Garland Mayoral Runoff Candidates Respond to the Garland Gazette

Deborah Morris: First, let me clarify that I will use “modernize” to refer to providing improved functionality of the City, and improved convenience and quality of life for Garland residents—not about abandoning our historic elements. Our 2019 Bond program has been effective in turning many long-time citizen requests and suggestions into realities—meeting the “evolving needs” our residents themselves have identified. Those expressed needs have ranged from improving streets (one of the most visible representations of our city), parks, libraries, recreational facilities, etc. to funding economic development projects to expand our tax base without increasing tax rates, while at the same time increasing our appeal to visitors and quality developers alike. The positive impact of that bond is already clearly visible across the city, and our voters’ recent and enthusiastic approval of the new 2025 Bond tells me we’re heading in the right direction with our focus on residential streets, South Garland improvements, and more. In the next few months we should be (finally!) breaking ground on the renovation of Lou Huff Park (East Garland) and the all-new Senior Activity Center. The new Surf and Swim (South Garland) will open next year. Two significant long-term needs in Garland are, of course, for a community hospital,
and more effective ways to address our homeless population’s needs and issues. I was involved in some of our early attempts on council to help Baylor find a buyer for their hospital after they closed, and in the years since I was involved in our work to prepare the Medical District to attract a new community hospital. (See VarlorisHealthPark.com for more details.) While we can’t force a hospital developer to build here, we will certainly be prepared to offer incentives and help in any way we can. This is a priority. Re: our homeless population, I have always walked the line between finding ways to assist the unhoused while also protecting the rights of those with homes and businesses. In 2018, I assembled a task force consisting of nonprofits and elected officials throughout DFW to brainstorm ideas; I ended up authoring the GarlandHomeless.com resource website while also suggesting ordinances to protect property and business owners. Now I’m part of the group working to open a
physical resource center (not a shelter, and also not just for the homeless) called “Serve Garland”, similar to Serve Denton. This concept could be a game-changer for our city, as it has been in Denton and Lewisville.But there are many other efficiency and convenience issues I’d like to address that I often hear about directly from citizens, like improving communications between the City and residents (including adding more robust phone and after-hours customer service and programming); incorporating more efficient tools and systems (like high- efficiency pothole-filling equipment that leaves flat, compacted repairs), increasing code enforcement of blighted shopping centers and broken/peeling commercial signs, and significantly increasing the litter removal services on our streets and in our parks. We have a lot of room for improvement. Garland’s future will gradually change shape to reflect new opportunities, with buildings rising much higher along our interstates, new developments like the USL
Soccer Complex and Harbor Point destination drawing in both visitors and new businesses, and our streets and city entrances continuing to improve year by year.

Dylan Hedrick: Modernizing Garland means building a city that works for the next generation while honoring the legacy of those who came before us. My plan focuses on three key areas: infrastructure, economic development, and digital innovation.

First, we must invest in our aging infrastructure—streets, water lines, public facilities—to support a growing population and attract new development. I am a professional civil engineer, and I have the experience and expertise to lead the rebuilding of our city infrastructure. I pledge to make the tax dollars entrusted to us through the passage of the 2025 Bond Proposition A go as far as possbile to rebuild our city streets.

Second, we need to modernize our economy by attracting high-quality employers, revitalizing underutilized commercial corridors, and supporting small businesses and entrepreneurs. Bond Proposition B give the City $75Million in economic development funding to purchase underperforming properties, renovate existing commercial corridors and ultimately attract new businesses while providing support to our existing employers. My work as a land development engineer and MBA graduate background gives me the unique ability to speak the language of developers and businesses to understand their needs and help bring them to our city. 

Third, we must improve how our residents interact with the city government—whether it’s paying a utility bill online, reporting a pothole, or participating in a public meeting. Expanding digital services and communication tools will help residents stay informed, engaged, and empowered. I have already advocated for open government data through publicly available GIS platforms for apartment scores, health scores and pavement condition indices. The next step will be to simplify processes for obtaining a building permit, submitting for a zoning case, or any of the variety of ways citizens interact online with our city government. 

Deborah Morris: I’m not happy with our tax rate which, while the lowest in Garland since FY 2007- 2008, is still higher than many of our sister cities. I’m a fiscal conservative and have been a consistent advocate for restraint during our budget sessions. Although we’ve mostly enjoyed financial stability as a city government in recent years, history shows this can change—and fast. I have no problem with taking any proposed tax rate increase to the voters that exceeds the SB2 (Senate Bill 2) voter-approval rate. SB2 requires cities to limit their revenue growth each year to a maximum of 3.5% more than they collected the previous year unless they take it to the voters. The Citizens of Garland are, collectively, our boss. It’s their money. To be clear, even without raising our City tax rate—or in some cases even when we’ve reduced our tax rate–we usually collect more tax revenue than the previous year due to increased home values. Public safety alone takes up over half our operational budget each year, and the list of essential services goes on–not to mention that our employees expect and deserve annual raises like everyone else!Another element that plays into this topic, however, is the disproportionate impact SB2 has had on cities like Garland which are largely built out vs rapidly-growing cities like Frisco where lots of land remains available for new development—which is largely exempt from SB2 limits. One size legislation like this does not (fairly) fit all. Each year I spend a lot of time shining a public spotlight on the specifics of our budget discussions, proposed fee increases, and all the financial details to try to make sure our citizens know what’s being considered while they still have time to register their approval or disapproval. Perhaps everyone agrees with all our budget decisions, but somehow I doubt that! I do receive a lot of input directly from citizens, but we almost never have anyone show up to the public hearings.

Dylan Hedrick: I support responsible tax policy that balances fiscal discipline with the real needs of our community. The no-new-revenue rate is a useful benchmark—it helps us understand how much revenue the city would collect without capturing additional value from rising property appraisals. But it should be a guiding tool, not a rigid rule.

My stance is this: We must deliver essential services, invest in public safety and infrastructure, and remain competitive in attracting businesses—while being good stewards of taxpayer dollars. I’m open to adopting the no-new-revenue rate when it makes sense and does not compromise our ability to serve residents or keep up with inflationary costs. If we cut the tax rate too aggressively, we risk deferring maintenance, weakening public safety, or falling behind on employee wages—costs that come back even higher later.

As Mayor, I will support a fact-based approach to approving the city budget. I will look at the data each year, prioritize needs, and be transparent with the public about what’s at stake. My goal is to maintain a stable and predictable tax environment that supports both homeowners and the long-term health of our city.

Deborah Morris: The obvious big plans that have been made public at this point are the USL Soccer Stadium and Complex and the new Harbor Point development in South Garland approved by voters in the 2025 Bond. But we can also look to Downtown Garland’s skyrocketing revenues since the revitalization to see how other areas made up of small businesses might be turned turn into economic engines. As our stretch of 635 is completed, including our Garland Ave exit, it will also open the door for a lot of exciting new development, including the old Hypermart site and beyond, where the City has purchased and assembled a lot of land.

Dylan Hedrick: From an economic development perspective, I believe the most transformative projects are those that create long-term job growth, attract private investment, and revitalize underused areas of our city. One of the most exciting opportunities on the horizon is the proposed $150 million soccer stadium and entertainment district. This project has the potential to put Garland on the regional map—not only as a sports destination but as a hub for restaurants, hotels, and retail. With the right public-private partnership and smart infrastructure planning, this development could generate significant tax revenue and bring thousands of visitors to Garland year-round.

Our Downtown revitalization has been a key to our future prosperity, but now it is time to expand beyond the immediate Downtown Square area. The City of Garland has purchased several properties in the area immediately east of Downtown that can bring new housing, small businesses, and walkable public spaces while being immediately adjacent to our historic core downtown district. I believe this area will attract young professionals and families looking for an affordable, vibrant place to live and work while having transportation access to our DART rail station. 

In addition, I’m watching closely the redevelopment of aging commercial corridors like South Garland Avenue and IH-635. With targeted zoning updates and infrastructure improvements, we can attract new employers and retail while improving quality of life for nearby neighborhoods. I have discussed the city-initiated rezoning effort of approxiamtely 300 acres which includes the former Hypermart site, and how it failed at the May 12 Plan Commission hearing by a vote of 9-0. The City must do a better job to hold public forums and inform businesses and homeowners within and adjacent to the property that is targeted for rezoning on the effect that this rezoning effort will have. After watching the hearing, the vast majority of speakers were not opposed to the change, but rather wished the City had provided more information about the change rather than following the minimal mailed letter notification process mandated by the State.  

Finally, strategic investments in industrial and tech park expansions—especially near our rail and freeway infrastructure—will allow Garland to remain a competitive player in North Texas for manufacturing, logistics, and innovation. Garland has a large industrial base and these areas should be a focus of growing Garland. Already I have worked with manufacturers such as Kraft Heinz and Andersen Windows to expand their facilities and bring more jobs to our City. As Mayor, I’ll focus on making these projects happen faster and smarter, while ensuring Garland residents see the benefits first.

Deborah Morris: I wouldn’t limit it to larger companies; again, as with our Downtown, a congregate of smaller companies can also be powerful! We need a mix of desirable businesses both large and small.

In questions like this I always believe in going to the experts, so in addition to regularly attending the Garland Chamber’s monthly networking events to hear from business owners who either live in or do business in Garland, I have also dedicated many hours this past year to interviewing the CEOs of some of our biggest Garland manufacturers. I asked what they’d found positive and helpful in Garland, and what they’d found off-putting or unhelpful, and asked specifically, “How can we as a City better partner with you to helpyou succeed? What can we do to better attract other companies who might consider locating in Garland?” These interviews covered many hours and I’m not going to include everything, but here are a few of the responses I heard repeated by many of them:

• Create a “culture of cooperation” with businesses to help them succeed (vs. defaulting to “no” or costly delays when issues arise). “That positive reputation spreads… and so does a negative one. ”
• Execute an action plan to connect to business leaders. “Personal visits like this one carry a lot of weight and open doors. ”
• Improve community “curb appeal” – starting with improving streets in and around large commercial areas but also including the city’s visual appeal with parks and the Arts, and with quality of life elements like community events and an advantageous cost of living. “Improve your ‘Business PR’ pitch and materials about why Garland is the place to have as your business home. This also helps us attract and retain our skilled employees. ”
• Help bring good restaurants to areas around large companies who need sit-down lunch locations for business lunches and for employee retention. “We have to drive 15 -20 minutes to reach a non-fast-food restaurant. That’s a definite downside to our Garland location.”

So what will I do? As a full-time mayor, I will make it a regular part of my daytime schedule to continue to meet with our business leaders, listen to them, and be responsive to their concerns. The fact is, they are our biggest ambassadors when it comes to bringing in new businesses! I will request a review of street conditions around our larger companies— simple now that we have our professional pavement assessment in hand. I will identify “sit- down lunch restaurant deserts” in our business areas and make that need known in restaurant circles. I will have our business PR plan reviewed in consultation with business leaders. That’s at least a starting point. I ‘ve worked closely with numerous Garland businesses over the last 7 years, both promoting them and initiating ordinance changes to problem-solve when we (the City) were needlessly getting in their way. It’s a high priority to me to see Garland companies, large and small, succeed.

Dylan Hedrick: To attract larger companies that offer higher salaries, Garland must compete aggressively—and smartly—on three fronts: infrastructure, workforce, and quality of life.

First, we must ensure that Garland is “site-ready” with modern infrastructure—roads, utilities, and broadband—especially in our industrial zones and future employment centers. Companies investing millions want speed and certainty. As a civil engineer, I understand how to streamline development timelines, including our current permitting processes, and will work with businesses and city staff to remove barriers to entry.

Second, we need to promote and strengthen our workforce pipeline. That means partnering with GISD, Dallas College, and trade schools to align training with high-paying industries like advanced manufacturing, logistics, clean energy, and tech. Companies follow talent—and Garland has the people, but we need to connect the dots more deliberately. We are in high school graduation season now, and as Mayor, I will send a letter from the Mayor’s office to each graduate inviting them to consider staying or returning to Garland after College to help improve the economy and workforce of their hometown. We have so many talented graduates, and I want that talent to stay in Garland.

Third, quality of life matters. Executives and employees alike care about safe neighborhoods, good schools, quality parks, diverse dining options, and cultural amenities. The 2019 Bond Program did a lot to improve our public offerings including parks, trails and libraries, now we must ensure that those are maintained. The implementation of the 2025 Bond Program will allow our Granville Arts Center to be the star of our Bankhead Cultural Arts District offering concerts, performances and a cultural gathering space for our community. As Mayor, my focus will continue to be on revitalization, public safety, and strategic development that helps support not just recruitment, but retention.

Finally, I will work directly with our Economic Development Department to identify target industries, offer competitive incentive packages with real accountability, and sell Garland’s strategic location in the region. We’re on multiple freeways, have rail access, and sit next to major job centers—there’s no reason we can’t bring high-paying employers here if we lead with vision and urgency.