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High Springs officials say low pay is driving staff losses; budget trade-offs, utilities rates on the table
Summary
City leaders discussed staff retention problems across public works and police, potential pay increases, and the prospect of higher water, wastewater and fire-assessment charges to fund raises and a priority planner position.
High Springs officials warned that low pay is contributing to staff losses and that the city will face trade-offs between raising employee compensation and increasing fees or taxes as it prepares the next budget.
Mayor Miller said the city is “historically a low paying city” and that neighboring local governments are recruiting away certified staff and police officers. He said the city’s culture and supervisors help retain people but that pay remains a pressing problem.
The discussion focused on three linked budget pressures: staffing shortages and retention, a long-standing need for a planner, and rising utility and fire-assessment costs. Miller said “priority number one is a planner,” and noted that after accounting for salary and benefits that position would consume roughly half of an estimated $300,000 in additional property-tax revenue the city expects because of rising property values.
Public works staffing and leak detection were discussed as operational challenges. Staff described a portable leak-detection tool that can locate main leaks but requires labor to move between sites and has faced mapping-upload issues. Public works employees and the commission said the department is understaffed and that managers will prepare an organizational chart and proposed positions after the director returns from leave.
Officials repeatedly framed the budget choice plainly: find money for raises or accept service or equipment cuts and higher charges to residents. Miller said the city could consider restoring millage, raising the fire assessment and reevaluating water and wastewater rates, but he stressed there is no ready source of funds. “We can look at giving pay raises, but where’s that money gonna come from?” he said.
Miller cited specific pay-related details discussed in the meeting: a starting salary for one patrol officer of about $43,000, a $500 longevity payment after five years, and the reality that licensed water/wastewater staff can often earn $12,000–$15,000 more by moving to neighboring utilities. The mayor warned that without harder choices the city risks losing “a lot of intellectual asset.”
No formal votes or budget decisions were made at the discussion. Direction given to staff included preparing an organizational chart for public works, returning proposed position requests (the mayor said he had told staff he “can’t afford three positions”), and reviewing the pay schedule and potential revenue options ahead of the formal budget process. Diane (staff) was cited as insisting on a reevaluation of water and wastewater charges; the commission noted the fire assessment will likely need to increase.
Commissioners and staff emphasized retention measures beyond pay, including training, clearer career paths and workplace culture improvements, but agreed compensation and revenue remain core constraints. The commission did not adopt any pay adjustments or rate changes during the meeting; staff were tasked to bring options to the upcoming budget discussions.
