Strategic Planning

Nags Head's Board of Commissioners, collaborating closely with the town manager and staff, conducts an annual strategic planning process. The outcome of this process is a strategic plan, which acts as the community's roadmap, shaping the prioritization of initiatives, allocation of resources, establishment of goals, and execution of departmental operations and projects. By focusing on the broader picture, the Plan aligns efforts and resources with a well-defined mission and vision for the town.

The Town’s annual budget and the capital improvement program are the primary mechanisms for implementing the strategic plan. Since these items are developed in the Spring, the Strategic Planning retreat is held in the Fall, and the Strategic Plan document is adopted prior to the initiation of the budget process.

This page is updated each year to reflect the current version of the plan and provide information on the status of plan implementation. It is designed to be interactive, allowing users to view external documents related to items discussed in the plan. For instance, when an action item mentions beach nourishment, users can click a link directing them to view the Town’s Beach Nourishment Master Plan. Also, to the left of each action item, users can click the number which will take them to a document that provides an update on the status of that item.

At the bottom of the page, you will find links to the current published version of the plan, any updates, and summary reports of progress. These are printable versions of the strategic plan and related documents. The most recent plan was adopted in February of 2024, with an update prepared in October of 2024.

Strategic Plan Process

Included in the Plan

Goals, Objectives, and Strategic Action Items

The strategic plan goes beyond routine operations and defines a set of goals, objectives, and action items that guide the Town's direction. These items are forward-thinking, innovative, and designed to address both current challenges and future opportunities. They represent a commitment to proactive, intentional efforts to enhance the well-being of all residents and visitors.

Beyond Business as Usual

The strategic plan intentionally outlines action items that are outside the scope of “business as usual,” so that we can channel resources efficiently and make a lasting impact on Nags Head’s future. However, the daily operations of Town staff should be acknowledged as an integral part of our mission and vision.

Conclusion

The Town of Nags Head Strategic Plan is a dynamic roadmap that reflects the shared aspirations of our community, the dedication of our Board and staff, and a commitment to strategic action items that will shape our town's future. As we embark on this journey together, we invite all residents and property owners to actively participate and contribute to the realization of our collective vision.

Mission and Vision

As part of the strategic planning process, the Board of Commissioners revisited the Town's mission and vision statements. The mission statement defines our purpose—why we exist—while the vision statement outlines the future we aspire to create and what success looks like for our community. Building on these foundational elements, along with our Core Values, we established goals that clearly define the steps needed to achieve our vision.

Core Values

Goals

The Strategic Plan consists of four main goals, which each include objectives and specific action items designed to implement the goals. Users can click the ‘goal’ headers below to navigate between the objectives and action items related to each goal.

Goal - Environment

To safeguard our critical natural resources and coastal ecosystem.

Objective #1	Objective #2	Objective #3	Objective #4
Maintain the natural resources that we have.	Mitigate the risk of natural disasters.	Educate the public about their natural environment.	Have a comprehensive strategy for clean water.

→ Note: To check the status of an item: click on the corresponding number (e.g., 1.1, 1.2, etc.) in the "#" column. This will open the October 14, 2024 Status Report, where you can find the relevant updates. ←

#	Action	Related Objective(s)
1.1	Create water rates that incentivize water stewardship. PRIORITY	#1
1.2	Develop implementation priorities/strategies for the Estuarine Shoreline Management Plan. PRIORITY	#1, #2, #4
1.3	Complete/Implement the Beach Nourishment Master Plan to include: a. Engineering Plan b. Financial Plan to include recommended tax rates/revenues d. Include grass sprigging in all future plans. PRIORITY	#1, #2,#4 Action #3.3
1.4	Complete the Stormwater Management Plan/Develop an implementation plan with a list of projects (for the annual Capital Improvement Program). PRIORITY	#1, #2, #4
1.5	Complete the Water System Master Plan/Develop an implementation plan with a list of projects (for the annual Capital Improvement Program). PRIORITY	#1, #2, #4
1.6	Implement the Decentralized Wastewater Management Plan with guidance from the Septic Health Advisory Committee.	#1, #2, #4
1.7	Develop creative strategies to increase participation in the Septic Health Initiative. PRIORITY (If a grant is awarded for this, it will remain on the priority list.)	#3, #4
1.8	Create an education program to include a video series on the major threats to water quality in Nags Head (i.e. stormwater/wastewater).	#3
1.9	Consider the impacts of sea level rise and climate change in policies/ordinances/planning studies.	#1, #2, #3

Objective #1	Objective #2	Objective #3	Objective #4
Proactively balance appropriate types of land uses.	Ensure resilient development and infrastructure.	Ensure public spaces are preserved and maintained equitably.	Ensure efficient traffic movement and pedestrian safety.

#	Action	Related Objective (s)
2.1	Place conservation easements on Town-owned properties to provide land protections for the future (ensuring equitable access).	#3
2.2	Identify and correct areas of land use incompatibility within the town; correct inconsistencies between the Comprehensive Plan and the Unified Development Ordinance. This involves eliminating land uses permitted within a zoning district that may not be compatible with existing development and/or the future development plan as described in the Comprehensive Plan. Items to consider: a. Revisit the appropriateness of the Hotel Overlay District. b. Identify areas where the zoning designation and existing development patterns may not be aligned. c. Examine Beach Road vs. US 158 uses (Corridor Character Areas). d. Examine the allowable uses within the Commercial Outdoor Recreation District. PRIORITY	#1
2.3	Review the character areas set forth in the Comprehensive Plan and suggest strategies for implementation.	#1, #2
2.4	Develop and present an accessory dwelling unit (ADU) ordinance with a menu of optional provisions/regulatory standards that may improve community acceptance (i.e. zoning districts allowed, minimum lot size, maximum square footage of unit, height limits, deed restrictions for certain purposes, parking requirements, etc...). PRIORITY	#1, #2
2.5	Recommend non-regulatory approaches to minimize residential lighting impacts. Suggestions include increased education on dark sky benefits, a program to provide residents with free light shields, a "keep it dark/be a good neighbor campaign," turtle-friendly lighting, and education on how to provide security lighting without creating nuisance lighting for neighbors. PRIORITY	#1
2.6	Implement the current model for streets/water/stormwater Capital Improvement Program projects; incorporate projects resulting from infrastructure planning studies (#2). →COMPLETED←	#2
2.7	Explore and pursue grant opportunities to leverage Town resources for infrastructure planning, maintenance, and enhancements, when necessary.	#2
2.8	Develop and recommend a process for handling neighborhood requests for traffic calming devices. →COMPLETED←	#4
2.9	Discuss the existing Pedestrian Plan priories with the Board. →COMPLETED←	#4
2.10	Advocate to the NC Department of Transportation for a corridor study of US 158 to improve safety while considering access, function, and efficiency.	#4
2.11	Develop an initiative to improve pedestrian safety at crosswalks/reduce user conflicts on multi-use paths. →COMPLETED←	#4

Objective #1	Objective #2	Objective #3
Provide workforce housing for the Town.	Support and encourage small businesses.	Maintain a free, family-friendly, non-commercial, and well-maintained beach.

#	Action	Related Objective(s)
3.1	Participate in Dare County's Housing Taskforce and apply a menu of strategies from the Taskforce to the Town's housing needs. PRIORITY	#1
3.2	Evaluate optimal housing options for the Ocean Rescue staff within the Town Campus Master Plan, and explore opportunities to accommodate additional employees. PRIORITY	#1
3.3	Facilitate the creation of a Merchants Association (or similar) to have more proactive engagement with businesses.	#2
3.4	Continue to monitor and facilitate educational opportunities within the community as it pertains to over-occupancy issues, including wastewater, traffic, sanitation, noise, etc. Engage local real estate agencies, the Outer Banks Association of Realtors, and local event planners with educational efforts. →COMPLETED←	#2
3.5	Update portions of the Town Code as needed to clarify that commercialization of the beach is prohibited within the town.	#3

Objective #1	Objective #2	Objective #3	Objective #4	Objective #5
Maintain a work environment where people feel valued, appreciated, and respected.	Provide friendly, accommodating, and responsible customer service.	Provide the highest quality services possible and review the needs of the community to ensure that resources are available to meet those needs.	Enhance internal and external communication that reflects the town's goals, values, and heritage.	Collaborate with other local and state agencies to align or expand services.

#	Action	Related Objective(s)
4.1	Highlight high performing employees and accomplishments to the Board and the public throughout the year.	#1
4.2	Design and implement a performance-based merit structure as part of the FY 2024-2025 budget process (incorporate values).	#1, #2
4.3	Evaluate the Town's Total Rewards framework to ensure competitiveness.	#1
4.4	Discuss what department data is meaningful to the Board and then establish key performance indicators for departments, in addition to developing an automated reporting system.	#2. #3
4.5	Create and present to the Board a Town Campus Master Plan.	#3
4.6	Create public service announcement videos and events like the Ash Wednesday Storm video and event.	#3
4.7	Create formal mechanisms to work with other local or state agencies to align initiatives.	#5

Plan Implementation

As part of the implementation process, staff has developed timelines and champions who will be responsible for overseeing the action items. Most action items will be implemented in two years or less; however, some actions will be ongoing and will be implemented as part of the Town’s annual CIP and budget process.

Staff will also develop mechanisms to track implementation progress of actions. Formal updates on the progress of implementation will be provided to the Board of Commissioners twice a year. The strategic plan will continue to be updated on an annual basis, typically in the fall, to allow for action items to be considered in the budget cycle, which begins in February/March of each year.

Strategic Planning

Strategic Plan Process

Included in the Plan

Goals, Objectives, and Strategic Action Items

Beyond Business as Usual

Conclusion

Mission and Vision

Core Values

Goals

Goal - Environment

Goal - Development

Goal - Economy

Goal - Community Services

Plan Implementation

Strategic Planning Related Documents

Strategic Plan Updated 10.18.2024

Strategic Plan Status Report 10.18.2024

Strategic Plan 2.7.2024

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