For
Immediate Release
March
11, 2014
Dearborn County Board of Commissioners
Release “2013 State of the County”
Report
The Dearborn County
Board of Commissioners released a “State of the County” report today. The report reflects on the efforts and
success of 2013 and is designed to keep County Council and the citizens of
Dearborn County updated on the goals, priorities, successes, and challenges
facing our county.
An excerpt of the
Executive Summary in the report states: “Major
successes included cleaning up outdated ordinances, gaining a better
understanding of the challenges facing managers and county Boards, building
deeper and better relationships across the municipalities and community as a
whole, bringing to resolution an internal struggle of jail overcrowding and a
debate that had been occuring over many years, addressing the potential of
being considered “high risk” for unemployment insurance due to repeated years
of high claims, and stepping into a very competive situation to secure the
largest economic development project in the unincorporated area of the county
in many years.”
Interested citizens who
read the report will gain a better understanding of the strategic goals the
Commissioners have for Dearborn County.
It includes details on progress this past year relative to economic
growth, fiscal responsibility, communication & accountability, risk
management, capital projects, and roads & bridges. As stated in the opening letter, “Whether it’s
forging new partnerships, promoting economic development, or managing the
day-to-day operations of the county, you can rest assured the trust you have
placed in us is not taken lightly. We
have much work ahead of us and remind you that our door is always open to hear
your ideas and feedback as this truly is your government.”
The full report is available on the
Dearborn County Government website home page at: www.dearborncounty.org by clicking on
the Commissioners department page. You
can also call the County Commissioners office at (812) 537-1040 for an email or
hard copy. Financial information on the
county can also be obtained through the Indiana Gateway for governmental units
at www.gateway.ifionline.org.
FULL REPORT BELOW:
|
March 1, 2014
|
Art
Little, District 2
Shane
McHenry, District 3
March 1, 2014
To: Members
of County Council & Citizens of Dearborn County
Re: Report – State of Dearborn County
Dearborn County government provides valuable and
essential services that touch every individual in our community. We are a vital part of local government and have
a responsibility to create a strategic vision, establish priorities, hold
ourselves and others accountable, and always put our citizens first in every
decision.
As we reflect on 2013, the year can best be
described as one of transition, intensity, focus, and pride. People who were once untapped around us are
contributing in a bigger way and relationships, our culture, communication, and
service is improving as a result of a shared vision for our future.
To our knowledge, this is the first report of this type
to be published from the Commissioners’ office.
If we are successful in this effort, the report will highlight the
changes and initiatives we believe are setting us on a path of transparency,
accountability, fiscal responsibility, improved communication, and synergy with
our citizens, communities, boards, service organizations, volunteers, and
employees.
Whether it’s forging new partnerships, promoting
economic development, or managing the day-to-day operations of the county, you
can rest assured the trust you have placed in us is not taken lightly. We have much work ahead of us and remind you
that our door is always open to hear your ideas and feedback as this truly is your
government.
Shane McHenry, President Art Little Kevin
Lynch
Commissioner,
District 3 Commissioner,
District 2 Commissioner, District 1
Executive Summary
In 2013, the Commissioners focused
on several key areas we felt would “move the needle” and build a firm foundation
for quicker, more impactful progress. The
focus was on compliance, planning, economic development, moving “idle” projects
to completion, and working with…not through…our elected
officials throughout the county. The
approach was multi-faceted with some kind of “action” orientation to address key
items in nearly every core area/department under the Commissioners’ authority.
Major successes included cleaning
up outdated ordinances, gaining a better understanding of the challenges facing
managers and county Boards, building deeper and better relationships across the
municipalities and community as a whole, bringing to resolution an internal
struggle of jail overcrowding and a debate that had been occurring over many
years, addressing the potential of being considered “high risk” for unemployment
insurance due to repeated years of high claims, and stepping into a very
competitive situation to secure the largest economic development project in the
unincorporated area of the county in many years.
Proudly, 2013 saw tangible results
that exceeded what even we thought was possible. The impetus for that success was leadership,
giving our department heads and board members the support and direction they
deserve to perform at a higher level, holding ourselves and those around us accountable
to specific goals, energizing key stakeholders around a shared vision of the
future, and simply rolling up our sleeves and cranking out the work. We began to look at ourselves as a “business”
rather than a bureaucratic government operation.
TABLE OF CONTENTS
VALUES
& GUIDING PRINCIPLES............................................................................page
2
STRATEGIC
STATEMENT AND GOALS...................................................................page
4
FOCUS
AREA 1: ECONOMIC GROWTH & DEVELOPMENT…..................pages
5 & 6
FOCUS
AREA 2: FISCAL RESPONSIBILITY............................................................page
7
FOCUS
AREA 3: COMMUNICATION, COLLABORATION & ACCOUNTABILITY...page 7
FOCUS
AREA 4: MANAGING RISK & PUBLIC SAFETY.......................................page
8
FOCUS
AREA 5: CAPITAL PROJECTS….………….................................................page
8
FOCUS AREA 6: ROADS & BRIDGES……………………………………………….page 9
CLOSING
REMARKS…………………………………………………………………..page
9
~
1 ~
VALUES
& GUIDING PRINCIPLES
The current Board of County Commissioners
came together as a team for the first time on January 1, 2013.
Commissioner Shane McHenry (District 3), President, was elected to his
office in 2010. Two new Commissioners
joined the board in January 2013 -- Art Little (District 2) and Kevin Lynch (District
1). We work very well together and respect each
other’s opinions. Even if we disagree on
an issue, we find common ground and are able to work through challenges because
we agree on key values that are critical to long term success:
·
Treat
our citizens, employees, and one another with respect, honesty, dignity, and
fairness.
·
Encourage
innovation, ideas, and teamwork across all County offices and departments.
·
Be
good stewards of the taxpayers’ money through planning, streamlining processes,
pooling resources, and fiscal responsibility.
·
Reach
out to our cities, towns, and unincorporated communities across the county;
actively soliciting input, sharing information, and collaborating for the good
of the whole.
·
Keep
the health and safety of Dearborn County’s citizens a top priority; ensuring we
are prepared for crises both natural and unnatural.
·
Challenge
everyone in county government to lead by example in their functional areas. We must serve as role models for a culture of
accountability, quality service, and appreciation for the blessings that have
been bestowed upon us. Be grateful and
serve.
·
Be
forward-thinking, taking a proactive versus reactive approach to day-to-day
operations; benchmark against our peers to challenge ourselves and actively seek
solutions to issues.
·
Respect
and honor our community history while embracing a progressive future.
·
Earn
a reputation for serving our citizens with professionalism, knowledge,
dedication, and going the extra mile.
·
Do
the “right” thing, even if it is difficult or unpopular. Ethics, honesty, and integrity matter. Make every decision in the best interest of
our citizens; trying to remove the politics by being diligent in gathering
information so we can make good, informed decisions.
·
Make
operational decisions for our county as if we were running our own business;
spending our own money. Be accountable and
dare to address and identify issues that are inconsistent with our values,
goals, and priorities.
STRATEGIC
STATEMENT
This Board of Commissioners believes you have to know
where you want to go, decide how you will get there, and share
the destination with your team.
Strategic plans fail for lack of focus, resources, understanding,
accountability, and follow up.
Because we know the reasons past plans have failed,
and accept that they are an ever-evolving and living thing (subject to
political changes, resistance, etc.) that are not always 100% in our control,
we have not spent countless hours in strategy sessions or created fancy
spreadsheets and presentations. This
Board is very bottom-line driven and results oriented. Thus, we have a “framework” and an informal
working strategy and it is the responsibility of our County Administrator to
lead the charge on our behalf and keep us on track with our priorities.
With this said, it is important for us to be clear
with what the strategy and priorities are and continually engage our citizens,
managers, and elected officials as to their opinions and issues in order to
calibrate and validate our course of action.
The following section of this report is an “overview” of key goals from
2013, what has been accomplished thus far, and what still needs to be done in
2014 to continue forward progress.
~ 2 ~
2013
GOALS, PRIORITIES & ACTIONS
FOCUS AREA 1: Economic
Growth & Development
Core
Objective: Support the
growth and development of a strong and vibrant economy.
·
Commissioners and the Redevelopment Commission to
take a stronger leadership position to drive economic stability and growth;
bring in new business, retain existing business, and foster entrepreneurship.
·
Openings
on the Dearborn County Redevelopment Commission (DCRC) were utilized to include
representation on the board from other areas of the county; members from Dillsboro
and St. Leon were added to create a Board that was more representative of a
cross-section of the whole county.
·
Through
the efforts of DCRC, the Commissioners, and many others in the community, the
County was able to bring “Whitewater Mill” to West Harrison. The result will be 35 initial jobs, $40
Million in investment in the facility and equipment, and a second facility that
will be built within the next few years (offering additional jobs and tax
base). Through improved communication and dialogue, financial support in the
form of a grant for $1.4 million from the Lawrenceburg Regional Economic
Development program was obtained in support of the Whitewater Mill project. In part, this was achieved by demonstrating a
sizeable investment by the county of over $3 million in bonds leveraged against
future tax revenue from the project over 15 years.
·
Commissioners
and County Administrator were active in reaching out to members of the Chamber
of Commerce, leaders in the municipalities, and local business leaders to gain
insights into the issues and challenges facing the county as we embark on
economic development (i.e. workforce shortages, skills gaps, demographic and
infrastructure concerns, etc.).
·
New
relationships were forged across the county and municipalities. Regular monthly meetings with Mayors of
Lawrenceburg, Greendale, Aurora, and the President of the Board of Commissioners
are now being held to foster collaboration, communication, and cooperation.
·
Provide additional support and refocus the County
Redevelopment Commission in light of unforeseen changes and gaps in activity
following the departure of contracted employees from EDI.
·
The
DCRC began work to evaluate the flood plain and land availability in the West
Harrison/ I-74 corridor and is currently working on a Master Plan for economic
development in that TIF district.
·
Land
negotiations, offers, and purchases of property were completed in West Harrison
TIF area in 2013.
·
Ramp up the learning curve through research,
education offerings, and visits to other counties to isolate best practices. Bring in resources to ensure we are
compliant, understand the economic tools at our disposal, and improve our
ability to aggressively pursue new business.
·
A
detailed training on Redevelopment Commission responsibilities, statutes, and
role in growing the economy was presented to the DCRC by Barnes &
Thornburg.
·
Visited
other communities for “best practice” and knowledge sharing; including
networking visits with Economic Development professionals in various
communities to identify opportunities to mirror some of their successes in
Dearborn County.
·
Worked
closely with specialty legal resources to understand to “deal” structuring for
economic development projects and the various tools available to incentivize
companies to relocate to Dearborn County.
This included the legal processes and compliance that will serve as a
resource and reference point for future projects.
~ 3 ~
FOCUS AREA 2:
Fiscal Responsibility
·
Demonstrate a commitment to understanding and
contribute to the fiscal health of the county.
This was accomplished through a joint meeting with County Council,
Commissioners, and staff from the Auditor’s office to review the financial
condition of the county and explain the various funds and their use.
·
Increased scrutiny and due diligence was done
through the Commissioners office with capital projects: Jail
Expansion, Demolition of the Shumway/Votaw buildings for Parking Lot, and
Highway projects; as well as questioning expenditures and seeking to streamline
processes.
·
Identify Technological Efficiency Opportunities. The Information Technology (IT) Committee met
quarterly to identify areas of inefficiency and make suggestions to the
Commissioners. The county’s website was
identified as a key project for 2014 and a thorough vendor screening process
occurred last quarter 2013 with the website redesign slated to be complete by
mid-2014.
FOCUS AREA
3: Communication, Collaboration, and
Accountability
·
Encourage involvement and improve communication to
our citizens. This was accomplished through more public
meetings, especially facilitating visits to our community by key elected
officials throughout the State of Indiana.
·
Leaders
from across Dearborn County participated in a feedback session with Lt.
Governor Sue Elspermann in 2013. It was
a productive session that, not only provided the Lt. Governor with insights
into the challenges and priorities unique to Dearborn County, but also fostered
communications across a diverse group of leaders across the county.
·
Work on more positive feedback and appreciation to County
employees. The first-ever “Public Service Recognition
Week” was held in April 2013 and included motivational speakers, ice cream
sodas, pancake breakfast, and visits from our elected officials to speak to our
employees at no expense to taxpayers.
·
Improve communications internally and across county
departments; including fostering collaboration, teamwork, and sharing of
information/ideas. Regular emails were distributed to employees
and department heads apprising them of the Commissioners activities and
soliciting more input/feedback. A 2013
“kick-off” open house was conducted offering department heads the opportunity
to learn more about the Commissioners priorities for 2013.
·
Address performance deficiencies, set expectations,
and hold all direct reports accountable for planning and results in their
respective areas. As we entered 2013, all direct reports of
the Commissioners were required to report on their successes for the prior year
and identify goals for the coming year; including ways the Commissioners can
help them be successful in their position in the coming years.
·
Improve our effectiveness through the Boards we
appoint. The Commissioners and County Administrator
more actively attended various board meetings, updated Board-related ordinances
to ensure compliance, made board appointment changes as necessary, and reviewed
minutes of meetings to ensure they were well-informed about their activities,
priorities, and challenges. County
Attorney, Andrew Baudendistel, assisted in updating several ordinances related
to various boards that were outdated; ensuring compliance with Indiana state
statutes.
~ 4 ~
FOCUS
AREA 4: MANAGING RISK AND PUBLIC SAFETY
·
Fire & EMS Challenges – The
Commissioners took definitive and quantifiable action
steps toward resolving the financial, volunteer shortage, and run coverage
issues facing our volunteer Fire & EMS units to ensure their viability over
the long term. This remains an ongoing
challenge but new relationships and teamwork exists between the county and
these vital organizations and volunteers.
With support of County Council an additional $100,000 is being invested
in a program geared at improving volunteer response in 2014.
·
Reduce Worker’s Compensation claims and improve loss
ratio to avoid premium increases above national and regional trends. Human Resources and the Commissioners office
aggressively reviewed workers compensation claims and were able to (through
diligence in 2012 and 2013) avoid the county being placed on a higher risk (and
much more expensive) workers compensation premium.
·
Increase Commissioners’ involvement in and
communication with 911 Communications Board, EMA Board, and ensure a better
understanding of disaster preparedness.
The Commissioners became and continue to be very active in these boards
and have educated themselves more “proactively” as to the county’s preparedness
for disasters and emergencies. The Board
has worked much more closely with Bill Black/EMA and the 911 Communications department
and 911 Board to raise awareness and address any concerns.
FOCUS AREA
5: CAPITAL PROJECTS
·
A
much-debated jail addition and renovation was funded and construction began in
2013. A new design team, including a new
Architect and Construction Manager, toured other jails for best ideas and
practices in jail construction. Committee
meetings were held and prioritization was performed in the design process. This diligence resulted in a better model and
facility design. Through the support of
County Council, the project was deemed necessary and was funded at $10.4
million. The county was fortunate to
have saved over many years and did not have to incur additional debt expense
for the project.
The new facility provides an additional
216 beds, the ability to classify inmates (keeping lower risk individuals
together), flexibility to utilize cells versus dormitory housing as a
behavior-modification tool, and addresses liability issues associated with
overcrowding. If trends and projections
hold true, the facility will respond to inmate housing needs for the next 20
years and possibly more.
·
The
unsafe structures across from the courthouse (known as the Votaw and Shumway
buildings) were demolished and a parking lot was added to make access to
parking at the government offices better for citizens and employees.
FOCUS
AREA 6: ROADS & BRIDGES
·
$1.3
Million was spent on paving which included McCann, Sawmill, Trojan, and Ennis
Ridge Roads in 2013.
·
North Dearborn Road Reconstruction
project east of SR-1 by Hiltz Road, started in 2012 and completed in 2013.
·
Bridge #34, Short Ridge Road started and
completed in 2013.
·
Bridge #49 Ester Ridge Road, started and
completed in 2013.
·
Bridge #102 North Dearborn Road, started
and completed in 2013.
·
Bridge #41 Lake Tambo Road, started and
open to traffic in 2013 will complete in spring 2014.
·
Annual line striping was done to improve
safety and visibility on several county roads.
·
Efforts to explore potential roadways
that may assist in economic development were initiated through a study proposed
for 2014 in partnership with OKI.
·
A study was sponsored in partnership
with the City of Greendale, the Convention and Visitors Bureau, and Greendale
Redevelopment Commission to analyze traffic patterns on Route1 & Bellevue. The goal is to develop opportunities to
improve congestion in that area. Study
will be completed in 2014 with findings presented to INDOT.
~ 5 ~
This Board of Commissioners and the County
Administrator invested significant time in 2013 getting out into the
community. This included open community
visits with our legislators, increased involvement and communication with our
municipal partners, one-on-one time with our fire & EMS units, and
increasing our visibility in the tri-state region; such as OKI (our regional
municipal planning organization). Of particular note was success, through a
major partnership with the municipalities and this region’s legislators, in
stopping unfavorable riverboat funding legislation that would have had a major
short and long term financial impact on Dearborn County.
For the first time in history, a Dearborn County
Commissioner (Kevin Lynch) was appointed to the OKI Board of Directors. Indiana is now recognized as a true tri-state
partner and we are working more collaboratively with OKI on potential projects
in our region. New relationships are
being forged across the river; recognizing that we can help one another by
looking toward projects that benefit the entire region.
The Commissioners stepped beyond traditional boundaries
and orchestrated a very successful regional Job Fair in partnership with
Congressman Luke Messer’s office (September 2013). Over 150 potential employees and 36 employers
took part with an hour prior to public opening dedicated to allowing focused
time with employers and local Veterans.
Late in 2013, the Commissioners along with leaders
in the municipalities announced a renewed focus on visioning the future of
Dearborn County together. The
process is currently being refined and more details will follow in 2014. The goal is to capitalize on what makes our
community so unique and improve the overall quality of life in Dearborn County.
CLOSING
REMARKS
We believe 2013 was a very productive year. It was a year that allowed the current Board
of Commissioners to lay a foundation and identify their key values and
priorities to secure the future of Dearborn County. This could not have been accomplished without
a quality partnership with County Council, the Justice System, Law Enforcement,
all our Boards, Elected Officials, and many others across the community.
We look forward to continuing this work through 2014
and invite Council members and/or citizens to share their feedback and ideas at
any time directly with any one of us or the County Administrator. It was truly a pleasure to serve our County
in 2013 and to be a part of this positive momentum for Dearborn County.
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