The meeting commenced with a formal welcome to Derek, the newest board member, who shared his background and previous experience on the finance committee. The focus quickly shifted to the board’s internal reorganization, with elections held for the positions of chairman and vice chairman, both of which were filled unanimously.

One of the primary topics was the ongoing challenge of managing job classifications and responsibilities within the town’s administrative structure. With the town facing personnel changes, particularly in the IT department, there was a debate about the effectiveness of current staffing strategies. A discussion point was the adequacy of IT support, with opinions divided on whether an in-house IT position would be more effective than relying on consultants. One participant expressed skepticism about the financial prudence of maintaining a consultant, arguing that an in-house IT employee might be more cost-effective in the long run.

The potential for confusion and dissatisfaction among staff was noted, emphasizing the importance of clear communication and management practices. Participants highlighted the need for proactive solutions, such as hiring additional personnel to support workloads rather than relying on stipends as a temporary fix.

In examining the town’s reliance on consultants for IT services, varying perspectives emerged. Some participants advocated for having dedicated full-time staff who understand the town’s specific needs, while others questioned the financial impact of such a move.

The discussion on municipal services extended to the risks associated with outsourcing, particularly in terms of maintaining control over complex systems. The potential pitfalls of relying on consultants were highlighted, including the risk of losing proprietary systems and the need for thorough management practices and succession planning.

Financial management of consulting services was scrutinized, with participants pointing out that promised cost savings had not materialized. Comparisons were drawn with other municipal services to emphasize the importance of evaluating the effectiveness of external consultants versus in-house management.

Amid these deliberations, the board reviewed and approved the open personnel bylaw for Fiscal Year 2026, addressing necessary updates to comply with state laws. Amendments discussed included correcting FMLA hours and incorporating new domestic violence leave policies. The approval process included a motion that passed unanimously.

As the meeting concluded, the board confirmed logistics for upcoming sessions and initiated discussions on future agenda items. There was also an informative segment on the police department’s new initiative to inspect children’s car seats.