In February, CAPE members working in the Los Angeles County Assessor’s Office were sent a survey about the state of their workplace.
The survey was sent to our appraiser members after receiving several complaints and comments about workplace issues during field visits, as well as at CAPE’s regular twice-a-month table at the Hall of Administration.
The survey was sent to roughly 360 members, with a 24 percent return rate. Most of the questions were multiple choice, however some were open to comments.
Most of the respondents indicated decisions by Assessor Jeffrey Prang and his administration, such as the removal of the 4/40 work week, the failure to promote and the time being spent on Business Solutions/AMP were major contributors to low morale among employees. As one respondent indicated, morale is at the “lowest point in the last 25 years.”
REMOVAL OF 4/40 WORK WEEK
For the members who responded, the majority indicated in open response questions the return of the 4/40 work week, in which members work 40 hours a week across four days, was a top issue for them. While some members in the Assessor’s Office still work on the 4/40 schedule, new hires are not given the option. Additionally, members who transfer to another department inside the Assessor’s Office cannot carry the 4/40 over to their new position or department.
In one open response question, some CAPE members indicated there was no explanation for removing it. “Why take 4/40 away?” one responder asked. Another stated it was “illogical” while another said it was “not supportive.”
“They took away 4/40, which makes the only option to promotion, which is through downtown, less viable as cost of time and transportation increases,” one responder stated.
FAILURE TO PROMOTE IN A TIMELY MANNER
The inability to fill open positions or promote from the exam lists was another thorn in the side of members and a morale killer to many respondents.
When asked, “Does the department provide a clear path to promotion for employees to follow?” 60 percent responded no. The majority also “disagreed” or “strongly disagreed” that they were satisfied with the educational and promotional opportunities for professional growth and advancement within the Assessor’s Office.
And more than 70 percent of the respondents disagreed or strongly disagreed with the statement “The Assessor’s Office timely fills vacancies.”
“While the appraisal staff has been ignored, upper management has been quick to fill or create executive office positions,” one respondent stated.
“Untimely promotions = drag on employee morale,” one respondent wrote. “We didn’t take this job to get rich, but we also didn’t take this job to stay poor. A 2-5 year delay in promoting sets us back 2-5 years for the rest of our careers. It doesn’t get forgotten. Management should understand that. [Example:] Appraiser Specialist Class of 2016.”
“The new administration has destroyed morale by eliminating promotion opportunities by eliminating positions or filling them with outside career county employees,” another respondent wrote.
Recently, the Assessor’s Office promoted seven members off the Appraiser Specialist list, after CAPE sent two letters to Prang requesting all Appraisers who are reachable and working in Appraiser Specialist positions be promoted. Seven additional promotions were made, however there are still a number of Appraisers who are working out-of-class as Appraiser Specialists.
BUSINESS SOLUTIONS/AMP
Many of the respondents cited the department’s concentration on the Business Solutions/AMP modernization project was diverting attentions from staffing, salaries, promotion, quality of worksites and morale.
One respondent said this about AMP: “In the long run, [it] will be a net benefit to all. But in the short term, it’s a drain on staff, leaving more work for the rest. Pointless meetings and committee formations without any clear reasons/goals. These things would be fine if it was made clear that there was some benefit, but they seem like pointless management ‘consultant’-driven events.”
While the majority of respondents indicated they had a good working relationship with their immediate supervisor, upper management seemed to be an issue with many and the generator of low morale and disconnect with the appraisal staff.
“Have a visible presence in our daily routine. Demonstrate an understanding of our responsibilities. Express appreciation through sincere interaction with us appraisers in the trenches,” was one suggestion to upper management.
CONCLUSION
While there were some positive comments by employees who felt the department was moving in the right direction, it is hard to ignore the majority of the complaints made.
CAPE works hard to improve and protect our members’ workplace. By responding to this survey and providing your thoughts, you have equipped us with your voice as we move forward to work with this current Assessor’s Office administration.