The town administrator presented three primary options to reduce the deficit. The first involved a wage freeze for all town employees, which could save $99,000, reducing the deficit to $854,000. However, this would require approval from all employees under individual contracts and collective bargaining agreements. The second option entailed reducing service hours at key town facilities, such as the town hall, library, and council on aging, potentially saving approximately $55,000 and leaving a $448,000 deficit. The final option, personnel reductions, proposed a 17% workforce decrease across all departments, potentially saving $606,000 and reducing the negative balance to $347,000. Each option carried implications for service accessibility and community satisfaction.

The town administrator emphasized the importance of early planning and transparency in presenting these options to the public. Concerns were raised about the impact on community services, particularly if employee numbers or hours were reduced, possibly leading to decreased accessibility. Given the potential service reductions, the board recognized the need for public understanding and support for any chosen measures. The administrator also noted skepticism regarding the viability of a debt exclusion due to previous voter rejection.

In addition to budget discussions, the board considered the implications of employment contracts and the possibility of reevaluating the standard minimum annual raise of 2%. Proposals included aligning salary adjustments with annual performance reviews rather than guaranteed increases. This approach aimed to ensure financial sustainability while maintaining staff morale and retention.

Another topic was the town’s enterprise fund, specifically its reliance on bag fees for solid waste management. Concerns were expressed about the long-term viability of this model, with suggestions to explore alternative revenue streams. The board agreed on the need for a detailed presentation from the town administrator to address the enterprise fund’s implications and ensure effective communication with residents about any proposed changes.

Beyond financial discussions, the meeting addressed personnel transitions, including the resignation of a transfer station attendant. The board debated the appropriate salary range for this position, ultimately deciding to advertise the job with a minimum wage of $15 per hour to attract candidates in a competitive job market. The resignation highlighted the town’s ongoing challenge of staffing essential services while adhering to budget constraints.

Additionally, the board acknowledged the successful organization of a blood drive, where 27 units were collected from 28 attendees, as well as the retirement of a long-serving town employee after 36 years.

Concerns about adherence to the open meeting law were also addressed, following complaints regarding procedural oversights, such as failing to conduct a roll call vote before an executive session. The board was reminded of the importance of complying with legal requirements to avoid further violations.

Public input featured prominently in the meeting, with a resident expressing disappointment over limited opportunities to contribute to discussions on potential job cuts. Suggestions were made to consider reducing working hours to retain staff and explore cross-training to mitigate the impact of personnel reductions. The resident also raised questions about the highway contract integration and emphasized the need for a critical evaluation of the town’s solid waste management fee structure.