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Dallas County Judge

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  • Candidate picture

    Clay Jenkins (D) Dallas County Judge/Attorney

  • Candidate picture

    Ron Natinsky (R) Businessman, entrepreneur, consultant

  • Preston Poulter (L)

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Biographical Information

Length of residency in Dallas County:

Occupation/main source of income:

Education (include all degrees):

Highlights of current civic involvement/accomplishment:

Highlights of past civic involvement/accomplishment:

Previous public offices sought or held:

How much funding have you raised for your campaign?

Who are your top three contributors?

Have you ever been arrested or involved in any criminal proceedings or civil suits? If so, please explain:

What is an example of how you led a team or group toward achieving an important goal?

Which current or former political leader do you most admire and why?

Why are you running for this office?

Why should voters choose you over your opponent?

Was the search for Parkland Memorial Hospital’s CEO handled well? If not, how would you have done it differently?

What reforms, if any, should the county undertake to provide better mental health care to the uninsured and underinsured?

County commissioners voted last year to join a lawsuit over the state’s voter ID law. Do you think that was a correct, or misguided, decision?

In the past two years, there have been theft problems in the district clerk’s office. Should the county invest more into auditing to make sure such incidents do not continue to crop up?

As the Trinity River Project moves forward, the Lew Sterrett Justice Center and its detention facilities’ value as a housing/retail site increases. Should the county divest itself of the land and move those facilities elsewhere? If so, where?

What steps would you urge the county to take to encourage development of the International Inland Port of Dallas?

How would you balance the budget and still fund key social services and basic government functions? Would you consider tapping the county’s emergency reserves to prevent a future tax hike?

Despite passing a new code of conduct, commissioners continue to clash at public meetings and shout each other down. If elected, what would you do to improve decorum on the Commissioners’ Court?

There have been clashes between some elected officials, including the sheriff and district attorney, and the Commissioners Court. What would you do to improve the relationship?

Should there be term limits for Commissioners Court members?

City/Town Dallas
Age 53
Campaign Phone Number (214) 613-6947
I was born in Oak Cliff and have lived all over Dallas County for a total of 25 years, most recently from 2001 to present.
• Dallas County Judge

• Investment income-mutual funds/bonds

• President and owner of a law firm, dedicated to protecting the rights of all people

• Co‐founder and co‐owner of a health services company, dedicated to providing dental health services to Medicaid patients in over 90 North Texas nursing homes

• Limited Partner interest in Mr. Mesero and Mesero Miguel
• Waxahachie High School

• B.A., Baylor University

• J.D., Baylor University School of Law
• Improving government without raising taxes

• Improving purchasing practices and strengthening audit capability at Dallas County

• Keeping the public safe from Mosquito-borne illness and other threats

• Raised the minimum wage for all County and Parkland employees to a $10.25 living wage so they can afford to pay for life’s necessities and pass on a sense of optimism to their children

• Helping save Parkland from being shut down and become a better, safer hospital

• Presented the Millard J and Robert L Health Award by the Dallas County Medical Society as the layperson who did the most to help improve public health in 2013

• Named "Best Elected Official" by Dallas County Democratic Party in 2014

• Named Editors Choice as D Magazine's "Best Public Servant" in 2014

• My wife and I support our church and numerous charities

• Member of the Dallas Bar Association

• Assistant Coach of daughter’s teams

• Active church member

• Life member of the NAACP

• Only non‐dentist member of the Board of Directors of the Texas Association of Long‐Term Care Facility Dentistry
• Past member of Board of Directors for the Texas Center for Education Policy at the University of Texas at Austin

• Past member of Board of Directors of the Texas Lyceum, our state’s premier leadership incubator

• Longtime advocate and supporter of the Southern Poverty Law Center

• Former member of the College of the State Bar of Texas

• Past President of the Dallas Trial Lawyers Association

• Co‐founder and prior Board President for Daniel’s Den, a homeless shelter where I was on-call one night a week to staff the shelter

• Prior Board of Directors of Common Ground Ministries, an after‐school program for economically disadvantaged kids

• Past President of my adult Sunday school class at Highland Park United Methodist Church

• Past President of the Dallas Democratic Lawyers Association
Ran an unsuccessful race for the Texas State Senate in 1990
$545,027.46 since January 1, 2011
• UA Plumbers & Steamfitters Local Union No. 100

• Sue & Brian Loncar

• Jeffrey Tillotson
Almost 30 years ago, as a young undergraduate at Baylor University, I was arrested for two misdemeanors: reckless driving and trespassing. I realized how close I came to throwing away my opportunity to become the first in my family to graduate college by engaging in immature college pranks. I didn’t want to disappoint my mother and all the people who sacrificed to give me that opportunity by squandering it. I re‐committed myself to my studies, which culminated in my graduation from law school five years after high school.

In 1996 I was a named party in a civil suit along with the Ellis County Museum Association. A disgruntled bidder who attempted to block a real estate sale sued us. The suit was dismissed and the plaintiff publicly apologized to members of the museum board.

In 2011 I was a named party in a civil suit brought by constables upset by the commissioners’ court decision to cut the constables traffic program budget. My side prevailed and the suit was dismissed.

As a registered agent for Dallas County I am served each time the county is named in a lawsuit. To the best of my knowledge none of these action have named me individually.
In August, I led the Commissioners Court to adopt purchasing reforms that the previous court had failed to implement, worked with the auditor to strengthen her office and launched a national search for purchasing and HR directors.

In June, in response to the humanitarian crisis on the border, I called on the Dallas area faith community to help prepare our county to temporarily house 2000 child refugees. Their response changed the national conversation from a focus on faceless unknown minor immigrants causing concern over border security, to a focus on children - made in the image of God-who desperately needed our help. Leaders can evoke reason and compassion or incite fear and anger, but it's the community that responds. Dallas County became an unexpected outlier to those who don't know us, a place where compassion and love overcomes fear and anger. In 2013 and 2014, I led efforts to insure Texans under the Affordable Care Act in North Texas along with the Regional Administrator of Health and Human Services. Texas still leads the nation in uninsured at 24.6%, but that is down from 27% in 2013. Over 700,000 Texans obtained policies in the initial ACA sign up from October 2013 through 2014.

In 2012, I declared a state of emergency and made the call to aerial and ground spray Dallas County to end the West Nile Virus epidemic. Afterwards I led a 26-city team to effectuate that decision.

Led the court through four balanced budget cycles, two while in recession, expanded services, strengthened reserves and raised morale – all without a tax increase.

Served with my Parkland Board of Managers appointee Debbie Branson, Interim CEO Bob Smith, Interim CFO Ted Shaw, and others on the team that led Parkland along with her incredible staff to successful completion of the Systems Improvement Agreement in 2013 and allowed her to remain open and continue improving.
• The late Justice Oscar Mauzy, Congressman Martin Frost and the late Senator Lloyd Bentsen. I worked for each and their wisdom and integrity shaped who I am.

• The late Governor Ann Richards, Senators Wendy Davis and Leticia Van de Putte. I campaigned for Gov. Ann Richards. She was a good friend to my mom and a role model. I'm campaigning with the two Senators now and see a lot of similarities to Governor Richards.

• Former Trade Rep. Ron Kirk. Ron is a friend and mentor.

• President Obama and his Administration have been great partners on Parkland, Medicaid expansion, West Nile Virus, saving the Sylvan Ave Postal Processing plant and a host of other issues. I saw him the afternoon after the successful military operation for Osama Bin Laden. What a gutsy call. Not many would have had the backbone to make that call on that intelligence. He knew that if we invaded a sovereign nation and failed to get Bin Laden, the fall out and second-guessing would be extreme. He didn't let that stop him and we are safer.
I made a commitment to improve the quality of life in Dallas County, and while we’ve made progress, we aren't done yet. I believe I was up to the task on day one; however, as with any job, there is a learning curve. I had faith in my staff and myself. We weren’t afraid to learn and grow while trying our very best. Importantly, the public saw that and they gave their grace and help. Experience, preparation and persistence have helped. My team and I have steadily improved. Besides, I love Dallas County, its people and this job. Even on the tough days, it is an honor to serve.
Four years ago the voters of Dallas County gave me the honor of leading their county government and in those four years we have accomplished some good things. We stopped a West Nile Virus epidemic. We increased the minimum wage for all county and Parkland employees to $10.25 per hour, we saved Parkland Hospital, which completed its System Improvement Agreement, dramatically improved patient care and hired a new CEO. On my recommendation the Commissioners court adopted purchasing reforms that the previous court failed to put in place. We have had 4 years of balanced budgets without tax increases or reductions in services and we need to keep moving forward.

While Dallas County is moving in the right direction, we need to insure more citizens earn a living wage so they can afford to pay for life’s necessities and pass on a sense of optimism to their children. I believe all Dallas County contract employees should make at least $10.25 an hour.

We must continue to strengthen Parkland and public health. Everyone deserves affordable healthcare and we must help them get it. We must find a solution to Medicaid Expansion. We must continue successful efforts to increase pre K, high school graduation rates and decrease truancy.

We must continue to focus on southern Dallas County and apply innovative urban planning and design to bring about dense and dynamic infill throughout Dallas County.

And we must strengthen county practices in purchasing and other departments.
Yes. In the end, we landed a nationally acclaimed leader in Dr. Fred Cerise and he is doing a great job! We had a strong pool of candidates including Dr. Wright Lassiter Jr. and interim CFO Ted Shaw. The search was done during the Systems Improvement Agreement and was complicated by an extremely difficult hospital turnaround that had to be accelerated at the same time as the search. My appointee, Debbie Branson was unanimously elected as Chair of the Parkland Board of Managers in 2012. As a result of the successful turnaround and CEO search Chairwoman Branson was named this year's "National Public Hospital Trustee of the Year" by Modern Healthcare - the nation’s preeminent source of healthcare business and policy news, research and information.
We’ve made great strides in our advocacy and awareness of behavioral health issues in Dallas County since 2011. With the support of our Dallas County Behavioral Health Leadership Team, Dallas County Health & Human Services, Metrocare Services, Parkland Hospital, HCA Green Oaks, and Baylor Scott & White, among others, we submitted projects under the 1115 Waiver. These projects, which strive to create best practices and payment reform, have the potential to bring over $1 billion dollars in health care funding to Region 9. Many of these innovative and transformative projects are already meeting metrics.

Additionally, in 2011 we followed through on a campaign promise I made and created the Assisted Outpatient Treatment Court. A full-time judge now works directly with three local mental health care providers to ensure that patients released from inpatient care remain compliant.

Still, the greatest opportunity to improve public health and mental health in Dallas County and throughout the state is a Texas solution to Medicaid expansion. When we find a Texas solution, over 133,000 citizens in Dallas County will be eligible to gain access to comprehensive coverage, including mental health services. This will significantly strengthen access to behavioral health providers and overall public health while simultaneously allowing Dallas County the opportunity to cut local Parkland Hospital taxes.

The Cottages at Hickory Creek broke ground on April 17th just half a mile from downtown Dallas. The new permanent supportive housing development will be home to 50 of the most vulnerable people in the Dallas Area who: 1. are currently experiencing chronic homelessness; 2. live with mental illness and/or substance use disorder and; 3. cycle through jail repeatedly due to a lack of stability and services that supportive housing can provide.

We need more of this type of supportive housing.
We must protect the right to vote of all our eligible citizens. It’s a precious right that patriots have bled and died to defend. Democracy works best when all are allowed to participate. Defending against rules passed by the majority that restrict the rights of the minority is by its very definition, politically unpopular with the majority. Government shouldn’t refuse to defend citizens rights based on what’s popular or who’s most powerful.

We joined the suit because the current law acts to suppress the voting rights of minorities, women and seniors in Dallas County, and I predict the work we did will play a big role in a successful verdict from federal court next month.
Yes and we are investing more. The auditor’s budget had $50,000 from last year and we have budgeted an additional $50,000 this year for the purchase of automated computer tools that allow 100% population testing to look for anomalies. I support the addition of two forensic auditors and have asked this be included in the auditor’s budget. The auditor has also requested one additional grants auditor and overlap salary for her replacement to start after November so that her replacement can train with our current auditor before her March retirement. I support these requests as well.

I support the auditor entering into Agreed Upon Procedures agreements with local audit firms to add scalable capabilities to quickly assess internal control strength and make recommendations for improvements.

The auditor is an important check and balance. I expect all department heads to cooperate fully with providing full access to the auditor’s office.
I pushed to close down the Dawson State Jail. I’d like to tear it down. I entered into the deal with Governor Perry in 2011 that led to the variance that allowed Dallas County to depopulate the Decker facility and led efforts to hire CBRE to look at our real estate holdings and sell Decker and some of the auto service site abutting interstate 30 and the river. We should use some of that land for the Coombs Creek Trail to connect North Oak Cliff to downtown.

I do not support moving the Lew Sterrett Justice Center this decade. In a perfect world the Lew Sterrett Justice Center wouldn't sit where it is. We don’t live in a perfect world and it is not financially prudent to move those operations. We have substantially upgraded the facilities over the last 10 years and currently have the best-run and maintained large county jails complex in the state according to the Texas Commission of Jail Standards inspectors. Our $38 million medical clinic upgrade goes online in early 2015 and will dramatically strengthen jail healthcare and decrease trips to Parkland and book in times. Moving facilities in this decade would endanger our bond rating, lead to higher taxes and push off more important urban core initiatives.
I've been working hard to push this project since my election.

In 2011, I got Loop 9, the regional outer loop that opens up 50,000 acres of developable land in the Inland Port area, back on the regional list of roads to be built by 2035. Additionally, in 2011, Pinnacle Auto Parts, Owens Corning, Mars Pet Care, and Home Depot all announced they were building distribution facilities in the Inland Port area and Whirlpool opened their warehouse.

In 2012, I succeeded in moving Loop 9 to the top of the 2035 list and secured the first $50 million to fund it. The environmental study began. I traveled with then TxDOT Executive Director, Phil Wilson, to Washington D.C. to discuss the project with federal transportation officials. Additionally, in 2012, the Commissioners Court created a transportation reinvestment zone around the path of Loop 9. Kohls, Mobis, L’Oreal and Quaker Oats announced their plans to open distribution centers in the area.

In 2013, the Legislature passed Senate Bill 1730 which continued the comprehensive development authority for TxDOT and specifically named Loop 9 as one of six new projects eligible for this type of partnership. As a result of the explosive growth in import and export demand from Latin America and Europe, Union Pacific commenced regular freight service from the Inland port to the Port of Houston. Ace Hardware, BMW, and Grocers Supply all announced their distribution centers were moving to the Inland Port.

In 2014, Commissioners Court funded a $10 million waterline that was needed to supply the demands brought about by the growth. Sprouts Farmers Market and Procter and Gamble also announced plans to open large regional distribution hubs in the area.

To continue our growing success we need developers and companies to know we want their business and will partner to help them. Business needs transportation and other infrastructure and consistent government policy. They need strong best practices, increasing transparency, and improved procurement practices. Business wants a customer driven servant leader with whom to work. I'm committed to providing this so that we have the best chance of creating good jobs at the Inland Port.
We have been balancing the budget, expanding social services, raising morale and improving basic government service without a tax increase while shoring up the reserves since my election. We did this through collaboration, communication and the adoption of performance based budgeting.

I wouldn't tap the emergency reserves. When I was elected, the Commissioners had tapped the reserves and a shortfall had to be brought back up to above 10.5% of the General Revenue. Contingencies invariably come up and we must plan accordingly. We don’t have a large “Rainy Day” fund. Our fund is designed for contingencies that are not paid for in the budget. If the court allocates it to pay budgeted expenditures, we would have no contingent funds and will pay a steep price in the bond markets for lacking sound fiscal policy.

In late 2011 Moody's placed a negative outlook on Dallas County sighting national trends and a weak reserve. Luckily, in my first year in office the Commissioners Court had shown a new understanding of financial markets and fiscal discipline by closing a $38 million dollar budget shortfall while strengthening the amount in the county reserve funds. I formed a team, enlisted the help of TXHHS General Counsel, Steve Aragon and convinced Moody's to change their outlook projection. Had the Commissioners Court not strengthened reserves, my team wouldn’t have been able to change Moody’s outlook projection and our cost of money could have risen. We are one of a handful of government entities in America that enjoys a double AAA bond rating and we should protect it.
I talk with each Commissioner and key leaders leading up to meetings and work to anticipate and prepare for distractions. Decorum is extremely important. Getting the results to come out of the meetings that improve people's lives is even more important. We are achieving the latter. The former, while improved over prior courts, has a ways to go. I don't believe the two are mutually exclusive and will keep working at it. The rules and presiding officer can set the table for decorum and grace but the individuals must take personal responsibility as well.
The relationship between my office and the other elected officials is quite good. I leverage that when personality clashes occur.
I support putting term limits on the ballot for voters to decide the issue.
City/Town Dallas, TX
Age 72
Campaign Phone Number (972) 248-2000
Email Address ron@ronnatinsky.com
56 years
Businessman, investor, consultant
Hillcrest High School, Dallas Attended North Texas State University (now University of North Texas), Denton
Board member of Trinity Commons Foundation Board member of Dallas Maritime Museum Foundation Member of Greater Dallas Planning Council Member of North Dallas Chamber of Commerce Advisory Council of Spark Dallas!
Served 6 years on the Dallas City Council Past Chair of Trinity Commons Foundation Past Chair of the Regional Transportation Council Past Board member of Dallas Convention and Visitors Bureau Past member of The Trinity Trust Past Chair of Board of Adjustment for City of Dallas Past Chair of Cable TV Board for City of Dallas Long list of other civic and community involvement over 30 years
Served on the Dallas City Council for 6 years Former Candidate for Mayor of Dallas
We have raised the funds and resources to run the effective campaign we planned.
I have a long list of contributors, many of whom have contributed at the top level.
No
During my six years of service on the Dallas City Council, I served as Chair of Dallas’ Economic Development Committee. I led a team that successfully recruited over 50 businesses to the region and created over 6,000 new jobs in the middle of the worst recession since WWII. In fact, we were able to grow the city’s economic base by 17%.

As Dallas County Judge, I will put my job-creating experience to work with the 26 cities in Dallas County to maximize our economic growth and expand our County tax base so that we can keep taxes low and deliver the high-quality county services our families deserve.
When we needed it most, Ronald Reagan got this country back on track. His unshakable positivity, patriotism, and devotion to strengthening our families and security in the world are an inspiration to me each and every day.
I seek to serve as Dallas County Judge because I feel the County is in need of the leadership, experience and vision that I can provide. I have always believed that if you feel you will do the best job, you have a responsibility to try and serve the people around you by giving back to the community.

Current County leadership is plagued with criminal investigations into bribery and corruption, which comes on top of repeated failures to deliver basic county services and invest our tax dollars responsibly. Now more than ever, we need ethical leadership to steer our county toward restoring trust and prosperity.

I will lead the County effort to work collectively with the Mayors of the 26 cities and the Superintendents of the 17 Independent School Districts within Dallas County to strengthen the economic growth and educational opportunities for all of Dallas County. Providing a good education and job opportunities for Dallas County residents is a top priority of mine.
My priority as County Judge is to make decisions that are in the best interest of all citizens of Dallas County and not to politicize the decision process.

With his top political ally recently arrested by the FBI, my opponent’s leadership team is mired in charges of bribery and corruption. Combined with flagrant fiscal mismanagement, $80 million worth of disregarded infrastructure maintenance needs, and investigations into the operation of Parkland Hospital, its community clinics, the County Jail, and the District Attorney’s Office, it is abundantly clear we need new leadership to get our county government back on the right track.

My proven 40-year record of streamlining and cleaning up operations in both the public and private sector has prepared me to fix our County government. I know how to apply good business practices to optimize our level of service and gain the highest return on our budget investments. I know we can do a better job in Dallas County of providing the services that each and every one of our families need. And I know we deserve a County government we can have confidence and trust in. As Dallas County Judge, I’ll stop the corruption, make government more efficient, keep taxes low, and make us proud again.
Given Parkland’s importance, budget, and the $1.1 million annual salary of the position, I was very dismayed at the long, costly process it took to fill the position. A private sector billion dollar entity would have been embarrassed. I would have held the Parkland Board accountable from the very beginning of the process. Additionally, this inefficient search, conducted in the midst of a $1 billion investment in a new Parkland facility and an investigation into the hospital operations, has greatly lowered public confidence in how we deliver health care to our citizens. We must streamline every portion of our processes, and ensure we have a highly motivated Hospital Board and leadership that will make Parkland the best facility of its kind once again.
The major roadblock in delivering top mental health care service in our county is fiscal mismanagement. This problem was brought on by years of sustained wasteful spending and bad prioritizing. Rather than wasting millions of our tax dollars on investigations into operational mismanagement, funding unnecessary studies, and paying fines we could have avoided, that money would have been better spent on the mental health needs of County citizens. We must reform our County government, and get back to the business of delivering better mental health care to all of our residents.
This is yet another example of County leadership wasting tax dollars on bad political priorities that reduce our ability to provide good service to residents. Rather than provide the proper number of voting stations, streamline the registration process, or invest in technology advances, County leadership has wasted thousands in fighting this U.S. Supreme Court approved Voter ID law. The courts have since ruled that the County has no standing on the issue, which confirms the waste of taxpayer dollars on a political folly.

In elections held since Voter ID was implemented, turnout numbers increased, confirming that the law does not prevent lawful citizens from voting. In fact, ID is required for cashing a check, store purchase returns, boarding an airplane, and even going to the doctor. It is misleading to claim that Voter ID is an impediment to our elections when it protects the integrity of the election process.

Our residents need better service right now. As County Judge, I will invest our resources in technologies and personnel that will make voting easier and more secure, rather than wasting tax dollars fighting a successful law that’s here to stay. Dallas County voters must have confidence in the election process to insure their participation.
To the detriment of all residents, our County leadership refuses to proactively address issues like this before they happen. Every well-run business has procedures that prevent such occurrences from happening, but then again, Dallas County is not well run. We should not have to spend more money on auditing theft of our resident’s hard earned tax dollars. That’s throwing more money into a hole that should not exist in the first place. We need to do what’s practical: hire the right people and establish procedures that prevent the possibility of theft of citizen’s tax dollars from our County offices.
The current uses of these properties do not yield the highest return nor serve great purpose to the County. In fact, the County should have decided whether to continue maintaining the use and location of these facilities years ago. Today, with the current significant maintenance needs of these facilities, the County should fully explore all opportunities to restore or replace the facilities in return for gaining use of the current sites. It is most important that any potential relocation focus on maximizing return on investment for all Dallas County citizens while providing the highest level of service. I have already explored several of these opportunities with various public and private sector experts and I am prepared to move the process forward.
During my service on the Dallas City Council, I was highly involved in the development of the International Inland Port of Dallas (IIPOD). In fact, I was the one who came up with the name. At the time, the IIPOD was regarded as an unbelievable opportunity to create thousands of jobs for our citizens, expand our tax base, and increase the quality of life for the entire county. The County should have joined hands with the cities in southeast Dallas County as the private developer jumped at the opportunity by lining up the crucial private sector capital to make this tremendous plan a reality. Everyone in Dallas County, but especially those in the southeast quadrant, would have gained from the project.

Instead, the project was delayed to the point that the developer could hold out no longer and was forced into bankruptcy. We do not fully know the details of the indictments surrounding the negative impact on the IIPOD development, but I believe our County has a duty to recover this golden opportunity for our residents.

Our County must clear the roadblocks, partner with the cities, and reengage the private sector to ensure we have the capital and infrastructure to take fully advantage of the IIPOD’s possibilities. To that great end, as County Judge, I will assemble a task force of highly qualified local stakeholders from both the public and private sector to move this project forward and achieve what we set out to do all those years ago. I have not given up.
As with any household or business, the County needs to live within its budget. The responsibilities of Dallas County government are clear and we should stick to those responsibilities. The budget should be assembled on a zero-based basis and allocated proportionally towards the crucial needs of the County, not the wants. Only if there is money left over should the ‘want’ list even be considered. This year, the County must draw a line in the sand.

Any future year adjustments to the total revenues required should focus on year-to-year tax collections as a base line and adjust only for population growth and inflation.

Dallas County has seen several years of increased tax appraisals and, unfortunately, it has scooped up those extra taxpayer dollars under the false guise of “no tax rate increase”. This is not fair to the taxpayers. Dallas County should be focusing on working cooperatively with its 26 cities to help grow the overall size of the tax base as a means to increasing revenues instead of doing it on the backs of homeowners.

I believe that we can find greater efficiencies in County operations that will allow us to operate within the revenues that are collected. We need to immediately begin operating properly so we don’t waste taxpayer dollars on more investigations, fines, and wasteful inefficiencies. We must properly invest those dollars on County services. I would oppose the use of the emergency fund reserves to cover regular County operations because that’s not the definition of an ‘emergency’.
At bare minimum, Dallas County residents expect their elected officials to be respectful, polite, and approachable. There have been many shocking public verbal altercations between elected officials like the DA and the Sheriff during their appearance before the Commissioner’s Court. And even the current County Judge and the Commissioners themselves have not always behaved in an appropriate manner.

We need to return to what we know works best: leadership by example. With a longstanding culture of disrespect and a lack of decorum in the Commissioner’s Court, we must send a clear message and enlist new, strong leadership to set and enforce a positive example. Without consistent respect in the Court, how can we ever work together to move Dallas County forward?
Once again, this is a respect issue. As leaders, no matter the circumstance, we should be able to disagree without being disagreeable. Good leadership is always marked by prudence, character, and investment in people. As County Judge, I will bring our elected officials together, mediate respectful disputes, achieve resolutions, and get our County moving forward again.
On July 25, when he was arrested on charges of political corruption, Dallas County Commissioner John Wiley Price had been in office since 1984. This is only the most recent example of unrestrained career politicians held unaccountable due to a lack of term limits.

The longstanding culture of “business-as-usual” has led to the corrupt state of our current County leadership. That’s why I am committed to establishing fair term limits that motivate our elected officials to achieve progress for Dallas County citizens. To that end I will be appointing a task force to formulate recommendations on the term limit issue along with the lack of campaign contribution limits and asking them to report to the entire Commissioners Court for prompt action.
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