The Budget Advisory Committee convened on October 6, 2026, to review the town’s operational budgets, discuss ongoing financial processes, and address future budgetary considerations. The meeting covered a range of topics, including the current fiscal year budget cycle, proposed departmental reorganizations, the upcoming tax rate setting, and long-term capital improvement projects.
The Committee began by reviewing and accepting the September 1 meeting minutes (link). A committee member clarified the state law requirement for meeting minutes, noting that they must be available in draft form if requested, not necessarily posted or finalized (link).
A board member provided an overview of Waterville Valley’s current operational budget and Capital Improvement Plan (CIP) process, which follows a calendar year fiscal cycle. The first three months of the year operate under the previous year’s approved budget, with the new budget taking effect after Town Meeting in early March. The board member also noted ongoing discussions about shifting to a July 1 fiscal year start, which would require an 18-month transition year. The shift is not planned for the current year, given that it is the Town Manager’s first year in the role, but may be considered for fiscal year 2028 (link).
The Town Manager outlined ongoing organizational restructuring efforts aimed at reimagining daily operations. Key changes include:
- Water/Wastewater Department: Following a departure, the town chose not to refill the prior superintendent role. Instead, it was split into two positions — Superintendent of Water and Superintendent of Wastewater — allowing the town to meet NH DES staffing requirements while remaining salary neutral. However, the change results in doubled benefit costs for those two positions. Two additional positions in the department remain vacant (link).
- Department of Public Works (DPW): Following a staff resignation, the town is exploring opportunities to manage DPW’s budget and finance functions through the Town Manager’s office, and to promote a superintendent from within (link).
- Parks and Recreation: The Adult Adventure Programmer position will not be funded in the 2027 budget. The Town Manager noted efforts to retain the individual in a role within the Highway Department (link).
The Town Manager expressed confidence that the CIP would be ready for presentation at the following Select Board meeting and noted that the ongoing restructuring makes precise budget projections more complex in the near term (link).
Regarding the tax rate, the Select Board is scheduled to set the 2026 tax rate at its second October meeting. Initial projections suggest a slight decrease from the prior year’s rate, which is within the margin of error of the estimate made in March. One participant clarified that a figure mentioned — a 15 to 20 cent increase — referred to a 5 to 10 percent range, which was described as consistent with original projections (link).
The Town Manager shared that he, the Assistant Town Manager, and the Select Board Chair are scheduled to meet with NH DES the following Thursday to discuss a potential alternative approach to the wastewater treatment facility. A public update on the project’s current status, costs, and re-engineering work was planned for that Friday at 6:00 p.m. in the Multipurpose Room. The Town Manager emphasized that engineering work on the current facility must continue in order to maintain compliance with the Administrative Order on Consent (AOC) until any alternative direction is confirmed (link).
A committee member raised concerns about the town’s Cost of Living Adjustment (COLA) policy, noting it lacks a cap, which is uncommon among comparable municipalities and could expose the town to significant inflationary risk. This was identified as an area warranting review by the Town Manager and Select Board (link).
Discussion on public safety focused on the Department of Public Safety (DPS), which relies on a combination of full-time, per diem, and overtime staff. The current model is creating coverage gaps and budget pressure: when per diem staff cannot fill shifts, supervisors must order employees in, converting per diem costs to more expensive overtime. The committee emphasized the importance of better communicating how town growth — such as recent residential development — drives increased service demand and associated costs (link). The broader question of what level of fire, police, and emergency service the community expects was raised, with the observation that personnel costs represent approximately 80% of the town’s operational budget, meaning any meaningful cuts would directly reduce services (link).
Specific budget line items were reviewed and questioned, including a significant increase in the Employee Benefits category under general overhead — from approximately $11,000 spent to a request of nearly $37,000, representing a more than 200% increase (link). The Town Manager committed to providing additional detail on the breakdown between general overhead and administration benefits, noting that recent recruiting costs were a known contributor (link).
For Planning and Zoning, a substantial year-over-year drop in professional and technical services was noted. A board member explained that the prior year’s higher figure reflected a one-time consultation for a professional review of the town’s zoning ordinances and site plan review regulations, in addition to a transition from a contract planner to the North Country Council at a lower rate (link). The Town Manager noted that the current annual budget with the North Country Council — slightly over $20,000 — has already been exceeded this year, with additional planning board work still expected (link). This prompted discussion about whether the town should consider hiring a dedicated town planner and projects manager to manage the volume of ongoing work and reduce reliance on external consultants (link).
The Committee discussed the town cemetery, where a Capital Reserve Fund (CRF) has been established. A spring that surfaced in the cemetery this past season has been addressed and stabilized. Longer-term needs include potential land acquisition from an abutting property to expand capacity, as well as the implementation of cemetery management software to track plot locations, ownership records, and payments digitally. Land purchase and software costs would add to the cemetery budget in future years (link).
Recreation services were a significant point of discussion. A board member provided historical context: in 2019, the Select Board expanded the Recreation Department to include adult programming, with an emphasis on biking and hiking — activities the WVAIA had stepped back from. Since then, the recreation budget has grown, and while the department generates revenue through program fees, the gap between expenses and revenue has widened. The Town Manager has set a goal to achieve a 50/50 revenue-to-expense ratio for the 2027 budget, working toward a 60% revenue offset the following year (link).
The Committee discussed the importance of clear communication about the Recreation Department’s financial strategy, including revenue-neutral goals and pricing rationale. Concerns were raised that residents see the budget as a large expense without understanding the revenue offset, and that this has generated unnecessary skepticism. Participants noted that programming costs have risen across municipalities and non-profit organizations alike, and that unsustainable programs with low participation should be evaluated (link).
The potential for collaboration with the WVAIA and the Rey Center was discussed, with both organizations expected to present proposals at the next meeting. Coordination with the resort — including joint use of facilities such as the tennis courts, golf course, pool, and the planned Adventure Center — was also raised as an opportunity to expand programming reach and share costs (link).
The use of water and sewer consumption data as a proxy for resort activity and town growth was suggested as a useful metric for budget planning, with participants noting that occupancy reports are unreliable but utility usage data is available and would help contextualize service demand and capacity (link).
Finally, the Committee addressed four major capital projects on the horizon:
- Road Projects: An ongoing cost driver, with projects ranging from approximately $2 million to $6 million. The committee discussed whether some projects could be deferred by a few years to reduce near-term debt service (link).
- Corcoran Pond Dredging: Initial reports suggest the remediation work may not be a significant financial burden for the town (link).
- Britton Property: The town is awaiting a response from the state; early indications suggest remediation costs may be minimal (link).
- Town Hall / Public Safety Complex: This project was bumped to 2028 in the CIP. Research by a committee member found that comparable facilities in other towns are typically built for $7 million to $12 million, while the town’s current planning estimate for 2028 stands at $28 million — a figure expected to attract scrutiny. The higher cost reflects the inclusion of a combined Town Hall and public safety facility. Concern was raised that residents who saw Phase Two funding on the ballot interpreted it as a commitment to build, when in fact Phase Two was intended as a study to evaluate options before committing to a design or construction path. The committee emphasized the need for clearer public communication on this distinction (link).
The next meeting was scheduled for October 19 at 9:30 a.m., with the WVAIA and the Rey Center slated to present.