The harbor master highlighted the significant expense associated with staffing, noting the need to extend operational hours on Thursdays through Sundays. The community responded positively to these extended hours, which reportedly reduced the number of boats at Sand Co after certain hours. The harbor master underscored the importance of not only enforcement but also community education to address issues such as underage drinking and safety concerns. However, the current absence of a formal record-keeping system for safety requests and service calls was noted, with discussions underway to adopt a model similar to the police department’s IMC system for better documentation.

Financially, the docking fees collected cover approximately 50% of staffing costs, prompting committee members to suggest adjustments in operational hours to align staff availability with peak activities more effectively. Despite suggestions to start staffing later in the morning, the harbor master argued that issues often arise unpredictably, requiring staff presence throughout the day. The harbor department’s structure includes a full-time harbor master, a deputy, and seasonal part-time staff, though outdated titles on departmental spreadsheets caused some confusion, which the harbor master agreed to address.

The committee also explored collaboration between the harbor department and local police, particularly the need for police presence during busy weekends. While the harbor master and deputy can operate the boat, additional police personnel are called upon when necessary. Discrepancies in budget requests and recommendations were evident, with discussions focusing on how to align the budget with operational necessities amidst financial constraints.

Another area of focus was the launch service’s financial operations. Despite claims of “100% coverage,” there was confusion over the figures, with launch fees at $34,255 and expenses at $53,000. The confusion arose from how payments were processed, with some individuals making lump payments for moorings, complicating revenue reporting. The committee emphasized the need for clear quarterly reports and suggested structuring future reports by season rather than fiscal year to avoid confusion. Potential fee increases for launch services were also discussed, with any changes requiring approval by fall to be implemented the following year.

Discussions on the harbor capital plans included updates on projects like Morse Pier, which received an 80% grant from the Seaport Economic Council. The committee reviewed the required 20% local match, clarifying the actual amount needed was $113,300. Prioritization of funds generated debate, with some suggesting reallocating funds to other projects like the Rotunda. However, the engineering plans for Morse Pier were defended, emphasizing adequate water depth for moorings.

Dredging projects also featured prominently, with a borrowing amount of $1.9 million discussed in light of an agreement to make bond payments from the Department of Conservation surplus rather than taxpayer funds. The dredging aims to realign existing navigational paths without increasing channel depth, with past dredging efforts providing historical context. Concerns over an unutilized $1 million borrowing authorization from 2016 were raised, with discussions on how to address or reduce this authorization.

The finance department addressed the need for an accounting clerk, a position not yet filled, and the challenges of managing workloads during peak fiscal times. The department’s budget remained consistent, with adjustments for increased longevity pay and travel expenses for professional development. Utility costs were also discussed, with strategies to manage fluctuating expenses through a centralized reserve account.

Finally, the committee delved into IT upgrades and the transition to a more secure web presence via a “.gov” domain, emphasizing the need for enhanced security and communication. The potential for regional facility consolidation of server operations was explored.