since we are a Recognized district, and all of our schools except one are rated
Recognized or Exemplary, I would venture to say all of our schools are making dramatic
progress. Instead of being complacent however, the campuses are utilizing professional
learning communities to share ideas and strategies within their campus as well as across
campuses.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: We piloted a program at Central Elementary a few years ago beginning with a
Kindergarten class. It is a dual-language program. The students are taught one day in
English and the next day in Spanish; and in a contiguous manner. (The material builds on
the previous lesson and is not just repeat of the previous day's concepts.) The program
was so successful, outpacing our other campuses' bilingual programs, that we have
implemented the program at other schools. I believe early intervention will go a long way
toward preparing students for their future successes. We have created and support a
culture based on the belief that every child is capable of accomplishing great things.
Whatever their challenge we will continue to foster a fertile learning environment.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: Above all, we have to protect the quality of education. That is what we, the school
board are charged with providing--education for the students. While our administrative
cost ratio remains well below the state average, we still need to examine our
organizational structure to make sure we are operating as efficiently as possible.
Extracurricular activities are a documented tool used to engage students, but I think we
can streamline some of our activities during this funding crisis and still maintain quality and
variety in our programs. The third thing is more of a cost-savings measure versus a cut:
continuing to find new and better ways to utilize technology for energy management,
classroom materials, communication methods and other applications.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: Technology, staff development (including the substitutes to cover the classroom), and
creative arts.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: We are always on the lookout for innovative ways to keep students engaged and
involved in their learning. I'm a big fan of Early College High School programs,
project-based learning environments, and high-tech learning environments. Each has
different strengths and attributes but all have been successful in other parts of Texas. If we
view students as our customers, and offer a competitve and challenging academic
environment, we will keep our students involved.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: Over the years we have recognized this growing concern and takens steps to address it.
I serve on the Board Communication Committee and we will be rolling out a new website
later this school year that will enhance our communication abilities with parents. We have
ventured onto Facebook, Twitter and other means of electronic communication for our
parents who prefer to receive information in this manner. As for reaching those who don't
speak English, we hire staff who are sensitive to this challenge. Those fine individuals
(principals, assistant principals, teachers, counselors, etc.) combine their efforts to create
an environment that is inviting and welcoming to all parents and family members.
Sometimes it is a simple as providing translation equipment at a PTA meeting or
translating important information being sent home. We also take steps to address the
language challenge at a systemic level. Our Adult and Community Education department

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offers English as a Second Language classes (low or no-cost). This empowers parents to
take a more active role in their child's education and removes what could otherwise be an
intimidating barrier.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: The principal sets the tone for the campus. He/she is charged with hiring appropriate
staff and has a large say in how the funds appropriated to each campus are utilized. Find a
high school or middle school that is high-performing, with a positive staff climate, and
most likely you will find a strong principal at the helm. Not surprisingly, the opposite is
true. To continue to offer a premier education for our secondary students we must continue
to recruit, support, and retain principals dedicated to the cause of education. We need to
give them guidelines and necessary materials but in an environment that allows them
flexibility to do what they do best.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: Our curriculum department has done an outstanding job of aligning our curriculum
across the district. There used to be vast disparity amongst our middle schools and we are
working hard to remove that. We are also creating more "vertical teaming" whereby the
staff of the middle schools are in contact and cooperate with the staff at the high schools to
create learning processes that build sequentially. By removing rote, repetitive material
and by utilizing efforts that invite students to be active consumers in learning we can make
better use of the middle school years.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: We have a long-standing belief in the power of technology and are always on the
lookout for new and better ways to utilize technology in the classroom. White boards are
being replaced with SMART boards. TVs are replaced with high-tech projectors. Teachers
are rewarded for completing technology training with laptops and other electronics for use
in engaging students. I don't know that laptops or other electronic materials will fully
replace textbooks, but there are certainly many opportunities to utilize electronic access to
materials. An appropriate blend can be derived by having teachers and staff who are
tech-savvy (or at least not hesitant to utilize technology).
Q: How would you get more parents involved in schools?
A: We have several strong organizations working hand in hand with Lewisville ISD to invite
and encourage active parent participation. We are proud to be a 100% PTA district, and
many fine volunteers give of themselves to involve parents at their campuses. Our LISD
Education Foundation is also actively involving not only parents, but community
menmbers, in creating scholarship opportunities for our students and grants for teachers in
the classroom. We need to continue to ensure that our schools are welcoming, inviting,
and fostering parent participation in our students' educational experiences.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: I think we have a pretty strong track record in this area already. Many of our teachers
have been here for 10, 20, 30, and some close to 40 years. We want to continue to offer
competitve salary and benefits packages. I support our teachers and principals receiving
timely and relevant staff development as well as giving them support personnel that frees
them up to do what they do best! We can also partner with our local city governments,
businesses, and organizations to make sure Lewisville ISD is a place where teachers and
principals want to be, and want to raise their own families in.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: I'm not a big proponent of linking teacher pay to student performance. There are many
outside influences that affect a student's ability to learn and especially if we were to
measure student performance on one-time standardized test I see too many pitfalls. I do
believe there should be consequences for schools who are doing a disservice to their
students, but "succeeding and failing" are very subjective terms. We have a Federal
accountability system (No Child Left Behind) and a State accountability system--and those
two entities cannot agree on what is an "adequate" education. Until an equitable system is
established for defining "success and failure" I don't see how we can simply close a school
or remove the staff.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: Education is an investment, not an expense. We owe it to our students--our future
leaders--not to skimp on their educational opportunities. If we don't like the school finance

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system, we need to work to change it. More of our citizens have begun to take an active
role in our school district, and I applaud their willingness to get involved. We MUST find a
way to fund public education in a reliable and predictable manner, and one that does not
leave teachers, students, and families bogged down in uncertainty instead of channeling
their energy toward a better future.

Mike McDaniel
Biographical Info:
Name: Mike McDaniel
Street Address: 4 Remington Dr E
City/Town: Highland Village
State: TX
Date of Birth: 8/5/52
Work or Campaign Office Phone Number: (972) 317-2630
Fax Number: (972) 317-8806
E-mail Address: MLTJCM@verizon.net
Campaign Web Site Address: McDanielforLISD.com
Questions:
Q: Length of residency within the district
A: 19 years
Q: Where did (or do) your children attend school?
A: My three children have all attended Lewisville Schools. My oldest daughter graduated
from Marcus in 2008. I have another daughter who is a Junior at Marcus and my son is a
6th grader at Briarhill Middle School.
Q: Occupation/main source of income
A: Self Employed
Q: Current civic involvement/highlights
A: President - LHS Circle of Friends Grand Ball Booster Club President - Board of Directors
Denton County Child Protective Services
Q: Previous civic involvement/accomplishments
A: - Awarded (along with wife Linda) 2009 national volunteers of the year for the self
storage industry as presented by Inside Self Storage Magazine; - Have been awarded an
Honorary Life Membership by the Texas Congress of Parents and Teachers; - Wife Linda
was named 2003 Volunteer of the Year for the Lewisville ISD, nominated for the Texas PTA
volunteer of the year and named Community Volunteer of the year in 2004.
Q: Education
A: B.S. in Education - Texas A&M University Masters of Education - University of North
Texas Mid Management Certification - Sam Houston State University
Q: Previous public offices sought/held:
A: LISD Board of Trustees 1998 - 2004
Q: How much funding have you raised for your campaign?
A: -0-
Q: Who are your top three contributors?
A: N/A
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I have spent my entire career serving children. I have been a public school teacher,
coach, counselor and administrator. I have served on the LISD Board of Trustees. I have
spent countless hours volunteering not only at my children’s schools (McAuliffe Elementary
and Marcus High), but at Lewisville and Flower Mound High Schools as well with their Circle
of Friends Grand Balls (Proms for special needs children). I am running for office because I
believe that some of the current board have lost their focus. Their job is to represent the
community not play the role of mouthpiece for the administration.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My educational experience. My desire for community involvement. - I believe the board
should make decisions publicly. I believe that those affected by decisions of the board
should have a say in the process.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?

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A: As a former member of the board, I have attended many board meetings. The number
one thing a board member can do to be effective is get to know and listen to the parents,
teachers and staff of our schools. These are the people that are totally invested in their
children's education and know and understand specific needs. These are the people who
know what is working in their schools and what is not. Communication with parents,
teachers and staff is key to maintaining quality in our schools.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: We have great schools. We have great teachers and administrators. Our district has
placed strong emphasis on reading and math. I don't believe one or a handful of schools
can be singled out as superior.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: The achievement gap in our schools is usually caused by cultural and socio-economic
factors. To combat this gap early learning is key. We have to get these children into
prekindergarten and early childhood programs. We have to reach out to the families and
build trust and partnerships in making their children successful.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: 1. First we cut administrative costs - Includes Board stays at Four Seasons and going to
conventions weeks before they are up for re-election (In 2009 – Out of 7 board members
these 2 encumbents spent 41% of monies for board related expenditures. 2. Then we cut
non-essential programs and positions (Any program or staff that does not affect our
children directly) The last cuts will be on the campus level - But we will involve Campus
leadership (Principals, BLT, PTA) They know there schools and they know what programs
are the most effective and are best serving their children. 3. Teachers will be the last cut
Then we start looking for non-tax revenue Colleges, Universities and Private Schools have
been raising private money for years thru Endowments Fund Raisers Donations Grants The
model for this type of fundraising has been set by Colleges, University and Private Schools.
We need to follow their lead and find additional sources of capital
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: Technology Early Childhood Learning Vocational Education
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: At this point, adding programs is not a part of the plan. Trying to determine which
programs are the most effective and keep these programs in place is paramount. With the
current budget,cuts are to be deep. We must ensure that the programs that are making
our students successful be maintained.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: Trained community liaisons would be very beneficial. But the truth is there is no money
available for new programs or personnel. LISD has worked hard to reached out to the
non-english speaking communities.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: Sense of community and pride. Good teachers. Adequate resources. Parental and
community involvement. Strong extra and intra- curricular activities (Sports, fine arts,
clubs and other school activities). Administrative support.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: The primary reason that students fall behind at this level is social pressures. At this
point in life they are becoming aware of the opposite sex. They are becoming more social,
they become more opinionated and are feeling the freedoms and responsibilities of
growing more mature. Some want to take charge of their lives and make decisions that
are not in their long term interest. We must provide them with guidance and reasons to
make good decisions. Again, Good teachers, adequate resources, parental and community
involvement are essential. Strong extra and intra- curricular activities (Sports, fine arts,
clubs and other school activities) need to be maintained and administrative support is
essential.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: LISD has a good technology department and works hard to keep the schools updated.
The problem is that technology changes so fast, it would be financially impossible to stay
on the cutting edge. We need both textbooks and laptops. Children have different learning

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styles. Some learn better by reading from a book while others are more comfortable with
their laptops. It is the job of the school to adapt to the different learning styles and make
all students successful.
Q: How would you get more parents involved in schools?
A: LISD needs community involvement in decision making. When decisions are made
concerning such events as rezoning, splitting campuses, and building new facilities, each
community should be allowed involvement and participation. Committees comprised of
LISD staff and representatives of the affected community could take the data, determine
best options and present their findings to the board. The present procedure provides staff
input to the board, the board chooses a plan of action and a public hearing is set up
(usually poorly publicized and vague as to repercussions to the affected area). Under the
present procedure, with the exception of a quick public hearing, there is little if any
participation from anyone other than the board and administration. This district belongs to
the people of LISD and they should be involved in every major decision that involves their
children
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: We have good teachers. We have good principals. In this economic climate, it is
imperative that we continue training and giving these professionals the tools, to continue
making this district stronger. The more successful we are as a district, the easier it is to
recruit and maintain high level effective staff.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: No. At present, their is no accurate way to objectively rate teachers on an annual basis
by student performance.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: We have board members who have turned their back on the people who voted them
into their position. - After an election was held, and the community saying overwhelmingly
that they did not want a tax increase, they have decided to lobby the state to allow the
board to raise taxes without voter approval. - They instruct the district administrators to
cut 10.6 million from the budget. The process is to be done behind closed doors, without
public comment and no input from the community, teachers or principals. - Some of the
present board has allowed the previous superintendent to hire personal friends into high
paying jobs when better applicants were told not to apply. - After informing the community
of 2011/2012 budget shortfalls of between 30 and 70 million dollars, they decide to open
two 9th-10th grade campuses in the Lewisville area. This will cost the taxpayers a
minimum of 3 million dollars in campus redundancies. (Administration, teachers, staff,
busing, utilities, etc.) Our present board is out of touch with the community and is making
decisions without community input and involvement.

Lewisville ISD, Place 7


Description:

Candidates (choose 1):

Reginald Johnson

Biographical Info:
Name: Reginald Johnson
Street Address: 1351 Honeysuckle Ln
City/Town: Lewisville
State: TX
Date of Birth: 02/07/1966
Work or Campaign Office Phone Number: 972 798 7595
Home Phone Number: 9728962317
Mobile Phone Number: same

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Fax Number: na
E-mail Address: reginald.johnson@votereginaldjohnson.com
Campaign Web Site Address: www.votereginaldjohnson.com
Questions:
Q: Length of residency within the district
A: 21 years
Q: Where did (or do) your children attend school?
A: Lewisville HS Huffines MS
Q: Occupation/main source of income
A: Regional Dir. of Development at UNT
Q: Current civic involvement/highlights
A: VP. Community Partners of Denton County Volunteer Coach at Lewisville Football
Association Volunteer Coach Flowermound YMCA Grateful Dad Program Lewisville HS PTA
Q: Previous civic involvement/accomplishments
A: Na
Q: Education
A: BA Psychology University of Texas at Arlington
Q: Previous public offices sought/held:
A: NA
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I have been active in the community for over 20 years. The School Board is my next
step in service. I worked in the mental health field doing counseling for over 10 years. To
resolve the current issues in the LISD will require a lot of listening and that is one of the
things I do well. The LISD community has made it very clear that they want to be heard
and they want someone who will not only work to ensure the best education for their
children but make the best use of their tax dollar.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am committed to making sure the community has input on issues that directly effect
them and their children.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes. The school board is supposed to be a bridge between the community and the
school district. The board must listen to the community and keep them informed about
what in going on in the district.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: Most of the schools in the LISD are excellent. Communication between parents and
teachers is the key.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: The school district has to not only work with the children but the entire family. Tutoring
opportunities have to be provided. There also needs to be meetings with the parents to
make sure they understand what is expected of their child.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: The answer is not as simple as cuttining three specific areas. The district is going to
have to closely examine it's entire operation from top to bottom. Speak with principles and
allow them to prioritize programs within their schools make decissions based on valid
information.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: Focus is often put on problem areas. I would like to see more money spent on advanced
placement and duel credit classes.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?

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A: The are many programs such as AVID and others that work to prepare students for
college. That said we have to be realistic, college is not for everyone. We have to provide
the tools that will allow student to find their "thing". I would like to see every child to
enters the ninth grade begin working on a realistic post graduate plan. Whether that be
military service, technical shool, college, or entering the work force.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: In order for district to be successful they are going to have to improve communicaitons.
It is not enough to just put a note in a childs folder. There may have to be more meetings
in the evenings so working parents can participate. We could also find people to work with
families who are not as involed. Often time it is just as simple as making people feel more
comfortable.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: Again good communication and clear expectations. Most people operate well when the
have a clear understanding of what is going on and what is expected of them.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: In middle school the teachers and parents should partner to identify any problem area a
child may have. Together the should develop a plan that will ensure the childs success.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: Our young people are very tech savy. LISD does a good job of incorporating technology
into the curriculum. If the cost permits I would like to see schoold move away from
textbooks. Though computers children can have the latest most updated information.
Q: How would you get more parents involved in schools?
A: The school have to reach out to the parents and make the feel welcome in the school
setting. Often time a direct request for involvement will have to come from a teacher or
administrator. More communication is key.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: Given the current budget crisis that will be a challenge. Educators just as anyone else
want to feel valued. There could be a incentive plan put in place for the top performing
teachers. Reward those who do a good job.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: Yes, teachers who do a good job should be rewarded possibly in the form a bonuses.
Teachers who are not perfoming should be given a chance to improve. If there is no
improvement maybe teachign is not the best profession for them. But every school district
would have to put their own incentive plan in place.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: Funding for public schools is being cut. We are going to have decide as a community
how important public education is to us and if it is how will we support it.

Carol A. Kyer

Biographical Info:
Name: Carol Kyer
Street Address: 2616 Crepe Myrtle Dr
City/Town: Flower Mound
State: TX
Date of Birth: 04/13/1964
Work or Campaign Office Phone Number: 972-539-5481
Home Phone Number: 972-539-5481
Mobile Phone Number: 469-576-0871

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E-mail Address: carolkyer@consultant.com


Campaign Web Site Address: TBD

Questions:
Q: Length of residency within the district
A: I have live in the same house with my family since December of 1992.
Q: Where did (or do) your children attend school?
A: All of my children have attended Lewisville ISD schools. Garden Ridge Elementary,
Forest Vista Elementary, Forestwood Middle School, and Flower Mound High School. My
oldest daughter, Elizabeth, is in her 3rd year of a 6 year program for Pharm-D at
Northeastern University in Boston, my son Billy is a Freshman at Oklahoma State
University, and my youngest daughter Brittany is a Sophomore at Flower Mound High
School.
Q: Occupation/main source of income
A: I am currently a stay at home mother; I have worked as a manager for a real estate
office, I have run my own home daycare, and as a fundraiser for a local non-profit. My
husband Mark works for a large financial services company in the IT field.
Q: Current civic involvement/highlights
A: Lewisville ISD School Board 1999-present; Communities in Schools of North Texas
Advisory Council Chairman,2007-present, North Texas Area School Board Association,
member 2009-present; Lewisville Education Foundation, Ex-officio member 2009-present
Q: Previous civic involvement/accomplishments
A: Lewisville ISD PTA involvement from 1993 through 2008; Texas PTA Lifetime
Membership Award, National PTA Lifetime Achievement Award; TASA Texas School Board
of the Year 2006, member; Communities in School of North Texas, board member
2002-2007;Southern Denton County Neighbor to Neighbor, member 2007-2009; Cross
Timbers Girl Scout Council, troop leader, 1996-2007; St Philips Catholic Church, volunteer.
Q: Education
A: Shawsheen Valley Technical High School, graduate of Class of 1982 Framingham State
College, Framingham, MA 1982-84 University of Lowell, Lowell, Ma 1984-85, no degree
Q: Previous public offices sought/held:
A: Lewisville ISD Board of Trustees, Place 7, 1999-present
Q: How much funding have you raised for your campaign?
A: So far, $700.00.
Q: Who are your top three contributors?
A: Neighbors and friends have given between $50 and $100. Nothing bigger than that.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I have never been arrested; the only civil suits would be the ones involving being
named in a suit regarding my role as a school board member.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I have been on the LISD School Board for 12 years. I have a passion for the students,
teachers, staff and families of our district. I want LISD to be one of the best school districts
in the state, if not the nation. I believe that I am the most qualified candidate due to the
training that I have received over the past 12 years. I have been involved with the LISD
school system through PTA and the school board since 1993, so I have the institutional
knowledge of what has worked and what hasn't.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: As I have stated before, I have 12 years of school board experience, approximately
over 300 hours of TEA approved training. Everything from public policy, parliamentarian
procedure, legal matters, federal issues, school law, district planning and accountability,
ethics for school board trustees, and many more. I have experience dealing with board
members, team building, and making the tough decisions that come with being a school
board member. I have experience with bond elections, and have been on the board to hire
two exceptional Superintendents. You cannot substitute the vast amount of knowledge that
being on a school board for 12 years with anything else; it is a unique experience, because
you deal with two very important things: people's children and their taxes. It is a job that
you have to have a very thick skin to do; people tend to be passionate about both!
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes, I have attended many, and have missed few. The best way to be an effective board
member is to keep an open mind, but to stick with your principles.

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Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: All of our schools are doing a great job in getting the students up to grade level. All of
our schools have data coaches, who break down the data received from the state tests.
This helps the teachers pinpoint areas of improvement for our students. One great
example is Delay Middle School, whose teachers work tirelessly after school and on
Saturdays to help their students pass TAKS and continue to improve.Our site based
learning and goal setting helps our principals and staff customize the teaching to their
particular clientele. It has made our individual site TAKS test results and school wide
results continue to improve every year.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: Every student that is enrolled in a Texas public school deserves a free and appropriate
education. Smaller learning communities have been successful on all levels; especially with
closing the achievement gap. When a student is in a smaller high school, for instance, the
relationships developed between staff and student becomes a valuable quotient in making
the student successful and help them to be more likely to graduate from high school. The
AVID program has helped with closing the achievement gap, also, and we have that on a
number of our campuses with a higher Hispanic population. Communities in Schools of
North Texas is active on some of our campuses; they help to keep the families involved in
their student's education and stay and graduate from high school.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: It is hard to pick out 3 specific areas that cutting spending would prove to be most
visible to the public. Every district should make sure that their facilities are being as cost
efficient as possible, whether it is changing the cleaning schedules or with grounds upkeep.
The major part of a school district's spending is personnel, approx 85 percent. It is
imperative that all staff is evaluated to make sure that it is as streamlined as possible. An
overall evaluation of past budgets, to see where money was budgeted, but not used, needs
to be done so that funds are not being held out that have not historically been spent.
Sometimes this can prove to be a fairly large amount that can be used during the school
year.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: The three areas I would like to spend more money in is career preparation, dual
language courses, and more online learning.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: We need to prepare our students for their future, not ours! To keep students in school,
they need to be engaged. To decrease the dropout rate, we need to make sure that every
student is successful and ready to move out into the community to be responsible adults.
We need more career preparation, for students who need or would prefer to go out into
the working world right after graduation. We need to offer more technical education, so
that our student graduate with both a high school diploma and a certificate in another field.
We offer many classes at our two career and tech centers, but we need to make them
available for all of the students who want them. For the students who want to continue
onto college, we need to offer as many AP courses and dual credit courses as possible for
our students. This will prepare them for their future college career, and hopefully save
them some money in tuition later on.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: We continue to look for ways to improve communications with all of our parents. All of
our communications are in Spanish. One of the best examples of communicating with
parents that don't speak English is at Central Elementary in Lewisville. They have a
parent/community room where parents can come in and use the computers and get help
with just about any problem that they could have. We have trained community liaisons
through a program called Communities in Schools of North Texas. They have trained social
workers who can help with any problem, and they bring parental involvement into the
schools. We are currently upgrading our district website, so it will be more user friendly;
more of a "portal" than a web site. As technology becomes more advanced, we need to
keep up with how our students communicate with each other to make sure the parents
know what is going on in their students academic lives. We need to have as much financial
information about our school district available online so that the level of trust can be
improved with our stake holders.
Q: What are the ingredients that make for a successful high school and middle school?

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What resources are lacking in the schools in your part of the district?
A: At the secondary level, what makes or breaks a student's education is involvement. We
need to make sure that a student is involved is some kind of extra-curricular. Whether it is
football, Latin Club, Chess club, band or orchestra, s student needs a sense of belonging,
to make them want to come to school. Our students need to feel challenged, so that they
don't feel the need to "power down" to come to school. The ingredients are caring
personnel, involved parents, and the community to support the schools to make them
successful. The resources that are lacking in ALL schools across Texas are the counselors
who can be helping the students plan their future, but also talk about their present. Right
now all of our counselors are over worked by having too many students. For every 2
counselors we have now,we really need to add at least one more. Unfortunately, with the
current state of school finances, that isn't going to happen any time soon.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: Students and parents need to be aware of what is coming down the line for the
secondary education they are about to experience starting in the sixth grade. If they can
start taking some of their high school graduation requirements in 7th and 8th grades, this
would help a lot with keeping the students engaged and the current 4 by 4 requirements.
Smaller learning communities will help figure out where a student needs more help, thus
giving a heads up for when the students get to the high school; what issues they may have
so that they can be addressed.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: Technology will always be an issue for public schools. The teachers need to be not only
where their students are in technical knowledge, but they really should surpass them. We
currently are trying to update all of our campuses with the latest technology. White
boards, laptops, etc, are being integrated in our classrooms. We need to step past our
prejudices with technology and embrace the new ideas that come out constantly. The
future emphasis should be on both textbooks, laptops, and other electronic devices. Our
students use their mobile devices from everything from Facebook to writing term papers.
We need to make it so that the phones our students have are used positively, not
negatively, in the classroom. This is another example of our students having to "power
down" to come to school.
Q: How would you get more parents involved in schools?
A: Parent involvement in schools has always been an interesting subject. All of our
campuses have PTAs on site. We have a large parent population that is always there, on
the higher income campuses as well as the lower income campuses. As a student advances
to middle and high school, they are less likely to want to have mom or dad on campus. It
is important that the parents feel apart of their student's education; this can be
accomplished through a lot of communication. Web sites for schools and individual
activities, grade book access, and easy contact with teachers is vital to keeping parents in
the loop.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: Our current state of finances will make it difficult to recruit, retain and develop teachers
and principals. We are looking at not giving raises to any of our personnel in the next two
years. How do you recruit people when you can't promise them job security? To be able to
do these three things; it is important to provide training, mentoring, and a chance at
making a reasonable salary, with a chance to advance further in their field.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: I don't believe that teacher pay and student performance should be linked. It would
make it impossible for the school districts to staff the lower performing schools. Right now
there are consequences if a school is succeeding or failing. Lower rated schools face being
closed or taken over by the state if their is no improvement (AYP). The ratings on the
schools are used by just about every entity to gauge the community that the school is in.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: Voters and taxpayers must confront the ugly truth that the public schools can make or
break a community and money is needed to make them successful. When people are
looking for a new home, one of the first things they check out is the school system.
Businesses will not relocate or open facilities in an area without a good school district. We
will not be able to attract high tech industry if we cannot provide the personnel to work for
them. For years our school districts have been giving higher goals and less money, and

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they have done the job asked, even surpassed it. Texas residents need to realize that our
future is in the hands of our students, so don't we want them to be the best educated
population possible?

McKinney ISD, Place 4


Description:

Candidates (choose 1):

Amy Dankel

Biographical Info:
Name: Amy Dankel
Street Address: 1504 Windsor Drive
City/Town: McKinney
State: Texas
Date of Birth: 07/02/1963
Home Phone Number: 9725401262
E-mail Address: amydankel@gmail.com
Campaign Web Site Address: AmyDankelForMISDschoolBoard.com
Questions:
Q: Length of residency within the district
A: 13 years 10 months
Q: Where did (or do) your children attend school?
A: My children both attended Glen Oaks Elementary, Eddins Elementary, and Scott Johnson
Middle School. My son graduated from McKinney North in 2008 and currently attends the
University of Colorado. My daughter graduated from McKinney Boyd in 2010 and currently
attends Clemson University.
Q: Occupation/main source of income
A: I was a public school educator for 22 years, the last 10 of which were in McKinney ISD.
Q: Current civic involvement/highlights
A: I am on the board of Smiles Charity. Currently this charity is raising funds to donate to
Operation Finally Home to build homes for severely wounded American Veterans. I serve
on my church’s care team visiting members and their families who are in the hospital
every Tuesday. I also am a member of my church’s prayer team.
Q: Previous civic involvement/accomplishments
A: When my children were in high school (North and Boyd) I held the following offices on
their soccer booster clubs: President, Vice-president and Scholarship Chairperson. I was
also a member of my church's prayer and care teams.
Q: Education
A: I earned a Master of Education majoring in Curriculum and Instruction from Virginia
Tech and a Bachelor of Science in Education from Millsaps College.
Q: Previous public offices sought/held:
A: none
Q: How much funding have you raised for your campaign?
A: $125
Q: Who are your top three contributors?
A: family and friends
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I feel a deep responsibility to give back to a school system and community that has
given so much to me and to my family. Both my education and teaching experience qualify
me for this position. Additionally my children having attended McKinney schools gives me

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further insight into McKinney ISD.


Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I’m a former teacher with a Masters in Education and my children are recent graduates
of McKinney ISD. I have the experience, enthusiasm, time and energy to devote to this
position.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes I have. I’ve learned that it is imperative to listen and be open-minded, then look
into situations or do necessary research before making a decision.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: In McKinney ISD our school do a great job getting our students up to grade level in
reading and math.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: I believe mentoring and tutoring programs should be implemented to help meet this
challenge.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: I feel it would not be appropriate for me suggest three areas for the district to cut
spending until I’m more familiar with the budget. I feel the job of a School Board Trustee is
to look into issues thoroughly then make a decision that would be best for the students.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: Technology, Staff Development and Health/Wellness
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: On-line classes
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: As a parent of a recent MISD student I know that they do a great job communicating
with parents through email, phone messages, notices sent home and their websites.
Parents can view their students’ grades on-line and see if the child missed a class or been
tardy to a class in high school. Phone messages and notices sent home are available in
both English and Spanish.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: A successful school needs to have a qualified, active principal.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: Middle school education like all levels of education can be improved by having effective
teachers, safe schools and engaged principals.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: In my classroom it certainly was. However, it is the principal’s job to evaluate teachers
including whether or not they are using technology effectively. I believe future emphasis
should be on a variety of digital options rather than printed textbooks.
Q: How would you get more parents involved in schools?
A: I would establish a welcoming atmosphere in the schools and communicate a variety of
opportunities for involvement to the parents.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: We need to pay them well and maintain a positive working environment.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: I have yet to see a merit pay system work effectively, but would be willing to explore
this issue. If an entire school is failing there needs to be a change in that school’s
leadership.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: We have limited funds and may not be able afford everything we want to do for our
students.

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Dick Stevens

Biographical Info:
Name: DICK STEVENS
Street Address: 8415 SPECTRUM DRIVE
City/Town: MCKINNEY
State: TX
Date of Birth: 1-22-1952
Work or Campaign Office Phone Number: 972-562-0115
Home Phone Number: 972-569-8856
Mobile Phone Number: 214-223-4300
E-mail Address: STEVENS.DICK@GMAIL.COM DICK.STEVENS@EDWARDJONES.COM
Questions:
Q: Length of residency within the district
A: 8 years
Q: Where did (or do) your children attend school?
A: Scott Johnson Middle School McKinney North High School
Q: Occupation/main source of income
A: Financial Advisor of Edward Jones Investments, McKinney, TX-10 years
Q: Current civic involvement/highlights
A: *Current Vice President of the MISD Board of Trustees *MISD District Representative to
the North Texas Council of Governments *MISD District Delegate to the Texas Association
of School Boards (TASB) *MISD District Representative for the TASB Region 10 & State
Legislative Action Committees *Texas Association of School Board Leadership Class TASB
2010-2011 *TASB Representative-Federal Relations Network (National School Board
Association) *McKinney Chamber of Commerce McKinney Rotary
Q: Previous civic involvement/accomplishments
A: Previous civic involvement/accomplishments: *City of McKinney Planning & Zoning
Commission *City of McKinney-Main Street Organization & Membership Committee
*Leadership McKinney *McKinney Chamber of Commerce-McKinney 2020 Committee
*McKinney Rotary Chair-McKinney Student of the Month *McKinney Family YMCA Board of
Management *Metro Dallas YMCA Winstead Award *MISD Five Year Strategic Planning
Committee *MISD Long Range Facilities Planning Committee *MISD School Naming
Committee *MISD High School Rezoning Committee *MISD Bond Election Committee
*TASB State Legislative Advocacy Boot Camp Attendee, Austin, TX *McKinney Family
YMCA Board of Management *Stonebridge United Methodist Church Finance & Stewardship
Committees
Q: Education
A: University of North Texas, BBA Marketing College of Financial Planning: ACCREDITED
ASSET MANAGEMENT SPECIALIST (SM) OR AAMS® PROFESSIONAL DESIGNATION
PROGRAM
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: None.
Q: Who are your top three contributors?
A: I have no contributors other than myself.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: no
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: While I am proud of my efforts and accomplishments achieved in my first term on the
McKinney ISD Board, I believe that there is still many more challenges and goals that need
to be met. During my last three years of Board leadership and District service, I have

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relentlessly strove for educational excellence, fiscal responsibility,improved district long


term planning and enhanced community and municipal partnerships. I have spent an
average of 100 hours per month over the last year working to make MISD the best school
district in Texas. Based on my efforts, leadership ability and passion, the Board rewarded
me by electing me Board Vice President in 2010. In addition, I also represent the District
as the Representative to the North Texas Council of Governments, the District Delegate to
the Texas Association of School Boards (TASB), the District representative for the TASB’s
Legislative Action Committee and a member of the 2010 TASB Leadership Academy. I
represent TASB on the Federal Relations Network. I have an extensive professional career
background in finance and long range strategic planning I have used that experience over
the last three years by assisting the Board in successfully “holding the line” on the District’s
budget. Now more than ever, with District facing enormous and complex challenges in
state funding and continued strong student growth, McKinney ISD needs an experienced
and trustworthy School Board Trustee.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My opponent has a fine record of teaching in public schools. More often than not, that
would be an important consideration in serving on a public school board. Since we
currently have two amazing former teachers serving on the MISD Board, I believe that it is
far more important at this point in the District’s history that the MISD Place 4 be
represented by a Board Trustee with experience in long range planning, community
collaboration, board leadership, experience in district budgeting plus a trustee with
experience representing the district’s interest at the State Capital. In addition over the
last three years, I have spent thousands of hours attending MISD school events, parent
meetings, community meetings, CE courses, educational workshops, state/national school
board conventions, educational leadership development courses, state/federal networking
conferences and state/federal legislative advocacy sessions to better prepare myself to
serve MISD. I am not sure that my opponent has had this same valuable and important
learning experience.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: I believe that the most important responsibility of a Board Trustee is to attend Board
meetings. I have not missed a Board Meeting for several years. I have attended at least
95% of board meetings and board related school events over my last three years of board
service. I have discovered several important contributors for effective board meetings: I
have found that it is extremely important to listen and to fully understand and to respect
every Board member’s opinion during Board meetings. Many times, I have gone into a
Board meeting with a preconceived notion only to find another Trustee with a very
different but more compelling and valuable opinion than mine. Another important
discovery that I made early in my career on the Board is that the Board must allow the
Superintendent to manage the district on a day to day basis. The dictionary defines
"Superintendent...as a person who directs and manages an organization. The Board’s
most important responsibility is to hire the best superintendent to manage the District".
The Superintendent makes policy and planning recommendations and asks for approval to
implement those recommendations at the District's twice monthly Board meetings. Each
Trustee should be held accountable to diligently review in advance the Superintendent’s
recommendations and be properly prepared to discuss those recommendations during the
bimonthly Board meetings. I have also found that the best policy decisions most often
come forth when we have well thought out and broadly debated policy discussion at our
Board meetings involving the entire “Team of Eight”. The “Team of Eight” includes all seven
MISD Board Trustees plus the Superintendent.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: Every MISD schools have done an excellent job of getting our kids up to grade level in
reading and math. Our schools rank at the top of test scores in the state and the region.
The district accomplishes this by hiring and training the best principals, school staffs, aides
and teachers on the market. For many years, MISD school boards have made it a major
priority to provide every campus in the district the same level and quality of teacher
instruction and curriculum.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: MISD has provided a wide and successful variety of innovative programs in this regard
for many years. For example, one of my favorite programs at MISD is the AVID program.
It has been extremely successful in closing the achievement gap and preparing Latino
students for college. Being involved in the Texas Association of School Board's Leadership

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Academy this past year, I have had an invaluable opportunity to visit and research these
types of programs at other public school districts and charter schools across the state.
While all districts could do more to develop more of these types of programs, I have not
yet found another district that has a more effective combination of these programs than
MISD. That said, my greatest fear for our District today is that we will be forced to cut
some of these important programs because of the state's funding shortfall. Our
Superintendent is studying every means possible to avoid cutting these valuable programs.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: First, please be clear that the District is making every effort to avoid cutting any
expenditure, teaching personnel or classroom programs that would make a difference in
the quality of education for our children. Unfortunately, the District has found itself
between a rock and a hard place with possible state funding cuts to MISD expected to
exceed $15 million per year to our budget. This is after several prior years of belt
tightening. Fifteen million dollars is an enormous amount of money to cut in one year.
Every expense has to be studied and justified toward the effect on our kid’s quality of
education. Since last fall, the district has been implementing zero based budgeting for next
year’s budget. Administrators, staff and teachers have to justify every expense. Even the
number of paper clips needed for the next school year. The Superintendent is currently
working diligently to find innovative ways to avoid cutting valuable educational classroom
programs and/or classroom personnel. One of the suggestions on the table is to close our
LINK campus, our alternative educational high school facility. We would then move the
LINK students back to our three main high school campuses. This might possibly save
$500,000 per year. There is some opinion that the educational opportunities for the LINK
students might actually improve under this scenario. I do not have enough facts one way
or the other to approve that recommendation. While this may or may not be the most
favorable option for LINK, that scenario does save a lot of money that might allow us to
save other equally important educational programs. Bottom line, at this point, Board
Members must reserve their personal opinions on which "parts" to cut until the
administration has been given sufficient time to develop the best overall funding plans. The
District and the District’s legal team have developed a very equitable process for the
administration to follow in deciding which “parts” to recommend cutting and saving. Even
then, no final decisions regarding "cuts" can be made until the State decides on the final
funding numbers.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: It should be well known that I would have preferred to have built a fourth high school in
the next few years instead of adding 9th grade centers at McKinney North and McKinney
High as our bond committee has recently recommended to the Board. That was not an
easy decision for the committee but one absolutely necessary and that I must support.
There was no way the bond committee could reasonably project a sufficient increase in the
district’s tax base to justify the construction costs and annual operation expenses of a
fourth high school to accommodate the emerging elementary and middle school "student
bubble" that will be soon be reaching our high school campuses. The district's high schools
are projected to add 1,376 students by 2016 even without any new housing construction.
Another area that I would have like to have had sufficient funds to invest would have been
the construction a new natatorium complex in partnership with the City. One swimming
pool located at McKinney High shared by three competitive high school swimming
programs and the city’s club teams is totally unacceptable. Unfortunately, it is impossible
for MISD to assist the City in funding the construction of a new championship natatorium at
this time. The “area of cutting“ that I have been most disappointed is our having to
postpone many of the key “action plans” within the District’s “Five Year Strategic Plan” that
was created in 2009. I have pouted, cried and whined about this funding situation without
successs. Unfortunately, I have found no way to grow money on trees to keep the Five
Year Strategic Plan on its original time line. Even Neil Sperry has been unable to assist me
in this regard. My hope and prayers are that the District will be able to keep as many of
the Strategic Plan’s action plans on the front burner as financially possible until the current
budget situation improves. We must not allow the Strategic Plan get lost on the back shelf.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: The district has done an excellent job over the years to improve the dropout rate
situation. While our dropout rates can be improved even further, our rates are very low
compared to most other districts in the state. We need to continue to focus dropout
prevention at the the both the high school and middle school levels. AVID available in the
middle schools has been very helpful. Community in Schools at the lower grade school
level helps to create a good foundation for our dropout programs. Unfortunately, some of

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our programs that help in lowering the dropout rates and keep our kids in school until
graduation could be on the chopping block. This is not a situation that I want to see but
there may be no way to cut $15 to $30 million dollars from our annual budget without
losing some great programs. I hope and pray that we are not forced to consider these
types of cuts in the District.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: Since Dr. Kennedy arrived, the District has made a major commitment to improve
communication not only with the parents in the District but the with the community as a
whole. The District’s online website has not only been greatly enhanced and improved but
has won national recognition. We now have multiple social media sites also available for
communications with students and parents. The phone call out system is unbelievable. It
has greatly improved the promptness of communication. In fact, a running joke around the
District has been how beat down the parents were with the enormous number of phone
calls received from Cody Cunningham during all of the snow days. Community in Schools
has been an excellent program for our non English speaking parents. That program has
been an elementary school level program that has provided "liaisons" on campus that have
been trained to reach out to effectively communicate with our non English speaking
parents. I am hopeful that this is not one the programs that might be cut under our funding
shortfalls. We also have some tutoring programs available to non English speaking parents
that indirectly improve the communication process with non English speaking parents.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: Excellent and caring teachers and staff are required for successful high schools and
middle schools. Active and involved parents are another important key for success.
Curriculum that is Global and challenges our students to learn is essential. Partnerships
with civic organizations like Rotary and Kiwanis have been very beneficial for our schools
for years. The district's continued commitment not only to our sport programs but to our
nationally recognized fine art programs sets us apart from most districts in the state.
Modern and up to date facilities at every school are very important for the learning
experience of our students. Unfortunately, because of the fast growth of the District in the
past and the large amount of new school construction required to keep up with that
growth, we have let many of our older school facilities go without needed major repairs
and technology upgrades . Many of our schools also need much delayed additions,
renovations and upgrades for safety, security and technology. For example, the 25 year
old McKinney high is in great need of new roofing, more efficient air conditioning and
additional updated science and technology labs. Some of our schools have orchestra
practice rooms and music equipment storage in portable buildings. We have schools that
have portable buildings used just for restroom use. That is a horrible situation. We have
some schools that need important security upgrades to adequately protect our students,
teachers and staff. Most of these problems could be resolved if our 2011 bond election is
successfully approved by the voters in May.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: NO COMMENT. I do not agree with this as regards MISD
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: installation of smart boards in the District has been very beneficial to the student's
learning ability. We could use more computers for students to share in the classroom but
the cost continues to be a major determent. Ideally every high school student would be
provided a laptop to use not only in the classroom but to use at home. Because of the
recent funding problems, we have been forced to extend the life cycle of our existing
classroom technology. That is not a good situation for our students or the teachers. We
need to find ways to fund the expanded use of technology in the classroom if we hope to
keep up with the public educational systems of our global competitors. We currently have
programs at the high school level that encouraged the use of personal smart phones and
laptops in classroom instruction. These programs have been very encouraging and cost
efficient. The state needs to authorize and fully fund the conversion from traditional
textbooks to non paper books or "kindle type books" and laptops. The cost in the long run
would be less than the continued use of traditional paper textbooks.
Q: How would you get more parents involved in schools?
A: I think for the most part, parents of McKinney ISD students are more involved than
most school districts around the state and the nation. Involvement by our non English
speaking parents needs to continue to be emphasized and improved.

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Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: We are doing an excellent job of recruiting, retaining, coaching, mentoring, training and
developing teachers and principals. I have heard from other school districts across the
state that our District does an exemplary job in recruiting highly qualified teachers to the
District. The Board is constantly exploring ways to improve the recruiting of additional
certified math, science and technology teachers. I am very fearful that the state might
pass down very severe funding cuts which might require the District to cut important and
valuable teacher development and training.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: I am not a big proponent of merit pay. That said, I will continue to keep an open mind
for effective but fair means to link teacher pay and student performance.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: The State has not adequately funded public schools for many years. When the state
required local school districts to lower the rate of local property taxes that public schools
could raise several years ago, promises were made that the State would make up those
funding losses to the public schools. That has not happened. Based on the rate of inflation,
the State will likely fund $1,200 per student less in 2012 than in 2007. The federal
government continues to pass federal legislative and the US Department of Education
continues to regulate and introduce federally mandated programs for public schools with
unfulfilled promises to fund. Often, these are services that the Federal Government and
State Government should be providing the public. Not the public school system. These cost
of providing these services by MISD lower the amount of money available to pay for the
cost of classroom education for our children.

Plano ISD, Place 4


Description:

Candidates (choose 1):

Steve Day

Biographical Info:
Name: Steve Day
Street Address: 7632 Hove Ct.
City/Town: Plano
State: Texas
Date of Birth: 11-22-1956
Work or Campaign Office Phone Number: 972-527-5207
Home Phone Number: 972-527-5207
Mobile Phone Number: 214-641-9519
Fax Number: 888-722-2892
E-mail Address: stevedayplano@gmail.com
Campaign Web Site Address: http://www.facebook.com
/profile.php?id=100002281412251
Questions:
Q: Length of residency within the district
A: I have lived in Plano School District for over 15 years and in the Dallas area for 27
years.
Q: Where did (or do) your children attend school?
A: My children have always attended PISD schools. My children have attended Hedgcoxe
Elementary, Hendrick Middle, Clark HS, and Plano East SHS. My oldest daughter is a senior
and my youngest is a sophomore.
Q: Occupation/main source of income
A: I am currently in career transition. Until recently I served as the Purchasing Director at
MedicalEdge Healthcare.

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Q: Current civic involvement/highlights


A: I support my Homeowners Association as a Block Captain. I coordinate communications
and attend HOA meetings. I regularly support church volunteer activities and fund raisers.
I have done so at Stonebriar Community Church, Chase Oaks Bible, Custer Road United
Methodist Church and Watermark Community Church. I have the privilege to lead a
weekly Men’s Fellowship group at my house and attend another at Watermark. I attend a
bi-monthly Sunday School class at Chase Oaks and I’m occasionally tapped to teach or
lead.
Q: Previous civic involvement/accomplishments
A: I was a mentor at Carlisle Elementary School for a young 4th grade boy. For privacy
reason I will not disclose any names. It was very rewarding personally for me. I enjoyed
meeting him for lunch and playing basketball and dodge ball. I even had the chance to
attend the end of year banquet with him and his mother. Prior to moving to Dallas I was an
assistant to a Scoutmaster in Tacoma, Washington.
Q: Education
A: Degrees: I have a Masters in Business Administration from the University of Dallas. I
have a Bachelor of Arts from the University of Colorado at Boulder. Professional
development: GE Six Sigma Greenbelt, Lean Manufacturing, KanBan, JIT, ISO 9000,
Juran, Crosby, Chester Karras Negotiations, Self Directed Work Teams, Teaming for
Excellence, Integrated Product Development Process, Cycle Time Training Uniform
Commercial Code, Federal Acquisition Regulations, Foreign Military Sales
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: $225
Q: Who are your top three contributors?
A: Myself $125 Mr. Rex Corley $100
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I have not been arrested or involved in any criminal proceedings. I have not been in
any civil suits.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for the Plano School Board because I am in love with my country and in
love with my children. And educating our children is paramount in ensuring their futures.
And as a side benefit it will provide for a vibrant and strong citizenry. Plano has always had
a great school system and I would like to ensure its continuation. I feel it's important to
pass along a life even better than I had. I felt called to step forward to contribute my very
best as a District Trustee. I have been to the Board meetings since last summer and I
thought I could contribute. I am willing to give my time and talents if I can assist in the
betterment of our public schools, community, and state. We can and should expect the
very best from our representatives and our public servants. This is my part. An informed
and involved citizenry is absolutely necessary for a robust and vibrant democracy and
community. I will expect nothing less from the people of Plano. Their active involvement
and support, and constructive criticism will help me to shape our district policy. My
qualification for this position includes having a Masters in Business Administration (MBA)
from the University of Dallas. I have a 27 year career in purchasing and contracting with
increasing responsibilities working for companies like MedicalEdge Healthcare, Texas
Instruments and General Electric. My responsibilities included the sourcing, budgeting and
analysis, and negotiation of major acquisitions and service contracts. I led acquisitions with
multi-function teams. I am now in career transition due to a recent RIF. Until very recently
I was the Purchasing Director at MedicalEdge responsible for $ 50 million in annual
purchasing. I work well in teams and take pride in seeking continuous process
improvements. At a more personal level, I encouraged and closely followed my two
exceptional daughters through PISD; one currently at PESH and the other at Clark HS. My
intent was to attend each and every teacher and counseling session. I believe I probably
attended better than 90% of these since kindergarten. I have probably attended most of
the recognition and participation events also. I even tried to attend most of their sporting
events. Both my oldest and youngest daughters are distinguished AP and Honor students
with impressive GPA’s. They have earned their scores through hard work, focus and grit,
and diligent study. I am a former Captain in the US Army. I served 3 years in northern
Italy in the Airborne Field Artillery. I am a values voter. I believe that our character is
paramount in defining and identifying who we are. And I have sworn an oath to our
Constitution.

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Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have not met either of my opponents, nor do I have sufficient information. So I don’t
care to comment about them. I would ask the voters of PISD to check out the voter’s
guides available, like the Dallas Morning News prior to making any final decisions. I am
certainly available to speak to groups of folks on why I’m running and what I’m about.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: I have been attending board meetings since last fall. I was impressed by the
professionalism of the staff. I am learning more about the staff and the board through
individual interview appointments. I believe our board members care deeply for our kids
and their responsibilities in this process. I was also involved on parent input nights for the
Vision Academy and also for the PISD screening of the film ‘Road to Nowhere.’
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: 94% of the schools in PISD are now rated either Exemplary (35) or Recognized (24).
The other 4 schools were Academically Acceptable. This leaves more room for
improvement. The School District was rated Recognized for SY ’09-’10. On Academic
Indicators, the district received 19 exemplary and 25 recognized ratings. Having said that,
I do believe that every child in the schools needs to learn to read and do arithmetic. I
cannot comment on up to ‘grade level by school’ but would be fine with fielding comments,
inquiries or criticisms.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: I do not have sufficient information to make an informed response or comment and I
don’t wish to be careless. I would seek orientation and education as I start my role on the
Board. I certainly believe that each and every one of us is deserving of a quality education.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: PISD is looking at a budget reduction from 460 to 399 million dollars. This $60,000,000
over two years represents a 13% reduction. The administration was assigned some
preliminary targets and goals and came back with a suggested plan for Year 1. This was
presented at the public working session conducted on the evening of 29 March. The
reductions achieved were $26,630,635 in Year 1. On my initial review, I liked the plan that
was presented. Dr. Otto’s administration was able to identify cuts that minimized teacher
reductions. The meat of the core programs, both curriculum and programs, managed to
escape gross or pro-rata reductions so far. This plan is provided on the PISD website by
PowerPoint. My hat goes off to Richard Matkin, Jim Hirsch, and the rest of the staff. I
believe the taxpayers of the city will be pleased that the prospects of a tax rate hike
diminished due to the foresight and surgical precision of the staff planning to date.
Unfortunately, depending on the final budget from Austin, these cuts may not be enough.
We will have to continue along the same vein as constructed with the 26 million cut. It will
be painful. But I don't believe that the taxpayers are willing to have their taxes increase. I
am a proponent of not raising them. Much of what is raised in property tax is confiscated
anyways in the 'Robin Hood' state education funding process.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: I am going to want to spend time visiting campuses and speaking with principals and
teachers and students to ascertain programmatic needs and wants. For me personally, I
value the leadership and citizenship skills in ROTC. As an ROTC product in my formative
years I was interested in the program at PISD. I am awaiting a call back now from an
instructor. This may be an area eligible for additional Department of Defense funds or
partnering. And here is another area of interest. Our society and our world are becoming
highly technological. I would like to see more math, science, and computer classes and
programs. Those areas typically lead to what is often the sweet spot of our economy.
Certainly those skills can be well utilized professionally or in other vocations.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: I believe that meaningful vocational-technical training and/or internships could be an
avenue of interest. This is an area to explore and develop for parental involvement and
other charitable and civic organizations which could prove useful.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: I would like to see what would be available in the community at large to further
develop the language skills for the parents in our district.

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Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: Highly motivated teachers, students, their parents, and the principals are a great start.
Desire is a key ingredient. A key ingredient is developing the necessary environment which
is conducive to learning and respect for adults and peers.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: I am not aware of a middle school problem in the district. If I found one I would speak
with the parents, students, principals and teachers for further information.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: I believe that PISD has a significant investment in high-tech tools. They are useful and a
key ingredient in fully participating in an ever increasing high-tech world that we live in.
We must prepare our children accordingly. Exposure to the key software tools is very
important. My experience has been that software tools are utilized where they provide a
heightened level of efficiency. In many cases I’ve experienced there was a marked desire
for old-style paper books for traditional reading. This has the added benefit of the ability to
highlight and re-review later.
Q: How would you get more parents involved in schools?
A: This is an involved issue and not one size fits all. Many parents do not have the sufficient
family budget to engage as much as we might wish. We need to find ways for them to
want to do it; motivation. We also need to look for imaginative ways to defray expenses
for them. We would certainly look for local community support and charitable groups to
help out where possible. I clearly remember working with parents that had lost children
and children that had lost parents at one church in Plano. I think a lot of good work was
accomplished in that program; much of the cost defrayed by volunteer labor.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: PISD has long had a reputation for good schools in large measure due to the teachers.
PISD must seek to attract the best candidates through competitive and attractive salaries,
benefits, and performance bonus, just like Texas Instruments and many other fine
companies. Paying some extra should attract the best and pay dividends over the long run.
If allowed by the legislature, PISD should use standard corporate practices to identify
those unable to maintain required performance levels. Objective measurements,
standards, and evaluations should be allowed to drive needed attrition while handling
employees with dignity.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: The question of evaluating teachers, and schools, in light of their effectiveness is a
given. The question is how best to measure that. I believe that market forces help drive
positive outcomes in most situations. Which methodology is superior? I have seen and
heard a lot of significant disagreement with standardized testing. On the other hand if it
isn’t ever being inspected, it's likely it won’t be done properly. There is no silver bullet
solution for this. I do think that how well the students learn is directly correlated to
effective teaching. I believe the opposite is true also.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: We will have to learn to live within our means. We have to evaluate trade-offs and
make choices that conform to realistic budgets. That is not going to be easy and it will take
a great deal of attention and management.

Michael Friedman

Biographical Info:
Name: Mike Friedman
Street Address: 5104 Briargrove Lane
City/Town: Dallas

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State: Texas
Date of Birth: August 2, 1949
Work or Campaign Office Phone Number: 214-979-6146
Home Phone Number: 972-380-5577
Mobile Phone Number: 214-668-5816
E-mail Address: tfriedman4@yahoo.com
Campaign Web Site Address: www.mikefriedmanPISD.com
Questions:
Q: Length of residency within the district
A: I am a native Dallasite and have lived in the Plano ISD for 30 years.
Q: Where did (or do) your children attend school?
A: I have two daughters that attended PISD schools from kindergarten to high school
graduation. One graduated from Plano Senior High and the other from Plano West. My son
is currently a student at Frankford Middle School.
Q: Occupation/main source of income
A: I am a commercial real estate broker.
Q: Current civic involvement/highlights
A: Board of Directors for both Harvard University's Real Estate Council and University of
North Texas Alumni Association, Chairman of the Board for Legacy Senior Communities,
Board of Directors for Cancer for Life. Received the Stemmons Service Award from the
North Texas Commercial Association of Realtors and was the 2010 National Honoree for
the Hebrew Free Loan Association.
Q: Previous civic involvement/accomplishments
A: Eagle Scout, President of college fraternity, long-time volunteer clown for terminally ill
children, Boards of Juvenile Diabetes of Dallas, Jewish Family Service and Dallas Hebrew
Free Loan Association. Past President of Dallas Bicentennial Lions Club. Taught a finance
class at Shanghai University. Served as local alumni interviewer for Harvard University
admissions.
Q: Education
A: I attended Hillcrest High School, earned my bachelors degree from the University of
North Texas and my masters degree from Harvard University.
Q: Previous public offices sought/held:
A: None.
Q: How much funding have you raised for your campaign?
A: $320.00
Q: Who are your top three contributors?
A: Cara & Barry Mendelsohn Cheryl & Randy Colen Norma & George Wolfson
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: Plano ISD provided a wonderful education to my two daughters and continues to
challenge and educate my son at Frankford Middle School. Today, Plano ISD faces huge
challenges both financially and with parent communication and seems to be at a crossroads
in leadership and direction. I wish to give my time, effort, education and extensive
volunteer leadership experience to helping Plano ISD live up to the high standards our
students deserve and our community expects. My professional experience with large dollar
transactions and extensive volunteer experience serving on boards with multi-million
dollar budgets prepares me for the challenge of serving the community in this manner.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I believe there are two very big differences between me and the other candidates. One
is my extensive volunteer and board leadership experience. Working with people who have
differing backgrounds, priorities, and communication styles can be a challenge and if it is
done successfully, can have big rewards for the organization. I have learned how to listen,
navigate, develop goals and priorities, make tough decisions to help move boards to reach
goals, and interact positively with the professional staff to accomplish great things.
Second, I am a local business man with deep roots in the community who understands
budgets and financials, which is the most critical issue facing Plano ISD today and in the
future.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?

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A: Yes, I have attended some school board meetings, work sessions and made personal
connections with current board members. I have been impressed by the extensive reports
the board has received from staff and committees. I would like to see more discussion on
big issues amongst the board as well as more input from the community. I suggest before
any major board decision, that we give the community face time in front of the board to
ask tough questions and make them a part of the process.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: This is a tough question because there are many schools that have made great gains in
their testing scores in both reading and math. The measurement of a school's success
should be on the growth of each child, not on passing a test or getting them only to their
grade level. If a student already reads above grade level, we need to continue to challenge
him or her to continue to grow, just as we do the student who is below grade level. I think
the most interesting item to learn from our schools that help students grow the most is
that successful strategies at one school may not translate to success at another school. We
have very diverse campuses and giving the principals and teachers the freedom and time
to meet their students needs and the tools to do it is the key to student success.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: The district based improvement committee (DBIC) is charged with reviewing campus
improvement plans written by principals and approved by site based improvement
committees (SBIC) each year. In those plans, they outline how they will reach all different
populations to help close the achievement gap. Most include items like after school
tutoring, Saturday tutoring and make-ups, transportation, etc... which I support. I would
like to encourage each school to continue to develop unique and meaningful strategies to
reach out to their students. AVID is a wonderful program to engage students and
encourage them to strive for successes they never dreamed were possible and I support
this program. There are achievement gaps in Plano ISD between Anglo/Asian students and
Hispanic/African American students. The PISD staff works hard to make the connections
with students and engage them in academics, but more must be done to ensure all
students receive the excellent education we promise and they deserve. Additionally, I think
we need to ask our Latino and African American students, parents and community how we
can better serve their educational needs and help them meet their goals.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: Cutting the budget is never easy. The last thing on my list will be classroom teachers,
which I view as our most precious resource to help our students succeed. The first three:
1) Efficiencies in PISD - I will ask for an efficiency audit and seek implementation of
recommendations including a review of administration, facilities, transportation and
utilities. I will encourage the school staff, parents and public to make suggestions as well.
We all have a stake in reducing costs, increasing efficiency and cutting waste. As a parent,
I know we can cut some large printing projects and go paperless to save money and make
us more efficient. 2) Set a minimum class size for high school electives. It is wonderful
that PISD offers as many or more elective courses than many colleges and if students
selected all of them for their schedule that would be great. Unfortunately, that doesn't
happen and we offer high school classes with less students than an elementary classroom,
sometimes with just ten students. 3) Central administration staff development. I would
reduce the central administration staff development and allow principals the freedom to
bring in topic experts that fit the needs of their staff and challenges of their student
populations.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: If there was excess money to spend in three areas, I would first make sure our
students had access to state of the art technology and the depth of instruction to use it
effectively. These skills will be critical to the future of all our students from special
education to gifted, whether they are repairing cars, performing surgery, leading a
company or manufacturing an item. Second, I would enhance the budgets in math and
science to make sure we were providing the best curriculum and instruction possible to all
of our students. Third, I would expose more students to the life skills that make a person
successful like organizational and time management skills, personal financial literacy,
business etiquette and career planning.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: Decreasing the dropout rate is necessary to the health of our community and
paramount to the student at risk. Thankfully, the drop out rate in Plano is relatively low,
although our goal should always be 100% graduation. Our efforts in ending dropouts must

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start early, from setting expections with the student and parents to making sure resources
are in place to help struggling students get back on track. I would add a district initiative to
recruit corporate partnerships and faith groups to mentor students in our schools.
Mentoring is a proven way to keep students in school and help them see the value of their
education. Additionally, I would add certification programs for students who wish to go
directly from high school to the workforce so they graduate with a plan and means for an
independent and productive life. Plano has a large number of students who go on college
and are scoring way above state averages on SAT and ACT scores. I'm proud to say I have
not heard of a need for remedial college entry coursework of students coming from PISD.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: Communication with parents and the community is an area that is ready for
improvement. The basics to reach parents are in place. Websites, Enews, Parent Portal,
phone trees and newsletters provide the channel of information from the district to the
parent, but not much feedback happens. I believe we need a much more transparent
process when big decisions are being made by the board to encourage community
participation, input and buy-in. I will respectfully welcome input, suggestions and help
from the whole community. Our community is made up of over 100+ languages spoken in
student's homes. There are many cultural and language issues that can push parents away
from participation with the schools. Many of our schools who have a significant bilingual
Spanish population already have staff community liasons to help guide parents through
school processes, answer questions, encourage their participation and share information
about needed social services. The scope of these positions may need to be better defined,
but they serve an important role in student attendance, health, safety and educational
success. I would like to see small groups of parents be invited to informal input meetings
with the board to share what they think is working and any ideas they have for better
meeting the educational needs of their children.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: Small classrooms, excellent teachers, challenging curriculum, high standards,
opportunities for all students to participate in extra-curricular programs, campus
leadership and involved parents make a successful school. Middle school can be a tough
time for many students socially and the culture of bullying has grown as social media
allows for new and more permanent ways to torment kids and instantaneously share
immature words and deeds with the world. Programs like Rachel's Challenge that work to
change school culture are important as middle and high schools regularly deal with
bullying, threats of guns on campus, fighting, drugs and suicide attempts.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: In middle school, you often hear students say, this is easier than elementary school. We
should look at the rigor of the curriculum to make sure we are continuing to challenge our
students who are ready to learn more. Encouraging extra-curricular activities for students
helps them discover their life passions, talents and interests they may not know they had,
develops their social skills and motivates them to academic success. Students who fall
behind, often in math, or because of weak reading skills need to have the support
available to succeed. Our special programs center provides credit recovery programs and
support for helping students get back on track to graduate on time, flexible hours and
course progression, programs for teen parents, along with traditional summer school credit
options. We need to use personalized education plans for students who are at risk of
dropping out, so we can help channel their creativity, intelligence and work ethic into
academic and extra-curricular achievement that provides them with options for their future
instead of dropping out of school.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: PISD is way ahead of many districts in this area. In some classrooms, the technology is
available but is underultilzed because the teacher either does not have a comfort with it or
has not found a way to integrate it into the lesson. The availability of the Parent Portal and
MyPISD is a wonderful tool for sharing grades, assignments and student academic growth
charts. I would like to see more teachers and principals fully adopt and integrate this tool
into their classroom management. Additionally, PISD has many wonderful master
teachers. I would like to see PISD record them teaching lessons and have these master
teachers available to the students to go back over a lesson digitally with a master teacher
on a content area they may have been confused about with their instructor. The future is
laptops or other personal digital devices over textbooks because the information can be

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instantly updated. Some textbooks used by our students today are ten years old.
Q: How would you get more parents involved in schools?
A: I would start with an attitude that truly welcomes parent involvement. I would work to
find ways for it to be easy to volunteer, encourage staff to ask parents to be involved and
promote programs like WatchDogs that bring men into the schools as role models and
volunteers. I would encourage local employers to have family-friendly policies that allow
parents to take off a day to volunteer in the schools or as chaperones for field trips.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: Plano ISD is lucky because teachers come flocking to us. We have more than 15
applicants for every job available, and prinicpals report having lots of great choices on
candidates. Plano ISD has been regularly commended for being a "Best Place to Work" and
we should continue to tout our successes. Retaining teachers and principals is a little bit
more tricky, since other districts like to recruit our well trained staff and the average
turnover of teachers across the nation is high. By providing teachers and principals an
environment where they have a dedicated classroom, freedom from as much
administrative paperwork as possible, creativity, skills and professionalism to connect with
their students and use their talents to teach or lead will provide the job satisfaction that
drives people to enter the rewarding education profession.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: Teacher pay should not be linked with their student testing outcomes, but should be
incentivized for the team to succeed together in growing students knowledge and ability.
If a school is failing, there must be consequences that determine why, what resources,
programs or training is needed and if leadership or teaching changes need to be made.
For the schools who are showing success, we should provide them with positive accolades
and make sure we understand how they did it and if it is appropriate to duplicate.
Principals should receive a 360-performance review to gain insight into their strengths and
areas they could improve. Assistant superintendents, teachers and parents should
participate to help prinicipals constantly improve and provide better accountability.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: The fiscal situation has been a game changer in public education. There is no unlimited
checkbook to do all that we may want to do, so we must focus on what we need to do. We
need leadership to seek community input and support for our goals and values and then
make the tough decisions. There is no way to please everyone and the needs of the
students must come first.

Paul P. Kaminsky

Biographical Info:
Name: Paul P. Kaminsky
Street Address: 1413 Harrington Drive
City/Town: Plano
State: Texas
Date of Birth: January 8, 1956
Work or Campaign Office Phone Number: 972-424-7875
Home Phone Number: Same
E-mail Address: tiger1956@verizon.net
Campaign Web Site Address: mrkaminsky.com
Questions:
Q: Length of residency within the district
A: I have lived in Plano for four years.
Q: Where did (or do) your children attend school?
A: I have two daughters; Alex attended PESH and is now at UT Austin. Katie is currently at
Clark HS.

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Q: Occupation/main source of income


A: PISD Substitute Teacher/US Military Pension
Q: Current civic involvement/highlights
A: None, however being a PISD Substitute Teacher is a civic task. I do it because there is a
need for positive role models for students.
Q: Previous civic involvement/accomplishments
A: 1)Political appointment to the Prince William County (PWC) Virginia, Housing Advisory
Board. 2)Vice Chairman of Task Force for Affordable Housing, PWC. 3)Served as first
Chairman of the PWC Housing Board. 4)Elected Trustee Westridge Swim and Racquet
Club.
Q: Education
A: MBA, City University BS, Law Enforcement Administration, City University AAS, Criminal
Justice, Delaware Technical and Community College
Q: Previous public offices sought/held:
A: Unsuccessful run for Place 2, PISD (2010).
Q: How much funding have you raised for your campaign?
A: -0-
Q: Who are your top three contributors?
A: I have no contributors.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I am running for Place 4 because I do not want to see the outstanding academic
achievements of PISD to be damaged by legislative budget cuts. I want every student to
have the same environment which produced Amy Chyao. Her academic success is a tribute
to her abilities, her family, and the educational structure provided by PISD. I am the most
qualified candidate because I am an active PISD substitute teacher and I understand the
realities and challenges of being a teacher. In addition to being a teacher, my business
education (MBA) and 22 years of military service has provided me with the ability to take
on the challenge of budget shortfalls and make those decisions necessary to keep
producing outstanding students.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I am in the classroom almost on a daily basis. I intend to continue being in the
classroom even after I am elected. I am going to be the 24/7 trustee easily accessible by
parents and the taxpayers of Plano. Also, I have an MBA and I understand budgeting,
creative financing, and how to build strategic alliances with corporate America. And finally,
I live in Place 4.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes, I have watched numerous school board meetings. Effective board members do
their own homework, ask hard questions,and demand good answers. Also, they are not
afraid to cast an oppsoing vote.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: The best schools in PISD have the highest TAKS scores. The schools with the best scores
should be the bench mark for other schools. PISD should conduct formal evaluations of the
best schools and develop a program for improving the TAKS scores in lower scoring
schools.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: Before you can close the achievement gap between Latinos and Anglos you must
determine what is the underlying cause(s). This being the case, I would direct a “teacher”
task force to study the problem unique to PISD and make the appropriate
recommendations on closing the gap. Teachers are a valuable source of knowledge and
often overlooked.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: 1. New construction. 2. Administrative staff. 3. Cut senior staff salary/benefits.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: 1. Increase AP programs. 2. Develop a technical trade academy 3. Increase AVID
programs

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Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: This question has two answers. First, I would like to see a technical trade academy
which would prepare many of our students for the trades which would decrease the
number of dropouts. As it stands now, PISD is college oriented leaving many students with
few options upon graduation. Second, I would like to see an increase in the number of AP
courses. AP courses translate into a cost saving for parents sending their children to
college.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: As it stands now, PISD does a good job in communicating with parents about their
students. PISD has a problem in communicating PISD policy to parents. This problem can
be solved by creating a more transparent organization by broadcasting working sessions
and posting policy justifications on line. I have been frustrated many times by unexplained
policies and have often wondered why some policies exist. In one particular case, I
questioned a policy and was told to call the governor……I did. Parents who do not speak
English present a challenge. English is the common denominator which built this great
country. In addition to trained community liaisons, I would support designated schools
teaching English at night to parents/guardians. The job of the liaison would be to get
parents involved in their children's lives, help parents understand the importance of
education, and encourage them to learn English.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: The most successful ingredients in any school are parents who are involved in their
children’s lives. Good parenting is reinforced by good teachers and now, some of our best
teachers are leaving. The one resource we are lacking is the money to get our teachers
back in school.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: Middle schools are probably the most challenging schools. The middle school years are
transitional period for students as they physically change from children to adults. The key
lies in a sound elementary education where the basics of education are taught and required
prior to advancement. I would also like to study the possibility of incorporating a gender
specific math/science classes in middle schools. Many school districts around the country
have implemented gender specific classes with great success. Gender specific programs
are federally approved and worth exploring.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: Technology is being used very effectively in PISD classrooms. Most classrooms have
computer audio and video systems which support lesson plans. A teacher can immediately
choose from numerous internet programs on almost every subject. Also, students have
their own login passwords and they can access numerous sites for school work and
projects. I think the future emphasis should on laptops because textbooks are expensive to
replace and are limited in the amount of data they can hold. A laptop is a key to the world
of knowledge, both good and bad.
Q: How would you get more parents involved in schools?
A: This is a hard question. You would think if the schools offered more parent related
activities, more parents would be involved. It has been my experience as a parent that
you see the same parents at most activities. The real question is how you get more
parents involved in their children’s lives at home. I strongly believe education begins at
home and supportive homes produce great students. Parents must be committed to their
children’s education. This is the perfect question a school board should ask the PTA.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: As of today, this may well be a “mission impossible” as teachers are losing their jobs
and more budget cuts are around the corner. How do you recruit, retain, and develop
effective teachers in an era of uncertainty? The answer lies within the ranks of our
teachers. We have the best teachers in Texas right here in Plano. If elected, I would
support creating a teacher’s council for developing such a program and include the process
of weeding out those teachers who are not effective. My guidance would be to build a track
program where every teacher has the opportunity to progress to a senior administrator
position. Again, leadership must come from within PISD.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those

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consequences be?
A: No, because there are too many variables when it comes to teacher's pay and student
performance. Class dynamics hinge of a variety of issues including subject, class size,
personalities, and so on. I do not want teachers “grading” for pay or “teaching the test”. I
want students to get the grades they deserve even if that grade is failing. If anything, I
would be open to a teacher’s bonus program only if funds are available. I would envision
this program being tailored after US Government bonus programs, which I administered to
my civilians during my military career. Again, before a school is held accountable for failing
or succeeding, what is the standard? I do not want schools afraid to report poor grades.
PISD must demand accurate and fair figures from schools for better understanding
problems and finding solutions. A failing school may require additional funds, more
teachers, or the removal of ineffective administrators and teachers.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: Here is the truth. More teachers will lose their jobs. Classroom sizes will increase. Public
education in Plano is in jeopardy.

Plano ISD, Place 5


Description:

Candidates (choose 1):

Bart Ridley

Biographical Info:
Name: Bart Ridley
Street Address: 1212 Gardengrove Ct.
City/Town: Plano
State: Texas
Date of Birth: November 8, 1968
Work or Campaign Office Phone Number: 214-707-0097
Home Phone Number: 972-423-8564
Mobile Phone Number: 214-707-0097
Fax Number: 214-259-8788
E-mail Address: bart@bartridley.com
Campaign Web Site Address: www.bartridley.com
Questions:
Q: Length of residency within the district
A: 1979-1987 and 1999-present
Q: Where did (or do) your children attend school?
A: Daughter currently attends Shepard Elementary
Q: Occupation/main source of income
A: Attorney
Q: Current civic involvement/highlights
A: Plano ISD Education Foundation, Board Member 2003-present; Member, Shepard
Elementary PTA; Member, Plano ISD Alumni Association; Member, Pitman Creek Estates
Homeowners' Association; Member, Plano Chamber of Commerce
Q: Previous civic involvement/accomplishments
A: Leadership Plano, Class 18; Plano ISD Educator Internship Program, 2001; Plano
International Preschool Board Member, 2001-2009, Member of 2008 Plano ISD Technology
and Facilities Bond Task Force
Q: Education
A: Plano Senior High School, 1987; B.B.A., University of Texas at Austin, 1991; J.D.,
Baylor University School of Law, 1994
Q: Previous public offices sought/held:
A: Previous candidate for Plano ISD Board of Trustees, Place 1
Q: How much funding have you raised for your campaign?

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A: I have neither asked for contributions to support my campaign or accepted any


contributions. Instead, due to the financial straits of our district, I have encouraged
persons interested in contributing to my campaign, to instead contribute to the Plano ISD
Education Foundation or the Hendrick Scholarship Foundation. Contributions made to these
non-profit organizations are tax deductible and will directly benefit the students and
teachers of our district.
Q: Who are your top three contributors?
A: Bart and Jenny Ridley
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: I have never been arrested or involved in any criminal proceedings. As an attorney, I
was named as a Defendant in a civil lawsuit filed in U.S. District Court for the Northern
District of Texas, cause No. 3:00-cv-01409, styled Harris v. Ashby, et al. The defendants
included a State District Judge, the Dallas County Sheriff, and numerous local defense
attorneys. The lawsuit was filed by a former opponent that was held in contempt by a
State District Court Judge for the unauthorized practice of law, and ordered to confinement
in the Dallas County Jail because of repeated violations of the State Court's orders. The
claims against me were ultimately dismissed by the Federal Court.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: In times like these, I believe that our district needs leadership with true grit and from
someone who will stand with our teachers. I am the most qualified candidate for this
position because I bring a long history of volunteer community involvement in activities
that have directly benefitted students and educators throughout the Plano ISD. I am a
graduate of Leadership Plano. I participated in the Plano ISD Educator Internship program.
For eight years, I served as a Board Member of a small, non-profit preschool based in
Plano serving children not proficient in English. Since 2003, I have served as a Board
Member of the non-profit, Plano ISD Education Foundation. I served on the 2008 Plano ISD
Technology and Facilities Bond Task Force. My wife taught in a Plano elementary school. I
truly understand how hard teachers work and that the challenges they face are often
underappreciated. My wife and I are the parents of a Second grade student and a
pre-school student. We are truly invested in the long term success of the school district. If
elected, there will be little or no learning curve for me to begin my service as a Board
Trustee. I know the players, I know the issues, and I will stand and fight for what is right
for our teachers, what is right for our students, and what is right for our school district.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Please refer to my answer above. Moreover, I am not a single issue candidate. I
believe that our boundary feeder alignment issues must be resolved in the interest of
balanced and equitable enrollment for all campuses, especially Plano West Senior High
School. I will insist that our district administrators develop solutions to fix the problem
both in the short and long term, but I will not put my personal interests above what is right
for all interested stakeholders of the district. I encourage voters to do their own research
on the issues of importance to the stakeholders of our distict, and the positions of all
candidates and their supporters on those issues. You can start by reviewing the opinion
columns that appeared in the Shepton High School PTSA Newsletter:
http://sheptonptsa.org/PDFs/Dec%202010.pdf http://sheptonptsa.org
/PDFs/Feb%202011.pdf
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: During my tenure as a Board member of the Plano ISD Education Foundation, I have
had occasion over the last eight to attend board meetings usually when certain students or
educators were recognized for achievement in programs supported by the Foundation.
Since I decided to become a candidate for school board, I have attended Board meetings
and work sessions more regularly. I learned during these meetings that there are many
more positives about the Plano school district than there are negatives. I also believe that
the recent change to allow public comment both on agenda items, and non-agenda items
are positive steps toward better communication between district stakeholders and Board
members.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: Armstrong Middle School is a good example of academic improvement. What we have
learned is that good principals plus good teachers equals improved student academic
progress.

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Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: Based upon my experiences in serving on the Board of Plano International Preschool,
and being exposed to the programs offered by Plano ISD's Student and Family Services
Department, I believe that one of the keys to closing the achievement gap between these
groups of students is language skills. Many Latino students in our district come from
households where English is not the primary spoken language, and the parents of these
students may have limited education and proficiency in their native language. Improving
English language skills of Latino parents and students will almost certainly help to close the
achievement gap because one cannot be expected to achieve in our system unless they
possess the necessary skills to understand what is being asked of them. One recent
district initiative which has received recognition on a national level is the implentation of a
Mobile Learning Center which represents an effort to close the achievement gap by
delivering the services of the district to directly to the parents that may have limited
education or resources to actively support their children's education.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: I would prefer not to have to approve any more cuts spending, but instead have the
State of Texas meet its constitutional obligation to fund the education of our children,
especially when it readily collects our property taxes under the current school finance
system. The role of a Board Trustee is not to identify the specific areas where cuts are to
be made, but to identify parameters as to where the cuts should and should not be made
and then receive recommendations from district administrators. As such, I believe the
better question would be, what areas of school district spending would you seek to protect
from further cuts? When future cuts are necessary, as it appears they will be, I will insist
that classroom teachers, and essential support positions within our schools such as nurses,
counselors, and special education teachers, be the last areas subject to budget reductions.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: Safety of our Students and Teachers; Programs designed to serve the needs of those
types of learners that are not currently being met; and programs that have historically set
our district apart from others, such as the Fifth Grade Adventure Camp.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: I support an Education First Philosophy, meaning that as parents and educators, we
must set the expectation that our students will be prepared for the rigors of college or
advanced career training. The district program AVID (Advancement Via Individual
Determination), which in a few short years, has increased opportunities for students in the
academic middle to develop opportunities for higher education that might not otherwise
exist is a prime example of the types of programs I would ask educators and
administrators to support and develop.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: To improve the district's communication with parents as a whole, I would set goals to
better educate our parents as to all the currently available sources of information from the
district. The platforms already available from the district for parents to stay informed
include, PISD.edu, myPISD.net, eNews, Facebook, Twitter, televised Board meetings, and
on-line access to videotaped Board meetings. I would also advocate the development of
additional methods of Board communication as technology evolves such as streaming web
video, podcasts and YouTube. With regard to non-English speaking parents, the challenge
of effective communication is somewhat differnt. Our district is diverse in that there are
many languages spoken at home other than English. Based upon my experiences in
serving on the Board of Plano International Preschool, and learning about what the district
is already doing to serve large groups of students from non-English speaking backgrounds,
it would make sense for the district to recruit educators with the ability to speak the
languages of the families we serve as they become proficient in English.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: Great Teachers. Interested students (Did I mention Great Teachers?). Supportive
parents (Did I mention Great Teachers?). While my children are not yet at the middle and
high school levels, the schools in my area of the district are Wilson Middle School, Vines
High School and Plano Senior High School. From my personal observations and listening to
parents that have students enrolled at these schools, I believe that the teachers in these
schools are doing a great job. The challenge we face going forward is being able to keep
these teachers employed because of budget reductions.

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Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: It is my understanding from district officials, that Plano ISD's dropout rate is very low.
Nevertheless, without continuing efforts to make school interesting and beneficial to
students at risk, we can anticipate that the dropout rate may increase. Programs such as
AVID enlighten students in the academic middle that opportunity exists for all that pursue
it. I would like to see the AVID program expanded and supported at the middle school
level. I would also advocate developing other programs designed to make attending
school more interesting for at risk students. Programs based in real world applications of
science, math and technology would likely keep certain students engaged in the learning
process during their middle school education.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: From my personal observations, I believe that technology is being used effectively in
the classroom at all grade levels. I continue to be impressed with the work of Associate
Superintendent for Academic and Technology Services, Jim Hirsch, and his staff for their
efforts to keep Plano ISD on the forefront of innovation in the classroom. I anticipate that
the pilot program at Robinson Middle School wherein each student of a certain grade level
is assigned a netbook will be someday be expanded district wide. I also believe that future
technological advances will dictate that our students are equipped with laptops or some
other form of mobile media to facilitate learning. However, I also believe that it is
incumbent upon our district to also teach our students the fundamental skills of how to
gather information and resolve problems without the use of technology. Just because most
people now use a calculator to quickly answer equations does not mean that we no longer
have to teach our students how to answer these same equations without the benefit of an
electronic device.
Q: How would you get more parents involved in schools?
A: This is one of the most challenging issues facing our district. Certain schools have
essentially unlimited support from parents through active PTAs and parents that are
themselves high achievers. On the other hand, there are several district schools that have
little or no PTA membership, and parents that are either not willing or not able to become
involved in school functions. For these schools, I subscribe to the following belief. Make
school interesting for students, and parents will follow with their support. All parents want
a better life and more opportunity for their children then they had for themselves. I
believe that parents are more likely to become involved in schools where their children
look forward to going each day, and which they believe will offer their children the
opportunity for a better life.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: The best teachers are those that truly love to teach. As with any company, the best way
to recruit and retain good employees is to provide them with a positive working
environment and competitive benefits. Our teachers should know that if elected, I would
support measures that encourage the best and brightest teachers to choose our district and
stay in our district. In my opinion, the best way to develop more effective teachers is not
to only judge them by their students’ performance on standardized tests, but instead,
instill measures where our teachers focus their efforts on actual student progress.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: While I like the idea of rewarding teachers for student performance, I believe that any
bonus compensation for teachers should be based on actual student progress as opposed to
student mastery of a standardized test. Increased compensation will motivate some
teachers, but the best teachers are those that truly love their job. As such, I would
advocate the creation of a system that rewards teachers for excellence in student
academic progress and also rewards those teachers that help shape a well rounded student
in areas such as Fine Arts and Public Service. The district currently uses the Measures of
Academic Progress (MAP) testing program to measure individual student achievement
growth. I would be willing to consider a teacher bonus program that is based on this type
of data and reward our teachers for a job well done. I would also encourage our
administrators to create a system that rewards teachers for student growth in areas not
easily measured by testing data. If the students of a particular teacher are not showing
academic progress, a change should be made. If a particular school is not collectively
showing academic progress, a change in leadership should be made.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?

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A: Unfortunately, because of the sheer size of our district, I believe that various
perceptions and realities have developed about certain schools within our district. During
the attendance boundary meetings of 2009, I heard a number of speakers imply that they
did not want their child going to "That" school. I believe these types of comments were
grounded in both perception and reality. The reality being that there are schools within the
district that are not performing up to the expectations of our community. The perception
being that there is nothing the district can do to correct the situation. As a Trustee, I would
work to return the district to an environment where it does not matter which school your
child attends, only that he or she attends a Plano ISD school. Such a goal likely means
focusing additional available dollars on schools that require attention. The district has
developed a comprehensive plan to revitalize its facilities as they age. I believe that the
district's success is intertwined with the success of our community as a whole. As a Trustee
and a taxpayer, I will work to forge relationships with neighborhoods, businesses and city
leaders to collaborate on efforts for the mutual benefit of the students of the district and
the community as a whole. As a community we have always recognized that one of our
best investments is an investment in our schools.

David S. Stolle

Biographical Info:
Name: David S. Stolle
Street Address: 18812 Fortson
City/Town: Dallas
State: Texas
Date of Birth: October 31, 1970
Work or Campaign Office Phone Number: 214-953-6105
Home Phone Number: 214-473-8898
Mobile Phone Number: 214-642-4518
Fax Number: 214-661-6804
E-mail Address: dstolle@jw.com
Campaign Web Site Address: davidstolle.com
Questions:
Q: Length of residency within the district
A: My family has lived in the Plano ISD attendance boundary for nearly 9 years. We
moved into the district specifically for the schools
Q: Where did (or do) your children attend school?
A: My oldest son matriculated through Jackson Elementary, Frankford Middle School and is
currently at Shepton High School. My two younger children are at Jackson Elementary.
Q: Occupation/main source of income
A: I am a partner in the Dallas office of the law firm Jackson Walker L.L.P., with a finance
practice.
Q: Current civic involvement/highlights
A: I have volunteered for many years on the fields and diamonds of Plano as a youth
coach. Weekly practices and games gave me the opportunity to help develop boys into
young men who know not just how to play a sport, but also about responsibility,
determination, friendship, and the value of teamwork. My oldest son and his teammates
are now on the high school teams, and I continue to coach my youngest son’s teams. My
wife and I are active booster club parents at Shepton High School, where my wife Cristy is
the current Booster Club President.
Q: Previous civic involvement/accomplishments
A: The bulk of my volunteer time and effort has centered around my young family. In
addition to the commitment I make several times a week to youth sports, I have been a
WatchDog and PTA member in multiple schools. Additionally, I served as chairmen of the
Jackson Walker L.L.P. United Way campaign, setting a record for the number of associates
contributing and the amount of money contributed.
Q: Education
A: I have earned three degrees: (1) BA-English from Texas A&M University (1994), (2)
MA-English from the University of Texas at Tyler (1998), and (3) JD from St. Mary’s

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University School of Law (2001).


Q: Previous public offices sought/held:
A: I have previously neither held nor sought public office.
Q: How much funding have you raised for your campaign?
A: I have raised $330.00.
Q: Who are your top three contributors?
A: I don not have any large campaign contributors. All contributions have been $20.00 or
less.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No, I have never been arrested or involved in any criminal proceedings or civil suits.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: With three children currently enrolled in PISD schools, I have a passion for the
educational excellence in Plano ISD. My wife and I returned to my childhood community of
PISD over eight years ago specifically for the schools, and we are very active in each of
our children’s education and activities. I decided to run because I believe in serving one’s
community and I wish to contribute by using my unique skill set and background to make
PISD an even better district than it already is. I am currently a finance attorney at the law
firm Jackson Walker L.L.P. in downtown Dallas, but prior to law school, I taught high school
English for four years while I earned my masters degree. These two very different
professional backgrounds give me a unique perspective. As a former teacher, I know from
the inside the way a classroom works, the way a campus works, and the way a district
works. I understand from first hand experience the impact decisions made by a school
board can have on a classroom. In my current career, I work on negotiating large,
complex commercial and financial transactions and have the opportunity on a daily basis to
work within a group - with each member having his or her own perspective and his or her
own goals – working to negotiate a deal that ultimately benefits all parties. The experience
provided by both careers will allow me to address district issues from a negotiator’s
perspective of finding solutions that lead towards the final goal of providing an excellent
education to all students, while maintaining a teacher’s perspective of understanding how
the final goal, and all of the decisions made on the way to the final goal, affect the
classroom.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: My experience as a teacher provides me with a perspective and experience that cannot
be duplicated. Teachers are the key to academic success in PISD, and I believe my
classroom experience will prove invaluable in navigating the issues facing the district.
Additionally, because I have children from elementary through high school, I am plugged
in to the parent communities and have seen first hand the policies, process,
communication and challenges facing PISD.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes, I have attended school board meetings and work sessions. I believe an effective
board member must be guided by two overriding principles: first, think critically about
every issue presented and do not render a decision until all information necessary to make
an informed decision has been received and digested and all questions have been
answered, and second, vote for what is best for each and every student in the district.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: Looking over the data on each school in PISD, it is clear there are many that have
made great strides in educating their students. I am most proud to see the transformation
that has happened at Jackson Elementary, where my oldest child attended and where my
two younger children currently attend. Jackson is a Title 1 school, meaning it has a
significant low-income population, with a majority of the students living in multi-family
housing. Spanish is a primary language for many and the educational attainment level for
the parents of many students is low. Most of these statistics would point to a school that is
“at risk”. Instead, the campus staff, parents and administration have come together to
provide the support and services to make each child successful. The lesson to be learned is
in maintaining high standards for all children and engaging the parents and staff in the
success of the school.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: As the Latino population continues to grow in the State of Texas, this issue will remain

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on the front burner. The best way to close any achievement gap may be to engage Latino
parents in the education process and coordinate with community services and programs to
provide skills which encourage such engagement.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: In these trying financial times, all districts are faced with this question. With the
2010-11 budget so dated because of an anticipated funding shortfall and with the 2011-12
budget still being finalized for approval, it is difficult to determine specific spending cuts.
With this in mind, however, the district must seek cuts from non-instructional costs as
much as possible. We must protect our teachers and the integrity of our classrooms, and
look to cut here only as a last resort. One way to achieve non-instructional cost savings
would be to eliminate dated methods of communication. For example, my children still
bring home hard copies of calendars and district policies, when, in this electronic age, such
information can easily be disseminated on-line or via electronic communication. A second
method of achieving non-instructional costs savings would be to suspend services which,
while valuable, may be suspended until the district can adopt a budget that does not
require teacher layoffs. For example, the district unveiled in 2010 a mobile computer lab
used to provide family services and adult education services for parents in their
neighborhood. While the mobile lab is a valuable asset to the district and was acquired
with federal funds, use of the bus and the costs associated therewith, such as salary for a
driver, security, and an instructor and transportation and maintenance costs for the vehicle
are borne by the district. This is a cost we cannot afford if we lose even one teacher for it.
A third method of achieving non-instructional costs savings would be to continue searching
for duplication in administration staff and services and responsibilities currently shared by
two or more staff members which may be consolidated into one position.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: If the district had the funds, my first order of business would be to rehire the 223
teachers laid off on March 29, but I don’t believe that is the spirit of the question.
Nevertheless, assuming a perfect world where the state’s funding shortfall did not force the
district to make any cuts, there are areas which could benefit from growth. The first area I
would spend more is in the development of a number of small, focused academies
designed around specific disciplines to serve specific student populations with an interest in
the subject. A second area in which I would spend funds, if available, is in the expansion
and development of our career and technical classes and programs for our non-college
bound students. This goal could actually be combined with the first by creating academies
focused on specific career and technical programs with similar core-course focus, helping
more students prepare for trade school entry or certifications for those going directly to
the work force. A third area in which I would spend additional funds, if available, would be
in enhancing the district’s community outreach programs. The best way to promote
student achievement is to engage parents in the process. An engaged parent can keep
successful students focused and enthused and struggling students encouraged and working
hard. I would like the district to bring more parents back into the education process.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: I would like the district to continue developing its career and technical classes and
programs to encourage those who may not be interested in college as the next step of
their educational career. This has the possibility of providing two benefits. First, by
providing technical training, a student can graduate high school with a marketable skill and
enter the workforce prepared to earn a living. Second, keeping students in school and
engaged in the learning process has the additional benefit of providing the skills, the
educational background, and the diploma which can keep open the possibility for college,
should that student later decide to attend. Providing this training to students allows them
to see possibilities of a stable and successful life if they graduate from high school, even if
college isn’t in their immediate plans.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: One area in which PISD in general, and the school board in particular, could definitely
improve is in its communication with the community. The taxpaying community, and
particularly the parents of affected students, need to know what is happening within the
district and what the school board is doing. This needs to be communicated to the parents
clearly, openly and frequently. A community educated about its district is more likely to
become engaged with its district, and an engaged community makes for a strong district.
As to those parents who don’t speak English, they must have a means to communicate
with their children’s teachers and principal. While the district is in a position of laying off

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teachers, I cannot advocate adding additional community liaisons, but I do support the
program in places where it is most needed.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: Just like the ingredients for a great recipe, the right mixture is what makes success.
Strong curriculum, capable and trained staff, frequent and clear communication, teamwork
and an administration that is open and responsive are all needed. The key to a successful
high school or middle school are the parents of each student enrolled. Just as a district is
strengthened by parent involvement, a student is strengthened by parent involvement.
The support and assistance an engaged parent provides can keep a student focused on
education and teach the student how to adapt to and overcome obstacles. Unfortunately,
not all kids come from a home with a stable family situation and sometimes, school is their
only home. That is where a staff with the life mission of helping students become
successful beyond academics can make the difference between positive and heartbreaking
results.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: Middle school can be a difficult time for many students. It is a time of tremendous
change, and it is during this time that our schools and our parents should be most vigilant.
From the district’s perspective, PISD should review its middle school curriculum to make
sure we are meeting the needs of our students, while also protecting against students
falling behind. In PISD, the parent/teacher conference, which during the elementary school
years provides such valuable personal feedback, fades in middle school. As students have
academic, social or attendance challenges, I think we should re-engage that conference
with the teachers, parent and student to track their success, point out places of weakness
and make a plan to help the student succeed. With a team approach, I think we can keep
students from falling desperately behind and stem the drop out rate.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: PISD and its administrative staff have done a very good job of using technology to
distribute information to its parents via the internet. As I have stated, the more
information parents have, the more involved the parents will be. I would like to see the
district use this same technology to distribute information to its students, including using
district websites to distribute work assignments and information which would traditionally
be distributed as a hard copy. As to a future emphasis on laptops or textbooks, in this time
of fiscal strain, the district should utilize the most cost-efficient method possible.
Q: How would you get more parents involved in schools?
A: The best way to get parents involved in schools is to maintain constant and open
communication. When parents feel comfortable talking to teachers, principals, and
administrators they feel comfortable asking questions and engaging in the educational
experience. This may require schools to partner with its PTAs to schedule more frequent
events intended to bring parents and families to the schools more often. Additionally, as a
district, everyone involved needs to renew its commitment to frequent and open
communication in PISD.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: PISD has the advantage of annually receiving more employment applications than it has
open positions and a strong national reputation for educational excellence. This allows the
district to hire the best and brightest candidates and begin each year with as strong a staff
as possible. Making sure principals provide the professional training, direction, support and
leadership in their schools helps motivate, encourage and retain high quality staff. As to
teacher retention/evaluation, principals along with input from grade-level team leaders
and student growth measures, should be the measure of a teacher’s ability to reach his or
her students.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: I believe in providing incentives to teachers who continue to achieve at a high rate. If
this incentive includes providing teachers with a bonus or with a salary increase, I would
support this. The key, however, to any performance-based pay system will be to develop a
method of tracking student achievement and student success without relying solely on
standardized test scores. For example, if a teacher begins the year with a class of students
reading below grade level, but by year’s end has the class at or above grade level, this
teacher and the students have succeeded tremendously, but this result may not be
evidenced by the class’ standardized test scoring.

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Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: PISD is a district in transition. For the past 40+ years, PISD has been a district
exploding with growth. As the district matures, it faces an interesting dilemma. While its
borders are landlocked, large undeveloped (single family residential) tracts remain in
some parts of the district boundaries. Additionally, land exists along the Dallas North
Tollway and the Bush Turnpike that can be developed into multi-family residential projects.
The possibility for growth continues to exist. At the same time, the district has a number of
maturing neighborhoods, where student population is dwindling. The issue is anticipating
and planning for these changing numbers without overcrowding our schools. This must be
done by constantly monitoring student population and efficiently using district facilities.

Rockwall ISD, Place 7


Description:

Candidates (choose 1):

Stephanie Adams

Biographical Info:
Name: Stephanie Adams
Street Address: P.O. Box 1204
City/Town: Rockwall
State: Texas
Date of Birth: January 10th
Work or Campaign Office Phone Number: 972-762-3757
Home Phone Number: 214-717-8797
Mobile Phone Number: 214-717-8797
E-mail Address: stephanie@ivote4stephanie.com
Campaign Web Site Address: www.ivote4stephanie.com
Questions:
Q: Length of residency within the district
A: Have you ever heard the saying, "I wasn't born in Texas but I got here as fast as I
could?" When we originally relocated,my husband and I often shared the same sentiment
about our community to our family and friends across the state. We are so excited to be a
part of this great city! A native of Texas, my family and I have lived in the Rockwall
community for five years.
Q: Where did (or do) your children attend school?
A: We have three children, a 5th grader and twins in the first grade. All attend Celia Hays
Elementary.
Q: Occupation/main source of income
A: I have a real estate background. Currently, I am a local Realtor with Ebby Halliday
Realtors. In 2010, I received the Ebby Halliday Platinum Award and also was named Ebby
Halliday Rockwall/ Top 10. My husband is an Executive Sales Representative with Johnson
& Johnson's Pricara Division.
Q: Current civic involvement/highlights
A: Member, Celia Hays PTA Executive Board; Member, Rockwall Women's League;
Volunteer, Children's Ministry/Lakepointe Church; 2010 Rockwall ISD Strategic
Thinking/Planning Team Member
Q: Previous civic involvement/accomplishments
A: Over the past several years, I have been busy volunteering on various projects to
improve Rockwall ISD. In 2010, I served on the Strategic Thinking/Planning Team, a 42
member panel of school administrators, teachers, students, and community leaders whose
purpose was developing a future plan and vision for our district in the coming years. In
addition, I have served the past 4 years on our Parent Teacher Association (PTA) Executive
Board, serving as President last year. I am a former member of Rockwall Preschool
Association, a non profit organization that serves children in need.

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Q: Education
A: I graduated from Texas A&M University. I am also a licensed Texas Realtor, originally
obtaining my license in the mid 1990's.
Q: Previous public offices sought/held:
A: None
Q: How much funding have you raised for your campaign?
A: I am still in the process of raising money for my campaign.
Q: Who are your top three contributors?
A: I have received financial and grassroots support from the Rockwall ISD community, and
Metrotex Association of Realtors.
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: No.
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: I decided to run after serving Rockwall ISD on the 2010 Strategic Thinking/Planning
Team and as the former PTA President and current member of an Executive PTA Board.
Rockwall ISD is facing tough budget decisions, now and in the coming years and I believe
my background as a local Realtor gives me a strong knowledge of property values, taxes
and how Rockwall ISD’s budget will be affected by projected home sales in our
community.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: I have a unique perspective on issues currently facing our District. Similiar to School
Board, my background as a former District Manager, provided me with the experience of
working with individuals of varying personalities and also at multi levels. As a Realtor, I
understand property taxes and property values and how it affects our budget. Additionally,
I have three kids who will be attending Rockwall ISD for many years to come. If elected,
this will keep me accountable to decisions I make on the board since those decisions will
have a direct affect on my family. I am focused on these four key areas. Classrooms – As
the district faces inevitable budget cuts, it is vital that we keep a strong teacher workforce.
I will fight against any increase in the teacher to student ratio and allow the teachers to
focus on the individual needs of each child; Budget – Just as you and I do at home, the
District needs to plan accordingly and be prepared to meet any challenges the future
brings. We are facing tough times and we need serious leaders with experience and
knowledge with budgets. As a former District Manager, I am experienced in balancing and
maintaining multi-million dollar budgets; Curriculum: I will fight to continue the strong
curriculum standards at Rockwall ISD and work to ensure every student is given the tools
to succeed after graduation; Transparency – I pledge to uphold the values of our
community and provide you with open and honest leadership. I will make strong
conservative decisions as a member of the School Board.
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: Yes,I have attended school board meetings. Being an effective board member requires
the ability to listen and compile ideas from parents and community members across the
district to provide the best solution for Rockwall ISD.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: I firmly believe every school in our community works hard providing each child with the
best education possible. If elected, I want to maintain our current curriculum standards
and continue to improve them, providing all children with a well-rounded education and
the opportunities to succeed in the future.
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: I believe that Latino students deserve the right to the same quality education that is
provided to every student. Each and every Latino student should be taught core subjects in
English. This will help give Latino students the same well rounded education and bright
future as every other group of students.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: Until budgets have been finalized in Austin, I do not believe it fair to teachers,
administration, or students to discuss budgets cuts. School district employees have been
entrusted with the responsibility of educating future generations. Creating worry among
employees and departments within the district will distract from the goal of teaching
students.

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Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: If the school district had more money, it would be great to see more money spent in
classroom resources,including technology. Additionally, in the past ten years our
community has experienced an enormous amount of growth. With growth, comes the need
for more buildings and more teachers.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: Some of these are already being utilized to some degree within our district. After school
mentoring and tutoring are a great way to reach out to kids who may be at risk of
dropping out of school. Additionally, apprenticeship programs offer kids the opportunity to
explore areas of interest and help prepare them for the future.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: I believe we need to provide a welcoming environment for diverse ethnic groups. It is
important to place students with Spanish speaking parents in classrooms with teachers
who are bilingual. In addition, the district should provide a liaison to communicate between
parents and teachers.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: I believe the ingredients that make for a successful high school and middle school
include good leadership and parent and teacher involvement.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: One key to improving middle school education is by having smaller classroom sizes.
Creating a fun and positive nurturing environment during a critical growth phase of their
life, and helping guide them on the right path as they enter high school. As the district
faces inevitable budget cuts, it is vital that we keep a strong teacher workforce.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: No. As a District,it is important to recognize technology is rapidly changing and we have
to adapt to those changes and meet and educate children, where they are. I believe the
future will be technology based and less emphasis will be placed on textbooks.
Q: How would you get more parents involved in schools?
A: I believe knowledge is POWER. As a District, it is important to educate our parents with
the needs of our District. There is value in programs such as Parent Academy, Watchdog,
as well as, mentoring and tutoring programs. An involved parent can be the difference
between a successful student and a drop-out. Therefore, by investing in parents who have
a bigger part of their child’s education the district can produce a higher graduation rate.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: Continue to offer competitive pay and additional trainings while employed with the
district.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: Every student has different learning abilities and styles. In addition, with an increase of
ESL students in the district it is unfair to punish teachers based on standards set by the
state. However, I do believe that teachers should be rewarded for success in the classroom
and exceeding goals for testing scores.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: The school district is facing several hard budget decisions in which the administration,
parents, students and teachers will disagree on the best solutions. By working together
and combining ideas, I believe,if elected, I can effectively work with each of these groups
to reach the best possible outcome.

Stan Lowrance

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Biographical Info:
Name: Stan Lowrance, DDS, FAGD
Street Address: 2313 Ridge Road #104
City/Town: Rockwall
State: Tx
Date of Birth: October 5, 1954
Work or Campaign Office Phone Number: 972-771-9036
Home Phone Number: 972-771-2706
Mobile Phone Number: 214-869-7181
Fax Number: 972-771-0355
E-mail Address: Lowrancedental@aol.com
Campaign Web Site Address: Lowrancedental.com
Questions:
Q: Length of residency within the district
A: 29 yrs, 10 months
Q: Where did (or do) your children attend school?
A: Rockwall ISD
Q: Occupation/main source of income
A: General Dentistry
Q: Current civic involvement/highlights
A: Rockwall Noon Rotary, Rockwall Area Chamber of Commerce Lake Pointe Church
A.T.A.C. Dental Missions
Q: Previous civic involvement/accomplishments
A: Rotarian of the Year, 1988 Pres. of Rockwall Rotary, 1995 Rotary Dist. 5810 Rotarian of
the Year, 2001 Rotary Dist 5810 Club Service Award, 1994 Rockwall Area "Man of the
Year", 2000 Originator of "Hot Rocks" Bicycle Ride, 1987 Three terms on Rockwall
Chamber of Commerce Board of Directors-Present
Q: Education
A: Claude High School, high school diploma, 1973 West Texas State University, Canyon Tx,
B.S. Biology 1977 Baylor College of Dentistry, Dallas, Tx, 1981 Midwest Implant Institute,
Columbus, OH, 1991 Fellowship in the Academy of General Dentistry, 1991
Q: Previous public offices sought/held:
A: none
Q: How much funding have you raised for your campaign?
A: None at this time
Q: Who are your top three contributors?
A: n/a
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: no
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: My Dad was a school teacher, coach and superintendent until his death in 1986. My
older sister is a teacher, she married a teacher, two of their children are teachers and
married teachers, my youngest sister is a teacher and one of my college age daughters is
studying to be a teacher. Teachers are dear to my heart. I have been involved in this
community for nearly thirty years. My self-employed business has been here thirty years.
I was involved in the schools before I had children go through RISD schools, and I will
continue to be involved.
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: Experience is the key difference. There is a learning curve in any organization, but
especially a government office. In my sixth year I am a much better trustee now than I
was my first year. I have a working relationship with other elected officials locally and on
the state level.

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Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: This is my sixth year on the board. Having my Dad as a superintendent and teachers as
family and friends has given me great insight from their perceptive. I am a self-employed
businessman. I started my dental practice from scratch and have a sound understanding of
budgets and finances.
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?
A: The district works very hard so that all the campuses are at the highest levels. Teachers
and administrators work together and share successes and failures. RISD is ranked
"Recognized" by the Texas Education Agency. The 2010 AAccountability Rating release by
the TEA rated 12 RISD campuses as "Exemplary" and 5 campuses "Recognized".
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: Language barriers are the first area of concern, not only for the children, but also for
the adults. Technology can also help. We have a program where computers that are no
longer in service at the school, are outsourced to families that do not have a computer at
home. Classes are offered, and families are taught how to use the computers.
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: This is always a difficult area. You always feel that if that position or area wasn't
needed, it wouldn't be there. So when there are cuts to be made, those have to start in
the areas that least affect the classroom. Those areas being central office, support, and
extracurricular activities.
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: Technology, especially in hand-held devices. Project based learning, the next decade of
teaching. Diversity learning, the world is our classroom.
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: Truancy is a problem that all districts must address. When I came on the board there
was no one person assigned to kids missing school. At that time approximately 2 1/2
percent of absentees were truancy cases. We now have a person working with the parents
and children of these cases. Truancy is usually a symptom of a bigger problem. We are
showing the kids and parents that we care and why they should be motivated to stay
involved. We offer alternatives and programs to fit the need. Truancy Intervention
Program, T.I.P., has seen great progress and this program does not cost the district any
funds.
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: Having anything sent home or on the internet must be offered bilingually. In parent-
teacher meetings, there is a translator present if needed. Making sure all parents know we
care and make them feel comfortable in seeking the communication.
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: The challenge today is motivating this generation to learn. The days of a teacher at the
front of the room putting out facts and figures and then the students regurgitating them
back on paper, is in the past. Students today have grown up in a world of technology and
we as educators must adapt. Project based learning is one area that is exciting for our
future learners. We must also instill into our students the happiness one gets through
serving others. Program like SSO, Students Serving Others, and Rachel's Challenge are
just two of the great service programs. As we all know, a motivated learner has no limits.
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: Fact: as students progress in their education, it gets more difficult. If a student starts
having problems, we need early detection and intervention. Many times truancy is the
result of a student getting behind. We need the student and parents to know that we care.
Helping those involved to be motivated to learn is the key. RISD is proud that last year we
had a 0% dropout rate in the middle school.
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: Technology is changing at such a fast pace. I believe that the schools will always be
challenged to do better. There is always that problem with funds. Worldwide the use of
technology producted information is used more than the printed text. At this time there is
still the need for printed material, but I'm not sure if that will always be true.

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Q: How would you get more parents involved in schools?


A: Educate the kids, but also educate the parents. Let them know they have a voice in
their children's education. Give the parents opportunities to be involved, and show them
how they can help with their children's progress. We see lots of involvement in the primary
grades and much less in the secondary grades. We are very fortunate in RISD that we
have above average parent involvement.
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: We have one of the highest teacher pool base than any school district of our size. That
happens when a district takes care of the teachers they have. Our retention is about 89%.
Rockwall ISD and the Rockwall area has the reputation of a great place to work and raise
your family. The administration works hard at hiring teachers that we can all be proud of.
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: As a group, students's improvement in that area will show that the teacher or teachers
are doing their jobs. Improvements or success can be measured in more ways than just
tests scores. Personally I would like to see rewards given to departments or grade groups
as that group improves. If a group, department, or teacher is not improving as deem
necessary, first the administration or head of dept needs to find out why. There are many
reasons for success and thus there can be many reasons for failure.
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: First the accountablity scoring of our students needs to be revisited. Teaching students
just to take a test in not the way of the future. Second, the government needs to give the
responsibility of the schools back to the communities. When communities take ownership
of their own schools, it has shown that the schools improve.

Randy Oakes
Biographical Info:

Questions:
Q: Length of residency within the district
A: - no response -
Q: Where did (or do) your children attend school?
A: - no response -
Q: Occupation/main source of income
A: - no response -
Q: Current civic involvement/highlights
A: - no response -
Q: Previous civic involvement/accomplishments
A: - no response -
Q: Education
A: - no response -
Q: Previous public offices sought/held:
A: - no response -
Q: How much funding have you raised for your campaign?
A: - no response -
Q: Who are your top three contributors?
A: - no response -
Q: Have you ever been arrested or involved in any criminal proceedings or civil suits?
Please explain:
A: - no response -
Q: Why are you running for this office, and why should voters consider you the most
qualified candidate? What in your personal or professional background most prepares you
to serve in this office?
A: - no response -
Q: What are the key differences between you and your opponent(s) that make you the
best choice?
A: - no response -
Q: Have you attended any school board meetings? If so, what have you learned from
them about how a board member can be effective?
A: - no response -
Q: What schools in your community have done the best in getting every child up to grade
level in reading and math? What can the district learn from them?

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A: - no response -
Q: Many Texas districts are confronted with the challenge of closing an achievement gap
between Latino students and Anglo students. What ideas do you have for closing this gap?
A: - no response -
Q: If you had to cut three parts of the school district's spending, where would you cut?
A: - no response -
Q: If the school district had the money, in what three areas would you like to see it spend
more?
A: - no response -
Q: What educational programs would you would like to see added to the district to
decrease the dropout rate and increase the number of students prepared for college?
A: - no response -
Q: What would you do to improve the district’s communication with parents, including
those who don’t speak English? Would you advocate for trained community liaisons, for
example?
A: - no response -
Q: What are the ingredients that make for a successful high school and middle school?
What resources are lacking in the schools in your part of the district?
A: - no response -
Q: How should the district improve middle school education? Many experts think that
students fall so far behind then that they are ready to dropout by high school.
A: - no response -
Q: Is technology being used effectively in classrooms? Give us examples. Also, should the
future emphasis be on laptops or textbooks?
A: - no response -
Q: How would you get more parents involved in schools?
A: - no response -
Q: What should the district do to recruit, retain and develop effective teachers and
principals?
A: - no response -
Q: Should teacher pay and student performance be linked? If so, how? And should there be
consequences for a school if it is succeeding or failing? If so, what should those
consequences be?
A: - no response -
Q: What is an uncomfortable truth about your public schools that voters and taxpayers
must confront?
A: - no response -

479 of 479 5/23/2011 5:08 PM

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