The pursuit of an OPM for the Council on Aging building has emerged as a challenge for the Halifax TRIAD Board. The project’s modest budget has deterred interest from potential managers, with only a single bid received. The board is currently prioritizing the hiring process, which has been delayed by the OPM’s other commitments. The project is set to start construction on Mont Pona Street, with completion anticipated six months from groundbreaking, despite these setbacks. A speaker voiced optimism, remarking on the rapid progression once construction begins.

The land conveyance for the Council on Aging also featured in discussions, with the town expected to own two parcels by the year’s end. Alongside the COA, new pickleball courts are planned for the second parcel, with future ownership by the town. These developments are part of a broader effort to enhance community facilities, although they underscore the challenges in managing smaller-scale projects.

In a related vein, the board emphasized the necessity for a clearer governance structure, particularly concerning water department oversight. The absence of a formal charter has led to confusion about which entities hold authority over specific issues like water quality. Current governance relies on bylaws, resulting in residents mistakenly directing concerns to the Board of Selectmen, who lack jurisdiction over certain departments. Efforts are underway to clarify these roles through a government study committee.

The Halifax TRIAD Board also revisited the town’s recycling program, evaluating its sustainability amid rising costs. Once a profitable endeavor, recycling now poses financial challenges, with costs rivaling those of solid waste disposal. The aging recycling truck, with replacement costs reaching up to $300,000, adds urgency to the debate. The board is considering regional partnerships, building on past successes in shared services with neighboring communities. However, resistance from nearby towns, like the rejection of a centralized Council on Aging by Plimpton, illustrates the complexities of collaboration.

Historic building management was another focus, with the board deliberating on the future of underutilized properties such as the old schoolhouse, blacksmith shop, museum, and Pope’s Tavern. The financial burden of maintaining these buildings, particularly insurance costs for vacant properties, is a concern. Options to increase community access or transfer management to other groups are being explored, although no decisions have been finalized. The museum’s high electricity costs, nearing $10,000 annually, further strain town resources, prompting suggestions to repurpose part of the space for office and meeting use.

Additionally, the board tackled how to address businesses lacking necessary permits, advocating for reporting issues to the building commissioner, who also serves as the zoning enforcement officer. This strategy aims to ensure compliance through education rather than penalties.