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HomeMy Public PortalAboutSelect Board Meeting Packet - 03.15.2021 AmendedTown of Brewster Select Board 2198 Main St., Brewster, MA 02631 townadmin@brewster-ma.gov 508) 896-3701 REVISED MEETING AGENDA Remote Participation Only March 15, 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.brewster- 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: 823 5027 5345 Passcode: 735331 To request to speak: Press *9 and wait to be recognized. 2. Zoom Webinar: https://us02web.zoom.us/j/82350275345?pwd=YWo3ZjhaSHBkdEx6ZjhRaEphRWVRQT09 Passcode: 735331 To request to speak: Tap Zoom “Raise Hand”, 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. Select Board Announcements and Liaison Reports 7. Town Administrator’s Report 8. Consent Agenda Approval of the March 1, 2021 Meeting Minutes Vote on Public Beach Access Request – Coastal Engineering 9. 6:20pm – Public Hearing, Expansion of Service Area for Seasonal Liquor License; Cape Cod National Golf Club 10. 6:30pm - Public Hearing, Renewal of Seasonal Liquor Licenses; J.T.’s Seafood, El Guapo’s Taqueria, Cape Cod National Golf Club and Breakwater Fish & Lobster, Beach House Spa, and Cobie’s 11. Discuss and Vote on FY22 Personnel Bylaw Employees Fixed Rate and Salary Scale 12. Presentation and Vote on FY22 Health and Human Services Budget Recomendations – Sean Parker 13. Discuss and Vote on Spring 2021 Town Meeting Warrant Articles 14. Presentations and Votes on Citizens Petitions for Spring 2021 Town Meeting Climate Emergency & Net Zero Declaration – Chris Powicki Five-Year Plan for Dog Park – Jillian Douglass 15. Presentation and Vote on Community Preservation Act Warrant Article – Faythe Ellis, CPC Chair 16. Presentation and Discussion on Upcoming Community Preservation Eligible Projects and Funding Capacity, Proposal to Develop 5 Year Community Preservation Plan, and Consideration of Potential Changes to Brewster’s Community Preservation Act Formula Select Board FY21-22 Strategic Plan Goal CC-1) – Faythe Ellis, CPC Chair 17. Presentation and Discussion on Complete Streets Program & Policy, and Next Steps in Developing Brewster’s Prioritization Plan (Select Board FY21-22 Strategic Plan Goal CI-6) Steve Tupper, Cape Cod Commission Transportation Program Manager 18. Status Update on Millstone Road Project and Discuss Next Steps on Potential Redesign Select Board FY21-22 Strategic Plan Goal CI-6) 19. For Your Information 20. Matters Not Reasonably Anticipated by the Chair Pages 3-43 Pages 44-70 Pages 71-98 Pages 99-103 Pages 104-110 Pages 111-113 Pages 114-136 Pages 137-203 Pages 204-233 Pages 234-301 Pages 302-347 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 21. Questions from the Media 22. Next Meetings: March 16, March 25, March 29, April 5, and April 19 23. Adjournment Date Posted: Date Revised: Received by Town Clerk: 03/11/2021 3/15/2021 COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT Situation in Numbers Massachusetts current as of 3/11 563,983 Total Confirmed Cases (click here for more information) 16,218 Deaths among confirmed cases 17,129,876 tests for the virus conducted to date by MA State Public Health Laboratory, hospitals, and commercial laboratories. United States Last Updated 3/11 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: 29,052,862 Total Cases 527,726 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. Thursday, March 11, 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, 3/18/21. In This Week’s Report: Latest Data: Public Health & Vaccine Data Update Week in Review: Key State Actions o Preregistration System for Mass Vaccination Locations to Launch Friday o Dedicated Educator Vaccination Days at Mass Vaccination Sites o Administration Announces Extension of Targeted Free COVID-19 Testing Sites through June o DPH, Emergency Management, and Disaster Recovery Updates o Holyoke and Chelsea Soldiers’ Homes Weekly Update Helpful Links: COVID-19 Vaccination Locations When can I get the COVID-19 vaccine? COVID-19 Vaccine in Massachusetts 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 On Wednesday, Governor Baker, Lt. Governor Polito, and HHS Secretary Marylou Sudders visited a local N-95 mask manufacturing facility in West Bridgewater operated by the Shawmut Corporation and Fallon Company and announced the upcoming launch of a new vaccine preregistration system on Friday. COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT Latest Data: COVID-19 Public Health Update COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT 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, 3/11. The report also includes granular information on cases by county, biweekly testing rates, contact tracing information (including active COVID cluster information by Exposure Setting Type), hospitalization data, race and ethnicity data, information about cases in long term care facilities, and PPE distribution data. Vaccine Update: For a more detailed weekly breakdown, visit the MA COVID-19 Vaccination Data webpage. NEW: The Command Center released new municipal vaccination data today. The weekly data sets include information on individuals vaccinated for COVID-19 by their zip code and city or town of residence. The data includes age, sex, and race/ethnicity characteristics of vaccinated individuals. The data can be found here. Week in Review: State Actions Preregistration for Mass Vaccination Sites Launches Friday The Baker-Polito Administration has announced that a new preregistration signup tool will be available for the state’s 7 mass vaccination sites starting Friday, March 12. The new system will make it easier to request and book an appointment at a mass vaccination site at a nearby location when they are available. More sites will be added to the preregistration system in the coming weeks. When preregistration launches on Friday, it will replace the current booking platforms for mass vaccination sites for online booking. The COVID-19 Vaccine Scheduling Resource COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT Line is available by calling 2-1-1 to help residents without internet access, or who have difficulty using the internet to preregister. The Administration also announced the weekly distribution of vaccine doses statewide for different providers, reminding residents that there are 170 public vaccination sites statewide in addition to health systems that are offering appointments to their patients. More information on vaccine sites can be found at: vaxfinder.mass.gov Preregistration System: Partnering with the Google Cloud Team, the Administration will launch a preregistration system for mass vaccination sites only starting Friday, March 12. This tool will be available at mass.gov/COVIDvaccine. Preregistration will allow eligible residents to book an appointment at one of the state’s 7 mass vaccination sites. Details on the Preregistration Process: Eligible residents will complete the online form at mass.gov/COVIDVaccine to request to book an appointment at a mass vaccination site nearby. After completing the form, residents will get a confirmation via their preferred method of contact (text, e-mail, phone) and receive a weekly update about their status. Residents may opt out of their preregistration at any time if they secure an appointment elsewhere. When an appointment becomes available at a mass vaccination site, the resident will be notified and will have 24 hours to accept the appointment once it is offered to them. If an appointment is not accepted after 24 hours, the resident will go back into the queue to wait for another appointment. To accommodate older residents and others who are unable to use the form, the preregistration form allows family members, caregivers, or other companions to fill out the form on behalf of someone else. Residents who do not have internet access or someone to fill the form out for them can call 2-1-1 to preregister. Available appointments will be offered to residents based on their vaccine eligibility and the availability of appointments at mass vaccination sites nearby. Initially, this program is only for the state’s 7 mass vaccination sites. More sites will be added to the pre-registration system in April. Massachusetts receives a very limited supply of vaccine from the federal government each week. Due to high demand and limited supply, there are only a small number of appointments for eligible residents. Given the limited number of available appointments due to constraints on vaccine supply, it could take several weeks for eligible, preregistered residents to receive a notification about an available appointment. In addition to preregistering for a mass vaccination appointment, eligible residents are encouraged to book vaccine appointments at any of the 170 public vaccine sites across the Commonwealth. The state has also allocated a supply of doses to certain health care providers, hospitals and community health centers that will provide instructions to their patients on their vaccine process. Once the preregistration system is launched on Friday, March 12, it will replace the weekly appointment release on Thursdays for mass vaccination sites only. Eligible residents will need to preregister online or contact the call center to request an appointment for a mass vaccination site. COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT The preregistration system will not impact this week’s appointment release on Thursday, March 11 for mass vaccination sites. Residents should follow the usual process on March 11 to secure an appointment as a mass vaccination site. Other Ways to Access a Vaccine Appointment: Eligible residents are encouraged to look for appointments at any of the state’s 170 public vaccine sites by searching vaxfinder.mass.gov. This webpage contains information on locations, hours, and instructions to schedule appointments. New appointments are added frequently for many sites. Vaccine doses are also provided to certain health care providers, hospitals, and community health centers. If you are an eligible patient, please follow instructions from your health care provider on how to access a vaccine. State Distribution: This week, the state will receive a constrained supply of about 155,000 first doses. First doses and second dose allocations (total doses) this week were divided among providers as follows: Mass vaccination sites: 83,000 Hospital Providers (both private and public): 79,000 Regional Collaboratives (12 total): 38,000 Community Health Centers: 25,000 Local Boards of Health (to complete 2nd dose appointments and support 20 disproportionately impacted communities): 25,000 Weekly allocations are subject to change based on federal availability, demand from providers, and obligations to meet second doses. Providers have 10 days to use their doses. Federal Doses: In addition to the state allocation, the federal government distributes vaccines to CVS Health sites as part of the Federal Retail Pharmacy Partnership as well as to certain Massachusetts federally qualified community health centers. These quantities fluctuate on a weekly basis and are not counted as part of the state’s weekly allocation. This week, 95,000 first and second doses have been allocated to the retail pharmacy program and 19,000 Johnson & Johnson doses have been allocated to the federally qualified health centers. Individuals looking to book appointments across any of these providers should visit mass.gov/COVIDvaccine to learn more. Mass Vaccination Appointments: On Thursday, March 11, over 40,000 new first dose appointments for mass vaccination sites will be made available to eligible groups through the state’s website and the COVID-19 Vaccine Scheduling Resource Line. Additionally, over 40,000 second dose appointments have also been scheduled at mass vaccination sites. This is the last week that mass vaccination sites will be posted online on Thursday morning. Starting March 12, all mass vaccination appointments will be booked through the pre-registration system. COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT As more individuals have received a first vaccine dose across the Commonwealth, there is a greater need to book second appointments, so the mass vaccination sites have fewer first dose appointments available on a weekly basis. Dedicated Educator Vaccination Days at Mass Vaccination Sites On March 11, pursuant to a federal directive, approximately 400,000 K-12 educators, childcare workers and K-12 school staff are eligible to receive COVID-19 vaccine in Massachusetts. K-12 educators, childcare workers and K-12 school staff may receive vaccine from any of the 170 public vaccine sites available on mass.gov/COVIDvaccine. In an effort to support the Biden-Harris Administration’s directive for states to prioritize teacher vaccinations, the Administration will designate 4 days where the state’s 7 mass vaccination sites will only offer 1st dose appointments for K-12 educators, child care workers and K-12 school staff. These dates are: Saturday, March 27, Saturday, April 3, Saturday, April 10, and Sunday, April 11. Workers in this group must use the pre-registration system to request an appointment at one of the seven mass vaccination sites and attest they are a K-12 educator, childcare worker, or K-12 school staff. All other vaccine providers (including Regional Collaboratives) are encouraged, but not required, to restrict their appointments to K-12 educators, child care workers and K-12 school staff on Saturday, March 27 , Saturday, April 3, Saturday, April 10 and Sunday, April 11, for consistency. Providers may designate alternative dates, in lieu of the 4 dates designated by the State, if necessary. Clinics may not restrict access to individuals who live or work in a particular area. All vaccine providers (including regional collaboratives) must submit their dates for educator clinics by Tuesday, March 16. The Command Center will post the schedule for all clinics next week. K-12 educators, childcare workers and K-12 school staff are urged to book appointments through mass.gov/COVIDvaccine beginning on March 11 as well as to book through the federal retail pharmacy program’s CVS website. Given the limited supply of vaccine, K-12 educators, childcare workers, and K-12 school staff may not receive vaccine until mid-April or later. Mass Vaccination Locations: Springfield, Eastfield Mall Natick, Natick Mall Foxboro, Gillette Stadium Danvers, Doubletree Hotel Boston, Fenway Park (through 3/27) and Hynes Convention Center (starting 3/18) Roxbury, Reggie Lewis Center Dartmouth, Former Circuit City Regional Collaboratives: Barnstable County Berkshire County Boards of Health Association Franklin County Regional Collaborative COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT Harrington Hospital, in Collaboration with LBOH Heywood Hospital, in Collaboration with LBOH Lawrence General Hospital, in Collaboration with LBOH Marshfield-Plymouth Northampton & Amherst Randolph – Collaboration between Avon, Holbrook, and Randolph Rutland Worcester, Worcester State University, Commonwealth Medicine and St. Vincent Hospital Lower Merrimack Valley- Collaboration between Amesbury, Georgetown, Groveland, Merrimack, Newbury, Newburyport, Rowley, Salisbury, and West Newbury Southern Worcester County Regional COVID-19 Vaccination Coalition- Collaboration between Uxbridge, Northbridge, Mendon, Douglas, Bellingham, Blackstone, Hopedale, Millville, Milford, Oxford, Upton, Sutton Administration Announces Extension of Targeted Free COVID-19 Testing Sites through June On Wednesday, the Administration announced an extension of the “Stop the Spread” COVID-19 initiative, which provides free COVID-19 testing in communities across the Commonwealth. The program, which was set to close on March 31, has been extended through June 30, 2021. Building on Massachusetts’ nation-leading COVID-19 testing program, state-sponsored testing will continue to be available to all Massachusetts residents at no cost to them through June 30, 2021 at more than 35 locations. Testing is one of the important public health tools, in addition to contact tracing, complying with public health mitigation measures such as face coverings, physical distancing, staying home when sick, and good hygiene, to mitigate the spread of COVID-19. Since the state began this free virus testing in July 2020, more than 1.8 million tests have been conducted at Stop the Spread” locations as of March 3, 2021. Meanwhile, the total number of COVID-19 virus tests conducted state-wide at all testing providers since the pandemic began is more than 16.8 million. The Stop the Spread initiative is a data-driven effort to reduce the prevalence of COVID-19 in communities across the Commonwealth. All state residents may visit the locations even if they do not reside in the town or city where the testing is being conducted. Residents of the state may visit the following website to find testing locations: https://www.mass.gov/info- details/find-a-covid-19-test. Additional information about COVID-19 testing, including why testing is important and what you should do if your test is positive, can be found at www.mass.gov/GetTested. Important Updates Department of Public Health Updates: What does it mean to be an equity city? Commissioner Bharel explains the DPH program targeting 20 cities and towns that have been hardest hit by COVID-19 in the Lawrence Eagle Tribune. Read the story here. DPH is working with community leaders to promote vaccination. Here is the latest video from Suffolk County DA Rachel Rollins: https://twitter.com/MassDPH/status/1369403525667651591. The videos are helping to amplify the “Trust the Facts, Get the Vax” public campaign. Information and resources can be found here. COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT DPH communicated an update to providers with key messages about the Johnson & Johnson vaccine, a new website for the COVID-19 Vaccine Equity Initiative, and Multilingual COVID-19 Materials. DPH issued the Weekly COVID-19 Vaccine Provider Bulletin, for the week of 3/7. The DPH Epidemiology Line handled 373 COVID-19 calls and 61 non-COVID-19 calls for a total of 434 calls from 3/1 through 3/7. COVID-19 Vaccinations for K-12 and Childcare Workers Frequently Asked Questions MA COVID-19 Command Center Exposure & Return to Work Guidance - Revised 3/8/21 As of 3/9, the Academic Public Health Volunteer Corps has 303 volunteers supporting 43 local boards of health. MA211 received 7,113 calls from Monday 3/1 through Sunday 3/7 for a new total of 255,317. These numbers do not reflect calls to the new appointment assistance call centers. DPH issued Update to Guidance Regarding Seasonal Influenza Vaccination of Healthcare Personnel at Massachusetts Nursing Homes and Rest Homes for the 2020-2021 Influenza Season. Due to decreasing COVID -19 cases and hospitalizations, improving hospital capacity, and a diminishing need for daily load balancing, HMCC Regions 1, 2, and 4 moved to Tier 2, effective 3/8. Other HMCC Regions remain in Tier 3. This modification was made in accordance with the DPH COVID-19 Resurgence Planning and Response Guidance for Acute Care Hospitals. DPH and the COVID-19 Command Center will continue to work closely with all regions to monitor hospital capacity statewide. For the date range of 2/26 – 3/4, all 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 11 Rapid Response Teams, comprised of nursing staff, 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 2 National Guard Teams deployed and supporting nursing and rest homes. Emergency Management and Disaster Recovery Updates: Mass Care 3 state contracted isolation/recovery hotels in the communities of Everett, Pittsfield, and Taunton continue to receive client placements: 55 individuals are currently housed in the program. o Top 5 referring cities: Boston (372) Worcester (188) Springfield (170) Cambridge (117) Brockton (114) o To date, a total of 2,141 residents have been placed in these hotels for safe isolation and recovery, an increase of 46 since last week Community Food Box Program Update 3/5-3/11: 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). COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT 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 1,444 873 7 Logistics (including Personal Protective Equipment and Supplies) 81 orders prepared for pickup or delivery from the MEMA State Logistics Warehouse from 3/5-3/10. MDPH coordinated 27 deliveries to health care entities on Tuesday (3/9) (1 testing supplies, 25 BinaxNOW kits and 1 vaccine supplies); 16 deliveries were made on Thursday (3/11) (1 PPE, 1 testing supplies, 12 BinaxNOW kits and 2 therapeutic) and 6 deliveries have been scheduled for Friday (3/12) (1 testing supplies and 5 BinaxNOW kits). Disaster Recovery On March 27, 2020, 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: FEMA Requests for Public Assistance (RPA): 663 (+1) Technical Assistance Requests: 518 (+2) Technical Assistance Meetings Conducted with RDU Applicants (excludes exploratory calls): 610 (+23) New project obligations (9): $683,786.80 Redistributed memorandum from August 2020 outlining that FEMA has extended the completion deadline for COVID-19 emergency work until further notice and messaged that time extension requests are not necessary at this time. Continuing outreach through MEMA Regions to municipalities that have not yet submitted a DR-4496 Request for Public Assistance. Conducted FEMA Public Assistance guidance webinar today (3/11/21) for all entities participating in COVID-19 regional vaccination sites. COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT A new COVID-19 Public Assistance Frequently Asked Questions page is live on the MEMA website: https://www.mass.gov/info-details/covid-19-public-assistance-frequently-asked-questions. Conducting FEMA Public Assistance guidance calls with entities in the Commonwealth operating regional COVID-19 vaccination sites. COVID-19 Cases in Long-Term Care (LTC) Facilities (as of 3/11) Residents/Healthcare Workers of LTC Facilities 34,768 LTC Facilities Reporting at Least One Case of COVID-19 424 Deaths Reported in LTC Facilities 8,723 Holyoke Soldiers’ Home Weekly Update (current as of 3/9/21) This week, the VA is conducting the annual health survey of the Soldiers’ Home in Holyoke. Due to COVID-19 protocols, the survey is being done virtually, including direct care observations, and examining the physical structure of the building virtually. The VA conducts surveys annually for state veterans’ homes. This week, the Soldiers’ Home is onboarding two licensed social workers, and one CNA as it continues to hire staff and management. Last week, the Home’s new Chief Financial Officer began. 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 in Holyoke has re-opened in-person visitation for veteran residents and their loved ones, starting February 10, 2021, and since then has hosted 316 visitors. o The Home is implementing updated guidance from DPH to ensure the safety and wellbeing of residents, staff, and those visiting. All visitors are screened and required to wear PPE and social distance, and negative test results are strongly encouraged before visiting. There is designated visitation space at each Home, and high touch surfaces are sanitized after each visit. o Visitation is taking place Tuesday through Saturday, from 9:00am to 4:00pm, and 24 slots will be offered each day. Visits are scheduled for at least 45 minutes. o Visits can be scheduled by calling the Family Line at 413-552-4764. 8:00 a.m. - 4:00 p.m. o The Soldiers’ Home in Holyoke will also continue to offer and support virtual visitation. The Family Line is available for ad hoc updates with support from social work and clinical staff. Families can also request updates via email at CommunicationsMailbox-HLY@Mass.gov. o Note: The Soldiers’ Home can only share medical information about a resident with the authorized health care proxy on file. The Soldiers’ Home in Holyoke hosted 3 onsite vaccination clinics, the last on February 9. The first and second vaccination clinics were held on December 29 and January 19. Following the completion of the vaccination clinics. At the Soldiers’ Home in Holyoke: o 117 veteran residents and 220 staff have received both doses. o 1 veteran resident and 10 staff have received their first dose. o The Home is strongly encouraging all staff to receive the vaccine. On top of the efforts to provide educational information about the COVID-19 vaccine, including COVID-19 vaccine FAQ COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT sheets, and vaccine informational forums with clinical staff, individuals who had not been vaccinated received individual outreach to provide education and encourage vaccination. All educational materials are available in both English and Spanish. Phase III of the Refresh Project continues on the 4th Floor. The Refresh Project is an important infection control initiative to improve the home in the immediate term for residents and staff. On February 11, the Baker-Polito Administration filed a $400 million bond bill which would provide capital authorization for the major project to reconstruct the long-term care facility at the Holyoke Soldiers’ Home. 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 this longer-term Rapid Planning Capital Project (www.mass.gov/HolyokeSHProject) 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 This bond bill is the next step of the expedited capital project, following the recommendations laid out in the needs assessment report that was released on Veterans Day, following the Rapid Planning Phase. Payette Associates is the design firm leading the design and planning phase, building on the evaluation they previously completed, and developing a full project scope, refining the plan, confirming the budget, timelines, and ensuring conformity with the regulatory process. To meet the VA State Home Construction Grant’s April 15, 2021 deadline, the bond bill must be enacted by mid-March, with a terms bill filed and enacted soon afterwards. The design development phase must be completed by August 1, 2021 to be eligible for this cycle of the grant program. The Soldiers’ Home continues to work with Home Base, a veteran support organization that is a partnership of the Red Sox Foundation and Massachusetts General Hospital, to help improve the quality of life, increase psychosocial interventions to address isolation during the pandemic. Home Base has linked us to interactive virtual concerts provided by professional and amateur volunteers, 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. Home Base has extended their free veteran counseling offerings to our Soldier’s Home families and staff. 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. 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 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 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 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 COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT 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 March 9 is as follows: o Status: 0 veteran residents are positive and not clinically recovered 3 veteran residents are negative 42 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. 74 veteran residents have been determined clinically recovered 0 veteran residents have refused testing o Resident locations: 117 veteran residents are onsite 2 veteran residents are receiving acute care offsite o Since March 1, there have been 77 deaths of veteran residents who tested positive o Following the most recent staff surveillance testing 1 employee is positive All others who previously tested positive are clinically recovered Chelsea Soldiers’ Home Weekly Update (current as of 3/9/21) The Soldiers’ Home in Chelsea has re-opened in-person visitation for veteran residents and their loved ones, starting February 10, 2021, and has since hosted 110 in-person visits with veterans. The Home is implementing updated guidance from DPH to ensure the safety and wellbeing of residents, staff, and those visiting. All visitors are screened and required to wear PPE and social distance, and negative test results are strongly encouraged before visiting. There is designated visitation space at each Home, and high touch surfaces are sanitized after each visit. o Visitation is taking place Monday through Friday 9:00am-7:30pm, and 8 slots will be offered each day; and Saturday & Sunday from 1pm-4pm, and 3 slots will be offered each day. Visits will be scheduled for at least 45 minutes long. o The Soldiers’ Home in Chelsea will also continue to offer and support virtual visitation. o Families can request updates on their loved ones by contacting their assigned social worker, or emailing the Home at CSH@mass.gov. Medical information can only be shared with an authorized health care proxy. The Soldiers’ Home in Chelsea hosted 3 onsite vaccination clinics, the last on February 9. The first and second vaccination clinics were held on December 29 and 30, and January 19 and 20. Following the completion of the onsite vaccination clinics: o 159 residents and 208 staff have received both doses o 6 veteran residents and 67 staff have received their first dose. 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. 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. COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT 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 March 9 is as follows: o Residents 0 veteran residents are positive 126 veteran residents are negative 48 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 staff surveillance testing: 0 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 and DPH have produced many communication resources aimed at helping communities inform and educate residents on recent executive orders and guidance related to COVID-19. New Resources: Trust the Facts, Get the Vax Campaign Materials | Mass.gov COVID-19 Vaccine Posters | Mass.gov Preparing for your COVID-19 Vaccination Appointment flier | Mass.gov Guide to hosting a forum on the COVID-19 Vaccine | Mass.gov Visitors to COVID-19 resources for municipalities webpage will find these new resources, and additional flyers, posters, and digital resources in multiple languages on topics such as: When can I get the COVID-19 vaccine? Vaccine Graphics Statewide guidelines, advisories, and orders Staying safe in the community Using local public alert systems for COVID-19 information Materials for Business, including: o Return to work guidance o Employee Screening Questionnaire o Business guidance – New, Temporary Capacity Limits o Updated safe store tips for retailers Additional DPH Stop the Spread Materials in Multiple Languages Facts Sheets Videos COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT 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 Test Site Locator MEMA, in conjunction with the COVID-19 Command Center, has developed an interactive tool 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 COVID-19 RESPONSE COMMAND CENTER WEEKLY SITUATION REPORT 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 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 Archived: Monday, March 15, 2021 10:12:08 AM From: McCarthy-Licorish, Lisa N (DPH) Se nt: Wed, 10 Mar 2021 12:52:50 To: McCarthy-Licorish, Lisa N (DPH) Subject: RELEASE: Baker-Polito Administration Announces Preregistration System for Mass Vaccination Locations to Launch Friday, Updates on Dose Distribution in the Commonwealth & Designated Vaccine Clinic Days for K-12 Educators, Staff & Child Care Workers Se nsitivity: Normal FOR IMMEDIATE RELEASE: March 10, 2021 CONTACT: Kate Reilly, COVID-19 Response Command Center| katelyn.reilly@mass.gov Baker-Polito Administration Announces Preregistration System for Mass Vaccination Locations to Launch Friday, Updates on Dose Distribution in the Commonwealth & Designated Vaccine Clinic Days for K-12 Educators, Staff & Child Care Workers BOSTON — The Baker-Polito Administration today announced a new preregistration signup tool will be available for the state’s 7 mass vaccination sites starting Friday, March 12. The new sys tem will make it easier to request and book an appointment at a mass vaccination site at a nearby location when they are available. More sites will be added to the preregistration system in the coming weeks. When preregistration launches on Friday, it will replace the current booking platforms for mass vaccination sites for online booking. The COVID-19 Vaccine Scheduling Resource Line will be available to help residents without internet access or with difficulty us ing the internet with the preregistration process. The Administration also announced the weekly distribution of vaccine dos es statewide for different providers, reminding residents that there are 170 public vaccination sites statewide in addition to health systems that are offering appointments to their patients. More information on vaccine sites can be found at: vaxfinder.mass.gov The Administration also announced four dedicated educator days at mass vaccination sites and updates on vaccine distribution channels. Preregistration System Partnering with the Google Cloud Team, the Administration will launch a preregistration system for mass vaccination sites only starting Friday, March 12. This tool will be available at mass.gov/COVIDvaccine. Preregistration will allow eligible residents to book an appointment at one of the state’s 7 mass vaccination sites. Details on the Preregistration Process: Eligible residents will complete the online form at mass.gov/COVIDVaccine to request to book an appointment at a mass vaccination site nearby. After completing the form, residents will get a confirmation via their preferred method of contact (text, e-mail, phone) and receive a weekly update about their status. Residents may opt out of their preregistration at any time if they secure an appointment elsewhere. When an appointment becomes available at a mass vaccination site, the resident will be notified and will have 24 hours to accept the appointment once it is offered to them. If an appointment is not accepted after 24 hours, the resident will go back into the queue to wait for another appointment. To accommodate older residents and others who are unable to use the form, the preregistration form allows family members, caregivers or other companions to fill out the form on behalf of someone else. Residents who do not have internet access or someone to fill the form out for them can call 2-1-1 to preregister. Available appointments will be offered to residents based on their vaccine eligibility and the availability of appointments at mass vaccination sites nearby. Initially, this program is only for the state’s 7 mass vaccination sites. More sites will be added to the pre-registration system in April. Massachusetts receives a very limited supply of vaccine from the federal government each week. Due to high demand and limited supply, there are only a small number of appointments for eligible residents. Given the limited number of available appointments due to constraints on vaccine supply, it could take several weeks for eligible, preregis tered residents to receive a notification about an available appointment. In addition to preregistering for a mass vaccination appointment, eligible residents are encouraged to book vaccine appointments at any of the 170 public vaccine sites across the Commonwealth. The state has also allocated a supply of doses to certain health care providers, hospitals and community health centers that will provide instructions to their patients on their vaccine process. Once the preregistration system is launched on Friday, March 12, it will replace the weekly appointment release on Thursdays for mass vaccination sites only. Eligible residents will need to preregister online or contact the call center to request an appointment for a mass vaccination site. The preregistration system will not impact this week’s appointment release on Thursday, March 11 for mass vaccination sites. Residents should follow the usual process on March 11 to secure an appointment as a mass vaccination site. Other Ways to Access a Vaccine Appointment: Eligible residents are encouraged to look for appointments at any of the state’s 170 public vaccine sites by searching vaxfinder.mass.gov. This webpage contains information on locations, hours and instructions to schedule appointments. New appointments are added frequently for many sites. Vaccine doses are also provided to certain health care providers, hospitals, and community health centers. If you are an eligible patient, please follow instructions from your health care provider on how to access a vaccine. State Distribution: This week, the state will receive a constrained supply of about 155,000 first doses. This week, first doses and second dose allocations (total doses), were divided among providers as follows: Mass vaccination sites: 83,000 Hospital Providers (both private and public): 79,000 Regional Collaboratives (12 total): 38,000 Community Health Centers: 25,000 Local Boards of Health (to complete 2nd dose appointments and support 20 disproportionately impacted communities): 25,000 Weekly allocations are subject to change based on federal availability, demand from providers, and obligations to meet second doses. Providers have 10 days to use their doses. Federal Doses: In addition to the state allocation, the federal government distributes vaccines to CVS Health sites as part of the Federal Retail Pharmacy Partnership as well as to certain Massachusetts federally qualified community health centers. These quantities fluctuate on a weekly basis and are not counted as part of the state’s weekly allocation. This week, 95,000 first and second doses have been allocated to the retail pharmacy program and 19,000 Johnson Johnson doses have been allocated to the federally qualified health centers. Individuals looking to book appointments across any of these providers should visit mass.gov/COVIDvaccine to learn more. Mass Vaccination Appointments: On Thursday, March 11, over 40,000 new first dose appointments for mass vaccination sites will be made available to eligible groups through the state’s website and the COVID-19 Vaccine Scheduling Resource Line. Additionally, over 40,000 second dose appointments have also been scheduled at mass vaccination sites. This is the last week that mass vaccination sites will be posted online on Thursday morning. Starting March 12, all mass vaccination appointments will be booked through the pre-registration system. As more individuals have received a first vaccine dose across the Commonwealth, there is a greater need to book second appointments, so the mass vaccination sites have fewer first dose appointments available on a weekly basis. Educator Vaccination Days On March 11, pursuant to a federal directive, approximately 400,000 K-12 educators, childcare workers and K-12 school staff are eligible to receive COVID-19 vaccine in Massachusetts. K-12 educators, childcare workers and K-12 school staff may receive vaccine from any of the 170 public vaccine sites available on mass.gov/COVIDvaccine. In an effort to support the Biden-Harris Administration’s directive for states to prioritize teacher vaccinations, the Administration will designate 4 days where the state’s 7 mass vaccination sites will only offer 1st dose appointments for K-12 educators, child care workers and K-12 school staff. These dates are: Saturday, March 27, Saturday, April 3, Saturday, April 10, and Sunday, April 11 Workers in this group must use the pre-registration system to request an appointment at one of the seven mass vaccination sites and attest they are a K-12 educator, childcare worker or K-12 school staff. All other vaccine providers (including Regional Collaboratives) are encouraged, but not required, to restrict their appointments to K-12 educators, child care workers and K-12 school staff on Saturday, March 27 , Saturday, April 3, Saturday, April 10 and Sunday, April 11, for consistency. Providers may designate alternative dates, in lieu of the 4 dates designated by the State, if necessary. Clinics may not restrict access to individuals who live or work in a particular area. All vaccine providers (including regional collaboratives) must submit their dates for educator clinics by Tuesday, March 16. The Command Center will post the schedule for all clinics next week. K-12 educators, childcare workers and K-12 school staff are urged to book appointments through mass.gov/COVIDvaccine beginning on March 11 as well as to book through the federal retail pharmacy program’s CVS website. Given the limited supply of vaccine, K-12 educators, childcare workers and K-12 school staff may not receive vaccine until mid-April or later. Mass Vaccination Locations: Springfield, Eastfield Mall Natick, Natick Mall Foxboro, Gillette Stadium Danvers, Doubletree Hotel Boston, Fenway Park (through 3/27) and Hynes Convention Center (starting 3/18) Roxbury, Reggie Lewis Center Dartmouth, Former Circuit City Regional Collaboratives: Barnstable County Berkshire County Boards of Health Association Franklin County Regional Collaborative Harrington Hospital, in Collaboration with LBOH Heywood Hospital, in Collaboration with LBOH Lawrence General Hospital, in Collaboration with LBOH Marshfield-Plymouth Northampton & Amherst Randolph – Collaboration between Avon, Holbrook, and Randolph Rutland Worcester, Worcester State University, Commonwealth Medicine and St. Vincent Hospital Lower Merrimack Valley- Collaboration between Amesbury, Georgetown, Groveland, Merrimack, Newbury, Newburyport, Rowley, Salisbury and West Newbury Southern Worcester County Regional COVID-19 Vaccination Coalition- Collaboration between Uxbridge, Northbridge, Mendon, Douglas, Bellingham, Blackstone, Hopedale, Millville, Milford, Oxford, Upton, Sutton Archived: Monday, March 15, 2021 10:12:25 AM From: Sonja Sheasley Se nt: Wed, 10 Mar 2021 12:00:49 To: Group - Reopening Task Force Subject: For Immediate Release: Upcoming Vaccine Clinics at Cape Cod Community College on March 16 and 17 Se nsitivity: Normal 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 Cape Cod Regional Vaccine Consortium Summary for Website Posting and Other Messaging March 3, 2021 1. What is the Cape Cod COVID-19 Vaccine Consortium? Cape Cod COVID-19 Vaccine Consortium, comprised of Cape Cod Healthcare (CCHC), Barnstable County (BC), Cape Cod Delegation, the towns and community health centers of Cape Cod, with support from Cape Cod Community College (4Cs), have established a large-scale vaccination site at the Cape Cod Community College gymnasium. Cape Cod Healthcare and Barnstable County Department of Health and Environment will operate the vaccination site as of March 1. It will have the capacity to administer more than 750 vaccines per day, five days per week, pending supply from the state. 2. How are Barnstable County and Cape Cod Healthcare working together at the same location to provide vaccines? Barnstable County and Cape Cod Healthcare will share the site and schedule residents independently from one another. 3. How will eligible residents make an appointment for a Barnstable County Clinic at Cape Cod Community College? Barnstable County's clinics at Cape Cod Community College will be set up just like any of the regional clinics that Barnstable County holds for eligible residents. Clinics will be announced 24 hours in advance, and appointments will be made using the state's scheduling platform, PrepMod. 4. How will eligible residents make an appointment through Cape Cod Healthcare at Cape Cod Community College? At this time, Cape Cod Healthcare will not be offering appointments to the public. Cape Cod Healthcare will be contacting (by phone) the most vulnerable population of older residents identified by the local Boards of Health. These residents do not need to be patients of Cape Cod Healthcare. 5. What is the criteria used for tracking the most vulnerable residents on Cape Cod? With support from councils on aging, police, fire, and other departments in their respective towns, local boards of health are working to identify the most vulnerable older adults in each of their individual municipal boundaries. Elder Services of Cape Cod (the region's ASAP) is also being consulted to cross-reference and reach all vulnerable older adults. Boards of health within each town will identify vulnerable older adults by town via the below plan to efficiently administer the vaccine to older adults left behind by the current vaccine offerings. Vulnerable older adults will be identified into two tracks: 1. Track One: Individuals who need assistance making a vaccination appointment but are able to travel to Cape Cod Community College. Track One individuals include those who are medically vulnerable and/or with limited computer abilities or access. a. This list will be provided to Cape Cod Healthcare, who will proactively reach out to and schedule these appointments at the Cape Cod Community College site. 2. Track Two: Individuals who are homebound, who do not drive, reside in senior housing, have other confining/limiting factors, etc. a. This list will be provided to Catchment Area Leads (Outer Cape Health Services; Community Health Center of Cape Cod; Town of Barnstable), who will proactively reach out to and schedule appointments at community health centers, home visits, regional sites, or another location. Homebound is defined as Residents of Barnstable County that have functional impairments that prevent them from leaving their homes. This population generally includes older people with lower-than-average income levels and serious medical problems like dementia, advanced heart conditions, or arthritis. Pertaining to COVID-19, this elder residential demographic is designated as homebound due to these medical challenges/disabilities. 6. Is Cape Cod Healthcare receiving vaccine from the state? How much? Which vaccine? Yes, in the last week of February, Cape Cod Hospital was added to the state's list of approved hospitals to receive and administer the COVID-19 vaccine. They are receiving a total of 2,000 doses per week. Cape Cod Healthcare administered 2,000 first doses at the Cape Cod Melody Tent during the week of 2/22 and another 2,000 doses during the week of 3/1, in addition to 2,000-second doses. Cape Cod Healthcare is currently receiving Moderna; This may change. 7. How much and which vaccine is Barnstable County receiving from the state? The County is receiving 1,070 doses per week. The County is currently receiving the Pfizer and Johnson and Johnson vaccine, and this may change. 8. Will Barnstable County continue to also operate regional sites across Cape Cod in addition to operating clinics at Cape Cod Community College? Yes, Barnstable County plans to continue operating regional vaccination sites in Eastham, Falmouth, Orleans, and Truro. 9. What are the upcoming Barnstable County clinics? Barnstable County Department of Health and Environment will be vaccinations on Tuesday 3/9 and Thursday 3/11 from 10:00 AM-3:00 PM at Cape Cod Community College (single dose clinic – Johnson and Johnson vaccine) Wednesday, 3/10 from 9:00 AM - 4:00 PM at the Orleans DPW (2nd dose only – Pfizer vaccine) Friday, 3/12 from 10:00 AM-2:00 PM at the Orleans Council on Aging (2nd dose only – Pfizer vaccine) Please note that Barnstable County’s vaccine schedule is developed week to week. 10. What plans are being made to provide vaccines to our region's homebound? The Consortium is working with the COVID-19 Command Center & DPH to request additional vaccine supplies for homebound residents (~2,500 residents have been identified as homebound.) Homebound is defined as Residents of Barnstable County that have functional impairments that prevent them from leaving their homes. This population generally includes older people with lower-than-average income levels and serious medical problems like dementia, advanced heart conditions, or arthritis. Pertaining to COVID-19, this elder residential demographic is designated as homebound due to these medical challenges/disabilities. 11. How does the County ensure that first-dose people will not get an appointment at a second-dose clinic? Barnstable County Department of Health and Environment screens and removes anyone who registers for their first dose at a second-dose clinic to ensure there is enough vaccine for the people who need a second dose. This information is provided by the Barnstable County Department of Health and Environment. Barnstable County COVID Vaccination Progress by Town and by Age Group, as of 3/9/21 Source: Data and Tabulation, MA DPH; Analysis, V. Harik Barnstable County Dept of Human Services Town Age Group Town Population Group Share of Town Population Individuals with 1+ doses Percent of Individuals with 1+ doses in the Age Group Age Group's Share of Town's Individuals with 1+ Doses Fully Vaccinated Individuals Percent of Fully Vaccinated Individuals in the Age Group Age Group's Share of Town's Fully Vaccinated Individuals Partially vaccinated individuals Percent of Partially Vaccinated Individuals in the Age Group Age Group's Share of Town's Partially Vaccinated Individuals UNVACCINATED by Age Group Notes Barnstable 0-19 Years 8,079 18%62 1%1%30 0%0%32 0%1%8,017 Barnstable 20-29 Years 4,924 11%576 12%5%395 8%7%181 4%3%4,348 Barnstable 30-49 Years 8,943 20%1,714 19%14%1,221 14%20%493 6%8%7,229 Barnstable 50-64 Years 10,997 25%2,565 23%21%1,561 14%26%1,004 9%16%8,432 Barnstable 65-74 Years 7,032 16%3,665 52%30%852 12%14%2,813 40%46%3,367 Barnstable 75+ Years 4,798 11%3,622 75%30%1,990 41%33%1,632 34%27%1,176 Barnstable Total 44,773 100%12,204 27%100%6,049 14%100%6,155 14%100%32,569 Bourne 0-19 Years 3,837 18%< 30 **< 30 **< 30 ** 3,837 Fewer than 30 vaccinated already Bourne 20-29 Years 3,496 17%264 8%5%175 5%7%89 3%3%3,232 Bourne 30-49 Years 3,843 18%757 20%13%474 12%18%283 7%9%3,086 Bourne 50-64 Years 4,757 23%1,153 24%20%624 13%23%529 11%17%3,604 Bourne 65-74 Years 3,022 14%1,670 55%29%327 11%12%1,343 44%43%1,352 Bourne 75+ Years 2,071 10%1,915 92%33%1,054 51%40%861 42%28%156 Bourne Total 21,026 100%5,759 *100%2,654 *100%3,105 *100%15,267 Brewster 0-19 Years 1,539 16%< 30 **< 30 **< 30 ** 1,539 Fewer than 30 vaccinated already Brewster 20-29 Years 681 7%100 15%3%70 10%5%30 4%2%581 Brewster 30-49 Years 1,444 15%269 19%9%185 13%14%84 6%5%1,175 Brewster 50-64 Years 2,323 23%483 21%15%250 11%19%233 10%13%1,840 Brewster 65-74 Years 2,349 24%1,119 48%36%189 8%14%930 40%51%1,230 Brewster 75+ Years 1,592 16%1,153 72%37%611 38%47%542 34%30%439 Brewster Total 9,926 100%3,124 *100%1,305 *100%1,819 *100%6,802 Chatham 0-19 Years 690 12%< 30 **< 30 **< 30 ** 690 Fewer than 30 vaccinated already Chatham 20-29 Years 428 7%33 8%2%******395 Chatham 30-49 Years 797 14%117 15%5%69 9%8%48 6%4%680 Chatham 50-64 Years 1,257 22%261 21%12%120 10%13%141 11%11%996 Chatham 65-74 Years 1,406 24%659 47%30%125 9%14%534 38%42%747 Chatham 75+ Years 1,251 21%1,104 88%51%578 46%63%526 42%42%147 Chatham Total 5,830 100%2,174 *100%892 *100%1,249 *100%3,656 Dennis 0-19 Years 1,804 14%< 30 **< 30 **< 30 ** 1,804 Fewer than 30 vaccinated already Dennis 20-29 Years 1,120 9%121 11%3%82 7%4%39 3%2%999 Dennis 30-49 Years 1,919 15%351 18%8%232 12%13%119 6%5%1,568 Dennis 50-64 Years 3,056 23%663 22%15%371 12%20%292 10%11%2,393 Dennis 65-74 Years 2,862 22%1,523 53%35%271 9%15%1,252 44%49%1,339 Dennis 75+ Years 2,327 18%1,735 75%39%862 37%47%873 38%34%592 Dennis Total 13,088 100%4,393 *100%1,818 *100%2,575 *100%8,695 Eastham 0-19 Years 516 11%< 30 **< 30 **< 30 ** 516 Fewer than 30 vaccinated already Eastham 20-29 Years 304 7%38 13%2%32 11%6%***266 Eastham 30-49 Years 572 12%93 16%5%53 9%10%40 7%3%479 Eastham 50-64 Years 1,160 25%236 20%13%109 9%21%127 11%10%924 Eastham 65-74 Years 1,197 26%668 56%38%90 8%17%578 48%47%529 Eastham 75+ Years 853 19%723 85%41%245 29%46%478 56%39%130 Eastham Total 4,603 100%1,758 *100%529 *100%1,223 *100%2,845 Falmouth 0-19 Years 5,265 17%34 1%0%< 30 **< 30 ** 5,265 Fewer than 30 vaccinated already Falmouth 20-29 Years 2,813 9%318 11%3%216 8%5%102 4%2%2,495 Falmouth 30-49 Years 5,473 18%948 17%9%573 10%14%375 7%6%4,525 Falmouth 50-64 Years 7,524 24%1,768 23%17%877 12%21%891 12%15%5,756 Falmouth 65-74 Years 5,567 18%3,302 59%33%552 10%13%2,750 49%46%2,265 Falmouth 75+ Years 4,548 15%3,749 82%37%1,893 42%46%1,856 41%31%799 Falmouth Total 31,190 100%10,085 32%100%4,111 *100%5,974 *100%21,105 Harwich 0-19 Years 1,993 16%< 30 **< 30 **< 30 ** 1,993 Fewer than 30 vaccinated already Harwich 20-29 Years 1,055 8%109 10%3%72 7%4%37 4%2%946 Harwich 30-49 Years 2,146 17%426 20%11%282 13%17%144 7%6%1,720 Harwich 50-64 Years 3,012 24%618 21%16%333 11%21%285 9%12%2,394 Harwich 65-74 Years 2,551 20%1,366 54%34%240 9%15%1,126 44%48%1,185 Harwich 75+ Years 1,833 15%1,451 79%36%690 38%42%761 42%32%382 Harwich Total 12,589 100%3,970 *100%1,617 *100%2,353 *100%8,619 Mashpee 0-19 Years 2,704 17%< 30 **< 30 **< 30 ** 2,704 Fewer than 30 vaccinated already Mashpee 20-29 Years 1,620 10%134 8%3%88 5%4%46 3%2%1,486 Mashpee 30-49 Years 2,952 19%475 16%11%308 10%16%167 6%7%2,477 Mashpee 50-64 Years 3,587 23%782 22%18%441 12%22%341 10%14%2,805 Mashpee 65-74 Years 2,641 17%1,410 53%32%235 9%12%1,175 44%47%1,231 Mashpee 75+ Years 2,032 13%1,650 81%37%889 44%45%761 37%30%382 Mashpee Total 15,535 100%4,451 *100%1,961 *100%2,490 *100%11,084 Orleans 0-19 Years 607 11%< 30 **< 30 **< 30 ** 607 Fewer than 30 vaccinated already Orleans 20-29 Years 371 7%40 11%2%< 30 **< 30 **331 Orleans 30-49 Years 725 13%149 21%6%100 14%13%49 7%3%576 Orleans 50-64 Years 1,230 22%277 23%12%125 10%16%152 12%10%953 Orleans 65-74 Years 1,437 26%761 53%32%118 8%15%643 45%41%676 Orleans 75+ Years 1,250 22%1,149 92%48%422 34%53%727 58%46%101 Orleans Total 5,620 100%2,376 *100%765 *100%1,571 *100%3,244 Provincetown 0-19 Years 196 8%< 30 **< 30 **< 30 **196 Provincetown 20-29 Years 151 6%< 30 **< 30 **< 30 **151 Provincetown 30-49 Years 452 18%85 19%7%43 10%11%42 9%5%367 Provincetown 50-64 Years 941 36%332 35%27%127 13%31%205 22%25%609 Provincetown 65-74 Years 565 22%453 80%37%59 10%15%394 70%47%112 Provincetown 75+ Years 278 11%351 >95%28%170 61%42%181 65%22%0 Data Unclear Provincetown Total 2,583 100%1,221 *100%399 *100%822 *100%1,435 Sandwich 0-19 Years 4,592 22%< 30 **< 30 **< 30 **4,592 Fewer than 30 vaccinated already Sandwich 20-29 Years 2,252 11%272 12%5%181 8%7%91 4%3%1,980 Sandwich 30-49 Years 4,119 20%839 20%16%547 13%21%292 7%10%3,280 Sandwich 50-64 Years 5,327 25%1,264 24%23%724 14%28%540 10%19%4,063 Sandwich 65-74 Years 3,022 14%1,643 54%30%334 11%13%1,309 43%47%1,379 Sandwich 75+ Years 1,766 8%1,351 77%25%798 45%31%553 31%20%415 Sandwich Total 21,078 100%5,369 *100%2,584 *100%2,785 *100%15,709 Truro 0-19 Years 237 12%< 30 **< 30 **< 30 **237 Truro 20-29 Years 133 7%< 30 **< 30 **< 30 **133 Truro 30-49 Years 309 16%56 18%8%***< 30 **253 Truro 50-64 Years 548 28%123 22%17%42 8%23%81 15%15%425 Truro 65-74 Years 484 25%270 56%37%***253 52%47%214 Truro 75+ Years 258 13%264 >95%36%89 35%48%175 68%32%0 Data Unclear Truro Total 1,968 100%713 *100%131 *100%509 *100%1,261 Wellfleet 0-19 Years 332 12%< 30 **< 30 **< 30 **332 Wellfleet 20-29 Years 206 7%< 30 **< 30 **< 30 **206 Wellfleet 30-49 Years 536 19%61 11%6%32 6%11%< 30 **475 Wellfleet 50-64 Years 644 23%152 24%15%66 10%23%86 13%12%492 Wellfleet 65-74 Years 655 24%416 64%42%44 7%15%372 57%53%239 Wellfleet 75+ Years 387 14%354 91%36%141 36%48%213 55%30%33 Wellfleet Total 2,760 100%983 *100%283 *100%671 *100%1,777 Yarmouth 0-19 Years 3,859 16%< 30 **< 30 **< 30 **3,859 Fewer than 30 vaccinated already Yarmouth 20-29 Years 2,489 10%240 10%3%163 7%5%77 3%2%2,249 Yarmouth 30-49 Years 4,498 19%822 18%11%560 12%17%262 6%7%3,676 Yarmouth 50-64 Years 5,354 22%1,260 24%17%717 13%21%543 10%14%4,094 Yarmouth 65-74 Years 4,176 17%2,080 50%29%432 10%13%1,648 39%42%2,096 Yarmouth 75+ Years 3,686 15%2,848 77%39%1,480 40%44%1,368 37%35%838 Yarmouth Total 24,062 100%7,250 *100%3,352 *100%3,898 *100%16,812 Fewer than 30 vaccinated already Fewer than 30 vaccinated already Fewer than 30 vaccinated already County Age Group County Population Group Share of County Population Individuals with 1+ doses Percent of Individuals with 1+ doses in the Age Group Age Group's Share of Town's Individuals with 1+ Doses Fully Vaccinated Individuals Percent of Fully Vaccinated Individuals in the Age Group Age Group's Share of Town's Fully Vaccinated Individuals Partially vaccinated individuals Percent of Partially Vaccinated Individuals in the Age Group Age Group's Share of Town's Partially Vaccinated Individuals UNVACCINATED by Age Group Notes Total Barn. County 0-19 Years 36,252 17%96 0.26%36,190 Total Barn. County 20-29 Years 22,041 10%2,245 10%19,796 Total Barn. County 30-49 Years 38,725 18%7,162 18%31,563 Total Barn. County 50-64 Years 51,717 24%11,937 23%39,780 Total Barn. County 65-74 Years 38,964 18%21,005 54%17,959 Total Barn. County 75+ Years 28,931 13%23,419 81%5,591 Total Barn. County Total 216,629 100%65,864 150,879 Archived: Monday, March 15, 2021 10:12:50 AM From: Vaira Harik Se nt: Thu, 11 Mar 2021 08:56:08 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; thomas.damario@mahouse.gov; Rep. Steve Xiarhos; Brad Schiff; Geoff Spillane; Beth Bullock-McGrail; Tapper, Abigail (DPH); amy@wellstrong.org; Jennifer Clarke; Danielle Alexandrov; gconran@conranpr.com; Poyant, Lynne; Noonan, Madeline; Hersey, Paula; Stephanie Costigan; Owen Fletcher; Sarah Bagley; Nancy Regan; jesse.mcwilliams@jud.state.ma.us; tavery6@hotmail.com; jtrabucco@bsheriff.net; guysalesman@gavinfoundation.org; williampimental@gavinfoundation.org; agottlieb@apcc.org; Carlstrom, Brian; chorgan@capecodchildrensplace.com; Christopher Adams; david.vieira@mahouse.gov; Deborah Aylesworth; Dotty Caron; dylan.fernandes@mahouse.gov; jbeebe@eastham-ma.gov; economicplanner@eastham-ma.gov; jerry.fishbein@1199.org; Julie Wake; Kristy Senatori; Lauf, Michael; Maguire, Emily (HOU); mark.ells@town.barnstable.ma.us; Peckham, Ann-Marie; pndzwk@comcast.net; rforget@uppercapetech.org; Sampson, David; Shareen Davis; Wendy Northcross; ercurry@eugenecurry.com; Anne Sigsbee, MD; Patricia Mitrokostas; speugh@ymcacapecod.org; Richard Corey; Dr. Suneel Dhand; Stasiowski, Carole A. (CSTASIOWSKI@PARTNERS.ORG); lulubelle2001@msn.com; Maria Syrniotis (Sen. Moran Chief of Staff); Wilson, Tara (SEN) Subject: 3/11/21: Barnstable County and Regional COVID-19 Daily Update Se nsitivity: Normal N.B. I am no longer attempting to tally new probable cases alongside new confirmed cases. I have not received information on probable cases s ince 12/6/20, at which time Barnstable County had logged a total of 531.) Good Morning All. Updated MA Travel Order \u8203 ?: https://www.mass.gov/info-details/covid-19-travel-order The travel order has been updated, with the most notable change being that persons who are fully vaccinated do not have to register their travel with the state, but must be prepared to show proof of their vaccination if asked. SUMMARY: 1. New Cases: DPH new cases reported yesterday: Barnstable County: 59 new cases Martha's Vineyard: 2 new cases Nantucket: 6 new cases 2. Hospitalizations and Fatalities: 3-day avg. hospitalizations have increased to 19 and appear to be showing a slight trend upwards (they were in the mid-60s in January during the post-holiday surge). ICU patient numbers have increased to 5 patients (in CCH). There were 3 COVID fatalities reported yesterday. CCH and Falmouth Hos pital have re-opened to limited visitation. Last week marked the one-year anniversary of the recognition of the first COVID case in Massachusetts.\u8203 ? In year 1 of this pandemic the Barnstable County Case Fatality Rate (CFR) is 4%, behind only Berkshire and Franklin Counties (which are also remote, rural locales), and is markedly higher than the state CFR (2.8%). Recent data on COVID fatalities in Barns table County sugges t that residents of Long Term Care/Skilled Nursing Facilities/Rest Homes represent 42.5% of all fatalities (167 of 393 fatalities, as of 2/23/21). This is a lower percentage than that seen during phas e 1 of the pandemic last spring (over 65%), and this percentage continues to fall. Indeed, between 1/5/21 and 2/23/21 only 20% (28) of 137 fatalities occurred among LTC residents. 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. School districts remain in a hybrid learning model. However, DESE Commissioner Jeffrey Riley has announced plans which will compel schools to return to 100% in-person learning, starting with elementary schools, in April. 4. Testing; Test Positivity Rates (14-day, as of 3/10/21): Barnstable County: 3.22% (higher vs. previous fortnight) Dukes & Nantucket Counties: 1.53% (higher) A test percent positivity rate below 5% suggests that an outbreak is on the way to containment. 5. Weekly Town Risk, and Statewide Cluster Analyses: See charts below. 6. Vaccination: u8203 ? -Groups eligible for vaccination now are those in Phase 1, and Phase 2/Group 1 (persons aged 75+), and Phase 2/Group 2 (65+, 2+ comorbidities, residents and staff of low-income senior housing), and (effective 3/11) Phase 2/Group 3 --K-12 and early education/childcare teachers and s taff, depending upon availability of vaccine. u8203 ? -Caregivers (regardless of age) accompanying a 75+ person to their vaccination appointment remain eligible for vaccination and can receive vaccination under these circumstances at DPH mass vaccination sites. Local vaccination clinics may also allow this, but most are not doing so because of constrained vaccine supplies. u8203 ? \u8203 ?-Phase 2 of the State Vaccination Plan began on February 1. On March 11th K-12 teachers and staff and childcare teachers and staff will become eligible for vaccination. Vaccination at local clinics during Phase 2 are by appointment only and appointments are announced and able to be scheduled once County and local health authorities are sure of vaccine availability from the DPH. The public is being given notice of planned vaccination clinics for eligible persons in Phase 2. Plans for 4-5 sub-regional mas s vaccination sites on Cape Cod, for operation during Phase 2, are in place. A Cape Cod Regional Vaccine Consortium has been established via a partnership between the Barnstable County Health Dept, Local Town Boards of Health (LBOHs), Community Health Centers (CHCs), and Cape Cod Healthcare, and has received support from the DPH. The Consortium has established a vaccination site at Cape Cod Community College (which opened this week) and is also working with LBOHs and CHC to organize in-reach to homebound persons to vaccinate them. The DPH is responsible for providing sufficient vaccine in order for the Consortium to reach its full potential. 7. COVID Mutation and Changes in Transmissibility/Virulence/Other: There are four variants of concern: B117 (UK), B1351 (S. Africa), P1 (Brazil), and B1526 (New York City, which emerged in November). All four appear to be significantly more transmissible than the virus which dominated Wave 1 of the pandemic. Within two months of the B117 variant being identified in the UK (October) it became the dominant strain circulating there. The CDC is now posting surveillance information on the emergence of the B117 variant in the US: https://www.cdc.gov/coronavirus/2019-ncov/transmission/variant-cases.html.\u8203 ? Existing vaccines may be less effective against these new strains. The degree to which this may be so is being investigated. Moderna and Pfizer are working on a booster shot to counter these new s trains. B1526 now accounts for 40% of new cases in NYC B117 and B1351 have been identified in Massachusetts. DETAIL: 1. New Cases Daily new case numbers in Barnstable County remain stable, but with an upward bias, following a major decline since the holiday season surge. 59 cases were reported yesterday. The 7-day average new cases per 100,000 is 19/100K, with Barnstable County acquiring an average of 41 cases per day over the past 7 days. Nantucket's 7-day average cas es per 100,000 population (now 29/100K) has increased significantly in the past week\u8203 ?. On average (7-day) Nantucket is picking up 3 new cases per day. 6 new cases were reported yesterday. Martha's Vineyard's 7-day average cases per 100,000 population (7/100K) continues lower. On average Dukes County is gaining approximately 1 new case per day. 2 cases were reported yesterday. Trailing 14-Day Testing and Cases by County: In the context of adequate availability of testing and contact tracing, which our three counties appear to have achieved, a test percent positivity rate below 5% suggests that an outbreak is on the way to containment. Rates below 3% and 1% are further important containment milestones. Test Positivity Rates (14-day, as of 3/2/21): Barnstable County: 3.22% (higher vs. previous fortnight) Dukes & Nantucket Counties: 1.53% (higher) 2. Hospitalizations and Fatalities Hospitalizations and acuity of illness have decreased very significantly since the double peaks of the Wave 2 surge seen in min-January and early February (corresponding Thanksgiving and Christmas holidays). Cape Cod Hospital and Falmouth Hospital have resumed limited visitation of inpatients. Non-essential surgeries and other elective procedures remain halted. Since DPH reporting of hospitalizations has a 2-day lag Tina Shaw of CCHC is providing me with more recent information (thank you Tina). Yesterday evening CCHC reported that there were 20 COVID patients in hospital, 5 of which were in the CCH ICU. Fatalities: No fatalities were reported yesterday. The total is 418. Recent data on COVID fatalities in Barns table County sugges t that residents of Long Term Care/Skilled Nursing Facilities/Rest Homes represent 42.5% of all fatalities (167 of 393 fatalities, as of 2/25/21). This is a lower percentage than that seen during phas e 1 of the pandemic last spring (over 65%), and this percentage continues to fall. Indeed, between 1/5/21 and 2/23/21 only 20% of the County's 137 fatalities occurred among LTC residents.\u8203 ? Last week marked the one-year anniversary of the recognition of the first COVID case in Massachusetts.\u8203 ? In year 1 of this pandemic the Barnstable County Case Fatality Rate (CFR) is 4%, behind only Berkshire and Franklin Counties (which are also remote, rural locales), and is markedly higher than the state CFR (2.8%). 3. Schools and Childcare Centers School districts are staying vigilant and reacting well to new cases. School districts on the Cape and Islands are in a hybrid learning status, however DESE Commissioner Jeffrey Riley has announced plans which will compel schools to return to 100% in-person learning, starting with elementary schools, in April. As such (and noted elsewhere), school and childcare teachers and staff will be eligible to begin scheduling vaccinations this week (3/11). DESE and the DPH (memo of 1/8/21) announced 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 pos ted. The status of this initiative is unclear at this time. 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. This mandate has been canceled by the DPH. 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 Cape Cod Hospital (the Melody Tent site has been given over to vaccination clinics). Daily testing capacity is 50 at the Falmouth site and 350 at the Hyannis site. 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/). The Community Health Center of Cape Cod is also offering testing at its locations . 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 is 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 is conducted weekly for staff. In addition, the State's BinaxNOW rapid testing program (available to schools) has been extended to visitors of nursing homes and rest home residents (LTC settings) to allow visitation of residents while limiting the risk of infection from visitors. DPH has published guidance on this. The program has als o been extended to childcare centers (? Checking...) 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 6. Vaccination u8203 ?Groups eligible for vaccination now are those in Phase 1, Phase 2/Group 1 (persons aged 75+), and Phase 2/Group 2 (65+, 2+ comorbidities, and residents and staff of low-income senior housing) depending upon availability of vaccine. Caregivers (regardless of age) accompanying a 75+ person to their vaccination appointment remain eligible for vaccination and can receive vaccination under these circumstances at DPH mass vaccination sites. Local vaccination clinics may also allow this, but most are not doing so because of cons trained vaccine supplies. u8203 ? \u8203 ?-Phase 2 of the State Vaccination Plan began on February 1. On March 11th K-12 teachers and staff and childcare teachers and staff will become eligible for vaccination. Vaccination at local clinics during Phase 2 is by appointment only and appointments are announced and able to be scheduled once County and local health authorities are sure of vaccine availability from the DPH. The public is being given notice of planned vaccination clinics for eligible persons in Phase 2. Appointments (https://www.cic-health.com/vaccines-location) may not be immediately available due to overwhelming demand and s till-limited supply of vaccine from the manufacturers. Appointments for local vaccination clinics are only being scheduled once County and local health authorities can be sure of vaccine availability from the DPH. The public is being given notice of planned vaccination clinics for eligible persons in Phase 2. Vaccination is available at several State-run mass vaccination sites around Massachusetts. The closest ones to Cape Cod are at Gillette Stadium in Foxboro and in Dartmouth. Appointments can be scheduled by visiting https://www.cic-health.com/vaccines-location, or calling 2-1-1 and following the prompts if the citizen does not have access to/or cannot operate on the internet. Plans for 4-5 sub-regional mass vaccination sites on Cape Cod, for operation during Phase 2, are in place. A Cape Cod Regional Vaccine Consortium has been established via a partnership between the Barnstable County Health Dept, Local Town Boards of Health (LBOHs), Community Health Centers (CHCs), and Cape Cod Healthcare, and has received support from the DPH. The Consortium has established a vaccination site at Cape Cod Community College (which opened yesterday) and is also working with LBOHs and CHC to organize in-reach to homebound persons to vaccinate them. The DPH is responsible for providing sufficient vaccine in order for the Consortium to reach its full potential. Next week Harbor Health Services, Inc. (Hyannis) will join the other three Federally Qualified Community Health Centers on Cape Cod in offering vaccination clinics. The State has contracted with CVS and Walgreens to arrange vaccination of older adults in SNFs/congregate care. CVS, Walgreens, and Stop & Shop pharmacies are also s cheduling vaccinations for the groups in Phase 2, again depending upon vaccine supply. Insert updated Gantt chart on Thursday, 3/11) 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 September and publicized in early December. Reports hold that B117 is 50% - 70% more contagious than our predominant variant now circulating (D614G). Within three months of the variant being identified in the UK it became dominant strain circulating there. Additional variants of concern have emerged internationally: B1351 (South Africa) and Brazil (P1) which are also highly transmissible. An additional variant, B1526, emerged in New York City in November. Its features are being studied. All variants appear to be significantly more transmissible than the virus which dominated Wave 1 of the pandemic. The first three variants are spreading globally and have been detected in the US. The B117 and B1351 variants have been identified by the DPH as being in circulation in MA.\u8203 ? The B1526 (NYC) variant now accounts for 40% of new cases in New York City. Researchers are working to determine if the variants differ from D614G (the Wave 1 configuration) 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. The existing vaccines may be less effective against the new strains. Moderna and Pfizer are working on booster shots to counter these new strains. The CDC is posting surveillance information on the emergence of the variants in the US: https://www.cdc.gov/coronavirus/2019-ncov/transmission/variant-cases.html. 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.statnews.com/2020/12/21/loomi 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 ). Vaira Harik, M.S. Deputy Director Barnstable County Dept. of Human Services Cell: 520-271-6314 Email: vharik@barnstablecounty.org Weekly Count of New COVID-19 Infections: March 8, 2020 – March 6, 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- Ages of Brewster Residents with Active COVID-19 Infections February 21-February 27 0-9 years (0) 0%10-19 years (0) 0% 20-29 years (2) 40% 30-39 years (1) 20% 40-49 years (1) 20% 50-59 years (1) 20% 60-69 years (0) 0% 70-79 years (0) 0% 80+ years (0) 0% 0-9 years (0) 10-19 years (0) 20-29 years (2) 30-39 years (1) 40-49 years (1) 50-59 years (1) 60-69 years (0) 70-79 years (0) 80+ years (0) 0-9 years (1) 14% 10-19 years (2) 29% 20-29 years (1) 14% 30-39 years (0) 0% 40-49 years (0) 0% 50-59 years (0) 0% 60-69 years (2) 29% 70-79 years (1) 14% 80+ years (0) 0% 0-9 years (1) 10-19 years (2) 20-29 years (1) 30-39 years (0) 40-49 years (0) 50-59 years (0) 60-69 years (2) 70-79 years (1) 80+ years (0) February 27-March 6 COVID Infections in Age Groups % COVID Infections in Age Groups Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 Website Announcement: March 5, 2021 BREWSTER TOWN OFFICES AND LADIES LIBRARY TO REOPEN TO PUBLIC & RECYCLING CENTER TO ACCEPT FEE ITEMS Beginning Tuesday March 9, 2021, Town offices will re-open to the public. Town offices at Town Hall, the Department of Natural Resources, the Water Department, and Department of Public Works, will be open on Tuesdays and Thursdays during normal hours of operation. Residents and visitors are strongly encouraged to continue to access services remotely as they have for much of the past year. Routine payments and applications can continue to be left in the dropboxes at building entrances. When Town offices are closed, phone messages and email correspondence will be answered promptly by Town staff. Consistent with past Town protocols and current State directives, all people entering Town offices to conduct business must wear a mask or face covering, unless under the age of 5 or unable to due to a medical condition.Only one person will be allowed in each office at a time. People who are waiting to be served must maintain a distance of 6’ from the person in front of them. Before entering an office, you must sign-in for contact tracing purposes. If you have a specific issue or concern, please call ahead and make an appointment with the appropriate department. If you are looking to review plans or files, you must make an appointment and you will be provided a separate space. Starting Thursday March 11, the Recycling Center will once again accept fee items such as yard waste, electronics, construction debris, scrap metal, mattresses, etc. The Brewster Ladies Library plans to reopen for limited Grab & Go service starting Tuesday March 23. More details to follow. Office of: Select Board Town Administrator Archived: Monday, March 15, 2021 10:13:44 AM From: Robin Young Se nt: Tue, 9 Mar 2021 12:17:01 To: Kyle Hinkle; Peggy Nye; Robert Dwyer; Robert Newman; Vernon Smith; Andrea Aldana; Doug Scalise; Apt Cape Cod; Breakwater Lobster & Fish; Brewster Baptist Church; Brewster By the Sea; Brewster Day Camp; Brewster Inn and Chowder House; Brewster Pizza House; Cafe Alfresco; Camp Nan-Ke-rafe; Candleberry Inn; Captain Freeman Inn; CC National Golf Course; Chillingsworth; Cobies; Cumberland Farms; Dunkin Donuts; Eat Cake 4 Breakfast; Freemans Grill; Guapos Shore Shack; Harbor lights Mini Golf; JT's Restaurant; Kates; Laurinos; Ocean Edge; Old Sea Pines Inn; Perry's Cape Cod Ice Cream; Pleasant Bay Rehab; Sea Meadow Inn; Shady Knoll; Snowy Owl; Spinnaker; Stone L'oven; Sweetwater Forest; The Island Blue Crab; The Local Scoop; The Park Store; 'Andrea DeSimone'; Brewster Green; 'bryan.webb@oceanedge.com'; 'Captain Freeman Inn'; 'info@candleberryinn.com'; 'info@chillingsworth.com'; info@pepperhouseinn.com'; 'innkeeper@oldmanseinn.com'; innkeeper@oldseapinesinn.com; 'innkeeper@seameadowinn.com'; 'michaelsinbrewster@gmail.com'; 'spincape@hotmail.com'; 'stay@brewsterbythesea.com'; 'turnstoneinn@aol.com' Cc: Amy von Hone; Peter Lombardi; Robert Moran; Heath Eldredge; Kevin Varley; Sherrie McCullough; Donna Kalinick; Sara Provos; Victor Staley Subject: Expanded Outdoor Dining Provisions 2021 Sensitivity: Normal Attachments: Brewster Alteration of Premises EXT Form 2021.pdf; Brewster First Alteration of Premises Application 2021.pdf; dot-OutdoorDiningFactSheet-covid.pdf; PATIO-HEATER-USE-9.30.20.docx; Restaurants_Checklist_Eng_FINAL_20200608.pdf; Signed%20Phase%20III%20Adjustments%20COVID-19%20Order%20No.%2050.pdf; To Brewster Food Service Establishments and/or Local On-Premises Liquor License Holders: Per Governor Baker’s Executive Order #50 (attached), municipalities can continue their outdoor dining program until 60 days after the state of emergency has been rescinded or any earlier date of their choosing. As the state of emergency has not been lifted to date, the Town of Brewster is asking that all food service establishments who were granted approval for a Changed or Altered Premises application in 2020: 1. Respond to this email if you intend to continue expanded outdoor dining and/or outdoor on premis es liquor service for the 2021 season. 2. If there has been a significant change in your seating layout from that originally proposed, please also attach a new Brewster Alteration of Premises EXT Form 2021 (attached). 3. If you were not approved for a Change or Altered Premises application in 2020 and would like to apply this year, please fill out and submit the Brewster First Alteration of Premises Application 2021 (attached). Following receipt of your response, a joint inspection of the premises will be scheduled with a representative of the Health Department, Building Department and Fire Department. Please complete and submit paperwork to outdoordining@brewster-ma.gov for review and approval. Any questions may also be submitted via email, and we look forward to working with you. Wishing you a successful summer season, Robin A. Young Executive Assistant To the Town Administrator Town of Brewster 508-896-3701 x1100 Effective March 9, 2021, until further notice: Based on current state guidance and public health data, Brewster Town Offices are open to the public on Tuesdays and Thursdays during regular business hours. Residents and visitors are urged to continue to access town services remotely if possible. Phone messages and email communications will continue to be answered promptly. Thank you for your understanding and cooperation. For the latest updates on Town services, please visit www.brewster-ma.gov. View this em ail in your brows er FOR IMMEDIATE RELEASE Contact: Michael Verseckes (HED) Michael.W.Verseckes@mass.gov Samantha Kaufman (DHCD) samantha.kaufman@mass.gov Baker-Pol ito Adm inistrati on Announces 34 M illion in Communi ty Development Bl ock Grants to 41 Com muniti es BOSTON - Tuesday, March 2, 2021 - Today, the Baker-Polito Administration announced the most recent round of Community Development Block Grant Awards. Forty-one communities were notified earlier this year of $34 million in federal funding to pursue important local projects, including housing rehabilitation, small infrastructure projects, and for local social services like youth programming or food banks. The Community Development Block Grant (CDBG) Program represents the most direct funding that communities receive from the federal government. Funds can support a wide-range of projects to benefit low and moderate-income households in a community. Each year, the federal Department of Housing and Urban Development (HUD) allocates funding to Massachusetts, through the Department Archived: Monday, March 15, 2021 10:14:08 AM From: Peter Lombardi To: Select Board Cc: Donna Kalinick; Susan Broderick; Robin Young; Jill Scalise Subject: FW: Fw: Baker-Polito Administration Announces $34 Million in Community Development Block Grants to 41 Communities Se nsitivity: Normal Good evening, I have great news to share! The Town of Brewster, in partnership with Dennis and Wellfleet, has been awarded $1.3M in Community Development Block Grant funding to support housing rehab and childcare assistance. More details will follow… Kudos to Donna and Jill for their work to help bring these funds to help Brewster residents in need and continued efforts to advance our housing initiatives. Peter Peter Lombardi Town Administrator Town of Brewster 508-896-3701 x. 1128 Effective December 22, 2020, until further notice: Based on current public health data, Brewster Town Offices will be CLOSED TO THE PUBLIC. Town Administration staff are working remotely, and will continue to respond to phone messages and email communications promptly. If you need assistance, please call (508) 896-3701 or email plombardi@brewster-ma.gov. For the latest updates on Town services, please visit www.brewster-ma.gov. Thank you for your continued understanding and cooperation. From: Donna Kalinick Sent: Tuesday, March 2, 2021 3:23 PM To: Peter Lombardi <plombardi@brewster-ma.gov> Cc: Jill Scalise <jscalise@brewster-ma.gov> Subject: FW: Fw: Baker-Polito Administration Announces $34 Million in Community Development Block Grants to 41 Communities Forwarded message --------- From: Tabatabai, Golnaz (OCD) <golnaz.tabatabai@state.ma.us> Date: Tue, Mar 2, 2021 at 3:18 PM Subject: Fw: Baker-Polito Administration Announces $34 Million in Community Development Block Grants to 41 Communities To: Malloy, Nathaniel <malloyn@amherstma.gov>, Sarah Szczebak <sszczebak@townofpalmer.com>, Cassie Boyd Marsh <cboyd@baileyboyd.com>, Alice Boyd <aboyd@baileyboyd.com>, Antoon, Patricia L PLAntoon@ci.methuen.ma.us>, Brian McHugh <bmchugh@fcrhra.org>, Patricia Mullins <Pmullins@berkshireplanning.org>, Johnson, Erica <ejohnson@pvpc.org>, John O'Leary <Joleary@pvpc.org>, Linda Overing ljovering@gmail.com>, Dunphy, Christopher <CDunphy@pvpc.org>, Peter Sanborn <psanborn@cogincorp.com>, Sharon Pleasant <spleasant@fcrhra.org> Good afternoon everyone, Our CDBG FY-2020 award was announced today. Please see the following release. We are still waiting for the HUD agreement. But you can certainly send your setup/required documents e.g. environmental review clearance packet, response to your special conditions, and if applicable public social services (PSS) contracts (in case the town is hiring a grant administrator). Please use the most updated contract. Thank you, Golnaz of Housing and Community Development (DHCD). DHCD manages both a competitive round for qualifying communities, such as today’s awards, and allocates funding to the Commonwealth’s eleven mini-entitlement communities. Our administration is pleased to announce $34 million in federal funding to help 41 communities deliver vital services to residents and invest in local infrastructure," said Governor Charlie Baker. "These grants will help municipalities fill key budget gaps created by the pandemic, enabling them to advance critical long-term projects while continuing to support residents in the fight against COVID-19." The Community Development Block Grant Program provides municipalities with significant direct aid from the federal government, helping cities and towns address longstanding needs exacerbated by the pandemic," said Lt. Governor Karyn Polito. "Now more than ever, we are grateful to our federal partners for this funding to support local programs such as child care, food banks and other safety net protections to ensure that residents across the Commonwealth have the resources they need to stay healthy and thrive." Today’s awards will help municipalities rehabilitate more than 350 housing units, fund 17 infrastructure improvement projects, and fund supportive programming for children, teenagers, victims of domestic violence, homeless individuals, and the elderly. Despite the challenges of the last year, communities across the Commonwealth have been leaders in the work to stop the spread of COVID-19 and support their downtowns and struggling residents,” said Housing and Community Development Secretary Mike Kennealy. “Today’s CDBG funding will help municipalities fill budget gaps for social services, but also fund infrastructure improvements." Our communities have diverse needs, and every year, Community Development Block Grants help municipalities deliver services that meet local concerns,” said Housing and Community Development Undersecretary Jennifer Maddox. This federal aid helps our communities run food pantries, provide childcare services, domestic violence prevention, workforce training, and make high-impact, local infrastructure projects happen. Municipalities need flexible funding, and we are proud to work with our local partners to make these important awards.” The Community Development Block Grant (CDBG) Program is a competitive grant program authorized by Congress, funded under Title I of the Housing and Community Development Act of 1974, as amended, and designed to help small cities and towns meet a broad range of community development needs. Assistance is provided to qualifying cities and towns for projects that assist low and moderate-income residents, or revitalize blighted areas. CDBG funds are allocated annually to the Commonwealth through HUD, and administered by DHCD. Since 2015, the Baker-Polito Administration has awarded nearly $180 million in Community Development Block Grants to projects in more than 180 communities. DHCD oversees funding and resources to help people in Massachusetts live affordably and safely. Through its community and private-sector partners, DHCD provides affordable housing options, financial assistance, and other support to Massachusetts communities. In response to the COVID-19 Pandemic, DHCD has launched the Eviction Diversion Initiative to prevent evictions in Massachusetts; more information at mass.gov/covidhousinghelp. AMESBURY will receive $550,000 for housing rehabilitation assistance to 10 units and an after school program for youth. AMHERST will receive $825,000 for Mill Lane infrastructure improvements, housing authority modernization, microenterprise assistance to 25 businesses, and to provide support for a food pantry, youth mentoring, adult literacy, immigrant services and family stabilization services. ATHOL will receive $800,000 for infrastructure improvements to Walnut Street neighborhood. BLANDFORD will receive $449,825 for housing rehabilitation assistance to 12 units and to produce and ADA Transition plan. BUCKLAND will receive $756,798 for infrastructure improvements to Lower Ashfield Street and to support a food pantry. CHELSEA will receive $825,000 for Cherry Street road and sidewalk improvements, Chelsea Square Park improvements, housing rehabilitation assistance for 4 units and social service assistance to include youth services, ESOL and citizenship training. CHESTER, HUNTINGTON, MIDDLEFIELD will receive $1,300,000 for housing rehabilitation assistance to 6 units, Prospect Street infrastructure improvements and social service assistance for domestic violence prevention, family health, elder services and to support a food pantry. CHESTERFIELD, CUMMINGTON, GOSHEN, PERU, PLAINFIELD and WILLIAMSBURG, WORTHINGTON will receive $1,300,000 to provide housing rehabilitation assistance to 16 units, design for a senior center and to provide childcare assistance, elder services and to support a food pantry. DALTON, BECKETT, SHEFFIELD, STOCKBRIDGE will receive $1,298,304 to provide housing rehabilitation assistance to 20 units and to produce ADA Plans for Dalton, Beckett and Stockbridge. DENNIS, BREWSTER, WELLFLEET will receive $1,300,000 to provide housing rehabilitation assistance to 15 units and childcare assistance. EASTHAMPTON will receive $800,000 for infrastructure improvements to Admiral Street neighborhood. EDGARTOWN, AQUINNAH and WEST TISBURY will receive $1,300,000 to provide housing rehabilitation assistance to 25 units and to provide childcare assistance. EGREMONT, GREAT BARRINGTON, SANDISFIELD will receive $1,300,000 to provide housing rehabilitation assistance to 29 units. EVERETT will receive $825,000 to provide design for Chelsea Street playground improvements, a housing production plan, housing rehabilitation assistance for 11 units and social service assistance to include homelessness prevention, ESOL, youth services, elder services and a food pantry. GARDNER will receive $825,000 for downtown infrastructure improvements, design for downtown infrastructure improvements and Park Street park improvements and social service assistance to include youth services, substance abuse service and domestic violence prevention services. GREENFIELD will receive $825,000 for West Street infrastructure improvements, downtown revitalization planning and to support a food pantry, elder services and adult literacy. HEATH AND HAWLEY will receive $876,713 for housing rehabilitation assistance to 16 units. HOLLAND AND WALES will receive $582,200 for housing rehabilitation assistance to 12 units, design for Union Road infrastructure improvements and social service assistance for domestic violence prevention and to support a food pantry. HUNTINGTON will receive $572,248 for infrastructure improvements to Crescent Street and ADA improvements to town hall. LEICESTER will receive $335,200 for housing rehabilitation assistance to 7 units and design for ADA improvements to Russell Memorial park. MARLBOROUGH will receive $799,455 for housing rehabilitation assistance to 10 units, roof repairs to Liberty Hill public housing, infrastructure improvements to Harrison Place and youth services. METHUEN will receive $550,000 for ADA improvements to Broadway Street and social service assistance for youth services, childcare, elder transportation and adult literacy. MILLBURY AND DUDLEY will receive $664,500 for housing rehabilitation assistance to 15 units, design for Pear-Maple infrastructure improvements in Millbury and design for Millbury senior center improvements. MONTAGUE will receive $675,519 for housing rehabilitation assistance to 2 units, Avenue A streetscape improvements, design for Hillcrest playground improvements and to provide social services to include family counseling, recovery counseling, a meals program and youth services. NORTH ADAMS will receive $825,000 for Liberty and North Holden Street improvements, senior center improvements and social services. NORTH BROOKFIELD AND BROOKFIELD will receive $661,500 to provide housing rehabilitation assistance to 14 units and North Brookfield senior center improvements. NORTHBRIDGE will receive $800,000 to provide housing rehabilitation assistance to 14 units and planning to prepare an area wide slum and blight inventory. OAK BLUFFS, CHILMARK and TISBURY will receive $1,300,000 to provide housing rehabilitation assistance to 25 units and to provide childcare assistance. ORANGE will receive $575,342 to provide housing rehabilitation assistance to 5 units and social service assistance for disability services, mediation services, family counseling, adult education and a food pantry. PALMER will receive $825,000 to provide housing rehabilitation to 15 units, Hyrniewicz Park design, a housing production plan and domestic violence prevention and transportation services. ROCKLAND will receive $729,000 to provide housing rehabilitation assistance to 11 units and housing authority modernization. SALISBURY will receive $550,000 to provide housing rehabilitation assistance to 8 units, design for Meanders Lane neighborhood improvements and social services assistance to Boys and Girls Club, childcare and homelessness and food pantry. SHELBURNE will receive $787,832 for Bridge Street infrastructure improvements and to support a food pantry. SOUTH HADLEY will receive $512,000 to provide housing rehabilitation assistance to 12 units and design for Center Street improvements. SOUTHBRIDGE will receive $825,000 for West Street roadway improvements, McCann Field improvement and code enforcement. SOUTHWICK will receive $468,000 to provide housing rehabilitation assistance to 6 units, design for North Lake Avenue infrastructure improvements and to support a food pantry. TRURO, EASTHAM and PROVINCETOWN will receive $1,300,000 to provide housing rehabilitation assistance to 25 units and to provide childcare assistance. WARE will receive $800,000 for Bank Street infrastructure improvements and social services assistance for domestic violence prevention, health services and literacy services. WAREHAM will receive $825,000 for housing rehabilitation assistance to 8 units, Bayview Park sidewalk improvements, and support for a food pantry, homelessness prevention, Boys and Girls Club, and literacy and transportation services. WEBSTER will receive $825,000 for Granite Street infrastructure improvements and downtown and Riverwalk improvements. WEST SPRINGFIELD will receive $825,000 to provide public facilities improvements (Boys and Girls Club), Chapin Street infrastructure improvements, code enforcement, FTHB program, ESOL, employment training and Head Start. WINCHENDON will receive $715,510 for Railroad Street infrastructure improvements and to provide fuel assistance. Copyright © 2021, Executive Office of Housing and Economic Development, All rights reserved. Executive Office of Housing & Economic Development 1 Ashburton Place, Room 2101, Bos ton, MA 02108 617) 788-3610 mas s .gov/hed | twitter.com /Mas sEOHED Want to change how you receive thes e em ails ? You can update your preferences or unsubscribe from this lis t. Alice Boyd Bailey Boyd Associates, Inc 508 430-4499 x1 www.baileyboyd.com Municipality Sorted by County) ARPA Direct Municipal Aid Estimate County 2019 Population (for Calculating Per Capita of County Allocation) Estimated County Allocation (Population Mulitpled by $193.94) Abolished County: Funding Automatically Transferred to the Municipality County Exists: Funding Goes to County Government Total Estimated Direct Municipal Aid Amount Columns B+G) Barnstable 7,132,724$ Barnstable County 44,477 8,625,869$ 8,625,869$ 7,132,724$ Bourne town 1,949,631$ Barnstable County 19,762 3,832,642$ 3,832,642$ 1,949,631$ Brewster town 964,358$ Barnstable County 9,775 1,895,764$ 1,895,764$ 964,358$ Chatham town 590,157$ Barnstable County 5,982 1,160,149$ 1,160,149$ 590,157$ Dennis town 1,368,451$ Barnstable County 13,871 2,690,142$ 2,690,142$ 1,368,451$ Eastham town 484,004$ Barnstable County 4,906 951,470$ 951,470$ 484,004$ Falmouth town 3,057,631$ Barnstable County 30,993 6,010,782$ 6,010,782$ 3,057,631$ Harwich town 1,197,876$ Barnstable County 12,142 2,354,819$ 2,354,819$ 1,197,876$ Mashpee town 1,403,770$ Barnstable County 14,229 2,759,572$ 2,759,572$ 1,403,770$ Orleans town 571,018$ Barnstable County 5,788 1,122,525$ 1,122,525$ 571,018$ Provincetown town 292,119$ Barnstable County 2,961 574,256$ 574,256$ 292,119$ Sandwich town 1,989,784$ Barnstable County 20,169 3,911,576$ 3,911,576$ 1,989,784$ Truro town 198,100$ Barnstable County 2,008 389,432$ 389,432$ 198,100$ Wellfleet town 268,738$ Barnstable County 2,724 528,293$ 528,293$ 268,738$ Yarmouth 3,215,416$ Barnstable County 23,203 4,499,990$ 4,499,990$ 3,215,416$ American Rescue Plan Act Based on U.S. House Committee on Oversight Committee Estimates (March 8, 2021) using 2019 U.S. Census Population Data Estimated Direct Municipal Aid Distributions for Massachusetts Cities and Towns Massachusetts Municipal Association Analysis, March 11, 2021 Brewster Select Board Meeting of March 15, 2021 Consent Calendar Items 1 8. Consent Agenda Meeting Minutes: March 1, 2021 ADMINISTRATIVE RECOMMENDATION We recommend the Board approve the meeting minutes of March 1, 2021 Vote on Public Beach Access Request – Coastal Engineering An application was submitted by Coastal Engineering requesting access to Point of Rocks Town Landing for a beach nourishment project at 290 Foster Road. Work is anticipated to be completed by E-Z-Doze It Excavating in 2-3 days between March 29th and April 1, 2021. Equipment will not be left on site overnight. ADMINISTRATIVE RECOMMENDATION We recommend the Board to approve this beach assess request with support of the Conservation Agent. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 www.brewster-ma.gov BoS 03-01-21 Page 1 of 5 Office of: Select Board Town Administrator MINUTES OF THE SELECT BOARD REGULAR SESSION MINUTES DATE: March 1, 2021 TIME: 6:00 PM PLACE: Remote Teleconference ALL PARTICIPANTS ARE PARTICIPATING REMOTELY:Chair Chaffee, Selectperson Whitney, Selectperson Bingham, Selectperson deRuyter, Selectperson Chatelain, Town Administrator Peter Lombardi, Town Administrator Susan Broderick, Town Administrator Donna Kalinick, Executive Assistant to the Town Administrator Robin Young, Colette Williams, Bill Meehan, Kyle Hinckle, Call to Order & Declaration of a Quorum, Meeting Participation Statement and Recording Statement Chair Chaffee called the meeting to order at 6:00pm, conducted a roll call vote of attendance, declared a quorum present, and read the meeting participation and recording statements. 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. None. Select Board Announcements and Liaison Reports None. Town Administrator’s Report Mr. Lombardi discussed the re-opening plan announced by the State last week. The State announced a number of regional collaborations regarding the vaccine on Cape Cod. More information will be posted on the Brewster website when it is available. Regionally the case count is trending down to pre-Thanksgiving numbers and Brewster is now in the green designation. Brewster Town offices will be reopening starting next week with Town Hall being open on Tuesday’s and Thursdays 8:30am-4pm. The Transfer Station will start taking fee items on March 11th, 2021. The solar projects at the Captains Golf Course are in progress. There will be a pause of construction over the summer months. Interviews are being conducted to fill the new part time Energy Coordinator position which is funded by the Green Communities grant. Chair Chaffee asked whom should be contacted for home bound seniors to receive a vaccination appointment. Both the Council on Aging and the Health department can be contacted. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 www.brewster-ma.gov BoS 03-01-21 Page 2 of 5 Office of: Select Board Town Administrator Consent Agenda Appointments: Election Workers Meeting Minutes: February 16, 2021 Fee Waiver Request and Permission to use Breakwater Beach: The Anglican Church of the Resurrection Fee Waiver Requests: Water Department & Brewster Historical Society 48th Antique Fair Fundraiser Chair Chaffee thanked the Election Workers being appointed tonight. Selectperson Bingham moved to approve the March 1, 2020 consent agenda, Selectperson Whitney second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Bingham-yes, Selectperson deRuyter-yes, Selectperson Chatelain, Chair Chaffee-yes. The Board vote was 5-yes, 0-No. Brewster Chamber of Commerce Update – Kyle Hinkle, Executive Director The Chamber of Commerce will be hosting the 31st annual Brewster in Bloom this year. A new agenda of events has been launched. Brewster Cultural Trail is a new event this year, highlighting the cultural and historic sites in town. A virtual Artisan Showcase will be held in place of an in-person event, and hosted on the Chamber website. Kid-fest Origami flower bouquet class will be hosted on the website. A virtual Bloom 5k run will be held, with the entry fee benefiting the Brewster Recreation scholarship fund. A Brewster-in- Bloom lawn display contest will take place instead of an in-person parade. A 2019 Brewster Band performance will be re-aired on the Chamber website. The Re-opening Advisory Committee continues to meet and discuss the issues related to the Covid-19 pandemic. Chair Chaffee asked if there was data on the booking of short term summer vacation rentals. It is thought that it will be a strong market this summer as it is expected to be a very busy summer. Discuss and Vote on Implementation of Plastic Bag Ban Mr. Lombardi reviewed the history of the Plastic Bag Ban. The Town by-law was supposed to be enacted in June 2020 but implementation was delayed due to the pandemic. Mr. Lombardi suggested implementation of the ban starting June or July 1 of this year. The Health Department oversees enforcement of this by-law. He would like the Recycling Committee be engaged in the education of the establishments and residents. Selectperson Bingham moved to reinstitute the plastic bag ban as of July 1, 2021, Selectperson Whitney second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Bingham-yes, Selectperson deRuyter-yes, Selectperson Chatelain, Chair Chaffee-yes. The Board vote was 5-yes, 0-No. Review and Vote on Recommended Town Charter – Joint with Charter Committee Charter Committee Chair Whitney called the meeting of the Charter Committee to order at 6:30pm and called a roll call of attendance. Chair Whitney then reviewed the PowerPoint presentation that was included the Select Board packet. There were 3 specific items for the Select Board to consider. Selectperson Whitney would like to see Charter on the spring Town Meeting warrant, with the rest of the Board in agreement. The question regarding the Finance Committee jurisdiction will be sent to Town Counsel for feedback. Selectperson deRuyter would like to review the language once back from Town Counsel if it differs from the Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 www.brewster-ma.gov BoS 03-01-21 Page 3 of 5 Office of: Select Board Town Administrator current Town by-law. Tonight’s intent of the Charter Committee is to hand off the Charter document to the Select Board for the remainder of the process. Any future changes made to the document would be by the Select Board. The Water Commission will be meeting Friday, March 5, 2021 to provide final feedback on the Charter language. Selectperson Bingham moved to accept the Town Charter as drafted, Selectperson Whitney second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Bingham-yes, Selectperson deRuyter-yes, Selectperson Chatelain, Chair Chaffee-yes. The Board vote was 5-yes, 0-No. Mr. Meehan moved to adjourn the Charter Committee at 6:56, Ms. Bingham second. A roll call vote was taken by the Charter Committee. Peter Lombardi - Yes, Karen Whitney - Yes, Cindy Bingham - Yes, William Meehan - Yes, Colette Williams – Yes. Discuss and Vote on Appropriations from General Stabilization Fund to Affordable Housing Trust and Capital Stabilization Funds Mr. Lombardi reviewed the past two fiscal year appropriations to the General Stabilization and Affordable Housing Trust funds. He is now recommending that the Select Board appropriate a total of $750k from General Stabilization to the Affordable Housing Trust ($250k) and the Capital Stabilization Fund ($500k). The General Stabilization fund balance after these appropriations are made would be just under $3M, still well above the target amount outlined in the Financial Reserves policy. At Town Meeting this spring, it is being planned to recommend appropriating another $150k in Free Cash to Affordable Housing Trust. These combined appropriations would reflect a return to the original, pre-pandemic plan for these two funds from last spring. In addition, the FY22 operating budget includes appropriations of $250k to the Affordable Housing Trust and $200k to the Capital Stabilization Fund. The FY22 operating budget projects $500k in short-term rental revenues. Selectperson deRuyter moved to appropriate $250k from General Stabilization to the Affordable Housing Trust and $500K from General Stabilization to the Capital Stabilization Fund. Selectperson Whitney second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Bingham- yes, Selectperson deRuyter-yes, Selectperson Chatelain, Chair Chaffee-yes. The Board vote was 5-yes, 0-No. Review and Discuss Draft Spring 2021 Town Meeting Warrant Spring Town Meeting Warrant Articles 4, 11, 12, 13 were reviewed by Mr. Lombardi. Article 4 will apportion the Nauset Regional School District’s assessment to the four member towns for the upcoming fiscal year based on their proportionate annual student enrollment within the school district. This specific methodology is provided for within the inter-municipal agreement, approved by the four towns establishing the Nauset Regional School District. This allocation formula has been applied in each of the last twenty three years by Town Meeting vote. Selectperson Bingham moved to approve Article 4 as printed in the warrant, Selectperson Whitney second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Bingham-yes, Selectperson deRuyter-yes, Selectperson Chatelain, 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 03-01-21 Page 4 of 5 Office of: Select Board Town Administrator Article 11 is to see if the Town will vote to authorize the Board of Selectmen and Elementary School Committee to apply for and accept any and all grants or gifts from Federal, State, and local governments, charitable foundations, private corporations, and individual and private entities, and to expend those funds for the purposes for which grants are authorized. Selectperson Bingham moved to approve Article 11 as printed in the warrant, Selectperson Whitney second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Bingham-yes, Selectperson deRuyter-yes, Selectperson Chatelain, Chair Chaffee-yes. The Board vote was 5-yes, 0-No. Article 12 is to see if the Town will vote to authorize the Board of Selectmen to apply for and accept State Grants from the Massachusetts Department of Transportation Highway Division (Chapter 90), and to expend those funds for the purposes of state approved Chapter 90 projects, services, and purchases. Selectperson Bingham moved to approve Article 12 as printed in the warrant, Selectperson Whitney second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Bingham-yes, Selectperson deRuyter-yes, Selectperson Chatelain, Chair Chaffee-yes. The Board vote was 5-yes, 0-No. Article 13 property valuation services contract. The state recently changed the cycle of valuation from a 3 year window to a five year window. This contract will sync the Town contract with the States requirements. Selectperson Bingham moved to approve Article 13 as printed in the warrant, Selectperson Whitney second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Bingham-yes, Selectperson deRuyter-yes, Selectperson Chatelain, Chair Chaffee-yes. The Board vote was 5-yes, 0-No. Mr. Lombardi referred to the placeholder on the warrant for an advisory article related to hunting in the Punkhorn area of Town. A citizen’s petition has been submitted to ban hunting in the Punkhorn area. Selectperson deRuyter feels it would be confusing to have the advisory article in the warrant as well as the citizen’s petition. Selectperson deRuyter moved to remove the Select Board’s hunting placeholder article from the Warrant, Selectperson Bingham second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Bingham-yes, Selectperson deRuyter-yes, Selectperson Chatelain, Chair Chaffee-yes. The Board vote was 5-yes, 0-No. For Your Information No discussion. Matters Not Reasonably Anticipated by the Chair None. Questions from the Media None. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 www.brewster-ma.gov BoS 03-01-21 Page 5 of 5 Office of: Select Board Town Administrator Next Meetings: March 2, March 10, March 15, March 16, March 25, 2021 Adjournment Selectperson Bingham moved to adjourn at 7:14pm, Selectperson Chatelain second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Bingham-yes, Selectperson deRuyter-yes, Selectperson Chatelain, 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 Items, FYI Packet, Draft 2021 Spring Town Meeting Warrant, Brewster in Bloom outline, Charter presentation, Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 Office of: Select Board Town Administrator Memo To: Brewster Select Board From: Susan Broderick, Assistant Town Administrator & Noelle Aguiar, Conservation Administrator Date: March 11, 2021 RE: Public Beach Access E-Z Doze-It Excavating is requesting access to Point of Rocks Landing for a project at 290 Foster Road. The project consists of the placement of 150 cubic yards of sand on the property, using a small excavator and rubber tire loader. E-Z Doze-It would like to complete the project by the end of March and it is expected to take only one day, meaning no equipment or materials will be stored at the Town landing. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 Office of: Select Board Town Administrator Memo To: Select Board From: Robin Young; Executive Assistant to the Town Administrator Date: March 15, 2021 RE: Cape Cod National Golf Club, LLC ABCC Alteration of Premises Application Mr. Michael Walker, President and General Manager of the Cape Cod National Golf Club, has applied for a permanent alteration of premises of their seasonal All Alcohol General On-Premise Liquor License. He is looking to include a free standing snack bar outside of the rear clubhouse. Two visual samples are in the application packet. The new snack bar will provide the products that are also located at the snack bar inside the clubhouse eliminating the need for golfers to enter the premises. A temporary, outside snack bar was found to be very successful last summer as part of the Covid-19 precautions the Golf Club had implemented. This hearing was advertised in the Cape Codder February 26, 2021 and March 5, 2021 editions, and an abutters notice was sent to neighbors on February 10, 2021. The following Department Head comments were received: Health Department: The Health Department is working currently with Cape Cod National Golf Club to permit the proposed outdoor snack bar. Prior to opening for the 2021 season, final plans and food service application(s) to be submitted and reviewed and approved by Health Department staff. The proposed alteration of the existing seasonal alcohol license can be accommodated by the outdoor snack bar proposal. Building Department: Mr. Walker and I have discussed this permanent placement of an exterior snack shack and it has been determined that there is no Zoning relief necessary and only need accessibility accommodations. The Building Department: is satisfied with this proposal. Police Department: Within the description of the licensed area, they should include the “18 hole golf course” since alcohol is allowed to be consumed on the course. No issues otherwise. Treasurer/Tax Collector Office: Real Estate and Personal Property Taxes are current. Fire Department: a commercial kitchen will not be located in the snack bar and therefore a suppression system will not be required. Based on the complete application and positive department head feedback, it is recommended the Select Board approve the Cape Cod National Golf Course Alteration of Licensed Premises application. LICENSING AUTHORITY CERTIFICATION The Commonwealth of Massachusetts Alcoholic Beverages Control Commission For Reconsideration ABCC LicenseNumberCity /Town TRANSACTION TYPE (Please check all relevant transactions): The license applicant petitions the Licensing Authorities to approve the following transactions: Name of Licensee Manager DBA Street Address Class Annual or Seasonal) Granted under Special Legislation? Yes No If Yes, Chapter of the Acts of (year) APPLICANT INFORMATION Type i.e. restaurant, package store) Category i.e. Wines and Malts / All Alcohol) DESCRIPTION OF PREMISES Complete description of the licensed premises Decision of the LLA Additional remarks or conditions E.g. Days and hours) Alcoholic Beverages Control Commission Ralph Sacramone Executive Director The Local Licensing Authorities By: Application filed with the LLA:TimeDate LOCAL LICENSING AUTHORITY INFORMATION Date APPROVED by LLA Abutters Notified:Yes No PublicationNoYesDatePublishedAdvertised Date of Notice Change of Class (i.e. Annual / Seasonal)New License Transfer of License Issuance/Transfer of Stock/New Stockholder Alteration of Licensed Premises Management/Operating AgreementChangeofManagerChangeCorporateName Change of License Type (i.e. club / restaurant) Change of DBA Pledge of Collateral (i.e. License/Stock) Change of Officers/ Directors/LLC Managers Change of Category (i.e. All Alcohol/Wine, Malt) Change Corporate Structure (i.e. Corp / LLC) Change of Hours Other Change of Location Change of Ownership Interest LLC Members/ LLP Partners, Trustees) For Transfers ONLY: Seller License Number: Seller Name: Zip Code Page 1 of 1 TOWN OF BREWSTER Liquor License Hearing In accordance with MGL Chapter 138, Sections 4 – 17C, the Brewster Select Board will hold a virtual public hearing on Monday, March 15, 2021 at 6:30 p.m. in order to review and renew the following 2021 seasonal liquor license renewal applications in the Town of Brewster. Please use the following Zoom webinar information for attendance: https://us02web.zoom.us/j/82350275345?pwd=YWo3ZjhaSHBkdEx6ZjhRaEphRWVRQT09 Passcode: 735331, or by phone 1-312-626-6799 or 1-929-436-2866 Webinar ID: 823 5027 5345, Passcode: 735331. The information will also be listed on the Towns website and posted agenda. All Interested parties are invited to attend. Seasonal All Alcoholic Restaurant J.T.’s Seafood El Guapo’s Taqueria Seasonal All Alcoholic General On-Premise Cape Cod National Golf Club Seasonal Wines & Malt Restaurant Breakwater Fish & Lobster Cobie’s Seasonal Wines & Malt General On-Premise Beach House Spa Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 Office of: Select Board Town Administrator Memo To: Select Board From: Robin Young; Executive Assistant to the Town Administrator Date: March 15, 2021 RE: Seasonal Liquor License Renewals Department Head Response The following comments have been submitted by the Department Heads in response to the renewal of the 2021 Seasonal Alcohol Renewals Police Department: We received one social distancing complaint at Cobie’s early last spring that was quickly addressed by the staff. Other than that, no issues reported at these locations. Treasurer/Tax Collector: All Real Estate and Personal Property taxes are current for all. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 Office of: Select Board Town Administrator Memo To: Select Board From: Robin Young; Executive Assistant to the Town Administrator Date: March 15, 2021 RE: Seasonal Liquor License Renewals Below are motions for the renewal of the seasonal liquor licenses. I move that the Board vote to approve the following Seasonal All Alcohol Restaurant Liquor License renewals pending they have passed their inspections, have the required liability insurance and all financial obligations have been paid to the Town: Fishack Corporation d/b/a J.T.’s Seafood Restaurant Full Circle Concepts, LLC d/b/a El Guapo’s Taqueria I move that the Board vote to approve the following Seasonal All Alcohol General On-Premise Liquor License renewal pending they have passed their inspection, have the required liability insurance and all financial obligations have been paid to the Town: Cape Cod National Golf Club, LLC d/b/a Cape Cod National Golf Club I move that the Board vote to approve the following Seasonal Wine & Malt Restaurant Liquor License renewal pending they have passed their inspection, have the required liability insurance and all financial obligations have been paid to the Town: Breakwater Lobster & Fish Market, Inc. d/b/a Breakwater Fish & Lobster I move that the Board vote to approve the following Seasonal Wine & Malt General On-Premise Liquor License renewal pending they have passed their inspection, have the required liability insurance and all financial obligations have been paid to the Town: 2740 Main Street Holdings, LLC d/b/a Beach House Spa Roberts, Inc d/b/a Cobie’s SEASONAL RETAIL LIQUOR LICENSE RENEWAL APPLICATION GUIDELINES Without exception, all seasonal alcoholic beverages licensees are required to renew their alcoholic beverages license by March 31st of each year. All retail license renewal applications must be signed by an authorized corporate officer, individual or partner and filed with the Local Licensing Authority by March 31st. Licensees who are in the process of transferring their licenses are required to file the renewal application until the transfer has occurred and they are no longer the licensee of record. Licensees are responsible for correcting any differences between their files and the ABCC license file on the renewal application in red ink. A Licensing Authority Certification Form verifying these changes which have been ABCC approved must be attached to the license renewal application in order to change the official ABCC license file (zip codes and spelling errors do not require a Form 43). All on-premises M.G.L. c. 138, §12 licensees must provide proof of the required liquor liability insurance to the Local Licensing Authorities. All on-premises M.G.L. c. 138, §12 licensees must provide a copy of the required Fire Safety Inspection Certificate to the Local Licensing Authorities. Please do not forward a copy of the Fire Safety Certificate or the insurance certificate to the ABCC. You should keep these forms for your records. Please complete this form and mail it to the ABCC along with the signed licensee certificates along with any corrections no later than May 15th, 2020. If possible, please refrain from sending stapled documents. Alcoholic Beverages Control Commission c/o Licensing Department 95 Fourth Street, Suite 3 Chelsea, MA 02150 Any seasonal renewal application not signed and filed by March 31st will be treated as a New License. If seasonal renewal application becomes a new license for failure to meet the March 31st signing deadline, it will be subject to all the procedures set forth under Chapter 138, §15A. ANY QUESTIONS REGARDING THE ABOVE GUIDELINES SHOULD BE DIRECTED TO HURSHEL LANGHAM AT HLANGHAM@TRE.STATE.MA.US or SABRINA LUC AT SLUC@TRE.STATE.MA.US. Ralph Sacramone, Executive Director SEASONAL RENEWAL CERTIFICATION 2021 CITY/TOWN: A. SEASONAL LICENSEES WHO FAILED TO RENEW FOR 2021/22: B. SEASONAL LICENSEES DISAPROVED BY THE CITY/TOWN FOR 2021/22: We hereby certify that the premises described in the 2021/22 seasonal renewal applications for the above mentioned municipality are now occupied, used or controlled by the licensee and will be on April 1, 2021. The 2021 Renewal Applications have been approved by the Local Licensing Authorities and forwarded to the ABCC. The Local Licensing Authorities LICENSE #: LICENSE #: LICENSEE CORPORATE NAME AND ADDRESS: LICENSEE CORPORATE NAME AND ADDRESS: 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: FY22 Fixed Rate and Salary Scale DATE: March 11, 2021 For your review and approval is the FY22 Fixed Rate and Salary Scale. This scale encompasses the Town’s seasonal positions, as well as a majority of our part-time positions. The Select Board has a policy that this wage scale will be reviewed annually, as these employees do not receive automatic cost of living or merit increases. This policy also states that the Town will use the current MA minimum wage as its lowest legal level of pay for seasonal positions. Past practice has been to extend this policy to all positions in the Fixed Rate & Salary Scale. The scale was sent to the appropriate Department Heads for their review and recommendations for FY22 wage scale. Department heads have included the increases in minimum wage in their FY22 budgets. As you may recall in June of 2018, Governor Baker signed a bill that over a period of five years will raise the minimum wage to $15.00 per hour: January 1, 2019 minimum wage increased from $11.00 to $12.00 January 1,2020 $12.75 January 1,2021 $13.50 January 1,2022 $14.25 January 1,2023 $15.00 You will find that a majority of the wage scales encompass a larger differential in the minimum versus maximum pay. This is to account for the January 1st increases that will occur in the middle of a fiscal year. The Department heads with employees in the Fixed Rate & Salary Scale support continuing to follow the minimum wage increases, especially those who rely heavily on seasonal staff. We have also created a Permit Sales Office Supervisor position for this season. This position will assist the Town Administrator’s office with the running of the permit sales office. This individual will be responsible for monitoring the overall operations of the office, responding to emails and phone inquiries regarding questions on permits, as well as assisting permit sales staff with any questions or concerns when issuing permits. This position has been accounted for in both the FY21 & FY22 Town Administrator’s budget in the seasonal wage line item. FY2020 FY2021 FY2022 Edit Date: March 10, 2021 Min Max Min Max Min Max 1 Board of Registrars: Head Registrar $13.25 $14.00 $13.25 $14.00 $14.00 $14.75 Registrars $13.00 $13.75 $13.00 $13.75 $13.75 $14.50 Assistant Registrars $12.75 $13.50 $12.75 $13.50 $13.50 $14.25 2 Election Workers: Wardens $13.65 $14.40 $13.65 $14.40 $14.40 $15.15 Deputy Wardens $13.35 $14.10 $13.35 $14.10 $14.10 $14.85 Clerks $13.05 $13.80 $13.05 $13.80 $13.80 $14.55 Checkers & Counters $12.75 $13.50 $12.75 $13.50 $13.50 $14.25 3 Police Department (Part-time): Police Matrons a. Day (8am - Midnight)$12.75 $15.75 $12.75 $16.00 $13.50 $17.00 b. Night (Midnight - 8am)$14.75 $20.75 $15.00 $21.00 $15.50 $21.00 Police Dispatchers (Part-time)$14.75 $20.75 $15.00 $21.00 $15.50 $21.50 4 40.00 N/A $41.00 N/A $42.00 N/A 40.00 N/A $41.00 N/A $42.00 N/A 40.00 N/A $41.00 N/A $42.00 N/A 40.00 N/A $41.00 N/A $42.00 N/A 40.00 N/A $41.00 N/A $42.00 N/A 40.00 N/A $41.00 N/A $42.00 N/A 40.00 N/A $41.00 N/A $42.00 N/A 40.00 N/A $41.00 N/A $42.00 N/A 5 Natural Resources Department: Water Quality/Asst. Constable $12.75 $15.75 $12.75 $15.75 $13.50 $15.75 Shellfish Laborer/Warden $12.75 $14.35 $12.75 $15.00 $13.50 $15.00 6 1,100.00 N/A $1,100.00 N/A $1,100.00 N/A 1,500.00 N/A $1,500.00 N/A $1,500.00 N/AMiller (Annually) Gas Inspector Assistant Gas Inspector Assistant Building Inspector Plumbing Inspector Assistant Plumbing Inspector Wiring Inspector Inspector Positions (Incl. Trans): Alternate Building Commissioner TOWN OF BREWSTER PERSONNEL BYLAW EMPLOYEES FIXED RATE AND SALARY SCALE ANNUAL PART-TIME POSITIONS: Assistant Wiring Inspector Stony Brook Mill Alewife Warden (Annual Stipend) The following employees do not receive automatic annual cost of living increases, nor are they eligible for annual merit increases. The Board of Selectmen shall review these wage rates from time to time at their discretion with respect to market conditions. FY2020 FY2021 FY2022 Edit Date: March 10, 2021 Min Max Min Max Min Max ANNUAL PART-TIME POSITIONS: 7 13.00 $17.00 $13.00 $18.00 $14.00 $19.00 13.00 $15.00 $13.00 $16.00 $14.00 $17.00 14.00 $18.00 $14.00 $19.00 $15.00 $20.00 13.00 $17.00 $13.00 $17.00 $14.00 $18.00 30.00 $50.00 $30.00 $60.00 $40.00 $70.00 14.00 $18.00 $14.00 $19.00 $15.00 $20.00 13.00 $15.00 $13.00 $16.00 $14.00 $17.00 Head Lifeguard $15.00 $20.00 $15.00 $21.00 $16.00 $22.00 13.00 $17.00 $13.00 $18.00 $14.00 $19.00 13.00 $16.50 $13.00 $18.00 $14.00 $19.00 Beach Monitor/Ambassador New in FY 21 $15.00 $21.00 $15.00 $22.00 17.00 $22.00 $17.00 $23.00 $18.00 $24.00 15.00 $19.00 $15.00 $20.00 $16.00 $21.00 Head Counselor $14.50 $18.00 $14.50 $19.00 $15.00 $20.00 Counselors - Playground $12.75 $15.75 $12.75 $16.00 $13.50 $16.50 12.75 $13.50 $12.75 $15.00 $13.50 $16.00 16.00 $20.00 $16.00 $21.00 $17.00 $22.00 15.00 $17.00 $15.00 $18.00 $16.00 $19.00 13.00 $15.00 $13.00 $16.00 $14.00 $17.00 16.00 $20.00 $16.00 $21.00 $17.00 $22.00 15.00 $17.00 $15.00 $18.00 $16.00 $19.00 13.00 $16.00 $13.00 $17.00 $14.00 $18.00 8 12.75 $15.75 $12.75 $20.00 $13.50 $20.00 12.75 $15.75 $12.75 $16.00 $13.50 $16.00 12.75 $13.75 $12.75 $15.00 $13.50 $15.00 9 12.75 $16.75 $12.75 $19.00 $13.50 $19.50 Permit Sales Clerks $12.75 $14.25 $12.75 $17.00 $14.00 $18.00 Permit Sales Office Supervisor New in FY21 $15.00 $20.00 $15.00 $20.00 Custodian (Part-time)$13.52 $17.82 $13.52 $19.00 $14.00 $19.50 Other Departments: Temporary Laborer Assistant Sailing Director Sailing Instructor Captains Golf Course: Seasonal Grounds Worker Seasonal Clubhouse/Proshop Shift Worker Playground Assistant Director Playground Junior Leaders Tennis Director Assistant Tennis Director Tennis Instructor Sailing Director Referee & Umpires Swim Program Director Assistant Swim Director Water Safety Instructors Lifeguards Playground Director Recreation Department: Program Coordinator Seasonal Clerical Support Program Instuctor Assistant Program Instructor Seasonal Golf Operations Workers Min Max Min Max Min Max 1 12.50 $13.25 $13.25 $14.00 $13.25 $14.00 12.25 $13.00 $13.00 $13.75 $13.00 $13.75 12.00 $12.75 $12.75 $13.50 $12.75 $13.50 2 12.90 $13.65 $13.65 $14.40 $13.65 $14.40 12.60 $13.35 $13.35 $14.10 $13.35 $14.10 12.30 $13.05 $13.05 $13.80 $13.05 $13.80 12.00 $12.75 $12.75 $13.50 $12.75 $13.50 3 Police Department (Part-time): Police Matrons a. Day (8am - Midnight)$12.00 $15.00 $12.75 $15.75 $12.75 $16.00 b. Night (Midnight - 8am)$14.00 $20.00 $14.75 $20.75 $15.00 $21.00 Police Dispatchers $14.00 $20.00 $14.75 $20.75 $15.00 $21.00 4 40.00 N/A $40.00 N/A $41.00 N/A 39.00 N/A $40.00 N/A $41.00 N/A 39.00 N/A $40.00 N/A $41.00 N/A 39.00 N/A $40.00 N/A $41.00 N/A 39.00 N/A $40.00 N/A $41.00 N/A 39.00 N/A $40.00 N/A $41.00 N/A 39.00 N/A $40.00 N/A $41.00 N/A 39.00 N/A $40.00 N/A $41.00 N/A 5 12.10 $15.13 $12.75 $15.75 $12.75 $15.75 12.00 $13.60 $12.75 $14.35 $12.75 $15.00 6 1,100.00 N/A $1,100.00 N/A $1,100.00 N/A 1,500.00 N/A $1,500.00 N/A $1,500.00 N/A TOWN OF BREWSTER PERSONNEL BYLAW EMPLOYEES FIXED RATE AND SALARY SCALE ANNUAL PART-TIME POSITIONS: FY2019 FY2020 FY2021 Edit Date: June 5, 2020 Board of Registrars: Head Registrar Registrars Assistant Registrars Election Workers: Wardens Deputy Wardens Clerks Checkers & Counters Inspector Positions (Incl. Trans): Alternate Building Commissioner Gas Inspector Assistant Gas Inspector Assistant Building Inspector Plumbing Inspector Assistant Plumbing Inspector Wiring Inspector Assistant Wiring Inspector Natural Resources Department: Water Quality/Asst. Constable Shellfish Laborer/Warden Stony Brook Mill Alewife Warden (Annual Stipend) Miller (Annually) The following employees do not receive automatic annual cost of living increases, nor are they eligible for annual merit increases. The Board of Selectmen shall review these wage rates from time to time at their discretion with respect to market conditions. Min Max Min Max Min Max ANNUAL PART-TIME POSITIONS: FY2019 FY2020 FY2021 Edit Date: June 5, 2020 Board of Registrars:7 13.00 $17.00 $13.00 $17.00 $13.00 $18.00 13.00 $15.00 $13.00 $15.00 $13.00 $16.00 14.00 $18.00 $14.00 $18.00 $14.00 $19.00 13.00 $17.00 $13.00 $17.00 $13.00 $17.00 30.00 $50.00 $30.00 $50.00 $30.00 $60.00 14.00 $18.00 $14.00 $18.00 $14.00 $19.00 13.00 $15.00 $13.00 $15.00 $13.00 $16.00 Head Lifeguard $15.00 $20.00 $15.00 $20.00 $15.00 $21.00 13.00 $17.00 $13.00 $17.00 $13.00 $18.00 13.00 $16.50 $13.00 $16.50 $13.00 $18.00 Beach Monitor/Ambassador New in FY20 $15.00 $21.00 $15.00 $21.00 17.00 $22.00 $17.00 $22.00 $17.00 $23.00 15.00 $19.00 $15.00 $19.00 $15.00 $20.00 Head Counselor $14.50 $18.00 $14.50 $18.00 $14.50 $19.00 Counselors - Playground $12.50 $15.00 $12.75 $15.75 $12.75 $16.00 12.00 $12.75 $12.75 $13.50 $12.75 $15.00 16.00 $20.00 $16.00 $20.00 $16.00 $21.00 15.00 $17.00 $15.00 $17.00 $15.00 $18.00 13.00 $15.00 $13.00 $15.00 $13.00 $16.00 16.00 $20.00 $16.00 $20.00 $16.00 $21.00 15.00 $17.00 $15.00 $17.00 $15.00 $18.00 13.00 $16.00 $13.00 $16.00 $13.00 $17.00 8 12.00 $15.00 $12.75 $15.75 $12.75 $15.75 12.00 $15.00 $12.75 $15.75 $12.75 $15.75 12.00 $13.00 $12.75 $13.75 $12.75 $14.00 9 12.00 $16.00 $12.75 $16.75 $12.75 $17.50 12.00 $13.50 $12.75 $14.25 $12.75 $15.00 13.52 $17.82 $13.52 $17.82 $13.52 $18.50 Program Coordinator Seasonal Clerical Support Swim Program Director Assistant Swim Director Water Safety Instructors Lifeguards Recreation Department: Program Instuctor Playground Director Playground Assistant Director Playground Junior Leaders Tennis Director Assistant Tennis Director Assistant Program Instructor Referee & Umpires Captains Golf Course: Seasonal Grounds Worker Seasonal Clubhouse/Proshop Tennis Instructor Sailing Director Assistant Sailing Director Sailing Instructor Custodian (Part-time) Shift Worker Seasonal Golf Operations Workers Other Departments: Temporary Laborer Permit Sales Clerks To: Brewster Select Board From: Sean Parker, Chairperson, Health and Human Services Committee Date: March 7, 2021 RE: Health and Human Services Recommended Funding Requests Below please find the Health and Human Services Committee’s funding recommendations for 17 non-profit agencies that support Brewster citizens. We are grateful for the services of these 17 incredible agencies. Every year, these agencies help our neighbors through tough times, and times have never been tougher than they are now. AGENCY FY22 Recommendation FY21 Award FY20 Award Aids Support Group of Cape Cod $4,000 $3,000 $2,500 Alzheimer’s Family Support $10,000 $10,000 $10,000 Cape Abilities $7,000 $7,000 $7,000 Cape Cod Children’s Place $9,000 $9,000 $8,500 Consumer Assistance Council $600 $500 $500 Duffy Health Center $1,000 $1,000 $1,000 Elder Services $8,600 $8,600 $8,500 Family Pantry of Cape Cod $5,000 $4,300 Gosnold $12,000 $12,000 $11,500 Homeless Prevention Council $15,000 $15,000 $15,000 Independence House $9,000 $7,300 $6,000 Lower Cape Outreach Council $9,500 $9,500 $9,500 Nauset Together We Can $1,500 $3,000 $3,000 Nauset Youth Alliance $17,000 $10,800 $10, 800 Outer Cape Health Services $15,000 $15,000 $15,000 Sight Loss Services $1,500 $1,500 $1,200 South Coastal Counties Legal Services $4,200 $4,120 $4,134 Total $129,900 $121,620 $118,634 The Health and Human Services Committee recommends a total increase in funding of 6.8% 8,280) for FY2022. On the advice of the Town Administrator’s office, we initially kept our recommended funding increase to around 2.5%. However, the Town Administrator’s office, in communication with the Brewster COVID Relief Fund Working Group and the Nauset Youth Alliance (NYA), further advised an additional $5,000 for NYA as a one-year-only supplement. The Health and Human Service Committee was unanimous in accepting this advice. We know that the pandemic is an existential threat to NYA. We know that NYA is doing everything economically feasible to stay afloat. And, we know that NYA provides essential childcare and educational services to Brewster families. Nevertheless, to remain within the 2.5% guideline, we could only recommend $12,000 of NYA’s $20,000 request. The additional $5,000 dollars allows us to recommend $17,000 of NYA’s $20,000 request. In sum, our recommended 6.8% funding increase represents increased funding for 6 agencies, level funding for 10 agencies and decreased funding for 1 agency. Following is but one 2019 highlight from each agency: Aids Support Group of Cape Cod, in addition to offering free screenings and a large-scale overdose prevention program, served 5 Brewster residents with medical case management with a conservatively estimated total cost of $10,572 per year. Recommended Funding: $4,000 Alzheimer’s Family Support served 117 Brewster residents on average each month with support groups, ongoing phone support, counseling, care consultation, memory screenings, education, outreach and social and cultural events with a conservatively estimated total cost of 60,900 per year. Recommended Funding: $10,000 Cape Abilities served 28 Brewster residents with vocational training, supported employment, day habilitation, life skills, community-based day supports, residential services, adult family care and shared living with a conservatively estimated total cost of $2,268,618 per year. Recommended Funding: $7,000 Cape Cod Children’s Place served 473 Brewster residents with family support visits, play groups and parenting education classes with a conservatively estimated total cost of $22,140 per year. Recommended Funding: $9,000 Consumer Assistance Council served as consumer advocate for 9 Brewster cases with a total dollars recouped and/or saved of $27,915 per year (averaged over the last two years). Recommended Funding: $600 Duffy Health Center, through their In From The Streets Program, served 3 Brewster clients by providing 9 nights of emergency safe shelter with a conservatively estimated total cost of $1,665 per year. Recommended Funding: $1,000 Elder Services delivered 9,357 Meal-on-Wheels to 88 Brewster residents with an estimated total cost of $87,020 per year. Recommended Funding: $8,600 Family Pantry of Cape Cod provided food, clothing, healthy eating education and a mobile pantry to 373 Brewster residents over 2617 hours of service with an estimated total cost of 28,884 per year. Recommended Funding: $5,000 Gosnold served 122 Brewster residents with 3,904 units of inpatient and/or outpatient services including Outpatient Therapy for Substance Use, Outpatient Therapy for Mental Health and Ambulatory Medical Services with a conservatively estimated total cost of $390,400 per year. Recommended Funding: $12,000 Homeless Prevention Council provided case managers for 80 Brewster families with a conservatively estimated total cost of $49,440 per year. Recommended Funding: $15,000 Independence House provides an array of services including counseling, advocacy and basic needs to 90 Brewster survivors and 136 units of service to Brewster children through the Child Witness to Violence Program and Child Sexual Assault Services with an estimated total cost of 82,046 per year. Recommended Funding: $9,000 Lower Cape Outreach Council served 245 Brewster households through cash assistance, food, clothing, Thanksgiving baskets and holiday toys with an estimated total cost of $482,218 per year. Recommended Funding: $9,500 Nauset Together We Can served 20 Brewster middle schoolers over 144 visits to the free Youth After School Program which provides a safe, healthy, social environment for students to do homework, play and relax with adult supervision and mentoring for a conservatively estimated total cost of $3,600 per year. Recommended Funding: $1,500 Nauset Youth Alliance served 112 Brewster children by providing after-school care and summer programming with an estimated total cost of $369,797 per year. Recommended Funding: $17,000 Outer Cape Health Services provided 833 Brewster residents 3,173 billable visits and 9,964 non-billable encounters (including uninsured patients and phone, web, lab, pharmacy etc.) with an estimated total cost of $774,212 per year for billable visits only. Recommended Funding: 15,000 Sight Loss Services provided 487 units of service (support groups, education, referrals, home independence, adaptive aids and advocacy) to 105 Brewster residents with an estimated total cost of $9,145 per year. Recommended Funding: $1,500 South Coastal Counties Legal Services provided free legal services to 23 low-income and/or elderly Brewster residents with an estimated total cost of $27,853 per year. Recommended Funding: $4,200 The members of this committee continue to be impressed with the work of these agencies in their efforts to support our townspeople. It is clear that Brewster residents seek out these agencies for support--especially in times of crisis; it is also clear that the agencies seek to find new and more effective ways to meet the needs expressed by our residents. We hope you will approve our request for the 6.8% funding increase. Town of Brewster 2198 Main Street Brewster, MA 02631 Phone: (508) 896-3701 Email: townadmin@brewster-ma.gov CLIMATE CHANGE AND NET ZERO EMISSIONS RESOLUTION Date Adopted: October 19, 2020 Be it resolved that the Town of Brewster recognizes that the climate emergency – driven by human activity including fossil fuel consumption and land use practices leading to global warming, rising seas, deadly storms, dangerous heat waves, acidifying oceans, and melting ice sheets – poses a threat to the health, safety, and economic security of our residents, especially our children and future generations, and to our natural resources. The Town of Brewster therefore adopts the following policy objectives: 1) Reduce net greenhouse gas emissions from human activity within and by the Town to zero at the earliest technically and economically feasible time, and 2) Reduce the Town’s vulnerability to climate change. Further, the Select Board and Town Administration integrate these priorities into their strategic planning efforts, direct all Town officers and departments to take such measures within the scope of their respective responsibilities and authority as may be necessary and prudent to facilitate such policy objectives, and actively engage the community in moving these initiatives forward. Mary Chaffee, Chair Ben deRuyter, Vice Chair Cindy Bingham, Clerk David Whitney Ned Chatelain Office of: Select Board and Town Administrator Doc ID: fa97c8e7b2ac688e610bbabd44fd1c60cb2b4126 Audit Trail Title File Name Document ID Audit Trail Date Format Status New Zero Emissions Resolution Climate Change & ...October 2020.docx fa97c8e7b2ac688e610bbabd44fd1c60cb2b4126 MM / DD / YYYY Completed 11 / 03 / 2020 14:39:01 UTC Sent for signature to Mary Chaffee mchaffee@brewster-ma.gov), Ben deRuyter bderuyter@brewster-ma.gov), David Whitney dwhitney@brewster-ma.gov), Cindy Bingham cbingham@brewster-ma.gov) and Ned Chatelain nchatelain@brewster-ma.gov) from ryoung@brewster-ma.gov IP: 131.109.131.20 11 / 03 / 2020 14:42:11 UTC Viewed by Ned Chatelain (nchatelain@brewster-ma.gov) IP: 76.19.244.58 11 / 03 / 2020 14:42:19 UTC Viewed by Ben deRuyter (bderuyter@brewster-ma.gov) IP: 76.19.243.41 11 / 03 / 2020 14:42:24 UTC Signed by Ned Chatelain (nchatelain@brewster-ma.gov) IP: 76.19.244.58 Audit Trail Title File Name Document ID Audit Trail Date Format Status 11 / 03 / 2020 14:42:29 UTC Signed by Ben deRuyter (bderuyter@brewster-ma.gov) IP: 76.19.243.41 11 / 03 / 2020 14:44:40 UTC Viewed by David Whitney (dwhitney@brewster-ma.gov) IP: 174.196.194.244 11 / 03 / 2020 14:46:03 UTC Signed by David Whitney (dwhitney@brewster-ma.gov) IP: 174.196.194.244 11 / 03 / 2020 15:16:52 UTC Viewed by Cindy Bingham (cbingham@brewster-ma.gov) IP: 73.167.234.228 11 / 03 / 2020 15:17:14 UTC Signed by Cindy Bingham (cbingham@brewster-ma.gov) IP: 73.167.234.228 11 / 03 / 2020 15:40:47 UTC Viewed by Mary Chaffee (mchaffee@brewster-ma.gov) IP: 73.17.239.22 New Zero Emissions Resolution Climate Change & ...October 2020.docx fa97c8e7b2ac688e610bbabd44fd1c60cb2b4126 MM / DD / YYYY Completed Audit Trail Title File Name Document ID Audit Trail Date Format Status 11 / 03 / 2020 15:41:12 UTC Signed by Mary Chaffee (mchaffee@brewster-ma.gov) IP: 73.17.239.22 The document has been completed.11 / 03 / 2020 15:41:12 UTC New Zero Emissions Resolution Climate Change & ...October 2020.docx fa97c8e7b2ac688e610bbabd44fd1c60cb2b4126 MM / DD / YYYY Completed 3/2/21 RA/LW)1 Operations and Maintenance Plan 2021 MISSION STATEMENT To create formal guidelines regarding the operations and maintenance of a new dog park and in the Town of Brewster. Brewster,Cape Cod,Massachusetts Brewster Dog Park 3/2/21 RA/LW)2 Table of Contents INTRODUCTION.....................................................................................................................................3 BACKGROUND AND HISTORY 3 5 ASSUMPTIONS.........................................................................................................................................5 SITE SELECTION......................................................................................................................................6 DESIGN FEATURES 6 7 MANAGEMENT 8 MAINTENANCE 9 VOLUNTEERS.............................................................................................................................................9 EDUCATION................................................................................................................................................9 SANITATION...............................................................................................................................................10 LANDSCAPING............................................................................................................................................10 EQUIPMENT MAINTENANCE.................................................................................................................10 UTILITIES 11 BUDGET.......................................................................................................................................................11 APPENDICES 12 19 Appendix 1:Dog Park Rendering..........................................................................................................................12 Appendix 2:Dog Park Rules....................................................................................................................................13 14 Appendix 3:Nauset Disposal Pledge of Support………………………………………………………….………14 Appendix 4:Agway of Cape Cod Pledge of Support…………………………………………………..…………15 Appendix 5:Friends of Brewster Dog Park Facebook Page………………………………………….………16 Appendix 6:FBDP Town of Brewster Memorandum of Understanding of Pledge………………16 19 3/2/21 RA/LW)3 Dog Park Operations and Maintenance Introduction Dog parks have grown in popularity throughout the country as more people have pets and are asking that communities provide recreational opportunities for them.The Town of Brewster is no exception.This planning document has been developed in response to resident advocacy for a no fee”dog park and to assure that,moving forward,the proposed dog park is successful and well received. This document provides historical information on the background leading up to the development of the Dog Park and associated guidelines. Background and History of Park Establishment Efforts Public advocacy to establish dog parks dates to the mid 1990’s. Dog Park Development Committee The Committee”)established by Select Board in 2013 to determine the need,evaluate suitable locations,identify amenities necessary for a fully functional dog park,make recommendations on funding for capital and operating costs,and identify/incorporate other stakeholders in the public participation process. Numerous sites evaluated over several years. Site near Police Department approved by Select Board in December 2017. The Stanton Foundation awarded Brewster a Phase 1 25,000 park design grant in February 2018,with the possibility of a Phase 2 grant of up to 225,000 for construction. The Berkshire Design Group created design proposals and community input was provided at public meetings in 2018. Author and dog park expert Marilyn Glasser consulted with the Committee on important park attributes and construction flaws to avoid. The Vision Committee identified a dog park as an amenity desired by the citizens of Brewster. Public engagement: o Public input solicited at multiple meetings 2018-2019) o Town website updates posted,flyers distributed. The non-profit group,Friends of Brewster Dog Park FBDP),was established for fundraising and other activities in 2019.The FBDP has attained 501(c)(3)non-profit status with the Internal Revenue Service allowing tax-deductible donations to be made to the Dog Park. Project was bid for the first time in April 2019.Three companies submitted lump sum bids that ranged from 468,000 567,000.Community Preservation Committee CPC)approved 50,300 in funding.Based on data received from the Stanton Foundation,it was determined the Town had narrowly missed the preferred bid timeframe.Stanton Foundation studies found that the preferred time of year to seek bids was fall and winter. 3/2/21 RA/LW)4 Based on the Stanton studies and additional recommendations it was determined to go back out to bid in October 2019 with a line item bid when constructions costs were expected to be lower.If the costs came in too high again then the committee could learn where the costs were and consider rebidding in January 2020. Project was bid for second time October 2019.Four companies submitted line item bids that ranged from base bids of 425,000 to 553,000 and an additional cost for the alternatives full design)ranging from 509,000 to 564,000).CPC approved 52,800 for recreational use to assist with the development. Because the second round of bids were consistent with the first round,despite an expectation of being lower,it was recommended to the Committee to not revise the bid package to go out to bid a third time in January.The Committee could keep trying to strip down the design but to create a well-designed,safe,fully accessible dog park that the Town wanted it would cost 500,000. Faced with the dilemma of choosing the best path forward,the Committee voted to rescind the fall 2019 CPC request in the Town Warrant. The Committee has worked effectively for several years in moving this project ahead,but with the disappointing results of two rounds of bids it sought guidance from the Select Board and Town Administration in December 2019. The Select Board and Town Administration directed the Committee to proceed with a multipronged approach that could include: o Approaching the CPC for additional funding; o Having Brewster Department of Public Works DPW)perform some of the work; o Continue to explore grants,state budget,and earmarks and continue the successful FBDP fundraising. COST Overview: April 2019 bid results ranged from 468k 567k. October 2019 bid results ranged from 425k 553k Feb 2021 bids results ranged from 402k-$1M. FUNDING PLAN: Construction funding: The Stanton Foundation awarded the Town 25k in 2018 to design a park,completed by Berkshire Design Group. The Stanton Foundation will award the Town a 225k construction grant,phase 2 with the approval of the dog park at town meeting and securing CPA funds. The Friends of Brewster Dog Park,Inc.FBDP),a non-profit will donate 50k towards constructions costs which will be used to fund the bid alternates e.g.water fountains,signs, waste stations,shade trees,benches)coordinated by the Town. The balance of construction funding,185k was approved Feb 21)by the Community Preservation Committee using Community Preservation Act CPA)funds.CPA funds are collected in an annual 3%local property tax surcharge not a tax increase)and amounts collected are currently matched by the State at 35%. 3/2/21 RA/LW)5 Operating Maintenance funding: The FBDP provided a draft Memorandum of Understanding to the Town outlining their role in running the day-to-day operation of the dog park with volunteer Stewards.The goal is to minimize the burden on the Town,both in management and financial obligations. Agway of Cape Cod is committed to supporting the dog park by donating or heavily discounting needed supplies,and construction items including Mutt Mitts,benches,plants, mulch,and other items necessary long-term sustainability of the dog park. Nauset Disposal has agreed to be a park supporter through the in-kind donation of waste disposal. The Stanton foundations phase 3 program awards grants for capital improvements and repairs outside of regular maintenance.The park is eligible for grants at 12,18 and 24 months after opening.Each grant may be equal to 5%approx.22,500 assuming a 450k build)of construction costs. In addition to the 50,000 commitment towards the construction FBDP anticipates fund raising activities s to make improvements to the park shed,safety and maintenance equipment etc.)to ensure that the dog park is not a maintenance burden to town residents. The FBDP has met with Cape Abilities and the Latham Center,to increase community involvement recruit and train stewards as volunteers to assist with the operation of the park and participate in fundraising activities.It is expected that Brewster,much like many other dog parks both locally and nationally,will have a strong group of volunteers,when the park is approved. Assumptions The Dog Park Development Committee was established in response to a community desire for a dog park. Dog parks are valuable community amenities,like other recreational facilities. Municipal dog parks are increasingly popular recreational facilities where dogs and their owners can exercise,play and socialize in a safe,off-leash environment. Parks allow people to learn helpful dog management strategies from each other. Parks allow dogs to have social interaction and off leash exercise with other dogs. Dog parks are a place for non-dog owners to recreate and socialize too. Brewster has about 1,175 licensed dogs. A dog park would benefit both residents and be attractive to visitors.About 30%of the Cape’s summer visitors travel with their pet. A dog park allows a safe alternative to our beaches in the summer,and other areas where dogs are prohibited A dog park provides an alternative to open conservation lands which may be heavily infested with ticks. 3/2/21 RA/LW)6 Site Selection The Dog Park will be comprised of approximately 2.4 acres and is located on a portion of town- owned property located on Harwich Road in Brewster and shown on Assessor's Map 64,Parcel 28 The Premises).The large dog section will be approximately 45,000sf or 1 acre,and the small dog section will be approximately 21,500sf or acre.The Premises is under the care and control of the Select Board,is comprised of approximately 41.28 acres,and is more particularly described in a deed to the Town of Brewster,dated 15 August 1995 recorded with Barnstable Registry of Deeds in Book 9799,Page 016. The dog park site was chosen due to limited abutters,was adequately sized,was town owned,and was not being used for any other purpose. Design Features 2 play areas:one for small dogs and one for large dogs Double-gated park entrance Shade areas retaining select trees) Water stations Play mounds Benches Designated parking with expansion possibilities Handicapped accessible with a hardscape walking Pathways inside the park Signs with rules and polices Dog waste bad dispensers and waste receptacles 3/2/21 RA/LW)7 Fence Height and Material: 5 foot vinyl coated chain link fences.Double-gated entries to allow for dog owners to unleash the dogs in a corral prior to letting the dog run free. Surfacing: Multiple surfacing types including rice stone,asphalt,and mulch. Separate Small and Large Dog Areas: Site Furniture and Other Amenities:Benches,play amenities mounds and bridge), possibly community bulletin boards to post announcements and natural shade structures. Trash Cans and Bag Holders:Trash containers with bag holders and provided bags. Signage:Posted rule signs. Water:Drinking fountains will be provided and will include a dog drinker/bowl. Lighting:As the park areas are open between hour after sunrise and sunset,lighting will not be provided as an additional amenity. Agility Equipment:Currently,agility equipment amenities will not be included;however,the FBDP may consider this amenity in future years. Ease of Maintenance:Service gates and trash barrels will be located such that maintenance vehicles may easily enter from the existing park road,parking lot,or street frontage. Bulletin Board:A community kiosk and bulletin board will be provided as a place to post notifications for meetings,Steward workdays,and special events. ADA Access:All cities contacted said that they Compliance with the ADA for access to the site as well as an asphalt path through park. Buffer from Residential:The dog park was designed to provide a buffer between the few nearby residences and the dog park.The buffer allows for neighbors to have no more disturbances from a dog park than other typical park uses. Conflict Avoidance:The dog park was designed to provide a sufficient buffer between the dog park area and the Police Department and visitors to the Cemetery. Protect Natural Areas:Dog park areas will not be located in or in close proximity to natural areas where flora and fauna,such as ground nesting birds,small mammals,and native plants, would be disturbed. 3/2/21 RA/LW)8 Management Staffing: The FBDP,through a proposed Memorandum of Agreement with the Town of Brewster will run the day-to-day operations of the park with Select Board oversight.The FBDP will use volunteer Stewards to monitor the dog parks on a daily basis,as well as,ensure that the park is free of dog waste and waste bags stations are filled.Involvement of community members will serve to increase acceptance of the dog park and help minimize problems.FBDP will establish a plan for future amenities and improvements so that if funding for park amenities is donated,there is a plan for inclusion in the existing dog parks.The Latham Centers,Inc.,supports the Dog Park and is excited to have their adult residents volunteer as Stewards.Additionally,the Town of Brewster will add this municipal volunteer opportunity to the list of those eligible for the Senior Real Estate Tax Abatement Program. The Friends of Brewster Dog Park,Inc.,is a 501(c)(3)non-profit group that is dedicated to assisting the Town to build,operate,maintain and provide stewardship for the Brewster Dog Park.Their goal is to provide a safe,year-round,handicapped accessible,beautiful dog park, open to the public free of charge;a place where our community of dogs and dog people)can play,stretch their legs and socialize with other four-legged friends and people.Tax-deductible donations may be made to: Friends of Brewster Dog Park,Inc. 65 Harmony Ln Brewster,MA 02631 Attn:Rick Alto,Treasurer Volunteers and stewards will be needed to help keep the park a great place to visit.Please consider joining the volunteer team.If interested in volunteering or supporting,please send an email to:friendsofbrewsterdogpark@gmail.com. Fines:The Select Board through the Animal Control Officer will determine if warning tickets and/or fines will be levied for not following posted rules. Entry Fees:The use of the dog park will be free of charge. Hours of Operation:Dawn to dusk. Dog License:Obtaining a dog license is requirement. Size:The large dog section will be approximately 45,000sf or 1 acre,and the small dog section will be approximately 21,500sf or acre. 3/2/21 RA/LW)9 Maintenance: As with any outdoor space,the dog park will have to be maintained.Some small surfaces may need to be mowed throughout the growing season.Snow may need to be removed from parking lots. Trash and waste stations should be picked up regularly Nauset Disposal will perform at no cost), and pathways will need to be maintained on a regular basis. The DPW will schedule maintenance in the early morning on the same day every week,so that there will be a standard closing of the dog park once per week to assess and perform the maintenance.During snowstorms,the dog park will be maintained on the same schedule as other Town Parks. Community support and participation are critical in the overall success of a dog park and daily maintenance items that will be performed by the DPW,the Brewster Water Department BWD),the Captain’s Golf Course CGC),FBDP volunteer Stewards and Nauset Disposal Nauset)will include, but is not limited to: Tending to surfacing filling holes DPW) Hand weeding tending to landscaping do not use toxic spray)DPW) Removing dog waste FBDP) Spraying hosing down equipment,furnishings,trash receptacles FBDP DPW) Refilling disposable waste bags FBDP) Emptying trash receptacles Nauset) Inspecting fence for damage FBDP DPW) Inspecting gates and locking mechanisms FBDP DPW) Inspecting equipment and amenities FBDP DPW) Inspect and test water fountains to ensure they are operating properly.FBDP/DPW BWD) While outside toys and treats should be discouraged,as they may create competitive situations between dogs,be sure to pick up and dispose of outside dog toys that may have been left behind. The volunteer Stewards and FBDP as the organization operating the dog park,will ensure that the lines of communication are open between the Town of Brewster,as well as the community using the dog park.This is critical to ensure ongoing success and timely maintenance. Volunteers: Volunteer involvement will be heavily encouraged to promote stewardship of Dog Park.FBDP will work with park volunteer staff to help develop programs and events,and recruit Stewards. Education: The FBDP,in concert with the Brewster Veterinary Hospital,Certified Professional Dog Trainer and Brewster Animal Control Officer will develop a program to educate park users on dog etiquette, and to educate the community about dogs and dog parks in general. 3/2/21 RA/LW)10 Sanitation: While ideally,all owners should pick up their dog’s waste,the FBDP have a plan for regular inspection and pick up of inadvertent waste that has been left behind.Agway of Cape Cod will provide biodegradable,disposable waste removal mitts Mutt Mitts)at no cost to the Town.Nauset Disposal will provide dog waste collection as no cost to the Town. Pet friendly cleaners or deodorizers,as needed,should be used on surfaces,fencing,etc. Landscaping: Committee will ensure that plantings inside the dog park perimeter are non-poisonous to people and pets. Committee will maintain sightlines throughout the dog park by keeping interior plantings trimmed and neat. DPW FBDP will inspect plants within the dog park for damage caused by urine and chewing,and consider replacement plants that are not as susceptible.As an example,some dogs like to chew grass,and it is easily browned by repeated urination. FBDP DPW will inspect plantings used around the outside perimeter of the dog park,trim and replace as necessary.Ensure there are no escape routes”tunneled,dug,or otherwise established to ensure dogs stay contained within the dog park. DPW will fill any holes that have been dug. DPW will irrigate as necessary.Mow grass as needed. DPW will replenish decomposed bark or wood chips. DPW will be responsible for leaf removal and Fall Clean-up;however,work parties”comprised of FBDP will be encouraged to assist. On overly warm days,FBDP will check surfaces,to ensure it isn’t too hot,as some surfaces may become too hot in direct sunlight for dogs’paws.Park may close or DPW may be requested to temporarily activate the irrigation system to cool surfaces. DPW to remove snow,as necessary on the same schedule as other Town Parks. DPW to remove weeds.Note:This may become labor intensive and require a work party organized by FBDP. Equipment Maintenance: DPW inspect and test all amenities for damage.Inspect bridge and tighten all bolts on equipment and seating. FBDP will inspect dog-waste stations,refilling bags and emptying used waste bags as needed.FBDP will empty trash receptacles onsite. DPW will ensure all amenities are free of graffiti. 3/2/21 RA/LW)11 Utilities: BWD and CGC will winterize fountains and sprinkler system,and turn off,as appropriate. Budget: According to the Brewster Dog Park Committee Chair,the two driving forces in the cost are waste disposal and mutt mitts.The range in the yearly cost varies considerably from 15,000 to 5,000. This is a function of size,use,and how inclusive the budgets are.Some only include specific costs such as mutt mitts,and the few moving parts of the gate and fountain.Others seek to include other expenses such as grass and snow removal too. With regard to the Brewster Park,we may consider the driving costs to be waste removal and mutt mitts,which might 6,000 and 3,000,respectively.One might expect additional costs for the park to be 3,000 for maintenance of the gates,fountain,and irrigation system.It is my understanding that DPW incorporates general maintenance,grass cutting,snow removal in the general DPW budget,as individual locations are not separated out and billed”individually. A proposed budget for the park might appear as follows. Proposed Annual Budget Waste Removal 6,000 donated by Nauset Disposal actual cost to Town 0 Mutt Mitts 3,000 donated by Agway actual cost to Town 0 Porta John TBD Town currently renewing contract with Nauset Disposal) Maintenance for Moving Parts 1,000 projected cost to Town or FBDP 1,000 2021); 1,500 2022);2,000 2023);2,500 2024)and 3,000 2025). Note:As the Dog Park ages,the maintenance figure will likely increase by 500 per year, unless offset by subsequent Stanton Foundation Capital Improvement Grants up to 5%of hard construction costs.If the construction costs totaled 450,000,Brewster could receive grants of up to 22,500 at 12,18,and 24 months after construction.It is also anticipated that the FBDP will also offset future town maintenance costs. APPENDICES 3/2/21 RA/LW)12 Appendix 1:Rendering of Brewster Dog Park 3/2/21 RA/LW)13 Appendix 2:Dog Park Rules BREWSTER DOG PARK RULES and POLICIES DRAFT MANDATORY RULES OWNERS ARE REQUIRED TO CLEAN UP THEIR DOG’S WASTE IMMEDIATELY! DOGS ARE REQUIRED TO BE CURRENTLY LICENSED AND IMMUNIZED. ALL DOGS ARE REQUIRED TO BE LEASHED ON ENTRY AND EXIT FROM THE PARK. ALL DOGS ARE REQUIRED TO BE DIRECTLY SUPERVISED AND CONTROLLED. THE PARK IS OPEN BETWEEN HOUR AFTER SUNRISE AND SUNSET FREE OF CHARGE. PROHIBITIONS PUPPIES LESS THAN 4 MONTHS OLD ARE PROHIBITED. DOGS WHO ARE ILL,INJURED,SUFFERING WITH PARASITES,OR IN HEAT ARE NOT WELCOME. AGGRESSIVE DOGS ARE NOT PERMITTED. PRONGED COLLARS ARE NOT PERMITTED. CONSUMING FOOD,SMOKING,VAPING,ALCOHOL,AND PICNICKING IS NOT PERMITTED. ANIMALS/PETS OTHER THAN DOGS ARE NOT PERMITTED TO BE BROUGHT INTO THE PARK. POLICIES OWNERS SHOULD BE RESPONSIBLE AND RESPECTFUL. OWNERS MUST COMPLY WITH THE SUGGESTIONS OF OUR HOST STEWARDS. PARK GATES SHOULD BE CLOSED AT ALL TIMES. OWNERS AND DOGS SHOULD NOT CONGREGATE AT THE PARK ENTRANCE. OWNERS MUST CLEAN UP THEIR PET’S WASTE AND DISPOSE OF IT IN THE WASTE CONTAINERS PROVIDED. OWNERS SHOLD BE INSIDE THE PARK WITH THEIR PET,KEEPING HIM/HER IN SIGHT AND UNDER VOICE CONTROL AT ALL TIMES. DOGS ARE REQUIRED TO BE OFF LEASH IN THE ENCLOSED AREAS. DOGS MUST BE LICENSED AND CURRENT WITH THEIR INOCULATIONS. DOGS MUST WEAR A COLLAR WITH IDENTIFICATION AT ALL TIMES. DOGS ARE REQUIRED TO BE LEASHED TO AND FROM THE PADDOCK ENTRY AND VEHICLE. THE SMALL DOG AREA IS FOR DOGS OF LESS THAN 40 POUNDS. LEAVING DOGS UNATTENDED IS PROHIBITED. DOGS SHOULD BE DISCOURAGED FROM EXCESSIVE OR CONSTANT BARKING. OWNERS ARE LIMITED TO THREE DOGS PER PERSON PER VISIT. 3/2/21 RA/LW)14 CHILDREN UNDER 12 MUST BE SUPERVISED. OWNERS MUST REMOVE DOGS WHEN IT IS NECESSARY OR THEY ARE NOT IN COMPLIANCE,IMMEDIATELY AND WITHOUT DEBATE. STROLLERS AND BICYCLES ARE NOT ALLOWED INSIDE THE PARK. OWNERS SHOULD FOLLOW THE RULES AND KNOW THEIR DOG. LIABILITY LIMITED BY MASSACHUSETTS GENERAL LAWS,CHAPTER 21 SECTION 17C. Appendix 3:Nauset Disposal Commitment 3/2/21 RA/LW)15 Appendix 4:Agway of Cape Cod Commitment 3/2/21 RA/LW)16 Appendix 5:Friends of Brewster Dog Park Facebook Group Appendix 6:Friends of Brewster Dog Park and Town of Brewster MOU DRAFT MEMORANDUM OF UNDERSTANDING This is a Memorandum of Understanding MOU")of xxxxxx xx,2021,by and between the Town of Brewster,MA,a municipal corporation duly established with an address of 2198 Main Street, Brewster,MA 02631 and Friends of Brewster Dog Park,Inc FBDP),a Massachusetts non-profit corporation with a principal office at 65 Harmony Lane,Brewster,MA 02631.The Friends of Brewster Dog Park,Inc.,achieved 501(c)(3)status through the IRS in 2021. This Memorandum of Understanding between the Town and FBDP establishes a working agreement between the two parties concerning their respective roles and responsibilities in the creation and maintenance of a proposed off-leash dog park open to the public free of charge the Dog Park").The Dog Park is comprised of approximately 2.4 acres and is located on a portion of town-owned property located on Harwich Road in Brewster and shown on Assessor's Map 64, Parcel 28 The Premises).The Premises is under the care and control of the Select Board,is comprised of approximately 41.28 acres,and is more particularly described in a deed to the Town of Brewster,dated 15 August 1995 recorded with Barnstable Registry of Deeds in Book 9799,Page 016.The proposed Dog Park is shown as the Dog Park Area"on a plan entitled Brewster Dog Park”prepared for Town of Brewster,dated January 16,2019 by the Berkshire Design Group,Inc. A copy of the Site Plan is attached as Exhibit A." 3/2/21 RA/LW)17 The Select Board gratefully acknowledges the critical role the FBDP plays in the development, construction,maintenance,and stewardship of the dog park,and gratefully accepts FBDP's generous offer to help create and maintain the Dog Park through private fund raising and volunteer services.The FBDP gratefully acknowledge the spirit of cooperation the Select Board has displayed by making public land available for such use and for offering to provide the valuable municipal services described below. The Town and the FBDP share the goal of realizing a first-class no fee dog park in Brewster open to the public. Friends of Brewster Dog Park,Inc The purpose of the FBDP is to support the use of a designated area within the Town of Brewster as an off-leash dog park;to advocate responsible dog ownership;to provide educational resources on dog ownership;to advise the Town of Brewster,the Select Board,and the Town Administrator on matters concerning off-leash dog parks within the Town of Brewster;to provide stewardship for the Brewster Dog Park;and to collect and administer funds received for the establishment of, maintenance of,and improvements to the off-leash dog parks in the Town of Brewster. The FBDP agrees to the following: To assist in maintaining the Dog Park Area by helping to keep the site clean,providing dog waste bags for patrons provided by the in-kind donation of Agway of Cape Cod,securing the in-kind donation of waste removal for the Brewster Dog Park by Nauset Disposal,and repairing or replacing appurtenances,structures or fixtures as required; To providing educational instruction and stewardship at the Dog Park; The use of the Dog Park Area shall be limited to dog park recreational use.No fee shall be imposed for such recreational use; The Town grants FBDP access to the Dog Park Area for the purpose of exercising its rights and performing its obligations hereunder,However,installation of any structure,fixture or appurtenance shall require the prior written approval of the Select Board or its designee; The language on any such signage shall require the prior written approval of the Select Board or its designee; The FBDP shall not permit any mechanics liens,or similar liens,to remain upon the Premises for labor and materials furnished or claimed to be furnished in connection with work of any character performed or claimed to have been performed at the direction of the FBDP,and FBDP shall cause any such lien to be released of record forthwith without cost to the town; During the exercise of the rights hereby granted,the FBDP shall conduct itself so as not to unreasonably interfere with the operations of the Town,and to observe and obey applicable laws,statutes,bylaws and regulations and permitting or licensing requirements. The FBDP shall comply with reasonable rules and regulations issued by the Town, 3/2/21 RA/LW)18 including without limit,rules regulating the hours of operation of the Dog Park,which hours of operation are expected to be from dawn to dusk; The FBDP agrees that any contractor engaged to perform work at the Premises on behalf of FBDP shall carry liability insurance naming the Town as an additional insured in amounts reasonably satisfactory to the Town and workmen's compensation insurance as required by law,and FBDP agrees to indemnify and hold harmless the Town from any liability relating to work performed at the Premises at the request of the FBDP. Title to all appurtenances,structures and installed at the Dog Park shall vest in the Town. The Town of Brewster agrees to the following: The Town will build the Brewster Dog Park as shown on the January 16.2019 Site Plan prepared by Berkshire Design Group,Inc,4 Allen Place,Northampton,MA 01060 if the Brewster Dog Park is approved by Brewster voters; The Town will provide water service including tap,curb stop,and box,meter,meter pit and water service to the location on the Premises.The meter will be read but not billed. The Town will provide snow removal from the driveway leading to the Dog Park and the associated parking area.If snowmelt products are applied to surfaces they will be dog friendly.The Town will also provide leaf removal from the Dog Park equivalent to the services provided in other Town parks; The Town shall provide curbside trash pickup.The FBDP has a commitment from Nauset Disposal,3 Rayber Road,Orleans,MA 02653,to provide In-Kind donation of waste removal services at no cost to the Town; The Town Administrator shall be the liaison between the FBDP and Select Board; The Town will modify its By-Laws to allow an off-leash Dog Park facility. In the event the Town notifies FBDP that the Dog Park Area is no longer available for Dog Park use,the Town will work with FBDP to locate an alternative site and will provide assistance relocating all appurtenances,structures and fixtures from the Dog Park Area to such alternative site; The Town agrees to prepare the Dog Park Area for dog park use by installing appropriate ground cover,creating an access driveway and a handicapped accessible parking area, providing a water hook-up,and installing signage,trash receptacles,fencing and benches. The location of parking and fencing shall be as shown on the January 16,2019 Site Plan, The Town reserves the right to use the access driveway and parking area for other public uses at the Premises and/or to relocate the access driveway and parking area; The Town agrees to allow the FBDP to utilize the licensed Brewster Dog Park Logo. 3/2/21 RA/LW)19 Termination Either party may terminate this MOU without cause upon thirty 30)days prior written notice. Modification and Amendments Modification and amendments to this MOU shall be in writing and duly executed by the parties hereto to be effective. No Estate Created This MOU shall not be construed as creating or vesting in the FBDP or any other party any estate in the Premises or portion thereof,but a limited right of access for the purpose as herein stated. Brewster Select Board Friends of Brewster Dog Park,Inc Mary Chaffee,Chairman Carmen S.Scherzo,DVM,President David Whitney Cynthia Bingham Benjamin deRuyter Ned Chatelain Brewster’s Community Preservation Act Planning Ahead Rev. 3/8/21 1 Community Preservation Funding Local Tax Revenue 3% surcharge on Real Estate taxes State Revenue CPA Trust Fund Collections at Registry of Deeds Total FY22 Funding estimate 1,084,450 + $162,667 = $1,247,117 Rev. 3/8/21 2 State and Local Funding to date Rev. 3/8/21 Fiscal Local Total Trust Total Revenue Local Year Surcharge Fund Surcharge + Distribution Distribution) 2006 $597,364 $571,315 100%$1,168,679 2007 $623,561 $597,364 100%$1,220,925 2008 $633,392 $623,561 100%$1,256,953 2009 $664,044 $487,457 76.96%$1,151,501 2010 $685,306 $278,863 41.99%$964,169 2011 $701,099 $223,720 32.65%$924,819 2012 $734,513 $224,425 32.01%$958,938 2013 $759,918 $235,599 32.06%$995,517 2014 $799,453 $476,816 62.75%$1,276,269 2015 $823,010 $301,307 37.70%$1,124,317 2016 $861,948 $291,928 35.50%$1,153,876 2017 $894,558 $212,708 24.68%$1,107,266 2018 $929,796 $184,636 20.66%$1,114,432 2019 $997,502 $220,244 23.69%$1,217,746 2020 $1,047,220 $292,896 29.36%$1,340,116 2021 $0 $368,430 35.18%$368,430 TOT $11,752,684 $5,591,269 $17,343,953 Percentage CPA Revenue Brewster 3 Brewster’s Current Funding Allocation Formula Open Space 50% Housing 10% Historical 10% Budgeted Reserve 30% Housing Historical Recreation Rev. 3/8/21 Comments No eligible projects in any category have been declined for lack of funding to date Acres of open space protected from development Brewster’s excellent water quality attributable to focus on Zone 2 acreage protection Projected funding limitations for Housing, Historical and Recreation projects in near term. 4 CPC Anticipated Needs through 2023 Source: Annual Public Hearing/Open Space/Regional Housing Forums/Capital Plan Open Space Bond Payments - 399,341 New acquisition funding - 300K annually Est. Total = $999,341 Housing Housing Coordinator - 51K annually Millstone Rd. project - $1 Million Rental Assistance Program 150K Huckleberry Roofs - $TBD Wells Court Roofs - $120K Veterans Project - $52.5K Red Top Rd Habitat - 105K Orleans Workforce Housing - $100K Est. Total = $1,739,000 Historic Stony Brook Wall - $125K Library build plan - $235K Library Construction - $1 Million Crosby Mansion - $50K Spruce Hill Barn - $10K Est. Total = $1,420,000 Recreation Playground and Wing Island walkway- $100K Dog Park $185K Phase 2 Stony Brook Field 100K Est. Total = $385,000 Rev. 3/8/21 Does Brewster’s current CPA formula meet the future anticipated CPA needs in Town? 5 Ending Balance 2023/Current Projection: Open Space – 50% 979,868 Housing – 10% 24,082 Historical 5,469 Budgeted Reserve (30%) 1,393,081) Rev. 3/8/21 6 Open Space 503,132 Housing 113,075 Historical 475,062 Budgeted Reserve (30%) 624,401 Projected Unreserved Fund Balances at end of FY21: Statutory Funding Formula Open Space * 10% Housing 10% Historical 10% Budgeted Reserve 70% Housing Historical Recreation* Open Space Rev. 3/8/21 Some towns combine Open Space/Recreation. Some do not. Comments Budgeted Reserve provides CPC with project funding flexibility. 7 Ending Balance 2023/Statutory Formula Projection Open Space – 10% 21,427 Housing – 10% 24,082 Historical – 10% 5,469 Budgeted Reserve (70%) 433,081) Rev. 3/8/21 8 How CPA Works in Some MA Communities 1. CPA Plan 2. Statutory Funding Formula 3. CPC Oversight Rev. 3/8/21 9 Suggested CPA Plan Elements Values, Policies and Principles Core Values, Target Allocation Policies, Guiding Principles Current Allocation Formula Review For each category Needs, goals and possibilities 5 year budget Funding targets Eligible Activities Plan reviewed annually by CPC, refreshed every 5 years. Rev. 3/8/21 10 Proposed Next Steps Timeline Spring 2021 CPC vote to support 5 year CPA funding plan and formula review Including commitment to contribute Administrative funds towards Plan expense. Summer 2021 Consultant Selection Plan development begins (assume 7 month completion) January 2022 CPC to review CPA plan funding formula recommendation Funding formula warrant article (if change recommended) Spring 2022 CPC vote to accept CPA plan, subject to TM and ballot approval if funding formula revision included. TM vote on funding formula change. If approved, on Spring ballot. Spring 2022 ballot Ballot approval for Funding Formula change FY2023? New CPA plan and funding formula in place Rev. 3/8/21 11 Appendix 1 – Projection details Rev. 3/8/21 12 Anticipated Needs based on Public Hearing/2022 requests/other Housing Coordinator 104,000.00 H Cape Housing Institute 7,500.00 H Millstone Housing 1,000,000.00 H Rental Assistance Program 150,000.00 H Huckelberry Roofs - Additional Construction est 100,000.00 H Wells Court Roofs Est 120,000.00 H Homeless Veterans construction 52,500.00 H Habitat - 2 homes 105,000.00 H Orleans Housing CC5 100,000.00 H 1,739,000.00 Stony Brook Ret Wall 125,000.00 His Library building Plan 235,000.00 His Library Construction 1,000,000.00 His Crosby Mansion 50,000.00 His Spruce Hill Barn 10,000.00 His 1,420,000.00 Playgrounds and walkway to Wing Island 100,000.00 Rec Dog Park 185,000.00 Rec Stony Brook Field Phase 2 100,000.00 Rec 385,000.00 Open Space ($300K annual) 600,000.00 OS 600,000.00 4,144,000.00 Scenario 1 - with Current Allocation of 50-10-10-30 for Revenue Beginning Balance OS Housing Historical 0.30 FY 2022 780,768.57 88,082.01 450,469.49 561,918.43 600,000.00 120,000.00 120,000.00 360,000.00 1,200,000.00 Less Annual commitments (203,683.00)(60,000.00) 1,177,085.57 208,082.01 570,469.49 861,918.43 FY 2023 600,000.00 120,000.00 120,000.00 360,000.00 1,200,000.00 Less Annual commitments (195,658.00)(60,000.00) 1,581,427.57 328,082.01 690,469.49 1,161,918.43 304,000.00)(1,435,000.00)(1,739,000.00)Housing 685,000.00)(735,000.00)(1,420,000.00)Historic 385,000.00)(385,000.00)Recreation 600,000.00)(600,000.00)OS Ending Balance 2023 981,427.57 24,082.01 5,469.49 (1,393,081.57) Scenario 2 - with Allocation of 10-10-10-70 for Revenue Beginning Balance OS Housing Historical 0.70 FY 2022 780,768.57 88,082.01 450,469.49 561,918.43 120,000.00 120,000.00 120,000.00 840,000.00 1,200,000.00 Less Annual commitments (203,683.00)(60,000.00)Admin 697,085.57 208,082.01 570,469.49 1,341,918.43 FY 2023 120,000.00 120,000.00 120,000.00 840,000.00 1,200,000.00 Less Annual commitments (195,658.00)(60,000.00)Admin 621,427.57 328,082.01 690,469.49 2,121,918.43 Less 2022/2023 Commitments (304,000.00)(1,435,000.00)(1,739,000.00)Housing Less 2022/2023 Commitments (685,000.00)(735,000.00)(1,420,000.00)Historic Less 2022/2023 Commitments (385,000.00)(385,000.00)Recreation Less 2022/2023 Commitments (600,000.00)(600,000.00)Open Space Ending Balance 2023 21,427.57 24,082.01 5,469.49 (433,081.57) Appendix 2 For Example – Eastham’s Target Allocation Policies Overall and Open Space/Rec Rev. 3/8/21 Source: Town of Eastham Community Preservation Plan FY2020-FY2024 13 TOWN OF EASTHAM Community Preservation Plan FY2020-2024 PREPARED FOR: Town of Eastham Jacqueline Beebe, Town Administrator 2500 State Highway Eastham, MA 02642 PREPARED BY: JM Goldson community preservation + planning Adopted: October 3, 2018 Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 2 Cover Page Photos Left to Right: Chapel in the Pines; Great Pond; High School Tennis Courts: and Brackett Landing. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 3 TABLE OF CONTENTS ACKNOWLEDGEMENTS 5 ACRONYMS 6 KEY DEFINITIONS 7 EXECUTIVE SUMMARY 9 BACKGROUND OF THE COMMUNITY PRESERVATION ACT 9 PLANNING PROCESS 9 CORE VALUES 10 GUIDING PRINCIPLES 10 GOALS 11 CHAPTER 1: OVERVIEW 12 INTRODUCTION 12 BACKGROUND 12 PLANNING PROCESS 16 APPLICATION & FUNDING PROCESS 17 GENERAL CPA ELIGIBILITY 17 CHAPTER 2: VALUES, POLICIES, AND PRINCIPLES 18 CORE VALUES 18 FIVE-YEAR TARGET ALLOCATION POLICIES 18 GUIDING PRINCIPLES 19 CHAPTER 3: ACTIVE RECREATION 20 NEEDS, GOALS, & POSSIBILITIES 20 ACTIVE RECREATION FIVE-YEAR BUDGET 21 ELIGIBLE ACTIVITIES 22 CHAPTER 4: COMMUNITY HOUSING 25 NEEDS, GOALS, & POSSIBILITIES 25 COMMUNITY HOUSING FIVE-YEAR BUDGET 27 ELIGIBLE ACTIVITIES 28 CHAPTER 5: HISTORIC PRESERVATION 31 NEEDS, GOALS, & POSSIBILITIES 31 HISTORIC PRESERVATION FIVE-YEAR BUDGET 33 ELIGIBLE ACTIVITIES 33 Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 4 CHAPTER 6: OPEN SPACE & PASSIVE RECREATION 36 NEEDS, GOALS, & POSSIBILITIES 36 OPEN SPACE/PASSIVE RECREATION FIVE-YEAR BUDGET 39 ELIGIBLE ACTIVITIES 39 APPENDICES 42 A. EASTHAM APPLICATION GUIDELINES & SCORING CRITERIA 43 B. CPA ELIGIBILITY MATRIX 44 C. PROJECT SCHEDULE 45 D. COMMUNITY ENGAGEMENT RESULTS 46 Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 5 Acknowledgements The Community Preservation Committee gratefully acknowledge the following individuals for their contributions to this study: Paul Lagg, Town Planner Debbie Cohen, Community Development Assistant Community members who gave their time and insights to this project by participating in the focus groups and interviews in May 2018, the community workshop on June 6, 2018, and the community survey in June 2018. COMMUNITY PRESERVATION COMMITTEE Josiah Holden Camp, Jr., Vice Chair, Historical Commission Rep. Edward Brookshire, Eastham Housing Authority Rep. Edmund Casarella, Recreation Commission Rep. Daniel Coppelman, Co-Chair , Member-at-Large Elizabeth Gawron, Eastham Affordable Housing Rep. Sheila Filipowski, Clerk, Conservation Commission Rep. W. Davis Hobbs, Planning Board Rep. Carolyn McPherson, Member-at-Large Peter Wade, Co-Chair, Member-at-Large Michael Hager (former Member-at-Large) BOARD OF SELECTMEN Wallace F. Adams, II, Chair Martin McDonald, Vice Chair Aimee Eckman, Clerk John F. Knight, Member Jamie Rivers, Member WITH THE ASSISTANCE OF PLANNING CONSULTANTS Jennifer M. Goldson, AICP, JM Goldson community preservation + planning Lara Kritzer, Principal Planner, JM Goldson community preservation + planning Photograph Credits: Unless otherwise noted, all photographs were graciously provided by Dale Michaels Wade. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 6 Acronyms ACEC Areas of Critical Environmental Concern ACS US Census Bureau’s American Community Survey ADA Americans with Disabilities Act AHT Eastham Affordable Housing Trust AMI Areawide Median Income set by the federal Department of Housing and Urban Development CDP Community Development Partnership CLIA Eastham Conservation Land Inventory and Analysis 2012 (CLIA) CPA Community Preservation Act, Chapter 44B of the Massachusetts General Laws CPC Community Preservation Committee CP Plan Community Preservation Plan DCR Massachusetts Department of Conservation and Recreation DHCD Massachusetts Department of Housing and Community Development DMH Department of Mental Health FY Fiscal Year(s) HELP Program Housing Emergency Loan Program HPP Eastham Housing Production Plan 2016 HUD United States Department of Housing and Urban Development LHD Local Historic District MACRIS Massachusetts Cultural Resource Information System MGL Massachusetts General Laws MHC Massachusetts Historical Commission MOE Margins of Error NHESP Massachusetts Natural Heritage and Endangered Species Program NPS United States Department of Interior, National Park Service OCCS Outer Cape Capacity Study 1996 OSC Eastham Open Space Committee OSRP Eastham Open Space and Recreation Plan 2015 P.A.C.E. Public Access Committee of Eastham SHI Massachusetts Subsidized Housing Inventory TWG The Warren Group ULI Urban Land Institute Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 7 Key Definitions This list of key definitions is intended to assist the reader and is not intended to replace applicable legal definitions of these terms. The following definitions are for key terms used throughout the document, many of which are based on definitions per MGL c.44B s.2 or other statutes and regulations. Active Recreation – Requires intensive development to create outdoor recreation and often involves cooperative or team activity, including playgrounds, ball fields, and paved bike paths. Areawide Median Income – the median gross income for a person or family as calculated by the United States Department of Housing and Urban Development, based on the median income for the Metropolitan Statistical Area. In 2018, the HUD median family income for Barnstable County was $86,200. Chapter 40B – a state statue which enables local Zoning Boards of Appeals (ZBAs) to approve affordable housing developments under flexible rules if at least 20-25% of units have long-term affordability restrictions. Community Housing – as defined by the Community Preservation Act is housing for individuals and families with incomes less than 100 percent of the Areawide Median Income, including senior housing. In general, the occupant(s) should pay no greater than 30% of his or her income for gross housing costs, including utilities. Community Preservation – the acquisition, creation, and preservation of open space; the acquisition, creation, preservation, and rehabilitation/restoration of land for recreation; the acquisition, preservation, and rehabilitation/restoration of historic resources; and the acquisition, creation, preservation, and support of community housing. Community Preservation Act – a state law, MGL c. 44B, is enabling legislation that allows communities to raise and set aside funds for community preservation projects, including open space and natural resource conservation, outdoor recreation, historic preservation, and community housing. It is funded through a combination of a local property tax surcharge of up to 3 percent and a variable state contribution from the Community Preservation Trust Fund. Community Preservation Committee – the committee established by the legislative body of a city or town to make recommendations for community preservation, as provided by Section 5 of MGL c. 44B. Community Preservation Fund – the municipal fund established by Section 7 of MGL c. 44B. Historic Resource – a building, structure, document, or artifact that is listed on the state register of historic places or National Register of Historic Places or has been determined by the local historic preservation commission to be significant in the history, archeology, architecture or culture of a city or town. Household – all the people, related or unrelated, who occupy a housing unit. It can also include a person living alone in a housing unit or a group of unrelated people sharing a housing unit as partners or roommates. Housing Production Plan – a community’s proactive strategy for planning and developing affordable housing. In a HPP, a community creates a strategy to produce housing units and meet the 10 percent goal under Chapter 40B. Local Historic District – an area or group of historic structures that are deemed significant to the city’s history, archeology, architecture or culture and protected by public review. Low-income Housing – housing for persons or families whose annual income is less than 80 percent of the areawide median income (AMI). The AMI is determined by the United States Department of Housing and Urban Development (HUD). Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 8 Moderate-income Housing – housing for persons or families whose annual income is less than 100 percent of the areawide median income (AMI). The AMI is determined by the United States Department of Housing and Urban Development (HUD). Open Space – land to protect existing and future well fields, aquifers and recharge areas, watershed land, agricultural land, grasslands, fields, forest land, fresh and salt water marshes and other wetlands, oceans, rivers, streams, lake and pond frontage, beaches, dunes and other coastal lands, lands to protect scenic vistas, land for wildlife or nature preserve, and/or land for recreational use. Passive Recreation – that which emphasizes the open space aspect of a park and which involves a low level of development, including picnic areas and trails. Preservation – the protection of personal or real property from injury, harm, or destruction. Recreational use – Recreation uses are often divided into two categories: passive and active recreation. See definitions for Passive recreation” and “Active Recreation.” Recreation, under the CPA, does not include horse or dog racing, or the use of land for a stadium, gymnasium or similar structure. Rehabilitation – capital improvements or extraordinary repairs to historic resources, open spaces, lands for recreational use, and community housing for the purpose of making the above functional for their intended uses and compliant with the Americans with Disabilities Act (ADA) and other federal, state, or local building or access codes. With historic resources, “rehabilitation” must comply with the Standards for Rehabilitation stated in the United States Secretary of the Interior’s Standards for the Treatment of Historic Properties codified in 36 C.F.R. Part 68). With recreational use, “rehabilitation” includes the replacement of playground equipment and other capital improvements to the land or facilities which make the related land or facilities more functional for the intended recreational use. Subsidized Housing Inventory (SHI) - The official list of units, by municipality, maintained by the Massachusetts Department of Housing and Community Development (DHCD) that is used to measure a community’s stock of low- and moderate-income housing for the purposes of M.G.L. Chapter 40B’s 10 percent goal. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 9 Executive Summary The Eastham Community Preservation Committee (CPC) created this Plan. The Plan guides the use of Community Preservation Act (CPA) funds for fiscal years (FY) 2020-2024. Background of the Community Preservation Act The Community Preservation Act (CPA) is a state law, MGL c.44B, that was enacted in 2000. Eastham adopted the Community Preservation Act (CPA) in 2005. It creates a way for communities to raise and set aside funds for community preservation projects. These projects can include opens space conservation, outdoor recreation, historic preservation, and community housing. Eastham generates CPA funds through a local real property tax surcharge of 3 percent. There is also a variable distribution from the state Community Preservation Trust Fund (Trust Fund). Since the start, Eastham has collected over $10.2 million. Eastham has funded 84 community preservation initiatives in its first thirteen years (FY2006-2019). These initiatives included capital improvements, assistance programs, land acquisition, as well as plans and studies. Planning Process The CPC, through the Town of Eastham, contracted with a planning consultant to assist with the preparation of an updated Community Preservation Plan. The consultant worked with the CPC members. They studied existing plans. They identified Eastham’s community preservation needs and resources. Soliciting community input was an important component of this planning process. The CPC sponsored focus groups and interviews with a variety of community members. They organized an interactive community workshop. They distributed an online survey. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 10 Core Values The CPC’s role is to recommend CPA appropriations to Town Meeting. The Eastham CPC aims to make these decisions in ways that are Fair Transparent Effective Collaborative Responsive Informed These are the CPC’s core values. The CPC also values the right for CPC members to express different opinions in the course of deliberations. The following guiding principles, goals, and target allocations are all driven by the CPC’s core values. Guiding Principles The CPC developed the following guiding principles by carefully considering community feedback. These principles are designed to guide the CPC’s evaluation of project requests for CPA funds in all four CPA funding categories. They will be used to establish funding preferences. 1. Lead Priorities Recognizing Eastham’s great and well-documented needs to provide community housing, protect natural resources, particularly water resources, and create and improve active recreation opportunities in Eastham, the CPC will prioritize projects that serve these needs. 2. Supporting Priorities The CPC will also support the creation of passive recreation opportunities that provide access to open space and scenic views as well as preservation of historic resources, including public buildings and archives. 3. Leveraging The CPC encourages leveraging CPA funds with other public and private funding as well as donations, bargain sales, and the like. 4. Planning and Community Goals The CPC will prioritize projects that demonstrate comprehensive planning and compatibility with other community initiatives and goals. 5. Multi-Use Projects The CPC encourages projects that include eligible activities in multiple CPA areas, such as affordable housing and recreation. 6. Compatibility The CPC will prioritize projects that reinforce or are compatible with both the CPA goals within a project’s funding category(ies) and goals in other CPA categories. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 11 Goals The goals, as summarized below, are intended to guide potential applicants for CPA funding and will be used to direct CPC funding recommendations. ACTIVE RECREATION GOALS 1. Create new active outdoor recreation facilities to best meet the changing needs of Eastham’s population. 2. Rehabilitate existing active recreation facilities to create safe and accessible recreation opportunities for people with special needs. 3. Support the town’s efforts to create a community center that includes outdoor recreation facilities. COMMUNITY HOUSING GOALS 1. Create community housing units that will help address Eastham’s documented housing needs, including, but not limited to, units that will count on the state’s Subsidized Housing Inventory (SHI). 2. Continue to support CPA-eligible initiatives of the Eastham Affordable Housing Trust. 3. Support development through new construction and adaptive reuse of existing buildings to create community housing for households with incomes up to 100 percent of the area median income (AMI). 4. Preserve affordable units through physical improvements, as enabled within the limitations of the CPA statute, and rehabilitate community housing that was created with CPA funds. 5. Support housing assistance programs that provide direct assistance to households with incomes up to 100 percent AMI. HISTORIC PRESERVATION GOALS 1. Preserve, rehabilitate, and restore publicly- and privately-owned historic resources that are open for public use and enjoyment to enhance town character and support the local tourism economy. 2. Preserve historic archives including town records in the collections of the Town Clerk, Public Library, Eastham Historical Society, and Historical Commission. 3. Continue inventorying Eastham’s historic resources to complete town and state records of such resources including buildings, landscapes, archeological sites, cemeteries, and the like. 4. Preserve privately-owned historic houses, particularly those along Route 6, that are occupied by low/moderate income households. OPEN SPACE AND PASSIVE RECREATION 1. Enhance access for people of all ages and abilities to further public enjoyment of natural resources, conservation areas, and scenic views. 2. Protect drinking water quality through land conservation. 3. Protect and restore/remediate estuaries and fresh water ponds and wetlands by minimizing further development of adjacent lands, and through water quality remediation in accordance with current best management practices. 4. Protect key parcels that enhance community resilience in the face of climate change impacts. 5. Preserve natural habitat and open space resources through acquisition of lands with high habitat values and management of existing open space lands, including management of invasive species.. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 12 Chapter 1: Overview Introduction The Eastham Community Preservation Committee (CPC) created this Plan. The Plan guides the use of Community Preservation Act CPA) funds for fiscal years (FY) 2020-2024. The CPC has identified three priorities for use of Eastham’s CPA funds for FY2020-2024: 1) provide affordable housing 2) protect open space and natural resources 3) create and improve active recreation opportunities The CPC uses this Plan to decide how to recommend spending CPA funding. The CPC encourages future applicants seeking CPA funds to use this plan to guide their CPA requests. The CPC encourages Town Meeting members to use this plan to guide decisions on allocation of funds. This Plan is created in accordance with the Community Preservation Act (CPA), Massachusetts General Laws c. 44B s.5(b)(1). The law states: The community preservation committee shall study the needs, possibilities and resources of the city or town regarding community preservation, including the consideration of regional projects for community preservation. Background WHAT IS CPA? CPA Statewide The Community Preservation Act (CPA) is a state law, MGL c.44B, that was enacted in 2000 by Governor Paul Cellucci. It creates a way for communities to raise and set aside funds for community preservation projects. These projects can include opens space conservation, outdoor recreation, historic preservation, and community housing. It is funded through a combination of a local property tax surcharge of up to 3 percent and a variable state contribution from the Community Preservation Trust Fund. CPA On Cape Cod Many towns on the Cape adopted the CPA in 2005 to convert the Cape Cod Open Space Land Acquisition Program1 (Cape Cod Land Bank) to CPA as enabled through MGL c.149 of the Acts of 2004. Eastham adopted the Community Preservation Act (CPA) in May 2005. The CPA enables communities to collect money to fund community preservation projects. As of April 2018, 172 communities have adopted the CPA (49 percent of the 1 MGL c.293 of the Acts of 1998 Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 13 state’s municipalities). Per MGL c.149, the town may not amend the amount of or revoke the CPA surcharge on real property until after fiscal year 2020.2 Any debt authorized through the Cape Cod Land Bank may be repaid with CPA funds. WHO DECIDES HOW THE FUNDS ARE SPENT? Eastham established the CPC as required by MGL c.44B. The CPC has nine members. The CPC must include a member from each of the following five entities: Conservation Commission Historical Commission Housing Authority Planning Board Recreation Commission The Eastham CPC also included a member of the Open Space Committee, Affordable Housing Trust, and two members-at-large, who were appointed by the Board of Selectmen. However, in June 2018, the Board of Selectmen voted to amend the charter to require a member of the Housing Trust and four at-large appointees in addition to the five statutory members. The role of the CPC is to: 1) study the Town’s community preservation needs, possibilities, and resources 2) to make recommendations to the Town Meeting for funding projects with CPA funds In addition, the CPC is required to hold an annual public hearing. The CPC meets regularly in open public meetings. First Five-Year Plan Adopted The Eastham CPC adopted a five-year Community Preservation Plan (CP Plan) for FY 2015 through FY 2019. The plan laid out spending policies, overall priorities, and goals for each CPA funding category. The plan was based on community feedback and an examination of Community Preservation resources, needs, and possibilities. The spending policies created a funding target for each CPA funding category. The target was based on a projected five-year budget to guide CPC recommendations to Town Meeting. The CPC followed these approved allocation policies very carefully as it responded to applications for funding. 2 Massachusetts Department of Revenue, Cape Cod Land Bank and Community Preservation Act, Bulletin 2004-16B, October 2004. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 14 HOW MUCH FUNDING IS AVAILABLE? Eastham generates CPA funds through a local real property tax surcharge of 3 percent. There is also a variable distribution from the state Community Preservation Trust Fund (Trust Fund). Since the start, Eastham has collected over $10.2 million. In FY2018, the local property tax surcharge generated roughly $697,000. The state Trust Fund distribution was about $147,616. Eastham could generate about $4.5 million between FY2020 and FY2024, assuming a state Trust Fund distribution of 20 percent and a 3 percent annual growth in local surcharge collections. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 15 HOW HAVE CPA FUNDS BEEN ALLOCATED? Eastham has funded 84 community preservation initiatives in its first thirteen years (FY2006-2019). These initiatives included capital improvements, assistance programs, land acquisition, as well as plans and studies. The town has given over $10.2 million to community preservation projects across all four CPA funding categories. Close to 40 percent of the funds have been devoted to open space and passive recreation projects; 37 percent for community housing; 14 percent for historic preservation initiatives; and about 10 percent for active recreation projects. Eastham CPA-Funded Projects FY06-FY19 Town of Eastham, MA April 27, 2018 Your CPA Dollars at Work! The Community Preservation Act has funded 84 community preservation initiatives in Eastham in its rst 12 years FY2006-FY2017) with over $8.7M in allocations for open space conservation, active recreation, historic preservation, and community housing initiatives. These initiatives included capital improvements, assistance programs, land acquisition, as well as plans and studies. Below is a list of projects funded in each category. Eastham Community Preservation Act Prepared by JM Goldson CPA PROJECTS Eastham Community Preservation Act Historic Preservation Chapel in the Pines Dill Beach Camp Library Preservation of 1897 Building Library’s Archival Materials Preservation Town Records Preservation Ancient Cemeteries Preservation Schoolhouse Museum Restoration Historic Buildings Survey Swift Daley House Town Hall Windows Eastham Windmill Restoration Ranlett Tool Museum Community Housing Campbell-Purcell Community Housing Cape Cod Village Community Housing Housing Authority Window Replacement Housing Trust Consultant Housing Trust Rental Subsidy Program I and II Housing Trust Rental Acquisition Initiative North Eastham Village Center Study Preserve Existing Affordable Rental Units Rabbit Run Community Housing (Habitat, Inc.) Housing Trust Housing Assistance Program Cape Housing Institute Active Recreation Cape Cod Children’s Place Playground Elementary School Playground Field of Dreams Restoration Recreation Plan for Active Recreation Rehabilitation/Restoration of Tennis Courts at NRHS Wiley Park Shade Shelter Open Space & Passive Recreation 590 Steele Road Land Purchase 700 Dyer Prince Road Land Purchase Aschettino Property Land Bank Debt Payment for Land Purchase Diamondback Terrapin Habitat Preservation Mobi Mat at Bee’s River Open Space Properties Analysis Herring Pond Preservation Great Pond Preservation Sandy Meadow Parking and Pathways Wiley Park Bridge and Trails 390 Locust Road Land Purchase Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 16 Planning Process The Town of Eastham contracted with JM Goldson community preservation + planning to assist with the preparation of an updated Community Preservation Plan in February 2018. JM Goldson worked with the CPC members and studied existing plans, including the 2010 and 2016 Housing Production plans; 2018 Affordable Housing Trust Program Guidelines; North Eastham Village Center Strategic Report & Concept Plan; 2017- 2018 District of Critical Planning Concern documentation and regulations; 2017 Urban Land Institute (ULI) Technical Assistance Panel Report; 2015 Open Space and Recreation Plan, and the 2010 Eastham Comprehensive Plan, to identify Eastham’s community preservation needs and resources. COMMUNITY ENGAGEMENT Soliciting community input was an important component of this planning process. The CPC sponsored focus groups and interviews with a variety of community members. It sponsored an interactive community workshop. It also distributed an online survey. Focus Groups and Interviews The consultants interviewed community members through focus groups on May 2, 2018. They also conducted telephone interviews. These interviews helped the CPC further refine its understanding of community preservation needs and resources. They also helped to brainstorm possibilities for use of CPA funds. Community Workshop On June 6, 2018, the CPC sponsored a community workshop. The workshop was highly interactive and included digital group polling and a small group discussion exercise. About 40 people participated in the workshop at the Eastham Library. Online Survey To obtain broad community input, the CPC also sponsored an online survey. The survey was online from June 4, 2018 to June 14, 2018, and 266 people responded. The survey contained demographic questions and five questions regarding priorities for the use of CPA funds. The consultant worked closely with the CPC over the summer and presented a draft plan at a public hearing on September 5, 2018 for public comment. The CPC voted to adopt the plan on 3 October 2018. Eastham Community Workshop June 2018 Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 17 Application & Funding Process The Eastham CPC accepts applications for CPA funding on an annual basis, with proposals generally due in October of each year. The CPC issues a “Request for CPA Applications” to announce the current year’s submission deadline and requires proposals be submitted using the CPC’s application form, available online on the CPC’s webpage at www.eastham-ma.gov or by request through the Town Clerk’s office. The CPC considers each funding application based on the merits of the project as well as the available CPA balance in an open public meeting. The CPC developed application guidelines with evaluation criteria as part of this planning effort to aid in the CPC’s deliberation of funding requests, which is provided in the appendices. Through majority vote, the CPC determines which projects to recommend to Annual Town Meeting for funding. Projects not recommended by the CPC are not eligible for consideration by the Town Meeting per statute (MGL c.44B). General CPA Eligibility The CPA provides funding for four general project types: community housing, historic preservation, open space, and outdoor recreation. See eligibility chart in Appendix C. Community Housing: CPA funds can be used to acquire, create, preserve, and support community housing for households with incomes at or below 100% of the area median income. Historic Preservation: CPA funds can be used to acquire, preserve, rehabilitate, and restore historic resources that are listed on the State Register or determined to be locally significant by the Historical Commission. Open Space: CPA funds can be used to acquire, create, and preserve open space and natural resources. Recreation: CPA funds can be used to acquire, create, preserve, rehabilitate, or restore land for recreational use. While the statute provides a generous amount of flexibility for CPA communities to determine the portion of CPA funds allocated to each of the four categories, the statute requires that a minimum of 10% of total revenue be spent or reserved for projects in the following categories: community housing, historic preservation, and open space/recreation. See Chapter 2 for a description of the CPC’s allocation policies beyond these minimally required reserves. Community Housing, 10% Historic Preservation , 10% Open Space/Recreation, 10% Unreserved, 70% CPA -Minimum Spending/Reserve Requirements Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 18 Chapter 2: Values, Policies, and Principles The CPC developed the following overall allocation policies and guiding principles based on its core values and by carefully considering community feedback and broad community goals. These policies and principles are designed to guide the CPC’s deliberation of project requests for CPA funds in all four CPA funding categories and will be used to establish funding preferences. These policies and principles are not binding; The CPC will ultimately base its recommendations on individual project merits, using these policies and principles as a guide. Core Values The CPC’s role is to recommend CPA appropriations to Town Meeting. The Eastham CPC aims to make these decisions in ways that are Fair Transparent Effective Collaborative Responsive Informed These are the CPC’s core values. The CPC also values the right for CPC members to express different opinions in the course of deliberations. The following guiding principles, goals, and target allocations are all driven by the CPC’s core values. Five-Year Target Allocation Policies The CPC established target allocation policies to guide its recommendations for appropriations of CPA funds. The policies are intended to support community priorities for use of CPA funds. MINIMUM SPENDING/RESERVES The CPC intends to continue to recommend four reserves of 10 percent total annual revenue, which exceeds the statutory minimum of three reserves, so open space and active recreation have two separate reserves. UNDESIGNATED FUNDS ALLOCATION The CPC also intends to recommend allocations of the undesignated funds in roughly the proportions shown in the matrix above as an average over five-years: 40 percent for community housing and 30 percent for open space/passive recreation. The remaining 30 percent of the undesignated funds will remain as undesignated with preference given to active recreation and historic preservation projects. Any undesignated funds that are not appropriated in a given year will roll over and remain undesignated. Any funds targeted for community Category Minimum Reserves Undesignated Funds Community Housing 10% 40% Historic Preservation 10% 0 Open Space/Passive Recreation 10% 30% Active Recreation 10% 0 Administrative 5% 0 Undesignated (with preference for Active Recreation and Historic Preservation Projects) 30% Total 45% 100% Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 19 housing and open space/passive recreation will roll over with a preference given to projects in those categories. ADMINISTRATIVE FUNDS The CPC requires professional staff support to ensure proper record keeping, grant management, and clerical support. Therefore, the CPC intends to budget 5 percent of total annual CPA revenue for administrative funds, as the CPA statute allows. Guiding Principles 1. LEAD PRIORITIES Recognizing Eastham’s great and well-documented needs to provide community housing, protect natural resources, particularly water resources, and create and improve active recreation opportunities in Eastham, the CPC will prioritize projects that serve these needs. 2. SUPPORTING PRIORITIES The CPC will also support the creation of passive recreation opportunities that provide access to open space and scenic views as well as preservation of historic resources, including public buildings and archives. 3. LEVERAGING The CPC encourages leveraging CPA funds with other public and private funding as well as donations, bargain sales, and the like. 4. PLANNING AND COMMUNITY GOALS The CPC will prioritize projects that demonstrate comprehensive planning and compatibility with other community initiatives and goals. 5. MULTI-USE PROJECTS The CPC encourages projects that include eligible activities in multiple CPA areas, such as affordable housing and recreation. 6. COMPATIBILITY The CPC will prioritize projects that reinforce or are compatible with both the CPA goals within a project’s funding category(ies) and goals in other CPA categories. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 20 Chapter 3: Active Recreation Needs, Goals, & Possibilities Eastham’s most critical recreation needs are the rehabilitation of existing active recreation facilities and the creation of outdoor recreation opportunities at a new community center. The CPC developed the following active recreation goals and possibilities through careful consideration of Eastham’s recreation needs, public input, and overall Town goals. The goals, as described below, are intended to guide potential applicants for CPA funding and will be used to direct CPC funding recommendations. However, applications for funding are not limited to the project ideas listed in this plan. Field of Dreams Playground Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 21 GOAL 1 Create new active outdoor recreation facilities to best meet the changing needs of Eastham’s population. With the segment of Eastham residents aged 64 years and older growing from just over a third to almost two- thirds of all residents, the recreational needs of the community will also change. Fewer children live in Eastham today than in decades past, however recreation facilities designed for children can be a draw for families. Among older residents, many have physical disabilities—making it difficult to use existing facilities.3 Active outdoor recreation facilities should accommodate all of Eastham’s users at all life stages. GOAL 2 Rehabilitate existing active recreation facilities to create safe and accessible recreation opportunities for people with special needs. Age and design of recreation facilities can impact the safety, accessibility, and general functionality. With the July 2012 amendments to the CPA statute, rehabilitation of existing parks and playgrounds are eligible CPA activities. The CPC encourages project proposals to rehabilitate Eastham’s aging recreation facilities to make them accessible to persons with special needs.. GOAL 3 Support the town’s efforts to create a community center that includes outdoor recreation facilities. CPA funds could support efforts to create outdoor recreation facilities that are associated with a new community center. Although the creation of an indoor community center would not be eligible for CPA funds, a community center could include outdoor tennis courts, pickle ball courts, or other outdoor recreation facilities. These outdoor amenities would be eligible for CPA funding. Active Recreation Five-Year Budget Approximate Amount Available at Year-End FY19 $326,077 Estimated Active Recreation Reserve (10% of Estimated FY2020-FY2024 Revenue) 450,000 Total Actual + Estimated Reserve $776,072 Targeted Additional Allocation (up to 30% of undesignated funds) Up to $742,491 Total Up to $1,518,563 3 2016 Eastham Housing Production Plan, page 1. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 22 Eligible Activities The CPA defines recreational use as including, but not limited to, the use of land for community gardens, and noncommercial youth and adult sports, and the use of land as a park, playground, or athletic field. The definition goes on to prohibit “. . . horse or dog racing or the use of land for a stadium, gymnasium, or similar structure.” Per the July 2012 amendments, the CPA statute allows use of CPA funds for the acquisition, creation, preservation, rehabilitation, and restoration of land for recreational use. Note that the 2012 amendments allow “rehabilitation” where previously it only allowed for recreational land created through the CPA. This amendment would allow existing parks and playgrounds to be rehabilitated with upgraded and new facilities and amenities. Maintenance costs are not eligible for CPA funds. In addition, acquisition of artificial turf for athletic fields is expressly prohibited in Section 5(b)(2). Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 23 RECREATION NEEDS AND RESOURCES The Town’s outdoor active recreational facilities include: Newly renovated (2018) lighted basketball, pickle ball courts, and playground in addition to baseball, softball, and soccer field behind the Town Hall (Field of Dreams). Nauset Regional High School soccer field, track and recently renovated tennis courts. Eastham Elementary School ball field and playground. Wiley Park playground and swimming area. Many of Eastham’s recreation facilities are not accessible for individuals with special needs, including aging seniors, and there only two parks with active recreation that are not on school land. Eastham has two bike trails: Cape Cod Rail Trail - a 23 mile paved trail that extends from Dennis to Wellfleet. The MA Department of Environmental Management manages the trail. In Eastham, the rail trail runs north to south for approximately 6 miles. (Comp Plan) The National Seashore Bike Trail runs from the National Seashore Visitor Center to Coast Guard Beach. (Comp Plan) The two bike trails are not currently linked, but the town has considered options for linkages. (Comp Plan) The Cape Cod National Seashore along Eastham's eastern boundary provides a recreational facility of roughly 1,285 acres (not including private property within the National Seashore). (CLIA) The Seashore is a favorite regional and national destination spot and provides miles of beaches, offering fishing, swimming, boating and kayaking. (OSRP) The upland portion supports nature trails, bicycling, horseback riding and hunting. (OSRP) The park is operated by the National Park Service and was established by an Act of the U.S. Congress in1961. (OSRP) Eastham'Recreational'Facilities Location Docks/Piers/F loats Launch Beach Picnic Showers Restroom Boatmeadow x Campground0Beach x Coast0Guard0Beach x x x Cole0Road x Collins0Landing x Cooks0Brook0Beach x x Doane0Rock x x First0Encounter0Beach x x Great0Pond0Beach x x Hemenway x Herring0Pond x x Jemima0Pond x Kingsbury0Beach x Minister's0Pond x Nauset0Light0Beach x x x Rock0Harbor x x Salt0Pond0 x Sunken0Meadow0Beach x Thumpertown0Beach x Wiley0Park x x x x Source:00Local0Comprehensive0Planning0Committee,020120Comprehensive0Plan Eastham has a diversity of recreation areas with many providing coastal recreation opportunities, including Rock Harbor and multiple public beaches. Eastham’s recreation opportunities also include parks, playgrounds, and athletic fields. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 24 Sources: Action Plan for the Town of Eastham Ponds, Dec. 2012 (Pond Plan) Cape Cod Destination Guide: www.dguides.com (CCDG) Eastham Comprehensive Plan, 2012 (Comp Plan) Eastham Conservation Land Inventory and Analysis, 2012 (CLIA) Eastham Recreation and Beach Department, www.eastham-ma.gov. (Rec & Beach Dept.) Eastham Recreation Commission (Rec Com) Eastham Open Space and Recreation Plan (Draft), 2014 (OSRP) Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 25 Chapter 4: Community Housing Needs, Goals, & Possibilities Eastham’s key housing needs are 1) more subsidized rental housing; 2) a wider range of affordable housing options including first-time homeownership opportunities; 3) adaptable and accessible units; and 4) home improvement programs.4 The CPC developed the following housing goals and possibilities through careful consideration of Eastham’s housing needs, public input, and overall Town goals. The goals, as described below, are intended to guide potential applicants for CPA funding and will be used to direct CPC funding recommendations. However, applications for funding are not limited to the project ideas listed in this plan. 4 Eastham Housing Production Plan, 2016, p. 5-7. Affordable Home Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 26 GOAL 1 Create community housing units that will help address Eastham’s documented housing needs, including, but not limited to, units that will count on the state’s Subsidized Housing Inventory (SHI). As well-documented through Eastham’s 2016 Housing Production Plan (HPP), the town’s population is decreasing overall and changing demographically—in particular, a loss of younger residents and a substantial increase in older residents. Eastham needs affordable rental units, first-time homebuyer opportunities, accessible housing, and improvements to existing units. Pressures on the housing market, including the tremendous demand for seasonal units, a very limited supply of developable land, and limited infrastructure, have contributed to high—and growing—housing costs. Many Eastham residents live with severe housing cost burdens. The gap between median household income and the median single-family house price has widened with incomes doubling between 1990 and 2014 and house prices almost tripling in that period. Per the 2016 HPP, a household with Eastham’s median income ($62,452) would be able to afford a house priced at about 156,130, but the median house price in October 2015 was over twice that amount—$393,000.5 Per MGL c.40B, the town requires 10 percent of year-round housing be affordable to households at or below 80 percent of the area median income (AMI). Based on the 2010 census year-round housing unit count of 2,632, the town needs 263 total units on the SHI to reach the state’s 10-percent 40B-goal. The town has 54 units listed on the SHI as of September 14, 2017 and needs an additional 209 units to reach 10 percent. Note, as documented through the HPP, the town’s housing needs go beyond what would be required to meet the state’s minimum MGL c.40B goals including homeownership opportunities for moderate-income households as defined by the CPA), units accessible for persons with special needs, and greater market-rate housing choice. GOAL 2 Continue to support CPA-eligible initiatives of the Eastham Affordable Housing Trust. The town created the Eastham Affordable Housing Trust (AHT) in 2008 to provide for the creation and preservation of affordable housing in Eastham for the benefit of low/moderate-income households. Per the AHT Fund Housing Guidelines, the AHT’s highest priorities are to: 1. Increase housing opportunities to those who live and/or work in the community to the extent permitted by law, by prioritizing opportunities that support its local citizenry and that serve a range of local housing needs – even if the units may not be eligible for inclusion on the SHI. 2. Develop year-round affordable rental units to serve Eastham’s most financially vulnerable residents and other income-qualified persons and households. The AHT is the town’s primary vehicle to create and support locally-initiated community housing programs and developments. The AHT has utilized CPA funds to purchase and rehabilitate seven properties to create permanently affordable rental housing and create a rental subsidy program. In addition, CPA funds have supported professional planning services for the AHT. 5 Per The Warren Group, the January -May 2018 median sales price for a single-family house in Eastham rose to $475,000. And, according to the American Community Survey 2012-2016 5-year estimates, Eastham’s median household income has decreased to $57,989. This indicates a growing affordability gap. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 27 GOAL 3 Support development through new construction and adaptive reuse of existing buildings to create community housing for households with incomes up to 100 percent of the area median income (AMI). CPA funds have been allocated to support a variety of community housing developments including the Campbell-Purcell, Cape Cod Village, and Rabbit Run properties. While opportunities for new development are limited, the town’s new public water infrastructure can help to create new development opportunities including support for the town’s vision for the Eastham Corridor Special District, adopted in May 2018, and support open space preservation through clustered housing. There may also arise opportunities to repurpose existing buildings to create affordable housing, perhaps in combination with historic preservation efforts. GOAL 4 Preserve affordable units through physical improvements, as enabled within the limitations of the CPA statute, and rehabilitate community housing that was created with CPA funds. The CPA funds have been utilized to fund the Housing Emergency Loan Program (HELP Program) for income- qualifying home owners to make emergency repairs necessary to protect their homes from injury, harm, or destruction, and prevent these home owners from being forced to leave if they do not have funds necessary to pay for repairs. The funds are granted in the form of a zero-percent interest loan that is forgiven after 15 years. Eastham’s town counsel opined that the HELP Program is eligible for CPA-funds as support, which includes programs providing direct financial assistance to households. As described in the 2016 HPP, there is a need for improvements to existing housing units to help support income-qualifying households. Rehabilitation, repair, and improvements to community housing that was acquired or created with CPA funds are also CPA-eligible activities. GOAL 5 Support housing assistance programs that provide direct assistance to households with incomes up to 100 percent AMI. Housing assistance programs are eligible to use CPA funds in the support and—in some cases—in the creation of community housing, depending on the structure of the program. Housing assistance programs could include a rental subsidy program, first-time homebuyer program, lease-to-own program, or a down payment/closing cost assistance program as deferred payment loans with recapture provisions. Most of these types of programs, with the exception of the first-time homebuyer model, do not create units that have long- term affordability restrictions or count on the SHI. Community Housing Five-Year Budget Approximate Amount Available at Year-End FY19 $68,746 Estimated Community Housing Reserve (10% of Estimated FY2020- FY2024 Revenue) 450,000 Total Actual + Estimated Reserve $518,741 Targeted Additional Allocation (40% of undesignated funds) $989,988 Total $1,508,729 Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 28 Eligible Activities Chapter 44B of the Massachusetts General Laws (CPA Statute) defines “community housing” as “low- and moderate-income housing for individuals and families, including low- or moderate-income senior housing.” Low-income housing is affordable to households with annual incomes of less than 80% of the areawide median income (AMI) and moderate-income housing is affordable to households earning less than 100% AMI. Furthermore, the CPA Statute defines “senior housing” as housing for persons 60 years old or over, who also meet the qualifications for low or moderate income. The following matrix includes FY2018 income limits for one-person and four-person households for 80 percent and 100 percent of the area median income as established by the U.S. Department of Housing and Urban Development. These income limits are updated annually and can be accessed at www.huduser.gov. The CPA Statute allows expenditures for the acquisition, creation, preservation, and support of community housing and for the rehabilitation of community housing that is acquired or created through CPA. Preservation, which is a permitted activity for community housing, is defined as the “protection of personal or real property from injury, harm or destruction, but not including maintenance.” Rehabilitation, which is only permitted for housing created using CPA funds, is defined as “the remodeling, reconstruction and making of extraordinary repairs, to...community housing for the purpose of making such...community housing functional for their intended use, including, but not limited to, improvements to comply with the Americans with Disabilities Act and other federal, state or local building or access codes.” The CPA Statute defines the term “support” as programs that provide grants, loans, rental assistance, security deposits, interest-rate write downs or other forms of assistance directly to individuals and families who are eligible for community housing . . .” The CPA Statute also allows CPA funds to be appropriated to a Municipal Affordable Housing Trust (MGL c.44 s.55C) Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 29 COMMUNITY HOUSING NEEDS AND RESOURCES POPULATION & HOUSEHOLDS (Census) Eastham’s 2016 estimated population is 4,924, which declined by about 539 people since 2000 (5,453 population in 2000). In the summer, the population grows to ~30,000. 2016 ACS) The population is aging. In 1980, the residents over age 65 were only about 20 percent of the total population whereas the 2016 estimates indicate about 36 percent of the population is over age 65. (2016 ACS) Of the 2,388 households, about 15% have children under 18 years old and 46% have persons over 64 years old (2016 ACS). The median age increased from 48 years old in 2000 to an estimated 57 years old in 2016. (2016 ACS) Racial make-up is predominantly white, with 97% of the population; Hispanic make up an estimated 1.5% of the population, and the remaining persons are non-whites, African American, American Indian/Alaska Native, or Asian. 2016 ACS) HOUSEHOLD INCOME & COST OF HOUSING Eastham’s median household income per 2016 estimates was $57,989 - a decrease from the 2014 estimated median household income of $62,452. (2016 ACS and 2016 HPP) An estimated 43 percent of Eastham households have low incomes – incomes at or below 80 percent AMI (2016 HPP) The median sale price of a single-family house Jan-May 2018 was $475,000. (TWG) Most Eastham year-round households (85 percent) own their homes, 21 percent of which are housing –burdened spending over 30 percent of their income on housing), while 22 percent of Eastham’s renters (of which there were 340) are similarly housing-burdened. (2016 HPP) The median gross rent was $1,022 – an increase of 50 percent from $682 in 2000. (2016 ACS) HOUSING SUPPLY Eastham has an estimated 2,388 occupied housing units, 86% are owner occupied and 14% renter occupied. There are an estimated 3,328 seasonal housing units. (2016 ACS) Census estimates suggest that Eastham lost 124 rental units since 1990. The relative shortage of rental units is reflected in a zero vacancy rate. (2016 HPP) The Town’s housing stock remains primarily single-family at about 93 percent of total housing units, the balance being condominiums, duplexes, and multi-family units. (2016 ACS) AFFORDABILITY 2.1 percent (54 units) of Eastham’s total housing stock is counted as affordable on the State’s Subsidized Housing Inventory (SHI) (DHCD, September 2017), which is below the State’s minimum affordability goal of 10%. Most of the affordable ownership units were built through Comprehensive Permits under MGL C. 40B. The rental inventory is comprised of eight units owned by Eastham Housing Authority and managed by Orleans Housing Authority. Community Development Partnership (CDP) manages seven 7) units created under the Town’s Rental Expansion Program and owned by the Eastham Affordable Housing Trust There are two affordable units owned and managed by CDP at 4775 State Highway as well as three units at Brackett Landing. CDP also developed and manages eight (8) units of rental housing in Eastham including: 1475 State Highway: acquisition and rehabilitation to create two affordable, two-bedroom, rental units for households earning up to 80% AMI. Eastham has a signicantly aging population with a large decrease in all age groups under 44; a low stock of rental, affordable, and accessible housing; increasing housing prices and signicant affordability gaps for low/ moderate income households. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 30 Sources: 2010 Federal Census (Census) 2012-2016 American Community Survey 5-Year Estimates (2016 ACS) 2016 Eastham Housing Production Plan (2016 HPP) The Warren Group, Town Stats (TWG) Key to Abbreviations: AMI: Area Median Income set by the federal Department of Housing and Urban Development DHCD: MA Department of Housing and Community Development SHI: MA Subsidized Housing Inventory Gull Cottages, at 885 State Highway: conversion of a small cottage community into five rentals, two units affordable to households earning at or below 50% AMI and the remaining three units for households earning up to 60 % AMI. One of the units has a Project-based Section 8 subsidy. 1425 Nauset Road: a donated house that was moved to a Town-owned site next to the Council on Aging. The Town received grant funding to make the unit handicapped accessible and affordable as a two-bedroom rental unit. CDP manages the unit. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 31 Chapter 5: Historic Preservation Needs, Goals, & Possibilities Eastham’s historic resources are both privately- and publicly-owned, and include buildings, structures, archives, landscapes, archeological sites, and artifacts. Preservation and restoration of historic resources is a key community goal to protect Eastham’s historic character and enhance public understanding and enjoyment of local history. The CPC developed the following historic preservation goals and possibilities through careful consideration of Eastham’s historic preservation needs, public input throughout the planning process, and overall Town goals. The CPA goals, as described below, are intended to guide potential applicants for CPA funding for historic preservation of the community’s historic resources and will be used to direct CPC funding recommendations. However, applications for funding are not limited to the project ideas listed in this plan. Chapel in the Pines Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 32 GOAL 1 Preserve, rehabilitate, and restore publicly- and privately-owned historic resources that are open for public use and enjoyment to enhance town character and support the local tourism economy. Eastham’s historic resources include both public resources, such as the Town Hall, Public Library, town records, cemeteries, and the Eastham Windmill, and private resources, such as a cemetery, the Chapel in the Pines, Swift Daly House, and Schoolhouse Museum. The preservation of these resources are important to protect the town’s character and pubic understanding of local history as well as to help support the local tourism economy. The CPC supports the preservation, rehabilitation, and restoration of public and private historic resources that are open to the public for public enjoyment and use including the Historical Society properties. CPC also supports accessibility improvements to expand public enjoyment and access to these resources. G OAL 2 Preserve historic archives including town records in the collections of the Town Clerk, Public Library, Eastham Historical Society, and Historical Commission. Preservation of historic archives is important to protect the community’s legacy. Eastham has historic vital records in the custody of the Town Clerk, a strong collection of genealogical records in the Historical Society’s collections, and extensive local history archive at the public library. All of these resources are important to protect and preserve for current and future generation’s understanding of the community’s roots. Protection of archives includes physical preservation, digitization, and restoration of the documents themselves, as well as ensuring proper climate control and secure storage. G OAL 3 Continue inventorying Eastham’s historic resources to complete town and state records of such resources including buildings, landscapes, archeological sites, cemeteries, and the like. Inventories provide a comprehensive understanding of the community’s historic resources and lay a foundation for prioritization and preservation. The CPA funds are an important source as a local match for the state’s Survey and Planning Grant (which is provided through the Massachusetts Historical Commission). The CPC would support funding for additional historic inventories. G OAL 4 Preserve privately-owned historic houses, particularly those along Route 6, that are occupied by low/moderate income households. There are privately-owned houses that are owned by households with low/moderate income in need of preservation and rehabilitation. The CPC funds could support a new town program to provide historic preservation grants to low/moderate income households for exterior historic preservation projects that comply with the Secretary of the Interior Standards. The grants could be structured as deferred forgivable loan, with the loan forgiven if the homeowner continues to live in the property year-round as a principal residence for at least five years. In Cambridge, the maximum loan amount is $15,000 per unit. The program would need to include administrative funds to support staff/consultant time to create and implement a fair, well-advertised program; thoroughly vet income and any asset limitations established as part of the program; and authorize and oversee the use of the funds to ensure best preservation practices and appropriate implementation. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 33 Historic Preservation Five-Year Budget Approximate Amount Available at Year-End FY19 $26,214 Estimated Historic Preservation Reserve (10% of Estimated FY2020-FY2024 Revenue) 450,000 Total Actual + Estimated Reserve $476,209 Targeted Additional Allocation (up to 30% of undesignated funds) Up to $742,491 Total Up to $1,218,700 Eligible Activities The CPA Act, as amended July 2012, defines a historic resource as “a building, structure, vessel, real property, document, or artifact that is listed on the state register of historic places or has been determined by the local historic preservation commission to be significant in the history, archeology, architecture, or culture of a city or town.” CPA funds can be used for the “acquisition, preservation, rehabilitation, and restoration of historic resources.” In addition, CPA funds may be appropriated to pay a nonprofit organization to hold, monitor, and/or enforce a deed restriction as described in Section 12 of the CPA Act (amended Summer 2012). Furthermore, within the definition of “rehabilitation,” CPA is allowed to fund improvements to make historic resources functional for their intended use, including improvements to comply with the Americans with Disabilities Act (ADA) and other building or access codes. All rehabilitation work, with respect to historic resources, is required to comply with the Standards for Rehabilitation stated in the US Secretary of the Interior’s Standards for the Treatment of Historic Properties (codified in 36 C.F.R. Part 68). Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 34 HISTORIC PRESERVATION NEEDS AND RESOURCES The Town has over 790 documented historic resources including buildings, cemeteries, objects, and structures. (Hist Survey) NATIONALLY -DESIGNATED RESOURCES The Nauset Archaeological District is a designated National Historic Landmark.(1) (MACRIS) This Landmark is within the Cape Cod National Seashore and was an ancient Native American settlement since at least 4,000 BC. (NPS) There are four National Register districts: Collins Cottages, Eastham Center, Nauset Archaeological, and Fort Hill Rural. 2) (MACRIS) Eleven resources are individually listed on the National Register: seven are related to Capt. Edward Penniman; others include Bridge Road Cemetery and Cove Burying Ground, the French Cable Hut, and the Beacon Cottage and Lighthouse. (MACRIS) LOCAL HISTORIC DISTRICTS Local historic districts (LHD) are regulatory and are created through a local bylaw. In LHDs, before any exterior architectural feature visible from a public way is altered, the plans must be approved by a LHD commission. (MHC) Eastham adopted the Olde Town Centre and Eastham Center LHDs in 1986. (MACRIS) Eastham Center district on Schoolhouse Road has two resources: the Mile Marker and the Schoolhouse. (MACRIS) Olde Town Centre district has 29 resources spanning 17th-20th century, most of which are 19th century homes. MACRIS) PRIORITY LANDSCAPES The MA Heritage Landscape Inventory identified ten priority heritage landscapes including: Boat Meadow, Rock Harbor, Dyer Prince Road, Bridge Road, Town Cove, First Encounter Beach, Freshwater Ponds, and Fort Hill (Landscape Inv) NATIVE AMERICAN The local area was likely the site of secondary native settlement between more thickly populated areas. (Recon Report) Native Americans of the Nauset Tribe practiced farming and fishing and Pilgrim settlers purchased corn and other crop food from them. (NPS & Landscape Inv) Settlements were in the areas of First Encounter Beach, Salt Pond, Nauset Marsh, Fort Hill, and Town Cove. (Landscape Inv) 17TH CENTURY A small pox epidemic in 1621 devastated native populations. (Landscape Inv) By 1666 remaining population was moved to a reservation in present-day South Orleans. (Landscape Inv) After English settlers established Nauset Plantation in 1640, the English population of the area steadily rose and farms were scattered throughout town. (Landscape Inv) 17th century resources on MACRIS include: Cove Burying Ground (1646), John Knowles House (1672), and Doane House (1680). Eastham has diverse historic resources including Native American archaeological sites, houses spanning 17th-20th centuries, town properties, landscapes, maritime architecture, and cemeteries as well as archives and artifacts. Well-preserved and interpreted historic resources are an important component of Eastham’s community character and tourism/seasonal resort economy. 1)Landmarks are nationally significant historic places with exceptional value or quality regarding national heritage. Fewer than 2,500 historic places in the country bear this national distinction. www.nps.gov/history/nhl 2)Landmark and National Register designations cause restrictions on properties if federal or state funding is involved, and the Cape Cod Commission reviews requests to demolish or alter historic resources and has authority to enforce a moratorium on development projects that severely threaten historic resources. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 35 Sources: Eastham Community-Wide Historic Properties Survey, 2013 (Hist Survey) Eastham Comprehensive Plan, 2012 (Comp Plan) Heritage Landscape Inventory Report: Eastham, MA, 2010 (Landscape Inv) Massachusetts Cultural Resource Information System, mhc-macris.net (MACRIS) MHC Reconnaissance Survey Town Report: Eastham, 1984 (Recon Report) Establishing Local Historic Districts, Massachusetts Historical Commission, 2003, reprinted 2007 (MHC) National Park Service, www.nps.gov/caco/historyculture/the-nauset-archaeological-district-eastham.htm (NPS) Key to Abbreviations: MHC: Massachusetts Historical Commission MACRIS: Massachusetts Cultural Resource Information System 18TH CENTURY In the 18th century, Eastham farmers were able to shift from subsistence to market farming. (Landscape Inv) One of two windmills from this period is extant at Windmill Green. There are fourteen 18th century resources listed on MACRIS including Horton House/Nauset Hotel (1700), Bridge Road Cemetery (1720), and 12 houses built between 1720 and 1795. 19TH CENTURY The town continued to rely on an agricultural base and was characterized by scattered farmsteads. (Landscape Inv) The Cape Cod Railroad line was extended in 1870 and the town had two depots: Eastham Center and N. Eastham. Landscape Inv) There are sixty-four 19th century resources listed on MACRIS spanning the century (1800-1895) including more than 50 houses, the Beacon Lighthouse (1892), Cobb General Store/ Mitten Factory (1879), two cemeteries, and the Eastham Methodist Episcopal Church Parsonage (1858). 20TH CENTURY Eastham transitioned to a resort town in the 20th century. The town’s large farms were subdivided. (Landscape Inv) There are fifty-three 20th century resources on MACRIS including Nickerson House (1900), Great Pond Hunting Camp (1925), and Nauset Coast Guard Station (1936). The inventory completed in Oct 2013, identified an additional 167 resources, most of which date to the 20th century and include many cottages, camp, and resort properties. ARTIFACTS & DOCUMENTS Historic documents include the Town’s vital records stored at Town Hall and Historical Commission records and other local historic records stored at the Eastham Public Library. Also, the library has a large collection of genealogical records. The Eastham Historical Society owns and cares for many historic artifacts at the Swift-Daley House and Schoolhouse museums. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 36 Chapter 6: Open Space & Passive Recreation Needs, Goals, & Possibilities Protecting open space in Eastham is important to preserve the Town’s small town, semi-rural character, and scenic values; prepare for climate change and sea level rise; provide opportunities for passive recreation, and to protect natural resources, including natural scenery and aesthetics, fish and wildlife and their habitats, and surface and groundwater quality. These attributes collectively support the activities and quality of life that attracts both residents and tourists to Eastham. The goals and possibilities described in this chapter are based on Eastham’s open space and natural resource protection needs, community input as part of this process, and overall town goals. This chapter describes open space goals, CPA eligibility for open space projects, and minimum spending requirements. In addition, this chapter includes a resource profile describing Eastham’s open space and natural resources. Terrapin Cove Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 37 The CPA goals, as described below, are intended to guide potential applicants for CPA funding for open space and will be used to direct CPC funding recommendations. However, applications for funding are not limited to the project ideas listed in this plan. GOAL 1 Enhance access for people of all ages and abilities to further public enjoyment of natural resources, conservation areas, and scenic views. The community’s character, scenic beauty, and economy is largely defined by its natural and coastal resources. Roughly 22 percent of Eastham’s total land area is protected open space – with 0.69 per capita acres of open space, Eastham has the fourth largest acres of open space per capita on the Cape. In addition to its ecological and economic values, open space is vital for promoting physical and mental health. Most of Eastham’s open space is within the National Seashore, providing quick and easy access, often by walking or bicycle, to residents on the east side of town. In addition to the National Seashore, Eastham has town owned and privately-owned open space that is open for passive public enjoyment. This includes the 172-acre Town Forest, 45-acre South Eastham Conservation Area, 44-acre Wiley Park, and 43-acre Sandy Meadow. These town-owned open space areas are mostly located on the west side of town, affording residents of this part of town access to local neighborhood open space. Given the value of neighborhood open space, increasing the amount located on the town’s west side is an important goal. Existing accommodations to facilitate public access to Eastham’s open space properties (e.g., hiking trails, parking, benches, and signage) is varied – ranging from basic woodland trails to Mobi mats at public beaches to an elaborate boardwalk Braille trail in the Cape Cod National Seashore.6 Public access can be enhanced through trail connections, such as the Cape Cod Pathways and the Nauset Water Trail projects, and accessibility improvements to accommodate people of all ages and abilities, including those with special needs. As the community’s population ages, accessibility improvements will only grow in importance. GOAL 2 Protect drinking water quality through land conservation. At the 2014 and 2015 annual town meetings, Eastham residents voted to create a municipal water system. The system will be town-wide and is under phased construction. The project involves the construction of two well fields (with a third well field approved), a storage tank, and distribution piping over two phases. The three wells are in three zoning districts: Wellhead Protection District; Water Resource Protection District; and the National Seashore. All three wells are also located in the Groundwater Protection District. Two of the wells are located on Town-owned property under the control of the Board of Selectmen. One well is located on land owned by the regional school district. Of the 1,350 parcels located within the Groundwater Protection District Zone 2), 72 are owned by the Town, Eastham Conservation Foundation, or the federal government, the rest of the parcels are privately owned.7 Land protection efforts can be important to reinforce the effectiveness of wellhead protection areas and further protect quality of public drinking water. Any remaining privately- owned properties within contributing areas could be considered for open space protection efforts. 6 2015 Eastham Open Space & Recreation Plan, p. 137. 7 Town of Eastham Planning Department, Email from Paul Lagg, August 27, 2018. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 38 GOAL 3 Protect and restore/remediate estuaries and fresh water ponds and wetlands by minimizing further development of adjacent lands, and through water quality remediation in accordance with current best management practices. Inland kettle ponds, a unique Cape Cod resource, as well as vernal ponds and some estuarine systems are significantly impacted with degradation of water quality caused by human activity (primarily nutrient inputs from septic systems and runoff), as well as destruction of natural shoreline vegetation. Remaining undeveloped privately-owned properties adjacent to these areas should be considered for protection efforts. In past years, the Town funded water quality remediation at Great and Herring ponds with CPA funds. The CPC recognizes the need to continue remediation efforts for additional ponds to protect these natural resources. GOAL 4 Protect key parcels that enhance community resilience in the face of climate change impacts. As a coastal community, Eastham is susceptible to the effects of climate change, including sea level rise. Resilience –the ability of a community to bounce back after hazardous events – involves careful open space protection planning to balance protection of sensitive natural environments, including ecotones – the transitional area between two plant communities - with impacts of human and economic activity. CPA funds could support protection of land from development through acquisition or through conservation restrictions held by public entities or non-profit organizations, such as land trusts. CPA funds could also support preparation of an updated inventory and prioritization of key parcels for protection as natural habitat open space, which could be incorporated into a Hazard Mitigation Plan. GOAL 5 Preserve natural habitat and open space resources through acquisition of lands with high habitat values and management of existing open space lands, including management of invasive species. Cape Cod is home to many specialized habitats and natural communities that support rare or threatened plant and animal species not found elsewhere in the Commonwealth. The survival of these species in Eastham is threatened by further development and by degradation of habitat quality by invasive species. These include Oriental bittersweet, Japanese Knotweed, and Phragmites, which out-compete native plants for survival. The CPC recognizes the need to preserve natural habitat and open space resources and to manage the impact of invasive species to town-owned lands, including wetlands, ponds, and uplands. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 39 Open Space/Passive Recreation Five-Year Budget Approximate Amount Available at Year-End FY19 $536,750 Estimated Open Space/Passive Recreation Reserve (10% of Estimated FY2020-FY2024 Revenue) 450,000 Total Actual + Estimated Reserve $986,745 Targeted Additional Allocation (30% of undesignated funds) $742,491 Debt Service Commitment (FY20 Final Year for Aschettino Land Acquisition Repayment) 73,500) Total (after final Aschettino debt service payment) $1,655,736 Eligible Activities The CPA defines the term “open space” as including, but not limited to, land deemed necessary to protect existing and future well fields, aquifers and recharge areas, watershed land, agricultural land, lake and pond frontage, beaches, and scenic vistas. The CPA statute allows the use of CPA funds for the acquisition, creation, and preservation of open space. Additionally, the CPA statute allows for the rehabilitation/restoration of open space that was acquired or created with CPA funds. Per MGL c.44B s.5(f), CPA funds may not be used to acquire real property, or property interest, for a price exceeding the value of the property (as determined by methods customarily accepted by the appraisal profession). In accordance with the CPA statute (MGL c.44B s.12(a) and (b)), an acquisition of real property is required to be owned by the municipality and to be bound by a permanent restriction. Any open space acquisitions by the Town using CPA funds will require execution of a permanent restriction that runs to the benefit of a nonprofit organization, charitable corporation, or foundation and that is in accordance with the requirements of MGL c.184. In addition, CPA funds may be appropriated to pay a nonprofit organization to hold, monitor, and enforce the deed restriction on the property (sometimes called a “stewardship fee”). Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 40 OPEN SPACE & PASSIVE RECREATION NEEDS AND RESOURCES PERMANENTLY PROTECTED OPEN SPACE Roughly 22% of Eastham’s land area is permanently protected open space.(1) Most is within the Cape Cod National Seashore, on the east side of town. The Cape Cod National Seashore, stewarded by NPS, consists of 1,285 acres of upland habitats and more than 4,800 total acres, including privately owned land and tidal/sub-tidal land. (CLIA, OSRP, OSC) DCR holds 65 acres of conservation land. (CLIA) The Town has acquired interests in roughly 213 acres for conservation. (CLIA) Most town-owned land is on the west side of town. Over 441 acres is owned by four nonprofit land trusts: Eastham Conservation Foundation; The Nature Conservancy; Massachusetts Audubon Society; and the Orenda Wildlife Land Trust. (CLIA) CHAPTER 61 - TEMPORARY PROTECTION Three state programs, known as preferential assessments, provide for reduced property taxes for landowners: MGL c. 61, 61A, and 61B. These programs commit a property to agriculture, forest, or recreation for a period of time. In exchange, the town reduces taxes and is granted the right to purchase the property if it is removed from the classification. Comp Plan) There are 14 private parcels enlisted in the Chapter 61, 61A, and 61B programs, totaling roughly 92 acres. (Assessors) SCENIC RESOURCES Scenic vistas on the bay and ocean front along with the variety of landforms give Eastham’s landscape the character that attracts many visitors and enriches the life for “locals” year-round. (OSRP) WATER RESOURCES Eastham is essentially the primary user of the Lower Cape aquifer’s Nauset Lens (a mound of groundwater). Eastham’s water delivery system consists of about ½ of properties on private wells and half served by the municipal water system. Septic disposal is exclusively on-site sewage disposal systems. Two sites have been developed as municipal water supply wells with a third well approved). Inland kettle ponds are a unique resource throughout Cape Cod, and their water quality and habitat condition are threatened in many areas by the impacts of human activities. Eleven (11) kettle ponds are located in Eastham including: Great, Herring, Depot, Little Depot, Widow Harding, Ministers, Schoolhouse, Molls, Bridge, Muddy, and Jemima Ponds. (Pond Plan) Two ponds are high priorities for pollution remediation: Minister and Schoolhouse (Note: treatment for Great and Herring ponds is complete.) (Pond Plan) Wetlands habitat comprises more than twenty-five percent 25%) of the land area of Eastham. The vast majority of these areas are salt marsh (1,300 acres), fresh water ponds, and vegetated wetlands (475 acres). (OSRP) Eastham contains numerous vernal ponds widely distributed throughout town. These ponds play a major role in supporting many of the species of wildlife found in and experienced by Eastham residents, including the Threatened spadefoot toad. COASTAL RESOURCES The coastal resources of Eastham include Cape Cod Bay (the West Shore) and the Atlantic Ocean including Nauset Marsh and Town Cove. (Comp Plan) The Bay shoreline is a mixture of coastal bank, barrier beaches, and coastal dunes. The Town owns and maintains seven public beach areas along the Bay shoreline. (Comp Plan) 1) Percent of open space land is based on the author’s calculation using gures from the CLIA and the Eastham Community Prole by the MA Department of Housing and Community Development and does not including privately owned land within the Cape Cod National Seashore Eastham has a strong network of public and private stewards to protect open space and natural resources. While much has been accomplished, critical lands are at risk. All of Eastham’s critical natural resources are sensitive to development pressures as well as increases in population and the accompanying recreational pressures. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 41 Sources: Action Plan for the Town of Eastham Ponds, Dec. 2012 (Pond Plan) Eastham Assessing Department (Assessors) Eastham Comprehensive Plan, 2012 (Comp Plan) Eastham Conservation Land Inventory and Analysis, 2012 (CLIA) Eastham Open Space and Recreation Plan, 2015 (OSRP) Eastham Open Space Committee (OSC) Outer Cape Capacity Study, 1996. (OCCS) Community Preservation Act and BioMap 2 brochure, Community Preservation Coalition. (BioMap brochure) Key to Abbreviations: ACEC: Areas of Critical Environmental Concern DCR: MA Department of Conservation and Recreation NHESP: MA Natural Heritage and Endangered Species Program NPS: National Park Service Eastham’s back shore faces the Atlantic Ocean, which consists mostly of high bluffs of glacial till exposed to coastal processes. Two beaches are maintained on the Ocean at Nauset Light and Coast Guard sites, operated by the National Seashore. (Comp Plan) Nauset Spit is a barrier beach that protects the Nauset Marsh system and adjacent Town Cove and provides high quality habitat for beach nesting wildlife and migratory shorebirds and birds of prey. The salt marsh system covers roughly 800 acres and is a productive nursery area for fin and shellfish species. (Comp Plan) FISHERIES & WILDLIFE A diverse array of habitats within the Town provides for a correspondingly high diversity of plants and organisms. OSRP) The salt marsh systems bordering Cape Cod Bay are included in one of two ACECs: the Inner Cape Cod Bay ACEC and the Wellfleet Harbor ACEC. (OSRP) BioMap2 by NHESP identifies areas where uncommon and rare species live and the surrounding areas crucial for survival. Eastham has 5,228 acres of Core Habitat and Critical Natural Landscape, with almost 2,000 acres unprotected from development. (BioMap brochure) Seventeen (17) vernal pools have been identified or certified through the NHESP and many others are known to exist. (OSRP) PASSIVE RECREATION The Town has two parks: Wiley Park near Great Pond and Windmill Green on Route 6. Both parks provide passive recreation opportunities: Wiley Park spans roughly 44 acres with lake beachfront, fishing holes, and hiking trails. (CCDG) Windmill Green includes the Eastham Windmill, an important historic asset that is listed on the National Register of Historic Places. Public access to water in Eastham is found in many forms. Eastham has 10 Town landings and 11 Town beaches, totaling 66 acres. (OSRP) Eastham has many areas that offer hiking trails including Coast Guard Beach, Cottontail Acres Conservation Area, Fort Hill, Salt Pond/Nauset Marsh, Sandy Meadows, and Wiley Park (Rec & Beach Dept.) In addition, non-profit organizations hold conservation land open for public enjoyment. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 42 Appendices Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 43 A. Eastham Application Guidelines & Scoring Criteria EASTHAM COMMUNITY PRESERVATION COMMITTEE APPLICATION GUIDELINES & SCORING CRITERIA Excellent Good Fair Poor Rating Application and Narrative A Complete Application All required responses and documentation is thoroughly provided One required response or document is missing or not thorough Two required responses or documents are missing or not thorough More than two required responses or documents are missing or not thorough B Guiding Principle #1 – Lead Priorities See CP Plan Chapter 2) Strongly aligned with this principle Somewhat aligned with this principle C Guiding Principle #2 – Supporting Priorities See CP Plan Chapter 2) Strongly aligned with this principle Somewhat aligned with this principle D Guiding Principle #3 – Leveraging See CP Plan Chapter 2) Leverages more than 50 percent of total project costs Leverages 25-50 percent of total project costs Leverages less than 25 percent and/or has demonstrable commitment for in- kind donations and/or sweat equity to reduce project costs CPA funds requested for 100% of project cost E Guiding Principle #4 – Planning & Community Goals See CP Plan Chapter 2) Strongly demonstrate comprehensive planning AND compatibility with other community initiatives and goals Somewhat demonstrates comprehensive planning AND compatibility with other community initiatives and goals Demonstrates comprehensive planning OR compatibility with other community initiatives and goals Does not demonstrate comprehensive planning AND does not demonstrate compatibility with other community goals F Guiding Principle #5 – Multi- Use Projects See CP Plan Chapter 2) Includes eligible activities in at least three CPA areas Includes eligible activities in two CPA areas Includes eligible activities in two or more CPA areas OR demonstrates compatibility across CPA goals in all four funding areas Includes eligible activities in only one CPA area OR does not demonstrate compatibility across CPA goals in all four funding areas G Guiding Principle #6 – Compatibility See CP Plan Chapter 2) Helps to achieve CPA goals in all four funding areas Demonstrates compatibility neutral/does no harm) across CPA goals in all four funding areas Competing with goals in at least one other CPA funding area that could be mitigated Competing with goals in at least one other CPA funding area that my harm ability to achieve those goals H CP Plan Category Goals Chapters 3-6) Strongly aligns with more than one category goals Strongly aligns with one category goal Somewhat aligns with at least one category goal Does not align with at least one category goal I Long-Term Maintenance Strongly demonstrates adequate capacity for long-term maintenance of property/asset/CPA investment with no additional cost to the town Somewhat demonstrates adequate capacity for long-term maintenance of property/asset/CPA investment with no additional cost to the town Demonstrates adequate capacity for long-term maintenance of property/asset/CPA investment with some/minimal additional cost to the town Does not demonstrates adequate capacity for long-term maintenance of property/asset/CPA investment with no/minimal additional cost to the town Overall Rating Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 44 B. CPA Eligibility Matrix Source: Department of Revenue (DOR) 10-5-2012 conference, "Recent Developments in Municipal Law," Workshop B - Local Finances 28 Chart 1 COMMUNITY PRESERVATION FUND ALLOWABLE SPENDING PURPOSES (G.L. c. 44B, § 5) OPEN SPACE HISTORIC RESOURCES RECREATIONAL LAND COMMUNITY HOUSING DEFINITIONS G.L. c. 44B, § 2) Land to protect existing and future well fields, aquifers and recharge areas, watershed land, agricultural land, grasslands, fields, forest land, fresh and salt water marshes and other wetlands, ocean, river, stream, lake and pond frontage, beaches, dunes and other coastal lands, lands to protect scenic vistas, land for wildlife or nature preserve and land for recreational use Building, structure, vessel, real property, document or artifact listed on the state register of historic places or determined by the local historic preservation commission to be significant in the history, archeology, architecture or culture of the city or town Land for active or passive recreational use including, but not limited to, the use of land for community gardens, trails, and noncommercial youth and adult sports, and the use of land as a park, playground or athletic field Does not include horse or dog racing or the use of land for a stadium, gymnasium or similar structure. Housing for low and moderate income individuals and families, including low or moderate income seniors Moderate income is less than 100%, and low income is less than 80%, of US HUD Area Wide Median Income ACQUISITION Obtain property interest by gift, purchase, devise, grant, rental, rental purchase, lease or otherwise. Only includes eminent domain taking as provided by G.L. c. 44B Yes Yes Yes Yes CREATION To bring into being or cause to exist. Seideman v. City of Newton, 452 Mass. 472 (2008) Yes Yes Yes PRESERVATION Protect personal or real property from injury, harm or destruction Yes Yes Yes Yes SUPPORT Provide grants, loans, rental assistance, security deposits, interest-rate write downs or other forms of assistance directly to individuals and families who are eligible for community housing, or to entity that owns, operates or manages such housing, for the purpose of making housing affordable Yes, includes funding for community’s affordable housing trust REHABILITATION AND RESTORATION Make capital improvements, or extraordinary repairs to make assets functional for intended use, including improvements to comply with federal, state or local building or access codes or federal standards for rehabilitation of historic properties Yes if acquired or created with CP funds Yes Yes Yes if acquired or created with CP funds Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 45 C. Project Schedule EASTHAM COMMUNITY PRESERVATION PLAN UPDATE PREPARED BY JM GOLDSON 3/19/18, REVISED 6/27/18 MARCH-APRIL 2018 MAY 2018 JUNE JULY-AUGUST SEPTEMBER-OCTOBER 3/23/18 (day) Driving Tour of town focused on CPA-funded project and potential projects. Review background material including CPA financial records and project allocations. Create draft survey for review. 4/4/18 (evening) CPC Meeting #1 to review scope and schedule. 5/2/18 (day) Conduct up to four focus groups and meet with CPC Chair, Town Administrator, Finance Director, and Town Planner re CPA tax scenarios and finances. 5/2/18 (evening) CPC Meeting #2 to review summary of background review and draft survey and create outreach plan. Conduct up to four telephone interviews. Scope of WorkDeliverablesCreate all materials and presentation(s) for the Community Workshop.6/6/18 ( evening) - Hold Community Workshop.6/27/18 ( evening) CPC Meeting #3 to review workshop results and discuss content for inclusion in draft CP Plan.Compile summary of community goals related to CPA funding categories, CPA fund revenue and expenditures, and projects and draft survey by 4/ 27/18.Compile and summarize community workshop results by 6/ 22/18. Close survey on 6/ 13/18 and create summary of results by 6/ 27/18.Prepare draft CP Plan for review.8/1/18 ( evening) CPC Meeting #4 to review draft CP Plan.Revise draft plan based on CPC/ staff comments. Finalize survey for release by 5/ 11/18. Create summary of focus groups/telephone interviews by 5/ 31/18. Prepare draft plan by 7/ 25/18. Submit revised draft plan by 8/ 17/18.9/5/18 ( evening) CPC Public Hearing - present draft plan for public comment Revise plan as needed and finalize.10/3/18 ( evening) CPC Meeting #5 to review final plan. Revise, as needed, and prepare final printing. Final Plan completed by 10/ Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 46 D. Community Engagement Results FOCUS GROUPS AND INTERVIEWS SUMMARY OF RESULTS COMMUNITY WORKSHOP SUMMARY OF RESULTS ONLINE SURVEY SUMMARY OF RESULTS Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 47 Eastham CP Plan – Focus Group Summary of Discussions Held on May 2, 2018 by Lara Kritzer and Jennifer M. Goldson of JM Goldson The JM Goldson team held four focus groups on May 2nd: two at the Town Offices and two at the Library. This is a general summary of the main themes of discussion at the focus groups organized by questions. 1. What qualities or characteristics do you love about Eastham? Supportive and generous community - People love this community Small town Natural beauty and access to nature Rural character Less expensive than other towns Water and water ways – ponds, bay, ocean access, Nauset inlet, and beaches Rail trail connections Yankee pride 2. What do you think could be improved? Affordable housing is needed – rent is astronomical Year round rentals hard to come by Need more rental projects or converting more homes to Section 8 Something to maintain young families – need affordable housing for young families and seniors Recreation – moorings and kayak storage – more opportunities to use non-motorized boats 3. What are Eastham’s greatest challenges? Housing in general Lack of affordable child care Wastewater Pond cleanliness How to encourage development without impacting rural qualities of the town Eastham doesn’t know what it wants to be. Need vision. Reconciling differences between what retirees want and younger people who are trying to stay in the town Better tax base needed and concerned conservation land acquisitions make taxes higer Need alternatives for seniors to continue to live here who can’t take care of a single-family home anymore Need a focused town center Climate change – losing 20 feet off the ocean side and losing land on the bay side – water is rising open space can help mitigate effects of sea level rise Fiscally conservative town 4. Overall, what do you think of the CPA’s current funding priorities? Historic properties is one of the most important resources in the town Should help people who want to renovate their historic home to help them stay in Eastham Not sure if 10 percent is enough for historic preservation Might not need more open space Want active recreation to help young families come to Eastham Housing is really important – should keep the 30 percent Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 48 Open space is expensive and need to make sure there is enough for open space conservation – would prefer to buy properties and not clean more ponds Need to preserve the Ecotone – the space between the water and the upland where two ecosystems meet (the transitions) Feel getting to the point where everything historic is already fixed up Need more accessible recreation More funding for affordable housing 5. What priorities or project ideas do you hope will be considered for funding in the next five years? Active Recreation i. Need parking for active rec including field of dreams ii. Outdoor fencing on playground is very old at the Children's Place iii. Nauset light beach - 33% of spaces at the parking lot are town spaces- they will start losing parking spaces because the water is encroaching - Need to plan to take and develop land for parking iv. Rock Harbor Marina - develop into outdoor rec area v. Dyer Prince Road parking lot needs to be rehabilitated – need to draw people to recreation areas vi. Bathhouse at First Encounter vii. Public facilities at local beaches viii. Rehabilitation of Rock Harbor ix. Docks need to be worked on x. Public amphitheater xi. Access for elderly at beaches Community Housing i. Ocean View Motel property next to town hall ii. More affordable housing projects - could be another Habitat project or other projects iii. Elderly - need elderly housing. Affordable Assisted living or other type of senior housing. Historic Preservation i. School house museum needs to be painted ii. Historic markers iii. Chapel is the last of 19th century Eastham and is an important part of town Open Space & Passive Recreation: i. Buy property near village center to convert to open space. Town center won't work on Route 6. ii. Continued acquisition of low lying coastal areas to prevent development - Coastal Ecotones - acquiring these lands. iii. Rain Gardens at library - how we can use things like rain gardens and drainage structures to protect ponds. Waterfront pond front demonstration waterfront protection plan. iv. Bridge Pond -drainage structure right by road - runoff structure to protect pond 6. Review current local surcharge level. Do you think the CPA surcharge should stay at 3% in the coming years or be reduced? Why? Keep at 3 percent – water debt already agreed to. Don’t see additional burden. Don’t reduce it particularly because housing and open space projects are expensive Some difference of opinion in one of the four focus groups – some concerned with water surcharge Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 49 Eastham Community Preservation Plan Update June 6th Community Meeting -Summary of Results Prepared by JM Goldson 6/12/18, Revised 7/3/18 SUMMARY On Wednesday,June 6,the Community Preservation Committee sponsored acommunityworkshopinEastham.The workshop took place at 5:45 p.m.in the Eastham Public Library, and there were about 40 people in attendance.According to a poll taken by the presenters, most (88%)of the participants lived in Eastham full time,and 95%own their home. Participants were primarily in the 65 to 79 age group (68%),and 20%were aged 50 to 64. HEART OF THE MATTER When asked what is at the heart of the matter for them when thinking about Eastham’s approach to Community Preservation Act funds in the coming years,participants answered with a few common replies: Preserve the Town’s character Create affordable housing to promote diversity in the community Meet the needs of the aging population with affordability and accessibility Preserve open space Increase communication surrounding these funds and projects MAIN CONCLUSIONS Maintain ‘rural’, peaceful, unique, comfortable character of Eastham community.” Participants emphasized community housing initiatives as important to increase economic diversity and create an option for downsizing. The preservation of open space is important to residents, as is the maintenance of the “rural” character of Eastham. Participants called for increased communication about future CPA-funded projects and more information about current recreation and open space areas as well as historic preservation sites. Eastham Community Workskhop 1 Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 50 ACTIVE RECREATION COMMUNITY HOUSING HISTORIC PRESERVATION GREATEST NEEDS Participants noted needs including bike infrastructure,improving beach facilities,a public pool,an updated playground,activities for middle age groups,boat storage and launches, and tennis courts. SPECIFIC PROJECT POSSIBILITIES Accessibility improvements for senior/disabled to recreation Improvement of beach facilities on Great Pond Rd. Bike path/bike lanes Canoe/kayak racks at town landing Drinking fountains in recreation areas Tennis courts,possibly at a new community center Dog park Public pool Bath houses at beaches GREATESTNEEDSParticipantsnoted needs regarding community housing including affordable housing for professionals,seniors,and families,the need for age and income diversity,long-term rental housing,and workforce housing. SPECIFIC PROJECT POSSIBILITIES Accessory dwellings Independent and assisted living options Mixed-use zoning to allow for residential unit above commercial space Acquire land for multi -family affordable housing Collaborate with non-profits like Habitat for Humanity to purchase and restore housing for multi -family use Purchase property next to Town Hall to create an affordable housing development Support programs that diversify housing stock GREATESTNEEDSParticipantsnoted needs including historic preservation combined with affordable housing, digitalization of town records,better signage of historic areas,and recognizing theNativeAmericanhistoryofthetown. SPECIFIC PROJECT POSSIBILITIES Create or improve signage to historic resources Documenting local Native American history Redesign Rte 6 to historical corridor Restore and preserve older houses for affordable housing Digitalization of all town records The discussion exercise asked participants to identify what they felt the needs were in each category and to brainstorm some specific project possibilities to meet these needs.The appendix includes each group’s full answers,but below is an overview of some commonly identified needs and project possibilities. Housing should be reflective of town character.” We need better access for disabled, elderly, and strollers to recreation areas.” Promote history of our town and preserve it.” Eastham Community Workskhop 2 Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 51 OPEN SPACE/PASSIVE RECREATION GREATEST NEEDS Participants noted needs including water protection,storm mitigation,preservation of high value natural areas in town,benches and picnic tables in open space areas,acquisition of more undeveloped parcels for open space protection,and wildlife corridors. SPECIFIC PROJECT POSSIBILITIES Community gardens Contiguous wildlife corridors Identify species who need protection Benches,tables,and public bathrooms in open space and parks Mapping and education about current open space and passive recreation areas Clean ponds and preserve waterways and marshes Storm mitigation projects Connect open space to create corridors for wildlife Should the CPC continue to prioritize the following project types with target allocations beyond the minimum 10%requirements? These are the current priorities:Open Space/Passive Recreation (50%of undesignated funds),Community Housing (30%),and Active Recreation (20%) All eight groups expressed interested in considering changes to the target allocations. One group (F) wanted to eliminate them altogether –favoring maximum flexibility to utilize the undesignated funds. All of the remaining seven groups expressed interest in continuing with a target allocations policy, but changing the target percentages for the funding categories. Below summarizes the changes that the seven groups expressed interest in: Open Space: 6/7 groups wanted to reduce the target allocation for open space –ranging from 30-40 percent. One group (A) wanted to keep the target allocation for open space at 50 percent. Community Housing: 6/7 groups wanted to increase the target allocation –ranging from 35 percent to 60 percent. One group (G) wanted to keep the target allocation for community housing at 30 percent. Active Recreation: 6/7 groups wanted to reduce the target allocation for active recreation ranging from zero to 15 percent. One group (G) wanted to increase the target allocation to 40 percent. Historic Preservation: 6/7 groups wanted to keep the target allocation for historic preservation at zero percent. One group (C) wanted to increase the target allocation to 15 percent. Eastham Community Workskhop 3 Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 52 Eastham CP Plan Online Survey: Summary of Results Prepared by JM Goldson 06/19/18 Summary The Eastham Community Preservation Committee created an online survey to gather feedback from community members on the need for projects in each Community Preservation Act category in Eastham. The survey was online from June 4, 2018, to June 14, 2018, and 266 people responded in that time. The survey contained demographic questions and five questions regarding the use of CPA funds. The results of the survey are summarized below. Demographic Results Age o The majority of participants (67 percent) were between ages 55 and 74. o About 13 percent were aged 75 or older, and about 20 percent were under age 55. Gender: Roughly 52 percent of respondents were male and 48 percent female. Family Status: Most (84 percent) did not have children under the age of 18 Household Size and tenure: The majority (61 percent) lived in a two-person household; about 14 percent lived alone; 13 percent lived in a three-person household; and 13 percent in a four or more person household. About 94 percent owned the place that they lived in. Resident Status: About 47 percent were full-time residents and 43 percent were part-time residents. Overall CPA Priorities Only 18 percent of participants said that they were very familiar or extremely familiar with the Community Preservation Act, although 41 percent said that they were somewhat familiar. Participants ranked open space and passive recreation as the most important CPA-funding category in the next five years with historic preservation as the second most important category. Over 60 percent of participants indicated that open space and passive recreation projects were extremely important, whereas only 38 percent, 36 percent, and 36 percent respectively felt community housing, historic preservation, and active recreation were extremely important. Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 53 Summary of Suggested Project Possibilities Suggested projects for each CPA category are summarized below. Full results are available separately. Active Recreation Projects Some active recreation projects that Eastham residents would like to see considered for funding: Public swimming pool A playground in North Eastham on the bay side More dedicated bike paths/trails/lanes Improved bathroom facilities at First Encounter Beach, Campground, and Cooks Brook Community garden Reclamation and repurposing of town owned property currently used by the Nauset Rod and Gun Club for private firing ranges Tennis courts Handicap picnic tables and wheelchair areas at Town Beaches Community Housing Projects Some community housing projects that Eastham residents would like to see considered for funding: Elderly housing Renovating larger, historic homes into multi-unit affordable housing Create multi-unit apartments Affordable rental housing Independent/assisted living/nursing home complex Assist low-income property owners to maintain and continue to reside in their homes More “starter” homes Historic Preservation Projects Some historic preservation projects that Eastham residents would like to see considered for funding: Chapel in the Pines Cemetery restoration Town records preservation Incorporate history of Native Americans in Eastham Historic preservation projects that include affordable housing or passive recreation Doane House foundation and marker project Three Sisters Lighthouse Open Space/Passive Recreation Projects Some open space/passive recreation projects that Eastham residents would like to see considered for funding: Trail preservation at Wiley Park Preserve the beaches Connect walking trails Fix up Rock Harbor site with more amenities Invest in ecological management of existing open space to increase their wildlife habitat value Maintain Minister/Schoolhouse Pond Purchase open space Prevent any further waterfront development Adopted 10/3/18 Eastham Community Preservation Plan FY2020-2024 • 54 JM GOLDSON community preservation + planning 236 Huntington Ave, Suite 404-408 Boston, MA 02115 www.jmgoldson.com Jennifer M. Goldson, AICP, Founder & Managing Director jennifer@jmgoldson.com 617-872-0958 Brewster Complete Streets Update on Prioritization Plan Development Select Board Meeting | March 15, 2021 Background on Complete Streets Complete Streets on Cape Cod Brewster Complete Streets Policy Complete Streets Funding Program Prioritization Plan Development Discussion Outline What is a Complete Street? A Complete Street is one that is designed and operated to provide safety, comfort and accessibility for all users of the roadways, trails, and transit systems including pedestrians, bicyclists, transit riders, motorists, commercial vehicles, and emergency vehicles.” Brewster Complete Streets Policy,January 2020 What does a Complete Street look like? Design varies by location to meet the community context. In some locations, particularly those with higher vehicle volumes or speeds, a Complete Streets may include a dedicated space for pedestrians and bicyclists such as sidewalks, bike lanes, and/or side paths. In other locations, such as low-speed, low- volume local roads, shared space for all users may be appropriate. There is no single design for a Complete Street. What does a Complete Street look like? An example of a Complete Streets on a low volume, low speed local road. An example of a Complete Street with a sidewalk on one side. This “typical” Complete Street, often seen in MassDOT projects, is NOT being proposed on any roadways in Brewster. Benefits of Complete Streets Improved Health Crash Reduction EnvironmentalVulnerablePopulationEconomic Complete Streets Benefits | Health More than half of adults and 1 in 4 high school and middle school students in Massachusetts are overweight or obese (mass.gov) 55% of the adults in the US fall short of recommended activity guidelines (US Dept of Health) Residents are 65% more likely to walk in a neighborhood with sidewalks (Giles-Corti, B., & Donovan, R.J, (2002)) INCREASE IN MINUTES OF PHYSICAL ACTIVITY EACH WEEK FOR PEOPLE LIVING IN WALKABLE COMMINUTES 35-45 Sallis, James F, et al., 2009.) Complete Streets Benefits | Safety SIDEWALKS REDUCE PEDESTRIAN CRASHES BY 88% Federal Highway Administration) On average, a pedestrian death occurs every 88 minutes in the Unites States (CDC) Pedestrians aged 65 and older accounted for 20% of pedestrian deaths (CDC) Cape Cod sees an average of 24 bicyclist and pedestrian serious injuries and fatalities each year (MassDOT) Complete Streets Benefits | Vulnerable Populations Groups on Cape Cod may face unique transportation challenges Households without a vehicle (4,458) Households with an individual with a disability (28,156) Population over 65 (29.8%) Population over 75 (13.0%) Students Seasonal workers Safe access to bus stops was cited as the #1 barrier to transit access on Cape Cod RTA buses PERCENT FEWER TRIPS TAKEN TO VISIT FRIENDS AND FAMILY BY NON-DRIVING SENIORS COMPARED TO SENIORS WHO DRIVE 65% AARP) PERCENT OF PEOPLE WHO INDICATED THAT SIDEWALKS AND PLACES TO TAKE WALKS” WAS AN IMPORTANT FACTOR IN DECIDING WHERE TO LIVE 85% National Association of Realtors, 2020) Investments in bicycle and pedestrian infrastructure have been shown to Increase property value, Spur economic activity, and Encourage private investment. There is a demand for walkable communities across all age groups. Complete Streets Benefits | Economic PERCENT OF CAPE COD’S GREENHOUSE GAS EMISSIONS FROM THE TRANSPORTATION SECTOR 55% Cape Cod Commission, 2020) 72% percent of trips under one mile are made by car (FHWA) Walking and bicycling are zero- emission transportation modes Communities that have invested in pedestrian, bicycle, and transit infrastructure have seen meaningful mode shifts away from the automobile Complete Streets Benefits | Environment Complete Streets on Cape Cod Images courtesy of Cape Cod Museum Trail Complete Streets on Cape Cod capecodcommission.org/CompleteStreetsDesignManual.pdf Complete Streets on Cape Cod Complete Streets on Cape Cod The following Cape Cod towns have adopted a Complete Streets Policy, formalizing the consideration of accommodation of all road users in roadway design: Per MassDOT Complete Streets Participation Report (accessed March 2021). https://masscompletestreets.com/Home/participationreport Eastham (December 2016) Sandwich (March 2017) Mashpee (June 2018) Brewster (January 2020) Orleans (January 2020) Harwich (January 2020) Falmouth (January 2020) Bourne (September 2020) Brewster Complete Streets Policy I.Vision and Purpose II.Core Commitment III.Best Practices IV.Implementation V.Evaluation of Effectiveness The town of Brewster will implement a balanced and flexible approach to Complete Streets implementation that utilizes the latest design guidance, standards and recommendations while providing flexibility to best accommodate all users and modes given the unique characteristics of the surrounding community.” Adopted by the Brewster Select Board in January 2020 MassDOT Complete Streets Funding Program Tier 1: Training and Complete Streets Policy Development Tier 2: Prioritization Plan Development technical assistance grant) Tier 3: Project Funding for Construction Competitive grants rounds with awards up to $400,000) MassDOT Complete Streets Funding Program –Roles Town CCC Staff MassDOT Policy •Develop Adopt Score Approve if minimum score is met Prioritization Plan •Guide development Select projects for inclusion Submit final plan to MassDOT Facilitate discussion Prepare draft plan based on public input Review (for form and completeness, not project merit) Approve Construction Grant Application Select project to submit Prepare application Review application Award funding Construction Grant Administration Design project (with public engagement process) Construct project Submit for reimbursement Disburse funding to the Town Complete Streets Prioritization Plan State Highways (Route 6A, etc.) are not eligible for MassDOT Complete Streets Funding Program, but can be included in the plan Plan can be based off of the Town’s CIP, LCP, ADA plan, Bike Plan, RSAs, etc. Plan should be reviewed in the context of pavement management planning to take advantage of opportunities Plan will identify project details: readiness, project cost, benefits Plan will prioritize projects based on a set of evaluation criteria Plan will be developed through robust public outreach process Two Virtual Public Meetings (2) Public Input Session –Identify Projects Public Review of Prioritization Plan Web-based Public Input Tool Currently in use in Falmouth and Bourne projects Virtual Office hours Project Website www.capecodcommission.org/BrewsterCompleteStreets Select Board meeting update Bikeways & Vision Planning Committee coordination Town/CCC coordination meetings Public Outreach and Town Coordination Type of Complete Streets Projects PEDESTRIAN Sidewalks Crosswalks Curb Ramps Lighting BICYCLE Multi-Use Path Bike Lanes Shoulders Warning Beacon TRANSIT Transit Stop Lighting Access VEHICLE Speed Hump Speed Table Turn Lane Shoulder Speed Signs Type of Complete Streets Projects SHORT TERM/LOW COST Signage Wider Shoulders Warning Beacon Crosswalks & Ramps Bike Racks/Fix-it Stations LONG TERM/HIGH COST Multi-Use Paths Sidewalks Lighting Bike Lanes Intersection Improvements THANK YOU Steven Tupper, P.E. Transportation Program Manager stupper@capecodcommission.org 508-774-1232 www.capecodcommission.org/brewstercompletestreets www.capecodcommission.org/completestreets 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 RE: Next Steps on Millstone Road Project and Potential Redesign DATE: March 12, 2021 Following our discussion about this project on February 22 and based on feedback we have received since, I am now recommending the Town take the following next steps on this project: 1.Create new project page on the Town website where residents can access all relevant documents pertinent to this project. 2.Schedule and convene a 4th community forum in the next few weeks where all residents are invited to attend and participate. This forum will review the 75% design project as originally proposed at the November 30 meeting and will also highlight each of the potential design revisions that have been discussed with representatives from Save Millstone Road, including but not limited to: narrower travel shoulder, narrower sidewalk, elimination of 3’ grass buffer between road edge and sidewalk and installation of asphalt curbing instead of Cape Cod berm, elimination of major changes in horizontal road alignment (2 locations), alternative design considerations at Rail Trail crossing, etc. Town officials will answer questions and invite feedback from residents regarding what elements of the project they support. Residents who live on or directly off Millstone Road will be notified of this forum by postcard in advance. Information will be posted on the Town website as well. The forum will be live broadcast on Channel 18 and will be rebroadcast frequently thereafter, and will be available for viewing on the Town website as well. 3.Encourage residents who are unable to attend this next forum to submit written comments within one (1) week after the date of the forum. 4.Aggregate the feedback received from residents at the forum and in writing, and report back the collective public sentiment to the Select Board at a subsequent meeting. 5.Consider drafting a change order that would direct VHB to undertake certain revisions to the original 75% design based on community feedback. Review and execute that change order as appropriate. Office of: Select Board Town Administrator 6.If necessary, re-stake the new limits of work to the edge of the paved surface sidewalk or berm) and convene a 5th community forum after VHB has completed their work to review the redesign with residents before finalizing the design and re)initiating applicable state and local permitting processes. This proposed process is largely informed from guidance received from town counsel in the past couple weeks regarding the extent to which individual residents would be involved in the (re)design process for this project as outlined in the draft MOUs included in this packet and as discussed on February 22. You will recall that the Town received the initial draft MOA just a few days before my status update to you on the 22nd. Town counsel has expressed significant concerns in the following areas: The Select Board as the Town’s executive body is responsible for contracting and acts as Road Commissioners. Therefore, the Select Board has sole authority over the construction of the roadway. Road construction projects are undertaken pursuant to G.L. c. 30, sec. 39M. The process requires development of design specifications which are then bid out to construction contractors. This process is not amenable to the type of collaboration suggested in the MOU as the contractor will require specific direction from the Town as the awarding authority. Continuing input during design and construction will create issues with the designer and contractor as to the direction of the project, which will not only result in added costs and delays, but will be difficult to implement as the designer and the contractor will require direction from a single point of contact - the awarding authority. The requirement in the original MOU, prior to revision, that bids for construction be evaluated based upon the bidder’s commitment to constructing the road in conformance with the MOU violates the bidding process by adding a condition not allowable under applicable law. The MOU provides a specific citizens group with access to the design and construction process while essentially shutting out other residents who have an interest in the process. In short, town counsel believes that entering into a binding agreement such as the proposed MOU, even with limited enforceability, may expose the Town to unnecessary litigation by various interested parties and/or additional project delays and cost increases. In addition, as we discussed, the draft MOU expressly reserves the rights of individual residents to exercise their free speech and petition rights, which likely could not be waived in any event. Thus, the very individuals who are part of the citizens group may continue to oppose the project despite the group signing the agreement. As discussed on February 22, the sentiments of individual members of this citizens group regarding the initial project design and proposed changes to it are unclear. Consistent with our process before the formation of this citizens group, we intend to be deliberative and transparent in soliciting and hearing public feedback on this project. It is also unclear what the residents of Millstone Road, those most impacted, think about this project. We’d like to hear (again) directly from them. For your reference, included in your packet is recent correspondence to the Select Board and Town Administration from a resident as well as input from the Bikeways Committee regarding the proposed changes to the project design. I look forward to our discussion. Improvement of Millstone Road – Status Update Brewster, MA Presented by PATRICK ELLIS, PUBLIC WORKS SUPERINTENDENT PETER LOMBARDI, TOWN ADMINISTRATOR STEVE RHOADS, VHB ENGINEER November 30, 2020 Overview Project Team Work Completed Project Goals, Details, and Examples Impacts Summary Project Details – Pedestrian Crossings Project Schedule Project Team Town of Brewster Town staff, Town Boards & Committees Brewster Residents Project Surveyor J.M. O’Reilly & Associates Project Designer VHB Work Completed Two public outreach meetings Two Select Board presentations Secured Town Meeting approval for Nickerson State Park easement Finalizing layout of reconstructed roadway, new sidewalk and drainage improvements Project limits staking by J.M. O’Reilly Project Goals Provide ADA compliant sidewalk for entire length of road Improve safety of roadway for all users Vehicles: improve roadway geometry Pedestrians: add sidewalk Bicyclists: widen space to operate within road Provide better interconnections with existing transportation network (Rail Trail, etc) Improve drainage facilities along roadway Minimize number of permanent easements Project Design Details 11 foot travel lanes and 2 foot shoulders on both sides 26 foot total paved width Edge treatment – mainly Cape Cod asphalt berm & asphalt curb New 5 foot asphalt sidewalk installed for the length of Millstone Road (with crossings at Fern Lane and Lund Farm Way) 2-3 foot grass strip installed between berm and sidewalk along majority of project Granite curbing/edging to be installed only where necessary Significant drainage upgrades Selective roadway horizontal curves adjustments for safety Agassiz/Cliff Pond intersection & between Lund Farm and Pilgrims) Project Details Project Details Project Examples Project Examples Impacts Summary – Easements & Access Selective permanent easements 8 easements required to construct & maintain sidewalk 2 easements (Nickerson State Park & Brewster Conservation Trust) required to construct roadway & sidewalk 1 easement required for construction/maintenance of drainage Temporary access for construction Grading tie-in (lawns and driveways) Vegetation clearing within work limits Impacts Summary Potential reduction of speed limits State response did not agree with request to rescind speed regulation MassDOT suggested engineering speed study be undertaken after completion of construction VHB & Town will evaluate next steps Route 6 construction detours rerouted per MassDOT Relocation of 20+/- utility poles Final number of poles requiring relocation to be determined by utility companies No new streetlights except at new crosswalk at Fern Lane Project Details – Route 6A Crossing Project Details – Cape Cod Rail Trail Crossing Project Details – Lund Farm Crosswalk Project Details – Fern Lane Crosswalk Project Schedule – Design Phase Fall/Winter 2021 – Continue to field resident questions and finalize design Notice of Intent (Conservation Commission) hearing expected 12/15/20 Environmental Notification Form – State certificate expected Winter 2021 Spring 2021 – Project advertisement & bidding Project Schedule – Construction Phase Fall 2021 – Contractor mobilizes; drainage, site clearing, and utility relocations begin Spring 2022 – Widening and sidewalk excavation, install curbing, milling & initial paving Fall 2022 – Install asphalt sidewalk and berm, finish paving, signage & striping Contact Info Site specific questions: Patrick Ellis | pellis@brewster-ma.gov | 508.896.3212 Overall project questions: Peter Lombardi | plombardi@brewster-ma.gov | 508.896.3701 200 201 202 203 204 205 PC +64.6 3 PT 0 9 6 8 PR O P P E R M E A S E M E N T 1 2 200 201 202 203 204 205 PC +64.6 3 PT 0 9 68NNAD 83 20 SCALE: 1" = 20' 0 50 100 MILLSTO NE R O ADPURITANDRIVE(TOWN WAY - 40' WIDE)ROUTE 6A( STATE HIGHWAY - VARIABLE WIDTH)MILLSTO N E R O A D TOWN W A Y 4 0 W I D E LIMIT OF WORK STA 200+17.68 N 2745704.0369 E 1053236.7732 PROP HM A D R I V E PROP 5.5' HMA W A L K APPROX LI MITO FGRADINGTY PPROP L O A M S E E D T Y P MILLSTON ERD CONSTBLPROPH M A B E RM TYPEAMO D SAWCUT SAWCUTPROP SAWCUT (TYP)RE M T R E E PROP TR E E P R O T E C T I O N T Y P REM TREE PROP FULL DEPTH PVMT - TYPE2PROP FULLDEPTHPVMT - TYPE1 PROP FULL D EPT HPVMTT YPE2PR OP F ULLD E P TH PVMTT YPE1PRO P M I L L OV E R L A Y PROP HM A C U R B T Y P E 3 RET LIMITOFW OR K MATCHEXI STLIM ITOFW OR K ME E T E X I S T RE T R&R STOCKADE FENCE PROP CEM CONC WCR PROP CL E A R I N G A N D G R U B B I N G STA 200+5 1TO S T A2 0 282 PR O P 5 H M A W A L K REM BEGIN 5' HMAWALKSTA203+ 37.99 REM TREE R&R B O U N D 25.00'RET BOUND 26.00' REM TREE PROP LO A M S E E D T Y P PROP CL E A R I N G A N D G R U B B I N G STA 200+4 5 T O S T A 2 0 0 7 4 PR O P P E R M E A S E M E NTENDGRAN TRANSCURB,BEGINHMA CURB - TYPE 3 ENDHMACU RBTY P E3BEGIN HMA B E R M T Y P E A M ODR&R CURB R&R CURB PROP CEM CONC WCR REM T REER&S CURB 1 2 205 206 207 208 209 210PC +25.16PT +09.68 PROP PERM EASEMENT 1 205 206 207 208 209 210PC + 25.16PT + 09.68N NAD 83 20 SCALE: 1" = 20' 0 50 100 MILLSTONE ROAD TOWN WAY - 40' WIDE)CAPE COD RA IL TRA IL DEPARTMENT OF CONSERVAT ION RECREAT ION 825WIDEMILLSTONERD CONST BL REM TREE APPROX LIMIT OF GRADING (TYP) PROP LOAM & SEED ( TYP)PROP TREE PROTECTION (TYP)PROPGRAVELDRIVEPROP 5' HMA WALK ( TYP)PROP SAWCUT (TYP)PROP FULL DEPTH PVMT - TYPE 1 PROP MILL & OVERLAY PROP HMA DRIVE PROP HMA DRIVEPROP FULL DEPTH PVMT - TYPE 2 PROP FULL DE P T H PVMT - TYPE 1 PROP FULL DE P T H PVMT - TYPE 2 PROP HMA BERM TYPE A MOD. ( TYP)PROP HMA BERM,TYPE A MOD. (TYP) PROP HMA DRIVE PROP HMA CURB - TYPE 3 PROP CEM CONC ISLAND SAWCUT,LIMIT OF WORK MEET EXIST R&R BOULDER R&R BOULDER SAWCUT,LIMIT OF WORK MEET EXIST RET FENCE RET MB R&R MB(2)R&D POST R&D POST R&R STOCKADE FENCE R& R STOCKADE FENCE R&R FENCE REM & REBUILD B A L A N C E S T O N E W A L L R&R BOULDER R&R BOULDER PROP CLEARING AND GRUBBING STA 207+04 TO STA 209+69 PROP CLEARING A N D G R U B B I N G STA 208+08 TO S T A 2 1 0 7 6 END 5' HMA WALK STA 209+ 14.17 BEGIN VARIABLE WIDTH HMA WALK END HMA BERM TYPE A MOD;BEGIN HMA CURB - TYPE 3 REM TREE PROP CLEARING AND GRUBBING STA 206+25 TO STA 206+71 PROP CLEARING AND GRUBBING STA 206+ 92 TO STA 207+41 RET BOUND 26. 00' PROP LOAM & SEED ( TYP)PROP PERM EASEMENT PROP HMA CURB - TYPE 3 END HMA CURB - TYPE 3;BEGIN HMA BERM TYPE A MOD.26. 00' REM 210 211 212 213 214 215 216 PC +52.58 PT +85.271 2 3 210 211 212 213 214 215 216 PC +52.58 PT +85.27NNAD 83 20 SCALE: 1" = 20' 0 50 100 HENRY'S ROAD(PRIVATE WAY - 40' WIDE)MILLSTONE ROAD TOWN WAY - 40' WIDE) PROP HMA DRIVE REM TREE REM TREE REM TREE PROP HMA DRIVE PROP HMA BERM TYPE A MOD. (TYP) MILLSTONE RD CONST BL PROP SAWCUT (TYP) PROP MILL &OVERLAY PROP FULL DEPT H PVMT - TYPE 1 PROP FULL DEPTH PVMT - TYPE 2 PROP FULL DEPTH PVMT - TYPE 1 PROP GRAVEL DRIVE PROP GRAVEL DRIVE PROP HMA DRIVE PROP FULL DEPTH PVMT - TYPE 2 PROP 5' HMA WALK ( TYP)PROP HMA DRIVE PROP GRAVEL DRIVE PROP HMA DRIVE APPROX LIMIT OF GRADING (TYP)PROP LOAM & SEED ( TYP)PROP HMA DRIVE PROP HMA DRIVE PROP HMA DRIVE SAWCUT RETBEGIN RET WALL STA 214+15.21 END RET WALL STA 215+09. 94 R&R MB R&R FENCE RET R&R MB R&R MB R&R MB R&RMBR& R MB R&R MBLIMIT OF WORK MEETEXISTPROP GRAVELDRIVEPROPCLEARINGANDGRUBBINGSTA208+08 TOS T A 2 1 0 7 6 PROP CLEARING AND GRUBBING STA 210+94 TO STA 214+14 PROP CLEARING AND GRUBBING STA 213+87 TO STA 214+45 PROP CLEARING AND GRUBBING STA 214+30 TO STA 214+ 97 PROP FULL DEPTH PAVEMENT - TYPE 1 END HMA CURB - TYPE 3,BEGIN HMA BERM TYPE A MOD.R&R BOUND R& R MB RET CONC POSTS(6)RET RET STONE RET WALL R&R BOUND PROP EROSION CONTROL R&R BOUND R&R BOUND R& R BOUND PROP HMA CURB - TYPE 3 26.00'MILLSTONE ROAD RET HEDGES123 216 217 218 219 220 221 222PRC +79.92PRC +37.55 216 217218 219 220 221 222PRC +79. 92 PRC +37.55NNAD 83 20 SCALE: 1" = 20'0 50 100KING PHILIP ROAD( PRIVATE WAY - 40' WIDE)MILLSTONE ROAD TOWN WAY - 40' WIDE)MILLSTONE RD CONST BL SAWCUT PROP FULL DEPTH PVMT - TYPE 1 REM TREE PROP GRAVEL DRIVE PROP HMA DRIVE REM TREE PROP TREE PROTECTION (TYP) PROP FULL DEPTH PVMT - TYPE 2 PROP FULL DEPTH PVMT - TYPE 2 PROP FULL DEPTH PVMT - TYPE 1 REM TREE PROP SHELL DRIVE PROP SHELL DRIVE PROP TREE PROTECTION ( TYP)PROP HMA DRIVE PROP HMA DRIVE PROP 5' HMA WALK (TYP) PROP COBBLESTONE DRIVER&R MB PROP HMA DRIVE PROP HMA DRIVE PROP GRAVEL DRIVE PROP SAWCUT (TYP)PROP MILL & OVERLAY APPROX LIMIT OF GRADING ( TYP)PROP LOAM & SEED (TYP)PROP HMA DRIVER&R MB (2) R&R LANDSCAPE WALL R&R LANDSCAPE WALL END RET WALL STA 219+ 85.09 PROP HMA BERM TYPE A MOD. (TYP) PROP HMA DRIVE PROP HMA DRIVE PROPHMADRIVEPROP SHELL DRIVE BEGIN RET WALL STA 219+37.47 REM BUSH RET MBR&R MB R&R MB R&R MB LIMIT OF WORK MEET EXIST PROP FULL DEPTH PVMT - TYPE 1 PROP CLEARING AND GRUBBING STA 221+65 TO STA 222+ 15 PROP CLEARING AND GRUBBING STA 216+71 TO STA 216+ 83 PROP GRAVEL DRIVE PROP CLEARING AND GRUBBING STA 218+48 TO STA 219+ 61 R&R BOUND R&R BOUND RET BOUND R&R BOUND 26. 00'PROP SHELL DRIVE PROP SHELL DRIVE R&R POST R&R POST R&R POST RETR& R POST REM TREE PROP 3' LOAM & SEED PROP 2' LOAM & SEED PROP HMA CURB -TYPE 3CONTINUED ONSHEET NO. 08CONTINUEDBELOW14170.00- COLOR GEN.DWG23- Dec- 2020 222 223 224 225 226 227 228 PC +77.11 PT +79.15 PT +0 6 9 9 PROP PERM EASEMENT PROP P E R M E A S E M E N T 222 223 224 225 226 227 228 PC +77.11 PT +79.15 PT +0 6 99NNAD 83 20 SCALE: 1" = 20' 0 50 100 BLUEBERRY(PRIVATE WAY - 40' WIDE)MILLSTONE ROAD TOWN WAY - 40' W I D E PROP FULL DEPTH PVMT - TYPE 2 PROP FULL DEPTH PVMT - TYPE 1 PROP HMA DRIVE PROP GRAVEL DRIVE REM TREE REM & REBUILD BALANCE STONE WA L L PROP FULL DEPTHPVMT - TYPE 2 PROPFULL DEPTHPVM T T Y PE1PROP MILL & OVERLAY PROP SAWCUT (TYP) APPROX LIMIT OF GRADING (TYP) PROP 5' HMAWALK (TYP)PROPHMABERMTYPE A MOD. T Y P PROP HMA DRIVE PROP HMA DRIVE PROP TREE PROTECTION ( TY P PROPHMADRIVEPROPHMA D R I V E APPROX LIMIT OF GRADING (TYP)PROPHMA DRIVEPROPHMA D RIV E REM TR E E MILLSTONE RD CO N S T B L PROP LOAM & SEED T Y P PROP HMADRIVEPROP HMA DRIVE SAWC U T RET MB RET MB RET MB REM BOULDER RET MB REM TREE R&R MB POND DRIVEPROP CLEARING AND GRUBBING STA 222+39 TO STA 223+04RETROCKWALLPROPCL EAR INGANDGR U B BI NG STA2267 8TO ST A 2 2 9 2 3 RET PROP CLEARING AND GRUBBING STA 226+ 06 TO STA 226+ 31 RET RET PROP CLEARING AND GRUBBING STA 225+ 09 TO STA 225+85 RET RET PROP CEM CONC WCR LIMIT OF WORK MATCH EXIST PROP CLEARING AND GRUBBING STA 221+89 TOSTA 223+12PROP CLEARINGANDGRUBBINGSTA226+00TO ST A 26283REM BO U L D E R RET POST R&R BOUND R&R BOUND RET BOUND 26.00'PROP PERM EASEMENT PROP P E R M E A S E M E N T REM TREE PROP HMA CURB - TYPE 3 228 229 230 231 232 233 PC + 33. 69 PT + 06. 99 PROP PERM EASEMENT 228 229 230231 232 233 PC +33.69 PT +06.99NNAD 83 20 SCALE: 1" = 20'0 50 100 PINEWOOD DRIVE( PRIVATE WAY - 40' WIDE) ANAWAN ROAD(PRIVATE WAY - 40' WIDE) MILLSTONE ROAD TOWN WAY - 40' WIDE)MILLSTONE RD CONST BL SAWCUT PROP FULL DEPTH PVMT - TYPE1 PROP FULL DEPTH PVMT - TYPE 2 REM TREE PROP SHELL DRIVE PROP GRAVEL DRIVE PROP HMA DRIVE REM TREEPROPHMA DRIVE PROP HMA DRIVE PROP HMADRIVEPROPHMABERMTYPEA MOD. (TYP)PROP SAWCUT (TYP) PROP FULL DEPTH PVMT - TYPE 1 PROP MILL &O V E R L A YAPPROXLIMITOF GRADING (TYP)PROP LOAM & SEED (TYP) PROP 5' HMA WALK (TYP)REM BOULDER REM TREE R&R MBR&R MB R& R MB R&R MB RET MB PROP CLEARING AND GRUBBING STA 226+78 TO STA 229+23 RET BOULDER PROP CLEARING AND GRUBBING STA 231+23 TO STA 232+ 35 LIMIT OF WORK MATCH EXIST PROP HMA DRIVE PROP CLEARING AND GRUBBING STA 229+ 40 TO STA 229+64 PROP CLEARING AND GRUBBING STA 230+ 61 TO STA 230+97 PROP CLEARING AND GRUBBING STA 227+72 TO STA 229+ 09 PROP CLEARING AND GRUBBING STA 231+56 TO STA 232+59 RET BOUND R&R BOUND R&R BOUND RET MB 26.00'PROP PERM EASEMENT PROP TREE PROTECTION ( TYP) CONTINUED ONSHEET NO. 09CONTINUEDBELOW14170. 234 235 236 237 238 239 PC +54.7 0 PT +02.59 PCC +98.71 PCC +61.0 7 234 235 236 237 238 239 PC +54.7 0 PT +02.59 PCC +98.71 PCC +61.07NNAD 83 20 SCALE: 1" = 20' 0 50100PINEWOOD DRIVE(PRIVATE WAY - 40' WIDE)SANDPIPER( PRIVATE WAY - 40' WIDE)HOBNOB ROAD(TOWNWAY - 40' WIDE)MILLSTONE ROADTOWNWAY - 50' WIDE)REMTREEREMTREEREMTREEPROPCLEARINGANDGRUB B INGSTA 235+48TOST A 2 3 720PROPGRA VELDR I VEREMTREEPROPGR A VELDR IV EPROPGRAVEL DRIVEAPPROXL I M I T O F G R A D ING TYPPROP 5' HMAWA L K T Y P PROP LO A M S E EDT YPMILLSTONERDCONSTB L PROPFUL LDEPTHPVMT - TYP E 1 PROP FULLDEPT H PVMT - T Y P E 2 PROP FULL DE P T H PVMT - TYPE 2 PROP FULL DEPTH PVMT - TYPE 1 PROP SAWC U T T Y P PROP MILL & OVE R L A Y PROP GRAVEL DRIVE PROP GRAV E L D R I V E PROP GRAV E L DRIVE PROP HMA D R I V E PROP FU L L D E P T H PVMT - T Y P E1 SAWCUTSAWCUTSAWCUTPROPHMA BER MTYPE AMOD. (TYP PROP HMADRI V E PROP HM A D R IVEREM BOULD E R R&RMBRETMBLANEPROPCEMCON C W C R LIMIT OF W O R K MATCH E X I S T LIMIT OF WORK MATCH EXIST LIMIT OF WORK MATCH EXIST PROP HMADRIVE PROPHMADRI V EPROPCEMCONCWC RPROPHM ADRIVEPROPCLE A R IN GA NDG RUB BI N G STA 234+2 0 T O S T A 2 3 4 6 7 PROP CLEA R I N G A N D G R U B B I N G STA 238+98T O S T A 2 4 0 0 8 RET BOULDERS RET MB 26. 00'REM TRE E PROP TREE PRO T E C T I O N T Y P 240 241 242 243 244 245 PC + 70.62 PT + 48.09 PCC +61. 0 7240 241 242 243 244 245 PC +70. 62 PT + 48.09 PCC +61. 0 7 NNAD8320SCALE: 1" = 20' 050 100DRIVEPRIVATEWAY - 40' WIDE) PILGRIM'S WAY(PRIVATE WAY - 40' WIDE)RED FAWN ROAD( TOWN WAY - 40' WIDE)MILLSTONE ROAD TOWN WAY - 50' WIDE) MILLSTONE RDCO N S T B L SA W C U T SAWCUT SAWCUT PROP LOAM & SEED (TYP) PROP SAWCUT (TYP) PROP MILL & OVERLAY APPROX LIMIT OF GRADING (TYP)PROP 5' HMA WALK ( TYP)PROP GRAV E L DRIVE PROP FULL DEPTH PVMT - TYPE1PROPHMADRIVEPROP GRAVEL DRIVE PROPHMADRIVEPROPGRAVELDRIVEPROPFULLDEPTHPVMT - TYPE2 PROP FULL DEPTH PVMT - TYPE 1 PROP HMA DRIVE PROP HMA DRIVE PROP FULL DEPTH PVMT - TYPE 1PROP HMA CURB - TYPE 3 PROP HMA B E R M TYPE A M O D T Y P REM BOULDER PROP HMA DRIVE PROP TREE PROTECTION (TYP)R& R FENCE RET MB RET MB RET MB RET MB PROP CLEARING AND GRUBBING STA 243+94 TO STA 245+09 PROP CLEARING AND GRUBBING STA 240+87TO STA 242+53 PROP CEM CONC WCR PINEWOODLIMIT OF WORK MATCH EXIST LIMIT OF WORK MATCH 246 247 248 249 250 251 PT +34.71 246 247 248 249 250 251 PT +34.71NNA D 8 3 20 SCALE: 1" = 20' 0 50100PILGRIM'S WAY(PRIVATE WAY - 40' WIDE)FARM WAY(PRIVATE WAY 50 W IDE) MILLSTONE ROAD TOWN WAY - 50' WIDE)PROPHMADRIVEPROPHMA DRIVEPROPGRAVELDRIVEPROP FULLDEP THPVMT - TYPE1 MILLST O NER DCONS T BLPROPHMA DRIVE PROP G R A V E L D R I V E SAWCU T PROP MILL OVERLAY R&D BOULDER PROP LOAM SEED (TY P RET PROP 5' HM A W A L K T Y P R&D CONC P O S T RET PROP HMA BERM TYPE A MOD. (TYP) PROP HMA BERM TYPE A MOD. (TYP)APPROX LIMIT OF GRADING ( TYP) PROP SA W C U T T Y P RET RET RET RET LUNDPROP FULL D E P T H PVMT - TYP E 1 PROP LOAM S E E D T Y P PROP5' HMA WALKTYP PROP M I L L O V E R L A Y PROP CLEARING AND GRUBBING STA 249+39 TO STA 251+90 PROP CLEA R I N G A N D GRUBBING PROP FULL D E P T H PVMT - TYP E 2 PROP FU LLDE P THPVMT - TYPE1 SAWCU T PROP C E M C O N C W C R PROP CEM C O N C W C R PROP CEM C O N C W C R LIMIT OF W O R K MATCH EXI S T PROP CE M C O N C WCRPROPCLEARINGAND GRUBBING STA 248+82 TO STA 250+09SAWCUTSAWCUTR&RMBRET PROPCLEARIN G AND GR UB BIN GSTA2 45 5 3 T O S T A 2 4 6 0 4 R& R BOU N D 26.00'251 252 253 254 255 256 25 7 PC +58.8 3 PCC +75. 44 PROP P E R M E A S E M E N T PR O P P E R M E A S E M E N T251252 253 254 255 256 25 7 PC + 58.8 3 PCC + 75.44NN A D 8 3 20 SCALE: 1" = 20'0 50 100 JOE L O N G R O A DPRIVATEWAY - 4 0' WI D E)MILLSTONE ROA D TOWN WAY - 50' W I D E MILLSTO N E RD C O N S T B L SAWCUTRETRET RET RET RET RET RE T PROP MILL O V E R L A Y PROP F U L L D E P T H PVMT - T Y P E 1 PROP F U L L D E P T H PVMT - T Y P E 2 PROP L O A M S EED T Y P PROP LOAM & SEED (TYP)PROP 5' HMA WALK (T Y P PROP 5' HMA WALK (TYP) PROPHMA DRIVEPROPCLEARING ANDGRUBBINGSTA252+94TOSTA255+48PROPHM ADRIV E PRO P G R A V E L D R I V EREMBOU L D E R PROP HMA BERM TYPE A MOD. (TYP)PROPFULLDEPTHPVMT - TYPE2PROPFULLDEPTH PVMT - TYPE 2PROPF U LL DEPT HPVMTTY PE 2PROPF U L L D E P T H PVM T T Y P E 1 R&R MB APPROX LIMIT OF GRADING (TYP)PROP C L E A R I N G A N D G R U B B I N G STA 252 0 1 T O S T A 2 5 5 1 7 PROP C L E A R I N G A N D G R U B B I N G STA25113TOSTA25 278 PROPCLEAR I NGA ND GR UBBING STA2 556 4TOSTA25 714 PROPCLEAR I NGA ND GR UBBING STA2 5 5 6 2 T O S T A 2 5 9 52 PROP C E M C O N C W C RRETMBPROPCEMCONC WCR LIMIT OF WORK MATCH EXIST REM B O U L D E R RE M T R E E RET R&R BO U N D 26.00' PROP SAWCUT (TYP)PROP P E R M E A S E M EN T PR O P P E R M E A S E M E N TCONTINUED ONSHEET NO. 11CONTINUEDBELOW14170.00-COLOR GEN. DWG23-Dec- 2020 1: 257 258 259 260 261 262 263 PC +56.56 PT +61.62 PROP PERM EASEMENT 257 258 259 260 261 262 263 PC +56.56 PT +61.62NNAD 83 20 SCALE: 1" = 20' 0 50100FERN LANE( PRIVATE WAY 40 W IDE)MILLSTONE ROAD TOWN WAY - 50' WIDE) SAW C U T MILLSTONE RD CONST BL RETRET R& R MB PROP MILL OVERLAY PROP HMA BERM, TYPE A MOD. (TYP) RET PROP FULL DEPTH PVMT - TYPE 1 END RET WALL STA 260+ 90 BEGIN PROP MODULAR BLOCK RET WALL STA 260+ 15 PROP HMA DRIVE PROP 5' HMA WALK (TYP)PROP 5' HMA WALK (TYP) PROP LOAM & SEED ( TYP)RETPROP HMA DRIVE PROP SHELL DRIVE PROP HMA DRIVE PROP HMA DRIVE PROP GRAVEL DRIVE R&R MB( 2)PROP HMA DRIVE PROP GRAVEL DRIVE PROP FULL DEPTH PVMT - TYPE 2 RET MB R&R MB PROP LOAM & SEED ( TYP)PROP GRAVEL DRIVE PROP HMA DRIVE APPROX LIMIT OF GRADING(TYP) RET PROP HMA DRIVE R&R FENCE R& R FENCE R&R RET BOULDER PROP CLEARING AND GRUBBING STA 255+62 TO STA 259+52 PROP CEM CONC WCR REM REM RET BOULDERS LIMIT OF WORK MEET EXIST PROP CEM CONC WCR PROP CEM CONC WCR REM BOULDERS PROP CLEARING AND GRUBBING STA 261+18 TO STA 262+46 PROP CLEARING AND GRUBBING STA 259+33 TO STA 259+43 PROP CLEARING AND GRUBBING STA 261+41 TO STA 261+67 RET FENCE PROP CLEARING AND GRUBBING STA 262+28 TO STA 262+50 RET BOUND R&R BOUND R& RBOUND RET BOUND RET BOUND26.00'PROP SAWCUT (TYP) PROP PERM EASEMENT PROP. STEEL BACKED TIMBER GUARDRAIL R= 33.5' L= 11. 6' 75. 0' 263 264 265 266 267 268 269 PRC + 06. 7 0 263 264 265 266 267268 269 PRC + 06.7 0NNAD 83 20 SCALE: 1" = 20'0 50 100 AGASSIZSTREET(PRIVATEWAY - 40' WIDE)PONDROAD( TOWN WAY - VARIABLE WIDTH)MILLSTONE ROAD TOWN WAY - 50' W I D E SAWCUT SAWC U T MILLSTONE RD CO N S TBL CLIFFREMTREEREMTREEPROP5' HMAWALK (TYP)PROP LOAM & SEED (TYP)PROP FU LLDE P T H PVMT - T Y P E 1 PROP MILL & OVERLAY REM T R E E REM TREE REM TREE PROP HMA DRIVERETMBPROPGRAVELDRIVER&R MB RET MB PROP HMA DRIVE RET MB REM B O U L D E R S PROP HMA DRIVE PROP HMA DRIVE PROP HMA DRIVE PROPGRAVELDR I V EPROPGRAVEL DR I V E PROP HMA DRIVE R&R FEN C E R&R FEN CE R&RFENCEPROPTREEPROTECTION (TYPAPPROX LIMIT OF GRADING (TYP) PROP FUL L D E P T H PVMT - T Y P E 2 PROP FULL DEPTHPVMT - TYPE1PROPCLEARINGAND GRUBBING STA262+76TOSTA263+97RETPROP HM A D R I V E PROPCEMCONCWCR LIMIT OFWORK MATCHEXISTLIMITOFWOR K MATCH E X I S T PROP MIL L O V E R L A Y PROP CLEARING AND GRUBBING STA 263+47 TO STA 264+51 PROP CLEARING A N D G R U BBI N G STA 265+00 TO STA 2 6 5 3 5 R&R BOU N D R&R BOUND 26.00'PROP TREE PROTECTION (TYP)RETPROP SAWCUT ( TY P SAWCUTCONTINUED ONSHEET NO. 12CONTINUEDBELOW14170. 00-COLOR GEN. DWG23- 269 270 271 272 273 274 275 PC +34.75 PT +47.98 PCC +80.98 269 270 271 272 273 274 275 PC +34.75 PT +47.98 PCC +80.98NNAD 8 3 20 SCALE: 1" = 20' 0 50100OLD MEADOW( PR IVATE WAY 40 W IDE MILLSTONE ROAD TOWN WAY - 50' WIDE)MILLSTONE RD CONST BL R&R MB PROP FULL D E P T H PVMT - TYP E 1 PROPMILL & OVERLAYPROPFULLDEPTH PVMT - TY P E 1 R&R MB PROP 5' HMA WALK (TYP) R&R MB REM TREE R& R MB PROP HMA BERM TYPE AMOD. (TYP)ROAD PROPLOAMS E E D T YPR&RMB PROPGRAVE L DR IVEPROPHM A D R I V E PROP HMA DRIVE R& R FENCE PROP TREE PROTECTION (TYP)APPROX LI M I T O FGRADING (TYPPROPHM A DRIVE PROPGRAVE L DR IVEPROPHM A D R I V ESAWCUT PROP HMA D R I VE PROPHMADRIVEPROPHM A D R I V E SAWCUT,LIMIT OF WORK MATCH EXIST PROP M I L L OVER L A Y PROP CEM C O N C W C R PROP CEM CONC WCR PROP CLEA R I N G A N D G R U B B I N G STA 269+72 T O S T A 2 7 175RETMBPROP CLEAR INGANDGR U B BI NG STA274+3 7TO ST A 2 7 4 6 7 PROP GRAVEL DRIVE PROP CLEARING AND GRUBBING STA 270+72 TO STA 271+00 PROP CLE A R I N G A N D G R U B B I N G STA 269+5 9 T O S T A 269 86PROPAGEDPI N E BARK MULC H RET BOUND RET BOUN D 26.00'275 276 277 278 279 280 PC +34. 75 PRC + 62.52 275 276 277278 279 280 PC + 34.75 PRC + 62.52NNAD 83 20 SCALE: 1" = 20'0 50 100MOSS LANE(PRIVATE WAY - 40' WIDE)MILLSTONE ROAD TOWNWAY - 50' WIDE) SAWCUT MILLSTONERDCONST BL REM REM TREE PROP MILL & OVERLAYPROP FULL DEPTH PVMT - TYPE 1RET MB PROP HMA CURB -TYPE 3 PROP 5' HMA WALK (TYP) PROP LOAM & SEED (TYP)PROP FULL DEPTH PVMT - TYPE 1 APPROX LIMIT OF GRADING ( TYP)PROP HMA DRIVE PROP HMA DRIVE PROP HMA DRIVE R&R MB REM & REBUILD BALANCE STONE WALL RET POST PROP GRAVEL DRIVE R&R FENCE RET FENCE R& R FENCE PROP CLEARING AND GRUBBING STA 278+57 TO STA 281+07 PROP FULL DEPTH PVMT - TYPE 2 LIMIT OF WORK MATCH EXIST PROP CEM CONC WCR PROP HMA DRIVE PROP HMA DRIVE PROP HMA DRIVE PROP CLEARING AND GRUBBING STA 276+00 TO STA 276+34 PROP CLEARING AND GRUBBING STA 279+90 TO STA 280+16 R& R BOUND PROP CLEARING AND GRUBBING STA 275+ 71 TO STA 275+84 R&R BOUND 26.00' PROP SAWCUT ( TYP)REM HEDGES PROP HMA BERM - TYPE A MOD. (TYP)CONTINUED ONSHEET NO. 13CONTINUEDBELOW14170. 00- COLOR 281 282 283 284 285 286 PRC +30.57 281 282 283 284 285 286 PRC +30.57NNAD 8 3 20 SCALE: 1" = 20' 0 50100CAPTAIN' S (PRIVATE WAY - 40' WIDE)MILLSTONE ROAD TOWN WAY - 50' WIDE) SAWCUT MILLSTONE RD CONST BL R&R MB RET MB VILLAGE LANER& R MB (2)PROP MILL & OVERLAY PROP 5' HMA WALK (TYP) PROP LOAM & SEED ( TYP)RET MB PROP GRAVEL DRIVE PROP HMA DRIVE PROP GRAVEL DRIVE PROP HMA DRIVE PROP HMA DRIVE PROP HMA BERM TYPE A MOD. ( TYP)APPROX LIMIT OF GRADING (TYP) PROP HMA DRIVE PROP FULL DEPTH PVMT - TYPE 1 PROP FULL DEPTH PVMT - TYPE 1 PROP CLEARING AND GRUBBING STA 281+20 TO STA 285+06 PROP FULL DEPTH PVMT - TYPE 2 RET MB PROP HMA DRIVE PROP HMA DRIVE PROP GRAVEL DRIVE PROP HMA DRIVE LIMIT OF WORK MATCH EXIST PROP CLEARING AND GRUBBING STA 285+69 TO STA 290+73 PROP CLEARING AND GRUBBINGSTA 283+71 TO STA 281+0226. 00'PROP SAWCUT (TYP)287288289290291292 PC +05.71PT + 34.18PRC +87.37 287288289290291292 PC + 05.71PT +34. 18PRC +87.37NNAD 83 20 SCALE: 1" = 20'0 50 100 BEA C H PRIV A T E W A Y - 4 0' WI D E)MILLSTONE ROAD MILLSTONE RD CONST BL R& R MB R&R MB PROP MILL & OVERLAY RET MB PROP GRAVEL DRIVE PROP HMA DRIVE PROP 5' HMA WALK ( TYP)PROP LOAM & SEED ( TYP)PROP HMA BERM TYPE A MOD. (TYP)PROP FULL DEPTH PVMT - TYPE 1 PROP GRAVEL DRIVE PROP HMA DRIVEPROPHMADRIVEPROPGRAVELDRIVE PROP HMA DRIVER&R FENCE R&R FENCE PROP CLEARING AND GRUBBING STA 287+ 77 TO STA 291+64 PROP FULL DEPTH PVMT - TYPE 2 APPROX LIMIT OF GRADING (TYP)PROP CLEARING AND GRUBBING STA 285+ 69 TO STA 290+73 PROP HMA DRIVE REM TOWN WAY - 50' WIDE)PROP CLEARING AND GRUBBING STA 291+71 TO STA 293+23 RET BOUND 26.00'PROP CEMCONC WCR PROP SAWCUT ( TYP)PLU M L A N ECONTINUED ONSHEET NO. 14CONTINUEDBELOW14170.00-COLOR GEN. DWG23-Dec-2020 1:14 PMPlotted onCONTINUED ONSHEET NO. 16TOWN 293 294 295 296 297 298 PC +05 7 1 PRC +59.51 3 293 294 295 296 297 298 PC +05 7 1 PRC +59.51NNAD 8320 SCALE: 1" = 20' 0 50100CRICKET LANE( PRIVATE WAY - 40' WIDE) BARON' S WAY PRIVATE WAY - 40' WIDE) BEACH(PRIVATE WAY - 40' WIDE)MILLSTONE ROAD TOWN WAY - 50' WIDE)MILLSTONERDCONSTBL RET MB PROP MILL & O V E R L A Y PROP 5' HMA WALK ( TYP) PROP LOAM & SEED (TYPSAWCUTSAWCUTSAW C U T APPROX LIMI T O F GRADING (TY P RET MBREMBUSHREM BUSH RET BUSH RET BUSH PROP HMA DR I V E PROP HMADRIVEPROPFULLDEPTHPVMT - TYPE1PROP HMA B ER MTYPEAMOD. T Y PEND GRANTRANSC U R B BEGIN HMA CUR B T Y P E 3 PROP 5.5' HMA WALK PROP CLEARING A N D G R U B B I N G STA 292+84 TO S T A 2 9 4 5 6 PROP FULL DEPTH PVMT - TYPE 1 PROP FULL DEPTH PVMT - TYPE 1 PROP FULL DEPTH PVMT - TYPE 1 LIMIT OF WORK MATCH EXIST LIMIT OFWORKMATCHEXIST LIMIT OF WORK MATCH EXIST PROP HMADRIVE PROP CEM CONC WCR PROP CEM C O N C WCR PROP C L E A R I N G A N D G R U B B I N G STA 291 7 1 T O S T A 2 9 3 2 3 PROP CLEARING AND GRUBBING STA 296+88 TO STA 297+22 PROP CLEARING AND GRUBBING STA 297+15 TOSTA297+ 60 26. 00' PROP SAWCUT ( TYP) PLUM LANEPROP CEM CON C W C R REM TREE 3 298 299 300 301 302 303 304 PT +39.08 PCC +0 1 4 7 PROP PERM E A S E M E N T PROP PERM EASE M E N T298 299 300 301 302 303 304 PT + 39.08 PCC +0 1 4 7NNAD 83 20 SCALE: 1" = 20'0 50100PRELLCIRCLE(PRIVATE WAY - 40' WIDE)MILLSTONEROA DTOWN WAY 4 0 W I D E MILLS T O N E R D C O N S T B L SAWCUT R& R R&R MB PROP MILL & OVERLAY APPROX LIMIT O F GRADING ( TYP)PROP FULL DEP T H PVMT - TYPE 1 PROP HMA B E R M TYPE A MOD T Y P R& R MB( 2)RET MB(2)PROP HMA DRIVE RET MB(2)PROPLOAM &SEED (TYP)PROP5.5' HM AWALK (TYP)RET MB RET MBRETROCKWALLPROPFUL L DEP THPVMT - TYP E 2 PROP FULL D E P T H PVMT - TYPE 1 PROP H M A D R I V E PROP HMA DRIVE PROP GRAVEL DRIVE PROP HMA D R I V E PROP GRAVEL D R I V E PROP HMA D R I V E PROP GRAV E L D R I V E PROP CLEARING AND GRUBBING STA 301+35 TO STA 302+62 PROP CLEARING A N D G R U B B I N G STA 302+40 TO S T A 3 0 2 6 9 PROP FULL D E P T H PVMT - TYPE 2 PROP HMA DRIVE PROP HMA DRIVE LIMIT OF WO RKMEETEXISTPROPHMADR IVE PROPHMACURB - TYPE3REM TREE PROPC LE AR ING AND GR U BBIN GSTA29 867TOSTA29957PROPCLEARINGAND G R U B B I N G STA 298+ 97 T O S T A 300 09PROPPERM E A S E M EN T 26.00' PROP SAWCUT ( TYP)PROP 5.5' H M A W A L K PROP PERM EASE M E N TCONTINUED ONSHEET NO. 15CONTINUEDBELOW14170. 304 305 306 307 308 309310304305306 307 308 309310NNAD 8 3 20 SCALE: 1" = 20' 0 50 100 CAROL ANN(PRIVATE WAY - 40' WIDE)MILLSTONE ROAD MILLSTONE ROAD TOWN WAY - 40' WIDE)MILLSTONE RD CONST BL REM TREERET TREE RET TREE DRIVEPROP MILL & OVERLAYR&R MB R&R MBPROP FULL DEPTH PVMT - TYPE 1 PROP 5.5' HMA WALK (TYP)PROP LOAM & SEED (TYP) PROP HMA DRIVE PROP GRAVEL DRIVE R&R MB RET MB(2) PROP HMA DRIVE PROP HMA BERM TYPE A MOD. ( TYP)RET MB(2) RET MB RET MB RET FENCE REM TREE SAWCUT APPROX LIMIT OF GRADING (TYP) PROP FULL DEPTH PVMT - TYPE 2 PROP HMA DRIVE PROP HMA DRIVE PROP CLEARING AND GRUBBING STA 306+93 TO STA 307+92 PROP CLEARING AND GRUBBING STA 305+56 TO STA 306+55 PROP HMA DRIVE PROP GRAVEL DRIVE PROP HMA DRIVE PROP HMA DRIVE PROP HMA DRIVE PROP HMA DRIVE LIMIT OF WORK MATCH EXIST REM TREE RET MB(3)PROP CLEARING AND GRUBBING STA 304+33 TO STA 305+04 R&R BOUND R&R BOUND 26. 00' PROP SAWCUT (TYP)PROP SHELL DRIVE REM BUSH PROP TREE PROTECTION ( TYP) PROP HMA CURB TYPE 3 310 311 312 313 314 315 316 PC + 20. 12 PRC + 61. 86 4 5 310 311 312 313314 315 316 PC +20. 12 PRC +61. 86NNAD 83 20 SCALE: 1" = 20'0 50 100CAROLANN(PRIVATEWAY - 40' WIDE) RUSSELL'S( TOWN WAY - 40' WIDE)MILLSTONE ROAD TOWN WAY - 40' WIDE) MILLSTONE RD CON S T B LPATHSAWCUT DRIVERET RET RET TREES RET TREE PROP MILL & OVERLAY PROP HMA CURB - TYPE 3 PROP HMA BERM TYPE A MOD. (TYP)PROP HMA DRIVE PROP FULL DEPTH PVMT - TYPE 1 R&R MB PROP 5. 5' HMA WALK (TYP)PROP LOAM & SEED (TYP) RET MB RET MB REM BUSH R&RMB(2)APPROX LIMIT OF GRADING (TYP)PROPHMA DRIVE PROP GRAVEL DRIVE PROP HMA DRIVE END GRAN TRANS C U R B BEGIN HMA CURB - T YPE3PROPFULLDEPTHPVMT - TYPE 2 PROP CLEARING AND GRUBBING STA 312+65 TO STA 313+17PROP CLEARIN G A N D G R U B B I N G STA 310+ 84 TO S TA3 1 1 0 1 PROP 5.5' HMA WALK (TYP) LIMIT OF WORK MATCH EXIST PROP CEM CONC W C R PROP CEM CONC WCR PROPHMADRIVEPROPHMADRIVEPROPHMA DRIVE PROP HMA DRIVE LIMIT OF WORK MATCH EXIST PROP HMA DRI V E PROP SHELL D R I V E PROP CLEARIN G A N D G R U B B I N G STA 309+98 TO S T A 3 1 2 0 8 PROP CLEARING AND GRUBBING 314+ 08 TO STA 314+ 75 PROP CLEARING AND GRUBBING STA 314+56 TO STA314+98PROPHMACURB - TYPE 3 RET BOUND RET BOUNDR& R BOUND RET MB END HMA CURB; BEGIN G R A N TRANS CURB PROP SAWCUT ( TYP)REM TREE 4 5CONTINUED ONSHEET NO. 16CONTINUEDBELOW14170. 00- COLOR 316 317 318 319 320 321 PC +63.09 PT +31.44 PROP PERM EASEM E N T PROP PER M EASEMENT 316 317 318 319 320 321 PC +63.09 PT +31.44NNAD 8 3 20 SCALE: 1" = 20' 0 50 100 MILLSTONE ROAD TOWN WAY - 50' WIDE) MILLSTONE RD C O N S T B L PROP MILL & OVERLAY PROP LOAM & SEED T Y PPROP5' HMA WALK T Y PAPPROXLIMITOFGRADIN G T Y P PROP FULL DEPTH PVMT - TYPE 1 PROP HMA DRIVE (T Y P PROP FULL DEPTH PVMT - TYPE 2 PROP FULL DEPTH PVMT - TYPE 2 PROP FULL DEPTH PVMT - TYPE 1 RET PROP HMA DRIVE R&R MB R&R MB(2) PROP HMA D R I V E PROP HMA B E R M TYPE A - M O D T Y P PROP CLEARING AND GRUBBINGSTA317+66 TO STA 319 18 PROP CLEARING AND GRUBBINGSTA316+45 TO STA 316 92 PROP CLE A R I N G A N D G R U B B I N G STA 320+6 6 T O S T A 3 2 1 8 0 PROP HMA DRIVE PROP HMA DRIVE PROP CLEARING AND GRUBBING STA 318+97 TO STA 320+41 PROP CLEARING AND GRUBBINGSTA317+36 TO STA 318+0726. 00'PROP PERM EASEM E N T PROP PER M EASEMENT PROP SAW C U T T Y P PROP HMA CURB - TYP E 3 END HMA CURB - TYPE 3;BEGIN HMA BERM TYPE A MOD PROP 5.5' HMA WALK 322 323 324 325 326 327 PRC +66. 32 PROP PERM EASEME N T 322 323 324 325 326 327 PRC +66. 32NNAD 83 20 SCALE: 1" = 20'0 50 100 OLD ( PRIVATE WAY - UNDEFINED)MILLSTONE ROAD TOWN WAY - 50' WIDE)MILLSTONE RD CONST BL FREEMAN' S WAYPROP MILL & OVERLAY PROP FULL DEPTH PVMT - TYPE 2 PROP LOAM & SEED (TYP)PROP 5' HMA WALK (TYP)R&R MB(2)APPROX LIMIT OF GRADING (TYP) PROP HMA BERM TYPE A MOD. ( TYP)PROP HMA DRIVE PROP HMA DRIVE R& R MB RET MB REM STONE SWALE R& D POST R& R MB RET MB PROP HMA DRIVE PROP GRAVELDRIVE PROP HMA DRIVE PROP GRAVEL DRIV E PROP FULL DEPTH PVMT - TYPE 1 PROP FULL DEPTH PVMT - TYPE 1 PROP COBBLESTONE DRIVE PROP GRAVEL DRIVE PROP HMA DRIVE PROP HMA DRIVE PROP CLEARING AND GRUBBING STA 321+61 TOSTA325+41PROPCLEARINGANDGRUBBINGSTA322+ 31 TO STA 32 6 1 6 RET BOUND R& R BOUND 26. 00'PROP PERM EASEME N T PROP HMA DRIVE PROP SAWCUT (TYP)CONTINUED ONSHEET NO. 17CONTINUEDBELOW14170.00-COLOR GEN. DWG23-Dec-2020 1:16 PMPlotted onCONTINUED ONSHEET NO. 19TOWN 330+2 2 0 5 326 327 328 329 330 PT + 7 7 7 7 PCC +91.3 6 PCC +00.72 330+2 2 0 5 326 327 328 329 330 PT + 7 7 7 7 PCC +91.3 6 PCC +00.72NNAD 8 3 20 SCALE: 1" = 20' 0 50 100 LONG POND ROAD ( ROUTE 137)( COUNTY WAY - 60' WIDE) C A P EL A N E P R I V A T E W AY40W I D E MILLSTONE RO A D TOWN WAY -5 0 W I D E MILLSTON E R D C O N S T B L LIMIT OF WORK MEET EXISTSAWCUTPROP MILL & OVERLAY LIMIT O F W O R K STA 330 0 7 0 9 N 27342 1 3 0 9 7 8 E 10507 7 5 1 1 5 3 PROP HMA DRIVE PROP HMA BERMTYPE A MOD. (TYP)R&R MB(2)R& D BOULDER RET BOULDER RET BOULDER PROP LOA M S E E D T Y P PROP 5' H M A W A L K T Y P APPROX L I M I T O F GRADINGT Y P PROP HMA D R I V E PROP GRA V E L D R I V E RET R&R MB PROP FUL L D E P T H PVMT - TY P E 2 PROP HMA D R I V E PROP CEM CONC WCRPROP TRE E P R O T E C T I O N T Y P PROP CLE A R I N G A N D G R U B B I N G STA 327+3 1 T O S T A 3 2 8 7 4 PROP CLE A R I N G A N D G R U B B I N G STA 325+7 0 T O S T A 3 2 7 3 6 R&RBOUN D 26. 00'PROPCOB B L E STO NEDR I VEPROP LOAMSEEDLIMIT OFWORKMEETEXISTPRO P HM ACURB T Y P E 3 PR O P F U L L D E P T H PV M T T Y P E 2 PROP SAW C U T 200 201 202 203 204 205 PC +64.63 PT 0968NNAD 83 20 SCALE: 1" = 20' 0 50 100 MILLSTO NE R O ADPURITANDRIVE(TOWN WAY - 40' WIDE)ROUTE 6A( STATE HIGHWAY - VARIABLE WIDTH)MILLSTO N E R O A D TOWN W A Y 4 0 W I D E LIMIT OF WORK STA 200+17.68 N 2745704.0369 E 1053236.7732 PROP HM A D R I V E PROP 5.5' HMA W A L K APPROX LI MITO FGRADINGTY PPROP L O A M S E E D T Y P MILLSTON ERD CONSTBLPROPH M A B E R M TYPEAMO D SAWCUT SAWCUTPROP SAWCUT (TYP)RE M T R E E PROP TR E E P R O T E C T I O N T Y P REM TREE PROP FULL DEPTH PVMT - TYPE2PROP FULLDEPTHPVMT - TYPE1 PROP FULL D EPT HPVMTT YPE2PR OP F ULLD E P TH PVMTT YPE1PRO P M I L L OV E R L A Y PROP HM A C U R B T Y P E 3 RET LIMIT OFWO RK MATCH EXI STLIM ITOFW OR K ME E T E X I S T RE T R&R STOCKADE FENCE PROP CEM CONC WCR PROP CL E A R I N G A N D G R U B B I N G STA 200+5 1TO S T A 2 0 282 PR O P 5 H M A W A L K REM BEGIN 5' HMAWALKSTA203+ 37.99 REM TREE R&R B O U N D 25.00'RET BOUND 26.00' REM TREE PROP LO A M S E E D T Y P PROP CL E A R I N G A N D G R U B B I N G STA 200+45 TOS T A2007 4PRO P P E R M E A S E M E NTENDGRAN TRANSCURB,BEGINHMA CURB - TYPE 3 ENDHMACU RBTY P E3BEGIN HMA B E R M T Y P E A M ODR&R CURB R&R CURB PROP CEM CONC WCR REM T REER&S CURB 1 2 205 206 207 208 209 210PC + 25.16PT + 09.68N NAD 83 20 SCALE: 1" = 20' 0 50 100 MILLSTONE ROAD TOWN WAY - 40' WIDE)CAPE COD RA IL TRA IL DEPARTMENT OF CONSERVAT ION RECREAT ION 825WIDEMILLSTONERD CONST BL REM TREE APPROX LIMIT OF GRADING (TYP) PROP LOAM & SEED ( TYP)PROP TREE PROTECTION (TYP)PROPGRAVELDRIVEPROP 5' HMA WALK ( TYP)PROP SAWCUT (TYP)PROP FULL DEPTH PVMT - TYPE 1 PROP MILL & OVERLAY PROP HMA DRIVE PROP HMA DRIVEPROP FULL DEPTH PVMT - TYPE 2 PROP FULL DE P T H PVMT - TYPE 1 PROP FULL DE P T H PVMT - TYPE 2 PROP HMA BERM TYPE A MOD. ( TYP)PROP HMA BERM,TYPE A MOD. (TYP) PROP HMA DRIVE PROP HMA CURB - TYPE 3 PROP CEM CONC ISLAND SAWCUT,LIMIT OF WORK MEET EXIST R&R BOULDER R&R BOULDER SAWCUT,LIMIT OF WORK MEET EXIST RET FENCE RET MB R&R MB(2)R&D POST R&D POST R&R STOCKADE FENCE R& R STOCKADE FENCE R&R FENCE REM & REBUILD B A L A N C E S T O N E W A L L R&R BOULDER R&R BOULDER PROP CLEARING AND GRUBBING STA 207+04 TO STA 209+69 PROP CLEARIN G A N D G R U B B I N G STA 208+08 TO S T A 2 1 0 7 6 END 5' HMA WALK STA 209+ 14.17 BEGIN VARIABLE WIDTH HMA WALK END HMA BERM TYPE A MOD;BEGIN HMA CURB - TYPE 3 REM TREE PROP CLEARING AND GRUBBING STA 206+25 TO STA 206+71 PROP CLEARING AND GRUBBING STA 206+ 92 TO STA 207+41 RET BOUND 26. 00' PROP LOAM & SEED ( TYP)PROP PERM EASEMENT PROP HMA CURB - TYPE 3 END HMA CURB - TYPE 3;BEGIN HMA BERM TYPE 210 211 212 213 214 215 216 PC +52.58 PT +85.27NNAD 83 20 SCALE: 1" = 20' 0 50 100 HENRY'S ROAD(PRIVATE WAY - 40' WIDE)MILLSTONE ROAD TOWN WAY - 40' WIDE) PROP HMA DRIVE REM TREE REM TREE REM TREE PROP HMA DRIVE PROP HMA BERM TYPE A MOD. (TYP) MILLSTONE RD CONST BL PROP SAWCUT (TYP)PROP MILL &OVERLAY PROP FULL DEPT H PVMT - TYPE 1 PROP FULL DEPTH PVMT - TYPE 2 PROP FULL DEPTH PVMT - TYPE 1 PROP GRAVEL DRIVE PROP GRAVEL DRIVE PROP HMA DRIVE PROP FULL DEPTH PVMT - TYPE 2 PROP 5' HMA WALK ( TYP)PROP HMA DRIVE PROP GRAVEL DRIVE PROP HMA DRIVE APPROX LIMIT OF GRADING (TYP)PROP LOAM & SEED ( TYP)PROP HMA DRIVE PROP HMA DRIVE PROP HMA DRIVE SAWCUT RETBEGIN RET WALL STA 214+15.21 END RET WALL STA 215+09. 94 R&R MB R&R FENCE RET R&R MB R&R MB R&R MB R&RMBR& R MB R&R MBLIMIT OF WORK MEETEXISTPROP GRAVELDRIVEPROPCLEARINGANDGRUBBINGSTA208+08 TOS T A 2 1 0 7 6 PROP CLEARING AND GRUBBING STA 210+94 TO STA 214+14 PROP CLEARING AND GRUBBING STA 213+87 TO STA 214+45 PROP CLEARING AND GRUBBING STA 214+30 TO STA 214+ 97 PROP FULL DEPTH PAVEMENT - TYPE 1 END HMA CURB - TYPE 3,BEGIN HMA BERM TYPE A MOD.R&R BOUND R& R MB RET CONC POSTS(6)RET RET STONE RET WALL R&R BOUND PROP EROSION CONTROL R&R BOUND R&R BOUND R& R BOUND PROP HMA CURB - TYPE 3 26.00'MILLSTONE ROAD RET HEDGES123 216 217218 219 220 221 222PRC +79. 92 PRC +37.55NNAD 83 20 SCALE: 1" = 20'0 50 100KING PHILIP ROAD( PRIVATE WAY - 40' WIDE)MILLSTONE ROAD TOWN WAY - 40' WIDE)MILLSTONE RD CONST BL SAWCUT PROP FULL DEPTH PVMT - TYPE 1 REM TREE PROP GRAVEL DRIVE PROP HMA DRIVE REM TREE PROP TREE PROTECTION (TYP) PROP FULL DEPTH PVMT - TYPE 2 PROP FULL DEPTH PVMT - TYPE 2 PROP FULL DEPTH PVMT - TYPE 1 REM TREE PROP SHELL DRIVE PROP SHELL DRIVE PROP TREE PROTECTION ( TYP)PROP HMA DRIVE PROP HMA DRIVE PROP 5' HMA WALK (TYP) PROP COBBLESTONE DRIVER&R MB PROP HMA DRIVE PROP HMA DRIVE PROP GRAVEL DRIVE PROP SAWCUT (TYP)PROP MILL & OVERLAY APPROX LIMIT OF GRADING ( TYP)PROP LOAM & SEED (TYP)PROP HMA DRIVER&R MB (2) R&R LANDSCAPE WALL R&R LANDSCAPE WALL END RET WALL STA 219+ 85.09 PROP HMA BERM TYPE A MOD. (TYP) PROP HMA DRIVE PROP HMA DRIVE PROPHMADRIVEPROP SHELL DRIVE BEGIN RET WALL STA 219+37.47 REM BUSH RET MBR&R MB R&R MB R&R MB LIMIT OF WORK MEET EXIST PROP FULL DEPTH PVMT - TYPE 1 PROP CLEARING AND GRUBBING STA 221+65 TO STA 222+ 15 PROP CLEARING AND GRUBBING STA 216+71 TO STA 216+ 83 PROP GRAVEL DRIVE PROP CLEARING AND GRUBBING STA 218+48 TO STA 219+ 61 R&R BOUND R&R BOUND RET BOUND R&R BOUND 26. 00'PROP SHELL DRIVE PROP SHELL DRIVE R&R POST R&R POST R&R POST RETR& R POST REM TREE PROP 3' LOAM & SEED PROP 2' LOAM & SEED PROP HMA CURB -TYPE 3CONTINUED ONSHEET NO. 08CONTINUEDBELOW14170.00_ 222 223 224 225 226 227 228 PC +77.11 PT +79.15 PT +06 99NNAD 83 20 SCALE: 1" = 20' 0 50 100 BLUEBERRY(PRIVATE WAY - 40' WIDE)MILLSTONE ROAD TOWN WAY - 40' W I D E PROP FULL DEPTH PVMT - TYPE 2 PROP FULL DEPTH PVMT - TYPE 1 PROP HMA DRIVE PROP GRAVEL DRIVE REM TREE REM & REBUILD BALANCE STONE WA L L PROP FULL DEPTHPVMT - TYPE 2 PROPFULL DEPTHPVM T T Y PE1PROP MILL & OVERLAY PROP SAWCUT (TYP) APPROX LIMIT OF GRADING (TYP) PROP 5' HMAWALK (TYP)PROPHMABERMTYPE A MOD. T Y P PROP HMA DRIVE PROP HMA DRIVE PROP TREE PROTECTION ( TY P PROPHMADRIVEPROPHMA D R I V E APPROX LIMIT OF GRADING (TYP)PROPHMA DRIVEPROPHMA D RIV E REM TR E E MILLSTONE RD CO N S T B L PROP LOAM & SEED T Y P PROP HMADRIVEPROP HMA DRIVE SAWC U T RET MB RET MB RET MB REM BOULDER RET MB REM TREE R&R MB POND DRIVEPROP CLEARING AND GRUBBING STA 222+39 TO STA 223+04RETROCKWALLPROPCL EAR INGANDGR U B BI NG STA2267 8TO ST A 2 2 9 2 3 RET PROP CLEARING AND GRUBBING STA 226+ 06 TO STA 226+ 31 RET RET PROP CLEARING AND GRUBBING STA 225+ 09 TO STA 225+85 RET RET PROP CEM CONC WCR LIMIT OF WORK MATCH EXIST PROP CLEARING AND GRUBBING STA 221+89 TOSTA 223+12PROP CLEARINGANDGRUBBINGSTA226+00TO ST A 26283REM BO U L D E R RET POST R&R BOUND R&R BOUND RETBOUND26.00'PROPPERMEASEMENTPROPPERM E A S E M E N T REM TREE PROP HMA CURB - TYPE 3 228 229 230231 232 233 PC +33.69 PT +06.99NNAD 83 20 SCALE: 1" = 20'0 50 100 PINEWOOD DRIVE( PRIVATE WAY - 40' WIDE) ANAWAN ROAD(PRIVATE WAY - 40' WIDE) MILLSTONE ROAD TOWN WAY - 40' WIDE)MILLSTONE RD CONST BL SAWCUT PROP FULL DEPTH PVMT - TYPE1 PROP FULL DEPTH PVMT - TYPE 2 REM TREE PROP SHELL DRIVE PROP GRAVEL DRIVE PROP HMA DRIVE REM TREEPROPHMA DRIVE PROP HMA DRIVE PROP HMADRIVEPROPHMABERMTYPEA MOD. (TYP)PROP SAWCUT (TYP) PROP FULL DEPTH PVMT - TYPE 1 PROP MILL &O V E R L A YAPPROXLIMITOF GRADING (TYP)PROP LOAM & SEED (TYP) PROP 5' HMA WALK (TYP)REM BOULDER REM TREE R&R MBR&R MB R& R MB R&R MB RET MB PROP CLEARING AND GRUBBING STA 226+78 TO STA 229+23 RET BOULDER PROP CLEARING AND GRUBBING STA 231+23 TO STA 232+ 35 LIMIT OF WORK MATCH EXIST PROP HMA DRIVE PROP CLEARING AND GRUBBING STA 229+ 40 TO STA 229+64 PROP CLEARING AND GRUBBING STA 230+ 61 TO STA 230+97 PROP CLEARING AND GRUBBING STA 227+72 TO STA 229+ 09 PROP CLEARING AND GRUBBING STA 231+56 TO STA 232+59 RET BOUND R&R BOUND R&R BOUND RET MB 26.00'PROP PERM EASEMENT PROP TREE PROTECTION ( 234 235 236 237 238 239 PC +54.70 PT +02.59 PCC +98.71 PCC +61.07NNAD 83 20 SCALE: 1" = 20' 0 50100PINEWOOD DRIVE(PRIVATE WAY - 40' WIDE)SANDPIPER( PRIVATE WAY - 40' WIDE)HOBNOB ROAD(TOWNWAY - 40' WIDE)MILLSTONE ROADTOWNWAY - 50' WIDE)REMTREEREMTREEREMTREEPROPCLEARINGANDGRUB B INGSTA 235+48TOST A 2 3 720PROPGRA VELDR I VEREMTREEPROPGR A VELDR IV EPROPGRAVEL DRIVEAPPROXL I M I T O F G R A D ING TYPPROP 5' HMAWA L K T Y P PROP LO A M S E EDT YPMILLSTONERDCONSTB L PROPFUL LDEPTHPVMT - TYP E 1 PROP FULLDEPT H PVMT - T Y P E 2 PROP FULL DE P T H PVMT - TYPE 2 PROP FULL DEPTH PVMT - TYPE 1 PROP SAWC U T T Y P PROP MILL & OVE R L A Y PROP GRAVEL DRIVE PROP GRAV E L D R I V E PROP GRAV E L DRIVE PROP HMA D R I V E PROP FU L L D E P T H PVMT - T Y P E1 SAWCUTSAWCUTSAWCUTPROPHMA BER MTYPE AMOD. (TYP PROP HMADRI V E PROP HM A D R IVEREM BOULD E R R&RMBRETMBLANEPROPCEMCON C W C R LIMIT OF W O R K MATCH E X I S T LIMIT OF WORK MATCH EXIST LIMIT OF WORK MATCH EXIST PROP HMADRIVE PROPHMADRI V EPROPCEMCONCWC RPROPHM ADRIVEPROPCLE A R IN GA NDG RUB BI N G STA 234+2 0 T O S T A 2 3 4 6 7 PROP CLEA R I N G A N D G R U B B I N G STA 238+98T O S T A 2 4 0 0 8 RET BOULDERS RET MB 26. 00'REM TRE E PROP TREE PRO T E C T I O NT Y P240 241 242 243 244 245 PC +70. 62 PT + 48.09 PCC +61. 0 7 NNAD8320SCALE: 1" = 20' 050 100DRIVEPRIVATEWAY - 40' WIDE) PILGRIM'S WAY(PRIVATE WAY - 40' WIDE)RED FAWN ROAD( TOWN WAY - 40' WIDE)MILLSTONE ROAD TOWN WAY - 50' WIDE) MILLSTONE RDCO N S T B L SA W C U T SAWCUT SAWCUT PROP LOAM & SEED (TYP) PROP SAWCUT (TYP) PROP MILL & OVERLAY APPROX LIMIT OF GRADING (TYP)PROP 5' HMA WALK ( TYP)PROP GRAV E L DRIVE PROP FULL DEPTH PVMT - TYPE1PROPHMADRIVEPROP GRAVEL DRIVE PROPHMADRIVEPROPGRAVELDRIVEPROPFULLDEPTHPVMT - TYPE2 PROP FULL DEPTH PVMT - TYPE 1 PROP HMA DRIVE PROP HMA DRIVE PROP FULL DEPTH PVMT - TYPE 1PROP HMA CURB - TYPE 3 PROP HMA B E R M TYPE A M O D T Y P REM BOULDER PROP HMA DRIVE PROP TREE PROTECTION (TYP)R& R FENCE RET MB RET MB RET MB RET MB PROP CLEARING AND GRUBBING STA 243+94 TO STA 245+09 PROP CLEARING AND GRUBBING STA 240+87TO STA 242+53 PROP CEM CONC WCR PINEWOODLIMIT OF WORK MATCH 246 247 248 249 250 251 PT +34.71NNA D 8 3 20 SCALE: 1" = 20' 0 50100PILGRIM'S WAY(PRIVATE WAY - 40' WIDE)FARM WAY(PRIVATE WAY 50 W IDE) MILLSTONE ROAD TOWN WAY - 50' WIDE)PROPHMADRIVEPROPHMA DRIVEPROPGRAVELDRIVEPROP FULLDEP THPVMT - TYPE1 MILLST O NER DCONS T BLPROPHMA DRIVE PROP G R A V E L D R I V E SAWCU T PROP MILL OVERLAY R&D BOULDER PROP LOAM SEED (TY P RET PROP 5' HM A W A L K T Y P R&D CONC P O S T RET PROP HMA BERM TYPE A MOD. (TYP) PROP HMA BERM TYPE A MOD. (TYP)APPROX LIMIT OF GRADING ( TYP) PROP SA W C U T T Y P RET RET RET RET LUNDPROP FULL D E P T H PVMT - TYP E 1 PROP LOAM S E E D T Y P PROP5' HMA WALKTYP PROP M I L L O V E R L A Y PROP CLEARING AND GRUBBING STA 249+39 TO STA 251+90 PROP CLEA R I N G A N D GRUBBING PROP FULL D E P T H PVMT - TYP E 2 PROP FU LLDE P THPVMT - TYPE1 SAWCU T PROP C E M C O N C W C R PROP CEM C O N C W C R PROP CEM C O N C W C R LIMIT OF W O R K MATCH EXI S T PROP CE M C O N C WCRPROPCLEARINGAND GRUBBING STA 248+82 TO STA 250+09SAWCUTSAWCUTR&RMBRET PROPCLEARIN G AND GR UB BIN GSTA2 45 5 3 T O S T A 2 4 6 0 4R& R BOU N D 26.00'251252 253 254 255 256 25 7 PC + 58.8 3 PCC + 75.44NN A D 8 3 20 SCALE: 1" = 20'0 50 100 JOE L O N G R O A DPRIVATEWAY - 4 0' WI D E)MILLSTONE ROA D TOWN WAY - 50' W I D E MILLSTO N E RD C O N S T B L SAWCUTRETRET RET RET RET RET RE T PROP MILL O V E R L A Y PROP F U L L D E P T H PVMT - T Y P E 1 PROP F U L L D E P T H PVMT - T Y P E 2 PROP L O A M S EED T Y P PROP LOAM & SEED (TYP)PROP 5' HMA WALK (T Y P PROP 5' HMA WALK (TYP) PROPHMA DRIVEPROPCLEARING ANDGRUBBINGSTA252+94TOSTA255+48PROPHM ADRIV E PRO P G R A V E L D R I V EREMBOU L D E R PROP HMA BERM TYPE A MOD. (TYP)PROPFULLDEPTHPVMT - TYPE2PROPFULLDEPTH PVMT - TYPE 2PROPF U LL DEPT HPVMTTY PE 2PROPF U L L D E P T H PVM T T Y P E 1 R&R MB APPROX LIMIT OF GRADING (TYP)PROP C L E A R I N G A N D G R U B B I N G STA 252 0 1 T O S T A 2 5 5 1 7 PROP C L E A R I N G A N D G R U B B I N G STA25113TOSTA25 278 PROPCLEAR I NGA ND GR UBBING STA2 5564TOSTA25 714 PROPCLEAR I NGA ND GR UBBING STA2 5 5 6 2 T O S T A 2 5 9 52 PROP C E M C O N C W C RRETMBPROPCEMCONC WCR LIMIT OF WORK MATCH EXIST REM B O U L D E R RE M T R E E RET R&R BO U N D 26.00' PROPSAWCUT (TYP)PROPPER MEASEMEN T PR O P P E R M E A S E M E N TCONTINUED ONSHEET NO. 11CONTINUEDBELOW14170.00_HD( 257 258 259 260 261 262 263 PC +56.56 PT +61.62NNAD 83 20 SCALE: 1" = 20' 0 50100FERN LANE( PRIVATE WAY 40 W IDE)MILLSTONE ROAD TOWN WAY - 50' WIDE)SAWC U T MILLSTONE RD CONST BL RETRET R& R MB PROP MILL OVERLAY PROP HMA BERM, TYPE A MOD. (TYP) RET PROP FULL DEPTH PVMT - TYPE 1 END RET WALL STA 260+90. 00 BEGIN RET WALL STA 260+13. 60 PROP HMA DRIVE PROP 5' HMA WALK (TYP)PROP 5' HMA WALK (TYP) PROP LOAM & SEED ( TYP)RETPROP HMA DRIVE PROP SHELL DRIVE PROP HMA DRIVE PROP HMA DRIVE PROP GRAVEL DRIVE R&R MB( 2)PROP HMA DRIVE PROP GRAVEL DRIVE PROP FULL DEPTH PVMT - TYPE 2 RET MB R&R MB PROP LOAM & SEED ( TYP)PROP GRAVEL DRIVE PROP HMA DRIVE APPROX LIMIT OF GRADING(TYP) RET PROP HMA DRIVE R&R FENCE R& R FENCE R&R RET BOULDER PROP CLEARING AND GRUBBING STA 255+62 TO STA 259+52 PROP CEM CONC WCR REM REM RET BOULDERS LIMIT OF WORK MEET EXIST PROP CEM CONC WCR PROP CEM CONC WCR RET BOULDERS PROP CLEARING AND GRUBBING STA 261+18 TO STA 262+46 PROP CLEARING AND GRUBBING STA 259+33 TO STA 259+43 PROP CLEARING AND GRUBBING STA 261+41 TO STA 261+67 RET FENCE PROP CLEARING AND GRUBBING STA 262+28 TO STA 262+50 RET BOUND R&R BOUND R& RBOUND RET BOUND RET BOUND26.00'PROP SAWCUT ( TYP) PROP PERM EASEMENT 263 264 265 266 267268 269 PRC + 06.7 0NNAD 83 20 SCALE: 1" = 20'0 50 100 AGASSIZSTREET(PRIVATEWAY - 40' WIDE)PONDROAD( TOWN WAY - VARIABLE WIDTH)MILLSTONE ROAD TOWN WAY - 50' W I D E SAWCUT SAWC U T MILLSTONE RD CO N S TBL CLIFFREMTREEREMTREEPROP5' HMAWALK (TYP)PROP LOAM & SEED (TYP)PROP FU LLDE P T H PVMT - T Y P E 1 PROP MILL & OVERLAY REM T R E E REM TREE REM TREE PROP HMA DRIVERETMBPROPGRAVELDRIVER&R MB RET MB PROP HMA DRIVE RET MB REM B O U L D E R S PROP HMA DRIVE PROP HMA DRIVE PROP HMA DRIVE PROPGRAVELDR I V EPROPGRAVEL DR I V E PROP HMA DRIVE R&R FEN C E R&R FEN CER&RFENCEPROPTREEPROTECTION (T YPAPPROXLIMIT OF GRADING (TYP)PROP FU L L D E P T H PVMT - T Y P E 2 PROP FULL DEPTHPVMT - TYPE1PROPCLEARINGAND GRUBBING STA262+76TOSTA263+97RETPROP HM A D R I V E PROPCEMCONCWCR LIMIT OFWORK MATCHEXISTLIMITOFWOR K MATCH E X I S T PROP MIL L O V E R L A Y PROP CLEARING AND GRUBBING STA 263+47 TO STA 264+51 PROP CLEARING A N D G R U BBI N G STA 265+00 TO STA 2 6 5 3 5 R&R BOU N D R&R BOUND 26.00'PROP TREE PROTECTION (TYP)RETPROP SAWCUT ( TY P SAWCUTCONTINUED ONSHEET NO. 269 270 271 272 273 274 275 PC +34.75 PT +47.98 PCC +80.98NNAD 8 3 20 SCALE: 1" = 20' 0 50100OLD MEADOW( PR IVATE WAY 40 W IDE MILLSTONE ROAD TOWN WAY - 50' WIDE)NNAD 8 3 MILLSTONE RD CONST BL R&R MB PROP FULL D E P T H PVMT - TYP E 1 PROPMILL & OVERLAYPROPFULLDEPTH PVMT - TY P E 1 R&R MB PROP 5' HMA WALK (TYP) R&R MB REM TREE R& R MB PROP HMA BERM TYPE AMOD. (TYP)ROAD PROPLOAMS E E D T YPR&RMB PROPGRAVE L DR IVEPROPHM A D R I V E PROP HMA DRIVE R& R FENCE PROP TREE PROTECTION (TYP)APPROX LI M I T O FGRADING (TYPPROPHM A DRIVE PROPGRAVE L DR IVEPROPHM A D R I V ESAWCUT PROP HMA D R I VE PROPHMADRIVEPROPHM A D R I V E SAWCUT,LIMIT OF WORK MATCH EXIST PROP M I L L OVER L A Y PROP CEM C O N C W C R PROP CEM CONC WCR PROP CLEA R I N G A N D G R U B B I N G STA 269+72 T O S T A 2 7 175RETMBPROP CLEAR INGANDGR U B BI NG STA274+3 7TO ST A 2 7 4 6 7 PROP GRAVEL DRIVE PROP CLEARING AND GRUBBING STA 270+72 TO STA 271+00 PROP CLE A R I N G A N D G R U B B I N G STA 269+5 9 T O S T A 269 86PROPAGEDPI N E BARK MULC H RET BOUND RET BOUN D 26.00'275 276 277278 279 280 PC + 34.75 PRC + 62.52NNAD 83 20 SCALE: 1" = 20'0 50 100MOSS LANE(PRIVATE WAY - 40' WIDE)MILLSTONE ROAD TOWNWAY - 50' WIDE) SAWCUT MILLSTONERDCONST BL REM REM TREE PROP MILL & OVERLAYPROP FULL DEPTH PVMT - TYPE 1RET MB PROP HMA CURB -TYPE 3 PROP 5' HMA WALK (TYP) PROP LOAM & SEED (TYP)PROP FULL DEPTH PVMT - TYPE 1 APPROX LIMIT OF GRADING ( TYP)PROP HMA DRIVE PROP HMA DRIVE PROP HMA DRIVE R&R MB REM & REBUILD BALANCE STONE WALL RET POST PROP GRAVEL DRIVE R&R FENCE RET FENCE R& R FENCE PROP CLEARING AND GRUBBING STA 278+57 TO STA 281+07 PROP FULL DEPTH PVMT - TYPE 2 LIMIT OF WORK MATCH EXIST PROP CEM CONC WCR PROP HMA DRIVE PROP HMA DRIVE PROP HMA DRIVE PROP CLEARING AND GRUBBING STA 276+00 TO STA 276+34 PROP CLEARING AND GRUBBING STA 279+90 TO STA 280+16 R& R BOUND PROP CLEARING AND GRUBBING STA 275+ 71 TO STA 275+84 R&R BOUND 26.00' PROP SAWCUT ( TYP)REM HEDGES PROP HMA BERM - TYPE A MOD. (TYP)CONTINUED 281 282 283 284 285 286 PRC +30.57NNAD 8 3 20 SCALE: 1" = 20' 0 50100CAPTAIN' S (PRIVATE WAY - 40' WIDE)MILLSTONE ROAD TOWN WAY - 50' WIDE) SAWCUT MILLSTONE RD CONST BL R&R MB RET MB VILLAGE LANER& R MB (2)PROP MILL & OVERLAY PROP 5' HMA WALK (TYP) PROP LOAM & SEED ( TYP)RET MB PROP GRAVEL DRIVE PROP HMA DRIVE PROP GRAVEL DRIVE PROP HMA DRIVE PROP HMA DRIVE PROP HMA BERM TYPE A MOD. ( TYP)APPROX LIMIT OF GRADING (TYP) PROP HMA DRIVE PROP FULL DEPTH PVMT - TYPE 1 PROP FULL DEPTH PVMT - TYPE 1 PROP CLEARING AND GRUBBING STA 281+20 TO STA 285+06 PROP FULL DEPTH PVMT - TYPE 2 RET MB PROP HMA DRIVE PROP HMA DRIVE PROP GRAVEL DRIVE PROP HMA DRIVE LIMIT OF WORK MATCH EXIST PROP CLEARING AND GRUBBING STA 285+69 TO STA 290+73 PROP CLEARING AND GRUBBINGSTA 283+71 TO STA 281+0226. 00'PROP SAWCUT (TYP)N287288289290291292 PC + 05.71PT +34. 18PRC +87.37NNAD 83 20 SCALE: 1" = 20'0 50 100 BEA C H PRIV A T E W A Y - 4 0' WI D E)MILLSTONE ROAD MILLSTONE RD CONST BL R& R MB R&R MB PROP MILL & OVERLAY RET MB PROP GRAVEL DRIVE PROP HMA DRIVE PROP 5' HMA WALK ( TYP)PROP LOAM & SEED ( TYP)PROP HMA BERM TYPE A MOD. (TYP)PROP FULL DEPTH PVMT - TYPE 1 PROP GRAVEL DRIVE PROP HMA DRIVEPROPHMADRIVEPROPGRAVELDRIVE PROP HMA DRIVER&R FENCE R&R FENCE PROP CLEARING AND GRUBBING STA 287+ 77 TO STA 291+64 PROP FULL DEPTH PVMT - TYPE 2 APPROX LIMIT OF GRADING (TYP)PROP CLEARING AND GRUBBING STA 285+ 69 TO STA 290+73 PROP HMA DRIVE REM TOWN WAY - 50' WIDE)PROP CLEARING AND GRUBBING STA 291+71 TO STA 293+23 RET BOUND 26.00'PROP CEMCONC WCR PROP SAWCUT ( TYP)PLU M L A N ECONTINUED ONSHEET NO. 14CONTINUEDBELOW14170.00_HD(GEN)_ STAKING POINTS.DWG25-Nov-2020 293 294 295 296 297 298 PC +05 7 1 PRC +59.51NNAD 8320 SCALE: 1" = 20' 0 50100CRICKET LANE( PRIVATE WAY - 40' WIDE) BARON' S WAY PRIVATE WAY - 40' WIDE) BEACH(PRIVATE WAY - 40' WIDE)MILLSTONE ROAD TOWN WAY - 50' WIDE)MILLSTONERDCONSTBL RET MB PROP MILL & O V E R L A Y PROP 5' HMA WALK ( TYP) PROP LOAM & SEED (TYPSAWCUTSAWCUTSAW C U T APPROX LIMI T O F GRADING (TY P RET MBREMBUSHREM BUSH RET BUSH RET BUSH PROP HMA DR I V E PROP HMADRIVEPROPFULLDEPTHPVMT - TYPE1PROP HMA B ER MTYPEAMOD. T Y PEND GRANTRANSC U R B BEGIN HMA CUR B T Y P E 3 PROP 5.5' HMA WALK PROP CLEARING A N D G R U B B I N G STA 292+84 TO S T A 2 9 4 5 6 PROP FULL DEPTH PVMT - TYPE 1 PROP FULL DEPTH PVMT - TYPE 1 PROP FULL DEPTH PVMT - TYPE 1 LIMIT OF WORK MATCH EXIST LIMIT OFWORKMATCHEXIST LIMIT OF WORK MATCH EXIST PROP HMADRIVE PROP CEM CONC WCR PROP CEM C O N C WCR PROP C L E A R I N G A N D G R U B B I N G STA 291 7 1 T O S T A 2 9 3 2 3 PROP CLEARING AND GRUBBING STA 296+88 TO STA 297+22 PROP CLEARING AND GRUBBING STA 297+15 TOSTA297+ 60 26. 00' PROP SAWCUT ( TYP) PLUM LANEPROP CEM CON C W C R REMTREE 3298 299 300 301 302 303 304 PT + 39.08 PCC +0 1 4 7NNAD 83 20 SCALE: 1" = 20'0 50 100PRELLCIRCLE(PRIVATE WAY - 40' WIDE)MILLSTONEROA DTOWN WAY 4 0 W I D E MILLS T O N E R D C O N S T B L SAWCUT R& R R&R MB PROP MILL & OVERLAY APPROX LIMIT O F GRADING ( TYP)PROP FULL DEP T H PVMT - TYPE 1 PROP HMA B E R M TYPE A MOD T Y P R& R MB( 2)RET MB(2)PROP HMA DRIVE RET MB(2)PROPLOAM &SEED (TYP)PROP5.5' HM AWALK (TYP)RET MB RET MBRETROCKWALLPROPFUL L DEP THPVMT - TYP E 2 PROP FULL D E P T H PVMT - TYPE 1 PROP H M A D R I V E PROP HMA DRIVE PROP GRAVEL DRIVE PROP HMA D R I V E PROP GRAVEL D R I V E PROP HMA D R I V E PROP GRAV E L D R I V E PROP CLEARING AND GRUBBING STA 301+35 TO STA 302+62 PROP CLEARING A N D G R U B B I N G STA 302+40 TO S T A 3 0 2 6 9 PROP FULL D E P T H PVMT - TYPE 2 PROP HMA DRIVE PROP HMA DRIVE LIMIT OF WO RKMEETEXISTPROPHMADR IVE PROPHMACURB - TYPE3REM TREE PROPC LE AR ING AND GR U BBIN GSTA29 867TOSTA29957PROPCLEARINGAND G R UBBINGSTA298+ 97 T O S T A 300 09PROPPERM E A S E M EN T 26.00' PROP SAWCUT ( TYP)PROP 5.5' H M A W A L K PROP PERM EASE M E 304 305 306 307 308 309310NNAD 8 3 20 SCALE: 1" = 20' 0 50 100 CAROL ANN(PRIVATE WAY - 40' WIDE)MILLSTONE ROAD MILLSTONE ROAD TOWN WAY - 40' WIDE)MILLSTONE RD CONST BL REM TREERET TREE RET TREE DRIVEPROP MILL & OVERLAYR&R MB R&R MBPROP FULL DEPTH PVMT - TYPE 1 PROP 5.5' HMA WALK (TYP)PROP LOAM & SEED (TYP) PROP HMA DRIVE PROP GRAVEL DRIVE R&R MB RET MB(2) PROP HMA DRIVE PROP HMA BERM TYPE A MOD. ( TYP)RET MB(2) RET MB RET MB RET FENCE REM TREE SAWCUT APPROX LIMIT OF GRADING (TYP) PROP FULL DEPTH PVMT - TYPE 2 PROP HMA DRIVE PROP HMA DRIVE PROP CLEARING AND GRUBBING STA 306+93 TO STA 307+92 PROP CLEARING AND GRUBBING STA 305+56 TO STA 306+55 PROP HMA DRIVE PROP GRAVEL DRIVE PROP HMA DRIVE PROP HMA DRIVE PROP HMA DRIVE PROP HMA DRIVE LIMIT OF WORK MATCH EXIST REM TREE RET MB(3)PROP CLEARING AND GRUBBING STA 304+33 TO STA 305+04 R&R BOUND R&R BOUND 26. 00' PROP SAWCUT (TYP)PROP SHELL DRIVE REM BUSH PROP TREE PROTECTION ( TYP) PROP HMA CURB TYPE 3 310 311 312 313314 315 316 PC +20. 12 PRC +61. 86NNAD 8320SCALE: 1" = 20'0 50 100CAROLANN(PRIVATEWAY - 40' WIDE) RUSSELL'S( TOWN WAY - 40' WIDE)MILLSTONE ROAD TOWN WAY - 40' WIDE) MILLSTONE RD CON S T B LPATHSAWCUT DRIVERET RET RET TREES RET TREE PROP MILL & OVERLAY PROP HMA CURB - TYPE 3 PROP HMA BERM TYPE A MOD. (TYP)PROP HMA DRIVE PROP FULL DEPTH PVMT - TYPE 1 R&R MB PROP 5. 5' HMA WALK (TYP)PROP LOAM & SEED (TYP) RET MB RET MB REM BUSH R&RMB(2)APPROX LIMIT OF GRADING (TYP)PROPHMA DRIVE PROP GRAVEL DRIVE PROP HMA DRIVE END GRAN TRANS C U R B BEGIN HMA CURB - T YPE3PROPFULLDEPTHPVMT - TYPE 2 PROP CLEARING AND GRUBBING STA 312+65 TO STA 313+17PROP CLEARIN G A N D G R U B B I N G STA 310+ 84 TO S TA3 1 1 0 1 PROP 5.5' HMA WALK (TYP) LIMIT OF WORK MATCH EXIST PROP CEM CONC W C R PROP CEM CONC WCR PROPHMADRIVEPROPHMADRIVEPROP HMA DRIVE PROP HMA DRIVE LIMIT OF WORK MATCH EXIST PROP HMA DRI V E PROP SHELL DR I V E PROP CLEARIN G A N D G R U B B I N G STA 309+98 TO S T A 3 1 2 0 8 PROP CLEARING AND GRUBBING 314+ 08 TO STA 314+ 75 PROP CLEARING AND GRUBBING STA 314+56 TO STA314+98PROPHMACURB - TYPE 3 RET BOUND RET BOUNDR& R BOUND RET MB END HMA CURB; BEGIN G R A N TRANS CURB PROP SAWCUT ( TYP)REM TREE 4 5CONTINUED 316 317 318 319 320 321 PC +63.09 PT +31.44NNAD 8 3 20 SCALE: 1" = 20' 0 50 100 MILLSTONE ROAD TOWN WAY - 50' WIDE) MILLSTONE RD C O N S T B L PROP MILL & OVERLAY PROP LOAM & SEED T Y PPROP5' HMA WALK T Y PAPPROXLIMITOFGRADIN G T Y P PROP FULL DEPTH PVMT - TYPE 1 PROP HMA DRIVE (T Y P PROP FULL DEPTH PVMT - TYPE 2 PROP FULL DEPTH PVMT - TYPE 2 PROP FULL DEPTH PVMT - TYPE 1 RET PROP HMA DRIVE R&R MB R&R MB(2) PROP HMA D R I V E PROP HMA B E R M TYPE A - M O D T Y P PROP CLEARING AND GRUBBING STA 317+66 TO STA 319+18 PROP CLEARING AND GRUBBINGSTA316+45 TO STA 316 92 PROP CLE A R I N G A N D G R U B B I N G STA 320+6 6 T O S T A 3 2 1 8 0 PROP HMA DRIVE PROP HMA DRIVE PROP CLEARING AND GRUBBING STA 318+97 TO STA 320+41 PROP CLEARING AND GRUBBINGSTA317+36 TO STA 318+0726. 00'PROP PERM EASEM E N T PROP PERM EASEMENT PROP PER M EASEMENT PROP SAW C U T T Y P PROP HMA CURB - TYP E 3 END HMA CURB - TYP E3BEGINHMABERMTYPE AMO D PROP 5.5' HMA WALK 322 323 324 325 326 327 PRC +66. 32NNAD 83 20 SCALE: 1" = 20'0 50 100 OLD ( PRIVATE WAY - UNDEFINED)MILLSTONE ROAD TOWN WAY - 50' WIDE)MILLSTONE RD CONST BL FREEMAN' S WAYPROP MILL & OVERLAY PROP FULL DEPTH PVMT - TYPE 2 PROP LOAM & SEED (TYP)PROP 5' HMA WALK (TYP)R&R MB(2)APPROX LIMIT OF GRADING (TYP) PROP HMA BERM TYPE A MOD. ( TYP)PROP HMA DRIVE PROP HMA DRIVE R& R MB RET MB REM STONE SWALE R& D POST R& R MB RETMB PROP HMA DRIVE PROP GRAVEL DRIVE PROP HMA DRIVE PROP GRAVEL DRIV E PROP FULL DEPTH PVMT - TYPE 1 PROP FULL DEPTH PVMT - TYPE 1 PROP COBBLESTONE DRIVE PROP GRAVEL DRIVE PROP HMA DRIVE PROP HMA DRIVE PROP CLEARING AND GRUBBING STA 321+61 TOSTA325+41PROPCLEARINGANDGRUBBINGSTA322+ 31 TO STA 32 6 1 6 RETBOUNDR&R BOUND 26.00' PROP PERM EASEM E N T PROP HMA DRIVE PROP SAWCUT (TYP)CONTINUED ONSHEET NO. 17CONTINUEDBELOW14170.00_HD(GEN)_ STAKING POINTS.DWG25-Nov-2020 330+22 05 326 327 328 329 330 PT + 77 77 PCC +91.3 6 PCC +00.72NNAD 8 3 20 SCALE: 1" = 20' 0 50 100 LONG POND ROAD ( ROUTE 137)( COUNTY WAY - 60' WIDE) C A P EL A N E P R I V A T E W AY40WI D E MILLSTONE R O A D TOWN WAY -5 0 W I D E MILLSTON E R D C O N S T B L LIMIT OF WORK MEET EXISTSAWCUTPROP MILL & OVERLAY LIMIT O F W O R K STA 330 0 7 0 9 N 27342 1 3 0 9 7 8 E 10507 7 5 1 1 5 3 PROP HMA DRIVE PROP HMA BERMTYPE A MOD. (TYP)R&R MB(2 R& D BOULDER RET BOULDER RET BOULDER PROP LOA M S E E D T Y P PROP 5' H M A W A L K T Y P APPROX L I M I T O F GRADINGT Y P PROP HMA D R I V E PROP GRA V E L D R I V E RET R&R MB PROP FUL L D E P T H PVMT - TY P E 2 PROP HMA D R I V E PROP CEM CONC WCR PROP TRE E P R O T E C T I O N T Y P PROP CLE A R I N G A N D G R U B B I N G STA 327+3 1 T O S T A 3 2 8 7 4 PROP CLE A R I N G A N D G R U B B I N G STA 325+7 0 T O S T A 3 2 7 3 6 R&RBOUN D 26. 00' PROPCOB B L E STO NEDR I VEPROP LOAMSEEDLIMIT OFWORKMEETEXISTPRO PH M ACURB T Y P E 3 PR O P F U L L D E P T H PV M T T Y P E 2 200 205 210 215 220 225 230 235 240 245 250255 260 265 270 27 5 ROUTE 6ACAPE CODRAIL TRAIL KING PHILLIP ROADANAWAN ROADBLUEBERRY PONDDRIVEHOB- NOB ROADRED FAWN ROADJOE LONG ROADCLIFF PONDROADPILGRIMS WAYLUND FARM WAYAGASSIZ STREETSANDPIPER LANENNAD 8308 52 09 53 10 54 11 55 12 56 13 57 14 58 08 52 09 53 10 54 11 55 12 56 13 57 1 4 5 8 PROJ E C T B E GI N STA 2 0 0 1 7.6 8 N 274 5 7 0 4. 0 3 6 9 E 105 3 2 3 6.7 7 3 2 32 32 33 33 34 34 3535363637373838275280285290295300305310 315 320 325 330 ROUTE 137RUSSELL PATHCAROL ANN DRIVEBARO N SW A Y BEAC H P L U M L A N E CRIC K ETL ANEPRELLCIRCLEMOSSLANENNAD831963186217611660155918621761145815591660PROJECT E N D STA 33 0 0 7 0 9 N 2734 2 1 3 0 9 7 8 E 10507 7 5 1 1 5 3 38 39 39 MEMORANDUM OF AGREEMEMENT WHEREAS, the Town of Brewster has proposed to reconstruct Millstone Road, a Town Way, and add to the existing road shoulders, berms, various grass strips, crosswalks, streetlamps, and a sidewalk; and WHEREAS, after several public engagement meetings the Town has completed 75% design for the Millstone Road redesign project; and WHEREAS, many of the residents of Millstone Road do not agree with the proposed changes to the road in the 75% design plan; and WHEREAS, the residents have organized an unincorporated association entitled “Save Millstone Road” and have raised legal and technical objections to the proposed road design; and WHEREAS Millstone Road is a designated Scenic Road, one of only twenty such roads so designated by Brewster Town Meeting; and WHEREAS, some of the technical objections raised by Save Millstone Road are contained within the Memorandum attached hereto by Maureen Finlay, P.E.; and WHEREAS, Save Millstone Road and the Town of Brewster have been engaged in discussions to address the objections of Save Millstone Road and to narrow areas of disagreement; and WHEREAS, such discussions have resulted in an Agreement between the Town and Save Millstone Road with respect to the Millstone Road redesign project; and WHEREAS, the parties are desirous of memorializing their agreement; NOW THEREFORE, It is agreed that, with respect to the Town of Brewster’s Millstone Road redesign project: A.Road Redesign 1.The Town of Brewster shall not reconstruct Millstone Road in accordance with its 75% design as prepared by Vanasse, Hangen, Brustlin, Inc. 2.The Town will cause to be performed a new Millstone Road reconstruction design. 2 3.The Millstone Road reconstruction project shall be redesigned in strict and complete conformance with the following design principles: a)There shall be no alteration of the road surface geometry, either horizontally or vertically. The reconstructed road surface shall follow the existing centerline of the paved surface and the existing grades of Millstone Road as of the date of this Memorandum of Agreement. b)Any redesign shall incorporate the following features: i.There shall be two travel lanes (hereinafter the “travel lanes”), centered on the existing paved surface centerline (hereinafter the “centerline”), eleven (11) feet wide, measured from the center line to the center-facing edge of the white fog line; ii.There shall be a one-foot (1 ft.) asphalt shoulder (hereinafter the “shoulder”), measured from the center-facing edge of the fog line, extending one foot towards the side of the road, outward from the centerline; iii.There shall be, on each side of each shoulder a so-called “Cape Cod Berm” no wider than 12 inches in lateral dimension; iv.Collectively, the travel lanes, the shoulders, and the Cape Cod Berm shall be referred to as the “road layout”. There shall be no deviation from the centerline, as defined herein, with respect to the re-designed road layout, and there shall be no changes in grade from the existing conditions with respect to the re-designed road layout. v.There shall be, on one side of the Cape Cod Berm facing away from the centerline at the edge of the road layout and contiguous thereto, a sidewalk no wider than 48 inches in width, including any berm, and which shall provide an unobstructed width of travel of at least 36” as provided in 521 CMR 22.2. There shall be no so-called “grass strips” between the road layout and the sidewalk unless by prior agreement of the Save Millstone Road design representatives (defined below) and the affected property owner. Unless otherwise agreed, in writing and prior to construction, all sidewalks shall be contiguous with the road layout in order to minimize the impact of the reconstruction project on abutting landowners. vi.All road drainage structures shall be, to the maximum extent practicable, located within the road layout, and not within extensions or “cutouts” thereof. Specific drainage concerns of 3 individual Save Millstone Road property owners will be identified by the Save Millstone Road design representatives for the Town design team and shall be addressed in the redesign. vii.All work to be performed by the contractor selected for construction shall be done from the existing road surface, and grubbing and clearing beyond the road layout plus 48 inches for a sidewalk (or the existing road layout plus the one-foot shoulder and one-foot Cape Cod Berm on the side where no sidewalk is proposed) shall not be permitted absent prior consent of the Save Millstone Road design representatives and the affected landowner. This shall be a condition of any bid documents issued pursuant to G.L. c. 30B, shall be a condition of any contract executed by the Town Manager, Brewster DPW Superintendent, or Select Board, and shall be made expressly clear to the Clerk of the Works and any contractor in all pre- construction meeting(s). viii.There shall be a maximum of two (2) crosswalks, unless otherwise agreed in advance by the Save Millstone Road design representatives. No new streetlights shall be installed, except at crosswalks. All such streetlights shall be dark sky compliant, and shall have LED bulbs on the warm side of the Kelvin scale. All LED Streetlights on Millstone Road shall be, when at the end of their useful service life, replaced with dark sky compliant LED bulbs on the warm end of the Kelvin scale. B. Speed Limits 4.All parties agree that speed on Millstone Road is excessive and is a safety concern. A major reason that Save Millstone Road insisted, and the Town agreed, to keep the existing road geometry was to avoid creating a faster road. It is agreed that the Town and Save Millstone Road will support the efforts of each to (a) reduce the speed limit on the entire length of Millstone Road to 30 mph in accordance with G.L. c. 90 sec. 18; and if MassDOT to such special regulation as to the speed of motor vehicles on Millstone Road cannot be obtained, then each shall support the efforts of the other to reduce the speed limit to 25 mph using the procedures available to the Town pursuant to G.L. c. 90 sec. 17C. 4 Cape Cod Rail Trail Crossing Safety 5.All parties agree that the Millstone Road Cape Cod Rail Trail crossing is a major safety concern. Bicycles approaching the Millstone Road crossing on the Cape Cod Rail Trail do not perceive that they are approaching a busy road. Despite the “stop” signs and warnings to dismount before crossing Millstone Road, many cyclists do not do so, and proceed directly across the road, into the path of traffic, and where vehicles have the right of way. Vehicles approach the crossing, conversely, have limited sight distances down the Cape Cod Rail Trail, and can be surprised when bicycles suddenly appear in the road. In order to improve safety at this crossing, the parties agree to the following: the Town, its design team, and the Save Millstone Road design representatives will jointly explore, and propose for implementation, safety improvements at the Millstone Road / Cape Cod Rail Trail crossing which may include some or all of the following: a)traffic calming measures such as speed tables; b)high-visibility crossing paint / pigment to alert cyclists that they are about to cross a busy road (see illustrative example below): c)brush removal to increase sight lines from Millstone Road; 5 d)such other design elements as the Town’s design team and the Save Millstone Road design representatives may propose. Re-Design Process / Public Engagement 6.Save Millstone Road shall appoint two Save Millstone Road design representatives, who shall participate in the redesign contemplated hereby as follows: a)Save Millstone Road has caused to be prepared a detailed Memorandum of criticisms and objections to the existing 75% design plan prepared by Vanasse, Hangen, Brustlin, Inc., a copy of which is attached hereto. b)The Save Millstone Road design representatives shall meet with the Town’s design team to discuss the redesign provided for herein, and the attached Memorandum. The parties shall meet as jointly agreed for the purpose of effectuating the redesign in accordance with this Memorandum of Agreement. Upon request of either the Town or the Save Millstone Road design representatives, a meeting (virtual or in person, or via conference call as may be mutually convenient) may be called on 5 business days’ notice for the purpose of discussing specific areas of concern as they may arise during the redesign process, and for resolving any areas of disagreement. c)All parties recognize that a road design can be a complex task and that the final design is dependent upon a myriad of site-specific conditions. The design criteria described in Paragraph 3 hereof is intended, in part, to minimize the areas of possible disagreement with respect to the redesign. Where such disagreements may arise in the redesign process, all parties shall work in good faith and in a spirit of cooperation in order to achieve the purposes of this Memorandum of Agreement. d)When the redesign is at 25% completion, the Town will cause to convene one or more community involvement meetings for the purpose of discussing the redesign and obtaining public comment thereon. The Town will cause to be staked the limit of work prior to such community involvement meetings. e)Following such community involvement meeting, the Town may elect to proceed to 75% design and shall, upon the completion of 75% design, re-stake the limit of work (if changed from 25% design), and shall conduct one or more further community involvement meetings. 6 f)Thereafter, following final design, which shall include the Save Millstone Road design representatives in accordance with the procedures set forth herein, the Town may solicit bids, execute contracts, and construct the road as redesigned in accordance with this Memorandum of Agreement. g)All solicitation for bids shall include a copy of this Memorandum of Agreement and shall include the following statement: The Town of Brewster has engaged in negotiation with the residents of Millstone Road that has resulted in the attached Memorandum of Agreement dated February 23, 2021. All bids and proposals will be scored based upon the bidder’s agreement to construct the road in conformance with the Memorandum of Agreement and the specifications and designs contained in the Request for Bids. Bids that do not contain a statement that the construction will conform to the Memorandum of Agreement and the specifications and designs will be rejected.” IN WITNESS WHEREOF, the parties have hereunto set their hands and seals this 23rd day of February, 2021. TOWN OF BREWSTER By: Mary Chafee, Ph.D., Juris Doctor, Peter Lombardi, MPA Registered Nurse, Fellow of the Town Administrator American Academy of Nursing, Chair Brewster Select Board SAVE MILLSTONE ROAD By: William C. Henchy Esq. Maureen Finlay P.E. MEMORANDUM OF UNDERSTANDING WHEREAS, the Town of Brewster has proposed to reconstruct Millstone Road, a Town Way, and add to the existing road shoulders, berms, various grass strips, crosswalks, streetlamps, and a sidewalk; and WHEREAS, after several public engagement meetings the Town has completed 75% design for the Millstone Road redesign project; and WHEREAS, some of the residents of Millstone Road do not agree with the proposed changes to the road in the 75% design plan; and WHEREAS, some residents have organized an unincorporated association entitled “Save Millstone Road” and have raised objections to the proposed road design; and WHEREAS Millstone Road is a designated Scenic Road, one of only twenty such roads so designated by Brewster Town Meeting; and WHEREAS, some of the technical objections raised by Save Millstone Road are contained within the Memorandum attached hereto by Maureen Finlay, P.E.; and WHEREAS, Save Millstone Road and the Town of Brewster have been engaged in discussions to address the objections of Save Millstone Road; and WHEREAS, such discussions have resulted in an understanding between the Town and Save Millstone Road with respect to the redesign of the Millstone Road project; and WHEREAS, the parties are desirous of memorializing such understanding; NOW THEREFORE, It is agreed that, with respect to the Town of Brewster’s Millstone Road redesign project: A.Road Redesign 1.The Town of Brewster shall not reconstruct Millstone Road in accordance with its initially proposed 75% design as prepared by Vanasse, Hangen, Brustlin, Inc. 2.The Town will cause to be performed a revised Millstone Road reconstruction design. 2 3.The Millstone Road reconstruction project shall be redesigned in conformance with the following design principles: a)There shall be limited horizontal and vertical alterations of the existing road geometry. The reconstructed road surface shall follow the existing centerline of the paved surface and the existing grades of Millstone Road as of the date of this Memorandum of Understanding to the greatest extent practicable. Working within site constraints, the horizontal alignment of the roadway may be slightly altered in order to construct the widened roadway surface and support the installation of the sidewalk and the vertical alignment of certain areas of the road may be slightly altered (raised or lowered). b)Any redesign shall incorporate the following features: i.There shall be two travel lanes (hereinafter the “travel lanes”), centered on the existing paved surface centerline (hereinafter the “centerline”), eleven (11) feet wide, measured from the center line to the center-facing edge of the white fog line; ii.There shall be a one-foot (1 ft.) asphalt shoulder (hereinafter the “shoulder”), measured from the outer-facing edge of the fog line, extending one foot towards the side of the road, outward from the centerline; iii.There shall be, on the shoulder where there is no sidewalk, a so-called “Cape Cod Berm” no wider than 12 inches in lateral dimension; and on the shoulder where there is sidewalk, a so- called “HMA curb” no wider than 6 inches in lateral dimension. iv.There shall be, on one side of the HMA curbing a hot mix asphalt sidewalk no wider than 48 inches in width, excluding any curbing or berm, and which shall provide an unobstructed width of travel of at least 36” as provided in 521 CMR 22.2. Working within site constraints, the sidewalk may be constructed at a width greater than 48” measured from the back of HMA curbing in order to provide sufficient clearance around vertical obstructions such as utility poles, utility pedestals and fire hydrants. The area required to prepare the site for installation of the sidewalk shall be no wider than 60”, exclusive of any grading work required to match the back of sidewalk to the existing grade on adjacent properties. The width of this grading connection will vary according to site conditions. There shall be no so-called “grass strips” between the road layout and the sidewalk unless by prior written agreement of the Town and the affected property owner. 3 Unless otherwise agreed, in writing and prior to construction, all sidewalks shall be contiguous to the HMA curbing in order to minimize the impact of the reconstruction project on abutting landowners. At existing and proposed drainage structure locations, the sidewalk layout may vary from the edge of HMA curbing. Based on site constraints, the sidewalk layout from Station 252+80 to Station 258+00 will be defined by the contract plans. v.All new road drainage structures shall be, to the maximum extent practicable, located within the pavement section of the road, and not within extensions or “cutouts” thereof. Millstone Road property owners shall notify the Town of any specific drainage concerns for consideration in the project redesign. vi.There shall be three (3) new crosswalks. No new streetlights shall be installed, except at crosswalks. All such streetlights shall be dark sky compliant. All LED Streetlights on Millstone Road shall be, when at the end of their useful service life, replaced with dark sky compliant LED bulbs on the warm end of the Kelvin scale. B. Speed Limits 4.All parties agree that excessive speed on Millstone Road is a safety concern. It is agreed that the Town will make best efforts to reduce the speed limit on the entire length of Millstone Road to 30 mph in accordance with G.L. c. 90 sec. 18 and will enhance local traffic enforcement activity on Millstone Road. C. Cape Cod Rail Trail Crossing Safety 5.All parties agree that the Millstone Road Cape Cod Rail Trail crossing is a major safety concern. Bicycles approaching the Millstone Road crossing on the Cape Cod Rail Trail do not perceive that they are approaching a busy road. Despite the “stop” signs and warnings to dismount before crossing Millstone Road, many cyclists do not do so, and proceed directly across the road, into the path of traffic, and where vehicles have the right of way. Vehicles approach the crossing, conversely, have limited sight 4 distances down the Cape Cod Rail Trail, and can be surprised when bicycles suddenly appear in the road. In order to improve safety at this crossing, the Town will explore, and propose for implementation, safety improvements at the Millstone Road / Cape Cod Rail Trail crossing which may include some or all of the following: a)traffic calming measures such as speed tables; b)high-visibility crossing paint / pigment to alert cyclists that they are about to cross a busy road (see illustrative example below): c)selective tree/brush removal to improve sight lines from Millstone Road & the Rail Trail; d)such other design elements as the Town may propose. Improvements located outside of the Millstone Road Right-of-Way along the Rail Trail are subject to review and approval by the Department of Conservation and Recreation. D. Re-Design Process / Public Engagement 6.Save Millstone Road shall appoint two Save Millstone Road design representatives, who shall participate in the redesign contemplated hereby as follows: 5 a)Save Millstone Road has caused to be prepared a detailed Memorandum of technical objections to the existing 75% design plan prepared by Vanasse, Hangen, Brustlin, Inc., a copy of which is attached hereto. b)The Save Millstone Road design representatives shall meet with the Town to discuss the redesign provided for herein, and the attached Memorandum. The parties shall meet as jointly agreed for the purpose of effectuating the redesign in accordance with this Memorandum of Understanding. c)All parties recognize that a road design can be a complex task and that the final design is dependent upon a myriad of site-specific conditions. The design criteria described in Paragraph 3 hereof is intended, in part, to clarify the major elements of the redesign. All parties shall work in good faith and in a spirit of cooperation in order to achieve the general purposes and outcomes of this Memorandum of Understanding. d)Upon completing the redesign work in a manner consistent with this Memorandum and after review of such redesign by the Save Millstone Road design representatives, the Town will re-stake the new limits of work to reflect the constructible features of the job (ie. edge of sidewalk, curbing, Cape Cod berm, drainage structures, etc) and will thereafter convene a community involvement meeting for the purpose of reviewing the redesign and obtaining public comment thereon. e)Thereafter, the Town shall complete final design in accordance with this Memorandum of Understanding, and the Town may solicit bids, execute contracts, and construct the road as redesigned. 7.Upon execution of this Memorandum, the Town and Save Millstone Road shall issue a joint public statement notifying residents of the planned redesign and mutual commitment to work together to complete this important infrastructure improvement project. Recognizing individual residents’ right to continue to voice their own personal opinions about this project, Save Millstone Road shall cease their campaign in opposition to the project upon execution of this Memorandum. 6 IN WITNESS WHEREOF, the parties have hereunto set their hands and seals this 22nd day of February, 2021. TOWN OF BREWSTER By: Mary Chafee, Peter Lombardi, Brewster Select Board Chair Town Administrator SAVE MILLSTONE ROAD By: William C. Henchy Esq. Maureen Finlay P.E. To: Peter Lombardi, Town of Brewster Administrator From: The Town of Brewster Bikeways Committee Subject: Millstone Road Construction Plan 1.On 3 Mar 2021, you asked feedback from the Bikeways Committee on the proposed changes to the Millstone Road Construction Plan. On 12 March the Bikeways Committee discussed the changes and agreed to the following response below and the committee has also included a fact sheet that may be helpful in addressing the concerns of residents. 2.The Bikeways Committee recommends maintaining the original sidewalk width of 5 feet. Sidewalks less than 5 feet restrict multimodal usage and even prevent two people from walking side by side. The ADA requires sidewalks be at least 36”; however, bypass areas 5 feet wide are required every 200 feet. It makes sense to simply construct 5 foot sidewalks. They will be safer and will meet ADA requirements. People on bikes generally require 4 foot sidewalks to operate safely, especially new cyclists such as children. Five foot sidewalks will create safe routes to schools and to Brewster beaches. Five foot sidewalks will provide residents in the planned affordable housing apartments off Millstone Road the options to use more affordable modes of transportation for work and recreation. See the attached Fact Sheet. 3.The bikeways committee recommends retaining the medium, 3 foot grass strip, between Millstone Road and the new sidewalks. Street buffer zones make people driving in cars and people using sidewalks feel more comfortable and safer. Children, seniors, and pets may not feel as comfortable using a sidewalk without a physical barrier. The 3 foot strip will also provide DPW a place to put snow during winter months, while keeping sidewalks clear for other multi-modal users. The proposed elimination of the grass strip with curbing will create a road danger for people on bikes. Vertical curbing makes it extremely difficult for cyclists to quickly and safely leave a road and can lead to increased injuries and fatalities. 4.The bikeways committee recommends retaining the 2 foot paved shoulder. This will create some needed separation between people in cars and people on bikes. While the Town of Brewster permits people on bikes to use sidewalks, cyclists are allowed to use the entire travel lane and reducing the shoulder from 2 feet to 1foot will encourage cyclists to use more of the travel lane, increasing the potential of collisions. If possible the town should consider an Accessory Lane in lieu of a solid white fog line. See the attached Fact Sheet. 5.The bikeways committee stands by our original recommendations to the Select Board, which is attached to this memo. 6.Approved by the Town of Brewster Bikeways Committee on 12 Mar 2021. 1 Fact Sheet The sidewalks along 6A Main St in Brewster are 5’ wide. The Town of Brewster permits people on bikes to use sidewalks for riding. Sidewalks in Brewster are technically shared user paths, most shared user paths are 10’ wide. Walkers, cyclists, in-line skaters, skateboarders, people in wheel chairs, runners use the sidewalks in Brewster. The demand for access to multi-use paths dramatically increased after the pandemic began. Roads without sidewalks prioritize people driving cars and are unsafe for people using other modes of transportation. People on bikes require sidewalks at least 4’ wide for safe usage. People on skateboards require sidewalks at least 5’ wide for safe usage. People in wheel chairs require at least 36” sidewalks and room for bypass or turnaround every 200’. (ADA standard) These passing spaces must measure at least 60 inches on all sides, and must be located at least every 200 feet. Sidewalks may be located near obstructions, such as telephone poles, traffic signal cabinets or other utilities and infrastructure. Where such obstructions exist, the sidewalk must be constructed to allow the minimum width requirement of 36 inches between the edge of an obstruction and the edge of the sidewalk. In some cases, if a sidewalk cannot be constructed to comply with this guideline, the obstruction may need to be removed or relocated. Public entities such as city governments and transit agencies are required to construct facilities in accordance with ADA standards. 2 A sidewalk width of five feet (5’) is needed for two adult pedestrians to comfortably walk side by side, and in most circumstances five feet (5’) should be considered the minimum sidewalk width for local or collector streets. People using affordable housing are more likely to utilize varying modes of transportation to commute to work. Communities that are walkable and public transportation-friendly allow residents to access employment and amenities easily and effectively with less dependence on an automobile. Cyclists are legally allowed to use roads in Massachusetts, except highways. When roadways are too narrow, 5’ Advisory Bike Lanes are permitted. Advisory Bike Lanes provide preferred space for bicyclists on roadways too narrow for a dedicated bike lane. o Typical context: Low to moderate traffic volumes (<5,000 ADT) Traffic speeds under 30 MPH Two-way road that is too narrow to accommodate dedicated bike lanes. Cyclists are permitted to use the full travel lane. Incorporating room outside the travel lane allows cyclists to permit motorists to safely pass. The American disabilities Act (ADA) requires sidewalks to be at least 3’ in width; however, if sidewalks are less than 5’ wide, passing spaces/turnaround must be constructed every 200 feet. Street buffer zones make motorists and sidewalks users feel more comfortable and safer. Children especially may not feel as confident while riding next to traffic without a physical separation barrier. 3 People in communities with sidewalks are 47% more likely to get regular physical exercise. Complete streets makes active living easier. Complete streets reduce vehicle-related injuries and fatalities. 23 percent of US population lives in rural areas, but 56 percent of all traffic fatalities occur in rural areas. (Smart Growth America, 2006) Complete streets in rural areas looks different. One size does not fit all. Complete streets create safer routes to school and safe routes for seniors. Complete streets creates safe routes for people biking/walking/driving. Complete streets create safe access to non-motorized transportation. All people start and end their trip as pedestrians. Complete streets is not just a state program, it is a total government program local, state, and federal. Complete Streets are streets designed and operated to enable safe use andsupportmobilityforallusers. Those include people of all ages and abilities, regardless of whether they are traveling as drivers, pedestrians, bicyclists, orpublictransportationriders. 15 Cape Lane Brewster, MA 02631 Phone (774) 323-3027 Fax (774) 323-3008 Cell (508) 330-6640 csenie@senie-law.com WWW.SENIE-LAW.COM March 3, 2021 Town Administrator Lombardi Select Board Town of Brewster 2198 Main Street Brewster, MA 02631 Re: Millstone Road Improvement Project Dear Administrator Lombardi and Select Board Members: My wife Kathy and I live at 101 Moss Lane, which connects to Millstone Road. We have followed the planning process and participated in the public forums and discussions that have taken place over the past several years on the proposed improvements to Millstone Road. While we had initially hoped it would be possible to install a full bicycle lane, we understand the constraints explained to the public by the Town’s Director of Public Works, Mr. Ellis, and the Town’s engineering firm for the project, VHB. Given all of the work, expertise and thoughtfulness, we are very comfortable with the process used to arrive at the plan and happy with the design itself. When the Town presented the 75% complete plans at the November 30, 2020 public forum, we considered that the design was settled except for minor alterations and field changes, and we have waited for word on progress toward the award of the contract and the start of the work. We were therefore surprised to learn from an article that appeared in the Cape Cod Times on March 2nd that a group of residents represented by legal counsel is apparently trying to negotiate with the Town outside the public forum process a set of fundamental design changes, and now expects the Town to sign a Memorandum of Understanding with two representatives of this group. I retrieved from the Town’s website the Town Administrator’s Select Board Meeting packet which includes a report on these negotiations by the Administrator and the proposed MOU, which were discussed at the Board’s meeting of February 22, 2021. I’ve read these materials and have watched portions of the videorecording of the meeting. Town of Brewster Town Administrator and Select Board Re: Millstone Road Improvement Project March 3, 2021 Page 2 I urge the Board not to enter into a legal document with any individual resident or group of residents, whether represented by counsel or not. An MOU is a legal instrument, and this one reads very much as a legally binding document. Such instruments can be the basis of litigation if a party believes that the Town is in breach of the assurances provided. Even a court decision holding otherwise can be appealed to the Appeals Court; the entire process can take years and involve considerable expense. The MOU requires that two representatives of this group be appointed to a committee that will oversee a redesign of the plans. It states that the final plans must be in accordance with the memorandum, which is to be attached to the bid documents provided to interested contractors, all of which places this proposed agreement at the center of the finalization and implementation of this Town project. The negotiation and execution of such an MOU is out of step with the process the Town has executed thus far in this important road improvement project. The Select Board is the Town body with the sole authority and responsibility to make the decisions on the design and implementation of this project, and it ought not elevate one group of residents to a position of equal footing with its members with regard to such decision making, which it would do if it executed this or any other MOU with a citizens group. There are others in Town that have participated in this process who have not prepared and presented such an MOU seeking a commitment from your Board that the final design will comport with their wishes. They have not done so because it is not part of such a process. The work on the Millstone Road improvement plan dates back to Town Meeting action in 2015, and this long process has been transparent, inclusive, and fair. To allow a group of residents, even a large one, to wait until near completion of the process and then make a demand on the Town that it reverse course and execute an MOU that dictates design changes is to undermine the carefully executed public process. The draft MOU speaks of public forums that will take place after the Board signs this MOU, which renders those further public conversations meaningless in terms of impacting decisions that have already been committed to in a signed agreement. All of the proposed work falls within the legal road right of way which benefits all members of our community. Your Board adopted policies to guide the Town through this process, hired a very qualified design firm to establish project goals and design standards, and prepare a plan. The current plan is grounded in rationale which is embodied in those policies, goals and standards, and in engineering expertise which is current and represents the best information available today on the safety and efficiency of road systems which meet the needs of all stakeholders. Town of Brewster Town Administrator and Select Board Re: Millstone Road Improvement Project March 3, 2021 Page 3 My wife and I are as concerned with the proposed changes to the plan as we are about this abrupt process shift. We favor the 2-foot wide shoulder on both sides of the street, the 5 foot sidewalk, and the 3 foot grass strip between the sidewalk and road curb. Without a dedicated bicycle lane, the 2-foot shoulder would at least provide some degree of safety for bike riders on the road, and since some may choose to ride on the sidewalk, safety will be improved considerably if the sidewalk width remains at 5 feet with a grass buffer. The apparent demand by this group of residents that the centerline of Millstone Road always be tied to the current centerline is a departure from the way in which this type of road improvement plan is typically implemented. Millstone Road today is antiquated, unsafe and not up to present standards. It is a major through road with much activity 3 seasons per year. Many Town and State roads have been straightened, widened and redesigned to provide safer streets which meet the needs of the full community. The project as designed fits well within the approach taken by communities across the Commonwealth. What the Board is being asked to do by this one group of residents does not. We will try to attend all further meetings on this matter and would like to be heard when the Board next meets to discuss this project. Thank you. Sincerely, Christopher Senie FYI ITEMS (MAIL) March 15, 2021 1. Thank You Letter – Family Pantry 2. Nauset Strategic Plan 3. Nauset Regional High School Plan Flyer 4. Nauset News v.4 5. Nauset News v.5 6. Weights and Measures Report – Barnstable County Nauset Public Schools Strategic Plan: FY2021-FY2025 Nauset believes...every child matters NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -2- Strategic Plan Participants Steering Committee Maxine Minkoff, Chair Gail Briere, Orleans School Committee Rand Burkert, Community Representative Missy Carpenter, Stony Brook Faculty Tom Conrad, Superintendent of Schools Emily Degnan, Community Representative Sean Fleming, NRHS Assistant Principal Martha Gordon, Wellfleet School Committee Jessica Larsen, Brewster School Committee Moira Noonan-Kerry, Eastham School Committee Judith Schumacher, Nauset Regional School Comm. Strategic Objective Working Groups Maxine Minkoff, Facilitator 21st Century Skills Social-Emotional Learning Global Citizenship Rachel Bryant, NRHS Student Kristen Callahan, Technology Integration Specialist Tom Conrad, Superintendent Tracey Deegan, Eastham Faculty Emily Degnan, Community Rep Kate Doody, Parent Chris Elsasser, NRHS Principal Amy Fleischer, NRMS Faculty Michela Galazzi, NRHS Student Riley Bent, NRHS Student John Bonanni, NRMS Faculty Ann Caretti, Director, Student Services Missy Carpenter, Stony Brook Faculty Ann Crozier, Eastham School Com. Barbara Doucette, Eastham Faculty Rachel du Plessis, Community Rep. Olivia Fitzgerald, NRHS Student Sean Fleming, NRHS Asst. Principal Bennett Hartley, NRHS Student Evelyn Jackson, Community Member Julie Kobold, NRMS Principal Jessica Larsen, Brewster Sch. Com. Vanessa Morton, NRHS Faculty Reva Blau, NRMS Faculty Ariana Bradford, Wellfleet Faculty Rand Burkert, Community Rep Erin Gates, Parent Stephanie Gould, NRHS Student Joanna Hughes, Eddy Principal Kelly Mowers, NRHS Faculty Shayna McCarthy, NRHS Student Molly Newman, Parent Jan Plaue, Wellfleet School Com. Ricardo Pollo, NRHS Faculty Abby Rhoads, Parent Judith Schumacher, Nauset Reg’l Kathryn Wilkinson, Parent Professional Development Community Schools Bonnie Bartolini-Trott, NRHS Faculty Gail Briere, Orleans School Committee Kristen Caira, NRMS Faculty Becky Carroll, Parent Keith Gauley, Stony Brook Principal/NRSD Asst. Supt. Martha Jenkins, Orleans Faculty Lily Manganaro, NRHS Student Moira Noonan-Kerry, Eastham School Committee Elaine Pender, Orleans Principal Betsy Pontius, Wellfleet School Committee Stephanie Rae, NRHS Assistant Principal Halle Rudman, NRHS Student Tracey Waters, Orleans Faculty Joan Zukas, Community Rep William Crosby, Eastham Principal Barbara Dominic, Community Rep Marilyn Fleming, NRHS Student Martha Gordon, Welfleet School Committee Mort Inger, Wellfleet School Committee Keith Kenyon, NRHS Assistant Principal Mary Beth Rodman, Wellfleet Principal Hank Schumacher, Orleans School Committee Morgan Stewart, Eastham Faculty Ashley Vasquez Foster, Parent Ruby Warner, NRHS Student NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -3- Letter from the Superintendent Dear Nauset Community, I am very pleased to share the new five-year Strategic Plan for Nauset Public Schools. Over a year of research, dialogue, and planning have gone into the development of this Plan. It will now guide us as we endeavor to build and improve upon the excellent programs that have been the hallmark of Nauset schools. Like most schools, the Nauset school community faces a changing landscape comprised of cultural, educational and economic factors. As we strive to continue to provide Nauset students with an exceptional education, we need to recognize that our world is rapidly and ever changing. We are living in a hyper-connected, global society that few could have envisioned a short time ago and one that is continuing to change at a breathtaking pace. Our strength and future opportunities only come when we recognize the critical need to learn and evolve, both as individuals and as institutions. Our challenge then is to ensure that we, as an educational community, are equipped to address this changing landscape and that we provide all Nauset students with an education that remains innovative and relevant to graduates in the 21st century. This Strategic Plan is designed to help us meet that challenge. It is both ambitious and aspirational. At its heart are the welfare and best interests of all of our students, each of whom we see as a unique individual with endless potential. We understand that it is our responsibility to help them unlock that potential and to adequately prepare them to open the doors to the world awaiting them. We are thus committed to providing a learner-centered environment, one in which students are actively engaged in their learning - learning that meets the unique needs of each student, that is relevant, collaborative, and even contagious. This Strategic Plan will help us ensure that we have a solid framework on which to build our learner-centered programs and a road map that will guide our efforts over the coming years. T h e s u c c e s s o f t h e s e e f f o r t s r e q u i r e s t h e commitmen t and contributio n o f teachers , administrators and staff, and also the commitment of Nauset ’s interna l and externa l stakeholder s - parents, students, and members of the community. We all have a stake in the success of our students and their future. Working together strengthens our ability to provide each student with the knowledge and skills that will prepare them for a lifetime of success. Sincerely, Thomas Conrad NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -4- NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -5- Introduction Profile of Nauset Schools 1st Student- SCHOOL Grades # Students % Economically Language Teacher Special Ed Disadvantaged Not Ratio English Stony Brook Elementary Eddy Elementary Eastham Elementary Orleans Elementary Wellfleet Elementary Nauset Regional Middle Nauset Regional High PK-2 224 20.5 36.6 3.6 11.1:1 3-5 246 18.7 24.8 4.5 11.1:1 PK-5 194 17.5 34.5 9.3 8.2:1 K-5 197 16.2 31.5 12.7 8.9:1 K-5 106 17.9 29.2 2.8 8.1:1 6-8 580 22.9 22.4 6.4 10.1:1 9-12 900 12.0 20.1 4.7 11.5:1 State-wide 18.4 32.8 23.0 12.9:1 Source: Massachusetts Department of Elementary and Secondary Education, October 1, 2019 PK = Nauset Integrated Preschool The Nauset Public School system is comprised of seven schools located in the four towns of Brewster, Eastham, Orleans, and Wellfleet. The schools are divided into five school districts - one for each of the four towns’ elementary schools and a regional district for the middle and high schools. Each district is governed by its own school committee. Together these five districts are under the supervision of the Central Administration headed up by the Superintendent of Schools. The Central Administration provides support to all five districts for shared services including transportation, human resources, technology, food services, curriculum and instruction, and student services. In addition to students residing in the four member towns, the Regional District has an agreement with the neighboring towns of Truro and Provincetown whose local school systems end with 6th grade and 8th grade respectively. At that point Truro and Provincetown students may attend Nauset Regional Middle and High Schools on a tuition basis. In addition, the Nauset Regional Middle School and High School, as well as Wellfleet Elementary School, participate in the Commonwealth’s School Choice program through which out-of-district students can choose to attend Nauset schools when space is available. Like other towns on Cape Cod, Nauset towns face significant demographic challenges. Our geographic location is rich in history, culture, and environmental diversity. We are also comprised of rural communities that together stretch 30 miles from end to end and cover over 100 square miles. Our size and location present challenges in terms of assuring that our students partake in diverse and rich experiences outside of school walls, be they academic, athletic, or cultural. In addition to our remoteness, a current lack of affordable year-round housing makes it challenging to attract and retain NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -6- a talented, diverse, and motivated staff. Student data trends show a declining school-age population, a high percentage of economically disadvantaged students, a small but growing number of students whose first language is not English, and a significant number of students requiring special education resources. Through continual and careful attention to both our opportunities and challenges, and with strong support from our communities, Nauset has been able to maintain its high standards and continue to offer a broad range of courses and programs that addresses the needs and interests of its students. As a result of these efforts, all Nauset schools are highly regarded throughout Cape Cod. Nauset Regional High School is an award-winning school that is recognized as one of the best high schools in the Commonwealth, consistently ranking in the top 8% of Massachusetts high schools and in the top 4% of high schools nationwide. Strategic Planning Strategic planning is the process of setting goals, deciding on actions to achieve these goals, and mobilizing the resources needed to take these actions. In the face of a rapidly changing world, strategic planning for schools has taken on a new urgency. Schools and educator s must assure that student s are receiving the kind of education that will equip them to meet the opportunities and challenges of their changin g world and identif y and negotiate their chosen pathway to a successful and rewarding future. Education is the passport to the future, for tomorrow belongs to those who prepare for it today. Malcolm X For a school system such as Nauset, with its five distinct school districts and its demographic challenges, strategic planning is imperative. A strategic plan will help us ensure that we are providing the kind of forward-thinking education that is demanded in today’s world, and that we have a horizontally and vertically aligned curriculum across our schools and through our grades. The Strategic Plan will help to identify both our strengths and our gaps, to become a more efficient and effective organization, to increase transparency and accountability, and to continue to provide an exceptional education that benefits both our students and the communities we serve. Our Strategic Planning Process In February 2019 the Superintendent of Schools formed a Strategic Planning Steering Committee comprised of representatives from all five School Committees, the Superintendent, school administrators, teachers, and community members. This group was charged with developing a strategic plan that would move Nauset schools to an even higher level of excellence. The Steering Committee analyzed district and town data to learn about current demographics. The Committee also researched current educational and societal trends to determine what skills and knowledge were in demand by employers and how educators were responding. Using these analyses, the Steering Committee drafted core values, a mission statement, and a district vision that would form NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -7- the foundation of the Plan. They also identified five strategic goal areas that would build on Nauset’s strengths, address its challenges, and focus on providing students with the necessary skills and knowledge to identify and navigate a successful future. The five goal areas are: 21st Century Skills, Global Citizenship, Social-Emotional Learning, Professional Development, and Community Schools. Recognizing the importance of getting feedback from a much broader constituency, the Steering Committee “went on the road” and met with the Nauset Administrative Team, the five school committees, and the faculties of the seven schools, sharing their findings and work to date, soliciting feedback, and recruiting additional individuals to take part in the next stages in the development of the Plan. A website was developed as a vehicle to provide the public with information about the planning process, as well as resources and research that were guiding the decisions being made. The website also served as a vehicle for getting feedback on the draft and soliciting more parent and community participation. Following this effort, five working groups were formed. They included representatives from the five School Committees, the Administration, faculty from the seven schools, and parents, community members, and students. A total of 75 people participated, each on one of the five working groups. Each group was charged with focusing on one strategic goal and developing strategic objectives and initiatives that would provide direction for all schools. NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -8- Guiding Principles What we do: Mission Statement Nauset Public Schools prepares each student to succeed in an ever-changing world by providing a rigorous academic program that integrate s social -emotiona l learnin g and global awareness. Where we want to go: Man’s mind stretched to a new idea never goes back to its original dimensions. Oliver Wendall Holmes Vision Nauset Public Schools will provide enriching, diverse, and innovative opportunities to prepare students to be lifelong, self-directed learners and contributing members of society. By learning how to think critically, problem-solve, and collaborate with others, students will be able to reflect on their learning, set goals for themselves, and persevere when facing obstacles in a complex world. We will foster a global perspective through authentic learning experiences, expansion of the traditional classroom beyond the walls of the schools, and development of education partnerships and opportunities across the community, the United States, and countries world- wide. What we believe: Core Values Nauset believes that education should inspire a passion for learning and that: Every child matters Every child is unique Every child deserves to feel safe NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -9- Strategic Goals GOAL 1 - 21st Century Skills Enable students to practice and apply 21st Century Skills throughout the PK-12 curriculum to acquire deeper learning and be prepared for our ever-changing world. GOAL 2 - Global Citizenship Develop the cognitive, interpersonal, and intrapersonal competencies fundamental to global citizenship and cultural proficiency as well as the ecological understanding and skills needed to sustain our environment. GOAL 3 - Social-Emotional Learning Facilitate students’ and adults’ development of the skills needed to understand and manage emotions, set and achieve positive goals, feel and show empathy for others, establish and maintain positive relationships, and make responsible decisions. GOAL 4 - Professional Development Provide ongoing professional development that supports the Strategic Plan by expanding teachers’ application of interdisciplinary, authentic, research-based, and innovative teaching strategies. GOAL 5 - Community Schools Create partnerships between the school and the community at large where all members of the community can come together to learn, to teach, and to share ideas. These five goal areas are interdependent and form a cohesive whole: a map for the direction of the District. Initiatives undertaken in one of the goal areas will both build on and reinforce initiatives in other goal areas. For example, Goals 1, 2, and 3 all include a focus on project-based learning, empowering students, and active engagement. Goals 3 and 5 both stress the importance of working with families. Goal 4 supports and is critical to all other goals as it provides the professional development needed to ensure that Nauset faculty has the updated skills, knowledge, and techniques to successfully implement the Plan’s objectives and continue to provide excellent teaching to every student every day. A goal without a plan is just a wish. Antoine de Saint-Exupéry NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -10- Goal 1: 21st Century Skills Our educational system was originally designed to meet the demands of an agricultural society with hours that permitted students to go to school and return home early to work on the farm. With the Industrial Revolution the school hours did not change, but the focus of school did. Emphasis was now placed on the need for workers on the assembly line. Students needed to be able to adapt to “… regimentation, a lack of individualism, the rigid system of seating, grouping, grading and marketing, the authoritarian role of the teacher”.1 Expectations of schools changed dramatically with the advent of the technology revolution. Information is now immediately available, communication with anyone in the world instantaneous, and the need to solve complex problems both locally and globally necessitates that learning be interactive and collaborative. Students now need to be able to dive into subject matter to gain a deep understanding of underlying principles and root causes of problems. Furthermore, students must learn by doing and be able to apply what they learn to real life situations. This requires schools to provide students with a new set of skills that have been identified as 21st Century Skills. More than twenty skills and competencies have been identified as critical for students’ future success. They have been grouped into four areas of competence known as the 4C’s: communication, collaboration, critical thinking, and creativity. According to David Ross, global education consultant, “These competencies remain relevant as we get further into the current century because they seem to be the one constant in a rapidly changing social and economic Education is not the learnin g o f f a c t s , b u t t h e environment.”2 These 21st Century Skills need to be trainin g o f the explicitl y taught and practice d throughou t the PK-12 curriculum. As students progress through the years they need to be challenged with more and more complex situations, requiring them to use these skills more frequently, independently, and effectively. mind to think. Albert Einstein Complementin g the 4C’s , and fundamental to creating an effective learner-centered environment, is the n e e d f o r s t u d e n t s t o d e v e l o p metacognitive skills. That is, they need to develop an understanding of how they learn. Metacognition helps students analyze how they think, become more self-aware, and choose appropriate strategies for the task at hand. They become better equipped to handle their own learnin g and mak e persona l choices. This empowerment also enables students to be more self- directed and more confident in their abilities. NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -11- Goal 1: 21st Century Skills Enable students to practice and apply 21st century skills throughout the PK-12 curriculum to acquire deeper learning and be prepared for our ever-changing world. Objective 1: Explicitly teach metacognitive skills so students can apply them frequently, independently, and effectively. Initiatives: 1.1 Embed metacognitive skills into the curriculum. 1.2 Teach critical thinking skills by modeling thinking aloud, making student thinking visible, and processing the experiences. 1.3 Provide dedicated, consistent time for teachers to plan, monitor, evaluate, and reflect on students’ ability to use metacognition. 1.4 Foster creativity in students by encouraging them to think along new parameters and find alternative ways to solve problems and develop new paradigms. Objective 2: Explicitly teach critical thinking, communication, and collaboration skills to students, and encourage them to be creative in their thinking and in the application of their learning. Initiatives: 2.1 Prioritize classroom time for student-to-student discussions and debates to help students learn to effectively talk and actively listen, leaving ample time for feedback and reflection. 2.2 Provide classroom opportunities for students to collaborate and build upon one another ’s knowledge and skills through cooperative learning experiences and group tasks. Objective 3: Develop student autonomy by providing students with choice in their learning through inquiry-based instruction, project-based instruction, and authentic learning experiences. Initiatives: 3.1 Actively engage students in making decisions through inquiry-driven and project-based instruction and authentic and interdisciplinary learning experiences, e.g., utilizing strategies such as student-focused learning, open-ended questions, creative solutions, flexible thinking, and navigating difficult situations. 3.2 Provide opportunities for teachers to collaborate and develop curriculum and assessments to support initiative 3.1. 3.3 Create a culture where students and teachers are recognized for taking risks and engaging in exploration and discovery. Objective 4: Engage parents, students, and teachers in collaborative conversations about the purpose of the student’s education. Initiatives: 4.1 Develop avenues for students, parents, and teachers to meet together to discuss the relationship between purpose and learning, i.e., what, why, and how. NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -12- Goal 2: Global Citizenship Today’s students, born in the 21st century, are growin g up in a globa l worl d and their education must prepare them to live and work in a diverse and ever-changing environment. This globalized world presents young people both tremendous opportunities and increasingly complex challenges. As noted earlier, students need to develop the knowledge, skills and values that will prepare them to navigate in this increasingly interconnected and interdependent world. Today’s learner must become a global citizen - someone who is aware of the wider world and has a sense of their own role in it, r e s p e c t s a n d v a l u e s d i v e r s i t y, h a s a n understanding of how the world works, and takes responsibility for their actions.3 Education for global citizenship deals with issues of global interdependence, sustainability, diversity of identities and cultures, peace and conflict, and inequities of power, resources and respect. Global citizenship requires individuals and organizations to develop, practice, and model cultural proficiency the values, practices, and behaviors that “enable the person or institution to engage effectively with people and groups who are different from them.” 4 Befor e you finis h eatin g breakfast in the morning, you’ve depended on more than half the world. This is the way our univers e i s structure d ; t h i s i s its interrelated quality. Martin Luther King, Jr. Global citizenship is not an additional subject – it’s a framework for learning, reaching beyond school to the wider community. It can be promoted in class through the existing curriculum or through new initiatives and activities. And it is a theme relevant to all students, PK-12 – from kindergarteners looking at what and why people celebrate around the world, to a middle school class creating a classroom constitution, to a high school semester on the environment.5 The role of the teacher in teaching global citizenship is to enable pupils to find out about their world for themselves and to support them as they learn to assess evidence, negotiate and work with others, solve problems, and make informed decisions. The benefits are felt across the school and beyond, as it helps young people to: build an understanding of world events; think about their values and what is important to them; see that they have power to act and influence the world around them; take learning into the real world; challenge ignorance and intolerance; get involved in local, national and global communities; and, develop an argument and voice their opinions. NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -13- Goal 2: Global Citizenship Develop the cognitive, interpersonal, and intrapersonal competencies fundamental to global citizenship and cultural proficiency as well as the ecological understanding and skills needed to sustain our environment, Objective 1: Enhance student exposure, understanding, and appreciation of cultural diversity and global issues to prepare students to be informed global citizens. Initiatives: 1.1 Develop a curriculum map of current PK-12 practices related to cultural diversity and global issues and use it to identify and develop additional resources, practices, and programs. 1.2 Provide a variety of opportunities for students to communicate with students in other parts of the world. 1.3 Provide relevant instruction and experiences that connect to and celebrate the cultures, lives, and experiences of our global population. Objective 2: Empower students to become active global citizens through the development of their self-knowledge and their responsibility as world citizens. Initiatives: 2.1 Teach students to investigate the world, weigh perspectives, interact with diverse audiences, and take action. 2.2 Teach the importance of respect, tolerance, humility, and empathy for all people. 2.3 Design authentic project-based learning, service-learning, and work-study experiences that positively impact the community, country, and world. 2.4 Develop students’ awareness of the interconnectedness of the world and the influence of their actions. Objective 3: Increase students’ exposure to world languages and provide opportunities for them to develop fluency. Initiatives: 3.1 Create and promote more opportunities for student and teacher exchange and for student travel and study abroad. 3.2 Expand and strengthen language experiences PK-12. Objective 4: Deepen students’ ecological awareness by making connections between local and global solutions and fostering sustainability and biodiversity. Initiatives: 4.1 Provide students with hands-on opportunities to explore complex ecological relationships and to rigorously research areas of strong interest regarding environmental issues. 4.2 Include Civics Education to teach students how to propose and propel environmental initiatives. NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -14- Goal 3: Social-Emotional Learning Providing academic instruction to children is only one part of a complex equation. A person’s ability to learn and to teach is also highly dependent on their social-emotional health and an array of associated skills. These social and emotional skills are more critical than ever given how rapidly the world is changin g and becoming increasingl y diverse, requiring people to develop new ways of thinking, Our emotions need to be as educated as our intellect. It is important to know how to feel, how working, and engaging with people.6 These skills to respond, and how to are fundamental to an individual’s well-being and play an important role in the development of cognitive skills, as well as impacting a student’s ability to adapt to school, positively deal with peer r e l a t i o n s h i p s , a n d m a x i m i z e a c a d e m i c achievement.7 let life in so that it can touch you. Jim Rohn The Collaborative for Academic, Social, and Emotional Learning (CASEL) defines Social-Emotional Learning as: “…the process through which children and adults acquire and effectively apply the knowledge, attitudes, and skills necessary to understand and manage emotions, set and achieve positive goals, feel and show empathy for others, establish and maintain positive relationships, and make responsible decisions."8 Five core SEL competencie s form the foundation for healthy social relationships and positive academic achievement: self- awareness , self -management , socia l awareness , relationshi p skills , and responsibl e decision -making . Numerous studies have shown that social-emotional learning leads to fewer conduct problems, improved grades and test scores, and lower emotional stress and anxiety. As our social- emotional selves mature so does our ability to relate to and show concern for others, make good choices, and take responsibility for our actions. Best practices for schools include integrating social-emotional learning across the curriculum in order for it to be accessible to all students, while also serving as a vehicle for individual students who need to be in a trauma-sensitive learning environment and for students having difficulty coping with academic and social pressures. The social-emotional health of all students is heightened when students are actively engaged in the learning process and are empowered with leadership, problem- solving, and decision-making opportunities. NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -15- Goal 3: Social-Emotional Learning Facilitate students’ and adults’ development of the skills needed to understand and manage emotions, set and achieve positive goals, feel and show empathy for others, establish and maintain positive relationships, and make responsible decisions. Objective 1: Implement a cohesive PK-12 SEL plan that includes rigorous, data-driven, evidence-based curricula and practices that are integrated across subject areas. Initiatives: 1.1 Develop a PK-12 SEL curriculum map and use it to create horizontal and vertical alignment that includes a common vocabulary that progresses through the grades. 1.2 Establish and implement a PK-12 plan that ensures access to resources and programs for all students, including the use of Nauset’s Tiered System of Support. 1.3 Ensure diverse representation of race, ethnicity, gender identity and sexual orientation, disabilities, social class, and immigration status across the curriculum. Objective 2: Build and strengthen programs to provide social-emotional support to all students. Initiatives: 2.1 Diversify instruction through differentiation, cooperative learning, active student engagement, and project-based learning. 2.2 Include mindfulness, and similar SEL practices, in the curriculum when appropriate. 2.3 Increase the use of Restorative Practices across all grade levels. 2.4 Develop and implement a transition plan for each student returning to school after an out-of-district placement, prolonged illness, hospitalization, or other social, emotional, or academic crisis. Objective 3: Ensure that every student in the Nauset District has an authentic relationship with a staff member. Initiatives: 3.1 Ensure that all PK-12 teaching staff are integrating SEL into their academic programming and all adults in the building are trained to recognize social-emotional cues. 3.2 Re-envison and implement a revised high school and middle school advisory program. 3.3 Implement a process for elementary school students to identify a go-to adult in the building. NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -16- Goal 4: Professional Development Recent trends in modern professional development are revolutionizing the process of learning for teachers and shifting practice in classrooms around the world. Trauma-informed practices, cultural proficiency, and multi-delivery methods/technology are a few examples of significant topics worth exploring to ensure quality experiences for students of all ages. In addition, teachers must have professional development to enable them to help students develop the complex 21st century skills they need to succeed. According to research conducted by Linda Darling-Hammond,9 President of the California Board of Education and former professor at Stanford University, the seven widely shared features of effective professional development include: being content focused incorporating active learning utilizing adult learning theory supporting collaboration, typically in job-embedded contexts using models and modeling of effective practice providing coaching and expert support offering opportunities for feedback and reflection being of sustained duration In addition, professional development should: integrate technology in authentic and meaningful ways be researched based promote innovative teaching A teacher affects eternity; he can never tell where his influence stops. Henry B Adams There are many innovative ways of designing professional development to meet the needs of instructional learning objectives. As noted in Trends in Professional Development for Globally Minded Educators, “Sophisticated, self-directed models allow teachers to truly view the world as their learning space and harness the transformational power of both collaboration and new technologies.”10 NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -17- Goal 4: Professional Development Provide ongoing professional development that supports the Strategic Plan by expanding teachers’ application of interdisciplinary, authentic, research-based, and innovative teaching strategies. Objective 1: Make data-driven and/or research-based decisions to determine professional development content that is explicitly tied to student needs, teacher needs, and aligned with the Strategic Plan. Initiatives: 1.1 Create criteria to determine professional development offerings through the collaborative efforts of teachers, support staff, and administrators. 1.2 Use results of data analysis to determine district-wide and school-based initiatives within the framework of Strategic Plan goals, allowing for flexibility to meet individual teacher needs. Objective 2: Provide a variety of research-based professional development models to meet the diverse needs of staff so they are able to meet the needs of all students. Initiatives: 2.1 Identify research-based professional development models and recommend those models that have demonstrated the most impact on teaching and learning. 2.2 Survey school personnel for feedback on recommended research-based models to determine best delivery models for district, schools, and individuals. 2.3 Review and assess the impact of selected models on student and teacher learning. Objective 3: Prioritize/re-allocate time and resources to meet the professional development needs mandated by the Strategic Plan. Initiatives: 3.1 Consider recommendations from professional development and calendar committees and identify ways to shift and/or commit time, staffing, finances, and other resources for professional development. 3.2 Review and assess the impact of these changes regarding time and resources to professional development on teaching and learning as well as school culture. Objective 4: Generate and implement a professional development plan that promotes systemic and sustainable initiatives that allow for continuous growth while aligning with the Strategic Plan. Initiatives: 4.1 Support Strategic Plan implementation through professional development including: cultural competency, SEL, Restorative Practices, 21st Century Skills. 4.2 Ensure new teachers receive training in existing practices. 4.3 Create opportunities and systems to enable educators to share their professional lear ning experiences from training, e.g., through staff meetings, professional learning communities, websites, and other face-to-face or on-line vehicles. 4.4 Create a process that incorporates a cycle for learning, collaborating with others, applying what has been learned, reflecting on and assessing the impact, and making adjustments. NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -18- Goal 5: Community Schools Research has shown that strong community-school engagement not only results in improved learning outcomes for students, but also brings significant benefits to all parties - students and their families, the schools, and community partners. When schools and community organizations work together to support learning, everyone benefits. Partnerships can serve to strengthen, support, and even transform individual partners, resulting in improved program quality, more efficient use of resources, and better alignment of goals and curricula.11 Community engagement is a set of partnerships where the school, families, and the community actively work together creating networks of shared responsibilit y for student success and learning opportunities for the whole community. Community engagement is the hallmark of a “community school.” A community school can take many forms and follow different paths, but each is designed as a center of a community - a place (or places) where partnerships between school, family, and community can occur. Schools are used as hubs, where all members of the community can come together to learn, to teach, to share ideas, to support young learners academically, socially, and emotionally. Creating a community school is a way to increase resources and to use the school as a center for lifelong learning. If you want to go quickly, go alone. If you want to go far, go together. African Proverb Community schools are also a way to extend learning beyond the walls of the school and out into the community. According to recent research, when families (even and especially extended families), individual community members, and community groups, businesses, and schools work together to support learning, young people stay in school longer, achieve more, and enjoy learning. A c o m m u n i t y s c h o o l w i t h meaningful collaboration among students, staff, families and the community at large will create opportunities for the community to cont inue educat ion as lifelong learners, to help build a strong school for young learners, and to allow young learners a way to experience learning beyond the classroom. A strong community s c h o o l w i l l h e l p a l l l e a r n e r s d e v e l o p c u r i o s i t y , d i s c o v e r interests and pursue passions in a safe and supportive environment. NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -19- Goal 5: Community Schools Create partnerships between the school and the community at large where all members of the community can come together to learn, to teach, and to share ideas. Objective 1: Expand the vision of the school to include active involvement of students into the community. Initiatives: 1.1 Create learning experiences beyond school walls such as service learning, apprenticeships, work study, and mentorships. 1.2 Promote student involvement in the community through a variety of partnerships and ensure that students and community members have a voice. 1.3 Provide opportunities for students and community members to collaborate and share ideas regarding local issues.. Objective 2: Use the school as a hub to bring students, staff, families, and community members together. Initiatives: 2.1 Collaborate with partners to expand learning opportunities that motivate and engage learners during the school day, after school, evenings, weekends, and vacation periods. 2.2 Engage families and community in the lives of children and youth. 2.3 Develop cross-generational learning and social and recreational experiences. 2.4 Expand opportunities for life-long learning through adult evening and weekend courses in collaboration with local organizations, agencies, and professionals. Objective 3: Provide physical and behavioral health services and social services for students, family, and the community. Initiatives: 3.1 Identify and offer on-site behavioral and physical health services through partnerships with community agencies. 3.2 Create and implement programs targeting, but not limited to, at-risk youth and young adults. 3.3 Create a comprehensive listing of school and community SEL programs and resources and disseminate to school personnel, parents, and families. NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -20- Strategic Plan Implementation Moving from strategic planning to implementation is neither straightforward nor risk free. Successful implementation of the strategic plan will require a dedicate d and continuin g commitment , open communication, and honest reflection on the part of all stakeholders. It will also require financial and human capital resources. Resources and Timeline Vision without execution is hallucination. Thomas Edison Tentative resources and timelines for implementation of the Strategic Plan are set forth for each objective and initiative in the detailed Implementation Tables. Many of the initiatives build on work already underway and are thus well positioned to begin/continue implementation in Year 1. For other new initiatives, much of Year 1 will be a foundational year for research, data gathering, and more detailed planning. It will also be the time to get all resources in place for successful implementation. Many of the initiatives can be done with existing resources, although a shift in responsibility and/or focus may be required. Some areas will require additional human and financial assistance. Most prominently, additional human resource time needs to be committed to leading and coordinating efforts in the areas of curriculum and instruction and professional development. Additional staff will be required to successfully implement community schools, strengthen the foreign language offerings, and build the networks and partnerships envisioned in this plan. In addition to human resources, the largest new financial commitment needed is in the area of professional development for all staff - for trainers, programs, teachers’ time and/or teachers’ stipends. Some additional funding is likely needed to ensure that students from economically disadvantaged families can participate in out-of-school activities as appropriate. More detailed identification of required resources are identified by objective in the Implementation Tables. NAUSET PUBLIC SCHOOLS - STRATEGIC PLAN FY2021 - FY2025 -21- Review and Assessment Implementation of the Strategic Plan is cyclical in nature - from planning to implementing to reviewing to evaluating. While the Strategic Plan lays out a road map to achieve our vision, it is also intended to be a living document with the flexibility to make adjustments and course corrections as necessary. At the beginning of each fiscal year planning will be completed for the forthcoming year and implementation will begin. A mid-year review will allow for updates and a sharing of progress and issues. The year-end annual review is a time for reflection and evaluation. The evaluation will be based, in part, on progress made on the measurable outcome indicators associated with each initiative. Data collection for all indicators will begin in Year 1 and will establish a baseline from which annual progress can be assessed. The evaluation phase of the cycle also allows for the identification of adjustments and improvements to the Strategic Plan that can be incorporated for the following year. The annual review will include a written report by the Superintendent to the School Committees. This type of annual cycle keeps implementation both focused and relevant and helps maximize the effectiveness of the initiatives. The one constant in the process is the overarching goal of improved learning outcomes for all students. NAUSET PUBLIC SCHOOLS- STRATEGIC PLAN FY2021 - FY2025 -22 NAUSET PUBLIC SCHOOLS- STRATEGIC PLAN FY2021 - FY2025 -23 Endnotes 1 Alvin Toffler, Future Shock, (Random House, 1970), ch 18 “Education in the Future Tense”. 2 Suzie Boss, It’s 2019. So Why Do 21st-Century Skills Still Matter?, (https://www.edsurge.com/news/, Jan. 22, 2019); quoting David Ross, global education consultant and former CEO of P21. 3 Oxfam International 4 Randall Lindsey, Kikanza Nuri-Robins, and Raymond Terrell, Cultural Proficiency: A Manual for School Leaders, Corwin Publishing, 2009). 5 Fernando Reimers, et al, Empowering Global Citizens: A World Course, (CreateSpace Independent Publishing, 2016). 6 Organization for Economic Cooperation and Development 7 Collaborative for Academic, Social, and Emotional Learning (CASEL) 8 Ibid. 9 Effective Teacher Professional Development, (Learning Policy Institute, June 2017). 10 Jennifer Williams, Trends in Professional Development for Globally Minded Educators, (Education Week, June 16, 2016). 11 Harvard Family Research Project, 2010. www.NausetBuildingProject.com The NauseT RegioNal high school PRojecT Improved Building Security while preserving existing campus and landscape. Health & Wellness focus through improved air quality, low-energy smart lighting that is sustainable and designed to reduce environmental impacts. Energy Efficient upgrades for heating and hot water and increased insulation in walls and roofs throughout the renovated buildings and new spaces. New Technology access and capacity that align with the delivery of modern education. Renovated / Resized Classrooms and eight science labs that are designed to meet state requirements and enhance student learning, creativity, and innovation. Improved Public Access to newly located Auditorium, Fine Arts Building, Cafeteria, Music & Performing Arts, and Gymnasium. Community Opportunities beyond the school day, such as: Adult Education, year-round arts & cultural programming, health & fitness programs. The Massachusetts School Building Authority (MSBA) partnered with the Nauset Regional School District to support the design and construction of this renovation/reconfiguration project to provide facilities that meet current building and accessibility codes to support the needs of students and educators. The Plan A 50-year-old building with aging building systems that need ongoing repairs and upgrades to provide an appropriate, safe, and healthy educational environment that meets state guidelines and requirements. Favorable bidding climate which may provide more options to select the best companies to partner with on the project along with a lower construction cost. Historically low interest rates that would lower borrowing costs and save taxpayer dollars. Why Now? Renovate Existing Buildings along with new spaces designed to meet today’s educational requirements to best serve the students for the next 50 years. Provide temporary classrooms on site to ensure uninterrupted student learning and school operations during the construction phase. Take advantage of the $36.6 million MSBA grant in a fiscally responsible manner to provide an updated school facility that will serve current and future generations. The Proposal DISTRICT-WIDE VOTE: Tuesday March 30, 2021 Hours: 11:00 AM - 7:00 PM Ballot by mail: registered voters will receive instructions by mail from your respective Town Clerk a YES vote Approval for debt-exclusion funding is passed. Design and Bid Phase April 2021 - January 2022 Construction Phase February 2022 - July 2024 Completion of Project August 2024 Voting Information a NO vote Without majority approval, the MSBA funding of $36,661,305 reverts back to the state. VOTER REGISTRATION DEADLINES, POLLING LOCATIONS, and other voter information can be obtained by contacting your Town: www.brewster-ma.gov www.eastham-ma.gov/ www.town.orleans.ma.us/ www.wellfleet-ma.gov/ Tax Impact Estimates 2.46% Interest Rate, based on 25-year Level Principal bond, subject to change. Tax impact calculations based on individual town property tax rates. First year bill/tax impact FY2024. Questions? Email the School Building Committee: nausetbuildingproject@nausetschools.org The Finances Brewster First Year 76.59 per $100,000 assessed property value Example: 400,000 Property Value 76.59 x 4 = $306.35 Eastham First Year 42.66 per $100,000 assessed property value Example: 400,000 Property Value 42.66 x 4 = $170.64 Orleans First Year 30.99 per $100,000 assessed property value Example: 400,000 Property Value 30.99 x 4 = $123.98 Wellfleet First Year 35.51 per $100,000 assessed property value Example: 400,000 Property Value 35.51 x 4 = $142.05 Total Project Cost:$131,825,665 Anticipated MSBA Grant: - $ 36,661,305 Nauset School District:$ 95,164,360 Nauset Public Schools March 1, 2021 Nauset’s Strategic Plan Five interrelated and mutually supportive goals form the nucleus of our strategic plan - 21st Century Skills, Global Citizenship, Social-Emotional Learning, Professional Development, and Community Schools. Initiatives within each of these goal areas work together to contribute to improved learning outcomes for all of our students, in all grades, across all schools. Effective implementation will require leadership from our administrators, dedication from our teachers, and a process that allows for continuous dialogue, reection, and assessment. The Strategic Plan’s vision is ambitious, but, working together, it is achievable. The physical environment in which learning takes place can also play an active and positive role in affecting the realization of this vision. Here are just a few of the ways the renovated NRHS buildings can partner with teachers: Goal 1 - 21st Century Skills: Critical thinking, creativity, collaboration and communication are skill areas that have become paramount in today’s complex global world. A school’s physical space and layout can contribute to this learning by providing sufficient classroom and outside space for students to become active participants in the learning process. No longer passive learners, students need to move around, engage in hands-on learning, collaborate, communicate, work in teams. In addition, interdisciplinary and team teaching, in both the academics and arts, can be supported by well-planned class adjacencies. Nauset believes … every child matters 1 NAUSET NEWS Nauset Regional High School Building Project Education in the 21st Century Few people working with Nauset Public Schools have not heard one of Superintendent Tom Conrad’s favorite expressions, “To stay the same is to fall behind”. That is a truism for most any eld, but it is critical for education - because it is our educators who are charged with preparing today’s children for tomorrow’s world. And it is a world that is continually and rapidly changing, at times at an alarming pace. WhatIs21stCenturyEducation?) To assist all Nauset schools (PK-12) in meeting today’s challenging environment, Nauset developed a 5-year strategic plan that will guide administrators and teachers as they work to ensure that Nauset’s teaching and learning is current, relevant, and constantly evolving. We cannot afford to stay the same. Nauset Public Schools March 1, 2021 Goal 2 - Global Citizenship: Global citizenship is not an additional subject, it’s a framework for learning. Education for global citizenship deals with issues of global interdependence, cultural prociency, and global issues such as sustainability and inequities of power and resources. Modern, appropriate and accessible technology can open up a powerful dimension to learning. Technology can help students investigate the world; it can connect cultures and people across thousands of miles; it can support interactive communication and exchange of ideas on common issues and interests. It can bring the students out into the world and bring the world onto their desktops. Goal 3 - Social-Emotional Learning: Social and emotional well- being has become increasingly important as our world becomes more complex and requires new ways of working and engaging with people. Competencies such as self-awareness, self- management, social awareness, relationship skills, and responsible decision-making help students cope with academic and social pressures and provide long-term life skills. The physical setting is an important aspect of providing a positive and supportive school climate. Natural light and good acoustics improve both health and learning; an open yet secure campus increases a student’s sense of safety and well-being; communal, small-group, and open spaces allow students exible places to work and socialize as they build their sense of self and their school community. Goal 5 -Community Schools: A Community School has many aspects, including serving as a hub that brings all members of the community together to learn, to share, to teach, and to mutually support common interests. A school designed with the community in mind has, among other things, secure public access, adjacent public spaces, and areas that can remain open outside of school hours for community use and public events. Visit our Strategic Plan website to learn more. Nauset believes … every child matters 2 Links for more information 1) Complete information on the Nauset High School building project can be found on the project website: nausetbuildingproject.com 2) Lower Cape News reports extensively on education topics https://www.lowercapenews.org/ reporting-education. For the Superintendent’s Spotlight produced weekly by Lower Cape News go to Spotlight. 3) Videos of the rst. Two Informational Zoom Meetings can be found at nausetschools.org. Feb. 3: Project History Feb. 10: Project Options and the Selected Design Feb. 24: Education 2050 VOTE March 30 Postcards were sent to all registered voters in Nauset’s four district towns notifying them of the March 30 election and the ability to request a mail-in ballot. Voters should be aware that there are two separate ballots to request: 1) District Election NRHS Renovation) and 2) Special Town Election (NRHS Debt Exclusion) In-person voting will be on March 30 at your town’s polling station. JOIN US for Informational Zoom Meetings The fourth informational zoom meeting will build on last week’s Education 2050 theme and will focus on the changes to one building and how they will affect teaching and learning. Please join us for this presentation on Wednesday, March 3 at 6:30 p.m. Participants are encouraged to submit their questions during the Zoom meeting for the Q&A session that will follow the presentation. https://zoom.us/j/91924602088 US: +1 929 205 6099 Webinar ID: 919 2460 2088 Nauset Public Schools March 8, 2021 Superintendent’s Spotlight Nauset believes … every child matters 1 NAUSET NEWS Nauset Regional High School Building Project PSA - How to Vote in the March 30 Special Election Listen to Cindy Nicholson, Town Clerk of Eastham, as she explains the March 30 election process for voters in Welleet, Eastham, Orleans, and Brewster. Postcards for mail-in ballots have been sent to registered voters in all four towns; the deadline to request a mail-in ballot is March 24th. The deadline to register to vote is March 10th. There will be no early in-person voting. The in-person polls will be open March 30th from 11am to 7pm. COVID protocols requiring masks and distancing will be enforced. Link: https://vimeo.com/519689524March30 Watch the March 3rd Superintendent’s Spotlight on Lower Cape TV and listen to Tom Conrad discuss his 29 years with the Nauset District, 23 as principal of the Nauset Regional High School and six years as the Superintendent. Over those 29 years, Nauset Regional High has expanded its course offerings in both the academics and the arts, and in doing so it has become one of the highest ranked high schools in the State. Listen to Tom explain how this took place and why it is important to “promote the best of education for all kids in all areas”. Link: Spotlight0303 Nauset Public Schools March 8, 2021 Nauset believes … every child matters 2 JOIN US for Informational Zoom Meetings The next informational zoom meeting will be the third in the Education 2050 series and will focus on Special Education and the increased use of community spaces. Please join us for this presentation on Wednesday, March 10 at 6:30 p.m. Participants are encouraged to submit their questions during the Zoom meeting for the Q&A session that will follow the presentation. https://zoom.us/j/91924602088 US: +1 929 205 6099 Webinar ID: 919 2460 2088 School Choice will be the topic of the March 17th Informational Zoom. IWD 2021 campaign theme: #ChooseToChallenge A challenged world is an alert world. Individually, we're all responsible for our own thoughts and actions - all day, every day. We can all choose to challenge and call out gender bias and inequality. We can all choose to seek out and celebrate women's achievements.Collectively, we can all help create an inclusive world. From challenge comes change, so let's all choose to challenge So, hand up high to show you're in Source: www.internationalwomensday.com MARCH 8, 2021