Friendly | USA

Alignment Hub

The Alignment Hub is your organization’s control center for ensuring that every part of your strategy moves in concert.

Just as a conductor ensures that every section of an orchestra is in sync, this hub provides the tools, frameworks, and insights needed to keep our teams, initiatives, and objectives aligned with the overall vision for our organization.

Strategy Captains

Meet the people on your team who have stepped up to serve as Strategy Captains.

They will help you navigate the Hub and all of the resources available to keep us all aligned and headed in the right direction.
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Town Manager

Vicky Green

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Asst. Mgr.

Roy Ames

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Comms

Julia Prego

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I.T.

Jon Turney

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Finance

Pete Bevy

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Public Works

Carl Rhodes

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H.R.

Carla Grey

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Parks & Rec.

Greg Trone

A Vision for Friendly, USA

A Vibrant Community Life
Government That Works for Everyone
Making Our Vision Real

A Vibrant Community Life  

Picture walking down Main Street and seeing people chatting in small parks, shopping at local businesses, and enjoying community events. Friendly will have plenty of places where people can meet up—coffee shops, parks, and community centers—where friendships form and ideas are shared.  

We'll grow in a way that makes sense. New buildings will fit with our town's character. Streets will be designed for walking and biking, not just cars. We'll protect our green spaces while still making room for new homes and businesses that our community needs.

A Town Government That Works for Everyone

Friendly will manage its money wisely, making sure we can pay for important services without burdening taxpayers. When decisions are made about our town's future, you'll know exactly how and why they were made. Town meetings will be easy to access, whether in person or online.

Everyone in Friendly should feel they have a voice. We'll communicate in multiple languages when needed. Our public buildings and parks will be accessible to people of all abilities. Community celebrations will honor the diverse backgrounds and traditions of all our residents.

Making Our Vision Real

Building this Friendly won't happen overnight. It will take many small steps and everyday actions from all of us. Our town leaders will listen to new ideas and be willing to try different approaches when needed.

Every resident has an important role to play in creating the Friendly we dream of. By working together, sharing our skills, and looking out for each other, we can make Friendly not just a place on the map, but a true home where everyone can thrive and belong.

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Download Friendly's Strategic Vision

We see Friendly becoming a lively, connected community where people know their neighbors and care about each other. Our town will grow thoughtfully, keeping the small-town feel we love while welcoming new people and ideas.

Download Friendly's Strategic Alignment Assessment

Strategic alignment takes time and attention. Download our Strategic Alignment Assessment Report to see where we're doing well and where we need to improve.
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What Strategic Alignment Looks Like for All of Us 

Using the Reverse Logic Model methodology, here are the building blocks designed to help us implement our strategy.
Impact
Outcomes
Outputs
Activities
Resources
Daily Choices & Decisions

Desired Impact

The trends and patterns we'll see when we reach our desired destination:

  • Friendly becomes a vibrant, connected, and sustainable community that balances growth, small-town charm, and inclusivity while fostering a high quality of life for all residents.
  • The town is financially strong, transparent, and inclusive, ensuring that all residents feel engaged, safe, and supported.

Outcomes

The measurable shifts that bring the results we want to see:

  • Stronger Community Bonds: Increased participation in civic events, stronger partnerships, and more public engagement.
  • Balanced Growth & Development: Sustainable economic growth with an increased commercial tax base and diverse housing options.
  • High-Quality Infrastructure & Amenities: More parks, greenways, gathering spaces, and enhanced public safety programs.
  • Efficient & Effective Local Government: A well-equipped and supported municipal staff that operates transparently and efficiently.

Outputs & Deliverables

The tools and services that contribute strategically to the measurable shifts we want to see:

  • Connected Communities: More town-sponsored cultural events, improved communication systems, and strengthened local partnerships.
  • Abundant Amenities: Expanded recreational facilities, new green spaces, and improved public safety initiatives.
  • Intentional Growth: Business-friendly initiatives, mixed-use developments, and enhanced transportation infrastructure.
  • Strong Organization: Employee development programs, improved transparency between staff and leadership, and enhanced financial planning.

Key Activities

The key actions and activities that support the production of our deliverables:

  • Community Engagement: Host and expand town events (Egg Drop, Fourth of July, National Night Out, cultural festivals).
  • Infrastructure Improvements: Develop more parks, greenways, and recreational facilities.
  • Economic Expansion: Support small businesses through incentives, licensing simplification, and Chamber of Commerce collaboration.
  • Public Safety Enhancements: Expand community policing initiatives, fire safety programs, and emergency preparedness efforts.
  • Government Capacity Building: Invest in professional development, staff recruitment, and process automation.

Required Resources & Inputs

What we need to have to do our jobs:

  • Financial Investments: Increased funding for public projects, staff development, and infrastructure.
  • Human Capital: Trained staff, volunteers, engaged community members, and local businesses.
  • Technology & Infrastructure: Smart city tech, automated municipal services, improved digital communication platforms.
  • Partnerships & Governance Support: Collaboration with county/state agencies, private businesses, and community organizations.

Daily Choices & Decisions

The key tradeoffs we are prepared to make:

  • Town Leaders: If we ensure transparency in decision-making, then residents will trust and engage more with the town government.
  • Public Works Staff: If we proactively maintain parks and greenways, then residents will have more enjoyable public spaces.
  • Economic Development Team: If we streamline business licensing, then small businesses will find it easier to establish and grow.
  • Public Safety Officers: If we engage in community policing events, then public trust and safety will improve.
  • Residents: If we participate in town events and initiatives, then Friendly will remain a strong, connected community.

What Strategic Alignment Looks Like by Department

Take a peek at how each team in our organization aligns around our strategy.
Town Manager's Office
Public Works
Parks & Recreation
Communications
Finance
Planning
HR
Town Clerk

Town Manager's Office

  • If we provide clear strategic direction, then all departments will work towards a unified vision.
  • If we ensure responsible financial management, then the town can invest in growth and sustainability.
  • If we foster collaboration with county and state partners, then Friendly will have stronger regional support.
  • If we enhance internal communication, then staff will feel informed and engaged.
  • If we streamline decision-making, then projects and initiatives will move forward efficiently.

Public Works Department

  • If we regularly maintain roads, greenways, and public infrastructure, then residents will experience a high quality of life.
  • If we adopt smart city technologies, then town operations will become more efficient and responsive.
  • If we improve waste management and sustainability initiatives, then Friendly will become an environmentally responsible community.
  • If we coordinate closely with Parks and Recreation, then public spaces will remain clean and accessible.
  • If we engage in preventative maintenance, then long-term infrastructure costs will be reduced.

Parks and Recreation Department

  • If we expand and maintain parks and recreational facilities, then residents will have more opportunities for leisure and wellness.
  • If we organize diverse community programs and events, then civic engagement and social connections will strengthen.
  • If we collaborate with local schools and businesses, then we can create new recreational opportunities for all ages.
  • If we integrate public art and cultural initiatives, then the town will become a more vibrant and attractive place.
  • If we promote accessibility and inclusivity in our facilities, then all residents will feel welcome and engaged.

Communications Department

  • If we disseminate timely and accurate information, then residents will stay informed and engaged.
  • If we utilize multiple communication channels, then we can reach a broader audience effectively.
  • If we actively listen to community feedback, then we can tailor our messages to address residents' concerns.
  • If we collaborate with other departments, then our communications will be consistent and unified.
  • If we promote town events and initiatives, then community participation will increase.

Finance Department

  • If we maintain accurate financial records, then the town's fiscal health will be transparent and accountable. 
  • If we develop and monitor budgets diligently, then resources will be allocated efficiently.
  • If we ensure timely billing and collections, then the town can fund essential services without interruption.
  • If we provide financial insights to leadership, then informed decisions can be made for future planning.
  • If we comply with all financial regulations, then we will uphold the town's integrity and trustworthiness.

Planning Department

  • If we update zoning and land use policies, then we will support sustainable and balanced growth.
  • If we engage residents in development planning, then community needs will be better represented in projects.
  • If we collaborate with developers and stakeholders, then we can ensure responsible and strategic expansion.
  • If we incorporate smart growth strategies, then we can enhance infrastructure efficiency and livability.
  • If we prioritize environmental sustainability in planning, then future generations will benefit from a resilient community.

Human Resources Department

  • If we recruit diverse and qualified candidates, then the town's workforce will be competent and representative.
  • If we offer continuous training and development, then employee performance and satisfaction will improve.
  • If we ensure fair and consistent policies, then workplace morale and trust will be strengthened.
  • If we address employee concerns promptly, then we can reduce turnover and enhance job satisfaction.
  • If we foster an inclusive and supportive work environment, then we will attract and retain top talent.

Town Clerk's Office

  • If we maintain accurate records and documentation, then government operations will remain transparent and accessible.
  • If we ensure compliance with public records laws, then we will uphold trust and accountability.
  • If we facilitate smooth town meetings and elections, then local governance will remain efficient and fair.
  • If we provide timely responses to public inquiries, then residents will have confidence in their government.
  • If we organize historical and legal records effectively, then future town operations will have a strong foundation.

What it looks like when we aren't aligned

Early Warning Signals
Declining Engagement & Participation
Economic Slowdown
Deteriorating Infrastructure & Services
Weakening Effectiveness & Transparency

1. Declining Community Engagement & Civic Participation

A drop in local participation, volunteerism, and public trust signals a weakening sense of community, potentially leading to lower civic engagement and a loss of the town’s small-town identity.

Early warning signals (leading indicators):

  • Lower attendance at town events and meetings – Fewer residents attending parades, holiday celebrations, or council meetings.
  • Drop in local volunteerism – Fewer sign-ups for community clean-up days, food drives, and neighborhood watch groups.
  • Increase in social media complaints – More residents expressing frustration online instead of engaging through town forums or public meetings.

  • Reduced local business sponsorships for events – Small businesses less willing to support local initiatives due to financial concerns or declining interest.

2. Signs of Economic Slowdown and Growth Challenges

Slowing business growth, rising vacancies, and traffic congestion warn of potential economic stagnation, deterring both residents and new businesses from investing in the town.

Early warning signals (leading indicators):

  • More vacant storefronts in downtown or shopping areas – Small businesses struggling to stay open, leading to empty retail spaces.
  • Rising traffic congestion in key areas – Poor infrastructure planning causing longer commutes at school drop-offs, intersections, or town centers.
  • Slowdown in home sales and new development interest – Declining real estate activity, with fewer permits requested for renovations or new construction.
  • Increased concerns over property tax rates – Homeowners expressing frustration over rising taxes without visible improvements in town services.

3. Deteriorating Infrastructure & Public Services

Frequent maintenance complaints, declining park usage, and emergency service inefficiencies indicate early signs of failing infrastructure and inadequate public services.

Early warning signals (leading indicators):

  • More frequent reports of potholes, sidewalk damage, or drainage issues – Residents noticing and reporting worsening road conditions.

  • Declining park and recreation participation – Fewer residents using public facilities like playgrounds, trails, or community centers.

  • Increase in emergency maintenance requests for water, sewer, or power lines – Aging infrastructure requiring more frequent emergency repairs.

  • Growing complaints about trash collection or recycling delays – Residents frustrated with inconsistent waste management services.

4. Weakening Government Effectiveness & Transparency

Delays in approvals, declining engagement in town affairs, and staff dissatisfaction suggest growing inefficiencies in town governance, reducing public trust.

Early warning signals (leading indicators):

  • Lower public participation in town surveys or budget meetings – Fewer residents providing feedback on community decisions.
  • Longer approval times for local permits or licenses – Small businesses and homeowners waiting longer for zoning or permit approvals.

  • More public disputes over zoning changes or development plans – Rising tension between residents, developers, and town officials.

  • Higher turnover among municipal employees – Town staff resigning at higher-than-normal rates, citing lack of resources or support.

What it looks like when we aren't aligned

Trailing Signals
Community Disengagement
Economic Decline
Failing Public Services
Budgetary Stress

1. Community Disengagement & Loss of Small-Town Identity

A declining sense of community is evident when residents disengage from civic duties, community groups, and town-sponsored events, making revitalization efforts more difficult.

Trailing signals (lagging indicators) we have a problem:

  • Drop in voter turnout for local elections – Fewer residents participating in town governance decisions.
  • Decline in community organization memberships – Local clubs, churches, and civic groups seeing fewer active members.
  • More vacant or underutilized town-owned spaces – Empty public buildings, declining use of town halls, or underfunded community centers.
  • Increase in crime or vandalism in public spaces – Less community oversight leading to more incidents in parks or downtown areas.

2. Economic Decline and Unbalanced Growth

Long-term economic stagnation is evident when property values drop, local businesses close, and new development slows, making it harder to attract residents and investors.

Trailing signals (lagging indicators) we have a problem:

  • Rising number of “For Lease” or “Closed” signs in retail areas – Small businesses unable to sustain operations.
  • Property values decreasing or stagnating – Homeowners losing confidence in the town’s economic future.
  • Increase in home foreclosures – More residents struggling with mortgages due to rising costs or job losses.
  • Lack of new investment in local infrastructure – No new road projects, park improvements, or downtown revitalization efforts in years.

3. Failing Public Services & Infrastructure Struggles

A growing backlog of infrastructure repairs, higher maintenance costs, and declining service quality indicate that resources are being stretched beyond capacity.

Trailing signals (lagging indicators) we have a problem:

  • Spike in emergency repair costs for roads, water, or utilities – Budget-consuming repairs due to long-term neglect.

  • Longer response times from emergency services – Fire, police, or medical response times slowing due to understaffing or outdated equipment.

  • More public complaints about unsafe intersections or speeding issues – Traffic safety concerns not being addressed in time.

  • Drop in youth sports and recreational league enrollment – Families opting for private programs due to deteriorating public options.

4. Government Inefficiencies & Budgetary Stress

Persistent budget deficits, reduced funding opportunities, and legal disputes indicate that the town is struggling to balance financial sustainability with effective governance.

Trailing signals (lagging indicators) we have a problem:

  • Frequent town budget shortfalls or emergency reallocations – Local government struggling to cover basic services.
  • Loss of state or federal grant funding – Town missing out on infrastructure or community improvement grants.
  • Increase in legal disputes or resident lawsuits – More lawsuits over zoning, property disputes, or environmental issues.
  • Higher municipal employee resignation rates – Town workers leaving for better opportunities in neighboring areas.
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Core Strategy Bites

Search below for some of the foundational strategies tailored to help us remain aligned.

The Parks & Recreation Team

What it takes to be aligned within Parks & Recreation

How the pieces fit together to ensure the Parks & Recreation team contributes strategically to the organization.
Impact
Outcomes
Outputs
Activities
Resources
Choices & Decisions
In-the-Moment Skills
Big Picture Skills

Desired Impact

The Ultimate Goal

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Friendly is a vibrant, connected, and sustainable community where residents of all ages have access to high-quality recreational facilities, parks, and programs that enhance well-being, inclusivity, and environmental sustainability.

What contributes strategically to our desired impact:

  • Parks and Recreation play a key role in making Friendly a destination for families, businesses, and outdoor enthusiasts, strengthening the town’s economic and social fabric.

Outputs & Deliverables

Tangible Results

Enhanced facilities, diverse programs, strong partnerships, eco-friendly initiatives, and strategic outreach ensure Parks and Recreation provides inclusive, sustainable, and widely accessible community experiences.

The outputs and deliverables that contribute strategically to our desired impact:

  • New & Improved Facilities: Addition of community parks, multipurpose fields, splash pads, and expanded greenways.
  • Diverse Recreational Programming: Year-round activities that cater to youth, seniors, and diverse cultural groups.

  • Community Partnerships: Collaboration with local schools, businesses, and organizations to expand recreation opportunities.

  • Eco-Friendly Initiatives: Tree planting, native landscaping, and environmentally conscious park management.
  • Marketing & Outreach Strategy: Engaging promotional efforts to increase awareness and participation.

Key Activities

What Drives Execution

Expanding events, enhancing sustainability, improving accessibility, engaging the public, and securing diverse funding sources ensure Parks and Recreation services are inclusive, resilient, and responsive to community needs.

The key activities that contribute strategically to our desired impact:

  • Host & Expand Events: Increase town-sponsored festivals, sports leagues, and cultural celebrations.
  • Develop Green Infrastructure: Improve park sustainability through conservation, stormwater management, and renewable energy integration.
  • Enhance Accessibility: Upgrade facilities with ADA-compliant features and transportation options for residents with limited mobility.
  • Improve Public Engagement: Create online portals, surveys, and advisory committees to involve residents in park planning.
  • Seek Alternative Funding Sources: Apply for state and federal grants, seek private sponsorships, and explore public-private partnerships.

Required Resources & Inputs 

The Essentials for Success

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Sustained financial support, skilled personnel, advanced technology, and strong policy frameworks ensure Parks and Recreation can deliver high-quality services, enhance accessibility, and meet community needs effectively.

The resources that contribute strategically to our desired impact:
  • Financial Investments: Budget allocations, grants, sponsorships, and impact fees from development projects.
  • Human Capital: Trained staff, volunteers, and engaged community leaders.
  • Technology & Infrastructure: Smart park technology, reservation systems, and interactive maps.
  • Policy & Governance Support: Land-use planning, zoning updates, and state/local partnerships.

In-the-Moment Skills

Real-Time Leadership Capabilities

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Executing real-time actions that ensure parks and recreation services remain engaging, accessible, and aligned with the town’s strategic vision.

The In-the-Moment Skills that contribute strategically to our desired impact:

  • Facility Maintenance & Safety Awareness – Conducting quick inspections, addressing hazards, and ensuring ADA compliance to maintain a safe and welcoming environment.

  • Resident & Community Engagement – Actively listening to visitor feedback, providing excellent customer service, and creating an inclusive atmosphere at events and parks.
  • Event & Program Execution – Rapid problem-solving during events, managing logistics under pressure, and effectively coordinating volunteers and staff.
  • Sustainability & Environmental Responsiveness – Managing waste efficiently, monitoring energy and water usage, and responding swiftly to environmental concerns.
  • Collaboration & Team Coordination – Adjusting responsibilities based on team needs, delegating tasks for efficiency, and responding to last-minute changes.
  • Promotion & Outreach – Sharing event details with park-goers, answering inquiries about programs, and utilizing social media for increased visibility.
  • Crisis Management & Conflict Resolution – De-escalating disputes, assisting distressed visitors, and handling emergencies with composure and efficiency.

Choices & Decisions

Key Strategic Tradeoffs

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By maintaining clean facilities, engaging the community, and partnering with local businesses, Parks and Recreation staff enhance resident experiences, create meaningful programs, and expand offerings sustainably.

The choices and decisions that contribute strategically to our desired impact:

  • If we ensure park facilities are well-maintained and clean, then residents will have a positive experience and continue to use them.
  • If we proactively engage the community, then we can design programs that truly meet resident needs.
  • If we collaborate with local businesses and sponsors, then we can expand recreational offerings without over-relying on taxpayer funding.

Big Picture Skills

Long-Term Leadership Capabilities

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Mastering long-term planning, community-building, and sustainability ensures that Parks and Recreation remains a pillar of Friendly’s growth and livability.

The Big Picture Skills that contribute strategically to our desired impact:

  • Long-Term Park & Facility Planning – Aligning development with community needs by advocating for future parks, accessibility improvements, and zoning considerations.

  • Community Relationship Building – Cultivating partnerships with schools, businesses, and nonprofits to enhance recreational offerings and engagement.

  • Strategic Program Development – Designing inclusive, high-impact recreational activities that support economic growth and resident well-being.
  • Sustainability & Conservation Initiatives – Implementing green infrastructure, reducing carbon footprints, and fostering environmental stewardship among residents.
  • Budgeting & Financial Planning – Securing alternative funding sources such as grants and sponsorships to sustain and expand programming.
  • Data-Driven Decision Making – Tracking participation and facility usage trends to optimize programs and prioritize improvements.
  • Crisis Preparedness & Risk Management – Developing emergency response protocols, conducting safety drills, and coordinating with public safety officials.
  • Staff Development & Leadership Growth – Encouraging professional growth, mentoring new employees, and fostering a culture of continuous improvement.

Outcomes

The Measurable Shifts

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Greater community participation, improved accessibility, expanded parks, sustainable operations, and economic growth ensure Parks and Recreation enhances quality of life and fosters long-term community development.

The outcomes that contribute strategically to our desired impact

  • Increased Community Engagement: Higher resident participation in events, programs, and park usage.

  • Enhanced Accessibility & Inclusivity: Improved ADA-compliant facilities and programming for all demographics.

  • Expanded Park & Greenway Network: Additional trails, parks, and public spaces to meet community demand.

  • Sustainable Operations & Resource Management: Efficient maintenance, environmental conservation efforts, and alternative funding sources.

  • Stronger Economic & Tourism Development: Increased investment in outdoor recreation, local business partnerships, and event-driven tourism.

Parks & Recreation

Daily Alignment Guides

As a Parks & Recreation Team member, your daily actions should reflect our commitment to helping organizations bridge the gap between strategy and execution. To stay aligned with that goal, here’s what you should be thinking about and doing each day:
Maintaining Facilities
Community Engagement 
Promotion
Access & Inclusion
Proactively Solving Problems
Enhancing Sustainability
Collaborating
Tracking Performance

1. Keeping Facilities and Programs in Top Condition

Leading Your Work

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What to Think About

  • Are the parks and recreational facilities clean, safe, and ready for public use?
  • Are all amenities (playgrounds, sports fields, restrooms, trails) in working order?
  • Do we have enough materials and equipment to run today’s programs smoothly?

Daily Actions

  • Inspect parks, playgrounds, and facilities for maintenance needs.
  • Address any safety hazards (e.g., broken benches, slippery walkways).
  • Ensure program supplies are stocked and event spaces are set up properly.

2. Engaging with Residents and Program Participants 

Leading Others

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What to Think About

  • Are community members enjoying and engaging with our programs?
  • Are we actively listening to resident feedback about events and services?
  • How can I make today’s programs or park visits more welcoming and inclusive?

Daily Actions

  • Greet and interact with park-goers, program participants, and event attendees.
  • Collect informal feedback from residents—what do they like? What could be improved?
  • Foster a welcoming environment, ensuring everyone feels included and valued.

3. Promoting Programs and Events

Leading Systems

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What to Think About

  • Do people know about our programs and upcoming events?
  • How can we reach more residents and increase participation?
  • Are we leveraging social media, newsletters, and community partnerships effectively?

Daily Actions

  • Share program details with residents during interactions and encourage sign-ups.
  • Distribute flyers, post updates on social media, and contribute to the town’s website.
  • Collaborate with local businesses, schools, and organizations to expand outreach.

4. Supporting Equity, Accessibility, and Inclusion

Leading Partnerships & Systems

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What to Think About

  • Are all residents able to access and enjoy our parks and programs?
  • Are we making efforts to accommodate different abilities, ages, and income levels?
  • What small actions can I take today to make our services more inclusive?

Daily Actions

  • Offer assistance to residents with mobility challenges or special needs.
  • Promote scholarship programs for families who may need financial assistance.
  • Make note of any barriers (physical, financial, or logistical) that prevent residents from participating.

5. Proactively Identifying and Solving Problems

Leading Your Work & Leading 

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What to Think About

  • Are there any issues with facilities, programming, or resident concerns that need to be addressed?
  • Is there a way to improve efficiency in our operations?
  • Are we adapting to unexpected challenges effectively?

Daily Actions

  • Report maintenance issues and operational challenges immediately.
  • Brainstorm and propose small process improvements within your area of work.
  • Offer solutions when problems arise instead of just reporting issues.

6. Enhancing Sustainability and Environmental Stewardship

Leading Systems

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What to Think About

  • Are we taking steps to make our parks and facilities more eco-friendly?
  • Are we using water, electricity, and materials responsibly?
  • How can we educate residents about sustainability while they enjoy our parks?

Daily Actions

  • Reduce waste—properly dispose of recyclables and encourage park-goers to do the same.
  • Monitor irrigation systems and lighting to ensure energy efficiency.
  • Support conservation programs (e.g., tree planting, pollinator gardens, and green space preservation).

7. Collaborating with Fellow Team Members and Other Departments 

Leading Others & Leading Systems

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What to Think About

  • Are we communicating effectively within our team?
  • Are we collaborating with other town departments to achieve shared goals?
  • Are there ways we can better support each other and create efficiency?

Daily Actions

  • Check in with colleagues to coordinate daily tasks and responsibilities.
  • Share observations and ideas at team meetings.
  • Work with the Public Works Department to maintain facilities and Economic Development to promote events.

8. Tracking Performance and Setting Goals

Leading Your Work

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What to Think About

  • Are our parks and programs meeting the town’s strategic objectives?
  • What measurable outcomes can we improve upon?
  • How can we better align our efforts with the broader town vision?

Daily Actions

  • Document attendance numbers for programs and events.
  • Track facility usage trends to inform future planning.
  • Review department goals and reflect on how your role contributes to them.
REINFORCEMENTS

Tune-Up Sessions (Parks & Recreation)

Regular Tune-Up Sessions ensure we all stay aligned with the Department's efforts to advance the Town's strategy.

Core Strategy Bites

Search below for some of the strategies tailored to help you respond strategically to pivotal moments that are relevant to the Parks and Recreation Department.

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