A detailed examination of the Affordable Housing Trust’s reporting error revealed discrepancies in the stated financial commitments. The meeting participants discussed the necessity of a subrecipient agreement to solidify the town’s financial commitments, especially given the new municipal finance language interpretation that requires contracts or similar transactions to commit funds by a specified deadline. The absence of such an agreement was identified as a key factor contributing to the $93,955 discrepancy between reported and actual obligated funds.

While addressing the reporting issue, the Select Board also highlighted the challenges faced due to multiple advisory sources providing sometimes conflicting guidance. It was noted that the town should consider consolidating its financial advisory efforts to prevent future misinterpretations and streamline its compliance processes. The discussion pointed to past experiences with third-party firms and the interim accounting personnel involved in managing federal funds, emphasizing the need for consistency and clarity in financial reporting practices. Despite concerns over potential fund loss, it was clarified that the funds remained secure within a special account dedicated to the trust, alleviating fears of mismanagement.

The financial discussions were further expanded by an audit presentation from Tony Roselli, who confirmed the absence of material weaknesses or disagreements while highlighting the importance of cybersecurity and fraud prevention. He recommended transitioning to online transactions to reduce cash handling, particularly in smaller departments. This recommendation was well-received, with discussions about enhancing the town’s financial operations and safeguarding transactions through automation.

Attention was also paid to the ambulance service’s increased activity and the accumulation of older debts. The Select Board considered engaging the fire chief to assess the collectibility of outstanding debts, particularly those complicated by insurance issues or belonging to deceased individuals. The discussion touched on the role of an external vendor managing collections, with town officials retaining the responsibility for account abatements.

In addition to these financial matters, the board addressed the upcoming budget override ballot question, with the focus on ensuring transparency in the proposed allocation of funds for salaries, wages, and benefits. The board debated whether explanatory language could be included on the ballot itself or if supplemental information should be provided through other means, like the town’s website. Concerns were raised about compliance with Department of Local Services regulations, and the board agreed on the importance of clarity and transparency to the public.

The meeting also covered the rodenticide policy, which aims to ban harmful anticoagulant rodenticides on town properties, and the health administrator’s request to carry over vacation hours. The board approved the rodenticide policy and agreed to allow the administrator to roll over additional vacation hours, contingent upon verification.

Discussions on regionalization opportunities with surrounding towns were revisited, with a proposal to formally approach neighboring Select Boards to explore shared services. This initiative was seen as a potential strategy to alleviate budget constraints and enhance resource efficiency through regional collaboration.

Finally, the board considered the town’s accounting services and the need for a permanent solution to replace interim arrangements. The board acknowledged the limitations of relying on consultants and stressed the importance of having a full-time accountant to ensure stable financial operations. The prospect of reviewing and possibly revising internal policies and procedures was also discussed to improve continuity and efficiency within the town’s financial management.