CASSOPOLIS — Charles Cleaver, who formerly worked in neighboring St. Joseph County, entered public service with Michigan’s largest township as a police dispatcher.

As a public works employee, Cleaver “dug ditches, swept the floors, painted, cleaned the toilets. From there I transferred into human resources and learned a lot about employment law, grievances, benefits, I kind of specialized in that. Then I came to St. Joseph County, where I was second in command.”

Cleaver, who is divorced, offers a diverse background, including small business and photography.

From Cass County’s neighbor to the east, Cleaver joined Saginaw County, 10th largest in the state. Like Cass, it has 15 commissioners.

“I’m responsible for 80 percent of the $45 million general fund budget,” said the deputy controller.

“Coming from a smaller county, I understand your challenges. I’ve been to this building (Council on Aging) several times to to go to seminars with Deb Proven.”

“Every time I’ve changed I’ve gone to a different level,” Cleaver said of his interest in Cass County’s top job. “This is another level up. When I went to Saginaw County my goal was to retire there, but the economy tanked.”

Depending on the depth of state revenue sharing reductions, Saginaw County is looking at cutting $10 million, so he’s certain his unmandated position will be terminated. There are 166 employees.

Cleaver said there is a possibility of the state passing legislation for an emergency financial manager with the authority to break collective bargaining agreements. “Their liability for retiree health care is $98 million. We’re trying to encourage use of generic drugs.

Brand-name drugs cost $200 a month vs. $20 for generics. Right now they pay either zero or $2 co-pay from when Saginaw was very strongly unionized. There are huge savings there that need to be realized. I like this beautiful area.”

Cleaver said, “Another legislative proposal from the governor is to reduce public servants’ pay 5 percent per year for the next three years, or 15 percent at the end of three years. In our case, that’s $2.5 million  — exactly half of our state revenue sharing.”

Asked how receptive he would be to the job if he knew the county was looking at ways of merging or consolidating services, “I would see myself taking a very active role,” Cleaver said. “I know you’ve consolidated the road commission manager. Maybe we could collaborate on grants as well.

“In Saginaw, we have a wonderful collaborative effort with law enforcement” for regional records management. We have 56 law enforcement agencies in nine counties that use our network. They save money. We’re making money — so much so that we spent millions on networking. Sens. Levin and Stabenow found out about it because there’s another possibility to collaborate with jail management. The feds gave us $3 million to develop the program, which is almost ready to bring other people online. It’s a wonderful opportunity to keep officers safer.”

“I’ve always believed people will work for less money if you treat them right and keep them in the loop,” he said of attracting and retaining quality employees.

His leadership style is “very open. I’m a non-micro-manager. I expect department managers to do their job and hold them accountable. If they need guidance or advice, I’ll be there to encourage them. I have an open door and I have a calming effect on people. I do expect not only department managers, but each employee, to be what I call Charlie’s human resources CPRs – courteous, professional and respectful. There’s no excuse not to do that. I’m there to support department managers.”

His first six to 12 months, “I look to all 15 of you to help understand what the issues are, like what’s gone on in the past.”