Guest Opinion | In their own words: Dysfunction at OIFR as described by Commission

||| FROM AMANDA MONTAGUE |||

“Operations of the department have not been interrupted, and the Chief communicates well with the BOFC, but Chief’s effectiveness this year has decreased compared to the year before.  I’d hoped for improvement in terms of leadership and policy implementation, but I see no progress in these areas for this year. Chief’s self-appraisal cites his achievement in continuing to have the department operational despite the actions and stress of the year.  It saddens me to say, but the fact is that we wouldn’t have had the events of the past year if he [Chief Williams] was an effective leader who communicated well and made sound decisions.” –Commissioner Janet Marlow, January 24, 2022

There has been a lot of debate about the cause of the ongoing dysfunction in OIFR leadership, with unfortunate shame being cast on anyone who raises legitimate questions about what is happening.  There is no doubt that something is causing career paramedics and the Department’s Medical Director to leave all within a week of each other. While the OIFR members unanimously took a Vote of No Confidence in Chief Williams’ ability to lead the Department last fall, unfortunately nothing has been done to remedy the problems that have been plaguing the Department for well over a year. 

It has been challenging to appropriately outline just how dysfunctional leadership has become at OIFR for a number of reasons: 1) current members are systematically retaliated against for raising issues internally and have been placed under gag orders not to discuss what is happening inside the Department; 2) volunteers who raise questions about policy or volunteer recruitment are ‘fired’ for not being team players; and 3) there continues to be a concerted effort of gaslighting at BOFC public meetings and in public comments to turn the appropriate discussion about leadership failure in to public shaming and defamation of community members who are simply saying out loud what those within the Department have known about for far too long.

Perhaps it is time for us to look at the Commissioners’ own words and assessment of the job that Chief Williams has been doing over the past two years.  Public records requests to the Department produced the only two annual evaluations that have been done for Chief Williams since he became acting Chief in the Spring of 2017.   These annual evaluations of Chief Williams’ performance completed in 2020 and 2021 shine considerable light on the source of the dysfunction at OIFR and the depth of the Commissioners understanding of the failure of leadership from the top:

• “There is a long-standing absence of trust within OIFR, which frequently leads to internal dysfunction.  The Hostile Workplace complaint and subsequent investigation are emblematic of this pervasive lack of trust within the department.  It is the Chief’s role as the leader of OIFR to drive change to this environment…The above items may be uncomfortable for the Chief, they should not be news to him. The BOFC, together and individually, have attempted to advise, coach and mentor the Chief in these areas [Communication, Delegation, Accountability and Trust] over the past several years, with moderate success.  The Chief’s assessment of his own performance is relatively positive, which is occasionally at odds with mine.  To me, this suggests a lack of self-awareness that may hinder his ability to make progress in the above areas.” (Commissioner Fuller, 4/20/21)
• “I fully believe Chief’s comments that he holds himself to the highest professional standards is the case, and he remains a valued responder and administrator.  However, after a series of departmental debacles under his leadership, I cannot rate our public relations as anything but ‘unacceptable’.  Due to internal strife, unfortunate decision  making, and the inability for the Chief to effectively lead the team, our department is very far from exemplifying high professional standards.” (Commissioner Janet Marlow, 1/24/22)
• “The Chief requires continued education in managerial skills[and] in organizational management…The Chief should be required by the BOFC to begin attending a structured leadership program.” (Commissioner Helminski, 4/20/21)
• Chief needs to develop his skills as a leader.” (Commissioner Marlow, 4/21/21)
• “His (Chief) needs further understanding of leadership through additional training and education.” (Commissioner Christmas, 4/20/21)
• “Chief needs to actively develop his skills as a leader and manager of people. We cannot succeed as a department without clear, frequent, respectful, and transparent communication between the Chief and all members of the team. This includes items as simple as meeting management and setting expectations, to complex topics such as having effective difficult conversations.  We’ve [OIFR Commissioners] recommended training and professional coaching in the past, but it’s up to the Chief to decide on a path that’s going to work for him.”  (Commissioner Janet Marlow, 1/24/22)
• “In 2020 the BOFC developed a process that provides for multi-level review of policies. There are a number of core policies that have been discussed but for some reason have not been carried through.” (Commissioner Helminski, 4/20/21)
• “Communication and leadership needs significant improvement.” (Commissioner Helminski, 4/20/21)
• “In last year’s review, Chief recognized [his] gaps [in’ leadership and communication competencies and stated his willingness to seek the necessary training to improve his team leadership. Based on that, I had hoped that I would be able to rate this section higher this year.  Instead, I perceive that the Chief, while feeling under constant attack, has shut down communication and failed to lead the team out of crisis.” (Commissioner Janet Marlow, 1/24/22)

In Chief Williams’ 2020 and 2021 Annual Performance Evaluations, the Commissioners were also asked to evaluate the Chief’s performance from a scale of 1-4. (1: Unacceptable; 2: Minimal; 3: Satisfactory; 4: Exceeds Expectations). In terms of assessing the Chief Williams’ performance, there were some more than obvious concerns outlined by the Commissioners: 

1. “Provides leadership to ensure that the goals and objectives of the Orcas Island Fire & Rescue are carried out”
   • 1′ (Unacceptable): Commissioner Marlow (1/24/22)
   • ‘2’ (Minimal): Commissioner Christmas (1/24/22), Commissioner Fuller (4/20/21), Commissioner Helminski (4/20/21), Commissioner Marlow (4/20/21)
2. “Enables optimal performance of Orcas Island Fire & Rescue staff through communication and training“
   • ‘1’ (Unacceptable): Commissioner Marlow (1/24/22)
   • ‘2’ (Minimal): Commissioner Christmas (4/20/21 and 1/24/22), Commissioner Fuller (4/20/21), Commissioner Helminski (4/20/21)
3. “Demonstrated critical thinking and the display of sound decision-making in directing the Orcas Island Fire & Rescue” 
   •  ‘1’ (Unacceptable): Commissioner Marlow (1/24/22)
4. “Develops a model Department which exemplifies high professional standards”
   • ‘1’ (Unacceptable): Commissioner Marlow (1/24/22)
5. “Reflects these standards [from the previous question] in own actions and decisions”
   • ‘2’ (Minimal): Commissioner Marlow (1/24/22)
6. “The Fire Chief effectively leads and manages the daily operations of the Orcas Island Fire & Rescue”
   • ‘2’ (Minimal): Commissioners Marlow and Christmas (1/24/22)
7. “Adequately trains, develops, and delegates responsibilities to employees to ensure effective and efficient accomplishment of tasks.”
   • ‘2’ (Minimal): Commissioner Fuller (4/20/21), Commissioner Helminski (4/20/21), Commissioner Christmas (4/20/21), Commissioner Marlow (4/20/21)
8. “Provides expertise to the BOFC and support their oversight functions of the Orcas Island Fire & Rescue”
   • ‘2’ (Minimal): Commissioner Christmas (1/24/22)
9. “Displays high working standards and attitude that is a model for staff, volunteers, and the community.”
   • ‘2’ (Minimal): Commissioner Marlow (1/24/22)
10. “Has effectively executed strategies and policies as adopted by the BOFC; recommends policy changes and review as appropriate”
    • ‘1’ (Unacceptable): Commissioner Marlow (1/24/22)
    • ‘2’ (Minimal): Commissioner Marlow (4/20/21)
11. “Supervises the personnel function of the Orcas Island Fire & Rescue to include management of employees, record-keeping, scheduling/staffing, performance management, policy development, and training.” 
    • ‘2’ (Minimal): Commissioner Fuller (4/20/21)
12. “Expends Orcas Fire Island & Rescue funds in accordance with the annual budget.”
    • ‘2’ (Minimal): Commissioner Fuller (4/20/21)
13. “Monitors employees’ behavior and performance on an on-going basis and through performance appraisals as appropriate.”
    • 2′ (Minimal): Commissioner Fuller (4/20/21), Commissioner Helminski (4/20/21), Commissioner Christmas (4/20/21), Commissioner Marlow (4/20/21)
14. “Addresses employee behaviors and conflicts exhibited by employees and takes timely, appropriate action to resolve such issues”
    • ‘1’ (Unacceptable): Commissioner Marlow (4/20/21 and 1/24/22)
    • ‘2’ (Minimal): Commissioner Christmas (4/20/21 and 1/24/22), Commissioner Fuller (4/20/21), Commissioner Helminski (4/20/21)
15. “Involves the Orcas Island Fire & Rescue in the community and the community in the Orcas Island Fire & Rescue through an active program of public relations”
    • ‘1’ (Unacceptable): Commissioner Marlow (1/24/22) 
16. “Ensures all Orcas Island Fire & Rescue systems, facilities, and equipment are adequate to the fulfillment  of the Department’s mission by maining or improving them as necessary.” 
    • ‘2’ (Minimal): Commissioner Fuller (1/24/21)
17. “Makes regular financial and other reports to the BOFC with the ability to explain deviations to budget.”
    • ‘2’ (Minimal): Commissioner Fuller (1/24/21)
18. “Recommends to the BOFC plans, policies and technological improvements relating to Orcas Island Fire & Rescue operations and administrative functions.”
    • ‘2’ (Minimal): Commissioner Marlow (4/20/21)

To be clear, over the course of the past 10 months these are the words and the ratings that OIFR Commissioners provided in assessing Chief Williams’ performance.  While many of us continue to wait for public records requests to be filled, there can be no doubt that there are serious issues plaguing OIFR leadership.  For those who continue to try to disparage and cast shame on those who are simply raising concerns, I would invite you to join the rest of us in demanding leadership changes that honor the integrity and the respect of our first responders.

Personally, I think shame is best left off the table, but since it continues to be cast by a vocal minority who seem more interested in protecting those in power than in uncovering the truth, I would respectfully suggest you direct your shame somewhere else. Maybe it’s time to instead admit there’s a problem and go about the challenging work of creating a Department that honors and respects its members.