Name: Annabell “Anna” Perez

Age: 40

Occupation: Attorney

Website: www.AnnaPerez2008.com

Residence: East Side

Relevant Experience (for print, will be edited 100 words max):

 Among other things, I have the following relevant experience:

Attorney for 13 years in El Paso

Office of the El Paso County Attorney: Division Chief - September 2000 – Present

• Chief litigator for the county protecting the tax payer dollar and ensuring the County give appropriate consideration to its legal liabilities; worked closely with the County Auditor on budget matters relevant to pending litigation.
• Legal advisor to the County Commissioners Court, County elected officials, department heads, and El Paso County Hospital Unit (employment matters).
• Chief of Family Violence Unit. Among other duties, I applied for renewal of two federal grant programs, the Violence Against Women Act (VAWA) grant and the Victims of Violence Act (VOWA) grant. This duty included ensuring strict compliance with grant terms and the grant budget.
• Chief of Mental Health Unit. In this capacity, I co-wrote the inter-local agreement that created what is now the local mental health authority, El Paso MHMR. Further, I supervised a jail diversion process where individuals with mental illness who committed criminal offenses as a result of their mental condition are diverted from jailing at the County detention facilities.
• Chief of Elder Protection Unit. In this capacity, I participated in the legislative efforts to reform the Texas Adult Protective Services, which directly impacted services to El Paso County elderly and disabled.

El Paso Airport Advisory Board 2005-Present

Revised Board Bylaws and Meeting Protocol, to include anti-lobbying provisions mandated by City Ordinance and a mandate for compliance with City Code of Ethics by board members.

City of El Paso Committee on Border Relations 2006-2007

Participated in organizing the first tri-state, bi-national meeting of governance, which included the City of El Paso, Ciudad Juarez, and City of Sunland Park. Also developed priorities for the City of El Paso’s border relations agenda.

Public Utilities Regulation Board, City of El Paso 2002- 2004

Reviewed and made recommendations regarding rate changes for public utility companies in El Paso.

***

Issues (for print, will be edited to 200 words or less)

1. What do you believe is the most important issue facing the county?

Currently, the weakened public trust in County government is the most important issue facing the county. Without healing this problem, the County cannot move forward with other goals and responsibilities. Also, issues such as access to health care continue to be a problem, primarily in the area of indigent health care. From an economic development perspective, a workforce that does not have adequate health care for El Paso families creates a disadvantage to this community. Further, the impact of BRAC will be felt soon. The County needs to accelerate preparation for BRAC with its services and infrastructure (e.g. law enforcement, criminal justice system, etc.).

2. Do you support funding for the Sportspark/Field of Dreams?

I support privatization of the Sportspark. The Field of Dreams concept has undergone an analysis by the County auditors that has projected that the County will gain revenue and recoup its initial $10,000,000 investment. However, it is my opinion that the investment to the project is too much to consider without an independent business analysis on the viability of the proposals and strength of the corporation that makes up Field of Dreams. Further, there should be more investment by the private sector to this park, as occurs in other communities. (E.g. Verizon Amphitheater in San Antonio, Texas). There has not been sufficient public discussion about all available options and planning.

3. What is the next step for the Thomason Children's Hospital?

The next step is to build according to budget and plan. The plan must be strictly adhered to. At the same time, recruitment of treatment providers, the development of a relationship to the medical school, and preparation of the surrounding area that will experience that economic change is necessary.

4. What would you do with Ascarate Park? Should the county be in the parks business at all?

Azcarate Park is a beautiful feature of County government and serious discussions should be had to plan its future. These discussions must include community participation. Privatization of the park should be considered but it must be a smart decision for the tax payer and it is essential that it keep the community usefulness of the park, such as with the golf course. The condition of the property as left by Western Playland must be renovated and repaired as soon as possible. There have been very little public discussions regarding that portion of the park, independent from the litigation efforts that are being pursued to ensure the clean-up cost is placed on the appropriate party and not the taxpayer.

5. How does the FBI public corruption investigation impact the county?

The corruption investigation has definitely disrupted County government. It is unfortunate that a discussion about the future of County government cannot go without considering the FBI investigation. The public trust has been severely damaged and it will take years before it is restored. It is a topic of discussion among people who would like to do business with the County or within this community, but hesitate because of these recent events. It is an embarrassment. However, it must be pointed out that there are hundreds of men and women employed with the County that work hard every day, ethically and efficiently, as your public servants.

6. Should the county be part of the Downtown Plan in terms of participation in the TIRZ? Why or why not?

The County participates in the Tax Increment Reinvestment Zone (TIRZ) to the extent that it has representation on the TIRZ advisory board. However, each taxing entity, by and through its representative, should have a vote on the direction and impact of the TIRZ to the Downtown area. The tax dollars to be utilized in the TIRZ are of all the regional taxing entities. These decisions should not be left just to city council.

 7. Do you think Thomason Hospital board members ought to be elected? Why or why not?

Before recent efforts by some members of the El Paso County Commissioners Court to utilize these appointments as political favors and cronyism, the Hospital Board was a strong and focused board that held the District’s administration accountable to the fiscal strength of the hospital and to the mission of providing quality health care in this community, in particular to indigent community members. Amazingly, despite the actions of certain County Commissioners, the District continues to strengthen and serve its purpose. Because of the importance of these board members, they should continue to be appointed because it is the only way that we can ensure qualified individuals are placed in those positions – at this time, popular vote is too risky for such an important part of this community. However, voters should know that the people making these appointments are their commissioners and therefore should be informed on who gets elected to those positions.

 8. Would you support complete consolidation? Short of that, how can commissioners work more closely with the city, and what specific steps would you commit to?

 Complete consolidation is nearly impossible because of statutory and constitutional mandates to counties in the State of Texas. Counties are constitutionally created and have specific mandated functions. However, for the purpose of efficiencies, consolidation is essential and possible in numerous aspects that do not interfere with mandated county functions. An example where consolidation has worked well has been with the tax assessor-collector functions. An example where consolidation and cooperative agreements have failed has been the City-County Health District. The most obvious examples where consolidation should be considered are the law enforcement academy and the Information Technology functions of county and city government. I would commit to moving this aspect forward, communicating with city officials and being open minded to the various areas where consolidation is feasible.

9. Should the county go to a manager system?

The County should have a chief executive manager, however should not go to the manager system where that person makes all final decisions independent of Commissioners Court. County government is comprised of both appointed department heads and elected officials, such as your Tax Assessor, District Attorney and County clerk. By law, the elected officials must be accountable to the decisions made in their departments. It is also the best way to ensure that the community can participate in these decisions. An executive manager directed by Commissioners Court however will add necessary efficiencies where all of these departments, both appointed and elected, are coordinated and on the same page with regard to budgetary matters, functions and policy.

10. What role does the county have in regulating development, what more can be done, and how, specifically, would you ensure neighborhoods in the county meet the same standards as neighborhoods in the city?

County government is often handicapped because it does not have authority to create and enforce ordinances. As a result, County government has to function within the authorities provided to it under state law. However, more and more counties in Texas are becoming more involved with economic development and quality of life initiatives. El Paso County is very behind with some of these aspects, particularly in County Precinct No. 3 where there are communities that do not have paved streets, running water or electricity. This is unacceptable. Specifically, I would work to revamp the community development component of the current County administration to add qualified individuals that can plan to meet development objectives for the County. I would work with the other commissioners, specifically the commissioner for Precinct 3, to bring in other revenue sources such as grants and federal programs that will improve the underdeveloped regions of the County.