Recent reports that the Government is stepping up measures to protect public sector staff from threats and harassment should concern every Bermudian. No one should feel unsafe at work, and intimidation or abuse of public officers, whether online or in person, is unacceptable and must be condemned without reservation.

It is also important to be clear about one point from the outset. Public servants do not design government policy, determine staffing levels or create the systems within which they work. They should never be blamed for failures that arise from leadership decisions, under-resourcing, or outdated processes. Protecting public officers and respecting the work they do must remain a priority.

At the same time, this moment invites an important and necessary question. How did we get here?

For many residents, their only interaction with government occurs at the front line. Departments such as the Transport Control Department, Immigration, Planning, Social Services and our hospital are where trust in public institutions is most often formed. These interactions are shaped not by individual workers, but by the systems, policies, and support structures surrounding them.

Across the island, people regularly describe long delays, inconsistent information, and unclear processes. Files move slowly or appear to stall altogether. Different departments provide different answers to the same question. Communication is often limited, leaving people unsure where matters stand or what steps come next. These are systemic issues, not personal ones, and they reflect long standing challenges in management, coordination, and resourcing.

Recognising public frustration must never be confused with excusing threatening or abusive behaviour. There is no circumstance in which harassment, intimidation, or violence toward public officers is acceptable. Those actions undermine the rule of law and place unfair pressure on individuals who are simply doing their jobs.

However, focusing solely on security measures without addressing the underlying causes of public frustration risks missing the larger issue. Protective protocols may be necessary in the short term, but they cannot substitute for meaningful reform in how public services are delivered and managed.

A more constructive response requires leadership to address the systems themselves. That includes investing in proper staffing and training, setting clear service standards and timelines, ensuring consistent guidance across departments, and establishing complaint and escalation processes that lead to resolution rather than dead ends. It also requires transparency and accountability when systems fall short.

Supporting public officers and demanding better leadership are not opposing ideas. In fact, they are inseparable. When systems work well, public servants are better supported, the public is better served, and trust is strengthened on all sides.

If we want safer workplaces for those who serve the public, we must also commit to rebuilding confidence in public institutions. That confidence is earned through competence, clarity, and respect, not through security measures alone.

The real challenge before us is not only how to protect public sector staff, but how to restore a healthy relationship between government services and those being served.

Maurice Foley is a former One Bermuda Alliance Senator