Dalton Board Sets Salary Range for Town Manager Position

By Sabrina DammsiBerkshires Staff
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DALTON, Mass. — As the town moves forward in its search for a new town manager, the Select Board voted to increase its salary range for the position. 
 
The Select Board approved a salary range of $135,000 to $155,000 to attract more applicants in a competitive market for town managers in Western Massachusetts.
 
Municipal Resources Inc. consultants Reginald "Buzz" Stapczynski and Robert Mercier previously warned the board of the need for a conversation on salaries. 
 
During the search for an interim town manager, the town posted an annual salary range of $120,000 to $135,000. 
 
"Our recommendation in your case is to look at a salary range between $125,000 to 155,000,” Stapczynski said during the board meeting Monday night. 
 
"We think that, for this community, it would be competitive. We think it will attract some folks.” 
 
Following discussions, the board agreed to increase the recommended base salary to $135,000, in the hope that it will help recruit highly qualified professionals. 
 
"We think having a range, you know, like that will attract some attention, and it'll really help all of us in the search to let candidates know that you folks are serious about this position at this time,” Stapczynski said. 
 
It was also believed that this range would provide flexibility during negotiations, allowing salaries to be set based on a candidate's experience and qualifications. The salary range will be communicated to the applicants. 
 
For example if, someone lacks competitive educational experience but possesses the relevant background the town is looking for, the applicant will start at the lower end of the range, Stapczynski said. 
 
Salary is the primary factor in attracting applicants, and benefits follow closely behind, Stapczynski said. 
 
"We did a study, talked to folks, surveyed some communities that are about your size, between 3,000 and under 10,000, and we presented those eight or nine communities to show you what the range is posted salary for those positions,” Stapczynski said. 
 
"Adams is with us in terms of posting shortly, and Great Barrington is going out again; and we did mention that the community Hadley is kind of on hold. They advertised, but they stopped the proceedings for whatever reason. So, those are three communities that we know of immediately that are about your size, that you folks are going to be competing with.
Severance can also be a big deal to applicants, especially those relocating for the job and are moving their family to the area. 
 
 It provides them with security in case the employment situation changes unfavorably, such as if a new management or board is installed, leading to a potential loss of their position.
 
"They're going to want some security that if things don't work out,” said Stapczynski. 
 
The town manager's responsibilities differ by town and are based on what is outlined in the town charter or special act.
 
Under the Town Manager Act, adopted into the town’s bylaws in 1995, the town manager serves as the chief administrative officer and is accountable to the Select Board for managing and overseeing all employees and activities.
 
Their responsibilities include, but are not limited to, attending all Select Board meetings unless excused, administering all applicable general and special laws, bylaws, and regulations, and preparing and presenting the annual operating and capital budgets to the board. 
 
They are also tasked with developing and revising the capital improvements program annually, and keeping the board fully informed about all departmental operations, fiscal matters, general issues, and administrative actions, among various other duties.

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Letter: Board Balance Needed on Dalton Public Safety Advisory Committee

Letter to the Editor

To the Editor:

I share Dave Martindale's concerns about appointing individuals with actual or perceived conflicts of interest to the newly formed Public Safety Facility Advisory Committee leadership. Several committee members either represent departments that would occupy and directly benefit from the proposed facility or have personal connections to those individuals, raising concerns about the committee's ability to impartially balance a best-in-class facility against a cost-conscious solution.

While their perspectives are valuable, the committee would benefit from a more balanced membership that includes independent residents focused on affordability, long-term planning, and the town's broader financial obligations.

I support the town's decision to explore a combined public safety facility. However, the police station needs assessment should be revisited before the town advances a specific plan. The assessment projects a 32 percent increase in total call volume and a 68 percent increase in staffing by 2045. Those projections are unrealistic based on historical call volume, crime statistics trends and the town's financial outlook — particularly when future budget constraints may require staffing reductions.

The town has already invested considerable time and money pursuing a standalone police station after previously rejecting a combined facility. Now that a joint facility is again under consideration, residents deserve a transparent process based on realistic projections and a cost-conscious evaluation of the town's actual needs.

The town manager and Select Board should consider adding neutral community members to the committee and designating the police chief and interim fire chief as non-voting advisers. They should also revise the needs assessment using supportable staffing, call volume, and population assumptions. A public safety facility is a significant long-term investment, and the town should ensure that the final proposal balances public safety needs with fiscal responsibility.

Amy Lennin
Dalton, Mass.

 

 

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