County looks at sharing power with administrative coordinator

Taylor County is moving to better define the balance of power between the human resources/administrative coordinator staff and the finance and personnel committee.

At the February 9 finance and personnel committee, members received word from human resources director Nicole Hager that her office is working to put into writing compensation procedures including how they set the pay for new hires, how pay is handled for promotions, transfers or demotions and other factors.

She explained that in the past this information had not been codified, but was simply known by the human resources staff as the standard operating procedures. Hager said she is working to get that in writing to ensure the standardization of the processes the county is following.

Human services director Suzanne Stanfley praised the effort, noting she was the one who brought it to Hager. She said it would help her greatly to have it set out so that if an employee questions something she could point to that procedure.

The question for committee members was if, by putting the processes down in writing and having questions being handled almost entirely by the human resources office personnel, if it is taking away the purpose of the finance and personnel committee. “I don’t think they should be developing the process,”said committee member Lester Lewis stating they should come back to the committee for approval.

Lewis said his concern would be that unless the committee saw what was written out as the process, they would not know what the procedure would be. Likewise, it was noted that the committee may want the process changed. Committee member Catherine Lemke agreed saying she would want to see it in writing “I doubt we would make any changes,” Lewis said, saying for the human resources staff to write it out and bring it back for review by the committee.

Rachel Ogle, Confidential Human Resource Assistant, said she respectfully disagreed about having to bring what she viewed as an internal process back to the committee for review and approved. “That is defining micromanaging,” she said.

Committee member Scott Mildbrand noted that tied directions in with establishing the authority of the administrative coordinator to do more things outside of the oversight committee structure. He said he could see putting a monetary limit on what she is able to do, but said he feels that having a decision made by one person would make it more consistent across all departments than by having it at the committee levels.

“One committee may be more strict, one more lenient,” Mildbrand said, noting that he felt it would be good for employees to have the interpretation be the same.

Mildbrand explained that empowering the coordinator could be done rather than going the route of hiring an administrator where the board members would have far less input. “I think our human resources department should take over the personnel part of the county and the county board retain the financial aspects,” he said.

Committee chairman Chuck Zenner agreed saying the board as a whole is doing too much micromanaging in their jobs.

As far as the procedures, Stanfley said she believes it would be ultimately attached to the compensation policy and should be approved by board members.

Lewis noted that with the compensation process, or any other past practices, when they get put in writing they become part of the policy and should be reviewed by the board. He said he would think an annual review of all the policies would be appropriate to make sure the county wants to continue to do things that way.

“It makes sense to put it in writing. We should review and approve that,” Lewis said.

Hager said the difference she sees is if something like the compensation plan, which impacts all departments versus a process that is internal to just one department. “It is not an internal process but a countywide process,” Hager said agreeing that the committee should review the compensation process when it is written out.

“We have people who are banging the drum to have an administrator and the first time we try to give authority to someone else have issues,” Mildbrand said.

Committee members expressed support for defining the duties of the administrative coordinator more and having Hager prepare something in writing to bring back with what she felt the position should entail.

State law requires counties to pick among three options: an independently elected county executive, a hired county administrator, or an appointed county administrative coordinator. Statutorily the executive and administrator options have significant authority in hiring and firing of department heads and setting policy for the county. The coordinator is less defined in statute with the local board having more input in what their duties and responsibilities are. Historically, Taylor County’s human resources director has served as the administrative coordinator.

Veterans Service Office

The benefit specialist in the Veterans Service Office will continue as a 40-hour per week position, at least for the next two months.

Last fall, the county approved bumping benefit specialist Nikki Sherman from 35 to 40 hours per week to help maintain services in the office during the vacancy in the county veterans service office position and during the training period for new CVSO Daniel Judnic.

At last week’s meeting, Judnic came to the committee to ask that the additional hours be extended because he has not completed his training for the position and is not up to full speed on working with the veterans’ concerns.

“It is a lot to learn, especially coming from my background,” Judnic said. He explained that it is normal to take 18 to 24 months before new CVSOs are comfortable in the job. Judnic praised the work being done by Sherman. “She is definitely worth the money,” he said.

Mildbrand suggested the county extend it for another two months with it to be reviewed at that time.

Lewis said that one of the things that Judnic will need to bring to the next review is how the additional wages are impacting the department’s budget. Because the CVSO position was vacant during the budget review time, the county had approved a status quo budget for the office based on the prior year. Lewis said it is important for Judnic to watch the budget to make sure they have enough money to operate through the end of the year. “If you come in in August and say you are out of money, that is a problem,” Lewis said.

Zenner also raised concern about keeping overtime costs in the department under control. “We can’t keep paying that,” he said, noting that at the end of the week it is 40 hours and they have to learn to go home.

“We are running out of money here and we have to be careful,” he said.

Judnic said he felt the office budget was still in good shape, noting he had carryover in the budget from the money set aside for last year’s veterans outreach day that was not held. Committee members approved extending the 40-hour week for the position for another two months with a review at that time.

In other business, committee members: Gave their approval to a proposed ordinance change that would increase the marriage license fee from $80 to $100 and formally implement a shorter waiting period from five days to three days. The changes are in light of a recent change at the state level allowing people to get marriage licenses in any county and not just where the ceremony is taking place. As a result, counties are moving to align their prices to be more similar. County clerk Andria Farrand said some are as high as $125, but most are moving to the $90 to $100 range. The proposed ordinance will go to the full county board for approval.

Approved accepting the consultant’s recommendation to make the jail corporal position a grade H rating on the county’s employment matrix. This is one step higher than a jailer/dispatcher and is below the sergeants who are at a grade K. The base wages are set based on the grade classification and longevity. The jail corporal is a new position that will allow for some additional administrative oversight during the time when the sergeants and sheriff are not working.

Approved changes to the county employee handbook clarifying that overtime is paid after 40 hours worked for county employees even if the county employee usually works a 35-hour week. There was also some discussion on if the proposed change needs to go to full county board for approval before it is implemented. County code refers to the handbook being approved by the county board creating a gray area for when revisions occur. “You have to follow code,” Mildbrand said. Soper noted that language in the code should be changed to reflect the reality of how the county operates.