The G Bar and Kitchen sought to amend its entertainment license to allow live acoustic performances on Thursdays and Sundays. However, this request was met with apprehension from community members who voiced concerns about potential noise disturbances. One resident, Moira Farerrell, articulated her frustration over early morning noise from garbage collection and deliveries, as well as disruptions from past music events. She emphasized the impact on her quality of life, stating that she could no longer enjoy her yard due to noise “creep” from the establishment. Another resident, Jody Watts, suggested that keeping the restaurant’s doors closed during performances could mitigate noise issues.

In response to these concerns, the board considered a structured approach to address neighborhood issues, proposing a quarterly community check-in for the Humphrey Street corridor. This initiative would involve key stakeholders, including the health and police departments, local residents, and restaurateurs, to facilitate dialogue and ensure transparency in resolving community grievances.

The conversation revealed a divide between residents seeking peace and the business’s interest in providing entertainment. Some board members acknowledged the challenge of balancing these interests, with suggestions to approve the license on the condition that performances remain acoustic and doors are kept closed. The board also discussed the importance of building trust within the community and fostering good neighborly relations.

Beyond the debate over the entertainment license, the meeting also touched upon other topics, such as the restructuring of the town’s financial department. The town is in the process of filling key finance roles, including a new finance director and town accountant, after recent departures. The board recognized the need to clarify roles and responsibilities within the department, emphasizing the importance of developing accurate job descriptions and understanding the scope of work.

The Clark School’s potential use for recreational activities was another focal point. The board considered expanding programming in the school, which could include activities for families and seniors. However, concerns about utility costs and the building’s budgetary implications were raised.

Additionally, the board addressed the feasibility of a community life center, discussing the necessity of gathering community input to guide the development of such a facility. The feasibility study aims to assess the need for this center and explore potential sites, with parking at the Clark site identified as a concern.

As the board continued to prioritize community projects, the necessity of addressing the town’s financial health and staff morale was underscored. With ongoing transitions and strategic planning in progress, the board acknowledged the importance of transparency and effective communication in navigating these challenges.