A focal point of the meeting was the detailed exploration of the fire station renovation costs, which have been estimated to range from $10 million to $15 million. The board debated whether to prioritize immediate needs, such as expanding bay capacity, or to consider the addition of living and fitness spaces that could attract future volunteer firefighters. This debate highlighted the necessity of balancing current operational requirements with future growth and recruitment needs.

The board also examined various design proposals, with one option suggesting an expansion of the number of apparatus bays to improve response times and support spaces. However, this proposal exceeded the existing $10 million budget, prompting discussions about the feasibility of such an expansion. Additionally, the board considered integrating spaces within the building to maximize functionality, such as combining office and bunking areas to enhance operational efficiency.

Another topic was the necessity for a more thorough schematic design, with an estimated cost of an additional $140,000, to provide a refined plan before seeking further financial approval from the town. The board recognized that the original analysis lacked sufficient community input, leading to the conclusion that broader engagement and a comprehensive design are vital before making additional funding requests.

The potential impact of inflation on project costs was also discussed, with concerns that community members might not fully understand the financial implications of the proposed $10 million to $14 million budget. The board acknowledged the importance of community backing and suggested that a detailed presentation of the project and its costs should be made to solicit public feedback and refine the project based on community needs.

In addition to the fire station project, the board tackled the renovation of the police station. The renovation’s base bid was initially set at $3.383 million, with a total request reaching $4.163 million after including alternates. The discussion centered on the necessity of this increase and the adequacy of contingency funds, which had sparked debate about whether a 10% to 15% contingency was appropriate. The board agreed to present the full scope of the project and its associated costs to voters, emphasizing transparency and proper planning.

The meeting also covered the police station’s financial strategy, debating whether to adopt a conservative 20-year borrowing model or a 30-year model to account for the project’s long-term implications. The need to align the station’s lifespan with community needs was emphasized, particularly given past neglect of infrastructure.

Community engagement emerged as a recurring theme throughout the meeting. The board recognized the need to present a well-considered plan to the public, with ample community outreach to gather input before finalizing decisions. This was particularly urgent as the spring town meeting approached, and the board aimed to ensure that the community was adequately informed and engaged in the decision-making process.

Other agenda items included discussions on the Accessory Dwelling Unit (ADU) consultant’s role, the Community Preservation Act (CPA) projects, and the police station’s financial strategy. The board debated whether to provide exact dollar amounts for appropriations or to summarize them as a total sum, with a preference for specificity to enhance public understanding.