The meeting began with a discussion led by the provisional police chief regarding the department’s budgetary challenges and staffing shortages. The chief explained the complexities of the civil service process, which had delayed the hiring of a deputy chief—a position newly created in Acushnet. This delay was partly due to the need to establish comprehensive criteria for the role, which was necessary before the position could be advertised. The process had already taken four to five months, with the initial form approval still pending.

Committee members expressed concerns over the protracted timeline for hiring a new chief following the former chief’s retirement announcement in May 2024. Questions arose about the lack of urgency in filling this critical role, despite earlier meetings emphasizing its importance. The acting chief, who transitioned from a patrol sergeant, acknowledged the challenges of assuming the role without sufficient preparation, describing it as a significant hurdle.

Staffing levels were a key point of debate, with members noting that other towns had managed similar transitions more efficiently. The absence of a second-in-command position within the department was also highlighted as a challenge, given that many towns of similar size have such roles filled. The current situation, compounded by the transition from patrol sergeant to acting chief, posed leadership challenges for the department.

The discussion also touched on budgetary specifics, noting that increases in dispatcher line items were due to contractual obligations rather than new positions. The chief mentioned that salary increases for officers were tied to educational advancements, with significant jumps for those moving from an associate’s degree to a bachelor’s or master’s degree. Concerns about overtime were addressed, alongside queries about a substantial cut in the clothing allowance.

A issue was the state of the police cruisers, with the chief indicating that the department had exceeded its vehicle maintenance budget due to previous cuts. The aging fleet, with high-mileage vehicles, required urgent replacements not accounted for in the current budget. Discussions around vehicle acquisition revealed a shift in capital item classification, affecting procurement strategies. Two new cruisers were needed, and previous budget cuts had impacted the acquisition of a Tahoe, now deemed too expensive compared to alternatives like Dodge and Ford.

The meeting also addressed tariffs on imported parts, which added complexity to budgeting and procurement. Tariffs, although paused for 90 days, could impact future costs for school buses and police vehicles due to the international sourcing of parts. A representative mentioned that while Dodge vehicles were assembled in the U.S., many parts were sourced internationally, adding another layer of complexity.

In addition to police department challenges, the committee also discussed staffing issues across various departments. A new custodian was hired to replace an external cleaning company, framed as a cost-effective move. Broader manpower challenges were discussed, with a focus on hiring and retention issues. The potential elimination of civil service exams and age limitations in hiring was mentioned.

The conversation also touched on police training costs, which had doubled due to budget cuts. Increased expenses for sending officers to the academy were highlighted, with the community engaging with legislative representatives to address these funding challenges. The inability to replace officers on leave had led to increased overtime costs, further straining the budget.

Concerns about wage compression within the police department were raised, particularly regarding pay disparities between sergeants and officers with varying years of service. The competitive job market and potential pay disparities posed retention challenges, prompting ongoing discussions about equitable pay structures.