To the Heart of the Matter

...and here is the rest of the letter begun below.  Andrew uses the difficulties in managing the NTS closing as an example of the real inadequacy of County government, as it is currently structured, to manage large numbers of these types of issues in a coordinated manner.  We are largely working in silos, semi-independent Committees made up of a handful of laymen, operating without clear lines of communications or procedural guidance, trying to oversee twenty-some-odd departments without providing any overall direction or coordination.  We're a $110,000,000 organization without a CEO.

I don't agree with everything that Andrew says here, but our disagreements are minor and often just a matter of scale.  I believe that a County Manager is part of the solution to these fundamental structural problems, but only one part - we have quite a bit more to do even after a manager is in place.  

In reflecting on these recent developments about the upcoming closure of NTS and the notification process, I
have come to realize the situation facing Otsego County government operations is a true crisis. Otsego County
government is dependent on an ineffective committee and leadership structure, and immediate action is required to
strengthen and improve the County for success to result. First, it is important to remember that the County’s operating
budget is well over $100 million and hundreds of people are employed, and yet, the County has no central authority,
manager or administrator. Thus, all operating decisions are funneled through a group of committees carrying out a
duplicative approval process where a home committee votes on actions like a new hire or purchase request first, then
this same action is voted on and approved by the Administration Committee, and finally the full Board votes on this
resolution at a Board meeting. This system of management by committee is significantly limited by committee and
Board meetings that are held once a month. The end result is that the Otsego County Board is mostly approving
operating transactions. Hiring a new employee, making a budget transfer, carrying out a purchase of supplies, or
attending training are common examples.
The County Board’s focus on transactional decisions limits the opportunity to address other policy
considerations. Committee meetings require Department Heads to provide detailed background information on actions
like a budgeted new hire, while leaving little to no time for other policy considerations and discussions. Compare this
situation to most other companies or organizations of similar size (or smaller) where a manager can move forward with
this hire based on approval by budget or from the company president or organizational executive director. Overall,
many County committee meetings are lengthy, lasting hours.
Another challenge resulting from the County’s committee structure is the micromanagement of general
operations. Over the last year and a half (and longer in some cases), committees have struggled to complete various
projects, like a workplace violence investigation, compensation study of department heads, fleet management program,
the management of tower site leases, and even the Onondaga purchasing partnership. Where committees have
specifically taken it upon themselves to carry out general operations, the structure and limitations of the committee
system have been obstructions to decision making and taking action. Ultimately, Department Heads, who are the
experts and carry out the day-to-day operations, are the key to successful implementation of policy decisions the County
Representatives approve. Thus, when the County decided to repair and renovate the Northern Transfer Station, the
implementation of this decision rests with the Director of Planning, Karen Sullivan, and the Planning Department. If the
SWEC Committee were to have taken a direct operations role in managing this process, the construction decisions would
have been clearly limited and slowed or even not completed in timely manner.
Finally, the County’s leadership structure is insufficient to support County operations. There is a County Chair,
who is elected annually by the Board, but the Chair is not a full-time position. The County Chair is not positioned as a
County manager or administrator, nor does the Chair supervise Department Heads on a daily basis. The County Chair
also does not convene any management meetings with all Department Heads. There is no coordination of the
committees or committee chairs either. Committee chairs are not convened as a group, and there is not a standard
committee operating approach. The County Chair position exists more so as a mechanism to set the committees, make
appointments, run Board meetings, approve contracts and serve as a point of contact. It is a position offering
coordination, but there is no primary focus on policy development, nor focus on management. Thus, the current
position structure creates a shortfall in both areas negatively impacting County operations.
The future success of Otsego County depends on embracing change. The current system is failing us, and we
must take immediate action. First, the County should not delay any longer in approving a County manager or
administrator position. Otsego County needs a central point of contact who will supervise and convene Department
Heads, while supporting them in their positions. A County manager will also guide the implementation of policy set by
the County Board of Representatives and bring it into action. Committee meetings can be streamlined and focus more
on policy discussions. The County Chair position will be improved and allow more focus on policy setting. The County
Chair can also better coordinate the committee chairs and provide more direction. Overall, these changes will allow the
County to be more effective and achieve greater success with its committee system and County Chair position.

I need to make it clear that none of these problems is the result of any failing on the part of our Department Heads or management staff.  In fact, it is they who have held us together as County leadership kind of stumbles forward from crisis to crisis without a way to truly lead everyone.  I give them all - what did we do to deserve such talented leaders? - enormous credit for the hard work and ingenuity they exhibit day in and day out to keep the County moving in the right direction.