The board discussed the link between department heads’ daily tasks and the strategic plan, noting a disconnect in communication and execution. The anonymity of survey responses added complexity, making it difficult to identify specific departments with concerns. Despite regular meetings with department heads, the board acknowledged a communication gap, with some departments feeling overwhelmed by daily tasks and understaffed, preventing the strategic plan from influencing their operational activities. There was a suggestion to include staffing considerations within the strategic plan to address these issues.

The conversation underscored the importance of starting strategic planning from scratch, with early input from department heads to ensure alignment with the town’s goals. The board recognized the need to integrate strategic priorities into fiscal policy and budget planning, emphasizing the development of performance indicators to track progress. Concerns were raised about performance measurement being perceived as punitive, urging a shift toward a supportive approach that ties strategic objectives to daily operations.

Another focal point was community engagement and organizational effectiveness, particularly through enhancing the town’s website and online services. The current website’s navigation difficulties were highlighted as a barrier to public participation and access to information. The board discussed the need for a user-friendly online presence and proposed improvements, such as online permitting and better access to meeting minutes. The importance of engaging with the community through schools, forums, and cultural organizations was emphasized, with suggestions for a civic academy to foster participation.

The board also explored the distinction between community engagement and organizational effectiveness, debating whether they should be treated as separate categories. Enhancing communication strategies and leveraging social media were identified as critical to improving public participation, though concerns were raised about managing these platforms effectively.

Coastal resiliency planning was another significant topic, with discussions focusing on Surf Drive and the necessity of developing comprehensive plans for the town’s coastal areas. The previous coastal resiliency action committee’s lack of implementation led to the Department of Public Works taking over, with a specialist assessing infrastructure needs. The board stressed the urgency of adopting an adaptive management plan for Surf Drive and creating specific adaptation plans for the town’s other vulnerable areas.

The need for community involvement in the planning process was highlighted, with Surf Drive serving as a model for other areas. The board debated the timeline for completing plans for all areas, recognizing the challenges of thorough studies and resource allocation. There was a call for a decision-making framework to guide future actions, emphasizing adaptive management to respond to changing conditions.

Discussions also touched on financial stability and economic development, with a consensus that these should be treated as separate priorities. The board recognized the difference between fiscal responsibility and economic objectives, noting the need for clear, measurable goals to maintain the town’s AAA bond rating and manage debt obligations. The implementation of the Munis Tyler Mun financial management software was identified as a key objective, essential for financial vitality and stability.