ECONOMIC DEVELOPMENT
Neglected infrastructure must be repaired and infrastructure must be built to foster economic development in southern Dallas County to provide good jobs, increase the tax base and keep taxes lower across the county
PARKLAND HOSPITAL
Provide oversight and accountability of our tax dollars when building the new Parkland Hospital. We need a world‐class facility where people receive high quality care and are treated with respect
TRANSPARENT AND ACCESSIBLE DALLAS COUNTY
Create a transparent and accountable government that is open and accessible to all citizens of Dallas County
ROADS AND HIGHWAYS
Fight to make sure Dallas County gets its fair share of tax dollars to build roads and highways to ease traffic congestion and prevent more toll roads from being built
Length of residency in Dallas County:
DALLAS MORNING NEWS QUESTIONNAIRE
Clay Jenkins: I was born in Oak Cliff and have lived all over Dallas County for a total of 21 years; most recently, 2001 to present.
Length of residency in the district:
Clay Jenkins: The district is countywide: I was born in Oak Cliff and have lived all over Dallas County for a total of 21 years; most recently, 2001 to present.
Occupation/main source of income:
Clay Jenkins:
• President and owner of a law firm, dedicated to protecting the rights of all people; and
• 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.
Current civic involvement/accomplishment highlights:
Clay Jenkins:
• Board of Directors for the Texas Center for Education Policy at the University of Texas at Austin
• Board of Directors of the Texas Lyceum, our state’s premier leadership incubator
• Active church member
• Life member of the NAACP
• Longtime advocate and supporter of the Southern Poverty Law Center
• Member of the Dallas Bar Association
• Member of the College of the State Bar of Texas
• President of the Dallas Trial Lawyers Association
• Only non‐dentist member of the Board of Directors of the Texas Association of Long‐Term Care Facility Dentistry
My wife and I support our church, charities, including The Dallas Morning News Charities and Habitat for Humanity (where we volunteered on two South Dallas homes in 2009). This year we worked with others to give and raise money for Haiti relief.
Previous civic involvement/accomplishment highlights:
Clay Jenkins:
• Co‐founder and Board President for Daniel’s Den, a homeless shelter where I was on-call one night a week to staff the shelter.
• Board of Directors of Common Ground Ministries, an after‐school program for economically
disadvantaged kids.
• Immediate past President of my adult Sunday school class at Highland Park United Methodist Church
• Immediate past President of the Dallas Democratic Lawyers Association
Previous public offices sought/held:
Clay Jenkins:
In 1990, I ran an unsuccessful race for the Texas State Senate. I have also served as a Democratic
Precinct Chair.
How much funding have you raised for your campaign?
Clay Jenkins:
$685,722.32 (as of 8/8/2010)
Who are your top three contributors?
Clay Jenkins:
Amy and Lee Fikes
Sue and Brian Loncar
Dori and Russell Budd/ Dr. Jan and Mr. Tex Quesada (tie)
Why are you running for this office?
Clay Jenkins: After my father died when I was seven, my mother raised me and my sister, through hard work and determination, to provide us with opportunities she never had. Her commitment instilled in me recognition that being an active member of the community is not a choice, but a responsibility.
· It is time to end the discord at our commissioner’s court and stop the waste of money by building a more efficient, accountable and transparent county government.
· I have a reputation and a proven track record for bringing people together and getting things done that has attracted broad support from across Dallas County.
· Public Safety must be a top priority. Nothing matters more to me than keeping our citizens safe and secure.
· The truancy court system is broken and must be fixed.
· We must repair our neglected infrastructure and foster economic development throughout the underutilized parts of Dallas County, particularly in southern Dallas County. This will provide good jobs, increase the tax base and keep the taxes low across the county.
· We must build the new Parkland Hospital on time and on budget. It must be a world class facility where people receive high quality care and are treated with respect.
· We need a County Judge who will work with all the elected officials in the county and region to move us forward on issues like regional transportation, air quality and economic development.
· I will work hard to make sure Dallas County gets its fair share of tax dollars and taxpayer decided local options to build roads and highways to ease traffic congestion and prevent more toll roads from being built.
What is an example of how you led a team or group toward achieving an important goal?
Clay Jenkins:
In 2008, I had the honor of serving as Texas Director of Voter Protection for the Obama Campaign overseeing the recruitment of hundreds of attorneys to work on voter protection issues.
This was a huge undertaking and required a great deal of coordination between attorneys and campaign staff all across the state of Texas. In every election, it is crucial that every eligible voter has the opportunity to vote and every vote is properly counted. I led a team of hundreds of lawyers and paralegals from across the state in using our expertise as attorneys to protect the voters and ensure fair elections.
For better or worse, Dallas County Commissioners are determined by partisan election. Please discuss the reason you chose your current party, with some specific examples of party philosophy that led to that decision and how that would affect the way you do your job.
Clay Jenkins:
Before my father died when I was seven years old, he was a champion for those whose voices were not always heard. He would tell me to “always stand up for the little guy”. My mother reinforced in my sister and me a strong sense of social justice and the equality of all people, as well as the importance of hard work. She always told us that there was no end to what you could do if you don’t care who gets the credit. She sacrificed so I could become the first member of my family to graduate from college.
Additionally, my faith instills in me a commitment to respect all people, treat them with compassion and fairness and never give up hope for a better tomorrow. These are the main reasons why I am a Democrat.
While I am a proud Democrat, as County Judge I will work together with people of all political persuasions to help all of our citizens enjoy security, opportunity and dignity.
What skills or experiences can you point to in order to demonstrate to voters that you can function effectively in this office? Please be specific.
Clay Jenkins:
· I am tenacious. The first in my family to graduate college, I overcame learning disabilities as a child to graduate from both undergraduate and law school in five years.
· I persevere. As an adult, I sustained severe injuries in a car crash, including a badly broken neck. The doctor said I might not live and if I did, I might not walk or return to work. One month later, on a broken pelvis, I took my first steps. I founded my health services company six months after that.
· I have a proven track record of working with others to get things done. As a lawyer, I have dedicated myself to protecting the rights of all people. I frequently work on collaborative teams of lawyers and am sought out by a wide range of people, from solo practitioners, to our city’s largest and most prestigious law firms, to assist in complex litigation. As the founder and co‐owner of a health services company, I have worked diligently and constructively with health care providers, state employees and elected officials to ensure that the health care needs of the residents of our state’s nursing homes are met.
· I can create synergies. As Texas Director of Voter Protection for the Barack Obama campaign, I oversaw a voter protection program far larger and more extensive than anything the state of Texas has ever seen. I have repeatedly worked with the most liberal and the most conservative people in the state of Texas, people from all walks of life, all socioeconomic backgrounds and all perspectives.
· I listen. I have been guided by pragmatism and a deep belief that all human beings are deserving of respect and that all points of view should be evaluated with sincerity and consideration.
We need to stop the political bickering on our commissioner’s court and within our county government and work in more constructive ways to move Dallas County forward.
If elected, what will you do to improve decorum on the Commissioners Court?
Clay Jenkins:
Decorum is important. Rarely is the best decision made from a position of anger, embarrassment or fear. I will engender an atmosphere of mutual respect. Despite what some would have us believe, our county’s challenges are not easily cast in strictly partisan or ideological terms. Problems like crime, transportation gridlock and air pollution don’t discriminate based on party affiliation, and we must all work together to build a better Dallas County.
CHANGES REQUIRING MAJORITY VOTE
As important as decorum is to the proper administration of the commissioner’s court, transparency and a strong, modern ethics policy is of even greater importance. Transparency promotes civility and decorum.
We must create a more transparent Commissioner’s Court and pass a tough code of ethics. I will promote transparency and improve access to information. I do not favor weakening the Open Meeting & Public Records law. I favor efforts to make public records more promptly available to our citizens and to the press.
The following information should be readily available online in one easily-accessible, user-friendly location:
· pertinent financial information, including the check registry;
· county contracts;
· minutes of Commissioners Court meetings;
· audio and/or video files of Commissioners Court meetings;
· campaign finance reports of County elected officials for the last two years; and
· increased online information for high profile projects that engender increased public interest.
Additionally, I will seek to pass tough new ethics laws, including:
· a moratorium on fundraising and giving from anyone bidding for work with the county from the time the project is let for bid until 30 days after the bid is awarded;
· voluntary registration of lobbyist with business before the county ;
• a requirement that senior staffers who leave government service wait two years before working on a matter that directly affects or involves their prior employer;
• a strengthened requirement to ensure the county and its departments preserve records and make them easier to review;
• a disclosure requirement of contributions to funds to nonprofits controlled by or benefiting county elected officials to be disclosed biannually;
• a requirement that senior staffers must file a financial disclosure form outlining outside income sources and potential conflicts of interest.
• I favor the fast tracking of online information systems, such as the increased scanning of documents, the increased paperless records-keeping and more online filing to promote faster response time to open records request. Transparency and accountability lead to better decision-making outcomes. The more information and constructive input one has, the better and more reasoned the decision will likely be.
• We must adhere to the law on putting our contracts out for competitive bid. This will help ensure savings on our bid contractors and reduce lawsuit costs against the County for failure to open contracts for competitive bidding and other violations.
• I will ensure all my board appointees share my values regarding open and transparent government and use my influence to advance open, transparent bidding and business practices at NTTA and other regional authorities in which we participate, and will promote the diversity that will lead to stronger more independent boards.
CHANGES REQUIRING PATIENCE AND PERSERVERANCE
Ø Furthermore, I will endeavor to never forget I was elected as a public servant, and I will approach my job with a humble heart and commit to servant leadership for all the people of Dallas County. I will lead by example and use the power of the chair and the gavel to maintain order and transparency, not to gain an unfair tactical advantage for my side of a particular issue.
Ø I will disagree without being disagreeable and always remember each Commissioner is a duly elected representative of his or her district and is a complex human being who I will strive to treat as I would like to be treated.
Ø I will work diligently to understand the other person’s position before ensuring my own position is understood by them. All people want to be heard and understood. My mother taught me as a child to be firm in my convictions, but courteous to everyone whether we agreed or not. She also taught me that it’s hard to learn the perspective of another while you are talking.
Ø I will be genuine and honest with my fellow officeholders and county employees and will expect the same from them.
Ø I will build relationships based on our shared values and spiritual core that will hold us together in tough times. I’m convinced that most people go into public service to give something back to their community and not to engage in negative political attacks. As I have illustrated in the primary, the appropriate response to untrue attacks is not to fire off one of your own.
Ø There will be more that binds us than divides us on the new Commissioners Court.
· Republican Mike Cantrell and I share a desire to improve our transportation system.
· Republican Maurine Dickey and I are committed to building the new Parkland Hospital on time and on budget and ensuring that it is a world class facility where people receive timely, excellent care.
· Democrat John Wiley Price and I believe that our jails must continue to improve and that we must rebuild and repair neglected infrastructure throughout Dallas County to promote the growth and economic development that will keep taxes low throughout Dallas County.
· Democrat Dr. Elba Garcia and I are committed to promoting transparency and a strong code of ethics for County Government.
· If Republican Ken Mayfield is reelected, I will find common ground in our background as lawyers and will work tirelessly to build a good working relationship with him to move Dallas County forward and get things done.
The Dallas District Attorney and Commissioners Court have clashed over the budget and other issues. What would you do to improve the relationship between the District Attorney and the Commissioners Court?
Clay Jenkins:
I have a good relationship with all three of the commissioners who are assured to be on the court next year because they are either unopposed or not up for election, as well as Dr. Elba Garcia, one of the two candidates running in Precinct 4. Likewise, I have a good relationship with the District Attorney. I appreciate his dedication to improving the justice system. Crime is down 6%. His felony conviction rate is 99.4%, a better rate than when he took office. Dallas County leads the nation in post conviction exonerations, having become the model for the rest of the country. All this was achieved on a budget that is $1 million less than neighboring Tarrant County, which has 670,000 less people.
Dallas County population ‐ 2,492,850
Tarrant County population ‐ 1,829,400
Source NTCOG estimates 2010
• The District Attorney’s Office is currently allotted less than $12 per citizen to prosecute crime under the proposed budget. Tarrant County allots over $18 per citizen and Harris County is over $19. Neighboring Tarrant and Collin Counties have increased their D.A.’s budget each of the last three years. The Dallas County Commissioner’s Court has cut our D.A’s budget every one of those years. Personality clashes must take a backseat to public safety and the D.A.’s budget must be increased.
We must balance the budget and pay for essential services at a time of decreasing revenues. To do this, we must scrub the budget line by line. The budget process is always stressful and the revenue shortfall
heightens the emotions. We will make our best decisions by being open, honest, transparent and civil with one another. I believe my leadership style and the relationship of mutual respect I have fostered with all parties can set the stage for improved relations.
Did Commissioners overstep their boundaries in funding a civil investigation into the county constables? Why or why not?
Clay Jenkins:
Yes. Dallas County is facing tough economic times and a financial short‐fall. We already have an elected
District Attorney. The Court’s decision to hire and pay over $300,000 to an outside private investigator to look into allegations against the constables was politically motivated and unnecessary.
Hopefully, it will not damage either of the two separate ongoing investigations by the Texas Attorney General or the Dallas County Special Prosecutor.
Recognizing that constables are elected officials, what supervisory measures or oversight would you support to make sure constables offices operate efficiently, legally and appropriately?
Clay Jenkins:
Since the Democratic primary, I have called on the Commissioners Court to pass a budget that will
consolidate traffic enforcement under the highly skilled and successful centralized command in the sheriff’s office and allow constables to return to their traditional roles. (This would save $2 million on next year’s budget without reducing public safety.) Most of the public concern over constables stems from their activities in traffic enforcement (including towing).
My position is not based on prejudgment of ongoing investigations or news reports detailing the expenditure of money on constable SWAT teams, but rather, on my belief in providing the best stewardship of your tax dollars in these tough economic times. This budget cut will save the county
$2 million on next year’s budget.
I watched closely how taxpayers’ money was spent in the past in evaluating budget decisions in the present.
I will also insist constables and elected officials do not enter into a contract with third party vendors that purport to obligate Dallas County. Such a contract is unenforceable as only the Commissioners Court (after proper hearing and vote) can authorize contracts with third parties. The current situation with traffic enforcement is inefficient and not transparent. A lack of leadership and planning on our Commissioners Court as to how to provide checks and balances to our enforcement delivery system played a huge role in the current situation. Constable personnel in good standing currently involved in traffic enforcement should be offered priority in interviewing for open positions with the Sherriff’s Department. The focus of our constables should shift where necessary to focus on the serious warrant backlog facing the county. We have over $200 million in outstanding fines due Dallas County from ticket scofflaws. *
Although there is bipartisan support within the elected constables themselves to cut their traffic budgets (both Democratic Constable Beth Villarreal and Republican Mike Gothard support the idea), the political pressure is great from two Republican constables who oppose this cut. All five current members of the present Commissioners Court were correct earlier this year when they agreed to completely cut the constables traffic budget. I encourage the commissioners to continue to stand firm on this cut and I hope my opponent will join us in supporting this complete cut.
I realize that the two Democratic and three Republican constables are independently elected officers, and I will use my vote on the budget and my communication skills to work with their offices and
advocate that they partner with the Commissioners Court on shifting their focus and traffic enforcement assets to warrant services as soon and efficiently as possible. Also, through better communication, I will work with constables and other elected officials to get buy in and input on my transparency plan to make County government more open, accessible and accountable to the public.
*We presently have over $200 million in outstanding fines due the County from ticket scofflaws. It is not fair that some citizens owe thousands of dollars in fines while most citizens pay their obligations, as required. I will aggressively enforce our laws, as well as promote measures similar to the vehicle registration block, to make it clear that scofflaws cannot simply avoid paying their outstanding fines unscathed. However, I will also consider an amnesty program to encourage scofflaws to pay their obligations as well as promote the opportunities to work out payment plans to meet those obligations for those unable to pay in full.
Dallas County has struggled in recent years with Budget Shortfalls. How do you think county budget cuts should be implemented? Should departments be prioritized or should all of them be required to cut the same amount?
Clay Jenkins:
• The County’s budget should be thoroughly “scrutinized” from top to bottom. Each department’s budget should be reviewed “line item by line item” to determine the essential services needed to sufficiently operate the County during these tough economic times.
• I will begin my budget review with my office’s allocated budget and I will lead by example.
• The County should not only review all department expenditures of the General Fund, but also examine capital expenditures in the Major Capital Fund, Major Technology Fund and Permanent Improvement Fund. In FY 2010, the County has budgeted approximately $78 million in capital expenditures.
• I will ultimately look at all department budgets and all opportunities for efficiency consolidation and cuts on a line by line basis.
• I will support a requirement that all County elected officials and department heads for informational purposes deliver by a firm deadline a certain percentage of proposed budget cuts.
• No department should be untouchable or not subject to review. However, the security of our neighborhoods and the protection from crime is at the top of our County’s hierarchy of needs.
I propose the following cuts to balance next year’s budget without a tax increase:
· The Major Capital Improvement Program set aside rate is currently 4.5 cents per $100 valuation. This money is sometimes referred to as commissioner’s road and bridge funds. The county has primary responsibility for county roads and bridges and secondary responsibility for some other transportation assets within the municipalities. In our urban county, there are very few unincorporated areas and most county roads and bridges are contained in one precinct (Pct. 3). The commissioners use their road and bridge funds to assist local municipalities within their district with resurfacing and other transportation projects for which those municipalities have primary responsibility. Additionally, they regularly accrue a surplus that each commissioner keeps in that commissioner’s discretionary fund earmarked by law for transportation projects. The sum total of the four commissioners’ discretionary transportation funds created from this unspent revenue is approximately $10.7 million.
The $0.045 cent rate on MCIP is set by the commissioners. The commissioners should vote to DECREASE this rate for the next fiscal year. A decrease to $0.030 would free up an additional 1.5 cents for use in the general revenue which would increase receipts to the fund by $21.6 million next year and would almost balance next year’s budget without further cuts. A one cent decrease in the MCIP would increase general revenue receipts by $14.4 million. A half cent decrease in the MCIP would increase general receipts by$7.2 million
The concomitant decrease in the MCIP rate would result in the MCIP Fund generating $21.6 million, $14.4 million or $7.2 million dollars less in revenues. The commissioners could lead by example and use a substantial part of the $10.7 million being held in their discretionary funds to make up for this shortfall. Each commissioner should keep $1 million in their discretionary fund. This would reduce the MCIP shortfall to approximately $15.7-16.3 million. The commissioners should review slated projects for further cuts and/or efficiencies, although I do not expect much savings to be had in this regard given the fact that MCIP fund receipts have fallen in each of the last three years. The commissioners have done a good job promoting efficiencies on capital improvements. Furthermore, adequate transportation funding is mission critical to our local economic recovery. After final review of the MCIP budget, short term money could be borrowed for capital improvement projects.
While our first priority should be to balance the budget through fiscally responsible line by line cuts to the budget, going to the bond markets for financing of capital improvement projects is a feasible alternative to a cut in essential services. We have a double triple AAA bond rating (Moody’s and S&P) and are on a pay‐as‐you‐go system, yet we have the second lowest tax rate of any of the 254 counties in Texas and the second highest exemption ceiling, plus an appraisal cap on seniors. Because of this, we can use the financial markets to cover a shortfall at historically low rates. When our economy rebounds, the modest amount of debt could be repaid. We run a balanced budget by law and do not carry a deficit. If we can’t balance the budget through efficiencies and are faced with the choice of cutting essential services like public safety, raising tax rates, or borrowing for the shortfall at historically low rates, I believe most people would prefer to see essential services provided without a rate increase during these tough times and for us to delay or scale back any new spending projects when the economy revives so we can quickly pay off the low interest short term debt incurred. BUDGET SAVINGS - $7.2-$21.6 MILLION.
· A tax note could be issued to finance construction of $5 million in current capital projects. The Grand Prairie Sub Courthouse will cost $3 million and the new County Automotive Center will cost $2 million. BUDGET SAVINGS- $5 MILLION
· Additionally, we should transfer $2.4 million in RB #5 to the General Fund to cover the costs of transportation related projects rather than transfer to the MCIP. BUDGET SAVINGS - $2.4 MILLION
· I would reduce the budget for computer hardware purchases under $5000 for next year by $1 million and likewise reduce the budget for software under $5,000 by $1 million. In doing so, I am mindful of the past failures to adequately budget for major technology needs and do not propose cuts in those funds. It is my hope that with over 200 positions cut, some of our desktops and other hardware can be repurposed and replacements deferred. If investigations currently underway reveal our technology problems are greater than represented, this may not be doable. BUDGET SAVINGS - $2 MILLION
· The independent hiring of a civil investigator to look into employment practices of certain constables was not appropriate given its $300,000 cost and the paralleled investigation being undertaken by the Attorney General and Special Prosecutor (began under the Dallas County District Attorney). We should not repeat this mistake. BUDGET SAVINGS UNKNOWN BECAUSE THE COMMISSIONERS COURT PRESENTLY DOESN’T BUDGET FOR PARRALLEL INVESTIGATIONS IT UNDERTAKES.
· I’ve already stated I believe the constables traffic units should be cut completely and the duties consolidated under a centralized command at the Sheriff department. This will generate a savings of $2 million. BUDGET SAVINGS - $2 MILLION
· The following departmental offers should be accepted:
1. Criminal Justice Department/ Delete one pre-trial release officer (Grade FF) for a savings of $58, 629
2. Transfer Interlock Program from CSCD to the Criminal Justice Department savings approximately $50, 000
3. Purchasing Department/ Delete one buyer (Grade B) for a savings of $54, 952.
· CURRENT SHORTFALL AS OF AUGUST 23, 2010 AFTER $26 MILLION IN PREEXISTING CUTS ALREADY MADE BY COMMISSIONERS - $22.5 MILLION
· MY PROPOSED FURTHER CUTS TO BALANCE THE BUDGET WITHOUT A TAX INCREASE - $18.75-33.15 MILLION.
· COUNTY JOBS AND COUNTY ESSENTIAL SERVICES CUT BY MY PROPOSED BUDGET CUTS- $0
· SURPLUS CREATED BY ADOPTION OF ALL MY PROPOSED BUDGET CUTS - $10.65 MILLION. (ADOPTION OF ALL CUTS UNNECESARY)
· ANY SURPLUS SHOULD BE USED TO FUND RESTORATION OF PUBLIC SAFETY PROGRAMS INCLUDIND THE DISTRICT ATTORNEY’S OFFICE.
· Furthermore, we presently commit $2.6 million to supplement Child Protective Services (CPS) and an additional $4 million to supplement mental health services provided in Dallas County. Both CPS and mental health services are obligations of our state (not county) government. Currently, our state ranks 49 out of 50 in funding for CPS and mental health services. Due to the inadequacy of state funding for these important programs, it has been necessary for the county to supplement to ensure these basic services for our citizens
I do not support cutting these supplements because they ensure minimum thresholds of services to our citizens. To abolish the supplement to these primarily preventative programs would prove to be extremely inefficient both in human and budgetary cost.
Whatever portion of this recurring $6.6 million annual cost that could be funded through grant writing would provide tax savings.
· We will continue to find areas of waste, and where less funding is required, and I will be vigilant scrubbing our budget line by line. Realistically sometimes, we will find cases where more funding is appropriate.
Will you consider tapping into the county’s emergency reserves to prevent a future tax hike instead of making deep budget cuts?
Clay Jenkins:
No. The Commissioners already have tapped the reserves and this shortfall must be brought back up to 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.
• I will scrutinize each budget item and each function therein to ensure that every tax dollar is maximized.
• The County anticipates having a General Fund ending balance of approximately $46.1 million in FY 2010 due to its 10.5% General Fund expenditure policy.
• With the economy continuing to show signs of uncertainty, building and maintaining the County’s cash reserves is important.
• To continue to provide essential services, the County should examine the possibility of using the capital markets for help if enough cuts and efficiencies cannot be had to balance the budget.
• The County has an “AAA” rating by Moody’s and Standard and Poor’s.
• The Stimulus Bill/Build America Bonds authorized by Congress has helped many municipalities
Fund needed projects at very low interest rates – Parkland Hospital issued $705 million at an effective yield of less than 4.0%.
• To relieve pressure off the budget, the County should examine the option of financing current “pay‐as-you‐go” projects.
• Financing “pay‐as‐you‐go” projects could free up funds to be used for other lawful purposes and help manage the tax rate.
Flooding in county offices exposed the lack of a backup facility to use in such emergencies. How important is a backup operation and how much money and energy should the county devote to establishing one?
Clay Jenkins:
The backup facility is absolutely essential and required by the Department of Homeland Security. We need to expend the money and energy required to establish one. The cost is approximately $1.2-1.5 million.
Failing to plan is planning to fail and the failure to secure a backup facility is an example of the lack of leadership and vision that has plagued the Commissioners Court. The court was warned of this danger in 2008.
The following information was taken from the “County Strategic Technology Plan 2009-2013”.
“The Department of Homeland Security has established that the following requirements be met by emergency response centers. These include:
§ Establish a Continuity of Operations (COOP) plan
§ Reduce disruption of critical operations
§ Ensure that alternate facilities have been established (Emphasis added)
§ Protect essential equipment and records.
………………………………………………………………
In order to effectively plan for the type of technology that must be implemented, the County must determine the time required that it needs to be back in operation. The following provides a guideline for the types of technology that must be put in place in order to achieve the Restore Time Objective (RTO).Options include:
§ Continuous Availability – RTO Less than 2 Hours
§ Rapid Data Recovery – RTO 2 to 8 Hours
§ Backup/Restore – 8 Hours to days
………
The IT COOP needs to:
§ Identify potential risks to the County’s systems and the impacts resulting from unplanned disruptions
§ Identify critical functions and their importance in the scheme of process restoration
§ Establish recovery priorities and recovery times to critical functions
§ Factor functional interdependencies
§ Consider external recovery support
§ Identify critical IT processes that need to be documented and tested
§ Identify methods for testing readiness of OIT to respond to an unplanned disruption.”
The lack of a backup facility and continuity of operations plan was brought to the attention of the Commissioners Court by their paid consultants in the “Dallas County Strategic Operations Plan 2009-2013”. Rather than act on the reasonable recommendations of the county technology committee and the county’s outside consultants, the majority of the Court voted to disband the committee, take over the scope of duties and not provide a backup facility.
As the owner of two small businesses (law and health care), employing approximately 25 people, I can’t imagine not having a plan for information and operational security in the event of an interruption. In fact, I would expose my companies and licensed employees to civil liability if I failed to secure and protect information and operations in a way that insured timely access and continuation of care and/or service. The Commissioners Court was negligent in failing to prepare for a service interruption, as any prudent small business owner would have done, and tax dollars were wasted by this mistake.
Are you satisfied with the administration of the county jail? What changes, if any, do you favor and how will you push for these changes if elected?
Clay Jenkins:
I am pleased that the jails passed inspection for the first time since 2003. The bulk of the credit goes to Commissioner John Wiley Price and Sheriff Lupe Valdez. The jails' problems were caused by years of neglect, and bringing them back into compliance came at considerable cost in time, effort and tax dollars.
I agree with this editorial board that, “while they all played a role in the jails finally clearing the bar, Commissioner John Wiley Price made passing inspection a personal mission.”……. “Ultimately, Price's leadership and persistence were key to the county's successful inspection. “
The jails still are under a federal court order to improve medical and mental health services for inmates. Controlling the jail population is a steep challenge. The county has struggled to maintain required staffing levels and has had to spend heavily on overtime as a result.
We must get tough on the high impact repeat property offenders that are clogging our jails and damaging the quality of life in our neighborhoods. Defendants are gaming the system by rejecting plea offers in favor of sitting in the county’s air-conditioned jail for months before finally agreeing to accept a plea on the eve of trial and getting back time credit for time already spent in jail. Offenders are trying to avoid spending time in state jails which are not air conditioned.
The solution I favor has three components:
First, when a plea is rejected in a property crime case, trial judges need to accommodate those trials as soon as possible. Any court of appropriate jurisdiction with a cancelled trial should immediately facilitate a transfer of a property crime and try that case so that every court is conducting a jury trial during a scheduled jury trial week. No court should fail to try cases in any jury week because there should always be property crime cases ready to tee up for trial. Guilty pleas increase dramatically on the eve of trial, and word will spread quickly through the cell blocks that a trial will be speedy if a plea is denied.
Second, our judges should exercise their discretion to deny back-time to defendants found guilty at trial. While Commissioners can’t and shouldn’t substitute our discretion for that of the criminal court judges, we can and should ask them to continue to keep in mind the public interest in having our jails in compliance.
Thirdly, we need changes in the way grand jury waivers are granted. A grand jury waiver allows a willing defendant to plead guilty before he is indicted by a grand jury. It’s a quicker way to resolve cases and thereby reduce jail population. Prosecutors typically only grant waivers when the defendant is leaving the jail within 24 hours, either by getting probation or prison time. Oftentimes, defendants have other charges to settle and can’t leave within 24 hours. I support the D.A.’s new policy to grant grand jury waivers as long as the defendant is gone from our jails within a week. I propose we hire two full time grant writers to assist the Sheriff and the D.A. find additional outside resources to promote deferral and mental health programs.
Additionally, I propose we hire two full time grant writers to assist the Sheriff and the D.A. in finding additional outside resources to promote deferral and mental health programs.
Again, I am pleased that the chronic problems with the buildings themselves have been addressed and our jails have passed state compliance testing, but we must remain vigilant in improving medical and mental health delivery, ensuring adequate staffing, reducing recidivism and maintaining a jail population number that assures compliance.
I believe we must partner with the state and our local political subdivisions to facilitate an increased inpatient mental health capacity that should relieve some pressure on our jails, as well as more effective solutions for the chronically homeless. The county jail is the de facto largest mental health care facility in the county and the mental illness rate amongst our chronically homeless population is higher than any other cohort.
What steps would you urge the county to take to encourage development of the International Inland Port of Dallas?
Clay Jenkins:
Dallas County is positioned equally close to North America’s five largest business centers: New York,
Chicago, Los Angeles, Mexico City and Toronto, and has been blessed with being the nexus point for
nationwide shipping of international goods. The steady flow of shipments to and from Mexico and
countries to the south, as well as truck and train traffic traveling between the port of Los Angeles and
the Eastern seaboard has put us at the perfect intersection to become one of the world’s busiest ports. While the project has had setbacks and we are in tough economic times, I believe it is the most important economic development opportunity in this generation. We must focus on moving this project forward.
The project is too important for any candidate to use as a wedge issue to garner support in this election.
Rather, we must work collaboratively to jump-start the project through targeted infrastructure
improvements.
• I have a specific plan for Dallas County to make County government more efficient, accountable and transparent, and I will seek to implement it immediately.
• We must jump‐start economic development in underserved areas throughout Dallas County,
particularly in southern Dallas County, to create good jobs and expand our tax base.
• Targeted economic development via infrastructure improvements should be evaluated for use in this important project, and the viability and cost‐effectiveness of instruments like Build America Bonds and other financial instruments should be carefully considered.
• Likewise, partnering with local municipalities to offer incentives and abatements should be carefully considered where doing so can be shown to be in the economic best interest of the taxpayers.
• I will focus on infrastructure improvement in this area, due to the tremendous potential of this project, to create jobs and pump tens of billions of dollars into our local economy.
• I have and will continue to sit down with the developers, risk‐takers and entrepreneurs involved in the inland port and listen to their concerns and requests, and do the same thing with regional leaders, my court colleagues, the North Central Texas Council of Governments, the City of Dallas and the other municipalities involved in the project.
• An increased effort to draw manufacturing jobs, as well as logistics and distribution, should be undertaken.
• Furthermore, I will go anywhere and everywhere as ambassador for investment in projects like the inland port that would lift our standard of living and our tax base and seek to encourage businesses and capital to remain/relocate and or invest in Dallas County. By tempering the rhetoric and working together responsibly, we can move this project forward.
Should Dallas County push for a regional solution to North Texas’ health care needs? If so, what would you do to advance a regional cooperation?
Clay Jenkins:
Yes. A regional solution to North Texas health care needs is important.
• We need to enter into agreements with our surrounding counties that are "win‐win" whenever
possible.
• We must promote agreements that allow maximum cost alleviation under the Upper Payment Limit (UPL) Program. Parkland has been a leader in this effort.
• We need regional coordination of taking records online and to ensure information system
compatibility.
• We should study the feasibility of structuring an efficient regional trauma network.
• We must strengthen our coordination of disaster relief preparedness.
• We must enter into sound cooperative agreements when doing so promotes efficiency and increased service capacity.
Much focus has been given to a more even distribution of cost between Dallas and the surrounding counties.
• Currently, Dallas County taxpayers are paying for Parkland Hospital since they are part of the Dallas County hospital district.
• In 2006, Parkland Memorial Hospital provided more than $20 million in unreimbursed health care annually to residents outside of Dallas County.
• The bulk of this unreimbursed care came from serving the area's indigent population. Dallas County's poverty guidelines differ from many surrounding counties, therefore in the past, surrounding counties were not paying their fair share for health care at Parkland. The Dallas County residents were instead picking up the tab. (Please see footnote 1) Strategic agreements pursuant to the Upper Payment Limit Program will largely alleviate this source of revenue loss by allowing us to enter into agreements with our surrounding counties and private hospital systems. This is an example of how cooperation can be good for all. (Please see footnote 2)
Footnote 1: According to the Parkland Annual Report, Parkland provides services to uninsured patients
who qualify for tax‐supported care. That program is designed for Dallas County indigent patients with
family incomes up to 200% of the federal poverty level and has NO third party coverage (i.e. Medicaid,
Medicare or commercial insurance). The cost of uncompensated care is over a half billion dollars
annually. The following are what Dallas and Collin County Consider "Indigent Care". Dallas County 200% Federal Poverty Level (FPL) 1 ‐ $21,660; 2 ‐ $29,140; 3 ‐ $44,100. Collin County 100% FPL 1 ‐ $10.830 ‐ $14,570 ‐ $22,050. The expected surge of uninsured population from 2010 to 2020, according to the Texas Health Institute, is as follows: Collin County; almost 150,000 to 256,000. Denton County; almost 146,000 to 252,000. Ellis County; almost 34,000 to 53,000. Kaufman County; 20,000 to 33,000.
Footnote 2: The Dallas County Hospital District dba Parkland Health & Hospital System (“Parkland”),
along with four major private hospital systems in the Dallas region, participate in the Texas Medicaid
private hospital Upper Payment Limit (“UPL”) supplemental reimbursement program, which is
authorized by Texas regulations and provisions in the Texas Medicaid state plan, which is approved by
the federal government. The Texas private hospital UPL program provides supplemental Medicaid
payments to private hospitals that serve a high volume of Medicaid recipients and uninsured patients,
and have executed an indigent care affiliation agreement with local governmental entities, including
hospital districts such as the Dallas County Hospital District. Supplemental payments are funded in part
by inter governmental transfers from participating local governmental entities to the Texas Health &
Human Services Commission (“HHSC”), which runs the Texas Medicaid program. Under these affiliation agreements, the private hospitals agree to alleviate some portion of the burdens on the local governmental entities related to the provision of indigent care. This burden alleviation must
comply with HHSC‐issued conditions of participation and federal Medicaid rules regarding donations.
The original March 2007 affiliation between the Dallas County Hospital District and the Dallas private
hospital systems initially included only hospitals within Dallas County. In 2009, this affiliation was
expanded to include hospitals affiliated with these systems but located in five counties neighboring
Dallas County, specifically, Collin, Denton, Kaufman, Ellis, and Rockwall Counties. Under this expansion,
the private hospitals expressed a desire to facilitate access by and delivery of cost‐effective health care
services to indigent patients of these counties. In addition, the private hospitals alleviated additional
burdens on the Dallas County Hospital District. Participation in the private hospital UPL program has been a substantial success for all of the participants. Private hospitals have alleviated substantial burdens on Dallas County Hospital District, which has greatly assisted Parkland in its ability to care for indigent patients from Dallas County and from the neighboring counties that rely on Parkland. In addition, private hospitals have received substantial additional Medicaid payments, which assist those hospitals in their ability to care for Medicaid and indigent patients. Net payments to Parkland for the Regional UPL Program are presently at approximately $38 million.
What reforms, if any, should the county undertake to provide better mental health care to the uninsured and underinsured?
Clay Jenkins:
We are coupled with six other counties in a seven‐county Northstar region regarding mental health care
delivery. A committee has recently been formed to work towards a more collaborative effort for all
providers. A part of their work includes a study underway to assess the behavioral health delivery
system in Dallas County.
· We must have better collaboration and build consensus in order to obtain the reforms needed to provide better mental health care. Collaboration and timely completion of this study are key to effectuate getting any relief from the legislature and holding cuts to a minimum.
Currently the wait time for a bed at a state mental hospital is two months. Funding will be cut in the next legislature likely resulting in a loss of capacity, which will further exacerbate the delays. The current proposal is to cut $22 million annually resulting in a loss of 186 beds. Criminal defendants are waiting months for transfer from the county jail to undergo stabilizing treatments before they can be returned to face charges. The county taxpayers foot the bill during this delay.
We wait too long before treating the mentally ill and are forced to release them too early to make room for another patient. As a result, our mental illness courts see some of the same people several times a year. Currently, Parkland has less than 20 beds dedicated to inpatient mental health. Those beds are filled with patients who have overriding medical problems requiring inpatient admittance, but who also suffer from a mental condition requiring specialized care and supervision during the course of their stay. The County contracts out to a private third party our inpatient mental health care population. The county jails are by far the largest de facto inpatient facility providing mental health services. Obviously, this is extremely inefficient both in terms of dollar and human cost.
Success has been seen in other counties’ programs using judges to order outpatient treatment for the seriously mentally ill. Studies have shown court-ordered assisted outpatient treatment reduces hospitalizations, incarcerations, homelessness and violent episodes. This is known as the “Black Robe Effect“due to the participant’s high rate of adherence to the court’s instructions.
Under the program, Judges order the patients to stay on their medications and attend treatment session. Officials identify state hospital patients who, without help, are most likely to return soon for another inpatient stay. If a doctor agrees, they are assigned to the outpatient program run by the county mental health authority. Upon release they are taken home or to a boarding house. Within a week, they see a judge at one of the county clinics. They then regularly see their judge and caseworker. Most persons stay in the program six months before they are ready for release.
· I’d like for us to implement a similar program and I’d like to recruit the help of some of our retired and former judges to volunteer some time pro bono to this effort to supplement our elected judge assigned to mental health. I have spoken with some of our former Republican and Democratic judges and outgoing Perry appointee to the Probate Court, John Peyton, has agreed to help. I believe we can find others. Additionally, I would like to supplement staffing these pro bono mental health courts with charitable volunteers, if possible. As has been noted in the Dallas Morning News, the chief reasons the courts in Dallas County have not instituted such a program is their belief that the law does not allow the courts to order persons in such programs to take their medication, the belief that there is no adequate way to monitor them and the cost. Experienced former judges acting as appointed pro bono “Special Masters” could pair with charitable volunteers to take on supervising, mentoring, instructing and counseling a small group of these candidates. This would be extremely cost effective for even a modest success. We will track outcomes and if the program succeeds, I will support expansion in 2012.
· Additionally, I believe we should study the possibility of turning the present Parkland Hospital facility over to the State of Texas for use as a mental health care facility when the new Parkland Hospital comes online in 2014. This would require agreement and collaboration with the State and adequate funding from the legislature. If the facility cannot be used, the state should explore the possibility of some other stand-alone mental health care facility.
· We should also increase partnership with area non‐profits that deliver mental health services.
· Our homeless population has a high incidence rate of mental illness. Seattle has reduced chronic homelessness and controlled mental health spending with innovative holistic approaches that couple long term housing for the chronically homeless with treatment options. In Texas, permanent housing is a city function of each municipality. Whenever a city institutes a permanent housing project, the County should work closely with that municipality to provide mental health services that help promote stability. This not only benefits the patients, but all those living nearby and the taxpayers.
What county services do you think need to be increased and which require less funding? Why? What other services reforms do you favor? Please be specific
Clay Jenkins:
Increased:
• The District Attorney’s Office is currently allotted less than $12 per citizen to prosecute crime under the proposed budget. Tarrant County allots over $18 per citizen and Harris County is over $19. Neighboring Tarrant and Collin Counties have increased their D.A.’s budget each of the last three years. The Dallas County Commissioners Court has cut our D.A’s budget every one of those years. Personality clashes must take a backseat to public safety and the D.A.s budget must be increased.
• Targeted economic development via infrastructure improvements should be evaluated on a case‐by case basis.
• Public health regional collaboration should be increased.
• Homeland Security should be increased to provide for more centralized and integrated data collection and command control response to public health and other threats.
• Grant writers should be hired which would increase revenues due to the untapped outside funds we presently ignore.
Decreased:
I propose the following cuts to balance next year’s budget without a tax increase:
· The Major Capital Improvement Program set aside rate is currently 4.5 cents per $100 valuation. This money is sometimes referred to as commissioner’s road and bridge funds. The county has primary responsibility for county roads and bridges and secondary responsibility for some other transportation assets within the municipalities. In our urban county, there are very few unincorporated areas and most county roads and bridges are contained in one precinct (Pct. 3). The commissioners use their road and bridge funds to assist local municipalities within their district with resurfacing and other transportation projects for which those municipalities have primary responsibility. Additionally, they regularly accrue a surplus that each commissioner keeps in that commissioner’s discretionary fund earmarked by law for transportation projects. The sum total of the four commissioners’ discretionary transportation funds created from this unspent revenue is approximately $10.7 million.
The $0.045 cent rate on MCIP is set by the commissioners. The commissioners should vote to DECREASE this rate for the next fiscal year. A decrease to $0.030 would free up an additional 1.5 cents for use in the general revenue which would increase receipts to the fund by $21.6 million next year and would almost balance next year’s budget without further cuts. A one cent decrease in the MCIP would increase general revenue receipts by $14.4 million. A half cent decrease in the MCIP would increase general receipts by$7.2 million
The concomitant decrease in the MCIP rate would result in the MCIP Fund generating $21.6 million, $14.4 million or $7.2 million dollars less in revenues. The commissioners could lead by example and use a substantial part of the $10.7 million being held in their discretionary funds to make up for this shortfall. Each commissioner should keep $1 million in their discretionary fund. This would reduce the MCIP shortfall to approximately $15.7-16.3 million. The commissioners should review slated projects for further cuts and/or efficiencies, although I do not expect much savings to be had in this regard given the fact that MCIP fund receipts have fallen in each of the last three years. The commissioners have done a good job promoting efficiencies on capital improvements. Furthermore, adequate transportation funding is mission critical to our local economic recovery. After final review of the MCIP budget, short term money could be borrowed for capital improvement projects.
While our first priority should be to balance the budget through fiscally responsible line by line cuts to the budget, going to the bond markets for financing of capital improvement projects is a feasible alternative to a cut in essential services. We have a double triple AAA bond rating (Moody’s and S&P) and are on a pay‐as‐you‐go system, yet we have the second lowest tax rate of any of the 254 counties in Texas and the second highest exemption ceiling, plus an appraisal cap on seniors. Because of this, we can use the financial markets to cover a shortfall at historically low rates. When our economy rebounds, the modest amount of debt could be repaid. We run a balanced budget by law and do not carry a deficit. If we can’t balance the budget through efficiencies and are faced with the choice of cutting essential services like public safety, raising tax rates, or borrowing for the shortfall at historically low rates, I believe most people would prefer to see essential services provided without a rate increase during these tough times and for us to delay or scale back any new spending projects when the economy revives so we can quickly pay off the low interest short term debt incurred. BUDGET SAVINGS - $7.2-$21.6 MILLION.
· A tax note could be issued to finance construction of $5 million in current capital projects. The Grand Prairie Sub Courthouse will cost $3 million and the new County Automotive Center will cost $2 million. BUDGET SAVINGS- $5 MILLION
· Additionally, we should transfer $2.4 million in RB #5 to the General Fund to cover the costs of transportation related projects rather than transfer to the MCIP. BUDGET SAVINGS - $2.4 MILLION
· I would reduce the budget for computer hardware purchases under $5000 for next year by $1 million and likewise reduce the budget for software under $5,000 by $1 million. In doing so, I am mindful of the past failures to adequately budget for major technology needs and do not propose cuts in those funds. It is my hope that with over 200 positions cut, some of our desktops and other hardware can be repurposed and replacements deferred. If investigations currently underway reveal our technology problems are greater than represented, this may not be doable. BUDGET SAVINGS - $2 MILLION
· The independent hiring of a civil investigator to look into employment practices of certain constables was not appropriate given its $300,000 cost and the paralleled investigation being undertaken by the Attorney General and Special Prosecutor (began under the Dallas County District Attorney). We should not repeat this mistake. BUDGET SAVINGS UNKNOWN BECAUSE THE COMMISSIONERS COURT PRESENTLY DOESN’T BUDGET FOR PARRALLEL INVESTIGATIONS IT UNDERTAKES.
· I’ve already stated I believe the constables traffic units should be cut completely and the duties consolidated under a centralized command at the Sheriff department. This will generate a savings of $2 million. BUDGET SAVINGS - $2 MILLION
· The following departmental offers should be accepted:
1 Criminal Justice Department/ Delete one pre-trial release officer (Grade FF) for a savings of $58, 629
2 Transfer Interlock Program from CSCD to the Criminal Justice Department savings approximately $50, 000
3 Purchasing Department/ Delete one buyer (Grade B) for a savings of $54, 952.
· CURRENT SHORTFALL AS OF AUGUST 23, 2010 AFTER $26 MILLION IN PREEXISTING CUTS ALREADY MADE BY COMMISSIONERS - $22.5 MILLION
· MY PROPOSED FURTHER CUTS TO BALANCE THE BUDGET WITHOUT A TAX INCREASE - $18.75-33.15 MILLION.
· COUNTY JOBS AND COUNTY ESSENTIAL SERVICES CUT BY MY PROPOSED BUDGET CUTS- $0
· SURPLUS CREATED BY ADOPTION OF ALL MY PROPOSED BUDGET CUTS - $10.65 MILLION. (ADOPTION OF ALL CUTS UNNECESARY)
· ANY SURPLUS SHOULD BE USED TO FUND RESTORATION OF PUBLIC SAFETY PROGRAMS INCLUDIND THE DISTRICT ATTORNEY’S OFFICE.
· Furthermore, we presently commit $2.6 million to supplement Child Protective Services (CPS) and an additional $4 million to supplement mental health services provided in Dallas County. Both CPS and mental health services are obligations of our state (not county) government. Currently, our state ranks 49 out of 50 in funding for CPS and mental health services. Due to the inadequacy of state funding for these important programs, it has been necessary for the county to supplement to ensure these basic services for our citizens.
I do not support cutting these supplements because they ensure minimum thresholds of services to our citizens. To abolish the supplement to these primarily preventative programs would prove to be extremely inefficient both in human and budgetary cost.
Whatever portion of this recurring $6.6 million annual cost that could be funded through grant writing would provide tax savings.
Services Reforms Favored:
• We must create a more transparent Commissioners Court and pass a tough code of ethics. I will promote transparency and improve access to information. I do not favor weakening the Open Meeting & Public Records law. I favor efforts to make public records more promptly available to our citizens and to the press.
The following information should be readily available online in one easily-accessible, user-friendly location:
· pertinent financial information, including the check registry;
· county contracts;
· minutes of Commissioners Court meetings;
· audio and/or video files of Commissioners Court meetings;
· campaign finance reports of County elected officials for the last two years; and
· increased online information for high profile projects that engender increased public interest.
Additionally, I will seek to pass tough new ethics laws, including:
· a moratorium on fundraising and giving from anyone bidding for work with the county from the time the project is let for bid until 30 days after the bid is awarded;
· voluntary registration of lobbyist with business before the county ;
• a requirement that senior staffers who leave government service wait two years before working on a matter that directly affects or involves their prior employer;
• a strengthened requirement to ensure the county and its departments preserve records and make them easier to review;
• a disclosure requirement of contributions to funds to nonprofits controlled by or benefiting county elected officials to be disclosed quarterly;
• a requirement that senior staffers must file a financial disclosure form outlining outside income sources and potential conflict of interest ;
• I favor the fast tracking of online information systems, such as the increased scanning of documents, the increased paperless records-keeping and more online filing to promote faster response time to open records request. Transparency and accountability lead to better decision-making outcomes. The more information and constructive input one has, the better and more reasoned the decision will likely be.
• We must adhere to the law on putting our contracts out for competitive bid. This will help ensure savings on our bid contractors and reduce lawsuit costs against the County for failure to open contracts for competitive bidding and other violations.
• I’ll use my influence to advance open, transparent bidding and business practices at NTTA and other regional authorities in which we participate, and will promote the diversity that will lead to stronger more independent boards.
• We need to look at constant improvement of our collaborative effort for public safety management. Presently, we have 7,000 inmates in our county jails and another 59,000 on felony and misdemeanor probation. We must constantly strive for collaboration with all partners in public safety, to advance the programs that work and improve or scrap the ones that don’t.
· Additionally, our truancy court system is broken and needs to be fixed. The truancy court program is under the control of the County Judge. I will work with educators, parents, law enforcement and community leaders to improve the truancy court system here in Dallas County to encourage better attendance and graduation rates.
• In these tough economic times, we need to work to maximize tax dollars and deliver the services we are providing at present as efficiently and effectively as possible.
• I support feasible programs to jump‐start our economic development in underserved areas throughout Dallas County, particularly in Southern Dallas County, to create good jobs and expand our tax base.
• I will also partner with the District Attorney’s office in efforts to promote targeted programs that are smart on crime rate reduction.
• With respect to Parkland Hospital, I would work with the board of managers to conduct a
comprehensive review to determine what changes are needed in the training and supervision of resident physicians to ensure the highest level of patient care.
· We presently have over $200 million in outstanding fines due the County from ticket scofflaws. It is not fair that some citizens owe thousands of dollars in fines while most citizens pay their obligations, as required. I will aggressively enforce our laws, as well as promote measures similar to the vehicle registration block, to make it clear that scofflaws cannot simply avoid paying their outstanding fines unscathed. However, I will also consider an amnesty program to encourage scofflaws to pay their obligations as well as promote the opportunities to work out payment plans to meet those obligations for those unable to pay in full.
· I will work to ensure our county board appointments are filled by a diversity of qualified people and that my appointments share my values regarding transparency and open, accountable government
· Subrogation and Recoveries:
Annually, millions of dollars are spent on health care, property and vehicles by Dallas County in which case another party is liable for the cost. For example, health plan costs can be recouped when an individual, covered by the county health plan, is injured or becomes ill if the injury or illness is caused by a liable third party. Many governmental agencies are realizing two things: first, there are substantial dollars to be recovered; second, subrogation is not its core competency.
After studying numerous agencies throughout the United States, all findings indicate subrogation is a peripheral task delivering marginal results. One study found the following characteristics are typically missing from governmental agency subrogation departments:
· Training. Negotiation is vital to successful subrogation. Ongoing, comprehensive training is critical to maximizing county recoveries.
· Compensation structure. Studies have demonstrated pay-for-performance compensation is a key to success.
· Computer systems. Systems built specifically for the subrogation process substantially improve recoveries.
· Management reporting. High performing subrogation units are constantly measured. Metrics include: cycle-time, recovery to demand ratios, billing cycles, recovery development, actuary reports, etc.
We should study the possibility of contracting out our subrogation work.
These characteristics make huge differences in results. See footnote 3
FOOTNOTE 3: A sampling of case study results are below:
· A 400,000 population, Midwestern city recovered $50,000 for a three-year period. The four years immediately following, CMR, a third party provider increased recoveries $1.4 million or 2,773%.
o Claim count increased 2,950%
· A Midwestern department of transportation was underreporting claims by 39%. CMR has increased claim reports 63% resulting in a $631,000 increase in dollars recovered.
· A regional insurance company recently outsourced to CMR. CMR is outperforming the company by 54%.
o CMR recovered$423,000 in the first 60 days of operations or 35% of the prior year’s recovery.
o CMR reduced the average time to recover to 48.3 days from in excess of 100 days.
Source: Claims Management Resources (CMR) is a specialty subrogation firm operating in fifty states. The company recovered in excess of $100 million in 2009 processing nearly 55,000 claims for its utility, governmental, municipality and insurance customers.