Continuity key with county manager

Optional Forms of Government Study Commission interviewees believe officials and staff could benefit from a county manager — if it's the right person for the job. 

For several months, the OFGSC has collected research to evaluate whether the current Kootenai County government structure best serves constituents or if it's time for a change.

Wednesday night, former Clerk Dan English, Chief Deputy Treasurer Jill Smith and Administrative Supervisor Leighanna Keiser shared what they believe are the strengths and weaknesses within county operations. 

Today, English is a Coeur d'Alene city councilman. However, his political resume includes a five-year term as a school board trustee and nearly a decade as county clerk. 

In his opinion, several alternatives permitted under Idaho Code 31-5001 could benefit county operations. His favored structures include:

• Switching commissioners from three full-time members to five or seven part-time positions

• Keeping officials elected, not hired

• Creating a county manager position

• Considering adoption of a charter form of government 

Previous OFGSC interviewees posed the concern that increasing the number of commissioners could be costly for taxpayers. English disagreed. 

"I'll tell you the money that you might spend on a couple of extra part-time commissioner salaries can be peanuts to the kinds of money that you will spend on poor decision making and poor processes," English said. 

He said switching to five or seven part-time commissioners could allow more residents with higher skills to campaign for office.

"Full-time is going to rule a whole lot of people out," English said. "If we do part-time, then you could have people who combine it with something else, and they could bring those skills."

In contrast, Smith and Keiser don't believe increasing the number of commissioners is a good option. Smith said due to the workload and meeting requirements, the position would end up being a "full-time job" with "part-time pay." 

Keiser, who has acted as an administrative supervisor to commissioners for the last three years, said the board is already overwhelmed by the workload. She said commissioners past and present often could only complete mandatory responsibilities, causing a "lot of backlog and bottlenecking" when it comes to administrative tasks.

"Some strategic planning and long-range planning hasn't always been done because there isn't enough time to do that," Keiser said. 

All interviewees said they see advantages to a county manager to help with day-to-day administrative work. 

During his time in office, English witnessed the brief use of Tom Taggert as a county administrator. Per his experience, English said a manager would benefit operations and bring continuity amid the ebb and flow of elected officials. 

In years past, the board of commissioners had several long-term seat holders, he said. But in recent years, English said, it is rare to see a commissioner last more than two terms. 

"With the commissioners having that short span, I think that's why it's good to have continuity," English said. "You do have some long-term managers and row [elected] officials, and that's a good thing.

"But as a born and bred Navy guy who still pays taxes, I'd like to see the county do what it takes to find, recruit and hire a good one so that they're here for the long term to serve all of us."

Keiser said she has worked for nine different commissioners in her seven years with the county. One of the challenges of rotating officials is educating new electeds about department operations and history, Keiser said. She said a consistent county manager would improve those conversations. 

"It takes a long time to learn how to be here," she said. "For staff, it's very frustrating when we have commissioners come in for two years and then are not re-elected because you've spent two years getting them up to speed. Then you have a new one, and you have to start all over."

For a manager to be effective, Keiser said, the person should be appointed or hired in collaboration with all county officials.

"My job is to help the county commissioners and to assist them with whatever they need," Keiser said. "And from my point of view, I see that they could use some assistance." 

Before being appointed chief deputy treasurer this year, Smith served other related positions in three Washington counties — Snohomish, King and Island. In some, she said, officials had a legislative aide who provided support services and continuity. 

"I do think there's value in a position like (a county manager)," Smith said. "I think you would just have to be very careful because they're being hired and fired by the board that they serve." 

Smith said of all the alternative county government structures she's experienced, Kootenai County is her preferred. She added that other options ultimately "cost the taxpayer more money," and hired roles have "limited ability to oppose the board." 

The chief deputy said she disagrees with increasing the number of commissioners or hiring officials. Diversity is key, she said.

"The citizens are best served when there are elected officials with a variety of experiences, skills, perspectives and insights working together to solve problems," Smith said.