The primary focus of the meeting was the ongoing difficulty in hiring a new public health nurse. The town has been unable to fill the position for over a year, despite efforts to adjust the salary to step seven of grade six, offering an hourly rate of $34.10. Comparisons were drawn to neighboring towns where public health nurses earn between $41 and $46 per hour, underscoring Kingston’s competitive disadvantage. The human resources director, Tina, and the health agent, Joyce, emphasized the need for a strategic review of the town’s compensation framework. They suggested that redesignating the nurse position from a graded to an hourly basis could allow more flexibility in responding to market conditions.

Further complicating the recruitment process were limitations imposed by a state grant, which could not be used to replace existing staff but only to fund additional services. This restriction, along with the town’s budget cuts, has hindered the ability to offer competitive salaries, reducing the pool of qualified applicants. Joyce noted that a promising candidate was unlikely to accept the part-time position due to pursuing a master’s degree and the inadequate salary offer.

The dialogue extended to the broader issue of turnover within the health department, affecting positions such as the veterans’ agent and building inspectors. It was suggested that elevating the public health nurse position to grade seven might better reflect the specialized skills required, aligning it with compensation for roles in public safety and education sectors. The conversation also touched on the potential benefits of hiring a nurse at a higher annual salary for a 30-hour work week, making the position benefits-eligible and possibly expanding the candidate pool.

Another point of discussion was the town’s overall compensation strategy. Concerns were raised about the rigidity of the current grading system and the necessity of a comprehensive compensation review. Members expressed the importance of aligning salaries and benefits with market rates to remain competitive. Tina noted that while there is no directive preventing hiring above step three, perceptions of such limitations persist, possibly deterring applicants. The board acknowledged the need for a compensation study to inform future decisions and ensure compliance with new Massachusetts law requiring job listings to include hiring ranges.

In addition to the public health nurse issue, the board addressed the recruitment for other town positions, including a youth librarian and an administrative role within the Board of Selectmen. There was discussion about the challenges of attracting candidates for these roles given the town’s compensation framework. Tina highlighted the interim assignment of a clerical worker to support the Board of Selectmen, reflecting ongoing staffing shortages.

The meeting also featured discussions on library operations, including the introduction of a new teen and emerging technology librarian, Parker Yarasitis. Yarasitis outlined his goals for outreach and collection management, emphasizing the need for more space for graphic novels and manga. Board members expressed support for Yarasitis’s initiatives, recognizing the potential for increased teen engagement through proposed programs like a graphic novel book club and a teen advisory board.

Additionally, the board reviewed the library’s solicitation policy. Concerns about potential favoritism and discrimination were raised, with suggestions to research policies from other libraries for guidance. The conversation also touched on the use of library spaces for political activities, with members debating the legal implications of permitting or prohibiting discussions on certain topics.

The meeting concluded with updates on various projects, including the library’s backroom storage cleanup and preparation for the fiscal 2027 budget presentation. The board acknowledged the importance of clear communication and transparency in budget discussions, particularly for departments with financial responsibilities. There was also a focus on adjusting to changes following the closure of book vendor Baker & Taylor, highlighting the need for new procurement strategies and partnerships.