Ann Margolin: Dallas City Council, District 13

Ann Margolin: 32 years.

Ann Margolin: 25 years.

Ann Margolin: Investments

Ann Margolin: Safer Dallas Better Dallas Board;

World Affairs CouncilBoard;

Girls Inc. Advisory Board and Foundation Board;

Chiapas Project Advisory Board;

Southwestern Medical Center Foundation Board;

Northwest Dallas Task Force, appointed by Rep. Rafael Anchia.

Ann Margolin: Dallas Park and Recreation Board;

Dallas City Plan Commission;

Parkland Memorial Hospital;

---Chairman, Board of Managers - First woman to chair the Parkland board

---Chairman, Budget and Finance Committee

Martin Luther King Community Center Board

Parkland Foundation Board

Zale Lipshy University Hospital Board

North Dallas Chamber of Commerce Board (Chaired Governmental Affairs Committee)

Temple Emanu-El Foundation (Past Vice President)

Temple Emanu-El (Past Co-chair of annual Sustentation Campaign)

Texas Woman’s University Business School Advisory Board

YWCA Women’s Resource Center, Past Chair of Advisory Board

Attitudes and Attire Board and Advisory Board, Chair of Nominating Committee

The Dallas Summit (Past President)

Dallas Women’s Foundation Board (Past Development Chair, Advisory Board)

Northwestern University School of Communication Advisory Board

Ann Margolin: None.

Ann Margolin: As of March 30, almost $260,000.

Ann Margolin: $1000 is the maximum an individual can contribute by law. I have 141 individual $1000 donors.

Ann Margolin: In 1984 I filed suit against Security of Hartford for nonpayment on a contract. The case was settled out of court. In 2008, a suit was filed by a home repair firm over a disputed charge, but was dismissed shortly thereafter.

Ann Margolin: I come to this office with a set of business and civic experiences that make me uniquely qualified for this position. I have been a successful entrepreneur, business owner and investor. I co-founded an insurance business that generated $60 million in revenue and employed over 100 people. I also have a track record of over 25 years of community service at the county, city and district level.

I understand economic development and zoning issues because I have developed and invested in real estate and also served on the Dallas Planning and Zoning Commission. I have expertise in public finance and budgets because of my six years on the Parkland Hospital board where I chaired the Budget and Finance Committee and served as Chairman of the Board. I have experience at looking for ways to eliminate waste while maintaining quality services. My term on the Park and Recreation Board enabled me to immerse myself in the quality-of-life issues of concern to the citizens of District 13.

I want to be the City Councilmember from District 13 because I am optimistic about the future of Dallas and I have the knowledge and experience to help us move in the right direction. My vision for Dallas begins with strong, safe neighborhoods. These are the bedrock of a great city and must be supported and protected. We must continue to bring down our crime rate—and I’ve been doing my part by working with Neighborhood Associations and Crime Watch groups together with the DPD to get crime out of our parks. It also means protecting neighborhoods from incompatible zoning, enhancing our trail system, keeping parks clean, streets in good condition, and traffic moving. I will accomplish these goals by supporting the police, being involved in zoning cases to find common ground between homeowners and developers, and helping neighborhoods interface with various city services. I will be a full time advocate for District 13, continuing to work with and support the neighborhoods.

It is my vision as a City Councilmember to expand our tax base and bring jobs to Dallas. The International Inland Port of Dallas presents a wonderful opportunity for increasing the tax base and creating new jobs in the Southern Sector. It should also be the basis for attracting international businesses to the city and promoting trade. Obtaining direct air routes to Asia and encouraging the opening of trade offices (like the recently opened Valencia trade office) are part of my vision.

I envision City Hall as welcoming business and facilitating development by reducing the bureaucratic red tape involved in getting building permits and certificates of occupancy. We must use various tax incentives and abatements wisely and carefully to attract business.

With the opening of the Dallas Center for the Performing Arts I see Dallas as an international arts destination. I envision a vibrant downtown filled with residents, restaurants, retail and entertainment. I see denser urban development around DART stations to conserve resources and the establishment of mixed-use opportunities that include residential, office and retail.

I envision Dallas as a city of strong, safe neighborhoods, a vibrant economy, and a wonderful quality of life. The role of the City Council is critical in bringing this to fruition. I am well aware that I will be one of 15 votes. This means knowing how to work with experts, neighborhoods, businesses, colleagues and staff to understand multiple points of view, craft solutions and get things done. I have worked successfully in the private sector and the public arena over many years and in many situations. I have the patience, experience and skills to do the necessary hard work and get results.

Ann Margolin: I have developed a style of leadership that is based on developing extensive knowledge of my subject and using education and persuasion as a means of bringing others to my point of view. I am also aware of the need to incorporate the ideas of others in order to forge an agreement that meets the needs of all. I am a good listener and enjoy hearing a variety of viewpoints. Great ideas come from a variety of places and great solutions incorporate many points of view.

I believe in and would work to maintain a tone of respect, civility and cooperation as a member of the Dallas City Council. This would extend to city staff and the general public. This is important not only for conducting the business of the city, but for creating a positive image of the city as a place to live and do business.

Ann Margolin: It is inevitable that coalitions will form around different issues and interests. It is ideal when consensus can be built because it creates momentum that allows us to move forward. My terms on the Park Board and the Plan Commission taught me how to balance tact and diplomacy with persuasion and resolve when it comes to working with others. It is important to know how to work with others, to negotiate to forge agreements that work for the majority so that movement can be made rd a common goal.

I have seen the value of building consensus when I chaired the Parkland Hospital board. I worked to be sure all viewpoints were heard, because the best solution usually comes from working through diverse perspectives. I believe that people with good intentions can disagree and still maintain a courteous tone. That said, I do my homework and will work to convince others when I believe I am correct on a given issue.

Ann Margolin: Dallas has historically provided more in the way of infrastructure and city services to the northern half of the city than the southern half. This has resulted in inequities that need to be addressed. Some important issues are a lack of jobs, inadequate low and moderate-income housing and substandard retail. As of late I see agreement on the city council regarding the need for economic development, code enforcement and public safety to be directed toward distressed areas of the southern sector.

During a 2007 Council planning session a number of initiatives for the southern sector were developed or affirmed. Among these was an economic development grant to support the redevelopment of the 145,000 square feet Lake June Plaza shopping center in southeast Dallas as well as aggressive demolition and multifamily redevelopment efforts in North Oak Cliff of 1500 units. Two other projects secured and approved by the City Council were Ambassador Aviation and Ridge South Dallas I. These two projects will provide a total of 900 new jobs. The Neighborhood Investment Program involves five targeted areas that show signs of distress such as high numbers of vacant lots, aging housing and code compliance complaints. The Housing Department is investing 60 to 80% of its resources within these areas.

There are two North Oak Cliff TIF Districts with expected new investment of $1.6 billion over the next 20+ years. The 2006 bond package contained funds for infrastructure improvements for the Inland Port. This is not a short-term issue and there is not a quick fix. All approaches must be considered thoughtfully, making the best use of federal and state programs as well as appropriate use of bonds and tax incentives.

Ann Margolin: The heavy use of drugs and alcohol among many young people in Dallas, particularly District 13.

In August 2005 the use of cheese heroin was discovered at Thomas Jefferson High School, which is in District 13. Almost four years later, we are still hearing of teenage deaths from this drug. Heroin arrests on campuses nearly doubled in the first half of this school year compared with the same period last year, rising from 16 to 26, according to DISD police. Nearly all arrests occurred at the same campuses in District 13 where the drug first turned up in 2005 – Thomas Jefferson and W.T. White high schools. Cheese can be purchased for as little at $10 a gram or $2 a dose.

As a member of the Park Board, I worked with Phoenix House, Thomas Jefferson HS and its middle school campuses feeder schools (Cary and Medrano) on a program to identify at-risk students who could participate in a drug prevention and intervention program. These programs take place at the Walnut Hill Recreation Center.

The use of drugs and alcohol is not limited to public schools. I am well aware of the use of drugs and alcohol among private school students. In many cases parents turn a blind eye or facilitate drinking in their homes.

The Youth Risk Behavior Survey (YRBS) monitors health risk behaviors among students. The study shows Dallas students to be 30% more likely to have driven with someone who has been drinking than students in other cities and 57% more likely to have used cocaine than students in other cities. This is an uncomfortable truth that adults of all economic levels and backgrounds must confront and address.

It’s heartbreaking to hear about 9 year olds being admitted to treatment for cheese addiction. The DISD and DPD are working together on this, but clearly there is more work to be done. As uncomfortable as it is to discuss, we must continue to raise awareness of the danger, clamp down on the dealers and keep our eyes on kids at risk.

Ann Margolin: Chief Kunkle and the members of the department are doing an excellent job of reducing crime, however our property crime rates are still high and are of particular concern in District 13.

The following are programs that I support:

•“Beat” policing. Officers are assigned to neighborhoods and can get to know their residents and residents get to know their beat officers.

•The Community Prosecution Team. This group uses strategic code enforcement and creative strategies to address complex issues facing neighborhoods across Dallas. The CP Team serves 14 target areas with seventeen attorneys and partners with seven certified code officers.

•Focused technology improvements. Correcting problems related to the installation of a new emergency dispatch system that has sent firefighters to wrong addresses and given police officers on patrol incorrect information on people's criminal records or outstanding arrest warrants.

•Increase involvement of Crime Watch and Neighborhood Associations. Our residents are the eyes and ears of the city. Connecting them more closely with their neighborhood police and city officials improves public safety and builds a stronger sense of community.

• Implement the “Gold Star” program - The Police Department estimates that 32 percent of the city's serious crimes occur within 100 feet of apartment complexes. The department is using new data on apartment addresses to determine which complexes have a crime rate that is outside the statistical norm. I would support an ordinance requiring them to participate in a remedial program that seeks to lower crime. The other part of the proposed ordinance is the "Dallas Gold Star Program" which allows low-crime complexes to advertise that they have low crime and have taken certain security measures. It is modeled after efforts in Houston which saw an 18 percent decrease in serious crimes at apartment complexes.

As a recent member of the Park Board I attended numerous crime watch meetings because of the prevalence of crime in the parks at night, primarily drug dealing and prostitution. I arranged meetings between neighborhood groups and police to focus their attention on parks with particular problems. This resulted in multiple drug arrests at Peter Pan Park and additional patrols at Webb Chapel Park and Jamestown Park that helped reduce crime. I continue to work with the Windsor Park and Preston Hollow South neighborhoods on developing crime watch programs.

I recently met with members of the Dallas Police Gang Unit. Gangs are an extremely serious problem, creating a web of crime that is inter-related: drug-dealing, prostitution, burglary, car break-ins and identity theft. The DPD will have my unwavering support in breaking up these networks of criminal activity.

Ann Margolin: I do not favor a property tax increase or cuts in city services—I think there are smarter ways to address the shortfall. When I chaired the Board of Parkland Hospital we went through a $305MM budget line-by-line and found places to eliminate waste. We also found creative ways to generate revenue (i.e. selling excess laundry capacity to other hospitals and charging other counties to use the Parkland Poison Control Center).

The following are some ideas that should be seriously considered:

•Reducing the amount the city spends on consultants. We are currently spending about $20 million per year.

•Increasing the weight-based tipping fees at the McCommas Bluff Landfill. We charge $19 per ton. A September 2006 study indicates the average gate rate for competing area landfills was $26 per ton.

•Councilmember Rasansky has suggested foreclosing on and reselling properties with tax liens by providing low interest financing to buyers. This would put these properties back on the tax rolls and well as generate revenue as buyers pay off the loans.

•Reallocate some capital improvement program funds from completed projects to pay debt service. Unused bond money can reduce debt service. It is now reallocated to other projects.

•Delaying some of the 2006 bond program. Each $100 million delayed will save $4.5 million in interest payments.

•Sell our $425 million uncollected traffic fines to collection agencies at a discounted rate. This could generate $20 to $50 million.

•Reduction of non-salary/benefits from the general fund budget by 3%. This can save $7.5 million.

•Better negotiating with vendors. As a Park Board member I saw multiple instances of single-vendor bids. I believe that the city could do better in finding lower bids.

Ann Margolin: I would consider the following to be off limits:

• Police

• Fire

• Code enforcement

Before cutting services, we need to look at other ways to reduce expenses and find creative ways to generate more revenue, as outlined above.

Ann Margolin: Dallas should continue to build on the strong public-private partnerships that have been critical to The Bridge in its first year of operation. As we restore people’s dignity and ability to contribute to our society, they will need housing. Since this is a regional problem, the city needs to increase the pressure at the county, state and federal level to gain the resources we need to achieve the goals set forth in the Dallas Ten Year Plan to End Chronic Homelessness. The primary focus areas of the plan are homeless prevention; outreach, intake, and assessment; emergency transitional shelter, permanent supportive housing and permanent housing. The Metro Dallas Homeless Alliance has taken the lead in this area and it is appropriate that non-profits and faith-based organizations continue this association with the goal of eradicating homelessness.

Ann Margolin: While I would like to see a convention center hotel, I do not favor the plan to pay for the construction through taxpayer-backed revenue bonds. This leaves the citizens of Dallas assuming too much risk on a project in which they’ve had no say.

I would prefer for the city to offer an incentive package to make private development more attractive. The St.Louis taxpayer-owned hotel is in default. There is no guarantee that a taxpayer-owned hotel in Dallas will be profitable and able to pay down the revenue bonds. If it is not profitable, the Dallas taxpayer will be on the hook for the loss for years to come. I oppose this. I would like to see the city continue to focus on making our downtown a more exciting and attractive place for conventioneers. This will also contribute to making a hotel more attractive to private developers.

Ann Margolin: District 13 has already made the switch to once-weekly trash pickup. While there was a bit of initial confusion, I have not heard any complaints as of late.

Recycling reduces the use of our landfill and provides revenue from recyclable goods—this keeps our sanitation costs from increasing. It is good stewardship of our resources and the environment. The only downside is that larger families may really need additional trash pickup. The charge of $11 per month for additional pick up may be a burden and I would consider finding a way to reduce that charge.

Ann Margolin: It is important to remember that, from its origin, the Trinity River Project was about flood control. It is an obligation of the city to protect downtown, Oak Cliff and West Dallas in the event of a major flood—which historical data indicates we must plan for. We cannot allow these areas to suffer a Katrina-like event. We must understand what the Army Corps of Engineers requires for our levees to be in compliance and implement it as quickly as possible.

This is also a mobility project that will offload traffic from the “mixmaster.” The Army Corps of Engineers must ensure that our levees are sound and that the roads can be appropriately engineered. If this can be done, and it can be paid for largely with state, federal and toll funds then I support it. If it cannot be done then we must look for an alternative.I would like to see the park and lake projects come to fruition.

Ann Margolin: I want to see the city at the staff and elected levels work with DISD to achieve the goal of becoming the best urban district in the country.

At the most fundamental level, the city can work with DISD on issues of safety and security. This includes cooperation between the police departments and providing infrastructure support around the schools (i.e. clean and safe parks and recreation centers for after school and summer activities; repaired streets and painted crossing stripes before school starts). The city and DISD can do a better job of coordinating capital plans to avoid the duplication of playgrounds and sports fields. This would also streamline maintenance costs.

The city, through the Office of Cultural Affairs, is currently playing a critical role, along with Big Thought, Dallas ISD and the Wallace Foundation in bringing art and music education to every student in Dallas ISD.I support programs like Operation Front Door (a project with the North Dallas Chamber of Commerce), which pairs businesses with schools to create a welcoming, attractive exterior for the students and Operation Comeback for students who have not returned to school.

I believe that the addition of Larry Throm as the new CFO will bring much-needed financial stewardship to the district. He has had great success turning around the Lubbock and Austin schools financial management. In addition, DISD is making academic progress. Dallas was second nationally in urban school districts in academic gains from 2000 to 2007, according to the esteemed Brookings Institution.

As a City Councilmember, I will actively support initiatives that would make DISD the best urban school district in the country. The impact would be far-reaching, not only to our students and future workforce, but at the economic development/corporate relocation level as well.

Ann Margolin: The recent Form-Based zoning ordinance creates the option for new dense zoning districts that encourage walkable mixed-use development consistent with the forwardDallas! plan. This zoning is intended to promote transit-oriented development (TOD). Building density around stations builds the tax base, makes efficient use of infrastructure, reduces our dependence on automobiles and improves air quality.

Existing DART rail stations continue to attract new mixed-use, pedestrian-friendly development. Mockingbird Station recently completed an expansion. In District 13, Park Lane, a $500 million project under construction at the former NorthPark East complex at Park Lane and Central Expressway, will have over 330,000 square feet of office space, more than 650 residential units and 750,000 square feet of retail , including the largest Whole Foods yet built--all with direct access to the Park Lane DART station.

Also in District 13 is Midtown Park, a project of Valencia Capital Management, an 83-acre mixed-use, transit-oriented community that will include high-rise condominiums, mid-rise apartments, town homes, senior living, hospitality, medical office buildings and neighborhood retail, in addition to four acres of parks.

I believe in orderly growth that is appropriate and compatible with adjacent uses. TOD and mixed-use development will be a major component of development for Dallas. This development must incorporate buffers that transition to existing adjacent residential neighborhoods. While it is important to encourage density around DART stations, it is equally important that we not sacrifice established single family neighborhoods to this development. The Form-Based zoning ordinance is designed to take this balance into account.

Ann Margolin: Dallas’ Water Conservation Plan Goals are solid and work to reduce waste through new technologies, stiffer fines and more educational programs. While the reductions in waste have been impressive, (11% decrease in per capita water demand over the last 10 years) the projected population growth mandates that we stay active in our public education and engagement in water conservation.

I think we have an opportunity to improve our marketing/educational approach to encouraging conservation. We have numerous good programs that could be better utilized. These include free inspection of lawn irrigation systems, consultation for large commercial users of water and rebates for water-efficient washing machines and toilets. I would not advocate for extreme pricing as a deterrent to wasting water, but a layered approach that assures all citizens that their basic water needs are met at reasonable price while encouraging conservation and efficiency. I would like to explore the possibility of planting street medians and more park land with water tolerant plants. This would also help air quality by reducing the need for mowing.

The good news about water conservation for Dallas is:

• Per capita wastewater has been reduced from 162 gallons per day to 139 gallons per day in 6 years.

• The Dallas Leads by Example program--efforts to conserve water within the City over the past several years have resulted in a 19.4 percent decrease since FY 2001-02.

• A wastewater reuse system has been implemented to water golf courses with 81.7 million gallons of treated wastewater.

• DWU’s Grease Abatement Program received the Public Information & Education Award from the National Association of Clean Water Agencies in 2007

The bad water news for Dallas is that we still have challenges:

• About half of North Texas' water use is for landscaping.

• The single greatest use of indoor water is for flushing toilets.

• Policy makers expect North Texas' population to grow substantially.

• We must reduce seasonal peak demands

• We must reduce water loss and waste through leaky pipes

I would like to see the state provide leadership in this area since water consumption and conservation extend far beyond our city limits. So many cities are facing the same issue that a Water Conservation Summit might be in order to develop consistent plans and raise overall awareness of best practices.

Ann Margolin: Dallas will need 1047 million gallons per day (MGD) by 2060 – 80 percent of which can be expected to be met by current strategies. After 2035 Dallas has a 200 MGD projected deficit.

The Fifth Circuit Court of Appeals recently rejected an appeal filed by the Texas Water Development Board and the City of Dallas, which hoped to block creation of a refuge in order to build Lake Fastrill, a reservoir, which the city predicts may be needed in 50 years. That makes Marvin Nichols a more important piece of the city’s strategy. It is within 100 miles, has a high water yield and a low cost of water. There is opposition among environmentalists as well as owners of property that would be affected, however it is likely that all options would face such opposition.

Decades ago city leaders made decisions that ensured the reliable water supply we have today. We owe a reliable water supply to future generations.

Ann Margolin: To bolster southern Dallas neighborhoods and deal with past neglect, the city must continue to work to build the tax base in the southern sector. New projects like transit-oriented development around DART stations, the International Inland Port of Dallas the new campus of the University of North Texas and other initiatives will bring more infrastructure and prosperity to southern Dallas. There is also a TIF (Tax Increment Financing) District in place near Fair Park that has spurred investment.

I would also like to see Dallas become more aggressive in foreclosing on vacant, unkempt property with tax liens. These properties could be sold to individuals or non-profits at below-market prices to get them onto the tax rolls. This would encourage more homebuilding and home ownership. I support the Neighborhood Investment Program which focuses on five specific neighborhoods as well as the Home Repair Program that strives to preserve and restore the existing stock for low income homeowners.

Ann Margolin: Like all areas of the city, southern Dallas residents want safe and secure neighborhoods, good jobs and accessible retail establishments. The fact that downtown Dallas and the northern half of our city still account for 84 percent of the city’s retail sales, yet nearly all of the land available for development in the city lies in the south, shows us where our city’s future potential growth lies.

Total home values in southern Dallas are worth less than a third of those in the north. The biggest assets in southern Dallas are the able workforce, the availability of land for development and the history of strong communities. Home values will rise as crime continues to decline, jobs are created and good housing and retail are developed.

Ann Margolin: I am a true believer in the potential for economic development in southern Dallas. However I could not support the creation of a new layer of bureaucracy inserted between taxpayers and their elected officials. I believe that elected officials should make these decisions because that is where the fiscal control and accountability should lie.

Ann Margolin: Our Inland Port is the only one in the US that has 5 interstate Highways and two major railroads plus an airport. We can warehouse and distribute goods more efficiently than any other location the in the US.

The success of the IIPOD will yield huge economic benefits for Dallas and the entire region via high-paying jobs and an increased tax base. Because of this, I would work to make the City of Dallas responsive in extending infrastructure as needed. The IIPOD exists in Dallas as well as Wilmer, Hutchins, Lancaster and unincorporated parts of Dallas County. Currently, Wilmer does not have adequate water, so Dallas Water Utilities must look at extending water to Wilmer from I-20 going south and also extend water down I-45.This will cut Wilmer's current water costs and make water more reliable for indsustrial use. Additional water and roads will increase prospects for development.

Although we can currently handle customs for international imports, we must eventually have a permanent customs office in the IIPOD. Although we have a free port area, we must expand this as the demand grows.

The City of Dallas has MOU’s (memoranda of understanding) with Los Angeles, Houston and the Panama Canal. This should expand to other crowded ports in the future to help offload and distribute their goods.

I believe we must allow private development to take the lead in bringing business and support it with infrastructure as needed. This will be a major economic engine for Dallas.

George "Brint" Ryan: Dallas City Council, District 13

George "Brint" Ryan: I am a lifelong Texan, and I have lived in Dallas for 14 years.

George "Brint" Ryan: 4 years

George "Brint" Ryan: Founder & CEO of Ryan, one of the country’s largest tax advisory firms

George "Brint" Ryan: Town North YMCA Partners campaign; founded the Ryan Foundation and Ryan Community Outreach, which has given more than $1.7 million in donations since 2007; member of Young Presidents’ Organization; member of College of Business Advisory Board, University of North Texas; member of the Taxpayer Advisory Group, Texas Comptroller of Public Accounts; United Way Tocqueville Society; member of Children’s Trust; Executive Committee, Texas Association of Business

George "Brint" Ryan: Chairman, Accounting Advisory Board, University of North Texas

George "Brint" Ryan: No elected positions; was appointed by the State Comptroller to serve on the Taxpayer Advisory Group, an advisory committee that makes recommendations on tax policy, rules, and regulations for the State of Texas.

George "Brint" Ryan: More important than the amount of dollars that have been raised is the amount of hours my campaign supporters and I have put into organizing neighborhood events, knocking on doors throughout the District and meeting with homeowners associations and other neighborhood groups. My 30-day report that will be available April 9, will show that I have been blessed with a diverse group of supporters who believe in our campaign for smart, business-minded leadership, and even though I got into this race very late, I have raised nearly $100,000 from this diverse group.

George "Brint" Ryan: I have been honored by the amount of support I have received from District 13 and I have many contributors who have given the maximum amount of $1,000 for individuals.

George "Brint" Ryan: Because of the nature of my position as CEO of a large company, I have been involved in some civil lawsuits that relate to my business.

George "Brint" Ryan: I’m the first to admit that I haven’t spent decades building a political resume to run for public office—in fact, I only decided to run for City Council when I read about how City Hall was wasting $500,000 of our tax dollars on flat-screen TVs and other enhancements for their parking garage. But what I have done for the past 20 years is serve as a fiscal watchdog for my clients—and now, more than ever, that’s exactly what we need from our leadership at City Hall. In fact, we can’t afford to not protect our families, because at the end of the day, it’s the voters of District 13 who will pay the most if City Hall raises taxes.

As a father of five little girls and the founder of a company with hundreds of local employees, serving our city is not just a civic duty, it’s a personal responsibility. There is nothing more important to me than seeing our city and our region prosper and grow, so our families can prosper and grow, too. As a Councilmember, I will do everything I am capable of to make Dallas a world-class city and one that other cities look to because we are making smart and innovative business deals, growing our tax base, improving city services, and putting the needs of taxpayers and families first.

George "Brint" Ryan: The reason the voters of District 13 need a leader like me, especially in these tough economic times, is because I would be a distinctive addition to the council. There are Councilmembers I admire for their business-minded approach, ability to build consensus and fiscal-conservatism, which are values I believe I possess, but my real-world experience in the tax and accounting field makes me a unique candidate in this race.

George "Brint" Ryan: Coalitions are essential on the council, especially for voting on issues that will affect every single resident in the city. In my business, where I oversee 800 employees in offices across the country, I rely on my partners and working with them in a seamless manner to get things done efficiently and effectively. I have strong opinions, but I am open to ideas, solutions and feedback from other people, whether they are residents of Dallas or the Mayor. Every different perspective is another opportunity to learn something new and, as a Councilmember, I would work to be very informed about every project that comes before the Council.

George "Brint" Ryan: Dallas is a divided city because of decades of neglecting certain parts of the city – parts of our city with a rich history that gave Dallas its beginning. Especially under the leadership of the current Council, there have been important steps toward revitalizing southern Dallas, encouraging economic development and creating a task force to facilitate ideas to make our city whole again. We should not be competing for opportunities within our city, but working together to make Dallas a better place to live for all our families.

George "Brint" Ryan: For too long, our city has focused on our differences, instead of what is good for everyone, so as a Councilmember, I will focus on the issues that improve the lives of all of our families. District 13 is a very diverse district—in Preston Hollow and North Dallas, we have some of the highest home values in the city, and to the east at Vickery Meadow, we have one of our city’s neediest neighborhoods with the highest violent crime rate in the city. As our Councilmember, I will work to serve all of our residents through efforts to reduce crime, improve our neighborhoods, and make City Hall live within its means.

George "Brint" Ryan: Everyone should take pride in their neighborhood, but some people don’t think there is anything they can do to reduce crime in their neighborhood. I want to change that. As a Councilmember, I will work closely with the Dallas Police Department and other city staff to coordinate efforts and get community groups, homeowners, and neighborhood associations involved in crime reduction, so they can take pride in their community and their accomplishments and work hand-in-hand with their city government to elevate our quality of life in District 13.

George "Brint" Ryan: I have many years of accounting and tax experience, and in fact, I am the only tax expert in this race, so I have experience with budgets and cutting waste. First and foremost, the city should start living within its means—just like our families have to do. Instead of making a “wish list” of everything we want down at City Hall, we should be looking at making the most of what we have. I think the city could use technology more effectively to make processes more efficient, saving time and money. For example, giving our law enforcement officers the technology to collect traffic fines during a stop would not only increase the rate of collection but also reduce the burden on our courts, saving critical tax dollars.

There is no circumstance in which we should sacrifice the financial security of our families, and that means getting our budget under control, boosting our sales tax receipts, and finding new sources of revenue for our city so our homeowners are not faced with the threat of higher taxes year after year.

George "Brint" Ryan: When it comes to cutting spending, nothing is off limits except public safety. One of the major reasons I got into this race was because I saw how City Hall was spending hundreds of thousands of dollars on flat-screen TVs and GPS systems for our trash trucks—even though we’re faced with a $100 million shortfall for next year’s budget. As a CEO of a tax advisory firm, my job is to find efficiencies in the budgets of companies large and small. I believe that same thing can be done for the City of Dallas. I would not advocate for cuts in services that affect our families, but I would examine every part of our budget and make sure that citizens are benefiting from every dollar we spend.

On the other side of the balance sheet, I will make it a top priority to increase our revenue stream by improving our collections, including using new technologies to collect traffic and code fines at the time the ticket is issued. Because ever dollar we collect in fines is one less tax dollar we need to collect from homeowners.

George "Brint" Ryan: I have had the distinct pleasure of speaking with Mike Rawlings about The Bridge and about his comprehensive plan to end chronic homelessness in Dallas by 2014. It is an ambitious goal, but an important one. I believe that permanent supportive housing solutions to serve this population will be the next logical step, especially because of the overcrowding problems at The Bridge. Also, because so many homeless individuals suffer from mental illness and Texas ranks near the bottom on mental health spending, we could address the needs of this underserved population by lobbying for more funding in this area.

George "Brint" Ryan: I'm in favor of supporting the convention center investment and revitalizing downtown, but I do not believe that taxpayers should bear a risk that developers are unwilling to bear, and I am fundamentally against the city owning the hotel. One solution I have proposed is to have the city sell the hotel to a private entity for a profit once it is up and running.

George "Brint" Ryan: I fully support recycling and the city’s move toward once-weekly trash pickup supplemented by once-weekly recycling pickup. I do firmly believe, though, that the overall reduction in the number of pickups should mean a reduction in sanitation fees for Dallas residents.

George "Brint" Ryan: I support the Trinity Project wholeheartedly – I think it can be a turning point for our city, but I think to do it in the right way, we must take our time and work through the details carefully.

George "Brint" Ryan: As a government, there is no reason for the city to be involved in managing or overseeing Dallas ISD – our City Manger, City Council and staff have their hands full taking care of our city. But, I do believe that there need to be major changes at Dallas ISD, including potentially restructuring the leadership of the district in a way that makes it more manageable. Education can make the single biggest impact on our city – in a positive way, or in a negative way – and it’s what we do over the coming months to get Dallas ISD on the right track that will determine our city’s fate. I also believe that as private citizens and businesses we can all help improve education by serving as mentors, offering internship programs, and donating to education causes that work to fill the gaps left by our schools and encourage students by showing them the opportunities a good education may bring.

George "Brint" Ryan: I think that the Mayor and Council have done many things to encourage economic development, especially around the Lancaster Transportation Corridor, and other areas in southern Dallas, which desperately need the economic development. Having shopping, restaurants and other entertainment near public transportation gives all Dallas families the opportunity to have new experiences and enjoy the city. Transit-oriented developments also work to improve our quality of life by reducing our dependence on cars, which helps our air quality and provides an easy way for visitors from around the region to experience all Dallas has to offer.

George "Brint" Ryan: Dallas Water Utilities (DWU) has implemented many programs to conserve water; programs like “New Throne for Your Home,” encouraging homeowners and apartment managers to replace old toilets with new low flow models, to the Environmental Education Initiative that teaches our youngest residents, K-5 in Dallas ISD, about conserving water, to guidelines about when residents can water their lawns. I applaud DWU for the innovative and results-oriented programs they have implemented to this point that save our city hundreds of millions of gallons of water each year. And, as a Councilmember, I look forward to learning what new things we can do as a city to conserve even more.

George "Brint" Ryan: Dallas Water Utilities and other regional water providers like North Texas Municipal Water District, the City of Irving and Tarrant Regional Water District need to secure every water source available to serve our current and future water needs. We need to pursue Marvin Nichols, Toledo Bend, Oklahoma water, ground water supplies, reuse projects and conservation initiatives to make sure we have ample and diverse water sources to serve one of the state’s and the country’s most important regions for centuries to come.

George "Brint" Ryan: Overall, I think the attitude of “what is good for one part of the city, is good for the whole city” should be more prevalent. There should be less fighting within the city for opportunity and more support of all the Districts because each economic development opportunity that comes to Dallas grows the tax base for everyone.

I think housing and economic development are the two major ways that we can bolster southern Dallas, and they should work in lockstep with each other. The city of Dallas has some housing initiatives available, but I also believe that more private developers, including non-profit organizations, are coming up with unique and innovative solutions to provide all our residents, no matter what their income, with housing solutions. For those people like rookie police officers who we need to be present in our neighborhoods, there should be programs to serve their income bracket – typically 60 – 80% of the AMI.

As a Councilmember, I will work to use every tool in the city’s toolbox to attract new development and economic growth. The American Airlines Center/Victory Park developments add more than $10 million per year in new tax revenue, and the new Park Lane Place development is expected to add at least $5 million—but these two great projects could not have happened without a true partnership between the developers and the city. As a Councilmember, I will lead for more great projects throughout the city that offer amenities to our residents and help relieve the burden on taxpayers.

George "Brint" Ryan: The biggest challenge facing southern Dallas is the years of being underserved. Many people have come in with a lot of chatter about how to change things, but nothing ever gets done. We need to find solutions and people who are willing to do the work and produce change in this part of our city, not just one house or one storefront at a time, but one street or one neighborhood at a time – and to accomplish this, we need an urban planning task force to look at the neediest past of south Dallas a create a development plan that shows where we need improvements.

The good news about southern Dallas is that it contains more undeveloped land than any other area of our city – which means it is ripe with opportunity. And again, if we have a vision of how we want to develop this blank canvas, then we are one step closer to making it happen.

George "Brint" Ryan: I think that when there are so many people involved in the revitalization of this area – the city, private companies, the individuals who live in these neighborhoods – that there should be one umbrella body. Because an economic development corporation would not be overseen by City Hall, it could facilitate all these efforts without succumbing to the political problems that have plagued southern Dallas for decades. Federal funds and support from business and civic leaders who want to see Dallas succeed and thrive for our next generations could fund such a corporation.

George "Brint" Ryan: I think that the Inland Port is essential to the future of southern Dallas and the amount of jobs that it will bring to our region is significant. I do believe that city officials should have a comprehensive idea, in the form of a master plan, of how the Inland Port will look so they can decide how to proceed. In order for the city to fully weigh the viability of future development opportunities, they need information so they can make responsible decisions that will improve the chance of success for the Inland Port and surrounding developments.