Oldham County Vision Council

1
Oldham County Vision Council

• Report to Oldham County Fiscal Court
• Tuesday, July 17, 2007

2
Tasking

• Create a paper which describes the vision of
  what Oldham County should be in four years
• Our task is not to fix the blame for the past,
  but to fix the course for the future JFK

3
Vision Council Members
Ann Brown Barrie Conner Frankie Culbertson Kevin
Eldridge Lambert Franklin Julie Gathof Bill
Hinton Kathy Hockersmith Vernon Hodge Scott
Jackson
Deana Epperly Karem Kelly King Sally
Landes Fariba Muhlheizler Pat Osborne Doug
Ostwalt Larry Otterback Raymond Simpson Doug
Wampler Wendell Wright
4
Vision Council Process

• Chairmans Tasking Paper
• Judge/Executives Oldham County Tax Revenues
  White Paper
• Meetings from January through July 14
• Council member outreach for input
• Web www.oldhamcounty2020.com
• Press
• Deliberations, cooperation, consensus
• Vision

5
Vision Statement

• We must become, and strive to remain, the best
  rural/suburban county in Kentucky. By 2011,
  Oldham County has
• A financially sound and well managed county
  government
• A spirit of cooperation, coordination, and
  communication among all government, private, and
  non-profit organizations
• A managed growth philosophy that provides
  adequate and efficient infrastructure and
  utilities great schools  open spaces,
  greenways, trails and parks, and the
  continued high quality of life we enjoy as
  residents of the county 
• A lean government that provides a safe
  environment for residents and families to live
  and prosper

6
Vision Framework

• We must experience efficiency, professionalism
  and integrity in the leadership and government of
  our county
• Enhanced cooperation among all public entities,
  balanced budgets, and the wise utilization of our
  financial resources are a must
• We must have a focused approach and one that is
  well planned in each aspect of managing our
  county
• County government must set policy, encourage
  actions that are in keeping with that policy and
  march forward while avoiding intrusion on the
  areas that are best left to the private sector
• Our school system must remain at the highest
  level possible
• The rural character that remains must be
  maintained
• We must accept that the county will experience
  growth but that growth must be managed to allow
  for a high quality of life our citizens expect
  with the very real fiscal constraints the county
  must operate within

7
7 Key Questions
8
Which Utilities Should Remain Strictly Oldham
County Entities?

• Who can provide the service at its greatest
  efficiencies and lowest cost?
• The county should explore contracting with MSD
  (or private operating firms) and Louisville Water
  Company for provision of product, possible
  operation and maintenance of utility related
  facilities
• An alternative might be for OCSD and MSD to form
  a Joint Sewer Agency under KRS 76 (Crestwood
  model)

9
What Should We be Using Our Substantial Bonding
Capacity for?

• The county should only be using its bonding
  capacity for longer-term capital improvements
  and / or acquisitions that are in keeping with
  the countys vision such as infrastructure,
  facilities, and public lands
• If the opportunity arises to meet matching grants
  for such purchases, we should use this authority
• Bonds should never be used for short-term
  non-capital expenditures, even when matching
  grants are available

10
What Should Be Our Position in Encouraging
Destination Tourism?

• Shore up the tourism commission to expand their
  impact on countys tourism industry
• Explore the viability and encourage the
  development of a fair / convention / exposition
  center
• Explore the viability and encourage expansion of
  Westport Park and the riverfront with goal of
  having a private/public marina area in the next 5
  years
• Ensure communication between Fiscal Court,
  Chamber of Commerce, Discover Downtown, others

11
What does Oldham County see as the Future of its
Parks System?

• Parks, open spaces, and greenways goals and
  objectives from Comprehensive Plan remain
  validwork towards implementation
• Commit to implementing on-going Parks and
  Recreation and Greenways Master Plans
  recommendations
• Continue to pursue partnerships
• Consider use of countys bonding authority as one
  option for implementing key programs i.e. access
  to the Ohio River

12
What Should Our Reserve Policy Be?

• The county should not rely on the availability of
  a reserve to balance annual budgets
• Use of reserves should be viewed as an exception
• A Pain factor needs to be engineered into
  policy with a pay-back provision included
• We have suggested specific guidelines in the
  paper with respect to percentages of total
  projected revenues and budget
• Cash reserve should be transferred to a separate
  reserve fund

13
What Should our Approach be to the Residential /
Commercial Split in Development?

• We have found planning to be a common thread
• Every effort should be made to enable the
  facilitation of the Comprehensive Plan and
  accomplishment of its implementation measures
• We need enhanced communication between OLDA,
  OCEDA, legislative bodies, and the public
• Encourage commercial development that brings
  beneficial employment opportunities
• Support OCEDA to become in the black
• Future proposals should be studied closely and
  encouraged only when they can offer real quality
  of life and /or economic improvement to the
  county

14
How Do We Pay for our Vision?

• To maintain our existing budget, we must raise
  revenues or cut services
• The question has become How do we keep from
  raiding our reserves to avoid a bankrupt
  situation?
• There needs to be an immediate and thorough study
  of income stream(s) necessary to cover expenses
  without further encroachment of reserves
• Due to state and federal unfunded mandates and
  demands for services balancing the budget
  cannot be accomplished without raising revenues
• Short term options
• Long term options
• Any increases that prove necessary should only be
  enacted after all other avenues have been
  exhausted and the citizenry brought up-to-speed

15
Communications Liaison

• It is apparent that lack of communication is a
  big issue in Oldham County
• While we have many great private organizations
  and public services, there is currently no
  county-level designated point of contact to
  coordinate all initiatives to achieve a true
  unity of effort
• The Deputy County Judge-Executive position should
  assume this role

16
Call to Action