The Board’s discussion on coastal resiliency underscored the urgency of developing tailored action plans for each vulnerable area within the town. Participants noted the distinction between the beach management plan and the broader coastal resiliency action plan. The conversation highlighted the need for a formal framework to guide decision-making in coastal management, with upcoming recommendations from the newly appointed coastal resiliency specialist expected to include strategies like targeted nourishment.

The discussion revealed a consensus on the need to transition from merely producing reports to implementing actionable plans. With the Surf Drive plan nearing implementation, the focus shifted to the remaining 12 areas, each requiring unique strategies based on specific challenges. Concerns were raised about the timeline for completing plans, with some members advocating for a more aggressive approach to expedite the process. The urgency was further emphasized by the need for potential funding from state legislation to enhance coastal management efforts.

The Board also explored adaptive management strategies, stressing the importance of aligning with existing vulnerability assessments and ensuring community engagement throughout the planning process. Participants recognized the importance of moving beyond Surf Drive to develop comprehensive resilience strategies across all coastal areas, highlighting the balance between structural solutions and natural process-focused approaches.

In addition to coastal management, the meeting addressed the town’s strategic planning process. Participants expressed concerns about the disconnect between departmental operations and the strategic plan. An anonymous survey among department heads revealed that many found the strategic goals irrelevant to their daily responsibilities, emphasizing the need for clearer alignment between strategic priorities and departmental tasks.

Discussions pointed to the lack of early involvement from department heads during goal setting as a potential gap in the current strategic plan’s development. The Board acknowledged the importance of stakeholder engagement. There was a call for a shift from retroactive adjustments to an integrated strategy that informs budgetary decisions, stressing the need for a strategic framework that departments can realistically work within.

The meeting also touched on the challenges of maintaining focus on strategic goals amid competing priorities. Examples were shared of how financial constraints often limit the execution of strategically aligned capital requests, leading to a loss of confidence in the strategic plan. The relationship between performance measurement and resource allocation was discussed, with a call for using performance metrics to identify resource needs rather than as punitive measures.

Attention was given to the need for clear, measurable objectives in areas such as water conservation, wastewater management, and solid waste management. The Board highlighted the importance of developing specific, time-bound goals, such as reducing water consumption by 10% by fiscal year 2027. Concerns were raised about the exclusion of solid waste management from the sustainability conversation, emphasizing the need for its integration into strategic goals.

The meeting concluded with a discussion on community engagement and organizational effectiveness. Participants recognized the need to simplify access to town services and information, with a call for all municipal services to be available online. The importance of a high-level statement for community engagement was noted, emphasizing the role of an engaged electorate in effective governance. The Board discussed the balance between proactive and reactive community engagement, highlighting successful initiatives that resulted from active community involvement.