RESOLUTION ENDORSING
STRATEGIC PLANNING AND
APPROVING THE 2003 DEPARTMENTAL
STRATEGIC PLANS
WHEREAS, the purpose of strategic planning is to establish long-range
goals, annual objectives and detailed strategies to address
issues related to performance, productivity and generally
improving the well-being of the community and work force;
and
WHEREAS, its focus is identifying critical issues affecting the
community and seeking the most effective and efficient means
to address them; and
WHEREAS, strategic planning properly conducted can lead to many
benefits, such as:
- accelerating an agency's ability to solve identified issues and challenges
- encouraging creativity and innovation
- ensuring a more efficient use of resources
- developing greater co-operation and collaboration
- reducing confusion about roles, responsibilities and accountability
- serving as a basis for performance evaluation
- tying funding allocations to performance; and
WHEREAS, County departments engaged in this process last summer/fall
and produced the County's first Departmental Strategic Plans.
NOW THEREFORE BE IT RESOLVED by the Wise County Board of Supervisors
duly assembled this 8th day of April 2004 that
it: 1) endorses Strategic Planning; 2) approves the 2003
Wise County Departmental Strategic Plans; and 3) directs
the County Administrator to ensure that this process is
conducted annually.
Adopted this the 8th
day of April 2004.
Wise County Departmental Strategic Plans
FY 2003
Contributors:
Maria
Culbertson - Landfill Billing Coordinator
Jeff
Gilliam - Financial Management Assistant
Shannon
Scott - Assistant County Administrator
Arvil
Pilkenton - Administrative Assistant/911 Coordinator
Robert Mullins - Code Official and Zoning Administrator
Arthur
Sturgill - Maintenance Supervisor
Annette Underwood - Executive Secretary
Jackie Darter - Superintendent of Public Works
Carter McCoy - Animal Control Officer
Carl
Snodgrass - Economic Development Director
Ed
Sealover - County Administrator
Andrea Cantrell - Custodian Supervisor
Martin Gilliam - ADP Supervisor
Jason
Tinsley - Litter Control
Mission Statement
The office of County
Administrator exists for the purpose of implementing the
policies and ordinances adopted by the Board of Supervisors,
along with preparing and presenting an annual budget to
the governing body.
The office of County Administrator is responsible
for ensuring that County services are provided in an effective
and efficient manner while acting as a liaison between the
Board of Supervisors and others within the Courthouse and
the community.
Vision Statement:
During the next decade,
the office of County Administrator will see an increase
in demand for services while implementing the policies of
a Board that has less money with which to work. Increases
in the costs associated with education, solid waste, law
enforcement and prisoner confinement will cause the Board
of Supervisors and the administrative staff to continue
to look for new forms of revenues and to enhance existing
revenue sources. There
will need to be a continued investment in information technology
and investment in professional training to develop expertise
to meet ever-changing needs both within the County and from
the State.
Operating Philosophy:
We believe in a work
environment that is characterized by consistency, honesty,
responsiveness, discretion and trust while at all times
avoiding involvement in partisan politics.
Above all, we respect the Board of Supervisors and
the citizens who elected them and maintain for them the
highest possible standards of fairness and impartiality.
Most significant Issues
and Challenges:
- Coal
Severance Tax - Coal Severance tax collected during
2000-2001 was $4,276,238, during 2001-2002 was $3,590,285
and during 2002-2003 was $3,354, 951.
This shows a reduction of 921,287.00 over a two
year period or a percentage of 21.55%.
Forecast for coal production is that it will continue
to decline. This
is significant for Wise County because coal severance
revenue represents approximately $.30 on the dollar of
the county tax rate.
- Declining
State Revenue - Localities saw revenues drop for ABC
Profits from $71,503 in 2001-2002 to a projected $39,582
for 2002-2003 - a drop of 44.65% in one year.
This combined with a drop in reimbursements for
constitutional offices and registrar shows a transfer
of burden from the State to the locality.
Most significant Issues and Challenges-
Continued
-
Declining
Interest Income - Wise County saw revenues from interest
income drop from $544,739 (2000-2001) to a projected $102,110
for 2002-2003 - a drop of $431,629 over a two year period
- a percentage drop of 80.87%.
This came about for two reasons, a drop in the
interest rate and a reduction in money held on reserve
by the County.
-
Declining
Fund Balance - The County has seen a drop in the
Fund Balance from an estimate of$2,539,000 on 6/30/02
to an estimated fund balance of $491,000 on 6/30/04.
The County budgeted to use $1,645,981 to close
the budget gap for 2002-2003 and budgeted to use $1,180,000
to close the budget gap in 2003-2004.
This clearly paints a problematic picture of
a problem for the next budget cycle.
-
Board
of Supervisors - The consensus of the Board is that
they will not raise taxes.
Since the County has depended on a transfer from
the fund balance in years past to close the budget gap,
a problem arises because there is not enough of a fund
balance to draw upon.
This also breaches the policy of the Board whereby
the County's Fund Balance shall never fall below 5% of
anticipated revenues.
Cutting costs could be the only alternative.
-
Issues
Statement - Solid Waste Disposal - At present, the
Department of Environmental Quality (DEQ) holds to a ruling
that Wise County must stay 100 feet back from a line designating
where subsidence could begin from an abandoned coalmine
located beneath the landfill.
The County either must challenge the ruling of the DEQ
and if successful spend approximately $10,000,000 to expand
the landfill into the next two cells over a 10 year period;
or if the County is unsuccessful, it will have to consider
shipping out of the County the solid waste generated.
This creates a problem of recognizing the money
spent thus far to create the basic footprint which was
scheduled to last another 22 years.
A second problem is created in that the County
will have to bear the cost of closing the landfill and
restoring the area to its original slope, which could
be very expensive.
-
Landfill
Use Fee Deficiency - Whether looking at the cost of
adding additional cells to the landfill, or closure expenses
coupled with the cost of shipping out solid waste, the
County is facing a burden of increased costs associated
with transferring money from the general fund to the enterprise
fund to cover these additional expenses.
The Board has expressed an unwillingness to raise
either the residential charge or the charge to businesses.
-
Educational
Needs - The school board has concluded a study that
shows the need for upgrading of high school buildings
for a total cost in excess of $54,000,000.
This financial need along with ever increasing
needs for general operations and maintenance is more than
the County can afford without some consideration of consolidation
that would generate savings sufficient to fund the needed
improvements and increases in cost.
Goal:
To increase, or at minimum maintain, the existing level of services
during a time of great financial challenge
without placing an excessive tax burden upon
the citizens.
Objective:
To maintain the level of Coal Severance tax revenues at the
current level of $3,354,951.00.
Actions/Strategies:
-
Convene a task force
to review the capacity for coal production in Wise County.
-
Convene a strategy
group to determine what assistance through the various
economic development agencies and through laws that
can be passed by the State Legislature to support the
price per ton of coal produced.
-
Review and analyze
data by April 15, 2004.
-
Create a study group
to determine the probable number of years of remaining
life of coal production in Wise County and estimate
of coal severance revenues with conclusion no later
than May 15, 2004.
Objective:
To maintain the level of state funding as it
was in 2001-2002 by restoring cuts at various sources within
the state.
Actions/Strategies:
-
Convene a regional
study group to approach the Virginia Association of
Counties to secure the assistance of VACO in working
with the State Legislature to restore cuts in funding.
-
Review and analyze
the data of the study group.
-
Reconvene the regional
study group to work with VACO and the State to secure
alternatives to the cuts previously made by the State.
Objective:
To increase the amount of interest earnings to
the level which they were in 2000-2001.
Actions/Strategies:
Objective:
To increase the General Fund Balance to the amount
identified by the Board of Supervisors as being 5% of the
annual expenditures.
Actions/Strategies:
-
Convene a study group
made up of at least 2 Board members, the assistant administrator,
administrator and auditor to study ways of restoring
the General Fund Balance.
-
Analyze the data of
the study group.
-
Decide on refinements
and implement.
Objective
To maintain a balanced budget by working with the Board of
Supervisors to investigate alternative methods of funding
and reviewing the tax rate.
Actions/Strategies:
-
Convene a called meeting
of the Wise County Board of Supervisors and representatives
of the Center for Public Services to review the problem
of declining revenue.
-
Convene a study group
from the initial group meeting to access alternatives.
-
Decide on refinements
and implement.
Objective:
To increase the capacity of the present landfill facility
at Blackwood and secure the approval of the Virginia Department
of Environmental Quality to do so.
Actions/Strategies:
-
Convene a meeting
of at least four members of the Board of Supervisors,
representatives of Thompson & Litton, Inc. Engineers,
representatives of Schnable Geotechnical Engineers,
Michael Karmis, professor of geotechnical engineering
at VPI and considered to be an expert in the field of
subsidence, representatives of DMME, the assistant county
administrator and administrator to format a plan of
action with DEQ.
-
Review the draft of
report by the above group.
-
Forward proposal to
DEQ.
-
Convene a meeting
with Board Chairman, Bill King and Pat Murphy of Thompson
& Litton, Inc., Shannon Scott, Ed Sealover, Professor
Michael Karmis, 2 representatives from DMME and representatives
of DEQ to conclude facts as to best approach for the
landfill at Blackwood.
Objective:
To increase the collections of the landfill use fee at a rate
sufficient to meet 80% of the cost of debt service on the
landfill.
Actions/Strategies:
-
Convene a called meeting
of the Wise County Board of Supervisors, representatives
of the Center for Public Service, county attorney, the
assistant administrator and administrator to conclude
the best approach to the landfill use fee.
-
Create a special study
committee from the original group.
-
Decide on refinements
and implement.
Objective:
To increase the knowledge and awareness of the Board of Supervisors
and the School Board as to the best approach to fund physical
improvements at County schools.
Actions/Strategies:
-
Convene a meeting
of the Wise County Board of Supervisors, the Wise County
School Board, the Center for Public Service, the assistant
county administrator and administrator to conclude the
best approach to the school needs.
-
Create a special committee
from the original group.
-
Decide on refinements
and implement.
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Mission Statement:
The Wise County Department
of Building, Zoning, and Planning helps the people of Wise
County preserve and create a quality community/rural life
through.
-
Comprehensive planning
which responds to the changing needs and values of the
whole community, both in the natural and built environments,
and creates opportunities to realize the County's desired
vision of the future.
-
Development review
that applies performance and aesthetic standards for
new development and redevelopment.
-
Inspections which
promote a safe, well-built environment
-
The equitable enforcement
of county codes
-
The certification
of contractors to protect property and citizens
-
Enhancement and promotion
of intergovernmental relationships between the public
and private sectors.
Vision Statement:
The Wise County Building/Zoning/Planning
Department, in cooperation with other county departments,
seek to ensure the health, safety and welfare of the citizens
of Wise County through effective and efficient enforcement
of all mandated codes - federal, state, and local laws and
ordinances.
This commitment will facilitate
a safer, healthier county and future for Wise County.
Operating Philosophy:
- We are committed to exemplary customer
service in all areas
- We shall strive for the continuation
of well-planned and diversified growth within the County.
- Board of Supervisors and employees of
the County are accountable to Wise County citizens - we
listen, learn and become informed before decisions are
made.
- We strive to be patient, cooperative,
and honest - serving the public with integrity.
Most significant
Issues and Challenges:
-
Communication (what
has been accomplished/still needs to get done) about
customer files - both inter and intradepartmental.
-
Funding for new
base mapping, internal server and appropriate training
for department personnel.
-
Maintaining the
trust of the County to effectively uphold the building
codes and ordinances.
-
Maintaining ongoing
communications with other departments and private contractors
regarding code changes, etc.
-
Detecting illegal
work being performed
-
Keeping reliable
information
Goal: Have more than one certified code inspector
Objective: To
have an inspector on duty at all times.
Action/Strategies:
Goal:
Develop a newsletter
Objective:< To
provide citizens and contractors with information on permitting
and code changes (building and zoning).
Actions/strategies:
Goal: Purchase
internal server and base mapping
Objective: To
help save expense by managing data without expense and be
able to pinpoint the correct location on maps to the benefit
of all departments.
Actions/strategies:
Goal: Adopt
the International Property Maintenance Code/2000
Objective: To
improve the aesthetics of Wise County by improving substandard
housing and ridding the County of blighted properties.
Actions/strategies:
- Interact with the Board of Supervisors
to establish importance of the code and its potential
impact on the County.
- Generate support for the project by publishing
information about the code in the local paper.
Goal: Review
the Wise County Comprehensive Plan and Wise
County Zoning Map and Text.
Objective: To
better plan for the future using the most current and up-to-date
data available.
Actions/strategies:
- Review the plan
- Hire a consultant to review the plan
and make recommendations
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Mission Statement:
The Office of Financial
Management Assistant exists for the purpose of expediting
accounts payable, payroll processing, and handling insurance
claims.
Vision:
In the advent of ever-changing
technology to more efficiently and effectively carry out
our tasks toward a paperless environment.
Operating Philosophy:
Most significant
Issues and Challenges:
-
Half of the employees
are not interested in having their payroll handled through
direct deposit.
Migrating these employees to a paperless system
would save the County approximately $1,000 annually.
-
Can't change the
traditional way of thinking about payroll (people want
a paper check).
-
Department heads
are not always available to submit purchase orders.
-
Bills arriving
through the US Mail are often passed through multiple
departments before reaching the responsible party.
-
Funding for staff
education
Goal: Transition
to a paperless payroll system
Objective: Reduce
the cost of checks and postage by 40%
Action/Strategies:
-
Establish a relationship
with the Virginia Credit Union to set up ACH directly.
-
Establish a relationship
with Nationwide Retirement System/VALIC Retirement System
to set up ACH.
-
Promote direct deposit
amongst employees.
Goal: Develop
an automated centralized system for personnel records
Objective: To have an automated system through which the Human
Resource Manager can easily access employee records.
Action/Strategies:
-
Coordinate with ADP
department
-
Evaluate Human Resources
software packages
-
Communicate findings
and coordinate the project with the County Administrator.
Goal: Implement
an advanced automated payroll processing system
Objective: To
improve quality of employee records
Action/Strategies:
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Mission Statement:
The Wise County office
of Litter Prevention and Recycling Coordination exists to
provide services to the citizens of Wise County that result
in a cleaner, healthier and more aesthetically pleasing
environment.
Vision:
This office will maintain
the same level of commitment to the environment in Wise
County while also striving to increase our emphasis on prevention
of environmental harm through stricter enforcement of county
laws.
Operating Philosophy:
It is the philosophy of
this office to persist in providing a high level of customer
service to the citizens of Wise County by:
-
Treating all citizen
complaints and concerns equitably, and with the highest
possible level of care.
-
Seeking the maximum
penalty allowed by Wise County code, for anyone who
is proven to be responsible for causing harm to the
environment of Wise County.
-
Working closely with
Town Governments, and other County departments, and
other organizations to achieve our mission.
-
Educating the public
about important environmental issues
-
On a daily basis the
personnel in this office will conduct business in a
manner that exudes patience, integrity, and cooperation.
Most significant Issues
and Challenges:
-
Complaint/Enforcement/Ordinance
issues are dependent upon cooperation of agencies and
courts.
-
Localities are not
receptive to requests to expand recycling programs due
to workload, inadequate funding, and no incentive to
collect more materials.
-
Funding is inadequate
to expand recycling program and increase its operating
efficiency
Goal: To
reduce the amount of recyclable material entering the landfill system
Objective: To
maintain 25% recycling of solid waste stream as mandated
by the Commonwealth of Virginia
Action/Strategies:
-
Meet with Keep Wise
County Beautiful Recycling Subcommittee to seek input
on ways to collect more materials.
-
Develop brochure to
encourage businesses to recycle cardboard.
-
Seek funding for cardboard
storage bins for at least three convenience centers
-
Utilize new recycling
trailer at three events
-
Publicize recycling
locations and guidelines
Goal:
To seek expanded enforcement of littering ordinances
Objective: To
spread awareness about newly revised ordinances to the public
and enforcement agencies and to seek revisions to private
property ordinances.
Action/Strategies:
-
Conduct workshops
for representatives from all local law enforcement agencies
to encourage expanded enforcement of littering ordinances
and to seek input on difficulties in enforcing those
ordinances.
-
Convene a study group
to review ordinances that address private property
-
Create three variations
of an ordinance brochure on newly revised ordinances,
with one aimed at the general public, one specific to
contractors, and the third focused toward businesses.
Goal:
To maintain Wise County roadsides as aesthetically pleasing
Objective:
To coordinate efforts to pick up more litter on a
regular basis
Action/Strategies:
-
Work with probation/parole
on Assign-A-Highway program.
-
Renew Adopt-a-Spot/Street
program.
-
Explore rewards program
for tips leading to arrests/convictions
-
Refer specific sites
to Sheriff's Department for inmate clean-up program
-
Promote Virginia's
publicity campaign, "Litter.It Just Isn't Natural."
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Mission Statement:
To provide and maintain
support services to the citizen groups of Wise County; to
provide a safe working environment for the employees of
Wise County; and to maintain a high level of integrity in
providing these services to foster a long-term working relationship.
Vision:
To find common areas of
centralization that will provide a means to deal with increased
regulation, demand, cost, and complexity of issues through
the use of new technology that will result in better efficiency
to ultimately make the Maintenance Department self-sufficient.
Operating Philosophy:
To provide high-quality,
diverse services in an expedient manner by utilizing existing
staff and available inmate personnel to achieve the behavioral
attitude of completing the assigned task to the very highest
standards allowable within the limited resources allocated
to the department.
Most significant
Issues and Challenges:
-
Limited funding
for projects
-
Availability of
required equipment
-
Limited and/or
inconsistent staffing levels (due to inmate availability)
-
Inmate staffing
issues - morale, dependability, attitude, inconsistent
work ethic, etc.
Goal:
To provide handicap access to the VPI Extension and 911 Offices
Objective: To
comply with legal requirements by constructing handicap
access ramps
Action/Strategies:
-
Check out the buildings
for possible ramp locations
-
Estimate the cost
for materials and labor
-
Obtain project funding
from County
-
Obtain necessary supplies
and materials to complete the construction.
-
Complete VPI office
ramp by August 30, 2003; the 911office ramp by the end
of November 2003.
Objective: To
stop leakage over reserved parking spaces.
Action/Strategies:
-
Determine location
of roof damage (source of leak)
-
Calculate repair cost.
-
Obtain necessary supplies
and materials
-
Complete job by August
30, 2003
Goal: Improve appearance of new side circuit court 3rd
floor jury room
Objective: To
improve the appearance, utility, and safety of the jury
room
Action/Strategies:
-
Determine what improvements
will be made: chair railing, paint, replacement of carpet
with floor tiles, upholster chairs.
-
Obtain contractor
estimates - materials and labor if necessary
-
Coordinate with Circuit
Court schedule to determine a mutually acceptable time
for completing the project.
-
Complete improvements
by end of FY'04 (June 2003)
Goal: Improve the appearance and functionality of the
flooring in the Treasurer's Office.
Objective: To
provide a cleaner, more easily maintainable floor covering
for high traffic areas in the Treasurer's Office.
Action/Strategies:
-
Obtain cost estimates
for supplies and materials
-
Coordinate with the
County Administration and Treasurer to determine a mutually
acceptable time for the repairs to occur.
-
Complete improvements
by the end of CY 2003.
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Mission Statement:
To provide the Courts,
offices and community centers operating under the Wise County
Board of Supervisors with a clean and safe working environment.
Vision Statement:
Committed to continually
providing a cleaner, more pleasant environment for all office
personnel while experiencing increased
work volume and ongoing changes in the workplace.
Operating Philosophy:
The Housekeeping Department
believes in communicating with other departments to see
that their needs are met in a manner that exudes cooperation,
concern and respect for others and their property.
Most significant
Issues and Challenges:
-
Increased workload
-
Reduced man-hours
(only one FTE on staff) to cover increased responsibilities
-
Constant changes
in availability/attitude of CDI workers creates staffing
challenges
-
Lack of follow-through
on CDI workers proven to be undependable
Goal: To improve communication
Objective: Obtain
alphanumeric pagers whereby messages can be communicated
without numerous trips to the office.
Action/Strategies:
Goal: To improve the overall appearance of the hallways
Objective: Maintain
cleaner, shinier floors
Action/Strategies:
Goal: To improve visibility and safety in first floor hallway
(reduce complaints)
Objective: Reduce
complaints about excessive glare, by having the glass in
the entrance doors tinted.
Action/Strategies:
-
Obtain pricing estimates
-
Determine a mutually
acceptable time/date for work to be performed
-
Schedule contractor
activities
-
Complete project by
12-31-03.
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Mission Statement:
Provide the highest quality
of e-911 addressing services
Resolve the outdated mapping/old
rural route setup with 21st century technology
Enhance safety and improving
the quality of emergence mapping
Vision Statement:
To provide the citizens
of Wise County with the most accurate and technologically
advanced 911 information retrieval system in Southwest Virginia.
Philosophy:
Our mission shall be accomplished
through:
-
Honesty
-
Pride
-
Integrity
-
Professionalism
-
Cooperation
Most significant
Issues and Challenges
Goal: To
maintain the most accurate 911 information retrieval
system in Southwest Virginia
Objective: To meet/exceed 90% statutory mandated accuracy of
data for Verizon
Action/Strategies:
-
Work with consultant
to obtain responses to RFP for 911 mapping
-
Hire vendor to perform
mapping functions
-
Mesh data with initiative
outlined in Goal Two to produce final database and map
-
Complete project by
the end of CY2003
Goal: To
have digitized mapping for all of Wise County, Virginia
Objective: To
have an accurate representation of Wise County
Action/Strategies:
-
Obtain most recent
data from Virginia Information Technology Agency/VGIN
-
Isolate higher priority
areas based on population
-
Perform data validation
(through vendor).
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Mission Statement:
To ensure accurate, equitable,
and expedient landfill billing services
Vision Statement:
Maintain accurate accounting
data utilizing technology to achieve greater efficiency
that will result in maximizing collection of monies due,
thereby enhancing the revenue stream to offset the increasing
costs of landfill operations.
Operating Philosophy:
The department will be
accommodating to the public, providing a polite and cooperative
environment, while taking the necessary precautions to ensure
the interests and integrity of Wise County are protected,
while continuing to be patient, and providing respect to
the customers.
Goal: Standardize processing of landfill billing data
Objective: Reduce duplication and inaccuracies by 30%
Action/Strategies:
-
Coordinate with other
County agencies to obtain updated e-911 data
-
Review town water
lists and update database - additions/changes
-
Remove duplicate records
-
Complete project by
June 30, 2003
Goal: Develop a Standard Procedure for data entry
Objective: Assure
standardized format of Database entries to facilitate accurate
and efficient record retrieval.
Action/Strategies:
-
Determine "correct"
format for data entry
-
Document format instructions
(create an SOP)
-
Distribute data entry
format SOP to department employees and the IT Department
-
Coordinate with central
database development as needed to insure interdepartmental
cooperation
Goal: Develop a Standard Procedure for the Scale house
and Landfill shop
Objective: To
assure that scale house and landfill staff members are trained
on procedures and can conduct normal activities in the absence
of the supervisor.
Action/Strategies:
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Mission
Statement:
To protect the citizens
of Wise County through effective and humane animal control.
Vision:
Due to increased volume
of calls, and changing state regulations, Animal Control
will stay updated on all changes to state laws, and new
ideas and techniques which allow for improved animal care,
control and capture.
Operating
Philosophy:
Animal Control responds
to any animal call to pick-up unwanted strays and to prevent
animal cruelty. We
feel that dangerous animals have no place in the public.
Also we try to go about job duties in a polite and
professional manner.
Most
significant Issues and Challenges
-
Internal departmental
struggles
-
Shelter has become
a focal point
-
Alternative housing
for animals is unavailable (PAWS is at capacity)
-
Lack of an efficient
means for receiving and relaying calls
-
Quantity of work v.
quality of work
-
Increasing population
base has resulted in an increase in the number of complaints
to be answered without the benefit of additional staff.
Goal:
Increase number of vaccinated animals (compliance)
Objective: Reduce
number of unlicensed dogs in the county
by 1%
Action/Strategies:
Goal:
Maintain a "state-of-the-art" animal shelter facility
Objective:
Increase the number of adoptions by
opening/maintaining new facility.
Action/Strategies:
-
New facility construction
(oversee)
-
Ensure smooth transition
of animals for animals in current shelter.
-
Publicize the benefits
of animal adoption and the existence of the new shelter.
Goal:
Create First Aid Kits
Objective:
To comply with Virginia regulations for the proper
treatment of tranquilized Animals
Action/Strategies:
-
Coordinate with Vets
-
Determine materials
& supplies necessary
-
Obtain funding / donations
-
Complete project by
6-30-04
-
Install First-Aid
kits into all ACO vehicles
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Mission Statement:
To improve the quality
and reduce the cost of delivering governmental services
to the citizens of Wise County, Virginia by providing information
technology services and support in a quality, cost-effective,
and timely manner to the county and constitutional offices
of Wise County government.
Vision:
Over the next several
years Automated Data Processing will face growing demands
from all county offices for cost-effective information technology
infrastructure and services that utilize new, ever-changing
technologies; increase sharing of information between offices
to reduce redundancy and optimize efficiency; and enhance
the available services now provided to the citizens of Wise
County in very difficult economic times.
These challenges will be met by investment in modern,
standards-based technology that will lead to greater efficiency
and ultimately reduced operating and support costs.
Operating Philosophy:
Automated Data Processing
has developed an operating philosophy based on customer
satisfaction. The
key elements of this philosophy are:
- Promoting open, effective communication
with customers to better understand their needs
- Responding quickly and effectively to
support and service requests, while prioritizing these
items to address the most critical items first
- Giving the customer more than expected,
whenever possible
- Delivery of services in a polite, professional,
and conscientious manner
Most significant
Issues and Challenges:
- Ongoing difficult economic times limit
the County's ability to invest in modern technology
- Constantly changing and evolving technology
and standards that makes it difficult to maintain a modern,
"state-of-the-art" technological infrastructure
without constant re-investment.
- Lack of cooperation and communication
between offices in regards to information needs and sharing
- Lack of coordination in efforts by county
and constitutional offices in regards to technology acquisitions
resulting in an inconsistent set of hardware and software
platforms and technologies
- Current decentralized, unmanageable network
infrastructure resulting from the "piece-mill" installation
of components in individual offices over several years
and only recently interconnected for shared Internet access.
The network infrastructure, in its current state,
is incapable of effectively supporting state-of-the-art
enterprise-wide client/server technologies, as well as,
any future technologies that require a robust environment.
- Lack of a technology refresh plan to
ensure that all technology components (network infrastructure,
servers, workstations, printers, software applications,
etc.) are maintained to a similar standard to simplify
support tasks and ultimately reduce costs
- Lack of support for technology training
for both IT staff and end users alike
Goal: To enhance network infrastructure reliability and
capability through the implementation of modern technology.
Objective:< Migration
from the current antiquated network configuration to a more
standards-based, centralized, managed, secure, and scalable
network infrastructure that will improve reliability and
allow the implementation of state-of-the-art, as well as,
future emerging technologies.
Action/Strategies:
- Hire a cabling contractor to replace
County network cabling in the Courthouse Complex by February
28, 2004 to reduce cable related network communications
problems, such as electrical interference and currently
installed sub-standard cabling products.
- Purchase and installation of a central
wiring closet/cabinet in the 2nd floor computer
room that will house modular patch panels with cable management
and an Uninterruptible Power Supply (UPS) by January 31,
2004 for improved manageability of the network cabling
and hardware; and
- Purchase and installation of a firewall
device with virtual private network (VPN) capability and
Cisco switches in the central wiring closet/cabinet by
January 31, 2004 for better manageability and security
of all network resources.
Goal:
To improve communications, interoperability and
data security through the implementation of modern technology.
Objective: Implementation
of industry standard hardware and software platforms to
aid in the interoperability of systems, increase worker
productivity, ensure data security, and ultimately reduce
operating and support costs.
Action/Strategies:
- Purchase and installation of a rack-mounted
authentication server by June 30, 2003 for better control
of network access; and
- Purchase and installation of a rack-mounted
file server by June 30, 2003 for enhance file sharing
capability and data/file security through better access
controls and centralized backup capability.
Goal:
To reduce costs through the implementation of modern
technology.
Objective: To maximize the return on investment in technology through
increased productivity and reduced operating & support
costs.
Action/Strategies
-
Study
the potential savings from combining numerous individual
peripheral devices and their associated higher operation
& support costs into a single multi-function, shared,
network document center with a lower total cost of ownership
and operation.
Back
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Mission Statement:
To economically enhance
and diversify the overall development of Wise County by
growing the tax base and providing for an objective return
on investment, above average employment opportunities, and
an improved quality of life for the citizens of Wise County
while maintaining the very highest level of integrity and
support for business and industry that will develop a mutually
beneficial long-term customer relationship.
Vision Statement:
Pull together all of the
different stakeholders and players in the new economy who
are aware of the local challenges and opportunities, who
can identify key objectives for achieving the mission, formulate
strategies that will achieve and maintain a competitive
position, and which will lead to the continued development
of a diversified economy that will be locally led and market
driven.
Operating Philosophy:
To operate in accordance
with the highest standards in all relationships with business
prospects, existing clients, the environment, and the community
at large, and to foster a climate that encourages innovation
and diligence for economic growth.
Most significant
Issues and Challenges:
-
Staff limitations
-
Budget limitations
prevent thorough penetration into targeted markets (attractions)
-
Over-dependence
on borrowing (insufficient cash resources)
-
Limited "buy-in"
for long-term development vision
-
Stagnant economic
conditions
Goal: To develop
a cohesive approach to meet the
challenges and opportunities presented by the new
"knowledge" economy.
Objective:
To insure the economic growth and vitality of
Wise County's business base.
Action/Strategies:
-
Maintain a long-term
focus for education and infrastructure development to
create an environment where continuing education, learning
and innovation are part of the fabric of life in Wise
County.
-
Pursue strategic alliances
with complementary resources and partners
-
Promote the broad-based
penetration and integration of information technology
into local government, business and educational processes.
Goal: To make
Wise County the leading center for
technology based businesses in Southwest Virginia.
Objective:
Offset the declining employment in traditional
industries and manufacturing.
Action/Strategies:
-
Represent Wise County
at Industry events and Trade functions
-
Strengthen County
web presence and branding of Wise County as "THE" place
to do business.
-
Complete editing and
revision of Wise County Brochure
-
Continue to recruit
high-end manufacturing businesses
-
Improve telecommunications/IT
infrastructure to enhance (attraction) attractiveness
when measured against other regions, states, etc.
-
Develop a world-class
technology park in Wise County.
Goal: To develop
a world-class technology park in Wise
County
Objective:
Create a business location conducive to the
attraction and development of technology-based
businesses.
Action/Strategies:
-
Complete covenance
for Tech Park
-
Complete Strategic
Plan along with visioning and development implementation
-
Complete the State
Route 723 Improvement Project
-
Complete second building
in the park.
-
Perform feasibility
studies and identify cash resources for additional services
such as childcare and food service.
Goal:
Reduce County dependence on loan funding
Objective:
Maintain fiscal responsibility of Wise County
Industrial Development Authority
Action/Strategies:
Back
to TOC
Mission Statement:
To recognize, provide,
and manage quality, professional and fiscally responsible
solid waste services that will enhance the quality of life
and insure the health of Wise County citizens both today,
and in the future.
Vision Statement:
To provide the citizens
of Wise County with quality solid waste disposal services
while maintaining an environmentally responsible solid waste
facility.
Operating Philosophy:
The mission of this department
will be carried out with politeness, accommodation, efficiency,
and at the highest quality standards and will be accomplished
through Dual Innovative Action by:
Administer
Awareness
Challenge
Community
Technology
Triumphs
Initiate Information
(Outlook)
Observe
Operations
Necessity
Natural Resources
Most significant
Issues and Challenges:
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