State of the County

Commissioner Patti Milne, Chair

January 5, 2000

As we begin the new year, the new decade, the new century – no, not a new millennium until next year – and as I hand over the gavel, I am confident Marion County is in a better position today than it was a year ago to continue facing the challenges of change before us!

At the beginning of 1999, there was a lot of uncertainty and apprehension as to what the New Year, and in particular, what a new Board of Commissioners would bring. Marion County was already in the midst of handling several major issues and challenging decisions. Two new commissioners could bring chaos or confidence!

Commissioner Ryan, with his state agency, governmental staffer’s perspective, and I with my legislative background and small business owner’s perspective, brought two new and dramatically different perspectives to county government The stability Commissioner Franke’s 20-year, county career provided eased the growing pains we’ve experienced over the past several months. The dynamic debate we’ve had and the challenging choices we’ve faced have resulted in a more open, sometimes intense, and always interesting dialogue on a more varied array of issues than possibly ever before. The differences of opinions and occasional dissenting votes have been healthy for the process, positive for the citizens, and good for county government. We, your Board, have gained maturity and have laid a good foundation to proceed into the new year.

The heart of our year-long adventure lies largely in this document I am officially unveiling today - Marion County Goals and Objectives for the New Century. These goals tell the story of the foundation we’ve built together.

Early last year our interim county administrator likened Marion County to a ship setting sail. However, to many, over the past few years, Marion County appeared to be a rudderless ship, aimlessly adrift without a compass in stormy seas. But, over the course of the last several months through hard work, debate, compromise and consensus, we have prepared ourselves well for the future.

This past year, we’ve charted our course, begun the reorganization of our crew, evaluated our equipment and instruments, analyzed the uncharted waters and landscape more closely, and now we are ready to set sail!

Our Blueprint for High Performance Government carries out our mission “to improve the security, health and quality of life for the people of Marion County through excellence in public service.”

Through a process of consensus, we brought together many of our individual viewpoints, to create what we, the Marion County Board of Commissioners, believe best represents the interests of the people of Marion County.

To “develop a strong and effective internal management infrastructure that supports good decision making and quality service delivery,” we have targeted six goals: Financial Management, Human Resource Management, Communications, Information Technology, Capital Management, and Accountability.

Financial Management - With a budget process in place earlier than has ever been done before and one that will be more thorough than has have been before, we will have accurate and timely information for approval of our 2000-2001 budget. At the Board’s direction, our County Administrator together with our management team have begun the budget process that will prioritize essential services, expand fiscal audits and build a reserve/contingency fund.

Good stewardship of taxpayer dollars and strengthening financial management practices is the cornerstone of good government.

Human Resource Management - Employee morale will be boosted as we improve relevant training and professional growth opportunities in an increasingly diverse workforce.

Communications - Increasing and improving two-way communications between departments, among employees and with Marion County partners, residents and communities will strengthen relationships internally and externally, and increase public awareness of county services. Beginning with this State of the County report, county government will be more open and accountable to the citizens.

Information Technology - Information Technology is a crucial component of county operations. Deciding the future of the Data Center will be an important step in developing a strategic plan. An inventory and analysis of our existing information systems is another key component to that strategic plan.

Capital Management - Analyzing county assets is critical for sound short- and long-term decision making, accurately projecting future facility needs, and essential in creating a responsible

county budget. Capital planning, forecasting, tracking and managing have a direct effect on policy decisions and consequently on our ability to provide efficient and cost-effective public services.

Accountability - As we strive to rebuild faith and credibility in government we must be accountable to the public. Development and implementation of a performance-based management system will improve program outcomes and county-wide results. First and foremost we are to serve the public with quality customer service.

As outgoing chair of the Marion County Board of Commissioners, I am proud of the Marion County employees and of our many accomplishments of 1999. And, I am proud of the state of Marion County as of January 5, 2000.

Along with the gavel, I pass to incoming chair, Commissioner Ryan, to our county employees, and to the citizens of Marion County, a county government that better serves the public, and is more efficient and more effective with taxpayer dollars.

I would be remiss, however, if I did not express a bit of caution along with my optimism: Many of our issues and projects are, in fact, works in progress! Although we are better positioned today to successfully go forward in this new year, new decade and new century, it will be our choices that will determine the outcomes and our future.

###