The police department’s vehicle fleet was a central focus, with proposals to replace aging vehicles with hybrid models to cut costs and qualify for green community grants. Lieutenant Tibido presented a request to update the ten-year capital plan by acquiring two new marked hybrid police cruisers. The current fleet’s condition varied from good to fair, necessitating replacements for units 205 and 206, which had accrued significant mileage. Unit 205, in particular, had been problematic since its introduction as a first-generation hybrid. The proposed transition to Ford Explorer hybrids aimed to address these issues and improve operational efficiency.

The discussion extended to the technical aspects of fleet management, highlighting the complexities of transitioning to hybrid vehicles. The need for specialized training for mechanics to handle hybrid vehicles was emphasized, given the distinct differences in systems like braking and battery maintenance. The board also examined the implications of measuring vehicle performance by engine hours rather than mileage, a method considered more accurate for police vehicles. Discussions included the auctioning of older vehicles, including two Tahoes and unit 209, to streamline the fleet and make way for the new hybrids expected in February, pending manufacturer availability.

Beyond the immediate needs of the police department, the meeting addressed broader capital project management issues. Concerns were raised about project execution, particularly with school capital projects facing delays due to unforeseen requirements like asbestos remediation. The resignation of the school’s facilities director added to these challenges, prompting discussions on maintaining project continuity under the current finance and HR director. Members expressed frustration over delays and inefficiencies in project execution, noting the importance of structured processes for obtaining reliable project estimates.

The planning board acknowledged the backlog of prior-year capital projects and the potential impact on prioritizing new projects. A proposal was made to invite the town manager to the next meeting for updates on these projects and to discuss strategies for addressing the backlog. Members agreed on the need for better documentation and communication in project management to avoid repeating past mistakes.

Scheduling challenges also emerged as a significant topic, with the board planning future meetings to address various town department presentations. The proposed schedule included meetings on October 21st for schools, October 23rd for facilities, and November 4th for the Department of Public Works and fire services. However, members recognized the difficulty in coordinating schedules due to personal travel commitments and anticipated a challenging November.

The meeting concluded with an emphasis on the need for ongoing dialogue about vehicle management and space utilization within the police department.