Op Ed by Don Stapley
July 1, 2009
Despite the many negative reports regarding Maricopa County’s government, many of which have been the topic of reporting over the past few months, I would like to point out to our citizens some of the key successes we have had over the recent years.
Every part of the system had to cut its’ budget to varying degrees, but the policies set in place by the Board led to many “common sense” reductions, which were originated and developed through cooperation with the various departments from the bottom up, instead of from the top down. These policies of engaging our department managers and elected officials were, for the most part, well received and very successful.
While things are not perfect at Maricopa County, and there continues to be unnecessary litigation and disagreements which have caused much waste in legal costs, I believe the Board is reacting responsibly and is moving forward in accomplishing our mandates and priorities in a very positive manner. Here are the keys to our success:
1. The five member Board of Supervisors have years of experience, and despite some differences, both political and otherwise, have agreed on our priorities and a plan on how to accomplish them. A great example of this is our commitment to “pay as we go”, not to borrow against our future for our present operating and recurring expenses. Of course, some short term debt for capital needs at times is necessary, but as a large urban county we carry no general obligation bond indebtedness. Zero! A remarkable feat considering our size and rapid growth, and certainly unique for a government of our size.
2. Stable Management. The County and its’ governing board has been fortunate to employ and keep top notch management. The County Manager and many department heads have been with the county for 15-20 years or longer, and their experience and expertise have been a terrific asset. They are innovative, visionary leaders and are continually pushing the envelope for new and better ways to deliver the services our citizens require. One great example amongst many would be our “Managing for Results” project. This system imposes a continuum of evaluation and accountability on county employees and their management. It is the “culture” at Maricopa County to expect a lot from our employees, and to measure and evaluate ourselves regularly for our achievements and use of resources. We have been recognized nationally by Governing Magazine as one of the “Best Run Counties” in the nation.
3. Lastly, we have strong ties and good communication with our state and federal governments, as well as cities and towns. Through our work at MAG, AACO, CSA and NACo, we strive to recognize our interdependence and our structural relationships. We acknowledge we are all partners and cannot succeed without working closely together on a vast continuum of interwoven issues. We strive to be an example to the larger state and federal governments and recognize our dependence on them both legislatively and financially. One great example has been our involvement with the National Association of Counties, where because of my colleagues support; I have been able to commit the time to serve as an officer and this year as President. As the nations’ third largest county in population, we gain great insight and many cutting edge ideas from our involvement with NACo. As a non-profit association, NACo has been a strong voice for County Government with Congress and past and current administrations. These ties and contacts have earned Maricopa County a well deserved national reputation for excellence, and strong leadership at all the important levels that are necessary to make our great democracy work.
Despite the most economic difficult year in decades, with revenues dropping at record rates during the current recession, your County Board of Supervisors has recently passed a balanced budget that will continue to serve the mandated needs of its’ constituencies, without destroying the integrity of various county departments.