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HomeMy Public PortalAboutCPC Packet 033121Town of Brewster Community Preservation Committee 2198 Main St., Brewster, MA 02631 cpcmeeting@brewster-ma.gov (508) 896-3701 MEETING AGENDA March 31, 2021 at 4:00 PM (Remote Participation Only) 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: 870 1036 6257 Passcode: 215123 To request to speak: Press *9 and wait to be recognized. 2.Zoom Webinar: https://us02web.zoom.us/j/87010366257?pwd=eWJYUkJGS05rVTlqbkdXdUJNTHdxUT09 Passcode: 215123 To request to speak: Tap Zoom “Raise Hand” button or type “Chat” comment with your name and address, then wait to be recognized. Community Preservation Committee Faythe Ellis Chair Sharon Marotti Vice Chair Elizabeth Taylor Clerk Roland Bassett Jr. Barbara Burgo Bruce Evans Peggy Jablonski Diane Pansire Paul Ruchinskas CPC Assistant Beth Devine 1.Call to order 2.Financial update 3.Discussion with representatives from Vision Planning Committee 4.Summary of Select Board and Finance Committee warrant article presentations 5.Warrant article update 6.Project Updates 7.Approval of minutes from 3/10/2021 8.Announcements 9.Items the Chair could not anticipate 10.April meeting dates: 4/14/21 and 4/28/21 at 4PM 11.Motion to Adjourn Date Posted: Date Revised: 3/29/21 Community Preservation Committee: FY22 Forecast as of 2/24/2021 1,716,072.80$ 1,084,450.00$ 162,667.50$ 1,247,117.50$ 2,963,190.30 50%10%10% Open Space Housing Historical $ 503,132.57 $ 113,075.41 $ 475,462.89 $ 624,401.93 $ 623,558.75 $ 124,711.75 $ 124,711.75 $ 374,135.25 $ 1,126,691.32 $ 237,787.16 $ 600,174.64 $ 998,537.18 Open Space Housing Historical "30%" $ (53,100.00) $ (101,600.00) $ (48,983.00) (62,355.88) (185,000.00) (52,500.00) (125,000.00) (51,096.00) (150,000.00) (105,000.00) Total YTD Obligations - FY22 $ (203,683.00) $ (103,596.00) $ (125,000.00) $ (502,355.88) $ 923,008.32 $ 134,191.16 $ 475,174.64 $ 496,181.31 Total net available from all accounts 2,028,555.43$ YE ADJUSTMENT- BREWSTER BAPTIST STEEPLE RETURN OF ALLOCATED FUNDS Windrift (5)81,973.00 50,000.00 FY-21 Estimated total balance forwarded [1]: FY-22 Estimated local tax revenue: FY-22 Estimated State contribution [2]: Total FY-22 Estimated funds available: Budgeted Reservefor CPA FY-21 Actual Unreserved Fund Balance FY-22 Estimated revenue FY-22 Estimated Funds available FY-22 obligations as of 01/31/2021 BBJ Property Bond #1 BBJ Property Bond #2 Bates Property Bond [1] Balance forwarded estimated from prior year includes all unallocated funds, including unspent amounts from projects and budgeted administrative and professional expenses. Administration Expense [3] Requests for Funding for Spring TM Brewster Dog Park Dennis Veterans Home Mill Pond Wall Housing Coordinator Rental Assistance Habitat - Red Top Road FY22 Estimated Unreserved Fund Balance as of 01/31/2021 with Adjustments REMAINING OPEN SPACE GRANT FUNDS (4) (2) State Match revenue is projected at 15%, which is the total which was listed in the Fall TM Warrant. [3] Administrative expenses are limited by law to 5% of the total CPC budget and include primarily payroll costs, legal and other professional expenses, the annual $3,500 state Coalition dues. {4} Original bond amount of 1,594,900 to be paid down by 899,210 in April 2020 and 400,000 in April 2021. Rem. Balance is 295,690 @ .75% interest rate {5} 1/14/21 CPC voted to use Windrift grant funds of $295,690 to pay off Besse Cartway note.BONDS Stakeholder Outreach Vision Plan Implementation Progress The Vision Planning Committee is tracking what has been done to achieve the goals of the Vision plan. We are interested in identifying actions that have been taken that will help achieve the goals and purposes including but not limited to the actions that are identified in the Vision Plan. This interview will help the Committee start to track actions that have been taken or are in progress and we will ask for another interview in about six months. From this, we will produce an annual Vision Plan implementation report that will be presented to the Select Board and broader Brewster community. At the same time, the Vision Planning Committee is working on the development of a Local Comprehensive Plan which will build on the Vision Plan and include a targeted action plan. The goal and purposes of the each building block have been provided to help facilitate the following Q&A conversation. Question 1: Since adoption of the Brewster Vision Plan in 2018, has your (organization/department) seen specific progress on the goals of the Vision Plan for (insert Building Block, i.e Water Resources). What specific actions have been taken or are in progress? Question 2: What do you attribute to the successful implementation of specific goals and actions? For goals and actions that have seen less progress, what have been the barriers to implementation? Question 3: Since the adoption of the Vision Plan, has there been a shift in the priority of specific actions from the Vision Plan? What kind of shift? Are there actions or items that were not in the Vison Plan but that should be included in a Local Comprehensive Plan to achieve the same or similar goals Question 4: How have Climate Change considerations altered or been integrated into what your (organization/department) does? To what extent should Climate Change related goals and actions receive priority status in the Comprehensive Plan’s targeted action plan? Question 5: Do you have any specific recommendations for the Vision Planning Committee as they work toward Vision Plan implementation and development of the Local Comprehensive Plan for Brewster? Open Space GOAL: Maintain and expand open space assets to provide public recreation, protect fragile natural habitat, and protect water resources PURPOSE 1 Improve public access to and expand the use of recreational areas 1. Work in collaboration with the state’s Division of Conservation and Recreation to develop better public access to state-owned beach property. 2.Look at existing town properties to create recreational opportunities such as walking trails, bike paths and a dog park, and encourage expanded utilization of Drummer Boy Park for recreational uses, including the possible development of a walkway to Wing Island. 3. Pursue land acquisition opportunities for additional recreational areas. PURPOSE 2 Prioritize environmentally sensitive areas for preservation 1.Use available mapping technology and town/outside collaborations to identify and protect priority parcels in sensitive natural resource areas, particularly in designated Zone II drinking water supply areas. 2. Ensure that existing funding continues and additional funding sources are made available to acquire priority open space parcels. 3. Properly manage existing open space assets and ensure that adequate funding is available to maintain their protection. PURPOSE 3 Maintain open space through density and development standards 1. Utilize zoning and other regulatory options as alternatives to land purchases in order to protect open space in environmentally sensitive areas, including improved use of cluster development and natural resource protection zoning. 2. Zone strategically to direct growth away from natural resource areas while at the same time change zoning elsewhere to accommodate greater density in areas where it is appropriate. 3. Build public awareness about regulatory (zoning) methods to protect open space. Examples of stakeholders • Open Space Committee • Department of Natural Resources • Brewster Conservation Trust • Conservation Commission • Cape Cod Commission • Compact of Cape Cod Conservation Trusts • Association to Preserve Cape Cod • Abutters/Neighboring Communities to Open Space (potential/existing) • Planning Department • Brewster Ponds Coalition 6 TOWN OF BREWSTER VISION PLAN • 2018 Page 1 of 4 BREWSTER VISION ADVISORY GROUP SUMMARY PAPER OPEN SPACE OCTOBER 2017 I. Background Overview Open space figured prominently in the first Vision workshops. As a treasure, participants valued protected open space because of its contribution to Brewster’s rural character, low density, tranquility, protection for the town’s drinking water supply, recreation and preservation of natural habitat. Related to open space, participants also noted the value of open space-based recreation including specific locations such as bike trails, Nickerson State Park, the Punkhorn Parklands, and the Captains’ Golf Course. Acquiring land for recreation and habitat protection and improving the use of Drummer Boy Park were noted as significant opportunities. Finally, open space was the second most mentioned theme in participants’ vision statements, with specific references to natural beauty, rural character, environmental responsibility, and a “green” community. By these characteristics, open space is closely linked to many other Vision building blocks including town character, the local economy, water resource protection, and community infrastructure. In other words, actions to protect open space will contribute to these other building blocks. These findings are consistent with the results of the survey conducted as part of the up-date of the Town’s Open Space Plan in 2013. The responses to that survey reflect many of the themes raised during the recent Brewster Visioning workshops, including the importance of preserving open space generally; protection of groundwater, drinking water, ponds, lakes, and watersheds, as well as wetland and upland habitats and endangered species habitats; and protecting beach access for recreational needs. In addition to beach parking and amenities, the next most important recreation facilities identified by survey respondents included walking/hiking trails, parks, and bike trails. In addition to the contributions to the Town’s character and recreational opportunities, open space contributes in many ways economically and financially to the town. In contrast to other Cape towns, Brewster’s past open space investments have, in part, allowed the town to avoid Page 2 of 4 the high cost of sewering large areas of town in sensitive watersheds. A recent study by the Trust for Public Land found that every dollar of investment in conservation generated $4 in natural goods and services to the Massachusetts economy. A study of the cost of services in Brewster in 2001 found that for every dollar of revenue generated, average residential development required $1.30 in public services while open space and farmland required only 31 cents making them net contributors to the town’s fiscal health. While Brewster residents and visitors appreciate the rural feel and low density development, it is important to recognize what is “open space”. Protected open space generally refers to the “green infrastructure” of a community. It may include woodlands, agricultural lands, marshes, scenic vistas, and recreation areas. Many people may perceive much of the undeveloped land in Brewster as permanent open space, but in fact much of it is not. A study by Mass Audubon in 2014 characterized Brewster as 29% protected open space, 29% developed, and 42% vacant. In comparison to Brewster, 34% of Barnstable County is protected open space. Although “vacant” land lends itself to the open space feel of the Town, much of it could be developed in the future by its private property owners. Current status and trends The Town of Brewster currently has many open space and recreation resources protected from development. The Town’s Open Space and Recreation Plan provides a detailed summary of currently protected lands, but a partial list includes: 2,200 acres of state and non-profit protected lands, 1,000 acres of municipally owned lands, and 822 town-owned acres controlled by the Conservation Commission. The not-for-profit Brewster Conservation Trust owns 533 acres of permanently protected land and an additional 250 acres through conservation restrictions on private land. The Town’s commitment to open space started many years ago with the purchase of over 800 acres in the Punkhorn Parkland in the late 1980’s and early 1990’s to protect the wellfields in West Brewster. During the same period, the Town also purchased several hundred acres in south-east Brewster to protect wellfields in that part of town. Even though water supply protection has been an important criterion for land acquisition in recent years, only approximately 40% of the “Zone II” (area of draw-down around town wells) is currently protected. In the past five years, Town meeting has approved 10 open space acquisitions totaling nearly 60 acres. In addition, the Brewster Conservation Trust has led Cape land trusts in number of acquisition projects and acres protected. Despite these activities, the balance between developed land and protected land has been shifting. For example, data from the Assessor’s office indicates that in 2014 and 2015 a total of 57 acres shifted from vacant to developed while almost 15 acres shifted from undeveloped to protected. Many recent land purchases have involved multiple funding sources: this means that significant lands have been protected with only a portion coming from Town funds. For example, in 2015 Page 3 of 4 the Town purchased three acres adjacent to Drummer Boy Park for $500,000 which included a state grant of $260,000 and $100,000 from the Brewster Conservation Trust, leaving the Town to pay $140,000. Similarly the recent purchase of four pond front acres on Rt. 137 in East Brewster (also in the Zone II) for $400,000 by the Brewster Conservation Trust included a $100,000 Town contribution, a state grant, and private contributions. From 1999 to 2014, for every $1 invested in open space acquisition, the Town has leveraged $1.11 from other sources. As a heavily used public park and scenic vista, Drummer Boy Park represents a unique asset in Brewster. The Drummer Boy complex includes 17 acres of town land purchase in 1988, an acre owned by the Brewster Historic Society which houses the iconic Higgins windmill and BHS historic village, two acres of Windmill Meadows owned by the Brewster Conservation Trust, and the recently acquired three acre town property to the east of the open area. A comprehensive management plan that integrates these components has not been developed. With the acquisition of protected open space comes the responsibility for maintaining it: keeping trails open and picking up along roadsides. Currently, this is largely done by Town staff, BCT staff, and crews of volunteers. Recent actions by the Town Brewster’s Open Space Committee completed an update of the town’s Open Space and Recreation Plan (OSRP) in 2014. The OSRP is a comprehensive look at open space issues, needs, goals, and actions. The Plan identifies the following goals based on priorities identified from the 2013 survey: 1.Protect and maintain a maximum amount of open space for the purpose of ensuring protection of a sufficient safe drinking water supply to meet the needs of Brewster’s residents and visitors today and in the future. 2.Provide open space and recreation opportunities that maintain Brewster’s rural character and small coastal community identity. 3.Plan, coordinate and implement open space protection measures that preserve habitat diversity and protect marine and fresh surface water resources. 4.Provide a variety of recreation opportunities, which accommodate the current and future needs of the community, and that are in close proximity to all residential areas. 5.Promote greater coordination and communication about community open space and recreation needs among local stakeholders and residents as well as with surrounding communities and the region. Other recent actions by the Town include the adoption of the Natural Resources Protection District zoning change (2009), which is designed to encourage development that protects the most sensitive resources on a parcel of land and preserves up to 80% as permanent open space in Brewster’s water protection District of Critical Planning Concern designated in 2008. Also, since 2007, approximately 160 acres have been taken by the town for non-payment of taxes and transferred to the custody of the Conservation Commission. Page 4 of 4 II. Key Issues Moving forward As development outpaces open space preservation, what priority should be given to open space in Town funding? Given the variety of purposes open space serves in Brewster, what should be the open space priorities in the future? What should the Town and its open space partners do to improve coordination and leverage funding? Should the town consider additional regulatory measures that protect open space and sensitive natural resources? III. Draft Vision Goal Goal: Maintain and expand open space assets to provide public recreation, protect fragile natural habitat, and protect water resources Purposes: 1.Improve public access to and expand the use of recreation areas 2.Prioritize environmentally sensitive areas for preservation 3.Maintain the open space through density and development standards Taking Action Turning the Plan into action The Vision Plan is intended to be a living document, guiding the near- and long-term decisions on which our community’s future is built. Therefore, it is imperative that the goals guide actions of Town government and community organizations and that the relevant stakeholders play their part in implementing the actions presented in the Plan. Implementation will involve figuring out the details and making the actions work in the context of town capacity, financial and fiscal constraints, and the legal framework for town action. Overall, the Select Board, Town Boards and Committees, and citizens through Town Meeting will oversee turning the Plan into action. Implementation will be most effective if there is a true partnership between town government and the community to assure that the goals laid out in the Plan are reached. What the community can do to promote the implementation of the Vision Plan. TOWN GOVERNMENT Adopt the Vision Plan as a formal action of the Select Board and assign responsibility for implementation. Communicate the Vision Plan, including important milestones and progress towards implementation through a variety of traditional and innovative vehicles. Make the Vision Plan a guide for policymaking and town decisions (budgeting, town warrant articles, town mission statement). Engage Town department heads and town staff to take owner- ship of the Vision Plan and integrate it into their daily work and future plans; restructure and reorganize staffing as needed. Create a Vision Implementation Committee to shepherd and oversee implementation and to keep the Vision Plan in the forefront of Town priorities, including ongoing stakeholder involvement. COMMUNITY ORGANIZATIONS Embrace the Vision Plan, organize meetings and other communications to build awareness and understanding about the Vision Plan. Use the Vision Plan to guide organizational plans, take on Vision Plan projects related to organizational mission for implementation or collaboration with Town. Help foster two-way communication with the Town, organize meetings and other forms of communication to educate people about issues and provide feedback. CITIZENS Work together to create a culture of engagement, talk with friends and neighbors, make a difference. Act, vote, attend meetings. Get involved in a Vision Plan issue, volunteer. TOWN OF BREWSTER VISION PLAN • 2018 13 Stakeholder Outreach Vision Plan Implementation Progress The Vision Planning Committee is tracking what has been done to achieve the goals of the Vision plan. We are interested in identifying actions that have been taken that will help achieve the goals and purposes including but not limited to the actions that are identified in the Vision Plan. This interview will help the Committee start to track actions that have been taken or are in progress and we will ask for another interview in about six months. From this, we will produce an annual Vision Plan implementation report that will be presented to the Select Board and broader Brewster community. At the same time, the Vision Planning Committee is working on the development of a Local Comprehensive Plan which will build on the Vision Plan and include a targeted action plan. The goal and purposes of the each building block have been provided to help facilitate the following Q&A conversation. Question 1: Since adoption of the Brewster Vision Plan in 2018, has your (organization/department) seen specific progress on the goals of the Vision Plan for (insert Building Block, i.e Water Resources). What specific actions have been taken or are in progress? Question 2: What do you attribute to the successful implementation of specific goals and actions? For goals and actions that have seen less progress, what have been the barriers to implementation? Question 3: Since the adoption of the Vision Plan, has there been a shift in the priority of specific actions from the Vision Plan? What kind of shift? Are there actions or items that were not in the Vison Plan but that should be included in a Local Comprehensive Plan to achieve the same or similar goals Question 4: How have Climate Change considerations altered or been integrated into what your (organization/department) does? To what extent should Climate Change related goals and actions receive priority status in the Comprehensive Plan’s targeted action plan? Question 5: Do you have any specific recommendations for the Vision Planning Committee as they work toward Vision Plan implementation and development of the Local Comprehensive Plan for Brewster? Housing GOAL: Provide more affordable, safe, and accessible rental and ownership housing options at different price points, particularly for single people, young families, and our older population. Achieve the state’s 10% affordable goal by 2025. PURPOSE 1 Promote housing choices to allow families to live, work, and prosper 1. Review current zoning with key emphasis on Accessory Dwelling unit bylaw which would allow an additional smaller unit to be built on an existing home lot; consider multifamily zoning and housing above existing businesses. 2.Review current housing stock and town owned land, identify needs, promote existing programs and create innovative new programs. 3. Create a Municipal Housing Trust which will allow the Town to develop more flexible programs such as Buy Down assistance for homeowners, rental vouchers, rehabilitation and acquisition of land for Town-led, friendly 40B affordable develop- ment. 4. Research and develop creative public and private sources of funding and partnerships for housing. 5. Educate the public about affordable housing by holding educational forums and creating a marketing/awareness campaign about the need for affordable and community housing options. PURPOSE 2 Provide opportunities to address the varied housing needs of Brewster’s aging population 1. Create more ways for seniors to age in place through zoning changes, tax incentives, home sharing programs and elderly support services. 2. Develop more elderly housing options that are focused on inclusion, not isolation, and that are near public transportation routes. PURPOSE 3 Address the housing needs of the Town’s year-round and seasonal workforce 1. Develop relationships between businesses, homeowners and Town to identify and locate rooms for seasonal workers in safe and well managed locations, preferably near transportation centers. Review zoning that would allow more housing units to be built above existing businesses. 2. Develop more year round work force affordable rental stock and affordable first time home- ownership opportunities through, for example, smaller lot sizes and non-traditional housing designs. Examples of stakeholders • Low/Middle Income Residents (Young Families, Older Fixed Income Families & Seasonal Workforce) • Brewster Housing Coordinator • Brewster Housing Trust • Housing Partnerships (Brewster & MA) • Brewster Housing Authority • Chambers of Commerce (Cape and Brewster) • Local Builders Associations, Contractors, MA Architects • Community Development Partnership • Housing Assistance Corporation • Lenders/Financing TOWN OF BREWSTER VISION PLAN • 2018 7 Page 1 of 5 BREWSTER VISION ADVISORY GROUP SUMMARY PAPER HOUSING OCTOBER 2017 I.Background The cost and availability of housing in Brewster was identified as the largest single challenge at the June workshops, with an emphasis on how the lack of affordable housing impacts young families. Workshop participants saw housing as key to allowing young families to stay in Brewster thereby maintaining the diverse community that residents value and providing the workforce that the local economy needs. In this way, housing is closely inter-related to community character and local economy building blocks of Brewster’s vision. Affordable housing, generally defined as housing available to households with incomes at or below 80% of area median income (e.g. currently $61,200 for a 3-person household) and at a cost that does not exceed 30% of the household’s gross monthly income, was identified by workshop participants as the biggest challenge the Town faces. Approximately 26% of Brewster households have incomes of $35,000 or less. While those with the lowest incomes face the greatest housing need and challenges, the cost and availability of housing—both for year-round rentals and ownership opportunities—is an issue as well for many households that do not qualify for affordable housing, making it challenging for both younger families and older residents to remain in Town. How to provide these wide range of housing opportunities while maintaining Brewster’s community character, identified as the Town’s top treasure, is the conundrum. Current status Brewster, as well as the rest of the Cape, is facing housing issues that are common with a number of resort, tourist-based areas throughout the country that have a significant percentage of their housing stock used on a seasonal basis (nearly 44% of housing units in Brewster are for seasonal use). These areas all have high housing costs in part because the average income of second home owners is greater than that of year-round residents and thus they can drive up the cost of housing. Environmental and Page 2 of 5 infrastructure factors also contribute to the higher cost of housing in Town. In addition, these tourist-based areas are also characterized by low wages. Over the last 15 years, the average wage on the Cape has been at least 30% lower than the average wage in the state. The combination of high housing costs and lower wages makes it incredibly challenging for communities to provide housing that residents and workers can reasonably afford, e.g. a household with an income of $40,000 should pay no more than $1,000 per month for rent or for their mortgage, taxes, and insurance if they own. Since 1969, the state has had a goal that every community should have 10% of its year- round housing stock designated as affordable. Currently the Town has 250 units counted as affordable, 5.2%, and needs to add 231 affordable units to meet the 10% goal. The 10% metric however understates the range of housing needs—affordable and otherwise—that exists in Town. Housing cost burden is a more telling indicator of a community’s affordable housing need. The 2017 Brewster Housing Production Plan reported the following: •960 low or moderate income households (those below 80% median income) were cost-burdened, i.e. paying more than 30% of their gross income on housing costs. 575 of those households were paying more than 50% of their income on housing costs. These figures include both owners and renters. •Approximately 84% of the 4,803 year-round housing units are owner-occupied, while only 16% (about 800) were renter occupied. 76% of the housing units in Town are detached single family homes. •There are limited housing options for the approximately 1,300 single person households. •8% of Brewster households live below the poverty line. •There is a 2-4 year wait for senior housing apartments owned by the Brewster Housing Authority. •The median sales price of a single-family home in 2015 was $389,750. A household would need an income of over $100,000 to afford the median priced home. The median household income was $66,306—a gap of well over $30,000 of what would be needed to purchase that median-priced home. By comparison, under current interest rates, the “affordable” price for a 3-bedroom home would be about $225,000. Trends The most significant trends, perhaps not surprisingly, are related to demographics. As reported in the Housing Production Plan, between 1970 and 2000, Brewster’s population increased four-fold to just over 10,000; however, since 2000, the town’s population has declined about 1.4%. The population of those age 65+ is growing—now about 29% of the population compared with 14% state-wide. Since 2000, the Town has Page 3 of 5 seen a significant decrease in the numbers of individuals in both the 25-34 and 35-44 age groups. Those 25-34 account for 5% of the Town’s population compared with 13% in this age group state-wide. Those 35-44 account for 9% of the town’s population compared with 13% state-wide. Population projections provided by the UMass Donohue Institute indicate that the Town’s population could decline to 7,888 by 2035—a 20% decrease over 20 years. These trends and projections suggest that there will be a need for more housing options for the growing older population along with a strategy for more and affordable housing options for younger people combined with strategies to provide more economic opportunities that pay a livable wage in order to reverse the demographic trends the Town is facing. Recent actions by the Town of Brewster and community groups While creation of new affordable housing basically stopped from 2008-2014, activity has picked up over the last few years. The Town just completed a state-approved Housing Production Plan that assessed demographic and housing data, identified local affordable housing needs and development barriers, and developed a set of priorities and 16 recommended strategies that would enable the Town to make progress toward achieving the 10% goal. One of the recommended strategies was to hire a housing coordinator, and the Town recently hired a part-time housing coordinator with Community Preservation Act (CPA) funds to coordinate the remaining strategies identified in the Housing Plan. Over the last two years Town Meeting approved $1.2 million in CPA funds to enable Habitat for Humanity to acquire land on Tubman Road to construct 14 affordable homes for first time homebuyers using the Habitat sweat equity model. At the spring 2017 Town Meeting, voters also approved a $550,000 CPA funding request to assist two non-profit organizations to construct 30 affordable rental apartments on land that will be leased from the Brewster Housing Authority. In addition, two Chapter 40B homeownership developments by for-profit developers are nearing completion: White Rock: 12 homes with 3 affordable and Brewster Landing—28 homes with 7 affordable. As these houses come on line, the Town will have made progress toward the 10% goal. II.Key Issues Moving Forward Challenges Many of the community character factors participants mentioned as treasures and that make Brewster a desirable place to live: access to water—both the beaches and ponds (about 80 of them covering 10% of the Town’s surface area—2,000 acres—the largest amount of pond acreage on the Cape); recreational amenities including protected open space; and historic and cultural resources—play some role in increasing the cost of housing in Town. The fact that the Town, along with the rest of the Cape, relies on a sole source aquifer for its drinking supply necessitates the protection of land from Page 4 of 5 development around the drinking water wells. Residential zoning in Town typically requires large lots (60,000 square feet or more) for a single-family house, and there are minimal zoning options that allow the creation of affordable or multifamily housing. The lack of a centralized or smaller scale wastewater treatment infrastructure also limits the development potential of available land. There are limited commercially zoned districts in town and thus fewer potential redevelopment opportunities to create housing along with the commercial uses. It is very expensive to construct new affordable housing, and developers, whether for-profit or non-profit, typically need a density bonus and/or public subsidies to make a development economically feasible. Recent new construction affordable housing developments on the Cape have typically had total development costs (land acquisition, site and construction costs, and so-called soft costs) that ranged from $325,000 - $350,000 per unit. For example, Habitat’s 14 home development on Paul Hush Way will have a total development cost of about $375,000 per home. The challenge for the town is to create the amount of housing that is needed in appropriate areas in a way that does not significantly detract from what draws people here. Opportunities As the Housing Production Plan noted, there is no single approach or magic bullet that will provide more housing options for our residents and workforce. The Plan recommends that the Town make regulatory/zoning changes; increase funding for housing; support education and advocacy efforts; and conduct local planning and make policy changes. The following are examples of how other towns have tackled their affordable housing challenges: •Yarmouth has successfully established and staffed a municipal housing trust, primarily using CPA funds, which can acquire, own, and manage property, to both oversee and provide funding for the redevelopment of a motel site that will become 69 units of affordable family rental housing and also to continue a long running homeownership buy-down program that involves the purchase of existing homes. Provincetown, Chatham, Dennis, Eastham and Falmouth also have housing trusts. •Bourne and Yarmouth have both converted surplus historic school buildings into affordable rental housing for those age 55+. •Provincetown provides property tax relief to owners who provide affordable rental apartments, and has provided a priority for its available annual water/wastewater allocation to owners/developers who will create affordable housing as part of their development. •Dennis in 2003 created a local comprehensive affordable housing bylaw that, among other provisions, provides density relief for affordable housing developments that have Town support. All new affordable development in Page 5 of 5 Dennis since 2003 has been created under this local bylaw instead of through the Chapter 40B comprehensive permit process. •Barnstable and Wellfleet have both created separate but effective accessory apartment bylaws. •Chatham, Mashpee, and Wellfleet all have used Community Preservation Act funds to implement rental voucher programs to reduce the rent burden of lower income households. •In general, those towns on the Cape that have made the most progress in providing more and affordable housing options have either a part or full-time staff person dedicated to affordable housing issues. III.Draft Vision Goal Provide more affordable, safe, and accessible rental and ownership housing options, particularly for single people, young families, and our older population, at different price points. Achieve the state’s 10% affordable goal by 2025. Purposes 1.Promote housing choices to allow families to live, work, and prosper 2.Provide opportunities to address the varied housing needs of Brewster’s aging population 3.Address the housing needs of the Town’s year-round and seasonal work force Taking Action Turning the Plan into action The Vision Plan is intended to be a living document, guiding the near- and long-term decisions on which our community’s future is built. Therefore, it is imperative that the goals guide actions of Town government and community organizations and that the relevant stakeholders play their part in implementing the actions presented in the Plan. Implementation will involve figuring out the details and making the actions work in the context of town capacity, financial and fiscal constraints, and the legal framework for town action. Overall, the Select Board, Town Boards and Committees, and citizens through Town Meeting will oversee turning the Plan into action. Implementation will be most effective if there is a true partnership between town government and the community to assure that the goals laid out in the Plan are reached. What the community can do to promote the implementation of the Vision Plan. TOWN GOVERNMENT Adopt the Vision Plan as a formal action of the Select Board and assign responsibility for implementation. Communicate the Vision Plan, including important milestones and progress towards implementation through a variety of traditional and innovative vehicles. Make the Vision Plan a guide for policymaking and town decisions (budgeting, town warrant articles, town mission statement). Engage Town department heads and town staff to take owner- ship of the Vision Plan and integrate it into their daily work and future plans; restructure and reorganize staffing as needed. Create a Vision Implementation Committee to shepherd and oversee implementation and to keep the Vision Plan in the forefront of Town priorities, including ongoing stakeholder involvement. COMMUNITY ORGANIZATIONS Embrace the Vision Plan, organize meetings and other communications to build awareness and understanding about the Vision Plan. Use the Vision Plan to guide organizational plans, take on Vision Plan projects related to organizational mission for implementation or collaboration with Town. Help foster two-way communication with the Town, organize meetings and other forms of communication to educate people about issues and provide feedback. CITIZENS Work together to create a culture of engagement, talk with friends and neighbors, make a difference. Act, vote, attend meetings. Get involved in a Vision Plan issue, volunteer. TOWN OF BREWSTER VISION PLAN • 2018 13 Rev. 03/27/21 Page 1 of 6 COMMUNITY PRESERVATION ACT FUNDING (Annual Town Meeting) ARTICLE NO.X : To see if the Town will vote to act on the report of the Community Preservation Committee on the Fiscal Year 2022 Community Preservation Budget and to appropriate or reserve for later appropriation monies from the Community Preservation Fund annual revenues or available funds for the administrative and operating expenses of the Community Preservation Committee, the undertaking of Community Preservation Projects and all other necessary and proper expenses for the year, with each item considered a separate appropriation to be spent by the Community Preservation Committee, all as set forth below: Estimated revenues FY22 a. Estimated FY22 tax surcharge $1,084,450 b. Estimated FY22 state contribution (15%) $ 162,668 c. FY22 Estimated Total: $1,247,118 FY22 Appropriations and Allocations d. Historic Preservation Reserve appropriation (10%) $124,712 e. Community Housing Reserve appropriation (10%) $124,712 f. Open Space Reserve appropriation (50%) $623,559 g. Budgeted Reserve* (30%) $374,135 h. Total $1,247,118 * 5% of FY22 Estimated Total ($62,356) is appropriated for Administrative Expense leaving a net total of $311,779 in Budgeted Reserve. Purpose Item Funding Source(s) Amount 1 Historic Preservation a.Brewster Natural Resources Department/Mill Sites Committee – Retaining Wall project Stony Brook Mill retaining wall reconstruction and restoration Transfer $125,000 from Historic Preservation Fund balance $125,000 Sub-total $125,000 2 Community Housing a.Town of Brewster Town Administration- Housing Coordinator Payroll and operating costs for Part Time Housing Coordinator position to assist public with affordable housing program Transfer $51,096 from Community Housing Fund balance $51,096 b.Cape and Islands Veterans Outreach Center - Veterans Home in Dennis Supportive housing for homeless veterans Transfer $52,500 from Community Housing Fund Balance $52,500 Rev. 03/27/21 Page 2 of 6 Sub-total $103,596 3 Open Space a. Community Preservation Bonded Debt Service Payment of debt principal and interest for the BBJ Property, and Bates Property bonds Transfer $203,683 from Open Space fund balance $203,683 Sub-total $203,683 4 Budgeted Reserve a.Habitat for Humanity – Red Top Road Community Housing Creation of 2 affordable homes on Red Top Road Transfer $105,000 from Budgeted Reserve $105,000 b.Brewster Affordable Housing Trust Fund - Rental Assistance Program Funding for Rental Assistance Program Transfer $150,000 from Budgeted Reserve $150,000 c.Dog Park Development Committee – Dog Park Creation of Brewster Dog Park Transfer $119,135 from Budgeted Reserve and $65,875 from Fiscal Year 2022 CPA estimated annual revenues $185,000 d.Administration Expense Administration and operating expenses for Community Preservation Committee Fiscal Year 2022 CPA estimated annual revenues $62,356 Sub-total $502,356 Grand Total $934,635 For Fiscal Year 2022 Community Preservation purposes, each item is considered a separate appropriation to be spent by the Community Preservation Committee; provided however, that the above expenditures may be conditional on the grant or acceptance of appropriate historic preservation restrictions for historic resources, open space restrictions for open space reserves, and housing restrictions for community housing, running in favor of an entity authorized by the Commonwealth to hold such restrictions for such expenditures, meeting the requirements of Rev. 03/27/21 Page 3 of 6 G.L. c.184 and G.L. c.44B, Section 12, and to authorize the Board of Selectmen to convey or accept such restrictions; And further, any revenues received in excess of the estimated receipts are transferred to their respective reserve fund balance(s) for future appropriation using the allocation formula of 50% Open Space, 10% Housing, 10% Historical and 30% for Budgeted Reserve for CPA. Or to take any other action relative thereto. (Community Preservation Committee) (Majority Vote Required) COMMENT In May of 2005, Brewster voters approved a ballot question which allowed for the adoption of the modified Community Preservation Act. The act appropriates a 3% surcharge on the town’s real estate tax revenues, which are reserved in a special fund in order to finance projects and programs for the purposes of preservation of open space, recreation, community housing, and historic preservation. Brewster is also eligible to receive up to 100% in matching funds from the State, although we anticipate a reduced reimbursement rate from the State for Fiscal Year 2022, which is projected at 15%. Brewster established, through a local bylaw, a distribution schedule for the CPA funds according to the following: 50% of the funds for open space, 10% for community housing, 10% for historic preservation, and 30% balance is available for housing, historic preservation and/or active or passive recreation projects. 1. Historic Preservation: a. Brewster Natural Resources Department and Mill Sites Committee – Stony Brook Mill retaining wall restoration – The historic Stony Brook Gristmill 2.69 acre site is divided east and west by Stony Brook, and north and south by Stony Brook Road. The Gristmill and mill ponds are located on the south side, with historic foundations and paths on the north side. The Lower Mill Pond dam was constructed to increase water levels in the pond for power for the gristmill, as well as to provide passage for migratory fish into the headwater ponds. A water control device is installed on the dam to control water into the “millers pond” which operates the mill. The retaining wall, an historic landmark, supporting this pond is failing and is in danger of collapse. And the stone masonry wall in the main pool near the street is also degraded. The wall forms the western side of the fish run. In order to function safely, and to protect the diadromous (migratory) fish run and water source for the gristmill, the wall needs to be rehabilitated or replaced. Total Project Cost: $457,700 CPC Request: $125,000 CPC Vote: 8-0-0 Estimated balance (reserve plus FY22 estimated revenues) if items approved: $525,174 2.Community Housing: a. Town of Brewster- Housing Coordinator - This item will fund the part-time Housing Coordinator position. The Community Preservation Committee has supported the Housing Rev. 03/27/21 Page 4 of 6 Coordinator position since 2017. The hiring of a housing coordinator was identified as a key strategy in the Brewster Housing Production Plan. The Housing Coordinator holds hours for the public weekly, supports multiple town committees, including the Housing Trust and Housing Partnership, works with regional housing agencies and organizations in town to promote housing choice. The housing coordinator is an integral part of the Town housing efforts, outlined in both the Town Vision Plan and the Select Board strategic plan. The Housing Coordinator helps to acquire, create, preserve and support community housing. Last year, the Housing Coordinator's work hours were increased to 25 hours per week, due to the growth of housing programs and initiatives. The FY22 request is to continue the position at 25 hours per week with the CPC providing funding for the salary and the Town providing funding for all benefits of the position. Our housing program continues to be a partnership of many town entities. Total Project Cost: $85,874 CPC Request: $51,096 CPC Vote: 8-0-0 b. Cape and Islands Veterans Outreach Center - Veterans Home in Dennis The Veterans Home in Dennis will provide supportive housing for five homeless veterans on Cape Cod and is sponsored by the Cape and Islands Veterans Outreach Center (CIVOC). The final goal of the project is to stabilize the circumstance of the veterans’ lives so that they are empowered to eventually move forward into their own independent and sustainable living situations. In March 2020, construction began on a 3500 sf, five-bedroom, five bath home at 1341 Route 134, Dennis. This home will be the location of the Supportive Housing Program which CIVOC has been implementing since 1996. The $50,000 Brewster CPC award will be used toward defraying construction expenses and thus reducing or eliminating the need for a mortgage on the property. An additional $2,500 of CPA funds will be set aside to cover the CPC’s legal expenses related to the project. Total Project Cost: $1,018,975 CPC Request: $52,500 CPC Vote: 8-0-0 Estimated balance (reserve plus FY22 estimated revenues) if items approved: $134,191 3. Open Space: a. Community Preservation Bonded Debt Service- This item pays for the $271,695 in FY 2022 principal and interest on 3 CPA (BBJ 1 and 2 and Bates) open space acquisitions that were financed via long term bonding. Estimated balance (reserve plus FY22 estimated revenues) if items approved: $1,004,981 4. Reserves for Community Preservation: a. Habitat for Humanity – Red Top Road Community Housing - Habitat for Humanity proposes to build 2 high quality three-bedroom affordable homes at 26 Red Top Road on land donated by a private Brewster resident. Habitat for Humanity Cape Cod provides homeownership Rev. 03/27/21 Page 5 of 6 opportunities for families at income levels not served by other affordability programs. Habitat’s home pricing model, along with financing assistance for qualified buyers, allows a household earning 40% of area median income, as adjusted for family size, to afford a home. The homes will be affordable in perpetuity, and will count on Brewster’s DHCD Subsidized Housing Inventory. Habitat intends to ask DHCD for a“veteran preference” pool for the family selection for one of the two homes, and for the other home to be open to Barnstable County residents. $100,000 of the award will go toward construction costs. $5,000 will be set aside to cover legal expenses incurred by the CPC in connection with the award. Total Project Cost: $786,884 CPC Request: $105,000 CPC Vote: 8-0-0 b. Brewster Affordable Housing Trust Fund – Rental Assistance Program: This item would fund the Brewster Affordable Housing Trust Rental Assistance Program (B-RAP) for two additional years. Over the past years, and exacerbated with the Covid-19 pandemic, year-round rental housing has become more difficult for Brewster households to afford. The Brewster Affordable Housing Trust Rental Assistance Program (B-RAP) assists low and moderate income Brewster households to both attain and retain rental housing. Using previous CPA funding, approved at the 2018 Fall Special Town Meeting, the Housing Trust developed the B-RAP program in response to identified needs in the community and designed the emergency assistance component in coordination with eight Lower Cape Towns and local social service agencies. The program, managed by Housing Assistance Corporation (HAC), provides a monthly rental subsidy as well as case management support to assist residents in affording rentals. The emergency Covid-19 assistance component provides funds to help households impacted by Covid-19 maintain their rental housing. Prior to using B-RAP funds, HAC works with applicants to access financial assistance from federal, state, and county programs as well as private donations. This initiative keeps Brewster residents housed, supports the health of the community, and provides landlords with needed funds. Total Project Cost: $225,000 CPC Request: $150,000 CPC Vote: 6-0-0 c. Dog Park Development Committee – Brewster Dog Park: This item will provide funding to contract for the construction and other related costs of the Brewster Dog Park to be located on 2.4 acres of town owned property on 631 Harwich Road in Brewster. The Dog Park itself will have separate fenced areas for larger dogs (45,000 square feet or approximately 1.03 acres) and smaller dogs (21,500 square feet or approximately 0.49 acres) for a total of 66,500 square feet or 1.52 acres. The Stanton Foundation has committed to pay for 90% of the construction costs up to a maximum of $225,000. The CPC funds will be used to complete the base bid total of $410,000. A $50,000 donation from the Friends of Brewster Dog Park, Inc. a 501(c)3 non- profit, will complete the park by funding the alternatives required by the Stanton Foundation beyond the base bid (e.g. water stations, benches, signage and shade trees.) The CPC determined that Community Preservation Act (CPA) funds may properly be used for this project as it will create land for recreational use, and it supports the goals of providing multiple active and passive recreation uses. It will serve a significant number of residents and visitors, and will Rev. 03/27/21 Page 6 of 6 expand the range of recreation opportunities available to all ages of Brewster residents and visitors. Total Project Cost: $460,000 CPC Request: $185,000 CPC Vote: 4-3-0 d. Administrative Expense- This item will fund the costs associated with general administrative and operating expenses, including but not limited to legal and other professional consulting services, related to carrying out the operations of the Community Preservation Committee. The Community Preservation Act allows up to 5 % of expected annual revenues for this purpose. Estimated balance (reserve plus FY22 estimated revenues) if items approved: $496,181 CPC Quarterly Status – February 2021 Whitecaps/Brewster School Committee Improvements to Stony Brook Field Progress: The Stony Brook Field Improvement project made contracting progress this quarter. John O’Reilly completed the detail design and paperwork for the bid process. The Town of Brewster put the work out for bids. 3 bids were received. Only one bid was close to the money available for the project. That one was from the Lawrence Lynch Corp., a local Falmouth company. Mr. O’Reilly did the analysis to assure the bid was compliant to our requirements. See the schedule details below. There was an issue in that the bid was higher than the funds committed from CPC and Whitecaps. The bid was $455,598. In addition, there was a requirement for another $5,000 for set asides. Total required for the bid to be awarded was $460,598. Schedule for Stony Brook Field Improvements Original date Revised date Actual date Current schedule: (dates may vary a small amount) Review of draft detail design and bid documents Nov 9-10 17-Nov Review of final design and bid documents 25-Nov 25-Nov Bid Documents to Brewster Town Procurement 2-Dec 2-Dec Bid Documents to Central Register 9-Dec 16-Dec 16-Dec Cape Codder, website and Commbuys 18-Dec 18-Dec Pre-Bid conference December 30th 10am at location 30-Dec 30-Dec Last day for questions from bidders: Wed Jan. 6 5-Jan 5-Jan Addenda issued by Friday Jan 8 6-Jan 6-Jan Bids received Jan 6 2021 Jan 12 2021 12-Jan Review and decision, Jan 2021 Jan 11-22 Jan 13-22 Jan Award of contracts, Jan 2021 Jan 25-29 1-Feb 1-Feb CPC funds are $425,000. The Whitecaps had committed $15,000. In additional to the bid from L Lynch there is $8,500 for J M O’Reilly for design work and project management. That contract was awarded in Sept 2020. See the funding analysis below. The shortfall was 29,098. After analysis on options, the Whitecaps board met in special session and allocated the additional $29,089 money to complete the project. After the necessary funds were committed, the town awarded the contract on February 1. There was a “Preconstruction” meeting via Zoom Feb 12, 2021. The project is moving along. The town has received a detail schedule for construction. Coordination is continuing with Stony Brook School administration and Brewster DPW. Current Future schedule: (dates may vary a small amount) Note: the detail schedule has been shared with Stony Brook Principal Mr. K. Gauley. Coordination with School Administration will continue. Construction at the Stony Brook Field March-April 2021 Installation of bleachers May 24-29 Submitted Feb 25, 2021 Charles Hanson, Board member Brewster Whitecaps 1. Field Improvement Bid 2. Available Funds 3. Funding Gap bid from L Lynch 455,598 CPC Grant 425,000 est costs 460,598 est of offsets 5,000 O'Reilly mgnt -8,500 current funds 431,500 total needed 460,598 subtotal 416,500 money needed -29,098 Whitecaps pledge 15,000 total current funds 431,500 How do the boards work together to support affordable housing? How do communities off-Cape structure their relationships among different boards? Is your affordable housing trust well-funded? Every community on the Lower Cape has the Community Preservation Act (CPA) and some form of affordable housing trust. We will explore: Friday | 4.16.21 | 10 am - 11:30 pm | Remote via Zoom C l i c k H e r e t o R e g i s t e r o r c o n t a c t P e l i n d a D e e g a n , H o u s i n g A d v o c a c y P r o g r a m M a n a g e r a t (5 0 8 ) 2 4 0 - 7 8 7 3 x 1 5 o r e m a i l a t p e l i n d a @ c a p e c d p .o r g Speakers: Shelly Goehring, Program Manager | MHP Stuart Saginor, Executive Director | Community Preservation Coalition Community Preservation Committee Minutes of March 10, 2021 Page 1 of 4 2198 Main Street Brewster, Massachusetts 02631-1898 (508) 896-3701 FAX (508) 896-8089 COMMUNITY PRESERVATION COMMITTEE Virtual Meeting Wednesday, March 10, 2021 at 4:00 p.m. MEETING MINUTES OF MARCH 10, 2021 Present: Community Preservation Committee (CPC) - Chair Faythe Ellis, Vice-Chair Sharon Marotti, Clerk Elizabeth Taylor, Roland Bassett, Bruce Evans, Paul Ruchinskas, Peggy Jablonski, Diane Pansire Absent: Barbara Burgo Also Present: Cynthia Bingham, Select Board Chair Faythe Ellis called the meeting to order at 4:00 pm and announced a quorum 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. 1.Financial Report – no discussion 2.Review of anticipated CPC future funding needs and discussion regarding development of 5 year Community Preservation Plan and whether current formula will meet future funding needs, including possible vote to support development of CPA Plan, including a formula review, and to allocate a portion of FY 22 Administrative Funds towards CPA Plan expense Faythe went over her slide presentation to go over this proposed plan. She went over the current funding allocation formula for Open Space, Housing, Historical, and Budgeted Reserve. This formula has done well for us up to this point. However, there are some clouds on the funding horizon, and we have to wonder, with the list of projects in the pipeline, does our current formula meet the future needs in Town? All of our funding buckets are in the black as of right now. If we plug in the anticipated needs, that changes. We may not have enough money to fund anticipated projects in the near term. There are other options to consider. We look to the funding formula. Bourne and Brewster have unique formulas. All other towns adopted the statutory funding formula. Even here, there is a shortfall if we plug our projected needs into this formula. We looked at how Eastham’s CPA program is an interesting example. The end result is a plan that is a summary of the Town’s core values to inform the CPC’s funding allocations. For today, we want to get the Committee’s thoughts on having Brewster begin to use the Eastham framework as a way to proceed. Any change will require Town Meeting and Ballot approval. Faythe then went over her proposed next steps and asked for Committee feedback. Sharon thinks this is something that is well needed. If this doesn’t get approved until FY23, how do current projects get funded? Faythe said the allocations will stay the same until the new formula goes to Town Meeting. She went on to say that the Committee would face some hard decisions for the near term where there will be a large shortfall. Approved: VOTE: Community Preservation Committee Minutes of March 10, 2021 Page 2 of 4 Bruce wondered if they have been focusing on Open Space for several years now, and perhaps it is appropriate to make this change going forward. Peggy welcomes this process and feels it is a good idea to have the Town be involved in this process so they can see what this Committee is charged with in terms of shepherding the funds available to competing interests in the community. Elizabeth and Rollie both agreed this was a good way to move forward. Motion to approve development of 5 year CPA Plan, including a formula review, and to allocate a portion of FY22 Administrative Funds towards the CPA Plan expense. MOVED by Roland Bassett. Seconded by Elizabeth Taylor. Roll Call Vote: Sharon Marotti – yes, Bruce Evans – yes, Elizabeth Taylor – yes, Roland Bassett – yes, Paul Ruchinskas – yes, Peggy Jablonski – yes, Diane Pansire - yes, Chair Ellis - yes VOTE 8-yes 0-no 3.Discussion and possible vote to structure $25,000 PBCB Dock award as forgivable loan with 25 year mortgage, with condition of public access notice. Motion to approve structuring the $25,000 PBCB Dock award as forgivable loan with 25 year mortgage, with condition of public access notice. MOVED by Roland Bassett. Seconded by Sharon Marotti. Roll Call Vote: Sharon Marotti – yes, Bruce Evans – yes, Elizabeth Taylor – yes, Roland Bassett – yes, Paul Ruchinskas – yes, Peggy Jablonski – yes, Diane Pansire - yes, Chair Ellis - yes VOTE 8-yes 0-no 4.Review of Dog Park award letter Sharon reviewed the award letter with the Committee. The funding request of $185,000, contingent on vote approved at Town Meeting and funds available by July 1, 2021. Faythe wanted to know if we should include, in the description of, the Friends $50,000 pledge. Peggy thought the White Caps letter might be helpful as it has a similar situation. Paul said Peter Lombardi was clear the $410,000 was a contract, with up to $225,000 from Stanton, and $185,000 from the Town, not inclusive of the $50,000 from Friends. “Saturday,” May 15th needs to be corrected on the letter. Project completion dated two years out – June 30, 2023. Paul asked about Number 7 – hold back 10% of the award until all the Friend’s work is completed? Sharon said they aren’t all going to be complete because it will take an additional $99,000 to complete. Faythe said we want to make sure they meet the Stanton Foundation requirements. Paul said Stanton releases money to the Town after Town Meeting approval. Cynthia Bingham said Stanton requires completion within one year; tack on the other year for Friend’s funding referencing the completion of the construction contract, work completed in the base bid. Elizabeth wondered about #5- bills should be approved by the liaison before being turned in. Sharon was going to ask about sending them in to Sharon (liaison) and Elizabeth (Clerk) at the same time, digitally. Faythe said if they are submitted concurrently, that might be the best way. Sharon also included a budget in the letter. $401,000, plus $9,000 contingency, plus the Stanton $225,000, and the $185,000 from the Town. Community Preservation Committee Minutes of March 10, 2021 Page 3 of 4 5.Review Warrant Article draft Faythe forwarded the draft of our Warrant Article to Sue Broderick. Tom Lincoln had asked Faythe to make a couple of changes in the Article, more info about square footage, more info including the contribution from the Friends of Brewster Dog Park, and a change of total project cost from $410,000 to $460,000. Faythe wanted the Committee to see these changes before sending them along to Sue Broderick and Peter Lombardi. 6.Town meeting planning Faythe said she and Sharon are on the Select Board Agenda for the 15th to present the Article. She isn’t sure about FinCom yet. She has two people who volunteered to help out with the Town Meeting presentation. If anyone else would like to step up, please let her know. 7.Project updates Faythe said we got our first update from the White Caps. Rollie said they sent in a timeline of when they are going to do the work. Everyone knows the bid has been accepted and the info they are putting in additional resources of their own to move it forward. Sharon said she heard from Donna Kalinick about Brewster Woods. She said the water, septic, and leeching fields are installed. They are about halfway done with the actual work that will be completed under Phase 1. They are filing quarterly reports with Mass Works and submit reimbursement requests on a monthly basis. 8.Approval of minutes from 2/24/21 Paul said at top of page 2 - $9,000 rather than $8,000. Motion to approve the minutes from 2/24/2021 as amended. MOVED by Paul Ruchinskas. Seconded by Sharon Marotti. Roll Call Vote: Sharon Marotti – yes, Bruce Evans – yes, Elizabeth Taylor – yes, Roland Bassett – yes, Paul Ruchinskas – yes, Peggy Jablonski – yes, Diane Pansire – abstain, Chair Ellis - yes VOTE 7-yes 0-no 1-abstain 9.Announcements Faythe had a reminder that in two weeks is the public forum on Local Preference which we are all invited. 10.Items the Chair could not anticipate – none 11.Next meeting: March 31, 2021 at 4pm MOTION made by Bruce Evans to adjourn the meeting at 4:54 pm. Diane Pansire second. Community Preservation Committee Minutes of March 10, 2021 Page 4 of 4 Roll Call Vote: Bruce Evans – yes, Elizabeth Taylor – yes, Paul Ruchinskas – yes, Roland Bassett – yes, Sharon Marotti – yes, Peggy Jablonski – yes, Diane Pansire – yes, Chair Ellis - yes VOTE 8-yes 0-no Respectfully submitted, Beth Devine, Recording Secretary Packet of additional documents available on website for public review.