Tantramar CAO Jennifer Borne issued a news release last week revealing that while a number of recommendations from the Montana Consulting Group workplace assessment of Sackville Fire & Rescue have been implemented, several key ones have not.
Although the Montana recommendations themselves have never been made public, a Warktimes analysis indicates that roughly one-third of them focused on workplace culture and management accountability inside the department — the same issues firefighters say remain unresolved five years later.
Those issues include a lack of leadership accountability involving both the CAO and the fire chief, unresolved concerns about favouritism within the department, the absence of regular performance reviews for members based on reliable operational statistics and other management oversight measures that the consultants recommended to ensure transparency and restore confidence inside the department.
Borne issued her report after town council passed a motion on March 16 authorizing her “to release the implemented actions” from Montana’s workplace assessment.
Sackville Town Council authorized Montana to conduct the $31,500 workplace assessment in April 2021 after firefighters’ complaints of persistent harassment, bullying and favouritism led to the resignations of about 17 firefighters over a five-year period.
Former Sackville firefighter Kevin Scott—who attended a two-and-a-half hour oral briefing on the Montana recommendations along with about 30 other firefighters—posted a series of commentaries on social media in February and March examining each of the 20 recommendations.
He concluded that while some had been implemented, several key ones had not, confirming Warktimes’ own analysis based on extensive interviewing and research.
No CAO meetings re: fire chief
One key Montana recommendation called on the CAO to get feedback on the fire chief’s performance at least every three years from firefighters, fire department officers and other town employees.
It appears that recommendation was not followed.
The CAO’s news release refers to the recommendation this way:
“10. Ongoing opportunities and schedule for objective insight into Fire Department leadership via colleagues and firefighters.“
In his commentary, Kevin Scott wrote that the CAO’s meetings with firefighters simply haven’t taken place.
“Many firefighters first met the CAO, who’s been in that position for over three years, after the 12 dropped their pagers off at town hall,” Scott observed, referring to what happened in January when a dozen volunteers took themselves off the active duty roster list. Their withdrawal brought the number of on-call firefighters to 18, less than half the department’s full complement of 43.
No action on favouritism, accountability
Scott also referred to a Montana recommendation that called for changes to the fire department bylaw to address favoritism by establishing formal rules that apply to all firefighters equally. The consultants recommended holding meetings to discuss individual complaints and to determine whether an investigation would be needed to resolve them.
Although the CAO’s report refers to several changes that were made to the bylaw, no procedures were added to deal with complaints about favouritism.
Kevin Scott noted that the consultants recommended steps to provide accountability to members who raised issues either through the fire department’s chain of command or directly to the chief or CAO.
“Quite often we would bring up issues that would never get resolved or followed through [on] and this recommendation was to prevent that from happening,” Scott wrote in his February 16th Facebook post. “Problem is, it hasn’t been implemented yet, which means the accountability is not there.”
Here is the CAO’s only apparent or possible reference to this recommendation:
“19. HR Personnel Meeting(s) — confidential, undertaken by former Town of Sackville Administration.“
Performance reviews

Former Sackville firefighter Kevin Scott currently is a volunteer with the fire department in Point de Bute
In her report, the CAO refers to requirements that firefighters attend 60% of all training practices and 40% of all emergency calls. “Any member failing to meet these attendance requirements will have their status reviewed by the Fire Chief,” she writes, without mentioning the Montana recommendation that the chief keep statistics on attendance and conduct performance reviews at regular intervals agreed to by the CAO.
Warktimes has learned that several firefighters complained to the consultants about the lack of regular performance reviews.
Who can drive a fire truck?
The Montana consultants also dealt with the contentious issues of who is allowed to drive a fire truck and who can sit in the passenger seat of the first responding vehicle. Female firefighters complained to Warktimes that they faced persistent discrimination over these issues despite their training and qualifications.
In his Facebook post on February 19th, Kevin Scott wrote that this had been an ongoing issue for many years.
“It has caused a lot of discussion and many arguments because there were no guidelines set up on who could drive the truck,” he added.
He noted that Montana recommended that the chief and the town develop written criteria in collaboration with the firefighters for the qualifications required to drive a truck.
It appears from the CAO’s report that this recommendation may not have been fully implemented yet:
“13. Ongoing progress for Standard Operating Procedures (SOPs) specifically related to the operation of fire department apparatus.“
Montana also recommended developing written criteria for the qualifications needed to occupy the passenger seat in the first responding vehicle.
The CAO’s report indicates this reform is also ongoing.
Workplace harassment training?
While the Montana consultants recommended training for firefighters and supervisors on the workplace harassment and violence policy under regulations in the province’s Occupational Health and Safety Act, it’s not clear from the wording in the CAO’s report whether the training has actually taken place:
“5. External 3rd party training completed under OHSA General Regulations 91-191, policy created. Current corporate version Municipality of Tantramar Workplace Harassment and Violence Policy No. 2024-10.
Process for handling grievances
In 2021, several firefighters complained to Warktimes that the grievance committee to deal with workplace complaints had never been set up, leaving members with no choice but to file their complaints to the chief, even if those complaints were about him.
Warktimes reported then that: “Multiple firefighters say attempts to lodge complaints with CAO Jamie Burke have been rejected, with Burke advising members to go through the fire department’s chain of command.”
Several firefighters said they raised this issue during their interviews with the Montana consultants, but there is no direct reference in the CAO’s report to any “implemented actions” about grievance procedures or any reference to such procedures in the town’s new fire department bylaw.
The fire department policy adopted on August 9, 2022 says members must first discuss their complaints with the chief.
Implemented actions
CAO Borne’s report lists several actions flowing out of the Montana recommendations that do appear to be more fully implemented.
Town council adopted a new bylaw governing the fire department; firefighters became part-time, municipal employees; the town adopted a hiring process with formal recruitment and qualifications criteria as well as clear physical fitness standards and testing plus a formal process for firefighters returning after leave.
In her point #3, Borne states:
“Finalize and formally document the Fire Chief’s role, responsibilities, and authority in clear governance leading to clear, shared understanding of the Fire Chief’s authority, duties and accountability.” These are set out in the new fire department bylaw.
“6. Update Confidentiality Agreement and ensuring Firefighters understand obligations.” These are set out in the new policy governing the fire department:
Power & control
Many of the implemented recommendations increase the authority of the fire chief and CAO, while recommendations to make them more accountable have not been implemented.
Kevin Scott repeatedly emphasized this theme in his Facebook posts pointing, for example, to one recommendation that calls for all personnel issues to come under the sole jurisdiction of the fire chief or the CAO.
“Who does a firefighter go to when the issue is with both the CAO and the chief?” Scott asked in his Facebook post of February 15.
“When the two have each other’s backs, it makes for frustrating situations!” he added.
Scott says he still stands by his post on March 27 calling on both the chief and the CAO to resign.
“It’s time to start thinking about the fire department and more importantly, the citizens of Tantramar. People want to feel safe and right now, not everyone feels that way.”
To read CAO Borne’s report on “implemented actions,” click here.
NOTE: The CAO’s list of 20 “implemented actions” does not correspond one-for-one with the Montana report’s 20 recommendations. Several actions refer to the same recommendation—particularly the change recognizing firefighters as municipal employees—while others describe ongoing policy initiatives rather than completed reforms.






























