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Pipe replacement, ceilings and call‑bell work complicate Nathaniel Witherall’s recovery plan
Summary
BET members pressed management on capital projects — a multi‑phase pipe replacement that has removed 12–16 beds from service, planned ceiling and call‑bell work, a kitchen air‑handling replacement and storage renovations — and asked for phasing and budget detail to avoid repeated room outages.
BET members and Nathaniel Witherall leaders examined several capital and operating problems that complicate the facility’s financial recovery.
Management said a multi‑phase pipe replacement project began in April 2025 and has taken approximately 12–16 beds out of service; work will continue in phases and may extend to October or November 2027. John Masterardi described the pipe work as “essential infrastructure” and said the team is scheduling phases to limit admissions disruption, but added the bed losses reduce flexibility needed to place dementia patients across units.
Capital items presented to the BET included: a ceiling replacement program for 81 resident rooms (to permit modern call‑bell wiring and to improve room appearance); a multi‑year replacement of the facility call‑bell system (planned as a four‑year expense); replacement of a 50‑year‑old kitchen air‑handling unit (to improve infection control and working conditions); kitchen ceiling repairs and coatings; and renovation of indoor storage areas to reduce reliance on rented external pods.
BET members asked management to provide phasing options so that rooms already out of service for the pipe project would not be taken offline again for ceiling work. Management confirmed some ceilings have already been dropped on certain rooms and said phasing the ceiling and call‑bell projects by floor was feasible.
On operations, BET members asked about a material increase in electric expense used in the FY27 budget and about telephone/communications upgrades. Management described a recently added telecommunications “ring” to improve cell and voice connectivity across the campus and noted the town had earlier pursued a cell‑tower option that neighbors opposed. Management also reported progress reducing agency nursing costs to near zero compared with prior months and said part‑time hires were being used to reduce overtime spikes.
BET asked for additional documentation before decision day: a re‑examination of the electric and maintenance projections, options to phase ceilings and call‑bell implementation to minimize room downtime, and a clear list of capital cost offsets.
