By Brittany Amalfi

When Araya Landry stepped into her role as Director of Prevention & Human Services, she faced a significant challenge: assessing what was working, reinforcing existing programs, and building greater stability across the department. The work required balancing immediate community needs with long-term stability. Human Services departments often operate in a constant state of urgency, with high demand for support and limited resources. Establishing structure while maintaining services became an early priority.

“Supporting staff starts with being intentional,” Landry said. “That means giving employees realistic workloads and making sure they feel supported. We’re a team, and that sense of teamwork is essential.”

Landry emphasized that collaboration has been central to navigating competing priorities. Rather than attempting to address every need at once, the department focused on assessing impact, urgency, and available resources. “Collaboration is essential,” Landry explained. “I rely heavily on my team. Together, we prioritize based on impact and urgency, which helps us stay focused even when everything feels urgent.”

Clear communication, she said, has also been critical in building trust during a period of transition. Transparency about challenges and goals helped create stability within a largely new team. “Trust is built through transparency,” Landry continued. “We make sure staff understand what we’re facing and where we’re headed. The best teamwork comes from navigating challenges together and coming out stronger on the other side.”

Landry and the team have been maintaining existing programs while also guiding the department through expansion efforts shaped largely by community input. They listen to residents and evaluate past success, which leads to the department’s evolving priorities. She commented, “A big part of expanding programs is hearing directly from our community. We pay close attention to residents, look at what has worked well in the past, and bring in programming that reflects current needs.”

That approach has driven a growing emphasis on prevention, education, and support services. Programs focused on parent education, mental health resources, caregiver support, and broader community well-being now reflect the department’s vision.

“Programs that focus on prevention and education best reflect where we’re going,” Landry continued. “We’re always assessing community needs and evaluating what resonates with residents.”

Although participation trends are still being assessed, Landry noted that the department remains committed to expanding services across all age groups.

“Our focus is continuing to expand programs for everyone — not just students, but parents and caregivers as well,” she said. “Mental health and basic needs resources, like housing support, remain ongoing priorities.”

Like any rebuilding effort, progress has not been without obstacles. Landry acknowledged that setbacks are an inevitable part of organizational change. “Setbacks require patience and perspective,” Landry said, eloquently. “Progress isn’t always linear. Challenges often provide opportunities to reassess, adapt, and improve. And challenges make you a better leader.” 

Landry measures success not by milestones but by stability and impact. With many staff members new to the department, creating a community of transparency and collaboration has become the most prominent feature. “A successful department becomes clearer over time,” she said. “That means being fully staffed and meaningfully meeting the needs of residents. Everyone across departments has been so helpful and willing to jump in at every turn.” 

Assistant Town Manager Katherine Bird emphasized Landry’s leadership and how it has strengthened the department’s services and internal workings. “We did have a foundation,” Bird said. “But Araya came in and really built up the department. She consistently builds her team and works exceptionally well with them. She’s done an amazing job not only maintaining but also expanding our programs and crucial care services for residents, while prioritizing her employees’ health and safety.”

Landry is quick to redirect praise to her staff, which includes Social Worker, Julie Tokarowski, Case Manager, Devin Lopes, Youth Coordinator, Berlin Awach, BU MSW Social Worker Intern, Morgan Foley, and Food Pantry Coordinator, Yucchi Cote.

“Our team has been incredible,” Landry said. “Across departments, people are willing to pitch in and help. That shared commitment is what makes this work meaningful.”

Landry concluded by saying that the best part of this job is working with a team. She says that working with people who share similar values within her team and across all departments makes this work meaningful. Everyone is always willing to jump in and help out, and that is how a successful Human Resources Department runs. Between Araya Landry and her team, Ashland’s Human Resources Department is in excellent hands, and the community is excited for what’s to come.