Selectboard — July 9, 2026
Rezoning and infrastructure investments are central to Sunapee's new growth strategy
The meeting was a structured workshop focused on long-term planning, with constructive engagement from the public and unanimous board consensus on procedural matters.
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At the July 9 Selectboard meeting, Sunapee officials moved deeper into long-term strategic planning, focusing on economic growth, staffing changes, and community conduct. While much of the meeting was a workshop, several topics have significant long-term implications for residents.
One major area of discussion was the town's housing and economic strategy. The Board is exploring the use of tax incentives, rezoning for higher density, and significant infrastructure investments in water and sewer lines to attract developers for multi-family and 55+ housing. During the discussion, residents voiced concerns regarding how these changes might impact Sunapee’s rural character and the fiscal responsibility of such large-scale infrastructure projects.
Additionally, the Board addressed the need for professionalizing town government. This includes potentially hiring a full-time urban planner and an HR manager to manage growth and modernize policies. They also discussed the possibility of sharing services like police and EMS with neighboring towns.
Finally, the Board addressed reports of toxic behavior toward municipal employees, with one member noting that staff have been left in tears. While a formal 'citizen code of conduct' was discussed to ensure respectful interactions, the Board has deferred formal action, placing the topic in a 'parking lot' for future discussion. As these plans move toward a formal draft, residents should prepare to weigh in on how these shifts will affect our town's budget and identity.
Public impact
Potential shift toward multi-family and 55+ housing through infrastructure and zoning changes.
The group identified key 'strands' for the strategic plan, including rezoning and infrastructure upgrades.
Develop a formal plan connecting infrastructure investment to developer attraction and revenue.
Expansion of municipal staff and potential regional service sharing.
Identified the need for an integrated organizational structure and investigation into shared services.
Include organizational restructuring and shared services investigations in the strategic planning process.
Topics discussed
The board met with a volunteer facilitator to ratify the Selectboard's mission statement and core values to guide future decision-making.
The board expressed general agreement with the draft mission and values.
The facilitator will create drafts for the board to review and refine at a later meeting.
The board utilized a workbook to begin long-term planning, working backward from a ten-year vision to identify intermediate goals and 'guardrails.'
The board began using breakout groups to map out specific priorities such as infrastructure, public safety, and economic development.
Board members are encouraged to continue filling out the workbook to inform the strategic plan draft.
A discussion regarding the need for expectations of respectful behavior from residents toward town staff.
The board agreed to place the topic of a citizen code of conduct in a 'parking lot' for future discussion.
Revisit the concept of a citizen code of conduct in future meetings.
Discussion on using tax incentives, infrastructure investment (water/sewer), and rezoning to attract diverse housing (multi-family and 55+) and economic drivers.
The group identified key 'strands' for the strategic plan: rezoning, infrastructure upgrades (water/sewer/roads), and creating economic draws like a community center or trade school.
Develop a formal plan that connects infrastructure investment to the ability to attract developers and revenue.
The board explored reducing 'silos' in town government by hiring key roles like an HR manager and a full-time planner, and improving interdepartmental cooperation.
Identified the need for a more integrated organizational structure to support town growth and workload management.
Include organizational restructuring and shared services investigations in the strategic planning process.
Discussion on creating a unified, multifaceted communication approach to reach all demographics, including seasonal and elderly residents.
Agreed on the need for a centralized communication plan and improved transparency regarding how the budget relates to the long-term strategic vision.
Develop a communications approach that is operational and reaches diverse demographics.
The Board discussed the timeline and methodology for reviewing a draft strategic plan, including how to integrate feedback from department heads and the community.
The Board arrived at a tentative multi-step review process involving a draft release in late July, a working meeting on August 3rd to gather department head input, and a community engagement session on August 17th.
A first draft is to be shared with the group by July 25th, with edits due by July 28th for republication.
Discussion regarding the role of the Budget Advisory Committee and how to restructure their involvement to ensure they feel heard and integrated into the budget design process.
The Board discussed moving toward a model where the BAC helps design the budget process and provides feedback on strategic priorities before the formal budget workbook is finalized.
The Board will consider a recommendation to pull the BAC into the design phase of the upcoming budget season.
Controversy & dissent
Potentially controversial issues
Community Conduct and Staff Treatment
Economic Development and Housing Strategy
Public comment
Decisions logged
Action items
Member positions
Positions marked ~ are inferred from context and may not reflect the member's explicitly stated position. UNCLEAR means the vote was split but the record did not name how this member voted — it is not a “yes.”
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grok-4.20-0309-non-reasoning, xai.grok-4.3, gemma-4-26b, grok-4.20-0309-reasoning · analyzed 2026-08-01.
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