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Auditor and other county offices reassign headcount; PDS to staff Historic Preservation Commission
Summary
Supervisors reviewed several personnel requests and internal reallocations across county offices, including shifting a part-time vacancy into full-time accounts payable, creating a community engagement role, and transferring staffing responsibility for the Historic Preservation Commission from grants to Planning and Development Services (PDS).
County department heads briefed the Board of Supervisors on April 2 about multiple personnel moves and proposed new positions intended to realign capacity without increasing net headcount.
The auditor's office described shifting an unfilled part-time minutes position to cover vacancies and reallocating a full-time headcount from real estate to accounts payable so the office can backfill essential services without increasing overall headcount. The auditor said the changes would result in one additional full-time employee in accounts payable and a net reduction in real-estate headcount; supervisors asked clarifying questions about desk moves and workflow.
Erin outlined the proposed community engagement and policy coordinator position. She said the job is intended to preserve headcount previously assigned to a DEI-centered role while expanding external engagement and balancing internal and external-facing duties. Erin told supervisors she had consulted with liaisons and planned reporting and that she would provide recurring reports so the board and liaisons can monitor activity and impact.
On appointments, supervisors discussed the county's citizen seat on the East Central Iowa Council of Governments (ECICOG) and recommended expecting a short-term transfer of responsibilities to the incoming economic development coordinator once that candidate's background checks are complete. Employment staff said an offer was expected soon and the new hire would be available to attend ECICOG as appropriate.
Supervisors also agreed to transfer staffing of the Historic Preservation Commission from the grants team to Planning and Development Services (PDS). Josh (PDS) and supervisors said PDS staff bring permitting, land-use and procedural expertise that helps commission responses during meetings; the board agreed to place a staff appointment on the formal agenda and allow the director to designate a PDS staff member.
Several supervisors and department heads discussed cross-training, software (Workday, inventory and Fleet systems) and HR guidance to align seasonal positions and benefits; HR was credited with identifying positions where headcount and term lengths could be adjusted to manage costs.
Ending: Supervisors requested recurring reports on outcomes and directed staff to place formal appointment and position-change items on upcoming formal agendas for final action.
