The board discussed various options to address this financial challenge, including the appropriate allocation of American Rescue Plan Act (ARPA) funds and the need for an operating override. The board emphasized the importance of efficient use of existing budget resources and scrutinizing any proposed funding increases. The potential risks and benefits of renegotiating PILOT agreements with universities and nonprofits were also debated, with some members advocating for proactive policies to prevent further takeover of taxpaying properties by nonprofits. The board weighed the possibility of non-monetary contributions from these organizations against the impact on existing monetary contributions.

Continuing with the financial theme, the board engaged in a discussion about the town’s reserve policies, specifically operating reserves, undesignated fund balance, liability catastrophe fund, and overlay reserve. They delved into the free cash policy and how it is generated, expressing interest in potential changes to the prioritization and level of funding for various areas, such as the affordable housing trust fund. The necessity of maintaining a strong reserve fund to meet policy requirements and bolster the town’s credit rating was also discussed, with members considering an increase to the fund balance to align with other AAA-rated communities.

The board further tackled the town’s financial forecasts, addressing the projected local receipts for fiscal year 2025, which were conservatively increased due to the pandemic’s impact. Deliberate lower projections were made for building permits, local options, and parking and court fines, affected by reduced activity and staffing issues.

The importance of strategic planning was a key focus, with the board considering the experiences of other Massachusetts communities and discussing the potential role of consultants in the process. The need for a strategic initiative to help drive the budget for the next two years was highlighted, with debates on community engagement and skepticism about the value of external consultants. There was consensus on the need for a compact document outlining strategic goals and objectives, developed with the board’s input and possibly facilitated by a consultant.

In terms of community priorities, the board dissected results from a recent community survey, which revealed gaps between residents’ quality and importance ratings on issues such as mobility and safety. Discussions included the need for fire prevention education and emergency preparedness, as well as improvements in accessibility and reliability of public transport. Affordability challenges in areas such as healthcare and housing were discussed, along with the desire to enhance community design and inclusivity.

The board also examined the need for revitalizing commercial areas, particularly Coolidge Corner, and deliberated on proactive measures to attract businesses, including purchasing public buildings that come up for sale. The need for traffic calming measures in residential areas was also discussed, as well as funding for essential services and the housing office.

Further, the board addressed the implications of the survey results for town governance, the representativeness of the survey sample, and the need for further analysis of the data to understand differences between North and South Brookline. The significance of public safety was debated, along with the need to improve accessibility to elected officials and increase civic engagement.

The meeting concluded with a discussion on the approach to setting goals for the upcoming fiscal year, referencing the Government Finance Officers Association’s best practices. The board planned to review accomplishments and set goals and objectives for the new fiscal year, aligning budget decisions with the board’s desired outcomes.