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Northfield Select Board retreats to set vision, names five priority areas and schedules June 17 follow‑up
Summary
At a facilitated Select Board retreat, participants drafted a community vision, reviewed recent project 'wins' and agreed on five priority areas — economic development (including housing), an infrastructure plan, an operations plan, public safety and community connection — and scheduled a follow‑up strategic planning session for June 17 at 4 p.m.
Katie Whitney, the session facilitator, opened the Northfield Town Select Board retreat by urging members to move beyond project lists to measurable outcomes, asking them to imagine the town in 2031 and describe what success would look like. Whitney, who introduced herself as a lifelong Northfield resident with experience in workforce and organizational development, told the group: "So Northfield is a vibrant, welcoming, and connected community that balances small town character with opportunities for housing, recreation, economic vitality, and effective infrastructure."
Board members then shared brief vision statements that the facilitator grouped into recurring themes. One member described a future Northfield as a "vibrant, walkable village welcoming for all ages, bustling storefronts, good sidewalks, inviting public spaces, maintained infrastructure, and roads, bridges," language the group used to refine the draft vision. The facilitator pressed the board to translate those themes into four to six measurable priorities rather than a long list of projects.
Participants reviewed progress since the previous retreat, identifying tangible 'wins' and items still needing funding or engineering. Completed or advanced items included a covered‑bridge assessment, a sidewalk inventory and a major sidewalk project on Vine Street; ongoing items with design work but no construction funding included the town fountain and pool house renovations. Members noted Benton Street's recently completed sidewalk is showing defects under warranty and that a sewer study had been completed, with engineering and construction still to be funded.
On medium‑term projects the board discussed traffic‑calming efforts in the Falls, police recruitment (new officers were reported to be starting July 14) and ongoing housing development in several locations. A member noted that "we are going to announce, the warning of the bid, at Tuesday's meeting" for the Riverwalk project, signaling an upcoming procurement step.
After discussing options for how the town should prioritize work, the group coalesced around five priority buckets the facilitator suggested: continued economic development (with housing), an infrastructure plan, an operations plan (including policies and training), public safety, and community connection. Whitney offered to draft a framework and SMART goals to help the board turn those priorities into measurable steps.
Members agreed to reconvene for a strategic‑planning follow‑up meeting on June 17 at 4 p.m. to begin translating priorities into specific goals, actions and timelines. The board moved to adjourn and voted in the affirmative.
The retreat emphasized aligning past project work with a clearer vision and building simple, measurable steps and accountability so the town can make incremental progress while pursuing longer‑term aims such as a community center or expanded housing options. The facilitator recommended a short series of follow‑up sessions and offered to provide materials the board can use to finalize a strategic plan.
