One of a notable topics was the future of Maynard’s trash and recycling program. The committee received updates on the trash task force, which had completed its advisory role to the select board. A key recommendation was the hiring of a new administrator to oversee the program’s integration into the Department of Public Works. However, uncertainties loomed regarding the procurement process and funding, particularly if the current sticker-based fee system is replaced by a bin-based model. Concerns were raised that any changes might lead to higher costs for residents. Members were anxious about the timeline for hiring the administrator and implementing the program, especially given the budget constraints and reliance on stabilization funds to cover financial gaps.

The committee also delved into the financial projections for water and sewer rates. A analysis highlighted that since the introduction of a tiered rate system in 2020, there have been noticeable progressive rate increases. The minimum water rate had doubled from $20 to $40 over five years, while the sewer minimum rate remained constant. The implications of these rate changes, compounded by water restrictions during the COVID-19 pandemic and the rise of new apartments with separate metering, were thoroughly debated. Questions arose about fairness in the rate structure, particularly for larger households, as well as the effect of demographic shifts with the town’s population gently declining but household numbers increasing.

A discussion on health insurance costs revealed that the updated health insurance plan is a significant expense driver for the fiscal year. The committee had previously considered creating different health benefit tiers for new employees but faced recruitment challenges due to the town’s small size. The implications of these costs on the general fund were emphasized, highlighting the necessity for ongoing monitoring.

The meeting also touched on the importance of outreach and communication with the community, particularly concerning water and sewer services. Members suggested various strategies, including articles and social media posts, to educate residents about the distinctions between taxes and utility bills. The idea of producing handouts with frequently asked questions was proposed to provide residents with clear and accessible information on tax rates and utility costs. The potential for establishing an FAQ section on the town’s website was discussed as a centralized resource for residents.

Further updates included plans from a newly established golf course advisory task force, tasked with advising the select board on future uses of the golf course area. Additionally, the committee was briefed on the Economic Development Committee’s progress, noting the state attorney general’s approval of the powder mill overlay district and forthcoming engineering survey.

As the meeting concluded, members acknowledged the necessity of continued focus on budget forecasting and preparation for future meetings, including the upcoming budget subcommittee meeting and the annual town meeting. The goal was to ensure that key stakeholders, including the school administration, are engaged in discussions on managing rising costs with limited revenue, thereby fostering a transparent and informed decision-making process.