Roderick Conley - Use of Technology and Market-Adjusted Costs

The days of graph paper and thin-tilt pencils are numbered. As Roderick Conley, Chief Appraiser for Fulton County, Georgia, reminds us, the assessment profession stands at a critical juncture where traditional methods meet technological transformation. But this shift isn't just about new tools, it's about fundamentally rethinking how we manage our offices and serve the public.

Remote Work: The New Reality Check

COVID-19 forced our hand, but the remote work genie isn't going back in the bottle. Conley's experience managing 200 staff members through this transition offers valuable lessons for offices of all sizes.

"What I've been hearing overwhelmingly is remote working," Conley notes. "The challenge is not the staff because we know what they want now. It's the management."

The shift from "looking over shoulders" to managing by reports represents a fundamental change in how we've operated for decades. Fulton County's hybrid approach, three days in office, two days remote, acknowledges both the benefits and limitations. Some divisions, like homestead and field work, simply can't go remote due to public-facing requirements or technological constraints.

The key insight? Remote work isn't universally beneficial. As Conley observes, "Those who are more serious about their jobs, you find them to be more productive." For others, it becomes "a reason to not be as productive." The solution lies in what he calls "managing by exceptions", using system reporting to track productivity and adjusting individual arrangements based on performance.

The Urban Assessment Challenge

Metro Atlanta presents unique challenges that many of us in urban areas recognize. Competing with private sector salaries is just the beginning. Conley points to an unexpected factor: parking costs. When county employees must pay for their own parking, that effectively reduces their take-home pay, a hidden cost that affects recruitment and retention.

"We're competing for the same talent pool," he explains, listing neighboring counties like Cobb, Gwinnett, and Clayton. The solution isn't just about money; it's about flexibility and quality of life considerations that younger professionals increasingly demand.

Building Tomorrow's Workforce

Perhaps most striking is Conley's approach to professional development, inspired by his first chief appraiser, Calvin Hicks. When faced with a problem, Hicks didn't provide answers, he required research. "Teach them how to fish, but do not give them the fish," Conley recalls.

This philosophy extends to education and training. Fulton County has removed all caps and restrictions on educational opportunities. The result? Increased interest in professional development and a workforce better prepared for the technological changes ahead.

"The traditional appraiser that we think that has that tape measure on their hip... is going to be different," Conley predicts. "You're going to have to have some understanding of computers, technology and things like that just to be a standard appraiser these days."

Technology as Enhancement, Not Replacement

One of the most persistent fears in our profession is that technology will eliminate jobs. Conley offers a more nuanced view: "I believe you will have an opportunity to reallocate some of those positions, but I don't think it's necessarily going to replace jobs. It's just going to enhance our ability to be better at our jobs."

This perspective is crucial as we implement everything from aerial imagery (Fulton County uses Pictometry on a 2-3 year cycle) to predictive modeling tools. The goal isn't to reduce headcount but to redirect human expertise where it matters most.

Legislative Realities and Process Improvements

Even as technology advances, we still grapple with legislative constraints that complicate operations. Conley highlights a particularly frustrating issue: the compressed timeline between personal property return deadlines and notice requirements. Combined with USPS delays and strategic last-minute filings by large taxpayers, meeting statutory deadlines becomes increasingly difficult with reduced staff.

His proposed solution, moving the return deadline from April 1 to March 1, demonstrates the kind of practical thinking we need more of in our profession. It's not revolutionary, but it would provide crucial breathing room for proper assessment and notification processes.

Key Takeaways

Embrace Flexible Management: Remote work requires new management approaches. Focus on results through system reporting rather than physical presence.

Invest in Your People: Remove barriers to education and professional development. The return on investment in a skilled workforce far exceeds the training costs.

Think Holistically About Retention: Competitive compensation matters, but so do quality of life factors like commute time, parking costs, and work flexibility.

Technology Enhances, Not Replaces: Use technology to redirect human expertise rather than eliminate positions. There's still "so much work to be done."

Stay Connected: As Conley emphasizes, networking and understanding both where we've been and where we're going are crucial for the next generation of assessment professionals.

The assessment profession is evolving rapidly, but the fundamental mission remains: fair and equitable valuation for all property owners. By thoughtfully managing the transition to new technologies and work arrangements, we can better serve that mission while building a profession that attracts and retains top talent.