At the February 4 Selectboard meeting, the Board settled on a final number for the upcoming operating override. But the path they took to arrive at that number revealed a significant gap in our town’s strategic approach.

Here is the context: Our financial leadership has been clear about the road ahead. We have seen forecasts of growing year-over-year deficits stretching through 2030. The data shows that Duxbury is facing a protracted structural deficit that isn’t going away on its own.

Despite this, the Selectboard voted to move forward with “Option One”: an override amount that covers current needs but includes zero excess levy capacity.

“Excess levy capacity” is essentially a sustainability buffer. If we ask voters for a tax increase today, this buffer ensures we aren’t forced back to the ballot box next year asking for more.

During the meeting, the value of this buffer was acknowledged. However, the Selectboard ultimately voted against including it largely because they felt the concept was too difficult to explain to the public. One member noted that in previous attempts, excess levy capacity was the “most difficult thing to explain and communicate effectively.”

Town administration further noted that without a dedicated communications specialist, the town lacks the tools to meet people where they are, relying instead on “legacy” methods like the town website.

Leadership is Communication

This is where I struggle with the decision. We cannot allow our messaging deficits to dictate our financial policy.

There is a sentiment that we can’t communicate effectively because we haven’t hired a specialist or a webmaster. I believe that sells our leadership short. We don’t need a PR firm to write clearly. We don’t need a new website to respect the voters’ intelligence. We need creative thinking and the willingness to lead the conversation.

Here is the proper Order of Operations:

1. Determine the most fiscally responsible policy for the long-term health of Duxbury.
2. Find the creative language and strategy to explain that policy to the residents.

That order was flipped in the meeting. We let the fear of explanation water down the solution. We have known these deficits were coming for years. If we believe a sustainability buffer is responsible, it is our job to find the words to sell it.

The Governance Lesson

If we believe a policy is right for Duxbury, we have to trust that the residents can understand it. The voters here are smart. If we give them the data, the context, and the “why,” they can handle complex truths. We need to stop managing for the next 12 months and start leading for the next decade.

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Note: The views and opinions expressed here are my own and do not reflect the official policies, positions, or endorsements of the Duxbury School Committee. For official information about Duxbury Public Schools and the Duxbury School Committee, please visit duxbury.k12.ma.us.