Bedford has been my home for over 30 years. My wife and I have raised our family here and we continue to be active community supporters. I believe that I can make a greater contribution in helping shape the future of our city as a council member. As a business owner and active participant with Chamber of Commerce and school district, I have an understanding of the needs of our city and a working relationship with local leaders and business owners. I have a vested interest in our community, a servant's heart and the ability to work well with others.
New business development, revitalization of aging neighborhoods and aging infrastructure in the city are some of our critical challenges.
There is an opportunity to bring in new business with the completion of 183, high visibility, close proximity to DFW and incentives. Working with Code Enforcement, 6 Stones CPR and improved customer service are some of the ways we can help and encourage home owners to help us improve aging neighborhoods. Also, we have aging water and sewer systems and I believe my experience in the construction industry could bring added valve to the council in making decisions on these issues.
I am best qualified for Place 4 on the City Council because my long term vision for the city. I have worked for Bedford's future in developing a Strategic Plan or Vision for the city as a whole. My focus is on bringing new businesses to the city, being responsive to citizens concerns and work with existing businesses on trying to resolve issues that are hurting due to the highway construction. My marketing experience, as well as being a woman, allows me to think outside the box.
The 3 most critical issues facing Bedford are: the highway construction which will change the face of our city. We have a opportunity to bring new businesses which will in turn bring new sales tax revenues. The second critical problem is redevelopment of shopping centers and residential areas. This is critical to our success and will benefit us for many years to come. Code Compliance is another critical area, which must be strengthen, as this will reassure our citizens and potential new businesses / developers that we are proud of our city and have a long term interest in it.
My prior council experience along with my private business experience qualify me for this position. I know how to set budgets, I know how to follow budgets. I am comfortable making tough decisions and taking responsibility for those decisions. As an active member of the community I know what it takes to get the job done. I will use all of my life experiences to help build a better, brighter Bedford.
Due to increased traffic our east/west arterial roads will need improvement as well maintaining our aging underground infrastructure.
A common sense approach to code enforcement and ensuring that a primary focus of enforcement is on our commercial properties.
We need to maintain a low and responsible tax rate all the while maintaining and improving our public facilities including our park system.
I exhibit the unique blend of strong leadership skills, perseverance, and teamwork; skills that were instilled upon me from the finest learning institution in the world, the U.S. Military. The skills I attained from the U.S. Navy transfer well working with the Council addressing the concerns of the community. I understand the impact public policy can have on business and economic development. I will help Bedford move forward because I’m a citizen — NOT a politician. When elected, I will lead the charge that will positively change the relationship between our residents and our City Council.
Economic development and growth: In the 76022 zip code from 183 southbound 52 percent of commercial property is currently vacant. Working with businesses will be a priority.
More transparency: There are numerous ways to improve. Currently there is no open forum at the end of the City Council meetings for residents to comment on the content of the meeting.
Stop rubber stamping: Ensure at least three bids are received and reviewed before approving contracts.
I have a history of leadership with a proven record of integrity and motivation. I have served this community and nearby communities for many years in leadership positions. I have served on the Colleyville audit committee for the past three award winning years. I have also been a leader on the Economic Development Board, the Crime Control District Board and the committee to combine municipal courts of Keller and Colleyville. I am a founding board member of many community organizations and a board member of the Colleyville Executive Organization. I desire to continue the progress Colleyville is now achieving.
Citizens have expressed concerns regarding economic development and infrastructure improvements. These issues are being successfully addressed and I have been an integral part of the progress by serving on council and on the Economic Development board. I support the long term approach already developed to continue road repair and utility infrastructure. These issues are being addressed without increasing taxes and with a balanced budget. I want to continue being a part of the solutions.
My experience building start-up companies to billion dollar plus market capitalizations will help the city transform its economic development strategies so that we can diversify our tax base, and shift some of the tax burden from our residents to commercial partners. I will be an active member of Council, not just show up to vote, and will roll up my sleeves and apply this experience in the field with our economic development staff. I will apply strong fiscal discipline to every decision we make, and resist the current drumbeat for the city to take on more debt. Endorsed by EmpowerTexans.
Highway 26 and Glade Road re-development - these projects are almost $100 million in taxpayer dollars and will not solve for traffic flow. They are expensive beautification projects with irrigated medians and landscaping when we promoting conservation, and residents are on two-day water restrictions. These projects are will take 5 to 7 years to complete. Many businesses won’t survive the construction.
TexRail - The safety, nuisance and traffic impacts of 40 to 60 trains rolling through Colleyville daily. We should use every legal remedy to prevent TexRail. I support a permanent moratorium on train station construction in Colleyville.
Restrict new apartment development.
Having children in the school systems and operating a small business daily I have gotten to know much of this community. Speaking with people I feel our understandings and needs of change, dependability, and value are things needed that I have to offer the community.
In business and operations, I have gained an extensive amount of knowledge only to be understood by others that have also taken the risk following the road less traveled. This insight lets me reflect on others needs as well as possible solutions. I have 10.5 years of management experience: Eight years of accounting/finance experience: 14 years of related leadership experience.
There is a huge separation and disengagement in the current city leadership and the community. I will motivate and encourage other members of Euless to get involved in making better constructive choices and no longer have members of this city council go unopposed into office.
Use development in establishing value to Euless as well as people moving to Texas.
Create a monthly forum outside the regular formatted council meetings to allow the community to openly discuss issues and problems, to provide answers and acceptable resolution that can be placed on the council agenda. Providing clarity to all with a voice.
I have twenty-two years of service in the United States Air Force retiring in 1992 as a Lieutenant Colonel. As an aviator and staff officer I served on planning staffs to evaluate equipment, develop contingency plans, and formulate budgets. Subsequently I was employed as a pilot in the airline industry for fifteen years to safely operate high performance passenger aircraft. For the last four year I've attended nearly all City Council meetings and work sessions so I am very familiar with the overall management of the City. I have the experience necessary to fulfill the duties of Mayor.
The planned expansion of Hwy 183 east of Hwy 157 will significantly affect many of the businesses and residents near the highway. The City must work closely with TXDOT to minimize the economic impact.
The older sections of the City have aging water, sewer, and drainage lines that need to be rehabilitated or replaced. It’s essential to have a comprehensive to minimize disruption of service.
Drought conditions continue to plague the City as well as the DFW area. Euless will continue to expand the reclaimed water line to more areas to reduce the need to use potable water for irrigation.
Experience counts. I have the energy and vision to continue leading Euless on our progressive path. We have flourished under the leadership of our retiring Mayor and having worked with her the past ten years will provide us with continuity in our vision. We have great things on the horizon and my involvement will help ensure those plans come to fruition.
As a ten-year council member my top three priorities can simply be condensed into one. My desire is that we continue to operate as a fiscally responsible government responsive to the needs of our citizens. We will continue to provide amenities through careful planning and budgeting. We built a new Senior Center, improved our Family Life Center and built a new indoor/outdoor Aquatics Facility all without incurring debt. The mission of Euless sums up my philosophy: Provide our citizens the most efficient services possible to protect and enhance the quality of life through planning and visionary leadership.
City Council is the next volunteer step from the Planning and Zoning Commission.
Retirees - continuing the quality and history of Euless
Jones did not respond to the survey.
Grapevine Colleyville Independent School District
1) Having three children, one just graduating and two currently in the GCISD school system, I am directly in tune with the many challenges of these students, their teachers and parents. 2) Being active in many school activities and events, and listening to many parents and their concerns, ideas, I am in touch with what the needs are. 3) Having previous leadership roles on a school board and on PTA's, I can address important budget, planning and policy issues. 4) Participating in many community events and organizations, I can listen and engage with the general public and taxpayers.
The district's ability to ensure the highest level of education for all students. Diminishing funds and support from the state, and our ability to maintain the budget and expenses. Ensuring our core mission and strategic plan stay effectively on course
As an incumbent for GCISD Board of Trustees, Place 5, I am the only candidate to run on a platform of background and firsthand experience in public education as a teacher, school administrator, and senior executive with various educational publishing companies, 12 years of board service, and a long history of community involvement in GCISD.
As the only Master Trustee on our board, I plan to continue to maintain ethical and fiscal oversight, promote college and workforce readiness to ensure student success for ALL students, and follow through on major strategic plans that I helped craft for GCISD.
House Bill 5 passed by the 83rd Legislature made dramatic changes to high school graduation plans, state assessments, and school accountability. Several key provisions were positive; other requirements may impose substantial restrictions on our school district in terms of time, training, and resources.
The current status of the school finance litigation is still unknown. The actual impact to our school district may not be realized until after the conclusion of the 84th Legislative Session in 2015.
HB5 mandated the reduction of EOCs at the secondary level. However, it did not address the large number of STAAR assessments at grades 3 to 8.
I have served on several state and local professional and community non-profit boards since 1994. I have served on boards at the state level where I served as Vice President of Education for the American Society of Civil Engineers, which allowed me to interact with universities on a one-on-one basis to evaluate the needs of future high school graduates. Since obtaining my MBA in 2005 I have run my families Colleyville engineering firm which requires a good understanding of accounting and financial practices as well as oversight of administration service.
Over the last 12 years I have noticed a decline in the ratings of our schools, our teachers are not being paid and we are loosing quality teachers, and our level of academic standards are average. First, we need to consider early testing for our children at the elementary level to determine Academic Acceleration or learning difference. Second, review the budget to provide a 5 percent minimum pay increase for teachers. Lastly, develop a road map for parents and students to illustrate how to navigate and prepare them for each level of education which will increase our academic standards to a high level.
I have been a GCISD board member for the last 6 years and the board president for the last 2 years. I was one of the developers of the district's strategic plan. I have been involved in the development of programs to benefit kids with reading disabilities (in partnership with Texas Scottish Rite Hospital), to engage parents in the education of their students (Exito Hispano) and to improve college counseling services (Go Center). During my tenure, the district has significantly increase college enrollment, implemented digital classrooms, develop school of choice programs (STEM, Aspire) and increase participation in advance courses.
The three most critical problems facing the district are funding, the increase in the diversity of our student body and the implementation of the House Bill 5 graduation requirements. We need to continue to work with our local and state legislators to make education a priority. We need to continue to understand and serve the needs of each of our students, which is one of the cornerstones of our LEAD 2021 strategic plan. We need to improve how we communicate the new HB5 requirements to make sure our students take the needed course work.
10 year Program Manager in Construction, Major Projects. Projects include City of El Paso Controls Renovation, Fort Bliss Buildings Integration, Ft, Worth NAS Buildings Integration, Exxon Campus, Spring, TX, and many other projects. My job was overall management of projects dealing with budgets, schedules and interface with the customer (City Councils, Military and Corporate officers), addressing issues and working with them on a daily basis.
Lower Taxes - to me means actual cost savings in the pocket. Not like last year’s value increase that cancel all lowering of percentages.
More Business - Business Development in Grapevine rather than more apartments.
City Property - Divest fairly and without favoritism land recently acquired near Grapevine Mills Mall at a profit. The profit to be passed back to the taxpayers.
Served on Grapevine Heritage Foundation, Convention & Visitors Bureau and Friends of the Senior Activity Center Boards of Directors. GrapeFest and Main Street Days steering committee member. Past Chair of the Palace Arts Center, GrapeFest and Woman of the Year. Member of Chamber of Commerce, Heritage Ambucs, Wine Pouring Society, Historical Society, Women's Division and Heritage Foundation.
As a Certified Financial Planner and owner of two successful businesses, I know what challenges face businesses and understand the financial aspects of the city and its multi-revenue budget. I have years of experience promoting Grapevine as a premier destination which is vital to our economy. During hundreds of door-to-door visits, I have learned what issues are important to our citizens. My ability to look at issues from all sides, do extensive research and make a level headed decision allows me to be the best choice to maintain the stability of Grapevine.
The most important factor going forward is to maintain our low tax rate and continue to provide the best city services possible. Any future development must be looked at not only from an economic basis but how it will impact the citizens of Grapevine. Improving communication is very important and I will encourage everyone to send feedback, ideas and suggestions. I plan to provide updates on council meetings, events and city information to promote all of the things that are going on in Grapevine.
I and my family have an active church history and are very involved in the community. We are active members of Southlake Baptist Church, where I currently teach the young adult's Sunday School class. I am the former volunteer youth pastor for Champions Gate Church in Grapevine, Texas and served in excess of four years as a volunteer intern to the youth department of First Baptist Church Colleyville. Community involvement includes but is not limited to: Grapefest, Main Street Days, Keep Grapevine Beautiful, Grace, the Grapevine Heritage Foundation, among others. In addition, I and my family are very involved with Relay for Life. Not only have I participated in Grapevine's Relay for Life, but I am active with Relay in Southlake and Keller. I am the son of Dr. Heidi Jordan of Texas Oncology in Grapevine, so I grew up participating in Relay.
First, let me start by saying that I think our mayor and the past and present city council members have done a great job leading our city. I have a deep respect for Roy Stewart, who has served on city council since 1996 and has been an advocate for Grapevine. However, I believe a new perspective is needed on our council. My goals are long-term, and I want to ensure Grapevine stays great. If elected, I will vote in a biblical fashion, while standing strong for limited government, fiscal responsibility, government transparency, and property owner rights. ~ Joshua 1:9
The average age of Grapevine's City Council is 66 years old. There is wisdom with age, but the current council has a void and does not have a voice from the upcoming generation. I would offer a fresh perspective and outlook. Further, the City of Grapevine recently purchased 185 acres. Grapevine has a considerable amount of taxpayer money invested with interest carry. This land needs to be a top priority and not a long-term land play. I understand commercial real estate and will work with the council and the city staff to figure out the best course of action.
My husband and I have lived in Grapevine for over 30 years. We raised our family here and our girls attended GCISD public schools. I have a solid record of being an active community leader, volunteer, church leader and director on several boards including GRACE. I have a passion for Grapevine and our citizens. I believe my extensive business experience in finance, business development, strategic planning, project management, communication and marketing are key assets to a City Council role. I look forward to being an independent and strong voice in the important issues facing our city.
1. Parking in downtown along Main Street is a big problem for our merchants, our visitors and our citizens who want to shop and eat downtown. We need to continue to look for solutions and help ease this growing problem.
2. We need to continue to push for the rapid transit rail system to connect Grapevine to DFW Airport, Dallas, Fort Worth and other cities. We can’t pour enough concrete to solve our growing traffic issues so rapid transit is vital to our area.
3. We have limited large tracts of undeveloped land left in Grapevine so we want to make sure we are making thoughtful and strategic decisions on how we develop the remaining acreage.
As the owner of a small business in Haltom City for the past 20 years, I have experienced both good and bad economic times. These experiences as well as my previous tenure on the Council have prepared me for the duties of this office. I hope to utilize the great location, affordable housing stock and the opportunity for business development to better position our city for future growth.
The most critical issue facing the next Council is to stop the loss of our public service employees to competing cities, due to the deficiencies in our salary structure throughout the organization. Our city has the good fortune of many dedicated and hard working employees who would prefer to continue working here, but are experiencing far greater opportunities in other communities. The council and staff must find ways to immediately bridge the gap and retain these employees.
O’Dell did not respond to the survey.
Office sought: Haltom City Council Place 4
I have learned in order to be good leader you must be a great servant. My belief is a council member is no more than a servant of the people. Our job is to listen to the concerns of the citizen and address them.
We are at a pivotal time in Haltom City’s future. We have several business growth opportunities coming and we have great employees that are leaving. The best way I see to grow business and retain employees is to look at the budget conservatively. As a council member my main goal is to look at each item in the budget and determine if it is good for the citizens and the city. We also need to continue communicating with the developers and land owners of the 820 corridor as to what businesses Haltom City citizens would like to see.
As an engineer at Abbott Laboratories, I was required to secure the assent and cooperation a board of other engineers and specialists before my projects could proceed. I obtained it by preparing well and using facts, reason and logic in my presentations. The Hurst City Council is composed of fair, reasonable people who pride themselves on unanimity and harmony. They will give my appeals for prudence and thrift a fair hearing. I do not seek to make abrupt and massive changes, rather to influence the council toward more conservative policies and decisions over time.
Debt: Hurst has a large tax base, yet we borrow an average of $6.5 million dollars per year. This will eventually cause problems that can only be addressed by abrupt and massive changes. I want to ramp down and eventually stop issuing bonds to finance the city's operation.
Business: Government should stay out of the way of businesses and step in only when justice and public safety demand it. Regulations and permitting should encourage commerce.
Individual Liberty: I do not favor legislating social niceties. I have old-fashioned ideas about freedom and liberty, and I will endeavor to protect ours.
Served on city committees, United Way committees, other public service committees and on Hurst City Council since 1992. I attend National League of Cities and Texas Municipal League conventions and workshops to keep up to date about municipal problems and solutions. These activities have given me a large store of knowledge about municipal government, how it works and what is best for Hurst. This extensive experience and a passion to keep Hurst moving forward form my foundation for making wise decisions and for being an exemplary council member.
1. Redevelopment of older neighborhoods is the most noted need in the latest citizens’ survey. In the old Bellaire area, Artisan Theater is upgraded, Pipeline Road improvements in front of Bellaire Shopping Center are coming, possible move of Police Store Front to Pipeline. Public-Private partnerships can be pursued. 2. Lack of public transportation for those who do not drive. Will need to be area wide. Meanwhile keep citizens informed about specialized services such as NETS and HEB Transit.3.Lack of quality water is long term problem for the area. Keep citizens informed about conserving water.
My background in higher education gives me unique insight into how a school district operates and my experience on the board making tough decisions for the past 6 years makes me the best person for Place 4. In my job I provide leadership for an organization of more than 175 employees. This experience has allowed me to develop skills as a servant leader who can provide a vision and plan for our department. As a board member these skills are invaluable.
KISD like many districts will be challenged to implement the House Bill 5 requirements. I believe KISD is well positioned to be successful, thanks to strong leadership and a superintendent that I helped hire.
KISD also has enrollment growth and some aging facilities. These factors and others will necessitate that the district consider a bond election.
Safety, extra-curricular activities, advising and resources for education all need to be constantly evaluated to provide the best possible experience.
As a small business owner who lives in Keller and has his CPA firm in Keller, I provide jobs to the community as well as invest money in the community. That experience is of paramount importance to an organization whose budget exceeds $250 million annually. My experience in making difficult decisions when it comes time to allocate limited resources without incurring additional debt or raising taxes is an aspect currently missing on the KISD Board. Keller needs conservative, fiscally responsible board members to deal with the issues with which we are faced without requiring even more money from our taxpaying citizens.
I have one child who graduated from Keller High School in May, 2012, a son who is a Junior and twin girls who are Freshmen at KHS. They all attended Willis Lane Elementary, South Keller Intermediate and Indian Springs Middle School as well
First is campus safety including drugs and physical violence. The money cut from the budget to pay for security needs to be allocated back to security and increased.
Second is communication and transparency. When the Board tried to raise taxes, the TRE failed. It’s failure was the Board’s failure and teachers paid with their jobs. Better planning, communication and a unified community could have made a difference.
Third is competition. With other options available, we are losing students because they perceive there are safer, better options available to them.
KISD is a great District, but we can be better.
I have over eighteen years in management working with strict budgets. I have taken locations that were running a deficit and turned them around to a positive profit margin. I know the difference between “wants” and “needs”. Having three children in the district for nine years; I have found that the district has lost the ability to determine the difference. In my personal life, I also live by a strict budget. I’m not afraid to make the hard decisions.
The quality of education is the most important. This doesn’t mean more technology or art deco buildings. It means more teachers and books. This district doesn’t have books for homework unless the parents put in a special request. It’s all in vain if the children aren’t in a safe environment from bullying to drugs. The district needs step up the security and allow drug-sniffing dogs on the campuses for often and random searches. Teacher support from the administration is lacking. There should be an open-door policy without fear of retaliation.
I work with budgets and construction everyday. Both subjects are vital to KISD in the upcoming year. I am knowledgeable on the way that school funding works in Texas and that will be needed to advocate to the state for a better formula for our local kids. We need someone who can look past ideology and realize that we are serving our community. Most importantly, I have two kids in the KISD system that I love dearly and I want the best possible education for them.
Three most critical problems are the need to adopt and advocate for the upcoming bond election. Keller ISD is in need of a CTE center or risk falling behind competitively to area schools. With the lawsuit having recently ended determining the legality of the state education spending formula, Keller ISD needs someone to ensure that they get their proper share under whatever is decided on a new state education formula. Keller is also needing to adapt to a changing demographic. The growing diversity of KISD is going to require changes to its facilities, procedures, policies, etc.
My lifetime career has been in self-employment, healthcare, management and marketing. I entered into the “political” arena about four years ago and have been actively involved in leadership ever since.
My greatest joy was my time with the Watauga City Council. This tenure was spent assisting with the annual city budget, and identifying and planning for a city facelift.
I pride in my conservative, Christian, Republican values. I have been a member of Gateway Church for 11 years serving in various ministries to include a Home Group Leader for 8 years and serving in Passages for 6 years.
Transparency, honesty and enthusiasm are words that form my character.
Over the course of this campaign, I have had the pleasure of meetings dozens of various interested parties and organizations. It is clear that while Keller ISD is a great school district with an excellent handle on financial processes, like any fast growing school, we can do more.
I've heard residents concerns about busing, security and teacher morale. Three of the most pressing issues are a long-term growth model (a system that provides residents with a consistent/reliable re-districting path), a focus on transparency and communication which will foster community input, and of course, vetting the upcoming bond proposal and career technology education center.
My forty three years in education, and my educational degrees relate directly to experiencing first hand how schools operate and how people are effected by decisions. My record demonstrates a high level of commitment and direct knowledge on how to build successful school programs. In addition, my presentation background on school climate would be a true benefit as a school board member. I also earned School Safety Specialist Certification from the State of Indiana.
1. Capitalizing on the talent of students and staff members. Since about 82 percent of our budget is dedicated to payroll it is crucial that staff members and students are given the resources to maximize their success. We need to hire,, train, and competitively compensate the best professionals to work with our students.
2. Developing and monitoring a Strategic Plan is also important for continuous improvement. I have been involved in the planning, implementation and evaluation of this on-going plan in KISD.
3. While there are many challenges that could be listed I would state that adding a Technical/Vocational School is something that would benefit a selection of KISD students whose needs are limited by numbers allowed in a neighboring district
I have been a proud resident of Keller for many years and began his service to Keller in 1987. I was appointed to the Keller Zoning Board of Adjustments and later served on Keller City Council from 1988-1990. These positions provided the experience to build consensus and demonstrate his leadership abilities. I was instrumental in developing the first comprehensive 20-year Master Plan for the City of Keller including zoning, land use, density, streets, parks, public land uses, and water.
Having conducted business in more than 30 countries, I am an accomplished global logistics executive skilled in international business. I have owned and operated several entrepreneurial ventures including a crating and packing business locally. As a small business owner, I have created customer service and finance models and knows what it takes to run a profitable business from the inside out.
Keller needs a better plan to attract quality commercial development in an innovative, aggressive style with a written and well documented economic development vision and strategy.
Keller needs leadership that manage our continued residential growth and honor the Future Land Use Plan while complementing the surrounding neighborhoods.
Keller needs a leader that will bring the “factions” of our great city together and leverage these wonderful aspects into a cohesive energy for on-going development in support of all of the city including Old Town, Town Center, Hwy 377 North Corridor, our Park land, our Arts interests, our Seniors and our Library.
I feel my 38 years of management experience combined with over 20 years city experience and my proven leadership record make me by far the most qualified person for this position! Under my leadership Keller has become not only the city of choice in the Metroplex but one if the best places to live in America.
First and most important is continue to manage our growth to assure we have “smart growth” consisting of quality well managed development, both residential and commercial, while maintaining the quality of life we all enjoy! Second would to be to continue to be “The City of Choice” in the Metroplex while providing the city services our citizens have become accustomed to while continuing to maintain one of the lowest tax rates in the Metroplex.
As a business executive and professional communicator with more than 30 years of experience — most at large, publicly-traded corporations — I understand how to listen, work with others, solve problems and get things done in complex organizations. From my educational background to my decades of community service to my five years at Keller Town Hall, I have the unique background needed to excel as a leader on the Keller City Council. During my first term, I set and achieved important goals for our citizens. I’ll continue that pattern of success in a second term.
Finance - By 2018, the city will need to subsidize its TIF district payments with as much as $750,000 per year from the general fund for several years. I propose to begin reserving additional dollars now to be ready.
Infrastructure - Last year we identified millions of dollars in needed road projects in Keller. Although the transportation bond didn’t pass, the infrastructure problems persist. We must make solving these problems a top priority and begin planning for them.
Economic development - To support our economic development plans, we must continue with reasonable, responsible residential growth and solve our infrastructure problems.
Keller has a serious imbalance between residential 82 percent and commercial 18 percent tax revenue. I will vote to continue residential development only within the present Future Land Use Plan. Then at the same time turn our attention to pursuing quality and strategic economic development. I will work with property owners, their agents,developers,and potential business. My 42 years as senior managemt in business to business service industries gives me a unique knowledge of business needs and solutions.
Present city leaders continual rezoning from low and medium density to high density housing directing the city to a population that could be 65 percent more than the infrastructure was designed to handle. I would fight to keep all new development within the existing Future Land Use Plan.
Present city management and council with two exceptions has allowed economic development in Keller to become “in the front door and out the back door,” which is no plan at all. This is due to the fact the city is without a vision and without a plan. I will use my business skill and experience to develop a vision, a strategy and a plan. Then work with all parties to accomplish those plan goals.
I bring a background in leadership to the City Council. I have served in numerous leadership positions on various boards of directors and have learned to work with a diverse group of individuals for the betterment of the whole. I also bring a background as a small business owner and entrepreneur. I know how to manage a budget and recognize the long-term impact of short-term decisions. As a concerned and involved citizen who loves my city, I bring a willingness to listen to fellow citizens and serve as a representative voice of their interests.
The three greatest challenges facing Keller today relate to our future. A priority issue for the city relates to residential down-zoning. While I remain very committed to the further development — and re-development —of our city, I know that a great concern for our citizens is the density of zoning.
The second issue pertains to the lack of balance in our tax base as we are way too heavily dependent on residential taxes and way below expectation with our commercial taxes. We must work with the business leaders of Keller and make our city a business-friendly environment.
Finally, Keller has experienced great success as a city, being recognized as an outstanding place to live — we need to protect the investment of those who have made a commitment to Keller — both residents and business owners — and ensure that their future is safe from over-crowding and lack of adequate infrastructure.
Demonstrated Leadership: During my professional career, I have held many different leadership positions. I have managed hundreds of millions of dollars in budgets and led dozens of direct employees, suppliers and organizations. In addition, for the past 10 years I have served on my neighborhoods Homeowners Association (HOA) Board, with the last eight years serving as HOA President. In this position, I have taken the HOA from a deficit budget position, to a sizable capital reserve fund without raising dues or removing amenities.
Public Service for Keller: Currently serving on the Keller Planning & Zoning Commission from Dec 2012 to present. I also served as a citizen representative on the Transportation Bond Advisory Board in 2012 which provided a recommendation to the Keller City Council on road projects that would increase safety and relieve traffic congestion. I have established working relationships with City of Keller staff which will allow for immediate results.
Fiscal Responsibility: Maintain Keller's municipal property tax rate, which is among the lowest in Tarrant County. Ensure City spending is within the constraints of conservative, fiscally responsible budgets. Prepare for the Town Center TIF that will come due in 2018 by enhancing reserves and by continued commercial and residential development.
Infrastructure: Increase and maintain streets, sidewalks and prioritize those areas which represent safety concerns to provide safe passage of our citizens throughout the city. Continue to develop, grow and maintain our water and sewer systems.
Development: Promote and encourage commercial development and re-development by providing infrastructure and tax deferrals to attract quality businesses. Update the Future Land Use Plan that reflects the desires and goals of its citizens and ensure responsible development adheres to the plan.
I have lived in DFW for 15 years and have resided in Northwest ISD with my wife and son since 2007. I am active in the community, volunteering to teach karate to children and coaching local youth sports.
First and foremost, I am a father. My son is a first grader in Northwest ISD and his education is my top priority. I have a personally vested and long-term desire to see Northwest ISD continue to grow, innovate, and provide the educational opportunities my son and his classmates deserve, and that future economic development requires.
I am also a lifelong educator. I’ve spent 15 years in a variety of education roles from high school history teacher to elementary school principal to district administrator. These experiences provide me important insight into the needs of schools — operationally, instructionally, financially, and from a safety standpoint.
The biggest challenge facing NISD is financing its rapid growth while ensuring fiscal responsibility through balanced budgets, prioritizing needs, and maintaining a healthy fund balance. I’d like to see NISD maintain a 90-day fund balance to ensure proper cash flow and protect its bond rating.
Another challenge is fighting unfunded mandates and government intrusion to keep education decisions local, including school finance issues. As a Chapter 41 district, NISD sends a portion of its local tax effort to Austin to support schools in other areas of Texas. It is the responsibility of Texas’ legislature to adequately fund education, and I support keeping local taxes in their communities. I will continue to advocate for local control and adequate school funding.
Finally, I think it’s critical that NISD continue to innovate, empowering educators and staff to develop the programs and school options that we know work and that parents and students desire.
I have served on the NISD School Board six years. Prior to serving, I participated in Northwest ISD's Leadership program, Long-Range Planning Committee, Technology Planning Committee, and many other organizations, I felt led to use my skills and experience to make a more proactive difference in the success of our district. My 23-year banking career enhances my outlook on our district finances, and I am very connected to our community at large. I am eager to continue following the successful path we have walked as a district team as I promote academic excellence at every opportunity.
Fast-growth districts such as NISD must continually adapt to increasingly rigorous requirements. Sound financial management is critical to our success within our fast-growth framework; we are in an environment where taxpayers are increasingly vigilant about our responsibilities. Most important,our staff, along with our programs and services, must be prepared to keep our students successfully engaged, throughout every grade and at every school, amidst rigorous academic requirements.
As a parent of a child with special needs, I am more than familiar with the challenge of being the only advocate standing for my child, making sure he gets an appropriate education. Navigating through the red tape of bureaucracy can be overwhelming.
I grew up very poor, eating out of the garden, and cutting and splitting wood all year long so we would be able to heat the house in the winter. I worked very hard to be where I am today, no silver spoon, just consistent hard work. I now manage multi-million dollar projects everyday, in a position I’ve held for almost 8 years.
I may not have the standard PTA sanctioned resume full of the same-old status quo that gets pushed out to parents like the Good Housekeeping Seal of Approval but I am willing to look at what's really going on in the district to be part of charting it on a course that is aligned to Texas values. If you are looking for another “establishment” candidate, then I'm not your guy.
As an NISD School Board Trustee, I pledge:
To be a representative of the people of Northwest ISD, a voice for parents and classroom teachers but not for the federal education agenda.
To give classroom teachers a voice by going to them to ask for their input, listening to their concerns and praises, and making sure that NISD School Board decisions impact classrooms in a positive manner.
To increase local control over discipline by being highly involved with other parents and classroom teachers to ensure the placement of current classroom teachers “of record” on discipline management committees. Classroom teachers work directly with students in an educational setting and understand the importance of a well-disciplined classroom atmosphere in which students can learn.
To demonstrate fiscal responsibility by requiring independent, peer-reviewed, replicated research showing proven academic achievement before approving funds for instructional materials (e.g., curriculum management systems, technology, technology support, salaries, etc.).
To be fiscally responsible over local taxpayers’ dollars by expecting school administrators and school board members to pay for their own professional dues, travel, and convention expenses (e.g., TASA, TASB) just as classroom teachers do.
To support Texas HB 462 and fight the Common Core Standards and its intrusive, federal agenda.
To battle against the intrusive data collection of student, teacher, and parent data by third-party entities and the federal government.
To work tirelessly to make sure Special Needs students receive the appropriate services that they need and deserve.
To make sure that public information is easily accessible to the taxpayers of NISD.
As a pastor with triplets who attend NISD, I believe: “If it’s not good enough for my child, it’s not good enough for any child!” This public office of trust deserves honesty and integrity! With fresh eyes and an open mind, I will look in depth at every issue, big or small, because every issue is big to someone! In preparing myself for this position, I have attended every monthly NISD and School Board meeting readying myself to boldly serve the ones we love the most. The ones who do not vote…Our students!
It's difficult to limit my concern to three problems because I want to elevate health awareness, acquire better funding, improve student safety, attract the best teachers and educators possible, inspire more parent involvement, strengthen volunteer assistance, aid the underprivileged and present more programs to educate on everything from bullying to drugs. These important issues call for creativity and hard work.
Fraser did not respond to the survey.
I have been an educator for 40 years. I retired from Northwest I.S.D. in 2012, after thirteen years with N.I.S.D. During the time I worked for Northwest I.S.D., I was a classroom teacher, Reading Recovery Teacher, ESL Teacher, STAR Teacher, Northwest ISD District Reading Recovery Teacher Leader and Northwest ISD District Dyslexia Assessor. I met regularly with various campus and district administrators, and teachers. I served an intricate role in the District’s professional learning community and was a recognized campus and district leader and team member. As a result of my experience, I am very familiar with the students, faculty, community, culture and particular needs of Northwest I.S.D. I believe my educational background and experience qualify me to make a positive impact on the Northwest I.S.D. School Board, students, staff and the communities served by the Northwest I.S.D. School Board.
The top challenges are to retain and improve the quality of our schools in the face of enormous change and growth in the District, and ongoing funding concerns. I plan to work as a team with the other board members, staff, families and the communities to address these challenges.
Mergenthal did not respond to the survey.
I have always been involved with our schools, both in the classroom and with the district. Education runs deep in my family. I bring experience in management of people, profit/loss margins, sales bookings. And kids are my top priority.
We are in a district population growth that is astounding. We have to make sure the facilities and faculty are prepared and can accommodate the growth. Balancing the budget and district needs will be the challenge ahead. We need to prepare to be a 6A District, but continue to have the small town feel. Also, communication to our parents and community is of the utmost importance. I will bring my experience in customer collaboration to the board. I want all parents as excited as I am about NISD!
I've been on the NISD Board for 6 years. I was chosen to be a Master Trustee through TASB and attended a yearlong training. I've been an educator for over 20 years, as teacher, coach, and administrator in NISD for 10 years and was hired at Texas Education Agency to be a part in their partnership with Texas A&M University System. The last two years I’ve been in Richardson ISD as Executive Director of College and Career Readiness. Both my children will graduate from Northwest ISD and I enjoy being part of one of the fastest growing school district's in the state. We are quickly becoming the most sought after district because of our vision, mission, and goals.
Funding, over reliance of standardized testing, and maintaining high expectations for all students.
The state has not adequately funded public schools, they've actually cut our funding by over $20 million and the lawsuit that NISD is a plaintiff in will hopefully change how all districts are funded in the future. We were one of the first nine ISD's to openly fight against the over reliance of standardized testing. We were also a leading part of the Texas High Performance Schools Consortium, legislating for changes. NISD has constantly upheld the highest standards for all students.
Smith did not respond to the survey.
I have a bachelor's degree in education from Stephen F. Austin State University. I have been a teacher for seven years. My involvement with the city began several years ago when I began volunteering for the Special Events Committee. As a member of the Comprehensive Plan Steering Committee, I have worked with staff and council members on revising the comprehensive, zoning, and future land use plans. My background in mathematics will help me analyze the city budget more thoroughly and find ways to allocate more funds on projects like street improvement and the water and drainage infrastructure.
Proper allocation of funding for various infrastructure improvement projects: Monetary resources are limited so we need to get creative and find new methods to reallocate money for the much needed improvements throughout our city.
Economic development is one of the biggest challenges facing our city. By implementing the comprehensive plan we can realize the full potential and bring new development to our commercial corridors.
Community revitalization: Through code compliance and volunteer organizations, we can work to rehabilitate and improve our aging neighborhoods.
Although I am not a life-long resident of Richland Hills I have lived here for a number of years. I have been involved in the community serving on city boards and commissions. I believe my many experiences of living in diverse cities and countries around the world gives me an expanded knowledge base on how to bring fresh new ideas to Richland Hills while preserving the small-town friendly atmosphere. I served my country and now I wish to serve the city I live in
We need to insure that the needs of all our citizens are met and maintained. I will work with the City's Development Director, the City Manager, and the rest of the City Council to find sources of services that meet the needs of all of our citizens without singling out one part of our population. We have an infrastructure that is in need of work. As a city our revenue is limited so I will work to insure that all avenues of revenue generation are explored. Our City Services Department is working to manage code enforcement and help to make sure our city remains a safe and beautiful place to live. I will continue to encourage their efforts and working with our citizens to find grants that will improve our parks and trails. Our citizens have said their is a need for a dog park, better restrooms in our parks and more.
I have spent 30 years in the real estate development business dealing with many municipalities all across the DFW Metroplex and I have attended 100’s of P&Z and City Council meetings in my career. I have a very good understanding of the municipal process. Approximately 70% of the items on our agenda deal with real estate in some form or fashion and I am intimately familiar with the application process and I am very qualified to review the applications.
Water, mobility and outside influences which we have little control over. We have a master plan for our capital improvements projects and I will make every effort that each year we budget for these infrastructure improvements for our water system and roads. I will use forward thinking to help mitigate any outside influence which might adversely affect our community.
As a practicing physician for over 25 years, I have always protected the interests of my patients above everything else. As a city council man, I will bring the same approach to the town hall — protecting the interests of the families and homeowners in the city above everyone else.
Southlake was founded on low-density housing, single-family homes, and a strong school district. These are under threat now due to unchecked real estate growth in the city, including high density residential complexes. These have led to traffic congestion, and stretched our municipal services. I will work hard to maintain low to medium-density housing in the city, find solutions to traffic issues, and work closely with our school districts to support our families and kids.
During my two prior council terms we brought corporate campus development to the 114 Corridor with the Sabre and Verizon projects, passed development ordinances that assured neighborhood protection and high quality commercial development, passed the bonds that made the trails and sidewalks possible, opened the first city library, acquired over 600 acres of park land, and worked with the developer to make Town Square a reality.
I believe we should follow our Land Use Plan and not change it to meet the whims of the developers, and that we should always consider the impact of new development on our residents and on traffic. We need to stop the trend of high density residential development and of less than top quality commercial. While I was on city council we twice lowered taxes, and I believe it is time that we take a serious look at ways to lower the tax burden on our residents.
My prior service as a council member, my corporate career in the financial arena, as a purchasing agent in obtaining and analyzing bids and management of employees shows I have the abilities to work with people in a professional manner. Being self-employed with an accounting service that provided payroll, payroll reporting (941, 1099, W-2, W-4), and financial reports for my clients shows responsibility to others. All these skills and experience qualifies me to serve on council.
The health of the city is shown by having a fiscally conservative budget. During my time on council (2004-2010), we attained the AAA bond rating. I will work to keep the budget fiscally sound.
Mobility is a high point of frustration. I will work to improve the traffic flow and to provide sidewalks and trails to enhance the safety of pedestrian passage in our city.
Low to medium density has been the hallmark of our city for residential and quality commercial development. I will continue to follow our master plan, as proven in my prior terms.
Area Civic and Community Service: Serve as board member of Northeast Leadership Forum from 2011 and became the Forum’s Treasurer in 2012 and currently hold that office. Have served on the Board of Directors of Metroport Cities Partnership since 2007 and served as that organizations Chairman for 2 years and currently serve as Board Secretary. Have supported Northwest Metroport Chamber of Commerce since 2004 and served as a borad member in 2010-2011. Have served as a Board Member of Camp Sionito Association for over 15 years and am currently the organizations President.
Bringing a business driven style of leadership to the Council will allow our Town Staff and Council to more effectively achieve their goals. Having served four years (May 2005 - May 2009) as Mayor of Trophy Club and over three years as MUD Director along with two years on the towns EDC4B Corporation give me a perspective of how things should work for the citizens. In addition, serving on the boards of organization like Northeast Leadership Forum, Metroport Cities Partnership and Northwest Communities Partnership for over 12 years has given me a unique understanding of the issue that face our town and neighboring communities.
1. Open government that is more responsive to the citizens.
2. Long range planning for capital expenditures going beyond the need for new and larger Police and Town Hall buildings including repair of our roads and completion of a road to connect the town major thoroughfares going over the Corps of Engineers property in the Northeast part of the town. This planning should take into consideration the future build out of the town.
3. Improve the working relationship of the Town with the MUD.
In the five years I have been mayor, our community has come a long way, building more homes than almost anywhere in the Metroplex. We have been quite successful at managing that growth, putting more emphasis on the maintenance of our infrastructure (e.g. roads, drainage) as well as amenities (e.g. parks, trails, medians). Having fostered the development and implementation of our strategic goals, I believe I have proven the ability to lead and plan for our future. That leadership is also demonstrated in the shift of our Council to a cohesive team, not always in agreement but working together respectfully for the betterment of Trophy Club.
We are nearing build out and need to recognize the need to maximize the funding we have to provide for the growth in demands. It is imperative that we grow our commercial base, providing both additional tax revenue and conveniences for our residents. Also critical is the need to provide a facility for our police department and for our town hall. By effectively managing our finances we are able to move forward on this without a tax increase, We are excited about the potential for providing facilities including meeting/activity spaces for our citizens.
As a long-time resident of Trophy Club and member of the town council for two years I have attended all council meetings and EDC4B board meetings for the past four years. I have a good working relationship with both the MUD and Town staffs and am familiar with both the financial needs of the town. I championed the vision 2030 plan with over 50 residents involved to give us a road map to what we want our town to look like in 2030. While I was on the council we had one of the most cohesive councils to date and we created our Town Strategy Map that outlines our goals and guidelines for our government.
The three most critical needs are:
1. Complete our commercial development to add needed sale tax revenue.
2. Improve the working relationship between the Town and the MUD.
3. Pull the town together so the the PID and the older part of town are one.
Parrow did not respond to the survey.
I bring nine years of solid City Council leadership experience. I have worked with three city managers, two mayors, five police chiefs, and numerous councilmembers. Eighteen months ago, my diligence and hard work brought needed changes to the city staff and city leadership. It was my tenacity that discovered poor practices, charter violations, and other offenses that were going on behind closed doors. I brought transparency back to council and city administration. I have assisted in and passed nine responsible city budgets that put citizens first. I am a former US Marine, awarded CAR, and a disabled veteran.
As our state population grows, potable water sources are becoming scarce. It is important as a city leader to look ahead to ensure that potable water is available and judiciously conserved. Protecting our aging housing stock is another huge concern. I will ensure that steps are taken to protect our city’s housing inventory. Property values provide the largest amount of funds that ensure our city’s ability to operate and provide the services our citizens deserve. Delivering services to our citizens, such as sanitation service, drainage, infrastructure, and community services are reasons the city exists.
I have been an active resident for 26 years. During this time I have served on BISD Bond Committees, Haltom High School Campus and Security Committees. Because of this I worked with Haltom and Watauga police departments to constantly review student and teacher security. I have been intimately involved with all three local BISD Schools. Help with Security for the BACK2SCHOOL Community Rally each year at First Baptist Church, Watauga. Chair of Watauga Public Library Board. We have a great Mayor who has a great vision. I see his vision and will help him pursue it to continue to make Watauga “A great place to live.”
1. Reverse declining property values. 75 percent of city revenue comes from property values which have declined $10,000 the last five years. This must be reversed by tightening codes and helping home owners to upgrade their property by providing grants to qualified home owners, with emphasis to seniors. 2. Revitalize older commercial property and attract new businesses to help keep keep taxes down. Twenty-five percent of revenue comes from commercial taxes. 3. Repair and upgrade streets and sewers. They are aging rapidly. We will be facing escalating costs if we do not begin a systematic program now to address these needs.
Clements declined to participate.
I believe I would make a good person for City Council in Watauga because I have strong management skills and have been a medical public speaker and have taught large sales forces like PSS and Allegiance and others how to do what I do and also trained Medical Clinics in numerous types of diagnostic testing so I am proficient in public speaking but more importantly I care about my neighbors and don't want myself or others to ever be surprised by a high 30 percent increase in a water bill or anything like that in the future.
No communication between the citizens and the city on what is going on and that can be corrected. I know a lot of people don't care but a lot of people would like to be informed if they just could turn to someone who could represent their needs, like I would want to be as their voice. People get angry and frustrated and have that five minutes to speak before a council meeting but where does that go. Deaf ear?
It really isn’t a question of who is the best qualified but whom the voters think will best represent them. I have 18 years of experience on the City Council and a desire to serve if elected. I listen to the issues presented and try to provide a reasonable explanation for what I hope is a fair judgment based on the facts.
The most critical problem is credibility. The only solution I know of is to be consistent and open while using the principles that you live by. The second problem is competency in the subject matter area. As residents of the city you may or may not have a skill set in a particular area. The solution is to find and hire professionals who either have the skill set or the knowledge to find those with the competency in order to make an informed decision. The third is resources, be good stewards of the assets and money the citizens trust you with.
Trophy Club MUD
Strother did not respond to the survey.
Carr did not respond to the survey.
Armstrong did not respond to the survey.
With my financial background and MUD Board experience, I believe I can make a contribution to the present Board. I have several times chaired financial studies on behalf of the MUD Board.
Sustain presence in the annexed portion of the Solana complex. Push forward completion of the wastewater treatment plant as edicted by the Texas Commission on Environmental Quality (TCEQ). Develop water and wastewater rates reflecting lowest cost consistent with high quality.
Palla did not respond to the survey.
Experienced Leadership — MUD issues are very complex. It generally takes a new director over a full year to get comfortable with all the water code laws and issues that have to be dealt with. I am on first name terms with the state representatives, TCEQ Management and staff, AWBD Board Members and staff, town of Trophy Club elected officials and staff, and the Mayor of Westlake — all of which have bearing on the issues TCMUD1 has to deal with.
1) Upgrade to our WWTP —TCEQ has approved our bonds and construction will begin as soon as legal issues with Westlake, and their Developer are resolved. They are contesting TCEQ's approval of our bonds.
2) Effort by the towns on Trophy Club and Westlake, working together, to dissolve TCMUD1 — A recent financial study released by the MUD's CAC (Citizens Advisory Committee) and the Town's BRPC (Blue Ribbon Panel Committee) have proven that it is financially detrimental to the residents of Trophy Club for TCMUD1 to be dissolved without a significant buy-out from Westlake.
3) Westlake offer to buy TCMUD1 out of the Solana complex —Westlake offered $1.8 million in cash that has been determined, since it was first proposed, to basically be a disingenuous offer as the CAC has determined a more appropriate “fair” buy-out to be $17.2 million. Negotiations have stopped as Westlake refuses to increase its initial offer.