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Montgomery board adopts 2025–2029 strategic plan after debate on priorities and costs
Summary
The Village of Montgomery board unanimously adopted a five‑year strategic plan that lays out six strategic initiatives. Trustees praised staff work but raised questions about succession planning, potential service cuts and budget implications as the plan is folded into future budgets.
The Village of Montgomery board on Jan. 27 adopted the village's 2025–2029 strategic plan, a five‑year roadmap that sets three guiding principles, six strategic initiatives and a list of goals staff will incorporate into the fiscal 2026 budget. The board approved the plan by roll call vote, 5‑0.
The plan, presented by village staff, identifies strategic focuses including sustainability, professional governance, investing in internal and external stakeholders, promoting civic engagement, developing infrastructure and enhancing economic development. President Matt Brawley said staff across departments worked through a yearlong process to produce the document.
Trustee Maraszek, who led a portion of the public critique during the board discussion, said she had read the plan multiple times and raised concerns about how “succession planning” was described and how some of the brainstorming questions — for example, asking which services would be eliminated if money were no object — might be read by residents. “My concern … is most of the items focused on reducing services to residents,” she said, citing examples she saw in the draft such as suggestions to reduce leaf collection or snow‑plowing frequency.
Board members said they valued the cross‑department work that shaped the plan but agreed the document will be implemented through the annual budget process. Administrator Zofel (identified in the meeting as the village administrator) confirmed staff will bring specific plan tasks forward in each budget cycle, and that the board will review cost implications when funding recommendations are proposed.
The board discussion also included praise for staff engagement in producing the plan. Trustees and staff said the process built internal buy‑in by involving employees across multiple departments and facilities.
The plan will be incorporated into the village’s FY2026 budget process; specific projects and funding decisions will return to the board for approval as part of that annual cycle.
