The meeting’s centerpiece was the debate and subsequent decision to advance the construction of a new outdoor ice rink at Lars Anderson Park. After a detailed presentation by the Parks and Recreation Commission, the board agreed to move forward with the design phase, leveraging Community Preservation Act (CPA) funding. The current rink has community support due to its scenic location and historical significance. There were discussions about the rink’s placement, with some members advocating for keeping it at its current location to maintain its historical charm and community preference. Concerns were raised about environmental issues and past chemical leaks, necessitating a thorough environmental assessment.

There was also talk about enhancing the existing warming hut to better serve the community. Suggestions included modernizing the facility to include amenities such as a dedicated concessions booth or a café, which could help generate additional revenue and improve services. The need for a flexible design process was emphasized.

Another topic was the recruitment process for a new Senior Center Director to replace Ruth, who has served for nearly 42 years. Although Ruth has not set a retirement date, the board aims to expedite the hiring process to allow for a smooth transition. An advisory panel composed of community members, including former select board members and health services professionals, will assist in the selection process. The recruitment will involve three rounds of interviews, focusing on various assessments to ensure a good fit with the Senior Center staff. Concerns were expressed about the workload associated with the role, leading to discussions on updating the job description to clarify responsibilities.

Budget preparation for the upcoming fiscal year 2026 was another focal point. The board highlighted the importance of aligning departmental proposals with established budget goals and objectives. There was a call for departments to articulate how their proposals fit within these frameworks, especially concerning financial policy and stability. Discussions emphasized the need for better collaboration between the Select Board and the Advisory Committee, particularly in reviewing and developing policies. The need for a comprehensive inventory of town properties was also discussed.

The board also tackled the issue of streamlining business operations in Brookline, focusing on reducing barriers related to construction permitting and licensing. Efforts are underway to analyze each license to identify areas for simplification. Transparency regarding new businesses moving into existing spaces was highlighted, with suggestions to simplify the permitting process and gather feedback from businesses to identify areas for improvement.

Housing policies were another critical area of discussion, particularly the potential for the housing affordable housing trust to accommodate middle-income housing up to 100% of Area Median Income (AMI). The conversation touched on the balance between preservation and development, with concerns that preservation efforts could inadvertently alter the demographic makeup of neighborhoods. The board emphasized the need for policies that address the community’s diverse housing needs.

The meeting also delved into the town’s fiscal policies, particularly the performance of Brookline’s stabilization fund and the implications of shifting tax burdens between residential and commercial properties. The board discussed the need for consistent infusion into the stabilization fund to maintain financial resilience. The potential impact of fluctuating commercial property values on residential tax burdens was also considered, with comparisons made to Boston’s financial challenges due to COVID-19’s effect on commercial properties.

Additionally, the board discussed the need for a strategic vision plan to guide the town’s direction over the next three to five years. There were differing opinions on whether to hire a consultant for this purpose, with some members advocating for leveraging existing data and frameworks to establish strategic goals independently. Concerns were raised about community engagement fatigue due to ongoing planning processes, emphasizing the need to utilize already gathered data to inform the vision plan.