In a community that includes year-round and seasonal residents, as well as an increasing tourism market, how do you think about balancing economic drivers, natural resources, community well-being, and infrastructure needs? What concerns and opportunities do you see in our town’s unique makeup?

Our town’s unique mix of year-round residents, seasonal residents, and visitors is one of our greatest strengths, but it also means that we have to think carefully about what sustainable growth looks like.

Tourism and seasonal residency are important economic drivers. They support local businesses, create jobs, generate revenue, and bring energy and investment into the community. At the same time, I believe our long-term success depends on maintaining a strong year-round community. That means ensuring that people who work here can also afford to live here, that local businesses can operate beyond the peak season, and that residents continue to have access to the services and quality of life they need.

I am particularly concerned about the pressures that growth can place on housing, transportation, water and wastewater systems, public safety, healthcare, parking, and other infrastructure. In a resort community, infrastructure often has to accommodate peak-season demand even though the year-round population may be relatively small. We should be thoughtful about anticipating those needs rather than continually responding to them after problems arise.

Our natural resources are also economic assets, not something separate from economic development. The landscape, water, open spaces, recreational opportunities, and overall character of the community are often exactly what attract residents and visitors. Protecting those resources therefore supports both environmental stewardship and the town’s long-term economic health.

Housing is another important part of the equation. If teachers, healthcare workers, first responders, hospitality employees, municipal staff, and other members of the local workforce cannot reasonably live in or near the community, that eventually affects businesses, public services, and the character of the town itself. I would want us to explore thoughtful approaches to workforce and attainable housing while recognizing that development needs to fit the scale and character of the community.

I also see significant opportunities. A growing tourism market gives us the chance to strengthen local businesses, expand year-round economic activity, invest in recreation and public spaces, improve infrastructure, and create experiences that encourage visitors to support the community rather than simply pass through it. There may also be opportunities to better connect seasonal residents with the year-round community through volunteerism, philanthropy, civic engagement, and support of local organizations and businesses.

Ultimately, I would evaluate major decisions by asking several questions: Does this strengthen the year-round community? Does it protect the natural resources and character that make this place special? Can our infrastructure support it? Does it contribute to a healthy local economy? And will the benefits still make sense ten or twenty years from now?

I don't think economic vitality, environmental stewardship, and community well-being have to be competing goals. Done thoughtfully, they reinforce one another. The goal should not be to prevent change, but to manage change intentionally so that growth enhances the community rather than gradually changing the very qualities that make it special.