One item at the meeting was a detailed presentation by Matthew Gaywoods, a structural engineer from Niche Engineering, who shared the results of a comprehensive assessment of Carlisle’s culverts. This assessment followed a significant failure of the Westford Street culvert in May 2024, which required emergency replacement. Over a period of three weeks, 157 culverts were inspected, with 17 being newly added to the town’s GIS system. The assessment aimed to provide a detailed inventory of the culverts, identify public safety concerns, and enable the town to prioritize repairs and allocate budget accordingly.

Gaywoods explained the inspection process, which evaluated various attributes of each culvert, including type, shape, dimensions, and condition. The inspection identified 12 culverts as high risk, but none were deemed in immediate danger of failure. Four culverts, particularly those on East Street and Topet Road, were prioritized for repair within the next five years due to significant corrosion and erosion issues. Gaywoods emphasized the importance of routine maintenance to prevent blockages and potential flooding, estimating yearly cleaning costs at $51,000. The town could lower this estimate by utilizing local personnel instead of contracting out the work.

The board discussed the proactive versus reactive maintenance approaches, highlighting the necessity of establishing a systematic maintenance schedule to prevent escalation of minor issues into major failures. The conversation also touched on the fiscal aspects of managing these repairs, with an estimated $261,000 annually needed over the next five years for the high-priority culverts. Board members acknowledged the challenge of integrating these costs into the town’s capital plans while also considering other necessary projects.

Additionally, the board explored the potential for securing grant funding to support infrastructure projects. Programs like the Small Town Road Improvement Program and the Municipal Vulnerability Preparedness program were identified as highly aligned with the town’s needs. However, the limitations of Chapter 90 funding were recognized, indicating a need for careful prioritization of projects, balancing walkability initiatives with essential infrastructure repairs.

Shifting from infrastructure to personnel, the board reviewed a new bylaw concerning the town administrator’s authority in hiring and managing town employees. This bylaw delineates employee categories based on the level of oversight required by the select board. The town administrator outlined processes for appointments and disciplinary actions. The board discussed the necessity for boards to codify their human resource processes to mitigate legal risks and ensure compliance with HR laws. The emphasis was on the boards’ responsibilities, especially in managing personnel and signing off on timesheets, which some members found burdensome.

The meeting also addressed the upcoming special town meeting, focused on managing the schedule and warrant to maintain engagement while ensuring discussions. The board considered starting the meeting earlier and implementing structured time limits for debates to prevent fatigue among attendees. The potential for using live streaming to enhance accessibility and engagement was also discussed.

Concluding the personnel discussions, the board unanimously voted to dissolve the Scholarship Advisory Committee, citing non-compliance with open meeting laws and lack of activity. Plans were made to explore better management of scholarship funds, with consideration given to consolidating smaller accounts and potentially involving the attorney general’s office.