Candidate Q&A – Shane Lambert
Celina City Council Candidate Place 5
Opponent: Brent Baty
Growth & Infrastructure.
Celina’s explosive growth requires costly roads, utilities, parks and drainage. How will you ensure these systems keep pace without sacrificing fiscal responsibility or small-town charm?
While growth is important, it must be properly managed with fiscal responsibility. This includes utilizing Celina's Capital Improvement Program and strategic (2026 - 2028) plan. My priorities align with funding for roads, water, and parks proactively versus waiting until later to address these issues. Secondly, is discipline! We can utilize developer-driven infrastructure improvement support while strictly adhering to annual budgets. This approach will also avoid passing on overburdening expenses to the taxpayers,
Property Taxes & Revenue.
The council has lowered the property-tax rate for four straight years, yet higher valuations mean many homeowners still pay more. What is your philosophy on future tax rates, and how would you diversify revenue (e.g., sales tax) to fund services?
Although the council has lowered the property-tax rate, we are still out of line with surrounding cities. For year 2025 - 2026, Celina's property tax rate per $100 is $0.576. Compared to Prosper at $0.505, Melissa at $0.454, Aubrey at $0.450, and Frisco at $0.425.
In addition, Celina is behind on the Local Homestead Exemption as well. For (FY 2025 - 2026) Celina is listed as "none" for Homestead Exemption. Meanwhile, Frisco is at 20% (max allowed) and Prosper is at 17.5%.
My philosphy for the future in simple terms: No additional cost can be passed on to the tax payer and we must find ways to resolve our debt and become more competitive with our neighboring cities
Public Safety Funding.
Nearly half of Celina’s general fund goes to public safety, and the city plans to add school resource officers, detectives, patrol officers and firefighters. How will you balance staffing needs with limited resources as the population spreads east and north?
Leverage tax growth from new property additions which will allow for more sustainable investment in police, firefighters, and school resource officers. The city also can actively pursue federal COPS grants for officers and utilize interlocal agreements with Celina ISD to fund schools resource officers which reduces the burden on the general fund. Finally, the city is fostering sales tax growth through new commercial developments to diversify funding for public services
Water Conservation Policies.
Officials say roughly half of peak-season water use is spent watering grass; staff proposed limiting turf or requiring xeriscaping, but builders worry about cost. What policies should the city adopt to reduce outdoor water consumption while respecting property rights and development economics?
One positive development is that Celina is addressing rapid growth-related water shortages by developing the Lake Ralph Hall project, expected to provide new, long-term supply by late 2026 or early 2027. In the meantime, we are going to have to make some sacrifices to conserve water usage and rates! These initiatives include smart irrigation and technology such as weather based controllers and irrigation systems and an incentive based rate structures that rewards Celina citizens for watering during "off-peak" times.
Long-Term Water Supply.
North Texas is planning new water sources like Lake Ralph Hall to meet booming demand. What should Celina do to secure adequate water for decades, and how should the city engage residents in conservation efforts and drought planning?
Celina needs to diversify! Begin now securing supplies beyond the Lake Ralph Hall project by expanding regional partnerships for water treatment and adopting water reuse projects for irrigation. Once again, I believe in a rate reduction that encourages and incentivizes citizens for watering during non-peak times versus only punishing our people for using during peak times.
Downtown Street Reconstruction.
City officials want to convert all downtown streets to concrete within 10–15 years, which would require postponing other projects. Do you support the 10-15-year option (approx.$85 million), a longer timetable, or an accelerated 6-10-year plan that could cost more than $200 million? Explain your choice.
Whereas, according to Community impact news, "The 10–15-year plan (approx. $85 million) appears to be the most balanced approach for converting downtown streets to concrete. This timeline allows for necessary infrastructure modernization while managing costs better than an accelerated plan, despite requiring the postponement of other projects." I would add that with additional tax revenues coming in from the current commercial developments, this timeline could be accelerated without as significant postponement of other projects.
Infrastructure Trade-Offs.
Pursuing OptionB for downtown streets could delay projects such as Legacy Bridge and J. Fred Smith Parkway and stretch engineering resources. Which infrastructure projects, if any, would you defer, and how would you mitigate impacts on residents and businesses?
My approach would be to look at mitigation strategies such as strategic phasing to make sure that alternative routes are completed before closing major intersections. We would be wise to use clear signage, regular updates, and high levels of coordination with the downtown businesses to ensure business accessibility.
PIDs, TIRZ & Special Districts.
Celina prefers Public Improvement Districts (PIDs) to finance infrastructure; they fund roads, utilities, parks and amenities through special assessments. A Tax-Increment Reinvestment Zone (TIRZ #8) has a fund balance of $3.5million and a captured value of $719million. What role should PIDs, TIRZ or other districts play in funding growth? Under what conditions would you create or expand a special taxing district?
As a city experiencing rapid growth, strategic financing is critical. I support the use of PIDS and Tirz zones as long as they properly evaluated (not falsely inflated) in accordance with future increases in property tax revenue (not rates) within specific, underdeveloped areas - once again - without raising future taxes
Support for Small Businesses.
Celina’s strategic plan calls small businesses “the heartbeat of Celina” and commits to investing in infrastructure, streamlining permitting and maintaining a business-friendly atmosphere. How will you ensure that downtown shops and locally owned services thrive as big-box retailers open nearby?
As a board member on the Celina Economic Development Corporation, we use a destination development approach that balances large-scale growth with support for our local downtown shops. I believe in restrictions that keep the big box away from downtown and support our small business owners unique shops and charm. I will support infrastructure that adds to the charm and attraction of the downtown amenities, sidewalks, trails, and parking.
Balancing Big-Box & Local Retail.
The city hopes to boost sales-tax revenue with national retailers. What policies will you implement to attract major stores without eroding the community character or pushing out independent businesses?
I believe that City Council and the EDC is already doing a great job with this. I plan to continue to support the policies that have brought new players in the medical industry, retail, and hospitality. Once again, keeping big box out of downtown, addressing downtown infrastructure and support for our downtown businesses.
Agricultural Heritage & Open Space.
Celina’s strategic plan pledges to preserve the city’s “rich agricultural heritage” while encouraging high-tech businesses and agritourism. How will you protect farmland, natural spaces and the city’s rural character amid rapid development?
The city has already established a dedicated framework to integrate agriculture assetsw into its tourism economy. I support this approach allowing working farms to remain viable doubling as unique destinations. I also support the comprehensive plan that serves as a roadmap to balance new developments with the city's agriculture and cultural heritage
Housing Diversity & Affordability.
With rapid growth and rising property values, how will you promote a range of housing options—starter homes, “missing middle” housing, senior living—while avoiding unchecked sprawl and preserving neighborhood quality?
I believe in the approach of market-based solutions, promotion of private property rights, rather than government-mandated development. The goal is to balance the need for more housing with the preservation of existing neighborhood character in Celina.
Downtown Vision & Character.
As downtown streets are rebuilt, how should building heights, density, parking and land uses evolve? What is your vision for Celina’s downtown 20y ears from now, and how will you balance modern amenities with historic preservation?
Celina's downtown evolution focuses on high-density, mixed use, walkable "urban village" development. While this development blends multi-story structures with historic charm, I do believe in height restrictions so that we do not change the charm of downtown. Parking and connecting walking trails are a part of the vision that I have for downtown also. I will also work on a plan to fullfill our promise of Celina - Life Connected.
Currently, there is a disconnect with the largest growing segment of our population which is moving in south of Punk Carter, and the charming downtown Celina. We will work on ways to bridge this gap through community communications, signage, and all means available to encourage the "downtown experience"
Community Engagement & Transparency.
The strategic plan emphasizes open communication and telling Celina’s story. How will you keep residents informed about zoning changes, budgets and development plans? What tools will you use to gather feedback from both long-time residents and newcomers?
I am keeping my website open with the "talktoshane" communication feature. I commit to being an open door of communication. Residents will be able to communicate with me directly and I will represent our citizens, thoughts, concerns, and ideas to the council
Personal Priorities.
Beyond the issues above, what are your top three priorities for Celina over the next four years? How does your background uniquely prepare you to represent a rapidly growing city, and what legacy do you hope to leave?
My top three priorities:
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Addressing infrastructure strain and Celina's rapid growth.
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Collaboration with ISD for safety in our schools
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Economic stewardship that focuses on our infrastructure, high housing costs, and a challenging retail/entertainment environment
My background in Service uniquely qualifies me. 25+ years in the hospitality business and 7 years leading a drug and alcohol recovery program has exemplified that I have a heart for service and restoration. As a small business owner with an MBA in Finance and accounting, I am uniquely qualified to understand finances, financial statement analysis - and ultimately make wise fiscally responsible decisions.
Finally, with a degree in behavioral science, I am uniquely qualified to understand human behavior, emotions, and concerns.
Closing.
Do you have anything you'd like to say to the voters in Celina that hasn't been covered here already? Also, why do you believe you are the better choice for this council position than your opponent(s)?
In closing, I believe I am the best candidate for because I have the experience that matters and the demonstrated heart for service.
My professional experience in hospitality and alcohol/drug recovery has equipped me with a true servants heart. I take great pleasure in seeing others succeed in life.
My experience on the Celina Economic Development Corporation gives me a competitive advantage in understanding the economics of the city, the vast amount of relationships that I have established, as well as an existing cooperative and positive working relationship with EDC, City Council, and other Celina departments. I am equipped and ready to make a positive impact on Celina - Celina now and for the future.