Texas Decides 2018 Voters Guide
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Voters Guide

Collin County Commissioner, Precinct 4

4-year term. Must be 18 years or older, a U.S. citizen, a resident of Texas, and a resident of the district represented. Responsible for representing the citizens of the district in which he/she is elected in the Collin County Commissioners Court, which conducts the general business of the county and oversees financial matters.

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  • Candidate picture

    Byron Abraham Bradford
    (Dem)

  • Candidate picture

    Duncan Webb
    (Rep)

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Biographical Information

Budget: What areas of the budget would you like to see increased or decreased during the next term?

Growth: What challenges will the growth of the county present, and how would you address them?

Poverty/Homelessness: What, if anything, should be done to meet low income residents’ basic needs, such as mental health care and housing, and reduce homelessness in the county?

Transportation: What are the main transportation issues in the county, and how should they be addressed?

Emergency Preparedness: What does the county need to do to be prepared for and provide emergency services and funding after natural disasters?

Other Issues: What other issues do you believe will be most pressing in the county, and what is your position on these issues?

Education Masters Business Administration (MBA)
Experience 28 years of Military Service Senior Non Commissioned Officer
Twitter @CountyCollin
Campaign Phone (469) 407-2180
The area I would like to see an increase in is veteran services. Particularly, creating ways for disable veterans and their family members to navigate transportation concerns to and from appointments. Missed appointments due to lack mobility can be catastrophic to veterans and their families. This can lead to missed benefit payments, loss jobs and emotional stress. We can also meet this need by aggressively seeking grants from the federal government. My intent is to pursue the latter.
Collin County is showing stress of a booming economy, lack of innovation and antiquated thinking. We are 10-15 years behind on Infrastructure improvements. The congested roads are the first signs of failed leadership. However, it's one of the first issues want to address with the other Commissioners. I am advocate for the light rail system. It creates employment opportunities, increase real estate values and facilitates and decrease the carbon footprint. Next, with the population Collin County increasing we must address how to avoid rolling blackouts. Solution, solar panels. Harnessing the energy from sun can greatly decrease the probability of rolling blackouts in the future.
Affordable housing is a great concern. Collin County residents are currently spending 35 percent of their wages on mortgage or rent and 16 percent on transportation according the Census Bureau 2016 report. Which accounts for 50 percent of their disposable income. We must make effort to bring that down to 25 to 29 percent and still maintain population integrity.

Mental health is something that affects us all in one way or another. We must remove the stigma from those who seek mental health help. PSA's are a great way to start. Increasing awareness is the first step to recognizing seeking help is ok. As a veteran, with two combat tours, this is personal for me.
Congestion is the number concern I hear from the citizens of Collin County. As County Commissioner, I will provide several options to the citizens. Also, I will perform a break even analysis to ensure we 're not passing debt to the citizens of Collin County.

My entrepreneurial, leadership and innovative spirit will lead Collin County into the 21st century.
We must make sure Hospitals, Fire and Sheriff Department have the funding, training, equipment and personnel they need to perform in a emergency situation.
Untested rape kits! I will find funds to test these rape kits or forfeit my pay to ensure these men and women get justice! This will fall under my public safety priority.
Education BBA, 1977, Southern Methodist University JD, 1980, Southern Methodist University
Experience Completing 2nd term as Commissioner; administrating $300 million plus Collin County budget each year; previously administered $500 million plus Plano ISD budget from 1998 to 2010;
Campaign Phone (972) 881-8808
I do not have any specific areas of the budget I would like to expand. However, I expect a large number of our elected officials and department heads will have additional budget needs which will need to be analyzed and considered by the Court, given our continuing growth and aging infrastructure. The Court's primary role is to review, analyze and adopt budgets for the other elected officials and department heads in the County, and assess the necessary tax to fund same. Given the continued growth, I am anticipating that each of our elected officials, including the District Attorney's office, the Sheriff's office, the District Clerk and the County Clerks will push for additional personnel and equipment. The key question is whether the data supports these requests. Our indigent defense and ad litem costs continued to grow at un-sustainable levels, and solutions will need to be crafted to address this issue, including possibly contract services or a public defender office.
Planning and building consensus for long term transportation infrastructure within the County is currently our biggest challenge. Once the plan is in place, then funding and construction of such transportation infrastructure will be the next challenge. I have been pushing the County, the Texas Depart. of Transportation and the Regional Transportation Council to implement such planning and to allocate funding for such construction. I have also pushed for a major County bond issue in 2018. The State continues to decrease funding for mental health services. Although it is state issue, the impact of reduced State funding is that our jail and hospitals have become the primary mental health providers for these residents. This structure is ineffective for our residents with mental health issues, and is expensive. The State must increase funding for mental health. We have established our own mental health authority to address our responsibilities, and engaged LifePath Systems implement.
The County must continue to expand and strengthen the public/private partnerships developed to the meet the needs of these residents. This resident population continues to grow. The distribution of indigent health care services through private clinics seems to be better and more cost effective solution. However, the County must find ways to provide higher level of medical care for these residents at reduced cost to its taxpayers. Since I have been in office, we have developed a Project Access program modeled after one in Dallas County, which provides additional health care services and resources to these residents, including primary care and specialist care physicians. The program continues to grow.

We have established our own mental health authority to address our responsibilities, and engaged LifePath Systems to provide these services. We have also entered into several private partnerships addressing some of the housing needs within the County using dedicated funding sources.
As I stated above, planning and building consensus for long term transportation infrastructure within the County is currently our biggest challenge. Once the plan is in place, then funding and construction of such transportation infrastructure will be the next challenge. I have been pushing the County, the Texas DoT and the Regional Transportation Council to implement such planning and to allocate funding for such construction.

I was instrumental in obtaining a $600 million of state funding over the next 10 years for construction of such infrastructure and $120 million for design and clearance of such infrastructure. I also have been leading the effort for the County to call a $500 to $600 million dollar bond issue for transportation infrastructure with no tax increase anticipated. I have also built consensus and I moving forward with a strategic public transportation study. Roadway improvements alone are not enough; public transportation must part of solution.
The County, its cities, law enforcement and emergency management officials must continue to plan, communicate and train to handle emergencies, including natural disasters. The County's emergency manager coordinates such communication, planning, and training, and coordinates the large volunteer network the County has in place if such an emergency were to occur. The County has a comprehensive emergency response plan which it continues to modify and upgrade based upon best practices and experiences of other communities and agencies. Training is key component of the County's being prepared.

The County is replacing and upgrading its 911 dispatch to handle our continued growth and emergency situations. Several years ago, I pushed for placing $50 million is reserve for such an emergency. However, that reserve was removed from the budget and re-prioritized to transportation infrastructure because the County maintains at least a 180 day reserve fund to cover such a situation
As stated above, I believe that finding better cost effective solutions to limit escalating costs of providing indigent defense and ad litem services to our indigent residents is the next pressing issue for the County, after planning and funding for transportation infrastructure, and normal budget requests. These expenditures exceed $6.5M in annual costs. We may need to explore some kind of contract service or public defender program to limit these rising costs and better service this population.

Expansion of our jail and medical examiner's office will also need to be addressed in the near future. We should continue to invest in the use of electronic records and systems to better serve our residents and limit expansion of County payroll. Payroll costs represent 70% of our budget each year. We must continue to find more efficient, cost effective systems, to address our needs, serve our residents and keep our costs down.