On Monday (April 25), Norwich Observer blogger Chris Katucki raised a series of questions about why the town’s selectboard, after going into executive session at its April 13 meeting, had emerged to mention in passing that it intends to “hire an HR professional to investigate complaints” and “to assist the town in building a positive work environment for all.” Katucki noted that personnel issues at the town’s Department of Public Works had gotten news coverage, but he was taken aback to learn that problems might stretch throughout the town’s workforce. His original post is here.

He raised good points, so Daybreak got in touch with Roger Arnold, who chairs the selectboard, to ask for his responses to the issues Katucki focused on. Here are his responses...

Do the town’s workplace issues extend beyond the DPW?

The Town, like everywhere else, is dealing with uncertainty after two years of making things work in the context of a pandemic and its aftermath. We have experienced turnover in several departments (DPW, Police, Finance, Planning and Zoning and Town Manager). Staff are settling into new positions and we are continuing to fill vacancies. In light of this we recognize the need to improve our Human Resource (HR) abilities to successfully integrate new town employees and improve the workplace culture for all staff. At our April 27 Meeting we entered a contract with an HR consultant to begin this work.

Are there complaints coming from other members of the town’s workforce?

The Selectboard has received complaints. Human Resource issues are subject to privacy provisions, so the nature of those complaints is not something we can comment on.

Is the problem systemic?

In the context outlined above we find ourselves needing to think more and act more intentionally around HR questions generally. Town government is not immune from the issues and problems workers everywhere have been drawing attention to. We are experiencing the same underlying labor market conditions as many other employers. This means listening to our staff, providing tangible means of support to them, reviewing systems, establishing clear roles and expectations, and committing to a safe and respectful workplace. We have access to resources through our membership with the Vermont League of Cities and Towns (VLCT) and we are looking into what else we can do to improve the work culture.

Can you elaborate on what [board member] Marcia Calloway was referring to with her remarks at the April 13 meeting about “ensuring a safe, healthy, and welcoming work environment for all employees” after the board returned to public session?

I think I have answered that above. We hope that we are articulating to our community that we are taking our responsibilities as an employer very seriously.

Why is the Selectboard taking the lead on this rather than the town manager?

The Town Manager is responsible for day-to-day operations and has direct oversight of town staff, and the Selectboard has a clear role to set expectations and review progress on achieving clearly defined goals. We are seeking to provide necessary resources and support to the Town Manager, and the staff as a whole. We are all dedicated to making the transition to a new Town Manager in a post-covid workplace a success.