02:23:26A significant portion of the meeting was devoted to the grading plan, where committee members examined the implications of categorizing job positions into specific “buckets” based on consistent scoring criteria. Concerns were raised regarding large gaps between certain pay grades, such as between 514 and 524, which prompted discussions about fairness and equity in compensation. The proposed system would encompass nine buckets, each representing a range of salaries incremented by 50 points. This approach aims to streamline salary determinations and ensure consistency across various roles within the town’s administration. Positions like the “administrative assistant” and “substitute library associate” were grouped together, while others, such as “custodian” and “transfer station attendant,” were categorized separately.

The committee deliberated on how to fairly assess employees’ pay based on their roles and years of service. Questions arose about whether the pay increase process should rely solely on tenure or if performance should also factor into decisions. One member emphasized the need for clarity in applying these grading scales.

02:40:23In addition to restructuring the pay grades, the committee tackled the topic of COLA. Committee members reviewed various proposed COLA percentages from surrounding towns, with suggestions ranging from 2 percent in Ashfield to 3.5 percent in Shelbury. Recognizing the challenge in reaching a fair recommendation, the committee weighed the benefits of COLA versus merit-based increases, reflecting on private sector practices where merit often plays a role in pay adjustments.

The conversation revealed a split in opinion regarding the appropriate COLA percentage, with some members advocating for a 3.5 percent increase based on regional data, while others suggested a 4 percent hike to align with feedback from surrounding communities. A motion was made to propose a 4 percent COLA, which progressed to a vote.

As the committee explored the complexities of the grading system and COLA, they also addressed the timeline for step increases, considering whether adjustments should occur annually or biennially based on employee tenure.

01:32:34Beyond the pay structure and COLA discussions, the committee examined various municipal positions, including the library director, town clerk, and police officers. Adjustments were suggested for these roles, focusing on qualifications, responsibilities, and the required skills. The library director’s position, for instance, sparked debate over the physical skills required, ultimately leading to a consensus that the role is more mental than physical.

01:21:10The police officer evaluations highlighted concerns about the necessary problem-solving skills, with discussions about whether to elevate the rating from a four to a five. The committee recognized the advanced training police officers undergo, which carries implications for their responsibilities. However, there was caution against equating these responsibilities with those of department heads.

01:27:14The responsibility for updating these descriptions was attributed to department heads, emphasizing the need for future agenda items to address necessary revisions.