2013 Coconut Creek Employee Survey Report

7/28/2019 2013 Coconut Creek Employee Survey Report

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conducted for:

The City of Coconut Creek, Florida

by:

ETC Institute725 West Frontier

Olathe, Kansas 66061

(913) 829-1215

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2013 Employee Survey Executive Summary

2013 ETC Institute Executive Summary - 1

Executive SummaryFindings and Recommendations

Methodology

ETC Institute administered an organizational climate survey for the City of Coconut Creek during

May and June 2013. The purpose of the survey was to gather input from employees about a wide

range of issues in order to identify opportunities to improve the organization. The results of this

survey will provide a means for objectively assessing attitudes and perceptions of City employees

The major topics that were addressed in the survey included:

Overall satisfaction with employment at the City Availability of work-related resources Quality of the Citys work environment Effectiveness of internal communication Understanding of the Citys compensation and benefits programs Employee recognition and empowerment Opportunities for professional development

Although the survey was distributed to all employees, participation in the survey was voluntary.

Employees were allowed to complete the survey during work hours or in the privacy of their home.

In order to protect confidentiality, employees were given a postage-paid envelope so they could

return their survey directly to ETC Institute.

Even though the survey was 8 pages long and took an average of 15 minutes to complete, 214 of the

City's employees completed the survey. The sample was statistically valid for all major

departments, and the overall results have a 95% level of confidence with a precision of at least +/-

5%.

The following pages contain a summary of the major findings:


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Major Findings

Overall Satisfaction Among City Employees

84% of the employees surveyed thought the city is generally a good place to work.

Job Resources

77% of the employees surveyed were satisfied with the overall quality and availability ofresources in the department or division where they work; 8% were not satisfied, and 15%

gave a neutral rating.

When asked to rate their level of agreement with various statements about the availability ofresources in their department or division, a majority of the employees surveyed gave positive

ratings about the following:

o Availability of personal protective equipment needed to do their jobs safelyo Availability of tools and equipment needed to do quality worko How timely supplies are deliveredo How timely equipment repairs are doneo Adequacy of space for employees to do their jobso How well the Citys technology systems meet their needs

Yes84%

No11%

Don't know5%

Q27. Do you generally think the City is a good placeto work?

by percentage of respondents

Source: ETC Institute (2013 - Coconut Creek, FL)


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Employees surveyed thought that having technology systems meet their needs was the topresource priority for the City. Having adequate space to do their jobs was the second

priority, and having all the tools and equipment needed to do quality work was the third

priority for employees.

Working Conditions and Environment

When asked to rate their level of agreement with various statements about the workingconditions and environment in their department or division, a majority of employees gave

positive ratings in most areas. However, a significant percentage of employees had concerns

about the following:

o 38% of the employees surveyed thought hostility was a problem in their work unito 37% believed their jobs caused unreasonable amounts of stresso 27% thought the environment in their organization did not support a balance between

work and personal life


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Communication

60% of the employees surveyed were satisfied with the overall quality of citycommunication; 14% were not satisfied, and 26% gave a neutral rating.

When asked to rate their level of agreement with various statements about internal citycommunication, a majority of the employees surveyed gave positive ratings about the

following:

o How easy it is to contact other employees in their work unito Where to get information about job-related issueso The Citys Intranet (CocoNet) as a source of useful information that is easy to

navigate

o How easy it is to contact employees in other City departmentso How timely they receive information about things that affect them

Employees thought that the top communications priority for the City to address wasreceiving information in a timely manner. The second priority was ease of contact with

employees in other departments.


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Compensation and Benefits

When asked to rate their level of agreement with various statements about compensation andbenefits offered by the City, more than half of the employees surveyed gave positive ratings

about the following:

o The accuracy of their pay checko How easy their pay voucher is to read and understando Their knowledge of the Citys vacation and sick leave programso How easy it is to resolve problems with their payo Familiarity with the Citys retirement benefitso Understanding what is covered through the Citys health plano How easy it is to use health plan benefits

Employees surveyed thought it was most important for the City to emphasize resolvingproblems with the health plan. Making the health plan easier to use was the second priority,and making employees understand what is covered by the Citys health plan was the third

most important item for the City to emphasize.


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Employee Recognition and Empowerment

43% of the employees surveyed were satisfied with the level of recognition andempowerment that are given to City employees; 35% were not satisfied, and 22% gave a

neutral rating or did not have an opinion.

A majority of the employees surveyed had the ability and were allowed to solve mostcustomer problems without referring the customer to a supervisor. A majority were also

encouraged to come up with better ways of doing things.

The employees surveyed thought it was important for the City to do a better job of providingadequate recognition to employees. Employees were also concerned about rewards and

recognition being distributed fairly, and believe poor job performance should be dealt with

effectively by managers.


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Professional Development

When asked to rate their level of agreement with various statements about professionaldevelopment opportunities and programs in the City, at least half of the employees surveyed

agreed with the following:

o 67% of employees thought they received adequate training to perform their jobresponsibilities

o 65% thought they received constructive feedback on their job performance from theirsupervisor

o 65% believed their professional goals were attainable and motivatingo 61% of employees surveyed thought their work was evaluated fairly

Employees were most concerned about receiving fair consideration for advancement andpromotion within the City. Doing a better job of preparing employees for promotions was

the second area of concern, and nearly one-fourth (24%) of employees indicated that having

an adequate number of career opportunities available at the City was the third most

important improvement to be made in the area of professional development.


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Next Steps

In order to maximize the effectiveness of the information gathered through the survey, the City

of Coconut Creek should do the following:

City leaders should openly share the survey results with employees. Employees at all levels should openly share suggestions for making the City a better place to

work.

Management should continue to own the survey results and make a serious commitment toreducing hostility in the work environment.

Management should not penalize individual employees for open and honest comments thatwere made on the survey.

The City should resurvey and hold managers and employees at all levels accountable forfuture performance.


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Contents of the Full Report

In addition to the information provided in this executive summary, the complete report containsthe following:

The overall results to all questions on the survey for each major city department. Benchmarking data that shows how the survey results compare to the average of a

national survey of city employees administered by ETC Institute in 2011.

Comments made by City employees.

Copy of the survey instrument.


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Section 1:

Charts and Graphs


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Core Area:Job Resources

45%

39%

40%

36%

39%

36%

43%

45%

44%

45%

39%

42%

10%

10%

10%

13%

10%

13%

2%

6%

7%

6%

12%

9%

I have adequate space to do my job

The City's technology systems meet my needs

0% 20% 40% 60% 80% 100%

Strongly Agree (5) Agree (4) Neutral (3) Disagree (2,1)

Q1. Agreement With the Following StatementsRegarding J ob Resources

by percentage of respondents who rated the item as a 1 to 5 on a 5-point scale (excluding NA)


I have all the tools/equipment I need to doquality work

I have been provided the personal protectiveequipment needed to do my job safely

Repairs to equipment that I need to do my jobare completed in a timely manner

I get the supplies needed to do my job in atimely manner

2013 City of Coconut Creek Organizational Survey

Charts and Graphs Page 1


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30%

25%

17%

15%

11%

5%


I have adequate space to do my job

0% 10% 20% 30% 40%

1st Choice 2nd Choice

by percentage of respondents who selected the item as one of their top two choices

Q2. Priorities for Improvements in J ob Resources


Repairs to equipment that I need to do my jobare completed in a timely manner

I get the supplies needed to do my job in atimely manner



Very Satisfied28%

Satisfied49%

Neutral15%

Dissatisfied6%

Very Dissatisfied2%

Q3. Overall Satisfaction With the Quality and Availabilityof Resources






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Core Area:Working Conditionsand Environment

39%

32%

26%

34%

25%

25%

16%

34%

40%

39%

28%

29%

28%

27%

13%

16%

19%

15%

19%

10%

20%

15%

12%

15%

23%

27%

38%

37%

I am treated with respect by my co-workers

I am treated with respect by senior management

My work environment is free from hostility

0% 20% 40% 60% 80% 100%


Q5. Agreement With the Following StatementsRegarding Working Conditions and Environmentby percentage of respondents who rated the item as a 1 to 5 on a 5-point scale (excluding NA)

My job does not cause unreasonable amounts ofstress in my life

The amount of work I am required to do is reasonable

The environment in this organization supports a

balance between work and personal life

I am treated with respect by my immediate supervisor





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28%

23%

23%

15%

14%

12%

5%

My work environment is free from hostility



0% 10% 20% 30%



Q6. Priorities for Improvements inWorking Conditions and Environment


My job does not cause unreasonable amounts of

stress in my life

The amount of work I am required to do is reasonable

The environment in this organization supports abalance between work and personal life


Very Satisfied22%

Satisfied32%

Neutral18%

Dissatisfied19%

Very Dissatisfied9%

Q7. Overall Satisfaction With Working Conditionsand Environment

by percentage of respondents (excluding "dont know)





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39%

16%

15%

14%

6%

Employees in other departments are easy to contact

Employees in my department are easy to contact

0% 10% 20% 30% 40% 50%


Q10. Priorities for Improvements in Communication

The City's Intranet ("CocoNet") provides usefulinformation and is easy to navigate

I know where to go when I have questions abouta work related issue

I receive information about things that affect mein a timely manner



Very Satisfied14%

Satisfied46%

Neutral26%

Dissatisfied11%

Very Dissatisfied3%

Q11. Overall Satisfaction With the Quality of

Communicationby percentage of respondents (excluding "dont know)





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Core Area:Compensation andBenefits

50%

51%

39%

42%

25%

17%

14%

9%

15%

43%

40%

46%

42%

50%

54%

50%

40%

30%

5%

8%

10%

10%

20%

21%

23%

33%

41%

2%

2%

5%

5%

5%

7%

13%

19%

14%

My paycheck is almost always accurate

My pay voucher is easy to read and understand

Problems with my pay are easy to resolve

I am familiar with the City's retirement benefits

My health plan benefits are easy to use

0% 20% 40% 60% 80% 100%


Q13. Agreement With the Following StatementsRegarding Compensation and Benefits



I am knowledgeable about the City's vacation andsick leave benefits

The City does a good job managing Worker'sCompensation claims

Problems with my health plan benefits are easy to resolve

I understand what is covered by the health plan I am

provided through my employment with the City




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12%

12%

10%

9%

8%

7%

4%

3%

2%

My health plan benefits are easy to use


Problems with my pay are easy to resolve

My pay voucher is easy to read and understand

My paycheck is almost always accurate

0% 10% 20%


Q14. Priorities for Improvements inCompensation and Benefits


I am knowledgeable about the City's vacation andsick leave benefits

The City does a good job managing Worker'sCompensation claims

Problems with my health plan benefits are easy to resolve

I understand what is covered by the health plan I amprovided through my employment with the City


Very Satisfied18%

Satisfied51%

Neutral20%

Dissatisfied

9%

Very Dissatisfied2%

Q15. Overall Satisfaction With Compensation and

Benefitsby percentage of respondents (excluding "dont know)





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Core Area:Employee Recognitionand Empowerment

41%

39%

24%

20%

11%

9%

8%

48%

39%

34%

30%

29%

27%

20%

9%

13%

16%

17%

26%

22%

26%

3%

10%

26%

33%

34%

42%

46%Rewards and recognition are distributed fairly

0% 20% 40% 60% 80% 100%


Q17. Agreement With the Following StatementsRegarding Employee Recognition and Empowerment


I have adequate input on decisions affecting mywork, and I feel my suggestions are valued

Poor job performance is dealt with effectively by

managers in my work unit

I am allowed to solve most customer problemswithout referring the customer to a supervisor


Employees in my department are encouragedto come up with better ways to do things

City employees who perform well receiveadequate recognition

I know how to solve most customer problemswithout referring the customer to a supervisor




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2%

37%

35%

23%

19%

8%

5%

Rewards and recognition are distributed fairly

0% 10% 20% 30% 40%


Q18. Priorities for Improvements inEmployee Recognition and Empowerment

I have adequate input on decisions affectingmy work, and I feel my suggestions are valued

Poor job performance is dealt with effectivelyby managers in my work unit

I am allowed to solve most customer problemswithout referring the customer to a supervisor


Employees in my department are encouragedto come up with better ways to do things

City employees who perform well receive

adequate recognition



Very Satisfied11%

Satisfied32%

Neutral22%

Dissatisfied25%

Very Dissatisfied10%

Q19. Overall Satisfaction With Employee Recognition

and Empowermentby percentage of respondents





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Core Area:ProfessionalDevelopment

25%

29%

23%

26%

12%

13%

7%

42%

36%

42%

35%

22%

16%

19%

19%

17%

22%

16%

25%

31%

29%

14%

18%

13%

23%

41%

41%

45%

0% 20% 40% 60% 80% 100%


Q21. Agreement With the Following Statements

Regarding Professional Developmentby percentage of respondents who rated the item as a 1 to 5 on a 5-point scale (excluding NA)

My goals are attainable and motivating

There are an adequate number of career

opportunities available for me at the City

I receive constructive feedback on my workperformance from my immediate supervisor


The work I perform is evaluated fairly

The City does a good job of preparing employeesfor promotions

I receive adequate training to perform my jobresponsibilities

Employees receive fair consideration foradvancement and promotion within the City




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Q22. Priorities for Improvements in ProfessionalDevelopment

My goals are attainable and motivating

There are an adequate number of careeropportunities available for me at the City



Employees receive fair consideration for

advancement and promotion within the City


40%

28%

24%

12%

8%

8%

4%


0% 10% 20% 30% 40% 50%

1st Choice

2nd Choice

The City does a good job of preparingemployees for promotions


Very Satisfied12%

Satisfied26%

Neutral29%

Dissatisfied19%

Very Dissatisfied

14%

Q23. Overall Satisfaction With Professional

Development Opportunitiesby percentage of respondents (excluding "dont know)





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Core Area:Overall Improvements

80%

80%

79%

77%

77%

67%

0% 20% 40% 60% 80% 100%

Very Important (5) Somewhat Important (4,3)

Q25. Levels of Importance for Improvements in the

Following Areasby percentage of respondents who rated the item as a 1 to 5 on a 5-point scale (excluding NA)

Enhancing professional developmentopportunities for employees

Fostering a work environment that is free of allforms of discrimination

Ensuring employees have resources to safelyand effectively do their job


Providing more recognition and empowermentto employees

Educating employees about compensation andbenefits

Improving internal communication




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30%

28%

26%

19%

13%

7%

0% 10% 20% 30% 40%


Q26. Priorities for Overall Improvementsby percentage of respondents who rated the item as a 1 to 5 on a 5-point scale (excluding NA)

Enhancing professional developmentopportunities for employees

Fostering a work environment that is free of allforms of discrimination

Ensuring employees have resources to safelyand effectively do their job


Providing more recognition and empowermentto employees

Educating employees about compensation andbenefits

Improving internal communication

Yes84%

No11%

Don't know5%

Q27. Do you generally think the City is a good placeto work?






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10%

5%

80%

Don't know5%

Q29. What statement best describes your employmentplans for the next 2 years?

At this time, I do not have plans to separatefrom the City within the next 2 years


I will likely retire within the

next 2 years

I will likely seek employmentelsewhere within the next 2 years

Demographics




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City Clerk1%

Finance & Admin. Svcs.4%

Human Resources1%

Information Technology2%

Legal1%

Parks and Recreation12%

Police37%

Public Works7%

7%

8%

Not provided

20%

Q30. In which City Department do you work?by percentage of respondents


Utilities & Engineering

Sustainable Development

Q31. How many years have you worked for theCity of Coconut Creek?

0-4 years19%

5-9 years22%

10-19 years35%

20+years9%

Not provided15%






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Yes58%

No20%

Don't know22%

Q32. If the Citys next employee survey were offeredon-line, would you complete the survey on-line?






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Section 2:

Benchmarking


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Benchmarking DataNote: The benchmarking data contained in this report is

protected intellectual property. Any reproduct ion ofthe benchmarking information in this report by personsor organizations not directly affiliated with the City of

Coconut Creek, Florida is not authorized wi thout writ tenconsent from ETC Institute. The U.S. City/County

Average is based on the results of survey that wasadministered to a random sample of city and countyemployees in the continental U.S. by ETC Institute inOctober 2008. The Broward County data reflects the

results of a survey that was administered by ETC Institutefor Broward County during the spring of 2006. The term

"county" was used in lieu of " city" on surveys that wereadministered to county employees.

If no comp arative data is provi ded, nonewas available.

88%

84%

78%

77%

66%

70%

62%

67%


0% 20% 40% 60% 80% 100%

Coconut Creek US City/County Avg Broward County

Benchmarking Data on Key Employee Survey Issues

Coconut Creek vs. U.S. Average and Broward CountyJOB RESOURCES

by percentage of respondents who rated the item as a "4" agree or "5" strongly agree on a 5-point scale(excluding don't knows)

County data not available

Source: ETC Institute (2013)



2013 City of Coconut Creek Organizational Climate Survey

Benchmarking Analysis Page 1


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73%

72%

62%

77%

82%

71%

77%

83%

67%



0% 20% 40% 60% 80% 100%


Benchmarking Data on Key Employee Survey IssuesCoconut Creek vs. U.S. Average and Broward County

WORKING CONDITIONS AND ENVIRONMENT




54%

61%

51%

0% 20% 40% 60%




Coconut Creek vs. U.S. Average and Broward CountyCOMMUNICATION


I receive information about

things that affect me in atimely manner




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71%

75%

76%

58%

86%

57%


0% 20% 40% 60% 80% 100%



COMPENSATION & BENEFITS



I understand what is covered by the health plan I amprovided through my employment with the City

89%

50%

36%

28%

74%

47%

42%

55%

36%

28%

Rewards and recognition are distributed fairly

0% 20% 40% 60% 80% 100%



Coconut Creek vs. U.S. Average and Broward CountyEMPLOYEE RECOGNITION AND EMPOWERMENT




I have adequate input on decisions affectingmy work, and I feel my suggestions are valued

City employees who perform well receiveadequate recognition






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67%

65%

61%

29%

56%

64%

63%

55%

58%

60%

62%

28%


0% 20% 40% 60% 80% 100%



PROFESSIONAL DEVELOPMENT





Employees receive fair consideration foradvancement and promotion within the City




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Section 3:

Employee Comments


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COMMENTS

ETC Institute 2013 Comments Page 1

Question4: Pleaseprovideanycommentsorsuggestionsthatcouldimprovethisarea(RESOURCES) EquipmentatthePoliceDept.istopnotch. Weareprovidedwithexcellentequipment. Aginginfrastructuremaintenanceneedstobeprioritizedoverotherinitiatives. Thelaptopsaretooslow. Thebuildingisindisrepair.Thecarpet,A/C,andairqualityneedtobeimproveduponimmediately.Ceilingpanelsfelllastweekandemployeesaregettingsickduetopoorair

circulation.Dustandjusteverythingbeingsoold.

Needmorefreetimeforequipmentmaintenance. Pennywiseanddollarfoolish. Moreindividualizedtrainingonsoftware.Notjust"general." Communication;lackof,ornone.I

have

heard

that

in

the

next

couple

of

months

the

police

will

be

switching

to

an

older

and

outdatedcomputersystemforwork. Ifthisistrue,thenIamnotlookingforwardtoit.

Wouldbehelpfulinmyjobtoaccessordinances&resolutionsonline. CityHallworkstationsneedtoberedesignedtomeettheneeds/spaceofstaff,aswellastherestroomsrenovated.

Thereisavarietyofothertechnologiesandequipmentoutthereformyjob. TheCityshouldallowtheiruse(tacticalvest,dutybeltsuspenders).

Youcangiveemployeesallthenecessaryresourcestoperform,butifyoudon'tcareaboutthem,moralewillnotimprove.

Betterit;giveenoughsuppliessowestoprunningoutandhavetobuyourown. Provideadditionaltrainingopportunitiesinvarioussoftware/programs. Busesneedtobewashedregularly. Additionalpersonnel/qualifiedpersonnel. TheCityneedsatransportationbusforaftercareandseniorfieldtrips. Weareslowlygettingbetterequipment,butsomeofthenewequipmentisunsafe. Gettingeverydayconsumableitemsissometimesdifficult. Thejail,evidencepackagingarea,Sergeant's

officeandretailbookingareasneedtobeupdated.

ITmanagementatCityHallfailstoplaceintoservicenecessarybackupsystemsanddealwithlongstandingproblems. ThentheyblameitonthetechniciansassignedtothePolice

Department.

Newemployee,soIneedmoretimetoproperlyanswerquestions. Haveunmarkedcarsavailabletoroadpatrol. City'scurrenttechnologyisalwaysonestepbehindwhatisavailableonthemarket. Informationisnotshared. Everyonedoessomethingdifferent. Informationisallover;nooneknowswhereorwhohaswhatuntiltheyareforcedtogoonawildgoosechase. It'sridiculous.

IfeelthatwestillneedtogotoI.T.classes,notasneeded.


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COMMENTS


The"I.T."liaisonforthepolicedepartmentisslowtorespondandoftendoesnotfixtheproblemonherfirstattempt.

IfeelthattheuseofinternswouldgreatlyreducethetimeIspenddoingclericalwork(stuffingenvelopes,makingphonecalls)andallowmetofocusonmoreimportantpriorities.Whilethe

clericaltasksareimmediateandneedtobedone,Ifinditunfortunatethatmyhourlyrateis

goingtowarddoingthesetypesofthings.

Gettingourownmaterialwhenneededbewouldbenice. Addatleast12officerstoeachteamforappropriatebackupduringpeaktimes. Asidefromsocksandunderwear,Igeteverything,literallyeverything,Ineed. Moreresources,suchaspersonnel. Assistantdirectorneedstogetmoreinvolvedindailyactivitiesinsteadofthingsthathavenorelevantvalue.

Itisdifficulttogetequipmentfromthepropertyclerkmanager. Thequalityofequipmentisdependentontheunityouworkfor. Community&financeplusareoutofdate&notefficient.Ittakes20stepstodoonething. Weimplementedcrystalreports,yetPentamationdoesnotprovideassistancetothisprogram.Itcausesalotmoreresearch/timeonourendthatIthinkcouldhavebeenavoided.

PolicedepartmentandCityHallingeneralaretoosmalltoproperlysupportcurrentstaff. Visarequestssittoolongwhensupervisorsareonvacationorforgettoapprove/sendnoticeofapproval.Considerputtingonlinelikeourleaverequests.Staff(fivestaff)arestuffedintoone

officearea.

Onlyasneededisdeterminedbysupervisor. Ifeelasthoughthereshouldbeapersonwhoworksinpropertyuntil8p.m.or10p.m.sowecan

retrieve

equipment

more

efficiently.

Morechoicesaboutequipment. Ourofficesupplies/furniturearenotuptopar.Furnitureispasseddownafter20years,etc. Iwouldlikealargerbookingfacilitywhenmultipleofficershavearrests,itisverycramped. Privacyandspaceisverylimited. Managementtakesforevertomakeadecision. Satisfied. 4doorpassengerpolicecarsnolongerprovideadequatespaceconsideringequipmentneededforthejob.SUVsarepossiblesolutionconsideringgreaterspace.

GUI

down

far

too

much.


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COMMENTS


Question8: Pleaseprovideanycommentsorsuggestionsthatcouldimprovethisarea(WORKINGCONDITIONSANDENVIRONMENT)

Weneedmorepoliceontheroad.Weneedtohiremorepoliceofficers. HiringGregLeeswasastepintherightdirection.Hehasmadeitapointtogettoknowpeople

andhasagreatdispositionandarespected,differentleadershipstyle.

IamencouragedbytheChieftoprovideinput. Somesergeantsreallyneedtoletgo.Theyhavepersonalproblemsthataffecttheir

performances.

IamfortunatetoworkwiththecoworkersandmanagementthatIdo. Itseasytopassthebuckmicromanagementstinks. Hostileworkenvironmentisawayoflife.Nothingisdoneaboutit.Threatsofdisciplineifwe

makeacomplaint.

Numeroushostileworkenvironmentincidentshaveoccurredandbeenreported;nothinghasbeendoneaboutcomplaints.

Thereshouldbeamoreunderstandabledecisionforunanticipatedleaves. PlacementofpoliceinCityHalllobbytoaddressunruly&abusiveresidents. EliminateCRM's. Workneedstobedistributedmoreevenly. Departmentswhohadjobcutsduetotheeconomy

needtobebroughtbackuptoreasonableemployeelevels.

Workhoursneedtobeflexibleinorderfortheretobeabalancebetweenworkandpersonallife/health. 10hourdayssittinginfrontofacomputerisnothealthy. Needtimeatgymto

relievestressandremainhealthy.

Performoneprojectatatime. Toomanymultipleprojectsatonetime. Disrespectfulworkenvironment;

Finance

rules

like

it's

downtown

Luxemburg.

Accountability,betterleadership;stopallowingdisrespectfulbehavior. Theyneedtotakeintoconsiderationtheiremployeesideasandthoughts. Satisfiedemployees

createabetterworkingenvironment.

Everyoneshouldbetreatedfairly;toomuchfavoritism. Iwouldliketoworkinahostilityfreeworkenvironment. Additionalpersonnel/additionalequipment. Departmentwiderespectforeveryone. Managementinmydepartmentisawarethatthere'sagroupofpeoplewhousethisplacefor

socialgatheringandnothinghasbeendone. Hence,itmakesothersveryuncomfortable.

Arotatingscheduleputsalotofstressontheworker'shomeandpersonallifewithallthechanges.

Thepolicedepartmentmoraleisverylow. Blatantcronyism. Questionablepromotion,hiringandfiringpractices. Gestapotypeinvestigationswithoutoversight. Immediatesupervisorswith

documentedhistoriesofmentalhealthissuesandmisconduct.

Morehelp;morespace. Iamdoingmorethanmyjobdescriptioncallsfor.


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COMMENTS


Membersofseniormanagementtargetcertainemployees(officersandsupervisors). Theyareheavyhandedanddespitefactspresentedtothem,pursuetheirowncourseofaction. Very

demoralizing;affectsmorale!

Thereisnoneedformyimmediatesupervisortosneakaroundandlistentoconversations. Intimidationandfearofbeingaccusedtothepointemployeesareafraidtodotheirjobs.

Favoritismplaysabigroleinpositionsandassignments.

Fearofseniormanagement. Managementtreatsuslikewedon'tmattermuch;weknowwearebeneaththemandtheydo

notincludeusinthingsthatdirectlyaffectourjobpositions. Theydon'tknowhowmuchwe

reallydo,norisitappreciated.

Willbemuchbetterwhenmybipolarsupervisorisgone. Someemployeesdotheirjobswhileothersgetawaywithdoinglittlesocializingwithother

employeeswhilesomeworkveryhardandthisbreedsresentmentandhostility!!

AlthoughIamsatisfied,manycoworkershavecomplainedabouthostilityintheDetectiveBureau.

Theconstantcliquishnatureandwhisperinginourdepartmentisunsettlingandoftenmakesithardtofocus.

Managementthinksandhasstatedweareidiots. I'mnoidiot. Extremelysatisfiedwithsupervisors. Allhavebeenrespectful. Onlyonesergeantbelittlesand

treatseveryoneliketheydon'tknowanything.

Uppermanagementisverysupportiveofsubordinates,hopefullyitcontinues. DirectorandAssistantDirectorareunawareofdailyactivities. Notenoughtimeinthedaytodiscussuppermanagementandthedictatorshipandmicro

management.

Employeesshouldbecompensatedfortheactualworktheydo. Someemployeesliterallydonothingmostofthedayandgetoutstandingevaluations.

Holdpeopleaccountablefortheiractions. Iamtiredofbeingbelittledbymysupervisors. Idon'tgetorhearthesupervisorsgive

constructivecriticism. Ihaveheardrudenamesandcommentsaboutpeoplefrommyandother

supervisors. Ihaveevenseen"eyerolling"behindbacks. Iwanttogotoworkandnothaveto

listentogossipchatteraboutanyone.

Ibelievethatinmostsituations,thecityaccommodatesparents. However,the'unanticipated'leavecreatesadifficultsituationforsingleorworkingparents. Beingpenalizedforemergency

familymatterscreatesstress.

Toomuchfavoritism. Workloadisnotdistributedevenly. Onlycertainpeopleareheldaccountable.

Certainemployeesaredifficulttoworkwith. Theyeither(A)don'tdomuchworkthemselvesandpushitonothersorB)cutyoudownandtreatyouwrong.


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COMMENTS


Therearemanyinstanceswhenthedirectorwillholdpersonalconversationswithachosenfewemployeessincetheyarefriendsoutsideofwork. Iwouldliketoseethesestopsincethese

allowmycoworkerstothinktheyhaveanupperhand. Therearealsoseveralcoworkersthat

haveattitudes. Iwisheveryonecanunderstandweallhavetoworktogether. Ifthesocializing

stopped,Ithinkthisissuecanberesolved.

Ifoneparticularcoworkerdoesnotrespectothers,whichishappening,somethingneedstobedone.

Putanendtothefavoritism,intimidation,anddisrespecttowardlongtermemployees. WorkingconditionsintheCitydeterioratedinthelast3years. Norespectfromuppermanagement,fromDirectortotheAdministrator. Youaretreatedlike

dirt!

Staffinglevelsarelowcomparedtotheamountofworkinsomeareas,whichcreatesstressandanunreasonableworkloadfortheexistingemployees.

Whenstaffthrowthingsortalkloud(arguments),supervisorsignoretheissue. Reprimandsarenotequalacrosstheboard. Coworkerswithstrongpersonalitiesmakeworkdifficult.

Supervisorsmustlistenandadequatelyaddressissues. Maturityisalsoabigissue.

Controlandpoliticsmakeitdifficultforthepersoninthispositiontobenefitfromotheremployeebenefitsoffered. Leaverequesthavetobeputinwayinadvanceandresponsetime

isinadequatetomakeplans. Therecanbenospurofthemomentrequests.

Someseniormanagementcanbedisrespectfulandrudetostaffcitywide. Manyoftheemployeeswhohavebeenhereforawhileseemtotakeadvantageoftheir

seniorityanddonotworktothebestoftheirabilityanddonotgetanysortofguidanceor

reprimand. Ihaveviewedmanyinstancesofhostilityandinsubordinationthatdoesnotget

addressed.

Thecommissionersshouldstopreadingblogsandaddingfueltothefire. Thedisgruntledemployeesareruiningthisplacebecausetheyarebeingallowedtorunaroundandspread

poison. Theproblemcomesfromthepeoplewhohavegottenfiredorheldaccountablefor

theiractions,nottheadministration.

Hostilityisnotcausedbysubordinatesbutfromthehighestpositions. Befair,treateveryoneequalandbeobjectivewithpromotions.

ThelowRoadPatrolmanningcausesstressbecauseofficersmayhavetoworkbusyshiftswithminimumunits. IwouldliketoseeanincreaseinRoadPatrolmanning.

Supervisorsareveryapproachableandnicetoworkwith. TheCityadvocateshigherlearning;however,allemployeesshouldbetreatedwithequal

respectandhumanity. Thelowerrespectlevelfornoncollegegradsisverynoticeable. More

thanonceI'veheardindiscreetcommentsmadeaboutanemployee'sintelligencelevelbased

onthepositiontheyheld.

Ifeelmysupervisorisveryunfairandtreatsmedifferentlythanothershesupervises. Uppermanagementisobliviousorchoosestoignoredisrespectfulbehaviorofimmediate

supervisors. Stronginequalityofruleenforcementexistsbetweenthedepartments.


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COMMENTS


Managementdoeswhatevertheywanttodo. Weneedmoreofficersnow. Cityisgrowing. Therearewaytoomanycitizenspernumberof

officerspershift.

Environment

is

recently

unprofessional

at

times.

Decisions

for

promotion

and

reassignment

are

contributingfactors. Thesedecisionsshouldbebasedoneducation,experienceandmerit,NOT

onfriendship.

Duetotheeverchangingeconomyandworkload,itsurewouldbeahugemoraleboostifemployeeswereabletoreceivefullannualpayincreasesonceagain.


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COMMENTS


Question12: Pleaseprovideanycommentsorsuggestionsthatcouldimprovethisarea(COMMUNICATION)

TheAdministrationcreatesaPolicepagewhichishelpfulforcommunication.IlikethefactthatthenewChiefpoststheminutesofthecommandstaffmeetings.

TheChiefputsminutesfromstaffmeetingsandoftenmeetsandtalkstous. Beupfrontaboutissuesanddosoinatimelymannertoallemployees.Thiswillcurtailthe

"rumormill"andimprovemorale.

Needadirectoryofnotjustworknumbers,butcellphonenumberstoreachpeople. TheI.T.Dept.isthebest. Morecommunicationregardingwhensupervisorsareoffsothatcorrectinformationcanbe

giventocustomers.

Dispatchneedsinfoonifwearebeingbidoff&employmenttransferredtotheSheriff'sOfficesowecanstarttoplan. Othercitieshavethisinfobutwehavenotbeentoldanything.

Seriouslackofcommunicationbetweendepartments. Notimeallottedbetweenprojects. ToomuchfinancialscrutinyfromFinanceDept. Norespect.

Ifnotforrumors,Iwouldneverknowanything. Managementandsupervisorsneedtoeffectivelycommunicategoalsofthedepartment. Someemployeesdon'treturncalls. Additionaltrainingonhowtocommunicatebetter. Lesssupervisors;wehave3supervisorsfor2employees. Itmakesithardtocommunicate. Rumorsrunfasterthaninformationprovidedbymanagement. Anupdatedphonelistingofalldepartments. Ineedtoknowhow,whenandwhytheCityismakingchangestothecommunitythatithas

hiredmetoprotect. TheCocoNetworkordersystemisinefficient.WhenIhaveaproblem,I

wanttoknowwhichdepartmenttogoto,meetwithapersonwhoisanexpertintheirfield,and

havemyproblemsolvedinatimelymanner.

OnlywhatischoseniscommunicatedtothoseoutsideofmanagementorthesmallgroupselectedbymanagementatthePoliceDepartment.

Thelackofcommunicationinmydepartmentmakesitverydifficulttoperformtomyfullpotential. Thereishardlyanycommunicationwhenitcomestoimportantthings.

Withthefearforjobsecurity,informationisnotalwaysprovided;knowledgeispower. Theytellonlywhotheywanttotellandkeepcertainpeople/groupsoutoftheloop. Getridofchainofcommand. Managementneedstorealizewedothework. Keepinginformationfromusornotsharing

affectsthedepartmentasawholeandcreatesunnecessaryholdupsingettingthingsdone. A

lotofusdon'tgetinvitedtomeetingsthatpertaintoourpositions. Whenthingscomeupwe

areexpectedtojustknowandthengetreprimanded:wewerenotprivytoit,sohowcouldwe

know?


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COMMENTS


Somedepartmentsareeasytoworkwith(I.T.);somedepartmentsarenoteasytoworkwith(Finance).

CommunicationAdvisoryCommitteehelpswithcrosscommunications. Informationinthecityistypicallyprovidedonan"asneeded"basisandemployeesareafraidto

askbecauseitmayputtheminthespotlight,i.e.civilservicecodechanges. Employeesare

informedaftertheyareadopted;notastheyareproposedandscheduledforcommission

considerationtoprovideinputasthegeneralpublicisaffordedtheopportunityongeneralcity

business.

Attimes,importantinformationisonlycommunicatedtocertainemployeesandIdon'tknowaboutituntilafterthefact. Forexample,whenasupervisorleavesforameetingandIdidn't

knowaboutandpeoplecalltospeakwiththeindividualorIhavequestions.

Givenmorenoticeonworkrelatedevents.

Good

job

in

this

area.

Uppermanagementseemstohaveahardtimedecidingwhattobeinvolvedinandwhatnottobeinvolvedin. Oftentimes,I'vereceivedmixedmessagesabout"when"togetasupervisor

involvedandwhentogoaheadandhandlethingsonmyownwithoutelevatingthem. Itis

frustratingandveryconfusingattimes.

Departmentrelatedinformationissometimesa"bigsecret"but"they"alwaysseemtoknow. DepartmentDirectorandAssistantDirectorwaituntilissuesgetoutofhand. UpdateinformationonCocoNetquicker. Iamsatisfiedbecausewegetthingsinatimelymanner,butitisdeliveredinaflatoutrudeway. ItseemstherearealotofcloseddoorconversationslatelyrelatingtoCityissues. Toomanysecrets. TheChiefsaysthattheP.D.istransparent,butthatisnottrue. Lotsof

whisperingandhushedtones.

Ingeneral contactingpeopleisnottheproblem,sharinginformationistheissue. Ouradministrativeassistantreceivesemailsanddoesnotforwardtheminatimelymanner. I

sometimesnoticethatthereisalackofcommunicationbetweenourDirectorandAssistant

Director.

Seniormanagementshouldhavemeetingswithworkforcemoreoften. Informationisnevergivendirectly,itisalwaysthirdparty. Iwouldlikemorefrequentgeneralassembliesorothercommunications/contactfromtheCity

Manager'sOffice.

Supervisorsmustcommunicatethoroughly. Sometimeseventhemostminimalinformationcouldbeimportantincertainsituations. Supervisorsshouldsitandspeakwithstafftoensure

issuesarebeingaddressed.

Therehavealwaysbeencommunicationissues;departmentsnotinCityHall;staffhardtogetaholdof;manytimesnoonetoanswerphones;phonecallsnotforwarded.

Citywide,thecommunicationisgood. Attimes,communicationwithinthedepartmentsbreaksdown.


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COMMENTS


Weneedbettercommunicationbetweenemployeesandmanagement. Citydoesaprettygoodjobonthiswithminutes. TheI.T.departmentisfantastic. Opencommunicationbetweenmanagementandstaffwouldhelpcounteractthetenuous

environment. Lackofinformationsharinggenerateslowmoraleandlostproductivity.

Whenmysupervisordisciplinesme,Iamnotprovidedanswerstoallofmyquestionsinatimelymanner,andsometimesnotatall.

Supervisorsshouldreceivemoretrainingonhowtoeffectivelycommunicatewiththeirsubordinates. Theyneedtoknowhowtointeractwithdifferentpersonalitytypes.

Workorderprocessneedsimprovement. Needtoknowstatus. Supportstaffdoesnotalwaysforwardcitywideemails. Newmethodofelectronicmail

communicationsneedstobeimplemented.

Employeesshouldbeaccountable,responsibleandavailabletorespondtoquestionswhenmajordecisionsthataffectsubordinatesaremade.


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COMMENTS


Question16: Pleaseprovideanycommentsorsuggestionsthatcouldimprovethisarea(COMPENSATION&BENEFITS)

Worker'sComp.isnotthegreatest.Ifyougethurtonthejob,youshouldn'thavetouseyourown

time.

Iamnothappyhavingahighdeductiblehealthplan. Healthinsuranceisaconstantproblem. Donotforceusintoaninsuranceplan.Letuspick. CIGNAinsuranceishorrible;worstcoveragein25+years. Overallbenefitpackageisverygood. Payratesneedtobecomparedwithothercities. Somepositions(especiallyfortheamountof

work)aregrosslyunderpaidandsomeareridiculouslyoverpaid.

HRdoesagoodjobpresentingvariousoptionsforbenefitsandtraining;employeesshouldtakeadvantageofallthat'savailabletothem.

Cityshouldprovideamoreaffordableinsurance. Payscaleneedstobereevaluatedandcomparedtootheragenciesinthearea. Bringbackthesickleaveincentive. Insurancecoveragetoohigh. InsteadofaCOLA,seniormanagementshouldconsiderincreasinghealthcarebenefitpackage. Payinthiscityhasneverbeenfair. IhaveneverreceivedadecentraiseorwhatI

earned/deserved.

Unfortunately,allhealthinsuranceisonanegativeslide. Thecoverageistooexpensiveforwhatitis.

Providecorrect/accurateinformationaboutthehealthbenefits. MorehoursforSaturdaydrivers. Mydepartmentdoesnotholdtothecivilservicecode. Theypickandchoosewhattheyagree

to.

IwouldliketheCitytobringbacksickleaveincentive. AttimesIamconfusedwithwhatmyhealthinsurancedoescover. Rulesaboutusingvacationandsickhoursarenotclearlycommunicated. HumanResources&RiskManagementappeartoworkforanyoneEXCEPTtheemployee. Theamountofcompensationpaidtoemployeesforhealthcarehasnotriseninover15years;

sameamountinthecafeteriaplan.

TheCity'smedicalinsuranceplanisinadequatewithitshighpremiumsandcopays. TheCitypromotes

the

plan

that

is

good

for

their

bottom

line,

not

what

is

good

for

the

employee.

Thehealthinsurancedeductibleisoutrageous! Putsyouinthe"poorhouse"quickly. TheCityusesintimidation,substitutesformssubmittedandviolatesworker'scompensation

standardssetbytheStateofFlorida.

IdonotlikethehealthcareprovidedbytheCity. Needaraise/lowerinsurancecost,whicheatsupanyraise. Lowerhealthcarecost,butnotatthepointofloweringservices.


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COMMENTS


Thishealthplanisexpensive;thedeductibleistoohigh. Healthcaretooexpensive;dosomethingalready! Reinstatereducedbenefitsthattookplacewhennewadministrationtookover,i.e.sickleave

benefit.

Personal

leave

equal

to

two

days

compensation

(20

hours,

not

16

hours).

Providefullamountofevaluationraise nothalf. Liftfreezeonvacationaccrualtime. Reinstatefullscoresforannualperformanceevaluations,not50%ofscore. Healthplanshavegrownprogressivelyworse. Planpricesareextremelyhigh,evenfortheindividualplans,butIamawarethatthisisdriven

byanumberoffactors.

Increasesbasedonperformancearealmostinsignificantduetonewrulesandreductions.Evaluationcriteriaarenotrelatedtomanyjobs oneformdoesnotfitallemployees!

Healthplanexpensiveforgovernment;sometimeswethinkwhomeverchoosesourplanmaybegettingakickback.

Thecity'shealthinsuranceplanisexpensiveforthebenefitsweget. Verypoorplan. Iamtoonewtoanswercertainquestionsaccurately. Needbetterinsuranceandhealthplans. BenefitsareconstantlytakenawayandHRkeepsonpromisingtodosomething. LongtermemployeesshouldnotbeexcludedfromactualCOLA'sandjustgetalumpsum

bonus. Cityshouldbringbacktoptierforvacationaccrual.

Worker'sCompdoctorsneedtoimprove. WhenweowetheCitymoney,theywantitallin2payments,evenifitistheirfault comeon! EveryyearmyfamilyandIhavetopaymoremoneyforlessbenefits;evenhadtogetridof

some. Paymoredollarstowardsus.

TheCity'shealthcareplanisajoke. Ibelievetheydoaverypoorjobwithnegotiations. Idonoteventaketheirmedicalanymorebecauseitischeapertogooutsideanddoitonmyown. Itake

thedentalbutit'snoteasytouseorfindadecentprovider.

WepreferredAetna'scoverageoverCigna's. WedidnothaveadeductibleondiabeticsupplieswithAetna.

Iwishtherewasawaytocombineourhealthinsuranceplanwithotherorganizationsitisextremelyexpensive! Otherthanthat,Idounderstandwhatiscovered,etc.

Healthplancostsalot,yetdoesn'tprovideenough. Ifproblemswithpayarecorrectedonapaycheck,employeesneedtobenotifiedbeforethey

get

a

paycheck

and

don't

know

why

it

is

different.

Thecityinsuranceplanisnotacceptableforthepriceemployeesarepaying. Thecitypaidmillionsofdollarsextratocontractors,consultantsandlawyerstohidethe

incompetenceofcertaindirectorsandrefusedtogiveemployeestheirdueraises. Theywere

remindedtobethankfultohavejobs!


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COMMENTS


Mymisunderstandingwiththeretirementandhealthplanismyfault. Thecityoffersnumerousmeetings/lecturesforemployeestoattend. It'sdifficulttoattendthesemeetingswhenyou

workevenings.

Thereshouldbeabetterretirementpackageoffered onetohelpthoseretireatayoungeragetoenjoylifegiveotherssuccessionplanopportunities. RETIREat62andwe'llpayemployee

onlyinsurancecoverageuntilofMedicareage. FamilypaysatCity'srate.

Bringbackretiredemployeestogiveadviceonwhatworkedandwhatdidn't. My"neutral"selectionsareduetomyownlackofefforttounderstand. TherewasachangeintheCivilServicecodeinreferencetosickleaveinOctober2009. Iwas

reprimandedforusingtoomuchsickleave,buttherehasneverbeenclarificationtodateasto

howthischangeaffectsourdepartment.

Notpaidproperly,asmanagementtitleshouldbepaid. Thehealthplansaretooexpensive! Strongimbalanceofpayexistswhencomparingemployeeskillsetwithinthesamejobtype. A

lotoftenuredemployeesdonotcarrytheirweightinkeepingtechnologyskillsuptodateand

passonworktonewerorlowerrankedemployees.

Healthbenefitisnot"opencompetitive"orlowestbidder. Cignadoesn'tcallback;billsgotocollectorsthattheyaresupposedtopay. Fullpayincreasesaremuchoverdueandneeded.


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COMMENTS


Question20: Pleaseprovideanycommentsorsuggestionsthatcouldimprovethisarea(EMPLOYEERECOGNITION&EMPOWERMENT)

Administrationgoesoutoftheirwaytorecognizegoodwork.Thenewadministrationdoesallpolice

awards

at

commission

meetings,

which

Ithink

is

nice.

Your

family

gets

to

go

and

see

you

recognized.Theoldchiefjusthandedyouyourawardsinfrontofafewadministrativepeople.

Severaldecisionsaffectingmyworkweremadewithoutseekinganyinputfromme.Thedecisionsaffectedotherlawenforcementagenciesandamajorinvestigation.Tosaytheleast,it

wasveryembarrassing.

TheChiefmeetswithusregularlyandstronglyencouragesinput. Mostprizes,rewards,andrecognitionsareconcocted,initiated,anddistributedbyasmall

nucleusofpersonnelthatarepartofaninnercircle,closelyassociatedwithH.R./Finance.The

bluecollar,hardworkingemployeesrarelygetrecognitionexceptbytheirowndepartment

throughpersonalmoney/effort.

Itwon'thappen. Onsometasks,employeeswithyearsofexperiencedonothaveanysaywithmanagement.

However,Istillfeelwehavegoodmanagerswhomeanwell.

Ifitisn'tthesupervisor'sidea,theydon'twanttohearit. Employeemoraleneedstobeincreased. Employeesaretoldtosubmitideas,buttheyneverhearanythingfromadministration. Employeeshavenoinputinpolicy. However,thishasimprovedslightlyrecently. SomeemployeesthatI'veseendogoodworkhavenotbeenrecognized. Ifeelanycommentsor

suggestionsthatImakemayorwillbeheldagainstme,likeprobablywillorwillnot.

Iseeincompetencemostlyfromthetopdown. Ihavenoticedit'snotalwayshowgoodofajobyoudo,butwhoyouknow. There'salotofdeadweightinmydepartment. Itseemsthatpeoplewhohavebeenwiththe

Cityforalongtimefeelliketheycandowhatevertheywantandgetawaywithit.

Managersshouldbeencouragedtotakecoursestohelpthemencourageandempowertheiremployees.

Bringbackthesickleaveincentive. Listentoemployees,don'tplacatethem. Stopviewingemployeesasassets;it'snotalways

aboutthefinancialbottomline.

Stopallowingemployeestocomeinlate,sleeponthejob,bealiability,treatpeoplewithdisrespect,

call

in

sick

to

extend

their

weekend,

and

overall

be

really

bad

employees.

Finalsayalwayshastoclimbeverychainoftheladder. Bringback100%meritraise(5%max)toprovideincentivesforemployeestoperformbetter

andmotivatetodoabetterjob.

Employeesneedmoresayincertainmatters. ThisCityhasneverbeenapayforperformancebusiness. Idonotthinkthereisenoughconsistencywithwhogetsrewardedandwhodoesn't.


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COMMENTS


Seemsasifpoorperformersoremployeeswhodonotadapttochangesareallowedtocontinueusingoldmethodsandcoworkerspickuptheslack. The"YouAreaStar"programisajoke.

Notarealgaugeofrecognition.

Thosewhoshouldberecognizedaren't. It'snothingbutfavoritisminmydepartment. Cronyismisselfpromotingandselfrecognizing. Managementpromotionsandspecialunit

promotionsweregiventounqualifiedindividualswhowerebroughtinbynewmanagementor

quidproquorelationships.

Itseemsthelazypeoplearerecognizedmorethantheemployeeswhoarealwaysbringingnewandbetterideastothetable. Thereareanumberoftimesideasgetshutdownbecausethey're

toocomfortableinoldwaysthatjustdon'twork. Wedealwithtoomuchfavoritism.

TheCityshouldreinstatethefullamountofpayforperformance,ratherthangettinghalf. Thisshouldbemaderetroactivetothebeginningofthe2013fiscalyear.

Recognitionistiedtobeingafavoriteofseniorstaffandwhoyoursupervisorisorreportsto.Ideas

are

often

shut

down

before

reaching

the

top.

Noonegetsproperrecognitionexcepttherearkisserswhoaretheirfriends! Itisterriblethatpeoplewhodeserverecognitionandhonorsdon't! Neverseenadepartmentdisrespectthe

waythiscommandstaffdoes!

Verylittlerecognition(unlessyou're"in"). Hardworkisnotrewarded;weneverhearthanksorgetacknowledged. Inmeetings,our

managementteamgiveseachotherkudos;weareexpectedtobehappywithmediocretono

payincreasesandgetaskedtoperformatmaximumandtheyaddonmoreandmoregoals.

Why? Sowecouldbehappywith30centraisesafterayear? Nomoraleisbuilt;weworkhard

andhonestfornorecognitionandminimumincreases.

Favoritism. Mydepartmenthasalackofemployeestolookuptoandlearnfrom. Cutoutfavoritismandpersonalitybasedmanagement! GoodjobwithYouAreaStarprogram. Resultsofthissurveyshouldbesharedwiththeemployees. Policies&procedureswouldhelptomakethingseasierforemployees.Whenthingschange

fromdaytodayondoingsomething,itmakesitdifficulttorememberandcausesconfusion.

IfeelthatpeopleindifferentdepartmentsinCityHalltalkandwalkaroundalotwhileotherdepartmentsdon't.

Peopleneedtohaveworkimprovementplansthataren'tdoingwork.Suggestionsshouldbetakenmoreseriouslyandnotmadeintoanegativesituation.

Whenchangeshavebeenproposed,duetomy(familiarity)proximitytothesituation,Ifeelthatmyopinionscouldbetakenintomoreconsiderationthantheyhaveinthepast.

Greatdisparitybetweendepartments. PublicWorksgetszeroindividualrecognitionviathedepartment.Asstatedbefore,"idiots."


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COMMENTS


Someemployeesaretaskedwithassignmentstothepointtheyarestressedwithaheavyworkload,whileothersknowinglyjoketheyhavenothingtodo.

Irarelyseeanyrecognitionbeinggiventocityemployeesoutsideofthepolicedepartment.

Less

productive/efficient

employees

are

permitted

to

"skate

by"

while

the

extra

work

is

put

uponthehigherperformingemployees.Everyoneshouldbeuptopar!

DespitethefactthatIamnew,Ifeelasthoughmysupervisorsvaluemyopinion. ToomuchtimeisspentontheevaluationprocessintheU.T.department.Makeitsimple,getrid

ofthegoals.The30daysaftershouldbeeliminated.Shouldbedonebeforeanniversarydate.

Thewrongpeoplearerecognizedforthemosttrivialthings. EmployeesdonotneedYouAreaStarforjustdoingtheirjob. Micromanagingattheseniorlevelhasunderminedmuchoftheprogressthatwasmadein

employeeempowerment.

Befairandequaltoeveryone. Ineverhearanyemployeesgetrecognizedunlessitisanegativeone.Ihaven'theardthe

EmployeeoftheMonthforalongtime.The"committee"doesn'tlookforpeopletorecognize,

onlyiftheyaretold.

Iseealotof"PeterPrinciple"promotions,andatthesametimeIseehardworkingpeoplegetpassedoverforlessqualifiedpeoplewhobrownnosedtheirwayup.It'sverydiscouragingto

see.

Again,toomuchfavoritism. Iamnottrainedenoughtohelpwithsolvingcustomerproblems,butontheplussidemyco

workersarealwaystheretohelpwhenneeded.

Inoticethingsaroundmydepartmentthatarenotdealtwithtimely.Ifeelthatwaitingtobringup

concerns

at

your

annual

evaluation

meeting

does

not

effectively

resolve

issues,

and

we

shouldmaketimeduringtheyear.

Peopleinmydepartmentwhohaveworkedforthecityfor10plusyearsbragaboutgettingpaidtodonothing.

Employeesarefearfulofbeingprogressivebecauseithasturnedintoan"Igotcha"department. Toomuchfavoritism,forcurrentandpastemployeereturning. Subjectivityiswhatmakesrecognition&rewardingunequal.Therearethreedistrictswithinthe

departmentsandeachoneisrundifferently.Someworkersaretreateddifferentlybecauseof

whotheyarerelatedtoandthefactthatsupervisorsareafraidofemployeeswithstrong

personalities.Suggestionsaremade,butthereisnofollowthroughorsupportfromsupervisors.

Recognitionandempowermentisdoledouttotheonescurrentlyonthe"A"list.Ifyouarenotonthelist,itdoesn'thappen.

Manytimesrecognitionisinconsistentorgivento"favorites."Ifeeleducationforproblemsolvingis,attimes,limited.

Favoritismfosterslowmorale.


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COMMENTS


Therecognitioncommitteeisapopularitycontest.Officerswhohavepeersonthecommitteereceiveawardsbutnotnecessarilythoseworthyofthem.

Asfaraspoorjobperformancebeingdealtwitheffectively,itisusuallytotheextreme.Eitherfiredorignored,nothinginbetween.

TheYouAreaStarprogramoffersanincentive,butisnotusedenoughbysupervisors.Managementshouldn'tlimitrecognitionofgoodjobperformancetojustanannualevaluation.

Thoseemployeeswhoarelikedarerewardedandrecognized. Thoughprovidedattimes,encouragementbysupervisorisnotalwaysdeliveredintheproper

manner.Attimescanbedemoralizing.Supervisorsneedtolearnhowtobuilduptheir

employeesgivethemconfidencetodotheirjobs.

Strongvarianceamongdepartments.Noconsistencyoraccountabilityforvariance. Doawaywiththeevaluationprocess.Employeesarerecognizedonlyatthistime. Theydon'tgiveusanopportunitytomakeourowndecisionsorbeautonomous.Theyshould

giveus

more

discretionary

power

and

allow

us

to

unfold

as

police

officers

who

are

trying

to

learnforthefuture.Idon'tthinksupervisorsharponperformanceeffectively.Ithinkits

culturallyaccepted.

Theconsensusisthattheinputandopinionsofthe"innercircle"areallthatmatters.Employeesshouldfeelfreetoofferinput/suggestionswithoutretributionand/orpenalty.

Peoplewhoworkharddonotgettherecognitioncomparedtothosewhodoverylittle.


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COMMENTS


Question24: Pleaseprovideanycommentsorsuggestionsthatcouldimprovethisarea(PROFESSIONALDEVELOPMENT)

TherehasbeenalotofmovementintheP.P.ReferenceSpecializedUnitsandpromotions.Mostof

the

promotions

very

good.

Ido

disagree

on

1or

2,

but

they

were

done

when

the

Chief

first

gothere.

Thankyouforseekingoutinput.Eventhoughit'sformalandanonymous,thisshowsthatsomeonecares.

Suggestmorecrosstraining. Onlythesupervisorgetstheraiseandpromotion. Employeesstayinpositionstoolongaretirement"incentive"needstobecreated. PromotionsarebasedontheChief'srelationshipwiththatperson. Experience,seniority,educationanddesiremeannothingtothecurrentadministrationwhenit

comestopromotion.

Ifeelthatyoumusthavearelativeworkinghere,orbeakisserupper,orverywellliked. Providecrosstraining. DispatchsupervisorsarepromotedandputintothepositionwithZEROtraining! Thereisnotimeavailableforemployeestoreceivetrainingprofessionally. Toomanymultiple

projectspreventemployeesfromgoingtoconferences.

Itrainonmyown,whichothersdon'tdo,resultinginalotofworkerswhocan'teffectivelydotheirjobs. Evaluatedonlyonceayear,andbasedon??? Noidea.

Thereisn'tmuchroomforadvancementorevencontinuingeducation. Yourquestionsaremostlybasedoncitywideactivityanddonotalwaysapplytome;however,

improvementsare

still

needed.

Ithinkinmydepartment,onceyouareataParkRangerposition,thereisnoParkRangerI,II,orIII,orHeadRanger.

Trainingcouldbemuchbetter;there'sbeennobudgetforoutsidetrainingandinsidetrainingisnonexistent. Computertrainingistheworst. Igetnoresponsetorequestsforclasses.

Cronyismandpaybacks;that'showyougetpromotedhere. IfeeltheCitycoulddoabetterjobofpreparingofficersforfuturejobs;mentoring. Nomatterhowhardanindividualworks,nomatterhowmuchofadifferencehemakestohis

communityortohisfellowofficers,hewillnotbefairlyevaluatedorgiventheopportunityfor

advancementinacronyismenvironment.

Supervisorevaluationfair,butuppermanagementsaysmax2.5%. Employeeswhoareoutoffavoraretargeted,makingtheevaluationprocessajoke. Senior

employeesarenotlikelytobepromoted. Theyaretomentorothersforadvancement.

Supervisorsneedtorememberit'saboutyourperformanceyearround,andnotsomuchhowmanysickdaysyouhave(unlessit'sexcessive). Myraiseshouldbebasedonprofessionalism

andworkperformance;afterall,that'swhyI'mthere.


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COMMENTS


SomepositionsshouldbereclassifiedorretitledandsomeonecanthenmoveuptoaI,II,orIIIclass. Rightnow,youcanonlymovefromItoIIifaIIclassisvacated!

Cityneedstoadapttothechangesinsocietyanddeveloppositionsorupdateassignmentstohandlethosechanges.

Needtohavefairhiringandpromotionpractices! Whatisgoingonnowissinfulandunjust! Theevaluationprocessisunfairandoutdated. Itkeepsemployeesdown. Itisapoorlydesigned

processandI'mveryunhappywithit.

IamnotawareofanythingtheCitydoestoprepareemployeesforpromotions. Betterraisesinevaluations. MustpromotebasedonyearsexperienceandpastperformanceandNOTpersonality. Expectationsandjobdutiesshouldbeclearlycommunicated. Ifeelthereshouldbesomekindoftrainingstructurefornewemployees,andimmediate

supervisorsshouldbeavailabletoassistandhelpwithquestionsdailyonthejob.It'sdifficultfor

newemployees

when

the

supervisor

is

socializing

and

not

around.

Givingmoretrainingforadvancement.Also,improvingwhotheyselectforpromotionsbyimprovingtheirselectionprocess.

Recently,apersonwhowascompletelyunqualifiedwaspromotedtosergeant.Thispromotiondiscouragedmanyofustoavoidtestingforthenextpromotionalexamination.

Leadershipworkshopswouldbeawelcomeadditiontothecity'strainingforexemptemployees. Notrainingisoffered.Veryseldomisinhousetrainingdone,especiallysafety.Safetyisachieved

bytheindividual.

Everypositionshouldbebaseduponjobtaskanalysis.That,incombinationwithrequiredyearsofservice,willdisallowfavoritisminselections.

EveryyearweareexpectedtocompleteI.T.trainingclassestomeetourgoals,buttheI.T.trainerdoesnotreplytoclassrequestsandrarelyformsatrainingclass.

Itseemstomethatthebestandmostqualifiedemployeesarepromoted. H.R.needstorewriteitspolicy.Moneyiswastedonotherthings.Employeeevaluationisunfair. Timeinthedepartment/cityshouldcountmoretowardspromotions/specialassignmentsand

notfavoritism.

Morejobtraining&nottalkingaboutit.Trainingactualtrainingonthejob. Don'tpassuppeopleonsergeantstest.Letofficerssupervisetheroadwhensergeantsbusy. Moreassistanceneedstobegiventonewemployeesfromexperiencedemployees.

Recent

promotions

&

specialty

positions

have

created

an

air

of

favoritism

over

selecting

the

mostqualifiedorbestpeopleforjob.Toomany"friends"havefoundtheirwayintopositions

thatshould'vetakenthemyearsatwork.

Favoritesarepickedandothersarenotgiventhesameopportunitiesto"shine." Otherthansendingpreferredemployeestoconferences,professionaldevelopmentfrozeinthe

lastthreeyears.


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COMMENTS


Nochancetogrow.Ifapositionbecomesavailable,youaretoldyouarenotqualifiedbutyouaretrainingthenewhire.

Iwouldlikemoreprofessional&personaldevelopmentopportunitiesforallemployees.

Advancements

are

given

to

the

individual

who

looks

the

part,

not

to

the

one

who

is

the

most

qualified&educated.Itdoesn'tmatterhowlongyouhavebeenwiththecity.Whatmattersis

whoyouarefriendswithorrelatedto.Whenapositionisabouttoopen,otheremployeescan

tellwhomanagementisgoingtoselect.Theystartgivingthatindividualextratraining.Thisisan

unfairpractice.Everyoneshouldbegivenequalopportunity.

Thereisnoconstructivefeedback,onlynegativefeedbackornofeedback.Noroomforadvancementsincethesupervisorwon'tshow/includemeinprojects;onlygivenmenialpartsto

do;nosuccessionplanning;veryquicktojudge,notquicktocompliment.

Ifeellatelypositionshavebeenfilledwithoutpostingthemandwithoutgivingcurrentemployeesachancetoapplyforthem.

Thereislittletonomovementinthepolicedepartment.Shouldbea"masterpatrolprogram."Thecityshouldsendemployeesintoprogramsthatgroomthemforsergeant,lieutenant,etc.

Rewardgoodemployees&hardworkersbyputtingtheminthesegrowingprograms.

Inmynewposition,Iamrequiredtoobtainacertaincertificationwithin12monthstoretainmyemployment.Thispositionwasforcedonmeandasetupforfailure.

Certaindepartmentslackatrueprofessionaldevelopmentplanforitsemployees.Employeesarelefttofigureouttheirownfuturepathwithinthecity.Thewaythatfeedbackisdeliveredby

supervisorcanbedemoralizing.

Nosuccessionplanningexistsinthecity.Formal,fairandcitywideplanningshouldbeimplemented.

Benefitsareconstantlytakenaway,yetmanagementgetspromotedandmoremoney. Cronyismgalore.Qualityveteransfromotherpolicedepartmentspassedoversochiefcanhire

friend'ssonwhodoesn'thavetotakepsychtestorpolygraph.Afraidofwhatresultsmightbe?

Liability?

Theyshouldallowustoattendmoreclassesforprofessionaldevelopmentandtheyshouldconductmorehandsontraininginthedepartment.Promotionsarestagnant.

Reassignmentand/orpromotionsarereservedforafew.Thedecisionsarehighlyquestionableandmayviolateseveralprofessionalrulesand/orethicallaws.

Senioritywiththecitydoesnotseemtomatterwhenitcomestopromotions.


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COMMENTS


Question28: Pleaseprovideanycommentsorsuggestionsthatcouldimprovethisarea(OVERALLATTITUDESANDPRIORITIES)

TheCityofCoconutCreekisnotagoodplacetowork.ItisaGREATplacetowork. Somebosseshavetoletyouknowthattheyareaboveyou. Learntotreatallemployeesequally. Takethetimetolistentoemployees,don'tmicromanage.

Allowdepartmentdirectorstohandleallphasesoftheiroperations.

Bettermanagementallaround. Disciplineandevenfirebademployees. Somepeopleinotherdepartments,likeFinance,shouldgothroughtrainingonhowtodealwith

employees. Anykindofimprovementsarealwaysrecommended,whetherit'sforasmallcause.

Recognizehardworkingemployeesbymeansofmonetaryvaluebesidesrecognition.

Communicationsandnetworkingshouldbeencouraged,notdiscouragedbetweendepartments. Iwillretirewithinthenext2yearsonlybecauseofthecitywidework

environmenthaschangedfortheworse.

IthinktheCityisontherighttrackinimprovingtheoverallattitudeandprioritiesofitsemployees.

Trainingisimportant;giveemployeesthetoolstodobetter. Cronyismisdiscrimination. Themandoingthejobknowswhenapracticeisunsafeor

inefficient;listentohimandmakechanges.

ThemoraleatthePoliceDepartmentislowandamajorincidentcouldsetoffanotherepisodeofopenrevolt. ThishappenedinAprilMay2012,resultinginameetingofallPoliceDepartment

employeesinJune2012withtheCityManager.

TheCityhasbeengreat;it'stheinsideareasthatneedwork. Managementneedstodobetterwith

communication

and

recognition.

Poorpolicemanagement!Cityiscool. Itusedtobegreat;thereissomuchsecrecyandilltreatmentfromuppermanagementtoward

staff. Moraleisverylow.

TheCityusedtobemuchbetter. Themoraleofemployeesisverylow. Someemployeesdonotworkasateam. Theyonlytrytoperformtasksthatbenefit

themselves.

Alotofemployeesarenothappy,sotheyhavebadattitudes. Changeofupperlevelmanagement'sstyle! Currentlydemotivating. Thereshouldbebettercommunicationbetweendepartments.Somedepartmentstreatother

departmentswith

little

respect.

People

are

very

unfriendly

&

can

be

intimidating

to

some

employees.

Ienjoyworkingforthecity,andtheirpayandbenefitsareverygood. Peopleshouldbeadvisedonhowtheycould"betterthemselves"tobepromoted. Weneedtoencourageteamworkbetweendepartments.Thepolicedepartmentandpublic

worksdepartmentseemtodistancetheirdepartmentsfromothers.


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COMMENTS


Improvemanagement.Wedon'tevenknowwhattheydo.Bigmoneyforpushing"enter"onakeyboard.

Don'tdisregardthosewithmanyyearsofservice.Wearethecollectivehistoryofthisagency,andweshouldnotconsistentlybepushedaside.Wematter!!

Getridofthe"you'reluckyjusttohaveajob"mentality! Iselectedall1'sbecauseIfeelthecityalreadydoesagreatjobintheseareas. Thecityisagoodplacetowork,butthereisroomforimprovement.Respectandrecognitionis

veryimportant.

Betterbreakdownofinsurancebenefitsanddeductibles.Shoparoundforbetterrates. Managementunawareofwhatishappening.Theydonothavetheexperienceandknowledge. Changesneedtobemadeintherightplaces. Again,terriblesupervisortreatment.Mostemployeesleaveforreasonsthatcouldhavekept

themiftheirsupervisortookmoretimetocareabouttheirimprovement.

Overallthecityisagoodplace,butitlacksincommunication. Internalcommunicationishorrible!Nobodyeverknowswhatisgoingon. Ibelieveachangeinleadershipneedstotakeplaceatthispointtocorrecttheissues. Toomanyinuppermanagementwhositontheirrearsanddelegatewhileconductingpersonal

business.

Discriminationisanissuethatplaguesournation,sowhywoulditbeanydifferentwithinagovernmentalentity?Communicationisvitalinanytypeofrelationship.

Communicationisimportantformoraleandtokeepgossipandrumorsatbay. Communicate,sendemails,internal"press"releases,postsonCocoNet(intranet),internal

newsletter.

Again,commissionersshouldnotinvolvethemselvesingossip.Peopleonthepolicesideshouldbemoreeducatedinpromotionalopportunities.

ThecityoverallisanexcellentplacetoworkandI'dworknowhereelse.Thissurveyiscausingmetolookalittledeeper,onlytoimprovethecityandmakeitevenbetter.

Compensationandbenefitsaregood,butvalueasemployeeisnotapparent. Middleagedemployeedemographic(3045)needstobetargetedforsuccessionplanning,since

babyboomersaregettingreadytoretireinlargenumbers.

Shouldhaveabetterlateforworksystem.Nowifyouaretwosecondslate,youarelate.Mostcities&governmentworkershavesevenminutesbeforeyouarelate.

Outsource

the

police

department.

It

is

a

strain

on

taxpayers

and

other

departments.

Hire/promotebasedonmerits/qualifications,notfavoritism/cronyism,whichiswhathappensnow.

Ifthepolicedepartmentisgoingtocontinuallyexpandtheresponsibilitiesofeachofficer,thenadequateresources(additionalofficers)shouldbeprovidedtokeepupwithdemands.


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COMMENTS


OptionalComments: Pleaseshareanyotherconcernsorcommentsyouwouldliketomake. Inthepast3years,therehasbeenalotofchange.Mostofithasbeenforthebetter.Wehave

becomeamoreprofessionaldepartment.Thegoodoldboysystemisgoneandweareallbetter

forit.

He

is

holding

everyone

accountable,

even

the

supervisors,

which

was

never

done

in

the

past.Theonlypeoplewhodon'tlikethechangearethesamethatcomplainallthetimeabout

everything!Thisisagreatplacetowork!!!

Weareveryluckytoworkinanexcellentequipped,funded,andrunPoliceDept.TheChiefgoestogreatlengthtokeepusintheloopandtreatsuswithrespect.

Upper,seniorCitymanagementmustunderstandthatitsinfrastructureisimportanttomaintainandmustbeprioritizedasitisaging.Itseemsmostthinkwater/sewer/stormwater

infrastructureisonlyanissueaftersomethingbreaks;andthen,itisviewedasanannoyance.

Thementalitymustchange.

Havinganopportunitytoworkwithoutsideagency,bothStateandFederal.Poundforpound,overPoliceDepartment,ithasthebestworkenvironment.Iwouldnotleavethiscityforalarger

department,despitethelargerdepartmentmaybeofferingmorepromotionalopportunities.

IcompletedthissurveyeventhoughIfeelthatitwillbeheldagainstmeinsomeway. TheCityisagreatplacetowork! Asanofficer,Ifeelthatweneedadditionalofficersontheroad. Operatingwithanaverageof6

officersdailyisunsafe. Ifsomethingweretohappen,itwouldresultinanofficerbeingseriously

injuredorkilled. Weneedatleast12officersforroadpatrol.

Stopspyingonemployees,justbecauseanemployeegroupissmilingandlaughingdoesn'timplythey'reidle. Treateachemployeewithrespect,eventhemalcontents. Stopmicro

managing,

and

don't

give

employees

nonsensical

busy

work.

Communication

between

departmentsishorrible. Budgetisnottransparentandisyearround;noteffective.

SuchashamethisCityhasbeenrunintotheground. Goodemployeesarerewardedwithmorework,andbademployeesarerewardedwithbehavinghowevertheywant. Thework

environmentisabreedinggroundforcontempt&resentment. Iamembarrassedtotellanyone

Iworkhere,andwouldn'trecommendittoanyone,evensomeoneIhate. Luckily,wewillbe

outoftheCity'semployverysoon.

Tohaveahostilityfreeworkplace. Financestaffneedstotreatotheremployeeswithrespect.Directorsneedtotalktostaffmembersbetter,andshowrespectintheworkplace.

Overall,theworkingenvironmentandtheCityemployeesareverygood. Istronglybelievethatcutting

the

merit

raise

in

half

is

worth

acomment.

It

should

be

put

back

so

that

the

employees

willhaveincentivetoprovidebetterservicesandproduction.

Ihavenotstatedanythinginthissurveythatincriminatesanyoneperson,andImeannoharmtoanyone;however,themoraleinthisCityhasdeterioratedbeyondbelief. Peoplearealways

lookingovertheirshouldersandtalkinginwhispers. IknowIhavebeenherealongtime,and

thingsaregoingtochange,butthisisnowaytorunthebusinessofamunicipality. Ihopeyou

getitworkedoutandchangeitsoon.


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COMMENTS


IreallyenjoywhatIdofortheCity. Ihopeonedaythedepartmentwillconsidera4dayworkweek.

SustainableDevelopmentisagreatdepartmentandithasbeenagoodexperienceworkingthere. Mostfrustrationscomewithworkingwithotherdepartments. Trainingopportunitiesare

important,butcurrentlyunavailable.

Overall,theCityprovidesagoodworkenvironmentforthestaff. Somechangescanbeaccomplishedbymanagement,butsomemustbeperformedbythestaffthemselves. My

biggestdisagreementishowstaffschedulesarechangedeveryfewmonths. Mypersonalbelief

isthatseniorityshouldbeadeterminingfactorforwhoshouldgetwhatshift.

Getridoffavoritismbyseniormanagementandapplyrulesfairlytoeveryone;don'tdiscriminate.

Ienjoyworkingforourdepartment. Iwishthereweremoresupervisorswhowouldtakethetimetoguide,mentor,teachandsupportyoungerofficers.

Weneedmorepoliceofficersontheroad. TheCityispromotingoverdevelopment,butitisnotplanningfortheincreaseincrimethatisassociatedwithatransientpopulation.

Thesurveyneverdidabitofgoodyearsago. Whyshouldwethinkthiswasteofmoneywilldousanygoodnow?

Innovativeness,creativity,andprogressivenesshavenotbeenencouragedinthepastseveralyearsasinpreviousyears. Underdifferentmanagement,theCityhasseemedtoloseitsedgeof

beingaplacethatwasuniqueamongsouthFloridacities. Itstillhastheopportunitytoretain

thatlevelbyseekingandempoweringacreativeworkclass.

ThisistheTHIRDtimeoneofthesesurveyshasbeendone;nothingsubstantiallychangedthelastTWOtimes,andifsomethingdoeschange,howwillwebenotified? Willresultsbein

CocoNetor

something?

Ienjoymyjob,justnottheenvironmentthatcontinuestobefosteredinthedepartment.Good,hardworkingemployeesareunderappreciatedandundercompensatedwhilethe

chosenfewreceiveacknowledgementsandbenefitsothersdonot. Trustisnonexistenton

lowerlevelsandfingerpointingamongupperranksisproblematic.

Moralein

2013 Coconut Creek Employee Survey Report

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