Brattleboro Select Board Regular Meeting – February 17, 2026

The Brattleboro Select Board convened a regular meeting on February 17, 2026, following an executive session (adjourned at 6:16 PM). The board addressed several major topics, including an alternative encampment policy proposal from the ACLU, a benchmarking analysis of municipal service costs, the quarterly fire/EMS update, and the town clerk's staffing contingency plan. Key decisions included adopting the current town encampment response approach (4-1), approving a hybrid staffing contingency plan for the town clerk's office, and authorizing the purchase of a police cruiser.

Consent Calendar

• The board approved the consent agenda as amended (5-0), which included: applying for an AARP grant for a flashing beacon and crosswalk improvements at Green Leaf and Western Ave; approving a first- and third-class liquor license renewal for the Brattleboro Co-op; approving a $60,000 contract with Telling and Hillman of Middlebury for auditing services; reappointing Eric Lineback to the DV Fiber Board for a one-year term; and approving four special event permits for the Brattleboro Luck Crawl on March 12.
• The police cruiser replacement (Item G) was pulled from the consent agenda at Amanda's request for separate discussion.

Public Comments & Testimony

• Kate O'Connor praised the all-volunteer Harris Hill Ski Jump committee for organizing the event.
• Ivan Hennessey asked about the process for filing complaints if citizens feel police are unresponsive to restraining/no-trespass orders; Town Manager John Potter said citizens can contact him or file a complaint with the state police.
• Elizabeth (online) commended BCTV for livestreaming the ski jump event.
• C.T. Trumble expressed frustration that people experiencing homelessness are told where they cannot camp but not where they can, and raised concerns about needle cleanup and shelter access.
• Ivan Hennessey (second comment) noted the need for public bathroom access outside of 8:30 AM–4:30 PM hours.
• Lisa Marie thanked the Brat Team ("Paw Patrol") for transportation assistance, and emphasized the need for a designated, private place for people to use the bathroom and for people experiencing homelessness to stay.
• Libby Bennett (Groundworks Collaborative) reported that since January 1, 2026, their outreach team has encountered 112 unduplicated individuals living without shelter in Brattleboro, stating that current resources are insufficient.
• Aaron Smith expressed concerns about the cost burden on the town and questioned whether state legislation accounts for maintenance costs of encampments.
• Brandon O'Donnell alleged he was discharged from Groundworks without notice and that his belongings were left on the sidewalk; he also noted the transit bathroom is often locked.
• Gemma Seymour argued that discussions about unhoused people must treat them as constituents of the municipal government.
• Liz (speaker) highlighted that 69A has been acting as an overflow shelter with no paid staff and called for collaboration and designated safe spaces.
• Laura Chapman (online) asked the board to reconsider requesting limitations on motel room usage, stating that sending people out of community removes them from support systems.
• Alyssa Arroyo (RTM District 9) raised concerns about potential litigation from encampment supervision and asked whether waivers could protect the town.
• Lisa Weinman asked if the Brattleboro Retreat has been approached about using its land for an encampment; John Potter stated the town has had conversations, but the Retreat declined, citing it is not part of their mission.
• G. Peterson (District 7) questioned whether a designated encampment would be low- or high-barrier regarding drug use, and asked about equity across Vermont towns in providing services.
• Randy Blossom (District 7) questioned the mileage on EMS vehicles to gauge whether expenses are on track for an eight-year replacement plan.
• Kate O'Connor requested a detailed report on FY25 EMS revenue and aging; the fire chief and finance director agreed to produce an aging report.
• Gemma Seymour requested more data (mileage, model, maintenance records) to justify the 6-year police cruiser replacement cycle.
• Officer (name unclear) noted that police vehicles have heavy equipment that runs continuously, accelerating wear, and that the 6-year cycle was already extended from 5 years to save money.

Discussion Items

Encampment Policy and ACLU Alternative Proposal

• ACLU Attorney Jessica Radboard presented a pilot policy for responding to unsheltered homelessness, framed as a menu of options. Key elements included: designated permissible encampment spaces with sanitation facilities (e.g., toilets, waste receptacles), longer notice periods (up to 7 days) before property removal, an informal appeal process, extended property storage (up to 60 days for IDs, 30 days for other items), and record-keeping. Radboard noted that the cost estimate for such a policy is far lower than the $1.05M–$3M range suggested by the town manager, citing a Grant Pass, Oregon example of approximately $350,000 for several hundred people.
• Health Officer Charles Keir stated that the current policy already incorporates many due process elements (e.g., working with Groundworks) and that the ACLU proposal does not account for staff time and safety risks (e.g., needle-stick injuries during property sorting) and public health risks (e.g., biohazards). He noted that the current policy already provides longer notice (2–7 days) for non-urgent sites and that notices are posted; an appeal process could be added but would require additional staff.
• Board member Amanda expressed support for the current policy, describing it as clear, compassionate, and legally permissible; she noted the town's existing shelter and housing resources.
• Board member Isaac suggested incorporating some low-cost elements from the ACLU proposal, such as longer storage of IDs, better record-keeping, and improved notices.
• Town Manager John Potter indicated that staff could return with a proposal incorporating some elements, but noted it may require additional personnel or reallocation of time.
• Board member Oscar raised the possibility of placing a port-a-potty; John Potter noted past maintenance issues, but board members expressed interest in exploring the idea with community partners.

Benchmarking and Paying for General Fund Services (Town Manager's Report)

• John Potter presented a benchmarking analysis comparing Brattleboro's municipal service costs to 12 other regional hub towns across the U.S. He found that Brattleboro's general fund expenditures ($1,920 per capita) are on the low end, while its reliance on property taxes (77% of municipal costs) is high. In contrast, many peers use consumption taxes (sales, fuel, meals) and revenue sharing to fund services. Potter estimated that $25M in consumption taxes leaves Brattleboro annually, with only 0.75% (local option tax) retained locally. He argued that a more balanced approach (e.g., 50–50 split) could reduce the median home property tax bill by over $1,500 per year.
• Board member Peter supported the report, emphasizing the need to advocate for revenue rebalancing at the state level.
• Board member Amanda requested a similar comparison with other Vermont hub towns, noting that county governments elsewhere provide services that Vermont towns must fund alone.
• Board member Oscar cautioned against over-reliance on state funding, advocating for serious budget discipline and making hard choices locally.

Quarterly Fire/EMS Update (Quarter 2, FY26)

• Fire Chief Jay (name) reported 1,029 fire and EMS incidents in Q2; average firefighter workweek was 59 hours due to staffing shortages. Overtime totaled $315,289 (51% due to vacancies), offset by $273,285 in salary underspending. Clinical performance metrics: Brattleboro exceeded national benchmarks for hypoglycemia treatment (83.3% vs. 38% state), vital signs documentation (98.2% vs. 64% state), and lights/sirens no-transport (92% vs. 37% state). Stroke assessment was below benchmark (66.7% vs. 84% state); the chief noted documentation issues and pledged improvement within 12 months.
• EMS Advisory Committee Report Update (by Chief/Fire staff): The December 2025 state report found Brattleboro's district (13) performing well on most metrics, but data limitations were noted. Brattleboro's own data shows it exceeds national benchmarks in three of four categories.

Town Clerk's Office Staffing Contingency Plan

• John Potter presented a memo from Town Clerk Hillary Francis, who faces two staff members potentially out for indeterminate periods in the next six months. Three options were proposed: (1) hire per-diem employees to fully staff the office (~$3,700/year); (2) hire per-diem for essential services only (cashiering, land records, election work); (3) close the office when short-staffed and catch up later. Francis recommended options 1 or 2, especially during elections.
• The board agreed on a hybrid: option 2 for regular periods, and option 1 during early voting/election periods. Motion passed 5-0.

Police Cruiser Replacement

• Assistant Chief Evans requested approval to replace cruiser #2, budgeted in FY26 capital plan at $89,000 (purchase and upfit). He explained a 6-year replacement cycle (extended from 5 years) is based on wear, maintenance costs, and life safety considerations. The vehicle purchase is estimated at $50,000–$55,000, with the remainder for equipment (radios, lights, prisoner transport). Trade-in/resale value is not included in the request but will offset cost.
• Board member Oscar asked if the car could go another year; Evans said no, citing safety and the need to maintain the replacement schedule. Motion passed 5-0.

Key Outcomes

• Encampment Policy: Motion to formally adopt the town's current encampment response approach (as presented on January 6, 2026) passed 4-1 (opposed: Isaac). The ACLU pilot policy was rejected. Board members expressed interest in exploring public toilet options with community partners.
• Police Cruiser Replacement: Approved purchase of police cruiser #2 from McMulkin Chevrolet (Nashua, NH) for up to $89,000 (5-0).
• Town Clerk Staffing: Approved hybrid contingency plan: hire per-diem employees for essential services (option 2) under normal circumstances, and full per-diem coverage (option 1) during election periods (5-0).
• Fire/EMS Reports: Accepted updates; no formal action required.
• Finance Report: Town finances on track; no action taken.
• Benchmarking Report: Referred for future discussion and advocacy with state delegation.