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PRESTON HOLLOW ADVOCATE VOL. 26 NO. 6

PROFILE

8 Genesis Women’s Shelter CEO Jan Langbein

DINING

14 Jetsetters

FEATURES

6 Neighborhood happenings

12 Checking in with D13

18 A Preston Royal development

23 Principal Meaker improves Walnut Hill

Jetsetters’ decor emulates the interior of a plane. Read more on page 14. Photography by Lauren Allen.

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NEIGHBORHOOD CRIME STATS

Story by ALYSSA HIGH

This year so far, there have been

DISTRICT 13

332 thefts from a motor vehicle

306 instances of shoplifting

200 motor vehicle thefts

145 simple assaults

120 drug/narcotic violations

108 instances of vandalism/destruction of property

DISTRICT 11

311 simple assaults

218 thefts from a motor vehicle

175 instances of shoplifting

155 instances of vandalism/destruction of property

128 instances of shoplifting

A NEW PARK

On April 30, District 13 celebrated the grand opening of the newly renovated Jamestown Park. The new playground equipment and park furnishings were funded as part of the 2017 Park Bond Program, which allocated $624,900 to park renovations in District 13.

WHAT’S THE 311?

6.9% Increase in crime in District 13 YTD.

*Crime statistics consist of crimes from Jan. 1 through April 30, 2026, which is the most recent data available at the time of writing.

At the time of writing (May 7 at 3 p.m.), there were 432 open service requests in D13, with 96.8% of requests considered “on time.” The majority, 220, were code concerns. The next largest categories are street repair (29) and alley repair (17).

In D11, there were 262 open service requests, with 97.3% considered on time. 152 are code concerns, while the next two categories, sanitation roll cart maintenance/delivery and traffic violations, had 10 and 8 open requests, respectively.

Photo by Lisa Petty.

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Hanover Preston Hollow building off of Northwest Highway. Photography by Lauren Allen.

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MEET JAN

Genesis Women’s Shelter & Support’s CEO talks her career & the recent luncheon

Interview by LISA PETTY

Photography by AMANI SODIQ

Founded in 1985, Genesis Women’s Shelter & Support provides critical aid to women and children who are experiencing domestic abuse. Serving more than 2,800 clients each year, this Dallas-based nonprofit has become an integral part of the fabric of our community. All services are free to those in need, supported by donations, grants and events including its signature annual fundraiser.

The 2026 Genesis Women’s Shelter Luncheon took place at the Hilton Anatole on Friday, May 8. The event featured Emmy and Golden Globe-award winning actor and advocate Mariska Hargitay as the keynote speaker, drawing more than 1,500 attendees and raising a total of $1.14 million. Star power aside, Jan Langbein, CEO of Genesis Women’s Shelter & Support, holds the luncheon close to her heart as “a celebration of resilience and hope.”

“At the end of the day, our goal remains simple,” says Langbein. “We want every woman and child experiencing abuse to know there is help available, and there is hope for a better future.”

FIRST, WHAT BROUGHT YOU TO THIS ROLE, AND HOW LONG HAVE YOU BEEN WITH THE ORGANIZATION?

I’ve spent more than 30 years working to end violence against women, and I’ve had the privilege of serving as CEO of Genesis Women’s Shelter & Support for much of that journey.

What drew me here (and what keeps me here) is the opportunity to create accessible pathways to safety and healing. I’ve always believed that if we can educate our community on what domestic violence is and the root causes, while also providing direct services, we can create lasting change.

Over the years, I’ve had the privilege to grow Genesis from a small emergency shelter into one of the most comprehensive domestic violence service providers in the country. I’ve also had the privilege to cofound the International Conference on Crimes Against Women, held annually right here in Dallas, and to initiate the Dallas County Intimate Partner Violence Fatality Review Board. It’s been the honor of my life to be part of this work.

OVER THE YEARS, THE SERVICES PROVIDED BY GENESIS HAVE EXPANDED. CAN YOU TELL US MORE ABOUT THE “SUPPORT” SIDE OF THE ORGANIZATION?

When Genesis first opened, our primary focus was our emergency shelter. We know that the most dangerous time in an abusive relationship is when the survivor chooses to leave the relationship, so women and children need safe places to go when making that critical decision. However, we quickly realized that leaving an abusive relationship is only the first step, and that’s where the “support” side evolved.

We have expanded into counseling and case management for women who may not need shelter, but certainly still need help. In addition to counseling and trauma healing, they often need legal services, financial planning assistance, childcare resources, and transitional housing. We have also added a 24-hour helpline with a text chat option.

SPECIFIC TO THE ANNUAL LUNCHEON, IT’S BECOME A HIGHLY-ANTICIPATED EVENT WHICH ALWAYS SHOWCASES A PROMINENT KEYNOTE SPEAKER WITH A CONNECTION TO THE CAUSE. HOW WAS THIS YEAR’S SPEAKER SELECTED?

For years, Mariska Hargitay has used her platform to elevate conversations around sexual assault, domestic violence and child abuse, not just through her role on Law & Order: Special Victims Unit , but as the founder of the Joyful Heart Foundation. Through the foundation, she and her team achieved rape reform in all 50 states across our nation. Her advocacy doesn’t end when the cameras stop rolling.

THE LUNCHEON ALSO INCLUDES THE PRESENTATION OF GENESIS’ ANNUAL JANE DOE AWARD. CAN YOU TELL US MORE ABOUT THIS YEAR’S HONOREE?

Dr. Terry Flowers, the Perot Family Headmaster of St. Philip’s School and Community Center, has demonstrated the highest level of support for women and children taking their first steps toward hope and healing. He understands the need for safe communities and safe homes within those communities, and he has been instrumental in bringing resources and businesses to the parts of our city where survivors can benefit from them most. He is a strong male role model, showcasing the strong impact men can have when they advocate for survivors of domestic violence.

REFLECTING ON YEARS PAST, WHAT DOES THIS EVENT MEAN TO YOU PERSONALLY?

For me, the annual luncheon represents hope. What always stays with me is looking out into the ballroom at people who have come together because they believe women and children deserve safety and respect in relationships. It’s a reminder that our community wants to listen to survivors and believe their stories.

HOW CAN WE SUPPORT GENESIS THE OTHER 364 DAYS OF THE YEAR?

Come volunteer your time and resources. Get involved with one of our auxiliary groups or our young professionals group. Financial donations are always impactful because we receive zero funding from the government — we rely on community members and individual supporters to keep our services accessible. We also encourage people to educate themselves about domestic violence and talk openly about it. Awareness is prevention, and every conversation helps break the stigma.

This interview has been edited for clarity and brevity.

WHEN EVERYONE KNOWS THAT NOBODY KNOWS

Dallas Public Library will see changes within the system by the next city budget

Story by ADVOCATE STAFF

What’s happening to City Hall? And did alley trash ever really get figured out? Are the Dallas Stars leaving us to go north? What are we doing with the Neiman Marcus Downtown? Why can’t we stay on budget?

Dallas isn’t quite good at definitive decisions.

And now there’s been talk of closures, regions, flagships, naming rights, coffee shops and passport offices. We don’t know what to do about our libraries.

There have been three options that have been discussed to mitigate funding issues, one of which includes branch closures. City council members and some residents hope to keep all branches open, but there has not been a resolution to keep all libraries open permanently. The current budget problems don’t make things clearer.

It all started with the City of Dallas’ Fiscal Year 2025-26 Budget. City leaders did not include funds to keep the Skillman Southwestern Library open. It also stated that the Dallas Public Library was tasked with “reimagining services through the creation of a library regional model,” which would utilize flagship locations with extended services and identify up to four branches for potential closure in the FY 2026-27.

This was approved on Sept. 18, 2025. After outrage, a few last-ditch saving efforts and a tug-of-war, Skillman Southwestern Library closed Sept. 27, 2025.

“No one wants to close libraries, but my predecessor was put in a position, just like I am being now, with significant budget pressures,” says Manya Shorr, Dallas Public Library director. “And she looked at a map and saw that there were a number of very close libraries to Skillman Southwestern and made the best recommendation she could at the time.”

At the beginning of the year, Shorr presented a regional model plan to the Quality of Life, Arts and Cultural Committee, which would create five flagship libraries that provide extended hours and expanded programming and services to offset the closure of the branches.

The selected flagships, Fretz Park, Vickery Park, Pleasant Grove, Hampton-Illinois and Bachman Lake, were chosen based on proximity to major intersections and public transit. Additionally, two more flagships are planned to be selected for the Southwest and East regions, depending on the 2027-28 FY development.

To address a $2.6 million budget reduction requirement for the next fiscal year, Oak Lawn, Skyline, Renner Frankford and Arcadia

Park branches were slated to close to provide general fund savings. Since Arcadia Park is maintained in partnership with Dallas ISD, there’s a potential for the district to take over the management of the branch.

The recommendations for the closures were selected based on three elements: community need (median household income, population of high school completion, population under 5 years old), library usage (checkouts, computer sessions, programs, program attendance) and library coverage (reachability within a 15-minute drive for residents, square footage of the branch).

“So when we learned the names of the libraries, of course, and we wanted to make sure that none of the libraries were closed. That’s when we all came out, people who lived in those areas, as well as just library lovers in general, saying, ‘This is silly,’” says Denise McGovern, executive director of the Friends of the Dallas Public Library.

At the conclusion of the January committee meeting, council members urged Shorr to return with a proposal to keep all branches open, evaluate the proximity of branches to similar City facilities (such as community, recreation and cultural centers), expand information on community access, additional features to

Illustration via Getty/Andrea Posada Escobar.

consider (such as voting and other external services), and revenue considerations.

Following the presentation of the regional model, a survey commissioned by the Friends of the Dallas Public Library was conducted from Feb. 13-26.

In the survey, 97% of respondents supported that funding should be maintained or increased. Majorities opposed closing four branch libraries in exchange for expanded hours at five others (73%), opposed the regional/flagship model in general (72%) and opposed the closing of some libraries even to avoid reductions in hours, staffing and services at remaining libraries (53%).

“ The survey … is just one data point that we used to make updated recommendations to the Quality of Life, Arts and Culture Committee because it’s not statistically significant,” Shorr says. “It was just an open survey, and granted, 4,000 people filled it out in two weeks, which is amazing, but it did not necessarily represent the entire city.”

Outrage against the library closures seems to be more conceptual than personal. Forty-seven percent of respondents said closures wouldn’t affect them or declined to answer.

When asked about their preferences on how to solve the funding issue, the majority of respondents thought the City should increase funding toward libraries. If unable to do so, the majority thought libraries should keep all branches open and reduce hours citywide. Closing some branches to utilize the flagship model was the third choice for most respondents.

Willingness to travel to a library if their library was closed was about 50-50.

The results of the survey were included in an April update to the Quality of Life, Arts and Cultural Committee. Shorr presented the three options. One, the regional model with four closures and five flagships, originally presented Jan. 20, 2026. A second option with flagships and no branch closures. Lastly, keeping everything the same, no closures and no flagships option.

The second flagship model where all branches stay open, was the most well-received by the committee.

“That’s wonderful, except that still doesn’t solve the issue of the $2.6 million in the budget,” McGovern says. “And so if the money continues to be cut, the entire system is still intact and has a lot of opportunity, but still doesn’t have the funding.”

To address the funding issue for the

flagship model, Shorr presented options to help raise revenue in the branches. Proposals included increased room rental costs, incorporating paid parking to the central library and seeking to add passport offices to libraries in areas that could use that service.

Around the horseshoe, District 7 Council member Adam Bazaldua suggested additional revenue options such as sponsorship and naming-rights opportunities or leasing options for coffee shops.

“I think the problem is the public library is not designed to be a revenue-driving department,” Shorr says, adding that to make it so, the library system’s mission of being “free and open to the public” would need to change. “We don’t have a model that supports raising that kind of revenue that would offset our budget. So I can’t imagine we would ever make up enough money … to fill a $2.6 million budget shortfall.”

In a similar vein, McGovern is wary about how operations could be affected if all 29 libraries remain open without the $2.6 million in funding to the library system.

“The biggest part of it is getting the funding back so that it doesn’t have an impact that causes loss of hours or personnel,” McGovern says. “I mean, it’s a lot of money, but not a lot of money in the giant pot of the budget.”

But it’s quite expensive to run buildings, and reductions would have to be more extensive if the flagship model was implemented. Shorr says one of the ways to find budget dollars is by substantially reducing staff positions and hours.

It’s not like the City just needs to scale back $2.6 million. Currently, the City has an expected $34 million shortfall and has a spending and hiring freeze. This means we’re not over budget yet, but we’re likely not going to stay in line with the biggest budget that Dallas has ever seen at $5.2 billion. The bulk of the deficit is public safety overtime and increased medical claims out of the self-insured employee health fund. But decreased revenue streams like property and sales taxes, while infrastructure needs continue to surge, aren’t helping either.

On May 3, Mayor Eric Johnson released a statement condemning council members for speaking out against closing libraries after approving a budget last year that recommended the potential closure of up to four library branches.

“Fiscal responsibility is a year-round,

full-time job. If your elected officials talk about it 11 months of the year but refuse to support spending reductions when voting on the budget — or if they vote in favor of budget reductions only to fight against their implementation — Dallas’ budget will never be fixed,” he said.

Dallasites are expected to get a more definitive plan when the city manager releases her proposed budget in mid-August, Shorr says.

“I would say that no library director wants to close branches, least of all me,” she says. “I’ve been in public libraries for 30 years. It’s gut wrenching to think about closing library locations, but the City of Dallas has not adequately funded the Dallas Public Library for 25 years, and we’ve really reached a tipping point where our budget does not support the number of locations that we have, and so the goal in recommending the regional model with the closures was really to rightsize our budget so that we could create sustainability in service to our community going forward.”

Budgets for libraries are tight nationwide, but Dallas’ issue is also “not the norm,” Shorr says.

She pointed to a chart in the regional model presentation from January that compares Dallas to other cities of similar populations, which seems to show that Dallas’ library system is underfunded.

Despite this, Shorr wants libraries to offer more services to Dallasites, not less. But the City may have to think outside the box to accomplish that goal.

“No matter what happens, we will still be exploring creative and innovative ways to offer more library services in the future,” Shorr says. “They’re going to look different than what Dallas is used to right now, which is just standalone libraries. But I’ve been talking about this for a year, the idea that we have more libraries in retail areas, whether strip malls or malls, that we have more partnership opportunities, that we have smaller footprint libraries that don’t cost as much. That, along with the flagships, is the future of the Dallas Public Library and how we’re going to offer more to people in the future.”

Which plan will the City ultimately go with? That’s unclear, and nothing is off the table yet.

Flavors of Flight

JETSETTERS COFFEE LOUNGE BRINGS IN LOCAL EATS TO FRONTIERS OF FLIGHT MUSEUM

Story by ALYSSA HIGH | Photography by LAUREN ALLEN

WHEN YOU THINK OF AIRPLANE FOOD , you likely imagine a bag of peanuts or a charcuterie board for those who fancy a first class flight.

For those who go to the Frontiers of Flight Museum, airplane food could now reference the plane-themed eats at Jetsetters, a coffee lounge that opened in late April.

“As we look toward the next decade following COVID, we wanted to create a first-class visitor experience for our guests, students and community as we continue welcoming visitors from across the globe,” President and CEO of the Frontiers of Flight Museum Abigail Erickson-Torres says. “Thanks to support from the Hoblitzelle Foundation, we were able to bring Jetsetters to life as a whimsical and welcoming space that

anyone can enjoy. We envisioned it as a destination where guests could relax, connect and experience the spirit of aviation in a new way.”

The lounge features coffee products and other beverages from Cultivar Coffee, pastries from Sugar & Sage, Tacodeli breakfast tacos and other sandwiches and savory snacks.

“We intentionally chose locally based partners to ensure access to fresh, high-quality products while also supporting our local business community. We wanted offerings that could accommodate a variety of tastes, dietary preferences and visitor experiences,” Erickson-Torres says. “Above all, the products needed to reflect a standard of excellence. Each collaboration

“We spent nearly six months identifying and tasting products from local bespoke purveyors and partnered with Gensler to thoughtfully design and bring the concept to life,” Frontiers of Flight Museum’s CEO says.

was thoughtfully curated to align with the elevated and welcoming atmosphere we envisioned for Jetsetters.”

The lounge’s menu includes classic coffeehouse favorites like lattes and other espresso-based drinks, tea and hot chocolate. Drinks range from $2.45 for a small drip coffee to a $7.95 for a large latte.

“Our goal was to create a curated experience featuring quality products from trusted local partners, and the response from both visitors and the community has been incredibly positive,” she says.

Tacodeli tacos are serviced Monday through Saturday at $2.95 each. Each taco carries the flight theme, like the Jet Special, which includes migas, jack cheese and avocado on a flour tortilla or the Mission Control taco, which features organic refried black beans and jack cheese on a flour tortilla.

Pastries from Sugar & Sage range from $5 (butter croissants) to $7 (gluten-free banana or zucchini muffins).

The sandwich menu includes jambon beurre, caprese, chicken salad and croissant with cheese.

“We are proud to share that 100% of proceeds directly support the Frontiers of Flight Museum’s mission as a nonprofit Smithsonian Affiliate,” Erickson-Torres says. “Revenue from Jetsetters helps sustain museum operations, educational programming, camps, exhibitions and hands-on learning experiences that serve our community year-round.”

The lounge is open to everyone and no ticket is required.

“We love being a community gathering space and welcome small groups between 8–10 a.m. Whether it’s a running club, mahjong group, book club or casual meetup, Jetsetters offers a unique and inviting atmosphere right in the heart of Dallas Love Field,” she says.

Jetsetters, 6911 Lemmon Ave., flightmuseum.com/jetsetters, 214.350.3600

Jetsetters features typical coffee shop options, with beans from Cultivar Coffee.

FOR THE NEIGHBORHOOD

Leland Burke and Greenway Investments make adjustments to Preston Royal development after neighborhood pushback — but will it be enough?

Story by ALYSSA HIGH

NEIGHBORS ARE CALLING IT A PEPPER SQUARE 2.0.

A mixed-use development at the southwest corner of Preston Royal is hoping to be developed after being largely empty since the 2019 tornado.

Developers Leland Burke and Greenway Investments applied for a zoning change in January that would raise the allowed building height at the 5930 Royal Lane property from 54 feet to 325 feet (28 stories). This application spurred community-wide outrage — not for the development itself, but for the height.

“The proposed development is outrageously out of character of Preston Hollow in mass, style, and height. The development should be iconic, not cookie-cutter like every other Dallas office building. It should be something visually appealing to draw people to dine, shop, and linger in a neighborhood setting,” Preston Hollow neighbor Susan Cox says. “Preston Hollow has some architecturally significant architecture, including homes of renowned architects Maurice Fatio, Charles Dilbeck, O’Neill Ford, Cole Smith and others. Why can’t a corner of Preston Royal be the site of something just as beautiful?”

The change would require a new Planned Development District that would retain the property’s current Community Retail (CR) district regulations and create enhanced development standards for a special project.

“Our site is … commercially zoned property in the middle of a very high barrier-to-entry market area where there’s not a lot of commercial land,” the project’s design architect, Evan Beattie of GFF says. “In our opinion, that makes it a very special opportunity to do something that’s special.”

But what is the development hoping to include?

The $800 million project would bring in

a luxury hotel, condominiums, apartments, office space, underground parking and added public green space to the approximately 7 acres the space occupies.

Beattie notes that there is more land area in the four-corner shopping center “dedicated to cars than people or buildings.”

“It’s a car-forward development, and we feel like this neighborhood is special enough that it deserves something better than more of the same, so our development proposes a significant departure from what’s been built at the other three corners in what we feel is an upgrade.”

“You can look at the other three corners and see there’s barely a tree, barely a blade of grass,” Beattie says. “Our project will have over a half-acre of open space in the center of it that creates a place for people to come together and spend time outside.”

In fact, part of the proposed development has Burke and Greenway Investments adding a crosswalk and a new median to the north and east of the property. According to Beattie, the City has already allocated part of its budget toward adding a crosswalk and traffic signal to the eastern side of the shopping center. To lessen the amount of land dedicated to cars, all parking will be underground.

“Let’s say you live half a mile away, your evening stroll could now be walking half a mile to the center, walking around the center and three-quarters of a mile and walking home, an evening stroll of less than two miles,” Beattie says. “(It) becomes a walkable destination. And there are a lot of really affluent communities throughout our country that have this kind of walkable urban infill development adjacent to the most valuable homes.”

The development includes space for four destination restaurants, an office building, an apartment and a condo connected to a five-star hotel.

Following the development’s initial presentation, area residents created a nonprofit, Preserve Preston Hollow, dedicated to stopping the development. Most are OK with a mixed-use facility, but not the increased height.

“This has nothing to do with uses,” Preston Hollow resident and commercial real estate professional Doug Hazel Baker said during a Preserve Preston Hollow public meeting. “All the uses that he wants he can do with the current base zoning, with the exception of a hotel.”

The site is currently zoned community retail, which allows buildings up to 54 feet tall and 800 units for multifamily housing. The development initially called for 325 feet and remains at 450 units, including the apartments, condos and hotel rooms.

Opponents argue the proposed towers remain dramatically out of scale with nearby homes. Resident John Tynan said the development would permanently alter the character of the area.

“We’re never going to see the eastern sky again,” Tynan said.

“The neighborhood is supportive of the proposed mix of uses - multifamily, retail and office - provided the development remains consistent with the existing Community Retail zoning, including the current 54-foot height limit,” neighbor Nancy Moore said on Facebook. “We believe that aligning with the established zoning standard can be a positive addition to the corridor while remaining compatible with the surrounding residential neighborhoods. Preserve Preston Hollow!”

Coalition members said they have collected more than 2,500 petition signatures opposing the rezoning request and distributed more than 1,000 yard signs throughout the area. Due to these neighborhood concerns,

NEIGHBORHOOD

developers and architects went back to the drawing board in anticipation of a community meeting with District 13 Council member Gay Donnell Willis held on May 18.

They lowered the height of the tallest structure to 299 feet, moving the apartment structure to the middle of the development to provide a graduation of height from the nearby residences to green space and landscaping and smaller buildings allowed by right to the proposed high-rises.

“Given its location within 800 feet of the Tollway, we also feel it’s an appropriate place for buildings that are taller than you might see in Highland Park Village or that you see in the immediate adjacency today,” Beattie says. “As we work to redesign this, we really focused on being more sensitive to the transition of our scale from the north to the south (where) we have other commercial zoning to our north.”

To keep more of a transition, the CR zoning density is maintained in the new plan for the first 100 feet of the site, including the hotel’s main entrance and ballroom. Now, the plan for the 299-foot height will be on 5% of the site. Thirty percent of the site will exceed the 54 feet allowed by right.

A resident requested a 30-day postponement of the development’s zoning application on May 11, 2026.

“I respectfully ask that you grant a postponement to allow for additional continued review and meaningful neighborhood input,” the applicant wrote on the request.

The development still has the City Planning Commission and City Council to go through before anything can be set in stone.

Will residents be quelled by the new changes? Will the height restrictions continue to be a barrier for development? Time will tell.

Following neighborhood pushback, the tallest portions of the development were lowered by several stories and moved to the center, providing a transition to the taller buildings. Despite the changes, neighbors are still concerned about the allowed height moving from 54 to 229 feet.

“As we work to redesign this, we really focused on being more sensitive to the transition of our scale from the north to the south (where) we have other commercial zoning to our north.”

Photo courtesy of Greenway Investments/Leland Burke.

A CONVERSATION WITH A COUNCIL MEMBER

We get the scoop on D13

Interview by ALYSSA HIGH

District 13 Council member Gay Donnell Willis is currently serving her third term in the position. Her district covers most of Preston Hollow and the surrounding area from University Park to Love Field to 635, with the exception of a chunk on the eastern side taken by District 11.

Willis comes to the council with myriad nonprofit experiences, notably serving as the president and CEO of the Turtle Creek Conservancy.

We checked in with Willis about current City Council issues and what’s going on in the district:

DALLAS IS WEIGHING WHETHER TO INVEST HEAVILY IN REPAIRS TO CITY HALL OR RELOCATE OPERATIONS. WHAT DO YOU SEE AS THE MOST RESPONSIBLE PATH FORWARD?

The most responsible path forward is to give consideration to all options, including 1) repair and modernization costs of City Hall in a timeframe that does not expose staff and the public to potential harm, 2) understanding the post-COVID Downtown office space availability and ability to create a more

resident-friendly experience for attending public meetings or conducting business at City Hall and 3) the highest and best use of the land beside a new $3.5 billion convention center.

YOU’VE PUBLICLY SUPPORTED THE CITY MANAGER DURING RECENT CONTROVERSY. WHAT DO YOU THINK RESIDENTS MISUNDERSTAND MOST ABOUT HOW MAJOR CITY DECISIONS, LIKE CITY HALL OR LARGE ECONOMIC DEALS, ARE MADE?

Having defined objectives is the best way to be sure the best decisions are made. The City Manager has 15 bosses, so it is not always easy to gain consensus on what those objectives are. But that is the framework in which we must work. There are also very real factors like generating enough revenue to cover the expenses of the needs and wants of Dallas residents, like smooth streets and competitive pay for police officers and firefighters, libraries, parks, etc. Layer in the external economic pressures of declining sales tax revenue and a 90th legislature that could impose further limitations on revenue, and you begin to see the complex nature of all of the factors that must be considered in decisions at City Hall.

HOW SHOULD WE AIM TO BALANCE LONG-TERM INFRASTRUCTURE INVESTMENTS WITH IMMEDIATE NEIGHBORHOOD NEEDS ?

Progress has been made on our major streets, with large stretches of Midway, Inwood, Royal, Webb Chapel and Forest being reconstructed or repaved over the past couple of years. Some neighborhood streets have also seen improvements, but I will be working on getting more of the most serious conditions addressed in the 2026-27 general fund allocation.

THE CITY IS BEGINNING ITS BUDGETING PROCESS EARLIER THIS YEAR. WHAT ARE YOUR TOP THREE PRIORITIES FOR DISTRICT 13, AND WHAT MIGHT HAVE TO BE CUT TO FUND THEM?

D13 residents most frequently get in touch on street and alley conditions, and I’m the out-front fighter for more infrastructure dollars. This includes updating traffic signals to keep car flow moving. D13 is

generally safe from violent crime, but I hear most about speeding and red light running — so more resources toward Chief Comeaux’s Operation Slow Down are a focus. Finally, creating more options for moving our unsheltered residents off the streets is also a concern. The city manager and staff have worked to increase efficiency, so I think we need to consider how to grow our tax base versus always thinking in terms of cutting services to residents.

POTENTIAL REZONING AT PRESTON ROYAL IS A HOT-BUTTON TOPIC. IT ISN’T READY TO BE VOTED ON BY COUNCIL, BUT WHAT ARE YOUR PRELIMINARY THOUGHTS?

It’s important to respect that not everyone has the same opinion — some folks want to keep things the way they are, and others see new options as the direction a large city should be going. There are also citywide implications that must be considered. But, overall, trading in fact and giving objective consideration to proposals is critical in any zoning case. This is not always easy because cases that are adjacent to neighborhoods bring a lot of history and emotion, which must also be understood.

DISTRICT 13 INCLUDES SOME OF DALLAS’ MOST CIVICALLY ENGAGED NEIGHBORHOODS. HOW HAS RESIDENT FEEDBACK SHAPED YOUR POLICY DECISIONS OVER THE PAST TERM?

D13 does have residents that are very active advocates for myriad subjects — whether it’s their own street or a citywide issue. It’s important to know that on every issue, I hear various perspectives, and in this climate, some prefer to share their comments through email or a call versus in a public forum. Whatever the channel, I listen to their rationale and factor it in with other aspects that must go into a particular decision.

This interview has been edited for clarity and brevity.

District 11 Council member Bill Roth was sent 20 questions relating to density, development, traffic, Valley View Center, infrastructure, congestion, budgeting, zoning, public safety and transparency. Upon receiving the questions, Roth revoked his agreement to respond to them.

Photo courtesy of Gay Donnell Willis.

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FROM C TO A IN THREE LANGUAGES

BEFORE MATH WORKSHEETS, SCIENCE LABS OR NOVEL STUDIES are passed out at Walnut Hill International Leadership Academy, students gather to discuss what it means to be a leader.

For Principal Philip Meaker, leadership is more than a buzz word – it’s central to the school’s culture.

Meaker took over as principal in 2022 in a period of major transition for the students. The 2019 tornado destroyed the original Walnut Hill Elementary campus, and 2022 meant the start of a move into a new school and a conjoining of Cary Middle School and Walnut Hill Elementary students.

That first year meant nearly as much construction managing as typical principal duties. They moved into the new building over winter break.

“We had 17 moving trucks that day,” he says. “Packing them all up, moving them over Christmas break, and then getting everything settled here before the teachers arrived in January.”

As the campus adjusted to the new building, the student body jumped from 368 to 577 students. Then from a C accountability rating to an A rating. And

last year, the school retained 100% of its teachers.

Meaker attributes the success to collaboration and consistency.

“It’s really almost like that upside down pyramid,” he says. “The kids are at the top, then it’s the teachers and it’s us, and we’re the ones hopefully serving everyone else within our building.”

In practice, this looks like teachers meeting one-on-one regularly with students. Staff across all grade levels and subjects assist with tutoring and STAAR test preparation.

“We’re a team,” Meaker says. “All hands are on deck around the building to help them be successful.”

Walnut Hill’s pursuit of excellence includes the curriculum. Many students split instruction between English and Spanish using a 50-50 model — half of the day is taught in one language, half in the other.

All students in kindergarten through fifth grade take weekly Mandarin lessons, which can continue in middle school for a high school foreign language credit.

“I think language acquisition starts

when they’re younger,” Meaker says. “They’re taking it in like sponges.”

Leadership lessons center around Stephen R. Covey’s The 7 Habits of Highly Effective People book. The coined seven habits are be proactive, begin with the end in mind, put first things first, think win-win, seek first to understand then to be understood, synergize and sharpen the saw.

“We can move any kid, and we can push anybody to be great,” Meaker says. “We’re going to help you get wherever you want to go in your goals.”

On top of the rising accountability ratings, Meaker was also a finalist for secondary principal of the year.

In Preston Hollow, Meaker says one of the biggest struggles is getting neighbors past stereotypes of public school.

“People expect [it to be] like it used to be maybe long ago when they were kids,” he says. “But our kids are great kids.”

He encourages anyone who has questions about the school and wants to know what public school is like to reach out and schedule a tour.

“It’s not a sales pitch to just fill our school,” Meaker says. “It’s a sales pitch to figure out what’s best for each kid.”

Principal Meaker on Walnut Hill International Leadership’s improvement

Story by ALYSSA HIGH

Photo courtesy of Dallas ISD.