On March 15, 1992, officials in Clay County faced growing discontent among social services workers over poor office conditions, which had led to a significant “sickout.” Employees expressed concerns about inadequate facilities, including overcrowded desks and unsanitary common areas, yet the county declined to hire additional staff despite rising caseloads and safety issues.
The issues came to a head when financial assistance workers at Clay County Social Services stayed home in protest, citing job-related stress. Their responsibilities include screening new applicants for financial assistance programs and managing records for existing clients. During a meeting with Social Services Director Dennis Lien and members of the Clay County Welfare Board, the workers outlined a range of grievances regarding their working environment.
Among the complaints were cramped office spaces, outdated phone systems, and a lack of private interviewing rooms. Workers also reported hazardous conditions, including finding a bloody syringe in a shared restroom. Clay County Commissioner Dewey Possehl acknowledged the employees’ concerns and suggested relocating the county’s child support unit to alleviate some of the overcrowding.
Despite these discussions, the board was less receptive to requests for hiring five additional staff members to help manage the workload. Many workers, as Joan Benford pointed out, are handling caseloads nearing 200 clients, with some managing even higher numbers. The complexity of the transactions and frequent technical issues with the state’s computer system exacerbate the situation, leading to increased stress and burnout among staff.
Each worker at the agency is responsible for distributing approximately $1.5 million annually in aid. Benford highlighted the potential for costly errors due to the overwhelming demands placed on the employees. The situation has resulted in extreme overtime, which has become increasingly burdensome. The financial unit recorded over 5,000 overtime hours in 1991 alone, a significant increase from previous years.
In response to growing overtime costs, the county has budgeted $55,000 for overtime pay this year, with financial workers earning an average salary of $19,000 annually. While some employees expressed a preference for hiring more staff instead of relying on overtime, Possehl indicated that the county is unlikely to add to its workforce beyond the two replacement positions already planned.
Officials believe that utilizing existing staff for temporary workload spikes is a more flexible approach than committing to new hires that may not be needed in the long term. As the state works to resolve ongoing issues with its computer system, the need for overtime hours may diminish.
In light of the discussion, board members suggested that staff create a task force to explore alternative solutions for improving morale and productivity. They plan to report back to the full Welfare Board on potential strategies to address the ongoing challenges within the social services department.
