The meeting’s primary concern revolved around the Conway Police Department’s staffing difficulties and budget constraints. Police Chief Eric underscored the impact of recent legislative changes that have eliminated part-time academies, historically a crucial avenue for recruiting part-time officers. This shift has led to a dwindling pool of part-time officers, as they are increasingly drawn to municipalities offering full-time positions, intensifying the department’s staffing woes. The Chief highlighted a recent resignation that left the department with only five part-time officers, emphasizing the urgency of addressing this gap.

Chief Eric proposed two budgetary options to address these challenges: maintaining the current staffing levels or hiring an additional full-time officer. The latter option would result in a modest 2.4% increase in the department’s budget, bringing it to approximately $685,000 compared to the $670,000 needed without adding a full-time position. This increase aims to mitigate overtime costs, which have surged due to the reliance on part-time officers, who often have competing commitments.

The conversation delved into the logistics of hiring and training new officers. Suggestions included recruiting individuals who have already completed academy training or self-sponsoring candidates. However, the competitive nature of full-time salaries remains a barrier, with larger cities offering sign-on bonuses that Conway cannot match. The possibility of offering contracts requiring new recruits to commit to a certain number of years of service in exchange for academy training coverage was also discussed.

Chief Eric highlighted the department’s past success with a staffing model that included two part-time officers for every full-time position. However, this model has eroded over time, creating challenges in maintaining adequate coverage when full-time officers are unavailable due to vacations or injuries. The discussion considered revising shift schedules to enhance coverage during peak times, exploring various scheduling options to ensure the feasibility of adding a full-time officer.

The need for realistic budgeting practices was emphasized, particularly concerning part-time versus overtime allocations. Chief Eric noted that while the overtime budget exceeded expectations in the past year, the underutilization of the part-time budget had mitigated the financial impact. He advocated for a budget that accurately reflects staffing resources, stating that without sufficient part-time officers, allocated funds remain unused.

In contrast to the police department’s challenges, the library representatives presented their budget requests, focusing on maintaining current service levels and addressing community needs through expanded hours. The library proposed adding Thursday hours, responding to patron surveys indicating demand for this change. This expansion would require additional staffing hours, primarily from part-time employees, to avoid increased costs related to benefits.

The library’s efforts to enhance services also included a grant application to fund sensory-friendly hours and spaces. This initiative aims to create an inclusive environment for patrons, particularly those with sensory processing challenges. The grant, submitted to the American Library Association, requested up to $220,000 to support these enhancements. The library representatives stressed the importance of sustained community support to maintain these programs if grant funding is not secured.

Questions arose about the sustainability of the library’s initiatives, especially in light of nearby libraries’ renovations and expansions. The library representatives emphasized collaboration over competition, recognizing the shared patron pool among local libraries. They highlighted the library’s role as a community hub, providing a warm and accessible space for residents, particularly during the winter months.