One notable issue addressed by the board was the financial management of the Kingston Sewer Commission, specifically the uncertainty surrounding the use of a $1.6 million fund. It was revealed that definitive guidance from legal counsel was still pending, raising concerns that the fund could not be utilized as initially intended. This uncertainty could necessitate drawing down $54,000 annually for the remainder of the term, which posed a potential risk to the operational budget. The budget was described as balanced for the current and next fiscal year, but this balance relied heavily on reserve funds and special articles, partially due to a recent rate increase.

The board discussed various solutions to bridge financial gaps, including the assessment of existing customers. Suggestions were made to charge special assessments and sell capacity from an additional tank to properties already serviced. This proposition highlighted the need for a thorough analysis of discrepancies within property records and betterment assessments. The board emphasized the importance of cross-referencing contracts and historical data to clarify outstanding issues, noting that several properties had incorrect mapping or lot numbers associated with contracts. Some properties also lacked historical data regarding betterments, and it was reported that approximately 350 properties had already paid off their betterments. A spreadsheet was being created to track these discrepancies.

A member of the sewer commission underscored the responsibility of managing financial obligations, stating that as an elected body, it was essential to ensure debt repayment and proper fund management. Concern was expressed that failure to address fiscal responsibilities could result in costs being transferred to Kingston’s broader tax base, an outcome the commission aimed to avoid. The discussion revealed a tension between minimizing the financial burden on customers and ensuring that debts were managed appropriately.

Additionally, the board highlighted the unique circumstances surrounding Kingston’s sewage management, noting the town had constructed its sewage treatment plant and collection system from scratch, a feat not replicated by neighboring towns. This historical context justified the need for a proactive financial strategy. The necessity of a special assessment was emphasized, with a meeting planned with assessors and key stakeholders to discuss the procedures and timelines involved.

In parallel to the financial discussions, the board approved several real estate transactions. The first transaction, identified as 843, was unanimously approved following a motion. A subsequent transaction involved a payment for a property located on Onshore Drive, with all necessary paperwork confirmed to be in order. Two additional transactions were presented, totaling $125 and $135, respectively, both receiving unanimous approval.

The board also received updates regarding leaching fields, with a staff member reporting on a recent training session attended by plant staff. Organized through their insurance company, the Maya group, the session was described as informative and necessary for staff refreshers every few years. Attention was brought to the Indian Pond Country Club, where a record from 2003 revealed which properties were connected to water; further investigations were deemed necessary to confirm the accuracy of this data. Concerns were raised about several properties potentially still using septic systems and the future need for sewer connections as septic systems fail. Smoke testing was suggested as a method to identify connections or issues with the sewer system.