When Jackson County’s new commissioners announced they would oversee all hiring to determine whether positions should be filled or wiped off the books, the mandate had a fiscally prudent, vigilant-watchdogs-of-taxpayer-dollars sound.

“I have to admit, this is causing somewhat of a problem in being able to manage this,” interim County Manager Chuck Wooten told the board last week, just more than a month after commissioners so tightly grabbed the reins.

Though commissioners control the budget, statutorily speaking the sheriff and register of deeds — both elected positions — have full powers to do the hiring and firing in their own departments, Wooten pointed out.

Wooten also asked: did commissioners really want to clog-up the system (about 4 percent of the Jackson County workforce is currently open) by scrutinizing positions mainly paid for using state dollars, such as at the health department and in social services, which have their own overseeing boards? And, what about contracted and grant-paid positions? Take a transit driver, 85 percent grant funded, as an example of the latter category, Wooten said. Do you need to personally approve who is hired?

Well, no, now that the problems being created by practically their very first official decision as commissioners (during a Dec. 6 meeting) has become clear, it turned out the board didn’t really want oversight of those hiring decisions. In a 5-0 vote, they agreed in those cases to let others — the departments or boards directly involved, or Wooten — make the hires.

Unlike municipalities in North Carolina, county commissioners must vote for their manager to be given hiring oversight. State law gives town managers that right without elected leaders’ say-so. Most of the state’s 100 counties’ board of commissioners automatically extend that power to the county manager hired to, well, “manage” the county.

Jackson County commissioners did, however, retain the review-before-advertising-any-county-positions paid for purely with county money, via the general fund. Though, it should be noted, Wooten advised the five men they might want to reconsider that decision, too.

Wooten was hired as a temporary replacement for former County Manager Ken Westmoreland, who either elected to leave voluntarily before the new board convened in December, or who was shown the door. This depending on whom you believe, Westmoreland (who said he was forced out) or Chairman Jack Debnam (who said “it was his decision”).

Wooten retired Jan. 1 after 30 years of experience overseeing Western Carolina University’s finances. He has said he expects to help commissioners hire a replacement county manager within six months or so.

Jackson County has three new commissioners: Debnam (a conservative independent); Doug Cody (a Republican) and Charles Elders (a Republican). Democrats Mark Jones and Joe Cowan round out the board.

Haywood County commissioners have cut five full-time jobs and frozen four open positions to stave off a projected budget shortfall for the current fiscal year.

It marks the third straight year commissioners have cut county jobs to counter recession-driven budget deficits. Commissioners held a work session on the issue last week, where County Manager Marty Stamey suggested the job cuts to keep the budget in check.

The job cuts will target county departments involved in the construction trade. Building is still off from pre-recession levels, with a requisite drop in workload for county building inspectors, erosion control officers and well and septic tank permiters. Those departments are also bringing in less in fees. Stamey showed commissioners financial data to demonstrate the decline in building and real-estate-centric services.

The cuts will take the county down to 507 full-time positions, the smallest number of staff they’ve employed since they started keeping count in 2005. The employee count peaked out in 2009, when the county employed 557 full-time staff members, and the number has been dropping steadily every year, to 534 then 516.

Making the cuts would, he said, save the county $200,000 in the 2011-12 fiscal year, while keeping the four unfilled positions frozen would save an extra $250,000, for a total of $450,000 in savings.

Stamey recommended freezing the assistant county manager position, a title he formerly held until being promoted to the top job last fall. Other open positions that will be frozen include project specialist, IT technician and a human resource specialist.

Commissioners questioned Stamey about what effect these cuts would have on county staff, whether they would require layoffs or could be achieved through early retirements.

“Do they have people that are close to being ready to retire?” Commissioner Mike Sorrells asked of the three departments going under the axe. Stamey answered that, yes, some did, but it remains to be seen whether all five positions can be eliminated with retirements or relocations.

Commissioner Bill Upton expressed his reservations, saying he wasn’t sure how much further they could go following last year’s cuts.

“Down the road, it’s going to be tough, because I thought last year we got down to the bare bones and this is probably getting into the bone a little bit,” said Upton.

“We’re drilling into bone,” replied Stamey, who said that remaining county staff have been working increasingly hard over the last two years to makeup for the shortfall caused by losing colleagues.

Commissioner Kirk Kirkpatrick noted that in governmental situations it isn’t as easy to adjust budgets to revenues as it might be in business, because there’s still a certain threshold of services that need to be provided, regardless of how many people use them.

That is, in part, why trimming any more fat will be difficult going forward, and with $3.7 billion in state budget cuts looming, Commissioner Chairman Mark Swanger said he was uncomfortable with the unknown of what that might do to county budgets.

“The unknown here is what bothers me, what kinds of costs will be going to counties,” said Swanger. “It remains unknown what effect it will have on our budget, but it will not be a positive effect.”

Ghost Town in the Sky, an amusement park in Maggie Valley, failed to pay employees for their final two weeks of work before shutting down for the winter.

While most employees were told upfront that they might not be paid their full wages immediately and were given the choice to work or not, the company could still be in violation of state labor laws.

“The law says they must pay all accrued wages to employees on the regularly scheduled payday,” said Darrell Sanders, supervisor for Wage and Hour Bureau with the N.C. Department of Labor. “Even with the employees’ agreement, nobody can waive the law. As soon as midnight ticked by on payday, the company automatically went into violation of the law and will be until the employees are paid.”

CEO Steve Shiver said the company still plans to pay employees what they are owed.

“They will be paid as quickly as possible. I am doing everything I can every day to make sure that takes place,” said Shiver.

In the meantime, there may be little the employees can do about it other than wait. Ghost Town is operating under Chapter 11 bankruptcy with hopes of reorganizing and regaining its footing. Workers who are not paid by an employer usually take their complaints to the labor department, but the department has no jurisdiction when bankruptcy proceedings are in play.

“It is a large wrench to throw in the machinery,” Sanders said.

Ghost Town filed for bankruptcy early this year. In addition to a $9.5 million mortgage, the park has a trail of unpaid bills with more than 215 companies totaling $2.5 million, including local contractors, electricians, media outlets and equipment rental companies.

Shiver held a meeting with employees going into the final few weeks of the season in October to fill them in on the financial status of the amusement park.

When Shiver leveled with workers and told them cash flow was tight, it came as no surprise. A few times during the year, the park couldn’t make payroll on Friday and instead relied on revenue from weekend ticket sales to pay employees the following Monday. The park eventually moved payday from Friday to Monday on a permanent basis, according to employees. Even then, the park didn’t always make full payroll, and would only give employees a partial paycheck and make up the difference the following Monday after another weekend of revenue came in.

At the meeting, Shiver gave employees two choices: shut the park down early or remain open the rest of the October. If they stayed open, however, there was a chance they wouldn’t bring in enough revenue to pay everyone on time.

Shiver then left the room while employees voted with a show of hands whether to keep working. The vote was unanimous.

“We all knew there was a possibility we may not get paid,” said David Aldridge, a Maggie resident who worked at Ghost Town. “We were willing to risk it.”

Shiver said the dedication of employees is remarkable.

“I have such great employees,” Shiver said. “It shows the dedication of all of us, including myself, to make sure Maggie Valley and Ghost Town in the Sky and all that goes with it survives. I am very humbled by their support and continued efforts.”

While Shiver never suggested employees would be volunteering their time in exchange for no pay, that was certainly in the back of their minds, Aldridge said.

“We were asked if we were willing to take half our paychecks now and half later,” Aldridge said. “Nobody ever agreed to not get paid. Everybody expected to get their last paycheck.”

The paychecks haven’t been forthcoming yet, but Aldridge said he isn’t mad. He said most employees understand and care deeply about the park and want to help it succeed. Aldridge said Shiver was a good leader and an inspiration for employees.

“He was out there working every day as hard as everybody else. He was trying to do all he could to keep Ghost Town going,” Aldridge said.

Shiver has exemplified the all-hands-on-deck attitude that allowed Ghost Town to make it through the year.

“I bussed tables, I swept floors, I blew leaves off the streets to make sure our guests could enjoy themselves,” Shiver said.

Not all employees were at the meeting when Shiver leveled with the state and the informal vote was held, however. The meeting was billed as a non-mandatory staff meeting and the topic wasn’t shared in advance, so Ron Coates, a worker who lives in Hot Springs, opted not to make the hour-long drive on his day off to attend.

No one in management ever told him what had transpired or warned him that he may not be paid if he kept working.

“Nobody ever said we might not get paid,” Coates said.

Coates has filed a claim with the bankruptcy court for $386 after being told by the state Labor Department that was his only recourse.

Meanwhile, water to the amusement park has been shut off due to failure to pay bills, according to the Maggie Valley Sanitary District.

In yet another piece of positive economic news, Waynesville-based Haywood Vocational Opportunities announced a proposed expansion that would create at least 50 new jobs.

HVO, which makes disposable medical supplies, plans to pay $400,000 for 10 acres at the Beaverdam Industrial Park in the eastern end of Haywood County and spend more than $1 million to construct a 40,000-square-foot building on the site.

The county recently spent $700,000 to grade the industrial site, and therefore is selling it at a loss. That’s just the nature of the business, said county Economic Development Director Mark Clasby. Grading industrial sites to ready them for building is one way to lure companies.

“That’s part of the economic development incentive, to work with existing businesses to retain them, or in this case, expand. That’s even better — it’s an investment in jobs for the future,” Clasby said.

HVO’s proposal has been OK’d by the Economic Development Commission, and is now awaiting final approval by county commissioners.

The company currently employs 315 full-time workers at its factory in the Hazelwood community. It also runs an employment and training program, which enrolls 120 people. The company operates under a unique business model — about 25 percent of its employee base at any given time has a disabling physical or mental condition that is a barrier to employment.

HVO has maintained a rapid rate of growth at a time when many businesses are struggling with the economic recession. The company moved into its current headquarters in 2005 and is already looking to expand. It added 72 new jobs in the last 18 months, mostly hourly positions, according to HVO President George Marshall. HVO is forecasting continued growth over the next 24 to 36 months.

“We have emerging business that, right now, I can’t comment on,” said Marshall.

The company plans to add 50 new jobs over that time period that will range from machine operators to assemblers. That’s apart from the jobs directly linked to construction of the building.

HVO makes a niche product that isn’t easily outsourced, which has helped it to weather the economic downturn.

“Basically, we’re in a real specialty market as it relates to healthcare,” Marshall said. “We produce custom surgical products for the healthcare industry, which, generally speaking, has not been able to be taken offshore. As commodity products have moved, this was one element that really could not practically, nor economically, be moved.”

HVO has developed a huge market for its products.

“Our customers are throughout the U.S. and international,” Marshall said. About 30 percent of HVO’s business is outside the country, including clients in Sydney.

Marshall said that HVO will aim to complete its new facility at the industrial park by the end of 2009.