Mayor - 2026 Council Questionnaire

Questionnaires were sent to all candidates based on publicly available information on their websites. I gave three weeks for responses. I followed up with all candidates approximately one week before my requested deadline. Responses below are exactly as written by the candidates.

Candidates for Mayor are
(in ballot order)

John Keating – (responses below)
Shona Sowell – (responses below)
Rod Vilhauer – (did not respond)
Mark Hill – (responses below)

Personal Connection

What motivated you to run for council and what experiences do you believe best prepare you for this role?

John – Service has always been part of who I am. I served 13 years in the United States Army as a counterintelligence agent and Desert Storm veteran, where I learned leadership, accountability, and the importance of putting the mission and the people you serve first.

Frisco has been my home for more than 25 years. I was first elected to the City Council in 2010, and over the past 15 years I’ve helped guide one of the most successful cities in America through major growth, important infrastructure investments, and partnerships that helped shape the Frisco we know today. That includes The Star, the PGA headquarters, Toyota Stadium improvements, the National Soccer Hall of Fame, the Frisco Public Library, Grand Park planning, and the Rail District.

I’m running for Mayor because Frisco is at a turning point. For years, the challenge was managing rapid growth. Now the challenge is protecting what we have built and making smart decisions about what comes next. As we get closer to build-out, the focus has to be on redevelopment, infrastructure, and protecting taxpayers. This is a time for experienced leadership, and I’m ready to lead Frisco through its next phase.

Shona – I believe my vision for Frisco is what the residents most want for Frisco–a safe, thriving community where residents can raise their families, with high paying/high quality jobs from businesses that are thriving. The residents are educated, intelligent, and community focused, and want to feel heard in the decisions for Frisco. For the past year I have met with 100’s of residents, and knocked on thousands of doors to hear what matters most to the residents. I’ve also met with many business owners and non-profits to understand their needs for a growing/thriving community.

I had the privilege to serve on the Frisco City Council from 2016-2022, when I stepped back to fight my own personal battle with breast cancer. While serving on the Frisco City Council, I served as Mayor Pro Tem, Deputy Mayor Pro tem, chair of the Legislative Committee, Chair of the Governance Committee, and member of the Budget and Audit Committee. I’ve been at the table for complex deals like the PGA and renegotiating the number of multifamily with developers to bring down the number of apartments in Frisco. I’ve also taken the time to focus on the smaller, simpler needs of neighborhoods–like getting the stop lights done for the safety of residents. I’ve advocated for the small business community, and led executives in the board room professionally. Those experiences give me an in-depth understanding of the complex needs of a grown up city, the decisions we have made in the past, and how to lead Frisco into the next decade.

Mark – My wife Tiffany and I bought our first house in Frisco 20 years ago, and we’ve proudly called it home ever since.

We are raising our daughter here, built a business here, and invested our time in serving the Frisco community. What I love most about Frisco is that it’s still a place defined by great schools, thriving businesses, and diverse neighbors who care about one another. Families from all over the country move heaven and earth for the opportunity to live in Frisco and so their kids can go to school here, and that says something special about this city.

In 2017, while serving as President of the Collin County Bar Association, I was introduced to leaders from the Frisco Education Foundation. Seeing firsthand how deeply this city invests in its students and educators was powerful to me, and is what ultimately inspired me to run for elected office and serve at a greater capacity in the Frisco community. It also reinforced my belief that education is critical to a strong community.

Frisco is entering a new chapter, and every chapter requires leadership shaped by the moment we are in as a city. I am the only candidate for Mayor with relevant experience across each of the core pillars that built this city: Education, Economic Development, and Executive Leadership. I am experiencing the growth of this city in real time with you, not from a distance or from the past. Moreover, I am also the only candidate that is a parent with a child in Frisco schools today.

Frisco deserves a Mayor who is presently invested in the future success of this city. That makes me very unique in this race, and is a primary motivation as to why I chose to run. I have not spent years campaigning or seeking political office. Rather, I have spent years building a strong family and strong business, right here in Frisco.

Strong education builds strong families. My experience as Board President of Frisco ISD has given me the unique opportunity to lead a board of elected officials, build consensus on complex issues, and solve problems collaboratively to improve our community. The district manages a large budget and serves tens of thousands of Frisco families, and that level of executive oversight requires thoughtful leadership and steady decision-making. Over the last year, I am proud to have led the district in both strengthening safety on campuses and achieving a balanced budget for the first time in several years.

I also bring a critical economic lens through my service as a Director on the Frisco Economic Development Corporation (EDC) Board, where I’ve had a front-row seat to how we are shaping Frisco’s future. Cultivating economic opportunities, attracting high-quality employers, and expanding our commercial tax base so Frisco can continue to thrive while maintaining a low tax rate for residents.

As a business attorney and Frisco business owner, I bring relevant, real-world leadership. I understand how policy decisions affect employers, entrepreneurs, and working families. Every day in my legal practice, I help clients navigate complex regulations, manage risk, and find practical solutions. Those same skills are relevant to serving as Mayor. I am trained to listen carefully, analyze issues from multiple perspectives, ask thoughtful questions, and build consensus to reach sound decision making. I take pride in conducting myself in a professional manner and maintaining a high level of decorum.

All of these experiences have shaped my vision for Frisco’s future: To Unite Frisco through inviting diversity in thought and delivering real solution-driven results for our community.

The Role of the Mayor (This is the only question that was given solely to Mayoral candidates.)

The role of the mayor is different than that of council members. It is charged with not only running meetings but being the “face” of the city. With few exceptions the Mayor does not get to vote unless there is a tie and may need to publicly support a position of the council with which they may not agree. Unlike a board in Corporate America the position is also charged with leading a group of individuals that are individually elected and likely have varied and differing views that can choose to operate in their own ways. In light of this please describe your leadership style and how that applies to the Mayoral Role.

John – Frisco operates under a council-manager form of government, where elected officials set policy, and the City Manager handles the day-to-day operations of the city.

The Mayor’s job is to lead the council, help set the direction for the city, guide productive discussions, and represent Frisco well with residents, businesses, and regional partners.

My leadership style is steady, disciplined, and focused on results. Over 15 years on the council, I’ve worked with people who did not always agree on every issue. Good leadership means listening, staying focused on the facts, and building consensus around what is best for Frisco in the long run.

Shona – My leadership style is that of maximizing the potential of each person involved in the decision as well as communicating the goals and outcomes. I believe I uniquely understand and respect those who might think differently on an issue. It is not personal to me—it’s about the best policy for the residents of Frisco. Continuing to remind the team of our common goals and allowing all sides to be presented and heard gets us to better results and solutions, even if that is a sometimes difficult process. It cannot be about retaliation, creating division, or dictatorial in style. It must ALWAYS be about the residents. As Mayor, it is important to remember that the other council members were elected just as the Mayor was elected and they should have a voice as well. I have found that working to build relationships outside of the issues helps to provide a foundation to withstand the differences. I am not afraid for my ideas to be challenged, as I believe that is how we get to better ideas. It’s also about letting others shine in the areas that are important to them. Finding ways to allow other council members to succeed promotes success for the council as a whole.

Mark – Ultimately, the Mayor’s role is about uniting people who may not always agree. I believe Frisco deserves a Mayor who is free from old political rivalries, encourages healthy debate, and brings people together where possible. My campaign is centered on this belief of uniting Frisco through steady leadership and respectful collaboration.

My leadership style has always been rooted in fairness and professionalism. I believe any position of influence carries a responsibility to lift people up, not to judge or create division. This approach has defined my legal career, where building trust across dividing lines has been essential. It has also defined my service to Frisco. I am proud that it has brought together supporters with vastly different perspectives under one campaign.

Leadership culture starts at the top. Frisco needs a Mayor who is disciplined, professional and can lead during one of the most consequential transitions in the city’s history.

Frisco needs a Mayor who is both positive and free of old political rivalries that fuel the current division in our city. It needs a leader who understands the budget, knows the players, respects the process, and has already demonstrated the ability to successfully lead a complex public organization through consequential decisions. I am deeply grateful for the decades of service that built Frisco’s extraordinary foundation. But the challenges facing this city today are fundamentally different from those of ten or twenty years ago. This moment calls for a new kind of leadership, one that honors what was built while bringing a fresh perspective, independence, and executive capability to carry Frisco into its future.

Growth, development, and infrastructure

Quality of life and density: What is your specific strategy for balancing new residential and commercial developments with the need to maintain a high quality of life? How will you address resident concerns about the increasing density of new housing, given Senate Bill 840?

John – Frisco’s success has been built on planning ahead and keeping high standards

As we get closer to build-out, the focus has to be on protecting neighborhood quality of life while making sure growth stays balanced. Housing, commercial development, infrastructure, and open space all have to work together

State mandates like Senate Bill 840 make that harder by limiting local control over zoning and development. Frisco should keep standing up for smart growth and defending the long-term planning that made this city successful.

Shona – Currently our commercial property base is lower than what helps offset our residential property taxes at only 20% and increasing high quality commercial zoning should be our goal. While we cannot stop development of properties previously zoned for dense residential projects, we can work to negotiate with the developers to create better end-result products. It’s also important to consider that while we have done a great job in our comprehensive planning for the city, we do not have to ultimately be tied to that long range planning (other than zoning). We must be flexible as times, needs, and residential habits change. As leaders we must always remember that the residents should have the ultimate say in how Frisco develops and if the residents do not want something here in Frisco, we would be tone-deaf to not listen. Just because we can build something, doesn’t mean we SHOULD.

When it comes to SB 840, we will need to work hand in hand with the state legislature to help them reshape this law in the immediate upcoming legislative session. SB840 essentially strips local authorities from saying no to multifamily in commercial zoning. Unique to my opponents, I have spent years at the state level fighting to protect Frisco residents from legislation like this, along with building a variety of relationships at the state level that absolutely matter when it comes to legislation that impedes Frisco residents from making decisions about Frisco.

Mark – The City of Frisco’s Legislative Committee opposes Senate Bill 840, and I stand with that position. I believe local issues are best addressed by local authorities. SB 840 is a new one-size-fits-all approach to cities, and a blanket mandate that treats Frisco the same as every other Texas city over 150,000 and ignores the excellence that makes this city a national model.

Frisco residents have had a direct voice in shaping our development future through multiple Comprehensive Planning processes. Those plans reflect our community’s values, our infrastructure capacity, and our vision for responsible growth. SB 840 threatens to override all of that, forcing multifamily density onto commercially zoned corridors regardless of whether our roads, water systems, schools, or public safety resources can support it. Every piece of infrastructure in this city was carefully planned and funded around a specific development vision. Undermining that vision creates real costs that ultimately fall on taxpayers.

Frisco is not a city that needs the state to manage its growth. As Mayor, I will advocate at the state level for amendments that restore meaningful local zoning authority for well-managed cities like ours. Local needs, local infrastructure, and local priorities deserve local solutions, and Frisco has earned the right to determine its own future.

Balancing growth while increasing quality of life is one of our city’s biggest challenges and will be one of my top priorities as Mayor. That means protecting established neighborhoods, maintaining strong schools and public safety, managing traffic and infrastructure proactively, and ensuring new development strengthens our commercial tax base and long-term financial stability. The real conversation is not about stopping growth or fighting pre-existing entitlements; it is about making the smartest possible decisions on the small percentage of land still available, preserving what green space we can before it is gone, and planning wisely for reinvestment.

My strategy is two-fold: Negotiation and Connectivity. Where density in development is unavoidable by law or property rights, we must work thoughtfully and strategically with our developers and landowners to ensure their development is walkable, well-designed, and genuinely enhances the surrounding community rather than straining it. The other side of the coin is Connectivity. With more people moving into Frisco, we must continue expanding our trail network, improving sidewalks, and building walkable districts that connect to single-family neighborhoods.

Above all, every planning decision, every zoning vote, every policy must be viewed through one lens: Resident Experience. As Mayor, my commitment will always be Residents first and how we make living in Frisco the best experience possible. Frisco is not finished. It is entering its most important chapter yet, and it deserves leadership that understands exactly where we are and exactly where we need to go.

Infrastructure capacity: Given the persistent traffic and mobility challenges cited by residents, what is your plan for ensuring the city’s infrastructure—including roads, public transit, and utilities—keeps pace with new construction?

John – Infrastructure has to stay ahead of growth.

Frisco has made major investments in roads, utilities, and mobility, but growth requires constant discipline. Development decisions should match infrastructure capacity, and the city should keep investing in major road corridors and regional partnerships that improve mobility.

Shona – For years we have been focused on building new, and now we must now make a highly concerted effort to maintain what we already have. We must be more involved in regional and county relationships and coalitions to manage the infrastructure that is needed regionally. Our traffic problems do not all start in Frisco–many of them start in surrounding communities. Our regional relationships need work and we must be willing to provide a give and take to achieve more financial support from regional groups such as the NTCOG and RTC that will help carry some of the burden for infrastructure needs. In 2015, I helped lead the fight for the burial of the large transmission lines along Main Street that would have vastly changed the entire look of that commercial and residential zone. Back in 2014, I helped push for the first new water reservoir built in Texas in over 50 years understanding the pressure our growth was placing on our water supply. I have experience in working with our utilities, leading at the state level for help in funding and resources, and working with our regional partners. Our infrastructure issues go beyond our city limits and the relationships needed to solve those issues are paramount to our success.

Mark – The traffic congestion is a sign of a growing region, which means it is not exclusively a Frisco problem. It is a North Texas problem that demands regional solutions, regional partnerships, and a regional mindset. Frisco’s traffic challenges are real, and so is our capacity to address them creatively and proactively. The cities that win the mobility challenge will not be the ones that built the most lanes, but the ones that built the smartest systems.

Unlike our neighboring cities that have invested heavily in rail infrastructure, Frisco needs to pursue flexible, scalable, technology-driven mobility solutions that reflect how people actually move today and will move tomorrow. That starts with expanding our partnership with DCTA, which currently provides curb-to-curb Para-Transit service for residents 65 and older, disabled residents, and those needing medical transportation. This program is actively being piloted and represents the kind of practical, cost-effective mobility solution that works for a city like Frisco.

Additionally, as economic growth continues in Frisco, our EDC and CDC should continue to focus on the reduction of commuters where possible. Over the last five years, including during my time on the EDC, worker leakage outside of Frisco has significantly reduced and as that focused effort continues it will also help improve Frisco traffic on major thoroughfares.

Controlling urban sprawl: With the city approaching build-out, what is your long-term vision for Frisco? Do you support efforts to reinvest in existing areas or favor further expansion on the city’s edges?

John – Frisco is nearing build-out, so the next phase will be more about reinvestment and redevelopment than expansion

I support thoughtful redevelopment in places like the Rail District and older commercial corridors, but that growth has to respect nearby neighborhoods and strengthen Frisco over the long term.

Shona- The expansion will continue to happen until build out has occurred, however I believe we now can be more selective in what we “chase after” for development. The priority should be to make Frisco BETTER, not just BIGGER.

Our city focus must also shift to reinvesting in the areas and assets we have already built. A large portion of our city is aging at the same time and we are beginning to show our age in our sidewalks, roads, and parks. It is vitally important that we not only focus on the newer parts of town, but invest in the older communities, especially on the east side of town or we will quickly devolve into “two Friscos”.

Mark – My vision is that with the right planning, Frisco will have our open spaces preserved, trails more connected, and communities designed around our people. With our commitment to public safety, we will still be considered one of the safest cities in the country. Grand Park will be a magnet in central Frisco, fully realized and a gathering place for not just my family but all residents from every corner of the city. The Rail District will be a thriving downtown destination for live music, local dining, and community life. Fields West and The Mix will be complete, walkable, mixed-use communities with residential, retail, and entertainment woven together and connected to parks and open space. Most cities are fortunate to have just one community like this, Frisco will have several, each with its own distinct identity and character.

But what will matter just as much as the new is how well we have cared for everything already built. Twenty years from now, I want every corridor of Frisco, from the north, south, east, and west, to look just as fresh, vibrant, and well-maintained as the day it opened. That requires a serious, ongoing commitment to reinvestment. No part of Frisco should ever feel forgotten or left behind while another part shines. Further development on the city’s edges should follow the Comprehensive Plan created by Frisco residents and carefully evaluated to reflect the Frisco standard.

Through all of it, Frisco will still carry one of the lowest tax rates in the region, not because we underinvested, but because the commercial development we carefully curated over decades, protecting residents from bearing the full burden. Going forward, growth must continue to enhance, but never compromise, our quality of life. That means protecting established neighborhoods, maintaining our schools and public safety standards, staying ahead of traffic and infrastructure demands, and ensuring every new development strengthens Frisco’s long-term financial foundation.

Downtown: There were over 100 open meetings since 2018 when the downtown master plan was updated that included opportunities for public input. How many of those planning meetings did you attend and did you ever speak in support of or against the project at any of those meetings? Moving forward, what, if anything, would you do differently on large-scale city-initiated improvement projects like the Rail District Revitalization plan?

John – The Rail District planning process included years of public input and more than 100 meetings.

That kind of engagement should continue. Good redevelopment takes ongoing communication with residents, business owners, and property owners so improvements strengthen the district without losing its character.

Major projects should be guided by transparency, strong communication, and responsible financial planning.

Shona – As a council member, and since as a resident, I have attended A LOT of the meetings. While on council, and even believing the eventual end result would be beneficial for the area, I still voiced concerns about the pain involved in the process and how we would handle that with the businesses that were already on Main Street. I often mentioned the frustrations that would exist in parking, navigating the changes, and that how we handled those changes would be important.

The point we need to remember is that even though we may have had great plans, when we saw the depth of the struggles of our business community we should have immediately responded with compassion, a call for help, and been willing to offer assistance. The frustration of the process should have been met with more empathy than just reminding the business owners “how much we are spending on downtown”. We should have listened more. We should have ASKED them what options for relief would have been more effective instead of telling them. Instead the businesses were met with pithy comments, a constant battle of “Save Main” or “Enjoy Main”, and constant discussions of how they were running their businesses.

Moving forward, I believe a more phased approach would have been easier for the businesses to manage. As well, the projects should involve real penalties for due dates (not $1000/day), and real incentives for speed to completion. And when we hear from our businesses, let’s have some compassion and understanding.

Mark – My family has been intentional about supporting the Rail District and downtown Frisco for years. We believe in what downtown Frisco can and should be, which is the heart of the city. While my role as a Frisco ISD Trustee appropriately kept me from taking public positions on city initiatives during that time, my work as a Director on the Frisco EDC over the last two years gave me a direct and meaningful role in downtown’s future. This has included well over a dozen meetings over the last several years, including a joint meeting with the Frisco CDC relating specifically to the Rail District.

I understand the challenges downtown businesses face because I am a business owner myself. That makes me very unique in this race. My focus as Mayor will not be on relitigating past decisions; it will be on ensuring every future project is executed with maximum transparency, proactive communication, and genuine support for the business owners and residents affected along the way. The vision for Fourth Street Plaza as a central gathering place, the investment in Main Street, and the commitment to making the Rail District a true destination for live music, dining, and community life are exactly the kind of placemaking that gives a city its identity and its soul.

City finances and budget

Property tax relief: While the city has increased the homestead exemption, property values continue to rise. What steps will you take to provide further, sustainable property tax relief for residents, especially seniors on fixed incomes, without negatively impacting city services?

John – Frisco has kept one of the lowest city tax rates among comparable cities and has taken real steps to give residents relief, including a 20 percent Homestead Exemption, the maximum allowed by state law.

Frisco also provides an $80,000 exemption and a property tax freeze for residents 65 and older and for citizens with disabilities. Those protections matter, especially for people on fixed incomes.

Protecting taxpayers has to remain a top priority. One of the best ways to do that is by continuing to grow Frisco’s commercial tax base so homeowners are not carrying more of the burden.

Shona- We must focus on increasing our commercial property tax ratio to help offset the burden placed on residents. We may have to also consider not adding new assets to maintain such as new parks, etc that inevitably increase the resources needed to care for the assets, until we can balance the needs of the current obligations. The state legislature will be tackling issues of appraisals and tax rates that the city will have to work with. It will be imperative that Frisco has leadership at the table to help shape the legislation in a manner that doesn’t reduce city services the residents have come to expect.

Mark – The City of Frisco has built one of the most diverse commercial tax bases in the entire region, which is the single most powerful tool a city has for keeping residential taxes low while maintaining a high level of city services, including world-class public facilities. That strategy has directly enabled Frisco to maintain, for years, one of the lowest property tax rates in the region, now at 42.5 cents per $100 of taxable value. This is the direct result of disciplined, strategic economic development leadership sustained over decades.

The most impactful thing local leadership can do for the residential taxpayer’s wallet is to intelligently attract commercial development that offsets the residential burden across the board. When businesses carry their share of the tax burden, residents carry less. This, combined with the 20% Homestead Exemption, the maximum allowed by state law, as well as a Senior Tax Freeze, Senior Exemption, and Disabled Tax Exemption, is how we can give our residents the best return on their investment for choosing Frisco as their home.

As a Director on the Frisco Economic Development Corporation Board, I see firsthand how much corporate attention Frisco is commanding right now. Companies relocating or expanding are not just looking for favorable business conditions; their leadership wants a city where their employees and families feel safe, receive an excellent education, and enjoy a high quality of life. Frisco checks every box.

Going forward, fiscal accountability means continuing to grow our commercial tax base strategically, scrutinizing every expenditure, and empowering the EDC and CDC to continue actively attracting the kind of high-quality employers and developments that keep Frisco’s tax burden low for generations to come.

State mandates vs. local needs: How will you navigate the increasing number of state-imposed financial restrictions that limit local control? What trade-offs are you willing to make if state preemption forces reduced service levels or deferred infrastructure maintenance?

John – Unfunded state mandates create real problems for cities like Frisco

When the state imposes new requirements without funding or flexibility, it makes it harder for local leaders to manage growth, infrastructure, and public safety the right way.

Frisco should keep fighting for local control while staying focused on core city services, especially public safety and infrastructure.

Shona – If the state continues to limit local control, the city will be forced to reduce city services. It is impossible to determine what items we would reduce, but we will have to consider not building new assets that require bond funding or require maintenance funds from our general revenue budget. Things like public safety are not on the table. We must ensure we meet national safety standards that keep our residents safe. In any budget dilemma, choices must be made and priority services like public safety must take priority.

Mark – Local control allows cities like Frisco to make decisions that reflect the specific needs and priorities of our community. When the state steps in and restricts the financial and regulatory tools available to cities, it limits our ability to respond to local challenges in real time.

The reality is any excessive state preemptions, particularly those restricting how cities generate and manage revenue, will make future decisions harder. If costs keep rising while our revenue tools are limited, future Councils may face difficult choices about which essential services to scale back or delay. Positioning Frisco to withstand these pressures in the near term is important, but long-term sustainability depends on preserving the ability of local communities to govern their own priorities.

Despite these challenges, Frisco’s greatest strength is our people. Strong families make a strong Frisco. With a continued commitment to excellence, I am confident we can meet whatever comes our way and keep Frisco’s future as bright as it has always been.

Large-scale projects: The $160 million arts center bond failed in May 2025. How do you interpret this result from the voters? Do you support alternative funding models, that don’t raise property taxes, for large community projects, or do you believe the city should focus on other priorities? Explain your position.

John – Frisco has a strong track record of delivering major projects through smart partnerships and disciplined planning.

Looking ahead, Grand Park is one of the most important long-term investments in Frisco’s future. It will be a major asset for this city for generations.

At the same time, the arts center bond election showed that residents want more clarity on cost and priorities. Future projects should focus on partnerships, phased development, and other funding strategies that help reduce the burden on taxpayers.

Shona- The voters were very clear they did not agree to the arts center project. I do not think we need to interpret it any other way. We don’t need a survey to understand the voters—and election is a pretty definite survey. The answer is no. If we look to the previous question about what city services would be reduced with reduced funding, I think the voters were pretty clear this is an extra that they do not want to use our bond dollars, EDC funding, or other taxpayer funds to build and maintain. In a time of high interest rates, economic uncertainty, an possible state restrictions, we should be very mindful of these types of projects that would possibly burden the city for decades and force us to make cuts in other core city services.

The voters did support a smaller community theater with bond funds back in 2016 that would have been used in the original Hall Park art center. That deal fell through in search of a bigger more expensive facility and now to build even a community theater would be difficult. If the opportunity to build a smaller

community theater with the bond dollars already approved from 2016 were to come along, I would support it.

Mark – Between rising property values and uncertain economic times, residents have consistently shown they’re cautious about large spending commitments right now, and that’s a message I take seriously.

Like many Frisco families, I look forward to the day we don’t have to drive to Dallas to experience performances. The vision behind the arts center was compelling, but the community made its decision at the polls, and my job is to listen. I am open to future opportunities that bring willing private partners and creative, low-burden funding structures to the table, whether that is for an arts center or any public/private partnership. Large generational projects require community trust and clear communication, and we need to rebuild that confidence together.

In the meantime, the FISD Arts Center is opening soon and will give Frisco residents unprecedented opportunities to see the talent that is already here in this city. In just a few months, our students will have the opportunity to perform in a facility far beyond what they’ve had before. FISD has been the City of Frisco’s strongest partner, and I’m committed to ensuring all Frisco residents get real, meaningful benefit from that asset.

Unions: Do you support Collective Bargaining, Civil Service, and/or Meet and Confer. Why or why not? Will you vote for or against any or all of those should they be presented to council in the future? Explain. Note: Lack of a response to this question will be received as a response that you do support these items.

John – Frisco has built one of the most respected police and fire departments in Texas without collective bargaining or civil service systems.

I strongly support our first responders and believe they deserve competitive pay, excellent equipment, and strong leadership.

But I do not support union, or association-driven, collective bargaining systems. No other city departments operate under those structures and bringing them into public safety would create an imbalance in city government.

In many places, those systems bring rigid rules, outside influence, and long-term costs that reduce local control and make it harder to manage departments effectively.

Frisco’s success has come from strong leadership, direct communication, and professionalism, and I believe that approach should continue.

Shona – No, I do not believe Collective Bargaining, Civil Service, or Meet & Confer are good for the city of Frisco and do not support them. I do believe unionization is a response to poor leadership. Relationships broke down because the elected leadership refused to have open dialogue and then chose to disparage those who supported the position. We can disagree on policy positions, but we must always remain respectful. I believe we must always be willing to come to the table for the dialogue and continue to build relationships and focus on the things that we can and SHOULD be doing in our public safety staffing for the safety of our residents. The way many of our elected officials spoke about those who risk their lives to protect us all was unprofessional, wrong, and embarassing.

Mark – Our residents recently voted against Civil Service and Collective Bargaining in 2024, and I will listen to our voters. I do not support Meet and Confer either, since supporting one while opposing the other would be inconsistent and disrespectful to the clear intent of Frisco’s residents.

Unions historically emerged to protect workers from low wages, poor working conditions, and inadequate benefits. Our city has consistently invested in its employees, offering competitive compensation, strong benefits, and a professional work environment that reflects the standard of excellence Frisco holds in everything it does. Most importantly, I believe all city departments must remain under the oversight and governance of City Management. That structure is the foundation of Frisco’s council-manager form of government, and it has proven to work very well. Introducing outside authorities or agendas into that structure does not strengthen employee relations; it politicizes them, which does more harm than good to the very people it claims to protect.

I will not support any initiative that undermines our council-manager form of government, and I will vote accordingly should any of these measures be presented to Council in the future.

Public safety and services

Staffing for a growing city: As Frisco’s population increases, so does the demand for police, fire, and emergency medical services. What specific actions will you take to ensure public safety staffing levels are sufficient to meet the needs of a growing community?

John – Public safety is the first job of city government.

As Frisco grows, staffing has to keep pace with population and service demands. That means continued investment in police, fire, and EMS personnel, along with facilities and training.

Frisco takes pride in our Fire Station 9 Training Facility and the Frisco Police Academy, both of which strengthen recruitment, training, retention, and long-term readiness.

If we want to remain one of the safest cities in America, we have to keep investing in people, technology, and infrastructure.

Shona –It is time to increase our fire staffing on ladder trucks to 4 person crews to meet National Fire Prevention standards. We can reduce the number of apparatus responding to calls by 25% by going to 4 person crews on ladder trucks. It would need to be a phased process budget-wise starting with our stations along the DNT and larger commercial buildings.

We must also consider increasing our police staffing to provide for the many events held in Frisco. It is not enough to only staff for a regular Tuesday when we are consistently hosting large events in the city that require tons of overtime. National reviews of the current standard of 1 officer/ 1000 in population mention that ratio works in smaller, quiet suburbs, but not in busy and robust event cities.

Further, we continue to get behind in being competitive in salaries for our veteran/experienced officers. These officers that are well-trained, and have proven their merit in Frisco should be a top priority. Consider the ranking of our city managers office salaries in the region and then understand that our public safety officers should also always rank at the same competitive level.

Mark – Every family that chooses Frisco deserves to feel safe in their home, their school, and in their community. As Mayor, ensuring that will always be my first responsibility.

Frisco’s continued economic growth and development will also place increasing demands on our police and fire departments, emergency medical services, and the infrastructure that supports them.

As North Frisco develops and our population continues to grow, we must ensure that public safety staffing, station placement, response times, and equipment keep pace proactively, not reactively. A city that builds ahead of traffic must also build ahead of its public safety needs.

Animal services: The city has been exploring a public-private partnership for an animal facility. Frisco PD Chief Shilson has consistently presented statistics to the council and residents that Frisco’s animal intake doesn’t warrant a full-scale animal shelter. Do you agree with the data provided by Chief Shilson and the PD and support the staff’s recommendation for the public-private partnership currently proposed? If not, why not?

John – Based on the current numbers, Frisco’s intake levels do not justify building and operating a full-scale city animal shelter.

A public-private partnership is a more fiscally responsible option and can provide quality service without creating unnecessary long-term costs for taxpayers.

Shona – I can agree with the data presented by Chief Shilson and still support doing an appropriate feasibility study to understand the possible future needs and the best methods to care for those needs. They are not mutually exclusive and the premise that supporting his data but wanting to understand trends, shifts in population, concerns over best methods, and using experts to design the appropriate facility is not in any measure a concern or frustration with his leadership, and to suggest otherwise when we have done studies ad nauseum on other special projects in the city seems more directed at being unwilling to see other sides on this particular issue. I am not against the particular chosen private partner and believe they will do a great job in managing the facility. My concern is based in spending the money for a limited facility and still spending the same high cost with Collin County. My position has always been that at the point it becomes financially more prudent to build our own over the long run, that we should do so.

Mark – I respect Police Chief Shilson and trust the data our Police Department has consistently presented. I also respect and trust the voice of residents on both sides of this recent project. Spending taxpayer dollars on a solution that satisfies no one is not responsible governance, and it is not responsive leadership. I will always ask the hard questions and complete adequate diligence before committing taxpayer dollars, and this situation is no exception.

Community engagement and governance

Decision-making transparency: Many residents feel disconnected from city government. What concrete steps will you take to increase transparency and encourage meaningful public input on major decisions, such as zoning changes and budget allocations?

John – Transparency and accountability go hand in hand and are essential to building and maintaining public trust.

Frisco should keep improving communication, digital engagement, and early public outreach so residents have a chance to understand and weigh in on decisions before they are final.

Shona – Our worksessions are held at times of the day that few residents can participate. It’s time to either move the worksessions, or record them for residents to be able to view them when convenient. Much of the discussion to understand the nuances of issues occurs in worksessions and the residents should be able to reasonably have access. As well, we need to do a better job in taking our town halls and other informative meetings to various parts of the community. Our Coffee with the Mayor should vary in times and days to provide more opportunities for those who work to attend.

Key to this will be in how we actually listen to residents when they bring concerns. Too many times I have witnessed the condescending manner in which elected leaders speak to residents when they bring their issues before the city council. We may not agree, and we may not change our position on the issue, but we must always refrain from treating the residents as if they are uneducated because they disagree. We must always remember that we represent the residents—not the city, not outside influences, and not even ourselves. We represent the residents.

Mark – Transparency and communication is non-negotiable in building public trust. Efficient processes, clear boundaries, and consistent communication protect both accountability and sustainability.

Throughout this campaign, I have been consistently engaging with current Council members, city leadership, and staff. These are not introductory conversations; they are ongoing relationships built on mutual respect and a shared commitment to Frisco’s future. The people who run this city know me, know my values, and know that I am here to contribute positively and professionally. That foundation means I will not need a learning curve when I take office.

From the moment I am sworn in, my focus will be immediate and clear. I will work to establish and strengthen trust among Council members and staff, set a tone of professionalism and decorum from the very first meeting, and make it unmistakably clear that the business of this Council is governing Frisco, not campaigning, settling scores, or pursuing personal agendas.

On the engagement side, I will expand and multiply the successful Coffee with the Mayor format, varying the times and locations to ensure that working parents, seniors, young professionals, and residents across every part of Frisco have greater opportunity to participate.

This is not a new concept for me. As Board President of Frisco ISD, I spearheaded regular Community Input Nights being hosted at different high schools across the city to get closer to residents, hear their concerns directly, and bring school leadership into the neighborhoods. I will be a Mayor who is visible, accessible, and that listens to our residents.

I am also uniquely prepared to be effective quickly because I am not starting from scratch. My experience as Board President of Frisco ISD, my service on the Frisco EDC Board, my legal background, and my daily life as a Frisco business owner and resident have all been preparation for this role. I understand the budget, the development landscape, the governance structure, and the community. Frisco deserves a Mayor who is ready from Day One, and that is what I offer.

Diverse representation: As Frisco becomes more diverse, what is your strategy for ensuring that all community voices are heard and that governance is inclusive of the city’s changing demographic population?

John –Frisco’s diversity is one of our greatest strengths.

City leaders should engage residents in every corner of the city and from every background, so people know their voices matter in the decision-making process.

Shona- I will continue to do what I have always done which is to seek out community leaders and individuals of various groups around Frisco to understand their concerns and to engage them in decisions that impact Frisco. Building those relationships before issues arise is critical in being able to navigate the issues.

Mark – Frisco is, at its core, a welcoming city and I am proud of the rich diversity that defines us.

Every resident of Frisco, regardless of background, deserves to feel safe, respected, and at home here. I will help Unite Frisco and lead that effort with conviction every single day.

Professionalism. Several times at recent council meetings individuals have spoken in a hateful and/or disruptive manner. How would you propose improving local discourse?

John – Public meetings should be respectful and professional.

Strong leadership means encouraging open discussion while keeping meetings productive, orderly, and focused on the issues that matter to residents.

Shona – Setting the example starts at the top. One can disagree but we must do so respectfully and without retaliation. The role of Mayor is crucial in setting the tone, allowing all voices to be heard, and not punishing or retaliating when we disagree. And it needs to be evenly practiced. We may not like what another elected official says or even takes as a position, but we must remember that person was elected the same as the others and deserves appropriate respect. I would also encourage individuals to speak with those they have concerns with directly and privately—not on social media and not calling them out to embarrass them in a public meeting. If the goal really is to change the behavior, antagonizing isn’t going to get us there. Working diligently to find some level of commonality will.

Mark – The divisive rhetoric we have witnessed at recent council meetings, mostly from non-Frisco residents, is unacceptable and does not represent Frisco’s values. As Mayor, I will work closely with our Council members and Multicultural Advisory Committee to proactively address tensions and ensure every community has a voice at the table here.

Frisco’s greatest need right now is disciplined, professional and experienced leadership during one of the most consequential transitions in the city’s history.

Form of Government: What do you believe is the role of council? What do you believe is the role of Staff?

John – Frisco operates under a council-manager form of government, where elected officials set policy and a professional City Manager oversees operations.

That structure has been a big part of Frisco’s success because it combines accountable leadership with professional management.

Shona – The Mayor and city council set the vision and direction for the city of Frisco based on the will of the residents we represent. Our job is to then hold the city manager accountable to that vision and direction. Staff are the subject area and public administration experts to help carry out the operations of the city. The Mayor and council should question, challenge and encourage staff under the leadership of the city manager in carrying out the operations.

Mark – The role of the City Council is to govern with professionalism, focus on long-term sustainability for this city, and to create policies that improve the quality of life for Frisco residents.

When Frisco’s City Council focuses on local governance, and does so with professionalism and decorum, Frisco runs the way it should.

Summary Question:

What is your vision for Frisco?

John – Frisco’s success did not happen by accident. It was built through strong leadership, long-term planning, and smart partnerships.

As we move into the next phase, the focus has to be on protecting what we have built and preparing wisely for the future.

My vision is simple: protect taxpayers, keep infrastructure ahead of growth, support our first responders, and preserve the quality of life that makes Frisco special.

That means investing in generational projects like Grand Park, encouraging thoughtful redevelopment, strengthening public safety, and continuing the partnerships that have helped drive Frisco’s success.

Frisco does not need a reset. It needs proven leadership for what comes next..

Shona- Frisco should reflect what residents most want for their community: a safe, thriving city where families can raise their children and choose to remain long after—through the empty-nest years and beyond. It is a place supported by strong, thriving businesses that provide high-quality, well-paying jobs, and where residents feel engaged, invested, and included in the decision-making process that shapes their city. Looking twenty years ahead, Frisco should remain a vibrant and active city that successfully navigated the natural growth cycle experienced by many communities. By prioritizing reinvestment in our infrastructure, parks, and public assets, we can avoid the decline or flight of residents and businesses that often occurs when cities fail to reinvest as they mature. A deliberate focus on attracting major corporate headquarters from Fortune 100/500 companies will strengthen our commercial tax base and create high-quality employment opportunities. This approach will also allow the city to reinvest in aging infrastructure and community assets without placing an undue financial burden on residents. In short, thoughtful planning today—centered on selective buildout, the recruitment of corporate headquarters, reinvestment in existing assets, and responsible financial planning for a future when growth slows—will ensure that Frisco continues to thrive long after the rapid growth phase that has defined the past two decades.

Mark – A great city does not put a ceiling on its own future; it builds one worthy of the people who call it home. My vision for Frisco is a full life-cycle city where families come to raise their kids in a safe environment, where students learn from top-tier educational institutions, and where businesses thrive and find greater economic opportunity.

With the right planning, Frisco will have our open spaces preserved, trails more connected, and communities designed around our people. With our commitment to public safety, we will still be considered one of the safest cities in the country. Grand Park will be a magnet in central Frisco, fully realized and a gathering place for not just my family but all residents from every corner of the city. The Rail District will be a thriving downtown destination for live music, local dining, and community life. Fields West and The Mix will be complete, walkable, mixed-use communities with residential, retail, and entertainment woven together and connected to parks and open space. Most cities are fortunate to have just one community like this, but Frisco will have several, each with its own distinct identity and character, generating further revenue into our city. That is the result of visionary planning executed with discipline.

I hope that the spirit of community that has always defined Frisco, the Little Libraries popping up in neighborhoods, the most visited public library in the region still buzzing with activity, neighbors investing in neighbors, is even stronger than it is today. Through all of it, Frisco will still carry one of the lowest tax rates in the region, not because we underinvested, but because the commercial development we carefully curated over decades, protecting residents from bearing the full burden.

For Fun:

What should the plot line be for the new “Frisco King” TV show?

John –A fast-growing Texas city where people from different backgrounds come together to solve real community challenges.

Each episode would show how local decisions affect everyday life and remind people that what makes Frisco special is not just growth or development. It is the people who step up and serve their community.

Shona – Considering his character from Tulsa King is an assassin, I am not sure I would want to speculate on how this will turn out—but I do love the show and look forward to seeing Frisco highlighted.

Mark – The plot line should start in a historic spot like The Depot, with more meetings in homegrown gems on Main Street in the Rail District. He’ll become a regular at Frisco’s own Earnest B’s BBQ and clear his head by taking walks in Kaleidoscope Park and Frisco’s beautiful trails. He may decide to go back to college and explore Collin College or UNT, and when his car breaks down, he’ll take it over to Frisco Automotive and walk across to Rollertown for a quick drink and bite to eat.

In general, I hope the plot line showcases the best of Frisco’s local gems and historic landmarks.