The primary focus of the meeting centered around the upcoming compensation survey. The board acknowledged the necessity of hiring a vendor who understands the unique challenges faced by small-town governments like Newbury, where employees often have hybrid roles. This complexity necessitates detailed and accurate job descriptions to ensure the survey’s effectiveness. The board agreed that initial communication with the vendor would be handled by board members, who would provide detailed departmental responsibilities and employee data. This approach aims to streamline the process and offer the vendor a clear understanding of the town’s structure.

The board emphasized the importance of the vendor’s credentials, specifically their experience with other municipalities. They discussed the key deliverables expected from the vendor, including a comprehensive labor market analysis, recommendations for new compensation plans, and a final report. Transparency regarding peer municipalities involved in the analysis was a concern, with the board expressing a desire to ensure the selected peers were both legitimate and relevant. The board was surprised to learn that the vendor might consider data from twelve peer municipalities, as they had initially expected fewer, and hoped that some of the vendor’s existing data could expedite the process.

The timeline for the request for proposals (RFP) was outlined, indicating that drafting the RFP would take about two weeks, followed by an advertisement period of approximately thirty days. The board anticipated reviewing the proposals sometime in October, with the intention of holding a special meeting for this purpose. Proposals would be submitted in sealed envelopes and opened publicly during a designated meeting, emphasizing the importance of transparency in the selection process.

In addition to the compensation survey, the board discussed ongoing personnel updates and job vacancies. The assistant Library director position had recently been filled, and the individual had already started their role. The four newly added part-time fire personnel positions and the conservation agent role were also filled. Interviews for the assistant Town planner position were still ongoing, while the full-time patrolman position remained vacant.

The board also revisited the reclassification of the treasurer collector position. Despite recent discussions, there were no immediate plans to fill this position as the review had only recently been completed. The treasurer collector position had not been evaluated for twelve years, resulting in a lack of competitiveness due to numerous new responsibilities being added over time. An assistant treasurer collector had been hired recently, which could assist in future succession planning.

A significant portion of the meeting was dedicated to addressing the challenges municipalities face in obtaining and sharing compensation data. There has been a noted decline in the willingness of municipalities to volunteer this information, leading to concerns about competitiveness in attracting qualified candidates. The board discussed the potential collaboration with Human Resources Services Inc. to collect and aggregate salary data from various communities. This collaboration would ensure that the information shared would be useful for comparative purposes without disclosing specific towns’ data.

The importance of maintaining a strong bond rating and financial health was underscored as it would help attract talented individuals to various managerial positions across departments such as police, fire, and public works. The board recognized the need for a comprehensive approach to job classifications and compensation, acknowledging that some positions had not been reviewed in several years. The discussion also covered the implications of publicizing financial information, weighing the advantages of transparency against the risk of revealing too much to competitors.

The conversation also delved into paid time off categories, including vacation, sick, and personal time, and how these should be categorized. Discussions about maternity and paternity leave, specifically regarding the Massachusetts Paid Family Leave program, highlighted the need for clarity on eligibility criteria and how this would impact the town’s compensation packages.

As the meeting concluded, there was a consensus on the need for careful review of compensation structures and job descriptions to ensure that all relevant factors are accounted for in the compensation analysis process. The board members acknowledged the importance of their expertise in guiding the process, with one member thanking the board for their valuable contributions.