Over the past year, internal morale and external departmental relationships have significantly declined, creating a challenging and increasingly strained working environment.
Internally, the department has struggled with a top-down leadership approach that leaves limited room for open dialogue, collaboration, or constructive feedback. Team members who express differing viewpoints often feel marginalized, leading to a culture of silence and disengagement. This dynamic has contributed to growing frustration, reduced morale, and a sense of unease across ranks.
Furthermore, the perception of favoritism in key decision-making and operational influence has created division within the team. This lack of equity and transparency in leadership continues to impact trust and overall team cohesion.
Externally, our relationships with surrounding departments and mutual aid partners have deteriorated. There is a clear reputational challenge, as feedback from peer agencies has pointed to difficulties in collaboration and communication. This perception not only affects interagency cooperation but also reflects poorly on the town and the department as a whole.
These issues are compounded by an apparent disconnect between frontline experiences and leadership narratives, contributing to a sense that concerns are not being acknowledged or addressed at higher levels.
Addressing these challenges will require a cultural reset focused on transparency, accountability, and open communication. Establishing anonymous feedback channels, leadership evaluations, and external audits or reviews may be appropriate first steps in rebuilding trust internally and externally.