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Fiscal Year 2023 Goals
| SELECT BOARD Barbara Arnold, Chair David Model, Vice-char Nathan Brown, Clerk Katherine Reid Travis Snell STRATEGIC GOALS - FISCAL YEAR 2023 | |||||
| Long Term Goal | Master Plan Reference | FY 2023 SB Initiatives (majors in bold) | Engagement with other Boards and Committees, Town Departments | ||
| Financial Sustainability | Chapter 4 Fiscal Sustainability | ||||
| 6A. Develop and make use of a comprehensive financial model and projection tool that enables the Finance Committee, Select Board, and Town staff to explore options and educate residents about the fiscal impacts of decisions. | 5 year Growth and Expenses model; improved and more transparent budgeting process; regular presentation of a financial report to the Select Board provided by the Finance Director/Town Administrator; MUNIS upgrade and training | FinCom; Town Administrator and Finance Director | |||
| 6B. Establish a committee to investigate the benefits and trade-offs of service regionalization, interlocal agreements, and participation in MAPC’s collective purchasing program opportunities. | Form new Regionalization Committee to explore regionalization/consolidation opportunities | Other Town Departments; CPS; new Regionalization Committee | |||
| 7A. Develop and maintain a rolling long-term facilities plan that anticipates future municipal building needs, including space needs by department, maintenance and rehabilitation needs of existing buildings, and potential scenarios for siting new construction and reuse of existing structures. 5C. Engage leadership from CPS and CCHS in the development of a long-term facilities plan. | Comprehensive capital plan review and "capital capacity" estimate | MFC; CPS FinCom; Town Finance Director | |||
| 7C. Develop a planned preventive maintenance strategy for Town buildings, land, and other major facilities to clarify maintenance tasks and responsibilities. | See budgeting process above | MFC; Town Administrator; CPS Superintendent and Facilities Manager | |||
| Environmental Stewardship | Chapter 6: Environmental Stewardship | ||||
| 15A. Provide staff capacity to facilitate and support coordinated environmental stewardship and sustainability efforts and if required hire a sustainability coordinator or similar position. 15B. Establish an environmental sustainability volunteer committee to work with paid staff on implementation of sustainability and stewardship initiatives. | Form new Environmental Sustainability Committee (ESC) to work with Regional Sustainability Coordinator. Establish charter and goals. | ESC; Sustainability Coordinator; TA | |||
| 15C. Establish and pursue community-wide carbon reduction goals aligned with State goals. 15D. Develop a detailed implementation plan for achieving carbon-reduction goals and a framework for tracking and evaluating progress over time. 15E. Incorporate environmental stewardship and sustainability impacts into municipal decision-making. 15G. Leverage available state and federal resources that address environmental stewardship. 16B. Establish and maintain accountability (with performance metrics) for municipal energy use and emissions. | ESC brings recommendations to SB on goals, policies and procedures | All Town Departments, Boards, Committees | |||
| 17A. Establish policies to encourage recycling and reduce solid waste in accordance with the findings of the 2021 Transfer Station Task Force and Transfer Station Action Committee. | Transfer Station Task Force continues to implement its recommendations and reports progress to SB | TSTF; DPW | |||
| Connectivity and Access | Chapter 5 Connectivity and Access | ||||
| 13A. Continue to provide annual training to regulatory boards via Citizen Planning Trainer Collaborative (CPTC) or comparable entity.13B. Continue to engage Town Counsel in providing training to regulatory boards on select topics as needed. | Develop an onboarding program for all new board, committee, task force and working group members, as well as training for all new Chairs | Governance Committee, Town Counsel, TA and TA Admin | |||
| 14C. Preserve institutional knowledge by creating manuals for departments, boards, committees, and commissions and updating regularly. | Document above process | Governance Committee, Town Counsel, TA and TA Admin | |||
| 14A. Convene department heads and representatives from committees and boards on a quarterly basis to facilitate collaboration and discuss implementation of Master Plan and other Town initiatives. 5B. Foster closer communication and understanding among elected school leaders, elected Town boards, and other boards and committees. | SB to meet with all boards and committees at least once annually; review all charters and amend as needed; review Town By-Laws and align with committee charters; initiate monthly or periodic Chairs meetings to share board missions, Town goals, understand requirements and expectations; opportunites for collaboration. | All boards and committees | |||
| Town - Staff alignment; quarterly meetings with SB and Staff; celebrate excellence; Town Staff Development, Evaluation, Team Building and Performance Recognition – the Board will support the Town Administrator to develop a workplan to achieve this goal. | Town staff; TA and ATA when hired | ||||
| 12B. Develop a Municipal Communication and Technology Strategy to address needs for information sharing, two-way communication, cybersecurity, and digital storage. 12C. Pursue digitization of archived records to increase public accessibility and reduce space needs for storage. | Elevate IT working group to full committee status; draft charter and new members with goal of upgrading IT to meet the needs of a 21st century town in the Commonwealth (cyber, fiber, digital records, etc.); upgraded Town website; Zoom licenses for all boards and committees | IT working group; TA and Town staff; CPS IT staff | |||
| 13C. Establish a Master Plan Implementation Committee (MPIC) that is comprised of members from multiple Town boards, committees, and commissions and reports to the Select Board and Planning Board for the duration of the implementation of this Master Plan. | Create Master Plan Implementation Committee; work with MPSC and Planning Board to develop charter, recruit and set goals | Planning Board; MPSC, TA | |||
| Carlisle Character | Chapter 3 Carlisle Character | ||||
| 4A. Provide staff capacity to facilitate coordinated long-range planning efforts and if required hire a Town Planner or similar position. | Hire Town Planner | Planning Board, TA, | |||
| 4D. Develop comprehensive criteria for evaluating land for various purposes and community needs. | Develop land use and space plan to serve community needs | Town Planner; Planning Board; CAHT | |||
| Adopted 8/9/22 | |||||