EARL WATT
• Leader & Times
Seward County is a “house on fire” with a “toxic” environment according to Seward County Administrator April Warden.
Those were comments she made in an email sent to Seward County commissioners Tuesday evening and obtained by the Leader & Times through an Open Records request.
While Warden did not state what has created the environment, she suggested that the county pause hiring additional personnel under the current circumstances.
When discussing applicants for the Emergency Management position, she said, “I cannot in good conscience ask these professionals to relocate their families into an environment where they will likely fail.”
Warden said new hires are “immediately consumed by our crisis management, neutralizing the ‘new hire momentum’ we desperately need.”
According to Warden’s email, Seward County is “hemorrhaging employees” and said she asked Human Resources Director Angela Johnston to compile a report of turnover in 2026 which Warden said she expected to be “astonishing.”
Warden went on to say that the data would reflect a workplace “where employees do not feel valued and where trust has completely eroded, leading to internal conflict and a reactive leadership style. We have pitted employees against employees and turned it into a blame game.”
Warden did not indicate what led to the erosion of trust but stated, “Unity of command is what we are seeking ... We move forward as a unified entity, prioritizing the County’s reputation over individual agendas and the need (to) blame and cause internal conflict, employees turning on employees, and a divided community.”
Seward County Commissioner Vice Chair said employees have reached out to him with concerns, but those concerns were not about the commission but about administration.
“When I hear employees talk about a ‘house on fire’, they are speaking of the administrative floor,” Stanton said. “When they talk about toxicity, it’s how they feel about the environment in which they work.”
Stanton said these concerns were brought to him when he was running for office in 2024, and since being elected, more have brought their concerns to him.
Issues brought to him related around the massive tax increase and county spending, something the commission has addressed by lowering the mill levy from the 17-mill increase approved by the previous commission in Sept. 2025 and working on a new budget to reflect lower expenditures.
“The county commission is comprised of five different commissioners from five different districts who have five different views,” Stanton said. “When a decision is required, you have to align at least three of those views. There is no individual agenda. You need to do the will of the people and nothing else.”
Warden stated that “We are spending time in meetings discussing the crisis of the day (this has been going on for more than a year now) instead of a roadmap of how we are going to move forward.” But Stanton said there has been no effort recently to discuss future plans.
“How do we set plans and goals when we have no meetings to do that?” Stanton asked. “We have shut out the public by discontinuing town halls, leaving their only opportunity to speak to citizen comments.”
Seward County Administrator April Warden’s email to the Seward County Commission:
As your County Administrator, I am formally recommending a pause on the recruitment of new Department Heads and general personnel (other than first responders and the jail). Our current organization environment is characterized by severe instability and a lack of clear strategic direction. Onboarding new leadership into this “house on fire” is not only professionally irresponsible but poses a significant financial and continued reputational risk to the County.
We have identified exceptional candidates for the Emergency Management position; however, I cannot in good conscience ask these professionals to relocate their families into an environment where they will likely fail. A new leader cannot fix a broken system from within while simultaneously trying to navigate it. Instead of driving progress, new hires are immediately consumed by our crisis management, neutralizing the “new hire momentum” we desperately need.
We are currently hemorrhaging employees. Bringing new staff into a toxic or chaotic culture places an unsustainable burden on our remaining top performers, who must train others while their own hands are tied. This has accelerated the loss of institutional knowledge and fuels a cycle of turnover. Between recruitment fees, background checks, drug testing and the massive productivity of constant “onboarding and exiting” our current reactive approach is a waste of taxpayer funds. We are spinning our wheels at a high cost with no return.
I have asked Angela Johnston to provide the Board with the turnover rates, specifically for 2026, at our next meeting on May 4th. I expect these results to be astonishing. This data reflects a workplace where employees do not feel valued and where trust has completely eroded, leading to internal conflict and a reactive leadership style. We have pitted employees against employees and turned it into a blame game.
We cannot continue to state “this is the hand we have been dealt”, “we have no other choice”, mentality. It has created a culture of passive resistance and helplessness. It has killed the confidence of Administration and Department Heads, shifting their focus to one of survival and not proactive problem-solving. We have productivity paranoia, where the lack of trust from the top, results in an insecure and listless workforce. We are spending time in meetings discussing the crisis of the day (this has been going on for more than a year now) instead of a roadmap of how we are going to move forward.
Unity of command is what we are seeking. The Board speaks with one voice. We move forward as a unified entity, prioritizing the County’s reputation over individual agendas and the need (to) blame and cause internal conflict, employees turning on employees, and a divided community. This is a breach of professional standards. As an organization we have to choose the most responsible and ethical path forward. We focus on setting plans and goals, while empowering our staff to manage the day-to-day operations and personnel without undue interference. A “house on fire” cannot successfully expand; we have to repair our foundation. We need to value, hear and protect employees from toxicity. Lead by example.
We need to hit the reset button. Filling vacancies in an unstable environment is not moving forward, or responsible, in my opinion.
Thank you for your time and I welcome you to discuss this with me if you so choose.
Commissioner Mettlen’s response:
The County Administrator’s message reflects a candid assessment of current challenges and a commitment to addressing them responsibly. Our Department Heads remain dedicated and are continuing to lead effectively despite significant budget constraints, which have understandably created added stress. The lack of wage increases and recent benefit reductions have also contributed to employee attrition and impacted morale.
That said, the County is actively working to overcome these challenges, unify efforts across departments, and identify sustainable solutions. We remain committed to supporting our employees, strengthening our organization, and moving forward in a thoughtful and responsible manner.
Thank you,
John
