The meeting kicked off with a comprehensive dialogue on the financial management of the Recreation Department, particularly concerning the upkeep of town-owned playgrounds. A significant concern was the allocation of maintenance responsibilities, traditionally managed by the highway department. However, staffing cuts there have made it challenging to sustain this arrangement. The committee explored the possibility of reallocating funds from other departments or contracting out maintenance work to relieve the burden on the highway department. This issue is compounded by the self-sustaining nature of the Recreation Department, which relies on a revolving fund rather than general town funds, leaving maintenance of public property like playgrounds in a financial gray area.

However, questions remain about the ongoing costs for maintaining these facilities. Members of the Recreation Commission, along with committee participants, stressed the importance of ensuring these playgrounds are adequately maintained to prevent deterioration, drawing on past experiences where maintenance was insufficient. Suggestions were made to seek further clarification on departmental responsibilities from the Town Administrator, emphasizing the need for collaboration between the Recreation and highway departments.

As the conversation transitioned to human resources, the committee tackled the complexities of HR management within the town. Concerns were raised about the blurred lines between town and school HR responsibilities, with suggestions for a smaller group to clarify roles and improve efficiency. The absence of a dedicated HR department in the town has placed undue pressure on the Treasurer-Collector’s office, which manages employee onboarding and benefit inquiries without the necessary expertise or resources. The committee underscored the need for a more structured approach to HR, potentially establishing a formal department to manage HR responsibilities effectively and reduce liability risks for the town.

The meeting then delved into the financial implications of septic betterment loans, which have posed an administrative challenge for the town. These loans, meant to assist homeowners with septic system improvements, are managed through repayments that create a pseudo-banking role for the town. The town currently pays an interest rate of 2.25% on loans from the Clean Water Trust but charges homeowners 5%. The financial burden is exacerbated by early loan payoffs, which limit the interest revenue the town can collect, despite the need to maintain loan records for the full 20-year term. The committee discussed the possibility of instituting prepayment penalties to offset these administrative costs and addressed concerns about the loans being perceived as unfunded state mandates.

Further discussions touched on the categorization of debt related to water and sewer services. Confusion persisted over why certain design costs were categorized as general fund debt rather than being tied to user fees through an Enterprise fund. The absence of a sewer Enterprise fund at the time of the original borrowing authorization complicated the financial structuring of these projects. The committee considered establishing such a fund in the future to ensure financial obligations align with user contributions, preventing the mingling of general and Enterprise fund debt.

Additional budget discussions covered various departments, with the highway department’s budget being a focal point. The committee examined the department’s struggle to fill laborer positions due to uncompetitive pay rates. This has led to operational challenges in maintaining town roads. Suggestions to increase compensation for unfilled positions were met with acknowledgment of union negotiation requirements and broader economic factors affecting recruitment.

The salary survey study results revealed Westport’s competitive position compared to other municipalities, though not against private firms. The committee recognized the need for a comprehensive compensation package to attract potential employees, particularly for seasonal highway work, where discrepancies in salary expectations persist.