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Everett Fire Department Strategic Plan—2013 40) <br /> Figure 9:Communication <br /> ' Employee concerns about or criticisms of the <br /> department are responded to in a professional 6.7 12.6 8.4 <br /> manner. � � �, <br /> 1 <br /> My department's leadership values employee input <br /> in general. 1 <br /> An open flow of communication is maintained to <br /> and from the senior leadership(i.e.,chief,deputy <br /> chief,etc.)and the line personnel. a. <br /> I am well informed about the activities at my <br /> 7.6 26.1 <br /> department. <br /> 0% 25% 50% 75% 100% <br /> ' ■Strongly Agree Somewhat Agree Somewhat Disagree ■Strongly Disagree ■No Opinion <br /> ' This survey component belies a significant schism in communication between management and the line <br /> staff. While it is not unusual for fire departments to feel that communication could be improved given <br /> the decentralized nature of the service, this is a substantial area of concern by the department and one <br /> which must have deliberate effort by management to improve. This is an area which should be <br /> ' addressed in the strategic plan as a tangible process for improved two-way communication. Labor <br /> leadership has a role in this communication as well, helping the rank and file members to set aside past <br /> ' grievances in favor of a preferred state of open communication between the line and management. <br /> Open communication can only continue in an environment conducive to sustained, constructive <br /> dialogue. <br /> Page 13 <br />