A significant portion of the meeting was devoted to finalizing a draft budget letter intended for department heads. The letter emphasized the necessity for realistic budget submissions. It introduced a new expectation for department heads to identify potential reductions or lower-cost alternatives, a concept that had been previously unexplored. Discussions highlighted the importance of clear communication to prevent confusion about these expectations. Suggestions included starting the letter with “please be prepared,” which would assertively clarify the instructions.

The committee agreed on a submission deadline of December 1st, allowing department heads adequate time to prepare their budgets, especially with the Thanksgiving holiday approaching. This decision was informed by past experiences of late submissions. They considered including language in the letter that acknowledged the challenges of estimating costs amidst fiscal uncertainties.

Another topic of considerable discussion was the idea of organizing a “fiscal summit” with department heads to present early budget projections and discuss potential deficits. This meeting aimed to prioritize budget reductions and address the impact of inflation on departmental budgets. The committee emphasized the need for clear communication about the meeting’s purpose and content, agreeing to refer to it as a “fiscal summit” to convey its significance. They debated the level of detail to include in the communication, ultimately deciding to send the letter without excessive edits to avoid delays.

Logistics for budget form distribution were also discussed, with the decision to distribute them electronically unless otherwise requested. Concerns were raised about the effectiveness of email communications, leading to the proposal of providing printed copies upon request. A regular meeting with department heads was scheduled to communicate the electronic distribution plan and reinforce the importance of meeting submission deadlines.

The committee also addressed the long-term financial planning document aimed at creating a five-year budget forecast. This forecast would simplify budget reports by focusing on actual figures from previous years and incorporating the FY26 budget to project future budgets through FY31. They discussed the importance of communicating the concept of excess levy capacity, clarifying that it is not a savings account but a projection tool. The committee planned to present these forecasts during an upcoming meeting with officials from nearby towns.

Members expressed concerns about the unpredictability of state funding, including rural aid, and its impact on local tax rates. They acknowledged the need for multiple forecast scenarios and emphasized community input on potential demographic changes and school population projections. The need to plan for significant capital expenses, such as a new fire truck, was also highlighted, with discussions on building stabilization funds and considering debt exclusion overrides.

The meeting concluded with discussions on personnel matters, including recruitment for a new town clerk and police chief. Efforts were underway to fill these roles, with interviews and ballot questions planned to address transitions from elected to appointed positions.