Celina Mayoral Candidate Q&A
Eric Becker
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Managing Growth & Infrastructure
Question:
Celina’s comprehensive plan warns that infrastructure and services such as roads, water, sewer, drainage and parks are expensive to build and will be in high demand as the city expands. How will you ensure that roads, drainage, water/sewer systems and public spaces keep pace with the city’s projected population growth without sacrificing fiscal responsibility? What strategies would you use to maintain Celina’s small-town character while accommodating thousands of new residents?
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Answer:
Celina’s growth must be synchronized with infrastructure capacity. Development approvals should align with roads, water, drainage, and public safety readiness. I support impact-based financing, long-term capital improvement planning, and conservative debt management so growth helps fund growth.
Maintaining small-town character requires thoughtful zoning, preserved open space, strong design standards, and protecting our historic downtown. Disciplined planning and clear expectations for developers, we can accommodate new residents while preserving what makes Celina unique.
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Fiscal Policy & Taxation
Question:
The city has lowered its property-tax rate for four consecutive years, yet rising property values mean homeowners still pay more. Meanwhile, officials hope new retailers will increase sales-tax revenue. What is your philosophy regarding property-tax rates and revenue diversification? Would you continue lowering the tax rate, and how would you balance property-tax relief with the need to fund public services?
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Answer:
Lowering the tax rate is meaningful, but real relief also requires spending discipline and diversified revenue. My philosophy is simple, live within our means, budget conservatively, and grow our commercial tax base to reduce pressure on homeowners.
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I would continue evaluating rate reductions annually, but only if essential services and infrastructure obligations are fully funded. Long-term fiscal stability requires expanding sales tax through responsible retail and business recruitment while maintaining strict oversight of expenditures.
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Water Supply & Conservation
Question:
In January 2026 the city discussed making lawn irrigation optional and limiting turf in new developments, noting that roughly half of peak-season water use comes from irrigation. Lake Ralph Hall is expected to expand regional supply in the next few years. How should Celina secure a long-term water supply, and what role should conservation ordinances (such as xeriscaping or turf limits) play? How would you engage builders and residents to support these measures?
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Answer:
Long-term water security requires a dual strategy: expanding supply and managing demand. Regional investments like Lake Ralph Hall strengthen capacity, but infrastructure must be paired with responsible conservation to reduce peak stress on the system.
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Because irrigation accounts for roughly half of peak-season usage, conservation ordinances such as smart irrigation standards, drought-tolerant landscaping, and reasonable turf limitations in new developments should be part of the solution. These measures should be phased, data-driven, and clearly tied to capacity planning.
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Engagement is critical. Builders need predictable standards incorporated early into development codes, and residents need education on cost savings and long-term reliability. Transparent communication about supply projections, infrastructure costs, and drought contingency planning will build community support for sustainable water management.
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Public Safety & Emergency Services
Question:
Calls for police and fire services are growing 10–20 % annually, prompting plans for a fourth fire station and a new dispatch center. With nearly half of the general fund going to public safety, how will you ensure adequate staffing, equipment and response times as the city expands eastward and northward? What innovations or partnerships could improve public safety without unsustainable spending?
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Answer:
Public safety must scale with population. As calls increase 10–20% annually, we need data-driven models, planned facility expansion, and disciplined capital planning.
We must ensure response times remain strong while leveraging technology, regional partnerships, and shared services where feasible. Public safety spending should be strategic and proactive.
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Transportation & Mobility
Question:
City leaders have considered converting downtown streets from asphalt to concrete within 10–15 years, a project that could cost $85 million and force other road improvements to be delayed. How should Celina prioritise road spending between downtown reconstruction, outer-loop connections, and neighborhood streets? What is your view on multimodal options such as sidewalks, bike lanes and public transit?
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Answer:
Road investments should be prioritized based on safety, congestion relief, and economic impact. Outer-loop connections and arterial capacity often relieve system-wide pressure more effectively than aesthetic upgrades.
Downtown improvements should be phased responsibly. Our immediate priority is building a reliable road network that matches our growth trajectory. Working with TXDOT and helping them prioritize is also important.
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Downtown Vision
Question:
The Downtown Master Plan aims to preserve historic charm while adding modern amenities, including a multi-story parking garage and entertainment district. What is your vision for downtown Celina in 10–20 years? How would you balance redevelopment with historic preservation, and what policies would you advocate regarding building height, density, parking and public art?
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Answer:
In 10–20 years, I envision a vibrant, walkable downtown that honors our heritage while supporting thoughtful development. Historic preservation must remain central, with architectural standards that protect scale and character. I am not in favor of large chain (corporate) businesses in downtown.
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Economic Development & Retail Mix
Question:
Celina’s strategic plan emphasises attracting both major retailers and high-tech businesses while supporting mom-and-pop shops. The plan also describes small businesses as the “heartbeat” of the community and calls for business-friendly policies. How will you ensure that big-box stores like Walmart, Costco or Home Depot coexist with locally owned businesses? What tools (e.g., zoning, incentives, façade grants) will you use to create a vibrant and diverse commercial base?
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Answer:
We need both national retailers and strong local businesses. Big-box stores expand the tax base and reduce sales leakage; locally owned businesses define our culture.
Strategic zoning, façade programs, small business support initiatives, and careful site planning can ensure coexistence. Economic development should diversify revenue, create quality jobs, and reinforce our entrepreneurial spirit.
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Housing Affordability & Diversity
Question:
As development accelerates, there is concern about housing affordability and the availability of diverse housing types. What policies would you pursue to provide a range of housing options (entry-level, “missing middle,” senior housing) while avoiding unchecked sprawl? Would you support density bonuses or inclusionary zoning to encourage affordable units, and how would you address potential pushback from existing residents?
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Answer:
A healthy city provides housing options for young professionals, families, and seniors. Thoughtful density near commercial corridors can reduce sprawl while preserving established neighborhoods.
I support planning that allows diverse housing types without sacrificing infrastructure capacity. Any incentive tools must be fiscally responsible and community-supported.
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Open Space, Parks & Agricultural Heritage
Question:
The comprehensive plan calls for preserving natural land and Celina’s agricultural roots. How will you balance development with farmland preservation and the creation of parks and greenbelts? Would you champion any agricultural or agritourism initiatives to celebrate Celina’s heritage and support local farmers?
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Answer:
Growth and preservation are not mutually exclusive. Strategic land-use planning, greenbelt corridors, and park dedication requirements should be integrated into development approvals to protect open space while accommodating population growth. Preserving key view corridors and historic properties maintains Celina’s identity.
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I support exploring voluntary conservation tools, trail connectivity, and partnerships that protect agricultural land where feasible. Agritourism—farmers markets, seasonal festivals, and farm-to-table initiatives—can celebrate our heritage, support local producers, and strengthen community identity without compromising fiscal responsibility.
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Financing Growth (PIDs, TIRZ & Other Tools)
Question:
Celina prefers Public Improvement Districts to finance infrastructure and discourages Tax-Increment Reinvestment Zones unless they provide significant economic benefits. Yet the city already has TIRZ #8 with millions in captured tax increment funds. What is your stance on using PIDs, TIRZ, municipal utility districts or bonds to fund roads, utilities and public facilities? Under what circumstances would you create a new TIRZ or other special district?
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Answer:
Growth should help fund the infrastructure it requires. PIDs are appropriate when transparently structured and limited to benefiting properties.
TIRZ districts should be used selectively and only when measurable economic return justifies public participation. Any financing mechanism must include clear accountability, defined timelines, and conservative risk assumptions.
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Long-term debt should never compromise fiscal stability.
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Downtown Parking & Transit
Question:
The downtown centre project includes a four-story parking garage to provide nearly 400 spaces. Do you believe structured parking is sufficient to meet future demand? How will you manage downtown parking for residents, employees and visitors, and would you consider alternative transit (e-shuttles, ride-share hubs) to reduce congestion?
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Answer:
Structured parking is a practical step, but it must match realistic demand projections. Nearly 400 spaces may meet near-term needs; however, utilization data should guide future expansion rather than assumptions.
Phased planning prevents overbuilding and unnecessary debt.
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Parking management should prioritize turnover for visitors, designated employee parking, and clear wayfinding. Time limits and smart-parking technology can improve efficiency. I would also evaluate complementary solutions such as seasonal e-shuttles, coordinated ride-share zones, and event-based traffic planning to reduce congestion while preserving downtown accessibility and walkability.
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Sales-Tax Strategy & Economic Resilience
Question:
City staff hope sales-tax revenue will eventually surpass development-fee revenue as major retailers open. What strategies will you use to broaden the sales-tax base (e.g., attracting entertainment venues, tourism, tech companies)? How will you safeguard Celina’s finances from over-reliance on any single sector?
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Answer:
Our goal should be a balanced and diversified sales-tax base. That means recruiting destination retail, family entertainment, restaurants, and service businesses that keep spending local, while also pursuing light industrial, technology, and professional employers that add daytime population and stability.
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We must avoid dependence on any single sector. Diversification, conservative revenue forecasting, maintaining healthy reserves, and phased infrastructure investment protect the city during economic cycles. Sustainable growth comes from broad participation across retail, services, and employment—not one headline project.
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Community Engagement & Transparency
Question:
Rapid growth can strain residents’ trust in city government. How will you communicate with residents about major decisions (zoning changes, utility projects, water restrictions) and ensure transparency in budgeting and planning? What methods will you use to gather input from long-time residents, newcomers and under-represented groups?
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Answer:
Trust requires proactive communication, not reactive explanations. Major decisions—zoning, utility investments, water policy—should be clearly presented before votes occur, with plain-language summaries, financial impacts, and long-term implications publicly accessible online.
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I support regular town halls, targeted neighborhood meetings, digital updates, and expanded use of surveys and advisory boards. We must engage long-time residents, new families, business owners, and underrepresented groups early in the process. Transparency in budgeting, capital planning dashboards, and consistent public reporting builds confidence and keeps leadership accountable.
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Regional Cooperation & Infrastructure
Question:
Celina’s growth depends on regional partners such as the Upper Trinity Regional Water District and state agencies for road and water projects. How would you work with neighboring cities, the county and regional entities to coordinate infrastructure, manage cross-jurisdictional traffic, and ensure Celina’s interests are represented in regional planning?
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Answer:
Regional coordination is essential as Celina grows. I would maintain proactive engagement with the Upper Trinity Regional Water District, Collin County, TXDOT, and neighboring cities to ensure infrastructure planning aligns with projected growth and capacity needs.
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That means participating early in regional planning discussions, advocating for fair project prioritization, sharing data on growth projections, and building cooperative agreements that address cross-jurisdictional traffic and utility demands. Strong relationships, clear communication, and consistent representation ensure Celina’s interests are protected while contributing responsibly to regional solutions.
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Personal Priorities & Vision
Question:
Beyond these specific issues, what three priorities would define your administration? How does your background prepare you to lead a rapidly growing city, and what long-term legacy do you hope to leave for Celina?
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Answer:
Three defining priorities: infrastructure readiness, long-term water availability, and fiscal discipline.
My background as a business owner and long-time resident has required budgeting, strategic planning, and accountability. I believe leadership means setting direction, empowering professional staff, and making decisions grounded in data, not politics.
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My goal is simple: leave Celina stronger, financially stable, and prepared for the next generation.
Growth brings opportunity, but also responsibility. I offer steady, business-minded leadership focused on infrastructure, public safety, and fiscal discipline.
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Closing Statement
Question:
Do you have any final statements you'd like to make to the residents of the City of Celina? And finally, why should voters support you instead of your opponent(s)?
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Answer:
Voters should support me because I will prioritize long-term stability over short-term headlines, trust professional expertise, and ensure Celina grows responsibly while preserving the character that brought us here.