In March 1992, Clay County officials committed to improving the working conditions at the Clay County Social Services office following a “sickout” by financial assistance workers. The workers, citing overwhelming caseloads and inadequate facilities, stayed home, claiming job-related stress had made them ill. Despite the pressing issues, county officials declined to hire additional staff members to alleviate the burden.
The financial assistance workers voiced their concerns during a meeting with Social Services Director Dennis Lien and members of the Clay County Welfare Board. They presented a detailed list of grievances about their workplace, highlighting cramped desks, an insufficient phone system, and unsanitary common areas. They also reported unsafe conditions, including icy steps and sidewalks, a shortage of interviewing rooms, and a shared restroom where a bloody syringe was recently discovered.
County Commissioner Dewey Possehl praised the employees for their dedication and suggested relocating the county’s child support unit to help ease the overcrowding. However, the board members did not support the workers’ request for five additional staff members to manage their heavy workloads. Many workers reported handling caseloads nearing 200 clients, with some having even more, according to worker Joan Benford.
The nature of the transactions handled by these workers is often complex and time-consuming. The situation is exacerbated by a frequently malfunctioning state computer system, which hampers their efficiency. Each financial worker is responsible for distributing approximately $1.5 million annually in assistance, making accuracy critical. “Mistakes are very costly if we make them,” Benford emphasized. She noted that many staff members experience burnout, often working weekends just to keep up with demands.
The county has seen a significant increase in overtime hours for the financial unit over the past few years. In 1989, workers logged 2,864 overtime hours, which rose to 3,350 in 1990 and exceeded 5,000 hours in 1991. This surge was attributed to transitioning to the state computer system, which required extensive data entry and training. The county allotted $55,000 for overtime pay in the current budget, but workers expressed a preference for new hires rather than overtime compensation.
Benford stated, “We believe there’s enough money there in the overtime budget for a worker or two.” Despite these concerns, Commissioner Possehl indicated that the board was unlikely to approve any additional hires beyond the two replacement positions already accounted for in the budget. He explained that relying on overtime allows the county to adapt to fluctuating workloads without committing to permanent staffing increases. “When you add staff, it is a permanent part of the budget,” he said.
In light of these discussions, board members proposed that the staff form a task force to explore alternative methods to enhance morale and productivity. They are expected to report back to the full Welfare Board with their findings.
The ongoing situation at Clay County Social Services highlights the challenges faced by public service workers who strive to meet the needs of their community under increasingly difficult conditions. As discussions continue, the focus remains on finding viable solutions to improve both working conditions and service delivery for the county’s residents.
