Bill Curnow answers ten questions for candidates who want to win District 4 special council election

Editor’s note: Candidates for the District 4 City Council election to replace Brayden Rose, who is stepping down, were sent the following questions. Stephanie Ferran did not respond by our deadline.

What are your three top priorities and what will you do about them if elected?

Public Safety is the first responsibility of local government. That means ensuring our police, fire, emergency management and public safety professionals have the staffing, training, equipment and support they need to serve the community effectively. It also means supporting their physical and mental well-being by maintaining a workforce that reduces excessive overtime and burnout. If elected, I will listen first, support data-driven decisions and focus on investments that improve preparedness, response capabilities and coordination among agencies. Protecting lives and property begins long before an emergency occurs.

Reliable infrastructure and a secure water supply are essential to Lubbock’s future. Water, roads, drainage and public facilities require long-term planning and disciplined investment. If elected, I will support policies that prioritize maintenance, address deferred infrastructure needs and ensure projects are evaluated on long-term value rather than short-term politics. Water deserves particular attention. We must continue investing in conservation, reuse and future supply projects to ensure Lubbock remains resilient and competitive for generations to come. The decisions we make today will shape our community for decades.

Taxpayers deserve responsible stewardship of public resources. Fiscal responsibility means making disciplined decisions, focusing on core services and ensuring that public dollars are spent effectively. Transparency means explaining not only what decisions are made, but why they are made. If elected, I will communicate openly, ask tough questions, support careful budgeting, measurable results and long-term financial planning. Good government requires both accountability and trust and trust is earned when residents can see how decisions are made and how their money is being used.

Impact fees are worth studying as a growth-management tool, but as implemented they were never going to replace road bonds.

bill curnow

Should the city reconsider impact fees or go forward with road bonds?

Impact fees are worth studying as a growth-management tool, but as implemented they were never going to replace road bonds. Impact fees are intended to address infrastructure demands created by new growth, while road bonds remain one of the primary tools available for major reconstruction, rehabilitation and capacity improvements. The key is ensuring that any investment – whether funded through impact fees, bonds, or other sources – delivers measurable, long-term value. Strategic infrastructure investments have historically supported redevelopment, attracted private investment, expanded the tax base and strengthened Lubbock’s long-term economic position.

What letter grade would you give Lubbock’s police and fire departments and why that grade?

I would give both Lubbock Police and Lubbock Fire Rescue an A-. LPD has reduced crime for three consecutive years through strong partnerships, proactive policing, and the dedication of its officers. LFR continues to set the standard for innovation and professionalism while maintaining the highest level of service to our community. The reason neither receives an A+ is simple: there is always room for improvement and both departments face staffing and workload challenges that require continued attention from City Council.

Artificial intelligence is not going away, and it would be unwise to dismiss potential AI-related development without considering the facts.

bill curnow

What’s your opinion about the city attracting AI hubs?

Artificial intelligence is not going away, and it would be unwise to dismiss potential AI-related development without considering the facts. At the same time, I’m not interested in chasing projects at any cost. Every proposal should be evaluated on its merits, including its impact on jobs, infrastructure, water, power and taxpayers. Economic development incentives should provide a reasonable return for the community, not become long-term subsidies. My approach is simple: show me the right project, at the right time, under terms that make sense for Lubbock and I’ll give it serious consideration.

Are you satisfied with the city’s water plans, or is there more to be done?

Lubbock has benefited from strong leadership and long-term planning when it comes to water and the 100-Year Water Plan has positioned our community well for future growth. However, no plan should be treated as finished. More than a decade has passed since its adoption and Lubbock has added roughly 36,000 residents. The 100-Year Water Plan should remain a living document – continuously evaluated and updated to reflect changing conditions. Our responsibility is not simply to follow a plan, but to ensure we are always looking 100 years ahead and making the investments necessary to get there.

Over the next four years, what kind of leadership talent does the city need to hire in terms of skills and philosophy of local government?

Lubbock operates under a council-manager form of government. The Council’s role is to set priorities, establish policy, and hire a qualified city manager. As our city has grown, the demands placed on local government have grown as well. We need leaders who can manage increasingly complex operations while remaining accountable, transparent and responsive to residents. The City should continue recruiting talented professionals with the experience to lead large organizations, solve problems and deliver results. The goal isn’t to reinvent city government. It’s to continue attracting leaders who can manage a growing City, deliver results and maintain the public’s trust.

What’s your opinion on business development and recruiting large employers to Lubbock?

A healthy business environment is essential to Lubbock’s future. Businesses of all sizes create jobs, attract residents and expand the tax base, helping support City services without placing the entire burden on homeowners. While organic growth often produces the strongest long-term results, there are times when recruiting major employers can benefit the community. The key is ensuring that any incentives offered make sense for taxpayers and provide a clear return on investment. Economic development should focus on creating lasting opportunities and strengthening Lubbock’s long-term economic position.

There has been pressure on the city to stay at the no-new-revenue rate. Where do you stand and why?

I understand why residents want the City to adopt the no-new-revenue rate. Many families are feeling the effects of rising property values and higher costs. At the same time, City Council has a responsibility to maintain public safety, infrastructure and other essential services. I don’t believe there is a one-size-fits-all answer. Each budget should be evaluated on its merits, with a focus on responsible spending and value for taxpayers. My goal is to keep taxes as low as reasonably possible while ensuring the city can meet its obligations and plan for the future.

What quality-of-life issues would you advocate the City invest in and why?

Quality of life isn’t always about large, expensive projects. Sometimes the best investments are relatively small improvements that add character and strengthen community pride. Parks, libraries, trails, public spaces and public art all play a role. The artwork on downtown signal cabinets is a good example of a relatively inexpensive project that supports local artists while improving the experience of living in Lubbock. We should look for opportunities where the community benefit justifies the investment – the kind of projects where the juice is worth the squeeze.

Is there an important issue that might force you to take an unpopular vote and why?

Yes. Every elected official will eventually face a situation where the facts, expert input and long-term interests of the community point in a different direction than the loudest voices in the room. My responsibility is to listen, ask questions and consider all sides, but ultimately to make the best decision I can with the information available. If an issue involves public safety, critical infrastructure, fiscal responsibility, or the long-term success of our City, I may occasionally cast a vote that is unpopular in the moment. Leadership requires the willingness to make difficult decisions, not just popular ones.

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