EDUCATION

University of Texas at Arlington, Arlington, BA, MPA, MA, 97, 02, 06

Marshall Hobbs Candidate Profile

A PROVEN LEADER

Focused on What Matters Most for Tarrant County Property Owners
Father of Two Exceptional Sons
Army Veteran: Army National Guard, Armor Tank Commander, and Chaplin Assistant

About Marshall Hobbs

Marshall Hobbs earned a Bachelor of Arts, a master's degree in public administration, and a Master of Arts from the University of Texas at Arlington. He is the father of two sons.

Marshall Hobbs - iVoter Guide

Marshall Hobbs earned a bachelor's degree, a master's degree in public administration, and another master's degree from the University of Texas at Arlington. He is a father of two.

A PROVEN LEADER

Focused on What Matters Most for Tarrant County Property Owners
Father of Two Exceptional Sons
Army Veteran: Army National Guard, Armor Tank Commander, and Chaplin Assistant
Professor of Government at Tarrant County College and Arlington Baptist University
Former Regional Trainer / Auditor for the Texas Department of Criminal Justice

Marshall has worked as a professor of government at Tarrant County College and Arlington Baptist University and as a regional trainer and auditor for the Texas Department of Criminal Justice. He also served in the Army National Guard as an armor tank commander and chaplain assistant.

Marshall ran for Fort Worth City Council District 6 in 2025, earning 1,071 votes in a four-candidate field. That race gave him firsthand experience with voter contact, public scrutiny, and the discipline of asking people for their support.

Marshall previously ran for Fort Worth City Council District 6 in 2025.

Marshall previously lost the 2025 race for Fort Worth City Council District 6.

2026 Texas General Election

2026 Texas General Runoff

Nonpartisan

How do you plan to address these issues?
I will use the board’s oversight authority to require measurable performance standards, transparent reporting, strong internal controls and fiscal accountability. I will support appropriate investments in technology, cybersecurity, employee training and data quality while respecting the Chief Appraiser’s statutory responsibility for administering appraisals.

Q&A: Meet the candidates running for Tarrant Appraisal District board of directors Place 2

What is your approach to reviewing the county's reappraisal plan?
I will review the reappraisal plan based on objective evidence: accuracy, uniformity, market data, protest results, taxpayer impacts and compliance with Texas law. I support the current two-year residential approach while evaluating its effectiveness and whether it provides taxpayers greater stability without compromising legally required appraisal accuracy.

Transparent Board Governance

The TAD Board must operate openly — with clear agendas, public deliberation, and decisions that taxpayers can understand and trust.

Marshall Hobbs Platform

Require plain-language summaries of all Board agenda items before each meeting
Publish Board meeting minutes, votes, and supporting documents in a timely manner
Hold the chief appraiser accountable for district-wide appraisal accuracy and consistency
Oppose any Board practice that limits public participation or shields district decisions from scrutiny

Direct district staff to proactively inform property owners of their protest rights and deadlines
Require TAD to publish clear, accessible guides to the appraisal and protest process
Support expanded access to comparable sales data so owners can build strong protest cases
Advocate for appraisal methodologies that reflect actual market conditions — not inflated projections

Conduct rigorous line-by-line review of the annual TAD budget before approval
Benchmark TAD's administrative costs against comparable appraisal districts statewide
Require independent audits of district operations and appraisal accuracy
Oppose budget increases that are not supported by demonstrated operational need

Direct TAD to apply consistent, defensible methodology to commercial and industrial properties
Ensure district appraisers are trained to properly evaluate income-approach and cost-approach evidence
Support streamlined processes for small business owners who cannot afford legal representation
Require TAD to reflect market downturns promptly in commercial assessments — not lag the market by years

Require TAD to maintain secure, modern data infrastructure capable of handling the full volume of Tarrant County appraisal data
Support investment in AI-assisted analytics and data management tools that improve appraisal accuracy and consistency
Establish sound data-management policies that protect taxpayer information and ensure system reliability
Benchmark TAD's technology capabilities against peer districts and require a plan to close any gaps

Plans to require performance standards, transparent reporting, internal safeguards, and fiscal accountability in board oversight.

Supports technology, cybersecurity, employee training, and data-quality investments while respecting the chief appraiser's appraisal authority.

Plans to review property reassessment plans using accuracy, consistency, market data, protest results, taxpayer impacts, and compliance with Texas law.

Calls for open board governance with clear agendas, public deliberation, and understandable decisions.

Proposes plain-language agenda summaries and timely publication of board minutes, votes, and supporting documents.

Opposes board practices that limit public participation or shield district decisions from scrutiny.

Proposes informing property owners about protest rights and deadlines and publishing accessible appraisal and protest-process guides.

Supports expanded access to comparable sales data for property owners filing appraisal protests.

Proposes line-by-line budget reviews, statewide cost comparisons, and independent audits of operations and appraisal accuracy.

Opposes budget increases not supported by demonstrated operational need.

Supports streamlined appraisal processes for small-business owners who cannot afford legal representation.

Supports modern, secure data infrastructure, artificial intelligence-assisted analytics, and data policies to improve appraisal consistency and protect taxpayer information.

- Plans to require performance standards, transparent reporting, internal safeguards, and fiscal accountability in board oversight.
- Supports technology, cybersecurity, employee training, and data-quality investments while respecting the chief appraiser's appraisal authority.
- Plans to review property reassessment plans using accuracy, consistency, market data, protest results, taxpayer impacts, and compliance with Texas law.
- Calls for open board governance with clear agendas, public deliberation, and understandable decisions.
- Proposes plain-language agenda summaries and timely publication of board minutes, votes, and supporting documents.
- Opposes board practices that limit public participation or shield district decisions from scrutiny.
- Proposes informing property owners about protest rights and deadlines and publishing accessible appraisal and protest-process guides.
- Supports expanded access to comparable sales data for property owners filing appraisal protests.
- Proposes line-by-line budget reviews, statewide cost comparisons, and independent audits of operations and appraisal accuracy.
- Opposes budget increases not supported by demonstrated operational need.
- Supports streamlined appraisal processes for small-business owners who cannot afford legal representation.
- Supports modern, secure data infrastructure, artificial intelligence-assisted analytics, and data policies to improve appraisal consistency and protect taxpayer information.

Administration

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Marshall Hobbs

Plans to hold forums and workshops about residents' rights and the appraisal process.

EDUCATION

University of Texas at Arlington, Arlington, BA, MPA, MA, 97, 02, 06

WORK & MILITARY

Marshall Hobbs earned a bachelor's degree, a master's degree in public administration, and a Master of Arts degree from the University of Texas at Arlington.

About | Marshall Hobbs

Marshall works as a professor of government at Tarrant County College and Arlington Baptist University. He previously worked as a regional trainer and auditor for the Texas Department of Criminal Justice, and served in the Army National Guard as an armor tank commander and chaplain's assistant.

Marshall ran for Fort Worth City Council District 6 in 2025.

Transparent Board Governance

The TAD Board must operate openly — with clear agendas, public deliberation, and decisions that taxpayers can understand and trust.

Require plain-language summaries of all Board agenda items before each meeting
Publish Board meeting minutes, votes, and supporting documents in a timely manner
Hold the chief appraiser accountable for district-wide appraisal accuracy and consistency
Oppose any Board practice that limits public participation or shields district decisions from scrutiny

Platform | Marshall Hobbs

Taxpayer Advocacy

The Board sets the tone for how TAD treats property owners. Policies must protect taxpayer rights — not the district's revenue targets.

Direct district staff to proactively inform property owners of their protest rights and deadlines
Require TAD to publish clear, accessible guides to the appraisal and protest process
Support expanded access to comparable sales data so owners can build strong protest cases
Advocate for appraisal methodologies that reflect actual market conditions — not inflated projections

Fiscal Accountability

The Board approves TAD's budget and the funding rate paid by taxing entities. Every dollar must be justified and spent efficiently.

Conduct rigorous line-by-line review of the annual TAD budget before approval
Benchmark TAD's administrative costs against comparable appraisal districts statewide
Require independent audits of district operations and appraisal accuracy
Oppose budget increases that are not supported by demonstrated operational need

Modern Technology & Data Infrastructure

TAD manages an enormous volume of property data. The Board must ensure the district has efficient, secure, and modern technology to do that job right.

Require TAD to maintain secure, modern data infrastructure capable of handling the full volume of Tarrant County appraisal data
Support investment in AI-assisted analytics and data management tools that improve appraisal accuracy and consistency
Establish sound data-management policies that protect taxpayer information and ensure system reliability
Benchmark TAD's technology capabilities against peer districts and require a plan to close any gaps

Q&A: Meet the candidates running for Tarrant Appraisal District board of directors, Place 2

Small Business & Commercial Fairness

Tarrant County's businesses drive our economy. The Board must ensure TAD applies fair, evidence-based methods to commercial appraisals.

Direct TAD to apply consistent, defensible methodology to commercial and industrial properties
Ensure district appraisers are trained to properly evaluate income-approach and cost-approach evidence
Support streamlined processes for small business owners who cannot afford legal representation
Require TAD to reflect market downturns promptly in commercial assessments — not lag the market by years

Proposes measurable performance standards, transparent reporting, internal controls, and fiscal accountability through the board's oversight authority.

Proposes plain-language board agendas, timely publication of meeting records, and protections against limits on public participation in district decisions.

Proposes informing property owners about protest rights and deadlines and publishing accessible guides to the appraisal and protest process.

Supports broader access to comparable sales data for property owners and appraisal methods that reflect actual market conditions.

Proposes line-by-line budget reviews, comparisons with other appraisal districts' administrative costs, and opposition to unsupported budget increases.

Proposes independent audits of district operations and appraisal accuracy.

Supports secure, modern data systems; technology standards; and investment in artificial intelligence-assisted analytics to improve appraisal consistency and accuracy.

Proposes data-management policies to protect taxpayer information and system reliability, while supporting technology, cybersecurity, training, and data-quality investments.

Proposes consistent appraisal methods for commercial and industrial properties and training for appraisers to evaluate evidence based on income and cost approaches.

Supports streamlined appraisal processes for small-business owners without legal representation and prompt reflection of market downturns in commercial assessments.

Supports the current two-year residential reappraisal approach while evaluating its effectiveness, taxpayer stability, and compliance with appraisal-accuracy requirements.

- Proposes plain-language board agendas, timely publication of meeting records, and protections against limits on public participation in district decisions.
- Proposes informing property owners about protest rights and deadlines and publishing accessible guides to the appraisal and protest process.
- Supports broader access to comparable sales data for property owners and appraisal methods that reflect actual market conditions.
- Proposes line-by-line budget reviews, comparisons with other appraisal districts' administrative costs, and opposition to unsupported budget increases.
- Proposes independent audits of district operations and appraisal accuracy.
- Supports secure, modern data systems; technology standards; and investment in artificial intelligence-assisted analytics to improve appraisal consistency and accuracy.
- Proposes data-management policies to protect taxpayer information and system reliability, while supporting technology, cybersecurity, training, and data-quality investments.
- Proposes consistent appraisal methods for commercial and industrial properties and training for appraisers to evaluate evidence based on income and cost approaches.
- Supports streamlined appraisal processes for small-business owners without legal representation and prompt reflection of market downturns in commercial assessments.
- Supports the current two-year residential reappraisal approach while evaluating its effectiveness, taxpayer stability, and compliance with appraisal-accuracy requirements.

Alejandra Gracias

Isaac Brickman

Buket Urgen

In his campaign, Hobbs is focusing on community engagement and education regarding property taxes and appraisals. He plans to hold forums and workshops to inform residents about their rights and the appraisal process.

Marshall Hobbs, candidate for Tarrant Appraisal District Place 2

Ambika Sharma

Cary Cheshire

Paul Stockard

- A board of directors member is an elected official who serves on the governing board of a special district, such as a municipal utility district (MUD).

- The board is responsible for overseeing the district’s operations, finances, and services, including utilities like water, wastewater, drainage, and infrastructure.

- Board members approve budgets, set tax rates or service fees, and make decisions about contracts and infrastructure projects within the district.

- The board ensures that the district complies with state laws and operates under the oversight of agencies such as the Texas Commission on Environmental Quality (TCEQ).

- In many districts, the board consists of five members elected by residents. Directors must meet eligibility requirements, including being at least 18 years old, a Texas resident, and either a qualified voter or property owner within the district.

An official who oversees utilities, finances, and services in a district.