Name
Mark Dora
City
Kamay
State
Texas
Zip Code
76369
Campaign Website
markdoraforcountyjudge.com
My background over the past 30 years has been related to the important skills necessary for County Judge: strong financial management and a history of public service.
While a firefighter for nearly two decades, I worked in emergency situations. I have a degree in paramedicine and training in Incident Command Systems (ICS).
During my fire service career, I served as secretary/treasurer of a pension fund, managing a $150 million portfolio. In private business, my senior leadership positions have included 7+ years as CFO for a multi-million dollar company, and serving as CEO over my own successful business entities for 30+ years.
I have a Bachelor of Science in Education and am continuing graduate work in accounting and energy management.
1. Keeping our property tax rate low through fiscal responsibility. Inflation and unfunded state mandates will make this difficult so opportunities for economic development in the county should help. My experience managing multi-million dollar budgets will be very important.
2. Every employer is facing challenges hiring and maintaining good employees. Our employees may work for any of our 20+ elected officials, but the public sees them all as the face of Wichita County. Wichita County needs the best customer-service oriented employees with the ability to think critically in every county office.
3. The prompt communication of facts will make the County more transparent. Improving communication will build trust in Wichita County.
As an experienced CFO and CEO, I have worked with a team to develop and meet budget goals. My work with highly trained consultants and accountants has given me the skills to dial in actual cost and develop practices that achieve balanced budgets and profitability. The budgetary process requires a two-fold approach: working with numbers and people to create a functional, achievable, balanced budget.
Two primary objectives always guide budgeting and fiscal management:
Priority One: Never spend more than you bring in
Priority Two: Always save for the unexpected
The county needs to establish a baseline for water and energy use. Any usage above the baseline shall be funded 100% by the company using the water and energy. The company will also need to bear 100% of the needed infrastructure, including roads, county staffing, treatment of water, and energy production. The county should require operators to adopt solutions like closed-loop systems, water recycling, and advanced cooling technology (direct-to-chip) to reduce water and energy consumption.
Name
Dawn Ferrell
City
Wichita Falls
State
TX
Zip Code
76306
Campaign Website
www.FerrellforCountyJudge.com
I bring decades of proven leadership in public service, including senior executive experience managing large organizations, budgets, and emergency operations. I served more than 37 years in uniform, leading complex missions where accountability, discipline, and results mattered. I have managed large budgets, led emergency response operations, protected taxpayer-funded assets, and worked across agencies to get the job done. I understand that county government exists to serve the people, not politics. My experience has prepared me to lead decisively, manage resources responsibly, and ensure county government is run efficiently, transparently, and with respect for taxpayers.
Wichita County faces three clear challenges. First, public safety/emergency preparedness. My experience leading emergency operations will ensure our county is prepared and coordinated when emergencies arise. Second, fiscal responsibility. Families and businesses are under pressure, and county government must live within its means. Taxpayer dollars must be spent carefully, priorities must be clear, and long-term planning must prevent future tax burdens. Third, responsible growth/strong partnerships. Wichita County succeeds when local governments, Sheppard AFB, schools, first responders, and the business community work together. I will promote collaboration that strengthens our economy and preserves our community’s character and resources.
I have managed a $90 million annual operating budget and overseen more than $1 billion in public assets, including facilities, equipment, and infrastructure. My approach to budgeting is disciplined, transparent, and grounded in accountability. As County Judge, my priority for county spending will be protecting core county services—public safety, emergency response, and essential infrastructure—while ensuring county government operates efficiently. I believe in long-term planning, data-driven decisions, and eliminating waste wherever possible. Taxpayer dollars are a trust, and the county government must respect them.
Economic development is important, but it must be done responsibly and with local interests protected. Any large-scale development, including data centers, should be evaluated based on infrastructure capacity, reliable energy availability, and long-term impact on county resources. Wichita County must insist on clear agreements that protect taxpayers, respect property owners, and ensure developers carry their share of infrastructure costs. Water conservation, energy reliability, and local control must be part of the conversation. I support growth that strengthens the county without creating new burdens for residents or future taxpayers.
Name
Rick Hatcher
City
Wichita Falls
State
Texas
Zip Code
76306
Campaign Website
RickHatcherforWichitaCountyJudge.com
Everything I have done in my life qualifies me for this job. The daily grind of starting, owning, running multiple businesses 40+yrs, with rarely a day off. Budgets, negotiations, solving problems under fire and making a payroll. Countless hrs of community service to boards and non profits throughout the county and beyond. Prior elected service (WF City Council, 3 terms), former Mayor Pro Tem. 11yrs on WF 4B Sales Tax Board. 2001 Graduate of Leadership Wichita Falls, 10yr LWF board member then board chair. MSU Business degree in Marketing/Management. I love every square inch of Wichita County, My homestead is in this county. I have been here worshiping God, raising a family, creating jobs, & giving back. Never left for greener pastures.
Three challenges in county governance are always budgets, tax rates and financial stability. Public safety and the justice system comprise nearly half the county budget, therefore supporting law enforcement, sheriff's office, jail and the courts systems is a core focus to ensure justice and public protection. We need controlled growth of our tax base to hold down the tax rate. Maintaining financial stability amidst a natural disaster or the potential unforeseen expenses of multiple large trials requiring a change of venue can put pressure on the emergency management and justice system budgets. Besides these 3, there are always challenges relating to staffing, infrastructure, general administrative efficiencies and improving transparency.
I've created or helped to create, and ensured operations within budgets of all sizes. Church, non-profit organizations, businesses I've owned, WF 4B board, up to the Wichita Falls city budget over $200million. Efficiency and transparency are key. County priorities include the Sheriff and LEC operations, Public Safety & Justice, Infrastructure, Emergency Management, and delivering other essential local services mandated by the state.
Controlled economic growth is essential. Data centers are very expensive to build thus will only locate where the infrastructure will support them. It is common to see large solar farms in conjunction with these complexes to accommodate their power needs. Near term water availability is sufficient thanks to innovation in treatment methodologies, however water in our region is always a concern. SAFB approval is crucial to assure no conflicts with their missions. I will negotiate the best deals for Wichita County with these data centers to protect our interests.
