CFS Update: Membership Meeting Debrief & Survey Results
Dear OCEA member,
Thank you to everyone who attended our CFS Membership Meeting on Zoom last Thursday, Feb. 20. More than 100 members joined us to stand together against the inexcusable working conditions you continue to face at CFS prompted by longtime inaction from CFS executive management.
Leading the meeting was your OCEA CFS team: OCEA General Manager Charles Barfield; OCEA Operations Manager Veronica Rodarte; OCEA Senior Labor Relations Representative Kerensa Schupmann; and OCEA Labor Relations Representative Alisha Greene.
We discussed years of efforts by OCEA to make improvements within CFS, most recently through the failed Caseload Management Forum, and then through the failed Labor Management Committee.
In both instances, SSA executive management continued to work against creating meaningful change within CFS by ignoring your voices and gaslighting staff participants and OCEA staff, until we had no choice but to disband the CFS LMC and take a more direct approach.
That approach includes the CFS Member Survey, where 225 participants helped us put together our clearest and most detailed picture yet of the situation at CFS regarding mandatory workplace rotations, employee morale, difficulties taking time off, workplace retaliation, your evaluation of executive management, and more.
Here is a summary of the CFS Member Survey results:
LEADERSHIP EFFECTIVENESS & ACCOUNTABILITY
Employees report management demonstrates a lack of strategic direction, unclear expectations, and "a fundamental disconnect from front-line realities, failing to understand current workload challenges and program-specific needs,” leading to confusion and misalignment.
Executives are seen as failing to provide a clear vision or set measurable goals, leaving staff uncertain about priorities and their role in achieving them. There is also limited accountability at the executive management level, with decisions often being made without clear ownership or follow-through. This erodes trust in leadership, as employees feel that leadership is not addressing issues effectively or taking responsibility for outcomes.
Additionally, this absence of direction and accountability creates a disconnect between leadership and staff, reducing overall organizational effectiveness.
COMMUNICATION & TRANSPARENCY
Survey responses highlight "a concerning lack of transparency, with unclear criteria, timelines, and selection processes leaving workers in a state of uncertainty." Town Hall meetings are characterized by "evasive responses and inconsistent messaging," while communication is described as "one-way... where decisions are announced rather than discussed." Staff report management "don't communicate well on purpose" and use a pattern of being "very secretive until they implement and don't want us to know the plan in fear we try and give feedback."
This creates a culture where workers feel management is "trying to gaslight us" and promotes an environment of "shut up and listen" rather than "professional discussion." One respondent noted, "Management has made it extremely clear that they do not want to receive any response from their experienced employees."
EMPLOYEE ENGAGEMENT & WORKPLACE CULTURE
The survey reveals a workplace experiencing a "severe retention crisis" with 72% considering leaving or transferring. Staff report "significant psychological and physical health impacts" including "sleep disruption, anxiety, and deteriorating mental health." The mandatory rotation policy has "created an environment filled with animosity, anger, fear and anguish," with workers describing "a hostile, toxic and demeaning work environment where our physical health, mental health and well-being have been placed at risk."
Particularly concerning are "serious allegations of sexual misconduct and nepotism within management," with specific allegations regarding relationships between leadership and subordinates that influenced promotions.
DECISION-MAKING & RESPONSIVENESS
The survey identifies management's approach to decision-making as showing "limited accessibility and follow-through, with feedback sessions lacking meaningful follow-up."
Particularly concerning is the mandatory rotation policy that 55% strongly oppose, with another 25% only supporting with significant modifications. This policy appears to be implemented without consideration for staff concerns, with one respondent stating management is "showing a disconnect from the actual work and an unwillingness to collaborate."
Workers believe decisions are made without understanding impacts, as management "has not demonstrated that they have the interpersonal skills to lead a large organization" and "make it clear that they care about themselves above their workers."
PERFORMANCE METRICS & EXPECTATIONS
The survey findings reveal a profound crisis in leadership effectiveness, with 73% of staff expressing "No Confidence" in executive management. This leadership failure is quantified in performance evaluations where 56% RATED MANAGEMENT AS "DOES NOT MEET EXPECTATIONS," with only 2% rating "Exceeds Expectations."
Survey respondents describe executives who "have not demonstrated that they have the interpersonal skills to lead a large organization" and "are not servant leaders but make it clear that they care about themselves above their workers." This leadership deficit manifests across all core competencies, particularly in interpersonal skills where one employee noted, "How can anyone say they have good interpersonal skills when they dismiss our commitment, years of service, the skill set we possess?"
Executive management was identified as creating what one respondent described as "a hostile, toxic and demeaning work environment" that threatens both staff wellbeing and service quality for vulnerable populations.
WHAT'S NEXT?
The toxicity and gaslighting has disrupted the culture at SSA CFS for far too long, and we must stand together now and LOUDLY DEMAND CHANGE so you can continue to do your job to the best of your ability and protect the most vulnerable in our community.
If any of you received an evaluation like this, you’d be put on a Performance Improvement Plan—at the very least—and that’s exactly what we’re going to ask the Board of Supervisors to do for CFS executive management.
As a next step, members of the OCEA Board of Directors, Stewards and OCEA Staff will take our survey results to the Orange County Board of Supervisors Tuesday, March 11, during the Public Comment portion of the meeting. This will take place AFTER the regular business of the Board. As the agenda is fluid, we expect this to occur at or after the lunch hour.
You can park at OCEA Headquarters, at 830 N. Ross St. in Santa Ana, for free and walk across the street to the Hall of Administration, which is in the County Administration North building, at 400 W. Civic Center Dr. in Santa Ana. OCEA leadership will be present to help coordinate CFS membership the day of the event.
Stay tuned for more updates.
In Solidarity,
Charles Barfield
OCEA General Manager
Publication Date: February 26, 2025
