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Select Board Meeting Minutes March 16, 2026 Page 1 of 11  
Town of Lunenburg  Select Board Meeting Minutes Ritter Building, 960 Massachusetts Avenue and via Zoom  Tuesday, March 16, 2026  Members Present: Chair Caesar Nuzzolo, Vice-Chair Amanda Moore, Clerk Renee Emkey, Member Brian Lehtinen, and Member Glenn McLeod Members Absent: None Also Present: Jennifer Warren-Dyment, Town Manager; Karen Barrett, Finance Director/Town Accountant Public Comment Participants are listed in the minutes  I. CALL TO ORDER AND PLEDGE OF ALLEGIANCE  Chair Caesar Nuzzolo called the Select Board meeting to order at 6:32 PM. Chair Nuzzolo advised those present that the meeting was being recorded and would be uploaded to the Lunenburg Access YouTube Channel after the meeting. Chair Nuzzolo noted that the sole agenda item for the evening was the FY27 Budget Workshop.  II. SCHEDULED MEETINGS  Workshop on FY27 Budget  Town Manager Jennifer Warren-Dyment opened the workshop by orienting the Select Board to the budget documents distributed for the evening. She explained that the summary sheet reflected only those line items that had changed since the preliminary budget presentation of February 19, 2026. Items unchanged since the preliminary budget did not appear on the summary sheet. She further explained that the detailed budget document included columns for the FY24 and FY25 budgets and actuals, the FY26 budget, and two FY27 columns: the "budget request" representing the unbalanced budget, and the "draft balanced budget," in which any line reduced to achieve balance was highlighted in red. The unbalanced budget, as presented, carried a deficit of $1,028,735.89. For simplicity, Town Manager Warren-Dyment referred to the two versions going forward as the "balanced budget" and the "unbalanced budget," with the unbalanced budget representing the core services override scenario.  The Select Board proceeded through the budget on a department-by-department basis.  Select Board Town Manager Warren-Dyment noted the only change in the Select Board budget since the preliminary was a reduction in the balanced budget scenario reflecting the termination of the contract with Guilfoyle PR, worth approximately $10,000. She noted, however, that some funding was retained in the line for crisis communications or unforeseen needs, as the contract currently provides that coverage at a low cost. There were no questions from the Select Board on this department.  Town Manager Town Manager Warren-Dyment identified two changes in this department since the preliminary budget. First, the Assistant Town Manager position was shifted from half-year funded to fully 
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Select Board Meeting Minutes March 16, 2026 Page 2 of 11  
funded beginning July 1, partially offset by reductions elsewhere in the budget. Second, in the balanced budget scenario, contracted services were reduced. She explained that contracted services funds items such as professional background checks for recruitment and mapping project assistance. She noted that the legal services line with Meade, Tallerman, & Costa remained at $135,000, though she acknowledged it had been a very active legal year and that amount may prove tight. Member Brian Lehtinen raised the question of whether the Select Board should be tracking items for a potential restoration-level override as discussions proceeded. Town Manager Warren-Dyment confirmed that the unbalanced "budget request" column already represented the override budget, and that any restoration-level considerations above that would constitute a second, higher tier.  Finance Committee / Finance Committee Reserve Fund Town Manager Warren-Dyment noted no changes to the Finance Committee budget. Regarding the Finance Committee Reserve Fund, she suggested that the Select Board and Finance Committee consider increasing the Reserve in the balanced budget scenario, given that departments would have very little flexibility to address unforeseen expenses if their individual lines were cut tightly. She indicated she had room within the health insurance line to absorb an increase to approximately $25,000 without throwing the budget out of balance. She cautioned the Select Board that as budgeting moved closer to actuals, free cash generation would decrease correspondingly, and that this had implications for future years' capital plans, OPEB liability, and Stabilization Accounts.  Town Accountant Town Manager Warren-Dyment noted minor reductions of approximately $1,000 each to two lines in both budget versions, reflecting closer-to-actual spending. She highlighted two notable drivers of the overall increase in the Town Accountant budget: a substantial increase in audit costs with the new firm, and a salary increase for the current Town Accountant relative to her predecessor. Clerk Renee Emkey questioned the contracted services line, which showed a spike to $40,000 in FY24 actuals. Town Accountant Karen Barrett confirmed that expenditure was related to the prior interim arrangement with consulting services. Given that other years' actuals were very low, the Select Board agreed to reduce the contracted services line to $2,000 in both budget versions, with the understanding that a Reserve transfer could address any unforeseen need.  Assessors Town Manager Warren-Dyment noted that the Special Assistant to the Assessor position, costing approximately $27,500, was moved out of the operating budget and onto one-time funding sources. She explained this position has a defined end date, though it may extend one or two more years. Funding would come from old articles or free cash or potentially from excess overlay funds.  Treasurer / Collector Town Manager Warren-Dyment described several reductions in both budget versions, all based on closer-to-actual spending: contracted services for the Collector were reduced from $5,500 to $2,000; banking charges were eliminated entirely due to no historical activity; and meeting and mileage lines were trimmed. She confirmed there were no service cuts associated with any of these reductions.  Information Technology (IT) Town Manager Warren-Dyment reported a significant structural change: the position of Director of Communications and IT was eliminated in both budget scenarios in order to fund the creation of the 
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Select Board Meeting Minutes March 16, 2026 Page 3 of 11  
Assistant Town Manager position. She characterized this as a clear service reduction, noting the Town would revert to more basic social media communications. She added that although the Assistant Town Manager would absorb some communications responsibilities, this would not replicate the output of a dedicated communications professional.  Clerk Emkey and Vice-Chair Amanda Moore agreed this position should be restored in any restoration-level override budget, representing the first identified restoration item. Town Manager Warren-Dyment confirmed the salary for that position was approximately $59,459 at the current rate, excluding any COLA adjustment or health insurance costs (as the current incumbent does not carry town health insurance). Town Manager Warren-Dyment also confirmed that a previously contemplated reduction of SUZOR IT support from four days to three days per week was removed from consideration given the loss of the communications position.  A minor telephone charge correction of a few hundred dollars was also noted between the preliminary and current budget.  Tax Title Town Manager Warren-Dyment noted a reduction in the registry recordings line to $4,000, reflecting closer-to-actual spending. She indicated this was sufficient to cover the costs associated with any takings, including legal research and auction-related expenses.  Town Clerk Town Manager Warren-Dyment noted no changes in any version of the Town Clerk budget. She highlighted that the overall budget was elevated compared to FY26 because FY27 is an election year. She raised a forward-looking concern: when the current Town Clerk retires or otherwise departs, the costs of operating that office will increase substantially regardless of whether the position remains elected or becomes appointed. She noted that typical staffing for a Town Clerk's office includes two full-time staff members. Vice-Chair Moore and Member Lehtinen agreed this should be included in any restoration-level budget planning. Clerk Emkey noted this was particularly important given the uncertainty about when the transition might occur and the Select Board's desire not to return to voters for another override in the near future.  Land Use Town Manager Warren-Dyment explained that the Land Use salary line showed a significant drop for two reasons: a retirement resulting in a top-of-range earner being replaced at a lower salary, and the elimination of a 10-hour-per-week Conservation Administrative position in both budget scenarios. She indicated she would not recommend restoring that specific position in a restoration budget, but suggested instead that the shared pool for Planning and Zoning Board committee clerk/minute-taker services be increased to provide more flexible coverage across departments. She also noted a new line for Economic Development of $3,100 to seed the Annual Meet-and-Greet event, which does not survive in the balanced budget. Similarly, APDC expenses, consisting largely of advertising, are eliminated in the balanced budget. A new "purchase of service" line of $2,000 for the Planning Department for mapping and professional services was retained in both versions.  Facilities and Grounds Town Manager Warren-Dyment explained that the TCP building operation was removed from the 
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Select Board Meeting Minutes March 16, 2026 Page 4 of 11  
operating budget in both scenarios and moved to one-time funding sources, alleviating pressure of approximately $120,000–$150,000 from either budget version. She expressed serious concern about the condition of the building, describing standing water, soaked carpeting glued to asbestos tile flooring, and evidence of water infiltrating through two layers of rubber roofing. She stated she did not believe the Town could continue operating the building and that she expected it to be vacated early in FY27. She recommended asbestos abatement be incorporated into the Capital Plan once the building is vacated.  Member Glenn McLeod asked whether the abatement needed to be addressed at an emergency Town Meeting. Town Manager Warren-Dyment said no, as people remained in the building, and the worst case would be closing the building, which could then sit as cold storage until a fall Town Meeting. She confirmed there was sufficient certified free cash (approximately $3.24 million) to cover this one-time expense.  An increase of $15,000 to the Facilities purchase of service line was noted in both budget versions, bringing it to $165,000, reflecting the Facilities Director's recurring need to address unforeseen expenses that do not rise to the capital threshold. Actuals for FY25 were $176,000. Town Manager Warren-Dyment also noted an inequity had been addressed by providing the Facilities Director with a vehicle mileage/stipend consistent with that received by the Building Commissioner.  Town Reports Town Manager Warren-Dyment noted a large increase in the Town Reports line reflecting actual printing costs for the Annual Town Report booklet. She explained prior practice involved moving money from other lines rather than properly budgeting for this cost. If the related Town Meeting Article passes, the amount would decrease substantially.  Central Purchasing Two small reductions were noted for office equipment and equipment maintenance in the balanced budget. Town Manager Warren-Dyment explained that in prior years there had been inconsistent tracking of expenditures across central administrative accounts, with departments drawing from whichever line had available funds rather than from appropriate accounts. She indicated that she and staff had done work to reallocate historical expenditures to their correct lines to produce more meaningful actuals going forward.  Police Department Town Manager Warren-Dyment reported several changes. A part-time clerk position (19 hours per week, approximately $21,800) was eliminated in both budget scenarios, with that work expected to be redistributed to other staff. The Select Board unanimously agreed this position should be restored in a restoration-level override budget. Vice-Chair Moore expressed concern that absorbing that workload would be difficult for the remaining staff.  Additional changes in the balanced budget included a $5,000 reduction to overtime; a reduction in holiday pay to $45,000, reflecting actual backfill practices; and reductions to in-service training, firearm qualifications, and dues/memberships—all brought closer to actuals. Town Manager Warren-Dyment noted that the Milo simulation program was contributing to reduced firearm qualification costs. Vice-Chair Moore cautioned that if POST recertification requirements return to 
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Select Board Meeting Minutes March 16, 2026 Page 5 of 11  
in-person formats, the in-service training reduction would become untenable.  Vice-Chair Moore raised the staffing configuration, noting the department was down a Patrol Officer following retirement and a sergeant position had been reduced to fund a contract. Town Manager Warren-Dyment confirmed the department was also down one School Resource Officer (SRO), as one SRO was reclassified to a Detective in the current budget. The Select Board agreed the restoration budget should restore the SRO to two positions and restore Sergeant-level staffing to get the department back to its pre-reduction staffing level.  Town Manager Warren-Dyment also identified a line labeled "Salary Reserves – Call Firefighter" (located on the Fire Department pages) representing coverage for the public-facing window at the Police station from 3:00 PM to 7:00 PM. In the balanced budget, this window would effectively close; members of the public arriving at the station would press a call button and contact dispatch, and an officer may or may not be immediately available. The Select Board agreed this service level was not acceptable even in the balanced scenario, and Vice-Chair Moore stated the window coverage should be retained in the core (override) budget. Town Manager Warren-Dyment noted that $10,000 remained in this line in the balanced budget, representing very limited coverage, while the full amount was carried in the unbalanced/override budget.  Fire Department Town Manager Warren-Dyment confirmed that the fourth shift for the Fire Department was retained in both budget scenarios. She noted that the Fire Chief salary was restructured to place the anticipated salary differential for the incoming Chief (the current Chief retiring in November) into the Salary Reserve rather than the base salary line.  In the balanced budget scenario, a number of reductions were identified, including: a reduction in per diem Firefighter salary coverage from approximately 112 hours per week to 70 hours per week; out-of-grade pay reduced from $5,000 to $3,000; training reduced from $50,000 to $25,000; equipment from $46,000 to $41,000; outside training from $21,000 to $15,000; recertification from $31,500 to $2,000; Firefighter training supplies from $7,000 to $5,000; meetings and schools lines reduced; Capital equipment from $20,000 to $18,000; Capital replacement equipment from $15,000 to $11,600; equipment maintenance from $15,000 to $10,000; and vehicle maintenance from $15,000 to $11,000.  Town Manager Warren-Dyment read a prepared impact statement from the Fire Chief: the reduction in per diem coverage would mean career staff are supplemented by per diem Firefighters for 10 hours per day instead of 16. Evening coverage would consist of three career staff, making it more difficult to staff a second ambulance or ensure two Firefighters respond to an initial fire call if the first ambulance is already deployed. Mutual aid would be more heavily relied upon. She added that combined with the fourth shift, there would still be an overall improvement in service relative to the current baseline, but not to the extent possible under the full FY27 budget request. Mitigation funds from Nashoba, if released by the state, could temporarily bridge this gap through the end of FY27. The Select Board noted that the difference between the balanced and unbalanced Fire Department budgets was approximately $100,000, and that this represented a meaningful and serious reduction in public safety capacity. The Select Board agreed that no additional restoration items were needed for Fire beyond what was already included in the unbalanced/core override budget. 
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Select Board Meeting Minutes March 16, 2026 Page 6 of 11  
 Animal Control Town Manager Warren-Dyment highlighted that the town's entire animal control operation totals $45,500 and is operationally viable only because of the unique circumstances of the current Animal Control Officer who operates a private kennel business alongside her Town role. She noted the Town has no municipal kennel, no intermunicipal agreement for animal housing, and no alternative facility for overnight animal holding. She observed that at $35,000 salary, there is no realistic way to recruit and retain a replacement officer at that rate, and that a properly funded animal control operation for a town of Lunenburg's size and rural character would cost at minimum $100,000—accounting for barn inspections, kennel licensing, complaint response, and potential legal enforcement of dog licensing requirements. Member Lehtinen agreed this should be appropriately funded in a restoration-level budget, comparing the situation to the prior Select Board decision to increase the Town Clerk's salary to a market-appropriate level. Town Manager Warren-Dyment agreed to research comparable towns' all-in animal control costs.  Lunenburg Public Schools Town Manager Warren-Dyment noted the school budget currently included in the document reflected the schools' most recent restoration-level request of $28,529,908, representing a slight change from the preliminary budget. She acknowledged the number was still in flux as the School Committee continued to work through its own budget process.  DPW – Highway / Drainage / Stormwater Town Manager Warren-Dyment described several pre-balancing increases to the DPW budget: a $25,000 increase to the drainage line (from $75,000 to $100,000), and a significant increase to stormwater management of $340,000 (from $110,000 to $450,000), reflecting partial compliance with the MS4 stormwater permit, including catch basin cleaning and street sweeping. Both of these increases were rolled back in the balanced budget to their prior levels.  Vice-Chair Moore asked whether Central Mass Mosquito Control's drainage work might contribute to MS4 compliance documentation, suggesting staff follow up with the stormwater engineer. Town Manager Warren-Dyment noted the possibility and that the DPW Director was aware of the mosquito control work.  The Select Board discussed whether full MS4 compliance funding should appear in a restoration budget. Town Manager Warren-Dyment indicated this would likely require approximately $500,000–$600,000, plus potentially a junior engineer or project manager position dedicated to stormwater. The Select Board expressed interest in seeing what that would look like, with the understanding it would be the alternative to establishing a stormwater utility. Member Lehtinen both noted voter reluctance to support utility fees, making the override route preferable.  Pavement Management was discussed at length. Town Manager Warren-Dyment provided historical context: in 2016, voters approved a $4,000,000 debt exclusion for road improvements. The commitment at that time, as documented in DPW Director's Town Report narrative and subsequent budget messages, was to endeavor to increase the pavement management operating line by approximately $50,000 per year funded by corresponding growth in motor vehicle excise with a target of $1,000,000 to $1,200,000 annually. At the time of the borrowing, Chapter 90 allocations 
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were approximately $400,000; they have since risen to approximately $770,000 for the current fiscal year. The pavement condition index (PCI) following the borrowing period was assessed by Beta Group at approximately 84, described as among the best roads in New England.  In the balanced budget, pavement management is reduced to $50,000. In the core override budget, it remains at the FY26 level of $279,000. Town Manager Warren-Dyment noted the 2027 pavement management plan expires this year and that an updated plan is needed. She acknowledged that without a current updated plan, it was difficult to precisely determine the right restoration number, but noted the original target delta between the $1.2 million goal and Chapter 90 receipts pointed to approximately $430,000 from operating funds. The Select Board agreed to include $430,000 in the restoration budget for pavement management, representing an increase of approximately $151,000 above the core override level. Town Manager Warren-Dyment and Vice-Chair Moore both emphasized that given the choice between roads and people, staffing takes priority, and that the reduced pavement management number in the balanced budget was an accepted tradeoff to preserve personnel.  DPW salaries were noted as still in pink (unadjusted for COLA) pending ongoing union contract negotiations, with any resulting raises to be carried in the Salary Reserve.  A new part-time administrative support position of 19 hours per week was included in the core override budget to support both DPW and Facilities. In the balanced budget, this was reduced to 10 hours. For a restoration budget, Vice-Chair Moore suggested exploring whether a full-time engineer, project manager, or Assistant Director was warranted for the DPW Director, separate from the admin support role. Town Manager Warren-Dyment agreed a junior engineer or Town engineer of some kind was needed in a restoration scenario, particularly given the stormwater compliance workload.  Snow and ice was briefly discussed. Town Manager Warren-Dyment indicated the town would likely end the year at approximately a $500,000 deficit in snow and ice. She noted the Town historically absorbed this deficit within the operating budget via health insurance savings, though this year the savings may not fully cover the gap. She confirmed the line was not being cut, which is critical—towns that cut the snow and ice line lose the ability to lawfully deficit-spend in a heavy snow year.  Recycling Program Town Manager Warren-Dyment reported a significant reduction in the recycling budget from $456,000 to $350,000 in both scenarios, based on the DPW Director's review of actuals. This is not a service cut.  She reported on a data-gathering exercise conducted with GW Shaw, the Town's trash and recycling contractor, who counted participation over two consecutive weeks. Out of approximately 2,315 total service stops, 125 households set out trash only (non-recyclers), and 388 households set out recycling only without paying for trash service. She noted GW Shaw confirmed they could accommodate virtually any program restructuring, including moving recycling to an enterprise fund or sticker-based system, without impacting the existing contract, though a tote-based program was not feasible due to cost and the contractor's lack of available totes.  
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Vice-Chair Moore advocated for pursuing the transition of the entire recycling program to an Enterprise Fund, noting that the Town once generated revenue from recycling but now subsidizes it entirely, and that it was inequitable for all 4,600 households to underwrite a service used by a subset of residents. The Select Board consensus was to continue pursuing this option, while acknowledging that no change could be implemented by July 1, 2026. Member Lehtinen also suggested regular incremental increases to trash bag fees as a way to shift costs more directly onto users and incentivize recycling participation. Town Manager Warren-Dyment noted that state officials strongly discourage abandoning the pay-as-you-throw model because it demonstrably increases recycling rates.  Cemetery A small reduction to the purchase of service line in the no-override balanced budget was noted with no further discussion.  Board of Health Town Manager Warren-Dyment described a reduction to the Board of Health salary/clerical line reflecting potential reconfiguration or part-time reduction of the position within the building, with possible consolidation of land use and BOH functions still under discussion. In both scenarios, several supply lines were reduced to actuals, as historical expenditures were very low. The $500 emergency preparedness line was retained at a nominal level. She noted Nashoba Health and Nashoba Nursing assessments increased 30 percent, over which the Town has no control.  Council on Aging (COA) Town Manager Warren-Dyment noted a reduction to the training line from $800 to $500 to reflect actuals. In the balanced budget, the Meal Site Manager position was reduced from full-time back to part-time. A small reduction to programs was also noted, along with the elimination of a new kitchen supplies line that would be absorbed within the office supplies account.  Library Town Manager Warren-Dyment explained that the library is subject to a Municipal Appropriation Requirement (MAR), below which the town cannot reduce the library budget without state permission. For FY27, the MAR is $598,835.25. The library budget in both scenarios is set just above that floor at approximately $598,000+. An additional state requirement mandates that library materials represent at least 16 percent of the overall library operating budget, resulting in a minimum materials expenditure of approximately $96,000.  In the balanced budget, reductions include: a decrease to library programs; a small reduction to the CWMARS network fee from $22,000 to $21,000; and a reduction to library materials from $106,000 to $96,000 (the minimum required). Also in the balanced budget, a currently vacant Teen Librarian position would remain unfilled. Vice-Chair Moore confirmed this position would be restored in the core override budget.  Veterans' Benefits Town Manager Warren-Dyment noted the veterans' benefits line appeared to be running hot in the current year, with seven individuals currently receiving benefits. She indicated a large funeral expense in the current year likely accounts for the apparent spike, and she planned to verify 
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projected costs going forward. She indicated she may need to adjust the line upward.  Parks and Recreation Town Manager Warren-Dyment reported significant cuts in the balanced budget. The recently hired Recreation Director position was eliminated in the balanced budget, with the individual aware of the situation. The Select Board unanimously agreed this position should be restored to full-time in a restoration-level override budget. Member Lehtinen and Vice-Chair Moore both strongly supported the position, noting a full-time recreation director is needed to build out programs that could eventually generate offsetting receipt revenue. Finance Director noted Acton's Recreation Department as a successful model that grew from a single position.  In the balanced budget, Town beach salaries were reduced but not eliminated, reflecting a Parks Commission plan to raise beach and lesson fees to offset most or all of beach staffing costs. All programming salaries were eliminated in the balanced budget, effectively reducing the parks operation to the beach only. Town Manager Warren-Dyment noted this was only viable because of the beach facility itself. A reduction to Parks purchase of service for maintenance was also noted.  Historical Commission / Band Concerts The Historical Commission budget of $500 for historical markers was reduced to zero in the balanced budget. The Band Concerts line of $6,000 was also reduced to zero in the no-override balanced budget.  Employee Benefits (Health Insurance, Retiree Health, Liability Insurance) Town Manager Warren-Dyment noted corrections from the preliminary budget: Town retiree health insurance increased from $500,000 to $570,000, and School retiree health insurance from $1.521 million to $1.655 million, both based on actual costs. Liability insurance was reduced from $245,000 to $225,000 based on actuals and consultation with the Town's representatives.  Active employee health insurance was based on November enrollment figures at the current plan design with an 8.85 percent rate, yielding a 9 percent overall budget increase. Town Manager Warren-Dyment noted that the Personnel and Employee Committee (PEC) would be voting on a proposed plan design change in the coming week. If adopted, the combined town and school reduction would be approximately $200,000. She also noted that an increase in opt-outs could be expected if the plan design changes, and that the cost of opt-out payments, currently borne by the Town for both Town and School employees, would need to be reapportioned going forward.  Budget Totals and Override Framework Town Manager Warren-Dyment summarized that the current total override number representing core/level services for the Town combined with the School's restoration request was just under $3,000,000. The Town-side deficit in the unbalanced budget was $1,028,735.89.  Town Manager Warren-Dyment distributed a visual aid depicting four budget quadrants: (A) Town Restoration; (B) Town Core Services; (C) School Restoration; and (D) School Core/Balanced. She explained the Select Board currently had budgets for B (Town core services) and C (School restoration), but lacked A (Town restoration) and D (School core/balanced). The discussion at the prior Tri-bBoard meeting had contemplated a B+C scenario (Town core plus School restoration). 
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The work done at this evening's workshop, however, pointed toward an A+C scenario, Town restoration paired with School restoration—as the Select Board's preferred tiered override structure.  The Select Board discussed whether a Tri-Board meeting on Thursday was necessary. Vice-Chair Moore expressed openness to meeting if it helped communicate the Select Board's direction to the School Committee and public, but also questioned whether the School Committee would have a quorum. Chair Nuzzolo noted a prior commitment on Thursday and indicated he would follow up to determine whether the meeting could be held. Town Manager Warren-Dyment expressed concern about the available runway, noting the Finance Committee's Public Hearing was scheduled for March 19, and that a commitment had been made to have override numbers finalized by the end of March. She emphasized that waiting longer reduced the time available for public education and messaging.  Member Lehtinen confirmed his support for a tiered override approach, and Clerk Emkey agreed, noting she wanted Town and School restoration numbers not a hybrid of one tier from each. The Select Board directed Town Manager Warren-Dyment to develop the Town restoration budget figure and to communicate to the School Committee the Select Board's expectation that the School Committee similarly produce its own core/balanced budget and restoration budget in parallel, so that apples-to-apples comparisons could be made. Town Manager Warren-Dyment indicated she would aim to have the Town's restoration number ready no later than Thursday and would schedule a Department Head all-hands meeting on Thursday to communicate the direction from this workshop.  Member McLeod noted the volume of constituent communications expressing frustration with state funding levels and affordability concerns. He emphasized the importance of framing the override ask with full context, including the total cumulative tax impact on the average homeowner, and contextualizing it alongside Capital needs such as the Ritter Town Hall, TCP building, Turkey Hill, and the turf field. Town Manager Warren-Dyment acknowledged those concerns and reinforced that the town's obligation is to provide services to residents, and that ultimately voters would have the information and the choice. She noted: "We will have a balanced budget on July 1, 2026—no matter what. And what that looks like is not the choice of anybody really in this room. It's really the choice of the voters."  The Select Board agreed that impact statements from Department Heads should be compiled and refined for public messaging, and that assistance from Select Board members in developing that content would be welcome within appropriate boundaries. Chair Nuzzolo noted this was his third year working on an override in some form, and that the level of collaboration and transparency in this year's process was meaningfully better than in prior years.   III. NEW BUSINESS  No new business was brought before the Select Board.  IV. UPCOMING MEETINGS/EVENTS SCHEDULE  No items were discussed under this agenda item. 
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 V. ADJOURNMENT  Motion by Member Lehtinen to adjourn at 8:58 PM. Seconded by Vice-Chair Moore. Call for Vote: Five-Aye. The motion passed (5-0-0).  Respectfully Submitted, Renee Emkey  These Minutes were reviewed and approved by the Select Board on: Tuesday, August 18, 2026