The meeting kicked off with a discussion about the scoring and evaluation of proposals from various landscape design firms. The commission reviewed references, past project experiences, and the overall capabilities of each firm. Concerns were raised about the quality and recency of references, particularly for firms like Mezra, whose references dated back to 2021, and F O’Neal, which lacked experience with projects over two million dollars and had not submitted clients’ letters of recommendation.

Tom D., from the OPM firm Scansa, suggested scoring all firms evenly based on the positive references received or waiting until after interviews for further evaluation. The consensus leaned towards waiting for interviews to ensure a more thorough assessment.

F O’Neal’s representatives were invited to present. They emphasized their familiarity with Marshall Park, stemming from previous engagements in the master planning process and community needs assessments. They assured the commission of their comprehensive team’s ability to manage the project efficiently, leveraging in-house resources for various aspects such as permitting and geotechnical considerations.

The commission also debated the use of advanced visualization tools like 3D modeling to illustrate the project’s design and functionality. This approach was seen as beneficial for internal communication and community engagement, making the project stand out in competitive grant applications. The timeline for the project was described as “vitally important,” with prompt decision-making necessary to keep the project on track.

Additionally, the discussion covered the collaboration and workflow for integrating a skate park and boardwalk improvements around a scenic overlook. The need to engage with the Conservation Commission for work done in wetlands was highlighted. Public education and outreach were emphasized, with suggestions to utilize community events and create a dedicated website to disseminate accurate information ahead of a special town meeting in November, where additional funding would be sought.

Financial concerns were a recurring theme, with a call for updated cost estimates to reflect current market conditions. The necessity of involving a cost estimator early in the process was noted, along with the challenges posed by fluctuating pricing and the limited pool of contractors available. The conversation included exploring private partnerships or construction managers to help navigate financial aspects and ensure accurate cost assessments.

The commission moved towards selecting a firm, eventually deciding to proceed with RDLA. This decision was based on their comprehensive proposal and the team’s confidence in their ability to manage the project within the established timelines and budget constraints. The need for prompt action to avoid delays was stressed, with a meeting scheduled with the interim Town Manager to expedite the contract process.

The commission also discussed the Parks Commission revolving fund, noting a balance of approximately $61,000 and the need to raise the fund cap to $40,000 to accommodate potential increases in the recreation director’s hours. There were concerns about the management of the revolving fund, with calls for more frequent reviews to ensure proper governance and accountability.

Towards the end of the meeting, the commission deliberated on potential articles for an upcoming special town meeting. Proposals included changing the structure of the revolving fund to align with other departments and increasing the recreation director’s hours to support additional programming and responsibilities. The importance of community engagement and clear communication about funding requests was underscored to ensure public understanding and support.