SHERRILLS FORD — Rowan County Department of Social Services Board members wanted to
know why the county’s Social Services department has such a high employee turnover
rate — and were shocked by what they learned.On Friday, during a daylong retreat at Camp Dogwood in Sherrills
Ford, RowanCounty Personnel Administrator Ken Deal told board members that during exit
interviews, employees cite extensive case loads, work environment, salary and poor or
unfair supervision as their reasons for leaving.
He reported the countywide
employee turnover rate was 11 percent, but in the past year, 68 out of 170 Social Services
employees either transferred within the department or resigned. That’s a 40 percent
change within the department.
“This is a very serious issue
that needs to be addressed,” said Frank Tadlock, board chairman and county
commissioner. “We need to work to eliminate this problem. It’s too expensive to
continue losing and training new people. ”
Tadlock was among four of five
board members joined by Social Services Director Sandra Wilkes, supervisors and
administrators from various departments.
Though the retreat was relaxed and
informal, it proved to be productive for participants.
Meeting facilitator Kevin Devine,
local support manager for the N.C. Division of Social Services, asked Wilkes and staff why
they thought employee turnover was so great. Most agreed with Deal about high case loads,
which contribute to stress levels and discourage staff.
Some said other counties in this
area pay more, particularly Cabarrus County. That fact seems to make Rowan a training
ground for new employees who eventually find jobs in higher paying counties.
They also said they workers have
difficulty advancing within the agency, particularly among income maintenance caseworkers.
Board members learned experienced income maintenance case workers are often overlooked for
social work vacancies because their experience only counts toward one year of social work
experience, regardless of their years with the agency.
Many of the agency’s
caseworkers, as well as some of their managers, were unaware of Rowan County’s
personnel policy on this issue, until their employees were overlooked for job vacancies
within the department.
Supervisors and administrators
said they are also not permitted to recommend which employees are best qualified to fill
vacancies, though they personally know employees’ capabilities.
“Income Maintenance workers
already know the case loads of the department and they know the type of people we deal
with. It would be easier to train those people for social work jobs, rather than bring new
ones in. They have the skills,” said Pat Spears, Income Maintenance administrator.
“It’s difficult to explain to someone new the magnitude of these jobs.”
Spears and others said not being
promoted causes employees to leave the agency to gain more experience elsewhere, then
return for a higher position.
“They do that because
it’s so hard for them to move up when they’re here,” Spears said.
Child Protective Services suffers
the highest employee rate, followed closely by income maintenance.
Edwin Koontz, board member and
former Rowan County social services director, said when he was employed by the department,
income maintenance caseworkers got 50 percent credit for their work experience. In other
words, if a case worker held that position 14 years, they had seven years of experience
that counted toward social work positions.
Participants had no idea how or
when the change came about because Deal left the meeting early because of an earlier
commitment.
Devine told his audience that
Rowan’s employee turnover rate was one of the highest he’s seen among other
departments he works with. He asked board members what they felt they could do to advocate
certain changes.
“Some issues certainly need
to be addressed about the way personnel handles some of these positions, so we can
eliminate some of these problems,” Tadlock said. “I speak as one commissioner
and I admit this issue needs some attention.”
Devine suggested managers reward
their staff somehow and give them incentives to remain on the job.
Some board members again were
shocked to learn certain employees who make home visits are expected to keep high
liability insurance coverage — with higher premiums — on their own vehicles to
save the county money. Many pay as much as $100 more monthly, some supervisors said.
Managers said though new employees
are informed prior to hire, they sometimes don’t understand the increased cost to
their car insurance.
Lack of equipment and technology
also plays a role in employee turnover.
David Boling, county data
processing coordinator, discussed the possibility of the agency implementing an imaging
system. The system would allow the department to scan their documents onto different forms
of media, which would make information more accessible to employees and eliminate space
consuming files. The system would cost between $50,000-$150,000 and be the first phase in
a statewide technology initiative to help departments all over become better equipped
technically.
During the session, board members
also:
- Heard how the department could seek
state accreditation. Linda Lowe, income maintenance supervisor, explained the nine-month
process, which requires community input and extensive data collection.
- Agreed to learn how to deal with
the news media more effectively as a board. Board member Marjorie Kinard said she would
like members to know when they are allowed to speak on certain issues, what they are
allowed to say and how to maintain working relationships with news media. The board agreed
to schedule a session to address the concern by Feb. 14.
- Heard from Deal on plans to
consolidate 57 employees, now in two offices on Corriher Avenue, into one building on
Mahaley Avenue, the former Piedmont Behavioral Healthcare facility. Renovations and
repairs to the building are estimated at $93,000, but county commissioners must first
approve.
- Encouraged staff to continue to
seek community-based foster care and group homes that provide therapy and treatment for
children who have special needs. The department relies heavily on homes outside the county
to place those children at an annual cost of $420,000.
- Delayed a decision on member Zell
Setzer’s suggestion to reschedule monthly board meetings from 3 to 5 p.m. Setzer said
a later time would allow people with day jobs to attend and improve the department’s
public image. Administrators were concerned about employees, who had to attend the
meetings, getting overtime pay. Setzer suggested finding out how other departments handle
it.
Board members agreed to
Setzer’s suggestion of opening each meeting with prayer. |
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