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HomeMy Public PortalAboutSelect Board Meeting Packet - 01.19.21 Town of Brewster Select Board 2198 Main St., Brewster, MA 02631 townadmin@brewster-ma.gov (508) 896-3701 MEETING AGENDA Remote Participation Only January 19, 2021 at 6:00 PM This meeting will be conducted by remote participation pursuant to Gov. Baker’s March 2020 orders suspending certain Open Meeting Law provisions and imposing limits on public gatherings. No in-person meeting attendance will be permitted. If the Town is unable to live broadcast this meeting, a record of the proceedings will be provided on the Town website as soon as possible. The meeting may be viewed by: Live broadcast (Brewster Government TV Channel 18), Livestream (livestream.brerwster- ma.gov), or Video recording (tv.brewster-ma.gov). Meetings may be joined by: 1. Phone: Call (929) 436-2866 or (301) 715-8592. Webinar ID: 818 7693 0884; Passcode: 823519 To request to speak: Press *9 and wait to be recognized. 2. Zoom Webinar: https://us02web.zoom.us/j/81876930884?pwd=bUxSdEcwdldMc1ZhRnY1aHV6VnVUUT09 Passcode: 823519 To request to speak: Tap Zoom “Raise Hand” button or type “Chat” comment with your name and address, then wait to be recognized. Select Board Mary Chaffee Chair Benjamin deRuyter Vice Chair Cynthia Bingham Clerk David Whitney Edward Chatelain Town Administrator Peter Lombardi Assistant Town Administrators Susan Broderick Donna Kalinick Executive Assistant to the Town Administrator Robin Young 1. Call to Order 2. Declaration of a Quorum 3. Meeting Participation Statement 4. Recording Statement 5. Public Announcements and Comment: Members of the public may address the Select Board on matters not on the meeting’s agenda for a maximum 3-5 minutes at the Chair’s discretion. Under the Open Meeting Law, the Select Board is unable to reply but may add items presented to a future agenda. 6. Discuss and Vote on Recommendations of Golf Commission on Proposed 2021 Captains Golf Course Rates – Anne O’Connell, Golf Commission Chair, and Jay Packett 7. Vote on Director of Golf Operations Employment Agreement with Jay Packett 8. Select Board Announcements and Liaison Reports 9. Town Administrator’s Report 10. COVID Update – Amy von Hone, Health Director 11. Consent Agenda  Approval of January 4, 2020 Meeting Minutes  Appointments: Detective Jacob Zontini, Brewster Police Department – Tenure; Diane Murphy, Brewster Natural Resources Commission  Vote to Suspend Senior & Veteran Volunteer Tax Abatement Programs for 2021 12. Discuss and Vote on Updated Fire Department Staffing Plan – Chief Moran 13. Update from Vision Planning Committee – Hal Minis 14. Update on Nauset Regional High School Project and Recommended Term of Debt Issuance 15. For Your Information 16. Matters Not Reasonably Anticipated by the Chair 17. Questions from the Media 18. Next Meetings: 19. Adjournment Date Posted: Date Revised: Received by Town Clerk: 01/14/2021 Pgs. 2-5 Pgs 6-12 Pgs 13-61 Pgs 62-73 Pgs 74-78 Pgs 79- 87 Pgs 88-94 Pgs 95-294 EMPLOYMENT AGREEMENT This Agreement made and entered into this ___ day of ____________, 2021, effective 19 th day of January, 2021 through June 30, 2022, by and between the Town of Brewster, 2198 Main Street, Brewster, MA. 02631, a municipal corporation duly organized within the Commonwealth of Massachusetts, acting by and through its Select Board, hereinafter called "Employer", as party of the first part, and James F. Packett, 523 Long Pond Drive, Harwich, Ma. 026452 hereinafter called "Employee”, as party of the second part, both of which understand as follows: WITNESSETH Whereas, Employer desires to employ the services of said Employee as the Director of Operations for the Captains Golf Course, under Section 5-3[c] of Chapter 5 of the Code of the Town of Brewster, Massachusetts; and Whereas, it is the desire of the Employer to (1) secure and retain the services of Employee and to provide inducement for him to remain in such employment, (2) make possible full work productivity by assuring Employee's morale and peace of mind with respect to future security, and (3) act as a deterrent against malfeasance or dishonesty for personal gain on the part of Employee; and Whereas, Employee desires to accept employment as Director of Golf Operations of said Town; Now, therefore, in consideration of the mutual covenants contained herein, the parties agree as follows: Section 1 Duties A. To perform the functions and duties specified in the pertinent Massachusetts General Laws and Town Bylaws and to perform other legally permissible and proper duties and functions as the Select Board and Town Administrator shall from time to time assign. B. Supervise, direct, and be responsible for the efficient administration of all functions under his control or authorized by Massachusetts General Laws, Town Meeting vote, the Select Board, and Town Administrator, in consultation with the Golf Commission. C. The Employee is responsible for the administration and enforcement of the rules and policies of the Select Board and Town Administrator, in consultation with the Golf Commission. D. This Employee shall be responsible for enforcing the terms of the agreement between the Town and the Food Service Operation Concessionaire and any other concessionaire located in the clubhouse of the Captains Golf Course. E. The Employee shall be obligated to perform all of the functions and duties contained in the Job Description for the Director of Operations, Captains Golf Course, which job description is attached hereto, fully incorporated herein by reference, and labeled Exhibit A. Section 2 Term A. The Employer agrees to retain the Employee in the employ of the Employer until June 30, 2022 unless sooner terminated in accordance with the provisions of Sections 4 herein. B. The Employee agrees to remain in the exclusive employ of the Employer during the term of this agreement, and agrees to neither accept other employment nor become employed by any other employer until the termination date set forth in Section 2 herein. C. It is anticipated that this position will be transitioned into the Personnel bylaw at the Termination of this agreement, and shall thereafter be appointed and supervised by the Town Administrator. Section 3 Suspension A. The Employer may suspend the Employee with full pay and benefits at any time during the term of this agreement, but only if after a hearing, a majority of the Select Board votes to suspend the Employee for just cause provided, however, that Employee shall have been given written notice setting forth any charges at least ten (10) days prior to such hearing by the members of the Select Board bringing such charges. Section 4 Termination A. The Employee may voluntarily resign his position with the Employer prior to the expiration of the term of this agreement for any reason, or for no reason at all, but only upon not less than two (2) months' prior written notice, unless the parties otherwise agree. B. The Employer may only terminate the Employee prior to the expiration of the term of this agreement for just cause and only after a hearing wherein a majority of the Select Board vote to so terminate pursuant to a notice of written charges, issued to the Employee no less than ten (10) days prior to the date of said hearing. C. If, at any time during the term of this Agreement, the Employer reduces the salary or other financial benefits of the employee, or if the Employer refuses, following written notice to the Employee, to comply with any of the provisions of this contract, or if the Employee resigns following a request by the Select Board that he resign, then, in any of those events, the Employee may, at his option, declare the contract terminated as of the date of such reduction, refusal, or resignation. Section 5 Salary A. The Employer agrees to pay the Employee for his services rendered pursuant hereto an annual base salary of $94,000.00, payable in installments at the same time as other employees of the Employer are paid. B. In addition, the Employer agrees to increase said base salary and/or other benefits of the Employee in such amounts and to such extent as the Employer may determine that it is desirable to do so on the basis of an annual salary review. Said salary adjustment may include a cost of living wage adjustment and/or an annual merit increase. C. The Employer agrees to pay the Employee annual longevity benefits in the amount of $1,500.00. Section 6 Authorized Leave A. The Employee shall be eligible for twenty five (25) days of vacation leave with pay. Vacation pay shall be taken in the anniversary year earned, and shall not accumulate to be taken in the next anniversary year. However, if work-related issues develop which hinder the Employee's ability to take the earned time, vacation time may be carried over with the approval of the Town Administrator. This accumulated time must be taken within a three (3) month period. Upon termination for whatever cause, the Employee shall be paid for all unused vacation leave earned during the year of termination. Similar to employees under the Personnel Bylaw, on his anniversary date of hire, the Employee will be credited for the ensuing year with his entitlement. All leave must receive prior approval of the Town Administrator. B. Bereavement leave, jury leave, and personal leave provisions in the Personnel Bylaw shall be applicable to the Employee. C. The Employee shall be allowed one and one-quarter days of sick leave for each month of service. Any portion of such leave not used in any year may be accumulated to a maximum of one hundred and ninety (190) days. D. If the employee utilizes five (5) or fewer days of sick leave within a fiscal, he/she shall be granted one (1) day of personal leave on July 1st of the following fiscal year. E. If the employee uses less than twenty-one (21) hours of sick time in a fiscal year, the employee will receive a $500.00 bonus from the Town payable no later than July 31st. F. The Employee shall receive the same paid holidays and under the same conditions as in the Personnel Bylaw. G. The Employee is a salaried official of the Town and is a highly compensated individual for the purposes of the Fair Labor Standards Act, 29 U. S. C. Section 201, et seq. and is thus an exempt employee. The regular work week of the Employee shall be a minimum of forty (40) hours. It is recognized that the Employee must devote a great deal of time outside normal business hours of the Golf Department, and to that end the Employee will be allowed to take appropriate compensatory time off during normal office hours, provided that the business of the Employer is not adversely affected by the taking of said and that permission is granted by the Town Administrator. Section 7 Health and Life Insurance A. The Employee may participate in any insurance offered by the Town of Brewster. The monthly health insurance premiums of the PPO and HMO plans shall be split 75% paid by the Town and 25% paid by the employee. The current accidental death insurance policy is in the amount of ten thousand ($10,000) dollars. B. The Employer shall withhold the appropriate amount, as established by the Federal and State guidelines, of the Employee's salary for the purpose of, and shall enroll him in, F.I.C.A. Medicare Program. The Employer shall match the Employee's contribution. Section 8 Dues and Subscriptions The Employer agrees to budget and pay for the professional dues and subscriptions of the Employee necessary for his continuation and full participation in the following professional organizations: PGA of America, Golf Course Owners Association of America and any other organizations deemed necessary and desirable by the Employer for his continued professional participation growth and advancement and for the good of the Employer. Section 9 Professional Development The Employer hereby agrees to budget for and to pay the travel and subsistence expenses of the Employee for professional and official travel, meetings and occasions adequate to continue the professional development of the Employee and to adequately pursue necessary official and other functions for the Employer, including but not limited to the state league of municipalities and such other national, regional, state and local governmental groups and committees thereof which Employee serves as a member, with Town Administrator's review and approval. The amount of expenses for Professional Development shall be capped at $5,000 per fiscal year. Section 10 Automobile In the event the Employee is required to travel in order to properly perform the duties of his office, he is authorized to utilize his own vehicle, and he will be reimbursed at the rate established by the Finance Director. The Employee shall not be compensated for travel between his residence and the Captains Golf Course. Section 11 Retirement Membership in Barnstable County Contributory Retirement System is mandatory for all permanent full-time employees. Upon death or retirement, pursuant to the Barnstable County Retirement Plan Rules and Regulations pertaining to retirement, employees will be eligible for payment of ten (10) percent of the dollar value of unused sick leave, up to a maximum of one hundred and ninety (190) days. An employee's current unused sick leave will be included in the maximum number of days eligible for buy-back. Payment shall be based upon the wages and salary of the employee at death or retirement, and be payable to either the estate of the retiree or the retiree. If employee gives one (1) year notice of retirement, buy back will be a twenty-five percent (25%) of unused sick leave upon that retirement date. Section 12 Probationary Period and Performance Evaluation A. All promotions shall be subject to a probationary period of three (3) months. If during this probationary period the Town Administrator, in consultation with the Select Board, determines that the job is not being satisfactorily performed, the Employee shall be returned to their former position without prejudice. The probationary period shall be used by the Town Administrator to observe and evaluate the employee's attitude, conduct, work habits and performance of the essential functions of the position. Upon expiration of the probationary period, the appointing authority shall notify the probationary employee in writing that one of the following three conditions exists: (a) The Employee's performance meets satisfactory standards and the individual will be retained in the position, or; (b) The Employee's performance requires additional observation and the probationary period will be extended an additional period of time not to exceed three (3) months. (c) The Employee’s performance, attitude, or conduct was unsatisfactory and termination will be initiated consistent with Section 4 of this agreement. B. There shall be an annual performance appraisal for the employee. The nature of the evaluation shall be determined by the Town Administrator. The employee will be provided adequate opportunity to discuss the evaluation with the Town Administrator. It is the intention of the Town to link compensation with performance. Section 13 General Provisions A. The text herein shall constitute the entire agreement between the Parties. B. This agreement shall become effective commencing January 19, 2021. C. If any provision, or any portion thereof, contained in this agreement is held unconstitutional, invalid, or unenforceable, the remainder of this agreement or portion thereof, shall be deemed severable, shall not be affected and shall remain in full force and effect. D. This agreement may be amended at any time by mutual consent of the parties or as otherwise provided for herein. E. All monetary provisions of this Agreement shall be subject to appropriation by Town Meeting. In the event that the Employer does not vote to fund the monetary provisions, the parties shall attempt to renegotiate this Agreement. In witness whereof, the Employee has caused this agreement to be signed and executed, and the Employee has signed and executed this Agreement, BREWSTER SELECT BOARD _________________________ __________________________________ James F. Packett Mary Chaffee Date: __________________ _______________________________ Benjamin deRuyter ________________________________ Cynthia Bingham ________________________________ Edward Chatelain ________________________________ David Whitney Telephone: (617) 727-3040 * Fax: (617) 727-1510 * www.mass.gov/abcc Commonwealth of Massachusetts Alcoholic Beverages Control Commission 95 Fourth Street, Suite 3 Chelsea, Massachusetts 02150 Jean M. Lorizio, Esq. Chairman ALCOHOLIC BEVERAGES CONTROL COMMISSION ADVISORY EXTENDING PERIOD RESTRICTING RETAIL LICENSEES TO 25% CAPACITY LIMIT On January 7, 2021, Governor Charlie Baker issued an Order extending the time period on the restriction on the number of patrons allowed in retail licensees’ premises to 25% capacity limit. This includes licensees that sell alcohol for consumption both on- and off-premises. A summary of the Governor’s Order extending this time period can be found HERE. As the Governor ordered on December 22, 2020, all retail licensees are restricted to a 25% capacity limit. This applies to indoor and outdoor seating separately. For off-premise licensees, the 25% capacity limit is calculated by the occupancy load as stated on a licensee’s certificate of inspection issued under the State Building Code. For on-premise licensees, the 25% capacity limit is based on a licensee’s seating capacity. Questions regarding seating capacity should be directed to your local licensing authority. Workers/staff are excluded from the occupancy count. These limits are now in effect until January 24, 2021, unless further extended by the Governor. Please note this Updated Advisory replaces and supersedes the ABCC’s December 24, 2020 Advisory. As always, all licensees must ensure that they comply with the laws of the Commonwealth of Massachusetts, and that sales of alcoholic beverages take place only as authorized by federal, state, and local law. All questions should be directed to the ABCC Executive Director Ralph Sacramone at rsacramone@tre.state.ma.us or (617) 727-3040 x 731. (Issued January 8, 2021) COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT Situation in Numbers Massachusetts current as of 1/14 433,297 Total Confirmed Cases (click here for more information) 13,156 Deaths among confirmed cases 12,064,398 tests for the virus conducted to date by MA State Public Health Laboratory, hospitals, and commercial laboratories. United States Last Updated 1/14 Case numbers are updated regularly at noon. Saturday/Sunday reports are preliminary and have not been confirmed with state/territorial health departments. Total Cases Reported to CDC: 22,965,957 Total Cases 383,351 Deaths 57 Jurisdictions Reporting Cases (50 states, D.C., Puerto Rico, Guam, Northern Marianas, Marshall Islands, American Samoa, and US V.I.) Social Distancing Basics:  Stay Home  Call/Facetime/online chat with friends and loved ones. If you go out for essential needs:  Avoid crowds  Stay 6 feet away from others  Don’t shake hands or hug  Wear a face covering or mask if physical distancing is not possible. Thursday, January 14, 2021 COVID -19 Command Center Massachusetts Emergency Management Agency Situation Update The Command Center Situation Report is published weekly. The next report will be published on Thursday, 1/21/21. In This Week’s Report: • Latest Data: Public Health Update • Week in Review: Key State Actions o $78.5 Million in Additional Grants for Small Businesses o Congregate Care Announcement, Updates to Vaccine Phase Two o First COVID-19 Mass Vaccination Site at Gillette Stadium o Governor Baker Signs Health Care Legislation o Pooled Testing Initiative for Massachusetts Schools, Districts o DPH, Emergency Management, and Disaster Recovery Updates o Holyoke and Chelsea Soldiers’ Homes Weekly Update Helpful Links: • NEW: When can I get the COVID-19 vaccine? • COVID-19 Vaccine in Massachusetts • Apply for jobs at COVID-19 Alternate Care Sites: o UMassMemorialResponds.com o LowellGeneralResponds.com • Public Messaging Resources for Municipalities & Businesses • Mass.gov/findfoodhelp • HandHoldMA.org • Reopening Massachusetts • Massachusetts Emergency Management Agency • Unemployment & COVID-19 • Dept. Of Transitional Assistance Online Portal • COVID-19 Cost Eligibility and Tracking Guidance During a visit to a vaccine clinic in the city of Worcester on Monday, Governor Baker greets a health care worker helping to vaccinate area first responders. COVID-19 vaccinations for first responders kicked-off across the Commonwealth this week. COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT Latest Data: COVID-19 Public Health Update Key indicators from today’s interactive dashboard are below. Weekly Public Health Report: The Command Center released the Weekly Public Health Report, with town by town information, including the weekly listing of city and town risk levels on Thursday, 1/14. The report also includes granular information on cases by county, biweekly testing rates, contact tracing information (including active COVID cluster information COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT by Exposure Setting Type), hospitalization data, race and ethnicity data, information about cases in long term care facilities, and PPE distribution data. Week in Review: State Actions $78.5 Million in Additional Grants to 1,595 Businesses Most Impacted by the Pandemic Yesterday, the Baker-Polito Administration announced $78.5 million in awards to 1,595 additional small businesses in the third round of grants through the COVID-19 Small Business Grant Program administered by the Massachusetts Growth Capital Corporation. To date, the Baker-Polito Administration has awarded close to $195 million in direct financial support to 4,119 small businesses out of a $668 million fund set up to support small businesses across the Commonwealth. Additional grants will be announced in the coming weeks for thousands of additional businesses. “Our administration set up a $668 million grant program to support small businesses statewide that are struggling from COVID-19 impacts,” said Governor Charlie Baker. “Today, we are awarding our third round of grants, for a total of $195 million in direct financial support for over 4,000 small businesses, with more yet to come. Supporting small businesses is vital to our economic recovery, and we’ll continue to expedite this grant process to send out funds to provide some much needed financial relief.” “Understanding how significant the need for financial assistance is, we’ve taken important steps to ensure these resources are directed toward the businesses that have historically been at a disadvantage even before the pandemic, or are located in communities, especially Gateway Cities, that have suffered disproportionately because of this virus,” said Lt. Governor Karyn Polito. “I’m grateful for the partnership with MGCC to provide this important assistance, and I look forward to the coming weeks when we can award even more support for the economic sectors that are most in need.” “Through each of the three grant rounds, small businesses are receiving essential support at a critical time in our fight against COVID-19,” said Housing and Economic Development Secretary Mike Kennealy. “I want to acknowledge the team at Massachusetts Growth Capital Corporation for their efforts to stand up this impactful program. It is important that we as a Commonwealth continue our dual paths of combating the virus and supporting economic recovery.” “At our core, MGCC has the responsibility to create economic opportunities and provide support for small businesses, and the pandemic has given our mission an enhanced importance,” said MGCC President and CEO Larry Andrews. “As we transition from targeting small businesses to specific economic sectors affected by COVID-19, I want to express my gratitude to all of the partner organizations who helped raise awareness among the businesses with the greatest need and those serving communities that have traditionally been at a disadvantage.” Representing key industries that have been especially impacted during the pandemic, restaurants and bars, personal care, retail, and health care businesses received the highest number of individual grants this round. These industries have been particularly hard hit during the pandemic. Other grant recipients include women COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT owned businesses, businesses in Gateway Cities, businesses in underserved markets and businesses that have previously received no other forms of financial assistance. New Grant Program Application Deadline: Friday Night, Jan. 15 In addition to administering the small business grant program, MGCC also oversees the Sector-Specific Small Business Relief Grant Program, which was launched as a component of the $668 million relief package announced in late-December 2020. Prospective applicants to the Sector-Specific Small Business Relief Grant Program are reminded that the deadline to submit an application is 11:59 PM on Friday, January 15. Awards are expected to be announced in February. The Sector-Specific Small Business Relief Grant Program, which targets industries experiencing the most significant economic hardship and a loss of revenue, will offer grants up to $75,000, but not more than three months’ operating expenses, to be used for payroll and employee benefit costs, mortgage interest, rent, utilities and interest on other debt obligations. The Sector-Specific Program will give preference to the following: • Restaurants, bars, caterers and food trucks; • Indoor recreation and entertainment establishments; • Gyms and fitness centers; • Event-support companies (photographers, videographers, etc.); • Personal services (nail salons, barbershops, independent pharmacies, etc.); • Independent retailers. Program details, application instructions, eligibility and documentation requirements, and more are available at www.empoweringsmallbusiness.org. Plan to Begin Vaccinations for Congregate Care Facilities, Updates to Phase Two The Baker-Polito Administration outlined plans to start vaccines for congregate care settings, the next priority group within Phase One of the Commonwealth’s COVID-19 vaccine distribution plan. The Command Center also made updates to the first priority group in Phase Two of the distribution plan to include residents and staff of low income and affordable senior housing. (Press release here). Beginning Monday, January 18, vaccinations will begin at residential congregate care and shelter programs and correctional facilities within Phase 1 of the Commonwealth’s COVID-19 distribution plan. This will include over 94,000 eligible individuals, both residents and staff, across the Commonwealth. This wave of vaccinations includes residential congregate care programs, including group homes, residential treatment programs, community-based acute residential treatment programs, and clinical stabilization service programs, emergency shelter programs including homeless shelters, domestic violence shelters, and Veterans’ shelters, and approved private special education schools which offer residential services and are approved by the Department of Elementary and Secondary Education and correctional facilities. Correctional facilities will also begin vaccinations for staff and inmates. This week, congregate care vaccinations began at some facilities that enrolled in the Federal Pharmacy Partnership Program with CVS and Walgreens. COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT Congregate Care facilities can vaccinate their residents, clients, and staff over the age of 16 through one of three vaccination options: Option #1: Program “Self-Administration” Organizations that have the capability to directly receive and administer COVID-19 vaccines can request vaccine from the Department of Public Health if they meet certain requirements. Self-administering organizations must plan to vaccinate 200 individuals. However, the scale can be achieved by partnering with other organizations. For more information, visit the Congregate Care Vaccine page. Option #2: Leverage Existing Pharmacy Partnerships or other Medical Provider Relationships Programs with existing pharmacy partnerships can leverage these partnerships to administer COVID-19 vaccines. This includes programs that work with pharmacies to administer the regular flu vaccine clinics, and/or other existing relationships with local hospitals, health care practices, community health centers, university health centers, or VNAs. Option #3: Mass Vaccination Sites Mass vaccination sites can also be utilized by congregate care settings. Yesterday, the Commonwealth announced the opening of the first mass vaccination site at Gillette Stadium that will launch on Monday. The Command Center is working to finalize plans for additional mass vaccination sites and expects additional provider and pharmacy vaccination sites to launch. These sites will require appropriate identification to establish you meet the congregate care prioritization criteria. Correctional Facilities Vaccination of staff and inmates of correctional facilities will also begin next week. For the Department of Correction (DOC), vaccinations are expected to last for three weeks to inoculate all residents and staff. The total population of DOC inmates and civilly committed persons is about 6,500 and the total number of staff is about 4,500, for a total of about 11,000. Inmates will receive their vaccines from DOC’s medical provider, Wellpath, in the facilities. DOC is also working to establish regional vaccine sites for staff, who will receive their vaccines from Armstrong and Brewster Ambulance staff. Houses of Correction run by the sheriffs will follow a similar procedure, with medical staff providing vaccines. Updates to Phase Two Residents and staff of public and private low income and affordable senior housing will now be included in step one of Phase Two of the vaccine distribution plan. Similar senior facilities are already receiving vaccines through the FPPP as part of Phase 1 of the plan, so this change will bring the timetable for the other facilities more in line. The revised vaccine distribution timeline can be found on mass.gov/covidvaccine. COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT First COVID-19 Mass Vaccination Site at Gillette Stadium On Wednesday, the Baker-Polito Administration announced the first location for a COVID-19 mass vaccination site in the Commonwealth, located at Gillette Stadium in Foxborough. (Press release here). These sites will initially be available to first responders and later other eligible individuals as the Command Center works through the Commonwealth’s COVID-19 vaccine distribution plan. This site will open with the capacity to do 300 vaccines per day, ramping up to administering up to 5,000 vaccines per day over time. CIC Health will operate the site, with Brigham & Women’s Hospital as the medical director and Fallon Ambulance supporting the clinical staffing. Eligible vaccine recipients will be able to schedule appointments on the state’s COVID vaccine website at mass.gov/COVIDvaccine and CIC Health’s website at cichealth.com/vaccines. The COVID-19 Command Center is working to set up additional mass vaccination sites throughout the Commonwealth, and more details will be available soon. Governor Baker Signs Health Care Legislation Governor Charlie Baker and Lt. Governor Karyn Polito joined Secretary of Health and Human Services Marylou Sudders to participate in a ceremonial signing of S.2984, An Act Promoting a Resilient Health Care System That Puts Patients First. Governor Baker and Lt. Governor Polito were also joined by Senator Cindy Friedman, Senator Julian Cyr, and Senate Minority Leader Bruce Tarr to participate in the ceremonial signing. The Governor also acknowledged the work of Speaker of the House Ronald Mariano, Senate President Karen Spilka, and other legislators for their work in advancing this comprehensive health care legislation. The new law increases insurance coverage for telehealth services, expands the scope of practice for nurse practitioners, other specialized nurses, and optometrists, and takes steps to protect consumers from surprise medical bills. Recognizing the continuing impacts of COVID-19, the law also extends requirements for all insurance carriers in Massachusetts to cover COVID-19 testing and treatment. In addition, the legislation takes several steps to increase MassHealth member access to urgent care sites, including eliminating referral requirements before urgent care visits and requirements for care coordination with the member’s primary care physician. Click here to learn more about the new law. COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT Pooled Testing Initiative for Massachusetts Schools, Districts The Baker-Polito Administration announced weekly COVID-19 pooled testing will be available within the next month to schools and districts across the Commonwealth, expanding on a rapid testing initiative that began in schools in December. Through collaboration with the COVID-19 Response Command Center and the Department of Elementary and Secondary Education (DESE), participating school districts providing in-person or hybrid learning will be prioritized for testing kits. Schools in remote learning, looking to bring students back to classrooms, can also participate in the pooled testing program. Interested districts and schools have until January 15 to notify DESE of their participation in the program. Pooled testing involves mixing several test samples together in a “batch” or “pool,” and then testing the pooled sample with a diagnostic, PCR test for detection of SARS-CoV-2. This approach increases the number of individuals that can be tested using the same amount of laboratory resources as a single PCR test. The test is performed at least once per week on an anterior nasal swab and results are delivered within approximately 24-48 hours. If a pooled test result is negative, then all individuals within that pool are presumed negative and may continue to remain in school. If a pooled test result is positive, then everyone in the pool is given an individual diagnostic test. Once positive individuals are identified, they must follow isolation guidance. Students, teachers, and staff that were close contacts of the positive case must quarantine according to current requirements. Under a state contract being developed, districts and schools will work with pooled testing service providers who will coordinate with testing labs, implement a technology platform for tracking results, and provide training for school staff, and technical assistance. Tests will be analyzed at a CLIA-certified laboratory. DESE will assume the costs for the testing initiative during the initial start-up of the program, estimated to cost between $15 million and $30 million which will be funded by federal stimulus funds. Following the initial launch, districts and schools may continue using pooled testing by purchasing the tests and any other accompanying testing materials and software from a statewide contract using their federal stimulus dollars. The testing strategy announced builds on a rapid testing initiative launched at schools across the Commonwealth in December. Massachusetts received Abbott BinaxNOW tests from the federal government, some of which are currently being used in public school districts and other educational settings to test students and staff showing symptoms. Abbott BinaxNOW tests are currently provided to more than 100 schools at no cost. Important Updates Department of Public Health Updates: • A new toolkit for hosting vaccine information sessions is on the way. Meanwhile, your source for vaccine- related graphics and materials is here: https://www.mass.gov/info-details/stop-covid-19-vaccine-graphics COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT • The weekly public health report publishes on Thursdays at 5pm with city and town data. Look for it here. • View the latest updates on COVID vaccine in MA in our vaccination dashboard which also posts Thursdays at 5pm. It includes doses of vaccine shipped and administered; people vaccinated; distribution by county, age, race, ethnicity breakdowns. • MA211 received 4,841 calls from Monday 1/4 through Sunday 1/10 for a new total of 188,542. • DPH received Cycle 8 allocations on 1/6 as follows: Bamlanivimab 1600 doses and Regeneron 200 doses. This allocation is for a two-week period. The Therapeutics Working Group is recommending an equitable allocation strategy. • As of 1/12/21, the Academic Public Health Volunteer Corps has 296 volunteers supporting 48 local boards of health. For more information about the Academic Public Health Volunteer Corps, please visit the APHVC webpage on Mass.gov. • Beginning Monday, January 18, vaccinations will begin at residential congregate care and shelter programs and correctional facilities within Phase 1 of the Commonwealth’s COVID-19 distribution plan. In addition, residents and staff of public and private low income and affordable senior housing will now be included in step one of Phase Two of the vaccine distribution plan. • Vaccination of the Commonwealth’s first responders began on Monday, January 14. • Planning continues relative to the allocation and distribution of the COVID-19 vaccine. • DPH issued an Order of the Commissioner of Public Health Regarding Temporary Laboratory Licenses for COVID-19 Testing and related guidance. • DPH issued Guidance to Skilled Nursing Facilities regarding the Allocation of COVID-19 Monoclonal Antibody Therapeutics in Non-Hospital Settings and shared a new process for facilities to request Bamlanivimab. • A new, centralized webpage is available with resources, information and a support line to assist hospital case managers with discharging and transitioning patients to the most appropriate care setting. • A new Long-Term Care Discharge Support Line is available to assist hospital staff who are working with current patients in need of facility-based long-term care post discharge. You can reach the Discharge Support team by calling (617) 660-4800 or emailing EHSDischargeSupport@Mass.gov. • The following customizable patient communication resources are available regarding hospital capacity constraints during the current COVID-19 surge: o What to Expect When You Visit an Emergency Department Customizable PDF o Customizable PowerPoint • All Health and Medical Coordinating Coalition (HMCC) regions are at Tier 4 status. In Tier 4, the hospitals in each region meet at least daily, and continue to collaborate across regions where necessary, to address growing capacity constraints and continue to load balance as needed. • For the date range of 1/1/21 – 1/7/21, 95 of 96 Massachusetts hospitals were 100% compliant in their COVID-19 data submissions to the DPH WebEOC portal which is submitted to the federal HHS Protect portal daily. • There are currently 14 Rapid Response Teams deployed to nursing homes across the Commonwealth. Teams are also helping nursing homes on the day of their Vaccine Clinics to ensure staff and residents are monitored after vaccination. • There are also 10 National Guard Teams deployed and supporting nursing and rest homes. • Clinics started at rest homes, assisted living residences and congregate care settings as part of the Federal Pharmacy Partnership on Monday, January 11, 2021. • DPH collaborated on the establishment of alternate medical sites (or “Field Medical Stations”) to mitigate stress on health care systems as cases increase. The Lowell General Hospital Alternative Care Site opened on 1/4/21, and the UMASS Memorial Medical Center DCU Center Field Hospital opened on 12/6/20. In addition, DPH has contracted with ambulance services in each of the five EMS Regions to help ensure transport capability to alternate medical sites. COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT Emergency Management and Disaster Recovery Updates: Mass Care • 4 state contracted isolation/recovery hotels in the cities of Everett, Taunton, Pittsfield, and Wakefield continue to receive client placements: 208 individuals are currently housed in the program, an increase of 48 since last week. o Top 5 referring cities:  Boston (233)  Springfield (139)  Brockton (101)  Worcester (117)  Cambridge (98) o To date, a total of 1,605 residents have been placed in these hotels for safe isolation and recovery. Community Food Box Program Update (as of 1/14/21): MEMA is partnering with the Salvation Army, and a vendor, to bring in shelf-stable food boxes each week to support communities in their effort to deliver food to individuals and families in quarantine and isolation who require assistance accessing food. Each week MEMA’s warehouse receives a delivery of shelf-stable food boxes. Distribution of food boxes is coordinated between MEMA and communities in need via a request through WebEOC. The table below reflects the current food box inventory, and number of food boxes distributed to communities during the weekly reporting period (data is updated every Friday). Total Number of Food Boxes in MEMA’s Inventory Total Number of Food Boxes Distributed to One or More Local Communities During the Reporting Period Total Number of Communities that Received Food Boxes During the Reporting Period 3,356 100 1 Logistics (including Personal Protective Equipment and Supplies) • 21 Orders prepared for pickup or delivery out of the MEMA State Logistics Warehouse from 1/8-1/14. • An additional delivery to the Worcester Field Hospital at the DCU Center was made on 1/13. • Weekly orders continue to be delivered to the isolation hotels in Pittsfield, Taunton, and Everett for PPE and beverages (soda, juice, water, shelf stable milk). A hotel kit, supplying the new Wakefield hotel with two weeks of supplies, was made on 1/12 to prepare for their opening. • Two additional orders were requested for the DPH Community Grant Program and will be delivered in the coming days. This order includes 20 KN95, 50 surgical masks, 250 cloth face coverings, 3 thermometers, 3 packs of AAA batteries, 200 face shields, 250 bottles of hand sanitizer, and 210 containers of disinfectant wipes. • Supporting the Salvation Army, the MEMA State Logistics Warehouse received 1,088 pillow pillows and 1,725 king size comforters via three shipments this week, all of which are being sent out via Salvation Army Transportation providers to deliver to those in need. • DPH coordinated 64 deliveries to health care entities on Tuesday (1/12) (21 PPE/8 testing supplies and 35 BinaxNOW kits); 29 deliveries were made on Wednesday (1/13) (8 PPE/3 testing supplies and 18 BinaxNOW kits); 23 deliveries were made on Thursday (1/14) (4 PPE/4 testing supplies, 14 BinaxNOW kits and 1 HFNC); 12 deliveries have been scheduled for Friday (1/15) (3 PPE/1 testing supplies and 8 BinaxNOW kits). COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT Disaster Recovery On March 27, the President declared a Major Disaster Declaration for the Commonwealth of Massachusetts related to the COVID-19 pandemic response. Through this declaration, federal aid will be made available to cities and towns, state agencies, and certain non-profits in all Massachusetts counties to help pay for emergency protective measures (response costs) related to the COVID-19 pandemic. MEMA’s Recovery Unit has developed a webpage with information and guidance on, but not limited to, disaster declaration, eligibility criteria, and the application process. Highlights from the Disaster Recovery process include the following: • Online Applicant Technical Assistant Requests: 499 • Request for FEMA RPA Applicants: 670 • FEMA obligated seven municipal PW’s this week totaling $ 279,869.41 (Federal Cost Share- $ 209,902.06. • MEMA is has three large priority projects the Recipient Final review queue this week: MassPort, Massachusetts Convention Center Authority, and City of Boston Food and Distribution projects. • Followed up on surveys to determine local non-congregate sheltering operations. Surveys were disseminated last week to ensure that all ongoing operations are included in the January FEMA report. COVID-19 Cases in Long-Term Care (LTC) Facilities (as of 1/14) Residents/Healthcare Workers of LTC Facilities 32,461 LTC Facilities Reporting at Least One Case of COVID-19 418 Deaths Reported in LTC Facilities 7,694 COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT Holyoke Soldiers’ Home Weekly Update (current as of 1/12/21) • Veterans residing at Holyoke Medical Center since April 2020 will be returning to the home over the next several days in a project known as Operation Bring’em Home, as Phase II of the Refresh Project nears completion. The refresh project is an important initiative to ensure infection control standards are met throughout the Soldiers’ Home in Holyoke. The veteran residents will be returning over the next two weeks, and the Soldiers’ Home is currently planning a welcome home celebration. • CVS will return to the Soldiers’ Home on January 19 to administer the second dose of the vaccine and will also provide vaccinations to those who were not vaccinated in the first round. On Tuesday, December 29, the first veteran residents and staff at the Soldiers’ Home in Holyoke received the COVID-19 vaccination. So far 118 veterans and 166 staff have been vaccinated at the Soldiers’ Home in Holyoke. • The Home is strongly encouraging all staff to receive the vaccine, but it is voluntary. Staff are being provided with educational information about the COVID-19 vaccine, including COVID-19 vaccine FAQ sheets. The materials are available in both English and Spanish. In addition to written materials, the Home’s Nurse Education Team and Medical Team will hold a vaccine informational forum on January 11 and 12. • The Soldiers’ Home is working with Home Base, a veteran support organization, to help improve the quality of life, increase psychosocial interventions to address isolation during the pandemic. Home Base has linked us to virtual concerts provided by professional and amateur volunteers. The concerts are interactive—featuring musical performances and conversation between the Veterans and musicians. The concerts occur every Tuesday and Thursday afternoon. The team at Home Base is working with Social Work, Recreation and Nursing to provide other opportunities for virtual activities. • The Soldiers’ Home in Holyoke continues to prioritize virtual visitation and family communication as visitation and movement throughout the facility have been suspended, per infection control protocol, since November 20 for all units until further notice, and PPE protocols have been heightened. Families are encouraged to continue video visits for regular family communication through video chat, and the Family Line is available for ad hoc updates with support from social work and clinical staff. Virtual visits can be scheduled by calling the Family Line at 413-552-4764 Monday - Friday 8:00 a.m. - 4:00 p.m. Families can also request updates via email at CommunicationsMailbox-HLY@Mass.gov. Note: The Soldiers’ Home can only share medical information about a resident with the authorized health care proxy on file. • The Soldiers’ Home leadership is committed to ensuring the safety of the Veteran residents and restoring the Home to its rightful place that treats them with dignity, honor, and respect. The Soldiers’ Home leadership is moving into the Transition & Rebuilding Phase that is focused on rebuilding staff leadership and team and positioning the facility to move forward safely. • The Soldiers’ Home in Holyoke is taking every precaution to mitigate COVID-19 entering and spreading at the Soldiers’ Home in Holyoke. Based on guidance from DPH, and in consultation with infection control experts, the Home is continuing mandatory 2 times per week testing for all staff and residents. Increased testing frequency will allow us to detect COVID-19 early and will continue until the Home receives 14 consecutive days of negative results. o The Soldiers’ Home in Holyoke has been intently focused on following infection control procedures and maintaining best practices for the safety of veteran residents and staff. All COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT veteran residents’ health is being monitored and retesting is being conducted for veterans both on- and off-site as clinically appropriate. The Soldiers’ Home’s medical team is making all clinical decisions following the latest CDC guidance, which continues to evolve as the medical community learns more about this new virus. • In addition to mandatory testing at state-operated 24/7 facilities, daily symptom checking and routine staff surveillance testing are important tools to protect staff, residents and visitors and will remain in place until such time there is a medical breakthrough or a safe and effective vaccine for COVID 19. Staff who are not feeling well are instructed not to come to work and to contact their health care provider. If staff show any signs of COVID-symptoms, they are required to self-quarantine at home, per CDC guidance for health care workers. • The Commonwealth has been making capital investments to address the short and long-term needs of the Home. This includes a short-term Refresh Project and a longer-term Rapid Planning Capital Project for a future Soldiers’ Home in Holyoke. While the expedited capital project will address long-term facility needs, the Executive Office of Health and Human Services, Department of Veterans’ Services, and Division of Capital Asset Management and Maintenance have been addressing immediate capital needs, including a $6 million refresh of units, to significantly improve infection control for the residents and staff. o On Veterans Day, the Baker-Polito Administration announced the next steps for the expedited capital project for the Soldiers’ Home in Holyoke. Following the conclusion of the 12-week Rapid Planning Phase of the project, the Division of Capital Asset Management and Maintenance released the needs assessment report, and announced the selection of Payette Associates for the next phase as the design firm to lead the design and planning phase, the next step of the expedited capital project. Payette will build on the evaluation they previously completed, and will develop a full project scope, refine the plan, and confirm the budget, timelines, and ensure conformity with the regulatory process. One of the early deliverables is the preparation of the submission for the VA State Home Construction Grant by its April 15, 2021 deadline. The website for the project is www.mass.gov/HolyokeSHProject. • In June, the Baker-Polito Administration released the independent report ordered by Governor Baker to investigate the COVID-19 outbreak at Holyoke Soldiers’ Home, and announced a series of reforms to strengthen its governance and oversight of the Home, improving staffing processes, providing quality care for our Veterans, and planning for significant capital improvements. • The status of all residents as of January 12 is as follows: o Status:  3 veteran residents are positive and not clinically recovered  13 veteran residents are negative  35 veteran residents have a pending test. Please note that all veteran residents and staff are now being tested twice weekly, which will increase the number of pending tests.  77 veteran residents have been determined clinically recovered  0 veteran residents have refused testing o Resident locations:  102 veteran residents are onsite  24 veteran residents are offsite • 21 veteran residents are at a dedicated skilled nursing unit at Holyoke Medical Center • 3 veteran residents are receiving acute care offsite o Since March 1, there have been 77 deaths of veteran residents who tested positive • Following the most recent round of staff surveillance testing, there are: o 2 staff positives o All others who previously tested positive are clinically recovered COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT Chelsea Soldiers’ Home Weekly Update (current as of 1/12/21) • CVS Health will return to the Soldiers’ Home on January 19 to administer the second dose of the vaccine and will also provide vaccinations to those who were not vaccinated in the first round. On Tuesday, December 29, the first veteran residents and staff at the Soldiers’ Home in Chelsea received the COVID- 19 vaccination, and CVS Health returned to do additional staff vaccinations on Wednesday. 150 veterans and 156 staff have been vaccinated at the Soldiers’ Home in Chelsea. • The Soldiers’ Home in Chelsea continues to prioritize virtual visitation, as visitation and movement throughout the facility remains suspended for all units until further notice per infection control protocol. The Home remains vigilant in its infection control, including enhanced precautions throughout the facility and strict infection control protocols to keep veteran residents and staff safe, including continuing staff education, screening, and testing. Visitation will resume after 14 consecutive days without a new positive test. • Families can request updates on their loved ones by contacting their assigned social worker, or emailing the Home at CSH@mass.gov. They can schedule virtual visits by video or phone call. Medical information can only be shared with an authorized health care proxy. • Clinical staff closely monitor any changes in residents, and the Soldiers’ Home’s medical team is making all clinical decisions following the latest CDC guidance, which continues to evolve as the medical community learns more about this new virus. The CDC recommends making medical decisions regarding when to end isolation and determine that the patient has recovered based on symptoms and time elapsed. • The Soldiers’ Home in Chelsea currently weekly staff surveillance testing. In accordance with CMS rules, the Soldiers’ Home is now conducting weekly testing until the facility is 14 days without positive test results. These tests are provided at no cost to employees. • The Soldiers’ Home in Chelsea monitors the PPE supply, and continues to receive shipments of PPE. The Incident Command team at the Chelsea Soldiers’ Home continues to enforce staff use of personal protective equipment (PPE), as well as source PPE to ensure that residents and staff have access to critical safety equipment. The team continues to coordinate closely with the VA Health Care System. • The status as of January 12 is as follows: o Residents  4 veteran residents are positive, all in independent living  129 veteran residents are negative  44 veteran residents have recovered, meaning they previously tested positive and are now clinically recovered  0 veteran residents have pending tests  Since March 1, there have been 31 deaths of veteran residents who tested positive o Following the most recent round of staff surveillance testing:  22 employees are positive  All other employees who previously tested positive have been determined clinically recovered Communications Resources Public Messaging Resources for Communities: The COVID-19 Command Center has produced many communication resources aimed at helping communities inform and educate residents on recent executive orders and guidance related to COVID-19. Visitors to the Stop COVID-19 Public Messaging webpage will find both printable flyers, posters, and digital resources in multiple languages on topics such as: COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT • NEW: When can I get the COVID-19 vaccine? • NEW: Vaccine Graphics • Statewide guidelines, advisories, and orders • Staying safe in the community • Using local public alert systems for COVID-19 information • Materials for Business o Return to work guidance o Employee Screening Questionnaire o Business guidance – New, Temporary Capacity Limits o Updated safe store tips for retailers DPH Communication Materials in Multiple Languages • Facts Sheets • Videos Resources MassSupport MassSupport is the Massachusetts Crisis Counseling Program funded by the Federal Emergency Management Agency and managed in partnership between the Massachusetts Department of Mental Health and Riverside Trauma Center, a program of Riverside Community Care. Contact MassSupport by phone at 888-215-4920 or by email at MassSupport@riversidecc.org Red Cross Virtual Family Assistance Center In order to provide support to families and communities who have suffered loss as a result of the COVID-19 pandemic, the American Red Cross has developed a Virtual Family Assistance Center (VFAC), staffed by a team of specially trained mental health, spiritual care, and health services volunteers who are: • Connecting with families over the phone to offer condolences, emotional and spiritual support, and access to available resources • Providing support for virtual memorial services for families, including connecting with local faith-based community partners • Hosting online classes to foster resilience and facilitate coping skills • Assisting families with access to national, state, or local resources such as grief counseling, legal resources, funeral information, financial information services, or veterans’ assistance • Additional state- and local-specific resources are available. People can visit: https://www.redcross.org/virtual-family-assistance-center/ma-family-assistance-center.html to access this resource with special virtual programs, information, referrals, and services to support families in need. People without internet access can call toll-free 833-492-0094 for help. All Family Assistance Center support will be provided virtually and is completely confidential and free. Department of Elementary and Secondary Education The Department of Elementary and Secondary Education (DESE) now reports on the number of positive COVID- 19 cases as reported to the DESE by school districts (including charter schools), collaboratives, and approved special education schools. The data only represents what has been reported to DESE. For more information and to view the report people can visit: http://www.doe.mass.edu/covid19/positive-cases/ COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT COVID-19 Test Site Locator MEMA, in conjunction with the COVID-19 Command Center, has developed an interactive map that shows the locations of COVID-19 testing sites around the Commonwealth. Massachusetts COVID-19 Response Dashboard MEMA has developed and maintains a public-facing COVID-19 ArcGIS Online dashboard, available here. This dashboard is continuously updated and captures information about current COVID 19 case counts, cases by age, cases by county, hospital status, hospital bed status, death tolls, and deaths by age. Users should refresh the dashboard daily as enhancements are continuously being added. Health care facilities can learn more about requesting personal protective equipment here. Stay Informed • Get information from trusted sources. Get notified by text, email, or phone call in your preferred language. Visit https://member.everbridge.net/index/406686158291020/#/signup to sign-up for AlertsMA for the latest news on the Commonwealth’s response to COVID-19 • Take care of your emotional health: • Call 2-1-1 and choose the “CALL2TALK” option. • Samaritans is continuing operations 24/7, as always. During this unprecedented time, it can feel overwhelming to receive constant messages about COVID-19. Call or text their 24/7 helpline any time at 877-870-4673. • The Disaster Distress Helpline, 1-800-985-5990, is a 24/7, 365-day-a-year, national hotline dedicated to providing immediate crisis counseling for people who are experiencing emotional distress related to any natural or human-caused disaster, including disease outbreaks like COVID-19. This toll-free, multilingual, and confidential crisis support service is available to all residents in the United States and its territories. How to Help Out • Work at an Alternate Care Site in either Worcester or Lowell • Donate to the Massachusetts COVID-19 Relief Fund The Need for Blood Donations Continues, and Recovered COVID-19 Donors Can Help Save Lives In coordination with the U.S. Food and Drug Administration (FDA), the Red Cross is seeking people who are fully recovered from the new coronavirus to sign up to donate plasma to help current COVID-19 patients. People who have fully recovered from COVID-19 have antibodies in their plasma that can attack the virus. This convalescent plasma is being evaluated as treatment for patients with serious or immediately life-threatening COVID-19 infections, or those judged by a healthcare provider to be at high risk of progression to severe or life-threatening condition. Interested individuals can visit RedCrossBlood.org/plasma4covid to learn more. The Red Cross follows the highest standards of safety and infection control, and volunteer donors are the only source of blood for those in need. To make an appointment to donate, please visit www.RedCrossBlood.org PRESS RELEASE Information from the Cape Cod Commission Press Contacts Kristy Senatori, Cape Cod Commission Executive Director | 508-362-3828 ksenatori@capecodcommission.org Wendy Northcross, Cape Cod Chamber of Commerce CEO | 508-362-8610 wendy@capecodchamber.org Sarah Colvin, Cape Cod Commission Communications Manager | 508-744-1271 sarah.colvin@capecodcommission.org ABOUT THE CAPE COD COMMISSION: The Cape Cod Commission is the regional land use, planning, economic development and regulatory agency for Barnstable County, Massachusetts. It was created in 1990 to serve the citizens and 15 towns that comprise Cape Cod. The Commission works toward maintaining a healthy balance between economic progress and environmental vitality. “Keeping a Special Place Special” describes the agency’s mission to protect the region’s unique qualities. The 19-member volunteer Cape Cod Commission board represents a wide spectrum of the community and provides oversight for a staff of 40 professionals. For more information, visit www.capecodcommission.org Cape Cod Commission and Cape Cod Chamber of Commerce Launch Third Survey of COVID-19 Business Impacts Survey seeks to better understand the impacts of COVID-19 following the peak season For Immediate Release (January 6, 2021) – Continuing an economic impact discovery effort that began this spring, the Cape Cod Commission and the Cape Cod Chamber of Commerce have issued a third online survey to Cape Cod business owners. The first two surveys, conducted in May and August, provided critical information on immediate impacts to the region’s business community and insight on the support necessary for businesses to adapt. The third survey seeks to better understand the impacts of the pandemic over the course of the year and includes specific questions about fall and winter impacts. Results will reveal more about changes to operations, revenue as compared to 2019, impacts to the workforce, and both financial and non-financial needs. Business owners will have the opportunity to provide critical insight on how operations might differ in 2021 due to the pandemic. Data collected will inform the Cape Cod Commission’s economic resiliency planning efforts, which includes development of a regional economic resilience plan to address identified needs, and direct technical assistance to businesses by the Commission and the Cape Cod Chamber of Commerce. Survey data collected to date can be leveraged by businesses, towns, and other organizations in grant applications and reports, as it documents the initial impacts of the pandemic as well as impacts felt during Cape Cod’s peak summer season. Responses are held confidentially, and results are reported out in aggregate. Business owners from throughout the region, including past survey participants, are encouraged to respond. The survey will be open through January, with results expected to be published in February. The Cape Cod Businesses: Economic Impacts of Covid-19 survey is available here: https://cccom.link/ImpactSurveyJan2021 View results of the first survey: https://datacapecod.com/business-impact-survey View results of the second survey: https://datacapecod.com/second-business-impact-survey/ ### Archived: Friday, January 15, 2021 4:56:28 PM From: Vaira Harik Se nt: Fri, 15 Jan 2021 15:24:50 To: Sean O'Brien; Erika Woods; Phil Burt; Andrew Platt; Diana Gaumond; Deirdre Arvidson; Stephen Tebo; Beth Albert; Sonja Sheasley; Jack Yunits Jr.; Mike Maguire; Bill Traverse; Amy Alati; Lynn Mulkeen Cc: Cyr, Julian (SEN); Paula Schnepp; hnelson@duffyhealthcenter.org; Bethany Traverse; Patricia Cawley; Susan Mazzarella; jeffrey.soares@masenate.gov; pnadle@outercape.org; Karen Gardner; Nancy Bucken; Daniel Gray; Stephanie Prior; Sidhartha MD, Kumara; gjones@capecodhealth.org; wphinney@haconcapecod.org; Adam Burnett; Fleck, Rachel (CDA); Tom Cahir; Chris Kennedy; Chief Peter Burke; Kim Slade; Tracey Benson; drifmeyere@barnstablepolice.com; Suzie Hauptmann; mlauf@capecodhealth.org; Kevin Mulroy, DO; drodrigues@duffyhealthcenter.org; Elysse Magnotto-Cleary; Ryan Castle; timothy.whelan@mahouse.gov; Stephane Ruault; moliva@capecodcanalchamber.org; mkasparian@falmouthchamber.com; Barbara Cooper (CDC); Santibanez, Scott (CDC/DDID/NCEZID/DPEI); nelson.andrewsjr@mwtribe-nsn.gov; Phillips, Diana (EEC); cmenard@thefamilypantry.com; chrisf@capecodbuilders.org; Beth Waldman; Peake, Sarah - Rep. (HOU); sarah.ferrara@mahouse.gov; O'Brien, Nolan (Markey); Jessica Wong; michael.jackman@mail.house.gov; Dogan Temizir; paulhilton@capecodcollaborative.org; Gina Hurley; ciborowski_pam@mybps.us; Maria Coyne; Savannah Kelleher; slaye@mbl.edu; mtitas@gmail.com; karen.nolin@yahoo.com; Alicia Bryant; Group - Town Health Agents (7/24/20); Jocelyn Howard; lisa@wecancenter.org; Susan Moran; Maria Silva; Daniel Gray; Martha Taylor; Liz Kokernak; Betty Wong (CDC/DDPHSS/OS/OD); Elfriede Agyemang (CDC/DDPHSIS/CGH/DGHT); Allyssa Hathaway; Schulze, Frank (SEN); Johnson, Patrick (SEN); cjctodd@gmail.com; Dotty Caron; lpearson@sscac.org; Group - School Superintendents (@ 8/1/20); Group - COA Directors (7-1-20); Brooke Styche; Kenneth Cirillo; Donna Giberti; Group - Assembly of Delegates (08-17-20); Elizabeth Braccia; Sandy Faiman-Silva; brendan.dutch@masenate.gov; pauldart@pauseawhile.org; scott.mcgann@falmouthma.gov; Shaw, Christine; Gonsalves, Rita (IHS/NAS/MSH); sonnabendm@barnstablepolice.com; chrisf@capecodbuilders.org; cflanagan@town.dennis.ma.us; Nicole Taylor; Lawson, Christopher; Jim Golden; Joanne Geake; jgeake@sandwichmass.org; Meg Payne; Dan Gates; Rick Martin; Jill Brookshire; dhciavola@capecodhealth.org; Kristine Monteiro; Janet Schulte; melissa@nantucketchamber.org; Staniels, Jaime; kim.nahas@escci.org; Margaret Burke; Paul Speer; Liz Stapleton; Anna Marini; cdufault@monomoy.edu; htavano@monomoy.edu; asullivan@monomoy.edu; cfiocco@monomoy.edu; cmulhall@monomoy.edu; ssears@monomoy.edu; ascottputney@heritagemuseums.org; LAHesse@mycapecodbank.com; rccollins@mashpeema.gov; wtaylor@mashpeema.gov; tmcook@mashpeema.gov; Rep. Steve Xiarhos; Rita Mitchell (Public Health Nurse); barbaradominic612@gmail.com; Savanna Santarpio; Peckham, Ann-Marie; Endres, Sarah; Denise Galvin; denise.galvin@gmail.com; dgavron@outercape.org; Nicole Bartlett; Geoffrey Gorman; Lennon, Kevin; amulrow@heritagemuseums.org; Helen Grimm; Hope Hanscom; George Schmidt; Ashley Lopes; ecralston@chcofcapecod.org ; Matt Poole; healthagent@aquinnah-ma.gov; Marina Lent, Chilmark BOH; Meegan Lancaster; Maura Valley ; John Powers; rsantamaria@nantucket-ma.gov; beckie@wampanoagtribe.net; Caitlin Cantella; Michelle Aceto; Amy O'Leary; Edward Dunne (edward.dunne@falmouthpolicema.gov); preparednessgroup@capecodfive.com; Ronald Bergstrom; Sheila Lyons; Mark Forest; Janice O'Connell; Peter Lombardi; Patricia Palmer; Robyn Sweeting; Gina Torielli; Hillard Boskey; Group - CC Chamber of Commerce Board; kip.diggs@mahouse.gov; Kevin Howard; Foley, Brenda; bill@cataniahospitalitygroup.com; lisa@lisasellscapecod.com; elaineh@cssdioc.org Subject: 1/15/21: Barnstable County and Regional COVID-19 Daily Update Se nsitivity: Normal Attachments: COVID Daily Update Chart Package, 1-15-21.docx; (Reminder: My charts show both new confirmed and new probable cases as reported by the DPH and as they appear in MAVEN. However, I have not been able to update the number of probable cases for the past 3 weeks due to unavailability of data. I will update that tally as soon as I am able. Reporting on both confirmed and probable case numbers allows the best longitudinal comparison with past data and also most accurately reflects the incidence of new cases and thus the workloads of our town Public Health Nurses who carry out the contact tracing work.) The charts to which I refer in this message can be found in the attached Chart Package. Good Afternoon All. 1. New Cases: Yesterday the DPH reported114 new cases for Barnstable County. 2. Hospitalizations and Fatalities: 3-day avg. hospitalization is in the 50's; Fatalities remain elevated, and in-line with the rates seen during Phase 1 last spring. See below for additional analysis of hospitalzations. 3. Schools and Childcare Centers: Due to the mildness of the flu season the DPH has removed the requirement that all school children receive a flu vaccination on or before 2/28/21 4. Testing 5. Weekly Town Risk, and Statewide Cluster Analyses 6. Vaccination: \u8203 ? -Vaccination in long term care facilities began on 12/28. -Police/Fire/EMS began last week (Jan 11). -Shelter residents and staff to begin Jan 18. -The DPH has adjusted its list of persons prioritized for vaccination at the beginning of Phas e 2, adding persons aged 75+ to the first group in Phase 2, and adding residents and staff of public and private low income and affordable senior housing to the first group in Phase 2. -Planning for 4-5 sub-regional mass vaccination sites on Cape Cod, to begin operation during Phase 2, is underway. 7. COVID Mutation and Changes in Transmissibility/Virulence/Other: B117 Variant appears to be equally virulent but at least 50% more transmissible. Within two months of the variant being identified in the UK it has become the dominant strain circulating there. 1. New Cases Daily new case numbers in Barnstable County remain high and remain in an upward trend. This week our 7-day average cases per 100,000 population per day has increased to the 60s/100K, with 7-day average cases per day at 134 on 1/14/21. Yesterday the DPH reported 114 new cases for Barnstable County. Last weekend Barnstable County's 3-day new case tally set another new record--481 cases were recorded between 1/8 and 1/10. This week Nantucket's 7-day average cases per 100,000 population continue to be very high yet have taken a downward turn (102/100K and 12 cases/day after jumping to 206/100K and 23 cases/day last week [1/8 to 1/10]). The DPH has reported 37 new cas es since Sunday for Nantucket. This week Martha's Vineyard's 7-day new case rate per 100,000 also remains high, in 60's to 70's/100K (avg. 10-15 cas es per day). Yesterday the DPH reported 8 new confirmed cases for MV. During the 14-day period from 12/20/20 to 1/2/21 Barnstable County added 1,138 confirmed cases, with a test positivity rate of 6.29%--higher than the prior two-week period. During that same two-week period Nantucket and Martha's Vineyard jointly added 223 confirmed cases, with a test pos itivity rate of 5.88%--higher than the prior two-week period. The Cape and Islands' percent positivity figures remain lower than the statewide positivity rate of 7.71%, for now. Regionally case levels continue to increase, without exception. Travel restrictions exist among all states in the Northeast Corridor and acros s the nation. Per the DPH, Hawaii remains the only "low-risk state" state without travel restrictions. 2. Hospitalizations and Fatalities Hospitalizations and acuity of illness have increased very significantly since the second week of November and remain elevated. Cape Cod Hospital and Falmouth Hospital have suspended visitation of inpatients except under very limited circumstances (end-of-life, etc.) and have stopped non-essential surgeries and other elective procedures. DPH reporting of hospitalizations now has a 2-day lag and CCHC is providing me with hospitalization data in the interim (thank you). As of yesterday CCHC reports that there were 55 COVID patients in hospital, 13 of which were in the ICU. Yesterday I received an excellent ques tion from CCHC's Tina Shaw: "Are the hospitalization data worse in Wave 2 versus Wave 1?" I would say that the answer is "Yes"--the number of persons hospitalized (see 3-day averages) and number of persons in the ICUs are higher in pandemic Wave 2. There's definitely been more COVID patients in the hospitals' Med/Surg and ICU beds during Wave 2 than there were during Wave 1. However, ICU patients as a percentage of all COVID patients appears to be very similar--peaking in Wave 1 at the end of April at 40% and in Wave 2 reaching 35% (last weekend). Fatalities from COVID remain elevated in Barnstable County. Twelve additional fatalities have been reported since Sunday and the total is now 288 (see today'sChart Package). Recent data on COVID fatalities in Barns table County sugges t that residents of Long Term Care/Skilled Nursing Facilities/Rest Homes represent over 50% of all fatalities (139 of 256 fatalities, as of 1/5/21). This is a lower percentage than that seen during phase 1 of the pandemic last spring (over 65%). 3. Schools and Childcare Centers School districts are staying vigilant and reacting well to new cases. Several school dis tricts (Cape and Islands) are dealing with increased confirmed and probable cases and the necessary knock-on effects of information transfer and follow-up. Several school districts on the Cape and Islands remain in 100% remote learning status following the Christmas and New Year's holiday period. We learn from DESE and the DPH (memo of 1/8/21) that they are seeking to introduce COVID-19 screening testing using a pooled strategy in the school setting. Schools may elect to participate by responding to a survey that DESE/DPH have posted. Further information will be forthcoming. For the 2020-2021 s chool year the DPH has mandated that all school children be vaccinated for seasonal influenza. This week the DPH extended the deadline for doing so from 12/31/20 to 2/28/21. Due to a relatively mild flu season this year, the DPH has canceled this mandate. During Phas e 2 of the national and state vaccination rollout childcare center staff are to be vaccinated alongside school staff. 4. Testing Additional testing locations in Barnstable County for both symptomatic and asymptomatic persons remain open in Falmouth at the Fairgrounds and in Hyannis at the Melody Tent. Daily testing capacity is 50 at the Falmouth site and 350 at the Hyannis s ite. Neither site is open daily and persons must call ahead for an appointment. Details: https://www.capecodhealth.org/medical-services/infectious -disease/coronavirus/covid-19-testing- process/. In late December additional tes ting by Outer Cape Community Health Services began and continues at its 3 locations in Wellfleet, Harwich Port, and Provincetown (https://outercape.org/2020/12/23/outer-cape-health- services-to-offer-covid-19-asymptomatic-testing-beginning-december-23/). These sites may not open be daily and persons must call ahead for an appointment. Eligibility criteria for the testing include residency in Barnstable County. Testing will be done by appointment only. Tests cost $75, $110 for travel-related tests, and no one will be turned away if unable to pay for a test. DPH-mandated routine testing in skilled nursing facilities/long term care settings (SNF/LTC) continues. This provides critical surveillance and allows these facilities to stay ahead of asymptomatic spread amongst staff and residents. Routine testing in SNF/LTC settings has increased to weekly for staff. In addition, the State's BinaxNOW rapid testing program (already available to schools) has been extended to visitors of nursing homes and rest home residents (LTC s ettings ) to allow visitation of residents while limiting the risk of infection from visitors. DPH has published guidance on this. The program has also been extended to childcare centers and homeless shelters and management of thes e facilities may apply to the EEC and DPH for testing kits. 5. Weekly Town Risk and Statewide Cluster Analyses Among the charts below is DPH's weekly analysis of new and active case clusters. Note that these data were published yesterday (1/14/201) and cover the period 12/13/20 to 1/9/21. The table presents the number of cases by type of location, statewide. I have sorted the DPH data to show the listing of cluster settings by greatest number of new confirmed cases. The top 10 are listed here; the full table can be found in today's Chart Package. In addition, the weekly town risk table for the Cape and Is lands is attached in today's Chart Package. These data were published yesterday (1/14/20) and cover the period 12/27/20 to 1/9/21. Nearly all towns on Cape Cod are now coded Red, indicating very high ris k of community spread across the Cape. 6. Vaccination The State COVID Vaccination Plan for Phase 1 is proceeding. In Phase 1 of the State Plan healthcare workers, older adults living in skilled nursing facilities/congregate care settings, police/fire/EMS, shelters/corrections, and other healthcare workers will be prioritized for vaccination as doses become available. Childcare staff will be eligible for vaccination alongside school staff in Phase 2. First shipments of the Pfizer vaccine have been to hospitals across the state for vaccination of their workers; Moderna vaccine has also been shipped to clinical care sites . The State has contracted with CVS and Walgreens to arrange vaccination of older adults in SNFs/congregate care. Vaccinations in LTCs began on 12/28 on Cape Cod. Vaccinations of Police/Fire/EMS began this week (1/11). Vaccination of staff and residents in shelters, other state-funded congregate living settings, and correctional facilities will begin next week (1/18) The Barnstable County Dept of Health and Environment is organizing vaccination clinics for firs t responders in the Middle, Lower, and Outer Cape. The Sandwich Health Department, in partnership with other town Health Departments, will be vaccinating first responders in the Upper Cape area. Planning for 4-5 sub-regional mass vaccination sites on Cape Cod, to begin operation during Phase 2, is underway. The DPH has adjusted its list of persons prioritized for vaccination at the beginning of Phase 2, adding persons aged 75+ and residents and staff of public and private low income and affordable senior housing to the first group in Phase 2. 7. COVID Mutation and Changes in Transmissibility/Virulence/Other The emergence of a variant of the COVID-19 virus in the UK, classified as B.1.1.7, was identified in October and publicized in early December. Reports hold that B117 is 50% - 70% more contagious than our predominant variant now circulating (D614G). Within two months of the variant being identified in the UK it has become dominant strain circulating there. B117 is spreading globally and has been detected in the US. Researchers are working to determine if B117 differs from D614G in terms of: 1. How sick people become, 2. If natural immunity is different following infection with D614G, and 3. If immunity from vaccination differs since the vaccine was developed during the period that D614G has been predominant. According to an article by Andrew Joseph from StatNews, "Coronavirus es evolve more slowly than viruses like flu, but they do pick up mutations as they spread. SARS-CoV-2 has been adding one or two changes a month to its RNA genome since it emerged late last year in China, and different versions of the virus have been continuously circulating throughout the course of the pandemic. But this variant (B.1.1.7 or VUI-202012/01) showed up with at least 17 mutations, according to one genetic analysis." (Source: https://www.s tatnews.com/2020/12/21/l oomi ng-questi ons-new-vari ant-coronavi rus/?utm_source=STAT+Newsl etters&utm_campai gn=1a74bda2ca- MR_COPY_01&utm_medi um=email &utm_term=0_8cab1d7961-1a74bda2ca-150158417 ). See the attached CHART PACKAGE for additional information. ______________________ Vaira Harik, M.S. Deputy Director Barnstable County Dept. of Human Services Cell: 520-271-6314 Email: vharik@barnstablecounty.org Vaira Harik, Barnstable County Dept of Human Services COVID Daily Update Chart Package, 1/15/21 1 Vaira Harik, Barnstable County Dept of Human Services COVID Daily Update Chart Package, 1/15/21 2 Vaira Harik, Barnstable County Dept of Human Services COVID Daily Update Chart Package, 1/15/21 3 Vaira Harik, Barnstable County Dept of Human Services COVID Daily Update Chart Package, 1/15/21 4 Source: NYTimes.com: BARNSTABLE 1/14/21 DUKES, 1/14/21 NANTUCKET, 1/15/21 Vaira Harik, Barnstable County Dept of Human Services COVID Daily Update Chart Package, 1/15/21 5 Source: V. Harik, Barn. County Dept of Human Services; Tabulation of MA DPH Data WEEKLY: (On Tuesdays) Date Reported by DPH Hospital Hospital Beds Occupied ICU Beds Occupied Barnstable County Cases (Confirmed) Barnstable County Deaths 3-Day Avg. of Persons in Hosp. (Med/Surg + ICU) ICU Percent of Beds Occupied 4/22/2020 Cape Cod Hospital 11 5 Falmouth Hospital 13 7 (Wave 1 Peak)24 12 678 27 41.0 33% 4/28/2020 Cape Cod Hospital 18 5 Falmouth Hospital 11 14 29 19 820 39 27.7 40% 11/12/2020 Cape Cod Hospital 1 0 Falmouth Hospital 0 0 1 0 2,266 187 1.0 0% 11/17/2020 Cape Cod Hospital 8 1 Falmouth Hospital 3 0 11 1 2,835 188 9.3 8% 11/24/2020 Cape Cod Hospital 11 0 Falmouth Hospital 4 0 15 0 3,261 190 15.7 0% 12/1/2020 Cape Cod Hospital 14 3 Falmouth Hospital 7 1 21 4 3,129 192 25.7 16% 12/8/2020 Cape Cod Hospital 14 5 Falmouth Hospital 7 2 21 7 3,554 198 25.7 25% 12/15/2020 Cape Cod Hospital 19 5 Falmouth Hospital 7 1 26 6 4,086 210 35.3 19% 12/22/2020 Cape Cod Hospital 22 2 Falmouth Hospital 8 1 30 3 4,644 221 36.0 9% 12/29/2020 Cape Cod Hospital 41 5 Falmouth Hospital 11 2 52 7 5,181 229 58.3 12% 1/5/2021 Cape Cod Hospital 23 7 Falmouth Hospital 19 3 42 10 5,818 256 51.0 19% 1/12/2021 Cape Cod Hospital 26 14 Falmouth Hospital 9 4 35 18 6,685 277 49.0 34% Hospitalizations, Last Report: Hospital Beds Occupied (Last Report) ICU Beds Occupied (Last Report) Barnstable County Cases (Confirmed) Barnstable County Deaths 3-Day Avg. of Persons in Hosp. (Med/Surg + ICU) ICU Percent of Beds Occupied 1/14/2021 Cape Cod Hospital 30 8 Falmouth Hospital 12 5 42 13 6,930 288 56.0 24% CumulativeNot Cumulative Barnstable County COVID-Related Hospital & ICU Beds Occupied, with Cases & Deaths Not Cumulative Cumulative (Wave 1 Peak) Vaira Harik, Barnstable County Dept of Human Services COVID Daily Update Chart Package, 1/15/21 6 Barnstable County COVID Cases and Facility-Reported Deaths in Long Term Care Facilities (thru 1/5/21) #Facility County Total Licensed Beds Cases* (Staff & Residents) Deaths** (Residents Only) 1 ADVINIA CARE AT PROVINCETOWN Barnstable 41 1-10 0 2 BOURNE MANOR EXTENDED CARE FACILITY Barnstable 142 11-30 1-4 3 CAPE HERITAGE REHABILITATION & HEALTH CARE CENTER Barnstable 123 1-10 0 4 CAPE REGENCY REHABILITATION & HEALTH CARE CENTER Barnstable 120 >30 17 5 CAPE WINDS REST HOME OF HYANNIS Barnstable 37 11-30 0 6 CAPE WINDS REST HOME OF SANDWICH Barnstable 20 0 0 7 JML CARE CENTER INC Barnstable 132 11-30 5 8 LIBERTY COMMONS Barnstable 132 11-30 1-4 9 MAYFLOWER PLACE NURSING & REHABILITATION CENTER Barnstable 72 11-30 1-4 10 PAVILION THE Barnstable 82 >30 1-4 11 PLEASANT BAY OF BREWSTER REHAB CENTER Barnstable 135 >30 19 12 ROSEWOOD MANOR REST HOME Barnstable 33 1-10 0 13 ROYAL CAPE COD NURSING & REHABILITATION CENTER Barnstable 99 >30 20 14 ROYAL MEGANSETT NURSING & REHABILITATION Barnstable 90 11-30 0 15 ROYAL NURSING CENTER LLC Barnstable 121 >30 22 16 ROYAL OF COTUIT Barnstable 120 11-30 1-4 17 SOUTH DENNIS HEALTHCARE Barnstable 128 >30 11 18 TERRACES ORLEANS (THE)Barnstable 50 1-10 0 19 WINDSOR NURSING & RETIREMENT HOME Barnstable 120 >30 1-4 20 WINGATE AT HARWICH Barnstable 135 >30 21 Totals, Barnstable County 1,932 139 (Estimated) LTC Facility Percentage of Total COVID Fatalities in Barnstable County, 3/1/20 to 1/5/21 54% Source: MA DPH COVID Weekly Report, 1/7/21. *Staff and residents; **Cumulative COVID-19 deaths –includes residents only. ***Facility is closed. Data will continue to be included for completeness but will not change except for the result of data cleaning. PLEASE NOTE: This list includes nursing homes, rest homes, and skilled nursing facilities; reported COVID-19 cases to date represent both staff and residents. The number of cases for a facility relies on the amount of testing conducted; facilities not included on this list may have COVID-19 cases that have not yet been identified. As of May 25th 344 nursing homes reported that at least 90% of staff and 90% of residents had been tested. ALSO: Data on deaths is self-reported by each facility. In accordance with long-term care regulations, nursing homes and rest homes must report deaths due to any cause in any resident, either confirmed COVID-19 positive, or suspected to have COVID-19, even if the individual was never tested. When the number of deaths is between 1-4 residents, the number is suppressed and reported as 1- 4, to protect possible resident identification. The Department of Public Health performs routine data quality reviews of the data it receives. This includes removing duplicate results and updating counts if needed. Also, occasional negative tests from nursing home residents result after being reported first as presumptive and are removed. As a result of this, the total of self-reported deaths may decrease to ensure accuracy. Data Sources: MAVEN for confirmed cases; Individual facilities reported resident deaths to DPH Bureau of Health Care Safety and Quality’s Health Care Facility Reporting System. Vaira Harik, Barnstable County Dept of Human Services COVID Daily Update Chart Package, 1/15/21 7 Vaira Harik, Barnstable County Dept of Human Services COVID Daily Update Chart Package, 1/15/21 8 MA DPH Data Dashboard, WEEKLY REPORT of 1/14/21 (for the Period 12/27/20 to 1/9/21) City/Town Population (March 2020 to Present) Total Case Count Case Count Last 14 Days Average Daily Incidence Rate per 100K Relative Change in Case Count Total Tests Total Tests Last 14 Days Positive Tests Last 14 Days Percent Positivity Last 14 Days Change in Percent Positivity Barnstable 44,773 2,128 404 64.5 Higher 44,162 4,840 426 8.80%Higher Bourne 21,026 707 154 52.3 Higher 24,128 2,645 163 6.16%No Change Brewster 9,926 234 39 28.1 Higher 10,395 1,470 45 3.06%Higher Chatham 5,830 138 38 46.6 Higher 5,746 599 49 8.18%Higher Dennis 13,088 388 84 45.8 Lower 11,371 1,363 98 7.19%Lower Eastham 4,603 54 6 9.3 No Change 3,094 259 6 2.32%Lower Falmouth 31,190 830 130 29.8 Higher 38,657 3,332 148 4.44%No Change Harwich 12,589 410 89 50.5 Higher 11,821 1,506 103 6.84%Higher Mashpee 15,535 404 116 53.3 Higher 15,408 1,609 127 7.89%Higher Orleans 5,620 88 28 35.6 Higher 4,125 441 31 7.03%Higher Provincetown 2,583 51 9 24.9 Higher 3,342 242 10 4.13%Higher Sandwich 21,078 559 184 62.4 Higher 18,140 2,191 193 8.81%Higher Truro 1,968 19 1 3.6 Higher 1,464 110 1 0.91%Higher Wellfleet 2,760 33 6 15.5 Higher 2,025 150 6 4.00%Higher Yarmouth 24,062 772 140 41.6 Lower 23,531 2,862 162 5.66%Lower Barnstable County 216,629 6,815 1,428 47.1 Higher 217,409 23,619 1,568 6.64%Higher Aquinnah 261 4 1 27.4 Higher 428 18 1 5.56%Higher Chilmark 759 11 2 37.7 Higher 2,801 202 4 1.98%Higher Edgartown 4,086 192 51 89.2 Higher 8,597 701 53 7.56%Higher Gosnold 45 5 0 0 No Change 116 3 0 0%No Change Oak Bluffs 5,209 149 32 43.9 Higher 5,756 494 33 6.68%Higher Tisbury 4,174 192 47 80.4 Higher 10,784 842 51 6.06%Higher West Tisbury 2,871 71 17 42.3 Higher 3,836 313 18 5.75%Higher Dukes County 17,404 629 151 62.4 Higher 32,318 2,573 160 6.22%Higher Nantucket 11,416 952 225 140.8 Higher 17,459 1,938 226 11.66%Higher Dukes and Nantucket Counties 28,820 1,576 377 93.4 Higher 49,777 4,511 386 8.56%Higher State 6,964,383 427,752 76,054 78.0 Higher 11,944,985 1,069,689 85,470 7.99%Higher Data Source: MA DPH, 1/14/21 Weekly COVID Report (https://www.mass.gov/info-details/covid-19-response-reporting); Analysis: V. Harik BCDHS. Massachusetts COVID Testing Rates, As Applied to Barnstable County (Thru 1/9/21) Sources: Census.gov; MA DPH Weekly COVID Report, 1/14/21. Analysis: V. Harik, BCDHS MA Barnstable County Population Estimate (via DPH)216,629 Barnstable County % of MA Pop.3.11% Barn. County % of Total MA Tests 1.82% Barn. County % of MA Tests, Past Two Weeks 2.21% Barn. County % of MA Total Confirmed Cases 1.59% Barn. County % of MA Confirmed Cases, Past Two Weeks 1.88% MA % Positive Tests Last 14 Days 7.99% Barnstable County % Positive Tests Last 14 Days 6.64% 6,964,383 Vaira Harik, Barnstable County Dept of Human Services COVID Daily Update Chart Package, 1/15/21 9 Active COVID Clusters by Exposure Setting Type for the Period 12/13/20 to 1/9/21 (as of 1/14/21) Source: https://www.mass.gov/info-details/covid-19-response-reporting. Tabulation: V. Harik, Barnstable County DHS Sorted by Number of Cases in New Cluster Settings Exposure Setting Clusters Confirmed Cases Close Contacts Clusters Confirmed Cases Close Contact s Clusters Confirmed Cases Close Contacts 1 Household 21,558 55,102 ---22,147 7,905 ---43,705 63,007 --- 2 Long Term Care Facilities 97 907 ---236 3,045 ---333 3,952 --- 3 Child Care 111 344 390 249 194 485 360 538 875 4 Senior Living 42 319 83 115 664 67 157 983 150 5 24/7 Congregate Settings 51 232 52 76 133 37 127 365 89 6 Social Gatherings 33 219 86 67 13 15 100 232 101 7 Hospitals 20 166 54 45 154 134 65 320 188 8 Organized Athletics/Camps 26 110 231 20 28 52 46 138 283 9 Corrections 5 82 .17 1,289 82 22 1,371 82 10 Retail & Services 19 76 28 34 47 15 53 123 43 11 Restaurants & Food Courts 13 58 34 49 90 30 62 148 64 12 Shelters 2 53 41 4 3 .6 56 41 13 Industrial Settings 13 49 29 55 138 89 68 187 118 14 Other Healthcare 13 47 17 36 63 19 49 110 36 15 Colleges & Universities 6 45 7 12 3 6 18 48 13 16 Other Workplaces 14 45 5 43 56 37 57 101 42 17 Recreation/Cultural 1 32 3 9 21 9 10 53 12 18 Places of Worship 6 29 2 12 66 90 18 95 92 19 Other 3 27 8 3 ..6 27 8 20 Offices 8 22 15 7 7 1 15 29 16 21 K-12 Schools 6 16 25 58 64 137 64 80 162 22 Other Food Establishments 2 11 .16 28 26 18 39 26 23 Travel & Lodging 1 2 .1 3 .2 5 . TOTAL 22,050 57,993 1,110 23,311 14,014 1,331 45,361 72,007 2,441 New Clusters:Clusters with the first case (indicated by the first positive lab result) identified during the four week period 12/13/20 – 1/9/21 Ongoing Clusters:Clusters with the first case identified prior to 12/13/20 that has not met criteria to be closed. Confirmed Cases included in ongoing clusters occurred between 12/13/20 and 1/9/21 but are associated with a cluster that began prior to 12/13/20. Close Contacts included in ongoing clusters occurred between 12/13/20 and 1/9/21 but are associated with a cluster that began prior to 12/13/20. Closed Clusters:A cluster is closed after 28 days have passed since the last confirmed case; 24,710 clusters are closed, 159,501 cases are associated with closed clusters New Clusters Ongoing Clusters Total(Identified 12/13 – 1/9) (Cluster Identified Prior to 12/13 But Not Meeting Criteria for Closing) Vaira Harik, Barnstable County Dept of Human Services COVID Daily Update Chart Package, 1/15/21 10 Updated 1/13/21 Weekly Case Count March 8, 2020 – January 9, 2021 0 5 10 15 20 25 30 35 40 45 50 55 3/8-3/143/15-3/213/22-3/283/29-4/44/5-4/114/12-4/184/19-4/254/26-5/25/3-5/95/10-5/165/17-5/235/24-5/305/31-6/66/7-6/136/14-6/206/21-6/276/28-7/47/5-7/117/12-7/187/19-7/257/26-8/18/2-8/88/9-8/158/16-8/228/23-8/298/30-9/59/6-9/129/13-9/199/20-9/269/27-10/310/4-10/1010/11-10/1710/18-10/2410/25-10/3111/1-11/711/8-11/1411/15-11/2111/22-11/2811/29-12/512/6-12/1212/13-12/1912/20-12/2612/27-1/21/3-1/91 5 3 1 2 0 2 0 0 0 1 0 2 0 0 0 0 1 2 5 2 0 0 0 0 2 0 2 1 2 3 0 1 4 1 3 6 6 9 21 10 6 20 21 0 0 3 3 7 53 14 2 0 1 1 1 0 1 1 0 3 0 0 1 5 0 0 1 0 0 0 0 1 0 0 0 0 0 0 0 1 1 0 0 0 0 0 1 Brewster COVID-19 Cases Resident (145 Total)Long Term Care (101 Total staff & patients) Age Demographics of Active COVID Cases December 27 – January 2 0-9 years 0% 10-19 years 25% 20-29 years 15% 30-39 years 10% 40-49 years 5% 50-59 years 10% 60-69 years 20% 70-79 years 15% 80+ years 0% % Cases 0-9 years 10-19 years 20-29 years 30-39 years 40-49 years 50-59 years 60-69 years 70-79 years 80+ years 0-9 years 4% 10-19 years 4% 20-29 years 18% 30-39 years 23% 40-49 years 9% 50-59 years 14% 60-69 years 14% 70-79 years 9% 80+ years 5% % Cases 0-9 years 10-19 years 20-29 years 30-39 years 40-49 years 50-59 years 60-69 years 70-79 years 80+ years January 3 – January 9 1 Massachusetts Department of Public Health (DPH) Massachusetts COVID Vaccine Program (MCVP) for Clinics for First Responders Frequently Asked Questions – Local Boards of Health January 13, 2021 This guidance answers commonly asked questions we have received from Local Boards of Health to support COVID-19 vaccine clinics for First Responders. Topics covered in this guidance include: •Timing and Populations to be Vaccinated •Administrative Considerations •Site Considerations •Operational Considerations •Staffing Considerations •Clinical Considerations Vaccine providers can also refer to www.mass.gov/CovidVaccineProviders for additional information, including detailed Guidance on COVID-19 Vaccine Management and Administration for Healthcare Providers and Organizations and frequently asked questions from vaccine providers. Timing and Populations to be Vaccinated When will we be expected to stand up the first responder clinics? Based upon current expectations of vaccine availability, you and your partners should be prepared to start scheduling of appointments during the week of January 4, 2021 and stand up your initial clinics during the week of January 11, 2021. Vaccination may not begin before January 11, 2021. Who will be eligible to receive the COVID-19 vaccine at these clinics? Emergency Medical Services (EMS), police, and fire personnel are eligible for vaccinations in the first responder clinics during Phase 1. This includes all interfacility transport workers, MedFlight staff, college/university campus police, and 911 Dispatch employees. Visit When can I get the COVID-19 vaccine? | Mass.gov often as the priority groups are updated frequently. These clinics will not be open to family or household members who are not currently employed as first responders. Please note that the vaccination needs of State Police will be addressed separately and are not included in these locally organized clinics. The Commonwealth of Massachusetts Executive Office of Health and Human Services Department of Public Health Bureau of Infectious Disease and Laboratory Sciences 305 South Street, Jamaica Plain, MA 02130 CHARLES D. BAKER Governor KARYN E. POLITO Lieutenant Governor MARYLOU SUDDERS Secretary MONICA BHAREL, MD, MPH Commissioner Tel: 617-624-6000 www.mass.gov/dph 2 Individuals seeking vaccination are required to provide documentation of eligibility, as described at COVID-19 Vaccine Locations for First Responders | Mass.gov. This page also includes a map of COVID-19 vaccine locations with contact details and sign-up information for First Responders. May we vaccinate the vaccinators and administrative staff who will support clinic operations? Yes, clinical staff who will be administering vaccine and support staff who will be patient-facing may be vaccinated. Staff who are assigned to positions in which they will not have direct contact with individuals receiving vaccine are not eligible. Please note that after patient-facing staff receive the initial dose of vaccine, they must continue to use appropriate personal protective equipment (PPE) at all times and practice hand hygiene and other health precautions. If first responders choose not to get vaccinated at these clinics, will vaccine be available when they are ready? Individuals in a priority group remain eligible during their phase of COVID-19 vaccination and any time thereafter. First responders are urged to access COVID-19 vaccine as soon as they are eligible. First responders will continue to have access to the vaccine through other sites, such as mass vaccination sites. Will private ambulance services be vaccinating their own employees? There may be some private ambulance services that will request vaccine directly for their employees. However, this is not the case for all services and any community that has arranged to vaccinate their private ambulance services should expect to continue with that arrangement. Are we allowed to vaccinate other COVID-facing healthcare workers at these clinics? (New 1/13/21) Yes, LBOH clinics are encouraged to vaccinate COVID-facing healthcare workers if they have the capacity. COVID-facing healthcare workers are required to provide documentation of eligibility, as described at COVID-19 vaccine locations for individuals currently eligible to be vaccinated | Mass.gov and should verify they are eligible for vaccine as a COVID-facing health care worker. To ensure enough vaccine allocation for your site, sites will need to complete a weekly MCVP survey to ensure that DPH understands providers’ vaccine needs, the phase they are currently vaccinating in, as well as other information. The survey is also an option for the provider to request additional doses as part of the allocation process. If you have not received the weekly survey, please email DPH-Vaccine- Management@massmail.state.ma.us. Administrative Considerations What requirements must the local board of health meet in order to offer a COVID-19 vaccination program for first responders? 1.All organizations or providers receiving COVID-19 vaccine must execute the Massachusetts COVID-19 Vaccine Program (MCVP) Agreement. Among other things, this Agreement obligates providers to administer COVID-19 vaccine in accordance with the terms of the United States Food and Drug Administration (FDA) Emergency Use Authorization (EUA) applicable to the vaccine that will be administered. The MCVP Agreement is emailed as a link to contacts associated with the Massachusetts Immunization Information System (MIIS) and State Vaccine Program. 2.Sites enrolling in the MCVP must already be registered with the MIIS. Pursuant to G.L. c. 111 s. 24M and 105 CMR 222, licensed healthcare providers who administer immunizations are 3 required to report certain information to the Department’s MIIS. COVID-19 vaccine providers must meet this reporting requirement by registering with the MIIS, which will include executing the MIIS Site and User Agreements. 3.You must have the capacity to fully organize and staff the clinics to meet the vaccination needs of at least 200 first responders to qualify. This includes local capacity to fully organize and staff the clinics, to safely store vaccine, and to bill insurance for administration-related costs if other local financial resources are not available. At this time, no funding for administration related costs is available through the federal government or from the state. The Commonwealth will allocate COVID-19 vaccine and selected ancillary supplies, including syringes and needles, to approved local health departments, subject to available supply, but each location must be able to provide its own refrigeration/freezer capacity, PPE, clinical and non-clinical staffing, and any other resources needed to support clinic operations. 4.You must have the ability to schedule vaccination appointments and ensure that individuals will receive their second dose of vaccine within the prescribed time frame. If you have a system in place to schedule appointments, you may continue to use that, or you may use PrepMod, a web-based system offered through DPH. What is PrepMod?(Updated 1/6/21) PrepMod is an online, paperless system that you can use at your first responder vaccination clinic to schedule, screen, bill, and report to the MIIS. The system provides companion technologies that automate registration, planning, implementation, evaluation, recording, and reporting for mass vaccination and preparedness efforts. Use of PrepMod is not required, but there is a federal requirement that all COVID-19 vaccine data be reported to the MIIS within 72 hours, and PrepMod will facilitate that process. If you enter all necessary information into PrepMod, it will be sent automatically to the MIIS so there is no need to enter the information again to satisfy required MIIS reporting. If you have questions about PrepMod, please contact Prepmod.help@mass.gov. Is there a cost to providers to receive and administer the vaccine? There is no cost for the vaccine or ancillary kits. The U.S. Centers for Medicare and Medicaid Services (CMS) has approved reimbursement for the administration of the vaccine. While vaccine providers may not bill for the COVID-19 vaccine itself, many vaccine providers in the state have contracted with outside entities, such as Commonwealth Medicine, to assist with insurance billing for the costs of administering the vaccine. The Department is not a party to these agreements, but if your site has such an agreement you may wish to familiarize yourself with its terms. Is there a cost to vaccine recipients? Providers must administer COVID-19 Vaccine regardless of the vaccine recipient’s ability to pay administration fees or the recipient’s insurance coverage status. Providers may seek appropriate reimbursement from a program or plan that covers COVID-19 Vaccine administration fees for the vaccine recipient. Providers may not seek co-payment, reimbursement or any form of cost sharing, including through balance billing, from the vaccine recipient. Is written consent needed for COVID-19 vaccination? Informed consent is a vital process prior to the administration of a vaccine. DPH does not require a written informed consent form from vaccine recipients. However, vaccine providers should consult with their legal counsel regarding an appropriate informed consent process and what documentation may be recommended or required by their particular organization. 4 In order to make a vaccine clinic appointment in PrepMod, the individual making the appointment will be prompted to confirm the following: 1.The information I provided is correct. 2.I have been provided the COVID-19 EUA Fact Sheet for Recipients and Caregivers which has information about the risks and benefits of the vaccine. I will be able to ask questions at the time I receive my immunization. 3.I have the legal authority to and give consent for me and any other person(s) I registered to be vaccinated with the vaccine(s) above. 4.I give permission for my insurance company to be billed for the costs of administering the vaccine(s). The government is paying for the vaccine itself and I will not be billed for that portion of the cost of my immunization. 5.I understand that, as required by state law, all immunizations will be reported to the Department of Public Health Massachusetts Immunization Information System (MIIS). I can access the MIIS factsheet for Parents and Patients, at www.mass.gov/dph/miis, for information on the MIIS and what to do if I object to my or my family's data being shared with other providers in the MIIS. What information do we need to provide about the US FDA Emergency Use Authorization (EUA) of the Moderna and Pfizer-BioNTech COVID-19 Vaccines? The Department plans to make Moderna’s COVID-19 vaccine available to sites holding first responder vaccination clinics. Appropriate storage of and maintenance of cold chain for the vaccine will be necessary, and the Fact Sheet for Recipients and Care Givers must be made available to each individual receiving the vaccine. The Moderna COVID-19 Vaccine Letter of Authorization (Letter) which describes the terms of the EUA, Fact Sheet for Healthcare Providers Administering Vaccine (provider fact sheet), and Fact Sheet for Recipients and Care Givers (recipient fact sheet) in addition to other related documents and translations of the fact sheet are available here: Moderna COVID-19 Vaccine | FDA. It is important to review the documents from the linked FDA site so that you have access to any updates or amendments. Facilities, organizations, and healthcare providers holding vaccination clinics, as vaccination providers, should carefully review the Letter of Authorization and the provider and recipient fact sheets for the particular vaccine they will be administering. The Letter places obligations on vaccination providers including administering the vaccine in accordance with the EUA, making the recipient fact sheets available to each individual receiving the vaccine, and reporting certain information to the Vaccine Adverse Event Reporting System (VAERS). In the event that it becomes necessary to provide the Pfizer-BioNTech COVID-19 vaccine for first responder clinics, the corresponding Letter and fact sheets in addition to other related documents and translations of the fact sheet should be carefully reviewed and are available here: Pfizer-BioNTech COVID-19 Vaccine | FDA. This Letter also places obligations on vaccine providers. Site Considerations What capacity does our site need to safely carry out COVID-19 vaccination best practices? Screen patients for COVID-19 symptoms before and during the visit. Screening questions can be found in PrepMod, or sites can find sample forms on the CDC website. Maintain physical distance (at least 6 feet apart, where possible). 5 Limit and monitor facility points of entry and install barriers to limit physical contact with patients at triage. Observe respiratory hygiene (surgical facemasks for staff and face coverings for patients over 2 years of age, if tolerated) and cough etiquette. Observe hand hygiene (including providing at least 60% alcohol hand sanitizer for patients). Monitor individuals for possible adverse reactions. CDC recommends that persons without contraindications to vaccination who receive an mRNA COVID-19 vaccine be observed after vaccination for the following time periods: o 30 minutes: Persons with a history of an immediate allergic reaction of any severity to a vaccine or injectable therapy and persons with a history of anaphylaxis due to any cause. o 15 minutes: All other persons. Perform enhanced surface decontamination. Detailed guidance for cleaning surfaces can found at this CDC site: https://www.cdc.gov/coronavirus/2019-ncov/community/disinfecting-building- facility.html Refer to CDC guidance to prevent the spread of COVID-19 in health care settings, including outpatient and ambulatory care settings. Ensure there is an adequate location to safely store the vaccine. Detailed information on safe storage and handling guidelines can be found here. What type of refrigeration will we need? LBOHs will be provided Moderna vaccine which can be stored at -15 to -25C for 6 months and at 2-8C for 30 days. DPH strongly encourages sites to store their Moderna vaccine frozen. Pharmaceutical and purpose-built refrigerators are a vaccine storage and handling best practice but are not required for the storage of COVID-19 vaccine. Standalone freezers are strong recommended, as the freezer portion of a household combination unit does not reliably maintain temperatures. If that is not possible for your site, please contact the Vaccine Unit at DPH-Vaccine-Management@massmail.state.ma.us for further guidance to ensure maintenance of appropriate temperatures. All storage units must be monitored continuously. The best practice for monitoring temperatures is to use a digital data logger available from DPH. Operational Considerations How should we set up our clinic? Your current Emergency Dispensing Site (EDS) plan should serve as the foundation for standing up your first responder clinics. Review your plan to determine whether adjustments are necessary to support clinic operations and to provide for safe clinic set-up and flow. You can find the MDPH resource Emergency Dispensing Site (EDS): A Guide for Local Health On Planning for Medical Countermeasure (MCM) Dispensing Operations as well as other resources here. If you are planning to set up a drive through clinic, please follow CDC guidance: Considerations for Planning Curbside/Drive-Through Vaccination Clinics | CDC. Please also note that the Interim Clinical Considerations for Use of mRNA COVID-19 Vaccine | CDC also state that for people with a history of any immediate allergic reaction to any other vaccine or injectable therapy, there should be an ability of the person to be vaccinated in a setting where appropriate medical care is immediately available for anaphylaxis. How do sites that are holding first responder COVID-19 vaccination clinics order vaccine? 6 In Phase 1 of the Commonwealth’s COVID-19 Vaccine Plan, vaccine allocations will be determined by the MCVP; sites will not place orders. DPH will allocate vaccine to the site based on the availability of vaccine allocated by the federal government to Massachusetts, the information that the site provided in the MCVP Agreement, and information about the number of appointments scheduled. Once sites are able to place orders for vaccine directly, ordering will be done in the MIIS. How do sites ask for more COVID-19 vaccine? (Updated 1/13/21) On a weekly basis, all provider sites will receive a link to an MCVP survey. Completing this survey will ensure that DPH understands providers’ vaccine needs, the phase they are currently vaccinating in, as well as other information. Additionally, there is an option for the provider to also request additional doses as part of this survey process. If you have not received the weekly survey please email DPH- Vaccine-Management@massmail.state.ma.us. How will sites that are holding first responder COVID-19 vaccination clinics receive the vaccine? The Moderna COVID-19 vaccine will be delivered by UPS or FedEx to the sites you have identified to the MCVP. If working in a multi-community group, you may choose to have vaccine delivered to a single community and re-distributed to other community sites that meet all requirements for receipt of COVID-19 vaccine. Any community that will be receiving the vaccine either directly from UPS or FedEx or re-distributed through another community must be registered in the MIIS and have completed an MCVP Provider Agreement. In the MCVP Provider Agreement, ensure that you enter an accurate shipping address and shipping hours so that staff are on site to receive the vaccine shipment. We cannot guarantee that you will receive a phone call from the delivery driver when the shipment arrives. To update your shipping address or hours, contact the Vaccine Unit at DPH-Vaccine- Management@massmail.state.ma.us Include your PIN and the contact email of who will update the Agreement. We will send out a link that will allow you to update the Agreement. Can we take vaccine to EMS/police/fire stations rather than have them come to a clinic? Yes, so long as you comply with all applicable requirements, including those for safe transport of vaccine. Consider the following general principles, which can also be found in the DPH COVID-19 Vaccine Training: The Moderna Supplement (PDF Slides). Once a vial of vaccine has thawed, it may be stored refrigerated at 2° to 8° C for up to 30 days. Once thawed, the vaccine cannot be re-frozen. When thawed, the vaccine should be handled with care and protected from shocks, drops, vibration, etc. Vaccine being transported at temperatures others than frozen (-15° to -25° C) should begin with the vaccine in the frozen state if at all possible. If you must transport vaccine that has already been thawed, follow these general principles: ‒Punctured vials should not be transported. ‒Care must be taken to ensure vaccine does not re-freeze during transport. ‒Vaccine must be protected as much as possible from drops, shocks, and vibration whether in the carton, vial, case or cooler. ‒Vaccine should be transported in the carton whenever possible. ‒If transport must be conducted at the vial level, place the vial with dunnage (padding material like bubble wrap or similar padding) to minimize movement during transport. ‒The vaccine should always be transported in insulated containers qualified to maintain 2° to 8° C for the duration of transport. 7 ‒The transport containers must be secured when being transported to prevent unnecessary movement. ‒After completion of transport, vaccine should immediately be placed into a vaccine storage unit at 2° to 8° C. ‒Vaccine should only be transported one time and should not be transported back again to the point of origin or to a new location. ‒Allowable timelines for transport of thawed vaccine are shown below. Total transport time should not exceed 12 hours in total. Transport while walking or using hand cart: not to exceed 1 hour Vehicle transport: not to exceed 12 hours Airplane transport (rotary wing aircraft not permitted): not to exceed 3 hours Will we need a standing order for the first responder clinics? You will need to obtain a standing order for your program from a medical professional, such as a physician. State law, M.G.L. c. 94C, section 8 (7), requires a licensed provider with prescribing authority to issue an order for administration of a vaccine such as the COVID-19 vaccine. ‒Authorized ordering providers include, a: physician, chiropractor, surgeon, podiatrist, osteopath, nurse practitioner, dentist, or physician’s assistant. See MGL Ch. 94C; 105 CMR 700.00. ‒A standing order is an order issued by a licensed provider, which is not specific to one person, and enables assessment and vaccination of patients without the need for clinician examination or direct order from the attending provider at the time of the interaction. ‒The standing order should be specific about which clinics and what dates or periods of time are covered, e.g., “COVID-19 vaccination clinics for first responders operated by (name of organization, LBOH, coalition, etc.) from January 4, 2021 through February 28, 2021.” ‒Any individual who meets the criteria included in a standing order may receive the vaccine consistent with the terms of the order. A model standing order developed by CDC for the Moderna COVID-19 vaccine can be found here. Other Emergency Treatment Standing order templates are available from the Immunization Action Coalition: ‒Medical Management of Vaccine Reactions of Adults in a Community Setting ‒Medical Management of Vaccine Reactions in Children and Teens in a Community Setting How do we notify and schedule first responders for our clinic? Appointments are strongly encouraged to ensure that there is no wasted vaccine and to help manage queuing and social distancing. If a site chooses to allow walk-ins, there is no guarantee that they will be able to be vaccinated. If you have a system you currently use to schedule appointments, you can continue to use that. You must be able to generate a 2nd dose reminder for vaccine recipients through your electronic scheduling system or by written reminder. You will also need to manually enter the mandated data into the MIIS within the federally required 72 hours after administering vaccine. As an alternative, DPH will be offering PrepMod, which can be used to schedule, screen, bill, and report to the MIIS. PrepMod will be 8 available through a link on the COVID-19 webpage, and first responders will be able to register for available clinics. If you use PrepMod, your clinic information and scheduling availability will be listed on the website. More information will be shared about PrepMod soon. Do we need to have 200 confirmed appointments to receive vaccine? You must have identified at least 200 first responders eligible for vaccination and have the capacity to vaccinate at least 200 first responders, but you do not have to have 200 confirmed appointments to receive vaccine. What should a site do with extra vaccine (e.g. if we get more doses than we have first responders who are willing to be vaccinated)? (Updated 1/6/21) Sites can continue to vaccinate anyone in a currently eligible priority group in accordance with the Commonwealth’s COVID-19 Vaccine Plan, so COVID-facing health care workers in the community (including vaccinators and COVID testers) can also be vaccinated with excess vaccine because both COVID-facing health care workers and first responders will be in currently eligible priority groups. Vaccine can also be transferred to small primary care practices, that meet all requirements for receipt of COVID-19 vaccine, for their eligible staff. Such a transfer must be done in consultation with the Vaccine Unit. Visit Massachusetts COVID-19 Vaccine Program (MCVP) – Guidance for Healthcare Providers and Organizations | Mass.gov for more guidance on redistribution. Where will people receive their second dose? The expectation is that the people will receive their second dose from the same clinic or other clinics in the same area. Alternatively, people can get their second dose at a mass vaccination clinic site or primary care provider. It is important for people to receive the second dose to ensure full efficacy. For COVID-19 vaccines requiring 2 doses, the 2nd dose must be the same vaccine product as the first dose. How will people know which vaccine product they receive and when they need the second dose? The vaccine ancillary supply kits will come with vaccine record cards that can be given to the recipients indicating what vaccine they received and that they need a second dose. Vaccine record cards may be reproduced, if necessary. In addition, there are electronic reminder/recall systems in the MIIS that providers could use in addition to their own EHR systems to send reminders to recipients about their second dose. More information about the v-safe app, which also includes a reminder recall, can be found at V-safe After Vaccination Health Checker | CDC.Providers should schedule the 2nd dose at the time the 1st dose is administered. What vaccine and ancillary supplies will sites that are holding first responder COVID-19 vaccination clinics receive? The first responder clinics will receive the Moderna COVID-19 vaccine. Hospitals that are working with local health to vaccinate their first responders will receive Pfizer. The Standard COVID-19 Vaccine Adult Ancillary Kit supports administration of 100 doses and includes needles, syringes, alcohol pads, vaccination record cards, needle guide, face shields, and face masks. Additional details about these supplies can be found at Massachusetts COVID-19 Vaccine Program (MCVP) – Guidance for Healthcare Providers and Organizations | Mass.gov. Are we responsible for printing and making available information on v-safe? (Updated 1/12/21) Yes.V-safe is a new voluntary, smartphone-based tool that uses text messaging and web surveys to provide personalized health check-ins for COVID-19 vaccine recipients. V-safe allows people to report any side effects after COVID-19 vaccination to CDC in almost real time. It also gives them a convenient 9 reminder to get their second COVID-19 vaccine dose if they need one. Provide the v-safe Information Sheet or QR code to every vaccine recipient and encourage them to enroll and complete the surveys when prompted to do so. For more information, or to register for v-safe, visit: https://www.cdc.gov/coronavirus/2019-ncov/vaccines/safety/vsafe.html Staffing Considerations Who can administer vaccine? (Updated 1/13/21) This COVID-19 Vaccinators chart lists the categories of health professionals who can possess and administer COVID-19 vaccines. EMTs and paramedics supporting vaccine clinics must be employed by a licensed ambulance service and be trained and operating with the approval of their Affiliate Hospital Medical Director. Please review the Office of Emergency Medical Services advisories and protocols. What qualifications do individuals need to operate the program and administer the vaccine? All individuals who receive vaccine deliveries, handle, or administer vaccines must be trained in vaccine related practices and procedures. They should be able to ensure the safety and efficacy of vaccines through proper: •Benefit and risk communication •Vaccine storage/handling and administration •Timing and spacing of vaccine doses •Screening for contraindications and precautions •Management of adverse reactions •Being able to access and use emergency equipment •Current CPR certification •Reporting to VAERS (and any additional COVID specific databases) •Documentation If you will be using volunteer vaccinators for your clinics, make sure that everyone is up-to-date with their vaccinating skills. You can use the checklist below and, if needed, have the volunteers watch the training video. CDC training video on vaccine administration (with CEUs) Skills Checklist for Vaccine Administration Do sites that are holding first responder COVID-19 vaccination clinics always have to have one Vaccine Coordinator and one Backup Vaccine Coordinator on site for the duration of a clinic? Yes, at least one of these individuals should be on site at all times. Is there a training for vaccinators? The primary and back-up vaccine coordinators at each site and providers administering COVID-19 vaccine are encouraged to complete the Introduction to COVID-19 Vaccine Storage & Handling and Administration Training, which has a focus on the Pfizer-BioNTech COVID-19 vaccine. Recording and slides from the training are below: Access the recorded training COVID-19 Storage and Handling Training PDF Slides | (Accessible) COVID-19 Vaccine Administration Training PDF Slides | (Accessible) Vaccine coordinators and providers are also strongly encouraged to complete the COVID-19 Vaccine Training: The Moderna Supplement. This training is designed as supplemental training to the COVID-19 Vaccine Storage & Handling and Administration training listed above. It includes updates and is designed 10 for health care providers, vaccine coordinators, and all health care personnel who handle and/or administer vaccines. Recording and slides from the training are below: Access the recorded training COVID-19 Vaccine Training: The Moderna Supplement (PDF Slides) What personal protective equipment (PPE) is needed? Each site must provide its own PPE for clinic sites and ensure an adequate supply including: •Surgical Masks ‒Required: All health care providers (N95 masks not recommended) •Eye protection ‒Required: Areas of moderate/substantial community transmission or if ultra-cold/dry ice is being handled ‒Optional: Areas of minimal/no community transmission •Gloves ‒Required: Latex or similar gloves needed to administer intramuscular or subcutaneous vaccine ‒Required: If ultra-cold or dry ice are being handled, special insulating gloves are needed Clinical Considerations For both the Pfizer and Moderna vaccines, there may be enough extra in each vial for more than the standard 5 or 10 doses. Is it okay to administer additional doses from a vial? (New 1/7/21) Yes. After preparation, vials of Pfizer-BioNTech COVID-19 Vaccine contain up to six doses of 0.3 mL. Low dead-volume syringes and/or needles can be used to extract up to six doses from a single vial. If standard syringes and needles are used, there may not be sufficient volume to extract a sixth dose from a single vial. Irrespective of the type of syringe and needle: Each dose must contain 0.3 mL of vaccine. If the amount of vaccine remaining in the vial cannot provide a full dose of 0.3 mL, discard the vial and any excess volume. Do not pool excess vaccine from multiple vials. As a reminder, use only the prescribed 1.8 ml of diluent when reconstituting a vial. Vaccinators may also find that they can withdraw more than 10 doses of the Moderna COVID-19 vaccine from a single 10-dose vial. Extra vaccine fluid from more than one vial CANNOT be combined to produce extra doses. Use any extra vaccine that can easily be drawn into a syringe from one vial to meet the 0.5 ml dose requirement. Enter all vaccine doses administered into the MIIS. What should sites that are holding first responder COVID-19 vaccination clinics do with unused doses in the Moderna COVID-19 vaccine multi-dose vial? Once a vial of Moderna COVID-19 vaccine has been entered, it must be used within 6 hours. Be sure to note the time the vial was first entered on the vial. Any vaccine remaining in the vial after 6 hours must be discarded. Careful planning is important to ensure that COVID-19 vaccine is not wasted. It is essential that you have 10 people confirmed for vaccination within 6 hours before entering a new vial for the first. In the rare instance where you have COVID-19 vaccine that will expire and you have no one in the current priority 11 groups to be vaccinated, you can use your clinical judgement to administer the vaccine to a person in another priority group who is closest to the current priority group being targeted for vaccination to avoid vaccine waste. It is important that you also ensure that this individual is now included in your reminder recall systems for the 2nd dose. What are the potential side effects of the vaccine? Systemic signs and symptoms, such as fever, fatigue, headache, chills, myalgia, and arthralgia, can occur following COVID-19 vaccination. Preliminary data from mRNA COVID-19 vaccine trials indicate that most systemic post-vaccination signs and symptoms are mild to moderate in severity, occur within the first three days of vaccination (the day of vaccination and following two days, with most occurring the day after vaccination), resolve within 1-2 days of onset, and are more frequent and severe following the second dose and among younger persons compared to those who are older (>55 years). Cough, shortness of breath, rhinorrhea, sore throat, or loss of taste or smell are not consistent with post- vaccination symptoms, and instead may be symptoms of SARS-CoV-2 or another infection. Should someone who is COVID-positive receive the vaccine? Vaccination of persons with known current SARS-CoV-2 infection should be deferred until the person has recovered from the acute illness (if the person had symptoms) and criteria have been met for them to discontinue isolation. While there is otherwise no recommended minimum interval between infection and vaccination, current evidence suggests that reinfection is uncommon in the 90 days after initial infection. Thus, persons with documented acute SARS-CoV-2 infection in the preceding 90 days may delay vaccination until near the end of this period, if desired. Should people who have had COVID-19 be vaccinated? Yes, people who have previously had COVID-19 should be vaccinated. Though it is uncommon to be re- infected in the 90 days after initial infection, people may choose to delay vaccination until the end of this period. Can the vaccine be given to people who are pregnant? There are no data on the safety of COVID-19 vaccines in people who are pregnant. Animal developmental and reproductive toxicity (DART) studies are ongoing. Studies in humans are also ongoing and more are planned. If a person is part of a group (e.g., healthcare personnel) who is recommended to receive a COVID-19 vaccine and is pregnant, that person may choose to be vaccinated and may wish to discuss with their healthcare provider. mRNA vaccines are not live vaccines. They are degraded quickly by normal cellular processes and don’t enter the nucleus of the cell. COVID-19 infection during pregnancy can result in an increased risk of severe illness (ICU admission, mechanical ventilation and death) and might result in an increased risk of adverse pregnancy outcomes, such as preterm birth. Consider the following when discussing COVID-19 vaccination with people who are pregnant: ‒Level of COVID-19 community transmission, (risk of acquisition) ‒Personal risk of contracting COVID-19, (by occupation or other activities) ‒The risks of COVID-19 to the person who is pregnant and potential risks to the fetus ‒The efficacy of the vaccine ‒The known side effects of the vaccine ‒The lack of data about the vaccine during pregnancy 12 Pregnant people who experience fever following vaccination should be counseled to take acetaminophen as fever has been associated with adverse pregnancy outcomes. Routine testing for pregnancy prior to receipt of a COVID-19 vaccine is not recommended. Archived: Friday, January 15, 2021 4:57:51 PM From: Sonja Sheasley Se nt: Fri, 15 Jan 2021 12:36:00 To: Group - Reopening Task Force Subject: For Immediate Release: Barnstable County Announces Region-wide Helpline to address COVID-19-related Questions Se nsitivity: Normal Good afternoon everyone, Please see the County’s press release distributed today. I hope this new helpline will also serve those of you who are getting bombarded with calls. Please feel free to share this number with the public and refer residents there. Have a great long weekend. Best, Sonja Sheasley Sonja Sheasley Communications Manager Barnstable County 3195 Main St, P.O. Box 427 Barnstable, MA 02630 (508) 375-6896 office (508) 221-4948 cell http://www.barnstablecounty.org You're receiving this message because you're a member of the Group - Reopening Task Force group from County of Barnstable. To take part in this conversation, reply all to this message. View group files | Leave group | Learn m ore about Microsoft 365 Groups Brewster Select Board Meeting of January 19, 2021 Consent Calendar Items 1 11. Consent Agenda a) Approve January 4, 2021 Meeting Minutes ADMINISTRATIVE RECOMMENDATION We recommend the Board approve the meeting minutes of January 4, 2021. b) Appointments: Detective Jacob Zontini, Brewster Police Department – Tenure; Diane Murphy, Brewster Natural Resources Commission ADMINISTRATIVE RECOMMENDATION We recommend the Board approve the Tenure appointment of Detective Jacob Zontini, Brewster Police Department at the recommendation of the Police Chief and Diane Murphy to the Brewster Natural Resources Commission, as recommended by the committee’s Chair and Select Board liaison. c) Vote to Suspend Senior and Veteran Volunteer Tax Abatement Programs for 2021 ADMINISTRATIVE RECOMMENDATION We recommend the Board vote to suspend this program for 2021 due to the Covid-19 concerns, restrictions on limiting staffing, and the high risk designation of these groups. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 www.brewster-ma.gov BoS 01-04-21 Page 1 of 5 Office of: Select Board Town Administrator MINUTES OF THE SELECT BOARD REGULAR SESSION MINUTES DATE: January 4, 2021 TIME: 6:00 PM PLACE: Remote Teleconference ALL PARTICIPANTS ARE PARTICIPATING REMOTELY: Chair Chaffee, Selectperson deRuyter, Selectperson Whitney, Selectperson Chatelain, Selectperson Bingham, Town Administrator Peter Lombardi, Assistant Town Administrator Susan Broderick, and Executive Assistant to the Town Administrator Robin Young, Fire Chief Moran, David Telman, Katie Jacobus, Judy Lech, Cindy St Amour, Joan Pernice Call to Order & Declaration of a Quorum, Meeting Participation Statement and Recording Statement Chair Chaffee called the meeting to order at 6:04pm, conducted a roll call vote of attendance, declared a quorum present, and read the meeting participation and recording statements. Executive Session: To discuss strategy with respect to collective bargaining if an open meeting may have a detrimental effect on the bargaining position of the public body and the chair so declares: IAFF Local 3763 Chair Chaffee stated that the Board would be going into executive session to discuss strategy with respect to collective bargaining as an open meeting will have a detrimental effect on the bargaining position of the public body and the chair so declares: IAFF Local 3763, and would returning to open session. Selectperson Bingham moved that the Board go into executive session at 6:07pm to discuss strategy with respect to collective bargaining as an open meeting will have a detrimental effect on the bargaining position of the public body: IAFF Local 3763, and will be returning to open session Selectperson Whitney second. Selectperson Whitney-yes, Selectperson Bingham-yes, Selectperson deRuyter-yes, Selectperson Chatelain, Chair Chaffee-yes. The Board vote was 5-yes, 0-No. Anticipated Resumption of Open Session at 6:15 PM - Public Announcements and Comment: Members of the public may address the Select Board on matters not on the meeting’s agenda for a maximum 3 -5 minutes at the Chair’s discretion. Under the Open Meeting Law, the Select Board is unable to reply but may add items presented to a future agenda. Vote on IAFF Local 3763 Agreement Regarding Training Requirements Mr. Lombardi summarized the memorandum of agreement with the IAFF Local 3763 and the Town of Brewster. It clarifies the process for new hires which will provide flexibility for training requirements. This is a side letter of agreement that would be included in the next update to the contract. Selectperson Bingham Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 www.brewster-ma.gov BoS 01-04-21 Page 2 of 5 Office of: Select Board Town Administrator moved to accept the IAFF Local 3763 Agreement regarding training requirements, Selectperson Whitney second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Chatelain-yes, Selectperson deRuyter-yes, Selectperson Bingham-yes, Chair Chaffee-yes. The Board vote was 5-yes, 0-No. Select Board Announcements and Liaison Reports The Vision Planning Committee will be before the Select Board on January 19, 2021. The Vison Planning Committee meets on the first and third Mondays of each month at 4pm. Town Administrator’s Report Mr. Lombardi recapped the most current Governor’s executive orders. This effects the capacity reduction from 40% to 25% at most business. Indoor gatherings are capped at 10 people. Outdoor gatherings are capped at 25 people. The State continues to release information on phasing for the vaccine distribution. Information has been posted on the Town’s website. The State discouraged group activities around the holidays. The Lt. Governor will be updating Town officials on January 5, 2021, and Mr. Lombardi a nticipates they will extend the standing executive order. County wide there are 3 new local facilities for Covid -19 testing. Information for those and all of the testing sites are on the Town’s website. The case load at the local hospitals is rising, and they are at or near capacity. The Town of Brewster has 219 cases with 100 in long term care facilities. That is 61 new general population cases in the past month. The peak was 21 cases in a week in mid-December. The past week, 15 new cases were reported. The Town was moved back down to the Yellow Designation, but it is expected that this coming week could see a move back to the Red Designation. The Town offices are currently closed to the public until January 10, 2021, however this may be extended depending on the States decision. The Federal Legislation passed last week includes CARES Act funding, over $850,000.00 for the Town of Brewster. The ability to use these funds has been extended. These funds are to be used in matters directly related to the pandemic. An updated budget calendar has been circulated, and the joint meetings with the Finance Committee will be pushed back about a week. Consent Agenda Meeting Minutes: December 7 & 15, 2020 Appointments: Eric Bohn, Cultural Council Authorize Chair to Sign Letter of Support for Brewster Historical Society's application to the Massachusetts Preservation Projects Fund for re-shingling the Higgins Farm Windmill Selectperson Bingham moved to approve the consent agenda as recommended by Administration, Selectperson Chatelain second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Chatelain- yes, Selectperson deRuyter-yes, Selectperson Bingham-yes, Chair Chaffee-yes. The Board vote was 5-yes, 0- No. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 www.brewster-ma.gov BoS 01-04-21 Page 3 of 5 Office of: Select Board Town Administrator Interview Candidates for Brewster School Committee & Appoint Member to Fill Vacancies – Joint Meeting with Brewster School Committee (Anticipated Start Time of 6:30PM) Brewster School Committee Chair David Telman called the meeting of the Brewster School C ommittee to order at 6:35pm. Select Board Chair Chaffee summarized the interview and voting process for the 5 candidates. Each of the 5 candidates; Marie Enochty, Rick Draper, Rheanna Hastings , Sarah Sherman and Casey Mecca, introduced themselves and gave a brief personal background and explanation of why they were interested in serving on the Brewster School Committee. Selectperson Whitney asked each of the candidates if they would consider running in the election process in May, and what their priority for the next five months would be. Ms. Enochty has been involved in Town politics since she arrived and does not rule out running for the seat. She would prioritize union negotiations and budgets. Ms. Hastings would run in May. She would prioritize strategic planning, collaboration, Covid learning strategies and finances. Ms. Mecca would run in May. Her priorities would be student a dvocation. Ms. Sherman would run for the 3 year term. She would use this temporary position to become engaged and creating as many resources for the students as possible through funding and advocacy. Mr. Draper would consider running for the committee in May. His priorities would be community outreach. Selectperson Bingham asked if the candidates had an opinion on school consolidation and if they had the time to devote to the Scho ol Committee and the meetings. Ms. Hastings would consider the community as a whole in regards to building consolidation, and will be fully committed to the position. Ms. Mecca has heard of the consolidation conversation but would need to further analyze the data on the issue and would prioritize her role on the committee. Ms. Sherman would consider the feasibility study results before making a decision, but is largely against the school consolidation. She would not like to see that space utilized for a ne w community center or COA, as she would like a better option for either. She has a flexible schedule and is able to fully commit to the committee. Mr. Draper has been following the discussion of school consolidation since the beginning. He is wary of makin g radical changes to quickly solve a problem. He would make a data drive, education based decision. Ms. Enochty has had a long history with the schools, and would base her decision on enrollment, data, need and strategic thinking. She will have no problem with the time needed to dedicate to the committee. The members of the Brewster School Committee had no further questions. For the candidates, the Select Board voted: Selectperson Chatelain – Sherman & Mecca, Selectperson deRuyter- Mecca & Enochty, Selectperson Whitney – Enochty & Mecca, Selectperson Bingham – Draper & Mecca, Chair Chaffee – Mecca & Enochty. Dave Telman – Enochty & Hastings, Katie Jacobus – Enochty & Draper, Judy Lech - Enochty & Draper. Ms. Enochty had 6 votes and Ms. Mecca had 5 votes for the 2 simple majority vote winners. Selectperson deRuyter moved to appoint Ms. Enochty and Ms. Mecca to the Brewster School Committee, Selectperson Bingham second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Chatelain-yes, Selectperson deRuyter-yes, Selectperson Bingham-yes, Chair Chaffee-yes. The Board vote was 5-yes, 0-No. Katie Jacobus – yes, Judy Lech – yes Dave Telman – yes. The Committee vote was 3-yes, 0-No. Judy Lech moved to adjourn the Brewster School Committee meeting at 7:25pm, Katie Jacobus second. A roll call vote was taken. Telman – yes, Lech – yes, Jacobus – yes. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 www.brewster-ma.gov BoS 01-04-21 Page 4 of 5 Office of: Select Board Town Administrator Brewster Ladies Library Association Update on the Library Capital Renovation Plan and Fundraising Efforts – Joan Pernice, BLLA President Joan Pernice and Cindy St. Amour joined the meeting. Ms. Pernice reviewed a slide presentation on the library’s critical needs accessed which was included in the agenda packet. Ms. St Amour reviewed that a State grant was awarded to the library in July of 2017. The plan for FY22 for final design cost would need to be approved. The funding for the project would be needed in the FY23-24 budget, which is when they anticipate the State grant would be awarded. Changes to the library’s structure due to the Covid pandemic were explained, as well as further State and Federal funding offered for support. Mr. L ombardi explained the challenge on planning for the project in the Capital Plan, given the unknown of when the State grant funding would be available. The Capital Planning Committee included the project in their budget documents. Seeking an appropriation of a little under $500,000.00 to finalize the design plan with funding being allocated (split) between Free Cash and Community Preservation funding in FY22. The construction funds, once the State grant is awarded, is estimated at $12 million dollars, $4.6 million from State, BLL association has fundraised $2 million dollars, which leaves $5.5 million dollars that the Town would have to cover, with Free Cash appropriations, appropriations from the Stabilization funds, and additional Community Preservation funds as the grant match. Selectperson Whitney asked if the CPC application has been submitted. This would be done in the fall of 2021 or spring of 2022. They are aware of the project and the intent to submit an application in the near future. A Capital Stabilization fund will be generated in the near future for the project. Discuss Select Board Feedback on Draft Town Charter Comments were provided from Selectperson Whitney and Chair Chaffee. Selectperson Whitney suggested additional clarification on the section regarding the Select Board keeping the Bylaws up to date. Chair Chaffee encouraged that the Charter Committee recall provision be modeled after the Assembly of Delegates. Clarification on Town Meeting dates should be considered, Code of Conduct section be placed in a different section, and include a Charter preamble. She would like it to be as simple, easy to read and accessible as possible. Descriptive sub-headings, suggested punctuation and grammar changes, and format considerations were included in the comments. Selectperson Bingham will submit the information back to the Charter Committee at their next meeting. Update on Nauset Regional High School Project Mr. Lombardi updated the Board on the announcement of the Regional School Committee’s decision to take a district wide vote on the project. An article in the Cape Cod Times clarified initial statements on moving forward with the Code Compliance version of the project. The Town Clerks from each of the four communities met with Nauset officials and proposed that the district wide vote be held on March 30, 2021 from 11am – 7pm. The Regional School committee will vote on this. This date allows for absentee ballot voting. Debt is assumed to not be issued for another year or so. The Town Administrators will be meeting soon and will be offering their recommendations on term of debt. The Clerks are having active discussion on the debt exclusion vote on the same date, which might mean two separate ballots will be needed. Emails Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 www.brewster-ma.gov BoS 01-04-21 Page 5 of 5 Office of: Select Board Town Administrator from citizens were read to the Board. Selectperson deRuyter inquired if the voter will need to check in twice when voting on each ballot. Both will be mailed. Mr. Lombardi will confirm with the Town Clerk. Emails from Jane Lange and Helga Dyer were read. Mr. Lombardi clarified some of the statements made in the emails. For Your Information No discussion. Matters Not Reasonably Anticipated by the Chair None. Questions from the Media None. Next Meetings: January 5, 12 and 19, 26 2021 Adjournment Selectperson Bingham moved to adjourn at 8:17pm, Selectperson Chatelain second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Chatelain-yes, Selectperson deRuyter-yes, Selectperson Bingham-yes, Chair Chaffee-yes. The Board vote was 5-yes, 0-No. Respectfully submitted, Robin Young Approved: _______________ Signed: _______________________________________ Date Selectperson Bingham, Clerk of the Board of Selectman Accompanying Documents in Packet: agenda, TA report documents, consent agenda, FYI’s, BSC applicant’s letters of interest and resumes, presentation for BLL, Charter document and response emails The Commonwealth of Massachusetts Town of Brewster To Diane Murphy We, the Selectmen of Brewster by virtue of the authority in us vested by the laws of the Commonwealth, do hereby appoint you to the Brewster Natural Resources Commission for a 1 year term expiring June 30, 2021 Given at Brewster this 19th day of January 2021  Recorded A.D.   Attest:Town Clerk   Town of Brewster Natural Resources Commission Application Form Please submit this form to the Town Administrator/Select Board Office by July 31, 2020. If you are interested in being considered for appointment to the BNRC, please complete this application and submit it to Robin Young in the Town Administrator’s office at ryoung@brewster- ma.gov. You may also include a résumé if desired. __________________________________________________________________________________ Name: Diane Murphy Email: dianecmurphy@hotmail.com Address: 95 Slough Road, Brewster, MA 02631 Phone Number: 508.274.7065 Please use as much space as you need to answer these questions. If necessary, please append your responses on additional sheets of paper. Are you a member of any of these groups or have experience in these areas? Check the boxes that apply and please add details for “Yes” responses. Group Yes No If yes, please explain Building trades Coastal property owners Education Environmental sciences yes 20 years as Fisheries & Aquaculture Specialist Hospitality industry Nature recreation Seniors Shellfish harvesters yes 20 years as Fisheries & Aquaculture Specialist Volunteer with Natural Resources/Shellfish activities Young people Other: Other: Other: Other: Do you currently participate, or have you participated in not-for-profit groups in Brewster and/or Cape Cod related to natural resource or other environmental issues? If so, which ones? No. What previous experience, if any, have you had in working on issues in Brewster? Lived in Brewster since 1999 and worked for Barnstable County/Woods Hole Sea Grant on numerous projects in Brewster with Natural Resource Department…water quality monitoring, natural resource enhancement through oyster remote set, numerous shellfish studies, including recent razor clam harvest monitoring. Describe other experiences you’ve had working in a group with diverse viewpoints that made consensus-based decisions. Have worked with all communities across Cape Cod, ranging from large community groups to individuals, worked with Wampanoag Tribe, Ameri-Corps, commercial & recreational shellfish harvesters, etc. Are you willing and able to attend monthly Brewster Natural Resources Commission meetings and take on individual tasks? Yes. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 Office of: Select Board Town Administrator MEMORANDUM TO: Select Board FROM: Susan Broderick, Assistant Town Administrator RE: Senior & Veteran Volunteer Tax Abatement Program for Calendar Year 2021 DATE: January 14, 2021 The Senior and Veteran Volunteer Real Estate Tax Abatement programs match municipal volunteer opportunities in the Town of Brewster with seniors and veterans who are able to volunteer their services in exchange for a reduction on their real estate tax bill, in the amount of $500 or $1,000. In normal operations, applications would have been due in December, with placement of eligible seniors and veterans in January and February. Residents that are accepted into the programs have until September 1st to complete the required number of hours of volunteer service for a reduction on their real estate taxes. For 2021, the required number of hours would be 74.4 for a $1,000 abatement and 37.5 hours for a $500 abatement. We have held off advertising these program in hopes that we would be able to run them this year. However, due to the increase in COVID cases, the reduction of allowed staffing in offices, and the fact that the majority of the volunteers are considered in the high risk category, we do not feel that it is prudent to operate the programs for this calendar year. Brewster Vision Planning Committee Q4 2020 Report to the Brewster Select Board Hal Minis, Chair January 19, 2021 We are up and Running! The Brewster Vision Planning Committee Our charge •Fostering outreach around the implementation of the 2018 Vision Plan •Working with Town staff and the community to develop a Local Comprehensive Plan based on Vision Plan goals. Vision Planning Committee (VPC) Members Hal Minis, Chair Kari Hoffmann, Vice Chair Andi Genser Patricia Hess Garran Peterson Fran Schofield Sue Searles Sharon Tennstedt Paul Wallace Ryan Bennett, Town Planner Ned Chatelain, Select Board Liaison Honey Pivirotto, Finance Committee Liaison Members Non-Members Got to know each member Elected Chair and Co Chair Adopted ground rules for productive meetings Reviewed scope of work with consultant team Conduct meetings on Zoom twice a month VPC Getting Organized VPC Communications and Community Engagement Strategy Next Steps Evolving plan for specific messaging actions (up- coming press releases Framework for all Communications General Plan for two-way communication Identifies communication objectives, target audiences, key messages and desired actions Identifies Communication platforms Key elements of the Strategy Task 1: Vision Plan Implementation Adopted plan for monitoring Vision Plan implementation Plan includes milestones such as semi-annual monitoring with Building Block stakeholder groups, an annual public meeting, and an annual implementation report Reviewed Select Board two-year strategic plan Forming task teams to review implementation with Building Block stakeholder groups Created staff matrix to capture implementation actions Outreach on Vision Plan Implementation Next Steps Hold initial meetings with Building Block stakeholder groups to review actions underway Finalize Implementation matrix Determine Annual Report format Task 2: Local Comprehensive Plan (LPC) Reviewed consultant’s proposed timeline Reviewed Vision Plan goals’ alignment with Regional Policy Plan goals Reviewed LCP workplan Discussed mapping needs and tools to develop land use change Discussed examples of land use change policies Local Comprehensive Plan Development Next Steps Review maps of existing conditions Discuss “Place Types” as they apply to Brewster Discuss stakeholder outreach to refine targeted action plan Questions? Brewster Vision Planning Committee Charge PURPOSE: The Vision Planning Committee (VPC) will continue to foster public outreach and communication around the implementation of the 2018 Vision Plan and work with Town staff and the community to develop a Local Comprehensive Plan (LCP) based on the Vision Plan Goals. APPROACH: The Vision Plan Goals will serve as the VPC's framework for development of the LCP for review and certification under the Cape Cod Commission's Regional Policy Plan. The Vision Planning Committee (VPC) will hold quarterly forums and other communication activities to engage and educate the public on the Vision Plan, the implementation progress of Actions identified in the Vision Plan, and the LCP development process. The VPC will also present quarterly progress updates to the Select Board on Vision Plan implementation and LCP development. The VPC will prepare a draft LCP to submit to the Commission 12 months after convening. Following Commission review and acceptance, the LCP will be presented to Town Meeting for adoption within 18 months of the VPC convening. MEMBERSHIP: The VPC will be comprised of nine (9) members appointed by the Select Board and will include two (2) Vision Advisory Group members and two (2) Planning Board members. Five (5) at large resident members will be appointed based on their knowledge of planning processes, the 8-building blocks of the Vision Plan, and the ability to objectively shepherd the LCP process. Initial appointments will be staggered, and consist of 3 three year term members, 3 two year term members, and 3 one year term members. Thereafter, the appointment terms will all be 3 years. The Select Board will appoint a liaison to the VPC as well. The VPC will be staffed by the Town Planner and consultant services, as authorized. Other Town Staff may be made available to the VPC by the Town Administrator. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 MEMORANDUM TO: Select Board FROM: Peter Lombardi, Town Administrator CC:Finance Committee RE: Review of Debt Term Options for Proposed Nauset High School Project DATE: November 1, 2019 With the Nauset Regional High School project currently set for a March 30, 2021 district-wide vote, Nauset officials once again asked for input on the term of the debt exclusion. This decision will ultimately be made by a vote of the Nauset Regional School Committee. After receiving the attached updated financial analyses, which reflect lower but still conservative interest rate assumptions ranging from 2.37-2.51%, the Town Administrators and Finance Directors came to the consensus position that a 25 year level debt term is preferred. Using the assumptions from this recent analysis, if the project debt is issued according to these terms, it will cost the average Brewster taxpayer $265/year based on the FY21 median home value of $461,500, or $6,625 over the life of the 25 year term. The project would have a $.58/1000 impact on our tax rate, based on our FY21 total assessed property valuation. Total debt service would be $127.5M, including $32.3M in interest. Compared to the 30 level debt term, our recommendation would save $7.5M in interest payments and the average Brewster resident would pay almost $400 less in total. Office of: Select Board Town Administrator Nauset Regional School District- Financing Scenario- 30 Year Bond Estimated District Share of Construction 12/3/2020 Avg TEMP.SHORT level debt BOND ANNUAL 48.0400%IMPACT IMPACT 19.4329%IMPACT IMPACT FISCAL DEBT PRINCIPAL TERM BOND INTEREST DEBT NET RESID.$100,000 NET RESID.$100,000 YEAR ISSUED OUTSTAND. INTEREST PRINCIPAL 2.370%SERVICE DEBT SVC TAX RATE HOUSE DEBT SVC TAX RATE HOUSE 2021 $0 $95,149,189 $0 $0 0 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2022 $93,345,000 1,804,189.00 2,695,346.96 $4,499,535.96 $2,161,577.08 $0.51 $50.80 $874,390.32 $0.28 $28.30 2023 $91,455,000 1,890,000.00 2,605,137.50 $4,495,137.50 $2,159,464.06 $0.51 $50.75 $873,535.58 $0.28 $28.27 2024 $89,470,000 1,985,000.00 2,510,637.50 $4,495,637.50 $2,159,704.26 $0.51 $50.76 $873,632.74 $0.28 $28.27 2025 $87,385,000 2,085,000.00 2,411,387.50 $4,496,387.50 $2,160,064.56 $0.51 $50.77 $873,778.49 $0.28 $28.28 2026 $85,195,000 2,190,000.00 2,307,137.50 $4,497,137.50 $2,160,424.86 $0.51 $50.78 $873,924.23 $0.28 $28.28 2027 $82,895,000 2,300,000.00 2,197,637.50 $4,497,637.50 $2,160,665.06 $0.51 $50.78 $874,021.40 $0.28 $28.28 2028 $80,480,000 2,415,000.00 2,082,637.50 $4,497,637.50 $2,160,665.06 $0.51 $50.78 $874,021.40 $0.28 $28.28 2029 $77,945,000 2,535,000.00 1,961,887.50 $4,496,887.50 $2,160,304.76 $0.51 $50.77 $873,875.65 $0.28 $28.28 2030 $75,285,000 2,660,000.00 1,835,137.50 $4,495,137.50 $2,159,464.06 $0.51 $50.75 $873,535.58 $0.28 $28.27 2031 $72,490,000 2,795,000.00 1,702,137.50 $4,497,137.50 $2,160,424.86 $0.51 $50.78 $873,924.23 $0.28 $28.28 2032 $69,610,000 2,880,000.00 1,618,287.50 $4,498,287.50 $2,160,977.32 $0.51 $50.79 $874,147.71 $0.28 $28.29 2033 $66,645,000 2,965,000.00 1,531,887.50 $4,496,887.50 $2,160,304.76 $0.51 $50.77 $873,875.65 $0.28 $28.28 2034 $63,590,000 3,055,000.00 1,442,937.50 $4,497,937.50 $2,160,809.18 $0.51 $50.78 $874,079.70 $0.28 $28.29 2035 $60,445,000 3,145,000.00 1,351,287.50 $4,496,287.50 $2,160,016.52 $0.51 $50.77 $873,759.05 $0.28 $28.28 2036 $57,235,000 3,210,000.00 1,284,456.26 $4,494,456.26 $2,159,136.79 $0.51 $50.75 $873,403.19 $0.28 $28.26 2037 $53,955,000 3,280,000.00 1,216,243.76 $4,496,243.76 $2,159,995.50 $0.51 $50.77 $873,750.55 $0.28 $28.28 2038 $50,605,000 3,350,000.00 1,146,543.76 $4,496,543.76 $2,160,139.62 $0.51 $50.77 $873,808.85 $0.28 $28.28 2039 $47,185,000 3,420,000.00 1,075,356.26 $4,495,356.26 $2,159,569.15 $0.51 $50.76 $873,578.09 $0.28 $28.27 2040 $43,690,000 3,495,000.00 1,002,681.26 $4,497,681.26 $2,160,686.08 $0.51 $50.78 $874,029.90 $0.28 $28.29 2041 $40,120,000 3,570,000.00 928,412.50 $4,498,412.50 $2,161,037.37 $0.51 $50.79 $874,172.00 $0.28 $28.29 2042 $36,475,000 3,645,000.00 852,550.00 $4,497,550.00 $2,160,623.02 $0.51 $50.78 $874,004.39 $0.28 $28.28 2043 $32,755,000 3,720,000.00 775,093.76 $4,495,093.76 $2,159,443.04 $0.51 $50.75 $873,527.08 $0.28 $28.27 2044 $28,955,000 3,800,000.00 696,043.76 $4,496,043.76 $2,159,899.42 $0.51 $50.76 $873,711.69 $0.28 $28.27 2045 $25,075,000 3,880,000.00 615,293.76 $4,495,293.76 $2,159,539.12 $0.51 $50.75 $873,565.94 $0.28 $28.27 2046 $21,110,000 3,965,000.00 532,843.76 $4,497,843.76 $2,160,764.14 $0.51 $50.78 $874,061.48 $0.28 $28.29 2047 $17,065,000 4,045,000.00 448,587.50 $4,493,587.50 $2,158,719.44 $0.51 $50.74 $873,234.37 $0.28 $28.26 2048 $12,930,000 4,135,000.00 362,631.26 $4,497,631.26 $2,160,662.06 $0.51 $50.78 $874,020.19 $0.28 $28.28 2049 $8,710,000 4,220,000.00 274,762.50 $4,494,762.50 $2,159,283.91 $0.51 $50.75 $873,462.70 $0.28 $28.27 2050 $4,400,000 4,310,000.00 185,087.50 $4,495,087.50 $2,159,440.04 $0.51 $50.75 $873,525.86 $0.28 $28.27 2051 $0 4,400,000.00 93,500.00 $4,493,500.00 $2,158,677.40 $0.51 $50.73 $873,217.36 $0.28 $28.26 $0.00 $95,149,189 39,743,572 $134,892,761.06 $64,802,482.41 $1,523.02 $26,213,575.36 $848.32 Interest rate subject to change based upon market rate environment Does not include short-term interest Based upon Member Towns' 2021 Assessed Valuations **Par amount of bonds will be reduced by net premium. Brewster Per 1,000 Eastham Per 1,000 Nauset Regional School District- Financing Scenario- 30 Year Bond Estimated District Share of Construction 12/3/2020 Avg TEMP.SHORT level principal BOND ANNUAL 48.0400%IMPACT IMPACT 19.4329%IMPACT IMPACT FISCAL DEBT PRINCIPAL TERM BOND INTEREST DEBT NET RESID.$100,000 NET RESID.$100,000 YEAR ISSUED OUTSTAND. INTEREST PRINCIPAL 2.490%SERVICE DEBT SVC TAX RATE HOUSE DEBT SVC TAX RATE HOUSE 2021 $0 $95,149,189 $0 $0 0 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2022 $91,970,000 3,179,189.00 2,954,521.96 $6,133,710.96 $2,946,634.75 $0.69 $69.25 $1,191,957.92 $0.39 $38.57 2023 $88,795,000 3,175,000.00 2,795,562.50 $5,970,562.50 $2,868,258.23 $0.67 $67.41 $1,160,253.44 $0.38 $37.55 2024 $85,620,000 3,175,000.00 2,636,812.50 $5,811,812.50 $2,791,994.73 $0.66 $65.62 $1,129,403.71 $0.37 $36.55 2025 $82,445,000 3,175,000.00 2,478,062.50 $5,653,062.50 $2,715,731.23 $0.64 $63.83 $1,098,553.98 $0.36 $35.55 2026 $79,270,000 3,175,000.00 2,319,312.50 $5,494,312.50 $2,639,467.73 $0.62 $62.03 $1,067,704.25 $0.35 $34.55 2027 $76,095,000 3,175,000.00 2,160,562.50 $5,335,562.50 $2,563,204.23 $0.60 $60.24 $1,036,854.53 $0.34 $33.55 2028 $72,920,000 3,175,000.00 2,001,812.50 $5,176,812.50 $2,486,940.73 $0.58 $58.45 $1,006,004.80 $0.33 $32.56 2029 $69,745,000 3,175,000.00 1,843,062.50 $5,018,062.50 $2,410,677.23 $0.57 $56.66 $975,155.07 $0.32 $31.56 2030 $66,570,000 3,175,000.00 1,684,312.50 $4,859,312.50 $2,334,413.73 $0.55 $54.86 $944,305.34 $0.31 $30.56 2031 $63,400,000 3,170,000.00 1,525,562.50 $4,695,562.50 $2,255,748.23 $0.53 $53.02 $912,483.97 $0.30 $29.53 2032 $60,230,000 3,170,000.00 1,430,462.50 $4,600,462.50 $2,210,062.19 $0.52 $51.94 $894,003.28 $0.29 $28.93 2033 $57,060,000 3,170,000.00 1,335,362.50 $4,505,362.50 $2,164,376.15 $0.51 $50.87 $875,522.59 $0.28 $28.33 2034 $53,890,000 3,170,000.00 1,240,262.50 $4,410,262.50 $2,118,690.11 $0.50 $49.79 $857,041.90 $0.28 $27.74 2035 $50,720,000 3,170,000.00 1,145,162.50 $4,315,162.50 $2,073,004.07 $0.49 $48.72 $838,561.21 $0.27 $27.14 2036 $47,550,000 3,170,000.00 1,077,800.00 $4,247,800.00 $2,040,643.12 $0.48 $47.96 $825,470.73 $0.27 $26.71 2037 $44,380,000 3,170,000.00 1,010,437.50 $4,180,437.50 $2,008,282.18 $0.47 $47.20 $812,380.24 $0.26 $26.29 2038 $41,210,000 3,170,000.00 943,075.00 $4,113,075.00 $1,975,921.23 $0.46 $46.44 $799,289.75 $0.26 $25.87 2039 $38,040,000 3,170,000.00 875,712.50 $4,045,712.50 $1,943,560.29 $0.46 $45.68 $786,199.26 $0.25 $25.44 2040 $34,870,000 3,170,000.00 808,350.00 $3,978,350.00 $1,911,199.34 $0.45 $44.92 $773,108.78 $0.25 $25.02 2041 $31,700,000 3,170,000.00 740,987.50 $3,910,987.50 $1,878,838.40 $0.44 $44.16 $760,018.29 $0.25 $24.60 2042 $28,530,000 3,170,000.00 673,625.00 $3,843,625.00 $1,846,477.45 $0.43 $43.40 $746,927.80 $0.24 $24.17 2043 $25,360,000 3,170,000.00 606,262.50 $3,776,262.50 $1,814,116.51 $0.43 $42.64 $733,837.32 $0.24 $23.75 2044 $22,190,000 3,170,000.00 538,900.00 $3,708,900.00 $1,781,755.56 $0.42 $41.88 $720,746.83 $0.23 $23.32 2045 $19,020,000 3,170,000.00 471,537.50 $3,641,537.50 $1,749,394.62 $0.41 $41.12 $707,656.34 $0.23 $22.90 2046 $15,850,000 3,170,000.00 404,175.00 $3,574,175.00 $1,717,033.67 $0.40 $40.35 $694,565.85 $0.22 $22.48 2047 $12,680,000 3,170,000.00 336,812.50 $3,506,812.50 $1,684,672.73 $0.40 $39.59 $681,475.37 $0.22 $22.05 2048 $9,510,000 3,170,000.00 269,450.00 $3,439,450.00 $1,652,311.78 $0.39 $38.83 $668,384.88 $0.22 $21.63 2049 $6,340,000 3,170,000.00 202,087.50 $3,372,087.50 $1,619,950.84 $0.38 $38.07 $655,294.39 $0.21 $21.21 2050 $3,170,000 3,170,000.00 134,725.00 $3,304,725.00 $1,587,589.89 $0.37 $37.31 $642,203.90 $0.21 $20.78 2051 $0 3,170,000.00 67,362.50 $3,237,362.50 $1,555,228.95 $0.37 $36.55 $629,113.42 $0.20 $20.36 $0.00 $95,149,189 36,712,134 $131,861,323.46 $63,346,179.79 $1,488.80 $25,624,479.13 $829.26 Interest rate subject to change based upon market rate environment Does not include short-term interest Based upon Member Towns' 2021 Assessed Valuations **Par amount of bonds will be reduced by net premium. Brewster Per 1,000 Eastham Per 1,000 Nauset Regional School District- Financing Scenario- 25 Year Bond Estimated District Share of Construction 12/3/2020 Avg TEMP.SHORT level debt BOND ANNUAL 48.0400%IMPACT IMPACT 19.4329%IMPACT IMPACT FISCAL DEBT PRINCIPAL TERM BOND INTEREST DEBT NET RESID.$100,000 NET RESID.$100,000 YEAR ISSUED OUTSTAND. INTEREST PRINCIPAL 2.340%SERVICE DEBT SVC TAX RATE HOUSE DEBT SVC TAX RATE HOUSE 2021 $0 $95,149,189 $0 $0 0 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2022 $92,775,000 2,374,189.00 2,728,609.46 $5,102,798.46 $2,451,384.38 $0.58 $57.61 $991,621.72 $0.32 $32.09 2023 $90,285,000 2,490,000.00 2,609,900.00 $5,099,900.00 $2,449,991.96 $0.58 $57.58 $991,058.47 $0.32 $32.07 2024 $87,670,000 2,615,000.00 2,485,400.00 $5,100,400.00 $2,450,232.16 $0.58 $57.59 $991,155.63 $0.32 $32.08 2025 $84,925,000 2,745,000.00 2,354,650.00 $5,099,650.00 $2,449,871.86 $0.58 $57.58 $991,009.88 $0.32 $32.07 2026 $82,045,000 2,880,000.00 2,217,400.00 $5,097,400.00 $2,448,790.96 $0.58 $57.55 $990,572.64 $0.32 $32.06 2027 $79,020,000 3,025,000.00 2,073,400.00 $5,098,400.00 $2,449,271.36 $0.58 $57.56 $990,766.97 $0.32 $32.06 2028 $75,845,000 3,175,000.00 1,922,150.00 $5,097,150.00 $2,448,670.86 $0.58 $57.55 $990,524.06 $0.32 $32.06 2029 $72,510,000 3,335,000.00 1,763,400.00 $5,098,400.00 $2,449,271.36 $0.58 $57.56 $990,766.97 $0.32 $32.06 2030 $69,010,000 3,500,000.00 1,596,650.00 $5,096,650.00 $2,448,430.66 $0.58 $57.54 $990,426.90 $0.32 $32.05 2031 $65,405,000 3,605,000.00 1,491,650.00 $5,096,650.00 $2,448,430.66 $0.58 $57.54 $990,426.90 $0.32 $32.05 2032 $61,690,000 3,715,000.00 1,383,500.00 $5,098,500.00 $2,449,319.40 $0.58 $57.57 $990,786.41 $0.32 $32.06 2033 $57,865,000 3,825,000.00 1,272,050.00 $5,097,050.00 $2,448,622.82 $0.58 $57.55 $990,504.63 $0.32 $32.05 2034 $53,925,000 3,940,000.00 1,157,300.00 $5,097,300.00 $2,448,742.92 $0.58 $57.55 $990,553.21 $0.32 $32.06 2035 $49,905,000 4,020,000.00 1,078,500.00 $5,098,500.00 $2,449,319.40 $0.58 $57.57 $990,786.41 $0.32 $32.06 2036 $45,805,000 4,100,000.00 998,100.00 $5,098,100.00 $2,449,127.24 $0.58 $57.56 $990,708.67 $0.32 $32.06 2037 $41,620,000 4,185,000.00 916,100.00 $5,101,100.00 $2,450,568.44 $0.58 $57.59 $991,291.66 $0.32 $32.08 2038 $37,355,000 4,265,000.00 832,400.00 $5,097,400.00 $2,448,790.96 $0.58 $57.55 $990,572.64 $0.32 $32.06 2039 $33,005,000 4,350,000.00 747,100.00 $5,097,100.00 $2,448,646.84 $0.58 $57.55 $990,514.35 $0.32 $32.05 2040 $28,565,000 4,440,000.00 660,100.00 $5,100,100.00 $2,450,088.04 $0.58 $57.58 $991,097.33 $0.32 $32.07 2041 $24,035,000 4,530,000.00 571,300.00 $5,101,300.00 $2,450,664.52 $0.58 $57.60 $991,330.53 $0.32 $32.08 2042 $19,415,000 4,620,000.00 480,700.00 $5,100,700.00 $2,450,376.28 $0.58 $57.59 $991,213.93 $0.32 $32.08 2043 $14,705,000 4,710,000.00 388,300.00 $5,098,300.00 $2,449,223.32 $0.58 $57.56 $990,747.54 $0.32 $32.06 2044 $9,900,000 4,805,000.00 294,100.00 $5,099,100.00 $2,449,607.64 $0.58 $57.57 $990,903.00 $0.32 $32.07 2045 $5,000,000 4,900,000.00 198,000.00 $5,098,000.00 $2,449,079.20 $0.58 $57.56 $990,689.24 $0.32 $32.06 2046 $0 5,000,000.00 100,000.00 $5,100,000.00 $2,450,040.00 $0.58 $57.58 $991,077.90 $0.32 $32.07 2047 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2048 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2049 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2050 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2051 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $95,149,189 32,320,759 $127,469,948.46 $61,236,563.24 $1,439.22 $24,771,107.61 $801.64 Interest rate subject to change based upon market rate environment Does not include short-term interest Based upon Member Towns' 2021 Assessed Valuations **Par amount of bonds will be reduced by net premium. Brewster Per 1,000 Eastham Per 1,000 Nauset Regional School District- Financing Scenario- 25 Year Bond Estimated District Share of Construction 12/3/2020 Avg TEMP.SHORT level principal BOND ANNUAL 48.0400%IMPACT IMPACT 19.4329%IMPACT IMPACT FISCAL DEBT PRINCIPAL TERM BOND INTEREST DEBT NET RESID.$100,000 NET RESID.$100,000 YEAR ISSUED OUTSTAND. INTEREST PRINCIPAL 2.460%SERVICE DEBT SVC TAX RATE HOUSE DEBT SVC TAX RATE HOUSE 2021 $0 $95,149,189 $0 $0 0 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2022 $91,335,000 3,814,189.00 2,969,109.46 $6,783,298.46 $3,258,696.58 $0.77 $76.59 $1,318,191.61 $0.43 $42.66 2023 $87,525,000 3,810,000.00 2,778,400.00 $6,588,400.00 $3,165,067.36 $0.74 $74.39 $1,280,317.18 $0.41 $41.43 2024 $83,715,000 3,810,000.00 2,587,900.00 $6,397,900.00 $3,073,551.16 $0.72 $72.24 $1,243,297.51 $0.40 $40.24 2025 $79,905,000 3,810,000.00 2,397,400.00 $6,207,400.00 $2,982,034.96 $0.70 $70.09 $1,206,277.83 $0.39 $39.04 2026 $76,100,000 3,805,000.00 2,206,900.00 $6,011,900.00 $2,888,116.76 $0.68 $67.88 $1,168,286.52 $0.38 $37.81 2027 $72,295,000 3,805,000.00 2,016,650.00 $5,821,650.00 $2,796,720.66 $0.66 $65.73 $1,131,315.42 $0.37 $36.61 2028 $68,490,000 3,805,000.00 1,826,400.00 $5,631,400.00 $2,705,324.56 $0.64 $63.58 $1,094,344.33 $0.35 $35.41 2029 $64,685,000 3,805,000.00 1,636,150.00 $5,441,150.00 $2,613,928.46 $0.61 $61.43 $1,057,373.24 $0.34 $34.22 2030 $60,880,000 3,805,000.00 1,445,900.00 $5,250,900.00 $2,522,532.36 $0.59 $59.29 $1,020,402.15 $0.33 $33.02 2031 $57,075,000 3,805,000.00 1,331,750.00 $5,136,750.00 $2,467,694.70 $0.58 $58.00 $998,219.49 $0.32 $32.30 2032 $53,270,000 3,805,000.00 1,217,600.00 $5,022,600.00 $2,412,857.04 $0.57 $56.71 $976,036.84 $0.32 $31.59 2033 $49,465,000 3,805,000.00 1,103,450.00 $4,908,450.00 $2,358,019.38 $0.55 $55.42 $953,854.18 $0.31 $30.87 2034 $45,660,000 3,805,000.00 989,300.00 $4,794,300.00 $2,303,181.72 $0.54 $54.13 $931,671.52 $0.30 $30.15 2035 $41,855,000 3,805,000.00 913,200.00 $4,718,200.00 $2,266,623.28 $0.53 $53.27 $916,883.09 $0.30 $29.67 2036 $38,050,000 3,805,000.00 837,100.00 $4,642,100.00 $2,230,064.84 $0.52 $52.41 $902,094.65 $0.29 $29.19 2037 $34,245,000 3,805,000.00 761,000.00 $4,566,000.00 $2,193,506.40 $0.52 $51.55 $887,306.21 $0.29 $28.71 2038 $30,440,000 3,805,000.00 684,900.00 $4,489,900.00 $2,156,947.96 $0.51 $50.69 $872,517.78 $0.28 $28.24 2039 $26,635,000 3,805,000.00 608,800.00 $4,413,800.00 $2,120,389.52 $0.50 $49.83 $857,729.34 $0.28 $27.76 2040 $22,830,000 3,805,000.00 532,700.00 $4,337,700.00 $2,083,831.08 $0.49 $48.98 $842,940.90 $0.27 $27.28 2041 $19,025,000 3,805,000.00 456,600.00 $4,261,600.00 $2,047,272.64 $0.48 $48.12 $828,152.47 $0.27 $26.80 2042 $15,220,000 3,805,000.00 380,500.00 $4,185,500.00 $2,010,714.20 $0.47 $47.26 $813,364.03 $0.26 $26.32 2043 $11,415,000 3,805,000.00 304,400.00 $4,109,400.00 $1,974,155.76 $0.46 $46.40 $798,575.59 $0.26 $25.84 2044 $7,610,000 3,805,000.00 228,300.00 $4,033,300.00 $1,937,597.32 $0.46 $45.54 $783,787.16 $0.25 $25.36 2045 $3,805,000 3,805,000.00 152,200.00 $3,957,200.00 $1,901,038.88 $0.45 $44.68 $768,998.72 $0.25 $24.89 2046 $0 3,805,000.00 76,100.00 $3,881,100.00 $1,864,480.44 $0.44 $43.82 $754,210.28 $0.24 $24.41 2047 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2048 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2049 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2050 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2051 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $95,149,189 30,442,709 $125,591,898.46 $60,334,348.02 $1,418.01 $24,406,148.04 $789.83 Interest rate subject to change based upon market rate environment Does not include short-term interest Based upon Member Towns' 2021 Assessed Valuations **Par amount of bonds will be reduced by net premium. Brewster Per 1,000 Eastham Per 1,000 Nauset Regional School District- Financing Scenario- 20 Year Bond Estimated District Share of Construction 12/3/2020 Avg TEMP.SHORT level debt BOND ANNUAL 48.0400%IMPACT IMPACT 19.4329%IMPACT IMPACT FISCAL DEBT PRINCIPAL TERM BOND INTEREST DEBT NET RESID.$100,000 NET RESID.$100,000 YEAR ISSUED OUTSTAND. INTEREST PRINCIPAL 2.400%SERVICE DEBT SVC TAX RATE HOUSE DEBT SVC TAX RATE HOUSE 2021 $0 $95,149,189 $0 $0 0 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2022 $91,905,000 3,244,189.00 2,831,309.46 $6,075,498.46 $2,918,669.46 $0.69 $68.60 $1,180,645.54 $0.38 $38.21 2023 $88,505,000 3,400,000.00 2,669,100.00 $6,069,100.00 $2,915,595.64 $0.69 $68.52 $1,179,402.13 $0.38 $38.17 2024 $84,930,000 3,575,000.00 2,499,100.00 $6,074,100.00 $2,917,997.64 $0.69 $68.58 $1,180,373.78 $0.38 $38.20 2025 $81,180,000 3,750,000.00 2,320,350.00 $6,070,350.00 $2,916,196.14 $0.69 $68.54 $1,179,645.05 $0.38 $38.18 2026 $77,240,000 3,940,000.00 2,132,850.00 $6,072,850.00 $2,917,397.14 $0.69 $68.57 $1,180,130.87 $0.38 $38.19 2027 $73,105,000 4,135,000.00 1,935,850.00 $6,070,850.00 $2,916,436.34 $0.69 $68.54 $1,179,742.21 $0.38 $38.18 2028 $68,765,000 4,340,000.00 1,729,100.00 $6,069,100.00 $2,915,595.64 $0.69 $68.52 $1,179,402.13 $0.38 $38.17 2029 $64,205,000 4,560,000.00 1,512,100.00 $6,072,100.00 $2,917,036.84 $0.69 $68.56 $1,179,985.12 $0.38 $38.19 2030 $59,420,000 4,785,000.00 1,284,100.00 $6,069,100.00 $2,915,595.64 $0.69 $68.52 $1,179,402.13 $0.38 $38.17 2031 $54,535,000 4,885,000.00 1,188,400.00 $6,073,400.00 $2,917,661.36 $0.69 $68.57 $1,180,237.75 $0.38 $38.19 2032 $49,555,000 4,980,000.00 1,090,700.00 $6,070,700.00 $2,916,364.28 $0.69 $68.54 $1,179,713.06 $0.38 $38.18 2033 $44,475,000 5,080,000.00 991,100.00 $6,071,100.00 $2,916,556.44 $0.69 $68.55 $1,179,790.79 $0.38 $38.18 2034 $39,295,000 5,180,000.00 889,500.00 $6,069,500.00 $2,915,787.80 $0.69 $68.53 $1,179,479.87 $0.38 $38.17 2035 $34,010,000 5,285,000.00 785,900.00 $6,070,900.00 $2,916,460.36 $0.69 $68.54 $1,179,751.93 $0.38 $38.18 2036 $28,620,000 5,390,000.00 680,200.00 $6,070,200.00 $2,916,124.08 $0.69 $68.54 $1,179,615.90 $0.38 $38.17 2037 $23,120,000 5,500,000.00 572,400.00 $6,072,400.00 $2,917,180.96 $0.69 $68.56 $1,180,043.42 $0.38 $38.19 2038 $17,510,000 5,610,000.00 462,400.00 $6,072,400.00 $2,917,180.96 $0.69 $68.56 $1,180,043.42 $0.38 $38.19 2039 $11,790,000 5,720,000.00 350,200.00 $6,070,200.00 $2,916,124.08 $0.69 $68.54 $1,179,615.90 $0.38 $38.17 2040 $5,955,000 5,835,000.00 235,800.00 $6,070,800.00 $2,916,412.32 $0.69 $68.54 $1,179,732.49 $0.38 $38.18 2041 $0 5,955,000.00 119,100.00 $6,074,100.00 $2,917,997.64 $0.69 $68.58 $1,180,373.78 $0.38 $38.20 2042 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2043 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2044 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2045 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2046 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2047 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2048 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2049 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2050 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2051 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $95,149,189 26,279,559 $121,428,748.46 $58,334,370.76 $1,371.01 $23,597,127.26 $763.65 Interest rate subject to change based upon market rate environment Does not include short-term interest Based upon Member Towns' 2021 Assessed Valuations **Par amount of bonds will be reduced by net premium. Brewster Per 1,000 Eastham Per 1,000 Nauset Regional School District- Financing Scenario- 20 Year Bond Estimated District Share of Construction 12/3/2020 Avg TEMP.SHORT level principal BOND ANNUAL 48.0400%IMPACT IMPACT 19.4329%IMPACT IMPACT FISCAL DEBT PRINCIPAL TERM BOND INTEREST DEBT NET RESID.$100,000 NET RESID.$100,000 YEAR ISSUED OUTSTAND. INTEREST PRINCIPAL 2.510%SERVICE DEBT SVC TAX RATE HOUSE DEBT SVC TAX RATE HOUSE 2021 $0 $95,149,189 $0 $0 0 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2022 $90,385,000 4,764,189.00 3,045,509.46 $7,809,698.46 $3,751,779.14 $0.88 $88.18 $1,517,650.89 $0.49 $49.11 2023 $85,625,000 4,760,000.00 2,807,300.00 $7,567,300.00 $3,635,330.92 $0.85 $85.44 $1,470,545.84 $0.48 $47.59 2024 $80,865,000 4,760,000.00 2,569,300.00 $7,329,300.00 $3,520,995.72 $0.83 $82.75 $1,424,295.54 $0.46 $46.09 2025 $76,105,000 4,760,000.00 2,331,300.00 $7,091,300.00 $3,406,660.52 $0.80 $80.07 $1,378,045.24 $0.45 $44.60 2026 $71,345,000 4,760,000.00 2,093,300.00 $6,853,300.00 $3,292,325.32 $0.77 $77.38 $1,331,794.94 $0.43 $43.10 2027 $66,585,000 4,760,000.00 1,855,300.00 $6,615,300.00 $3,177,990.12 $0.75 $74.69 $1,285,544.63 $0.42 $41.60 2028 $61,825,000 4,760,000.00 1,617,300.00 $6,377,300.00 $3,063,654.92 $0.72 $72.00 $1,239,294.33 $0.40 $40.11 2029 $57,065,000 4,760,000.00 1,379,300.00 $6,139,300.00 $2,949,319.72 $0.69 $69.32 $1,193,044.03 $0.39 $38.61 2030 $52,305,000 4,760,000.00 1,141,300.00 $5,901,300.00 $2,834,984.52 $0.67 $66.63 $1,146,793.73 $0.37 $37.11 2031 $47,550,000 4,755,000.00 1,046,100.00 $5,801,100.00 $2,786,848.44 $0.65 $65.50 $1,127,321.96 $0.36 $36.48 2032 $42,795,000 4,755,000.00 951,000.00 $5,706,000.00 $2,741,162.40 $0.64 $64.42 $1,108,841.27 $0.36 $35.88 2033 $38,040,000 4,755,000.00 855,900.00 $5,610,900.00 $2,695,476.36 $0.63 $63.35 $1,090,360.59 $0.35 $35.29 2034 $33,285,000 4,755,000.00 760,800.00 $5,515,800.00 $2,649,790.32 $0.62 $62.28 $1,071,879.90 $0.35 $34.69 2035 $28,530,000 4,755,000.00 665,700.00 $5,420,700.00 $2,604,104.28 $0.61 $61.20 $1,053,399.21 $0.34 $34.09 2036 $23,775,000 4,755,000.00 570,600.00 $5,325,600.00 $2,558,418.24 $0.60 $60.13 $1,034,918.52 $0.33 $33.49 2037 $19,020,000 4,755,000.00 475,500.00 $5,230,500.00 $2,512,732.20 $0.59 $59.06 $1,016,437.83 $0.33 $32.89 2038 $14,265,000 4,755,000.00 380,400.00 $5,135,400.00 $2,467,046.16 $0.58 $57.98 $997,957.15 $0.32 $32.30 2039 $9,510,000 4,755,000.00 285,300.00 $5,040,300.00 $2,421,360.12 $0.57 $56.91 $979,476.46 $0.32 $31.70 2040 $4,755,000 4,755,000.00 190,200.00 $4,945,200.00 $2,375,674.08 $0.56 $55.83 $960,995.77 $0.31 $31.10 2041 $0 4,755,000.00 95,100.00 $4,850,100.00 $2,329,988.04 $0.55 $54.76 $942,515.08 $0.31 $30.50 2042 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2043 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2044 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2045 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2046 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2047 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2048 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2049 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2050 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2051 $0 --$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $95,149,189 25,116,509 $120,265,698.46 $57,775,641.54 $1,357.88 $23,371,112.92 $756.33 Interest rate subject to change based upon market rate environment Does not include short-term interest Based upon Member Towns' 2021 Assessed Valuations **Par amount of bonds will be reduced by net premium. Brewster Per 1,000 Eastham Per 1,000 FYI ITEMS (MAIL) January 19, 2021 1. Notice of Hearing – Cape Cod Commission 2. Brewster Housing Coordinator Update December 2020 3. Nauset Together We Can Human Services Quarter 1 and 2 Grant Update 4. Alzheimer’s Family Support Center Human Services Quarter 1 and 2 Grant Update 5. Family Pantry of Cape Cod Human Services Quarter 1 and 2 Grant Update 6. Gosnold Human Services Quarter 1 and 2 Grant Update 7. MA DEP Notice to Abutters – Conservation Commission 8. MA DEP Notice to Abutters – Conservation Commission 9. Notice to Abutters - Harwich Planning Board 10. Nauset Youth Alliance Human Services Quarter 1 and 2 Grant Update 11. Letter of Support for Millstone Road Project – Christopher Ellis 12. SHINE program update 13. Millstone Road Watershed Study POSTED: To view the posting date/time, please visit the Cape Cod Commission’s Office posting location at www.capecodcommission.org/meetingnotices NOTICE- VIRTUAL HEARING CAPE COD COMMISSION Tuesday, January 19, 2021 1:00 PM The Cape Cod Commission will hold a public hearing Tuesday, January 19, 2021 at 1:00 p.m. to consider: draft amendments to the 2018 Regional Policy Plan (RPP) and to the RPP Technical Guidance related to climate change mitigation, prepared by the Commission; as well as a citizens’ petition proposing to amend the 2018 RPP entitled “Petition to Focus the Cape Cod Regional Policy Plan on Addressing Climate Change” (“citizens’ petition”), submitted pursuant to Chapter C of the Code of Cape Cod Commission Regulations of General Application, as amended. At this hearing, the Commission will hear testimony and may vote and decide on the above-referenced amendments and citizens’ petition. Pursuant to Governor Baker’s Executive Order Suspending Certain Provisions of the Open Meeting law dated March 12, 2020, the Cape Cod Commission will hold this hearing by virtual means, with all members of the Commission participating remotely. The virtual hearing may be accessed in one of two ways: Member of the public can access the hearing by going to www.capecodcommission.org/ccc and clicking on “Join Virtual Meeting”; or by Calling (929) 205- 6099 and entering meeting ID 968 0382 0087 Anyone wishing to testify orally will be welcome to do so. Written comments may also be submitted prior to the hearing by electronic mail to regulatory@capecodcommission.org. The relevant documents are available for review at http://www.capecodcommission.org/meetingnotices. Reasonable accommodations for people with disabilities are available upon request. Please contact the Cape Cod Commission at (508)362-3828 at least 24 hours in advance of the meeting; for Telecommunications Relay Services (TRS) dial 711. Caso estas informações sejam necessárias em outro idioma, por favor, contate o Coordenador de Título VI pelo telefone (508)744-1299 or Para serviços de retransmissão de telecomunicações, disque 711. Brewster Housing Coordinator Update December 2020 Jill Scalise Ongoing Activities/ Projects 1.Community Outreach and Education (Housing Production Plan (HPP) Strategy #13) Responded to email, phone and in person requests for information and assistance, 64 total requests for housing information (39) or assistance (25). Available at Town Hall Thursdays from 10AM- noon. 2.Millstone Parcel (Select Board Strategic Plan Goal H-3, HPP Strategy #15) The Watershed Study initial draft was completed by Bohler Engineering. Task group met with Bohler. With Donna Kalinick, Zoom with Laura Shufelt, Mass Housing Partnership (MHP), about the process for writing Millstone Request for Proposal (RFP) and MHP guidance. 3.Brewster Affordable Housing Trust Fund (BAHT) (HPP Strategy #7) Continued work on Millstone property, Rental Assistance Program and SHI. Information throughout update. 4.Brewster Rental Assistance Program (B-RAP) (Strategic Plan H-2) with COVID emergency assistance Received 1st B-RAP quarterly update from HAC. One Household assisted for $6,000. Apps in process.  B-RAP grant application for $150,000 deemed complete & eligible by CPC, referred to BHP for review. 5.Brewster COVID -19 Fund  Sent outreach mailing. Applications received. Continued interviews and follow-up. 1st funding approved. 6.Brewster Housing Partnership (BHP) (HPP Strategy #16) Updated webpage with BHP Charge. Followed up with information for Eastward Company’s potential 40B and on BHP plan for a Local Preference and Fair Housing educational forum. With Donna Kalinick, met with MHP who will lead forum on March 25th at 6PM for BHP, Select Board, CPC & BAHT. 7.Subsidized Housing Inventory (SHI) (HPP Strategy #10) Received numerous requests and provided information regarding refinance procedures for SHI homes. Follow-up with SHI homeowner & Select Board on specific home concern. Continued wait on legal processes with preservation of several uninhabited SHI properties. 8.Redevelop Existing Properties for Affordable Housing (HPP Strategy #6) Elevation Financial purchased 873 Harwich Rd. for renovation as 55+ rental housing. Joint meeting (incl. Administration & Building Dept.) with Elevation for next steps and placing affordable units on SHI. 9.Comprehensive Permit Projects (HPP Strategy #14) Brewster Woods (30 affordable rental units): Donna Kalinick, overseeing MassWorks grant, sent recorded call to abutters prior to site work beginning in December. Bi-weekly construction meetings. Ongoing communication with abutters and follow-up about concerns Habitat for Humanity- COs completed. Paul Hush Way virtual dedication of the final 7 homes held December 30th. With Peter Lombardi & Mary Chaffee, participated in this meaningful event. 10. Collaboration (HPP Strategy #9) Spoke with representatives from several different towns, CDP and HAC about housing efforts. Participated in MA Making the Case for Affordable Housing Zoom meeting and MHP Trainings on Housing Trusts & CPCs as well as Affordable Housing Financing. New Projects/ Upcoming Activities. Brewster Community Housing Video Update with Donna Kalinick. Link: https://vimeo.com/490947582 Site work and infrastructure for Brewster Woods affordable rental housing began in December. Elevation Financial Company closed on the purchase of 873 Harwich Road, former Wingate property. o Plan to begin leasing in 2021, information list for age 55+ rental housing at www.SerenityBrewster.com Habitat for Humanity- upcoming Staff Review for potential 40B, two affordable homes Red Top Rd. Local Preference & Fair Housing Virtual Educational Forum with MHP scheduled for 6PM March 25th. Personnel Worked with: Assessor, Building, CPC, Health, Housing Partnership, Housing Trust, Planning, Select Board, and Town Administration. Participated in Comp & Class Survey interview. Archived: Friday, January 15, 2021 12:44:00 PM From: Erica O'Reilly Se nt: Tue, 5 Jan 2021 10:09:34 To: Robin Young Subject: 1&2Q Nauset Together We Can grant Se nsitivity: Normal Attachments: 2Q21 Brewster NTWC inv.pdf; Hi Robin, I am attaching the 1&2Q invoice for Nauset Together We Can's FY21 Human Services Grant. As we have not opened for the school year yet, I don't have any numbers to report. We have fixed costs that we are using our grant money to cover, but we don't anticipate using all of our grant money this year. I will adjust the 3&4Q invoice down so that only Brewster's share of our actual costs are billed to you in this grant cycle. Please let me know if you have any questions. Thanks, Erica Erica O'Reilly Treasurer Nauset Together We Can 862.206.0304 TOWN OF BREWSTER Lisa Perkins, Chairperson Brewster Health and Human Services Committee 2198 Main Street Brewster, MA 02631 ______________________________________________________ INVOICE FOR SERVICES: 7/1/2020-12/31/2020 FY21 GRANT AMOUNT DUE $500.00 $250.00 ACTIVITY SHEET Q1 & Q2 Q1 & Q2 FY21 BREAKDOWN OF SERVICES PROVIDED INQUIRIES 47 47 MAILINGS 36 36 COMPLAINTS 7 7 CONSUMER SAVINGS FY21: $5220.00 CLOSINGS 15 15 TOTAL UNITS OF SERVICE 105 105 VOLUNTEER STAFF SUPPLY TOTALS TIME TIME Q1 & Q2 $2,688.00 $336.00 $336.00 $3,360.00 FY21 $2,688.00 $336.00 $336.00 $3,360.00 Marie C. Clougher, Esq. Executive Director BREWSTER HUMAN SERVICES FY21SEMI-ANNUAL REPORTING (1st HALF) AFSC services moved to a virtual format as of March 13, 2020. Hours of service reflect the shift. Services offered during period: Virtual Groups, Caregiver 12 groups @ $75 per group = $900 Virtual Groups, PWD 12 groups @ $75 per group = $900 Consultation/Phone Support 100 hrs @ $50 per hour = $5000 Phone Support 140 hours @ $30 per hour = $4200 Outreach 21 hours @ $35 per hour =$735 Savvy Caregiver 12 hours @ $50 per hour =$600 Free Conference =$1000 Social Events for PWD 15 hours @ $25 per hour =$375 # OF BREWSTER CLIENTS SERVED: 173 COST OF SERVICE: $13,710 BREWSTER HS GRANT FY21 SEMI-ANNUAL AMOUNT: $5000 Alzheimer’s Family Support Center Until there’s a cure, there’s community. 2095 Main Street Brewster, MA 02631 (508) 896-5170 www.alzheimerscapecod.org Nauset Youth Alliance 384 Underpass Road P.O. Box 541 Brewster, MA 02631 Phone: 508-896-7900 Fax: 508-896-7906 drost@nausetyouthalliance.org www.nausetyouthalliance.org Due to the COVID-19 pandemic, Nauset Youth Alliance did not operate in the summer of 2020. We took all the steps necessary to reopen including purchasing PPE and readying staffing according to revised Early Education and Care guidelines. Despite our best efforts, only 21 students registered. This would have led to a deficit for the summer of just under $21,000. Our Board of Directors made the decision that we needed to direct our limited resources to the afterschool program , which historically serves more families. We were able to place five of our summer staff members with eight students (three families had two children) as au pairs. Families and staff negotiated their own rates with payment made directly by the families. For the 2020-21 school year (through Dec. 8), NYA has served 42 families representing 48 children from the Town of Brewster. This represents a 54% decrease in families and 56% decrease in students enrolled. A number of reasons explain this pandemic-inspired decrease. These include 20% of Eddy students and 15% of Stony students learning remotely; families with older students in hybrid learning models available to provide care for younger siblings; parents working from home; parents unemployed; and parents not wanting their child to wear a mask for ten plus hours a day. An area we did see an increase was the number of students attending on vouchers. At this time last year, 22.7% of students attending received vouchers. This year the percentage is 31.3%. This is consistent with reports that hourly workers are unable to work from home. To date, the cost of discounting voucher families per the state reimbursement formula is $1,037. An additional $1,494 of assistance has been provided to families. We are projecting a $78,000 budget deficit this year which is inclusive of the Town of Brewster grant. The Board made the decision to reopen the afterschool program because our mission is to support the working families of Brewster. Our hope is that when things return to a “new normal” in the 2021-22 school year, our enrollment will return to previous years’ levels. Respectfully submitted, David M. Rost Executive Director Nauset Youth Alliance January 6, 2021 Town of Brewster Select Board c/o Peter Lombardi 2198 Main Street Brewster, MA 02631 Dear Town of Brewster Select Board, I hope this letter finds you well and that your 2021 is off to a great start. I am sending you this letter to express my support for the upcoming planned Millstone Road Project. I have lived in Brewster for the past 6 years, just off of Millstone Road, and have always been excited at the prospect of a sidewalk to be included on Millstone (as have been my in-laws, who were residents of the town for 30+ years). I have noticed some individuals on social media who are in opposition of the project (it seems like many because they will lose a small amount of their front yards), but I wanted to let you know that there are many residents like my family who are very much in favor of this project. As a parent of two young, active boys, we are always looking to get out and explore, and get fresh air. We love being able to walk to Nickerson, Route 6A and the Brewster beaches. We take runs, walks and bike rides. The most treacherous part of our trips has always been the strip on Millstone. Having this plan in place will be wonderful for the entire community to get out and safely travel on and around Millstone Road. It will serve to make a beautiful town even more appealing. And overall, we feel that it will go a long way to enhancing the sense of community in the Town of Brewster. We are in full support of this project, and feel that it will do an amazing job to increase the safety, beauty, access to local businesses and community-minded nature of Brewster. Please allow me to share one quick story in closing. My first time visiting Brewster was more than 10 years ago when I came with my then girlfriend, now wife, to visit her family. In showing us around their neighborhood, my father in law told me about letters he submitted to try to have a sidewalk created on Millstone Road. I always thought that sounded like a wonderful idea, and it was only amplified when we moved here in 2015. I think it is great that the plans are now in place, and it will be great for the Town. Again, I feel this is a great idea, and I look forward to what is to come next. If you would like to contact me for more information, I have included my information below. Feel free to share this letter with anyone else who you feel would be relevant. Thank you very much, keep up the good work and good luck with this project. Sincerely, Christopher Ellis 29 Pinewood Drive, Brewster, MA 02631 (914) 433-0926 chriscreganellis@gmail.com cc: Noelle Aguiar, Ryan Bennett, Patrick Ellis, Erin Flaherty Archived: Friday, January 15, 2021 12:44:59 PM From: Denise Rego Se nt: Thu, 7 Jan 2021 15:00:22 To: Peter Lombardi Subject: Open Enrollment #s Se nsitivity: Normal Attachments: Open Enrollment article.docx; Hi Peter, Attached is the article that is going into the February newsletter. Here’s a summary from the past 2 years: 2018 - $118,426 for 273 clients 2019 - $321,77 for over 200 clients 2020 - $380,272 for approximately 350 clients Denise Brewster COA 1/7/21 A Note of Thanks to Debra Johnson, Brenda Locke & Remote Volunteer Mary Rancourt, our SHINE Reps! The annual Medicare Open Enrollment, which was from October 15th through December 7th of 2020, is always a very busy time here at our senior center. Working through the conditions imposed by a pandemic, our Brewster COA SHINE Representatives devoted many hours to help as many folks as possible. Due to their diligence last year, they saved folks an estimated $380,272. on their drug plans. Our heartfelt thanks to our dedicated SHINE Reps Massachusetts Housing Partnership 2 Stormwater Study January 5, 2021 1.0 INTRODUCTION This report summarizes the stormwater characteristics of the site and surrounding area and makes recommendations for mitigating permanent and construction period impacts related to the proposed potential affordable housing development (Project) at the Site. This memorandum is based on a variety of available information, including a Site survey, GIS mapping, comments and photographs submitted by abutting property owners and a field visit of the site and adjacent properties. For the purpose of this memorandum the Project is based on the Concept 2 Plan, Bohler, dated March 10, 2020, but the stormwater design would be similar for any multi-building development on the property. The property survey, watershed mapping and Concept 2 are included in Appendix A – Exhibits. The reader is also directed to the July 9, 2019 Due Diligence Report prepared by Bohler for additional site information, some of which has been included with this memorandum. This memorandum specifically addresses the following scope:  Existing and Proposed Watershed Area Mapping- This identifies existing and proposed topographical and surface condition information as derived from the survey documents, master plan concepts and available GIS mapping.  Existing and Proposed Stormwater Modelling - Utilizing the topography and surface conditions, an analysis was performed in HydroCAD to quantify the rates of run-off, design points, potential flooding, etc. The analysis includes calculations for the 2-, 10-, 25-, 50- and 100-year storms. This modelling shows design points, related stormwater flow and proposed underground infiltration systems to manage increased run-off from development.  Review of Potential Stormwater Impacts to Abutting Properties – Based on the existing and proposed topography as well as the modelling, an assessment of impacts of abutting properties is provided. 2.0 EXISITNG SITE 2.1 Existing Surface Conditions The Site, located west of Millstone Road near the intersection with Fern Lane, includes the properties identified as “CAMA ID” 99-1 and 98-12 in the Town of Brewster, Massachusetts. One parcel (ID 99-1) has frontage along the western side of Millstone Road, between 598 and 560 Millstone Road, and is located along the northeastern edge of the second parcel. The second, rear parcel (ID 98-12) is located behind single family residential lots along both Millstone Road and Captains Village Lane, and extends to the west, along the Ocean Edge development and golf Massachusetts Housing Partnership 3 Stormwater Study January 5, 2021 course. The Site also abuts a portion of dedicated conservation land associated with the Captains Village Lane development. The subject properties encompass approximately 16.61 acres. The Site consists primarily of undeveloped wooded land and is bordered by single family residential lots to the east, south and west. Ocean Edge, a condominium development, borders the Site to the north with a portion of the associated golf course also located to the west. 2.2 Soil Conditions Based on the United States Department of Agriculture (USDA) Natural Resources Conservation Service’s (NRCS) Web Soil Survey, the soils identified across the Site consist of Barnstable- Plymouth-Nantucket complex (Hydrologic Soil Group A) and Plymouth loamy course sand (Hydrologic Soil Group A) which are expected to be very well drained soils. The NRCS Web Soil Survey report has been included in Appendix B for reference. In addition, based on the USDA NRCS Web Soil Survey, the depth to water table and any soil restrictive layer is greater than 6.5 feet. 2.3 Existing Topography The elevations across the Site range from approximately elevation 82 to 122. Slopes range from generally flat in the far southern extent of the property, up to 10% in the northwest portion of the property. The Existing Conditions Survey, included as in Appendix A, further details the location and existing topography at the Site. Flow arrows have been added to show the above description of the topography. Also included in Appendix A, is a Watershed Analysis Figure showing a larger area than the Site survey. This figure includes flow arrows, identified low points and design points. The design points correspond to locations where stormwater from the Site is measured in the existing and proposed condition. The Low Points (LP) are locations we evaluated near the site that collect stormwater. The northern portion of the Site primarily slopes from north to south, towards a low-lying area along the southern property line, near the inner corner of the “L-shaped” property. The southern portion of the Site is primarily sloped from south to north, towards the same low-lying area. This small depression appears to collect and infiltrate runoff in the vicinity and is considered Design Point 1 (DP1). As depicted on the Watershed Figure this design point collects approximately 52 acres. This low-lying area would be the likely location of a future stormwater detention and infiltration system in order to mimic the storage and infiltration that the area provides under existing conditions. There is a second design point at a low-lying area listed as DP2 on the Watershed Figure. This design point is on an adjacent property and collects stormwater from the project site, Millstone Road and property to the north. There would be a small stormwater detention and infiltration system in order to match existing flows from the Project site to this point to mimic existing conditions. Massachusetts Housing Partnership 4 Stormwater Study January 5, 2021 Adjacent to the site, on the Ocean Edge property to the north and west there are some identified low points. While some low-lying areas are on the golf course and wooded areas, one is on Fletcher Lane collecting runoff from a large part of developed area of Fletcher Lane and Howland Circle. Based on comments submitted by residents this area was reviewed and we agree that it appears to be prone to flooding. Unfortunately, it appears that a low point was built into the road design without a drainage overflow or drainage structures to help convey water from this depression. We are confident based on the topography along the northern property line as well as typical drainage protocol that the Project if designed properly will not have any negative stormwater impacts on the adjacent condominium development. 3.0 PROPOSED SITE 3.1 Proposed Topography and Stormwater System The proposed development will consist of a driveway, surface parking and likely multiple buildings across the property. The preferred design was depicted previously in Concept 2. The proposed topography should match the existing to the greatest extent practicable in order to help match stormwater characteristics, minimize grading and preserve as many existing trees as possible. Based on the existing topography and watershed there are two design points to be considered. Design Point 1 (DP1) is located in the northwest corner of the site and DP2 is at the northeast corner of the site. It is important to note that there is a natural ridge running along the northern property line, which will aid in minimizing stormwater conveyance from the Project travelling to the neighboring properties to the North (Ocean Edge property). This was reviewed in the field and can be seen in the topography depicted in the survey and watershed mapping in appendix A and photos in Appendix C. Assuming that there is a buffer along the property line, the high point of this ridge should remain intact and prevent stormwater from the development from travelling north to the adjacent condominium development. Near the western most edge of the property, where the ridge offers less relief, a berm, grading and a stormwater collection system of catch basins and manholes should be established to allow no increase in stormwater flow from the development to the northern abutter. 3.2 Proposed Stormwater System The proposed project will require a new storm drainage system consisting of a series of catch basins, water quality treatment units and an underground infiltration system or surface basin to collect, treat and manage stormwater runoff from the buildings and parking areas. Since the Site is undeveloped and wooded, the development will result in an increase in impervious area Massachusetts Housing Partnership 5 Stormwater Study January 5, 2021 and will require a stormwater management system to retain and infiltrate stormwater in order to match peak rates of runoff compared to that of existing conditions. We expect that two or more detention and infiltration systems will be designed as part of the project. We have defined two low points that are considered design points for the development. Each system is assumed to be an underground detention/infiltration system for the modelling but could also be open detention ponds. The proposed development would be a good candidate for the use of a low impact development drainage system, which is suggested under the Massachusetts Stormwater Management Standards. The storm drainage system will need to be further refined as the conceptual planning process moves forward. In addition, during soil testing for the proposed septic system design, Bohler recommends that soil testing be performed in areas identified for stormwater management in order to confirm site soil conditions and depth to groundwater. We understand there is great concern about adding to flooding issues to the north of the property in the Ocean Edge development. We have reviewed comment letters and provided responses in Appendix E. 4.0 STORMWATER MODELLING 4.1 Methodology The proposed stormwater management design will provide a decrease in peak stormwater runoff rates from the proposed facility for the 2-, 10-, 25-, 50- and 100-year design storm events utilizing the SCS TR-20 and TR-55 Urban Hydrology for Small Watersheds methods. The assessment of existing and proposed stormwater flows was performed using HydroCAD©. HydroCAD© input and output data is included in Appendix D. In the modelling DP1 is called POA1 (Point of Analysis 1) and DP2 is called POA2 (Point of Analysis 2). Times of concentration (Tc) utilized in the preparation of this report were generated utilizing the SCS TR-55 Urban Hydrology for Small Watersheds method. Runoff coefficients for the pre- and post-development conditions were calculated using widely accepted, and often utilized runoff coefficients and have been documented within the hydrology calculations in Appendix D of this report. Rainfall data for the storm events was obtained from the Northeast Regional Climate Center and the Natural Resources Conservation Service’s Extreme Precipitation in New York & New England. The following rainfall data was used in the calculations: Massachusetts Housing Partnership 6 Stormwater Study January 5, 2021 Table 1 – Rainfall Data 2-Yr 10-Yr 25-Yr 50-Yr 100-Yr Rainfall (inches) 3.23 4.69 5.60 6.29 7.0 Table 2 – Summary of Peak Runoff Rates to Design Point 1 (POA1 in HydroCAD) Storm Event (years) 2 10 25 50 100 Existing Flow, CFS 9.5 31.8 49.3 63.6 79.3 Proposed Flow, CFS 9.5 31.7 49.1 62.1 78.1 Change, CFS 0.0 -0.1 -0.2 -1.5 -1.2 Table 3 – Summary of Peak Runoff Rates to Design Point 2 (POA2 in HydroCAD) Storm Event (years) 2 10 25 50 100 Existing Flow, CFS 6.9 13.2 17.3 20.5 23.7 Proposed Flow, CFS 6.7 12.7 16.7 19.8 23.6 Change, CFS -0.2 -0.5 -0.6 -0.7 -0.1 The proposed stormwater management as designed will provide a decrease in peak rates of runoff from the proposed facility for the 2-, 10-, 25-, 50- and 100-year design storm events. Massachusetts Housing Partnership 7 Stormwater Study January 5, 2021 5.0 STORMWATER DESIGN RECOMMENDATIONS The Project should be required to meet the MA DEP Stormwater Standards. Below is a summary of the standards and recommendations for the project. Standard #1: No New Untreated Discharges The project should be designed so that proposed impervious paved areas at a minimum shall be collected and passed through the proposed drainage system for treatment prior to discharge. Roof areas, which are clean may be infiltrated directly without treatment. Standard #2: Peak Rate Attenuation The proposed stormwater management system should be designed so that post-development peak rates of runoff are below pre-development conditions for the 2-, 10-, 25- and 100-year storm events at all design points. Standard #3: Recharge The stormwater runoff from the project should be collected and diverted to infiltration systems to mimic existing drainage pattern at the site. Standard #4: Water Quality Water quality treatment should be provided to meet an 80% Total Suspended Solids (TSS) removal. Standard #5: Land Use with Higher Potential Pollutant Loads Not Applicable for this project. Standard #6: Critical Areas Not Applicable for this project. Standard #7: Redevelopment Not Applicable for this project. Massachusetts Housing Partnership 8 Stormwater Study January 5, 2021 Standard #8: Construction Period Pollution Prevention and Erosion and Sedimentation Control The proposed project should provide construction period erosion and sedimentation controls complying with MA DEP guidance and EPA NPDES guidance. This includes a proposed construction exit, protection for stormwater inlets, protection around temporary material stockpiles and various other techniques as outlined on the erosion and sediment control sheets. Additionally, the project is required to file a Notice of Intent with the US EPA and implement a Stormwater Pollution Prevention Plan (SWPPP) during the construction period. The SWPPP will be prepared prior to the start of construction and will be implemented by the site contractor under the guidance and responsibility of the project’s proponent. Standard #9: Operation and Maintenance Plan (O&M Plan) An Operation and Maintenance (O&M) Plan for this site should be prepared for the long term operation and maintenance of the proposed site stormwater management system, including initial inspections upon completion of construction, and periodic monitoring of the system components, in accordance with established practices and the manufacturer’s recommendations. The O&M Plan should include a list of responsible parties and an estimated budget for inspections and maintenance. The Town may want to require submission of an annual report summarizing the maintenance activities completed. Standard #10: Prohibition of Illicit Discharges The proposed stormwater system should only convey allowable non-stormwater discharges (firefighting waters, irrigation, air conditioning condensates, etc.) and should not contain any illicit discharges from prohibited sources. Massachusetts Housing Partnership 9 Stormwater Study January 5, 2021 6.0 SUMMARY The drainage analysis for the site and surrounding area indicate that with typcial stormwater controls and treatment, the proposed Project should not impact surrounding properties. The existing topography of the site aids in the ability to develop the site because there is a ridge or topographical break along the northern property line. We recommend that the project be required to complete infiltration testing during the design and permitting process, complete the stormwater design according to the DEP Stormwater Standards and submit a draft SWPPP to the town for review prior to finalizing the design under the EPA NPDES program.