Selectmen hear results of classification and compensation study funded by state grant; town gets updated job descriptions and pay schedule recommendations

Town of Blackstone officials reviewed the results of a classification and compensation study at the March 25 selectmen meeting, telling the board the work produced updated job descriptions, market-comparison pay ranges and a proposed multi-step compensation schedule.

The study, funded by a $30,000 state grant, used employee questionnaires, one-on-one interviews and a market salary survey of neighboring communities to produce updated job descriptions and a recommended classification structure. Presenters said some town job descriptions had not been updated since 2004 and that the survey compared Blackstone to jurisdictions from which the town typically draws employees rather than to towns that differ in context (for example, Cape communities with different pay scales).

The consultant recommended a graded schedule with 15 steps in each grade; presenters said that unusually broad range was intended to give the town flexibility to place new hires and experienced external recruits at appropriate steps based on qualifications and experience, not solely years of service with Blackstone. The report separates non-public-safety positions from police and fire and lists proposed minimums and maximums for each grade.

Town staff told the board union contracts negotiated in the prior year narrowed gaps for union employees but that many nonunion roles remain below market. The board discussed affordability and implementation strategy: members said Blackstone cannot instantly fund all recommended increases, so the schedule should be used as a multi-year planning tool. Several selectmen urged using the study as a guide for hiring, promotions and budget planning rather than an immediate mandate.

Why it matters: The study provides the town a data-driven basis for compensation decisions and a standard set of job descriptions the board and staff can use in hiring and budget planning; it may affect future personnel costs and the town’s ability to attract and retain workers.

Key details noted at the meeting: - The project was funded by a $30,000 state grant; no town funds were used to prepare the report. - Employees completed a multi-page questionnaire and were interviewed individually to update job duties. - The consultant compared salaries against a market sample of nearby towns and produced proposed grade ranges and step schedules. - Presenters emphasized that steps should reflect experience and qualifications on hire, not only prior town service.

Next steps: Staff said they will present updated job descriptions to the board for formal approval and recommended the board use the compensation schedule as a multi-year plan tied to budget cycles. The town will also distribute the report to interested parties and continue to evaluate funding and phased implementation options.