Mayor Mark Stokes

Welcome:

As Mayor of the city of Carrollton, Texas, I would like to thank you for visiting our Web site. It has been designed to provide you with helpful information about the resources available to residents and visitors, and to assist you in conducting business with the City Council and city departments.

Our progressive city government and 108,000 citizens are working together to provide a high quality of life. Our quality neighborhoods and superior city services address the needs of this family-oriented community as well as the dynamic business environment.

Carrollton is centrally located, just minutes from professional sporting events, airports, universities, shopping, and recreational and cultural opportunities. To get basic facts and demographics of our city, please click on City Profile. To learn more about the Major Accomplishments for the year 1999-2000, the 2000-01 City Council Action Plan or the City Council Goals for 2005 and Beyond, please click on the respective choice.

Your interest in the city of Carrollton is greatly appreciated. Again, thank you for visiting Carrollton through our Web site.

Sincerely,
Mayor Mark Stokes

City Council [Top of page]
The public is invited to attend all City Council meetings. The Council meets the first and third Tuesday of each month at 7:00 p.m. in the City Council Chamber on the second floor at City Hall, 1945 E. Jackson Road. Work sessions are held the second Tuesday beginning at 6:00 p.m.

The City Council is responsible for establishing city policies, considering city resolutions and ordinances, appointing citizens to various city boards and commissions, adopting the city's Comprehensive Plan and annual budget, and approving or rejecting zoning changes.

The Mayor and City Council welcome input from the citizens and business community regarding the goals and direction of the City. To send the entire Council or a particular member of the Council your comments regarding policy, local legislation or the vision for the city of Carrollton, please click on . To email your comments regarding service requests such as potholes, solid waste, code enforcement or any other items relating to service needs, please click on and your request will be forwarded to the appropriate department for a response and appropriate action

Mayor Stokes holds office hours at City Hall periodically in the afternoon and evening. Check the City Events calendar to find out when the next Mayor's Office Hours will be held. To arrange an appointment, please call 972-466-3001.

All meetings of the City Council are open to the public. You can view the upcoming Council meeting agenda and you can watch Council meetings on government access cable television. To speak in support or opposition to an item scheduled on the Council agenda, an appearance card located at the entrance to the Council Chambers must be completed. Individuals who do not want to speak on an issue, but wish to register their support or opposition may also submit a card.

Local Government Organization

The City of Carrollton is a Home Rule municipality with a council-manager form of government. The City Council is made up of a mayor and seven council members. All members of the Council are elected at-large and serve two-year staggered terms. They are community volunteers who meet in regular meetings twice a month. The role of the Mayor and City Council is to enact local legislation, provide vision for the future of Carrollton, set policy, and hire a City Manager.

The Interim City Manager, Bob Scott, is the chief executive officer and is responsible to the Council for the proper administration of all affairs of the city as prescribed by the City Charter or required by the Council.

Mark Stokes, Mayor Phone # 972-394-8397 E-mail: Audit/Finance Committee Dallas Regional Mobility Coalition Metroplex Mayors' Association Trinity River Authority Term Expires 5/02	Tim Hayden, Council Member Place 1, NORTHEAST Phone # 972-466-3099 E-mail: Audit/Finance Committee Red Ribbon Committee Traffic Advisory Committee - Liaison Development Ordinance Advisory Committee - Liaison Sign Board of Appeals - Liaison Multicultural Task Force - Liaison Citizens Academy - Liaison Term Expires 5/01
Becky Miller, Mayor Pro Tem Place 2, AT-LARGE Phone # (972) 418-6391 E-mail: Community Events Committee Municipal Court Judicial Committee Solid Waste Committee Wildlife & Environmental Adv. Comm. - Liaison School Government Day - Liaison Youth Task Force - Liaison Board of Adjustments - Liaison Term Expires 5/02	Andy Olivo, Council Member Place 3 SOUTHWEST Phone # (972) 417-1945 E-mail: Community Services Committee Museum Board - Liaison Historic Preservation Advisory Committee - Liaison Olympic 2012 - Liaison Metrocrest Social Service Center - Liaison Municipal Court Judicial Committee Northwest Social Service Center Term Expires 5/01
Fran Brown, Council Member Place 4, AT-LARGE Phone # (972) 466-0373 E-mail: P&Z Commission - Liaison Golf Course Advisory Board - Liaison Solid Waste Committee - Chairman DART Major Investment Study - Member Neighborhood Advisory Comm. - Liaison Term Expires 5/02	Bob Doverspike, Council Member Place 5, NORTHWEST Phone # (972) 394-1981 E-mail: Audit/Finance Committee Municipal Court Judicial Committee - Chairman Construction Advisory & Appeals - Liaison Metrocrest Hospital Authority -Liaison National League of Cities - Voting member School Government Day - Liaison CIPAC - Liaison Term Expires 5/01
Judy Scamardo, Council Member Place 6, AT-LARGE Phone # (972) 242-9384 E-mail: Community Services Committee - Chairman Old Downtown Association - Liaison Parks & Recreation Advisory Board - Liaison (inc. Trinity River Dev. COG/Dalhoma Trail) Senior Adult Services - Liaison Boys & Girls Club Member - Liaison Community Events Committee Term Expires 5/01	Herb Weidinger, Council Member Place 7 SOUTHEAST Phone # (972) 416-6178 E-mail: Community Events Committee Community Services Committee Library Advisory Board - Liaison Dallas County Public Health Adv. Bd. Trinity River Common Vision (NCTCOG) Regional Air Quality (NCTCOG) Solid Waste Committee Term Expires 5/01

1999-2000 MAJOR ACCOMPLISHMENTS [Top of page]

Carrollton Is a Financially Sound City
Providing First Class Services and Well-Maintained Infrastructure

Major Successes and Citizen Impacts

• High bond ratings
  1. Lowered cost of projects
  2. Saved taxpayer dollars
  3. Additional projects, completed sooner
• Positive citizen satisfaction survey results
  1. People received good customer service
  2. Citizens felt they got their money’s worth
  3. City provided quality services
  4. Employees felt pride in their work
• Significant number of capital projects completed:
  1. Indian Creek Ranch Park, Oak Hills Park, Peters Colony street rehabilitation, Charles Road street improvements, Plano Parkway street improvements, R. E. Good sports fields lighting, sidewalk repairs, Hutton Branch drainage channel improvements and beautification
  2. Increased pride in neighborhood
  3. Attracted, retained businesses and residents
  4. Improved infrastructure quality
  5. Lowered maintenance costs
• Recognition of performance and innovations
  1. Streamlined development services
  2. State of the art technology utilized
  3. Better customer service provided
  4. Improved support systems
  5. Pay-for-performance compensation system implemented
• Street maintenance program
  1. Improved street surfaces
  2. Alleys and sidewalks reconstructed
  Our City Pursues Community Partnerships
  
  
• Carrollton Government Academy
  1. 177 boards and commission applications received
  2. Future leaders developed
  3. Improved understanding of city operations
  4. Expanded pool for boards/commissions
  5. More opportunities to become involved
• Neighborhood Partnership and Keep Carrollton Beautiful
• Made visible improvements, including sidewalks
• Homeowners associations were more active
• Increased opportunities for involvement
• Developed a sense of community pride
• Stronger partnership with schools (CFBISD, LISD)
  1. Expedited opening of new schools
  2. Promoted school safety
  3. Staged successful July 4th fireworks
  4. Cooperative projects benefit citizens
• Expanded community communications
  1. Increased awareness and pride
  2. Made information more accessible
  3. People listened
  Building An Effective Transportation System
  
  
• DART light rail
  1. Reduced negative air quality
  2. Passed resolution on H.O.V. lanes
  3. Planned for future needs
  4. Planned for future alternative modes of transportation
• Major roadways: President George Bush Turnpike, SH 161, SH 121, I-35E
  1. Supported economic development initiatives
  2. Enabled people to move better in the future
  3. Greater east-west mobility
  4. Improved traffic flow for the future
• Belt Line and Josey improvements
  1. East-west traffic mobility enhanced
  2. Economic development and redevelopment projects initiated
  3. CDBG, DART grant assistance
• Street maintenance
  1. Improved street surfaces
  2. Infrastructure projects enhanced
  3. Upgraded design standards
• Widening of Josey and Hebron
  1. Improved traffic flow
  Citizens Enjoy Quality Neighborhoods Attractive and Sense of Vitality
  
  Major Successes and Citizen Impacts
  
  
• Neighborhood Partnership Advisory Committee
  1. Began redesign of Old City Hall
  2. Neighborhood projects initiated
  3. Quadrants of city brought together
  4. Greater sense of community and awareness of issues
  5. Additional community outreach
• Neighborhood association development
  1. Improved communications
  2. Sense of community was developed
  3. Helped develop neighborhood associations where none existed
  4. Allowed citizens to know their neighbors - Crime Watch programs
  5. Brought diverse groups together
• Community Development Block Grant projects
  1. Beautified city
  2. Utilized new revenue source
  3. Brought a new focus to neighborhoods and city. Aided historic areas
• Sidewalks and alleys
  1. Increased rate of replacement
  2. Improved overall quality of life
  3. Improved appearance of the city
• Parks Master Plan initiated
  1. Sought public input - citizen to citizen
  2. Purchased land for future development
  3. Will help provide better planning and use of resources
  4. Gateway Monuments
  5. Pilot project completed
  Local Economy is Strong Diversified Tax Base
  
  
• International Business Park
  1. Brought in business (Sebring Capital and Digital Island)
  2. Additional job opportunities
  3. Citizens are able to work closer to home
  4. Provided foundation for more business expansion
• ST MicroElectronics
  1. Retained largest employer
  2. Received worldwide exposure with Baldridge Award
  3. Future development opportunities enhanced
  4. Tax base enhanced with additional revenues to city
• Frankford Trade Center
  1. Enhanced Frankford Road landscaping (Home Interiors, etc.)
  2. Helped keep tax rate stable
  3. Provided more services
• Restaurants: i.e. La Hacienda and Sonny Bryan’s
  1. Additional places to eat in Carrollton
  2. Increased city pride
  3. Additional jobs
• Strong residential development
  1. Recognized as a nice place to live
  2. Mix of housing choices increased
  3. More residents brought in businesses
  4. Jobs and recreational opportunities increased
  
  2000-2001 CITY COUNCIL’S ACTION PLAN [Top of page]
  
  COMMUNITY PRIORITIES
  VACANT LAND USES
  Setting Policies
  1. Appropriate land uses
  2. Transportation links
  3. Appropriate development and zoning
  Taking Action
  1. Review existing uses, potential uses, problems and concerns
  2. Define goals and outcomes for vacant properties
  3. Study land uses and provide direction
  4. Integrate into comprehensive plan
  PARKS MASTER PLAN
  Setting Policies
  1. Set goals and desired outcomes
  2. Determine locations and types of parks and facilities
  3. Land acquisition
  4. Projects, timing and funding
  5. Amount of parkland
  Taking Action
  1. Review Parks & Recreation survey findings
  2. Determine goals, direction and guidelines
  3. Conduct meetings for public input
  4. Make decisions final plans, projects, directions and funding
  DART PLANNING DIRECTION FOR CARROLLTON
  Setting Policies
  1. Land uses, zoning and density surrounding DART stations
  2. City’s role
  3. Degree of aggressiveness
  4. Land acquisition
  5. Level of assistance and regulations
  Taking Action
  1. Complete studies for Old Downtown and other DART station(s)
  2. Address technical assistance for preliminary engineering
  3. Review studies
  4. Decisions: land acquisition, city’s role, level of assistance, regulations
  5. Monitor and influence DART engineering study
  6. Develop action plan for DART public information
  NEIGHBORHOOD STREETS & TRAFFIC MANAGEMENT
  Setting Policies
  1. Project priorities and direction
  2. Goals and desired outcomes
  3. Overall strategy and guidelines
  4. Resource levels
  Taking Action
  1. Review public projects, commitments and status
  2. Decide on direction of projects, timing and expectations
  3. Evaluate options for traffic calming methods in neighborhoods
  4. Determine pilot projects
  PROPERTY MAINTENANCE AND APPEARANCE
  Setting Policies
  1. Reactive (complaints) versus proactive approach
  2. City’s role and goals
  3. Responsibilities of property owners
  4. Code revisions
  5. Resource levels
  Taking Action
  1. Identify problems, concerns and guidelines
  2. Review goals and outcomes
  3. Revise city codes
  4. Decide on direction and resource levels
  5. Provide support staff
  HIGHWAY CORRIDORS SH 121, SH 161, I-35E
  President George Bush Turnpike Setting Policies
  1. Goals and desired outcomes
  2. Best land uses and zoning
  3. Types of developments and locations
  Taking Action
  1. Complete highway zoning district review
  2. Decisions on overall direction and land uses
  3. Develop implementation strategy
  NEIGHBORHOOD PARTNERSHIP
  Setting Policies
  1. Goals and desired outcomes
  2. Services and service levels
  3. Funding
  4. City’s role
  5. Specific projects
  Taking Action
  1. Review goals, policies and actions
  2. Outline how services will be delivered and resource levels
  DEVELOPMENT STANDARDS AND PROCESSES
  Setting Policies
  1. Standards and guidelines
  2. Degree of flexibility
  Taking Action
  1. Identify problem areas and concerns
  2. Focus on key issues to be addressed
  3. Revise standards
  CITY COUNCIL GOALS FOR 2005 AND BEYOND [Top of page]
  
  BE A FINANCIALLY SOUND CITY
  with First Class Services and Well-Maintained Infrastructure Impacts on Citizens
  1. Stable tax rate and revenues
  2. Provide a sense of community stability
  3. Reasonable property and sales tax rates
  4. Citizens feel value in tax expenditures and returns (services, infrastructure)
  5. Services responsive to the needs of citizens
  6. Retaining quality staff
  7. Wise investments and use of resources - common sense approach
  8. Reliable services - water, sewer, police, fire (timely response to emergencies)
  9. City services support high quality of life
  Challenges & Opportunities
  1. Backlog of repairs for alleys, streets and sidewalks
  2. Aging neighborhoods need more services, higher maintenance
  3. Operating new facilities: staffing, operations, maintenance costs
  4. Impact of construction on community – mobility, communication
  5. Managing expectations and desires of citizens and city staff
  6. Managing population growth and demographic changes
  7. Meeting demands to enhance or expand programs
  8. Over-extending resources to meet expectations
  9. Potential economic flattening or downturn
  Measures of Success
  1. Cost of services – annual scorecard comparing taxes/fees with other municipalities’ services/programs
  2. High bond ratings from Standard and Poor, Moody’s and Finch
  3. Stable financial reserve level
  4. High citizen satisfaction ratings for city’s overall customer service and tax rate (annual citizen surveys)
  5. Stable tax rate
  BUILD STRONG COMMUNITY PARTNERSHIPS
  Impacts on Citizens
  1. Pride in the city of Carrollton and entire community
  2. Open door policies at City Hall - citizen ideas, input and concerns are welcome
  3. Opportunities to get involved in planning and in the governance process
  4. Strong neighborhood and homeowners associations
  5. Working with partners – school districts, community organizations, businesses (pooling resources, joint problem solving)
  6. Well-informed citizens – knowledge about city services and programs
  7. Warm, friendly community – “small town” feeling
  8. Sense of history and heritage
  Challenges & Opportunities
  1. Old versus new; north versus south (age, geography)
  2. Three counties and three school districts
  3. Balancing best methods of communicating
  4. Voter apathy
  5. Potential influence – getting citizens involved
  6. Regional strategic planning
  7. Uniting ethic diversity
  8. Methods of involving stakeholders
  9. Partnering with specific businesses
  Measures of Success
  1. Number of active partnerships with schools, neighborhoods, businesses and community groups for pooling resources and joint problem-solving
  2. Annual survey measuring satisfaction with city communications
  3. More citizen applicants for advisory boards and commissions
  ENSURE QUALITY, ATTRACTIVE, VITAL NEIGHBORHOODS
  Impacts on Citizens
  1. Protecting property and home values
  2. Safe streets, safe neighborhoods where citizens feel secure
  3. Recreation and community amenities easily accessible
  4. Strong neighborhood associations working with the city
  5. Range of choices in neighborhoods and housing
  6. People want to live here; children want to stay here
  7. Well-maintained public facilities and infrastructure
  8. Well-maintained housing
  Challenges & Opportunities
  1. Aging neighborhoods and housing stock
  2. Direction for future growth
  3. Residential and commercial infill development and redevelopment
  4. Code enforcement, compliance and property maintenance
  5. Neighborhood traffic safety and congestion
  6. Plans versus resources
  7. Housing mix (75% single-family, 25% multi-family)
  8. Larger percentage of rental property
  9. City versus neighborhood; neighborhood competition
  Measures of Success
  1. Survey neighborhood conditions
  2. Reduce personal and property crime rate per 1,000 citizens
  3. Larger number of active neighborhood associations
  4. Improved residential street condition ratings
  5. Higher citizen satisfaction through surveys for neighborhood safety, condition of neighborhoods and significant neighborhood concerns
  6. Stability of property values verified through appraisals
  PROVIDE AN EFFECTIVE TRANSPORTATION SYSTEM
  Impacts on Citizens
  1. Alternative modes will be available in the future: DART, trails
  2. Better road system with less travel time, alternative routs and less congestion
  3. Improved air quality – no impact on daily living
  4. Access to employment, education, entertainment centers
  5. Safe neighborhood streets
  6. Improved maintenance, fewer potholes, smooth ride
  7. Regional access via multiple corridors
  8. Redevelopment at DART stations and along routes
  Challenges & Opportunities
  1. Clean air quality attainment
  2. Rising construction costs
  3. DART station development
  4. Zoning patterns and comprehensive plan
  5. Regional planning
  6. 2025 mobility projection – congestion, pollution
  7. Link to Union Pacific and Cottonbelt Railroads
  8. North and south corridors at capacity
  9. Funding 121 Tollway
  10. Level of state and federal funding
  11. Coordination among railroads
  Measures of Success
  1. Improved travel time on arterial streets north & south, east & west during peak hours
  2. High percentage of mobility projects completed on schedule
  3. Use of alternative modes of transportation
  4. Reduced number of accidents per vehicle mile
  5. Overall street condition ratings
  DEVELOP A STRONG LOCAL ECONOMY and DIVERSIFIED TAX BASE
  Impacts on Citizens
  1. Lower tax rates for taxpayers
  2. Places to shop, eat, be entertained and stay overnight
  3. Retaining existing businesses
  4. Diverse variety of businesses – stable economy
  5. Job opportunities within the community – live and work in Carrollton
  6. Additional revenues to city – services, amenities, infrastructure projects
  7. Services and amenities to help businesses be successful
  8. Attracting new businesses – emphasis on family wages
  Challenges & Opportunities
  1. Zoning and land uses
  2. Hotel development
  3. Business attraction
  4. Retaining businesses in competitive environment
  5. Prepared workforce
  6. Communications with businesses
  7. Language and culture
  8. Commercial development west, northwest, northeast
  9. Development standards
  Measures of Success
  1. Develop a diversified tax base – monitor assessed valuation and new development square footage
  2. Increased number of new jobs created
  3. Increased sales tax revenues generated in Carrollton
  4. Increased number of new businesses (Greater Dallas Chamber of Commerce ratings)
  5. Percentage of residential versus commercial properties
  
  
  Photos by Lonnie Erickson