Feature Story – Page 3

What You Wish Your Constituents Knew About County Government, the County Budget, and the Property Tax

April 1, 2018 by Bailey LeRoux

Per reader request, we publish this article several times a year. We receive regular calls asking for permission to reprint and/or share this story with local community groups and constituents. We welcome you to use this article to help educate the public you work so diligently to serve.

By Julie Anderson

Editor

What is County Government?

In the State of Texas, county government is a unit of state government often referred to as “an arm of the state.” However, county government also acts as a unit of local government. Consequently, county governments in Texas perform two basic functions:

Carry out administrative and judicial responsibilities for the State of Texas.
Carry out local government responsibilities for county residents.

County governments can only take those actions specifically authorized by state law. Equally important, Texas counties must do those actions required by state law. Unlike cities, counties have no general ordinance-making authority.

As a unit of state government, mandatory county government responsibilities include:

Set budget and appropriate tax rate to fund local government.
Conduct elections.
Process and maintain voter registration.
Provide for public safety.
Maintain and operate the court and jail system including provision for indigent legal defense.
Provide medical care for indigent county citizens.
Facilitate the issuance and recording of public documents.
Process motor vehicle registration and title transfers.
Collect and remit state motor vehicle taxes.
Provide local support for state agencies such as Texas Department of State Health Services, Department of Public Safety, Texas Parks & Wildlife, and the Alcoholic Beverage Commission.

As part of their commitment to the local community, Texas county governments traditionally seek to provide more than mandatory services. County governments also provide funding for authorized discretionary or optional services, such as parks, community centers, libraries, senior centers, emergency medical and family services, and county fairs. Funds also may be used to support tax incremental reinvestment zones, certain non-profits, and other special programs that enhance the quality of individual lives and the community as a whole.

Who is in Charge of County Government?

County government is governed by the County Commissioners Court, comprised of one County Judge and four County Commissioners. A major responsibility of the Commissioners Court relates to setting the county budget. As explained in Chapter 111 of the Local Government Code, Subchapters A, B and C, the county budget officer may be the County Judge, the county auditor, or an appointee, depending on population. During budget development, the Judge and the Commissioners consider the funding necessary for county offices to carry out their mandatory duties. The Commissioners Court must fund these responsibilities first before deciding which discretionary services to provide.

Who Pays for County Government?

The taxpayer funds the majority of county government via the property tax, or ad valorem tax, which is the largest revenue source for Texas counties. About half of Texas’ 254 counties also receive funding from a local county sales tax, which when adopted allowed them to lower their property tax rate.

According to the Texas Constitution, the county cannot levy a tax rate in excess of $.80 per $100 of property value for the county’s general fund, permanent improvement fund, road and bridge fund, and jury fund. On top of the $.80, the county is authorized to levy a $.15 road and bridge tax and a $.30 farm-to-market road/flood control tax; however, these taxes are subject to voter approval. In addition, counties on the Gulf of Mexico can levy a special tax for construction of sea walls, breakwaters, or sanitary purposes, not to exceed $.50 per $100 valuation. Counties are also authorized by several statutes to levy certain special purpose taxes. However, these taxes when combined with the general fund tax may not total more than $.80 per $100 assessed valuation. Property tax rates across the state are as varied as the counties themselves, with some counties hovering in the 20- to 30-cent range and others approaching or even reaching the maximum 80 cents.

In addition to the property tax and county sales tax, counties rely on fines and fees; intergovernmental revenue such as federal and state grants, contractual money, and statutory money from the State of Texas; miscellaneous revenues or transfers; and interest. However, the property tax is the most significant funding source of county government.

Sometimes, the State of Texas provides counties the necessary funds to administer state-mandated services. However, this is not always the case. When the State of Texas requires a service of a county but does not provide the necessary funding, this is called an “unfunded mandate,” whereby the county is forced to produce the necessary funding on its own. This may present a challenge to counties when working on the county budget and may impact the final property tax rate.

The property tax rate is determined after county properties are appraised.

(For more on unfunded mandates, see the Unfunded Mandates Survey Report, published in the February 2018 issue of County Progress.)

Who Conducts Property Appraisals?

Property appraisals are conducted by appraisal districts, which are charged with identifying and listing the value of all property in the county for taxation. The appraisal district is not part of the city, county or school district. Rather the appraisal district is an independent government. While state law created “centralized” appraisal districts, many counties retained the word “county” in their title, sometimes creating the perception that appraisal districts are part of county government. Again, appraisal districts are not a part of county government.

After identifying, listing and appraising all taxable property within the county, the appraisal district certifies the tax roll. When the roll is certified, it means the property value has been agreed to or has not been challenged by the property owner. The Commissioners Court is not involved in any portion of the appraisal process.

How Does the County Set the Tax Rate?

The Commissioners Court approves the budget and sets the tax rate on the appraised properties to help fund the county budget and service any county debt.

Beginning in early August, taxing units take the first step toward adopting a tax rate by calculating and publishing the effective and rollback tax rates.

Effective tax rate. The effective tax rate is a calculated rate that would provide the taxing unit with about the same amount of revenue it received in the year before on properties taxed in both years. If property values rise, the effective tax rate will go down and vice versa. The effective tax rate is a starting place. Commissioners Courts review how much money they required the previous year and determine if they need more or less.
Rollback tax rate. The rollback rate is a calculated maximum rate allowed by law without voter approval. The rollback rate provides the taxing unit with about the same amount of tax revenue it spent the previous year for day-to-day operations, plus an extra 8 percent increase for those operations, in addition to sufficient funds to pay debts in the coming year. If a unit adopts a tax rate higher than the rollback rate, voters in the unit can circulate a petition calling for an election to limit the size of the tax increase.
Actual tax rate. Commissioners Courts set the tax rate based on how much money they will need to fund the county budget and service any county debt. In some cases, this may be the calculated effective tax rate or the rollback rate, but not necessarily so.
A concept called “truth in taxation” requires the taxing entity to post the proposed tax rate and conduct hearings if the proposed rate brings in any additional revenue to the entity.

This process is admittedly confusing and has created some common misperceptions:

Incorrect: The county conducts appraisals.

Correct: Central appraisal districts, which are not part of county government, conduct appraisals.

Incorrect: Taxpayers should contact the Commissioners Court if they have problems with their appraisal values.

Correct: Taxpayers should contact their central appraisal district.

Incorrect: If the appraised value of my property goes down, then my taxes will automatically go down.

Correct: If the county adopts the calculated effective tax rate, then the tax rate will be adjusted to bring in the same amount of money for the coming year that was on the tax roll in the last year. In this case, even though the appraised value went down, taxes would go up in order to bring in the same amount of revenue as the previous year.

Incorrect: An increase in appraisal values is an automatic windfall for counties and other taxing jurisdictions.

Correct: An increase in value is offset by an automatic lowering of the tax rate that the county must begin with, which is the effective tax rate.

Incorrect: Counties can raise taxes as high as they want.

Correct: The amount of taxes needed depends on how much the county needs to fund the county budget and service any county debt. If appraised values go down but budget needs go up, the tax rate will be adjusted to reflect this need. If a county adopts a tax rate higher than the rollback rate, voters can circulate a petition calling for an election to limit the size of the tax increase.

Inmate Health Care

March 19, 2018 by Bailey LeRoux

Sandra Bland Act Mandates Telemental Health Access

By Julie Anderson

Editor

The 85^th Texas Legislature’s mandate requiring telemental health access in county jails may seem daunting at first. However, correctional care experts say that while finding providers may be a challenge, the setup itself is not so difficult; after all, telehealth has been well used in prisons for decades.

Correctional Health Care and Telemedicine

The Correctional Managed Health Care Committee (CMHCC), authorized by Chapter 501, Subchapter E of the Texas Government Code, was originally established by the 73rd Texas Legislature in 1993 to address the rising costs and operational challenges involved in providing health care to prisoners confined in the Texas Department of Criminal Justice (TDCJ).

The CMHCC oversees a health care partnership between the TDCJ, Texas Tech University Health Sciences Center (TTUHSC) and the University of Texas Medical Branch at Galveston (UTMB).

The original mission of the committee was to develop a statewide managed health care plan that provides TDCJ offenders with timely access to quality health care while also controlling costs. Both TTUHSC and UTMB have utilized telemedicine to help fulfill this purpose.

TTUHSC Correctional Managed Health Care (CMHC) provides health services to offender patients in state prisons, jails and transfer facilities throughout the West Texas region, reported Will Rodriguez, senior managing director for TTUHSC CMHC. This region includes 21 units at 17 geographic locations, and all are telehealth enabled.

“We’ve found our telehealth program maximizes provider resources and mitigates some of the innate challenges of the correctional environment,” Rodriguez shared.

UTMB’s Correctional Managed Care (CMC) program provides complete medical care, psychiatric care, and dental services to approximately 118,000 offenders within the TDCJ at approximately 83 facilities throughout the state, said Dr. Owen Murray, executive director of clinical services and chief physician executive for the UTMB-CMC program. With the addition of several Texas juvenile facilities and four county jails, the total number served is about 122,000. The telemedicine component of each program is a supplement to what the correctional facilities already have on-site.

“Telemedicine service is very amenable to delivering a wide spectrum of health care services,” Murray offered. “The technology is expanding so rapidly with the frame speed increasing to basically ‘real’ time, so there is no gap in being able to see the patient and talk effectively,” he continued. “The improved technology has been accompanied by a decrease in equipment cost, making telemedicine effective in a gamut of clinical settings.”

Equally important to the success of telemedicine is the availability of electronic health records.

“I may be in Galveston seeing a patient from Beeville, and I have access to the patient’s medical records as if I am sitting right there with the patient,” Murray explained. “The ability to review the electronic chart has helped improve the efficiency and quality, whereas before users had to pick pieces out of charts and fax them back and forth.”

When it comes to correctional telemedicine, one of the primary benefits is the public safety component, Murray emphasized, as taking an offender off the prison premises increases the risk of incident.

“Often, when you hear of escapes the occurrence has involved health care,” he noted.

UTMB also provides correctional telemedicine for four counties: Burnet, Comal, El Paso and Victoria. In addition, UTMB has contracts with Victoria County and University Health Systems (Bexar County Jail) for psychiatric services.

New County Mandate

On June 15, 2017, Gov. Greg Abbott signed Senate Bill 1849, known as the Sandra Bland Act, into law. Among other requirements, the new law mandates that county jails:

give prisoners the ability to access a mental health professional at the jail through a telemental health service 24 hours a day; and
give prisoners the ability to access a health professional at the jail or through a telehealth service 24 hours a day, or if a health professional is unavailable at the jail or through a telehealth service, provide for a prisoner to be transported to access a health professional.

The deadline for the Texas Commission on Jail Standards (TCJS) to adopt rules and procedures regarding these new requirements is Sept. 1, 2018. The county must comply with these new requirements by Sept. 1, 2020.

The Sandra Bland Act also created an account titled the Prisoner Safety Fund. Counties that operate a jail that is 96 beds or less may apply for grants to assist in paying for capital improvement upgrades to county jails, specifically newly required cameras and sensors, another component of the legislation. Depending on the level of funding, leftover money could possibly go toward the telehealth equipment, but not ongoing costs. The grant program is currently in development. (To read about the Sandra Bland Act in full, see the December 2017 issue of County Progress.)

Murray does not view setup cost as the most challenging aspect of the telemental health mandate. After all, the mental exam is mostly conversational. In fact, Murray said, telemental health could be as simple as Skype, which is a form of telecommunications software that facilitates video chat. Of course, the connection must be secure and guarantee privacy.

“On the mental health side, there are a lot of inexpensive vehicles that can be used to meet the intent of the law,” Murray observed. However, the difficulty may be in finding providers.

“It will be a challenge to staff,” he surmised. There are approximately 45,000 psychiatrists in the United States, and that number is “staggeringly small.” With that said, the legislation references access to “mental health professionals.” Once that definition is clarified, as to who qualifies as a professional, and other rules are established, it will be easier to proceed with a delivery model, Murray said.

With regard to telemedicine and physical health, the initial costs could range from $3,000-$5,000 for equipment, depending on the sophistication level, Murray stated. Ongoing costs would depend on the spectrum of services and arrangement with the provider.

Counties interested in telehealth services are welcome to contact UTMB and request a mock run and view current contracts and business plans, said Steve Smock, associate vice president Comprehensive Health Care for UTMB CMC, srsmock@utmb.edu.

“We would be able to discuss various telemedicine delivery systems from very basic to rather elaborate,” Smock detailed. Or, the county could request a site visit at the jail facility.

“Currently, we don’t have a set-fee basis,” he explained. “The cost would depend upon the elaborateness of the telemedicine equipment they desired, the level of care they required, and the volume of care they required. We have discussed both a subscription account with a set number of authorized visits, or a fee-for-service basis.”

Burnet County hired UTMB to provide medical and dental services in November 2015, including telehealth. Four “presenters” – all UTMB employees – work at the jail and facilitate the telemedicine exams.

Victoria County contracted with UTMB one year ago for medical, dental and mental health services, including telemedicine and telemental health provisions.

The telehealth options are a supplement to what the county has on-site, Murray noted.

“This arrangement with UTMB was a step in the right direction,” shared Victoria County Judge Ben Zeller. “Aside from providing much-needed health care specialties, including psychiatry, UTMB now assumes the liability for medical actions performed in our county jail.”

The UTMB partnership gives Victoria County inmates access to 26 physician subspecialties through telemedicine.

“Appointments conducted through telemedicine eliminate costs associated with escorted, offsite transports and related security matters,” said Roy Boyd, chief deputy with the Victoria County Sheriff’s Office “This allows the detention division to keep the inmates within the security of the facility. It is also cost effective and provides access to diverse medical expertise.”

The telemental health arrangement includes four hours of scheduled mental health consults. Once the telemental rules have been set and the effective date of the Sandra Bland Act approaches, adjustments will be made to telemental health access, Smock shared.

“At any given time, between 60 percent and 70 percent of Victoria County inmates are on psychotropic medications,” Boyd reported. “It was key for us to get some sort of mental health component with our medical care.”

There was no initial cost to Victoria County for the setup during the transition, Boyd specified. The ongoing cost is a monthly fee as dictated in the UTMB contract to provide medical services.

When it comes to providing professional health care to inmates – whether it be physical or mental health care – Boyd operates from a purposeful premise.

First, whereas before the jail staff was assisting in the health process, the jail staff is now free to do more of what they are meant to do, which is keep watch over the inmates and ensure the jail is safe and secure.

Second in this “win-win” arrangement is taking proper care of the inmates, who are innocent until proven guilty, Boyd emphasized.

“Part of ensuring that we are doing the right thing for these prisoners is giving them the care they need,” Boyd maintained. “If they wish to be productive members of society when they are released, then we want to try and do the best for them while they are here. That’s how we see it.”

Counties wishing to learn more about Victoria County correctional care including telehealth services are welcome to contact Boyd at 361-574-8002.

Employee Clinic Promotes Healthy Workforce, Healthy Bottom Line

March 5, 2018 by Bailey LeRoux

What started as a one-room clinic in the basement of the Jefferson County Courthouse in 1999 has grown into a multiservice employee health clinic that has outgrown its location two times.

The Jefferson County Employee Health Department Clinic was the first county employee clinic in the State of Texas. The brainchild of former Jefferson County Judge Carl Griffith, the clinic turned out to be just the right answer for a multipronged question. How can a county:

maintain a healthy workforce;
reduce the cost of the county health plan; and
provide a quality, convenient, cost-effective health care alternative for employees and their eligible dependents.

Griffith worked with his friend and local doctor Mark Wilson drafting ideas and implementing plans until the doors first opened in 1999, shared Leslie Little, a registered nurse and certified nurse family practitioner who oversees the clinic. The clinic eventually moved from the courthouse basement to the third floor. In January 2011, the clinic moved to its permanent home in the neighboring Annex 1 building.

As the clinic evolved, news of its success began to spread, recalled Little, who has a master of science in nursing. In fact, the Texas Comptroller of Public Accounts caught wind of the Jefferson County clinic, conducted a study and savings analysis, and presented findings on the positives of a county health clinic at seminars around the state. In addition, representatives from several other counties and cities visited the Jefferson County clinic and later implemented their own programs.

In 18 years, there has been a steady increase in the number of yearly visits, Little reported. The employee clinic treated approximately 1,400 patients during the first few years of existence. In 2017, the clinic provided medical services to 4,252 county employees and/or their dependents.

“The employee clinic has been a success for Jefferson County,” Little declared.

The clinic is available to all full-time employees and their eligible dependents covered under the county benefits plan, Little explained. Retirees may also utilize the clinic until age 65. The office visits are free of charge to the employees and their covered dependents over 2 years of age, and patients are seen by scheduled appointments.

The clinic is county funded and is staffed by a certified family nurse practitioner (Little), a licensed vocational nurse, and a medical assistant. A local physician maintains a collaborative practice agreement with the nurse practitioner as required by the Texas Board of Nursing.

“The clinic is set up to operate just like other health care facilities with two exam rooms, a lab station, a medical supply and pharmaceutical area, a waiting room and restroom,” Little described.

The clinic promotes health and wellness throughout the year. Yearly physical exams and wellness labs are performed to catch emerging health issues. Preventive education is provided to reduce cholesterol, blood pressure and weight. Diet and exercise are encouraged to fit the capabilities of each patient. Goals are set, and the patient is monitored frequently to increase the chance of a successful outcome.

The nurse practitioner directs or refers patients requiring more intensive medical treatment to their primary care physician or specialist as indicated.

“The employees who are typically in good health never meet their deductible,” Little noted, “so when they get the flu or have minor care concerns, they can come to the clinic and be treated without costing them any money other than their written prescriptions.”

With the initial goals still in mind – a healthy workforce, affordable health plan and cost-effectiveness – the county has continued to revamp services as needed. For instance, a lack of a local dermatologist in the area prompted a need for expanded dermatologic care in the clinic rather than have patients wait for referrals.

“The clinic purchased a high frequency desiccator four years ago to remove benign or precancerous skin lesions, which provides a huge savings to the county health care plan,” Little reported. “This service proved to be a convenient and cost-effective solution. Having the equipment available on-site decreases the amount of time the employee is away from work, decreases plan costs for specialist visits, and allows education to be provided to prevent further skin damage.”

While a cost-savings dollar amount is difficult to quantify, the clinic has undoubtedly saved the county money with regard to overtime pay.

“The Jefferson County Employee Health Department Clinic has been instrumental in lowering overtime pay due to medical issues,” Little stated. “If employees call the clinic for an appointment, they are almost always seen the same day. This cuts down on lost time due to them waiting a day or more to be seen by their primary care provider.

“The quicker they are treated, the quicker they can return to work and minimize other workers staying over with overtime pay,” Little declared. “This has been hard to measure in monetary savings for the county, but overtime pay has decreased noticeably since the clinic opened.”

Jefferson County Commissioner Everette “Bo” Alfred has heard positive responses from many of the employees who have used clinic services, saying they have been seen promptly and received follow-up contact, all from friendly staff.

“The employee clinic has been a godsend for the employees because it enables them to get to see a nurse practitioner on short notice,” Alfred shared. “It also reduces their visits to the emergency room for themselves, their spouses and children.”

A Glimpse in the Life of Brooks County Judge Imelda Barrera

February 19, 2018 by Bailey LeRoux

Every so often, County Progress asks our distinguished Judges and Commissioners to allow us a glimpse into their public lives, giving us a fresh appreciation for the myriad of roles and responsibilities they shoulder every day. Our thanks to Brooks County Judge Imelda Barrera for taking the time to visit with us.

History:

I ran for County Judge in 2014. After the primary election I was in a runoff election, and in November 2014, I had a write-in candidate. After three grueling elections in one year, I felt prepared to grab hold of the County Judge’s office and lead the county in the right direction. I am the first female County Judge in over 100 years. I am proud to lead Brooks County, and I am a full-time County Judge.

I have more than 25 years of tri-level government experience: federal, state and county.

I am a graduate of the Falfurrias High School Class of 1981 and a proud Javelina Graduate from Texas A&I University-Kingsville.

I was born and raised in Falfurrias in a small, humble and unassuming community about 5 miles east of Falfurrias known as La Parrita. I am the middle child born to the late Gilberto “Beve” Barrera and Maria Castillo Barrera. My father retired from the Brooks County Road and Bridge Department. My mother has always been a housewife and is 84 years old, still stern and strict with all three of us. I am married to Homer Garcia, and together we have five children –

two boys and three girls – and three gorgeous grandchildren. I am honored to say my daughters have bachelor’s and master’s degrees from Texas A&M University-Kingsville. My son graduated from Texas A&M University-Corpus Christi with a bachelor’s degree in business; he is currently serving in the U.S. Navy on the U.S. Theodore Roosevelt and is stationed in San Diego.

Is it What You Expected/ Typical Day:

Yes, it’s everything I expected and more! With my previous experience, I was familiar with the organizational structure of the court system, natural disasters, budgets, and running an office. The duties of the County Judge are countless and entail judicial functions, state and federal grants, economic development, Commissioners Court, and providing services to our veterans.

Every day is a new day as County Judge, and there is not one day which I can say is like another. I enjoy meeting the needs of the constituents and love helping people. The needs of the constituents come first because they are valuable and important. As their leader, it is my obligation and responsibility to meet their needs. I am always available to talk and listen to their concerns in order to help them. I appreciate their confidence in me to help resolve their problems. With limited resources it is very difficult; however, for the last three years, I have been keeping my commitment to the constituents, that being bringing Brooks County to its full capacity with a county government that works together for the betterment of the people.

Imelda Barrera is sworn in as Brooks County Judge by her uncle, Gustavo Barrera, a retired U.S. Air Force veteran.

Biggest Challenge:

The biggest challenge is working with old politics when it comes to the county budget. While I have been busy trying to change this way of thinking to move Brooks County forward, many challenges still remain. Optimism and positivity are my visions for Brooks County. Unfunded mandates passed by Austin are usually difficult to deal with due to limited revenue, but I have managed. I worked in conjunction with the Texas Workforce Commission to put constituents back to work, including those who have been laid off from the reduction in the oilfield.

Brooks County will have a state-of-the-art U.S. Border Patrol Station completed by the latter part of 2018, which in turn has created many constructions jobs. The Alexis Solar Panel Company in southern Brooks County has also created some much-needed income for the county. Although we have had some loss of revenue, the unknown treasure of the busiest corridor in Texas is still being maintained with strict spending obedience, which I expect from all elected officials. Despite challenges, I continue to move Brooks County forward by seeking grants and other resources.

Truancy Officer Betty Rios, Juvenile Probation Officer Mary Alice Longoria, Chief Juvenile Probation Officer Chris Arevalo and Judge Imelda Barrera.

Favorite Part of Being a County Judge:

I am honored to be the County Judge because I know how each constituent feels when someone in public office does not tend to his or her needs. I understand what it is like when someone simply states, “We will get back with you,” and you sit and wait for the phone call the politician promised you, and to no avail the problem remains and never gets resolved. When I ran for County Judge, I said that everyone in Brooks County would have a voice. It hasn’t been easy, but one day it will change. I am fully dedicated to serving the people, and I enjoy what I do. I am relentless in my efforts to bring Brooks County to see better days throughout county government. I have met many people and have built relationships throughout the state. I will always be grateful to the people of Brooks County for giving me the opportunity and gaining their confidence, not only in taking Brooks County out of serious financial debt, but striving to build a better Brooks County.

Christina Coronado and James Shinn with the Office of Federal Contract Compliance Programs, Judge Imelda Barrera, Jason Denena with the Department of Labor (DOL), and Travis Clark with the DOL and the Occupational Safety and Health
Administration.

What Keeps You Motivated?

The people of Brooks County and their needs keep me motivated. I am proud to say I have worked untiringly to run this county government with financial transparency, fairness, accountability and integrity to provide Brooks County stability and demonstrate that words like honesty, trustworthy and honorable still exist. I serve as a drug court judge for first-time offenders, and I take my rulings seriously on juvenile and misdemeanor cases. I support and advocate for domestic violence awareness, child abuse prevention, anti-drug and anti-truancy, and I promote and sponsor “stay in school” activities. As the top elected official, I ensure that our children will grow up and understand how necessary an education is. I have sponsored many children in school activities and have given scholarships to Falfurrias High School students to be able to further their education. I love my community, and it deserves to be treated with dignity and admiration.

As the director of emergency management for Brooks County, I have managed to reshape the goal of the EMC. I am proud to say I have established one of the most experienced emergency management teams for Brooks County with individuals who voluntarily serve and are prepared to meet the needs of Brooks County in case of an emergency.

I recovered a grant which was on liquidation status due to lack of management. That grant was for installation of a repeater tower in southern Brooks County. During emergencies, radio communications are difficult due to no service in that area. Therefore, it opens an opportunity for major disasters, including endangering the lives of first responders. I was able to recoup the grant for over $19,000 and help improve our communication in southern Brooks County.

Sheriff Benny Martinez, Judge Imelda Barrera, Emergency Management Coordinator Lamar Villarreal and Fire Chief Ruben Ramirez.

I also managed a $68,000 Hazardous Mitigation Grant. The grant had a county match of $16,000. I was able to work with the Hazardous Mitigation Team to successfully almost match the $16,000 with in-kind man hours, I believe just shy of $1,300. I effectively completed all grants which were left unmanaged including drainage grants and lift station repairs. I have applied for the 2018-2019 Colonia Drainage Project for infrastructure and have received word that it has been approved.

Our unemployment has dropped since last year with a slight increase of people employed of .02 percent. I serve on the South Texas Energy Alliance with other County Judges to advocate for the Raven Petroleum Energy Refinery, placing students from Brooks County at Del Mar College to complete a requirement for process technology for the future refinery.

I have hosted numerous job fairs, resource fairs with the U.S. Department of Agriculture, and small business forums in order to provide resources for constituents.

Family from left: Son Roque “Bubba” Ramirez Jr., son Homer Garcia Jr., husband Homer Garcia, grandson Cameron Seth Morones, Imelda Barrera, granddaughter K’Lee Rae Bazan, daughter Yulissa Garcia, daughter Angela Ramirez, daughter Erica Marie Ramirez, and son-in-law Anthony Bazan.

Giving back to my community and our veterans who risked their lives so we can live freely has been a personification trait I would like to be remembered for. I had the honor of hosting a ceremony as one of the nation’s highest civilian honors was bestowed upon Korean War veteran Antonio “Tony” Muniz of Brooks County at our historical Brooks County Courthouse. I support our veterans, and as an American I am privileged to be the County Judge and take part in the recognition of our veterans.

My goals remain the same: to work diligently and provide better representation for Brooks County. In doing so, I will continue to work for the betterment of Brooks County so our county may thrive and flourish, like I know it can and should, which will result in a better quality of life for today and the future.

Milam County: Standing Room Only

February 5, 2018 by Bailey LeRoux

Standing Room Only

In October 2017, Milam County Judge Dave Barkemeyer shared exciting news with a packed crowd gathered in a county courtroom. Some 80 people filled available seats while others leaned against the walls and lined up behind the Judge in the hallway so they could hear him.

“The interest in the community was overwhelming, and the response from the media was great that day as well as the following days,” the Judge recalled. “We even got mentioned in the Wall Street Journal, we had a Japanese station come over and interview us, we had a really good article in the Houston Chronicle, etc.”

The big news: Milam County submitted a proposal inviting Amazon to locate a second headquarters on all or part of more than 33,000 acres on sale by Alcoa, known as Sandow Ranch.

Barkemeyer went on to share the assets Milam County has to offer Amazon including an ideal location within 60 miles of 2 million-plus people and two research universities.

Yes, the effort may be a long shot, the Judge acknowledged, with about 200 more entities pitching proposals.

“But you don’t know until you try,” Barkemeyer told the crowd.

As of press time, the county had not yet heard back from Amazon, “but we’re still hopeful,” the Judge stated.

How did the meeting draw such a crowd? Of course, the lure of a popular company was a factor. But as important, Barkemeyer has developed a relationship with local media outlets that promote and cover such events. In addition, the Judge has made communication a cornerstone of his leadership approach, reaching out in multiple ways to make sure his taxpayers know the “who, what, when, where, why” of Milam County government.

Barkemeyer took office on Jan. 1, 2011, and he is retiring at the conclusion of this term. County Progress asked the Judge to share his approach to keeping his constituency informed:

CP: What are the tools you use to communicate with your constituency?

Judge Barkemeyer: Most successful have been the weekly articles in the three local papers, Cameron, Rockdale and Thorndale, followed by the weekly radio programs, Cameron and Rockdale stations. Our website is probably next, followed by weekly Commissioners Court meetings in which I make monthly financial updates. Departments also make reports during the Commissioners Court meetings, not that many citizens attend, but the newspaper and radio station reporters are always there and report the contents to the public, and minutes and PowerPoint information is on the website.

I make budget proposal presentations in six or seven places out in the community each year during budget planning time in late August and/or early September in Cameron, Rockdale, Milano, Buckholts, Thorndale and Gause. I make my presentations in the evenings so that the public can come and see how we’re spending the money and what we’re planning for the following year; they can comment and ask questions. I also make a video of this budget presentation and post it on the website for the year. I make presentations at Lions and Rotary Club meetings; I am a member of these clubs and chambers of commerce and attend their meetings and other gatherings around the county on a regular basis throughout the year to be available to people one-on-one to discuss issues and answer questions.

CP: What prompted you to begin writing columns for the local newspaper, and how long have you been doing so?

Judge Barkemeyer: I was writing articles for the Cameron paper when I was mayor and just continued the practice when I became Judge, and the other papers picked up the column and the radio station asked me to do a weekly program. I have been doing it for all seven years on a weekly basis. But I’ve become lax lately and have been skipping some. My excuse is to give the candidates a chance to tell them what they’re going to do when they replace me.

CP: What parameters do you use to decide what content is posted on the Milam County website?

Judge Barkemeyer: I try to keep it to business only, budgets, financial reports, departmental policies, new programs, burn bans, ordinances, forms, and need-to-know info. No politics.

I certainly will encourage my successor to continue the effort to have open, transparent communication with the community and to make efforts to try to promote the understanding of county government.