MEMORANDUM To:

Bedford Town Council

From: Rick Sawyer, Town Manager Date:

June 21, 2017

Re:

Chamber of Commerce Discussion

As part of the 2017 Town Council Retreat a goal was established related to Economic/Community Development with the first item being the establishment of a Chamber of Commerce. This agenda item is intended to kick off the discussion on how to proceed with achievement of this goal. The summary report from the Retreat is attached. *

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Working together is success. ­­ — Henry Ford

GOAL SETTING Town of Bedford, NH Goal Setting Report March 26, 2017

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NH Public Risk Management Exchange

Promoting Excellence in the Public Sector

Purpose and Intended Result of the Session The purpose of this goal setting session was to assist the Bedford Town Council and Town department heads in establishing short- and long-term goals that will move the Town’s vision forward. The goals identified will become part of the Town Council and management staff’s ongoing action plan moving forward.

Participants Town Council Kelleigh Murphy, Chairwoman Chris Bandazian, Vice Chairman Bill Duschatko, Councilor Catherine Rombeau, Councilor David Gilbert, Councilor John Schneller, Councilor Melissa Stevens, Councilor Town Manager and Department Heads Rick Sawyer, Town Manager Jane O’Brien, Recreation Manager Jeffrey Foote, Director of Public Works John Bryfonski, Police Chief Lori Radke, Town Clerk Mary Ann Senatro, Library Director Rebecca Hebert, Planning Director Scott Wiggin, Fire Chief Theresa Young, Finance & Personnel Director Bill Ingalls, Assessor Doug Irvine, Assistant Assessor Mark Connors, Assistant Planning Director Miriam Johnson, Assistant Library Director Tammy Penny, Assistant Finance Director The session was facilitated by: Carl Weber, Director of Members Services, Primex3 Shelley Walts, Member Service Consultant, Primex3

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Ground Rules At the outset of the session, participants identified a list of ground rules that set the stage for how to proceed. Participants chose the following ground rules for themselves: ƒƒ Participate ƒƒ No wrong answers ƒƒ Open minded ƒƒ Be respectful and courteous ƒƒ Positive ƒƒ Listen ƒƒ Stay on topic

Brief Review of Bedford’s Vision, Mission, and Values Facilitators and participants reviewed the Town’s Vision Statement, Mission Statement, and Core Values. These factors make up a lens through which goals and objectives can be evaluated and developed. Vision: Community ƒƒ Collaborative relationship between business and community ƒƒ A volunteer waitlist for committees and board ƒƒ Residents work together to achieve cohesive unity ƒƒ Community ƒƒ Having vibrancy while maintaining a small town sense ƒƒ High quality of life for our residents and employees ƒƒ Facilitated growth ƒƒ Safety ƒƒ The Town of Bedford is providing high quality services to residents and businesses. The Town is thriving with a balance of residential and commercial development, and the community is healthy and safe. Residents are engaged and there is an awareness and trust of local government activity. ƒƒ Through solid financial planning the tax rate remains stable ƒƒ The Town has a reputation of a great place to ‘live/work/play’ for all ages ƒƒ Create/connect Town area with shops, services, restaurants, sidewalks, apartments, bike trails with chamber or economic growth committee and cultural institutions ƒƒ Character of Town

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ƒƒ Increase commercial tax base ƒƒ Restricting multi-family and workforce housing ƒƒ A community where people of all ages and backgrounds can be part of a Vibrant Bedford. Families who wish to stay in Bedford as they age can find housing and services and transportation options if they wish to stay in their homes. A place where young adults who grew up here and want to return to raise their families can afford to do so. A beautiful, safe, easy to navigate Rt. 101, with a safe way to cross in multiple areas of Town. A community with lots of social, educations and entertainment opportunities for people of all ages to connect and feel part of a great Town. A healthy community that values an active citizenry and has ample opportunities for people to remain healthy. ƒƒ Comfortable with maintaining the current makeup and balance of the community. ƒƒ The Town will be financially sound ƒƒ The community is engaged in Town success ƒƒ The 2020 master plan is coming to fruition ƒƒ We are flexible in staff management to ensure success ƒƒ We are the place to be in NH-employment and resident ƒƒ Alternative transportation ƒƒ Greater volume of square footage housing under $400,000 ƒƒ Continued commercial property growth that helps draw more businesses ƒƒ Improved traffic flow ƒƒ Change identity from bedroom community to destination community ƒƒ Preservation of quality of life attributes-open space ƒƒ Enhanced active/passive recreation, cultural and social opportunities ƒƒ Vacant office space rehabbed ƒƒ More access to water ƒƒ More parking at library ƒƒ Retain size of neighborhoods ƒƒ Reorganize Town offices ƒƒ Community center ƒƒ Diversity in retail ƒƒ That it remains a premiere nationally recognized community where people seek to live. That we continue to be the #1 educational system in the state. That we focus on economic development and cultural opportunities ƒƒ Best community nationally recognized

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ƒƒ Sense of unity ƒƒ Collaboration together for the future ƒƒ Bedford is a vibrant, engaged multigenerational community that is thriving and sufficient (you don’t have to leave Bedford to enjoy amenities) with a strong identity and sense of place. ƒƒ Bedford Schools and Town government are innovative, responsive and collaborative and embracing technology and societal changes ƒƒ Commercial smart growth development along S.R.R. and Rt. 101 corridors; making Market/Main -“Main Street” Bedford as a destination. Town will have executed a strategic plan to address structural deficiencies in service facilities and staffing resulting in expansion of municipal services commensurate with growth and needs with improved quality, efficiency, and effectiveness ƒƒ Community center up and running ƒƒ Field maintenance plan in place ƒƒ Funding to complete projects ƒƒ Open space ƒƒ Improve/upgrade fields in process like road bond plan ƒƒ Stevens Boswell building operational ƒƒ Assistant Town Manager in place ƒƒ PFOA issue resolved ƒƒ Continue bond rating AAA ƒƒ Resolution to space issues for Town offices, police, fire ƒƒ Substantially redeveloped repurposed property along Route 3, beyond the Tax Increment Finance area possible residential development neighborhood. Few if any remaining homes along Route 3. ƒƒ Integrated solutions across multiple demographics ƒƒ Build and integrate solutions around fixed assets (community center staffed by community people) ]] Pool, library, EMT facilities ]] 101 ]] TIF ]] SB Building ]] Fields ]] Schools ]] Farm ƒƒ Continued economic development to parallel community growth

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Vision: Organization ƒƒ Envision a well-educated staff where policies and procedures are being documented over the years ƒƒ Be nimble in responding to needs of community ƒƒ An organization where facilities and staff are in place at a level where the highest level of service can be provided to the public and where staff feels supported and has the resources needed to do their job without being overly burdened and that is connected to our extremely varied customers ƒƒ Organization continues to be responsive to needs of residents ƒƒ Performance measurement ]] Communication ]] Efficiency ]] Empower employees ]] Goals ]] Transparency ƒƒ Appropriate staff or safety personnel to make sure we can take care of aging community ƒƒ Continue maintaining roads and other infrastructure ƒƒ The Town facilities are updated and expanded so that employees can continue to provide excellent customer service ƒƒ Addressing current and anticipated future needs ƒƒ Greater interaction between Town departments

SWOT Analysis Participants were asked to evaluate the Strengths, Weaknesses, Opportunities, and Threats (SWOT) facing the Town. This structured process helps identify the internal attributes of the organization in the context of its external environment, and provides the foundation to help the Town of Bedford maximize its strengths to pursue opportunities, and minimize threats by addressing – or at least understanding – its weaknesses. The SWOT Analysis then becomes another lens through which participants evaluate and develop goals and objectives. Strengths Identified: Community ƒƒ Location ƒƒ School system ƒƒ Financially stable ƒƒ Involved and invested Town employees

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ƒƒ Small community feel ƒƒ Strong commercial tax base ƒƒ Capital Improvement Plan (CIP) ƒƒ Planning regulations ƒƒ Departments working together ƒƒ Location-Location ƒƒ School system ƒƒ Great job providing the basics-safety and road maintenance ƒƒ Great staff ƒƒ Highly engaged community ƒƒ Strong professional educational background and experience ƒƒ Inclination toward growth and trying new things ƒƒ Financial stability - AAA bond rating ƒƒ Reputation of Town ƒƒ Tax rate/property values ƒƒ Location ƒƒ Volunteerism-Participation ƒƒ Reputation of school ƒƒ Tax base ƒƒ Schools are excellent ƒƒ High-quality residential neighborhoods ƒƒ Desirable-location ƒƒ Convenient to services ƒƒ Strong workforce ƒƒ Prompt response ƒƒ Safe work environment ƒƒ Knowledgeable leadership ƒƒ Location - NSEW interchange ƒƒ Solid residential tax base ƒƒ Leader in retail in NH ƒƒ Far better than average school system ƒƒ Affluent, educated community with excellent schools ƒƒ Residential neighborhoods and commercial separate

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ƒƒ Low crime ƒƒ Financially well off ƒƒ Location ƒƒ Employees ƒƒ Infrastructure ƒƒ Communication/Cooperation ƒƒ Quality of municipal services and employees and schools ƒƒ Public safety quotient (police, fire, EMS) ƒƒ Smart growth development ƒƒ Citizen support of Town services ƒƒ I T Friendly ƒƒ I T as critical resource ƒƒ Tax base ƒƒ Diverse ages ƒƒ Family-oriented ƒƒ Schools, sports programs and other activities ƒƒ Smart people, volunteers ƒƒ Highly-engaged community ƒƒ Strong professional educational background and experience ƒƒ Inclination toward growth and trying new things ƒƒ Desirable community (people want to be in Bedford) ƒƒ Well-managed Town government ƒƒ Diverse business community ƒƒ Strong residential/commercial balance ƒƒ Excellent school system ƒƒ Reasonable tax rate ƒƒ Efficient staff (do a lot with limited resources) ƒƒ Great environment for families ƒƒ High rate of tax collection ƒƒ Good schools ƒƒ Good recreation programs ƒƒ Great commute access ƒƒ Great school system ƒƒ Lower tax rate

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ƒƒ Diverse housing stock ƒƒ Educated and engaged community ƒƒ Committed staff members ƒƒ Location of Town

Strengths Identified: Organization n/ Department ƒƒ AAA bond rating ƒƒ Deptartment head longevity ƒƒ Vision/Knowledge/outstanding reputation ƒƒ Teamwork ƒƒ Financial stability ƒƒ Experienced staff ƒƒ Staff appreciates goal of customer service ƒƒ Location ƒƒ Incredibly dedicated and high trained staff with undeniable integrity ƒƒ Strong financial position, law department, strong CIP and fund balance ƒƒ Trust within the community ƒƒ Committed employees ƒƒ Committed volunteers ƒƒ Many employees have longevity ƒƒ Years of institutional knowledge ƒƒ Financially stable ƒƒ Great customer service ƒƒ Town is desirable place to be because of Town management ƒƒ Financially sound talented staff and leadership ƒƒ Location ƒƒ AAA rating ƒƒ School system ƒƒ Number of sports organizations ƒƒ Variety of programs ƒƒ Intergenerational programs

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Weaknesses Identified: Community ƒƒ People who do not want to spend money to improve Town ƒƒ Not putting all monetary requests forward ƒƒ 14% voting-apathy ƒƒ Not realizing there are people in Town who need help ƒƒ Need more volunteers ƒƒ Hard working community-sometimes difficult to reach those with long commutes ƒƒ Transportation options are limited ƒƒ Well-septic weakness during time of drought-PFOA ƒƒ Hard for empty nesters to stay in Town ƒƒ Not a lot of land remaining for development ƒƒ No downtown/main street/Town green ƒƒ Somewhat transient population (due to strength of location!) ƒƒ Larger/more commercial vibe than some towns (+/-) ƒƒ No branding ƒƒ No marketing ƒƒ Data storing ƒƒ Strategic plan ƒƒ Low residential sales inventory ƒƒ Lack of housing under $400,000 ƒƒ Commute bottle neck (pre 101 fix) ƒƒ Drug use - Negative influence from Manchester ƒƒ Apathy ƒƒ Traffic ƒƒ Limited housing options: seniors, starter homes ƒƒ Collaboration among departments ƒƒ Limited social engagement ƒƒ Bedroom community reputation ƒƒ Limited transportation options ƒƒ Marketing

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ƒƒ No Economic Development Director ƒƒ Traffic congestion creates a barrier and safety hazard ƒƒ Retention and recruitment of staff ƒƒ Municipal facilities under capacity for need ƒƒ Limited water/utility infrastructure ƒƒ Fragmented communication with public ƒƒ No Town center/highways bisect town ƒƒ Traffic ƒƒ Lack of walkability ƒƒ No alternative transportation options ƒƒ Transient population (different expectations) ƒƒ Community space ƒƒ Growing faster than Town can accommodate ƒƒ Lack of diversity ƒƒ Sense of apathy - complaisant ƒƒ Lack of affordable single family homes, especially new construction due primarily to the cost of land ƒƒ Community feels we lack retail and dining while saturated in other services (banking!) ƒƒ Water quality ƒƒ Lack of public utilities ƒƒ Dwindling available buildable land yet we have vacant office space ƒƒ Town history? Not since 1971 ƒƒ Highway runs through center of Town, divides the Town, high schools on one side ƒƒ Congestion and traffic; Town not walkable or bikeable ƒƒ Older population growing disproportionately faster ƒƒ Somewhat transient population (from other areas) have high expectations for service ƒƒ Necessity of car - no alternative transportation ƒƒ Limited land availability ƒƒ Expensive real estate ƒƒ High cost of schools

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ƒƒ Split demographic - young vs. old ƒƒ Drugs ƒƒ No true community center ƒƒ Need for financial funding

Weaknesses Identified: Organization ƒƒ Department heads approaching retirement ƒƒ Incomplete administrative procedure, job descriptions ƒƒ Too much ‘fire fighting’ ƒƒ Operations infrastructure ƒƒ Need to self-promote success ƒƒ Communication infrastructure ƒƒ Space is cramped ƒƒ Departments understaffed or behind after transition in staff ƒƒ Lack time and staff means we may underutilize resources available and may limit networking ƒƒ Resistance to change ƒƒ Geography and location ]] Traffic volume ]] Spill-over crime ƒƒ Municipal infrastructure ]] Degradation of facilities ]] Staffing ƒƒ Compensation and benefits ]] Employees transfer to other communities ]] Recruitment ƒƒ IT critical system requires updating ]] Digital storage capacity ƒƒ While having veteran employees is a strength, it can be a weakness if there is no succession training ƒƒ Employees ]]Municipal government may not be attractive to young workers (not flexible)

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ƒƒ Staff maxed out with limited ability to react to change and to be inventive ƒƒ Facilities maxed out which limits our ability to grow in response to service needs ƒƒ Perception that budgets shouldn’t increase. Do more with same ƒƒ Sometimes resistance to change/new ideas ƒƒ Lack a clear succession/growth plan (people and facilities) ƒƒ Many employees in the next few years could retire ƒƒ Loss of institutional knowledge – retire ƒƒ Staff tends to wear many hats and challenged when new/special projects ƒƒ No room to expand ƒƒ Storage

Opportunities Identified ƒƒ Redevelopment-Market Main as catalyst ƒƒ Potential to share data more effectively ƒƒ Technology and social media ]] Both for outreach and efficiency ƒƒ Internships ƒƒ Increase regional co-operation ƒƒ Branding ]] Bringing business and community together ƒƒ Tap into our people and resources ƒƒ Bringing council and staff together ƒƒ Regional transportation improvements - e.g. airport/connector, Everett Turnpike, 293 ƒƒ Ground water contamination response of expanding water infrastructure ƒƒ Access to greater Boston economy/culture/education resources ƒƒ Access to ‘golden triangle’ ƒƒ Regional agencies ƒƒ Location ƒƒ Utilities ƒƒ Zone regulation Page 14

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ƒƒ Tax increment finance districting or incentive to attract business ƒƒ Ten year plan ƒƒ Widening 101 ƒƒ Advanced social media ƒƒ Extending water ƒƒ Facility review ƒƒ SB and grant ƒƒ Town funding of utilities ƒƒ Interest to develop increasing. We have several vacant parcels that could be developed along Route 3, commercially or large residential project ƒƒ Utilize bond rating to help fund projects ]] Expand Town offices ]] Finish Stevens-Boswell ]] Expand Fire ]] Expand Police ƒƒ Find an Assistant Town Manager ]] Develop work goals ƒƒ Upgrade/repair ball fields and cemeteries ƒƒ Develop a succession plan ]] Effect all departments ƒƒ Technology advancements to enhance and improve the work done by Town departments ƒƒ Continued commercial development and growth ƒƒ Strong economy now ƒƒ Facilities master plan ƒƒ Master plan 2020 ƒƒ Route 101 widening ƒƒ Grant funding for special projects ƒƒ Improve use of technology and social media ƒƒ Branding ƒƒ Momentum in PZ - South River Rd. corridor - economic development ƒƒ Recreational/quality of life

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ƒƒ Create another Tax increment financing district ƒƒ Educated residents ƒƒ SAU 25 ƒƒ AAA bond rating ƒƒ Location ƒƒ Development and Re-development ]] Bring in large companies; more culture opportunities ƒƒ Leverage outside reputation of community/schools to economic development to achieve goals ƒƒ Facilities study and succession planning ƒƒ Fully utilize wide experience of staff/department heads ƒƒ Easing of some federal mandates affecting Department of Public Works ƒƒ Strong national/state economy ƒƒ Bond rating-cheaper borrowing to address infrastructure and facilities ƒƒ Continued commercial growth and development-tied to economy ƒƒ Desire for Town center/walkability can be harnessed ƒƒ Create Chamber of Commerce or Economic Opportunity communication to get downtown going ƒƒ Get new/younger residents involved in Town projects ƒƒ Partnership ]] Public - private - nonprofit-for profit ƒƒ Combine community resources ƒƒ New state and federal infrastructure programs ƒƒ Powerful state delegation representation in Concord ƒƒ AAA bond rating=low cost to borrow money ƒƒ Strong demand to be in Bedford by corporate America and above average wage earners ƒƒ Public that will support proven initiatives ƒƒ TIF zone ƒƒ 100 acres for development but also redevelopment opportunities ƒƒ Low interest rate offer ]] Opportunity for creative financing of long-lived assets ƒƒ Facilities that can be optimized and expanded Page 16

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ƒƒ Really smart people offers opportunity to promote Bedford as part of a regional entrepreneurial center ƒƒ Town Council including leadership in goal setting ƒƒ Town wide facilities review is underway and may be timely for near future change ƒƒ The chance to establish a Chamber of Commerce ƒƒ Time and means such as BCTV etc. to educate need to change ƒƒ Great place to live and raise a family ƒƒ Highlight the diversity we do have ƒƒ Tap into retirees ]] Join clubs, boards and volunteer ƒƒ Excellent schools - keep community vibrant ƒƒ Work together with other communities ƒƒ Social and civic engagement

Threats Identified: ƒƒ Economic-retirement system ƒƒ Drugs/Crime ƒƒ DJT/Political ƒƒ Competing communities: Londonderry, Manchester, Nashua, Salem, and Merrimack ƒƒ NH State government through legislation ƒƒ Lack of qualified workforce, may limit expansion and economy ƒƒ Federal storm water permit ƒƒ Aging population could impact ability to get financial support ƒƒ Water resources - drought and contamination ƒƒ Limited land left for development to mitigate tax increases ƒƒ Expectation of instant response in the digital age ƒƒ Expectations beyond ability may erode public trust ƒƒ If crime increases Bedford could lose the reputation of being a safe place to live ƒƒ Economic disaster could result in decreased tax collection ƒƒ Funding-including Federal cuts ƒƒ Not pedestrian and bike friendly

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ƒƒ Traffic congestion ƒƒ Communication - lack of newspapers and centralized way to get information out ƒƒ Lack of support for people to age in place - no transportation and services ƒƒ Volunteers don’t want leadership roles (board positions) ƒƒ Inability to move quickly on projects or ideas ƒƒ MS4 regulations ƒƒ Black swan events ƒƒ Economic collapse ƒƒ Continued growth of drugs / crime ƒƒ Retirement fund ƒƒ Upheaval in state and federal funding ƒƒ Federal and state downshifting of expenses ƒƒ Federal regulations-water/telecommunications ƒƒ Public safety-traffic, substance abuse and related crime ƒƒ Telecommunications 5G rollout ƒƒ Lack of meaningful community involvement ƒƒ Widening 101 - inability to expand public utilities ƒƒ Manchester ƒƒ Small staff ƒƒ Failure to plan infrastructure ƒƒ Succession ƒƒ Reacting instead of being proactive ƒƒ Internal battles/unnecessary politicization ƒƒ Environmental challenges ƒƒ Being over built - lose small Town feel ƒƒ Other Towns-competitive for development ƒƒ Lack of staff to achieve goals ƒƒ State government-taking away local control ƒƒ Mental health - not recognizing need/services ƒƒ Unforeseen environmental issues-PFOA drought ƒƒ Changes in government at State and Federal level Page 18

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ƒƒ MS4 Permit ƒƒ Drug problem ƒƒ Workforce ƒƒ High energy costs ƒƒ Downfall in economy ƒƒ Developing too quickly ƒƒ Not using our advantages ƒƒ Not planning for the future - short sightedness ƒƒ Perceptions (misinformation) ƒƒ PFOA issue ƒƒ Opioids ƒƒ Postponing not moving forward with plans ƒƒ Opioid crisis ƒƒ Aging State/town ]] Balance dynamic ƒƒ Retirements ]] Joanne ƒƒ Limited commercial space encroach residential ƒƒ Grid lock in Washington ]] Twitter ƒƒ Schools vs. Town, us vs. them ƒƒ 101 Beast: Threat/Opportunity ƒƒ State/Fed Regulations MS4 ƒƒ Split demography - strength but also threat ƒƒ Little opportunity for students graduating college ƒƒ Increasing cost of doing business ƒƒ Funding ƒƒ Drugs ƒƒ Crime ƒƒ Environmental ƒƒ Competition from other municipalities for quality employees

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ƒƒ Retirement system changes - mass exodus of employees ƒƒ Opioid crisis ƒƒ H20 contamination ƒƒ Increased development in surrounding towns - traffic ƒƒ School budget growth impacting municipal budget ƒƒ Migration of younger residents leaving NH for work opportunities in other regions of the country ƒƒ Drug addiction ƒƒ Legislative change ƒƒ Economic change ƒƒ Leadership change before goals are in place ƒƒ Expectations of younger workforce ƒƒ Aging population ƒƒ Public service (safety) ƒƒ Water quality PFOA ƒƒ Unfunded retirement liabilities ƒƒ Environmental contamination ƒƒ Substance abuse ƒƒ Lack of multi-modal transportation

Identification and Prioritization of Goals Goals were defined as qualitative statements of what the Town intends to accomplish over a period of years. These are “big picture” items vital to organizational success. Participants were broken into small groups to share and discuss the various goals each person had identified for the Town. (Most participants had already completed a pre-session assignment that asked them to identify three goals they felt were essential to move the Town forward, so they had already identified numerous goals.) The groups were asked to discuss and prioritize these goals and to choose no more than three goals to move forward to the next round of this session. Participants then returned to report their identified goals to the full group. As each goal was discussed, the group decided whether it was similar to, or different from, the previously stated goal. Similar goals were placed in the same “bucket,” and at the end of the process, the group had created a total of seven buckets, each with its own sub-goals. They were as follows: 1. Economic/Community Development a. Establish a Chamber of Commerce

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b. Provide opportunities for community engagement and provide opportunities for businesses and community to interact c. Encourage development of Town center connected by shops, restaurants, housing, trails, sidewalks, schools and Town buildings (hall, library, offices) d. Hire Assistant Town Manager to shift Town Manager’s focus to economic development e. Change the Town’s mindset of self-image from a ‘bedroom community’ to a destination community (e.g. location for corporate HQ’s, regional commercial activity, travel and tourism destination, cultural/educational destination f. Control commercial development in thoughtful/proactive manner (where, what kind, how much) g. Enhance atmosphere to attract desirable development h. Marketing-Get the word out to draw types of business we want to the area. Could be done through social media or papers. i. Support continued economic development in the PZ and CO Districts while maintaining the small Town feel of Bedford and its rural residential character j. Build Town/Regional entrepreneurial forum k. Assess what social, educational and entertainment opportunities we currently have and build on that l. Attract a business that could serve as another community gathering space, hipster coffee houses m. Fill retail and office spaces n. Continue to promote and market economic commercial and residential development o. A better method to promote the Town in the commercial district p. Market Town and services q. Find a way and a place to develop some affordable square footage housing 250K to 350K, duplexes resembling homes

2. Ensure adequate staffing to meet present and future needs a. Adequate level of staffing b. Adequately fund public safety staffing and infrastructure c. To continue to provide excellent customer service to residents and businesses d. Adequate staffing e. Staffing incentive

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f. Superior workforce development and management that forms employees into strong leaders, attracts high quality people with a commitment to the team g. Be at appropriate staffing levels throughout the organization. This is not just limited to fire and police to care for aging community and increased drug use h. Address a flex pay and benefit strategy that permits attraction and retention of employees i. Organizational commitment to excellence in customer service, public information, outreach, and engagement j. Long term strategy to retain, maintain and recruit efficient, experienced, motivated and innovated municipal workforce k. Cultivate, maintain and train staff to meet demands and expectations of residents and Town needs and wants l. Utilize technology, regional organizations, and nonprofits, on grants to leverage tax dollars and improve the quality of services 3. Bedford Community Development a. Evaluation of Transportation Needs-Include citizen engagement ÎÎ Walking ÎÎ Bicycle ÎÎ Bus ÎÎ Road Development 99 SR ROAD ÎÎ Recreation 99 XCountry 99 Snowshoe 99 Trolley for summer 99 Get them out and around in Bedford b. Citizens Community Action GPP ÎÎ Draw out the talent of our residents ÎÎ Survey to assess what citizens are looking for ÎÎ Ideally integrates with Chamber of Commerce and/or economic development ÎÎ Implementation of new technology to assist in various Town departments in the increase of efficiency Page Page22 9

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ÎÎ Productivity and accuracy of responsibilities and tasks. ÎÎ Have alternate forms of transportation in place. This could include bike and pedestrian paths as well as bus or train options in and out of Bedford ÎÎ Preserve what is great about Bedford including rural and historic character, strong residential neighborhoods, strong financial position, excellent services, and the overall desirability of the community. ÎÎ Be viewed as an innovative forward-thinking friendly community ÎÎ Move toward establishing public utilities and expanding infrastructure ÎÎ More walkable community ÎÎ Continually improve and enhance transportation infrastructure ÎÎ To encourage citizen engagement in all areas of local government

4. Strategic Planning and Performance Metrics a. Strategic Planning will develop a Town-wide strategic plan that incorporates department specific 5-year strategic plans each with goals and objectives with defined benchmarks for moving the department and Town forward b. Efficiency and Effectiveness: Town must develop and invest in performance measurements for each business line to track progress toward short, mid, and long-term goals to improve department performance-highlighting efficiencies and inefficiencies to drive improvements -- use to support needs for funding-staffing and facilities. c. Department performance metrics tied to employee performance d. Improve use of technology to improve overall staff efficiency and measurement of metrics e. Recruit and retain the best employees f. Develop a road map where the direction the Town is going, a start point and end point. If you don’t know where you are going, you won’t know if you got there.

5. Facilities a. Adequate staffing/facilities/infrastructure to provide superior planning, safety and other Town services b. Solve space issues at Town offices, Police, Fire c. Long term strategy for and execution of an expansion improvement of municipal facilities. d. Provide Town infrastructure for depts. (workspace) that permit/promote department collaboration e. Infrastructure: To sustain quality of municipal services invest in facilities necessary for Page 9

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essential business lines f. Will impact efficiency and effectiveness of dept. and employee performance and quality of services g. Make community center operational h. Community Center

6. High Quality Open Spaces and Neighborhoods a. Maintain geographic character of Town (outdoor spaces and neighborhood) b. Update or implement open space plan c. Acquire high quality open spaces as they become available d. Develop a plan to improve and preserve the ball fields and Town cemeteries (June) e. Take one field out of use per year f. Address gravestones in disrepair and develop a schedule for repair (Now/June)

7. Tax Rate Plan a. Reorganization of Town buildings b. Adequate facilities c. Build plan for community/wellness center around current Town/assets. Finance over 20-30 years d. Reach services and community building activities beyond Bedford e. Maintain low growth in Town tax rate f. Maintain fiscal efficiency g. Encourage development that supports a good tax base h. Facility and infrastructure modernization and enhancement as a commitment and asset to exceptional services and staff i. Manage assessed values between 95% and 100% on an ongoing basis j. Manage the tax rate at a reasonable level, given what we have vs what we want

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Development of Strategic Objectives for Top Goals Strategic Objectives were defined as short- and long-term quantitative results that directly support the goals. Objectives should be measurable, achievable, and consistent with the goals, and should also align with the Town’s overall vision, mission and core values. These objectives create the basis for an ongoing action plan going forward. Participants were once again broken into (different) groups, and each group was tasked with developing at least two strategic objectives to help the Town achieve its goals. Each group was assigned to address one of the seven broad goals listed above. Participants then returned to report their identified strategic objectives to the full group, and the full group had the opportunity to provide additional feedback and direction on the objectives. The strategic objectives for each goal were as follows: Goal 1: Economic/Community Development Promoting economic and community development through marketing, public engagement, collaboration and planning initiatives ƒƒ Strategic Objective 1: Establish a Chamber of Commerce (3-4 years) 99 10/17 Staffing solution 99 2018 Economic Development/Business surveys out 99 2019+ Staff and Fund ƒƒ Strategic Objective 2: Decide optimal staffing solution (e.g., Town Manager focus of Economic Development, hire Assistant Town Manager for other tasks) 99 October 2017 ƒƒ Strategic Objective 3: Re-establish Economic Development Committee 99 2018

Goal 2: Ensure adequate staffing to meet present and future needs ƒƒ Strategic Objective 1: Survey departments to determine current and future staffing needs to accomplish goals for 2018 budget ƒƒ Strategic Objective 2: Promote stability of workforce to attract and retain employees 99 Website-soonish 99 Create documents for employment to promote benefits -- health, retirement, educational opportunities, use of emerging technology: 6 months

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Goal 3: Bedford Community Development ƒƒ Strategic Objective 1: Transportation 99 Be included NOW in 2020 Master Plan by completing evaluation by year 2018 ƒƒ Strategic Objective 2: Community Action Group 99 Establish by May 2017 99 Complete survey and come up with actionable long and short-term goals by October 2017

Goal 4: Strategic Planning and Performance Metrics ƒƒ Strategic Objective 1: Establish organization - wide goals internally and through master plan process. ƒƒ Strategic Objective 2: Establish department specific goals ƒƒ Strategic Objective 3: To be accomplished: 99 On an annual cycle 99 2-3 year mid-range goals 99 5-10 year goals ƒƒ Strategic Objective 4: Set deadlines and milestones to reach deadlines ƒƒ Strategic Objective 5: Reevaluate performance annually against milestones and deadlines integrated with budget and personnel review cycle ƒƒ Strategic Objective 6: Establish internal and external feedback mechanisms.

Goal 5: Facilities ƒƒ Strategic Objective 1: Complete facilities master plan prior to 2018 budget (Town Council Prioritize) 99 Communicate with Bedford historical society about S.B. Community Center (Public Outreach) ƒƒ Strategic Objective 2: Implementation Plan (funding) ƒƒ Strategic Objective 3: Town partners with BHS (partnership agreement.MOV)

Goal 6: High-Quality Open Spaces and Neighborhoods ƒƒ Strategic Objective 1: Facility study ƒƒ Strategic Objective 2: Maintain and when possible add to open space

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ƒƒ Strategic Objective 3: Retain neighborhood sizes ƒƒ Strategic Objective 4: Implement revitalization plan for Town ball fields and cemeteries ƒƒ Strategic Objective 5: Transfer cemeteries to be 100% maintained and repaired by Town with Town resources

Goal 7: Tax Rate Plan ƒƒ Strategic Objective 1: Fiscal efficiency establish tax rate plan 99 Set tax rate max rate(s) for 1-3-5 years ƒƒ Strategic Objective 2: Tax efficiency plan within 1 year 99 Manage assessed values 99 for 1-3-5 years ƒƒ Strategic Objective 3: Integration plan for 99 Growth and development 99 Rates (Balance) 99 Assets-cost to fund CIP

Wrap-Up, Recap and Action Plan The next step following this session will be for the Town Manager, department heads, and Town staff to work together to develop specific tactics for accomplishing the identified goals and objectives. Tactics describe specifically HOW the goals and objectives will be met.

Concluding Thoughts Thank you again for the opportunity to participate in this important process. Primex3 appreciates the opportunity to provide assistance to members with goal setting, and to help governing bodies develop paths to achieve their visions. A forward-looking community that is deliberate, disciplined, and strategic in developing and accomplishing its goals illustrates how “good management is good risk management.”

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Bow Brook PLace 46 Donovan Street Concord, NH 03301 603-225-2841 800-698-2364 www.nhprimex.org Trust. Excellence. Ser vice.