July 2, 2019 To: Mayor Paul Shapiro and the Mansfield Town Council Re; Vote of No Confidence in Town Manager Derrk Kennedy We regret to lnform you that on July 1, 2019, the undersigned Mansfield Department Heads voted to notify the Town Counel that we have fost al faith, confidence and trust in Mr. Kennedy and hs ablity to lead this organization as Town Manager. Mr. Kennedy's actions, and in some cases, inaction, have ‘undermined all rust and confidence in him as a leader. While the formal vote of no confidence is limited to the signatories to this letter, we believe both current and former employees will confirm thatthe lack of trust in his management isnot limited to the executive team. \We do not take this action lightly nor is this a reflection of a “resistance to change’ as has been alloged by former Assistant Town Manager Putman. In support of this action, we are providing the folowing ‘examples and are vling to meet with you to discuss our concezns in more deal + Lack of Impartiality in Hing and Discipline. One of Mr. Kennedy's frst responsibilties was the hiring (of an Assistant Town Manager. Wr. Kennedy's choice was Joshua Putman, with whom he had Worked at the Town of Westeriy immediately prior to joining Mansfield. We believe ths previous relationship impacted Mr. Kennedy's ability to fairly and impartially serve as Mr. Putman’s manager a3 exhibited by the folowing + Mr. Putman, with no previous experience as an Assistant Town Manager, was hired at the ‘same step as Maria Gaprola when the positon was changed from “Assistant to the Town ‘Manager’ to “Assistant Town Manager” Ths placed his salary at $11,702 greater than her salary when she started and $6,097 less than when she departed. Ms. Capriola had aver 10, years of experience in various roles in town administration when she was promoted tothe position whereas Mr. Putman's experience was solely inthe field of human resources + Concerns regarding Mr. Putman's conduct and its toxic effects on staff were expressed by ‘department heads to Mr. Kennedy from the beginning of Mr. Putman's tenure. Mr. Kennedy's responses to these concems presented an atitude of indifference to sheer unwilingness 10 deal withthe issues presented by Mr. Putman's conduct other than through “coaching.” Examples include but are not limited to: + Participating in conversations with Mr. Putman within hearing of subordinate staf where Mr. Putman used excessive profanity or inflamed rhetoric directed toward staf with no reprimands. Examples inciude Mr. Putman stating I "king hate every one of them” and “They ate king babies" in reference to department heads with Mr. Kennedy's responses limited tothe effect of ‘Well, why don't you tell hem that?" and "Dont say that.” + Requesting subordinate staff in the Town Managers office to help keep Mr. Putman Under control and to “ree him in" when he would go off on wild tangents, + Directing a department head to advise colleagues to address complaints directly with Mr. Putman as he was tired of receiving them and, pointedly, to not say thatthe crection to {o so came from Mr. Kennedy. + Tolling a department head that he doesn't manage “personalties’ he manages performance when discussing concerns related to the way in which Mr. Putman engaged ‘with town staff and the impact it was having on staf morale. Page 1 16+ Faling to immediately address significant issues of Mr. Putman's conduct, including potential violations of statutory record retention requirements, raised by the department hhead team in a letter presented to him orally and in wing on June 13, 2019 (atached) With any other employee, the issues raised inthis letter would have merited immediate suspension pending investigation, Mr. Putman, however, was allowed to remain in his. ‘ole unti his departure from the Town on July 1, 2019 with no abrogation of duties. Itis ‘worth noting that te fst example listed below with regard to creation ofa hostile work environment occurred on June 28, 2019 and could have been avoided if Mr. Kennedy had taken responsible action upon receipt ofthe ltr. + Creation of a Hostile Work Environment + Mr. Putman refered to a female department head as a "king b**ch" and a “king "to Mr. Kennedy within earshot of subordinate staf. Not only did Mr. Kennedy fall to immediately reprimand Mr. Putnam forhis conduct, ne made no attempt to reach out tothe department head that was the subject of the epithets unt 3 days after the event and after informing department heads of Mr. Putman’s departure, + The lack of respect shown to women inthe above example is consistent with a pattern of repeated inappropriate comments referencing gender, sometimes delivered as jokes". Some ‘examples include: + Commenting (sotto voce) to a female employee on a photo of two young women kayaking during a pubic presentation that he would ike to know where the two women wore so that he could meet them, + Stating toa female employee that he was thinking of geting pizza on election night to lure tha femala turents wating in line to vote at Town Hal into his fies and thatthe department head should do the same thing wth the male students, + Remarkiag to a female employee thatthe old Rapunzel at Walt Disney World was “hot,” but the new one was not and "there has to be something for the dads, you know?” + Stating that he had the Deputy Mayor “wrapped around his finger’ because he ‘played the feminist card" with regard tothe fac that he was not the sole wage earner in his family + Responding to a remark by a female department head in a department head meeting on July 1, 2018 that her husband was more knowledgeable than most ina certain area with “as most men are.” + Stating during a meeting tha included both male and female employees that it was time {or individuals in the organization to “man up" and advocate for a branding project. + Stating to a puble audience in October at a municipal facity that “my wife is my sugar Mama" + Stating in the alway to an employee that he had to "go play Mom” because his wife was ‘away on a business tp + Stating in a meeting with an employee that an issue requited someone to *have a pair ‘and take charge.” + Mr, Kennedy has made disparaging comments about colleagues to multiple staf. These ‘comments include: * Using derogatory words such as “idiots” and "ignorant to refer to department heads in ‘eont of subordinate staf. + Requesting advice from a younger department head on how he could get rid ofa senior female department head and expressing an eagemess forfour other senior department Page 2016heads to retire so that he could replace them. These comments are consistent with those made by Mr. Putman that are referenced inthe attached letter that appear to reflect an inabilty to work with older individuals, particularly those with more experience. While the ‘comments ident in that ltter were specific to Mr. Putman, Mr. Kennedy has a'so ‘made disparaging comments regarding the recently retired employee referenced therein, + Stating ‘Why even go to college” in an arrogant and condescending tone when a town ‘employee mentioned that their relative was attending Southern Connecticut Stato University. + Openly expressing that he “hates” a town project the dog park) while in the main Manager's office area in the presence of town employees, showing no regard fr their involvement with the projector the possibilty ofan “interested” citzen being within earshot + On May 9, 2019, Mr. Kennedy forcefully stated“ hate black people” as he was closing his ‘fice door to begin @ meeting with a department head. Naturally taken aback, the department hhead queried what had generated the comment, In response, he expressed annoyance that a woman from the NAACP kept contacting him folowing a meeting he'd had with her where she discussed what the NAACP could do forthe organization, + Mr, Kennedy's language is regularly unprofessional with frequent use of profanity, both with department heads and subordinate staff, whether ibe in his office with the door open for staff in the outer office to hear o in direct conversations with subordinate stat. Inthe most recent ‘example, when technical issues delayed a recent meeting between Mr. Kennedy and four ‘department heads on June 27, 2019, he became visibly angry and annoyed, atone point stating "You have all wasted 18 minutes of your Pking morning” + Lack of Candor. Mr. Kennedy exhibits a disturbing lack of candor for someone in such a high position of public trust. In addition to many examples related tothe conduct of Mr. Putman, the following are two examples were we believe the Council itself has been misled: “As part of the annual budget preparation, the two elected Registrars of Voters prepared budget that they believed was realistic given the anticipated demands ofthe upcoming election joyce. Mr. Kennedy declined to include ther fll request in his proposed budget. However, when queried during the presentation to the Council wth regard to whether the registrars were in agreement with his proposal, he indicated that they were despite knowledge tothe contrary. + According to recent Personnel Committee minutes, Mr. Putman proposed the establishment of {a Human Resources Department forthe purpose of providing greater financial and budgeting transparency, Mr. Kennedy was present atthe most recent meeting where this was discussed ‘and was informed by Finance staff in advance of that Comittee meeting that financial ang ‘budgeting reporting can be achieved without establishing a separate department. yet made no efor to advse the Commitee ofthis fac. + Falure to Effectively Lead + We understand and accept that everyone has a diferent approach to leadership and management. While past managers have successfully employed a more collaborative approach ‘to management that resulted ina high-performing organization, Mr. Kennedy has every right to ‘employ a top-down approach, Regardless of which approach a manager chooses to employ, ‘the minimum expectation is that they be honest with staff with regard to how they plan to operate and make decisions. Page 30f6In contrast, Mr. Kennedy has employed an approach of “sham participation” whereby he asks staff to contribute fo initiatives and projects without actually valuing that input. We have been ‘asked too often over the past year to provide input ether on ful-developed projects where there was no intention of changing anything or have had feedback dismissed. Examples include but are not limited to: impact of the Mansfield Leadership Academy on staffinlcapacityimorale and implementation ofthe branding and marketing campaign. This approach has undermined our productivity and rapidly deteriorated our trust, ‘On June 5, 2018, Mr. Kennedy sent an emailto all department heads as well as other staf thet were included in @ group email st, This email, much of which was taken directly from a document found on-line from another organization, was sent in the guise of establishing ‘expectations of professionalism. However, the tone ofthe email implied that al recipients had ‘been engaging in unprofessional behavior specifically related to disparaging comments fegarding other staft-and requested that we acknowledge receipt. In individual conversations with department heads, Mr. Kennedy expressed that this was not the case and that he had privately counseled individuals who were in violation, This approach is both insulting and demoralizing as it challenges our integrity and professionalism, something that we all take very seriously. Furthermore, the email served as ‘nother example of how Mr. Kennedy was avoiding dealing withthe primary person in violation ofthese standards (Mr. Putman) rather than decisively addressing Mr. Putman's behavior. We have since learned that Mr. Kennedy himself isa frequent violator of the standards expressed in that email as described in more detail above. Violation of Town Policies ‘The ahowe-ceferenced actions and inaction violate the fllewing Town policies + Anti-Harassment Policy (June 1, 2010 revised through July 17, 2012), which cites “suggestive comments, sexually orsnted teasing or practical jokes" and “Any communication or action that is demeaning, rude of inflammatory or otherwise incites anger, fear or embarrassment in the receiver of the communication of action” and “Jokes about ethnicity, religious beliefs or practices, accents or ‘gender-specific traits" as examples of behavior that may constitute harassment. Furthermore, the policy states that "The Town of Mansfei will not tolerate harassment as defined in this poicy by ‘anyone, including supervisor, co-worker, vendor, cizen, resident, cient or customer, whether inthe ‘workplace, at assignments outside the workplace, at Town-sponsored (social) functions or elsewhere.” + Prevention of Violence in the Workplace (November 1, 2006), which states: ‘Preventing and de ‘escalating violence isnot only a management responsibilty, and all employees are required to assist in the identifcation and resolution of threatening or violent behavior.” The policy includes the following definitions + "Workplace Violence means any verbal or physical action that's communicated or perosived as a threat, harassment, abuse, intimidation or personal contact, that produces fear, causes bodly hharm or damage to property, Workplace violence may involve family, fiends, strangers, co- ‘workers oF customers.” + "Threats or acs of violence include conduct against persons or property that is sufficiently severe, offensive or intimidating to ater the employment conditions atthe Town of Manstield, or to create a hostile, abusive or intimidating work environment for one or more town employees, volunteers, agents ofthe town or participants in a town program.” Each of the examples listed above under Creation of a Hostile Work Environment sin violation ofthe ‘Anti-Harassment Policy and by their very nature, create a “hostile, abusive or intimidating work environment” in violation ofthe Prevention of Violence in the Workplace policy. It is important to note Page 4 of 6that pursuant to the policy, the individuals to whom harassment should be reported i an employee is. ‘ot comfortable confronting the offender directly are: the employee's supervisor of manager, the ‘Assistant Town Manager, or the Town Manager. This stucture left no avenue for direc reports of Mr Putman or Mr. Kennedy to address their concerns regarding thelr conduct ther than contacting the Connecticut Commission on Human Rights and Opportunities, the Equal Employment Opportunity Commission or the Employee Assistance Program Subordinate staff report thatthe overall atmosphere in the Town Manager's office went from professional, clean and welcoming to unprofessional (roaming dog, exposed food, profanity, general frat house mertaliy), unwelcoming, and toxic under Mr. Kennedy's management, IMA Code of Ethics Mr. Kennedy is credentialed by the International City Manager Association (ICMA), a cerication that \Was identified asa preferred qualification as part of the recruitment process. As a member ofthat ‘organization, Mr. Kennedy is Bound by the ICMA Code of Ethics, whichis described as folows on the ‘organization's website cma ora “Adopted in 1924, the ICMA Code of Ethies defined the principles that today serve as the foundation for the local government management profession and set the standard for ‘excellence. Leadership in a management structure commited to equi, transparency, integrity stewardship of pubic resources, political neutrality, and respect forthe nights and responsibilty, Of elected officials and residents strengthens democratic local governance. CMA members pledge to uphold these principles in ther conduct and decisions in order to ‘met the trust ofthe pubic, elected officials, and staff they serve..." Batod on the conduct dezeribad in this leller, Me: Kennedy has failed to uphold the following tenats identified in the ICMA Code of Ethics + “Tonet 4. Be dedicated tothe concepis of effective and democratic local government by responsible elected officials and believe that professional general management is essential to the achievement of this objective." + "Tenet 2. Affim the dignity and worth ofthe services rendered by government and maintain @ constructive, creative, and practical atttude toward local government affairs and a deep sense of social responsibilly as a trusted public servant.” «+ "Tenet 3: Demonstrate by word and action the highest standards of ethical conduct and integrity in all publi, professional, and personal relationships in order that the member may ment the trust and respect of the elected and appointed officials, employees, and the public." fonet 11: Handle all matters of personnel on the basis of merit so that faimess and impartiality ‘govern a member's decisions, pertaining fo appointments, pay adjustments, promotions, and discipine Conelusion| \We take no joy inthis action. We are a team with over 311 years of collective management experience and over 170 years of experience working in Mansfield. We have proven that we can effectively Collaborate and work together for the betterment ofthe community. We have watched the toxic tenvironment created by Mr. Kennedy and Mr. Pulman pervade the organization and attempted to ‘address concems with Mr. Kennedy individually and as a group with no effect. While it would have been easier for each of us to simply stay quiet and “go along to get along,” such inaction would have been contrary to our integrity and would only serve to further damage the organization. Athi time, we see no way in which Mr. Kennedy can successfully continue fo serve as Town Manager. His actions, and inaction, over the past year have eliminated any trust or confidence in his Page 5018ablity to effectively ead the Town. His behavior and comments do not reflect who Mansfield is as an ‘organization or as a community. We hope you will swiftly take the action necessary to begin the process of healing the organization and restoring it a one of the best places to workin Connecticut, Jin ttl fatal “Patricia Schneider was unavailable to personally sign this letter. However, she expressed her concurrence with the vote of no confidence via email Page 8 oftune 13,2019 {hand delivered) Dear Mr. Kennedy, ‘As you have impressed upon us al, being a strong, effective leader is cial othe success of an ‘organization. Leaders not only establish objective goals for performance, they set the lone and Influence the overall culture and workoiace environment. As we discussed in our last staff meeting, performance is about more than just werk product. An employee that excels atthe technical aspects of {he job can stil fai they are unable to uncon effectively as pat ofthe overall team. Ths f consistent vith the emphasis you have placed on fi” since you jned our team. You have also stated that you ‘Support constructive confrontation, as lting issues fester unaddressed is unproductive and detmental to the health o the organization Over the last several months, a numb of us have individually expressed to you suas of grave ‘concem regarding the conduct of Joshua Putman, Assistant Town Manager. As the situation has Continued to deteriorate with no noticeable improvement, we are compelled as leaders inthe ‘organization to formally place our cancers on record as we can no longer stand by and winess the ‘continued erosion ofthe postive work envianment that once existed. We are hopeful that you wil take action so that we can begin the process of restoring the postive, collaborative, team-based ‘Snvironment for which Mansfeld is known. ‘The following are some examples of conduct that have undermined our confidence and trust i Mr Putman and his abity to effectively serve inthe role of Assistant Town Manager Poor Communications. ‘A fundamental skil fora leederis the ability to effectively communicate with people ata eves. Even ‘more crtica isthe abiity ofa leader to ciftuse and de-oscalate conf. Mr. Putman has falod on ‘mutpte occasions to exhibit fundamental communication skls that are essential tothe positon. + Inabity to engage in thoughtful and productive dialogue when challenged on a pint of view or ‘approach. We have all experienced Mr, Pulman's condescension and dismissive attude whan he “eagrees witha pont of view or ie challonged on the way in which he is approaching a sation, This behavior creates a culture where productive confrontation is iscouraged and also sends a message to suborcinate staf that such behavior is acceptable. Such behavior would not ba acceptable with @ ‘member ef the public and should not be acceptable when inleracing with coleagues at any level, + Inabitty to acknowledge missteps. We ae all human; we all make mistakes. The nalmavk ofa tue leader f the abil to acknowledge a mistake and identity path to move foward. On mulle ‘ceasions, Mr. Pulman has bacoma defensive when challenged and has been unvsiling 0 Acknowledge any esponsibility with regard to the situation at hand, Instead, he wil ether detect blame onto another party of nsst hat we “misunderstood " On a recent occasion, Mr, Putman fscalated an already contentious stuaton through the use ofinlammatory language and assuming {an intimidating stare ata Depariment Hoad vehemently challenging his assertons, This approach Undermines confidence in him as a colleague and a leader and again serves a8 a poor exampe to ‘taf in how to andl tha inevitable mistake, + Faure to effectively communicate with coleagues. While examples are numerous, two ofthe most significant involve Mc Putman's failure to notify or involve a department headin actions thal haddlirect impact on ther staffing In one situation, Mr. Putman informed an employee that her postion ‘was eliminated while both the department head and supervisor were on vacation, without noying either in advance of his intent. This action led to significant disruption in the department and also led to the impression that the employee's supervisors intentionally took leave to avoid delivering the news rectly More recently, Mr. Putman fale to include a department head in discussions regarding changes to staffing organization tat would result in oss of drect supervision over an employee oro discuss the ‘appropriate process fr funding the reorganization wit the Finance Director. The nial missteps involved in this situation have been compounded by an inability fo acknowledge his responsBily in the process and a continuing fale to proacivly commuricate the slats of he projet ose impact + Donigration of coleagues through email As you referenced in your recent email to Department Hoods, email communications are expected to reflect the professionali ofthe organization. Mi PPutma’s offce has established a pater of sending out notices to groupe of staf regarding aleged missing documents or potently overdue llems. These notices offen contain incorec information, Including indications that staff id not meet responsible, when that isnot atvays the case. No| Corrections are issued tothe group, leaving the impression thatthe orginal communication was ‘accurate. Additonal, in sitions whare the emails are accurate, such issues should be adessed Individually with staf, not through an email designed to publicly shame them. Unprofessional Conduct ‘As referenced in your cant emai, “Professionalism including professional courtesy and senstiviy. is ‘an essential component of your curent pasion as @ town leader and in all apocts of your work with ‘others.* The flowing are examples ofthe lack of professionalism Mr. Putman has displayed during his + Denigrating the town and sta In one ofthe most egregious examples of Mr Putman’ lack of professionalism, he recently denigrated a department head, thelr department, thelr staff and te town ‘rganization as a whole toa candidate during a job intorvew. This exchange occurred inthe presence of wo ofthe subject department's staff members as well as a staf member frm a sister ‘agency. This type of benavor harms the reputation ofthe town as well as those invelved,impaiing (ur ability to attract the highest quality candidates and futher degrading staf morale + Laok of Professional Courtesy. Mr. Pulman has established a pattern where he often actives late to ‘meetings or does not attend meetings/unctons to which he was committed. While each of us Inavtably has situations that delay or prevent our anvalo a mecting, tye aforementioned pater is ‘accompanied by a pattem of not acknowledging these regular occurrences nor offering an apology as 's typical in professional decorum. The repeated lack of apology or expanation conveys the impression tnat Mi. Putman does not valve tne time of other participants or staf, paula gven the larger context whore Mr. Putman is often seen as dismissive of others, ‘This lack of profesional courtesy is compounded by the expectations Mr. Putman has with regard to staff adhering to his meeting requicements, even when he does not consut with them in advance regarding avalabilty o confcts with previous commitments. For example, the Mansfeld Leadership ‘Academy was scheduled fora series of whole-day sessions that interfered witha numer of paticipants’ family responsitilties (childcare), a6 wel as bang outside ofa numberof participants! ‘oral work hous. Additonal, the sessions often were in direct conflict wth pareipants ‘commitments to long scheduled programing\When staff expressed concerns, the explanation was that participants should modi thelr schedules {and that “naviguals must attend al sessions inorder to graduate” (quoted text ced directly from the Mansfeld Leadership Acadamy document), Paticipating staff expressed that their future postion in the organization could be impacted and that they needed to find away fo attend. taf re-arranged {heir childcare, work schedules, or public program offerings to meet these expectations, but Mr. Putman canceled the May session atthe last minute in the early morning ofthe day ofthe session ‘without explanation or apology Another example s the Administrative Professional Development Program. Mr. Pudman dtibuted a ‘ocument for hs program that twice references "Removal From Program fo ~artipants who fll to attend three student sessions" Participating staf have expressed that participation n the program is Jeopardzing ther use of eave time and completion of tier fb duties, but that they Belleve tha future postion inthe organization could be impacted if thay miss sessions. Thera also ara indicabons that ome participants are workiig for Mansfeld an thei own uncompensated time out of fear tha they fall behind on the traning that it wl jeopardize thelr future inthe organization, + Lack of respect forthe chan of command, Mr. Putman has by-passed Department Heads to recy ‘ask lower level staff to perform werk for him. This places stain adfcult postion given other ‘esponsibities and priorities assigned by ther supervisor As a matter of professional coutes), requests for services should be run through the Department Head to determine capacty and picty ‘iven other responsible, + Exhitng a lack of candor. In certain instances, Mr: Purman has exhibited a lack of candor when challenged or when unable to acknowledge an errr on his part: There is never a situation where this behavior shouldbe acceptable, particulary when the most appropriate path fs to simply admit hat 3 mistake was made, apologize and move forward Lack of Stewardship ne ofthe guiding values that you have estatiised forthe organization is stewardship of our pubic resources. This is something that wo al fake very seriously in our commitment to the people of Manet, + Budgetary Inpacts of Leadership Training Cancelaon. As noted above, Mr. Putman abrupt ‘cancelled a Mansfield Leadership Academy (MLA) training sossion. In addtion to the poor message ‘Sento staf this cancllton had very real Bidgetay implications. For example, the Fire Deparment ‘requires 16 hours of evertime to cover each clas. Due to the advanced nature of department shit ‘scheduling the last minute cancelation resuited in his cest being incurred even though the class was, cancelled. Additionally, the need to reschedule the ciass wil result in ational overtime costs a8 well ‘2 adltonal lost evenve opportunites for staf that are unable to prove customer programming uring this time + Stowardshp of Pubic Records. We ali have a responsibilty to adhere to the record retention policies tslablshed by the State of Connecticut, including thse related tothe digital conversion of records ‘and destruction of paper copies. The standards estabished by the Stato with regard to digital Conversion are comprehensive and address long-term maintenance as wel asthe abit 0 search electronic fies. “The Town Clerk became aware that paper fles were being scanned and disposed of in the Manager's Office "The afected fles spanned 45 years. No disposal authorization forms had been received by the Clerks Ofce per town policy so the Town Clerk contacted Mr. Putman and offered assistance ‘with navigating the scenning and dlsposal authorization process. Mi. Putman declined assistance land assured the Town Clerk that al authorizations had been oblained. However, the CT State Lirary thas indicated that they have not recaived any requests for disposal ofthese particular recoras or 2 request for esnversion to digital and subsequent disposal of any records from tho Town Manager'soffice inthe past year In adition tothe possibilty that statutory raquirements related to record retention have been violated, we are also concerned that vaabie recor related to Town Manager actives and projects since the establishment ofthe counci-manager form of government may have been lest inthe document purge This concem is also based on a recent request rom a THO emplayee seeking copies of personnel palces trom the Town Clerk forthe purpose of compiling comprehensive caiection. The Cesk informed the employee tat sucha collection already exsted inthe Manager's Ofc in the form of a binder containing all personnel polices with original signatures. The Clerk was informed that these polis as wall as many other human resources documents had been disposed of by Mi. Puan, Human Resources Concerns ‘Asa significant potion of Mc. Putman's porto concems his role as Human Resources manager, wo hhave significant concerns regarding his conduct in that role. These concems include examples ated ‘reviously with regard tothe termination of an employee without advance notice fo the Department Head and behavier during recent intrviows as well 2s the following: + Me. Putman’s words and actions have conveyed the Impression that Mr Putman so9s age as a negative attribute in employees. While this may not be the case, he shouldbe particularly aware of ‘he senstviy surounding this issue as the Human Resources manager, ~ Inte awe reference trv, Me, Pan refered ite Deparment Head a sei: ‘waye" and anated ways that "need todo and do qk + Mr Putman dismistod the Input of senior program staf with decades of experience successful marketing programs directly fo the public in discussing the branding and marketing Inne, stating thot the orgenzaton should lode to sat wn have mare recendy senda Coursework about marketing, + Me. Putman regulary referred fo an experienced member ofthe human resources office as Someone wi folowed outeated methods and was inefcient and too atached to paper. These {isparaging comments continued even many months afer the individual et he ‘organization. This s despite the fact that this experienced staf member was widely respected, ‘rusted, and valued by most members ofthe organization, and continues to be widely sean as having been very efecve + Failure to communicate results of harassmant investigation. Upon receipt of a harassment complain Mr. Putman proceeded to conduct an extensive investigation. However, upon fining that he claim had no merit, Mr, Putman delayed informing the senior employee that was the subject ofthe investigation ofthe results, Ths delay, combined with requiring that employee to attend mile harassment vainings despite the finding that no harassment had occured, created a demoralizing situation for a senior manager in good standing, + Need for improved communications, traning and palcie. Mr. Putman has signicanty changed the ‘operation of te HR office, which i within his discretion as manager. However, many ofthese ‘changes include outsoureing multiple HR documents and procedures tothe indvdual departments tuth ne traning or writen procedures provided, Adctonaly. professional courtesy would aiso have Involved discussions wih department heads fo help us understand the purpose ofthe new procedures as well as to allow us fo share concerns regarding impact on workloads. “The lack of formal pois ie also evident inthe diferent ways in which the HR office has reacted to the presence ofa deabily certificate. In the case of one depariment, HR reacted in thee cferent ways fo tha presence ofa sisabily caificate: accepting without question, raquiing alight duty job Gescription for a position, and sending alter tothe staff members physician, requiring the physicianto indicate which job functions the staff member was allowedinot allowed to perform. Without set, ‘writen procedure, the HR office has acted with caprice on these oczasions. ‘Summary ‘Senior leadership in Mansfeld has a great history of success through communication, cotaberation, teamwork and leading by example. We take our responsibil fo the people of Mantels seriously ‘and have always been proud ofthe work that we have done on behalf ofthe commun, As Deparment Heads, itis our sole purpose to actin the best interest of our town and its eitzens. Its this professionalism and the knowiedge that we are required by the Town's Whistleblower plcy to report “Gross mismanagement, ross waste of monies, or gross abuse of authori at it oated to thee official duties as @ Toon of Mansfield Employee or Pubilc Oficial” that have caused us to submit his leer. We boieve that faire to formally report the behavior identified in this letter would make us