19366_Authority_August

10 The Authority │ August BeyondTransactions: TheValue of True Partnership Between Authorities andVendors By Shannon Drosnock, Executive Director, Montgomery Township Municipal Sewer Authority W hen I entered the wastewater industry, I brought with me a background in financial analysis, accounting, management, and human resources—but not a single day of experience in wastewater processing, sewer infrastructure, or pump station operations. Almost overnight, I found myself in a leadership role where staff looked to me for direction, guidance, and approval on complex operational and capital decisions. These were not abstract financial exercises— they were decisions that directly impacted system reliability, regulatory compliance, and public health. And I had to make them without the technical foundation that many in the industry spend years developing. What made that transition possible was not just internal support—but trust. Our board had long-standing confidence in its relationship with our partner engineering firm. That trust allowed them to take a chance on a manager with a proven record of financial and organizational leadership, even without technical industry experience. It was a calculated decision: rely on strong partnerships to complement internal strengths. Like many authorities, we relied heavily on our engineering partner. Our authority engineer was not only deeply experienced in the wastewater field, but also brought nearly two decades of institutional knowledge specific to our organization. He had already guided the authority through prior periods of uncertainty, providing steady leadership when it was needed most. At that moment, he could have taken a purely transactional approach. He could have answered questions as they arose, provided recommendations, and moved on to his next project. That approach would have been efficient— and entirely acceptable. Instead, he chose something different. He chose to teach. Despite the demands of his own workload, he invested significant time in helping me understand not just the “what,” but the “why” behind critical processes and decisions. He broke down complex systems into understandable components. He walked through alternatives, tradeoffs, and long-term implications. He ensured that I wasn’t just approving expenditures—I was making informed decisions. That distinction is the difference between a vendor relationship and a true partnership. In many public authorities, especially smaller or resource-constrained organizations, leadership often comes from diverse professional backgrounds. Financial, But the willingness to share that expertise - to teach, to guide, and to invest in people - is what separates a good vendor from a great partner.