The commission’s primary focus was on the search for a new business manager, with the urgency highlighted by the approaching billing deadlines. A candidate had been interviewed, and discussion centered around her qualifications. While she demonstrated strong accounting and customer service skills, she lacked experience in sewer management and familiarity with the commission’s accounting software, Munis. Despite these gaps, there was consensus that her entrepreneurial experience and readiness to transition into a role made her a promising candidate. Members emphasized the importance of promptly checking her references to avoid losing her to other opportunities. The urgency was further underscored by the fact that the outgoing manager, Paula, could assist the new hire during the transition, particularly with the billing process at the end of the month.

The commission agreed to defer a final decision on the candidate until the next meeting, contingent on successful reference checks. The discussion also touched on the assistant business manager position, which would remain vacant until the business manager role was filled, as the assistant would report directly to that position.

Another discussion involved the issuance of permits for oil-water separators. The commission had initially decided in February 2023 to require these permits starting in April 2023. However, they were not issued until September 2023, creating a misalignment with the intended regulatory schedule. As a corrective measure, the commission proposed extending the expiration date of the current permits from October 2025 to March 31, 2026. This extension would synchronize the permits with the commission’s regulations. The financial implications were minimal; the permit fee of $150 would be collected in the next fiscal year, albeit six months later.

There was a brief discussion about businesses operating without valid permits from April to September. It was concluded that while businesses had indeed been without permits during that interval, the overall financial impact was not significant enough to be a concern.

The meeting also considered transitioning to hybrid meetings, which would allow both in-person and virtual attendance. There was a general consensus that in-person meetings could lead to more engaging discussions. The commission explored logistics, proposing to hold in-person sessions once a month while continuing regular Zoom meetings. The DPW conference room was identified as a suitable venue for these hybrid meetings, equipped with the necessary audio-visual tools. Members expressed willingness to adapt to this new format, emphasizing the importance of clear communication to ensure effective participation.

Future agenda items were briefly mentioned, focusing on updates and new developments. The need to discuss election procedures for upcoming terms was highlighted, with a suggestion to clarify the nomination process and associated timelines to prepare for the town caucus. The session concluded with members acknowledging each other’s contributions and the chairperson’s effective handling of the meeting despite challenges with incorrect agenda documents.