The renovation project, led by architect Kurt Rabber, presented a refined plan known as the “blue scheme,” focusing on optimizing existing spaces with modest additions. The design proposed expanding the multi-purpose room, adding a dormer on the second floor, and improving accessibility features such as a new front entry and additional meeting spaces. The upgrade also aimed to increase parking from 22 to 47 spaces, enhancing paving, lighting, and drainage.

Rabber highlighted community feedback’s role in shaping the design, with the blue scheme emerging as the favored option due to its balance between spatial needs and budget constraints. The plan featured significant structural changes, such as removing obstructive columns to enhance space flexibility and introducing a new enclosed stairwell for safety. He outlined the project’s timeline and budget, with an initial construction cost of $2.76 million, excluding general contractor markups and other fees. After considering contingencies and additional costs, the total project budget reached $4.665 million.

Leah LaCrosse, the director of community services, provided insight into the current facility’s limitations, citing structural columns that restricted the dining room’s capacity to 30 participants and media lounge space to 15, often resulting in waitlists for popular programs. The proposed renovations aimed to address these issues by transforming underutilized areas into functional spaces, including new restrooms on the lower level to comply with the Americans with Disabilities Act.

Community engagement was an aspect of the meeting, with several board members and community representatives discussing the project’s financial implications and operational plans during construction. Concerns were raised about potential redundancies in the budget, particularly line items related to online bidding and procurement expenses. Clarifications were sought, with one board member acknowledging a likely double count.

The discussion also touched upon the project’s timeline, with construction projected to last nine months and additional preparatory work extending the process to twelve months. Board members expressed concerns about the impact on existing services, particularly the adult daycare program, and stressed the importance of maintaining these services during the renovation. Alternative arrangements, such as using the community center for displaced services and considering trailers for temporary office space, were explored.

Funding sources for the project were a topic, with the town manager and finance director outlining potential options, including utilizing $1 million in free cash and borrowing. The possibility of funding the entire project through free cash, subject to a simple majority vote, was discussed alongside maintaining reserves for emergencies and planning for future capital programs.

Public comments revealed mixed sentiments about the project, with some community members expressing skepticism about the renovation plan’s lack of green space and others calling for better facilities to accommodate the senior daycare program’s expansion. The proposal aimed to increase the program’s capacity from 12 to 25 participants and extend services from two to four days a week.

As the meeting concluded, the importance of careful planning and communication with the community was emphasized to manage expectations and minimize disruptions during construction. The project was seen as a step in addressing the growing needs of Chatham’s senior population, with hopes for its completion by the annual town meeting in May.