The most discussion centered on the town’s legal service fees, which have been a growing concern due to an increase in public records requests and open meeting law complaints. The town’s legal representative explained the shift from a hybrid billing model to a fully hourly billing structure, maintaining an hourly rate of $200 for general services while eliminating the fixed monthly fee. This change was necessitated by the unsustainable nature of the previous arrangement, where the effective hourly rate rarely exceeded $125, below market rates of $200 to $225. The town had historically opted for this hybrid model, but with increased usage of legal services, especially for public records requests and union negotiations, the financial strain became evident.

Board members raised questions about the impact of this billing shift, particularly on the availability of office hours and overall service provision. The legal representative assured that while services would continue under the hourly model, the board must evaluate its use of legal services to manage costs effectively. Examples from other towns were provided to illustrate how they adjusted legal service requests, such as opting for virtual meetings to cut costs. The board recognized the need to adapt its approach to legal services to avoid budgetary shortfalls while ensuring necessary support.

The conversation then shifted to the financial ramifications of public records requests, which have contributed to increased legal costs. One participant noted the sheer volume of requests, leading to a decision to stop tracking expenses due to their overwhelming nature. The town’s council services had been increasingly used due to regular and special meetings and challenges like renegotiating the trash contract. The board recognized the burden these requests imposed on administrative staff and discussed strategies to mitigate these costs, such as encouraging self-service access to records.

Additional discussions addressed the town’s policy for engaging legal counsel, emphasizing the need for consistent use of formal request processes to control expenses. Members acknowledged the necessity of adhering to established procedures and suggested formal board votes before initiating legal counsel requests. This approach aims to enhance transparency and ensure fiscal responsibility, given the shift to an hourly billing model.

The meeting also covered the management and potential conservation of town properties, particularly those near Adams Dam. A conservation agent updated the board on a grant application for preliminary design services to remove the dam, highlighting ecological benefits like improved water quality and habitat restoration. Discussions included the transfer of adjacent town-owned properties to the conservation commission to protect them from private development and enhance public use, such as parks or trails.

The board addressed the vacant animal inspector position, considering an increase in the annual stipend from $1,200 to $2,400 to attract a suitable candidate. The current animal control officer expressed willingness to fill the role if the stipend were raised, citing the extensive responsibilities and travel costs involved. The board acknowledged the need to review the budget closely before making a final decision.

In closing, the board discussed upcoming budget sessions, including a proposal for using new budgeting software. They planned a financial summit with the finance committee to address the town’s financial outlook and prepare for the budget season. The meeting concluded with plans to focus on emergency updates in the next session and transition into an executive session for collective bargaining discussions.