Pick an adminstrative solution that will work for Taylor County

Taylor County supervisors need to pick an administrative solution that will work for Taylor County.

In recent months, members of a special committee have been meeting to look at how to improve day-to-day administration of the county’s approximately 200 employees and improve coordination and uniformity between departments. On April 4, committee members voted to recommend adding duties and responsibilities to the existing shared human resources/administrative coordinator position rather than creating a new management-level position either for a full-time coordinator or administrator.

Taylor County is a place where people work. Employers here traditionally run lean. From the person sweeping the shop floor through management and executive positions, all are expected to pitch in and do what is necessary to move the organization forward.

In this environment, there is little room or patience for specialized managers. The concept of the working manager, who has managerial duties in addition to their other tasks, is closer to the community standard. This does not discount the real work that goes into effectively managing large groups of workers, but is more a reflection on the practical and inherently fiscally conservative nature of area workplaces. This carries over into the public sector with employees often taking on different roles depending on the needs at the time.

There is little doubt that Taylor County needs a more formalized administrative structure. Historically, people like longtime former county clerk Roger Emmerich or retired human resources director Marie Koerner, capably provided day-to-day oversight without formal back up. Workforce and department-level changes require a more formalized approach, especially as generational changeover occurs within the county board.

The dual-role position is a viable one for Taylor County, allowing the position to grow organically much as how the city of Medford has had more long-term success with a city coordinator/public works director than it had under a previous dedicated administrator. Likewise, there is a financial benefit to the county with increasing the responsibility and compensation of an existing position rather than bringing in a new management-level position. There is little doubt that moving forward additional staffing support may be needed for the human resources department, but as a total impact will be less than the cost in wages and benefits of bringing on a dedicated administrator.

Perhaps the biggest benefit of a shared position is the flexibility given to the county board to tweak the position to maintain the balance between administration and the will of the voters.

Whichever option county board members choose, the ultimate success or failure will depend on the commitment board members have to supporting the decisions and actions made by the person in the administrative position. Board members, particularly committee chairs, will need to step back and let the day-today administrative leaders do their jobs. This will be a challenge, especially for those used to a more hands-on approach.

Supervisors must set aside their own agendas and look for viable solutions that will work for Taylor County.