In an effort to manage costs effectively, the task force conducted a review of the proposal, originally received on October 10, 2025, focusing on reducing the scope of work. Tasks such as the DPW capabilities assessment and background data collection were removed. A key aspect of the proposal involved the impervious cover GIS data layer, with the number of properties analyzed reduced from 6,370 to 700 parcels, and the minimum square footage for analysis increased from 10 to 100 square feet. This adjustment aimed to concentrate on larger commercial properties, which the members felt was a more strategic approach.

The proposal’s community education and engagement components also underwent changes. While the overall cost remained constant, the number of planned meetings was reduced, cutting down from three small group meetings and four public presentations to one small group meeting and two public presentations. This alteration led to a substantial reduction in the cost of meetings and project management, from $22,100 to $12,450.

Despite these cutbacks, the task force expressed confidence in their ability to manage the stormwater fee structure independently, with only $2,350 allocated for an Excel workbook to assist in user fee rate structure analysis. Members acknowledged that the proposed fee structure by CI required minimal changes.

However, concerns were raised about the accuracy of data concerning impervious areas and properties. Task force members emphasized the importance of working with reliable, up-to-date information, particularly after ten years of changes in property data that could impact stormwater management. As one participant noted, it is important for the public to understand that the task force is striving to work with “the right data, the current data, the accurate data.”

The conversation on budgetary considerations revealed a notable financial shortfall, with the town manager having provisions to cover this. Yet, there was a clear necessity for additional funds, leading to discussions about reappropriating money from old capital projects that had not been executed.

Looking forward, the task force planned for a presentation at the upcoming town meeting, limited to five minutes, to explain the stormwater utility proposal and its financial implications. The contract initiation hinged on the approval of a funding article at the town meeting. Members expressed concerns about the lack of alternate funding sources if the article did not pass, highlighting the urgency of securing the necessary financial backing.

As the meeting progressed, the task force addressed the procedural requirements for the budget summary intended for the annual town meeting. Questions arose about whether the information would be adequately presented in the printed warrant or as part of a separate handout, with the language still pending review by town council. The upcoming meeting was confirmed for November 18, 2025, a Tuesday following Veterans Day.

In addition to these discussions, the task force reviewed the status of a Best Management Practice (BMP) project, noting that earthwork was completed and plantings established. However, logistical issues remained, such as installing grates and a kiosk, with some construction parts pending.

The meeting concluded with a decision to collaborate on the town meeting presentation. Members agreed to provide feedback individually rather than convening another meeting before Thanksgiving, with a plan to reconvene in early December.