The foremost topic of the meeting revolved around the hiring of a full-time finance officer, a position that had been left vacant since the previous officer, Mary, departed. The council’s discussion highlighted a general consensus on the necessity of expanding the staff to address resident concerns about city finances, which had been amplified on social media platforms. The conversation revealed a shared understanding of the need for a dedicated finance officer to manage the city’s budget, which exceeds $1 million, effectively.

Council members debated the challenges of staffing efficiency and the training of new hires. One member emphasized the urgency of addressing the understaffing issue, remarking, “we need to do something,” to initiate the hiring process. Yet, concerns were raised regarding the training of new personnel, with one member articulating that the training of past administrative assistants had been inadequate. This member pointed out that the city’s operational knowledge should not be concentrated in a single individual, stressing, “it shouldn’t be that one person has all the knowledge of the city.”

The council also explored the merits of cross-training within departments. Some members advocated for this approach, expressing frustration over the lack of progress in implementing cross-training practices. However, others cautioned that including cross-training requirements in job descriptions might deter potential candidates.

The discussion further covered the need for checks and balances in financial management, noting the current system’s reliance on a single person. There was a call for enhanced oversight and accountability, with a dedicated finance officer expected to improve transparency. The council also discussed a new accounting software tool slated to go live in June, which was designed to aid efficiency without replacing staff.

The conversation shifted to the timeline for recruiting the finance officer, emphasizing the need for prompt action. A council member noted, “we can’t train anybody if we don’t have them in the building,” underscoring the urgency to commence the hiring process. Concerns about the quality of candidates due to the rushed timeline were also voiced.

Attention turned to budgetary considerations that would impact the hiring and operational strategies for the coming year. A proposal was put forth to delay decisions on new positions until after finalizing the budget, expected in a few weeks. This delay was intended to provide a clearer picture of the city’s financial standing and future obligations. However, some members expressed concern over potentially losing key positions if hiring was postponed, arguing, “we have the funding to take care of it today.”

The council faced a dilemma between addressing immediate staffing needs and adhering to long-term budgetary strategies. Concerns were raised about the current budget’s shortfalls, particularly regarding unexpected expenditures in various departments, including legal fees and fire department costs. The need for workshops to address future budgets, particularly for 2025, was acknowledged.

Deliberations also touched on the importance of supporting city staff, with encouragement to avoid undermining efforts to fill vacancies and maintain smooth operations. There was a suggestion to prioritize filling the finance officer position, potentially delaying the hiring of an administrative assistant.

In addition to staffing and budget discussions, the council considered the purchase of a new mower for public works. The public works representative reported satisfaction with the bids received and addressed the challenges of selling large mowers due to their size. The council deliberated on whether to trade in or sell the old mowers outright, eventually approving the purchase of the new mower, highlighting the practical and financial implications of such equipment in the broader context of budget discussions.