Low Morale Turns Workers Into ‘Piranhas’ Consultant Blames Changes In Public Works Department

Employees in the Spokane County Public Works Department are so demoralized over organizational changes that some have become “piranhas” to save their jobs, a consultant reports.

County managers suspected morale was scraping bottom among the 425 employees in public works when they hired an Everett consultant for $9,000.

They were right.

Hundreds of confidential interviews reveal paralyzing fear, anger and apathy, particularly in the planning department.

The good news, say county managers, is that now they can begin improving morale process.

“The criticism is welcome, and the criticism is going to be reconciled,” Commissioner Steve Hasson said. “We wanted to measure the depth of despair here.”

Public Works Director Dennis Scott in July hired Martha Bryan of Bryan & Bryan Associates to find ways to improve morale, customer service and communication.

The Public Works Department has been a caldron of controversy this year after sweeping organizational changes.

The building and planning divisions were combined and placed under the leadership of building director Jim Manson. The planning division lost three top managers.

“The general feeling throughout the department was that building and planning should remain separate divisions,” Bryan wrote in her 89-page report.

The desire for separation stems from the different goals of the building and planning divisions: Building issues permits to developers, while planners are supposed to ensure growth does not outpace services or destroy neighborhood character.

“They felt that under the old story, their goal was to protect the environment and follow the comprehensive growth plan for the county,” the report states. The goal now is better and more convenient service for developers.

A paramount criticism in the report concerns quick changes implemented by commissioners without rhyme or reason. Employees reported that the uncertainty led to in-fighting as they scrambled to save their jobs in an era of “survival of the fittest.”

Said one employee in the report: “Everyone is acting like a bunch of piranhas right now. It is as though we are willing to destroy others to save ourselves.”

There were bright spots in the survey, however.

Employees noted that the staff is qualified and dedicated, that taxpayers are well served, that equipment and facilities have greatly improved, and pay and benefits are good.

Many employees gave high marks to managers for treating them with respect and dignity, not interfering with their jobs and patting them on the backs for jobs well done.

Upper management was drilled, however, for not communicating overall goals, for ignoring rank-and-file suggestions and for not being fair.

Among the comments by planners: “We have quacks running this place.” “Right now, we don’t respect top managers and some commissioners.” “Stop bending laws until they almost break.”

Efforts to reach Bryan were unsuccessful Thursday and Friday.

Her report states that some feelings among employees “may seem brutal … however, nothing was found in the study that would lead one to conclude that things can’t be improved.”

That’s what managers are banking on.

Hasson promised that after a third commissioner is elected Nov. 7 to join him and Phil Harris, retreats will be held to develop a concrete mission statement.

Contentious debates will be held to hammer out a consensus, he said.

“It’s not going to be pretty,” Hasson said. “To the extent there’s going to be discord, then you get a constructive product.”

, DataTimes