Trish Stuart

Addison City Council - At-large Positions 2, 4, 6

Posted Monday, April 6, 2026 10:45 am

Editor’s Note: The Branch Herald sent identical questionnaires to all candidates in this race. Responses are published in full and have not been edited for content, clarity or length, except for minor formatting.

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1. Name: Trish Stuart

2. Occupation: Customer Service Manager

3. Education: Bachelor of Science – Education

4. Campaign Phone: 972-770-3505 landline messages / 303-886-3010 cell

5. Email: hello@vote4trish.com

6. Website: www.vote4trish.com

7. Facebook: www.facebook.com/vote4trish

8. YouTube: www.youtube.com/@Vote4Trish-4us

9. Other Social Media: www.instagram.com/vote4trish/

10. Length of residency in the Town of Addison: I have lived in Addison Circle for 20 years. My husband and I are original homeowners in the Townhomes of District A. We have raised a child here with two cats and a dog named Cupid

11. Why are you running for city council, and why now? I am running for City Council because I care deeply about Addison’s people and have a firsthand understanding of our Town’s strengths and challenges. The Circle is a very transitional neighborhood, so I have welcomed and said goodbye to many neighbors and businesses over the years. This has provided valuable insight as to why people choose to come to Addison and why they leave.

I am running now because Addison is at a critical point. We are facing major infrastructure and public safety needs, paired with the challenge of attracting as well as keeping businesses and residents.

This is a time when the council needs to be active, visible, and connected to the needs of all neighborhoods since we do not have districts. I want to help Addison’s people and businesses during this transitional time and bring new ideas to solve these challenges.

For me, this is also personal. My family has experienced serious safety concerns that made it clear how easy it would be to leave, like many others do. Instead, I have committed to be the change I wish to see. I want my son—and all residents—to feel safe, proud, and connected to where they live. I chose to stay in Addison. I want our residents and businesses to think the same way.

12. What specific experiences have prepared you to serve as city council member? I have spent my whole life as a community organizer, volunteer, and advocate, which has prepared me to serve on City Council representing the people. My experience includes leadership in nonprofit and service

organizations, fundraising, community events, school involvement, and local business support.

In Addison, I founded Addison Parents and Kids in 2014 to connect families, advocate for programs, and support needs like family-friendly bathrooms at the Addison Athletic Club. I have represented our school in the Farmers Branch and Metrocrest Chambers of Commerce. In Addison I am proud to connect citizens to resources, take action to resolve issues such as bringing petitions to Council, and have a desire to continuously learn how our Town works through participating in opportunities such as Addison Citizens’ Academy.

These experiences have given me a practical understanding of residents’ and business needs, the value of community partnerships, and the importance of responsive leadership to bring solutions.

13. What distinguishes you from the other candidate in this race? What distinguishes me is the breadth of my experience living in Addison. Over the past twenty years, I have known our town as a working professional, a parent raising a child from infancy to the teen years, and a resident engaged in daily life across the entire community.

I know Addison’s neighborhoods, businesses, resources, history, and the needs of our people because of the extensive number of hours I have invested in our town daily – living and working in our four square miles.

14. How many Addison City Council meetings have you attended or watched online in the last year? I do not want to give an inaccurate number, but a safe estimate would be many more than 12. Throughout most of 2025 I attended regularly in person to help bring attention to neighborhood issues. However, when I cannot make it in person – I will often be watching meetings live or catching replays, as it is more interesting than Netflix to me. I also stay informed by watching Planning and Zoning meetings, council meetings from years past, and meetings from neighboring communities as their topics are often the same as ours (like Farmers Branch or Richardson) and regional agencies such as the RTC (Regional Transportation Council).

15. What do you see as the three most important responsibilities of city council members? First, a council member’s most important responsibility is to represent the people of Addison. Staff provides the professional expertise, but council members are there to bring the lived experience, community knowledge, and the voice of residents to their decisions.

Second, council members must steward Addison as a community, not just manage it as a portfolio of assets. Decisions should be guided not only by the financial benefit, but by what best serves residents now and in the long term. Addison should not feel pressured to chase every opportunity but know our worth as the “center of it all”. Real estate value is all about location, and Addison has the best in the area. Council should choose projects that truly fit the town’s needs that will stand the test of time.

Third, council members must be as transparent and accountable as possible. It should not be a personal insult when people ask questions about decisions. It is up to the council members to explain an issue and understand not everyone is going to like a decision, even if it was made for the best of all. Yes, there are some things that happen behind closed doors and to protect Addison’s liability – but people should know and be educated about the decisions being made on their behalf with their tax dollars.

16. How will you balance council duties with your professional and personal responsibilities? Balancing council duties with work and family will take commitment, but it is something I have done throughout my life. As a working mother and community volunteer, I am used to managing many responsibilities at once and stepping up when something needs to get done. I thrive on challenges and am fortunate to have a strong support system in my community.

17. Have you served on any Town of Addison boards or commissions, which ones? I have not previously served on any Town of Addison boards or commissions, as I have felt in the past I could better serve in my community as a private citizen. Not many people do the important work of being an active neighborhood resource that was commonplace in communities long ago. I also have seen firsthand what politics can do to your personal life in my family. Add to that over the past 20 years, I was only asked once by a town leader of my interest to serve on a board or commission. At that time, my schedule did not allow me to take on another commitment, and I did not want to get involved in the political environment in Addison at the time. This past year things changed because of my gratitude for our police department’s support protecting my neighborhood. I wanted to serve on the Police Bond Committee, where I was grateful for Council Member Freed’s appointment. I am an Independent, and I did not want to serve on the stipulation to follow a council member’s instructions. I was honored to serve as his appointee because he encouraged me to contribute my independent thinking, willingness to ask questions, and to represent the people, not an agenda.

18. What other civic responsibilities have you undertaken? What other offices have you run for? When? I have always been civically minded and community focused. I have not run for an office before, as I saw the toll it takes on a family. My family has great love for this country as many have served all branches of the military, and my father’s mother was a first generation American – proud to be born from immigrant parents who were willing to renounce all they knew to become American citizens (and even have their last name spelled wrong). Growing up, my uncle was the long- time mayor of my hometown – so I saw how dedication to your community has sacrifices that come with it – not only to him but to my aunt and cousins. Therefore, for me to put my name forward at this time, I know the great commitment that comes with it. I do not run for a title or status, but because it is a critical time to help the future of Addison and our people. This will be a lot of hard work, and I’m ready to roll up my sleeves to use my Midwestern work ethic.

19. What community organizations do you belong to? I currently volunteer for my son’s school as a room parent, basketball carpool coordinator, and Metrocrest Chamber of Commerce liaison, which has helped me build strong relationships with local businesses and community leaders. I also volunteer with the Addison Circle Neighborhood Association and the Town’s community clean-up efforts. Professionally, I am active in the Association of Equipment Manufacturers community, where I serve on multiple committees including the Service Member Board of Directors and am the Vice Chair of an upcoming product safety conference.

Community and service organizations are very important. My husband and I were very active in Colorado as a young married couple. We were both Lions Club members, and I was the president of my collegiate alumnae group. My husband served as a Lions District Governor the year before we moved, and I was “first lady”. We spent almost every night and weekend supporting a fundraiser or health fair. I was also proud to accept the award as best large chapter for my alumnae group at international convention the year before we moved to Texas.

20. How accessible do you think council members should be to residents, and how will you ensure accessibility? Council members should be highly accessible and engaged with every neighborhood, since Addison does not have districts. If elected, I would support a rotating council liaison schedule that would go directly into neighborhoods to meet residents where they are, listen to their concerns, and keep the focus on their questions and needs, rather than formal presentations.

21. How would you ensure transparency in town decision-making? Council often knows of plans before they come forward as public knowledge. Though Council does have to keep some information private for the best interest of Addison’s financial status, they should also represent and evaluate the impact to a community from a resident’s perspective when significant change is proposed. We should also improve zoning notice signs by including the case number, a contact phone number, and a QR code linking directly to the agenda item so residents can easily find information and respond in time if they have a concern.

22. What do you see as the steepest learning curve if elected? The biggest adjustment will be transitioning from private citizen to public servant. I have always been active in serving my community, but public office requires a different level of responsibility, judgment, and boundaries. If elected, I understand the importance of distinguishing between “friend Trish” and “council member Trish”, and I am already mindful of that responsibility as a council candidate.

23. What is your vision for Addison over the next five years? My vision for Addison over the next five years is to get “back to basics” by putting people first, maintaining the assets we already have, and strengthening community resources before taking on new projects. That includes improving how we communicate with residents and businesses, especially in a town where not every neighborhood has an HOA or formal communication network. Since over 80% of Addison resides in apartment communities – we need to especially continually ensure we are connecting with new residents. The same is true with our business community, we must ensure we have a current business contact database to properly support our commercial community. We need stronger outreach, so every resident and business stays informed about town resources, registers for emergency alerts at AddisonAlert.com, and connects with community programs year-round. We are ALL Addison and ONE community.

24. What is the biggest opportunity facing the town right now? The biggest opportunity facing Addison is the opportunity to exit DART and regain control of our 1% sales tax for local needs. Addison should be proud we were one of 13 cities that helped to build regional transit for 43 years. However, now that the long awaited goal of the Silver Line is achieved - does Addison want to allocate our $18 million in sales tax revenue to the DART board where Dallas has control over projects? Or to reviving our Town with economic development funds, strengthening our public safety (which has many needs), or focusing on our infrastructure updates to avoid more bonds with property tax increases? We cannot wait 6 more years as DART is billions in debt, so our debt obligation increases with every year we are a member. Does DART’s transportation model best serve our needs to sacrifice those funds for our local projects? We can provide microtransit and paratransit service for $2 million that connects to the regional system we helped build and then have $16 million extra a year to support Addison’s budgetary needs. This will compound over the years to have us financially stronger by hundreds of millions rather than become weaker with more crippling debt. We have already paid $400 million into regional transit and it is time to reap the benefits of our local tax sacrifice that cities like Frisco, Grapevine, and Coppell do not make.

Bringing that revenue back under our control would give Addison the ability to invest in our priorities and needs, not under the DART’s board - which at best we have a 2% vote over our share of debt. This is a major moment for Addison, and one that could shape our future for decades. I hope our residents realize this and vote NO to DART. Addison can provide public transportation that better serves our needs for less, as well as control the safety metrics, connect directly to our businesses and the regional connections we helped to fund over the decades. Readers can also go to https://www.addisontx.gov/Government/Elections/DART-Election as well as www.addisondart.org to learn more about the issue.

25. What is the biggest risk or threat facing the town? The biggest risk to Addison is not just financial — it is the risk of becoming a town where too few residents have a real voice in shaping the future.

Strong local government depends on people who can put down roots, stay involved over the years, and feel invested in their community.

If housing becomes less attainable and resident turnover keeps rising with higher rent from property tax increases, consistent civic participation will shrink. Power can then become concentrated among those with the most money and influence. I do not want Addison’s future decided by a small circle or by those motivated by their own political interests or personal financial gain. I want it shaped by the people who live here, raise families here, build community here, and care deeply about where this town is headed.

That is why we must strengthen neighborhood connections, encourage resident involvement from all neighborhoods, and ensure Addison remains a place where people do not just pass through — but stay long term.

26. Should Addison remain a member of DART? Why or why not? If the town remains, what changes would you advocate for? Just like our council members, after many months of research, reviewing materials, and watching meetings, my answer is no. I support public transportation, and I have used it in the cities where I have lived. I appreciate Addison’s past leadership to bring the Silver Line, and I respect the role DART has played in regional transit. But after closely studying this issue, I do not believe remaining in DART is the best long-term choice for Addison.

My concern is not with public transportation itself, as that is an important right people should have. My concern is with control, accountability, and cost. Addison contributes significant tax revenue but has very little influence over DART’s larger decisions, debt, and spending priorities. That means Addison is locked into paying for obligations we did not shape and cannot meaningfully control.

Addison should be proud we contributed to create regional transit over the past four decades, but this vote is not about the past – but our future investment. Regaining control of our 1% sales tax would give Addison the flexibility to not only provide public transportation with paratransit and microtransit services in Addison but ALSO connect us regionally – AND provide the needed additional funds for Addison’s priorities (because there is no money tree).

For me, this comes down to local responsibility to use our 1% sales tax as it is intended to be used – to support what Addison needs. If voters decide they want to pay $18 million plus our never-ending share of billions of debt (right now $50 million) for the need to connect with regional transportation instead of $2 million for access to regional transportation – though I don’t understand the logic, I support our voters to have the choice as council can only give the voters a choice every 6 years. Council cannot decide to leave DART – only the voters. This will be the lowest exit bill we will ever have that can be paid off in less than 3 years. I believe Addison’s taxpayers deserve more control over their dollars, more accountability for the services they fund, and a stronger voice in decisions that affect the town’s future. That is why I believe now is the right time for Addison to move in a different direction.

27. What kind of town do you want Addison to be in 10 years? In 10 years, I want Addison to be a place that more people put down roots – whether it be to buy a home, start a family, retire, or have their business headquarters. I want more town traditions based around celebrating and connecting our community. I would like to create a “homecoming” days where all who once called Addison home or had a business here return for a reunion with those who currently call Addison home or have a business here. There would be activities connecting the past with the present with sharing stories, resources, local art, and fun history events like trivia contests. I would like to have a parade again like we did in the past – perhaps around Addison Circle that includes horses as we once had them roaming here. I think creating a culture of connection will serve us well to ensure a strong future. I also want to ensure our parks are protected as we need nature in our urban lifestyle. The impact to our natural resources such as our air, trees, birds, wildlife, and water should be considered when making decisions, as once a natural asset is gone – it takes a long time (if even possible) to recover. My mom taught me the importance of caring for the environment. She was an early adopter of recycling and making me aware of the importance of balance with nature the need for it to support life – so in order to have a healthy future – we need to consider our natural assets too.

28. What principles would guide your decisions on property tax rates? When I was appointed to the Police Bond Committee, my dad reminded me that I had a serious responsibility to my fellow citizens, because successful bond elections will result in higher property taxes. Whether you rent or own, those increases raise the cost of living for everyone. That matters in Addison, where property taxes are already high and residents have faced repeated bond debt to fund our local needs.

I believe we should fully use every available revenue source before asking taxpayers to take on more debt. If Addison exits DART and regains control of its sales tax revenue, we would have greater flexibility to fund local priorities such as roads, public safety, economic development, and parks based on what Addison voters and leaders decide is needed.

That local control matters. Instead of sending those dollars into a system where Addison has limited influence, we could keep decision-making here at home and give voters a more direct voice in how those funds are used. In my view, that is a more responsible way to protect taxpayers, meet town needs, and help keep Addison affordable for residents, especially seniors living on fixed incomes.

29. What areas of the budget deserve closer scrutiny or potential reduction? Addison has earned a strong reputation for high-quality services and amenities with “The Addison Way”, and I want to protect that. But with rising costs and a growing population, we need to get back to basics by focusing on maintaining what we already have and using taxpayer dollars wisely.

I believe we should rely more on the expertise of our staff and the insight of our residents, rather than hiring outside consultants for every project. Too often, large consulting fees could have been better spent on town priorities such as additional staff support, new programs, facility improvements, or long-delayed maintenance.

I also believe residents should have a stronger voice in these decisions. That is why I would support standing citizen committees that provide ongoing input on town priorities, not just temporary involvement when a major expense is already on the table.

30. What types of businesses should Addison actively recruit? I believe Addison should focus on attracting two kinds of businesses. First, we should support startups, entrepreneurs, and innovative small businesses by creating space and resources for new ideas to grow. In a time when technology and AI are reshaping the economy, Addison should position itself as a place for entrepreneurship, problem-solving, and new business development.

Second, we should recruit the kinds of businesses that make it easier for people to stay, shop, and invest in Addison. I want to better understand what goods and services residents are leaving town to find elsewhere and then work to bring those amenities here when it makes sense. If we want people to spend their dollars in Addison, we need to make Addison the convenient and attractive choice.

To do that well, we need strong economic development resources. That is why I believe local control of our sales tax is so important — it would give Addison more ability to invest in growing our tax base, supporting business development, and meeting the needs of our residents

31. How should Addison approach redevelopment of aging office buildings and commercial properties? Because Addison is only four square miles, we must be strategic about every piece of property and how it serves the long-term needs of our town. Redevelopment of aging office buildings and commercial properties should be guided by flexibility, fiscal responsibility, and a clear vision for Addison’s future. We should look for opportunities that strengthen our tax base, support local businesses, and add lasting value to the community.

One important priority is making sure we have the tools to help businesses grow here. Addison’s location is one of our greatest strengths, and when existing businesses want to expand or relocate,

we should be ready to support that through strong economic development efforts. At the same time, redevelopment can also help us address gaps in our housing options. Addison has a shortage of

owner-occupied residences, and thoughtfully repurposing some properties into options like single-floor condominiums could help meet the needs of residents who want to stay in Addison as they retire while remaining close to amenities and services.

We should also think creatively about how redevelopment can reinforce Addison’s strengths. With our reputation for excellent private schools and growing educational opportunities, some aging office properties may be well suited for educational uses, including colleges, trade programs, and specialized training institutions. In my view, redevelopment should not be one-size-fits-all. It should be intentional, forward-looking, and focused on making every property work harder for Addison’s residents, businesses, and future.

32. How would you evaluate the town’s performance on streets, parks and facilities? Our town is fortunate to have dedicated, hardworking staff in both the public works, parks, and the facilities departments. They do an excellent job, but their success depends on clear priorities and support from council. Because council members are part-time public servants with full-time jobs, it’s important that we create better ways to gather community input. That’s why I support standing citizen committees to help provide feedback, identify needs, and make sure decisions about streets, parks, and facilities reflect the priorities of the people they serve. With stronger communication between residents, staff, and council, we can make better decisions and continue improving the services and spaces our community relies on every day.

33. What public safety challenges do you anticipate in the coming years? In the coming years, public safety will require both foresight and investment. New challenges like drone technology and EV fires are changing the landscape, and Addison must be prepared. I’m encouraged that we are partnering with other Metrocrest cities on drone-related concerns, but we also need to confront a larger issue: Addison has fallen behind in investing in the public safety resources our police and fire departments need.

Our police officers do an outstanding job, but they have been asked to do more with outdated facilities and insufficient support for far too long. Long-delayed station upgrades, ongoing building issues, ADA compliance needs, and the lack of major public safety investment all point to the same reality — we must make public safety a higher priority. The same is true for our fire department. While they are highly capable and well equipped in many respects, emerging risks like EV fires in apartment complexes and parking garages require updated training, equipment, and protocols, along with improvements to fire facilities as well.

If we want to keep Addison safe, we have to be honest about the need for stronger, more reliable funding for public safety. I believe taking control of more of our local sales tax revenue is essential so we can invest in police and fire needs directly, reduce the pressure for future property tax increases, and finally deliver the improvements our first responders have needed for decades. That is why I support voting NO to DART — because Addison’s public safety needs must come first.

The next biggest safety concern is EV fires. Our fire department is well equipped due to our airport needs, but EV fires, especially in apartment communities and parking garages, is something we need to ensure we have proper training, equipment and protocols which require more funding. The fire departments also have not had significant facility updates and will be needed. We need to vote NO to DART so we can help fund our public safety needs to keep Addison safe.

34. How do you describe your leadership style? I would describe my leadership style as servant leadership. I believe leaders should be willing to roll up their sleeves, do the hard work, and lead by example. To me, leadership is not about titles or recognition — it is about listening, serving, and working alongside others to solve problems and move the community forward. I believe people deserve a leader who is present, accountable, and focused on doing what is best for the town.

35. How do you handle disagreement with colleagues? I believe disagreement can be one of our greatest opportunities for growth. Too often, people avoid difficult conversations or dismiss opposing viewpoints, especially during election season. I see things differently. I believe real leadership means being willing to listen, engage respectfully, and work through disagreements to find common ground

and real solutions.

Conflict resolution has been a part of my life for years — as the oldest sister of five, as a teacher, and as a customer service manager. Those experiences taught me not to shy away from hard but productive conversations. In our family, this value was so important that it even helped shape the school we chose for our son, where students are taught from a young age to practice self-advocacy by ‘bringing the problem’ forward so it can be discussed and resolved.

I believe our community would be stronger if more people approached disagreements with understanding, honesty, and compassion instead of waiting until frustrations boil over. Most problems can be addressed before they become bigger divisions. That is the kind of leadership I want to bring — leadership that listens, encourages respectful dialogue, and helps move people toward resolution.

36. Describe a time when you changed your mind after hearing opposing viewpoints. One of the most important times I changed my mind was about a very well publicized issue about Addison apartments and housing. Like many people, I initially reacted to headlines and short clips instead of taking the time to fully understand the issue. Because I live in a community with multifamily housing comprising most of my neighbors and friends, I took phrase ‘no more apartments’ personally. To me, it sounded like a rejection of people like my neighbors and the Circle where I lived, and that felt unfair.

But after having one on one conversations and listening more closely, I came to understand the broader concern. The issue was not about looking down on apartment residents — it was about balance. I appreciate people like Valerie Collins who take the time to discuss the relevant data and how it will impact our future. With such a large share of Addison’s housing made up of apartments, there are real long-term challenges related to turnover, stability, representation, and building a more rooted community. When residents do not have enough options to stay in Addison through different stages of life or a balance of housing options, we risk becoming a more transitional town instead of

a lasting community.

That experience taught me an important lesson: it is easy to form an opinion from a slogan or a headline, but leadership requires taking the time to listen before judging. After hearing opposing viewpoints and understanding the issue more fully, I changed my mind. I came to believe Addison does not need more of the same — we need a more balanced housing strategy that gives young professionals, families, and retirees the opportunity to put down roots and stay in our town for the long term.

37. How should Addison balance the interests of residents, businesses, and property owners? Balancing the interests of residents, businesses, and property owners is never easy, because no decision will satisfy everyone. But good leadership starts with a clear framework. First, every decision must be fiscally sound. Addison’s strong financial standing is something we should protect, and that means planning carefully, preparing for economic uncertainty, and making sure we are not creating obligations the town may struggle to carry in the future.

Second, we have to think beyond the immediate moment. A good decision is not just about what looks appealing today, but about how it will affect Addison years from now. Will it be sustainable? Will it remain an asset to the community, or could it become a long-term liability? Responsible leadership means looking at the long-term impact, maintenance, and overall value of every major decision.

Third, decisions should reflect the will and needs of the people of Addison — not just the preferences of a few individuals or the influence of special interests. Our town government should be guided by what is best for the community as a whole. I believe Addison works best when decisions are transparent, fiscally responsible, future-focused, and rooted in the voices of the people we serve.

38. Addison has far more workers and visitors than residents. How should that reality influence town decision-making? Addison serves far more than its residential population, which does affect our decision making. We are not making decision just for the 17,000 people who live here, but for the more than 100,000 workers and visitors who come into town each day. That creates a real demand on our roads, public safety, infrastructure, and town services — and that is exactly why local control of

sales tax matters. Sales tax exists to help cities support the added strain created by commuters, customers, and visitors. If Addison does not control that revenue, residents end up carrying more of the burden through higher property taxes and additional debt. I believe Addison should keep more of its own resources to meet its own needs.

That is why I believe Addison should vote NO on DART and regain control of its sales tax. Public transportation is important, but there is more than one way to provide it and we need to have more funds to be able to decide on better solutions that support the demands of our town.

Trish Stuart

Addison City Council - At-large Positions 2, 4, 6

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