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Participants urge master plan to reflect the whole community and coordinate independent entities
Summary
Attendees at the visioning session emphasized inclusive community engagement, clearer communication of planning data, and coordination between the town, nonprofits and quasi‑public entities (Land Bank) to implement the master plan.
NANTUCKET, Mass. — At a community master‑plan visioning workshop, participants emphasized that the plan should represent the full spectrum of town stakeholders — year‑round residents, seasonal property owners, nonprofits and independent funding bodies — and that outreach should clarify what the town can and cannot control.
Dawn Hillholdgate, who identified herself as a member of the Select Board, said engagement and preservation are core values: “I think Nantucket is very special, and unique and well preserved.” She and others urged the plan to make public data and timelines more accessible so residents can assess tradeoffs.
Several participants suggested existing civic structures could be better used for outreach and fact‑sharing. One participant noted the Nantucket Civic League and 25 civic associations as potential distribution networks for speakers and information. Others proposed using faith communities, nonprofits and the council on aging to broaden participation.
On governance, Jesse (participant) urged greater coordination between the town and independent entities such as the Land Bank. Facilitators clarified that the master plan is a municipal planning document but that many stakeholders who influence the island’s future operate outside town government; the plan should therefore be framed as a community document that guides multiple actors.
Ending: Participants asked the master‑plan team to present clear, accessible evidence and timelines, to tap existing civic networks for outreach, and to recommend collaborative implementation approaches so both town government and independent actors can align around shared goals.
