Workplace Culture Public Comment from AnonymousPublic Comment (Anonymous City Employee)
This comment is submitted by a current City of Kalispell employee who wishes to remain
anonymous to avoid retaliation.
I respectfully request that all current and incoming City Council members receive and
review this comment. Having worked for multiple municipalities throughout my career, I
have found the City of Kalispell's work environment to be stagnant. With new Council
members and a new City Manager incoming, I hope the following concerns will be taken
seriously and addressed.
Workplace Culture
There is pervasive complacency among some directors —evident through gate -keeping,
poor communication, and, at times, arrogance. Several directors operate under an attitude
of "do as I say, not as / do." I know of a director who routinely fails to report to work without
notifying staff, who does not communicate expectations, and who reacts defensively when
staff seek information or attempt to resolve issues —ultimately ensuring employees are
"put back in their lane." This approach diminishes morale and undermines productivity.
City Values
While the City has core values —individual responsibility, honesty, respect, and personal
and organizational growth —these values are outdated and not reflected in daily operations.
They are not used to guide decisions, leadership behavior, or accountability at any level.
Equally concerning is the lack of genuine appreciation for employees' work, talents, and
contributions. Recognition is virtually nonexistent among the Council, department heads,
and the former City Manager.
Employee Engagement
Complacency is widespread, and the public has noticed. Many employees are equally
frustrated. An engaged workforce requires leadership that models professionalism,
communicates effectively, and demonstrates value for employees. This must begin at the
top. Currently, senior leadership needs meaningful accountability. Anonymous 3600
leadership evaluations would be an excellent starting point. The City's population has
grown dramatically, yet leadership has not evolved with it. Without growth -minded
directors committed to meeting community needs, City services will never reach their full
potential.
Lean Process Improvement
Implementing Lean Process Improvement principles for local government could
significantly reduce unnecessary spending and streamline operations. Inefficiencies—
particularly within HR and Finance, consume excessive time and resources due to
outdated, cumbersome processes.
Expectations for Future Leadership
If Council desires improved City services, it must address these systemic issues, most of
which originate at the top: City Manager, Mayor, and Council. The incoming City Manager
must prioritize culture, staff morale, accountability, and modernization. Updating City
values —with input from all staff, not just directors or Council —is essential for rebuilding
trust and fostering ownership.
Regarding the City Manager Recruitment
Although I have not personally worked with Jarod, there are significant concerns that
promoting an internal candidate will perpetuate the very issues outlined above. I strongly
urge the current Council to reopen the search process and allow the incoming Council to
complete it. City staff were not included in the process, and such an important decision
warrants broad, thoughtful input reflective of both operational realities and the City's
ongoing growth.