As COVID-19 cases continue to rise in Ellis County and throughout northwest Kansas, what should be the role of the county commission in community health decisions and how is that role best accomplished?
According to K.S.A. 65-201, the “County Commission acts as the County Board of Health.” As such, the board should always act in the best interest of the safety and well-being of the citizens it represents. All decisions regarding public health should be made with consideration of what protects the public’s health and safety, not because of political or individual ideological views. As a commissioner, one should always strive to do the right thing for the right reason.
Those decisions should always be based on sound information from professionals in any given area. With regards to the current pandemic, information from medical professionals like the public health officer (Ellis County Health Department Administrator), local/state/national physicians and any guidance provided by the CDC (Centers for Disease Control), HHS (Health and Human Services) and KDHE (Kansas Department of Health & Environment) should be utilized to make a sound decision.
Should the Ellis County Commission be more or less proactive in economic development in the county and, if so, what is the best way to attract business to the area?
Absolutely, the Ellis County Commission should be working closely with private citizens and all cities within Ellis County to attract and sustain businesses in our communities. In the past, Ellis County has provided financial support in this effort. That support was significantly decreased several years ago as the county budget was tightened. Ellis County should reinvest in local economic development without burdening the Ellis County taxpayer.
Such an investment could take several different approaches as not one size fits all economic sustainability and/or growth. I would be very interested in discussing innovative ways to develop the local economy.
I do believe it is important that Ellis County representatives work collaboratively with the current economic development efforts to enhance those endeavors in a positive manner for Ellis County cities and citizens. Such collaboration would prevent duplication of efforts and show potential business partners that all the governing bodies are working cooperatively for the common good of our community.
Currently, there are some opportunities for sustainment of local businesses within the approximate $5.7 million of Cares-Act money that is coming to Ellis County, Kansas. A portion of those funds could be utilized for economic development and/or business sustainment. The County Administrator (J.D. Cox) has established a committee to evaluate options and make recommendations to the Ellis County Commission on how to invest those dollars wisely. Mr. Cox has put together a very impressive committee of community leaders from the major employers and a variety of businesses from across Ellis County. Because of the timeline attached to the federal aid package, the recommendations of the committee will be presented for approval to the current Ellis County Commission.
Several high-profile disagreements have occurred this year with other county level elected officials and the county commission, going forward what is the best way to ensure that all county departments work in a cohesive manner?
Professionalism. All elected officials need to treat their constituents, other elected officials, department heads and county employees professionally and with respect. Unfortunately, with recent actions of the current commission they have created a real creditability issue within the community, other elected officials/department head level staff and other current county employees. Such a trust issue exemplifies that team building needs to be improved. The current atmosphere of “they don’t care” is counter-productive to providing quality and professional service to the citizens of Ellis County.
To succeed as a commissioner, one must spend additional time in all county offices talking with and listening to the department heads or elected officials overseeing those offices. By having those cooperative conversations with the county staff, a commissioner can gain valuable insight and knowledge of the day-to-day operations and struggles of various county departments.
I have had previous experience with most of the county officials, so I already have a working relationship with them. I understand how county government works and believe I can use my prior experience to assist departments to work cooperatively for the good of the county and its citizens.
In what ways would you improve communication between city governments and the county commission?
First, I would say that communication must be two ways to be effective. The county commission and city governmental bodies of Ellis County must be willing to talk, listen and agree to work together mutually for any communications to be productive. Historically, the cities within Ellis County and the county commission have worked very independently from each other. It is essential that all government bodies strive to work closely to integrate their efforts in the best interest of the taxpayers.
I think annual or semi-annual meetings with all governmental agencies would greatly improve communication. Additionally, meeting one-on-one with commissioners/council members from other government bodies would be important to supplement those communication efforts. With the advent of the changing social norms, cooperating and collaborating with other government bodies is going to be imperative.
I would not limit communication to just governmental agencies. By passing the sales tax questions, the citizens of Ellis County stated very loudly they want services. Because of limited funds available, we must research ways in which we can collaborate with other government agencies and residents of Ellis County to provide services in a more efficient and effective manner.
This year, two sales tax measures passed by the voters helped to alleviate strain on the county budget, but long-term concerns remain. How best can the county commission stabilize their budget for the foreseeable future?
As I stated in the question above, by passing the sales tax questions, the citizens of Ellis County stated very loudly they want Ellis County to continue providing quality services.
Passage of the quarter-cent sales tax to fund health services and the quarter-cent sales tax to fund general operations was critical to Ellis County to allow continuation of services at the current level. Without voter approval of those sales tax questions, Ellis County would have faced a $1.5 million to $2.2 million deficit, resulting in a reduction of services and/or a reduction of manpower or personnel layoffs.
The current commission has started the process to bond the monies generated by the sales tax to be used for general fund purposes to repair and replace infrastructure. I believe that decision will certainly help the infrastructure needs. However, there is still much to be done. If the bonding process proceeds and is successful, approximately $600,000 to $650,000/annually of the conservative estimated $700,000/annually generated by that quarter cent sales tax for general fund purposes will be committed to pay off those bonds over the next five years, leaving very few dollars for the first five years to utilize in other areas of county operations such as, reducing property taxes, additional infrastructure projects or employee retention.
Meanwhile, the approximately $1.5 million generated by the quarter-cent sales tax to fund health services was utilized as a funding mechanism to fund health services like EMS, Health Department, Development Services of Northwest Kansas (DSNWK) and High Plains Mental Health.
County governments have very limited ways to produce revenue. The most common are user fees, property taxes and/or sale taxes. Without a change in the federal regulations overseeing reimbursement for EMS or the Health Department or a dramatic increase in the number of clients served, they have maximized their reimbursements. No one including myself wants to pay additional taxes. It basically comes down to what services the citizens of Ellis County demand. If they demand services at the current level, the county commission must budget appropriately to ensure that those services are available. Because of limited funds available, we must research ways in which we can collaborate with other government agencies and residents of Ellis County to provide services in a more efficient and effective manner.
If elected, in what ways would you be a better servant of the public interest than the other candidates?
Community service has been my life’s work. I feel that becoming a Commissioner in Ellis County is the natural next step in service to my community. In my previous work experience, I gained insight and knowledge of the day to day operations and struggles of various county departments. I believe my experience allows me to have a unique insight into budgeting and funding issues, operating expenses and capital expenses. I have dealt with personnel issues, including recruiting, hiring and retaining qualified employees, and the process of negotiating affordable health insurance and other benefits for county employees. I have had previous experience with most county officials, so I already have a working relationship with most of them. I understand how county government works and believe I can use my prior experience to assist departments to work cooperatively for the good of the county and its citizens.
What do you see as the top concern of Ellis County voters over the next few years and what would you do to alleviate that concern?
• Professionalism. Elected officials need to treat their constituents, other elected officials, department heads and county employees professionally and with respect.
• Fiscal responsibility. All elected officials and county staff members are entrusted with handling tax dollars responsibly. As a commissioner the citizens of Ellis County demand fiscal responsibility and oversight of those dollars. It will be even more important since the citizens entrusted the Ellis County Commission with an additional $2.2 million in sale tax revenues for the next ten years.
• Services provided. Ellis County currently provides a variety of services including public safety, public works, public health and several statutorily required services. We are in the middle of unprecedented economical times. We are also facing new social norms. Ellis County will have to re-evaluate the way it provides services. In order to do that, Ellis County will need Commissioners who recognize the way we govern now, may not be the same way we govern in the future.
• Recruitment & Retention. The staff members of Ellis County are the county’s biggest assets. We must treat them accordingly. The simple fact is, if we as a county are not competitive in the salary market, we will lose quality staff members to an agency that is competitive. It costs you and I as taxpayers (ultimately Ellis County) more to hire and train new employees than it does to treat the current employees fairly and professionally.
• Infrastructure. The local economy (oil production, agriculture and other forms of commerce) of Ellis County depends heavily on our infrastructure, so it is imperative that the infrastructure of our county is maintained.
How do you plan to address road and infrastructure concerns in Ellis County?
As mentioned in a previous question. The current Ellis County Commission has started the process to bond the monies generated by the sales tax to be used for general fund purposes to repair and replace infrastructure. Projects included in that bonding project are; Northwest Business Corridor, Saline River Bridge north of Ellis, rebuilding Cathedral Road in Victoria in conjunction with the City of Victoria’s water project, replacing the bridge decking on old Highway 40 at Vincent Road, bridge repair west of Yocemento Elevator on Yocemento Avenue, Feedlot Road will be rebuilt between 210th Avenue and 230th Avenue, resurfacing 48th Street between Hall Street and Roth Avenue and rebuilding Commerce Parkway from I-70 to Airbase Road. I believe that decision will certainly help the infrastructure needs. However, there is still much to be done. If the bonding process proceeds and is successful, approximately $600,000 to $650,000/annually of the conservative estimated $700,000/annually generated by that quarter cent sales tax for general fund purposes will be committed to pay off the $5.4 million bonds over the next five years, leaving very few dollars for the first five years to utilize in other areas of county operations such as reducing property taxes, additional infrastructure projects or employee retention. At that point, the commission will need to make the decision if they are going to use the next five years funds for additional infrastructure projects, reduction of property taxes, other county department operations or employee retention.
Additional projects that need to be considered:
• Additional road or bridge projects. Those should be prioritized and scheduled as funds become available. I would hope that grant funding could be utilized for some of those projects
• County Facilities. While several county facilities are in very good shape, there are still some facility needs within the county. For example, the county Road & Bridge facility (1198 280th Ave) has been neglected for years and needs to be updated.
• Other county infrastructure needs like, ambulances, sheriff’s office patrol cars, fire trucks, durable medical equipment, dump trucks and road graders need to continue being presented and approved during the budgeting cycle as capital improvement projects.
In what ways does your personal and professional experience qualify you to serve as an Ellis County Commissioner?
As I mentioned above, community service has been my life’s work. I feel that becoming a commissioner in Ellis County is the natural next step in service to my community.
My formal education includes a bachelor’s degree from the University of Kansas in Health Care Administration and a master’s degree from the University of Missouri at Kansas City in Public Administration.
In my previous work experience, I gained insight and knowledge of the day to day operations and struggles of various county departments. I believe my experience allows me to have a unique insight into budgeting and funding issues, operating expenses and capital expenses. I have dealt with personnel issues, including recruiting, hiring and retaining qualified employees and the process of negotiating affordable health insurance and other benefits for county employees. I have had previous experience with most county officials, so I already have a working relationship with most of them. I understand how county government works and believe I can use my prior experience to assist departments to work cooperatively for the good of the county and its citizens.
In your view what is the primary difference between how you would serve as a county commissioner and the other candidates?
In my view the primary difference between myself and the other two candidates is that I have been involved in Ellis County government for the last thirty years. During that time, I have gained insight on how I can help the departments of Ellis County provide services in an efficient and effective manner.
Additionally, I have no other political aspirations. People who hold local public offices are much more accessible making politics more difficult at the local level. Regardless, I believe I still have contributions to make to my community.
What decision made by the county commission in the last few years did you disagree with and what would have been your decision?
There have been several but the two that stand out are:
1. On June 8, 2020, the Ellis County Commission signed a County Resolution to allocate only $17,310 of the approximately $140,000 budgeted for calendar year 2020 to provide county employees cost of living increases or salary adjustments for the approximate 180.50 county staff members. Thus, putting staff members farther behind current competitive local, regional and state salary scales for the positions they hold at Ellis County. Decisions like this make it very difficult to recruit or retain the biggest asset the county has, its team members. Not to mention what those types of decisions do to employee morale.
2. For the last several years, the Ellis County Commission has budgeted politically and not for what was in the best interest of you, me, or Ellis County. We have been relying on cash reserves and the oil depletion fund to fill budget shortfalls, which resulted in spending down most our cash reserves that had been accumulated. Without those funds, how would Ellis County pay for a long drawn out jury trial or a natural disaster?
Many county staff members received raises this year bringing them closer to the market average for their positions, but remain under the average. How would you ensure that county employees are paid an equitable wage now and into the future?
As I mentioned in a question above, the team members of Ellis County are the county’s biggest assets. We must treat them accordingly. The simple fact is, if we as a county are not competitive in the salary market, we will lose quality staff members to an agency that is competitive. It costs you and I as taxpayers (ultimately Ellis County) more to hire and train new employees than it does to treat the current employees fairly and professionally.
In the past, the commission has contracted outside companies to conduct salary surveys. The last salary comparison was the Evergreen Study (2015) which cost Ellis County $40,000.00. It took the county several years to fully implement the study. In fact, the Evergreen study was finally completed with the County Resolution signed on June 8, 2020. Because it took so long to complete, Ellis County has fallen even farther behind the most current competitive local, regional and state wage scales for many of its positions.
With a collaborative effort between the Ellis County Commission, County Administrator and the Elected Officials/Department Heads the commission could identify what the most current competitive pay scales are for positions within Ellis County. With such information, Ellis County can develop a plan regarding how we as a county are going to handle personnel compensation for the foreseeable future. An accepted pay plan can provide guidance on how to keep pace with the local and statewide marketplace.
The Ellis County Attorney has repeated asked for additional staff to be hired in that office, do you agree with that position and how would you address that as a commissioner?
The current County Attorney has provided the Ellis County Commission with sufficient data comparing our County Attorney’s office to like sized county offices in the state of Kansas. According to the population served and the crime rate of those counties, the Ellis County Attorney’s office was understaffed for a number of years.
Since the current County Attorney’s office will be changing leadership with the election in November, we find ourselves in a unique position. It will be interesting to see what the new County Attorney’s evaluation of office staffing is after six months in office. I’m sure that will be a discussion during the budget presentation for the 2021 budget. Should the new County Attorney share the same concerns, I would be more than willing to evaluate our options to make the department run in a more effective manner.