The most pressing discussion focused on the recruitment and retention issues within the Newbury Police Department. The Chief outlined the challenges of hiring officers under new legislative changes that require civil service departments to source half of their recruits from a civil service list and the other half through transfers from non-civil service departments. This adjustment is expected to heighten turnover, particularly in smaller towns like Newbury, where maintaining a stable workforce has traditionally been an advantage. Currently, the department faces two open full-time positions with a third expected to become vacant in the fall due to a transfer.

The Chief emphasized the financial and logistical strain of training new officers, which involves considerable investment in training, equipment, and salaries. This process can take up to nine months before recruits become fully operational. Concerns were raised about the town’s investment in training being potentially lost if officers leave soon after completing their training for better opportunities elsewhere. The Chief stated, “We may see more kind of turnover than we ever have in the department,” reflecting on the department’s new reality without its traditional reserve-based hiring system.

A significant portion of the conversation revolved around the financial implications of training new officers who may not stay long enough to justify the investment. The Chief expressed concern about the lack of mechanisms to recoup these costs if an officer departs shortly after training. This challenge, coupled with the high cost of living in Newbury, which forces many employees to reside in more affordable areas like New Hampshire, exacerbates the recruitment problem. The Chief remarked, “Most of our employees live in New Hampshire and commute from there because that seems to be where it’s reasonable.”

Another dimension of the recruitment issue involves the broader trend of officers leaving for better-paying positions with more favorable benefits and work-life balance, often closer to their homes. The Chief noted that “one is leaving because he got a job in his hometown,” underscoring the importance of competitive compensation and local recruits in sustaining a stable police force.

In response to these challenges, the Chief called for community involvement in recruitment efforts by sharing job openings on social media platforms, a strategy proven effective in the past. Moreover, the Chief highlighted the importance of maintaining visibility on professional networks like LinkedIn and Facebook to attract potential candidates. The Chief also mentioned the department’s participation in mutual aid agreements through networks like NMAC, which allow for resource sharing during critical incidents.

Beyond the immediate challenges facing the police department, the meeting also dealt with the implementation of a new job classification and compensation system. This transition, described as involving administrative work, aims to ensure that employees are placed within appropriate pay ranges under the new system. Board members discussed the complexities involved in comparing new and old job classifications, acknowledging the need for a systematic review process to maintain fairness and accuracy.

There was a proposal to involve an external expert, Sandy, to aid the board through this transition, particularly during job ratings. Sandy’s participation, potentially via Zoom, was seen as beneficial for providing guidance on the new classification system, which introduces a “14 point factor” methodology for job evaluations.

The board also touched on the necessity of conducting regular market analyses to ensure competitive compensation, a task complicated by financial limitations in smaller communities like Newbury. The discussion concluded with a focus on maintaining communication and clarity as the transition to the new system progresses, with a commitment to review job classifications and salary structures regularly to attract and retain talent.