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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
JJJuuulllyyy 888,,, 222000111333
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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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2013 Employee Survey Executive Summary
2013 ETC Institute Executive Summary - 2
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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2013 Employee Survey Executive Summary
2013 ETC Institute Executive Summary - 3
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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2013 Employee Survey Executive Summary
2013 ETC Institute Executive Summary - 4
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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2013 Employee Survey Executive Summary
2013 ETC Institute Executive Summary - 5
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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2013 Employee Survey Executive Summary
2013 ETC Institute Executive Summary - 6
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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2013 Employee Survey Executive Summary
2013 ETC Institute Executive Summary - 7
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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2013 Employee Survey Executive Summary
2013 ETC Institute Executive Summary - 8
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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2013 Employee Survey Executive Summary
2013 ETC Institute Executive Summary - 9
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)
Source: ETC Institute (2013 - Coconut Creek, FL)
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%
The City's technology systems meet my needs
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
I have all the tools/equipment I need to doquality work
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
I have been provided the personal protectiveequipment needed to do my job safely
Source: ETC Institute (2013 - Coconut Creek, FL)
Very Satisfied28%
Satisfied49%
Neutral15%
Dissatisfied6%
Very Dissatisfied2%
Q3. Overall Satisfaction With the Quality and Availabilityof Resources
by percentage of respondents
Source: ETC Institute (2013 - Coconut Creek, FL)
2013 City of Coconut Creek Organizational Survey
Charts and Graphs Page 2
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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%
Strongly Agree (5) Agree (4) Neutral (3) Disagree (2,1)
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
Source: ETC Institute (2013 - Coconut Creek, FL)
2013 City of Coconut Creek Organizational Survey
Charts and Graphs Page 3
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28%
23%
23%
15%
14%
12%
5%
My work environment is free from hostility
I am treated with respect by senior management
I am treated with respect by my co-workers
0% 10% 20% 30%
1st Choice 2nd Choice
by percentage of respondents who selected the item as one of their top two choices
Q6. Priorities for Improvements inWorking Conditions and Environment
Source: ETC Institute (2013 - Coconut Creek, FL)
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
I am treated with respect by my immediate supervisor
Very Satisfied22%
Satisfied32%
Neutral18%
Dissatisfied19%
Very Dissatisfied9%
Q7. Overall Satisfaction With Working Conditionsand Environment
by percentage of respondents (excluding "dont know)
Source: ETC Institute (2013 - Coconut Creek, FL)
2013 City of Coconut Creek Organizational Survey
Charts and Graphs Page 4
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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%
1st Choice 2nd Choice
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
Source: ETC Institute (2013 - Coconut Creek, FL)
by percentage of respondents who selected the item as one of their top two choices
Very Satisfied14%
Satisfied46%
Neutral26%
Dissatisfied11%
Very Dissatisfied3%
Q11. Overall Satisfaction With the Quality of
Communicationby percentage of respondents (excluding "dont know)
Source: ETC Institute (2013 - Coconut Creek, FL)
2013 City of Coconut Creek Organizational Survey
Charts and Graphs Page 6
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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%
Strongly Agree (5) Agree (4) Neutral (3) Disagree (2,1)
Q13. Agreement With the Following StatementsRegarding Compensation and Benefits
by percentage of respondents who rated the item as a 1 to 5 on a 5-point scale (excluding NA)
Source: ETC Institute (2013 - Coconut Creek, FL)
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
2013 City of Coconut Creek Organizational Survey
Charts and Graphs Page 7
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12%
12%
10%
9%
8%
7%
4%
3%
2%
My health plan benefits are easy to use
I am familiar with the City's retirement benefits
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%
1st Choice 2nd Choice
Q14. Priorities for Improvements inCompensation and Benefits
Source: ETC Institute (2013 - Coconut Creek, FL)
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
by percentage of respondents who selected the item as one of their top two choices
Very Satisfied18%
Satisfied51%
Neutral20%
Dissatisfied
9%
Very Dissatisfied2%
Q15. Overall Satisfaction With Compensation and
Benefitsby percentage of respondents (excluding "dont know)
Source: ETC Institute (2013 - Coconut Creek, FL)
2013 City of Coconut Creek Organizational Survey
Charts and Graphs Page 8
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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%
Strongly Agree (5) Agree (4) Neutral (3) Disagree (2,1)
Q17. Agreement With the Following StatementsRegarding Employee Recognition and Empowerment
by percentage of respondents who rated the item as a 1 to 5 on a 5-point scale (excluding NA)
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
Source: ETC Institute (2013 - Coconut Creek, FL)
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
2013 City of Coconut Creek Organizational Survey
Charts and Graphs Page 9
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2%
37%
35%
23%
19%
8%
5%
Rewards and recognition are distributed fairly
0% 10% 20% 30% 40%
1st Choice 2nd Choice
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
Source: ETC Institute (2013 - Coconut Creek, FL)
Employees in my department are encouragedto come up with better ways to do things
City employees who perform well receive
adequate recognition
I know how to solve most customer problemswithout referring the customer to a supervisor
by percentage of respondents who selected the item as one of their top two choices
Very Satisfied11%
Satisfied32%
Neutral22%
Dissatisfied25%
Very Dissatisfied10%
Q19. Overall Satisfaction With Employee Recognition
and Empowermentby percentage of respondents
Source: ETC Institute (2013 - Coconut Creek, FL)
2013 City of Coconut Creek Organizational Survey
Charts and Graphs Page 10
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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%
Strongly Agree (5) Agree (4) Neutral (3) Disagree (2,1)
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
Source: ETC Institute (2013 - Coconut Creek, FL)
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
2013 City of Coconut Creek Organizational Survey
Charts and Graphs Page 11
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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
Source: ETC Institute (2013 - Coconut Creek, FL)
I receive adequate training to perform my jobresponsibilities
Employees receive fair consideration for
advancement and promotion within the City
by percentage of respondents who selected the item as one of their top two choices
40%
28%
24%
12%
8%
8%
4%
The work I perform is evaluated fairly
0% 10% 20% 30% 40% 50%
1st Choice
2nd Choice
The City does a good job of preparingemployees for promotions
I receive constructive feedback on my workperformance from my immediate supervisor
Very Satisfied12%
Satisfied26%
Neutral29%
Dissatisfied19%
Very Dissatisfied
14%
Q23. Overall Satisfaction With Professional
Development Opportunitiesby percentage of respondents (excluding "dont know)
Source: ETC Institute (2013 - Coconut Creek, FL)
2013 City of Coconut Creek Organizational Survey
Charts and Graphs Page 12
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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
Source: ETC Institute (2013 - Coconut Creek, FL)
Providing more recognition and empowermentto employees
Educating employees about compensation andbenefits
Improving internal communication
2013 City of Coconut Creek Organizational Survey
Charts and Graphs Page 13
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30%
28%
26%
19%
13%
7%
0% 10% 20% 30% 40%
1st Choice 2nd Choice
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
Source: ETC Institute (2013 - Coconut Creek, FL)
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?
by percentage of respondents
Source: ETC Institute (2013 - Coconut Creek, FL)
2013 City of Coconut Creek Organizational Survey
Charts and Graphs Page 14
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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
Source: ETC Institute (2013 - Coconut Creek, FL)
I will likely retire within the
next 2 years
I will likely seek employmentelsewhere within the next 2 years
Demographics
2013 City of Coconut Creek Organizational Survey
Charts and Graphs Page 15
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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
Source: ETC Institute (2013 - Coconut Creek, FL)
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%
by percentage of respondents
Source: ETC Institute (2013 - Coconut Creek, FL)
2013 City of Coconut Creek Organizational Survey
Charts and Graphs Page 16
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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?
by percentage of respondents
Source: ETC Institute (2013 - Coconut Creek, FL)
2013 City of Coconut Creek Organizational Survey
Charts and Graphs Page 17
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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%
The City's technology systems meet my needs
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)
I have been provided the personal protectiveequipment needed to do my job safely
I have all the tools/equipment I need to doquality work
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%
I am treated with respect by my co-workers
I am treated with respect by senior management
0% 20% 40% 60% 80% 100%
Coconut Creek US City/County Avg Broward County
Benchmarking Data on Key Employee Survey IssuesCoconut Creek vs. U.S. Average and Broward County
WORKING CONDITIONS AND ENVIRONMENT
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)
Source: ETC Institute (2013)
I am treated with respect by my immediate supervisor
54%
61%
51%
0% 20% 40% 60%
Coconut Creek US City/County Avg Broward County
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)
Benchmarking Data on Key Employee Survey Issues
Coconut Creek vs. U.S. Average and Broward CountyCOMMUNICATION
Source: ETC Institute (2013)
I receive information about
things that affect me in atimely manner
2013 City of Coconut Creek Organizational Climate Survey
Benchmarking Analysis Page 2
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71%
75%
76%
58%
86%
57%
I am familiar with the City's retirement benefits
0% 20% 40% 60% 80% 100%
Coconut Creek US City/County Avg Broward County
Benchmarking Data on Key Employee Survey IssuesCoconut Creek vs. U.S. Average and Broward County
COMPENSATION & BENEFITS
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)
Source: ETC Institute (2013)
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 US City/County Avg Broward County
Benchmarking Data on Key Employee Survey Issues
Coconut Creek vs. U.S. Average and Broward CountyEMPLOYEE RECOGNITION AND EMPOWERMENT
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)
Source: ETC Institute (2013)
I know how to solve most customer problemswithout referring the customer to a supervisor
I have adequate input on decisions affectingmy work, and I feel my suggestions are valued
City employees who perform well receiveadequate recognition
County data not available
County data not available
2013 City of Coconut Creek Organizational Climate Survey
Benchmarking Analysis Page 3
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67%
65%
61%
29%
56%
64%
63%
55%
58%
60%
62%
28%
The work I perform is evaluated fairly
0% 20% 40% 60% 80% 100%
Coconut Creek US City/County Avg Broward County
Benchmarking Data on Key Employee Survey IssuesCoconut Creek vs. U.S. Average and Broward County
PROFESSIONAL DEVELOPMENT
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)
Source: ETC Institute (2013)
I receive adequate training to perform my jobresponsibilities
I receive constructive feedback on my workperformance from my immediate supervisor
Employees receive fair consideration foradvancement and promotion within the City
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Employee Comments
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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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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¬efficient.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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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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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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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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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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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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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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Weneedbettercommunicationbetweenemployeesandmanagement. Citydoesaprettygoodjobonthiswithminutes. TheI.T.departmentisfantastic. Opencommunicationbetweenmanagementandstaffwouldhelpcounteractthetenuous
environment. Lackofinformationsharinggenerateslowmoraleandlostproductivity.
Whenmysupervisordisciplinesme,Iamnotprovidedanswerstoallofmyquestionsinatimelymanner,andsometimesnotatall.
Supervisorsshouldreceivemoretrainingonhowtoeffectivelycommunicatewiththeirsubordinates. Theyneedtoknowhowtointeractwithdifferentpersonalitytypes.
Workorderprocessneedsimprovement. Needtoknowstatus. Supportstaffdoesnotalwaysforwardcitywideemails. Newmethodofelectronicmail
communicationsneedstobeimplemented.
Employeesshouldbeaccountable,responsibleandavailabletorespondtoquestionswhenmajordecisionsthataffectsubordinatesaremade.
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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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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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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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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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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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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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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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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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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¬talkingaboutit.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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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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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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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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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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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