On March 15, 1992, Clay County officials committed to improving unsatisfactory working conditions at the Clay County Social Services office, following a “sickout” by financial assistance workers. Despite acknowledging the poor state of the facilities, officials declined to increase staffing levels, citing budgetary concerns and existing overtime arrangements.
Financial assistance workers stayed home on March 14, claiming job-related stress due to overwhelming caseloads and inadequate office conditions. Their responsibilities include screening new applicants for various assistance programs and maintaining records for current clients. During a meeting with Social Services Director Dennis Lien and the Clay County Welfare Board, workers detailed numerous complaints regarding their workspace.
The conditions highlighted by the employees included overcrowded desks, an insufficient phone system, and unsanitary common areas. Workers expressed concerns about safety, noting that employees often share restrooms with clients. In one alarming instance, they discovered a bloody syringe in the restroom sink.
Clay County Commissioner Dewey Possehl supported the need for immediate action, suggesting that relocating the county’s child support unit could alleviate some of the space issues. “It seems to me the board has no choice but to move the unit,” Possehl stated.
Despite this acknowledgment, the board was less receptive to requests for additional staff. Workers indicated that many of them handle caseloads nearing 200 clients, which can lead to mistakes due to the complexity of transactions and ongoing issues with the state’s computer system. This system has been plagued by frequent downtime, further complicating their workload.
Jane Benford, a financial worker, emphasized the stakes involved. “Each worker is responsible for distributing about $1.5 million a year in aid,” she explained. “Mistakes are very costly if we make them.” Burnout among staff has become a pressing issue, as many have been working overtime just to maintain pace with the demands of their roles.
In terms of compensation, the county has seen a significant increase in overtime costs for the financial unit. In 1989, workers logged 2,864 overtime hours; in 1990, that number rose to 3,350, and by 1991, it surpassed 5,000. The increase in overtime was attributed to the transition to the state computer system, which necessitated extensive training and data input.
The county has allocated $55,000 for overtime pay in the current budget, but workers argue that hiring additional staff would be a more effective solution. “We believe there’s enough money there in the overtime budget for a worker or two,” Benford said.
Following the meeting, Possehl indicated that the board is unlikely to approve hiring beyond the two replacement workers already included in the budget. He noted that overtime provides flexibility for the county to manage temporary increases in workload without committing to permanent staffing changes.
As officials continue to address the pressing issues within the office, board members suggested forming a task force to explore additional ways to enhance employee morale and productivity. They plan to report back to the full Welfare Board in the coming weeks, as Clay County seeks a comprehensive solution to the challenges facing its social services.
