let's call the March meeting of the town of New Human Resources Board to order uh here tonight are Diane Doleman John Ferrar Anthony Antico Lynn Pe Patty Fisher thank you all and joining us
again this month town administrator Tracy Blaze welcome Tracy nice to see you uh first order of business is to review and approve the minutes from the last two meetings i've got the meeting of Monday January 27th
first has everyone had an opportunity to poke through these yes yes thank you is there a motion to accept the minutes as written i'll make the motion second any discussion tony this is where we typically turn to
you for any grammar or Well I must say it's was quite good okay not perfect but we're getting there well done all right no no discussion okay all those in favor accepting the minutes of the meeting of
January 27th say I i unanimous thank you now return to the meeting minutes from Monday March 3rd again we'll need a motion to open the conversation i'll make that motion as well second second any discussion about the meeting minutes
from March 3rd none on my end no no seeing none to a vote all those in favor of accepting the minutes as written say I i thank you again Diane appreciate it as always getting them to us in advance d
do you have any extra agenda for today um I do not someone did not have you go i'll I'll just pass this on the chair okay thank you did you uh next item on the agenda are
employee issues i'm not aware of any i would be Diane and Chief Fish discuss anything that may be brewing i have nothing on my end nothing on my end tracy anything nothing okay thank you next item of business is personnel actions and job vacancies diane if you'd
like to give us an update as to what's happening there as well as Chief Fisher on the PD uh everything would be the police department at this point so I will let you take it from there certainly we had um um our our 19-hour week
administrative assistant um Martha Ley is finally this was her first retirement job she's officially retiring um so we posted for her position and um conducted interviews and have just appointed um she'll be doing her HR paperwork
tomorrow um Sally Palin for a replacement so um we're very happy about that great we also have a posting um internally for the full-time um dispatch vacancy it's a a refill a vacancy not a
new position um for our full-time dispatcher um and we do have an internal candidate who is interested in that um so there's that we have added um two positions to the tax abatement program
um one of them is for harbor master helper that's been a position we've struggled filling traditionally um down at the town landing during the summer they just make sure the stickers are on the boat and that everybody has help um and then we're also adding a parking
monitor down at Plum Island Center for that position um again they're not enforcement they're just letting people know that that's a permit only spot in where they can do pay parking down at Home Island i think that's it and you
still have a full-time um patrolman position open no no we have one vacancy but we're not that's not posted yet yep great thank you anything else
okay workplace issues discrimination issues ethics anything in that catch all i'm not aware of anything no safety issues anything you report an error in nothing
no okay let's get to other business uh as we discussed in preparation for this meeting um we were still holding on one or two items that Sandy from HR systems was
hoping to get to you by today that happened or so uh I spoke with her today and she was waiting for that uh fire the fire information that I think we forwarded over to her from Marramac and then she was confirming
I sent it to her the day after yes she has that and she also um was just uploading the information from our collective bargaining agreement for the fire so she has all of it ready to go she just wanted to confirm that there were no changes from our meeting last month and I indicated that I didn't
think that there were so she's going to be sending me over the final report that we had previously drafted so I will have that tomorrow and she said she will also be sending over to me the classification schedule and the rating manual as final okay so I will have that tomorrow but
she wanted to just do a final check there were no changes from our last meeting great okay let's open up the the conversation um still have some deliverables from Sandy but I think they're not critical
to having this conversation today couple of open-ended items that that I thought of uh off of last month one was the fact that uh I I think correct me if I'm wrong i think Sandy was suggesting or perhaps recommending
that the town adopt the the rating the classification rating system that that she has used historically which has I think 12 or 13 factors as opposed to the nine or 10 we have been using for years does anyone
have thoughts on that chief um I liked it i it for some reason the piece when she said that element of ours that was um you know that might be considered unfair or not equitable where we have the subjectivity that it was too
subjective struck home with me um so at at a minimum I think even if we keep ours I think we need to look at that because that um didn't really sit well with me um are you referring to the one two three ratings one two three ratings that she mentioned at the end when you
know when we were like these are you know what I mean a place where it's a one offer if we need to move it i think what we liked it for is the piece that she discouraged it for really um and in my mind adding the extra kind of
assessment questions kind of made up for that piece in ours so I wouldn't be opposed to to looking at switching over okay thank you for that any other comments yeah I felt the same way she brought up the pay equity about that that
subjective that could you know um put the time at risk so um I think if we're looking at updating our documents and we've gone through this process and expense we should you know update our classification system i don't see any reason why we shouldn't
yeah she she also addressed the frequency with which she thought we might want to review uh either specific or all positions in the grid uh she was certainly
recommending we do it more frequently than we have which would be easy to do since it's been a number of years for some but let's just kick that around a little bit what do you folks feel about um you know the possibility that
every 24 months every two to three years we review all these roles or do we do it as we've done in the past on kind of a peacemail basis or an as needed basis which I think is been the the norm over the last few
years when we realize something may be out of whack we take a really close look at it and you more often than not there is an adjustment made although not always it it might be as simple as um or not simple as when we have a vacancy
right department heads need to get it into the system when we post are you redoing the job description does do any changes need to be made so it might be a dialogue before we submit the you know the vacant job piece you know even
before we post it internally so that at least the department heads are getting eyes on the job description um as written and meeting like I know I went over um you know I've been fortunate enough Martha gave us plenty of notice
but one of the things we did was before we posted we sat down and I said you know hey Is this still real you know have we made any changes for this so you know I think if even if we implement that practice and then bring forward
anything that has changed I think would be good so just to clarify so if somebody's leaving the position that's when we would ask the department manager to um review the job description and see make sure it's make sure it's still the
same yeah you know so we've got the opening you know from a vacancy for dispatch normally like I'd just be like it's dispatch you know what I mean it's what we do it's a part of normal operations you know when was the last time I actually sat down and read the job description to make sure you know
what I mean that the the day-to-day assumed duties are actually are irrelevant in in writing um so I I think that I could see putting that step in place because we just
assume you know a job evolves without really noticing sometimes and um I think we just assume that what they do today is what was in writing when they applied for the job however long ago and we've been fortunate
although we have had turnover I think we're very fortunate for the longevity in positions that we do have um that I I think that that stuff could be put in I think that's a great option you know but as well when you have so
that would be something to do but then also if you have somebody in place for 10 15 20 years you know what kind of cycle do we want to put in place for that job description to be reviewed periodically Yeah that's the other piece of it yeah yeah to your point Mark that's that's
the reason that it went so long because we had so many people that were here for 25 years right there wasn't we didn't have eyes on those job descriptions um so and now at least we have a baseline that we didn't have previously right
relative to the competition out there now that's going to change again in 18 months 24 months two weeks so so does it feel like it may be a combination of all of these ideas that you know as once when somebody leaves a
role the hiring manager is responsible for making sure that the duties and responsibilities as written are consistent with what the reality is mhm that's one piece and and I think with that piece right so again using the
administrative assistance piece when I review that job description because I'm going to post for it I wonder if there's a changing the date on the job description for our own records to be like you know it was reviewed you know
what I mean and still and still relevant you know what I mean so that we can look through posting you know job descriptions that we have to be like yeah they've all been looked at or updated you know within the last 5 years you know I think would be you would just
send it to me and I would put it on the chart and show that you've reviewed it at such and such a date so it's been updated and I think as practice we've done that as people leave i mean we really have when anybody's left I mean I think um we've we've looked at in as
practice we've looked at those job descriptions and updated them i know the library just did a complete review right um so certainly I can just you know update the chart with that it was looked at i think also it's if there's no material change in the job description there's no reason to bring it before the classification
um so what would the committee be looking for like anytime a a job description the date goes beyond five years then that would be a trigger that we would bring it before you three years or two whatever the well what would you want to
see well yeah that was the original question what is what is the aidence of it yeah how you know how old these things age i think they suggest a point of contact uh uh of of the um the the
personnel what do you call it the the supervisors the bosses you know on on the line whatever because sometimes it may uh not flow in a in just a mathematical calendar year it may flow because of uh uh things that hap has
happened in his or her you know purview oh I I should talk about that to somebody because this may be problematic you know i see it as more of of a of a free flowing kind of a thing you know tracy is is typically very good at that
in general and that if you think about two three four maybe five times a year Tracy will come to the HR board ask us to look at a current role and it's not always because someone has left it's because she's recognized as the as the TA
that that somebody has assumed significantly greater responsibility has maybe taken on responsibility for another group or or another function and as a result we need to take a second or a
fresher look at that role and so that happens I'm guessing three four five times a year seems like we create a subcommittee and and do what we need to do for a role it's not always because someone's fled so when you're addressing the subjectivity issue whereas I mean
somebody terminating a turnover location as the chief mentioned is a is an inaugural step those have to be reviewed on the spot because you're bringing somebody in but the element of specialized you you're realizing that somebody's been in the chair for five
years and has amalgamated a job description much different than the day first um I mean it's a learning curve start with the the turnover folks you make the judgment on those folks who have got remarkably
uh complicated job descriptions by immersion in the town of Newber and the work they do and the work they've assumed and every job is is a little bit of osmosis and they take on one task after another until don't recognize
their job description anymore and you make the judgment that that specialized group along with the turnover group is part of the inaugural group to be reviewed by the HR committee and then we'll learn how to do all the rest but those sound like uh imminent the ones
that need to be the first out of the block so it sounds like it it can be a combination of two or three different things at a minimum whenever someone has resigned The hiring manager along with Tracy would look at
the duties responsibilities functionality of the role to determine whether it requires an update right a second would be um added or increased responsibility
yeah added responsibilities regardless of whether someone remains in a row or not it's up to the hiring manager and again in concert with Tracy to bring to us and doesn't doesn't inject a preventive yeah matter it doesn't require somebody to be giving notice you
you want to be you want to have giving you notice and then the third point is to what the chief's comment was that maybe at a minimum we we create a system so that we know
that you know pick another every 24 months every 36 months at a minimum we're reviewing each role as it relates to the outside you know outside these four walls right don't have to go through an entire process with Sandy to
look at 65 roles But you know perhaps you know two or three times a year we might ask her to review the treasur collector role review this and how do we pick those roles to be
reviewed you know and we do that let's just be aware of the squeaky will right like you know somebody's always going to come up and say well I do more than I was hired for right and so then we do we do a review of their job description but just making sure that those weren't the
only ones that we're reviewing right well is that as simple as creating a a sort of a flag system a flag in the system saying that you know whenever whenever a role has not been reviewed by the HR board for again two years or
three years it automatically pops up as something we need to do i I have a thought um first a comment i was thinking that we wouldn't hire somebody to review it that we would use our new scale to make sure it's correct
um but is a simple solution just hey every department head February 1st you need to look at all job descriptions you're responsible for and make sure that they're still accurate job descriptions and report back to
Tracy so we can redate the the job descriptions and then when if I say "No I have one job description that's not out and Highway has another one." Well then we schedule them to come before us i I think that
might be I as a department head I would find that reasonable and almost helpful to be like hey sit you know once a year sit down with your people you know what I mean and and make sure that what they're doing is actually in writing and report back is that that sounds good is
that doable from an ad an administrative perspective within the town you know to put that in place and to ask directors managers leaders to do that and pick a time when you know lots of other things
are not um on their plates not February 1st yeah not at the start of the time i I think I would think like in July I think that's inherent yeah yeah and and as we were talking about you know earlier in in the
role of the department heads you know the bosses you know let's sit down you know uh you know you you'd like to see any changes to be made for example in this department or you know whatever yeah my last point was was not so much about
changing in in job responsibilities but thinking about why we asked Sandy that to help us in the first place is to make sure that it's not another eight years before we look at every role in the organization as it relates to other municipalities
not necessarily job functions not you know the language of the duties responsibilities but how do we ensure that we don't get caught looking at a role and not knowing what other municipalities pay for that role for five years i was I think that was one of
the key points she made that we need to be more current with what the marketplace looks like because for some of these roles it's been forever yeah and it's interesting i was at a meeting earlier today and we were talking about our collective bargaining agreements that we've been working on and what
we're looking at for colas and and where we're at our generally 2% um sometimes a three here and there um everybody else at the table was up at over four so we're going to find sooner rather than
later we're going to still be dropping down right right so as the town administrator how do you feel about this conversation and whether we adopting Makes great sense i mean like you said we we went so many years
without thinking that we needed to address it um because we had such a solid staff in terms no changes um at resignations absolutely 100% um added responsibilities or the squeaky
wheel however that happens we kind of do that anyway um but I like having a review um with a date yeah people are used to oh yeah it's June 30th i know I got to review all those job descriptions or
whatever it is i think that's great but staying staying competitive outside is kind of a whole different issue um so I don't know what the timeline you know every three years you want to look
at that every I mean I wouldn't think you'd have to look at every position every year but no could you I think break it into chunks and do it on maybe threeear cycles so that you know every year with the CBAs we we kind of do that because we gather that data we look at
surrounding communities those that are most like us to make sure we're not too far off um but it's the other data that we don't we used to have the MHR access and that kind of fell apart so yeah I
mean what we don't want to do is make it so burdensome on your your your managers that you know they feel like every time they turn around they need to do one of these things i would just I'm just spitballing here if if there are outside
of the CBA how many employeings do we have 50 60 outside of CBA about 50 50 all right so call it 60 just to make the math work could you say every year we as a board would help with reviewing 20 of the 60
positions so that every every three years all of them have been as it relates to the competition I'm talking about and which ones would we which ones would be the 20 that would come before the board i I don't think that makes a difference i think Well I think that that's part of the discussion like you
know is it the squeaky wheels is it um hard to fill you know time to fill y you know how do we determine which ones are coming forward and then what about the the last third um you know is that one going to be lagging behind
yeah it's you know I think once a year seems a lot to me i don't know why are we just talking about job description sorry to interrupt well that's what I was going to say i mean there's two different things that we I feel like there's the job description which is making sure that the responsibilities are accurately documented but then
there's the compensation piece so I feel that we do a really good job of when somebody leaves there's always a review of the job description i mean I can pretty much say 99% of the time they look at the job description because they want to make sure that when they're putting out the posting they're trying
to attract the best candidate to meet the job responsibilities i feel like we've done that when jobs have morphed into okay this person is now going to be responsible for this 25% of the work over here we're going to factor that into the job i think we've done that anytime a job description sort
of um encompasses more responsibilities and we look at that because you know again more responsibilities would designate um a different compensation and then from there I think you know the the once a year of putting it out to the
managers maybe at July 1 to say like this is your opportunity to review your job descriptions beginning of the fiscal year to If there's anything that's drastically changed let us know okay so do it like May 1st so that if you need
to come and ask for more money for any of these positions you have time before the start of the fiscal year then we'd have to have it done before our budgets are usually due December okay for April meaning So I would I don't know i just say July one because it's a time when
we're you know starting new new rates it's you know it's a a time when we're not as busy can use the adjustment for the upcoming budget year and what we can do to Patty's point which I like because we have had people review their job descriptions and I don't always necessarily get a new one with a new
date it's just like they've looked at it they're in agreement it's it's still there but it doesn't by not giving me the date and updating the schedule it doesn't show that someone's actually looked at it so I do like the idea of you know reprinting the job description having the department manager sign it
with whatever minor minor changes but I think beyond that the conversation sort of then defers into more of a compensation issue and being competitive which is very different than the process of job description responsibilities designating a rating and keeping that
current so that's just my thought process i have a question did we have a grant for this or no no no okay cuz my thought is funding right like how you know how that has to play a
role in how often I think we pay to have somebody look at our you know look at our status that's that's why I was thinking if it was a grant I was going to see how often the grant is available but if this was just you know I think
um it would probably be eligible under community compact we used our community compact for something else this year so um that wasn't available but it may be it may be a project that could be eligible under that but I I don't think
you have to do the what we did this year i don't think you have to do that every year or every couple of years we generally Yeah yeah my only question was do you do them all at once like we did this time okay or do you do you say if there are 60
positions you just rotate them so that every every third year you know that every position in the enterprise has been reviewed as it relates to the outside world but we're not but that's what I'm saying there's two
conversations the job description is one thing the compensation yeah i think I think if we did it all again you know if we mirrored what we did this year every 3 to five years you know what I mean on a large scale on a large scale um you
know every 3 to 5 years because you figure for those of us who have contracts that's that's a contract cycle right you know what your anticipated is going to be and then if we can project out the three to five years any possible funding opportunities that are there we
can plan around that um to do a complete overhaul to see where we're still standing making sure you're staying current yeah I think it would check both of those boxes the job description boxes that the things that we've talked about and the making sure it's not you know a
decade before we look at are we competitive in our positions and we don't have to be um inadvertently subjective on which jobs we choose to look at if we if we make it a part of our process to look at all of the jobs
then back to fair and equity that's fair and equitable that everyone gets looked at every five years good point i would also think that from a cost standpoint there from a cost standpoint a lot of the cost that we incurred with
the city this time around was not specific to just you know what I mean i mean she was looking at our she was looking at our job description she was looking at our factor systems if we want her every 3 years just to look at these 50 roles and
what do they pay that's significantly less cost than this okay i like that idea every every three years you you you know look at all the rules i mean I don't think we're going to get very out
of whack from a competition standpoint within a 24 month period no no and if we do get out of whack we'll be alerted to that by somebody that has been getting um calls for you know um and just one more comment on the
squeaky wheel so when the squeaky wheel job description gets reviewed um what about what about the people that um do not bring it forward you know we don't want it's a fairness factor right so the squeaky wheel that job gets reviewed
that comp gets reviewed um for whatever reason um and then what about you know my job description that I'm kind of just mulling along you know and I don't bring it forward and I don't complain about my pay so just something to be cognizant of
um as we're going through this exercise but I think if if we're looking annually as department heads at all the job descriptions you're at least opening the door for everyone to squeak their own wheel yep and you know how how does that
look um Patty so like you have a you have a department of 10 and so do we give it out i'm just asking you know just kind of like having the conversation so okay here everyone this is your job description you know give it a read let's talk about it make sure
it's still current and accurate and it's missing time yep and then you have your oneto ones with your employees and you know okay this month we're going to make sure this week or this bi-weekly you got we're going to make sure that you know this is still accurate so let's talk you know and put it back to the people that
are actually doing the job also so that we're we're encouraging them to advocate for any changes in their job description annually and then to me I you know and I think of everything in a paramilitant sense right so there I am with the employees that I supervise that's where
I learn where the squeaky whales are whether they're squeaking themselves or I've encouraged them to squeak themselves you know and then we bring that forward to here you know what I mean so that we're we're making any necessary or any major changes that need to happen and see where they reclassify
change the date on the on the schedule and then they they're inherently going to get looked at for pay equity every 3 years or whatever is decided you know what I mean anyway so at least then too when we're doing the the every
three-year review we're not in a crash course to make sure job descriptions are accurate or we haven't given them job descriptions that may be outdated you know because we're just trying to get them stuff to get started you know quickly at least then everything we know
will be valid and if you have an opportunity to look at your job description and you see that it's missing something and you don't advocate well then Mhm yep yeah you know but it's not off the table at that point you know if you miss that opportunity
you know and all of a sudden 3 weeks later you're like "Oh you know I I don't do that very often but I do and it's kind of a project so you know I'm going to go talk to Patty." Yep no I think I think that seems fair reasonable
so from a you know workflow standpoint is that make sense to you it does so a combination of every 3 years the entire enterprise gets reviewed right and then on an ongoing
basis annually the managers are responsible for ensuring that job descriptions are current correct expansive and then the third prime would be if something slips through slips
through the cracks and as a result of a resignation you're required to take another look at a role you do so yeah and to you know business acumen as well like if it's showing up in the newspaper that there's a shortage of
administrative assistance you know I mean get our information wherever we can right definitely yeah yeah especially since MMA has made the decision that they are no longer going to provide any of this
at least to lean on so okay so as as TA you're comfortable with that yeah i just want to think about the date the time of year to I'm like August or September for July one is pretty might still be my new my new lady syndrome like July I'm a
little like you know all baldled up getting set up so like August you know sometime in August or September I dip down before the holidays july year yep okay so this something you discussed with your with your leadership team and for sure meeting Diane what did
you say i said I was just thinking of it from the perspective of the start of the new fiscal year to like start fresh but I do like September 1st it is a little bit quieter and it gives people the opportunity to get ready for the budget season yeah and people are coming in off the beach and stuff you know or like
vacations summer vacations and kind of getting started back to work right yeah and would you think that the the external review we do every 30 years should be done right after that exercise would that make sense so that they they
then have the review includes the most current accurate information about current job descriptions so what are we talking about for an external review was it um comp and job descriptions or just comp just comp just just the min and the
maxes just like we did this okay and you know will will it be a paired down version of this that we just did that's what I was thinking i think yeah just just isolate the the the community
outreach to those 10 or 12 towns and every three years update to see what's happening in the market mhm not doesn't I mean it's it's gonna it's going to map the job descriptions at some point but sure
the the the role of the the external review was just to look at those 10 or 12 towns that we use for this analysis and every 3 years make sure we understand what we're up against okay financially um how does that look for
our budget is that doable for every three years and it would be a paired down version of that right so right and once now that HRS um has all the established communities it's and you know taking our classification out of it and all those
things it should be a much smaller quicker financial burden in terms yeah i think that's a budget buster right that's just checking yeah yeah okay any other thoughts on Sandy's work
um so I have a question and again I apologize for not being here last time so I see that you know there's some recommendations right i don't know if you've discussed this in the last board
meeting you know are you accepting those recommendations or is that more discussion to be had or So I think when we looked at the job description like the the rates of pay per position Yep i think we decided and
someone correct me if I'm wrong that during this meeting we were not going to look at each individual pay job that was going to be left to um to you to to kind of analyze we were more analyzing just
the overall project project itself and what it yielded for us so if you're I just wanted to jump in and say that in case you know cuz we weren't discussing um specific specific jobs pay grades and things like that okay what what
recommendations were there were there particular recommendations you were curious about whether we so um a number of them you know like I'm looking at the actual salary versus the proposed min midm max right and so um what is that going to look like after you do your
evaluations per job um are you going to just you know it get it through or are you going to bring it back and say here's the work that I'm doing um based on this project you know and I just wanted be a blessing to the board what
do you what's your what's your process from here so the process from there is I would use that as a a tool as a guideline for the squeaky wheels so to speak um I have no intention i mean our budget for 2026 is already established
and um things have gotten very tight as as may have readen some of seen in some of the meetings know that there's no I mean we're up against our levy limits so there's no available budget capacity to
do anything right now for FY26 which starts July 125 correct okay okay I kind of hate to say this publicly then don't I
think that the only official role the HR board would or could play in that process would be as we've always done if if Tracy brings us a specific role that she feels needs reclassification okay yeah
then we would be part of that process of recommending that you know because it's now an 182 as opposed to a 173 that it needs to be bumped up or down sideways whatever but other than that I don't see us having any formal role in
in you know other than maybe they would end up here as part of the reclassification if there was any if there were any changes that were going to be proposed right based on classification outside classific
all right okay who manages the managers advocacy for job description and for compensation and then who handles the individuals working for their managers advocating for themselves as being underpaid how do you handle that so they
anyone who felt that way would go to their manager first and then the advocacy would come from the manager to to my office and how do how do you maintain a a level of consistency within the department so you
don't end up working within the compensation plan yeah yeah that's it just I mean it's not they're not in a in they're not in an institution where job description meets a certain pay there's so much subjectivity in this entire
village employment circumstance everybody assumes other roles and it's yeah the smaller the community the more unique the positions most for sure yeah it's a
management conundrum and it it goes on beyond every 3 years i mean it's got to be happening monthly quarterly and some some cases daily basis sometimes i mean if somebody gets a phone call they're going to walk
into their manager's office and and begin to advocate for themselves sure people see you know postings that other communities have and you know that'll trigger something there's there's all sorts of I think that hopefully this process that
we went through will capture some of that because we're I mean I've been on the board now since 2011 and I really feel like this is a chance for us to leap forward and reestablish kind of our classification
um hierarchy and I think to some of you know this process kind of caught a lot of what you know had lagged and I think I've also stated that like we um update our pay rates our pay grades for those
classifications by the cola that we give here not really what the cost of living is outside and I feel like again we've now re reestablished in 2025 these are the classifications this is the rate these are the rates of pay and I think that we're getting to the
point where we are bringing a lot of that forward through the work that's being done by the town administrator the board you know this was a I see this as an opportunity that we've taken this and kind of brought it forward 15 years yeah so and it it lets them know that you're
paying attention so I think we've caught you know and and adjusted for a lot of that that we've we've sort of not been able to quantify because it's always been the 2% the 3% and the markets maybe done six or seven in particular in some cases 10% so
I I'm excited that we're now reestablishing in 2025 where we're at and we continue on the good practices that she recognized she stated that we you know um we looked really well with the work that we've done in this board
she's always complimented this board and um I think we don't really need to reinvent the wheel i think we continue on the path of what we've done which has worked really well but we've now kind of just reestablished ourselves so I don't want us to feel like oh we have to do
this and I think it's true ongoing which I I think we've all discuss what we see as an ongoing opportunity to look at these things but I I kind of feel like we've really brought the process forward so
agree so I'll be curious at the end of the day what are we doing with this right so no I mean TBD right well we're gonna we are going to start using her rating system when we come before the board she's going to provide that to me tomorrow we'll reestablish the ratings
of the jobs we're going to slate them into their new classification we're going to do away with the one two and three um and we will move forward with our plan to as turnover or increased responsibility and then annually I think
that we've again taken this even much further in a professional and consistent way so and then anything that in terms of compensation will happen through this process when you say annually when we say to the
managers on September one you know this is this is the time where we ask you in preparation for the upcoming budget season to look at your job descriptions and and we'll date them and show that they've been reviewed right okay and and that comes on the as needed
basis right but are are we in agreement that putting aside the the as needed basis when someone's given notice or the annual ensuring that the managers are on top of the job descriptions are we in
agreement that every 3 years we should be looking at the external market i think no more than five three to five three to five three to five and we had 2% co colas in the meantime
it depends on the year I guess right it's pretty much 2% that's not usually budget capacity um there were there were many years where they didn't get any increase at all i think
there were three years 2010 one somewhere i think there was one that was nothing zero um but it's pretty much consistently been between two and three since 2011 it was one year but there was none i
personally I would I I would like us to walk out of here to if we can committed to a time frame i I'm a little fuzzy on the 3 to five and I think because the cost will be significantly less than the cost this time around if we're just
looking at the marketplace not looking at all the other factors that she considered so four in the middle agreeing i like three i do as well i I just feel like not to disagree with it doesn't matter either it just feels like it gets
beyond three and this is for all positions right yes yeah the market is so dynamic that that it just feels like you know four or five it's going to become five or six if you don't I think it's perfect
let's just go around the room Diane I mean I I think if we're narrowing it down to what are the external you know just strictly external what is the marketplace I'd say so if we're in fiscal 25 right now I would say fiscal like 28 so
I would go for three years John I Good to make sense yep three okay with three all right settle then all right we'll do it on a three-year cycle strictly looking at at the competitive marketplace not any of the internal factors
um managers annually will review job descriptions and obviously on an as needed basis if required Tracy will come to us or managers and Tracy will come to us for specific needs uh when positions are being refilled sure is that a good
threeprong approach yeah we like it okay great anything else that people want to discuss relative to Sandy's work or we still have a you know a deliverable or two that we'll get to the board as soon as it comes to Diane but I
have a question on that um so obviously I wasn't here um it looks like it was a a good review and some good work here was everybody pleased with it yeah very okay so moving forward in 3 years you
know um would we probably stay with the same um external source would we go out to bid again you know I mean I'm just bringing it up and we don't have to decide now but you know as easy as So
depending on the estimated cost of what we want to do I I likely I'm thinking it will be much less than we paid here so we follow best practices and we probably get three go out for three bids okay all right
just tell us managing expectations yeah yeah yeah of mine okay good there's no thresholds connected to that requirement is that the one okay any other questions on No this work so
Diane to assume that when Sammy gets to the you'll pass great okay and then we can uh we can plan on discussing hopefully those deliverables will be available by our next meeting she said tomorrow oh okay great i just wanted to
confirm that there are no changes okay then what I'll do is soon as Diane there we'll send them out with the understanding again no discussion no group discussion we don't want to run a foul of the meeting and so everyone will have them well in advance of our next meeting
which we should plan out does anybody else within the town structure know that HRS is on our campus talking to this board and to you anyone who's watching the meetings
okay and I mean so it's it's not it's not a matter of you know hi keep it quiet i mean people know that there's a review going on last time I checked on YouTube our last
meeting had 53,000 views yeah us - 529.99 i'm guessing maybe one person and then lasted two minutes when I was new to town I uh I looked at the videos i'm like what does this board do how do they
operate how do they look we don't take it personally oh you should i mean I did my due diligence right yeah we're proud of the work we do and hopefully people will watch it okay the fourth Monday in May is the 26th which is Memorial Day
april april oh April i'm sorry my bad 28th 28th the 28th of April does that work for folks mhm yeah april 28th thank you for that correction um why was the the meeting today instead of last week did somebody have a
conflict if we're going with this no I just uh that was it was my recommendation i it just felt because we had already met early in there were five Mondays no wonder what
Yeah we met on March yeah we met on the third yeah I think it would have been a three week cycle okay okay there was no special reason why I responded to your email when you said that um and it was last week and you said "Okay it's the 31st or
something and I responded to your email." I'm like "So after getting my dates mixed up for the previous meeting I had gotten them mixed up for this meeting as well." So that's why I responded i know right no problem all right so we
have April the 28th at 4 p.m mhm and we'll add whatever additional work product Tracy has sent to to that meeting as I mean that one is fine finalized sure tracy do you have anything else you
wanted to address tonight or anything else to be thinking about for next month okay april the 28th at 4 p.m that's done any other questions conversation thoughts no none is there a motion to adjourn motion
is there a second second any discussion we are journ