2026 Texas General Election

I’m Dr. David Sherwood Hill, age 66, a High Quality Leader and business builder who lives in San Antonio, Texas (Bexar County). I live now and grew up in Precinct 2. I went to Holmes High School. I began my undergraduate education at the US Air Force Academy, then earned a BS in civil engineering from Texas A&M University.

David Sherwood Hill | 2026 candidate for Bexar County Commissioner Pct. 2 - San Antonio Report

I went to Holmes High School. I began my undergraduate education at the US Air Force Academy, then earned a BS in civil engineering from Texas A&M University. I was a 4- year Lettermen in Division 1 NCAA Football, and started all 4 years for varsity, on a full- ride scholarship.

I later completed Harvard Business School’s AMP and earned both a master’s degree and a doctorate in organizational leadership science at Our Lady of the Lake University, where I developed the High Quality Leadership® framework.

David and his wife, Kristie, have built their life around faith, family, work, and service. Those are not campaign words to him. That is how he lives.

David Sherwood Hill for Bexar County Commissioner, Precinct 2

David Sherwood Hill grew up in Precinct 2 in Bexar County. He began his undergraduate education at the U.S. Air Force Academy, earned a bachelor's degree in civil engineering from Texas A&M University, and later earned a master's degree and a doctorate in organizational leadership science from Our Lady of the Lake University. He is married to Kristie.

David Sherwood Hill | 2026 candidate for Bexar County ...

He has worked in major business environments, including Procter & Gamble and NIBCO, and later built businesses of his own. In business, money has to be watched, results have to be measured, and waste has to be challenged.

Professionally, I’ve spent decades leading teams, building organizations, and advising executives on leadership, operations, and performance. I’m an entrepreneur and founder of multiple ventures focused on helping people and organizations execute with clarity, character, and measurable results.

David Sherwood Hill is an entrepreneur and founder of multiple ventures. He previously worked at Procter & Gamble and NIBCO.

David Sherwood Hill - Ballotpedia

David is a first-time candidate for political office.

County leaders have struggled for several years now to come together on their shared spending priorities, including removing projects that are unlikely to be completed from the county’s capital plan. With federal pandemic funding that’s buoyed past budgets drying up, how do you think the five-member court should prepare for the in 2028? The court should prepare now by treating 2028 like a known deadline and building a disciplined, multi-year plan that doesn’t rely on one-time money to fund ongoing costs.

Second, we should “right-size” the capital plan—remove or pause projects that are unlikely to be completed, re-scope others, and rank what remains by safety, legal mandates, infrastructure needs, and measurable return on investment. Third, the court should adopt guardrails: conservative revenue assumptions, a healthy reserve policy, and “no new ongoing spending without a funding source.” Fourth, we should modernize operations to reduce waste—better procurement, technology that improves productivity, and accountability for departments to hit targets.

I am running for Bexar County Commissioner, Precinct 2, because county government needs someone who remembers who pays the bills! My mission is simple: cut taxes, control spending, challenge waste, and make county government answer to the taxpayers again.

Scrutinize the annual operating budget. The biggest cost is often the spending that repeats year after year. Salaries, contracts, departments, programs, and recurring expenses should not get automatic approval just because they were funded last year.

Proposes a multiyear post-2028 budget plan with conservative revenue assumptions, reserves, sustainable funding, and reduced operational waste.

Plans to cut taxes, control spending, and challenge waste in county government.

Opposes automatically renewing prior-year funding for salaries, contracts, departments, programs, and recurring expenses.

- Proposes a multiyear post-2028 budget plan with conservative revenue assumptions, reserves, sustainable funding, and reduced operational waste.
- Plans to cut taxes, control spending, and challenge waste in county government.
- Opposes automatically renewing prior-year funding for salaries, contracts, departments, programs, and recurring expenses.

Economy

Success means those projects become safe, vibrant, financially responsible districts that (1) grow the tax base, (2) create good jobs, (3) strengthen small businesses, and (4) leave surrounding neighborhoods better—not burdened. I’d define “success” with clear, public scorecards: private dollars leveraged, total cost vs. budget, on-time delivery, infrastructure readiness (roads, drainage, utilities), public safety outcomes, and measurable local economic lift.

Calls for public scorecards to evaluate major development projects by cost, delivery, infrastructure readiness, public safety, and local economic outcomes.

- Calls for public scorecards to evaluate major development projects by cost, delivery, infrastructure readiness, public safety, and local economic outcomes.

Public Services

Success means those projects become safe, vibrant, financially responsible districts that grow the tax base, create good jobs, strengthen small businesses, and leave surrounding neighborhoods better—not burdened. Outcomes we must avoid: cost overruns, vague or shifting scopes, “sweetheart” deals that privatize upside while taxpayers eat the risk, long-term operating subsidies that never end, and displacement of residents or legacy small businesses without real mitigation.

Work with Austin on a Bexar County property-tax relief pilot. Bexar County should not sit on the sidelines while Texas debates major property-tax relief. I will work with state leaders to make Bexar County a serious pilot candidate for reducing the property-tax burden — with a goal of exploring major relief, potentially in the range of roughly 30%, if it can be done legally, responsibly, and without weakening essential services.

Opposes development agreements that shift financial risk to taxpayers or displace residents and long-established small businesses without meaningful mitigation.

Plans to work with state leaders on a Bexar County property-tax relief pilot, potentially targeting roughly 30% relief while preserving essential services.

- Opposes development agreements that shift financial risk to taxpayers or displace residents and long-established small businesses without meaningful mitigation.
- Plans to work with state leaders on a Bexar County property-tax relief pilot, potentially targeting roughly 30% relief while preserving essential services.

Housing & Urban Development

My top priorities are simple: public safety, efficient government, and results that improve daily life for families and small businesses in Bexar County – bringing Bexar County into the 21st Century. First, I will support strong law enforcement and common-sense public safety policies so residents can live, work, and shop without fear.

Supports strong law enforcement and public-safety policies intended to help residents feel safe living, working, and shopping in the county.

- Supports strong law enforcement and public-safety policies intended to help residents feel safe living, working, and shopping in the county.

Public Safety

On balancing urban-core investments with rural needs: downtown can be a strong engine, but the county must protect the basics everywhere—roads, drainage, public safety, and core services. The best approach is transparent prioritization: a clear capital plan that funds rural infrastructure needs on a predictable schedule while ensuring major urban projects meet strict ROI, accountability, and neighborhood-impact standards.

Second, I will fight for responsible stewardship of taxpayer dollars—clear budgets, measurable outcomes, and transparency so citizens know what they’re paying for and what they’re getting. Third, I will push practical infrastructure and service improvements that move the county into the 21st century: better roads, smarter processes, faster response, and modern technology that reduces waste and improves service delivery.

Calls for a transparent capital plan that funds rural infrastructure predictably and subjects major urban projects to return, accountability, and neighborhood-impact standards.

Calls for a transparent capital plan that funds rural infrastructure predictably and subjects major urban projects to return on investment, accountability, and neighborhood-impact standards.

Plans to pursue better roads, faster service response, and technology improvements intended to reduce waste and improve county service delivery.

- Calls for a transparent capital plan that funds rural infrastructure predictably and subjects major urban projects to return on investment, accountability, and neighborhood-impact standards.
- Plans to pursue better roads, faster service response, and technology improvements intended to reduce waste and improve county service delivery.

Transportation & Infrastructure

Flood safety should start with a simple promise: protect lives first, then protect property, and do both with measurable results. The county should prioritize the highest-risk zones using data—recent loss history, drainage capacity, low-water crossings, and repeat- flood neighborhoods—and publish a transparent project list with timelines, budgets, and expected risk reduction.

The county should prioritize the highest-risk zones using data—recent loss history, drainage capacity, low-water crossings, and repeat-flood neighborhoods—and publish a transparent project list with timelines, budgets, and expected risk reduction. Next, we should accelerate “high-impact” mitigation: improving drainage channels, upgrading culverts, detention and retention projects, strategic buyouts where repeated flooding makes areas unsafe, and targeted improvements to low-water crossings and warning systems.

Next, we should accelerate “high-impact” mitigation: improving drainage channels, upgrading culverts, detention and retention projects, strategic buyouts where repeated flooding makes areas unsafe, and targeted improvements to low-water crossings and warning systems. We also need faster maintenance and inspection cycles for ditches, inlets, and key choke points—because a clogged system can turn a heavy rain into a tragedy. Finally, we must coordinate tightly with the city, SAWS, TxDOT, and flood districts so projects connect end-to-end and dollars aren’t duplicated or wasted.

Calls for transparent, data-based prioritization of flood-control projects in high-risk areas, with public timelines, budgets, and expected risk reduction.

Wants transparent, data-based prioritization of flood-control projects in high-risk areas, with public timelines, budgets, and expected risk reduction.

Advocates for drainage upgrades, flood-detention projects, strategic buyouts, low-water-crossing improvements, regular maintenance, and coordination among flood-control agencies.

- Wants transparent, data-based prioritization of flood-control projects in high-risk areas, with public timelines, budgets, and expected risk reduction.
- Advocates for drainage upgrades, flood-detention projects, strategic buyouts, low-water-crossing improvements, regular maintenance, and coordination among flood-control agencies.

Energy & the Environment

<!DOCTYPE html>
<html>
  <head>
    <meta name="viewport" content="width=device-width, initial-scale=1">
    <meta charset="utf-8">
    <title>Application Error</title>
    <style media="screen">
      html,body,iframe {
        margin: 0;
        padding: 0;
      }

      html,body {
        height: 100%;
        overflow: hidden;
      }

      iframe {
        width: 100%;
        height: 100%;
        border: 0;
      }
    </style>
  </head>
  <body>
    <iframe src="https://www.herokucdn.com/error-pages/application-error.html"></iframe>
  </body>
</html>

LinkedIn

David Sherwood  Hill

David Sherwood Hill

- Plans to cut taxes, control spending, and challenge waste in county government.
- Opposes automatically renewing prior-year funding for salaries, contracts, departments, programs, and recurring expenses.

- Plans to work with state leaders on a Bexar County property-tax relief pilot, potentially targeting roughly 30% relief while preserving essential services.

David Sherwood Hill grew up in Precinct 2 in San Antonio. He began his undergraduate education at the U.S. Air Force Academy and earned a bachelor's degree in civil engineering from Texas A&M University, followed by a master's degree and a doctorate in organizational leadership science from Our Lady of the Lake University. He is married to Kristie and lives in San Antonio.

David Sherwood Hill owns an artificial intelligence company and has founded multiple ventures. He previously worked at Procter & Gamble and NIBCO and is an Air Force veteran.

- Plans to cut taxes, control spending, challenge waste, and increase county government accountability to taxpayers.
- Calls for clear budget reporting, measurable outcomes, and transparency about public spending and services.
- Proposes conservative revenue assumptions, reserve policies, and requiring funding sources for new ongoing spending.
- Wants downtown redevelopment projects to grow the tax base, create jobs, support small businesses, and avoid burdening nearby neighborhoods.

As of July 22, 2026, David Sherwood Hill’s website did not contain information on this issue.

- Plans to work with state leaders on a Bexar County property-tax relief pilot, potentially targeting roughly 30% relief without weakening essential services.
- Opposes redevelopment deals that shift risk to taxpayers and calls for mitigating displacement of residents and longstanding small businesses.

- Plans to improve roads, county services, response times, and technology intended to reduce waste and improve service delivery.
- Calls for a transparent capital plan that predictably funds rural infrastructure while holding major urban projects to standards for return, accountability, and neighborhood impact.
- Proposes pausing, removing, or revising unlikely capital projects and ranking remaining projects by safety, mandates, infrastructure needs, and measurable return on investment.
- Calls for data-based prioritization and public timelines, budgets, and expected risk reductions for flood-control projects.
- Proposes flood mitigation through drainage and culvert upgrades, detention and retention projects, targeted buyouts, and improvements to low-water crossings and warning systems.
- Calls for faster inspections and maintenance of ditches, inlets, and other drainage choke points.

David Sherwood Hill grew up in Precinct 2. He began his undergraduate education at the U.S. Air Force Academy, earned a bachelor's degree in civil engineering from Texas A&M University, and later earned a master's degree and a doctorate in organizational leadership science from Our Lady of the Lake University.

David owns an artificial intelligence company and has founded multiple ventures. He is an Air Force veteran.

- Plans to cut taxes, control spending, and scrutinize recurring county expenses before seeking more from taxpayers.
- Supports budget guardrails including conservative revenue assumptions, reserves, and no ongoing spending without a funding source.
- Supports modernizing county procurement and technology and holding departments accountable for meeting performance targets to reduce waste.

- Opposes redevelopment projects with taxpayer risk, indefinite operating subsidies, or unmitigated displacement of residents and legacy small businesses.

- Supports strong law enforcement and what he describes as “common-sense public safety policies.”

- Plans to pursue better roads, faster county services, and modern technology to improve service delivery and reduce waste.
- Supports a transparent capital plan that schedules rural infrastructure investment and requires accountability and neighborhood-impact standards for major urban projects.
- Proposes data-driven flood mitigation, including drainage and culvert upgrades, detention projects, strategic buyouts, low-water-crossing improvements, and faster drainage-system inspections.

David Sherwood Hill grew up in Precinct 2. He began his undergraduate education at the U.S. Air Force Academy, then earned a bachelor's degree in civil engineering from Texas A&M University and a master's degree and doctorate in organizational leadership science from Our Lady of the Lake University. He lives in San Antonio and is married to Kristie.

David Sherwood Hill is an entrepreneur and founder of multiple ventures. He has worked at Procter & Gamble and NIBCO and later built businesses of his own.

- Plans to cut taxes, control spending, and challenge waste in county government.
- Plans to review county spending and identify costs that can be reduced or deferred.
- Advocates for clear budgets, measurable outcomes, and transparency on county spending.
- Calls for a multiyear county budget plan that does not use one-time funds for ongoing costs.
- Advocates for modernizing county procurement and operations to reduce waste and improve productivity.

- Opposes development deals that shift financial risk to taxpayers or displace residents and small businesses without mitigation.

- Supports law enforcement and public-safety policies intended to help residents feel safe.

- Plans to improve roads, county services, and technology to reduce waste and improve service delivery.
- Calls for a transparent capital plan that funds rural infrastructure predictably and evaluates major urban projects for return, accountability, and neighborhood impacts.
- Calls for scaling back or redesigning unlikely-to-be-completed capital projects and prioritizing projects by safety, legal requirements, infrastructure needs, and measurable return.

- Calls for data-based flood-control priorities and public project lists showing timelines, budgets, and expected risk reduction.
- Advocates for drainage, culvert, detention, buyout, low-water-crossing, warning-system, and maintenance improvements to reduce flood risks.
- Calls for coordinating flood-control projects with the city, San Antonio Water System, Texas Department of Transportation, and flood districts.

David Sherwood Hill is from San Antonio, Texas. He has a bachelor's degree in civil engineering from Texas A&M University and a PhD in leadership science from Our Lady of the Lake University. He and his wife, Kristie, have built their life around faith, family, work, and service.

David is an engineer and business leader. He has previously worked at Procter & Gamble and NIBCO. 

David is a candidate for Bexar County Commissioner, Precinct 2.

David is an engineer and inventor. He previously worked at Procter & Gamble and NIBCO.

David Sherwood Hill’s campaign for Bexar County Commissioner, Precinct 2 is his first entry into politics.

David Sherwood Hill is from San Antonio, Texas. He has a bachelor's degree in civil engineering from Texas A&M University and a PhD in leadership and organizational science from Our Lady of the Lake University. He and his wife, Kristie, have built their life around faith, family, work, and service.

David Sherwood Hill's campaign for Bexar County Commissioner, Precinct 2, is his first time running for public office.

Buket Urgen

Isaac Brickman

Meet Justin Rodriguez

Father. Servant. Leader.

Born and raised in San Antonio, Justin is a proud lifelong resident of San Antonio’s west side. He earned his bachelor’s degree from the University of the Incarnate Word and his law degree from the University of Wisconsin-Madison.

About | Justin Rodriguez

Born and raised in San Antonio, Justin is a proud lifelong resident of San Antonio’s west side. He earned his bachelor’s degree from the University of the Incarnate Word and his law degree from the University of Wisconsin-Madison.

About Justin | Bexar County

For his service, Justin has been recognized as a “40 Under 40” Rising Star by the San Antonio Business Journal and was named one of the “20 Latino Democrats to Watch Over the Next 20 Years” by the Houston Chronicle. Justin and his wife Victoria are raising their three children near the campus of St. Mary’s University in the heart of San Antonio’s west side.

Justin Rodriguez is from San Antonio and has lived on the city’s west side. He earned a bachelor's degree from the University of the Incarnate Word and a law degree from the University of Wisconsin-Madison. Justin and his wife, Victoria, are raising their three children near St. Mary’s University on San Antonio’s west side.

Precinct 2 Commissioner Justin Rodriguez | Bexar County, TX

Justin began his career in public service as a juvenile prosecutor for the Bexar County District Attorney’s Office where he worked diligently to assist young offenders in their rehabilitative efforts.

Precinct 2 Commissioner Justin Rodriguez | Bexar County

Justin began his career as a juvenile prosecutor for the Bexar County District Attorney’s Office.

Elected to the Board of Trustees of the San Antonio Independent School District in 2004, Justin served in that role for three years before being elected to the San Antonio City Council and representing District 7 for two terms from 2007-2011.

In 2012, Justin was elected to the Texas House of Representatives. Serving three full terms as State Representative for House District 125, he was re-elected for a fourth term in 2018.

On January 4, 2019, Justin was appointed to serve as Bexar County Commissioner for Precinct 2 and was then elected in November 2020 to fulfill the remaining two years of the unexpired term of long-time Commissioner Paul Elizondo.

Justin was appointed Bexar County Commissioner for Precinct 2 in 2019 and was elected in November 2020 to complete the remaining two years of an unexpired term. He was elected to the Texas House of Representatives for District 125 in 2012, serving three full terms and winning election to a fourth term in 2018. He previously represented District 7 on the San Antonio City Council for two terms from 2007 to 2011 after being elected to the San Antonio Independent School District Board of Trustees in 2004, where he served for three years.

ISSUE
EDUCATION AND WORKFORCE DEVELOPMENT

Develop and advance the workforce in Bexar County to promote economic prosperity for individuals, families, and the business community. Further cultivate a robust, inclusive local economy with a diverse workforce and pipelines to jobs and education for all. Anyone in need of good labor should have abundant opportunities and any business in need of quality labor should be able to locate or develop the talent they need. As your county commissioner, I seek to:

Education and Workforce Development | Justin Rodriguez

As your county commissioner, I seek to:

Build a pipeline of skilled workers to meet business demand and maximize the skill levels and confidence of our youth.

Align business, workforce, education, human services and economic development policies and programs to grow and sustain a healthy local economy.

Build the capacity of the workforce development system to respond to local needs, even in the face of shrinking resources.

Connect job seekers to living wage jobs.

Plans to develop Bexar County's workforce and job-and-education pipelines to support a diverse local economy.

Plans to build skilled-worker pipelines that meet business demand and develop young people's skills.

Plans to align business, workforce, education, human-services, and economic-development programs to sustain the local economy.

Plans to expand workforce-development capacity and connect job seekers with living-wage jobs.

- Plans to develop Bexar County's workforce and job-and-education pipelines to support a diverse local economy.
- Plans to build skilled-worker pipelines that meet business demand and develop young people's skills.
- Plans to align business, workforce, education, human-services, and economic-development programs to sustain the local economy.
- Plans to expand workforce-development capacity and connect job seekers with living-wage jobs.

Invest in and promote parks, libraries, and arts & cultural facilities.

Promote historical and cultural preservation.

Community Well-Being and Quality of Life | Justin Rodriguez

Provide opportunities to increase success for individuals, families, and the greater community in education, employment and personal and family development. This means increasing the standard of living for families through access to critical social and community programs. And, it means inspiring communities to strive for improved living conditions, health and economic circumstances.

Protect, preserve, and promote the availability and access to affordable and workforce housing.

Provide and promote support services and programs that increase the well-being of our residents.

As your county commissioner, I seek to:

Enhance communications and community outreach.

Provide an accessible and responsive county government.

Promote intergovernmental collaboration and coordination.

Increase transparency by clearly outlining goals, objectives and performance measures.

Effective and Efficient County Government | Justin Rodriguez

Supports investment in parks, libraries, and arts and cultural facilities.

Promotes historical and cultural preservation.

Supports access to social and community programs intended to improve families' standard of living.

Supports services and programs that promote residents' well-being.

Plans to improve community outreach and provide accessible, responsive county government.

Plans to increase county-government transparency by outlining goals, objectives, and performance measures.

- Supports investment in parks, libraries, and arts and cultural facilities.
- Promotes historical and cultural preservation.
- Supports access to social and community programs intended to improve families' standard of living.
- Supports services and programs that promote residents' well-being.
- Plans to improve community outreach and provide accessible, responsive county government.
- Plans to increase county-government transparency by outlining goals, objectives, and performance measures.

Supports protecting and expanding access to affordable and workforce housing.

- Supports protecting and expanding access to affordable and workforce housing.

ISSUE
MENTAL AND BEHAVIORAL HEALTH

I believe we should have a comprehensive system of prevention, service, and support options for adults and children with mental illness or emotional disturbance, substance use, and/or intellectual or developmental disabilities. All components of the system should be person-driven, family-centered, community-based, results and recovery/resiliency-oriented. Services and supports should be offered so that people and their families have access to the appropriate level of services that are affordable, accessible, and will truly meet their needs. As your county commissioner, I seek to:

Mental and Behavioral Health | Justin Rodriguez

I believe we should have a comprehensive system of prevention, service, and support options for adults and children with mental illness or emotional disturbance, substance use, and/or intellectual or developmental disabilities. All components of the system should be person-driven, family-centered, community-based, results and recovery/resiliency-oriented. Services and supports should be offered so that people and their families have access to the appropriate level of services that are affordable, accessible, and will truly meet their needs. As your county commissioner, I seek to:

As your county commissioner, I seek to:

Enhance partnerships and build relationships with the community, governmental/ non-governmental entities, and other service providers to prioritize community health needs, services, and accountability metrics.

Work toward a broad and inclusive data system that removes the barriers to information sharing and promotes transparency.

Evaluate the impact of investments in education, prevention and treatment measures to ensure accountability.

Support community awareness, education, and other prevention and early intervention strategies.

Support dynamic and innovative ways to provide evidence-based services and support.

Support community-based service options that are affordable and easily accessible.

Work toward a broad and inclusive data system that removes the barriers to information sharing and promotes transparency.

Evaluate the impact of investments in education, prevention and treatment measures to ensure accountability.

Support community awareness, education, and other prevention and early intervention strategies.

Support dynamic and innovative ways to provide evidence-based services and support.

Support community-based service options that are affordable and easily accessible.

Evaluate the impact of investments in education, prevention and treatment measures to ensure accountability.

Support community awareness, education, and other prevention and early intervention strategies.

Support dynamic and innovative ways to provide evidence-based services and support.

Support community-based service options that are affordable and easily accessible.

Support community awareness, education, and other prevention and early intervention strategies.

Support dynamic and innovative ways to provide evidence-based services and support.

Support community-based service options that are affordable and easily accessible.

Support dynamic and innovative ways to provide evidence-based services and support.

Support community-based service options that are affordable and easily accessible.

Believes residents with behavioral-health, substance-use, intellectual, or developmental needs should have comprehensive prevention, service, and support options.

Plans to build partnerships with service providers to prioritize community-health needs and accountability measures.

Plans to evaluate education, prevention, and treatment investments for accountability.

Supports prevention and early-intervention strategies, evidence-based services, and affordable, accessible community-based services.

- Believes residents with behavioral-health, substance-use, intellectual, or developmental needs should have comprehensive prevention, service, and support options.
- Plans to build partnerships with service providers to prioritize community-health needs and accountability measures.
- Plans to evaluate education, prevention, and treatment investments for accountability.
- Supports prevention and early-intervention strategies, evidence-based services, and affordable, accessible community-based services.

Invest in in quality multi-modal transit options to decrease congestion, improve safety, and mitigate negative environmental impacts.

Supports investment in multimodal transit to reduce congestion, improve safety, and mitigate environmental impacts.

- Supports investment in multimodal transit to reduce congestion, improve safety, and mitigate environmental impacts.

As of July 22, 2026, Justin Rodriguez’s website did not contain information on this issue.

Facebook

Instagram

Twitter

Justin Rodriguez

Justin Rodriguez is from San Antonio, Texas. He has a bachelor 27s degree from the University of the Incarnate Word and a law degree from the University of Wisconsin-Madison. He and his wife, Victoria, have three children together.

Justin previously served as a Texas state representative.

Justin is currently a Bexar County Commissioner, Precinct 2. He was appointed to the position in January 2023.

- County commissioners vote on the budget and appropriations, which fund essential county services like road maintenance.
- They create and enforce civil and criminal laws that align with state regulations, including land use and construction codes.
- Commissioners implement state and federal mandates while overseeing county agencies and public buildings.
- They also set tax rates for the county and its subdivisions.
- Each Texas county has four commissioners and a county judge, forming the local governing body known as the Commissioners Court.

Bexar County Commissioner, District 2

Candidates (2)