Space does not permit me to go into great detail concerning the many fine observations that were discussed at the workshop. I predict that there will be changes made because of this workshop, though, and the changes will be positive.
Kate Lawton from the University of Wisconsin spoke on the general issue of the County budgeting process. She outlined the process and reviewed the statutes that control budgeting at the county level, stressing the need to establish larger, long-range policy goals based on a strategic plan.
Workshop attendees agreed that the County priorities had to be listed and ordered before starting the budgeting process.
Duane Herbert, the Barron County Administrator, gave us some ideas about how Barron County has faced budget shortages. When Mr. Herbert spoke, it was apparent that he was an effective leader and well-qualified for his position. Mr. Herbert certainly made me think that Polk County could use a qualified and experienced professional Administrator to make our county operations run more smoothly.
Mr. Herbert pointed out that County Board Supervisors are elected to represent the interests of the citizens of the entire county, not particular interests of the Human Services Department, or the Public Safety Department, Highways or of any individual department, when it comes to budgetary issues. He called this the "silo approach", in which each department stands alone and there is very little, if any, teamwork between the departments. Mr. Herbert encouraged us to remember that it is everyone's job in county government to focus on the best interests of the entire county. For example, employees from one department could assist employees of another department, sharing special skills or other county assets, instead of jealously guarding personal turf.
Department Heads, of course, are most familiar with the inner workings of their departments. Naturally, they will tend to fight for funding for their employees and programs during the budgeting process. Likewise, when committee assignments are handed out at the County Board, an "ownership" attitude may be created in the mind of the Supervisor assigned to a particular department that may lead a Supervisor to advocate for his/her department needs against the others for funding. No one is saying that loyalty is a negative quality; however, everyone needs to be reminded of the goal: We need to come up with a balanced budget.
We divided into groups of five or six Supervisors and Department Heads to discuss the weaknesses and strengths of the budgeting process and brainstorm how we could improve. Everyone agreed that effective leadership is the key. Someone asked, "Where does the 'buck stop' in Polk County when it comes to budgeting issues?" No one seemed to know the answer to that question.
It was suggested that staggered elections for the County Board would be an improvement over our current system of wholesale replacement of a large percentage of the County Board every two years. This has led to a steep learning curve while new Supervisors become familiar with Board procedures. About the time they are up to speed, they are replaced.
I continue to believe that a smaller County Board would be an improvement over what we have now. The committee structure could be re-examined. Some committees could merge, paring down the number of committee hearings. Full-time Supervisors would work with every committee of county government. A professional Administrator would handle the day-to-day operations of government while the County Board would set the long-range goals and policy agenda. This would reduce, if not eliminate, the "silo approach" to which Mr. Herbert referred.
The Executive Committee will meet to discuss revisions to the budgeting process in the coming weeks. High on their list of things to do will be a re-examination of Policy 881, Staffing, Budget Planning and Position Administration. To view a copy of Policy 881, click here.
Supervisor Pat Schmidt suggested that we look into supplying a sound system with an amplifier and microphones for County Board and Committee meetings, as some members of the public have complained that they have a difficult time hearing during the meetings.
The workshop on Friday was "rewarding", in the sense that Supervisors and Department Heads, gathered together for open discussion, gained insight into how to improve the budgeting process.
1 comment:
Good post, Diane. I was curious about what happened. Sounds like it was well worth your while; kudos to Supervisor Ken Sample for proposing the idea in the first place.
I tend to agree with your suggestion that a smaller board in combination with a strong and skilled administrator might be a much more effective way to go. When I was on the board, I ran the idea of staggered elections past the county clerk and was told it was unworkable. I still think it would be a good idea for just the reasons you state.
It sounds like Ms. Lawton gave some sage advice regarding the need for long-range planning. Our strategic planning process was supposed to provide us with that sort of vision, but hasn't seemed to "stick". In the first budget process after adopting the strategic play, the county board took positions counter to two of the stated goals by cutting funding to the Economic Development Corporation and trying to cut positions from the Land & Water Resources Department.
The Renewable Energy Committee has just done a strategic planning process of its own, and has decided to create and propose an energy policy for the county. Maybe that can form the nucleus of a new long-term plan.
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