To the editor:
Five years ago, a motion for creationof FinanceandHuman Resources Departments was introduced and passed, along party lines. No process for transitioning functions from the Clerk’s domain to separated functions. The focus of the succeeding Board became bringing the county’s finances into the 21st century by deploying today’s IT systems for superior functionality. Current IT systems enable near instantaneous analysis tailored to decisionsin- process. They enable multiple option scenarios to be evaluated to forecast future allocation of resources. Transitions from “we’ve always done it this way’’ to new technologies are not always smooth. Parochialism, reaction to loss of control and adaptability of existing skills are common issues when change is undertaken. Unfortunately, unlike management of change in the business world, external parties, unknowledgeable about benefits sought, technologies to be implemented or internal workforce tensions, have been used to amplify obstruction.
A qualified new Finance Director must have expertise with current business systems. But that pioneer in a workplace unfamiliar to her, needs an administrator who understands from experience what supporting resources are needed to assure success of the modernization effort. We are fortunate to have an administrator with the background to provide that critical support, who can assist the BOC in use of new system capabilities to facilitate evaluation of options and decision making. It is critical that both the Finance director and County administrator not be burdened with opposition from those who lack the technical awareness and inner organizational insight to be constructive to this significant step forward.
