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September 18, 2005Septage plant solution must be public processEarlier this month, facing the stretch drive in an effort to protect the public interest after the collapse of its new $7.8 million septage treatment plant, Grand Traverse County needed a leader. Department of Public Works director Chris Buday had been called off to duty with the Navy and negotiations over who was responsible for the plant's collapse - and would pay to rebuild it - were coming to a head. Taxpayers needed someone who would put their interests first and keep the process public, open and accountable. What they got was K. Ross Childs, whose credentials as a savvy county insider are as strong as his track record on public disclosure is weak. It isn't a choice that will instill confidence in those who worry they could end up paying the septage plant tab twice - once to build it, and once to rebuild it - while local firms involved get off the hook. There's no doubt that no one knows Grand Traverse County government like Ross Childs. He was county administrator for 25 years until his retirement in 2001, and was largely responsible for bringing county government into the 20th Century. At the same time, however, he built a reputation for working behind the scenes to get things done, whether the public knew it or not. In 2002, as a consultant for Acme Township as it sought to name a new supervisor, Childs put together a process that kept secret how township officials ranked the candidates and encouraged officials to talk in private about their choice. Both actions - the secret rankings and private conversations - were clear violations of the state Open Meetings Act. Over the past year, Childs, a Northwestern Michigan College trustee, has been a strong supporter of an effort to create what has been called a "code of silence" for the board. As finally adopted last month, the "Board of Trustees Governing Style" still calls for trustees to not take disagreements public and "speak with one voice." During his tenure as administrator, Childs got a reputation as a behind-the-scenes kind of guy who would rather make a few private phone calls than take things public. He also was known for close relations with many area firms that did work for the county. One of those firms was Gourdie-Fraser, the engineering company that designed the septage plant and is now embroiled in discussions over who is responsible for what. County taxpayers can take heart in the fact that Childs, who is also an engineer, has the savvy and the background to read the reports of the independent engineering firm hired by the board and know what's what. But they also have reason to worry. The BPW has already flirted with a contract amendment that could have left taxpayers liable for substantial rebuilding costs. They backed off after it was made public. It's fair to wonder what could happen behind closed doors. Almost as an afterthought, the county is also paying a pretty penny for a temporary BPW chief - $50 an hour for up to 20 hours a week, plus expenses. Taxpayers can be happy that they have a "fixer" looking out for their interests. But they also have to demand that any "fixing" that takes place takes place in public and on the record. Without public oversight, the wrong folks could find themselves in a fix.
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