My Objectives
The County has been financially responsible, and strategic decisions must be made moving forward to maintain our excellent financial condition. The future of the county can only be as great as the vision and the accomplishments acquired through the hard work of those serving you. Ken proved throughout his past 2 terms that he is willing to put forth the effort to get the job done and done right and will continue this effort when reelected this fall. His primary objectives include:
Controlling the budget, keeping taxes low, while meeting the ever-growing needs of the county.
Foster growth in the economy, supporting regional economic growth initiatives, exploring means to diversify the tax base, considering responsible development opportunities, making the area more economically resilient while respecting the rights of all citizens.
Support work force development to attract, retain and expand businesses.
Use tax increment financing (TIF) appropriately, and continue to work towards legislation that gives the county the choice to opt out.
Supporting to improve access to mental health care, treatment alternatives, working as an advocate through the proposed reorganization for the mental health and disability region.
Supporting public safety challenges and needs for both adult and juvenile populations to maintain effective and outstanding law enforcement, weighing costs to benefits, and promoting opportunities to expand services.
Implementation of the county’s strategic plan which includes means to attract and retain Employees, Facilities to accommodate not only the day to day needs but those needed during elections and emergency management, and Organizational Efficiencies that stream line operations and reduce costs throughout the county.
Supporting opportunities to improve park and recreational facilities that promote healthy communities and lifestyles.
Improve the quality of life by keeping Scott County a great place to live and raise families, to attract and retain young adults and families, and businesses.
Work as a collaborative team member to the betterment of all Scott County.
Visions
Ken’s visions for our area include:
Successful transitioning of combining mental health and substance abuse services for both children and adults into the new regions currently being proposed by the state.
Expansion of programs such as the Community Assessment Program (CAP), Auto Theft Accountability, Youth Centered Planning Meeting and Pre-Charge Diversion programs that help juveniles that land in our justice system to remain out of the system in the future.
New local facilities that treat those with advanced/complex mental health needs outside of the justice system that are outcomes based, reduced the work load and dependence on our county jail, and that reduce direct and indirect costs to Scott County taxpayers.
The Quad Cities attains the vision of Q2030, that is, “make the region more cool, creative, connected, and prosperous.” “The Quad Cities is recognized globally in 2030 for growth and attracting talent and businesses, is energized by a diverse and culturally rich community, inspires innovation and embraces lifelong learning.”
Continued success and to build upon Medic EMS operating as a county department with implementation of Ground Emergency Medical Transportation (GEMT) grant for additional funding.
Attract new economic growth opportunities such as the current Amazon, TBK Sports Complex, Kraft Foods and Sterilite projects and organic growth of existing businesses.
Economic recovery to pre-pandemic levels.
Foster intergovernmental partnerships for the benefit of all Scott County residents.
World class corporate headquarters making their home at the Anderson 400 Green Park.
Scott County continues to be a great place to live, a great place to grow a business, and promotes safe, healthy, and livable communities for all.
Strategic Initiatives
Some of Ken’s key strategic initiatives include:
Collaboration with legislators to reduce erosion of local control.
Work with Health and Human Services (HHS) for a successful move of mental health and substance abuse services for both adults and children to the new regions.
Responsible governance in response to changing state requirements on property tax
reductions/limitations, and underfunded/unfunded mandates.
Completion of the Youth Justice and Rehabilitation Center (YJRC) where space will be available for the Community Assessment Program (CAP)-law enforcement program designed to assist in diversion of juveniles and reduce recidivism within the justice system.
Collaborate with state legislators and HHS for facilities that can serve those with advance/complex mental health needs to improve outcomes, reduce the jail population and the impact that population has on jail staff.
Cyber security.
Key strategies of the county’s strategic plan including Employees, Facilities and Organizational Efficiencies.