A primary focus for the Task Force was the potential outsourcing of various stormwater management tasks to reduce the overhead costs, which currently stand at a significant 30% of the proposed budget. Members considered outsourcing fieldwork and using the expertise of the existing sewer business manager to handle stormwater billing through the Munis system. This approach aims to minimize costs by reallocating a portion of the business manager’s salary to stormwater oversight. However, concerns were expressed about the need for an engineer or project manager to oversee inspections, which led to discussions about whether these responsibilities could be managed by the engineering firm already contracted with the town.

Simultaneously, the Task Force examined different billing methods, including the possibility of using electronic systems to streamline payments and reduce costs. A proposed initial mailing would educate residents about setting up autopay systems, potentially lowering future costs. However, the implementation costs and fees associated with credit card payments through online systems like Unipay were a concern, prompting further exploration of these expenses.

The Task Force also discussed the implications of integrating stormwater management responsibilities into the existing sewer commission, noting the current vacancy within the five-member commission. This idea was partly driven by a desire to streamline governance and avoid creating a new commission.

Adding to the financial debate was a concern about the fairness of stormwater fees, which some participants perceived as an inequitable tax. There was a particular focus on the contributions from large commercial properties, such as Walmart, which were seen as disproportionately low relative to their impervious surfaces. This led to calls for adjustments in the fee structure based on property size and usage to ensure a more equitable distribution of costs.

The Task Force also grappled with the potential hiring of a full-time engineer, a move that would cost around $125,000 annually. This sparked debate over whether the benefits of in-house expertise would outweigh the financial burden, especially given the town’s reluctance to expand its workforce due to substantial health insurance costs and retirement plans. The need for a clear demonstration of cost coverage was emphasized as a prerequisite for gaining support from both the finance committee and the select board.

Further complicating discussions was the need to address the town’s compliance with federal mandates, such as the MS4 program, which has financial implications for residents. The Task Force acknowledged that while these costs might allow for tax deductions, the true financial impact on residents remains a concern. The group recognized the importance of transparency in communicating the scope and value of stormwater infrastructure, estimated at $50 million, and the necessity of public education to garner support for ongoing maintenance and funding needs.

In terms of community engagement, the Task Force planned an upcoming information session to present their findings and proposals to the public. The session aims to clarify the stormwater bylaw and its associated fees, which are intended to support stormwater infrastructure and compliance with regulations. Efforts will focus on ensuring the accessibility of session materials and promoting the event through various channels, including social media and local postings, to reach a wider audience.