(Orcas Issues asked several in-depth questions of our two candidates for County Council for the Orcas West position, from which Richard Fralick is retiring.
Following are answers to the first three questions, with answers from both candidates. Tomorrow the second set of three questions and answers about the CAO update, the candidate’s experience and goals will be posted.)
1) What would you look for in the next county administrator or county manager? what inisght would you give in working successfully with a county administrator or manager?
Rick Hughes: Work characteristics – substantial experience and education as senior manager in public administration, preferably with a variety of experience in rural counties and dense urban communities and significant levels of complexity that would equate to the unique challenges and diversity found in San Juan County.
Personal characteristics – Leadership, judgment, decisiveness, attention to detail, follow-through, written and verbal communication skills, planning skills, organizational skills, delegation skills, collaboration skills.
A successful business relationship requires a willingness to be a team player, the ability to listen and learn and a desire to compromise on complex issues to move forward.
Scott Lancaster: I’ve been fortunate in that the type of governance that we had at the school district is very much the same governance situatiosn as at the County Council. I’ve been involved in a couple of searches and interview processes for superintendents which is equivalent to a county administrator.
It’s apparent to me that we need someone that undertands he or she is the one employee of the council and serves at their pleasure. I’d look for strong building and planning background experience with solving challenging budget problems, who practices an open door policy with the council members and the community and is not afraid to have town hall meetings as necessary and has a solid background in job creation whatever previous position he or she held.
Finally I’d want someone would also get involved in the community as well — Kiwanis, Lions, Rotary; who wants to be part of the community, not just here for a job.
2) What do you think should drive the county’s decisions about solid waste disposal, and how should the county proceed with Orcas Transfer Station contracts for solid waste disposal?
Scott Lancaster: Ultimately the Lopez model of the community running the solid waste facility is the optimal thing for us. Orcas Recycling Services is the best model to go forward with that plan in the long term; in the short term I’m concerned that ORS; financial footing isn’t as solid as I ‘d like it to be. It’s dependent upon loans rather than a solid financial backing. That gives me great concern that the county would have to absorb expenses depending on what comes down; that the county might have to take over solid waste again.
Obviously the reason it’s so critical at moment is because of the end of December deadline to get something done. I don’t know why the county hasn’t considered going out six months to a year to look at the Lopez situation. If we could get some more time , that would ultimately be the best. At the moment, I would have to go with the stronger of the two proposals, which would be Cimarron.
Rick Hughes:Effectiveness, cost and local control [ should be the decision drivers]. Foremost we need to ensure that solid waste is collected and disposed of with minimal impact and risk to Orcas residents. Second, we need to ensure good value for money; that costs are minimized as much as prudent, are predictable with no subsequent surprises and controllable as much as possible. Then we should give preference to local businesses for employment opportunities and reinvestment in the community.
My goal is to have Orcas Recycling Services in charge of all the Solid Waste for Orcas Island.
3) What measures would you take to reduce the deficit in the county’s budget?
Rick Hughes: I think the biggest immediate impact would be an economic initiative to grow the economy, by supporting our existing core industries and developing new year-round business opportunities.
Next there may be the need for mid-year adjustments based on the then-current operating results. We need to find ways to be more efficient, determine items to delay until a greater strengthening of the economy without inflicting further layoffs or reductions in vital services.
I would support Bob Jean’s thoughts from the recent Prelim 2013 budget.
Scott Lancaster: [Measures I’d take would be] the same as we’ve done with the school budget: putting everything on the table; all department’s, all programs, everything. To be fair, everything needs to be looked at with the same scrutiny. I would consider a budget advisory committee, as we did at the school, which was able, over the course of a couople of years, to flesh out programs and spending.
tI would also consider zero-based budgeting. What that would entail is starting with the revenues we have, filling in the needs first and then determining what we have to spend. Fund the necessary things first. Whether the rest is necessary or not, we’ll have to figure out, but that’s what happenss in a tough budget situation. We should also make sure that all the programs that started on grants aren’t continuing after the grants have run out.
