Board endorses reframing SEDS with metrics and workshops to guide strategy

Staff told the board the SEDS document functions as a checklist with hundreds of ongoing items and may not serve effectively as a strategic roadmap without restructuring and measurable metrics. A staff member proposed a reframed document that lists high-level strategic goals (business improvement, infrastructure, expansion) with metrics to evaluate progress.

"I got plenty of notes I can send to y'all, but I think 1 thing that might be worthwhile is having some sort of workshops," a member said, proposing stakeholder workshops to align the board, chamber and other partners. Members discussed scheduled reviews (annual or five‑year) to avoid losing institutional memory during updates and suggested presenting side‑by‑side comparisons of the existing plan and the proposed revisions when the board next reviews the document.

The board agreed that making the SEDS a living, measurable document would help track progress over time and that staff should prepare materials and suggested metrics for the next meeting. The board flagged the 2010 origin, a 2014 update and a major 2024 revision (still incomplete) and suggested that periodic review be built into the SEDS process.