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Select Board retreat outlines priorities: housing, sewer options, public safety and maintenance
Summary
At a retreat facilitated by Manager Mary, the Select Board reconfirmed a shared vision and discussed strategic priorities including housing and economic development in the Falls, sewer options, recruiting volunteers for fire and EMS, and prioritizing infrastructure maintenance over new projects.
The Northfield Select Board spent the meeting refining a shared vision and translating it into strategic priorities and measurable goals. Manager Mary summarized a draft vision and outlined five strategic priorities—economic development, infrastructure, operations, public safety and community connection—and the board worked through desired outcomes, SMART-goal framing and first steps.
On housing and economic development, members identified infill opportunities in the Falls and a larger industrial-park conversion as potential sources of new housing. Several board members said lack of sewer capacity is the central constraint to development. One member described the potential capital scope for sewering the Falls as substantial—"probably 15 to 20 million dollars,"—and urged careful engineering analysis to compare connecting to the town sewer versus a separate Falls solution.
Public safety and emergency services were a recurring concern: board members described declining volunteer rosters for fire and ambulance services, high certification hours (upwards of 200 hours for some training routes), and suggested steps to recruit and retain volunteers including public outreach, honoring volunteers and working with neighboring institutions (Norwich) on training and recruitment. The board discussed measurable indicators for progress—roster increases, filled positions and response-time metrics—and the need to plan for equipment purchases and lifecycle replacement.
Infrastructure maintenance—especially gravel roads, sidewalks and bridges—was emphasized as a near-term priority. Members recommended conducting inventories (roads, sidewalks, bridges), budgeting to regravel two-to-three miles per year as a target, and commissioning targeted studies to prioritize paving and sidewalk repairs. The board noted that maintenance is often harder to fund than new projects and discussed strategies to redirect budget priorities and pursue grants that cover complete projects.
Other operational priorities included building staff onboarding and volunteer welcome packets, expanded training (open meetings law, DEI, CPR), a communications plan with weekly updates and a Select Board chair letter, and consideration of a recreation director to expand programming and marketing for town recreational assets.
Next steps Manager Mary will draft SMART goals from the desired outcomes and return recommended measures and first steps for the board to review at a future meeting. The board agreed to prioritize personnel and public participation policy updates in the near term.
