The primary focus of the meeting was the proposed DPW building project. The board discussed various design options presented by Arrow Street Architects. Option 4B emerged as the favored choice, offering a compromise between renovation and new construction. This plan would convert the current building into a fleet storage garage while a new facility is built, estimated at $29 million. Despite financial concerns, the board recognized the necessity of a functional space for the town’s fleet of 31 vehicles, critical for efficient winter operations. One board member emphasized the importance of maintaining a ready fleet, citing past snowstorms and the town’s numerous salt and plow responses.

The board considered several alternatives, including renovating the existing building or combining renovations with new construction. However, the consensus leaned towards option 4B due to its cost-effectiveness and potential for future expansion. The proposed facility would cost approximately $634 per square foot, providing essential functionality while addressing staff needs. Concerns about the absence of a wash bay for vehicles exposed to road salt were raised, with suggestions for future inclusion as an environmental protection measure.

Public input also played a role, with residents voicing concerns about the project’s financial implications and longevity. A suggestion was made to hold a joint meeting with the Finance Committee to ensure alignment on the project’s goals and address any lingering questions. The need for an educational campaign to inform the public about the DPW project’s developments was highlighted, particularly to resolve confusion stemming from past proposals.

In addition to the DPW project, the board addressed a traffic safety issue raised by a resident concerning the intersection of Chadwick and River. Despite previous discussions with engineers and the Finance Committee, the resident expressed frustration over the lack of updates and clear communication regarding the project’s progress. The board acknowledged the need for improved communication and transparency in such matters.

The meeting also featured discussions on enhancing community engagement in town governance. Board members considered various strategies to increase participation in town meetings, such as holding pre-meeting open houses, using social media outreach, and creating “wiggle rooms” for attendees with children. Emphasis was placed on ensuring that residents felt informed and comfortable participating in discussions, with suggestions for a working group to develop specific strategies for the upcoming spring town meeting.

Furthermore, the board discussed improving recruitment and onboarding processes for town committees and boards. Suggestions included consulting specialists in committee effectiveness and creating associate membership tiers to encourage broader participation. The importance of diverse recruitment efforts and leveraging electronic applications to streamline processes was also noted.

Finally, the meeting touched on budget preparation discussions within the Acton Leadership Group (ALG), highlighting a projected deficit exceeding $4 million for the fiscal year 2027. The board considered the potential need for an operating override and emphasized the importance of proactive budget planning to address financial shortfalls.