Restoring Public Trust

By Brilliant Edward Manyere

The issues in the Los Angeles (LA) County Assessor race seem to be centered on public trust and understandably, if you don't know recent developments after Assessor Noguez took a leave of absence. The office is un

This case has been with the District Attorney (DA) since 2012, when Assessor John Noguez, Mr. Mark McNeil, and Mr. Salari were arrested. We were also told that there was an ongoing investigation regarding other people, but we have yet to hear the results. In December 2013, the Los Angeles Times reported that additional charges had been laid against both Assessor Noguez and Mr. Salari. As an employee, I am impressed at the way the Board of Supervisors handled the situation after Assessor Noguez took a leave of absence. If I report these changes to you without backup information, it would be self-serving to my campaign.

The Board assigned a chief deputy to run the department. The Chief Deputy was allowed all the decision-making powers of a county department head, so he proceeded to implement changes and reassign staff. According to the Board, the goal of the chief deputy was to "stabilize the assessor's office." After 100 days, the Chief Deputy sent a report to the Board of Supervisors. The report is available on the Assessor's website but easier to retrieve on my website: http://www.assessercandidatemanyere.com. You should read the reforms listed in the 100-day report. I do not expect any taxpayers to have known of these changes because only a few visit the office to resolve their concerns. If you skipped reading the report, I will mention some of the key changes here.

Chief Deputy's Reforms

The Chief Deputy put the senior managers, under investigation by the DA,on administrative leave. Most of the assessor representatives (ARs) working on behalf of the Assessor at the Assessment Appeals Boards were reassigned and new ARs assigned to take over.

Besides replacing the ARs, a new policy to regulate the authority of ARs was implemented. In the past, an AR made the final decision on recommending certain assessed values to the Board even if the expert witness objected. As of today, there has to be a consensus of value between the two assessor staff. Furthermore, recommendations are made only if there is credible evidence brought by the property owner indicating that a recommendation is warranted. The reduction should not exceed 20% of the original value.

Although this policy was in place, there was a re-enforcement that all transactions involving a change of ownership were regulated and a brand new policy was introduced that requires any new value to be enrolled within a certain time period.

The media is entitled to review the Assessor's records under the provisions of the Public Record Act. The media have a duty to let the citizens know facts regarding an on-going investigation. A channel of communication between the Assessor and the media was established. This channel was needed to avoid conflicting stories from staff who did not know all the facts about the investigation. The Chief Deputy also implemented internal control measures to avoid appraiser misconduct. Furthermore, internal audits are ongoing to check if the appraisals completed are in line with the requirements and the standards of the California State Board of Equalization. Management audits were introduced and are now ongoing.

The Chief Deputy set a strategic plan for the Department. He added a recommendation that I made and was told that the funds to finance replacement of the mainframe were not available. He considered this matter urgent. In fact this is the most urgent, even though it is going to take a few years, the replacement of the old computer system has to be done.Other equipment needed by the staff was provided, including the related training to improve performance. Other changes were to establish a new value forecasting model by the Assessor, done semi-annually before the total assessments are completed. This data are given to the Board of Supervisors to let them know the anticipated value amounts.

The Chief Deputy brainstormed with all staff for a department motto that would create a common goal for the staff. Shared goals bring cohesiveness among the group with the same value system. The motto is a reminder that the staff cared about property owners and would strive to assess fair values on all properties in their jurisdiction. The Chief Deputy completed his mission, and the department, to a certain extent, was stable. If I am elected, I will continue reviewing procedures to improve performance using a variety of tools.

If the chief deputy had not made these changes, an outsider would appear a logical choice. Through testimony of a few who have been in touch with the Assessor's Office, we all know that public trust will take some time to regain. I can assure you changes are ongoing, as I evaluate and see weakness.

Clean House Candidates

When a candidate claims that he or she will clean house, it is just a campaign gimmick to sway voters. In government, the Civil Service Commission govern the staff and they have rights, such as a continuing interest in employment as long as one performs competently. To prove competency or better the management of a particular agency evaluates employees every year. In the LA Assessor's Office, chief appraisers, principal appraisers, supervising appraisers, appraiser specialists, appraisers, and other support functions, such as technicians and clerical staff, cannot be fired without due cause. Additionally, the Union represents staff to ensure that their rights are not violated by the management.

The Assessor is allowed to let go members of the management team working on an `at will' basis. The positions include the Assistant Assessor, Chief Deputy, four directors, and some special assistants.

Therefore, when they talk of cleaning house, the jobs that are at stake are `at will'. On `at will' positions, a smart assessor is not going to let them all go. Some employees rose through the ranks and promoted on merit. Besides merit, they are fair, observe and enforce rules, and do not recommend promotions based on favoritism. Would the Assessor let go a loyal county employee who did not participate in the scandal without having a backlash, such as lack of trust from the staff? It would be a tough call.

During my employment at the Assessor's Office, I have seen directors let go to settle a score. When that happens, during the next election, you will definitely find some people back campaigning, still fuming, and ready to settle a score. The Assessor's Office is not a place to settle scores. Fortunately, I don't have a score against anyone.

My policy is not a mystery... I will tell you, when a person commits a crime or is insubordinate and stops carrying out their duties, then you let them go. If the law implicates someone, the decision has been done... an automatic termination by law.

In making appointments on `at will' assignments, I will choose the most qualified, ethical, fair, honest people who follow the department's procedures and County policy. The management team will be required to recommend promotions of staff showing promise and follow department procedures. I will make sure all members of the team carry out and understand my guidelines.