Reporter/Times-Sentinel Questionnaire

Recently, the publishers of the Lebanon Reporter and the Zionsville Times-Sentinel asked candidates to respond to a questionnaire in preparation for running a special section in their newspapers before the upcoming primary. Below are my answers to those questions. (I apologize for any formatting/readability issues, but I'm still trying to figure out the new Blogger interface!)

Questions: 1. With rising expenses, such as the cost of fuel, and shrinking revenue, is a local option income tax inevitable? If so, what type? If not, why not?
With a County Option Income Tax rate of 1.0% and no additional local option taxes, we have one of the lowest income tax rates in the state. While the county’s revenue streams have shrunk dramatically, I do not foresee an additional income tax in the near future. While reaching previous levels will take many years, Boone County is in an excellent position to grow our way out of our current constraints. As the Council’s representative on the Boone EDC Board, I am committed to controlled, quality growth as the best way to increase revenues long-term. The one local option tax possibility I will continue to monitor closely is that for public safety, which must be a top priority for any government. In addition to that option currently requiring enactment of yet another tax, our overall revenue picture is still too uncertain to justify that decision.

2. Why are you qualified to serve on the council?
The complexity of the county budget far exceeds even what I anticipated when I first ran for the position four years ago. While my service on the Jackson Township Board and my educational background have been helpful, the experience of actually serving on the council has been invaluable. Between the national economic crisis and the wholesale – and ongoing – changes made by the state legislature, the council has dealt with unprecedented change. My role in developing a longer-term financial plan for the county and my role on the Economic Development Corporation board, as well as my continuing relationship with the Association of Indiana Counties and our state legislators, give me invaluable insight on the ever-evolving budget situation. The knowledge base I’ve gained and the relationships I’ve established through the council give me confidence I can be an even more effective public servant in a second term.

3. One county department has multiple consultants on retainer, and the use of consultants has grown. Is this a good use of taxpayer money?
While I sometimes question various departments’ funding for consultants – and will continue to do so – I am generally satisfied that taxpayers are getting their money’s worth through these arrangements. Several functions of county government require technical expertise or specialized skills far beyond the core mission of services our employees deliver every day. Few county governments can afford to pay a competitive salary for such highly-trained employees. This often means it is a better use of our limited budget to bring such individuals in on a temporary and as-needed basis as consultants rather than to maintain the expense of a full-time employee, even if we could afford to keep such a person from leaving for better-paid opportunities. While each situation is different and circumstances often change, our department heads and elected officials generally do a great job making the best use possible of the funds at their disposal.

4. What plans should the county be making in case the economic recovery continues to stall?
I’m hopeful that our revenues have bottomed out, but I believe the conservative approach the council has followed the past three years will have to continue even if the recovery does build momentum. While the council has pulled from the county’s reserve funds the past two years to ease the impact of the drastic drop in revenue without laying off employees or cutting services, those funds are still healthy, so we do not face an imminent crisis. If revenues do not pick up, the county will have to begin cutting employees. Toward that end, I will continue to advocate for implementing a policy requiring council approval before any new employee could be hired to fill a vacant position. While other options for increasing revenue cannot be dismissed out of hand, we need to be more certain of our position before making those decisions.

5. Are there opportunities for the county to consolidate with other governmental entities for greater efficiency?
Boone County is fortunate to have dedicated leadership at every level of government. Inroads have been made in many areas of cooperation between the municipalities and with the county, but we still have a lot of room for improvement. As we all face similar funding issues, every official is conscious of the need to seek such opportunities, but putting them into practice is often more difficult than one might expect. Two prime areas for cooperation are planning and roads. Planning of all types is something that concerns both the county at large and each municipality, and I’m hopeful better communication will lead to more opportunities for savings. The county and the city of Lebanon recently implemented an agreement to share a building inspector, and that may serve as an opening to other efficiencies. Not every idea will pan out, but we will continue to be on the alert for opportunities.