The County Line - Convention Issue 2000

Is "Self Goverance" More Than a Whisper?

The whisper is growing. It's now almost loud enough to hear.

Two decades ago no one -- outside the folks in the county commission office -- discussed the issue of granting additional authority to county governments without ranting and raving about how such a step would be harmful to our state. But things are changing.

During the last several years, folks have begun to whisper about the need for our county governments to have enough authority to actually address local problems. And with the growing support for constitutional reform, the issue of county powers -- we used to call it "home rule" -- has now moved toward the front of the agenda of groups outside the courthouse.

Elsewhere in this edition you can read the comments of our new president, Mark Culver of Houston County. He says that no effort toward constitutional reform can succeed without focusing on the inability of county government to respond to its citizens.

That problem, at least to our way of thinking, is at the heart of any constitutional reform movement in our state. The issue of ad valorem taxation must also be addressed. But we've got to start with remolding county government in our state.

The current push for a new constitution is not the first in our lifetimes. But it does have a little steam -- probably not enough steam to be successful. However, the whisper about self-governance for counties is growing.

It has grown so much that the county issue is being included in the constitutional reform forums being hosted around the state. A few weeks ago the Association staff took part in one such forum, attempting to give those in attendance a feel for the challenges that face a county commissioner in Alabama.

With little authority -- but all of the blame -- the job of county commissioner is very difficult. Because almost every decision must come from the 140 members of the Alabama Legislature, rather than the local county commission, the challenges in our 67 courthouses continue to mount.

This year's election appears to be headed in the same direction as the last four -- the turnover rate will again mean 50 percent. There are probably many reasons for turnover to be so high. However, the fact that counties struggle without the authority to respond to the citizen's demands is probably the most influential.

To illustrate the point, a few years ago we penned a bogus job description for a county commissioner in Alabama. The job description is reprinted below for your enjoyment. As the whispers about self-governance for county government grow, it is important that everyone be aware of why this issue is so important and how hard it is for county commissioners to succeed.

CAREER OPPORTUNITY IN ALABAMA

One of the largest employers in one of Alabama's most beautiful areas seeks a Chief Executive Officer. This officer will direct, manage and lead a service-oriented organization that is constantly in demand in our county.

The successful candidate must posses marvelous interpersonal skills, an outstanding knowledge of and aptitude for the law, proficiency in personnel issues, a grasp of micro and macro economics, cost accounting, the international bond market, construction management, agriculture, architecture, law enforcement, health care, transportation, civil engineering, juvenile and probation services, communication. Perhaps most important, the officer must have the ability to adapt to change.

To be successful in the position, the new CEO must be an outstanding motivator because as many as one-half of the organization's employees do not report to the chief executive officer, rather they serve at the pleasure of other department heads. These department heads, like their employees, do not report to the chief executive officer, either. These department heads routinely work to undermine the success of the CEO and usually participate in a public search for a replacement CEO every four years.

As the chief executive officer, you will also have no authority to set the rate of pay for these department heads or their employees. The compensation of both the department heads and the employees will often be changed without consideration of the organization's financial condition or competitive position. And seldom will you, as CEO, be consulted about the pay of these employees or officials.

The organization is currently working from a less-than-competitive market position as a result of outside influence. Although the new CEO will be held accountable for the productivity of the organization, he or she cannot direct the products or services that are offered to its clients. The decisions on product and service offerings are reserved to a board of 140 persons, all but a few of which do not reside near the organization and do not receive the organization's products or services.

This body of 140 decision-makers cannot respond to the needs of the organization very quickly because the body meets only four months each year. Any changes that might be necessary in your product line or services cannot be made until these decision-makers return to session in the spring of each year. Explaining such a process to your clients will be one of your biggest challenges.

As the new CEO you will be hired by a body of thousands, most of who have little or no information on the responsibilities, directives, constraints or challenges of your position. Those who hire you will rely on information provided by an outside group whose frame of reference is an emphasis on your failures rather than your successes; your bad ideas rather than your good ones; your mistakes rather than your correct decisions; your opponents rather than your supporters and your moments of discord rather than your hours of unity.

Should you be successful in being hired for this job, your time of employment will be for 4 years. However, it may seem like 40!

Will home rule come during the next 12 months? Maybe not. But the whispers are growing.