< Back Furry Friends in Home Dog Sitting Services 214-505-384& 417 Connemara Trl Celina TX 75009 https://furryfriendspet.services/ furryfriendtx@gmail.com SOCIAL MEDIA LINKS: https://www.facebook.com/share/1UXJaHyHPm/?mibextid=wwXIfr HOURS: Always BUSINESS DESCRIPTION In Home Pet sitting services including walks, drop ins and over night visits. DISCOUNTS FOR TBOC MEMBERS: KEYWORDS Pet Sitting Previous Next

< Back Junk Queen Tx 469-909-7241 100 E Main St Gunter Tx 75058 https://www.junkqueentx.com/locations/celina/ junkqueentexas@gmail.com . SOCIAL MEDIA LINKS: HOURS: Monday -Friday 7am-7pm Saturday 7am -2pm Sunday : Closed BUSINESS DESCRIPTION Junk Queen Tx is a dumpster rental in Celina, Texas. We offer a variety of sizes and types of dumpsters to meet your needs. DISCOUNTS FOR TBOC MEMBERS: KEYWORDS Dumpster rental in Celina,Tx . Junk removal in Celina Tx . Best rolloff dumpster near me . Dumpster rental near me Previous Next

< Back Infinity Credit and Financial Services 800-524-1819 130 N. Preston, Prosper Tx 75078 https://Www.icafs.net rich@icafs.net SOCIAL MEDIA LINKS: https://www.linkedin.com/in/rich-claypool-b4960a5?utm_source=share&utm_campaign=share_via&utm_content=profile&utm_medium=android_app HOURS: M-Thursday 10am-9PM, Friday 10-6, Saturday 10-3 BUSINESS DESCRIPTION Rich Claypool brings over 30 years of experience in the financial services industry to Infinity Credit and Financial Services. With a remarkably diverse background, he has helped clients navigate a wide range of financial matters, from life insurance, retirement planning and mortgages to credit repair and debt elimination. Rich’s comprehensive understanding of all aspects of a client’s financial wellbeing allows him to offer well-rounded, sound advice that addresses both short-term needs and long-term goals. His dedication to delivering personalized solutions has earned him a reputation as a trusted advisor for those seeking financial clarity and security. DISCOUNTS FOR TBOC MEMBERS: KEYWORDS alife insurance, retirement, wealth management, financial Previous Next

< Back Flint Therapeutics 214-471-7176 1400 N Coit Rd STE 603, McKinney, TX 75071 https://www.flinttherapeutics.com flinttherapeutics@gmail.com SOCIAL MEDIA LINKS: flint_therapeutics HOURS: Tuesday-Thursday 10am-6pm Friday-Saturday 9am-4pm Sunday & Monday Closed BUSINESS DESCRIPTION Experience personalized therapeutic massage at Flint Therapeutics, your local wellness boutique in McKinney, Prosper, Celina, and Frisco. Our certified therapists, proud members of the American Massage Therapy Association, specialize in various techniques such as sports massage, trigger point therapy, Swedish massage, myofascial release, cupping, lymphatic drainage, kinesiology taping, hot stone massage, pregnancy massage, and herbal wellness. Whether you need injury rehab, pain management, relaxation, or lymphatic drainage, we're dedicated to optimizing your well-being. Our pricing is time-based, ensuring equal rates for all services with no extra charges for upgrades. Achieve your wellness goals with us today! DISCOUNTS FOR TBOC MEMBERS: KEYWORDS Massage, Medical Massage, Massage for pain management, Manual Lymphatic Drainage massage Previous Next

Ryan Tubbs, candidate for Mayor of Celina Texas in the 2026 election, answers questions about growth, taxes, infrastructure, public safety, downtown development, and the future of Celina. Candidate Q&A – Ryan Tubbs 2026 Celina Mayoral Candidate Opponenets: Eric Becker and Erica Cornelius Managing Growth & Infrastructure. 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? After getting elected for my first term in 2023 I sought to create Celina’s first 5-year Capital Improvement Program which you can find here. https://www.celina-tx.gov/1874/Five-Year-Capital-Improvement-Project Creating alignment on the projects that your tax dollars fund creates transparency and a guiding document for the public and private sector to view priorities and provide feedback. Celina’s small town charm is because of its people. Through events, small business support and the way neighbors come together define the community’s character. Fiscal Policy & Taxation. 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? Celina’s budget relies heavily on single-time fees which creates an unhealthy relationship with residential growth. Commercial property and sales taxes must help alleviate the burden for homeowners to carry the burden of operating a successful city. SB 2 passed in 2019 limits cities' ability to raise their property tax revenue by up to 3.5 % from the previous year without holding a voter-approval election. The tax rate will continue to be lowered as the state legislature is expected to lower the tax rate revenue cap from 3.5% to 1-2.5% while service demands remain high for new roads and public safety. Because of new growth plus the appraisal districts ability to increase property values the “voter-approval tax rate” will automatically decrease the tax rate. Public safety and schools always come first. Property tax relief matters, but not at the expense of public safety. Police and fire services are core responsibilities, and I won’t support cutting them. We should prioritize responsible budgeting, limit non-essential spending, and grow our commercial tax base so we can provide relief without compromising safety. Water Supply & Conservation. 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? City staff is currently working with third party professionals regarding plans to limit the demand to irrigate turf. This doesn’t impact current homeowner requirements but will set a new standard going forward for residential, commercial and medians. Celina can lead the way in creating beautiful landscape with native plants. Worksession, public comment and input from the builder community is part of this process to make a successful adoption and rollout. Public Safety & Emergency Services. 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? Public safety is already nearly 50% our general fund, and that’s a priority I won’t compromise. As we expand east to fire station #4 and north to station #5, we’ll phase in staffing and infrastructure strategically so response times keep pace with growth. At the same time, we can use smart partnerships like Collin County dispatch, shared services like mutual aid, and technology like Flock Safety to improve efficiency while ensuring growth pays for growth without unsustainable spending. Transportation & Mobility. 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? Downtown roads, water, sewer, and stormwater are a $450 million investment over the next 12-15 years to redo what has been neglected since the 1960s-1970s. City Council recently allocated an additional 85 million specifically in Downtown improvments in our revised 2026 5 year CIP. Outerloop connections are made via development agreements for new home communities, Coit & Choate are both being improved from Frontier/1461 and beyond the Outerloop. Each street downtown that doesn't have sidewalks is uniquely designed to cause as little disruption as possible to trees and existing homes but updating outdated and neglected infrastructure creates disruptions. I don't support the use of Sales Tax to bring entities like DART this far north as their model is broken and suburbs don't receive the value they pay into the system. Autonomous self-driving vehicles are the current way of the future and have seen dramatic improvements in the public transit sector as they become more affordable. Downtown Vision. 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? I want to see Downtown flourish with private investment. Taxpayers are spending 100 million dollars on the parking garage and Downtown Center plus tens of millions of dollars fixing aging infrastructure Downtown. This is being done to incentivize private investment and to take care of existing residents. Building height and parking are specific to each project. If it's right to partner with the private sector to provide additional public parking downtown I am all for it. I appreciate all of the murals downtown incorporated into almost every new project or renovation. Beyond paintings, I believe live music and community performances should be embraced more to celebrate all forms of art. Economic Development & Retail Mix. 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? Small businesses provide an identity for the community. Large commercial retailers provide ad valorem and sales tax to provide funding for public safety and our schools. We can then use dollars spent here locally to reinvest into the community through infrastructure and marketing to make sure our small businesses have the tools needed to succeed. Check out our recently adopted Local Business Support Program! https://issuu.com/celina_texas/docs/cedc_local_business_support_program Housing Affordability & Diversity. 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? Via development agreement, Celina has a wide range of housing types from townhomes, multi-family, 40-foot rear entry lots all the way up to acre lot homes. The city plays an indirect role in affordability as we can't control land prices, insurance, materials, or construction costs. Celina has the third-highest average home value in Collin County behind Prosper and Frisco. As a general principal until the long-term water supply issue is solved I don't believe Celina should be incentivizing housing projects. Open Space, Parks & Agricultural Heritage. 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? We should be intentional about protecting open space in our master planned communities, commercial spaces and add parks while respecting property rights. I’m open to agricultural or agritourism efforts that honor Celina’s heritage and make sense for the community. How many of you understand what agritourism is?! Hah! Financing Growth (PIDs, TIRZ & Other Tools). 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? Celina has two commercial TIRZ which one stretches over Downtown and out to Preston Rd and the other goes from Preston Rd to property along DNT. The Downtown TIRZ is to ensure reinvestment Downtown and TIRZ #5 is a performance-based TIRZ where the owner can recuperate 50% of ad valorem value on approved project expenditures such as Ranch Rd, Cattle King Dr, and Sunset Blvd. Residential TIRZs are for blighted areas. Open farm land in Celina is in high demand. Public Improvement Districts are a good negotiation tool for annexation as well as developer obligations such as road, water and sewer off-site which otherwise the city has no legal mechanism for new development to pay for itself such as extending a road beyong it's boundaries to Preston or DNT or an off-site lift station. In-city MUDs and MMDs would have to be considered on a case-by-case basis if inside city limits. By allowing the additional tax what infrastructure obligation, parks, school sites and obligations would the management district take on? Downtown Parking & Transit. 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? As Downtown expands and redevelop additional structured parking will be required. As autonomous ride sharing becomes more affordable I would love to see a shuttle service Downtown. Sales-Tax Strategy & Economic Resilience. 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? From a city policy standpoint, our job is to create a predictable, business friendly environment with strong infrastructure, clear zoning, and efficient permitting. Private investment should grow our retail, dining, entertainment, and service sectors. To protect our financial health we need a diversified sales-tax base, conservative revenue projections, and strong reserves. Balanced growth and disciplined budgeting are the keys to long-term stability. Community Engagement & Transparency. 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? After being elected I wanted to take the transparency approach to always be available and push information out rather than having to go search for it. All City Council presentations and supporting documentation are loaded into the meetings portal with the attached agenda. On top of our normal Chamber of Commerce hosted State of the City we also partner with Celina ISD to host a spring and fall town hall. Through social media, mailers, roadside billboards, door hangers, and booths set up at community events we try to engage the community to ensure they are informed and aligned with the decisions happening in their city. Regional Cooperation & Infrastructure. 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? Celina has regular meetings, representation and advocates with and through TXDOT’s Dallas Office, BNSF, North Central Texas Council of Governments, Regional Transportation Council, Region C Water Planning, Texas Water Development Board, Denton County Mayors Council, North Texas Commission, Texas Municipal League, Dallas Regional Chamber, and UTRWD Board of Directors. Personal Priorities & Vision. 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? Water, Roads, Economic Development My background has prepared me to focus on strong leadership, accountability, and long-term planning. Rapid growth requires a management team in place that receives clear policy direction from the council to ensure we execute responsibly. My commitment is to put residents first in every decision and keep our city financially sound, well planned, and rooted in the values that define our community. Closing Statement. 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)? When you view my resume from my first term in office and engagement in the community I hope you see someone who has your family’s best interest atheart as we build a welcoming community everyone can be proud of. Some of my accomplishments are below • Passed Term Limits for Mayor & City Council • Raised impact fees so new development pays for itself • Stopped capping & waiving impacts fees • Set parameters around the usage of public finance districts to decrease density & improve open space • No new standalone multifamily approved • Renegotiated agreements to lower density on existing multi-family and single-family homes • Require traffic impact analysis • Created first 5 year Capital Improvement Program I will work to always give residents a say in their future from approving debt issuances to collaborating on council priorities.I want to thank my opponents, city council candidates, school board trustees, and all those who volunteer and give back to make Celina the proud place we call home.Election Day is May 2nd and I would appreciate your support in voting forRyan Tubbs for Celina Mayor! Contact Email rtubbs@celina-tx.gov Phone 469-835-5856 Facebook Page https://www.facebook.com/RyanTubbsCelinaMayor

< Back Celina Veterinary Hospital 469-215-2165 515 S Preston Rd, Suite 100, Celina, Texas 75009 https://celinaveterinaryhospital.com info@celinavethospital.com SOCIAL MEDIA LINKS: https://www.instagram.com/celinavethospital https://www.facebook.com/celinavethospital https://www.tiktok.com/@celinavethospital HOURS: Monday-Friday: 8:00AM - 5:30PM Saturday-Sunday: Closed BUSINESS DESCRIPTION Locally owned, full-service small animal veterinary hospital offering everything from routine wellness, emergency triage, and urgent care to surgery and diagnostic testing & imaging. We offer same-day appointments. DISCOUNTS FOR TBOC MEMBERS: KEYWORDS veterinarian, animal, dogs, cat, animal services Previous Next

< Back Injectology Medical Spa 214-851-4288 3248 S Preston Rd #130 Celina TX 75009 https://www.injectology.co info@injectology.co SOCIAL MEDIA LINKS: IG : Injectology.co HOURS: Monday - Friday 8:30-5:30 Saturday- by appt only BUSINESS DESCRIPTION Medical Spa offering aesthetics, wellness, skincare, PRF, bio-filler and so much more! DISCOUNTS FOR TBOC MEMBERS: KEYWORDS Botox, Filler, Facials, PRP/ PRF, Wellness, Weight Loss Previous Next

< Back Ignite Marketing pros 778-731-0112 Home based https://ignitemarketingpros.com/ chaibia@ignitemarketingpros.com SOCIAL MEDIA LINKS: https://www.facebook.com/ignitemarketingpros/ https://www.linkedin.com/in/chaibiasarhrou/ https://www.linkedin.com/in/chaibiasarhrou/ https://www.instagram.com/ignitemarketingpros/ https://www.youtube.com/channel/UCVn7dCLOzqWsJQk0ZdejLZA?view_as=public HOURS: Monday to Friday 9am to 6pm BUSINESS DESCRIPTION Ignite Marketing Pros is a web design and digital marketing agency dedicated to helping service-based businesses establish a powerful online presence, attract their ideal clients, and grow their brands. Founded by Chaibia, an experienced UX designer and marketing consultant, Ignite Marketing Pros specializes in custom website design, lead generation, and conversion optimization to ensure businesses stand out in a competitive market. We go beyond just building websites—we create strategic, high-converting digital experiences that drive results. Our signature service, "Ignite Your Online Presence: Website & Lead Generation Package," is designed to provide businesses with a sleek, professional website and the tools they need to generate consistent leads. At Ignite Marketing Pros, we believe in elevating brands through smart design, innovative marketing strategies, and a client-first approach. Whether you're a real estate agent, home service provider, or health & wellness professional, we help you position your business for success with a strong digital foundation. Let’s ignite your online presence and turn your website into a powerful sales machine. DISCOUNTS FOR TBOC MEMBERS: KEYWORDS Website Design, Email marketing, Local SEO Previous Next

Read David Hogue’s full Celina ISD School Board candidate Q&A and learn where he stands on growth, academics, safety, transparency, and the future of Celina ISD. David Hogue Candidate Celina ISD Place 4 Opponents: Jennifer Driver, Erin Norris Please introduce yourself and describe your connection to the Celina ISD community. My name is David Hogue. My family has called Celina home for over 20 years. I’m the father of two, one Celina ISD graduate and one currently in high school, so my connection to this district is personal and ongoing. For more than five years, I’ve attended nearly every Celina ISD board meeting. Not just during election season, consistently. When you show up that often, you learn how decisions are made, how growth is unfolding, and what challenges are coming next. Beyond being present, I’ve served the district’s Long-Range Planning Committee, Bond Steering Committee, pre-planning groups for new campuses, and community based accountability systems committee. I believe if you care about a district, you don’t just talk about it, you invest your time in understanding it. Celina ISD is growing rapidly, and growth requires preparation. What personal experiences in education or community service have prepared you for a role on the School Board? I prepare before I lead. Serving on district planning and bond committees gave me direct insight into enrollment projections, facility capacity, academic priorities, and financial realities. Those experiences aren’t theoretical; they’re hands-on. Professionally, I lead facilities operations and long-term planning in my career. My work requires balancing budgets, infrastructure, and future growth, the same challenges Celina ISD faces today. In the community, I’ve logged over 500 volunteer hours with the City in the past three years and have been recognized for my service. People seek me out because they know I will follow through on any ask. As a parent, I see the daily impact of board decisions on students. As a community leader, I understand how those decisions affect taxpayers and families across Celina. Preparation, reliability, and follow-through are what I bring to this role. On average, how many Celina School Board meetings have you attended in person this school year and have you ever addressed the board? I have attended virtually every board meeting over the past five years. That consistency matters. It’s one thing to read summaries; it’s another to sit in the room, hear the discussion, and understand context. I have addressed the board when appropriate, but I primarily attend to stay informed and serve on committees with a full understanding of the district’s direction. You cannot make responsible decisions for the district without first understanding how decisions are made. What grade would you give the current status of the Celina ISD overall. B Vision For Celina ISD What is your long-term vision for Celina ISD, and how do you plan to balance the district’s rich heritage with the demands of rapid growth? Celina ISD is at an inflection point. Growth is not coming; it’s here. My vision is a district that protects what makes Celina special while preparing responsibly for what’s ahead. A district that grows with intention, not reaction. That means: Facilities planned ahead of enrollment spikes Budgets aligned to long-term projections Maintaining academic excellence during expansion Exercising disciplined fiscal oversight Growth does not manage itself. We cannot afford to guess our way through growth. We must plan our way through it. It requires leadership that understands planning, timing, and long-term impact. As a parent, I want strong schools for my children and their peers. As a community leader, I want responsible stewardship of taxpayer dollars. As someone deeply engaged in district planning, I know those goals must work together. In what ways do you see the School Board evolving to meet future challenges? As Celina continues to grow, the role of the School Board must become increasingly strategic and forward-focused. A small district can rely on informal systems. A rapidly growing district requires disciplined governance, clear policy direction, strong financial oversight, long-range planning, and well-defined roles between the board and administration. The board must continue evolving from reactive decision-making to proactive forecasting. That means: • Regular review of enrollment and capacity projections • Multi-year financial planning • Clear performance metrics • Respect for governance boundaries As complexity increases, so must preparation. Future challenges will require trustees who study the data, understand infrastructure implications, and think five to ten years ahead, not just meeting-to-meeting. The board’s evolution should strengthen stability, transparency, and long-term sustainability for students and families. Academic Excellence & Curriculum Development How will you work to maintain and enhance academic excellence across all Celina ISD schools? Academic excellence does not happen by accident; it is supported by intentional planning. As Celina grows, the physical environment of our schools must match the future of learning. That means designing campuses that support advanced STEM instruction, expanded Career & Technical Education pathways, fine arts, and evolving technology needs. Through my work on the district’s Long-Range Planning and Bond Steering Committees, I’ve seen firsthand how facility design impacts academic opportunity. The labs we build, the technical spaces we plan, and the infrastructure we invest in directly shape what students are able to pursue. Enhancing academic excellence means preparing for where education is headed, stronger STEM programming, expanded CTE pathways, and partnerships with organizations like Collin College and local industry. As Celina attracts new businesses and grows economically, our schools should align with those opportunities so students graduate prepared for both college and career. Strategic facility planning, disciplined budgeting, and long-term forecasting ensure we are not simply reacting to growth but building a district equipped for the next decade of innovation. Academic excellence is supported by teachers and leadership, and it is sustained by thoughtful planning and infrastructure that empowers them to succeed. What strategies would you propose to ensure that the curriculum remains innovative and relevant for today’s students? Innovation in curriculum starts with awareness of where the world is heading and planning accordingly. The board’s role is not to write curriculum, but to ensure the district is positioned to support forward-thinking programs. That means aligning long￾range facility planning, technology investment, and community partnerships with the future demands our students will face. As Celina grows, we have an opportunity to strengthen STEM pathways, expand Career & Technical Education, and deepen partnerships with institutions like Collin College and local industry leaders. When curriculum aligns with real-world workforce needs, students graduate with options, whether that’s college, trade certifications, entrepreneurship, or direct entry into skilled careers. Keeping curriculum relevant also means making sure our campuses are designed to support modern learning, advanced labs, technical training spaces, collaborative learning environments, and technology infrastructure that can evolve over time. Innovation is not about chasing trends. It’s about preparing students for the next decade, not the last one. Teacher Support & Professional Development What steps will you take to support and retain quality educators within Celina ISD? Retaining quality educators starts with stability and respect. As Celina grows, teachers feel the pressure first through class size, shifting enrollment, and changing campus demands. The board’s responsibility is to plan ahead so growth does not overwhelm our educators. That means: • Aligning facility planning with enrollment forecasts • Supporting competitive compensation within budget realities • Ensuring campuses are safe, well-maintained, and properly resourced • Providing leadership stability through strong governance When teachers feel supported structurally, not just verbally, they stay. As someone who manages infrastructure and long-range planning professionally, I understand that working environments directly impact performance. Thoughtful planning protects educators from unnecessary strain and creates conditions where they can focus on teaching. How do you plan to promote ongoing professional development to keep our teachers at the forefront of modern education? The board does not direct day-to-day professional development, but we set the priorities and allocate the resources that make it possible. As we build new campuses and expand programs, we must ensure professional development aligns with district growth, especially in areas like STEM, CTE expansion, instructional technology, and evolving workforce pathways. If we are investing in advanced labs, technical programs, and modern learning environments, we must also invest in equipping educators to thrive in those spaces. Strong professional development should: • Align with long-range academic goals • Support emerging technology integration • Prepare teachers for evolving career and college readiness models Strategic budgeting and long-term forecasting ensure professional development is not reactive, but intentional and aligned with the district’s direction. Innovation in instruction must be supported by planning at the board level. Fiscal Responsibility & Resource Allocation With enrollment projected to grow significantly, how would you ensure that the district’s budget is managed efficiently while meeting the needs of expanding facilities? Operating budgets and bond funds serve different purposes, but they must be strategically aligned. Facilities built through bond funding directly impact the operating budget through staffing, utilities, maintenance, and long-term debt obligations. That’s why growth planning must be disciplined and data-driven. To manage this responsibly, we must: • Use accurate enrollment forecasting • Phase construction to match real growth • Evaluate long-term operational costs before building • Maintain clear financial transparency As someone who works in long-range infrastructure and capital planning, I understand that expansion decisions must consider both upfront cost and lifetime impact. Efficient growth means building what we need, when we need it, not too early and not too late. What priorities should guide the allocation of funds between new construction, renovations, and educational programs? The priority should always be student impact. New construction must be driven by enrollment data and capacity needs. Renovations should extend the life of existing facilities when it is fiscally responsible to do so. Educational programs should align with long-term academic and workforce priorities. Balance is critical. If we overbuild, we strain taxpayers. If we underbuild, we overcrowd classrooms. If we neglect programs, we limit opportunity. Responsible governance requires evaluating: • Enrollment projections • Facility condition and lifespan • Academic program growth • Long-term operating implications Every dollar, whether bond-funded or operational, should answer one question: Does this decision position Celina ISD for sustainable excellence over the next decade? Addressing Overcrowding & Infrastructure Needs Celina ISD is experiencing rapid enrollment growth. What measures would you support to prevent overcrowding in our schools? Preventing overcrowding starts with anticipating it early, not reacting once classrooms are already full. I would support: • Frequent review of enrollment projections by attendance zone • Phased campus openings aligned with actual growth patterns • Thoughtful boundary planning to balance capacity • Flexible design in new campuses that allows space to scale with enrollment Overcrowding impacts class size, teacher workload, and student experience. Growth should be absorbed strategically, not pushed onto existisg campuses without support. The key is staying ahead of growth curves, not chasing them. How can we optimize existing facilities while planning for necessary future expansions? Optimization begins with understanding how every campus is currently being used. That means reviewing utilization rates, evaluating specialized space usage, and identifying areas where facilities can be adapted before new construction is required. Renovations and reconfigurations can often extend the life and usefulness of a campus when done thoughtfully. At the same time, future expansions must be designed with flexibility in mind, multipurpose spaces, scalable infrastructure, and room for program growth. We should not build schools based solely on today’s enrollment. We should build them based on how learning environments will evolve over the next decade. Smart optimization protects taxpayer investment while ensuring students have the space and resources they need. How will you ensure that parents, teachers, and community members have a meaningful voice in the decision-making process? Celina ISD already provides multiple avenues for community input through board meetings, workshops, public comment, and committee service. I’ve participated in many of those settings over the past five years. The opportunity is there. The challenge is making sure people feel informed early enough to engage meaningfully. I believe in encouraging structured involvement at key planning stages, particularly in long-range growth, bond planning, and major initiatives. When stakeholders understand the context and timing of decisions, their input becomes more productive. Engagement works best when it is early, informed, and respectful. My commitment is to continue showing up, listening carefully, and encouraging participation before decisions are finalized, not after. Community Engagement & Transparency What methods would you use to maintain transparency about district policies, budgets, and upcoming projects? Transparency is more than posting information; it’s making information understandable. Board meetings and documents are public, but budgets and capital plans can be complex. I would support clear, plain-language summaries of major financial decisions, bond timelines, and project updates so families can follow along without needing technical expertise. For growth-related projects, regular updates on enrollment projections, facility timelines, and budget impact help reduce confusion and speculation. I’ve attended nearly every board meeting for the past five years because transparency matters to me personally. I believe strong governance includes clear communication, consistent updates, and respect for public trust. Transparency builds confidence, and confidence strengthens community support. Technology & Innovation in the Classroom How can Celina ISD better integrate new technologies to enhance learning and operational efficiency? As we build and renovate campuses, infrastructure must support evolving technology, strong network capacity, adaptable classroom design, and systems that can scale as tools change. From a governance perspective, the board’s role is to ensure technology investments align with academic priorities and long-term financial planning. That includes evaluating return on investment, ensuring cybersecurity readiness, and supporting systems that improve operational efficiency from enrollment management to facility maintenance. Technology should enhance teaching and streamline operations, not create distractions or unnecessary expense. What role do you see for technology in preparing students for a rapidly evolving, digital future? Digital literacy is no longer optional; it’s foundational. Students must graduate with the ability to think critically, adapt to new tools, and navigate digital environments responsibly. That includes exposure to STEM pathways, technical certifications, and workforce-relevant technology skills. As Celina continues to grow economically, our schools should align with emerging industries and regional workforce demands. Technology education should connect to real-world opportunities, whether through advanced STEM labs, CTE programs, dual-credit pathways with Collin College, or partnerships with local businesses. Preparing students for a digital future means building learning environments, both physical and academic that evolve alongside innovation. Student Safety & Wellbeing What initiatives do you believe are essential to creating a safe and inclusive learning environment? Safety begins with consistent systems, not just intentions. Strong policies must be clearly written, consistently followed, and regularly reviewed. That includes maintaining trained School Resource Officers on campuses, ensuring supervision standards are upheld, and reinforcing accountability at every level. Inclusive environments are built when students feel physically safe, respected, and supported. Clear expectations, professional oversight, and consistent leadership create that foundation. Safety is not a one-time effort; it is a discipline. How would you address issues related to student mental health and overall wellbeing within the district? Student well-being requires both structure and support. The district should ensure policies are in place that provide access to qualified counseling professionals, clear referral processes, and early intervention protocols. At the board level, our responsibility is to make sure resources are aligned with need and that campuses are supported with appropriate staffing. Growth impacts wellbeing. Overcrowding and instability increase stress for both students and teachers. Thoughtful planning and manageable campus environments contribute directly to student mental health. Wellbeing must be approached proactively, not reactively. Celina ISD has seen its share of trouble with the recent locker room events and impaired teachers. Why did these things happen and what do you intend to do to stop similar events from happening in the future. A criminal investigation was conducted, and a third-party review recommended strengthening certain processes. That is an opportunity for improvement. Balancing Tradition with Change Celina ISD has a proud legacy—how will you honor this tradition while implementing necessary changes for modern education? Celina’s legacy is rooted in pride, community involvement, and strong expectations. We honor that legacy by maintaining high standards while preparing for the future. Growth and modernization should not erase tradition; they should strengthen it. By aligning facility planning, academic priorities, and community engagement, we can preserve what makes Celina special while ensuring our students are equipped for tomorrow. What innovative ideas do you have that could enhance the learning experience while respecting the district’s history? Innovation should connect students to real opportunity. As Celina grows economically, we can strengthen partnerships with Collin College, expand CTE pathways tied to regional industry, and design campuses that support modern STEM labs and technical certification programs. Innovation is not about replacing tradition; it’s about expanding opportunity. When we build flexible learning spaces and align curriculum with workforce trends, we enhance learning while maintaining the values that define this community. Collaboration & Leadership How do you plan to work collaboratively with fellow board members, administrators, and community stakeholders to achieve your goals? Strong boards function through preparation and respect. I plan to: • Study materials thoroughly before meetings • Ask governance-level questions • Respect operational boundaries • Support the superintendent while providing oversight I’ve attended board meetings for over five years. I understand the importance of tone, professionalism, and collaboration. Healthy governance is disciplined, not divisive. What leadership qualities do you bring that will positively impact the district’s future? Preparation. Reliability. Long-term thinking. I have consistently shown up in board meetings, planning committees, and community service. People seek me out because I follow through. I approach leadership with discipline and clarity. I prepare before making decisions, and I focus on long-term impact rather than short-term reaction. In a rapidly growing district, steady, informed leadership matters. What is the key message you want to convey to parents, educators, and community members regarding your candidacy? Academic excellence does not happen by accident; it is built through intentional planning, disciplined leadership, and support for the educators who make it possible. As Celina grows, we cannot afford to react our way forward. We must plan thoughtfully, aligning facilities, budgeting, and academic priorities so teachers can teach, students can thrive, and our community can trust that we are building something sustainable. My candidacy is about preparation, reliability, and long-term vision, not noise. Closing Statement How do you envision your role on the School Board making a lasting difference for Celina’s students and families? If you care about a district, you don’t just talk about it; you invest your time in understanding it. For the past five years, I’ve shown up attending meetings, serving on planning committees, and study the direction of this district. That preparation matters. I envision my role as helping guide Celina through its next phase of growth with clarity and discipline, ensuring that the schools we build, the programs we support, and the decisions we make today position students and families for success over the next decade. Lasting difference doesn’t come from headlines. It comes from steady leadership and thoughtful decisions that stand the test of time. Contact Email dhogue729@gmail.com Phone +1 469 952 7182 Facebook Campaign Link https://www.facebook.com/profile.php?id=61555615140539

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