Board signals support for 4% COLA/2% merit split, debates communications hire and budget timing

A budget work session produced a straw‑poll consensus in favor of allocating a 6% total salary pool as a 4% cost‑of‑living adjustment (COLA) and a 2% merit pool rather than a 3%/3% split, though no final budget vote was taken.

Supporters said the 4/2 split increases base and starting salaries — helping recruitment — while retaining a smaller merit pool to reward high performers. “That extra percent ... increases base salaries and starting salaries so we are more competitive,” one commissioner said when explaining the change in split. Staff told the board that the total cost remains the same because the split is internal to the 6% pool; the town’s proposed 6% total was unchanged.

Staff and public‑safety leaders emphasized hiring pressures. The police department reported roughly 13 current vacancies across command and patrol ranks; the chief said the department maintains high hiring standards and that some recent openings reflect retirements or employees leaving for other jurisdictions. “I would put our number with what we hired in this week at roughly the vacancies at roughly 13,” the chief said.

Commissioners and staff discussed alternative or supplemental pay strategies. Some favored a one‑time performance bonus program — a midyear, non‑recurring payment targeted at high performers — noting it would not add to base pay or exacerbate pay compression. “It would be a one time hit so it doesn't affect salary, doesn't your compression,” one commissioner said when proposing the approach.

The board also debated a proposed part‑time communications position (24 hours per week, $50,000 annual cost) and a short‑term funding path. Staff proposed rolling $15,000 in remaining FY25 grant writer assistance funds into FY26 and reducing the FY26 grant‑writing line in half so $25,000 would be available for a part‑time communications hire beginning Jan. 1 (a $25,000 FY26 cost in the budget and $50,000 ongoing thereafter if continued). Staff said the reallocation could be structured as a budget rollover and would allow a January start without increasing the FY26 appropriation. “We could truly have a full time person, and there would still be other things that you could do,” Maureen said when describing the potential workload for a communications employee.

Several commissioners said the timing makes major policy or procedural changes impractical in the current budget window; one called for finishing the FY26 budget first and taking up structural changes afterward. Staff suggested possible midyear one‑time appropriations if vacancies produce salary savings that could be used for performance bonuses.

Next steps: board members signaled appetite for the 4% COLA / 2% merit split subject to final budget adoption. Staff will proceed with budget materials for the adoption hearing; commissioners asked for continued discussion of performance bonuses, recruitment strategies, and the communications hire prior to final adoption.