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Strategic Plan as of September 2019_201909161424150583STRATEGICPLAN The Select Board is pleased to share our Strategic Plan for Town Government. As a Board, we are committed to ensuring Nantucket is livable, sustainable, and resilient. We are also determined to enhance and preserve the quality of life for our community. This Strategic Plan provides high-level direction to Town Administration and shares our vision for what we hope will be true about our community in the years to come. In 2018, the Town Manager developed a formal process for implementation. The new areas of Strategic Focus and additional Goals will weave into that implementation process. We appreciate the support and dedication of Town Staff and our community members who volunteer their time to make a positive difference on our Island. Dawn E. Hill Holdgate Chair LETTER FROM THE CHAIR 2 3 PROCESS OVERVIEW: STRATEGIC PLANNING IN NANTUCKET In 2018, the Nantucket Select Board developed a Strategic Plan that identified important goals that touch virtually everyone on the Island – year-rounders, part-time residents, business owners, seasonal workers, and day-trippers. In 2019, the Board revisited that work and committed to a Strategic Plan that is guided by the principles of Sustainability. Sustainability is how the Town of Nantucket, with a focus on historic preservation, natural resources, hazard mitigation, solid waste management, energy, public health, and education, institutionalizes practices in municipal operations that support a balance of the economic, envi- ronmental, and social health of our island, which meet the needs of current residents and visitors without compromising the ability of future generations to meet evolving needs. In total, five areas of Strategic Focus have emerged to guide the priorities of Town Government: HOUSING ENVIRONMENTAL LEADERSHIP EFFICIENT TOWN OPERATIONS QUALITY OF LIFE TRANSPORTATION HOUSING 4 Aspirational Statement – Nantucket is a diverse community with a broad spectrum of economic circumstances and has housing stock that meets the range of needs. Year-round housing is achievable for everyone who works on the Island, and the various tiers of affordable housing make year-round living comfortable, stable, and inclusive. Our seasonal workforce is able to find safe and secure housing. Homes on Nantucket are well-constructed and integrated into the character of the Island. GOAL 1 (2018) Achieve Safe Harbor Status in each of the next three years per the goals set for Nantucket by the State through Chapter 40B and maintain local control over affordable housing initiatives. GOAL 2 (2018) Finalize a plan to address housing needs specifically for Town employees – year-round and seasonal. GOAL 3 (2018) Determine in greater detail the need for housing at all affordability levels (30% Area Median Income (AMI) to 200% AMI) for the community. GOAL 4 (2019) Identify incentives to encourage homeowners to use secondary dwellings as year-round rentals 5 Aspirational Statement – Nantucket has no traffic lights. Year-round transportation includes accessible, affordable, and reliable multi-modal options that respect the historical setting of our community and limit reliance on single-occupancy vehicles and private transportation. The Town has improved safety and mobility without accommodating a car-centric culture. Pedestrians and bicyclists feel safe as they traverse along paths and walkways that abut our local roads. Our community embraced the use of technology to improve parking turnover in our vibrant Old Historic District and made year-round access a pleasant experience. GOAL 1 (2018) Launch a downtown parking management system based on demand management principles that achieves (or is measured by) 85% occupancy of public parking spaces. GOAL 2 (2018) Complete at least one key sidewalk route connection from Mid-Island (Six Fairgrounds Housing Project) to the ferries with improved standards for accessibility. GOAL 3 (2018) Shift the mode of choice of commuters from driving alone to using other modes by 6%. TRANSPORTATION 6 ENVIRONMENTAL LEADERSHIP EFFICIENT TOWN OPERATIONS Aspirational Statement – Nantucket residents and visitors share responsibility for the long-term sustainability of our beautiful island. We recognize our stewardship of the land, air, and water and work to ensure our community is resilient and self-sufficient. Other communities look to Nantucket to learn how to care for the natural environment. Aspirational Statement – The Town of Nantucket reflects the community value of fiscal responsibility in its operations. Governance is collaborative, and representation on Boards, Committees, and Commissions is reflective of the diversity of our community. Town facilities and offices incorporate modern technology and are efficient in design, energy use, and location. The Town is committed to planning for a resilient and sustainable community and maintaining and improving municipal infrastructure and assets. Town employees provide vital municipal services that are valued by residents and visitors and are engaged members of our community. GOAL 1 (2018) Provide data-driven recommendations on island-wide solid waste management guided by principles of sustainability. GOAL 2 (2018) Finalize an island-wide, long-term water quality management plan that addresses ponds, harbors, stormwater, and wastewater with specific ways/methods to measure improvement. GOAL 1 (2019) Develop a Facilities Master Plan. GOAL 2 (2019) Invest in Technology. 7 QUALITY OF LIFE Aspirational Statement – Nantucket is a vibrant and diverse community committed to the health and well- being of our residents and visitors. The local economy provides middle-class job opportunities, and the Old Historic District is vibrant year-round. The economic vitality of the Island is bolstered by seasonal residents and visitors. Everyone enjoys public access to our beaches, waterways, and conservation land. The Island has maintained its strong rural identity and well-preserved historic character. 26 E. Hollister Street | Cincinnati,Ohio 45219 | 513-221-0500 thenovakconsultinggroup.com