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Home My Public Portal AboutSelect Board Meeting Packet - 08.09.2021 TOP 5 THINGS TO KNOW ABOUT COVID-19 AND DELTA VARIANT 1. Getting vaccinated prevents severe illness, hospitalization, and death; it also helps reduce the spread of the virus in communities. • Unvaccinated individuals should get vaccinated and continue masking until they are fully vaccinated. • With the Delta variant, this is more urgent than ever. The highest spread of cases and severe outcomes is happening in places with low vaccination rates 2. Data show Delta is different than past versions of the virus: it is much more contagious. • Some vaccinated people can get Delta in a breakthrough infection and may be contagious. • Even so, vaccinated individuals represent a very small amount of transmission occurring around the country. • Virtually all hospitalizations and deaths continue to be among the unvaccinated. 3. In areas with substantial and high transmission, CDC recommends that everyone (including fully vaccinated individuals) wear a mask in public indoor settings to help prevent spread of Delta and protect others. 4. CDC recommends that community leaders encourage vaccination and masking to prevent further outbreaks in areas of substantial and high transmission. 5. CDC recommends universal indoor masking for all teachers, staff, students, and visitors to K-12 schools, regardless of vaccination status. Children should return to full-time in-person learning in the fall with layered prevention strategies in place. CDC Update on the COVID-19 Pandemic and Delta Variant Key Messages and Talking Points for Partners EMBARGOED UNTIL TUESDAY, JULY 27 AT 3 PM ET BACKGROUND ON VACCINATION AND DELTA MESSAGING Vaccination is the most important public health action to end the COVID-19 pandemic. • Get vaccinated to prevent severe illness, hospitalizations, and death. • We need more people vaccinated. o Vaccination coverage by county in the U.S. ranges from 9% to 89%, and remains below 40% in over half of the counties. • Areas of low vaccination coverage have rapidly increasing cases o COVID-19 cases have increased over 300% nationally from June 19 to July 23, 2021, driven by the highly transmissible B.1.617.2 (Delta) variant. o Importantly, while we are seeing case numbers similar to the wave we experienced last summer, there are over 70% fewer deaths due largely to the impact of the vaccines. o Healthcare systems are being strained in many states with surging cases, imperiling providers’ ability to deliver care not only for patients with COVID-19 but also those with other healthcare needs. o We are in a race against time to increase vaccination coverage before new variants emerge. We continue to have good evidence that our vaccines are safe and effective, and provide protection against the variants circulating in the United States. • Data demonstrate that the vaccines are preventing severe illness, hospitalization, and death, and are effective against the Delta variant. • Vaccination is the best way to protect you, your family, and your community. • High vaccination coverage will reduce spread of the virus and help prevent new variants from emerging. The emerging evidence about the Delta variant demonstrates it is more formidable than the original (wildtype) virus. • Delta spreads more than twice as easily from one person to another, compared with earlier strains. • Delta has most recently surged to become the predominant variant –from <1% in May to over 80% of cases in July. • Delta is causing some “vaccine breakthrough infections,” meaning infections in fully vaccinated people, than other strains have. But, even so: o Most breakthrough infections are mild. o Vaccines are working as they should—they are preventing severe illness, hospitalizations, and death. • New data show that people infected with Delta have higher viral loads—meaning more virus in their body—than with previous variants. • In contrast to the Alpha strain, new data show that fully vaccinated people who are infected with the Delta variant might be infectious and might potentially spread the virus to others Q&A What changed from 2 months ago when you said vaccinated people did not need to mask? • Delta variant is surging: it has quickly grown from less than 1% of cases in May to more than 80% now. • Delta spreads about twice as easily from one person to another than previous strains of the virus. • We are constantly evaluating data and monitoring the science to determine what responses may be needed and given emerging evidence that some vaccinated people can get or spread Delta, we are recommending people in substantial and high transmission areas consider masking, even if they’re fully vaccinated. • Importantly, the vaccines can help prevent Delta from spreading even further. Most transmission happening around the country is among unvaccinated people and in areas with low vaccination rates. We need more people to get vaccinated to stay ahead of changes in the virus. Should vaccinated people worry they are spreading the virus? • Vaccinated individuals represent a very small amount of transmission occurring around the country. Most vaccinated people are protected from the virus – breakthrough cases occur in only a small proportion of vaccinated people and the vast majority are avoiding serious illness, hospitalization, or death. o If you get vaccinated, your risk of infection is ~3.5-fold lower, your risk of getting ill from COVID is over 8-fold lower, and your risk of hospitalization or death is ~25-fold lower. • But emerging science suggests some vaccinated people can be contagious if they get Delta. • In areas of substantial and high transmission, CDC recommends that vaccinated people should wear a mask in public indoor settings to prevent spread and protect themselves and others. Does this mean the vaccines aren’t working as we expected? • No. The 162+ million fully vaccinated Americans have a very strong degree of protection against the variants, including Delta. They are overwhelmingly avoiding severe illness, hospitalization, and death. Unvaccinated individuals account for virtually all the hospitalizations and deaths in the U.S. • Despite seeing case numbers similar to the surge we experienced last summer, deaths are down more than 70% thanks to vaccination. • This is further proof that getting fully vaccinated is the best thing you can do to protect yourself and those around you. How rare is transmission by the vaccinated? • We are continuing to monitor available data, but we know vaccinated people represent a very small proportion of transmission occurring. • For example, some data out of Israel showed that as little as 13% of vaccinated people with a breakthrough infection were spreading the virus, with 80% not spreading at all. • It’s important to remember breakthrough infections occur in only a small proportion of vaccinated people and of the breakthrough infections, transmission by the vaccinated appears to only be a small part of overall spread of the virus. If you are vaccinated but asymptomatic, can you spread the virus? • We do not have data to inform the likelihood of asymptomatic spread among vaccinated people, but expect that it would be relatively low. If vaccinated people can spread the virus, shouldn’t everyone wear a mask not just those in high transmission areas? • If you are in a low transmission area, your overall risk of getting Delta as a vaccinated person is lower. • You can still consider whether you want to take the extra precaution of wearing a mask (particularly if you live with someone who is immunocompromised, unvaccinated, or at risk of severe disease), but at this time we are focused on reducing transmission and therefore urge everyone to get vaccinated and, in areas with substantial or high transmission, to wear a mask in indoor public spaces. What data is this decision based on? • We are constantly reviewing emerging data and evidence on the Delta variant. This update is based on recent data both here in the United States and in other countries that show a small proportion of fully vaccinated people may be infected with Delta and transmit it. Does this mean businesses in high transmission areas should reinstitute mask mandates for all workers and customers? Reduce capacity? Should large events be canceled? • These are decisions that will be made at the local level by community and business leaders based on what is happening in their area. • Right now, we would recommend that, in areas with substantial or high transmission, individuals wear masks in indoor public settings, even if they have been fully vaccinated, and community leaders encourage vaccination and masking to prevent further spread. What about workplaces or offices? Should people in high or substantial transmission areas be wearing masks at work? • Yes. Employers should encourage vaccination and masking in areas of high or substantial transmission. What about kids in schools? Should they all be masking, even if vaccinated? • Yes. Given the high mixing of vaccinated and unvaccinated people in schools, and the fact that vaccines are not available to children under 12, we recommend schools do universal masking. • To support in-person learning in the fall, CDC recommends universal indoor masking for all teachers, staff, students, and visitors to K-12 schools, regardless of vaccination status. Children should return to full-time in-person learning in the fall with layered prevention strategies in place. If kids get infected with Delta, are they at serious risk? • Most children who get COVID-19 have less symptoms than adults. However, the Delta variant is more transmissible than other variants, therefore protection against exposure is more important than ever, especially among those who are unvaccinated or too young to be vaccinated. • We know—based on national antibody studies—that children experience COVID-19 infection, even if they have had less symptoms. o National seroprevalence data show that children (age 0-17) have the highest level of antibodies of any age group (27.8%). • CDC recommends that parents take appropriate protective actions, such as having children older than age 2 who are unvaccinated wear masks in public indoor settings. • To support in-person learning in the fall, CDC recommends universal indoor masking for all teachers, staff, students, and visitors to K-12 schools, regardless of vaccination status. Children should return to full-time in-person learning in the fall with layered prevention strategies in place. Should I be more worried about variants like Delta? • Variants are expected as long as transmission continues. Delta is more contagious than previous variants and cases due to the Delta variant are rising rapidly. Unvaccinated individuals should get vaccinated and continue masking until they are fully vaccinated. • With the Delta variant, this is more urgent than ever. The highest spread of cases and severe outcomes is happening in places with low vaccination rates and among unvaccinated people. Should fully vaccinated people put their mask back on? • The greatest risk right now is to the unvaccinated. Unvaccinated individuals should get vaccinated and continue masking until they are fully vaccinated. • The COVID-19 vaccine authorized in the United states protect against severe illness, hospitalization, and death from the Delta variant. In rare occasions, some vaccinated people can get Delta in a breakthrough infection and may be contagious. Even so, vaccinated individuals represent a very small amount of transmission occurring around the country. • Fully vaccinated individuals should wear a mask in public indoor settings in areas with substantial or high transmission to help prevent spread of Delta and protect others. Should communities go back to mask mandates? • As we have always said, localities may make decisions based on their local situation—CDC urges localities to monitor transmission rates and vaccination coverage, and to add layered prevention strategies when needed to keep their communities safe. • Community leaders should encourage vaccination and masking to prevent further spread, in areas with substantial or high transmission. • People in high or substantial transmission areas should wear a mask in public indoor settings, even if they are fully vaccinated. It feels like we are seeing more breakthrough infections than just 10% - how many breakthrough infections are we seeing? • Breakthrough infections are anticipated even with a highly effective vaccine. There are over 160 million Americans vaccinated and CDC expects about 150,000 symptomatic breakthrough infections through mid-July based on modeled estimates. • Importantly, breakthrough infections are mostly resulting in mild disease. If you get vaccinated, your risk of infection, symptomatic disease, and especially hospitalization or death are far lower than in the unvaccinated. ADVISORY REGARDING FACE COVERINGS AND CLOTH MASKS Updated July30, 2021 This Advisory has been updated as of July 30, 2021. On July 27, 2021, the federal Centers for Disease Control and Prevention issued updated guidance regarding the use of face coverings and cloth masks by individuals who are fully vaccinated for COVID-19. COVID-19 vaccines are highly effective and every individual who is eligible and either works, studies or resides in Massachusetts is advised to get vaccinated. The updated CDC guidance continues to state that individuals who are fully vaccinated may, as a general matter, resume many of the activities that they engaged in prior to the pandemic without wearing a mask or staying 6 feet apart, except where otherwise required by federal, state, or local laws, rules or regulations. In response to the recent spread of the Delta variant, however, the CDC’s updated guidance does recommend that even fully vaccinated persons wear masks or face coverings when indoors if other risk factors are present. In light of the information provided by the CDC, and in order to maximize protection of vulnerable individuals from the Delta variant, the Department of Public Health now advises that a fully vaccinated person should wear a mask or face covering when indoors (and not in your own home) if you have a weakened immune system, or if you are at increased risk for severe disease because of your age or an underlying medical condition, or if someone in your household has a weakened immune system, is at increased risk for severe disease, or is unvaccinated. Your primary care provider can advise you whether you are at increased risk. Information from the CDC on the conditions that may put you at increased risk can be found here: https://www.cdc.gov/coronavirus/2019-ncov/need-extra-precautions/people-with-medical- conditions.html. An individual is fully vaccinated two weeks after their second dose in a two-dose series, such as the Pfizer or Moderna vaccines, or two weeks after a single-dose vaccine, such as Johnson & Johnson’s Janssen vaccine. However, if a fully vaccinated individual becomes symptomatic, they should be tested and wear a mask until receiving test results. All people in Massachusetts (regardless of vaccination status) are required to continue wearing face coverings in certain settings, including transportation and health care facilities. Please see The Commonwealth of Massachusetts Executive Office of Health and Human Services Department of Public Health 250 Washington Street, Boston, MA 02108-4619 CHARLES D. BAKER Governor KARYN E. POLITO Lieutenant Governor MARYLOU SUDDERS Secretary MARGRET COOKE Acting Commissioner Tel: 617-624-6000 www.mass.gov/dph www.mass.gov/maskrules for a complete list of venues where face coverings remain mandatory as of May 29, 2021. For individuals who are not fully vaccinated, it is important that you continue to wear a face covering or mask to help prevent you from spreading COVID-19 to other people. People who show no symptoms of illness may still be able to spread COVID-19. For individuals who are not fully vaccinated, the CDC advises the following: Wear a face covering or mask that covers your nose and mouth. Stay 6 feet apart from others who don’t live with you. Avoid crowds and poorly ventilated indoor spaces. Wash your hands often with soap and water. Use hand sanitizer if soap and water aren’t available Get tested if you have been exposed to or have symptoms associated with COVID-19. When you wear a face covering or cloth mask, it should: Fit snugly but comfortably against the side of the face, Be secured with ties or ear loops, Include multiple layers of fabric, Allow for breathing without restriction, and Be able to be laundered and machine dried without damage or change to shape. For more information, please refer to the CDC at: https://www.cdc.gov/coronavirus/2019- ncov/vaccines/fully-vaccinated-guidance.html This advisory may change based on public health data and further guidance from the CDC. Jeffrey C. Riley Commissioner Massachusetts Department of Elementary and Secondary Education Margret R. Cooke Acting Commissioner Massachusetts Department of Public Health MEMORANDUM TO: Superintendents, Charter School Leaders, Assistant Superintendents, Collaborative Leaders, Leaders of Approved Special Education Schools FROM: Jeffrey C. Riley, Commissioner, Department of Elementary and Secondary Education Margret R. Cooke, Acting Commissioner, Department of Public Health SUBJECT: DESE/DPH COVID-19 Guidance for Districts and Schools: Fall 2021 DATE: July 30, 2021 Background and context As noted in the Updates to DESE COVID-19 Guidance released on May 27, 2021, all districts and schools will be required to be in-person, full-time, five days a week this fall and all previously- released Department of Elementary and Secondary Education (DESE) health and safety requirements will be lifted. Recent updates by the Centers for Disease Control (CDC) to its Guidance for COVID-19 Prevention in K-12 Schools emphasize the importance of all students returning to full-time, in-person school this fall. The CDC guidance supports the use of vaccines as the primary mitigation measure in school settings, and also continues to recommend masking in K-12 schools. Additionally, according to the CDC, “Because of the importance of in-person learning, schools where not everyone is fully vaccinated should implement physical distancing to the extent possible within their structures, but should not exclude students from in-person learning to keep a minimum distance requirement.”1 Massachusetts has among the highest vaccination rates of any state in the nation,2 and evidence continues to reinforce that the COVID-19 vaccines are highly effective, especially against severe disease.3 At the same time, even for those students not yet vaccinated, the apparent risk of 1 Guidance for COVID-19 Prevention in K-12 Schools: Physical Distancing: https://www.cdc.gov/coronavirus/2019- ncov/community/schools-childcare/k-12-guidance.html#physical-distancing 2 “Data Table for COVID-19 Vaccinations in the United States,” CDC 2021. Data as of July 26, 2021. Available at: https://covid.cdc.gov/covid-data-tracker/#vaccinations 3 Jamie Lopez Bernal, Nick Andrews, Charlotte Govwer, Eileen Gallagher, et. al. July 21, 2021. “Effectiveness of COVID-19 Vaccines against the B.1.617.2 (Delta) Variant.” The New England Journal of Medicine. Available at: https://www.nejm.org/doi/full/10.1056/NEJMoa2108891 2 COVID-19 to children remains small.4 5 6 7 These factors continue to reinforce that many previously instituted COVID-19 mitigation measures in school settings are no longer necessary. In a letter released earlier this month, U.S. Education Secretary Cardona reiterated the importance of COVID-19 vaccine adoption for eligible students. This reinforced the message sent by Department of Public Health (DPH) and DESE Commissioners Bharel and Riley last school year indicating that vaccination is a critical strategy in mitigating the impact of COVID-19 on in-person learning. Fall 2021 recommendations This guidance document was developed jointly by DESE and DPH and outlines recommendations on masking, COVID-19 testing, and quarantine protocols. It also includes information on back-to- school vaccine clinics, local vaccine sites, and public awareness materials for families. DESE and DPH also continue to encourage schools to maintain ventilation upgrades from this past year as feasible, continue hand hygiene practices, and extend policies for students and staff to stay home when sick. As always, we will monitor the public health situation and may issue additional guidance as needed. Please note: The DESE COVID-19 Help Center remains open and available for consultation with districts and schools. Please do not hesitate to call with any questions at (781) 338-3500. DESE and DPH will also issue Frequently Asked Questions (FAQs) related to this guidance. Masking • This fall, DESE and DPH strongly recommend that all students in kindergarten through grade 6 wear masks when indoors, except students who cannot do so due to medical conditions or behavioral needs. Masks are not necessary outdoors and may be removed while eating indoors. • DESE and DPH also strongly recommend that unvaccinated staff in all grades, unvaccinated students in grades 7 and above, and unvaccinated visitors wear masks indoors, in alignment with the statewide advisory on masking. 4 Massachusetts COVID-19 Response Reporting. 2021. https://www.mass.gov/info-details/covid-19-response-reporting 5 Coronavirus Disease 2019 in Children — United States, February 12–April 2, 2020. MMWR Morb Mortal Wkly Rep 2020;69:422– 426. DOI: http://dx.doi.org/10.15585/mmwr.mm6914e4 6 J L Ward, R Harwood, C Smith, et. al. July 2021. “Risk factors for intensive care admission and death amongst children and young people admitted to hospital with COVID-19 and PIMS-TS in England during the first pandemic year.” medRxiv. Please note: this is a preprint study that has not yet completed peer review. Available at: https://www.medrxiv.org/content/10.1101/2021.07.01.21259785v1 7 Clare Smith, David Odd, Rachel Harwood, Joseph Ward, et. al. July 2021. “Deaths in Children and Young People in England following SARS-CoV-2 infection during the first pandemic year: a national study using linked mandatory child death reporting data.” Research Square. Please note: this is a preprint study that has not yet completed peer review. Available at: https://www.researchsquare.com/article/rs-689684/v1 3 • DESE and DPH recommend that schools allow vaccinated students to remain unmasked. • Any individual at higher risk for severe disease from COVID or with a household member who is at high risk is encouraged to mask regardless of vaccination status consistent with the updated DPH Advisory on Face Coverings and Masks. • Any child or family who prefers to mask at school should be supported in this choice. • By federal public health order, all students and staff are required to wear masks on school buses at this time. • All staff and students must wear masks while in school health offices. Additional guidance for school health professionals is forthcoming from DPH. Please note: DESE and DPH will continue to consult with medical advisors and may update the masking requirements above as we learn more about COVID-19’s effects on hospitalizations in Massachusetts and on children. COVID-19 testing Districts and schools are highly encouraged to maintain or establish a robust plan for COVID -19 testing in schools, including both diagnostic testing and screening (pooled) t esting for students and staff. DESE and the Executive Office of Health and Human Services will continue to offer these services at no cost to districts. These no cost services will include optional support for districts who would like additional staff to conduct testing on-site and/or help with testing logistics and communication. Diagnostic testing, such as the BinaxNOW rapid antigen test, is an important tool for use in testing asymptomatic close contacts as part of updated quarantine guidance (see below). Diagnostic testing is especially important this year, as we head into cold and flu season. Districts are strongly encouraged to sign up for the statewide COVID -19 testing program as soon as it becomes available later in August to minimize the number of students required to quarantine outside of school. Further information will be forthcoming. Contact tracing and quarantine protocols DESE and DPH will soon release a new version of the “Protocols for Responding to COVID-19 Scenarios” document. As part of this guidance, districts in the statewide testing program or using other approved diagnostic tests will be able to implement a new “test and stay” protocol in lieu of requiring asymptomatic close contacts to quarantine. Under test and stay, asymptomatic close contacts will have the option to remain in school and be tested daily with BinaxNOW for at least 5 days. Vaccinated staff and students are exempt from quarantine. 4 Additional Information Back to school vaccination clinics A number of schools have hosted vaccination clinics on campus since May, which have served as an important tool in our collective efforts to vaccinate all eligible Massachusetts residents. Vaccination clinics at schools make vaccinations easier to access and more con venient for students and their families. We urge all schools, and in particular those with vaccination rates below the Massachusetts state average, to host an on-site vaccination clinic during summer orientation events or when classes begin. A DPH-approved mobile vaccination provider, including clinic staff and vaccination administrators, will be provided free of charge. Interested schools can submit their request via our online form. Local vaccination sites More than 900 vaccination sites are available across the state and most accept walk -in appointments, including CVS and Walgreens pharmacies, pediatric primary care offices, and community health centers. As a reminder, the COVID vaccine is free for all, and no ID or insurance is needed to obtain the vaccine. More information on these sites, as well as safety information, and helpful Q&As are all available at www.mass.gov/covidvaccine. Public awareness materials for families We encourage districts and schools to use their communications channels including social media, newsletters to parents, and flyers and posters to encourage vaccination. The successful Trust the Facts. Get the Vax. statewide public awareness campaign is now focused on raising awareness and engaging parents. We know many parents and guardians may have questions about their children getting vaccinated and so the latest TV spot features pediatricians from our community health centers and hospitals on the importance of vaccinating our young people. A Spanish language version is also available featuring Spanish-speaking clinicians. Another short, animated message is available here. It is available in 10 languages. You can find these videos and other materials and graphics in multiple languages here. We continue to urge all school personnel to get vaccinated to protect themselves, their families, and their school community. We appreciate your assistance to keep all of our students, faculty, staff, and volunteers safe and healthy. Good Morning All. Since July 1 we have seen marked case increases in Barnstable and Nantucket Counties. In addition, Provincetown has a case cluster associated with it which has boosted Barnstable County new case figures significantly. Case increases are being seen in nearly all other Cape Cod Towns and are not necessarily associated with the Provincetown Cluster. The spread of the Delta variant has caused this resurgence in cases across Cape Cod and on the Islands, is definitely implicated in the Provincetown Cluster, and is the variant associated with increasing cases numbers across our region and the state. Cases are being seen amongst both vaccinated and unvaccinated persons, and this variant is more transmissible ("easier to catch") than the other Variants of Concern. 1. Provincetown Cluster: As noted, a case cluster associated with Provincetown was declared by the DPH in early July. Cases associated with exposures in Provincetown for the period 7/3/21 through 7/17/21 and positive test result through 7/31 numbered 1,055 on Wednesday (8/4). Note that this cluster case number includes all persons associated with the cluster (residents of Provincetown, other towns on Cape Cod, other towns in MA, and from other states). In essence, exposures among residents and visitors to Provincetown during the July 4th holiday weekend and afterward have resulted in this case cluster. Provincetown has issued a Public Health Advisory and a Masking Mandate in response. Of the 1,055 cluster cases 253 are among Provincetown residents. A further 59 cluster-associated cases are among residents of other Barnstable County towns (see table below), notably towns of the Outer Cape. A strong majority (approx. 80%) of Barnstable County cluster cases have already been released from observation and are considered recovered. 72% of the Massachusetts cases (from whom we have the most complete data) are among fully vaccinated persons. 90% of the cases are symptomatic, however in most cases the symptoms are mild. 8 hospitalizations have been associated with this cluster, 6 of which are MA residents. 7 of the 8 hospitalized patients were fully vaccinated. There have been no fatalities associated with the cluster. 2. New Cases on the Cape and Islands (includes Cluster and non-Cluster Cases): Yesterday (8/5) the DPH reported the following new case numbers for all towns in the three counties: Barnstable County: 30 new cases; (some, but not all are associated with the P-Town cluster) Martha's Vineyard: 3 new cases; Nantucket: 10 new cases; On 5/29/21 the Statewide masking mandate was lifted. However: Businesses whose activities involve staff contact with patrons indoors and/or patrons' close contact with one another (within 6 feet, for >15 minutes) may wish to re-assert masking and physical distancing requirements. At a minimum, all unvaccinated persons, including children, are advised to mask indoors in public spaces and outdoors when physical distancing is not possible. DPH recommends that all persons, vaccinated or not, experiencing COVID symptoms or having had close contact with someone who has tested positive for COVID be tested themselves. Guidance on testing, isolation, and quarantine can be found here: https://www.mass.gov/info- details/about-covid-19-testing, https://www.mass.gov/info-details/covid-19-isolation-and-quarantine-information 3. Hospitalizations and Fatalities: The 3-day avg. hospitalization rate at CCH and FH remains 5.7, after peaking recently at 9.0--hospitalizations remain relatively low and are far below what has been seen during prior case surges. This is due to the efficacy of the vaccines at preventing severe illness and hospitalizations among cases. 14 fatalities have been reported since 7/1. CCH and Falmouth Hospitals remain open to visitation (with stipulations) and their masking protocols remain in place. ICU and med/surg patients are now younger than were seen during prior case surges. 4. Schools and Childcare Centers: Schools and childcare centers remain subject to the following masking guidance from the DPH: Schools' Masking Mandates: https://www.mass.gov/info-details/covid-19-mask-requirements#mask-requirements-in-certain-locations- Childcare/Early Education Masking Guidance: https://www.mass.gov/service-details/eecs-health-and-safety-guidance-during-covid-19-recovery-for- child-care-providers 5. Test Positivity Rates (14-day average, as of 7/31/21): DPH updates these rates on Thursday evenings Barnstable County: 4.31% (vs. 4.05%) (higher vs. previous fortnight) Dukes County: 1.53% (vs. 1.71%) (lower) Nantucket County: 7.78% (vs. 3.74%) (higher) Dukes & Nantucket Counties 4.21% (vs. 2.49%) (higher) State of MA 2.11% (vs. 1.46%) (higher) A test percent positivity rate below 1% suggests that an outbreak is contained. Below 5% suggests that an outbreak is on the way to containment. 6. Vaccination Coverage (At least one dose, as of 8/3/21): Min 1 Dose Min 1 Dose Fully Vaccinated (All Residents) (Eligible Only, 12+) (All Residents) Barnstable County: 77% 84% 70% Dukes County: 94% 106% 88% Nantucket County: 98% 113% 85% Weekly Count of New COVID-19 Infections: March 8, 2020 – July 31, 2021 0 5 10 15 20 25 30 35 40 45 50 55 3/15-3/213/22-3/283/29-4/44/5-4/114/12-4/184/19-4/254/26-5/25/3-5/95/10-5/165/17-5/235/24-5/305/31-6/66/7-6/136/14-6/206/21-6/276/28-7/47/5-7/117/12-7/187/19-7/257/26-8/18/2-8/88/9-8/158/16-8/228/23-8/298/30-9/59/6-9/129/13-9/199/20-9/269/27-10/310/4-10/1010/11-10/1710/18-10/2410/25-10/3111/1-11/711/8-11/1411/15-11/2111/22-11/2811/29-12/512/6-12/1212/13-12/1912/20-12/2612/27-1/21/3-1/91/10-1/161/17-1/231/24-1/301/31-2/62/7-2/132/14-2/202/21-2/272/28-3/63/7-3/133/14-3/203/21-3/273/28-4/34/4-4/104/11-4/174/18-4/244/25-5/15/2-5/85/9-5/155/16-5/225/23-5/295/30-6/56/6-6/126/13-6/196/20-6/266/27-7/37/4-7/107/11-7/177/18-7/247/25-7/315 3 1 2 0 2 0 0 0 1 0 2 0 0 0 0 1 2 5 2 0 0 0 0 2 0 2 1 2 3 0 1 4 1 3 6 6 13 22 11 7 20 2425 53 24 20 8 8 5 1113 21 32 21 25 12 6 7 3 3 1 0 1 0 0 0 0 2 3 5 9 0 3 3 7 53 14 2 0 1 1 1 0 1 1 0 3 0 0 1 5 0 0 1 0 0 0 0 1 0 0 0 0 0 0 0 1 1 0 0 0 0 0 1 2 2 1 0 2 0 0 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 New Brewster COVID-19 Cases Resident (472 Total)Long Term Care (111 Total staff & patients) Ages of Brewster Residents with Active COVID-19 Infections 0-9 years (0) 0% 10-19 years (1) 17% 20-29 years (0) 0% 30-39 years (2) 33% 40-49 years (0) 0% 50-59 years (2) 33% 60-69 years (0) 0% 70-79 years (0) 0% 80+ years (1) 17% 0-9 years (0) 10-19 years (1) 20-29 years (0) 30-39 years (2) 40-49 years (0) 50-59 years (2) 60-69 years (0) 70-79 years (0) 80+ years (1) July 18 – July 24 % COVID Infections in Age Groups % COVID Infections in Age Groups 0-9 years (1) 11% 10-19 years (0) 0% 20-29 years (1) 11% 30-39 years (2) 23% 40-49 years (2) 22% 50-59 years (1) 11% 60-69 years (0) 0% 70-79 years (1) 11% 80+ years (1) 11% 0-9 years (1) 10-19 years (0) 20-29 years (1) 30-39 years (2) 40-49 years (2) 50-59 years (1) 60-69 years (0) 70-79 years (1) 80+ years (1) July 25 – July 31 BREWSTER RESIDENT VACCINATION TOTALS DATA AS OF 7/29/2021 Town Age Group Population Proportion of town population Individuals with at least one dose Individuals with at least one dose per capita Proportion of town individuals with at least one dose Fully vaccinated individuals Fully vaccinated individuals per capita Proportion of town fully vaccinated individuals Partially vaccinated individuals Partially vaccinated individuals per capita Proportion of town partially vaccinated individuals Brewster 12-15 Years 369 4%216 58%3%180 49%3%36 10%6% Brewster 16-19 Years 367 4%254 69%3%225 61%3%*** Brewster 20-29 Years 681 7%544 80%7%488 72%7%56 8%9% Brewster 30-49 Years 1,444 15%1,248 86%17%1,110 77%16%138 10%22% Brewster 50-64 Years 2,323 23%1,887 81%25%1,758 76%26%129 6%20% Brewster 65-74 Years 2,349 24%1,895 81%25%1,770 75%26%125 5%20% Brewster 75+ Years 1,592 16%1,393 88%19%1,274 80%19%119 7%19% Brewster Total 9,926 100%7,437 75%100%6,805 69%100%*** * = total < 30 individuals Archive d: Tuesday, August 3, 2021 10:12:17 AM From: Amy von Hone Se nt: Thu, 29 Jul 2021 13:12:16 To: All Staff Cc: Annette Graczewski; Jeannie Kampas; Joe Ford; Kimberley Crocker-Pearson; Mary Chaffee; Penny Holeman; Sherrie McCullough; Tammi Mason Subje ct: COVID Update for Brewster Town Staff Se ns itivity: Normal Good afte rnoon: In l i ght of re ce nt press coverage of increased COVID cases on the Cape and changes i n fe de ral gui dance on face masks, pl e ase find be l ow some important updates and reminders to address the questions and concerns I have re ce i ved recentl y. COVID Case Numbers – The Heal th Department conti nue s to monitor the numbe r of ne w posi tive COVID cases on a weekl y basis i n the Town of Bre wste r. Ove r the l ast two weeks, we have seen an i ncrease of 9 new case s afte r four weeks of 0 cases. These ne w cases were anticipated post July 4th hol i day, and are very si mi l ar to what we e xperi e nce d last year at thi s ti me . Our l ow numbers reflect the benef i t of se asonal outdoor acti viti e s and a large portion of our popul ati on being vaccinate d. To date , the large Provincetown cl uster has not affected Brewste r (1 case pote ntial l y). It i s important to note that a portion of the new cases across the Cape i ncl udi ng Brewster are occurri ng i n ful l y vaccinated individual s, howe ver, the symptoms are mild and this was anticipated with the approved COVID vaccines, si mi l ar to many of our other vaccines such as i nfluenza. It i s important to remai n vi gilant with the pre cauti onary protocols use d to pre vent the spre ad of COVID. Mask requirements – To date, we are NOT requiri ng masks outdoors, and are encouragi ng those who are not fully vaccinated to wear a mask indoors. As of earlier thi s we ek, the CDC is now recommending indoor mask use for all i ndi vidual s (fully vaccinated or not) who are located i n high ri sk are as such as states and communi ties experiencing low vaccination rates resulti ng i n large numbers of new COVID case s. ( CDC Update on COV ID Pandemic and De l ta Vari ant 7.27.21 ) Although Barnstable County is curre ntly considered a high transmission area based on the latest CDC standards, that designation is driven largely by the new positive cases associated with the Provincetown cluster. While some othe r ne ighboring towns have decided to (re)impose local mask mandates, that is not curre ntly under consideration in Brewster. We will continue to monitor our cases i n Bre wste r, and are pre pare d to re spond appropri ately if recomme ndati ons change at eithe r the federal or state l evel. That said, it i s important for each Town e mpl oyee to asse ss the i r i ndi vidual work environment and de termi ne the i r pe rsonal ri sk of e xposure, to ensure appropriate protocol s are i n place so that e very staff me mbe r feels safe at work. Please be re spe ctf ul of employe e s and custome rs who choose to continue wearing masks for the i r pe rsonal comfort. The He alth De partment and Human Resource s De partment are availabl e to answer any questions or provide guidance as needed with re spe ct to any COV ID related safe ty issues. Protocol Reminders Al l staff are re quested to continue to self -monitor for COV ID symptoms pri or to comi ng to work, and are require d to re main at home i f ex hi bi ting symptoms. Staff, who become symptomatic while at work, are require d to wear a mask immediately and isolate from coworke rs and custome rs until you can safely remove yourse l f from your workspace for follow-up care. Any symptomati c or COV ID posi tive employe e s must be reported to the Heal th Department f or contact tracing and addi tional instructi ons. As a reminder, fully vaccinated individuals are exempt from mandatory quarantines if exposed to a COVID positi ve i ndi vidual unless they become symptomatic. Addi tional l y, any ex posures that occur outdoors are al so exempt, but you are advi se d to monitor for symptoms post-e xposure. Each de partment wi l l continue to be re sponsi bl e for maintaining the i r own stock of PPE supplies, however, please check wi th the Heal th De partment to confi rm available suppl i e s currentl y i n storage. The fol l owing PPE supplies should be avai l able for staff and customer use i n each office: Disposabl e masks, Hand saniti ze r, Disinfe ctant wipes, Disposabl e gl oves. We ar a mask i f you will be within close prox i mi ty to othe rs outside your family or work cohort and 6’ social distancing is not achievable. The COVID vacci ne is currently the safest option to preve nt i nfecti on and is availabl e through numerous local options. (COV ID Vacci ne - Walk In COVID 19 Vaccine & Vaccine Schedule | CV S Pharmacy, Barnstable County De partment of Health and Envi ronment (barnstabl e countyhe alth.org) Conti nue routine cl eaning and sanitizi ng of offi ce equipment and work space s. Be respectful of your co-workers and stay home if you are sick, including non-COVID related illnesses. Thank you for your conti nued diligence during a ve ry busy summer season. Have a safe and he althy August and don’t hesitate to contact us with any questi ons or concerns. Amy Amy L. von Hone , R.S., C.H.O. He alth Di rector Bre wste r Heal th Departme nt 2198 Main Street Bre wste r, MA 02631 (O) 508-896-3701 X1120 (F) 508-896-4538 Brewster Dog Park Weekly Schedule Week Work Week 1 - 8/9 - 8/13 Clear trees Week 2 - 8/16 - 8/20 Stump and grub Week 3 - 8/23 - 8/27 Stump and grub Week 4 - 8/30 - 9/3 Subgrade Week 5 - 9/6 -9/10 Install water Week 6 - 9/13 - 9/17 Gravel / Pave Week 7 - 9/20 - 9/24 Curbing Week 8 - 9/27 - 10/1 Form, pour sidewalks and pads Week 9 - 10/4 - 10/8 Install irrigation Week 10 - 10/11 - 10/15 Spread stone and create play mounds Week 11 - 10/18 - 10/22 Install fencing Week 12 - 10/25 - 10/29 Install fencing Week 13 - 11/1 - 11/5 Install top coat Week 14 - 11/8 - 11/12 Punch list and clean up Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 MEMORANDUM TO: Brewster Select Board FROM: Donna J. Kalinick, Assistant Town Administrator CC: Griffin Ryder, DPW Superintendent, Jimmy Jones, DPW Foreman Peter Lombardi, Town Administrator RE: Re-Opening of the Brewster Swap Shop We are pleased to announce the re-opening of the Brewster Swap Shop on Friday August 20th. Over the last month, I have worked with Griffin Ryder, James Jones and DPW staff to plan the re-opening of the Swap Shop and in consultation with the Recycling Commission. The following changes will go into place when the Swap Shop re-opens. The Swap Shop will be available for Brewster Residents only. Residents with Recycle Center permits or with proof of residency will enter through the gate house. The entrance on Run Hill Road will no longer be an entry point. The Swap Shop will be open Friday, Saturday and Sunday, 10 to 2pm. A limit of 6 patrons total will be allowed in the Swap Shop at any one time with a half hour time limit. There will be a minimum of 4 volunteers on per shift, with 2 outside to regulate drop offs and the number of people in the Swap Shop. Residents may drop off accepted items once a day. Please be aware that there is only so much capacity inside the Swap Shop for items. All decisions of the Swap Shop Volunteers on Duty are final. We understand that the demand for the Swap Shop will likely be high in the first month of re-opening. DPW will be on site the first day to assist volunteers and will be monitoring the site and operations. A meeting of the Swap Shop Steering committee took place and a Swap Shop volunteer meeting is scheduled before re-opening. We know that our residents are looking forward to the Swap Shop re-opening. We ask that everyone be patient and mindful of the work our volunteers do for this location. We will post an announcement with a link to the accepted items on our website, in the Cape Codder and on BGTV. Office of: Select Board Town Administrator Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 MEMORANDUM TO: Brewster Select Board FROM: Donna J. Kalinick, Assistant Town Administrator & Jill Scalise, Housing Coordinator CC: Peter Lombardi, Town Administrator RE: Brewster Affordable Housing Trust (BAHT) Update on RFP Process The Brewster Affordable Housing Trust (BAHT) was tasked with oversight of the development of Community housing on the Town owned parcel off Millstone Road. The BAHT went through a comprehensive pre-feasibility process, including a watershed analysis, an extensive community engagement process and has been engaged in the formation of the Request for Proposals since January, with the assistance of Laura Shufelt of Mass Housing Partnership (MHP). The BAHT will review and vote on the final version of the RFP at an upcoming August meeting. From there, the RFP will go to KP Law for legal review. The BAHT requests that a joint meeting of the Trust and Select Board be held on September 9th at 5pm which is the Trust’s September meeting. It is necessary that the Select Board also vote on the RFP before it is released. The planned release date of the RFP will be October 2021. The BAHT will serve as the reviewing committee for the proposals that are received and make a recommendation to the Select Board for award and execution of necessary legal documents. Laura Shufelt of MHP will continue to assist us throughout this process as well as Shirin Everett of KP Law. The BAHT is excited to have reached the point of issuance of an RFP for this important housing initiative and looks forward to answering any questions from the Select Board. Office of: Select Board Town Administrator Brewster Select Board Meeting of August 9, 2021 Consent Calendar Items 1 8 Consent Agenda Meeting Minutes: July 26, 2021, Select Board Regular Session Meetings ADMINISTRATIVE RECOMMENDATION We recommend the Board approve the meeting minutes of July 26,2021 as presented. Update Select Board Policy #40 re. Recycling Center Review the current Brewster Select Board policy regarding safe recycling at the Brewster Recycle Center and incorporate updates recommended by the DPW Superintendent. ADMINISTRATIVE RECOMMENDATION We recommend the Board approve the updates to Select Board Policy #40, Safe Enhanced Recycling. One-Day Liquor & Entertainment Licenses; Chatham Bars Inn Farm Chatham Bars Inn (CBI) Farm is hosting multiple public and private farm-to-table dinners at their location of 3038 Main Street. Events will be between 4:30pm – 9:00pm on various dates in August and September. The request includes request for permission to serve beer, wine and liquor as well as have acoustic guitar as background music during some of the dinners. ADMINISTRATIVE RECOMMENDATION We recommend that the Board approve the request for 6, One-Day Liquor licenses for Chatham Bars Inn Farm and 3 One-Day Entertainment Licenses. Halcyon Farm; (2) Special Event Licenses, One-Day Liquor & One-Day Entertainment Halcyon Farm is hosting two events at their location of 3915 Main Street. The first will be a wedding on August 20th & 21st, 2021. The second will be the 7th annual Community Development Partnership Fund Raiser on August 25, 2021. This second event also includes a one-day liquor license and one-day entertainment license application. Both Special Event applications have been reviewed by various Department heads. ADMINISTRATIVE RECOMMENDATION We recommend that the Board approve all applications for Halcyon Farm. One Day Liquor License: Brewster Conservation Trust Brewster Conservation Trust is holding their annual meeting on August 19, 2021, at the Cape Cod Museum of Natural History, 869 Main Street, Brewster MA. They would like to serve wine only for up to 60 attendees between the hours of 5pm – 7pm. The license will be issued pending the results of the fingerprinting. ADMINISTRATIVE RECOMMENDATION We recommend that the Board approve the request, pending the fingerprinting results. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 07-26-2021 www.brewster-ma.gov Page 1 of 11 Office of: Select Board Town Administrator MINUTES OF THE SELECT BOARD REGULAR SESSION MINUTES DATE: July 26, 2021 TIME: 6:00 PM PLACE: Remote Teleconference REMOTE PARTICIPANTS: Chair Bingham, Selectperson Whitney, Selectperson Chaffee, Selectperson Hoffmann, Town Administrator Peter Lombardi, Human Resources Director Susan Broderick, Assistant Town Administrator Donna Kalinick, Joseph Devlin, Bryan Webb, Bob Graczewski, Richard Eldred Call to Order & Declaration of a Quorum, Meeting Participation Statement and Recording Statement Chair Bingham called the meeting to order at 6:00pm. A role call was taken, and a quorum was declared, Chair Bingham 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. No discussion Public Statement on Town’s Interest in Acquiring Cape Cod Sea Camps Properties Chair Bingham read the following statement: “Many of you are aware the Select Board has met frequently since November in executive session on a matter concerning the acquisition of real estate. I can now inform you that the matter we have been examining is a potential Town acquisition of the Cape Cod Sea Camps for public use. Our Town Administrator, Peter Lombardi is going to explain more.” Mr. Lombardi shared his screen with a presentation. The presentation included the potential Town acquisition of the Cape Cod Sea Camps for public use and the timeline of events over the next few months related to the potential purchase. Key points of the presentation include: Cape Cod Sea Camps closed in November 2020 after operating nearly 100 years. After considerable deliberation, the Select Board and Town Administration concluded that Town acquisition would achieve two important and related goals; prevent development of the properties and significant public benefits for our residents. Incredibly rare for parcels of this size to become available, most Cape properties this large have been privately developed. First and most well-known Camp property is the “Bay Parcel” o just under 55-acres and stretches North from Route 6A north to Cape Cod Bay o It is the 4th largest privately-owned property in Brewster o Part of it abuts the Town’s Spruce Hill conservation area Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 07-26-2021 www.brewster-ma.gov Page 2 of 11 Office of: Select Board Town Administrator o About 800 feet of shoreline on Cape Cod Bay, over 800 feet of frontage on Main Street and more than 50 buildings on site. o Extensive recreation facilities including, outdoor swimming pool, tennis courts, outdoor theater, sports fields, a boathouse, and an arts center Second Sea Camps property, “Long Pond Parcel” is a 66-acre parcel that extends from Route 137 west to Long Pond o Largest privately-owned property in Brewster o One of the largest undeveloped properties on the Cape o Abuts 42 acres of conservation land purchased by the Town 3 years ago o About 1,200 feet of Long Pond shoreline and is undeveloped except for boating storage buildings and a few modest shade structures o About half the property is in Brewster’s public water supply protection area known as Zone II Mr. Lombardi stated that together the two Sea Camps properties hold potential opportunities for substantial public benefits including conservation of land, coastal dunes, and wetlands; habitat and drinking water protection; beach access; a home for a community center; extensive recreational amenities as well as housing. If the Camps are acquired by the Town, their preferred future use would be determined following public engagement activities that would invite input from Town residents and stakeholders. Mr. Lombardi shared that in November 2020, the Select Board and Town Administration embarked on a detailed analysis of potential acquisition. This process included meetings with our Town Counsel, hiring an appraiser, consulting with local real estate and development experts, and obtaining title research. During the analysis, the Select Board conducted their work in executive session in order to protect the interests of Brewster taxpayers. Their overarching goal was to identify and then follow the lowest cost and most expeditious route to a potential acquisition. Mr. Lombardi continued that the Select Board evaluated whether a potential acquisition would be consistent with the Brewster Vision Plan, Open Space & Recreation plans, Coastal Resource Management plan, and other planning processes that we have recently gone through. Because of the significant feedback we have recently received from thousands of Brewster residents about what they see as important and as community goals and priorities through these processes, we believe that the answer is clearly yes – that acquisition by the Town is consistent with these plans. The Select Board obtained appraisals of the value of the Sea Camps properties, the appraised values remain privileged at this point while negotiations are ongoing. The Bay parcel’s assessed value, which has been mentioned in the media, is a little under $9M, the Long Pond parcel assessed value is a little more than $1M. It is important to note that the assessed value is a value assigned only for property tax purposes. The appraised value is based on analysis of the property and reflects what a buyer might expect to pay for a property if it were on the market. Both properties have extensive regulatory considerations that were taken into account as part of the Town’s appraisal. Taking this all into account the Select Board determined that Brewster voters should have the opportunity to evaluate the potential acquisition of the Sea Camps properties and make a decision about acquiring them. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 07-26-2021 www.brewster-ma.gov Page 3 of 11 Office of: Select Board Town Administrator To preserve the ability of Brewster voters to acquire the Sea Camps at the lowest possible cost, the Select Board has been following the disposition process put in place by the current owners and their representatives. The Town submitted bids to the Sea Camps’ owners on June 23 offering to buy both parcels. The Town’s offers to purchase the parcels are contingent on approval by Brewster voters at Special Town Meeting and on the ballot at a special election. I need to reinforce that a purchase cannot take place without these approvals by Brewster voters. Our bid amounts were consistent with the property appraisals we obtained, and took into account title research we commissioned, discussion with Town counsel, and consultation with local land use professionals including an engineer and a conservation land acquisition expert. Bidders on the Sea Camps were required by the sellers to sign a non-disclosure agreement, or NDA, that limits the information they can discuss in public. The Town of Brewster, however, did not sign this agreement because we are a public entity and have an obligation to disclose information to our residents. The Select Board is concerned at this point that these properties may be privately developed and feels strongly that Brewster voters deserve the opportunity to determine if the Town should acquire the Sea Camps. The Town continues to seek a negotiated sale, that is the preferred path. However, if the negotiations are no successful, Brewster voters may consider acquiring both parcels through eminent domain. In simple terms, eminent domain is a right give to municipalities and other governmental bodies to acquire property for public use. Over the years, the Town of Brewster has acquired thousands of acres of property through eminent domain including many of our public beaches like Paines Creek, and Crosby Landing, the Punkhorn Parklands and other conservation areas, Wing Island, land for Captains Golf Course, land for our schools, and hundreds of acres to protect our water supply. Our first eminent domain acquisition appears to have been Saint’s Landing beach in 1918 and the most recent was about 56 acres off Slough Road for watershed protection and recreation in 2007. Next month the Select Board will be calling a Special Town Meeting to be held in late September, asking Brewster voters whether they want to acquire one or both Sea Camp parcels. Prior to Town Meeting we will provide more information about the parcels, ideas about future uses, and possible partnerships with other organizations. Both parcels could be privately developed, Mr. Lombardi shared a slide with a summary of uses that are allowed under existing zoning bylaws. The Town is seeking to acquire these parcels both to prevent that from happening and because of the public opportunities they offer. Cape Cod Commission and local regulations place certain restrictions on how the properties could be developed, but the only way for us to fully control what happens is to acquire the parcels. We are aware that at least 2 well-known major developers have submitted bids to purchase the Sea Camps. A similar situation occurred about 50 years ago in the mid-1970s, when the former LaSalette Seminary on Main Street was offered for sale. The Town had the opportunity to purchase this 48-acre proper on Cape Cod Bay for $1.5M but did not. From this part going forward it was sold to a developer and opened as Ocean Edge Resort in 1982. In terms of next steps, the Town will hold a public forum on Tuesday, August 17 at 6pm on Zoom to provide additional information and to help voters learn more about the potential Sea Camps acquisition. We will be launching a new webpage on the Town website this week and will distributing information on social media and in print as well. We all recognize this is a major decision that has the potential to change the future of Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 07-26-2021 www.brewster-ma.gov Page 4 of 11 Office of: Select Board Town Administrator the Town, we want Brewster voters to be fully informed about what is under consideration. Chair Bingham thanked Peter for his presentation and added that the Select Board and Town Administration have spent long hours on these potential acquisitions since last November and are glad to be starting the public discussion about this important issue that Brewster voters will be considering. She reiterated that if the Town does decide to acquire these parcels this fall, we will begin the process of public engagement where Brewster residents will be invited to weigh in on how they would like to see the parcels used. Select Board Announcements and Liaison Reports No reports Town Administrator’s Report Peter Lombardi mentioned that he has a good number of updates to provide, starting with the latest on the pandemic. Pandemic: Locally in the past several days with the resurgence of positive cases on Cape, particularly in Provincetown with the cluster of cases from the July 4th holiday, they are at 430 or so positive cases. Concerning is that 2/3 of those positive cases are fully vaccinated people, something we are tracking closely. County positive case rates are starting to increase again, not on the scale they did over the winter. We are aware that some Towns on the Cape and the Islands have reinstituted some additional local requirements, based on our current data, not something we are looking to take up at this point. It does require paying attention to in the days/weeks ahead. In terms of Brewster positive cases, we have seen a slight increase over the past few weeks, where we had basically had no new cases from mid-May to mid-July o 6 positive cases last week and 10 in the past 3 weeks o About half of new cases are residents who are fully vaccinated We are actively monitoring what’s happening and in contact with other area Health Departments, but no planned changes to our approach in Brewster at this time. Town offices and Council on Aging remain open to the public Tuesdays, Wednesday, and Thursdays. The library is open 5 days a week as well. We plan on revisiting our approach in the fall. Board and committee meetings, through September, mainly continued remote with some in-person and hybrid. Grant Award - Wing Island Boardwalk Last Thursday, the State announced this year’s DCR Mass Trails grant awards at a ceremony in Sandwich, Chris Miller and Peter Lombardi attended. Brewster was awarded $50k for design and permitting for a new elevated boardwalk from Drummer Boy Park to Wing Island Money is for the initial phase of work that is expected to cost $130k Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 07-26-2021 www.brewster-ma.gov Page 5 of 11 Office of: Select Board Town Administrator We also have a $30k pledge from Brewster Conservation Trust via anonymous donor for phase 1 work The plan is to bring $50k capital request to Town Meeting later this fall to cover the balance Project aligns with the Drummer Boy Park Master Plan Update article planned for Special Town Meeting in November, giving residents an opportunity to understand what is being proposed and vote on these proposed future uses Peter Lombardi thanked Chris Miller, Pat Hughes, and Hal Minis for their collective work on this grant application; this is an incredibly important and exciting project Brewster Water Department Project - Great Fields Water Main Town Meeting approved $125k in funding in November 2019 to install water main on Great Fields Road Project entails installing almost 3000 linear feet of new water main, not a small project by any means. Will provide approximately 20 new water services to residents on Great Fields Work will be done in-house by Water Dept staff, saving the Town hundreds of thousands of dollars versus if we had contracted out. Site work is expected to begin next month and should take about 2 months to complete Hours of operation will generally be Mon-Fri 8AM to 3PM Water Department is hosting an information session on Wed August 4 at 6PM at the Water Department building in Commerce Park. Letters were sent to all impacted residents last week, once work begins, the Water Department will be in regular communication with residents, who signed up, about the project status while work is ongoing Dog Park Capital Project Following Town Meeting vote in May, the Town completed all contract work with the low bidder and held pre-construction meeting in late June Site work is expected to begin this week, letter sent out to abutters about 2 weeks ago, copy is included in the packet. Projected is anticipated to take several months to complete and work will take place Mon-Fri 7AM to 6PM. We have continued to work closely with Friends of Brewster Dog Park on their fundraising program to help cover the capital costs associated with the bid alternates that have pledged up to $50,000 to assist with purchases. Department of Public Works will be handling project management and coordination. The Water Dept will be installing new water line from the existing water main to the site. Looking forward to a ribbon cutting hopefully later this fall, all materials dependent Swap Shop Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 07-26-2021 www.brewster-ma.gov Page 6 of 11 Office of: Select Board Town Administrator Facility, which is incredibly popular, has been closed since last March, looking at a plan to reopen in mid/late August. To being, open 3 days a week, Friday thru Sunday Using opportunities presented by pandemic to examine service models and make changes, one is moving to a resident only model. This is the same as every other surrounding town. Recycling Center sticker not required; residents must provide proof of residency at gatehouse if they do not have a sticker. Access will now be routed through the Recycling Center entrance, not directly off of Run Hill Rd Details once finalized will be shared out to residents via standard channels – website, social media, Ch 18, etc. Commercial Plastic Water Bottle Ban Reminder that this bylaw takes effect in September Outreach has been conducted by Recycling Commission to business community to make sure this is on their radar. Consent Agenda Approval of Regular Session Meeting Minutes: July 12 and July 13, 2021 Appointments: Brewster Republican Town Committee Election Workers One-Day Liquor License: Cape Rep Theatre (6 dates in August) & Chatham Bars Inn Farm (2 dates in August) One-Day Entertainment Licenses: Doucette (233 Lund Farm Way) & Graham (486 Paines Creek Road) Application for Facility Use: Linnell Landing for Wedding Ceremony Acceptance of Gift: Town Hall Lectern Letter of Support for FY21 Housing Rehabilitation and Childcare Community Development Block Grant Application Selectperson Chaffee alerted that she would abstain from the 6th item, the acceptance of the gift, since it is from her family. Selectperson Chatelain moved to approve the July 26, 2021, consent agenda as printed. Selectperson Whitney second. A roll call vote was taken. Selectperson Chatelain -yes, Selectperson Whitney-yes, Selectperson Chaffee-yes (as described), Selectperson Hoffmann-yes Chair Bingham-yes. The Board vote was 5-Yes, 0-No Public Hearing 6:30PM- Liquor License: Alteration of Premises for Ocean Edge Inn and Conference Center, 2907 Main Street Selectperson Chatelain moved to open the public hearing at 6:30pm for Ocean Edge application for liquor license alteration of premises. Selectperson Hoffmann second. A roll call vote was taken. Selectperson Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 07-26-2021 www.brewster-ma.gov Page 7 of 11 Office of: Select Board Town Administrator Chaffee-yes, Selectperson Whitney-yes, Selectperson Hoffmann- yes, Selectperson Chatelain-yes, Chair Bingham- yes. Joe Devlin addressed the Board regarding the public hearing for the application for alteration of premises, which is to modify the licensed premises to remove the lobby and front entry way porch from the Section 12 license. This is for Ocean Edge to request to have the second license added in that space, the 6:40pm hearing. Mr. Devlin continued, that the Innkeeper’s license covers the entire resort (or a large portion of the resort), in order to have a Section 15 license, Ocean Edge would have to remove the lobby from the license, which is what the first application is. Selectperson Whitney asked if there are any actual alterations or if they are just paper alterations. Mr. Devlin confirmed they are just paper alterations. Selectperson Hoffmann commented that there was to be a floor plan to be submitted regarding the item to be removed. Mr. Devlin reviewed the document that was submitted with the application. Selectperson Chatelain moved to approve the application from Ocean Edge Resort Limited Partnership d/b/a Ocean Edge Inn and Conference Center for an alteration of premises. Selectperson Chafee second. A roll call vote was taken. Selectperson Chatelain -yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Selectperson Hoffmann-yes, Chair Bingham-yes. The Board vote was 5-Yes, 0-No Selectperson Chatelain moved to close the public hearing. Selectperson Hoffmann second. A roll call vote was taken. Selectperson Chatelain -yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Selectperson Hoffmann-yes, Chair Bingham-yes. The Board vote was 5-Yes, 0-No Brewster Whitecaps Updated: Bob Graczewski Bob Graczewski, President of the Brewster Whitecaps, provided an update on this year’s Cape Cod Baseball League. Mr. Graczewski first commented how thrilled we are to be playing baseball this year, which was not a given just 3 short months ago. Secondly, we are very thankful, as is the League as a whole, that we have had a very safe and healthy season. Mr. Graczewski’s update included the following information: Whitecaps are currently in first place in the East Division with nine games to play, including tonight’s game against Harwich Mariners, who are only 1 point behind. We are in the final push for one of four playoff berths that come up in just 9 short days. The General Manager, Ned Monthie and Coach Shevchik have put together a great roster this year of players; the team has gelled together nicely. This is a great group of young men both on and off the field. The League is really happy with the season at this point in time. Update on past players, earlier this month; 8 players were drafted from the 2019 team in the Major League baseball draft. Three were in the top 100 selections, who have already signed with their teams. Ryan Bliss, a shortstop, was drafted 40th and two pitchers, Matt Mikulski, picked 50th and Mason Black picked 85th have signed with San Francisco Giants. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 07-26-2021 www.brewster-ma.gov Page 8 of 11 Office of: Select Board Town Administrator These picks show the job Jamie Schevchik has done for the Whitecaps in recruiting, neither pitcher came from powerhouse teams. We wish them the best of luck in their Major League endeavors. Additionally, 4 players from the 2021 team were also selected in the draft: Colin Davis, Ryan Cardona, Shawn Gooseberg and Harry Rutkowski. A total of 12 players are going to draft, speaks to the level of competition and talent in the Cape League, other teams have had similar results in the Major League draft. Inducted the first Whitecaps golf tournament at Captain’s, this was an outstanding success. The golf course did a great job and all reports have been great regarding players, participants, and volunteers. Mr. Graczewski offered special thanks regarding the renovations implemented as part of the CPC grant, that the Whitecaps and Nauset Regional School received, overwhelming positive feedback. Mr. Graczewski said it is especially gratifying that at every home game the wheelchair seating has been used along with companion seating. Those with mobility problems find it much easier to get around the park, it is much more accessible for people. Mr. Graczewski also provided a special thanks to Peter Lombardi and the Select board for their support on projects and a personal thanks for attending the first pitch ceremonies. A special thanks was also offered to Donna Kalinick for her invaluable guidance throughout the process along with John Kissida and John O’Reilly. Mr. Graczewski continued that Amy Von Hone and the Brewster Health Department provided outstanding leadership to both us and the League preparing for possibilities of COVID related impacts during the season. Although many became unnecessary, we are still in a position to implement those policies and procedures if needed going forward. Mr. Graczewski can’t say enough about the Department of Public Works, the Water Department, and the Captains’ Golf Course in helping overcome any bumps throughout the season, always there to assist, the Whitecaps are grateful for their help. Mr. Graczewski directed his comments to the business advertisers and individual donors, without their support we wouldn’t have a chance of success, they have been great supporters in past years and overwhelmingly so this year. Lastly, Mr. Graczewski added, to our host players, interns, volunteers, and Board members, all have done a great job pulling this season together. Mr. Graczewski included some thoughts about what is next for the Whitecaps, including, final work of renovations to be completed, as Peter Lombardi mentioned earlier this is dependent on availability of materials. These renovations include extended fencing, and safety netting on both right and left field lines. Mr. Graczewski informed that they will be working with Cape Cod Technical High School for a permanent structure for the souvenir stand. In summary, crowds have been huge, estimated 25-33% more than we usually get, people are dying to get out and do things. Mr. Graczewski added that having a great and competitive team is helpful, souvenirs are flying off the shelves as well. They have had availability issues with souvenirs, and it has been tough, though they are happy to be sold out. The team continues to win, making this a very exciting year, Mr. Graczewski couldn’t be happier at this point in time. Mr. Graczewski asked for everyone to join them for the playoff run, and to keep up with the website, twitter, and Facebook, the team has a great group of social media interns. Mr. Graczewski added, better yet, come on out and watch a game, we appreciate the support. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 07-26-2021 www.brewster-ma.gov Page 9 of 11 Office of: Select Board Town Administrator Selectperson Chaffee congratulated Bob on a great season, mentioned the Town’s first hydration station is installed and operating at the field, Whitecaps offering great reusable water bottles for sale. Chair Bingham thanked Bob for being here, wished him well and go Whitecaps! Public Hearing 6:40PM: Liquor License: New Annual Wine & Malt Beverages Package Store, Ocean Edge Resorts, 2907 Main Street At 6:44pm, Selectperson Chatelain moved to open the public hearing for the new annual wine and malt beverages package store for Ocean Edge Resorts hearing. Selectperson Hoffmann second. A roll call vote was taken Selectperson Whitney -yes, Selectperson Chatelain-yes, Selectperson Chaffee-yes, Selectperson Hoffmann- yes, Chair Bingham-yes. The Board vote was 5-Yes, 0-No Joe Devlin for OERGC Inc., Ocean Edge Resort Golf Club Inc., addressed the Board presenting the application for a new wine and malt package store license, joining him is Bryan Webb as the proposed manager of record on the license and the General Manager of the Resort. Mr. Devlin added that this application is the companion application to the one just heard. Mr. Devlin added that this is something the hotel has talked about for 2-3 years, as customers have often asked how they can take away, as a souvenir, their branded labeled wine that is sold at the resort at various outlets. Mr. Devlin presented that this is an important product line they hope to carry and satisfy their guests of 100,000 + a year that come to the Resort, between staying, enjoying the restaurants or playing golf. Mr. Devlin stated that the sales would be in the reception area, he informed the Board that he had spoken to the Executive Director of the ABCC about trying to put it into the gift shop, but that would require more work. The current application offers the location of the lobby which opens directly out to the exterior where people would be checking out to leave the resort. Mr. Devlin provided that the alcohol would be stored in a locked refrigerator and all staff that handles alcohol are TIPS trained. Mr. Devlin added that Brewster has been a very good host town for Ocean Edge, and they have hoped that they have been a good business in return and ask that the Board approve this request. Chair Bingham asked if there is any public comment on either public hearing. There were no comments. Selectperson Hoffmann asked if a floor plan was included in this part of the application. Susan Broderick responded that one is included on page 152 of the packet. Selectperson Hoffmann asked for clarification regarding the location of the proposed application. Mr. Devlin provided that the reception area is actually the lobby and is marked reception on the plan, he had included the side porch however, that doesn’t necessarily need to be included as it is not part of the Section 12. Mr. Devlin stated that alcohol is only to be sold inside the reception area and they could amend their plan prior to being sent to the ABCC. Selectperson Hoffmann then asked where the alcohol would be stored. Bryan Webb answered behind the front desk, there is a small area where the locking fridge will go. Mr. Webb added that the wine will be on display at the new gift shop but can only be purchased at the front desk. Selectperson Hoffmann asked who is eligible to purchase. Mr. Devlin answered the plan is for purchase to be open to everybody. Selectperson Hoffmann requested clarification as when a package store is opened in Brewster, normally this is considered a change of use and in the residential medium zone that Ocean Edge is Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 07-26-2021 www.brewster-ma.gov Page 10 of 11 Office of: Select Board Town Administrator in, retail stores are not allowed, how is this different? Mr. Devlin responded that they aren’t here for the zoning portion, any license that is approved by statute is condition upon compliance with any other rules, regulations, and ordinances with the Town of Brewster. Mr. Devlin added that Ocean Edge has reached out to their Land Use attorney who thought this was an allowed use, if it is not, nothing in this approval from the Board would allow it to go through if a variance, change of use, or special permit was needed. Mr. Devlin provided that they could not operate in the community even if ABCC approved until all conditions have been approved as well. Selectperson Chaffee asked Peter Lombardi about the process we are following, if there is a reason this proposal has not gone through staff review first, before coming to the Board for Liquor license approval. Peter Lombardi answered that this is the first time we have received application for this kind of license; he thinks all things considered it would be best to take through the staff review process. Peter Lombardi added that based on the fact that this is planned to be open to the public, it makes sense to have the proposal go through staff review and make a determination if other permits are required. Mr. Lombardi provided the Board with two options, continue the hearing, and have that process taken up, or issue the license subject to successful completion of those processes and applicable approvals. Selectperson Chaffee thinks it would be prudent to postpone and have applicants complete other steps first. Chair Bingham is in agreement. Selectperson Hoffmann added that since this the first time for the Town and new for Ocean Edge, she thinks we should postpone and go through the proper channels and postpone and take advisement from staff review. Selectperson Chaffee moved to continue the hearing and indefinitely postpone action on this matter until the applicants have proceeded through the staff review process and come back before the Board. Selectperson Hoffmann second. A roll call vote was taken. Selectperson Chatelain -yes, Selectperson Whitney-yes, Selectperson Chaffee-yes, Selectperson Hoffmann-yes, Chair Bingham-yes. The Board vote was 5-Yes, 0-No Joe Devlin asked if the prior license application for alteration of premises can be withheld pending resolution of this license. Selectperson Chatelain moved to re-open the previous hearing for liquor license alteration of premises for Ocean Edge. Selectperson Hoffmann second. A roll call vote was taken. Selectperson Whitney -yes, Selectperson Chatelain-yes, Selectperson Chaffee-yes, Selectperson Hoffmann-yes, Chair Bingham-yes. The Board vote was 5-Yes, 0-No Selectperson Chatelain moved to rescind the previous vote and to continue the public hearing. Selectperson Chaffee second. A roll call vote was taken. Selectperson Whitney -yes, Selectperson Chatelain-yes, Selectperson Chaffee-yes, Selectperson Hoffmann-yes, Chair Bingham-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 BoS 07-26-2021 www.brewster-ma.gov Page 11 of 11 Office of: Select Board Town Administrator For Your Information No questions or comments on these items. Matters Not Reasonably Anticipated by the Chair None Questions from the Media One question regarding the application for Cape Cod Sea Camps from Rich Eldred. Is the Town in competition with the Brewster Flats group or possible working with them. Peter Lombardi answered that the Town has submitted bids and will be sending out a press release once the meeting is over. The Town submitted bids for acquiring both properties a month or so ago, any discussions about potential partnerships is more detail that we will be providing residents at the public forum on August 17, 2021. Next Meetings: August 3, 9, 19, and 23, 2021 Adjournment Selectperson Chaffee moved to adjourn the meeting at 7:07pm, Selectperson Chatelain second. A roll call vote was taken. Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Selectperson Chatelain, Chair Bingham-yes. The Board vote was 5-Yes, 0-No. Respectfully submitted by Erika Mawn, Executive Assistant Approved: _______________ Signed: _______________________________________ Date Selectperson Chatelain, Clerk of the Board of Selectmen Accompanying Documents in Packet: Agenda, Cape Cod Sea Camps Announcement, TA Report, Consent Agenda documents, Ocean Edge Inn and Conference Center public meeting packets. Policy No.: 40 Date Approved: 9/2/2008 Date Updated: 8/9/2021 Town of Brewster Policy Statement Safe Enhanced Recycling The Brewster Select Board policy to maintain safety related to the metal recycling pile: 1.In order to provide a safe environment for all users of the Brewster Recycling Center, picking/scavenging, as defined herein, is prohibited from all areas of the Brewster Recycling Center except for the Swap Shop. a.Picking/scavenging is defined as - to salvage from discarded or refuse material or to remove from an area. 2.The first violation or offense of the picking/scavenging prohibition will result in a warning letter issued by the Town of Brewster Administration Department. 3.The second or subsequent violation or offense of the picking/scavenging prohibition may result in the loss of the Brewster Recycling Center sticker. The loss of the Brewster Recycling Center sticker will be at the discretion of the Town of Brewster Select Board. BREWSTER SELECT BOARD: _____________________________ ______________________________ Cynthia Bingham, Chair David Whitney, Vice Chair _____________________________ ______________________________ Edward Chatelain, Clerk Mary Chaffee ____________________________ Kari Hoffmann 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: Erika Mawn, Executive Assistant Date: August 6, 2021 RE: One-Day Entertainment & One-Day Liquor Licenses; Chatham Bars Inn Farm Chatham Bars Inn Farm has requested multiple one-day entertainment and one-day liquor licenses for events held at their location at 3038 Main Street, Brewster for August and September. They have already received Special Permit through the ZBA and have been in touch with the Brewster Health Department regarding food permits. Their request for One-day Entertainment Licenses includes acoustic guitar as background music for Private farm to table dinners on the following dates: Friday, August 20, 2021 (6:00pm -9:00pm) Saturday, August 21, 2021 (5:30pm – 9:00pm) Friday, September 10, 2021 (4:30pm – 9:00pm) Their request for One-day Liquor Licenses includes beer, wine, and liquor for the following dates: Thursday, August 19, 2021 (5:30pm – 8:30pm)- Public Farm to Table dinner Friday, August 20, 2021 (6:00pm – 9:00pm)- Private Farm to Table dinner for CBI guests Saturday, August 21, 2021 (5:30pm – 9:00pm) – Private Farm to Table dinner for CBI guests Thursday, August 26, 2021 (5:30pm – 8:30pm)- Public Farm to Table dinner Thursday, September 2, 2021 (5:30pm – 8:30pm)- Public Farm to Table dinner Friday, September 10, 2021 (5:00pm – 9:00pm) – Private Farm to Table dinner for CBI guests Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-ODL – 26 FEE $35.00 Town of Brewster Licensing This is to certify that: Gary Thulander- Chatham Bars Inn Farm IS HEREBY GRANTED A ONE-DAY LIQUOR LICENSE PERMT TO ALLOW: Public Farm to Table Dinner Beer, Wine, and Liquor At the following address: 3038 Main Street Brewster, MA 02631 This one-day permit is effective: Thursday August 19, 2021; 5:30pm- 8:30pm Date Issued: August 9, 2021 Select Board __________________________ __________________________ __________________________ __________________________ __________________________ Office of: Board of Selectmen Town Administrator Feedback /Comments from Town of Brewster Departments: Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-ODL – 27 FEE $35.00 Town of Brewster Licensing This is to certify that: Gary Thulander- Chatham Bars Inn Farm IS HEREBY GRANTED A ONE-DAY LIQUOR LICENSE PERMT TO ALLOW: Private Farm to Table Dinner for CBI Guests only Beer, Wine, and Liquor At the following address: 3038 Main Street Brewster, MA 02631 This one-day permit is effective: Friday August 20, 2021; 6:00pm- 9:00pm Date Issued: August 9, 2021 Select Board __________________________ __________________________ __________________________ __________________________ __________________________ Office of: Board of Selectmen Town Administrator Feedback /Comments from Town of Brewster Departments: Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-ODL – 28 FEE $35.00 Town of Brewster Licensing This is to certify that: Gary Thulander- Chatham Bars Inn Farm IS HEREBY GRANTED A ONE-DAY LIQUOR LICENSE PERMT TO ALLOW: Private Farm to Table Dinner for CBI Guests only Beer, Wine, and Liquor At the following address: 3038 Main Street Brewster, MA 02631 This one-day permit is effective: Saturday August 21, 2021; 5:30pm- 9:00pm Date Issued: August 9, 2021 Select Board __________________________ __________________________ __________________________ __________________________ __________________________ Office of: Board of Selectmen Town Administrator Feedback /Comments from Town of Brewster Departments: Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-ODL – 29 FEE $35.00 Town of Brewster Licensing This is to certify that: Gary Thulander- Chatham Bars Inn Farm IS HEREBY GRANTED A ONE-DAY LIQUOR LICENSE PERMT TO ALLOW: Public Farm to Table Dinner Beer, Wine, and Liquor At the following address: 3038 Main Street Brewster, MA 02631 This one-day permit is effective: Thursday August 26, 2021; 5:30pm- 8:30pm Date Issued: August 9, 2021 Select Board __________________________ __________________________ __________________________ __________________________ __________________________ Office of: Board of Selectmen Town Administrator Feedback /Comments from Town of Brewster Departments: Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-ODL – 30 FEE $35.00 Town of Brewster Licensing This is to certify that: Gary Thulander- Chatham Bars Inn Farm IS HEREBY GRANTED A ONE-DAY LIQUOR LICENSE PERMT TO ALLOW: Public Farm to Table Dinner Beer, Wine, and Liquor At the following address: 3038 Main Street Brewster, MA 02631 This one-day permit is effective: Thursday September 2, 2021; 5:30pm- 8:30pm Date Issued: August 9, 2021 Select Board __________________________ __________________________ __________________________ __________________________ __________________________ Office of: Board of Selectmen Town Administrator Feedback /Comments from Town of Brewster Departments: Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-ODL – 31 FEE $35.00 Town of Brewster Licensing This is to certify that: Gary Thulander- Chatham Bars Inn Farm IS HEREBY GRANTED A ONE-DAY LIQUOR LICENSE PERMT TO ALLOW: Public Farm to Table Dinner Beer, Wine, and Liquor At the following address: 3038 Main Street Brewster, MA 02631 This one-day permit is effective: Friday September 10, 2021; 5:00pm- 9:00pm Date Issued: August 9, 2021 Select Board __________________________ __________________________ __________________________ __________________________ __________________________ Office of: Board of Selectmen Town Administrator Feedback /Comments from Town of Brewster Departments: Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-1DE/13 FEE: $35.00 Town of Brewster Licensing This is to Certify that Gary Thulander – Chatham Bars Inn Farm IS HEREBY GRANTED A ONE-DAY ENTERTAINMENT LICENSE PERMT TO ALLOW: Acoustic guitar as background music At the following address: 3038 Main Street, Brewster, MA 02631 This one-day permit is effective only: Friday August 20, 2021, from 6:00pm – 9:00pm Date Issued: August 9, 2021 Select Board __________________________ __________________________ __________________________ __________________________ __________________________ Office of: Board of Selectmen Town Administrator Feedback / Comments from Town of Brewster Departments: Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-1DE/14 FEE: $35.00 Town of Brewster Licensing This is to Certify that Gary Thulander – Chatham Bars Inn Farm IS HEREBY GRANTED A ONE-DAY ENTERTAINMENT LICENSE PERMT TO ALLOW: Acoustic guitar as background music At the following address: 3038 Main Street, Brewster, MA 02631 This one-day permit is effective only: Saturday August 21, 2021, from 5:30pm – 9:00pm Date Issued: August 9, 2021 Select Board __________________________ __________________________ __________________________ __________________________ __________________________ Office of: Board of Selectmen Town Administrator Feedback / Comments from Town of Brewster Departments: Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-1DE/15 FEE: $35.00 Town of Brewster Licensing This is to Certify that Gary Thulander – Chatham Bars Inn Farm IS HEREBY GRANTED A ONE-DAY ENTERTAINMENT LICENSE PERMT TO ALLOW: Acoustic guitar as background music At the following address: 3038 Main Street, Brewster, MA 02631 This one-day permit is effective only: Friday September 10, 2021, from 4:30pm – 9:00pm Date Issued: August 9, 2021 Select Board __________________________ __________________________ __________________________ __________________________ __________________________ Office of: Board of Selectmen Town Administrator Feedback / Comments from Town of Brewster Departments: 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: Erika Mawn, Executive Assistant Date: August 6,2021 RE: (2) One-Day Special Event Permits, One-Day Liquor License & One-Day Entertainment License; Halcyon Farm Halcyon Farm has requested 2, one-day Special Event permits at their location 3915 Main Street. The first event request is to host a wedding weekend on August 20th & 21st, 2021. This event will be from 5pm – 10pm and the expected number of guests is around 40. They have submitted a parking plan with their application. The second request is to host the 7th annual Community Development Partnership fund-raising event. This event will be on Wednesday August 25, 2021, from 4pm until 8pm. Guests will be shuttled to/from the event and the expected number of attendees is about 125. For this event they have also applied for a one-day liquor license and a one-day entertainment license. The one-day liquor license request is to serve beer and wine between 5pm – 8pm, Devils Purse Brewing Co. and Truro Vineyards will be serving the alcohol. The entertainment request includes live acoustic music from 5pm – 8pm performed by the Bert Jackson Quartet. These requests for One-day Special Event permits have been reviewed by the following Departments: Town Administration: Police Department: No issues with either application. Fire Department: Access Road to the parking lot and gathering/dining area shall remain clear of parked vehicles. Parking lot shall maintain an area free of vehicles that allows FD vehicles to conduct a three- point turn to drive out to Main Street. Building Department: No concerns with either application Health Department: Halcyon Farms has consulted with the Health Dept. regarding the proposed event on Aug. 20th & 21st and advised that the licensed carter is required to register with the Health Department. They are waiting on the temporary food permit on the second event on August 25, 2021. Provisions for a portable toilet are recommended to adequately address the anticipated temporary additional use above the approved septic capacity for the property. Planning Department: Natural Resources Department: No comment on either application Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-SE -5 Town of Brewster Special Event Licensing This is to certify that Lucas Z. Dinwiddie / Halcyon Farm IS HEREBY GRANTED A SPECIAL EVENT LICENSE TO ALLOW: Wedding weekend at the Farm At the following address: 3915 Main Street This permit is effective: Friday, August 20, and Saturday, August 21, 2021, 5:00pm – 10:00pm Date Issued: August 9, 2021 Select Board __________________________ __________________________ __________________________ __________________________ __________________________ Office of: Board of Selectmen Town Administrator Feedback / Comments from Town of Brewster Departments: Fire Department: Access Road to the parking lot and gathering/dinning area shall remain clear of parked vehicles. Parking lot shall maintain an area free of vehicles that allows FD vehicles to conduct a three-point turn to drive out to Main Street. Health Department: Provisions for a portable toilet are recommended to adequately address the anticipated temporary additional use above the approved septic capacity for the property. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-SE -6 Town of Brewster Special Event Licensing This is to certify that: Community Development Partnership / Halcyon Farm IS HEREBY GRANTED A SPECIAL EVENT LICENSE TO ALLOW: Community Development Partnership Annual Fund Raiser At the following address: 3915 Main Street This permit is effective: Wednesday, August 25, 2021, 4:00pm – 8:00pm Date Issued: August 9, 2021 Select Board __________________________ __________________________ __________________________ __________________________ __________________________ Office of: Board of Selectmen Town Administrator Feedback / Comments from Town of Brewster Departments: Fire Department: Access Road to the parking lot and gathering/dinning area shall remain clear of parked vehicles. Parking lot shall maintain an area free of vehicles that allows FD vehicles to conduct a three-point turn to drive out to Main Street. Health Department: Provisions for a portable toilet are recommended to adequately address the anticipated temporary additional use above the approved septic capacity for the property. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-ODL – 33 FEE $35.00 Town of Brewster Licensing This is to certify that: Community Development Partnership IS HEREBY GRANTED A ONE-DAY LIQUOR LICENSE PERMT TO ALLOW: Beer & Wine At the following address: Halcyon Farm, 3915 Main Street Brewster, MA 02631 This one-day permit is effective: Wednesday August 25, 2021; 5:00pm- 8:00pm Date Issued: August 9, 2021 Select Board __________________________ __________________________ __________________________ __________________________ __________________________ Office of: Board of Selectmen Town Administrator Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-1DE/16 FEE: $35.00 Town of Brewster Licensing This is to Certify that Community Development Partnership IS HEREBY GRANTED A ONE-DAY ENTERTAINMENT LICENSE PERMT TO ALLOW: Acoustic Live music by the Bert Jackson Quartet At the following address: Halcyon Farm, 3195 Main Street, Brewster, MA 02631 This one-day permit is effective only: Wednesday August 25, 2021, from 5:00pm – 8:00pm Date Issued: August 9, 2021 Select Board __________________________ __________________________ __________________________ __________________________ __________________________ Office of: Board of Selectmen Town Administrator Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-ODL – 32 FEE $35.00 Town of Brewster Licensing This is to certify that: Dorria Marsh- Brewster Conservation Trust IS HEREBY GRANTED A ONE-DAY LIQUOR LICENSE PERMT TO ALLOW: Brewster Conservation Trust Annual Meeting Wine Only At the following address: Cape Cod Museum of Natural History, 869 Main Street Brewster, MA 02631 This one-day permit is effective: Thursday August 19, 2021; 5:00pm- 7:00pm Date Issued: August 9, 2021 Select Board __________________________ __________________________ __________________________ __________________________ Office of: Board of Selectmen Town Administrator Conditions: Pending results of fingerprinting completed by Brewster Police Department. INTERMUNICIPAL AGREEMENT FOR INFORMATION TECHNOLOGY SERVICES BETWEEN BARNSTABLE COUNTY AND THE TOWN OF BREWSTER This Agreement is made and entered into this ____ day of _______, 20__, in accordance with the provisions of Massachusetts General Laws, Chapter 40, section 4A, by and between the County of Barnstable, a Massachusetts governmental unit with a mailing address of 3195 Main Street, Barnstable, Massachusetts (hereinafter referred to as “Barnstable County”), and the Town of Brewster, a Massachusetts municipal corporation with a business address of 2198 Main St, Brewster, MA 02631 (hereinafter referred to as "Brewster"). PART I RECITALS WHEREAS, Barnstable County and Brewster have determined that they share a need for information technology services; WHEREAS, Barnstable County and Brewster have determined that the sharing of the benefits and costs of information technology services would be beneficial to both communities; WHEREAS, this Agreement shall provide for the terms, conditions and liabilities of the parties with respect to these services, including but not limited to terms of cooperation and obligations of each municipality relative to the cost of the services described herein; and WHEREAS, each of the parties has been authorized to enter into this Agreement in accordance with G.L. c. 40, §4A, as evidenced by the execution of this Agreement by the Town of Brewster Select Board and the Board of County Commissioners of Barnstable County. NOW THEREFORE, in consideration of the promises and mutual benefits to be derived by the parties hereto, Barnstable County and Brewster agree as follows: PART II SCOPE OF SERVICES Barnstable County IT Department shall provide Brewster with information technology support services and deliverables, as selected and more clearly indicated and described in any applicable Exhibits & Statements of Work for Brewster attached hereto and incorporated herein. PART III GENERAL PROVISIONS A.Term. The term of this Agreement shall commence on the Effective Date and, unless sooner terminated in accordance with this Agreement, shall continue for one year thereafter, provided, however, that if the Services have not been completed in accordance with the terms of this Agreement within one year, the term shall be extended month-to-month until the Services have been so completed. B.Services. Barnstable County will perform the Services as described in this Agreement, including all applicable Exhibits and Statements of Work attached hereto. At Brewster’s request, Exhibits shall be supplemented by Barnstable County which supplements shall be as agreed by Brewster, with additional detail regarding the Services, project phases, pricing, the work product to be generated by such Services and provided to Brewster (“Deliverables”), personnel designated, delivery dates and acceptance criteria for each Deliverable, and the payment schedule. Unless otherwise agreed in writing, Barnstable County’s proposal for the Services ("Statement of Work") is hereby incorporated by reference. If any terms of the Proposal conflict with the other provisions of this Agreement, such other provisions will take precedence. C.Acceptance. The Deliverables shall be subject to acceptance in writing by Brewster. Unless a different period is specified in Exhibits, Brewster shall have thirty (30) days from receipt of a Deliverable to accept or reject same. Payment shall not be due until Brewster has accepted the applicable Deliverable to which an invoice applies. D.Change Control. Barnstable County shall not make changes to the scope of the Services, nor perform services for which it will request additional compensation not set forth in this Agreement, without Brewster prior written approval. The parties will follow a mutually-agreed change control process. At a minimum, Barnstable County will document for review by Brewster and approval any oral requests by Brewster personnel that Barnstable County believes will result in a change in the scope of the Services outlined herein. E.Termination. This Agreement may be terminated by either party by giving written notice to the other party. If the Agreement is terminated by Barnstable County, it shall provide Brewster with written notice and Brewster and Barnstable County shall, within fourteen (14) days of receipt by Brewster of such notice from Barnstable County, jointly agree on a schedule for winding down services provided herein. Said schedule shall allow Brewster at least thirty (30) days to make alternative service arrangements. F.Assignment. No party shall assign, sublet or otherwise transfer its rights under this Agreement, in whole or in part, without the prior written consent of the other party. G.Modifications. This Agreement shall not be modified or amended except by a written document by the parties. Unless a provision of this Agreement specifies otherwise, any modifications or amendments shall be executed by the Select Board for Brewster and the Barnstable County Commissioners. H.Any employees of Barnstable County performing services pursuant to this Agreement shall not be considered employees of Brewster for any purpose and such employees shall remain employees of the Barnstable County for purposes of employee compensation and benefits, including insurance, liability insurance and workers’ compensation insurance. While in transit to, returning from and providing services for Brewster pursuant to this Agreement, employees of Barnstable County shall have the same rights of defense, immunity and indemnification that they would otherwise have under the law if they were acting within the scope of their employment under the direction of Barnstable County. Barnstable County shall be solely responsible for providing to, and maintaining for, each of its employees who provide services pursuant to this Agreement the same indemnification, defense, right to immunity, employee benefits, death benefits, workers’ compensation or similar protection and insurance coverage that would be provided to those employees if they were performing similar services in Barnstable County’s jurisdiction. I.To the extent permitted by law, Barnstable County agrees to defend, indemnify, defend and hold harmless Brewster from any claims, demands, suits or judgments by third parties which may arise out of the negligent activities of Barnstable County or its employees, including travel, while providing services pursuant to this Agreement, and Barnstable County shall maintain appropriate insurance coverage for liability arising from the subject matter of this Agreement. To the extent permitted by law, Brewster agrees to defend, indemnify, defend and hold harmless Barnstable County from any claims, demands, suits or judgments by third parties which may arise out of the negligent activities of Brewster or its employees arising from the performance of Brewster’s obligations under this Agreement. J.Any and all notices, or other communications required or permitted under this Agreement, shall be in writing and delivered by hand, by electronically, or mailed postage prepaid, return receipt requested, by registered or certified mail or by other reputable delivery service, to the parties at the addresses set forth herein or furnished from time to time in writing hereafter by one party to the other party. Any such notice or correspondence shall be deemed given when received by the recipient when delivered by hand or electronically mail, when deposited with the U.S. Postal Service when delivered by mail or, when deposited with the delivery service, if sent by private overnight or other delivery service. K.Barnstable County, by and through its Information Technology Department staff shall maintain separate, accurate and comprehensive records of all services performed for each of the parties hereto. Barnstable County shall maintain accurate and comprehensive records of all costs incurred by or on account of its provision of service to Brewster, and all reimbursements and contributions received from Brewster. L.The obligations and conditions set forth in this Agreement may be waived only by a writing signed by the party waiving such obligation or condition. Forbearance or indulgence by a party shall not be construed as a waiver, nor limit the remedies that would otherwise be available to that party under this Agreement or applicable law. No waiver of any breach or default shall constitute or be deemed evidence of a waiver of any subsequent breach or default. M.This Agreement shall be governed by, construed and enforced in accordance with the laws of the Commonwealth of Massachusetts and all parties hereto submit to the jurisdiction of any of its appropriate courts for the adjudication of disputes arising out of this Agreement. N.The paragraph headings and titles herein are for convenience only, are no part of this Agreement and shall not affect the interpretation of this Agreement. O.If any term or condition of this Agreement or any application thereof shall to any extent be held invalid, illegal or unenforceable by the court of competent jurisdiction, the validity, legality, and enforceability of the remaining terms and conditions of this Agreement shall not be deemed affected thereby unless one or both parties would be substantially or materially prejudiced. P.This Agreement, including all documents incorporated herein by reference, constitutes the entire integrated agreement between the parties with respect to the matters described. This Agreement supersedes all prior agreements, negotiations and representations, either written or oral. PART IV PAYMENT FOR SERVICES A. Brewster shall compensate Barnstable County for the Services & Deliverables as described on the Statement of Work “attached” and/or any documents or materials referenced and incorporated as part of this agreement. B. The service period shall commence and expire at the dates set forth under this Agreement and may optionally be further constrained as detailed under Part III of this Agreement. C. The Fee, service details, or terms may be adjusted by an amendment to this Agreement for any subsequent time periods or portions thereof as may be mutually agreed-to by the parties. D. The Fees for services shall be invoiced according to the agreed upon and signed Exhibits and Statements of Work attached hereto according to their Schedule of Values as defined. IN WITNESS WHEREOF, the parties haves caused this instrument to be signed by their individual representatives, whose signatures are hereto affixed. BARNSTBLE COUNTY TOWN OF BREWSTER Barnstable County Commissioners: Brewster Select Board: ______________________ ______________________ ______________________ ______________________ ______________________ ______________________ Date:__________________ ______________________ ______________________ Barnstable County Administrator: Date:__________________ ______________________ Date:__________________ www.barnstablecounty.org/it Page 1 of 3 3195 Main Street, Barnstable, MA 02630 p. (508) 744-1250 f. (508) 362-4136 Barnstable County Regional Government of Cape Cod Information Technology Department William Traverse Director of Information Technology wtraverse@barnstablecounty.org 508-744-1244 Exhibit C-1 Barnstable County IT Statement of Work: “Cloud Data Migration Assistance” INTERMUNICIPAL AGREEMENT FOR INFORMATION TECHNOLOGY SERVICES BETWEEN BARNSTABLE COUNTY AND THE TOWN OF BREWSTER Part I: Strategic IT Project Support Overview The Town of Brewster, referred to herein as “Town” seeks to engage Barnstable County IT Department, referred to herein as “BCIT” to provide IT related project support and management services as further defined in this agreement. The outline of these services and the selection of those chosen by the Town constitute the entire agreement and financial obligations between both parties. The Strategic IT Project Support & Services being offered by BCIT to the Town are based on results from an initial IT Strategic Assessment (Exhibit A) and are made whole or replaced by specific data discovery needs included in the project as listed below. ☒ Implementation/migration to established as-a-service (cloud) providers o Cloud-hosted infrastructure-as-a-service Security and specialized virtual appliances Virtual or physical servers o Cloud-hosted platform-as-a-service Databases System and device management Identity and access management o Cloud-hosted software-as-a-service Email service Phone system/service File storage Productivity and collaboration ☐ Consolidation and optimization o Network infrastructure o Traffic optimization o Server consolidation ☐ Business Continuity for critical systems and services o Internet access failover o Service mobility and accessibility ☐ Integration of users and existing resources with cloud services o Business intelligence/systems integration o Electronic workflow management ☐ Training for end-users and/or IT administrators ☐ IT policy and IT governance plan development www.barnstablecounty.org/it Page 2 of 3 3195 Main Street, Barnstable, MA 02630 p. (508) 744-1250 f. (508) 362-4136 Barnstable County Regional Government of Cape Cod Information Technology Department William Traverse Director of Information Technology wtraverse@barnstablecounty.org 508-744-1244 ☐ Other: Part II: IT Strategic Project Details ITEM #1 Title: Managed Cloud Services – Data Migration Scope: An opportunity exists for the Town of Brewster to partner with the County of Barnstable for shared services in support of Town operations related to the management and/or support of cloud-based service utilization. The Barnstable County IT Department, as needed, and in support of the Town’s regular operations, will provide the Town of Brewster with ad-hoc hourly assistance and/or guidance per request and under the direction of the Town’s IT staff or appropriate designees. County expectations: Estimated (40) hour (NTE) block of time to be used for the following work: o Ad-hoc scheduled assistance with migration and support of migration to pre-existing cloud- storage platforms. (SharePoint Online, OneDrive for Business) o Provide emergency support if needed for any incidents related to this process. o Town will only be invoiced for the hours spent in support for the contract period. o Additional hours or out-of-scope work may be provided by separate agreement or amendment to existing exhibit(s). Provide appropriate County-employed IT support personnel: o BCIT staff chosen and assigned to any work indicated are employees under the management of the Barnstable County, and are subject to regular performance evaluations. o Assigned staff are designated Tier 2 IT support workers. (Job title: “Systems Administrator”) o Assigned staff have proven track-record in the upkeep, configuration, and security of business-critical IT systems in multiple public entities. o All staff are reviewed and audited in their handling of and access to sensitive information. o Additional details may be furnished upon request within the confines of Federal and State personal privacy protections. Town responsibilities: Provide overall guidance to assigned BCIT staff for matters within scope. Provide access to physical locations, facilities, systems, and data sources, as required. www.barnstablecounty.org/it Page 3 of 3 3195 Main Street, Barnstable, MA 02630 p. (508) 744-1250 f. (508) 362-4136 Barnstable County Regional Government of Cape Cod Information Technology Department William Traverse Director of Information Technology wtraverse@barnstablecounty.org 508-744-1244 Furnish BCIT with contact information for all involved parties, internal and external. Authorize BCIT to act on behalf of the Town if needed for matters within this scope. Supply hardware and software/licensing pertaining to this scope of work where necessary. Discovery work required within this scope? (Y/N) Implementation Duration: N/A Service/Support Duration: Ongoing – or as determined by overarching inter-municipal agreement. Costs: Ongoing service: (Annual recurring) Equipment: (One-time-cost) Professional Services: (available balance) Grand Total: = (Not to Exceed, except by further ammendment) IN WITNESS WHEREOF, the parties haves caused this instrument to be signed by their individual representatives, whose signatures are hereto affixed. Barnstable County Commissioners: Town of Brewster: ______________________ ______________________ ______________________ ______________________ ______________________ ______________________ Date:__________________ ______________________ ______________________ Barnstable County Administrator: Date:__________________ ____________________ Date:__________________ Certification of Funds: Mimi Bernardo, Finance Director __________________________ Date: N/A N N/A $3,800.00 $3,800.00 www.barnstablecounty.org/it Page 1 of 4 3195 Main Street, Barnstable, MA 02630 p. (508) 744-1250 f. (508) 362-4136 Barnstable County Regional Government of Cape Cod Information Technology Department William Traverse Director of Information Technology wtraverse@barnstablecounty.org 508-744-1244 Exhibit C-2 Barnstable County IT Statement of Work: “Managed Cloud Services – Voice Migration” INTERMUNICIPAL AGREEMENT FOR INFORMATION TECHNOLOGY SERVICES BETWEEN BARNSTABLE COUNTY AND THE TOWN OF BREWSTER Part I: Strategic IT Project Support Overview The Town of Brewster, referred to herein as “Town” seeks to engage Barnstable County IT Department, referred to herein as “BCIT” to provide IT related project support and management services as further defined in this agreement. The outline of these services and the selection of those chosen by the Town constitute the entire agreement and financial obligations between both parties. The Strategic IT Project Support & Services being offered by BCIT to the Town are based on results from an initial IT Strategic Assessment (Exhibit A) and are made whole or replaced by specific data discovery needs included in the project as listed below. ☒ Implementation/migration to established as-a-service (cloud) providers o Cloud-hosted infrastructure-as-a-service Security and specialized virtual appliances Virtual or physical servers of any kind o Cloud-hosted platform-as-a-service Databases System and device management Identity and access management o Cloud-hosted software-as-a-service Email service Phone system/service File storage Productivity and collaboration ☐ Consolidation and optimization o Network infrastructure o Traffic optimization o Server consolidation ☐ Business Continuity for critical systems and services o Internet access failover o Service mobility and accessibility ☐ Integration of users and existing resources with cloud services o Business intelligence/systems integration o Electronic workflow management ☐ Training for end-users and/or IT administrators ☐ IT policy and IT governance plan development ☐ Other: www.barnstablecounty.org/it Page 2 of 4 3195 Main Street, Barnstable, MA 02630 p. (508) 744-1250 f. (508) 362-4136 Barnstable County Regional Government of Cape Cod Information Technology Department William Traverse Director of Information Technology wtraverse@barnstablecounty.org 508-744-1244 Part II: IT Strategic Project Details ITEM #1 Title: Managed Cloud Services – Voice Migration Scope: An opportunity exists for the Town of Brewster to further partner with the County of Barnstable for shared services in support of Town operations related to the management of cloud IT infrastructure hosting. Due to the existing shared services arrangement with Brewster, the County is well positioned to facilitate the transition of legacy systems to as-a-service cloud-hosted offerings, with options for the ongoing management of these services. The Barnstable County IT Department, as needed, and in support of the Town’s regular operations, will provide the Town with services required to migrate Email hosting from legacy phone system and service to a cloud hosted phone system and service. County expectations: Implementation work included in per-voice user/phone fees listed in table of costs and will be performed either directly by the County or in conjunction with a 3rd party vendor partnering with the County. o Configure phone services within existing cloud service tenant. o Ensure proper licensing is applied and verify end-user software is in place. o Ensure proper hardware is in place for end-users and shared spaces. o Coordinate as needed with Town employees regarding scheduled cutover to new service. o Provide 1-on-1 assistance as needed throughout the deployment. o Configure call-routing, including auto-attendants and call queues, noted in the table of costs. o Guage activity on losing carrier accounts and assist Town with cancellation. o Verify security and compliance measures and assist with additional onboarding support. Provide appropriate County-employed IT support personnel: o BCIT staff chosen and assigned to any work indicated are employees under the management of the Barnstable County, and are subject to regular performance evaluations. o Assigned staff are designated Tier 2 IT support workers. (Job title: “Systems Administrator”) o Assigned staff have proven track-record in the upkeep, configuration, and security of business-critical IT systems in multiple public entities. o All staff are reviewed and audited in their handling of and access to sensitive information. o Additional details may be furnished upon request within the confines of Federal and State personal privacy protections. www.barnstablecounty.org/it Page 3 of 4 3195 Main Street, Barnstable, MA 02630 p. (508) 744-1250 f. (508) 362-4136 Barnstable County Regional Government of Cape Cod Information Technology Department William Traverse Director of Information Technology wtraverse@barnstablecounty.org 508-744-1244 Town responsibilities: Dependency: Prior setup of tenant and availability of licensing. Provide overall guidance to assigned BCIT staff for matters within scope. Provide access to physical locations, facilities, systems, and data sources, as required. Furnish BCIT with contact information for all involved parties, internal and external. Authorize BCIT to act on behalf of the Town if needed for matters within this scope. Supply hardware and software/licensing pertaining to this scope of work where necessary. Discovery work required within this scope? (Y/N) Implementation Duration: 6 months after completion of noted dependency. Service/Support Duration: Ongoing – or as determined by overarching inter-municipal agreement. Costs: The following costs are for the service required to completely offload the Town’s phone system and voice telecommunications services to the cloud, leveraging existing licensing. This will ultimately allow for unmatched continuation of operations for the organization. Unit cost Quantity Totals Voice Migration n/a 170 $30,800.00 Professional Services (NTE) 1-100 Voice users/phones $200.00 100 $20,000.00 100+ Voice users/phones $100.00 70 $7,000.00 Auto Attendant/Call Queues $760.00 5 $3,800.00 Ongoing service: (Annual recurring) Equipment: (One-time-cost) Professional Services: One-time-cost (NTE) Grand Total: = Not-to-Exceed N/A N N/A $30,800.00 $30,800.00 www.barnstablecounty.org/it Page 4 of 4 3195 Main Street, Barnstable, MA 02630 p. (508) 744-1250 f. (508) 362-4136 Barnstable County Regional Government of Cape Cod Information Technology Department William Traverse Director of Information Technology wtraverse@barnstablecounty.org 508-744-1244 IN WITNESS WHEREOF, the parties haves caused this instrument to be signed by their individual representatives, whose signatures are hereto affixed. Barnstable County Commissioners: Town of Brewster: ______________________ ______________________ ______________________ ______________________ ______________________ ______________________ Date:__________________ ______________________ ______________________ Barnstable County Administrator: Date:__________________ ____________________ Certification of Funds: Date:__________________ Mimi Bernardo, Finance Director ___________________________ Date: Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 For Immediate Release: Thursday July 29, 2021 Contact: Peter Lombardi Town Administrator plombardi@brewster-ma.gov Brewster to Host Forum on Potential Town Acquisition of Cape Cod Sea Camps Properties for Public Use Town of Brewster, Massachusetts – The Town of Brewster will host a virtual public forum on the Town’s potential acquisition of the Cape Cod Sea Camps properties. The goal of this forum is to provide information in advance of Special Town Meeting in late September when voters will determine if they want the Town to acquire one or both properties. The forum will include a presentation and a question-and-answer period. Public forum date: Tuesday, August 17, 2021 Time: 6:00 PM Location: Log onto Zoom by clicking this link: https://us02web.zoom.us/j/83155000352?pwd=djlVbHVEczdlWExpSnhKMzVnR UgzUT09 and entering this passcode: 422384; OR by calling either (312) 626-6799 or (929) 436-2866 and entering the webinar ID: 831 5500 0352 and passcode: 422384 The Select Board and Town Administration want voters to be fully informed about the potential acquisition including details about the parcels, possible partnerships, and the facilities that would be available for public use. Depending on the status of negotiations, the Town may provide additional information about financing plans and estimated tax rate impacts of these potential acquisitions at this forum. The Town is seeking to acquire these parcels so that they will not be privately developed. The properties hold potential opportunities for significant public benefits including conservation of land, coastal dunes, and wetlands; habitat and drinking water protection; beach access; a home for a community center; extensive recreational amenities; and housing. Office of: Select Board Town Administrator Acquisition of one or both parcels requires approval by both Town Meeting and at the ballot. If Brewster voters decide to acquire these properties, the Town will facilitate a public engagement process inviting input from residents about potential future uses. The August 17 public forum will be recorded, and the video will be available on the Town website and Brewster Government Television Channel 18. August 5, 2021 Website Announcement Cape Cod Sea Camps Acquisition Aligned with Resident Feedback on Community Goals and Priorities In considering whether the Town should seek to acquire the Cape Cod Sea Camps properties, the Brewster Select Board and Town Administration analyzed the extent to which such acquisitions would be consistent with recent public input. After reviewing key planning documents that were informed by extensive community feedback, they determined that these acquisitions would align with many goals expressed by our residents. A summary of the alignment between these potential acquisitions and the priorities identified in the Vision Plan, Open Space and Recreation Plan, Coastal Resource Management Plan, and Housing Production Plan can found *here*. Background information on these planning documents and related outreach processes: Brewster’s Vision Plan was created in 2018 by a committee of community volunteers following extensive public engagement over 18 months. The plan expresses how residents want to see Brewster evolve in the future. The Vision Plan goals identify specific actions that Brewster residents would like to see the community achieve. The Open Space and Recreation Plan, last updated in 2020, provides a blueprint for the Town for recreation planning and continued conservation efforts. It compiles the views of the public and is required so the Town remains eligible for State open space grants. Completed in 2019, the Coastal Resource Management Plan provides policy direction for Brewster’s management of coastal resources and is based on extensive public engagement. The Housing Production Plan (2017) lays out the Town’s goals for increasing varied types of housing to meet community needs. The Town has established a webpage with information about the potential acquisition of the Sea Camps properties at https://www.brewster-ma.gov/cape-cod-sea-camps- properties. 1 Town of Brewster Plans That Are Aligned with Cape Cod Sea Camps Acquisition for Public Use (July 30, 2021) BREWSTER VISION PLAN (2018) Vision Plan Section Content Aligned with An Acquisition of the Cape Cod Sea Camps (page number) Introduction 1. “Brewster Vision Plan expresses the community’s preferences for how it intends to evolve socially, physically, and economically.” (2) 2. “…the Plan will guide town decisions and serve as a framework for other future plans…” (2) 3. “We preserve our historical setting…” (3) 4. “We protect our bayside coastline which defines our sense of place and provides special recreational and economic opportunities.” (3) 5. “We seek to offer housing that is affordable to residents of all ages and economic standing.” (3) 6. “We strive to provide the infrastructure necessary to ensure that all citizens – particularly elders and families with children – are safe, healthy and supported, so they can work, learn, participate, and give back to the community.” (3) 7. “We are committed…to improve our community and protect what we value about Brewster.” (3) Turning the Vision Plan into Action 1. “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.” (13) 2. “It is imperative that the goals guide the actions of Town government and community organizations…” (13) 3. “Make the Vision Plan a guide for policymaking and town decisions…” (13) Community Character Goal 1. “Provide social opportunities and services for all” (4) 2. “Provide a Community Center for all ages for social and recreational activities and include meeting rooms.” (4) 3. “…expand recreational activities for all…” (4) 4. “Provide services and infrastructure for an age friendly community…” (4) 5. “Explore ways to maintain & improve the appearance of properties along Route 6A.” (4) Water Resources Goal 1. “Identify and purchase more open space in critical areas...” (5) 2. “…pursue other land preservation actions, such as … placing conservation restrictions on town-owned land…” (5) 3. “Identify and preserve land within marine watersheds as well as protect/restore beneficial coastal resource areas…” (5) 2 Open Space Goal 1. “Maintain and expand open space assets to provide public recreation, protect fragile natural habitat, and protect water resources.” (6) 2. “Improve public access to and expand use of recreational areas.” (6) 3. “Pursue land acquisition opportunities for additional recreational areas.” (6) Housing Goal 1. “Provide more affordable, safe, and accessible rental and ownership housing options…” (7) 2. “…identify and locate rooms for seasonal workers in safe and well managed locations…” (7) 3. “…Develop more year-round work force affordable rental stock and affordable first-time home-ownership opportunities…” (7) 4. “Promote housing choices to allow families to live, work and prosper……(7) Coastal Management Goal 1. “In the context of coastal change, preserve and protect Brewster’s coastal resources & expand public access.” (8) 2. “Protect coastal resources in ways that preserve coastal ecosystems and habitats and the character of the town and coastal neighborhoods.” (8) 3. “…expand public access for all…” (8) 4. “Expand beach access to new areas…” (8) 5. “Identify techniques such as…land acquisition for retreat locations to adapt to coastal change.” (8) Community Infrastructure Goal 1. “Maintain and expand town infrastructure in ways that expand opportunities for community interaction, (and) expand recreation opportunities…”(12) 2. “Create a community center to house activities and interaction for people of all ages.” (12) 3. “Repurpose an existing facility…” (12) 4. “Expand bike and pedestrian paths for recreation and transportation...” (12) 5. “Develop a town wide plan that includes…potential areas for expansion, trail connections and links to key recreation areas (and) bay beaches…” 6. “Provide active recreation opportunities and facilities including those for youth.” (12) 7. “…identify potential locations for new facilities such as a community pool, pickleball, volleyball and basketball courts.” (12) 8. “Expand and promote existing and future active recreational (seasonal and year-round) programs.” (12) 3 BREWSTER OPEN SPACE & RECREATION PLAN (2020 update; pending state approval) Plan Section Content Aligned with An Acquisition of the Cape Cod Sea Camps (page number) Purpose & Summary 1. “The purpose of this Open Space and Recreation Plan (OSRP) is to provide a framework and guide for continued conservation and recreation planning in the Town of Brewster.” (2) 2. “The 2020 Brewster Open Space and Recreation Plan reflects the overall aspirations of this community as expressed by its residents in surveys, public hearings, and town meetings from 1970 through 2020.” (1) 3. “The update of the OSRP involved an extensive public engagement campaign, including community survey and public forum.” (1) Introduction “We either have to secure essential and ecologically significant tracts of land to preserve our natural heritage and communal well-being, or suffer the environmental consequences and social costs of excessive, uncontrolled and inappropriate growth” (Brewster Open Space Committee, 1985) (2) Pertinent Statements 1. “The Cape Cod Sea Camps is a property that encompasses a great amount of acreage and is the largest privately owned property on Main Street. It provides a scenic view along Main Street, as well as from Cape Cod Bay. This is a prime candidate for conservation and historic preservation restrictions.” (63) 2. “Preservation of open space has consistently been a top priority since the 1970s. As land disappears, the town loses a portion of its character, history and main tourism draw: open space and recreation areas. The preservation of agricultural and woodland resources, historic sites and structures, and other remaining open spaces is a top priority, both as a reminder of Brewster’s history and earlier character, and for protection of natural and scenic resources.” (79) Goal 2: “Provide open space and recreation opportunities that maintain Brewster’s rural character and small coastal community identity.” (1) Obj 1.A: “Acquire and preserve lands with significant scenic, historical, cultural and/or archeological value. (111). Obj 2.B: “Acquire and protect upland wooded, open field, coastal, and wetland parcels that preserve and enhance community character. (111, 115)  Action 2.B.5: “Identify opportunities to connect existing open space resources with new resources created from….open space acquisitions.” (117) Goal 4: “Provide a variety of recreation and open space opportunities to promote healthy and active lifestyles for Brewster residents…” (1) Obj 4.A: “Acquire and protect lands of recreational value.” (111)  Action 4.A.2: “Protect the Town’s recreational and outdoor educational amenities that support the local tourism economy by acquiring and preserving lands which: o “Abut Town beaches/landings.” o “Provide additional public places.” o “Protect or expand…haul-out locations.” o “Provide for expanded or new recreational/open space facilities in areas of town that are underserved.” (120) 4 Obj 4.B: “Increase public access to marine and freshwater resources in a manner compatible with the protection of these resources.” (111)  Action 4.B.2: “Acquire land or obtain easements to provide additional sites for freshwater swimming, beaches, and boat landings.” (120) Obj 4.C: Ensure access and usage of open space and recreation areas to all Brewster residents and visitors. (121)  Action 4.C.7: “Provide multi-use open space and recreation areas that can be used for a variety of uses by people of different ages and abilities. (121) Obj 4.E: “Consider new programming and facilities to meet changing preferences and needs of the community.” (111)  Action 4.E.2: “Provide active recreation areas that serve Brewster’s active recreation needs.” (122)  Action 4.E.6: “Continue to find opportunities for an age-integrated community center.” (122) Community Needs Comments 1. “Residents are looking for more recreational opportunities for all ages.” (101) 2. “Residents also express a need for a community center…” (101) 3. “People look to the Town’s parks and open spaces as an outlet during stressful situations.” (101) % of Respondents Who Favor Town Purchase of Land to Preserve Open Space: 71% OPEN SPACE & RECREATION PLAN SURVEY OF RESIDENT PRIORITIES Activity Aligned with Acquisition of Cape Cod Sea Camps % Respondents Reported This Activity Is EXTREMELY or MODERATELY IMPORTANT for Future Planning Preserve beach land and access points for coastal recreation 96% Preserve tracts of land linking open space parcels 86% Cape Cod Rail Trail extension to the beach ~77% Provide new active recreation opportunities 73% Playgrounds 73% Summer concerts outdoors ~72% Teen recreation programming 63% Tennis courts ~60% Identify locations for new facilities such as a community pool, pickleball, volleyball, basketball 60% Fitness classes (adults) ~60% Seniors, gentle exercise ~58% Swimming lessons ~58% Sailing programs ~55% 5 BREWSTER COASTAL RESOURCES MANAGEMENT PLAN (2019) Plan Section Content Aligned with An Acquisition of the Cape Cod Sea Camps (page number) Purpose 1. “To provide vision and policy direction for the future management of Brewster’s coastal resources.” (3) 2. “Plan is designed enhance public access to the Bay shore, protect and maintain natural beauty of Bay shore… and reflect community consensus.” (3) Priorities Include: 1. “Provide access for water dependent activities…” (4) a. “Provide opportunities for commercial aquaculture” (31), “commercial shellfish harvesting” (32), and “recreational shell fishing.” (34) b. “Provide storage for kayaks and dinghies.” (37) 2. “Maintain or enhance peak-season access to public beaches and landings…” (45) a. “Enhance safe pedestrian and bike access to the shoreline.” (43) b. “Assess opportunities for new or expanded public access locations and/or parking…” (45) c. “Enhance access for populations with limited mobility” (e.g., “more dedicated handicapped parking” (66) 3. “Protect…visual access and sense of place threatened by changing conditions….” (4) a. “Minimize and mitigate development impacts in coastal areas.” (48) MASSACHUSETTS HERITAGE LANDSCAPE INVENTORY OF BREWSTER (2009) Plan Section Content Aligned with An Acquisition of the Cape Cod Sea Camps (page number) Heritage Landscape Definition: “Special places created by human interaction with the natural environment that help define the character of a community and reflect its past.” (3) Priority Landscape: Cape Cod Sea Camps Threats Related to Cape Cod Sea Camps  Threat 1: “Subdivision of this land would greatly impact the scenic view along Main Street as well as the view from Cape Cod Bay.” (8)  Threat 2: “If subdivided, up to 40 single family houses could be erected, or under MGL Ch. 40B even more intense development could occur.” (9) Recommendations Concerning Cape Cod Sea Camps  “Consider signing a letter of agreement with the property owners providing the Town of Brewster … with the first right of refusal if owners wish to sell the land.” (9)  “Brewster should consider using CPA funds to purchase the land…” (9) 6 BREWSTER HOUSING PRODUCTION PLAN (2017) Housing Plan Section Content Aligned with An Acquisition of the Cape Cod Sea Camps (page number) Housing Goals 1. “Build support for addressing housing needs through partnerships with conservation groups and non-profit and for-profit developers, and increased commitment of local funds…” (58) 2. “Increase the variety of mixed-income housing choices in Brewster, particularly in or near commercial areas in order to support Brewster’s economy & accommodate household growth.” (58) 3. “Provide at least 10% of Brewster’s year-round housing units as affordable housing in order to meet local and regional needs.” (58) Brewster MA – Presentation to the Select Board Compensation and Classification Study for the Town of Brewster Presented to the Select Board on Monday, August 9, 2021 Aleksandra (Sandy) Stapczynski, President and Chief Financial Officer Human Resources Services, Inc. HUMAN RESOURCES SERVICES, INC. BREWSTER, MA PROJECT CONSULTANT TEAM Sandy Stapczynski, President/Principal of HRS Carol Granfield, Senior Management Consultant Tony Torrisi, Senior Management Consultant Buzz Stapczynski, Senior Management Consultant Niko Stapczynski, Data Visualization Engineer Project Goal The major goal of this project was to develop, support, and maintain a fair and equitable Compensation and Classification Plan and System for all Brewster organization-wide positions including non-union and union groups: Personnel Bylaw, SEIU, OPEIU. Includes approximately 100 positions and approximately 130 employees. Captured a variety of key employee data. Conducted employee sessions to explain project and their role. Identified jobs where recruitment and retention are concerns. Conducted interviews with top management and staff. Gathered salary and benefits data from competitor organizations. Surveyed for comparative data. Reviewed job PAQ questionnaire data from employees. Updated essential functions to better reflect work being done. Recommending changes to support a competitive compensation system. Developed implementation/transition costs; approximately $100,000 budgeted for implementation. Project Objectives Summary from HRS Compensation and Classification Study This was a professionally developed organization-wide pay and classification plan(s) using data from comparable (1) cape cod and area; (2) private sector golf data from MA (ERI & Bloomberg); and (3) MMHR data for additional benchmarking as required. Some of these comparable communities are also conducting similar type studies. Based on this market driven analysis, the study recommends that the pay ranges be adjusted for each of the five groups studied to be competitive with the hiring market; assisting Brewster to hire and retain talented employees. It also provides classification plans that support structured internal equity (ranking system) and will aid in pay equity and comparable worth of jobs. The entire compensation and classification plans together will provide Brewster with a total system forming the basis of an effective and defensible base salary administration program, that will also aid in succession planning for the future. Proposed Compensation & Classification System Design Non-Union Bylaw Plan o 40 job titles o Step Plan (10 Steps, 3% increments between Steps - compounding) o 12 Grade levels o Range Widths: 30.5% from Step 1 to Step 10 Non-Union Police Bylaw Plan o 3 job titles o Step Plan (10 Steps, 3% increments between Steps - compounding) o 2 Grade levels o Range Widths: 30.5% from Step 1 to Step 10 Proposed Compensation & Classification System Design OPEIU Plan o 22 job titles o Step Plan (10 Steps, 3% increments between Steps - compounding) o 4 Grade levels o Range Widths: 30.5% from Step 1 to Step 10 SEIU – DPW Plan o 17 job titles o Step Plan (8 Steps, 3% increments between Steps - compounding) o 5 Grade levels o Range Widths: 23% from Step 1 to Step 8 Proposed Compensation & Classification System Design SEIU - LIBRARY Plan o 10 job titles o Step Plan (10 Steps, 3% increments between Steps - compounding) o 6 Grade levels o Range Widths: 30.5% from Step 1 to Step 10 Project Process Meetings with Town Administrator and Key Staff Review of Survey Instrument and Agreement of Organizations to be Surveyed Salary and Benefit Surveys Distributed to Organizations Numerous Full Days of Orientation Meetings with Employee Groups; Recordings of Orientations Distribution of Position Analysis Questionnaires (PAQs) with instructions Project Process (cont.) Online Zoom interviews with Employees, Supervisors, Officials and Groups by an HRS Consultant Feedback received on preliminary, draft documents Analysis of Survey Information Private Sector Data Incorporated Job Descriptions, review and finalizing in progress FLSA Analysis Pay Equity Analysis Project Process (cont.) Review of varied Organizational Systems and Staffing Meetings with Town Leadership Team and Department Heads to provide information on draft plans; allowed time for input Received feedback Regular ongoing meetings with Town Administrator and Key Staff Provided updates to Town as required. Final Presentations to staff and town officials 1. Barnstable 2. Chatham 3. Dennis 4. Duxbury 5. Eastham 6. Edgartown 7. Falmouth 8. Mashpee 9. Orleans 10. Provincetown 11. Sandwich 12. Wellfleet 13. Yarmouth 14. MMHR Database 15. ERI Database 16. Bloomberg Database THE COMPARABLE ENTITIES OBJECTIVE OF MARKET SALARY COMPARISONS Determine relative standing of overall compensation. Determine relative standing of compensation by rank/position. Determine relative standing of compensation by discipline/specialization. Determine areas for salary increases. Identify expected salary costs. SUMMARY GENDER COMPARISONS This Pay Plan is Part of Our Total Job Evaluation/Classification System for Brewster Physical Environment Basic Knowledge, Training and Education Problem Solving Skills and Effort Physical Skills and Effort Experience Interactions with Others/Customer Service Confidentiality Occupational Risks Complexity Supervision Received Supervision Given Supervision Scope Judgment and Initiative Accountability HRS/MRI PAY AND CLASSIFICATION SYSTEM AND MANUAL Methodology Guidelines Computerized Ratings Web-based System Compensation Challenges in time of Change Despite the pandemic, talent is still difficult to recruit for certain positions; important to have an up-to-date pay system in place to recruit and retain talent; and to ensure pay equity. Rethinking the Compensation Strategy during COVID-19; how competitive do you want to be; maybe it depends on the position groups or specialty. HRS worked to ensure validity of data; in addition to custom survey, we used additional survey data information from other professional sources. We stayed primarily with Cape communities but also considered some other towns, or other industries – private or non- profit. (i.e. Golf). Some positions have changed during this time; shifts; shared-roles; remote work; employees working out of classifications; there is a need for cross-training. The additional staffing report forthcoming will be helpful to the Town. Action Plan For Brewster Recommendation Implement the proposed compensation and classification plans immediately. For those requiring significant increases, consider implementation over two fiscal years. Maintain a commitment to remain at the Average to 75th Percentile of Market. The Salary Plans have fallen somewhat below market. Market Surveys should be done regularly and the entire salary schedule should be adjusted yearly to reflect cost-of-living. Employees should move through the ranges based on annual step increase; either based on longevity or performance or other method applied consistently. Standardize steps at 3% increments for all plans. 18 Action Plan For Brewster Recommendation Remedy internal compensation inequities among employees when comparing non-union positions to union positions. Bring the compensation of the non-union aligned employees in ranges comparable to their counterparts in union positions. When a vacancy develops, review the position through job analysis, job description, and market pricing. Keep abreast of the changing FLSA laws and how they may affect positions. Review classification of positions when duties change significantly. Regularly review positions to ensure internal equity in relationship to other classifications. 19 Action Plan For Brewster Recommendation Maintain the pay grade ranges when hiring new employees. Follow the Town’s compensation administrative policies when administering pay of employees. Ensure good faith collective bargaining with union employees. HRS will remain available to answer questions. HRS will also be distributing job descriptions to town administration and department heads over the remaining of the summer weeks. 20 OBJECTIVES OF JOB DESCRIPTIONS Focus on KSA to assist with recruitment and expectations Identifies clear job criteria for Staff Development and Succession Planning Compliance with Americans with Disabilities Act Fair Labor Standards Act compliance (exempt or non-exempt) Provides standards for work performance Objective system to rate positions Human Resources Services, Inc. Web Portal Web-based Tools and System that allows: Database for job descriptions Classification tools HRS Rating System A Matrix to identify Exempt and Non-Exempt positions Access to updated survey; salary, benefits, staffing data Access to data visualization graphics Tools to update the proposed compensation and classification plans Helpful checklists, tools, and related articles 1 Town of Brewster, Massachusetts Compensation and Classification Study Final Report ●August 4, 2021 Human Resources Services, Inc. 9 Bartlet Street, Suite 186 Andover, MA 01810 www.hrsconsultinginc.com 2 Table of Contents 1 Introduction ............................................................................................................ 3 2 Salary Survey and the Market Peers ...................................................................... 7 2.1 COMMUNICATION OF COMPENSATION ................................................................................................. 8 2.2 SELECTING BENCHMARK COMMUNITIES ............................................................................................. 9 3 The Compensation Plan ....................................................................................... 10 4 Job Descriptions ................................................................................................... 11 4.1 THE CLASSIFICATION PLAN .............................................................................................................. 12 4.2 SUCCESSION PLANNING .................................................................................................................. 13 5 Solutions and Administration ................................................................................ 14 6 Conclusion ........................................................................................................... 15 7 Some Final Comments ......................................................................................... 16 CLASSIFICATION PLAN ................................................................................................................................. 16 JOB DESCRIPTIONS ..................................................................................................................................... 16 JOB EVALUATIONS ...................................................................................................................................... 17 8 Stats, Data, and Plans .......................................................................................... 18 3 1 Introduction Human Resources Services, Inc. (HRS) was retained by the Town of Brewster, Massachusetts to conduct a comprehensive Compensation and Classification Study for its town-wide positions, both union and non-union employees. HRS was charged with performing an assessment of the current wages and benefits, while reviewing current compensation practices; conducting a thorough job analysis and position procedures, overall compliance; and to develop a new system for the Town. The Town of Brewster, Massachusetts was in need of a complete update of its pay/classification systems including new job descriptions. Over the years, various aspects of its compensation and classification program have been reviewed and enhanced, however, a major overhaul was not done in recent years. Therefore, the Town realized that there was an immediate need to address their competitiveness to the market, while ensuring internal equity on a town-wide basis. HRS was first charged with conducting job audits, reviewing employee input through Position Analysis Questionnaires (PAQs), conducting employee interviews, and drafting job descriptions that were legally compliant and in standard format following best HR practices. Also, HRS was directed to develop a town-wide comprehensive compensation and classification plan for the various groups of employees, union and non-union. This analysis also included a review of town-wide benefits. Finally, a staffing analysis will be provided in a separate report. Since many of these positions are union, they would still require the need to go through the collective bargaining process. It is our understanding that at the writing of this report, the Town has begun its union negotiations with the various groups. The Town will continue using this compensation and classification analysis as a basis for their collective bargaining process. A Compensation and Classification Study is primarily designed to focus on internal and external equity of both the structure by which employees are compensated, as well as by the way positions relate and compare to one another across the organization. This report focuses on the analysis and findings related to Brewster’s general compensation for all positions in the Town, excluding Schools, Fire and Police. HRS reviewed approximately one hundred (100) positions which represents employees in a variety of municipal functional areas for the Town. The scope of this study was shaped by Brewster’s interest in understanding and 4 comparing its pay structures to other similar organizations in the municipal industry; particularly those communities on Cape Cod. As the economy endures to improve now following an unprecedented and very uncertain economic year due to the pandemic, and other organizations look to raise their salaries and wages, Brewster finds it necessary to review its own compensation program to ensure that it is competitive in order to continue to attract and retain the necessary talent to provide services. Turnover in positions can be costly for the Town, and can cause a major drain on the knowledge base needed to run departments in a small town, where resources are already limited. HRS proceeded to develop updated salary schedules and classification plans that are competitive to its surrounding market. Internal equity relates to the fairness of the Town’s compensation practices among its current employees. Specifically, by reviewing the skills, capabilities, duties of each position, it can be determined whether similar positions are being compensated in a similar manner within the organization. The Classification component of this study is aimed at resolving any inconsistencies related to job requirements and providing some clarity to the plan in place. External equity deals with the differences between how the Town classifications are valued and what compensation is available in the market place (local industry and outside local industry) for the same skills, capabilities and duties. As part of the study, Human Resources Services, Inc. was tasked with: Analyzing Brewster’s compensation and classification plans, personnel bylaws, and union contracts. Reviewing the organizational structures and operations through interviews and meetings; Employees, Department Heads, and Town Administration. Conducting a thorough job analysis/job audit; updating of job descriptions utilizing comprehensive position analysis questionnaires (PAQs), online review of employee work environments, and employee/supervisor interviews. Conducting a comprehensive market salary/benefits survey and providing feedback to the Town regarding current market competitiveness. This also including collecting a variety of union contracts for the Town. It also included 5 collecting various staffing information by departments, which will be provided in a second report. Conducting a classification analysis to assess internal equity and to rate and rank positions utilizing a standard point factor system developed jointly by Human Resources Services, Inc. and Municipal Resources, Inc. Developing compensation structures by each group. Developing and submitting, preliminary, draft and final documents summarizing findings and recommendations. Conducting numerous phone meetings with the Town Administration. Human Resources Services, Inc. combined qualitative as well as quantitative data analysis to produce an equitable solution in order to maximize the fairness and competitiveness of the Town’s compensation and classification structures and practices. Best practices were followed and utilized throughout the duration of the project. The following activities took place. Meetings with Town Administrator and key project administration staff to discuss study issues and requirements. Orientation sessions with employees; several large orientations were conducted through video-conference to include employees, supervisors, department/division heads, union leaders, and administration staff. The orientation included discussion on the methodology, purpose of the study, the process; it also included PAQ- job description training and overview. Interviews of employees by an HRS consultant through telephone and video- conference. Also facilitation of initial organizational meetings onsite with key management officials. Salary/Benefits survey, compilation and analyses; statistical comparisons. Comprehensive update of job descriptions based on employee PAQ feedback and interviews and thorough review with HR and management. Rating and ranking of positions. Development of recommendations and cost-out plans. 6 Creating draft and final reports. The consultant team combined all of the above approaches and methods in developing this final draft report. During the interviews and job analysis process, we learned a great deal about each and every department within the Town of Brewster. The recommendations contained in this report are comprehensive. The consultant team found overall most compensation practices to be in general compliance, but in some areas HRS found that items, such as job descriptions, salary scales, were outdated. FLSA status for exempt and non-exempt positions were reviewed as part of the job analysis process. The compensation and classification system needed updating and modernization. The recommendations in this report are an enhancement to those many good practices which are already in place and exist in Brewster today. It is our understanding that the Town has plans to implement many of the recommendations included in this report. HRS has developed the basic framework and organization of a sound compensation and classification system. HRS has provided the Town with the needed tools to regularly update its plans. 7 2 Salary Survey and the Market Peers To measure the pay rates amongst the Town’s municipal competitors for these positions, Human Resources Services, Inc. distributed custom survey documents to comparable municipalities jointly identified by the Town and HRS. Brewster is somewhat unique because its municipal operations have limited staffing levels compared to other similar sized operations. HRS scanned similar type municipalities to ensure appropriate matches for pay rate comparisons. The survey instrument was designed to collect information regarding specific components of pay rates including minimum wages, maximum wages, and any unique characteristics about the positions which would affect pay. The survey instrument also gathered statistics on staffing levels and benefits. Respondents were asked to provide information for those jobs that represented a best match to their Town’s positions. As needed, follow-up calls were made to the comparable communities. Sometimes it is difficult to find exact positions from other comparable organizations. However, in general, if 70 percent of the duties and responsibilities are the same, then the position is a good match for market analysis purposes. HRS also utilized its own extensive databases of information such as the Economic Research Institute (ERI) for state-wide municipal data, and the Department of Labor database, and other professional surveys such as the Massachusetts Municipal Human Resource Association (MMHR), and other municipal association surveys as needed. HRS conducted a broad salary survey and market analysis to determine the market competitiveness for positions included in this study and to ensure correct industry matches. This was a major aspect of the analysis. HRS included survey responses from the municipalities listed below. Together these communities offer a composite of similarities with regard to many factors that the consultants had to consider for the Town of Brewster: Barnstable, Chatham, Dennis, Duxbury, Eastham, Edgartown, Falmouth, Mashpee, Orleans, Provincetown, Sandwich, Wellfleet, and Yarmouth. The comparative market data is provided as an attachment to this report. Brewster is in the middle of the Cape, so we considered the upper, middle, and lower Cape; as well as a community on the Island, and also on the south shore. It has been the Town’s focus for the overall study to gather as much relevant information about its compensation and benefits for its employees. At the completion of the study, the Town plans to decide how best to proceed using the consultant’s market data findings and recommendations for 8 direction on changes that are needed to the compensation and classification plan, internal equity process, pay plan structure, and external alignment vis-à-vis the relevant labor markets. Of course this will be in conjunction in working with department heads, employees, unions, and town officials. 2.1 Communication of Compensation In our experience, we find that communication can always be an issue and can always be improved. HRS recommends that the Town work diligently throughout the process to communicate the compensation results to the employees, either through group meetings, collective bargaining, or having HRS give presentations. Compensation can be difficult to understand, why one data point was utilized and another was not; why there is more data for one position and less for another. We did our best in the process to match positions to the market and to communicate our findings in this report. Our process was used consistently in the study across all positions. Where little or no data was available, HRS relied on its rating system to place positions on the classification plan. The Town’s administration should communicate and interface with departments as needed. Please remember that the data is a point in time and should be regularly reviewed with the market at least every three years. The pandemic year should be considered as somewhat of a lost year in the market. Many communities gave little or no increases during this time, simply because of the “unknown” state of economy we were in. Cape Cod, a resort destination, in particular experienced great businesses losses during this time. All of the comparative data is current FY-2021 salary information and included as attachments to this report, as we stated. HRS collected minimum and maximum salary ranges from the comparable organizations. Certain wage data may have been pro-rated for comparison purposes only. When looking at the attached market data, in each cell, the top number indicates the minimum salary range for each position and the bottom number indicates the maximum salary range for each position. Virtually every organization had some type of a compensation and classification plan structure. HRS reviewed the comp data points, comp average, comp range, comp median, comp 75th percentile, and percent variables to Brewster. 9 In general, HRS utilized the average to 75% percentile to structure the recommended pay scales. For each position analyzed, data points were collected from the labor market. The data points indicate the amount of salary information for each position surveyed. In some instances: (1) the organization did not have a comparable position; or (2) the consultants determined that the position was not comparable to the position in Brewster; or (3) the information was not made available. HRS utilized professionally discretionary judgment when comparing positions to the comparable data. If there was less than two data points of salary information for a position, HRS placed more emphasis on the position rating when placing the position on the compensation/classification plan. 2.2 Selecting Benchmark Communities The communities were chosen based on a mix of these factors: form of government, location, income per capital, operating budgets, population, and organizational structures. The Barnstable County, Cape Cod communities provided the major source of comparable communities. The consultant team met with the Town Administrator and Administrative Staff to review draft plans and the market data collected and discuss its meaning. A comparison was then made to the Brewster positions and salaries. 10 3 The Compensation Plan In analyzing the competitiveness and usefulness of pay plans, HRS typically reviews three components: (1) base pay structure, in terms of number of grades and range from minimum to maximum for each grade; (2) employee turnover and ability to retain qualified employees; and (3) employee progression through the ranges and placement of employees in the ranges. All of the pay ranges, together with the compensation policies, are referred to as the Compensation Plan. An assessment of the Town’s compensation plan included the ease of administering the plan, the competitiveness of the pay scales, and the criteria used for progressing through pay ranges. The proposed compensation plans are attached to this report. Although we understand that the Town needs to negotiate the pay scales for each union, HRS strongly recommends the proposed pay plans for ease in administration and ensuring internal equity throughout the town organization. The Consultants found that the Town’s pay structures in general needed to be better aligned with the market, particularly at the entry levels. In a few instances the pay ranges were too wide in accordance with compensation best practices in municipal government. Therefore, it was necessary to increase the classification structure to accommodate the new pay ranges. This also helped to eliminate any compression in the plan; and also assisted in providing more grade levels. In almost every instance, the proposed pay plan is slightly higher at the maximum levels. Comparative data was considered to set the grade parameters. A new pay range was developed for each grade utilizing the salary market data and targeting approximately the average to the 75% percentile of the market. The proposed compensation plans are based on fiscal year 2021 market data. This is a base salary plan for FY-2021. It is recommended that a cost-of-living adjustment (COLA Percent) should be added to the compensation plans for Fiscal Year 2022. There are five pay and classification plans within this report. (Two bylaw plans, and three union plans.) Attached please find the classification and compensation plans for these groups. 11 4 Job Descriptions The development of the new job descriptions was a major component of the compensation and classiffication study. They are important to ensure accurate essential functions and requisite requirements. In addition to assisting with classiffications, they also assist the Town with recruitments and performance reviews. These will be provided to the Town electronically through an HRS web portal. It is a comprehensive process to ensure that all job descriptions are up-to-date, have the requisite requirements, and are ADA and FLSA compliant. Through the job analysis process which included employees completing a comprehensive HRS Position Analysis questionnaire (PAQ), the consultants discovered that many of the current job descriptions needed updating. Based on employee feedback and employee/supervisor comments on the PAQ tool, job descriptions are updated so as to better reflect actual work performed and to streamline and standardize the formats. HRS’ proposed job descriptions are forthcoming to the Town as part of this final draft report. They are being finalized and will be submitted to the Town Administrator’s office. It is expected that all employees will receive copies off the job descriptions. As mentioned, in addition to assisting with the development of job analysis and classifications, good job descriptions produce many other important benefits to the Town. These job descriptions emphasize the purposes of each position and the types of results which each incumbent is expected to produce. In many respects, they serve as organizational building blocks. These job descriptions are small but important components of more comprehensive personnel, organizational, and administrative systems or plans. They can and should be used as tools to assist in the administration of the Town. They can and should be used when developing employee objectives, performance plans, succession plans and performance appraisals. The job descriptions will also assist the Town of Brewster to be an EEO/AA/Pay Equity employer. Finally they assist in determining FLSA Exempt/Non-Exempt status for employees, and are ADA compliant. The job descriptions forth-coming to the Town are up-to-date and current, clear, and identify the duties of each position, as well as the education, experience, training, 12 knowledge, ability, and skills, and competency levels required. Job descriptions should be maintained and updated as requirements change. 4.1 The Classification Plan Classification is the process of grouping individual positions into broader groupings for personnel, budgeting, and other management purposes. The classification plan ties into the salary schedule (compensation plan). The classification process conducted by HRS sorted the work of individual positions based on type of work and then levels of responsibility, skill and difficulty. A new classification plan was a major requirement for this study. Certain positions were regrouped to make better internal equity alignments. The consultants found that overall the classification plans’ accompanying compensation plans had fallen somewhat out –of-sync with the market; they needed some updating to better reflect a competitive stand. Consideration of the external market as well will benefit the organization in a number of ways. A competitive pay structure will allow the Town to be an effective recruiter in the market place for all municipal positions, contribute to a reduction in employee turnover, and set the precedent to offer comparable-based salaries for positions. Many of the employees provided the HRS team with issues specific to individual classifications which were analyzed during the PAQ process. A couple of general themes were consistent: It was observed by some that job titles often did not reflect the actual work being performed in the job and that job descriptions overall needed to be updated. There was a strong concern that too many employees were wearing too many hats; in other words, staffing levels seemed low. Many felt their salaries were low in general to the market, but felt fairly treated with regard to compensation within the organization. 13 4.2 Succession Planning The age of the workforce and growing retirement eligibility should be concerning for Brewster, as it is for many municipalities today. It is not an emergency, but workforce planning will assist with filling positions as the jobs turnover. Workforce and succession planning need to become a collaborative effort with compensation management planning. A formal succession plan and process will allow the Town to project retirements and prepare for replacement of lost competencies and skills. The Town should identify future workload and activities; analyze competencies and skill sets needed in the future workforce. This will assist with future recruitment, promotions, and transfers. 14 5 Solutions and Administration Throughout the study, the HRS consultant team discussed with the Town administration staff the market data collected and its meaning, and reviewed draft compensation and classification plans. Based on the information received, adjustments were made to the plans as deemed appropriate by HRS. There was a town policy decision to return to a step system for the non-union bylaw pay plan; and this also included the Police bylaw plan. It was the Town’s desire to stay with a step system for the SEIU and OPEIU plans. HRS further recommends the increments between steps be standardized at 3% across the board for all step plans. These adjustments to the plans will provide the Town with a more equitable method for administering pay. The recommendations for this compensation and classification plan reflects best practices and the desired market position of the Town. Whenever possible, client input was received and considered without compromising the objectivity of the study and analysis. The Town should continue to use the average to 75th percentile of the market for targeting pay ranges in order to recruit and retain a qualified workforce. Annual cost-of-living adjustments to the plan will also assist in eliminating salary compression. The Town of Brewster is a key community in central Cape Cod where the workforce needs are essential. Whenever a vacancy develops, it is a good time to automatically review the position. This may involve a job analysis and updating the job description and reviewing the market for the particular position. The tools provided to the Town will be helpful in conducting this type of analysis. 15 6 Conclusion In conclusion, through a comprehensive job analysis, the consultants reviewed each position to see: what work was being done; how the work was being done; why the work was being done; and what knowledge, skills, and abilities were involved in doing the work. This was done for each position and was a very inclusive and labor intensive process. Any compensation system will fail to meet a municipality’s needs if it does not have strong administrative support. Throughout the study the town officials were very engaged and supportive of the process and as a result, have a positive outcome from this study. However, recommendations are derived from data for a fixed period of time. In other words, compensation plans have definitive shelf lives, after which, they will fail to compete with the market and cause recruitment and retention strain for the Town over time. Without proper maintenance, the compensation structure will lose its effectiveness and market competitiveness over a period of time. We recommend regular benchmarking to the external market, at least every three years. We also recommend that the entire plan be reviewed again in five to seven years. MEPA On July 2, 2018 Massachusetts implemented its new pay equity law. The Massachusetts Equal Pay Act (MEPA) generally provides that “No employer shall discriminate in any way on the basis of gender in the payment of wages, or pay any person in its employ a salary or wage rate less than the rates paid to its employees of a different gender for comparable work.” The law defines “comparable work” as work that requires substantially similar skill, effort, and responsibility, and is performed under similar working conditions. M.G.L. c.149, § 105A (“MEPA”). The Town has taken the right steps to ensure pay equity by commissioning this study to conduct job analysis/job audits for all positions, ensure job descriptions are updated and compliant with FLSA, and to ensure that there is pay equity throughout the organization. 16 7 Some Final Comments Below are some general comments which are specific to the following categories – Classification Plan, Job Descriptions, and Job Evaluation. Classification Plan There have been some updates to certain salary and class plans over the years. However, the last comprehensive town-wide compensation and classification study was conducted in 2005. Since that time there have been significant changes in services, technology, operations and organization. The concepts suited to the early 2000s no longer meet today's required operational competitiveness and evolving working culture, resources and government service standards. The Union and Non-Union classification plans, as a whole, no longer adequately and consistently reflected the work assigned and manner by which the work is organized in Brewster. By collecting details of duties and responsibilities assigned to Town employees through the position analysis questionnaires, HRS analyzed work content not only to the positions but also across departments and functions. HRS found instances of jobs with essentially similar functions, responsibilities, skills classified in unequal pay ranges; such as custodial positions. In other instances HRS found jobs that were within the same classifications performing functions of very different complexity, skill and responsibilities. Job Descriptions Although the Town does have job descriptions for most positions, there were sufficient outdated ones to cause some concern. Lack of consistency in the descriptions is another problem with outdated pay and classification plans. While the formats may be similar, the language used may not be consistent, for example. Without systematic updating of the classification plan, different job description formats may also occur over time. Some departments resort to creating their own written descriptions to meet internal management needs. This can result in multiple formats and, in essence “mini-personnel systems.” Without consistency and 17 reliability, fundamental fairness is compromised. All final job descriptions need to be approved by the Town’s administration; including some input by the departments and union. Job Evaluations Adopting a consistent and systematic job evaluation method will reduce the number of pay inequities over time and will assist when hiring new employees, promoting employees, creating new positions, and determining appropriate placement on the classification plan. Point factor evaluation compares and evaluates all positions in the organization against the same set of criteria or standards. While not an exact science, it is an objective process to determine internal job worth of positions. It focuses the evaluation on a number of factors considered important to municipal organizations. It analyzes the position, not the employee. It recognizes strong and weak aspects of all jobs. Two jobs may receive similar or identical evaluation, but one may rank higher due to supervisory duties, while the other may receive higher points due to greater mechanical/technical knowledge required. Or, one job may receive higher points in accountability if they work in finance, whereas another job may receive higher points in physical requirements if they are performing laboring duties in the field. HRS recommends that the Town adopt the HRS/MRI Rating System provided to the Town for its internal use. This helpful tool will also assist in keeping in compliance with MEPA. 18 8 Stats, Data, and Plans The following pages are the details from our analysis including the compensation and classification plans, market data, and comparison charts. Data visualization graphs were also provided to the Town electronically. HRS made every effort to ensure the accuracy of the market data. Please know that data is always changing, and the market data provided is from a certain point in time. Most of the market data was collected during January – March 2021. MARKET DATA REPORT All Values In: Data as of: GEOGRAPHIC ASSESSOR Printout: 045782 Copyright© Patent No. 6,862,596 and 7,647,322 ERI Economic Research Institute ERI data is licensed to subscribers for internal business use only (see ERI Services Agreement); resale or public distribution of Assessor data is prohibited. SALARY GRAPH: Barnstable County, Massachusetts and Boston, Massachusetts United States Dollars 7/1/2020 7/15/2020 ERI Economic Research Institute, 8575 164th Avenue NE, Suite 100, Redmond, Washington 98052 USA (425) 556-0205 FAX: (360) 733-5550 Internet: http://www.erieri.com E-Mail: info.eri@erieri.com 2020 1 Human Resources Services, Inc. FY21 FY20+2%FY21 FY21 FY21 FY21 FY21 FY21 FY21 FY20+2%FY21 FY21 FY21 FY21 POSITION TITLE Brewster Barnstable Chatham Dennis Duxbury Eastham Edgartown Falmouth Mashpee Orleans Provincetown Sandwich Wellfleet Yarmouth CLERICAL AND ADMINISTRATIVE Administrative Supervisor - DPW 24.32 28.68 24.78 26.57 25.03 30.40 33.51 34.28 30.12 33.18 33.53 36.41 Administrative Supervisor - Water 24.32 27.84 22.39 33.51 34.76 28.44 Assistant Health Director 26.05 30.98 32.80 27.84 29.40 26.53 26.10 30.40 35.86 37.03 39.15 34.76 35.94 33.02 26.10 36.41 Assistant Treasurer/Collector 24.32 32.80 28.53 24.86 22.36 30.68 27.52 26.32 28.84 26.23 22.39 25.63 34.68 33.51 39.20 33.95 31.51 27.33 38.32 36.19 35.64 43.83 32.76 28.44 25.63 46.82 Assistant Town Accountant 24.32 35.52 24.86 28.11 27.52 26.32 30.57 26.23 26.53 25.03 34.08 28.45 33.51 43.24 31.51 35.10 36.19 33.31 46.44 32.76 33.02 33.53 34.08 34.09 Assistant Town Clerk 24.32 32.27 26.57 24.86 22.36 27.84 27.52 26.32 24.74 22.39 25.03 26.02 24.98 33.51 38.57 32.38 31.51 27.33 34.76 36.19 33.31 30.90 28.44 33.53 26.02 29.86 Senior Department Assistant - Health 22.75 24.86 29.59 24.60 26.57 27.44 31.27 31.51 38.95 31.13 33.18 27.44 Senior Department Assistant - Planning 22.75 21.95 24.60 21.65 23.02 22.39 22.47 23.38 31.27 26.08 31.13 29.54 28.75 28.44 30.17 27.97 Senior Department Assistant - Building 22.75 24.59 26.57 24.86 26.58 23.82 22.99 24.37 23.02 25.03 27.44 31.27 29.39 32.38 31.51 33.20 31.34 29.09 33.22 28.75 33.53 27.44 Senior Department Assistant - Assessor 22.75 24.59 23.01 24.86 25.60 22.99 21.65 23.02 22.39 25.03 31.27 29.39 28.03 31.51 33.68 29.09 29.54 28.75 28.44 33.53 Senior Department Assistant - Natural Resources 22.75 24.27 22.99 24.37 23.02 31.27 28.88 29.09 33.22 28.75 Senior Department Assistant - Council on Aging 22.75 23.01 24.86 26.58 23.82 21.49 26.57 22.47 31.70 31.27 27.04 31.51 33.20 31.34 27.19 33.18 30.17 31.70 Senior Department Assistant - (Payroll & Benefits)22.75 28.12 25.80 19.00 26.84 26.32 22.47 31.27 33.61 31.44 29.09 33.53 33.31 30.17 Department Assistant - Water 21.27 23.82 21.07 28.74 31.34 26.83 Department Assistant - DPW 21.27 22.77 26.30 22.12 17.50 20.08 24.37 21.64 21.07 25.03 27.11 28.74 27.21 32.03 28.05 26.02 25.41 33.22 27.02 26.83 33.53 27.11 Department Assistant Building 21.27 22.77 21.40 22.12 17.50 20.08 21.65 19.60 21.07 24.43 28.74 27.21 32.03 28.05 26.02 25.41 29.54 24.48 26.83 24.43 Department Assistant Treasurer-Collector 21.27 22.77 23.01 17.50 22.15 21.65 20.77 26.69 28.74 27.21 27.04 26.02 29.15 29.54 25.26 26.69 Department Assistant - Council on Aging 21.27 22.77 19.90 17.50 21.65 21.64 21.07 23.80 28.74 27.21 24.25 26.02 29.54 27.02 26.83 23.80 2 Human Resources Services, Inc. FY21 FY20+2%FY21 FY21 FY21 FY21 FY21 FY21 FY21 FY20+2%FY21 FY21 FY21 FY21 POSITION TITLE Brewster Barnstable Chatham Dennis Duxbury Eastham Edgartown Falmouth Mashpee Orleans Provincetown Sandwich Wellfleet Yarmouth GENERAL PERSONNEL BYLAW Administrative Assistant (Zoning)20.92 19.00 24.37 24.75 34.82 29.09 33.22 30.91 Administrative Supervisor (TA/BOS)26.78 45.96 Assistant Recreation Director 25.94 24.96 26.06 24.04 27.84 26.32 28.90 26.34 27.99 43.15 29.71 41.70 38.15 34.76 33.31 35.43 39.52 27.99 Assistant Town Administrator 34.00 64.52 48.90 47.85 50.96 38.63 44.05 43.76 45.67 43.54 56.57 77.11 67.24 62.44 50.96 48.25 54.76 65.63 45.67 58.61 Building Commissioner 34.00 51.21 41.04 33.38 33.89 42.12 36.76 38.71 39.23 38.62 38.11 36.95 40.06 36.36 56.57 61.21 50.00 53.41 55.94 52.60 48.38 50.52 53.39 48.23 47.39 55.42 40.06 49.09 Bus Driver/Custodian (COA Part-Time)20.92 13.50 21.49 19.19 19.53 16.56 16.00 34.82 14.25 27.19 23.34 23.75 18.92 16.00 Council on Aging Director 30.02 42.31 33.03 32.81 30.24 36.62 36.76 35.18 33.34 36.43 32.97 31.20 51.52 50.56 40.24 52.50 47.91 45.73 48.38 45.91 45.38 45.50 41.01 46.80 Computer System Administrator 30.02 50.21 48.04 33.38 33.89 45.00 39.52 41.62 47.11 36.43 24.68 39.09 39.94 51.52 60.01 58.52 53.41 55.94 45.00 52.00 54.29 56.81 45.50 38.14 58.64 53.91 Conservation Administrator 30.02 45.70 33.03 29.12 30.24 30.68 34.20 35.18 33.48 33.73 30.67 20.58 39.55 34.74 51.52 54.61 40.24 46.59 47.91 38.32 44.98 45.91 41.58 42.13 38.14 27.67 39.55 41.61 Department Assistant (Part-Time)20.92 19.90 17.50 16.11 34.82 24.25 26.02 24.47 Deputy Assessor 30.02 49.35 41.04 32.81 30.24 48.44 36.76 38.71 28.90 38.62 39.09 41.73 36.36 51.52 58.98 50.00 52.50 47.91 60.49 48.38 50.52 35.43 48.23 58.64 41.73 49.09 Deputy Natural Resources Officer 26.78 28.58 29.12 27.12 39.09 30.40 45.96 34.81 46.59 35.40 58.64 36.41 Director of Recreation 30.02 49.35 54.79 33.38 30.24 36.62 30.18 35.18 33.34 31.24 28.52 31.20 33.40 34.00 51.52 58.98 66.77 53.41 47.91 45.73 39.73 45.91 45.38 39.01 35.46 46.80 33.40 45.90 Executive Assistant (TA/BOS)25.94 32.17 35.99 22.99 24.04 29.51 25.60 28.03 28.84 24.65 26.53 23.60 27.40 28.45 43.15 38.43 43.82 34.49 38.15 36.85 33.68 36.56 43.83 30.78 33.02 35.40 27.40 34.80 Finance Director/Town Accountant 40.68 contract 55.51 43.27 47.85 43.36 46.39 45.30 67.69 89.58 67.64 71.20 62.44 65.90 58.90 60.98 Town Accountant 42.31 30.24 44.22 36.76 38.71 54.95 42.38 50.56 47.91 44.22 48.38 50.52 54.95 57.21 Health Director 30.02 45.70 54.79 33.38 24.04 42.12 36.76 38.71 37.09 36.43 35.45 39.09 39.55 36.36 51.52 54.61 66.77 53.41 38.15 52.60 48.38 50.52 44.93 45.50 44.07 58.64 39.55 49.09 Housing Coordinator 26.78 23.82 31.93 29.48 45.96 31.34 41.64 35.88 47.90 Human Resources Administrator/Director 54.23 35.99 33.89 39.52 38.71 36.41 28.52 39.09 37.09 64.81 43.82 55.94 52.00 50.52 55.34 35.46 58.64 50.07 Local Inspector 26.78 30.98 33.03 27.96 24.04 30.18 30.14 28.90 26.57 28.52 23.60 28.45 45.96 37.03 40.24 35.44 38.15 39.73 38.13 35.43 33.18 35.46 35.40 34.09 Natural Resources Director 34.00 33.38 see DPW 41.55 56.57 53.41 Director 56.09 National Resources Officer 25.94 28.68 33.03 26.32 25.67 26.23 30.67 26.64 43.15 34.28 40.24 33.31 39.04 32.76 38.14 31.91 Outreach Worker (COA Full-Time)20.92 26.56 24.27 26.06 26.58 29.59 26.45 26.14 24.74 26.53 24.90 30.82 34.82 31.74 28.88 41.70 33.20 38.95 34.49 32.01 30.90 33.02 37.34 30.82 Outreach Worker (COA Part-Time)20.92 26.14 34.82 32.01 3 Human Resources Services, Inc. FY21 FY20+2%FY21 FY21 FY21 FY21 FY21 FY21 FY21 FY20+2%FY21 FY21 FY21 FY21 POSITION TITLE Brewster Barnstable Chatham Dennis Duxbury Eastham Edgartown Falmouth Mashpee Orleans Provincetown Sandwich Wellfleet Yarmouth Program Coordinator (COA)20.92 24.59 23.01 17.50 24.60 26.57 24.98 34.82 29.39 32.03 26.02 31.13 33.18 29.86 Property Maintenance Supervisor 30.02 49.35 30.37 29.12 30.24 38.71 36.41 36.45 39.09 29.79 51.52 58.98 37.01 46.59 47.91 50.52 55.34 45.52 58.64 40.22 Property Manager (Crosby Mansion)25.94 43.15 Town Administrator 76.27 91.07 92.03 83.16 77.48 84.13 58.56 68.55 58.09 76.27 91.07 92.03 83.16 77.48 93.75 87.84 68.65 77.50 Town Clerk 34.00 40.66 34.12 39.56 36.76 28.84 33.74 32.97 29.49 34.51 34.00 56.57 48.59 40.67 39.56 48.38 43.83 42.13 41.01 44.23 34.51 45.90 Town Planner 34.00 55.31 41.04 30.24 48.90 38.71 39.82 32.97 34.92 45.30 56.57 66.11 50.00 47.91 61.08 50.52 49.43 41.01 52.39 60.98 Transfer Station Gatekeeper (Part-Time)20.92 18.00 13.50 23.56 34.82 20.00 13.50 23.56 Treasurer/Collector 34.00 55.31 38.16 35.07 30.24 48.90 36.76 38.71 36.41 36.43 30.67 41.36 37.18 33.33 56.57 66.11 46.50 54.74 47.91 61.08 48.38 50.52 55.34 45.50 41.01 62.04 37.18 50.07 POLICE PERSONNEL BYLAW Administrative Assistant-Police 26.78 26.93 22.99 20.00 26.58 27.52 24.17 27.21 24.75 26.53 25.03 44.19 32.81 34.49 30.67 33.20 36.19 32.24 41.35 30.91 33.02 33.53 Animal Control Officer/Reserve Officer 28.79 34.07 Animal Control Officer 26.78 28.12 22.19 31.43 24.04 28.85 26.11 22.99 26.14 24.90 26.64 44.19 33.61 29.57 39.86 38.15 28.85 39.73 31.13 32.01 37.34 31.91 Police Reserve Officer 24.00 20.68 31.19 28.79 25.97 20.68 31.19 34.07 Police Dispatcher 22.60 26.56 22.19 27.96 22.97 24.71 20.82 23.18 23.02 25.64 22.70 22.88 27.42 31.74 29.57 35.44 27.56 33.27 28.64 31.59 28.75 30.32 31.42 28.32 Chief of Police 73.45 73.78 86.61 53.79 92.11 73.30 47.35 46.30 68.11 65.79 73.45 88.17 86.61 73.96 92.11 73.30 58.90 69.44 68.11 88.56 FIRE PERSONNEL BYLAW Administrative Assistant - Fire 26.78 24.86 20.00 26.58 27.52 24.17 24.37 21.07 25.03 28.84 45.96 31.51 30.67 33.20 36.19 32.24 33.22 26.83 33.53 28.84 Deputy Fire Chief 40.68 48.04 43.27 48.90 62.26 41.36 54.80 67.69 58.52 71.20 67.24 62.26 62.04 73.77 Fire Chief 81.98 62.54 53.79 74.96 47.85 64.90 46.30 59.00 65.79 81.98 62.54 73.96 74.96 62.44 64.90 69.44 59.00 88.56 PUBLIC WORKS AND WATER Building Custodian (Maintenance)20.20 19.52 19.90 19.99 20.77 21.97 21.49 19.81 20.15 19.82 23.60 25.69 25.40 23.33 24.25 23.92 23.79 27.43 27.19 26.88 25.16 25.31 35.40 25.69 Bus Driver 20.20 21.49 19.82 25.40 27.19 25.31 Crew Leader - DPW 25.32 25.30 24.18 27.52 24.60 32.39 26.64 31.59 30.26 27.61 36.19 31.13 32.39 31.91 Gatekeeper - DPW 18.02 22.77 19.90 23.61 15.46 23.56 17.97 22.68 27.21 24.25 30.82 19.79 23.56 21.45 Equipment Operator - DPW 25.32 24.59 24.73 22.01 23.05 25.96 25.60 20.27 25.58 24.00 25.42 24.53 25.17 31.59 29.39 30.12 26.31 26.96 33.80 33.68 25.89 32.79 29.98 30.94 29.50 30.08 Equipment Operator - Water Technician - Water 25.32 24.60 24.00 21.07 26.64 31.59 31.13 29.98 26.83 31.91 4 Human Resources Services, Inc. FY21 FY20+2%FY21 FY21 FY21 FY21 FY21 FY21 FY21 FY20+2%FY21 FY21 FY21 FY21 POSITION TITLE Brewster Barnstable Chatham Dennis Duxbury Eastham Edgartown Falmouth Mashpee Orleans Provincetown Sandwich Wellfleet Yarmouth Equipment Operator Transfer Station 28.37 26.57 26.97 21.07 25.42 30.01 35.06 32.38 33.67 26.83 30.94 30.01 Foreman - DPW 26.05 26.56 30.75 29.07 26.66 26.85 31.81 26.32 26.21 28.59 23.80 31.03 33.60 28.64 35.86 31.74 37.44 34.80 30.62 35.00 41.85 33.31 33.49 35.70 30.15 33.71 33.60 34.32 Foreman - Water 26.05 28.59 23.80 28.45 35.86 35.70 30.15 34.09 Laborer - DPW 20.20 21.08 23.01 19.99 21.15 23.61 16.54 22.27 20.15 21.07 22.74 18.09 25.40 25.19 28.03 23.92 24.44 30.82 21.15 28.48 25.16 26.83 28.24 21.61 Laborer - Water 20.20 20.15 21.07 21.36 25.40 25.16 26.83 25.69 Maintenance Mechanic (DPW)22.61 24.59 26.57 19.99 24.18 21.49 22.68 22.20 28.46 29.39 32.38 26.31 27.61 27.19 29.04 27.73 Master Mechanic - DPW 28.37 26.56 29.07 29.59 26.32 25.58 26.97 23.80 31.46 35.06 34.28 34.80 38.95 33.31 32.79 33.67 30.15 31.46 Skilled Laborer/Truck Driver - DPW 22.61 22.77 23.01 22.01 21.52 18.94 23.14 21.36 21.07 25.42 22.06 28.46 27.21 28.03 26.31 25.08 24.20 29.04 26.66 26.83 30.94 26.37 Superintendent of DPW 40.68 59.74 54.79 41.92 43.27 48.43 47.85 45.98 51.70 35.45 46.30 56.48 50.35 67.69 71.40 66.77 67.06 71.20 60.48 62.44 69.87 64.57 44.07 69.44 56.48 67.78 Treatment Plant Operator - Water 26.05 27.52 28.17 26.60 35.86 38.95 35.64 36.99 Water Systems Maintenance Technician 22.61 22.64 23.80 20.47 28.46 28.27 30.15 27.97 Water Superintendent 40.68 43.92 33.89 39.52 41.62 38.62 38.11 36.36 67.69 53.54 55.94 52.00 54.29 48.23 47.39 49.09 WTO Cross Connection Surveyor & Tester 28.37 24.98 35.06 29.86 LIBRARY SERVICES Adult Services Librarian/Reference Librarian 24.82 21.25 24.04 30.68 29.59 30.14 24.37 26.57 30.60 27.83 28.68 28.45 32.25 31.86 38.15 38.32 38.95 38.13 33.22 33.18 38.03 37.62 28.68 34.08 Assistant Circulation Manager 21.02 23.82 19.27 16.28 27.36 31.34 26.23 18.81 Assistant Director/Youth Services Librarian 27.82 24.04 30.68 29.59 35.18 28.90 29.47 26.53 31.64 35.73 38.15 38.32 38.95 45.91 35.43 36.80 33.02 31.64 Assistant Reference librarian 21.02 27.36 Assistant Youth Services Librarian 24.82 26.77 26.58 25.60 30.77 24.98 32.25 32.09 33.20 33.68 30.77 29.86 Circulation Manager 24.82 24.04 30.68 29.59 28.17 24.98 32.25 38.15 38.33 38.95 35.64 29.86 Library Assistant 18.45 17.21 24.16 23.82 21.49 17.11 18.47 19.04 18.96 20.48 23.98 20.73 30.18 31.34 27.19 23.34 23.07 27.18 22.49 24.50 5 Human Resources Services, Inc. FY21 FY20+2%FY21 FY21 FY21 FY21 FY21 FY21 FY21 FY20+2%FY21 FY21 FY21 FY21 POSITION TITLE Brewster Barnstable Chatham Dennis Duxbury Eastham Edgartown Falmouth Mashpee Orleans Provincetown Sandwich Wellfleet Yarmouth Library Associate 18.45 19.63 24.60 20.57 20.48 23.98 23.51 31.13 28.37 24.50 Library Bookkeeper 18.45 22.12 19.53 23.98 28.05 23.75 Library Custodian 18.45 20.77 20.61 19.53 15.84 23.98 23.79 27.11 23.76 21.59 Library Director 34.00 35.07 33.89 42.12 36.76 41.62 39.22 38.62 32.97 39.09 43.35 34.68 56.57 54.61 55.94 52.60 48.38 54.29 53.39 48.23 41.01 58.64 43.35 46.82 Library Volunteer Coordinator 18.45 23.47 23.98 23.47 GOLF COURSE Brewster Barnstable FY21 Dennis Sandwich Assistant Operations Manager-Golf (Head Golf Professional)25.94 35.56 29.12 22.24 43.15 42.50 46.59 33.36 Assistant Operations/Pro-Shop Manager - Golf 26.78 32.80 24.90 34.00 45.96 40.14 37.34 45.90 Superintendent of Golf Maintenance 30.02 44.80 33.38 23.60 36.36 51.52 53.54 53.41 35.40 49.09 Groundsman - 32 Weeks - Golf 20.20 20.67 19.99 21.89 25.40 24.70 23.92 27.97 Groundsman - 40 Weeks - Golf 20.20 20.67 19.99 21.89 25.40 24.70 23.92 27.97 Maintenance Mechanic - Golf 22.61 28.12 22.01 24.98 28.46 33.61 26.31 29.86 Skilled Groundsman - Golf 22.61 23.60 21.89 28.46 35.40 29.86 Master Mechanic - Golf 25.32 28.12 28.22 23.60 26.64 31.59 33.61 30.55 35.40 31.91 Irrigation Technician - Golf 25.32 26.04 31.59 31.12 Foreman - Golf 26.05 26.04 28.45 35.86 31.12 34.01 Yarmouth 6 Human Resources Services, Inc. FY21 POSITION TITLE Brewster CLERICAL AND ADMINISTRATIVE Administrative Supervisor - DPW 24.32 33.51 Administrative Supervisor - Water 24.32 33.51 Assistant Health Director 26.05 35.86 Assistant Treasurer/Collector 24.32 33.51 Assistant Town Accountant 24.32 33.51 Assistant Town Clerk 24.32 33.51 Senior Department Assistant - Health 22.75 31.27 Senior Department Assistant - Planning 22.75 31.27 Senior Department Assistant - Building 22.75 31.27 Senior Department Assistant - Assessor 22.75 31.27 Senior Department Assistant - Natural Resources 22.75 31.27 Senior Department Assistant - Council on Aging 22.75 31.27 Senior Department Assistant - (Payroll & Benefits)22.75 31.27 Department Assistant - Water 21.27 28.74 Department Assistant - DPW 21.27 28.74 Department Assistant Building 21.27 28.74 Department Assistant Treasurer-Collector 21.27 28.74 Department Assistant - Council on Aging 21.27 28.74 Comp Comp Comp Comp 75th Percent % BREWSTER Data Data Points Average Lo-Hi Range Median of Market Higher/Lower than Avg. 5 27.09 24.78 26.57 28.68 -11.4% 5 33.50 36.41 33.53 34.28 0.0% 2 25.12 22.39 25.12 26.48 -3.3% 2 31.60 34.76 31.60 33.18 5.7% 7 29.15 26.10 29.40 30.69 -11.9% 7 34.63 39.15 35.94 36.72 3.4% 12 27.57 22.36 26.92 29.30 -13.4% 12 34.97 46.82 34.80 38.54 -4.4% 11 28.47 24.86 27.52 29.51 -17.1% 11 35.75 46.44 34.08 35.65 -6.7% 10 25.80 22.36 25.50 26.51 -6.1% 4 30.27 34.76 30.38 31.96 9.7% 5 26.61 24.60 26.57 27.44 -17.0% 5 32.44 38.95 31.51 33.18 -3.7% 7 22.78 21.65 22.47 23.20 -0.1% 7 28.87 31.13 28.75 29.86 7.7% 10 24.93 22.99 24.73 26.19 -9.6% 10 30.99 33.53 31.43 33.00 0.9% 9 23.68 21.65 23.02 24.86 -4.1% 9 30.22 33.68 29.39 31.51 3.4% 4 23.66 22.99 23.65 24.30 -4.0% 4 29.99 33.22 28.99 30.12 4.1% 8 25.06 21.49 24.34 26.57 -10.2% 8 30.67 33.20 31.43 32.07 1.9% 6 24.76 19.00 26.06 26.71 -8.8% 6 31.86 33.61 32.38 33.48 -1.9% 2 22.45 21.07 22.45 23.13 -5.5% 2 29.09 31.34 29.09 30.21 -1.2% 10 22.80 17.50 22.45 24.87 -7.2% 10 28.64 33.53 27.16 31.04 0.3% 9 21.18 17.50 21.40 22.12 0.4% 9 27.11 32.03 26.83 28.05 5.7% 7 22.08 17.50 22.15 22.89 -3.8% 7 27.27 29.54 27.04 28.18 5.1% 7 21.19 17.50 21.64 22.21 0.4% 7 26.38 29.54 26.83 27.12 8.2% 7 Human Resources Services, Inc. FY21 POSITION TITLE Brewster CLERICAL AND ADMINISTRATIVEGENERAL PERSONNEL BYLAW Administrative Assistant (Zoning)20.92 34.82 Administrative Supervisor (TA/BOS)26.78 45.96 Assistant Recreation Director 25.94 43.15 Assistant Town Administrator 34.00 56.57 Building Commissioner 34.00 56.57 Bus Driver/Custodian (COA Part-Time)20.92 34.82 Council on Aging Director 30.02 51.52 Computer System Administrator 30.02 51.52 Conservation Administrator 30.02 51.52 Department Assistant (Part-Time)20.92 34.82 Deputy Assessor 30.02 51.52 Deputy Natural Resources Officer 26.78 45.96 Director of Recreation 30.02 51.52 Executive Assistant (TA/BOS)25.94 43.15 Finance Director/Town Accountant 40.68 67.69 Town Accountant Health Director 30.02 51.52 Housing Coordinator 26.78 45.96 Human Resources Administrator/Director Local Inspector 26.78 45.96 Natural Resources Director 34.00 56.57 National Resources Officer 25.94 43.15 Outreach Worker (COA Full-Time)20.92 34.82 Outreach Worker (COA Part-Time)20.92 34.82 Comp Comp Comp Comp 75th Percent % BREWSTER Data Data Points Average Lo-Hi Range Median of Market Higher/Lower than Avg. 3 22.71 19.00 24.37 24.56 -8.5% 3 31.07 33.22 30.91 32.07 10.8% 0 0 8 26.56 24.04 26.33 27.88 -2.4% 5 34.88 39.52 35.43 38.15 19.2% 9 47.54 38.63 45.67 48.90 -39.8% 9 58.96 77.11 58.61 65.63 -4.2% 13 38.96 33.38 38.62 40.06 -14.6% 13 51.20 61.21 50.52 53.41 9.5% 6 17.71 13.50 17.88 19.45 15.3% 6 20.58 27.19 21.13 23.65 40.9% 11 34.63 30.24 33.34 36.53 -15.3% 11 46.36 52.50 45.91 48.15 10.0% 12 39.91 24.68 39.73 45.53 -32.9% 12 52.68 60.01 54.10 57.24 -2.3% 13 33.15 20.58 33.48 34.74 -10.4% 13 42.25 54.61 41.61 45.91 18.0% 3 17.84 16.11 17.50 18.70 14.7% 3 24.91 26.02 24.47 25.25 28.5% 12 38.50 28.90 38.67 41.21 -28.3% 12 50.16 60.49 49.55 54.04 2.6% 5 30.86 27.12 29.12 30.40 -15.2% 5 42.37 58.64 36.41 46.59 7.8% 13 35.50 28.52 33.38 35.18 -18.2% 13 46.49 66.77 45.90 47.91 9.8% 13 27.52 22.99 27.40 28.84 -6.1% 13 35.94 43.83 35.40 38.15 16.7% 6 46.95 43.27 45.85 47.49 -15.4% 7 68.09 89.58 65.90 69.42 -0.6% 7 41.37 30.24 42.31 43.30 7 50.54 57.21 50.52 52.75 13 38.42 24.04 37.09 39.55 -28.0% 13 49.71 66.77 49.09 53.41 3.5% 3 28.41 23.82 29.48 30.71 -6.1% 4 39.19 47.90 38.76 43.21 14.7% 8 38.05 28.52 36.75 38.91 8 51.00 64.81 51.26 55.49 11 28.40 23.60 28.52 30.16 -6.0% 11 36.57 40.24 35.46 38.14 20.4% 2 37.47 33.38 37.47 39.51 -10.2% 2 54.75 56.09 54.75 55.42 3.2% 7 28.18 25.67 26.64 29.68 -8.6% 7 35.67 40.24 34.28 38.59 17.3% 11 26.60 24.27 26.45 26.57 -27.2% 11 33.91 41.70 33.02 35.92 2.6% 1 26.14 26.14 26.14 26.14 -25.0% 1 32.01 32.01 32.01 32.01 8.1% 8 Human Resources Services, Inc. FY21 POSITION TITLE Brewster CLERICAL AND ADMINISTRATIVEProgram Coordinator (COA)20.92 34.82 Property Maintenance Supervisor 30.02 51.52 Property Manager (Crosby Mansion)25.94 43.15 Town Administrator 76.27 76.27 Town Clerk 34.00 56.57 Town Planner 34.00 56.57 Transfer Station Gatekeeper (Part-Time)20.92 34.82 Treasurer/Collector 34.00 56.57 POLICE PERSONNEL BYLAW Administrative Assistant-Police 26.78 44.19 Animal Control Officer/Reserve Officer Animal Control Officer 26.78 44.19 Police Reserve Officer Police Dispatcher 22.60 27.42 Chief of Police 73.45 73.45 FIRE PERSONNEL BYLAW Administrative Assistant - Fire 26.78 45.96 Deputy Fire Chief 40.68 67.69 Fire Chief 81.98 81.98 PUBLIC WORKS AND WATER Building Custodian (Maintenance)20.20 25.40 Bus Driver 20.20 25.40 Crew Leader - DPW 25.32 31.59 Gatekeeper - DPW 18.02 22.68 Equipment Operator - DPW 25.32 31.59 Equipment Operator - Water Technician - Water 25.32 31.59 Comp Comp Comp Comp 75th Percent % BREWSTER DataData Points Average Lo-Hi Range Median of Market Higher/Lower than Avg. 6 23.54 17.50 24.60 24.89 -12.5% 6 30.27 33.18 30.50 31.81 13.1% 9 35.50 29.12 36.41 38.71 -18.3% 9 48.97 58.98 47.91 55.34 5.0% 0 0 8 76.63 58.09 80.32 85.87 -0.5% 8 83.94 93.75 85.50 91.31 -10.0% 10 34.47 28.84 34.06 36.20 -1.4% 10 42.88 48.59 42.98 45.48 24.2% 9 40.80 30.24 39.82 45.30 -20.0% 9 53.27 66.11 50.52 60.98 5.8% 3 18.35 13.50 18.00 20.78 12.3% 3 19.02 23.56 20.00 21.78 45.4% 12 37.47 30.24 36.60 38.30 -10.2% 13 51.26 66.11 50.07 55.34 9.4% 10 25.17 20.00 25.78 26.84 6.0% 10 33.84 41.35 33.11 34.25 23.4% 1 28.79 28.79 28.79 28.79 #DIV/0! 1 34.07 34.07 34.07 34.07 #DIV/0! 10 26.14 22.19 26.13 27.75 10 34.22 39.86 32.81 37.95 4 26.17 20.68 26.40 29.39 4 27.98 34.07 28.58 31.91 11 23.88 20.82 23.02 25.18 -5.6% 11 30.60 35.44 30.32 31.67 -11.6% 9 67.46 46.30 68.11 73.78 8.2% 9 77.68 92.11 73.96 88.17 -5.8% 9 24.72 20.00 24.86 26.58 7.7% 9 31.80 36.19 32.24 33.22 30.8% 6 49.77 41.36 48.47 53.33 -22.3% 6 65.84 73.77 64.75 70.21 2.7% 8 59.39 46.30 60.77 65.12 27.6% 8 69.48 88.56 67.17 74.21 15.3% 11 21.16 19.52 20.15 21.73 -4.7% 11 26.21 35.40 25.31 27.04 -3.2% 2 20.66 19.82 20.66 21.07 -2.3% 2 26.25 27.19 26.25 26.72 -3.3% 6 26.77 24.18 25.97 27.30 -5.7% 6 31.58 36.19 31.52 32.27 0.0% 6 20.55 15.46 21.34 23.36 -14.0% 6 24.51 30.82 23.90 26.47 -8.1% 12 24.24 20.27 24.66 25.46 4.3% 12 29.95 33.80 30.03 31.40 5.2% 4 24.08 21.07 24.30 25.11 4.9% 4 29.96 31.91 30.56 31.33 5.2% 9 Human Resources Services, Inc. FY21 POSITION TITLE Brewster CLERICAL AND ADMINISTRATIVEEquipment Operator Transfer Station 28.37 35.06 Foreman - DPW 26.05 35.86 Foreman - Water 26.05 35.86 Laborer - DPW 20.20 25.40 Laborer - Water 20.20 25.40 Maintenance Mechanic (DPW)22.61 28.46 Master Mechanic - DPW 28.37 35.06 Skilled Laborer/Truck Driver - DPW 22.61 28.46 Superintendent of DPW 40.68 67.69 Treatment Plant Operator - Water 26.05 35.86 Water Systems Maintenance Technician 22.61 28.46 Water Superintendent 40.68 67.69 WTO Cross Connection Surveyor & Tester 28.37 35.06 LIBRARY SERVICES Adult Services Librarian/Reference Librarian 24.82 32.25 Assistant Circulation Manager 21.02 27.36 Assistant Director/Youth Services Librarian 27.82 35.73 Assistant Reference librarian 21.02 27.36 Assistant Youth Services Librarian 24.82 32.25 Circulation Manager 24.82 32.25 Library Assistant 18.45 23.98 Comp Comp Comp Comp 75th Percent % BREWSTER DataData Points Average Lo-Hi Range Median of Market Higher/Lower than Avg. 5 26.01 21.07 26.57 26.97 8.3% 5 30.77 33.67 30.94 32.38 12.2% 13 28.45 23.80 28.59 30.75 -9.2% 13 34.29 41.85 33.71 35.00 4.4% 3 26.95 23.80 28.45 28.52 -3.4% 3 33.31 35.70 34.09 34.90 7.1% 11 20.88 16.54 21.08 22.50 -3.4% 11 25.81 30.82 25.19 28.13 -1.6% 3 20.86 20.15 21.07 21.22 -3.3% 3 25.89 26.83 25.69 26.26 -1.9% 7 23.10 19.99 22.68 24.39 -2.2% 7 28.52 32.38 27.73 29.22 -0.2% 8 27.42 23.80 26.77 29.20 3.4% 8 33.68 38.95 33.49 34.41 3.9% 10 22.13 18.94 22.04 22.95 2.1% 10 27.07 30.94 26.75 27.83 4.9% 12 48.52 35.45 48.14 52.47 -19.3% 12 64.30 71.40 66.92 69.55 5.0% 3 27.43 26.60 27.52 27.85 -5.3% 3 37.19 38.95 36.99 37.97 -3.7% 3 22.30 20.47 22.64 23.22 1.4% 3 28.80 30.15 28.27 29.21 -1.2% 7 38.86 33.89 38.62 40.57 4.5% 7 51.50 55.94 52.00 53.91 23.9% 1 24.98 24.98 24.98 24.98 11.9% 1 29.86 29.86 29.86 29.86 14.8% 11 27.47 21.25 28.45 29.87 -10.7% 11 35.47 38.95 37.62 38.14 -10.0% 3 19.79 16.28 19.27 21.55 5.9% 3 25.46 31.34 26.23 28.79 6.9% 8 29.50 24.04 29.53 30.92 -6.1% 8 37.28 45.91 37.48 38.48 -4.3% 0 0 4 27.03 24.98 26.19 27.77 -8.9% 5 31.92 33.68 32.09 33.20 1.0% 5 27.49 24.04 28.17 29.59 -10.8% 5 36.19 38.95 38.15 38.33 -12.2% 9 20.08 17.11 19.04 21.49 -8.8% 9 25.56 31.34 24.50 27.19 -6.6% 10 Human Resources Services, Inc. FY21 POSITION TITLE Brewster CLERICAL AND ADMINISTRATIVELibrary Associate 18.45 23.98 Library Bookkeeper 18.45 23.98 Library Custodian 18.45 23.98 Library Director 34.00 56.57 Library Volunteer Coordinator 18.45 23.98 GOLF COURSE Brewster Assistant Operations Manager-Golf (Head Golf Professional)25.94 43.15 Assistant Operations/Pro-Shop Manager - Golf 26.78 45.96 Superintendent of Golf Maintenance 30.02 51.52 Groundsman - 32 Weeks - Golf 20.20 25.40 Groundsman - 40 Weeks - Golf 20.20 25.40 Maintenance Mechanic - Golf 22.61 28.46 Skilled Groundsman - Golf 22.61 28.46 Master Mechanic - Golf 25.32 31.59 Irrigation Technician - Golf 25.32 31.59 Foreman - Golf 26.05 35.86 Comp Comp Comp Comp 75th Percent % BREWSTER DataData Points Average Lo-Hi Range Median of Market Higher/Lower than Avg. 4 21.32 19.63 20.53 21.58 -15.6% 4 26.88 31.13 26.44 29.06 -12.1% 2 20.83 19.53 20.83 21.47 -12.9% 2 25.90 28.05 25.90 26.98 -8.0% 4 19.19 15.84 20.07 20.65 -4.0% 4 24.06 27.11 23.78 24.62 -0.3% 11 37.94 32.97 38.62 40.42 -11.6% 11 50.66 58.64 52.60 54.45 10.4% 1 23.47 23.47 23.47 23.47 -27.2% 1 23.47 23.47 23.47 23.47 2.1% 3 28.97 22.24 29.12 32.34 -11.7% 3 40.82 46.59 42.50 44.55 5.4% 3 30.57 24.90 32.80 33.40 -14.1% 3 41.13 45.90 40.14 43.02 10.5% 4 34.54 23.60 34.87 38.47 -15.0% 4 47.86 53.54 51.25 53.44 7.1% 3 20.85 19.99 20.67 21.28 -3.2% 3 25.53 27.97 24.70 26.34 -0.5% 3 20.85 19.99 20.67 21.28 -3.2% 3 25.53 27.97 24.70 26.34 -0.5% 3 25.04 22.01 24.98 26.55 -10.7% 3 29.93 33.61 29.86 31.74 -5.2% 2 22.75 21.89 22.75 23.17 -0.6% 2 32.63 35.40 32.63 34.02 -14.7% 4 26.65 23.60 27.38 28.15 -5.2% 4 32.87 35.40 32.76 34.06 -4.0% 1 26.04 26.04 26.04 26.04 -2.8% 1 31.12 31.12 31.12 31.12 1.5% 2 27.25 26.04 27.25 27.85 -4.6% 2 32.57 34.01 32.57 33.29 9.2% 1 Human Resources Services, Inc. BREWSTER GENERAL GOVERNMENT BENEFITS SURVEY BrewsterBarnstableChathamDennisDuxburyEasthamEdgartownFalmouthMashpeeOrleansProvincetownSandwichWellfleetYarmouthCOMPENSATED TIME OFF/YEAR Holidays 12.5 12.5 12 12 12 12 13 12 13 12 14 11 11 Personal Days (Note: OPEIU receives 38 hrs)3 3 2 3 3 (4 after10 yrs)3 4 3 2 3 2 3 2 Sick Days 15 15 15 15 15 15 12 15 15 12 15 15 15 12 Do you offer Sick Leave Buy-Back? Yes Yes at retirement Yes Yes Yes at retirement Yes Yes Max $2,000 retirement Yes Yes at retirement Yes at retirement Yes Yes at retirement Yes Vacation (0-5 Years of Service)10 10 10 10 10 11 10 10 see contract 10.0 10 1-10 10 10-15 Vacation (6 - 10 Years of Service)15 15 15 15 15 16-20 15 15 15.0 15 15 15 16-20 Vacation (11 - 15 Years of Service)20 20 20 20 20 21-24 15 20 20 20 20 20 21-24 Vacation (16 - 20 Years of Service)25 25 25 22 20 24-25 20 20-24 20 25 25 20 25 Vacation (over 20 Years of Service)25 25 25 24 25 26 20 25 25 30 25 20 30 LONGEVITY PROGRAM AMOUNTS after 5 years of service None 0.50%0 None -$ -$ 300$ 275$ $500-700 -$ 425$ 100$ 425$ after 10 years of service if 0.75%300$ if 650$ 2%350$ 350$ $750-1050 700$ 500$ increases 475$ after 15 years of service hired 1.00%400$ hired 900$ 3%400$ 425$ $1200-1600 1,000$ 600$ @ $10/yr 525$ after 20 years of service after 1.25%500$ after 1,500$ 4%500$ 500$ $1800-2400 1,300$ 700$ of 575$ after 25 years of Service 1/1/2015 1.25%1,000$ 6/30/2009 2,000$ 4%600$ 1,100$ $2550 +150/yr 1,600$ 700$ service 575$ OTHER COMPENSATION Tuition Assistance/Educational Reimbursement for Professional Development 2,250$ 1,500$ with Town Mgr approval $ 1,000 townwide budget $7,500 only if Town required only if Town required only if Town required No with Town Mgr approval only if Town required only if Town required Do you reimburse employees for their dues in professional organizations? Yes Yes Yes Yes No Yes Yes Yes Do you reimburse employees for any required licensing to do their job? Yes No Yes Yes Yes Yes Yes Yes Yes Yes Do you offer comp time off?Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No No Yes LIFE Amount 10,000$ 2,000$ 5,000$ 2,000$ 2,000$ 10,000$ 2,000$ 2,000$ 10,000$ 10,000$ Employer Contribution 75%50%75%60%75%50%50%50%75%50%75%50%50% 2 Human Resources Services, Inc. BREWSTER GENERAL GOVERNMENT BENEFITS SURVEY BrewsterBarnstableChathamDennisDuxburyEasthamEdgartownFalmouthMashpeeOrleansProvincetownSandwichWellfleetYarmouthRETIREMENT Do you match contribution 457 or 401K?No No No No $40/yr No No No No HEALTH INSURANCE Employer share 75%50%65%60%75%65%75%75%75%65%70%75%65%50% DENTAL INSURANCE Employer share employee paid employee paid 65%60% employee paid 65% employee paid employee paid employee paid employee paid employee paid 75% employee paid VISION INSURANCE Employer share employee paid employee paid employee paid employee paid employee paid 65% employee paid employee paid employee paid employee paid employee paid No employee paid DISABILITY INSURANCE SHORT TERM employee paid employee paid No employee paid employee paid employee paid employee paid employee paid No Benefit Amount Elimination Period Employer Contribution LONG TERM employee paid employee paid No employee paid Yes employee paid employee paid employee paid No Benefit Amount 60% Elimination Period Employer Contribution 50% 3 Human Resources Services, Inc. BREWSTER DPW BENEFITS SURVEY BrewsterBarnstableChathamDennisDuxburyEasthamEdgartownFalmouthMashpeeOrleansProvincetownSandwichYarmouthCOMPENSATED TIME OFF/YEAR Holidays 12.5 12.5 12 12 12 12 13 12 13 12 14 11 11.0 Personal Days 24 hrs 3 2 3 3 (4 after10 yrs)3 4 3 2 3 2 3 4.0 Sick Days 15 15 15 15 15 15 12 12 15 12 15 15 12.0 Do you offer Sick Leave Buy- Back?Yes Yes Yes Yes Yes at retirement Yes Yes Yes at retirement Yes Yes at retirement Yes Yes Vacation Days (0-5 Years of Service)10 10 10 10 10 10-13 10 10 see contract 10 10 1-10 5-15 Vacation Days (6 - 10 Years of Service)15 15 15 15 15 15-20 15 15 18 15 15 15 15 Vacation Days (11 - 15 Years of Service)20 20 20 20 20 20-22 15 20 24 20 20 20 15 Vacation Days (16 - 20 Years of Service)25 22 25 22 20 23-25 20 21-24 24 25 25 25 26-29 Vacation Days (over 20 Years of Service)25 25 25 25 25 25 20 25 24 25 30 25 30 LONGEVITY PROGRAM AMOUNTS after 5 years of service None 0.50%0 None 0 0 0 300$ 275$ $500-700 0 500$ 350$ after 10 years of service if 0.75%300$ if 350$ 650$ 2%350$ 350$ $750-1050 700$ 575$ 400$ after 15 years of service hired 1.00%400$ hired 450$ 900$ 3%400$ 425$ $1200-1600 1,000$ 650$ 450$ after 20 years of service after 1.25%500$ after 550$ 1,500$ 4%500$ 500$ $1800-2400 1,300$ 725$ 525$ after 25 years of Service 1/1/2015 1.25%1,000$ 6/30/2009 550$ 2,000$ 4%600$ 1,100$ $2550 +150/yr 1,600$ 725$ 525$ OTHER COMPENSATION Tuition Assistance/Educational Reimbursement for Professional Development No 10,000$ with Town Mgr approval only if Town required $ 1,000.00 townwide budget $7,500 with Town Mgr approval work training related only w/ approval see contract No No with Town Mgr approval Do you reimburse employees for their dues in professional organizations? Yes Yes Yes Yes see contract Yes Yes Yes Do you reimburse employees for any required licensing to do their job? Yes Yes No Yes Yes Yes Yes Yes Yes Yes Yes Yes Do you offer comp time off?Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No No Yes 4 Human Resources Services, Inc. BREWSTER DPW BENEFITS SURVEY BrewsterBarnstableChathamDennisDuxburyEasthamEdgartownFalmouthMashpeeOrleansProvincetownSandwichYarmouthLIFE Amount 10,000$ 2,000$ 5,000.00$ 2,000$ 2,000$ 10,000$ Employer Contribution 75%50%75%60%75%50%50%50%75%50%75%50% RETIREMENT Do you match contribution 457 or 401K?No No No No No No No No No HEALTH INSURANCE Employer share 75%50%65%60%75%65%75%75%65%70%75%50% DENTAL INSURANCE Employer share employee paid employee paid 65% employee paid 65% employee paid employee paid employee paid employee paid employee paid 75% VISION INSURANCE Employer share employee paid employee paid employee paid employee paid 65% employee paid employee paid employee paid employee paid employee paid No DISABILITY INSURANCE SHORT TERM employee paid employee paid No employee paid employee paid No employee paid employee paid No Benefit Amount Elimination Period Employer Contribution LONG TERM employee paid employee paid No employee paid employee paid Yes employee paid employee paid No Benefit Amount 60% Max $1,500/mo Elimination Period 90 days Employer Contribution 50% MARKET DATA REPORT - PRIVATE Human Resources Services, Inc. SALARY ASSESSOR® Individual Job Report Assistant Operations - Head Golf Professional Specifications Prepared For:Town of Brewster, MA Area:Massachusetts - Commonwealth Average Industry:All Industries - Diversified Industry Codes:eSIC: 0000, NAICS: 000000, usSEC: 0000 Organization Size:(Data reported by years of experience) Education Adjustment: Skill Adjustment: Certification Adjustment: Annualized Salary Trend:2.4% (Adjustment: 0.59%) Planning Date:4/15/2021 Database as of:1/1/2021 eDot:189167135 SOC:131198 Printout Date:4/15/2021 (Items in bold affect salary estimates) Annual Base Salaries Graph All Incumbent Median: $48,878Estimated Survey Median Annual Base Salaries Years of Experience 10th Percentile 25th Percentile Survey Median 75th Percentile 90th Percentile 7 42,285 45,383 48,878 53,523 57,721 5 39,631 42,595 45,867 50,145 54,003 1 33,504 35,961 38,858 42,531 45,704 Human Resources Services, Inc. SALARY ASSESSOR® Individual Job Report Golf Foreman Specifications Prepared For:Town of Brewster, MA Area:Massachusetts - Commonwealth Average Industry:All Industries - Diversified Industry Codes:eSIC: 0000, NAICS: 000000, usSEC: 0000 Organization Size:(Data reported by years of experience) Education Adjustment: Skill Adjustment: Certification Adjustment: Annualized Salary Trend:2.5% (Adjustment: 0.62%) Planning Date:4/15/2021 Database as of:1/1/2021 eDot:599137819 SOC:511011 Printout Date:4/15/2021 (Items in bold affect salary estimates) Hourly Base Salaries Graph All Incumbent Median: $34.10Estimated Survey Median Hourly Base Salaries Years of Experience 10th Percentile 25th Percentile Survey Median 75th Percentile 90th Percentile 7 28.20 30.52 33.16 36.59 39.61 5 26.53 28.70 31.18 34.40 37.24 1 23.00 24.84 26.95 29.70 32.15 Human Resources Services, Inc. SALARY ASSESSOR® Individual Job Report Golf Groundsman Specifications Prepared For:Town of Brewster, MA Area:Massachusetts - Commonwealth Average Industry:All Industries - Diversified Industry Codes:eSIC: 0000, NAICS: 000000, usSEC: 0000 Organization Size:(Data reported by years of experience) Education Adjustment: Skill Adjustment: Certification Adjustment: Annualized Salary Trend:2.3% (Adjustment: 0.57%) Planning Date:4/15/2021 Database as of:1/1/2021 eDot:406684014 SOC:373011 Printout Date:4/15/2021 (Items in bold affect salary estimates) Hourly Base Salaries Graph All Incumbent Median: $18.61Estimated Survey Median Hourly Base Salaries Years of Experience 10th Percentile 25th Percentile Survey Median 75th Percentile 90th Percentile 7 16.06 17.04 18.22 19.80 21.21 5 15.45 16.34 17.42 18.90 20.25 1 14.30 15.00 15.84 17.10 18.25 Human Resources Services, Inc. SALARY ASSESSOR® Individual Job Report Irrigation Technician Specifications Prepared For:Town of Brewster, MA Area:Massachusetts - Commonwealth Average Industry:All Industries - Diversified Industry Codes:eSIC: 0000, NAICS: 000000, usSEC: 0000 Organization Size:(Data reported by years of experience) Education Adjustment: Skill Adjustment: Certification Adjustment: Annualized Salary Trend:2.3% (Adjustment: 0.57%) Planning Date:4/15/2021 Database as of:1/1/2021 eDot:409685014 SOC:452099 Printout Date:4/15/2021 (Items in bold affect salary estimates) Hourly Base Salaries Graph All Incumbent Median: $17.61Estimated Survey Median Hourly Base Salaries Years of Experience 10th Percentile 25th Percentile Survey Median 75th Percentile 90th Percentile 5 17.50 17.91 18.39 19.01 19.56 1 15.60 15.92 16.29 16.81 17.27 Human Resources Services, Inc. SALARY ASSESSOR® Individual Job Report Maintenance Mechanic Specifications Prepared For:Town of Brewster, MA Area:Massachusetts - Commonwealth Average Industry:All Industries - Diversified Industry Codes:eSIC: 0000, NAICS: 000000, usSEC: 0000 Organization Size:(Data reported by years of experience) Education Adjustment: Skill Adjustment: Certification Adjustment: Annualized Salary Trend:2.5% (Adjustment: 0.62%) Planning Date:4/15/2021 Database as of:1/1/2021 eDot:638281014 SOC:499041 Printout Date:4/15/2021 (Items in bold affect salary estimates) Hourly Base Salaries Graph All Incumbent Median: $30.51Estimated Survey Median Hourly Base Salaries Years of Experience 10th Percentile 25th Percentile Survey Median 75th Percentile 90th Percentile 7 27.54 29.39 31.54 34.27 36.71 5 25.71 27.40 29.40 31.94 34.22 1 21.62 22.95 24.49 26.53 28.40 Human Resources Services, Inc. SALARY ASSESSOR® Individual Job Report Master Mechanic Specifications Prepared For:Town of Brewster, MA Area:Massachusetts - Commonwealth Average Industry:All Industries - Diversified Industry Codes:eSIC: 0000, NAICS: 000000, usSEC: 0000 Organization Size:(Data reported by years of experience) Education Adjustment: Skill Adjustment: Certification Adjustment: Annualized Salary Trend:2.5% (Adjustment: 0.62%) Planning Date:4/15/2021 Database as of:1/1/2021 eDot:620261010 SOC:493023 Printout Date:4/15/2021 (Items in bold affect salary estimates) Hourly Base Salaries Graph All Incumbent Median: $26.42Estimated Survey Median Hourly Base Salaries Years of Experience 10th Percentile 25th Percentile Survey Median 75th Percentile 90th Percentile 7 23.19 25.07 27.28 30.16 32.74 5 21.76 23.49 25.50 28.17 30.57 1 18.29 19.79 21.46 23.59 25.52 Human Resources Services, Inc. SALARY ASSESSOR® Individual Job Report Pro Shop Manager Specifications Prepared For:Town of Brewster, MA Area:Massachusetts - Commonwealth Average Industry:All Industries - Diversified Industry Codes:eSIC: 0000, NAICS: 000000, usSEC: 0000 Organization Size:(Data reported by years of experience) Education Adjustment: Skill Adjustment: Certification Adjustment: Annualized Salary Trend:2.5% (Adjustment: 0.62%) Planning Date:4/15/2021 Database as of:1/1/2021 eDot:185167008 SOC:411011 Printout Date:4/15/2021 (Items in bold affect salary estimates) Hourly Base Salaries Graph All Incumbent Median: $36.06Estimated Survey Median Hourly Base Salaries Years of Experience 10th Percentile 25th Percentile Survey Median 75th Percentile 90th Percentile 7 27.30 31.39 36.06 42.06 47.32 5 25.67 29.48 33.87 39.53 44.50 1 22.40 25.62 29.39 34.32 38.67 Human Resources Services, Inc. SALARY ASSESSOR® Individual Job Report Golf Skilled Groundsman Specifications Prepared For:Town of Brewster, MA Area:Massachusetts - Commonwealth Average Industry:All Industries - Diversified Industry Codes:eSIC: 0000, NAICS: 000000, usSEC: 0000 Organization Size:(Data reported by years of experience) Education Adjustment: Skill Adjustment: Certification Adjustment: Annualized Salary Trend:2.5% (Adjustment: 0.62%) Planning Date:4/15/2021 Database as of:1/1/2021 eDot:406134014 SOC:371012 Printout Date:4/15/2021 (Items in bold affect salary estimates) Hourly Base Salaries Graph All Incumbent Median: $31.52Estimated Survey Median Hourly Base Salaries Years of Experience 10th Percentile 25th Percentile Survey Median 75th Percentile 90th Percentile 7 26.83 29.02 31.52 34.75 37.61 5 25.20 27.23 29.58 32.60 35.29 1 21.86 23.60 25.58 28.16 30.48 Human Resources Services, Inc. SALARY ASSESSOR® Individual Job Report Superintendent Golf Maintenance Specifications Prepared For:Town of Brewster, MA Area:Massachusetts - Commonwealth Average Industry:All Industries - Diversified Industry Codes:eSIC: 0000, NAICS: 000000, usSEC: 0000 Organization Size:(Data reported by years of experience) Education Adjustment: Skill Adjustment: Certification Adjustment: Annualized Salary Trend:2.6% (Adjustment: 0.64%) Planning Date:4/15/2021 Database as of:1/1/2021 eDot:189167046 SOC:119021 Printout Date:4/15/2021 (Items in bold affect salary estimates) Hourly Base Salaries Graph All Incumbent Median: $58.99Estimated Survey Median Hourly Base Salaries Years of Experience 10th Percentile 25th Percentile Survey Median 75th Percentile 90th Percentile 7 49.31 53.04 57.21 62.60 67.27 5 45.99 49.48 53.41 58.47 62.88 1 38.78 41.75 45.11 49.44 53.24 Personnel Bylaw Positions Human Resources Services, Inc. BREWSTER, MA CLASSIFICATION PLAN PERSONNEL BYLAW POSITIONS FY21 PROPOSED GRADES 1 No Positions Assigned 2 Bus Driver/Custodian - COA 3 Department Assistant 4 Administrative Assistant I - Zoning Human Resources Generalist Program Coordinator - COA 5 Administrative Assistant II - Fire Outreach Worker 6 Assistant Recreation Director Executive Assistant (TA/BOS) National Resources Officer Property Manager (Crosby Mansion) 7 Administrative Supervisor (TA/BOS) Assistant Golf Operations/Pro-Shop Manager Assistant Operations Manager- Head Golf Professional Conservation Administrator Deputy Natural Resources Officer Local Inspector Project Manager 8 Council on Aging Director Director of Recreation Housing Coordinator 9 Assistant Water Superintendent Property Maintenance Supervisor Superintendent of Golf Maintenance 10 Deputy Assessor Golf Operations Director Human Resources Director Town Clerk 11 Assistant Town Administrator Building Commissioner Health Director IT Director Library Director Natural Resources Director Town Planner Treasurer/Collector 12 Deputy Fire Chief DPW Director Finance Director/Town Accountant Water Superintendent PERSONNEL BYLAW PROPOSED FY21 PAY PLAN Human Resources Services, Inc. $18.03 Starting Hourly Wage 2,080 Hours Per Year (40 hr week) 3 Percent between Steps 1,820 Hours Per Year (35 hr week) % Between Grades Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 1 $18.03 $18.57 $19.13 $19.70 $20.29 $20.90 $21.53 $22.18 $22.85 $23.54 40 hr wk $37,502.40 $38,625.60 $39,790.40 $40,976.00 $42,203.20 $43,472.00 $44,782.40 $46,134.40 $47,528.00 $48,963.20 35 hr wk $32,814.60 $33,797.40 $34,816.60 $35,854.00 $36,927.80 $38,038.00 $39,184.60 $40,367.60 $41,587.00 $42,842.80 10 2 $19.83 $20.42 $21.03 $21.66 $22.31 $22.98 $23.67 $24.38 $25.11 $25.86 40 hr wk $41,246.40 $42,473.60 $43,742.40 $45,052.80 $46,404.80 $47,798.40 $49,233.60 $50,710.40 $52,228.80 $53,788.80 35 hr wk $36,090.60 $37,164.40 $38,274.60 $39,421.20 $40,604.20 $41,823.60 $43,079.40 $44,371.60 $45,700.20 $47,065.20 10 3 $21.81 $22.46 $23.13 $23.82 $24.53 $25.27 $26.03 $26.81 $27.61 $28.44 40 hr wk $45,364.80 $46,716.80 $48,110.40 $49,545.60 $51,022.40 $52,561.60 $54,142.40 $55,764.80 $57,428.80 $59,155.20 35 hr wk $39,694.20 $40,877.20 $42,096.60 $43,352.40 $44,644.60 $45,991.40 $47,374.60 $48,794.20 $50,250.20 $51,760.80 10 4 $23.99 $24.71 $25.45 $26.21 $27.00 $27.81 $28.64 $29.50 $30.39 $31.30 40 hr wk $49,899.20 $51,396.80 $52,936.00 $54,516.80 $56,160.00 $57,844.80 $59,571.20 $61,360.00 $63,211.20 $65,104.00 35 hr wk $43,661.80 $44,972.20 $46,319.00 $47,702.20 $49,140.00 $50,614.20 $52,124.80 $53,690.00 $55,309.80 $56,966.00 10 5 $26.39 $27.18 $28.00 $28.84 $29.71 $30.60 $31.52 $32.47 $33.44 $34.44 40 hr wk $54,891.20 $56,534.40 $58,240.00 $59,987.20 $61,796.80 $63,648.00 $65,561.60 $67,537.60 $69,555.20 $71,635.20 35 hr wk $48,029.80 $49,467.60 $50,960.00 $52,488.80 $54,072.20 $55,692.00 $57,366.40 $59,095.40 $60,860.80 $62,680.80 10 6 $29.03 $29.90 $30.80 $31.72 $32.67 $33.65 $34.66 $35.70 $36.77 $37.87 40 hr wk $60,382.40 $62,192.00 $64,064.00 $65,977.60 $67,953.60 $69,992.00 $72,092.80 $74,256.00 $76,481.60 $78,769.60 35 hr wk $52,834.60 $54,418.00 $56,056.00 $57,730.40 $59,459.40 $61,243.00 $63,081.20 $64,974.00 $66,921.40 $68,923.40 10 7 $31.93 $32.89 $33.88 $34.90 $35.95 $37.03 $38.14 $39.28 $40.46 $41.67 40 hr wk $66,414.40 $68,411.20 $70,470.40 $72,592.00 $74,776.00 $77,022.40 $79,331.20 $81,702.40 $84,156.80 $86,673.60 35 hr wk $58,112.60 $59,859.80 $61,661.60 $63,518.00 $65,429.00 $67,394.60 $69,414.80 $71,489.60 $73,637.20 $75,839.40 10 8 $35.12 $36.17 $37.26 $38.38 $39.53 $40.72 $41.94 $43.20 $44.50 $45.84 40 hr wk $73,049.60 $75,233.60 $77,500.80 $79,830.40 $82,222.40 $84,697.60 $87,235.20 $89,856.00 $92,560.00 $95,347.20 35 hr wk $63,918.40 $65,829.40 $67,813.20 $69,851.60 $71,944.60 $74,110.40 $76,330.80 $78,624.00 $80,990.00 $83,428.80 10 9 $38.63 $39.79 $40.98 $42.21 $43.48 $44.78 $46.12 $47.50 $48.93 $50.40 40 hr wk $80,350.40 $82,763.20 $85,238.40 $87,796.80 $90,438.40 $93,142.40 $95,929.60 $98,800.00 $101,774.40 $104,832.00 35 hr wk $70,306.60 $72,417.80 $74,583.60 $76,822.20 $79,133.60 $81,499.60 $83,938.40 $86,450.00 $89,052.60 $91,728.00 10 10 $42.49 $43.76 $45.07 $46.42 $47.81 $49.24 $50.72 $52.24 $53.81 $55.42 40 hr wk $88,379.20 $91,020.80 $93,745.60 $96,553.60 $99,444.80 $102,419.20 $105,497.60 $108,659.20 $111,924.80 $115,273.60 35 hr wk $77,331.80 $79,643.20 $82,027.40 $84,484.40 $87,014.20 $89,616.80 $92,310.40 $95,076.80 $97,934.20 $100,864.40 10 11 $46.74 $48.14 $49.58 $51.07 $52.60 $54.18 $55.81 $57.48 $59.20 $60.98 40 hr wk $97,219.20 $100,131.20 $103,126.40 $106,225.60 $109,408.00 $112,694.40 $116,084.80 $119,558.40 $123,136.00 $126,838.40 35 hr wk $85,066.80 $87,614.80 $90,235.60 $92,947.40 $95,732.00 $98,607.60 $101,574.20 $104,613.60 $107,744.00 $110,983.60 15 12 $53.75 $55.36 $57.02 $58.73 $60.49 $62.30 $64.17 $66.10 $68.08 $70.12 40 hr wk $111,800.00 $115,148.80 $118,601.60 $122,158.40 $125,819.20 $129,584.00 $133,473.60 $137,488.00 $141,606.40 $145,849.60 35 hr wk $97,825.00 $100,755.20 $103,776.40 $106,888.60 $110,091.80 $113,386.00 $116,789.40 $120,302.00 $123,905.60 $127,618.40 Comparison of Current to Market to Proposed 3 Human Resources Services, Inc. PERSONNEL BYLAW Brewster Brewster Data Points Comps Comps Comps Comps Proposed Hrly Pay Proposed Current Grade POSITION TITLE FY21 Min FY21 Max Max Average Min Average Max 75th Percentile Min 75th Percentile Max FY21 Min FY21 Max Pay Grade I No Positions assigned 18.03 23.54 1 I Bus Driver/Custodian (COA Part-Time)20.92 34.82 6 17.71 20.58 19.45 23.65 19.83 25.86 2 I Department Assistant (Part-Time)20.92 34.82 3 17.84 24.91 18.70 25.25 21.81 28.44 3 I Administrative Assistant I - Zoning 20.92 34.82 3 22.71 31.07 24.56 32.07 23.99 31.30 4 New Human Resource Generalist 23.99 31.30 4 I Program Coordinator (COA)20.92 34.82 6 23.54 30.27 24.89 31.81 23.99 31.30 4 AVE 23.12 30.67 24.73 31.94 III Administrative Assistant II - Fire 26.78 45.96 9 24.72 31.80 26.58 33.22 26.39 34.44 5 I Outreach Worker 20.92 34.82 11 26.60 33.91 26.57 35.92 26.39 34.44 5 AVE 25.66 32.86 26.58 34.57 II Assistant Recreation Director 25.94 43.15 5 26.56 34.88 27.88 38.15 29.03 37.87 6 II Executive Assistant (TA/BOS)25.94 43.15 13 27.52 35.94 28.84 38.15 29.03 37.87 6 II National Resources Officer 25.94 43.15 7 28.18 35.67 29.68 38.59 29.03 37.87 6 II Property Manager (Crosby Mansion)25.94 43.15 0 29.03 37.87 6 AVE 27.42 35.50 28.80 38.30 III Administrative Supervisor (TA/BOS)26.78 45.96 0 31.93 41.67 7 II Asst Operations Manager- (Head Golf Professional)25.94 43.15 3 28.97 40.82 32.34 44.55 31.93 41.67 7 III Assistant Operations/Pro-Shop Manager - Golf 26.78 45.96 3 30.57 41.13 33.40 43.02 31.93 41.67 7 IV Conservation Administrator 30.02 51.52 13 33.15 42.25 34.74 45.91 31.93 41.67 7 III Deputy Natural Resources Officer 26.78 45.96 5 30.86 42.37 30.40 46.59 31.93 41.67 7 III Local Inspector 26.78 45.96 11 28.40 36.57 30.16 38.14 31.93 41.67 7 New Project Manager 31.93 41.67 7 AVE 30.39 40.63 32.21 43.64 IV Council on Aging Director 30.02 51.52 11 34.63 46.36 36.53 48.15 35.12 45.84 8 IV Director of Recreation 30.02 51.52 13 35.50 46.49 35.18 47.91 35.12 45.84 8 III Housing Coordinator 26.78 45.96 4 28.41 39.19 30.71 43.21 35.12 45.84 8 AVE 32.84 44.01 34.14 46.42 New Assistant Water Superintendent 38.63 50.40 9 IV Property Maintenance Supervisor 30.02 51.52 9 35.50 48.97 38.71 55.34 38.63 50.40 9 IV Superintendent of Golf Maintenance 30.02 51.52 4 34.54 47.86 38.47 53.44 38.63 50.40 9 Comparison of Current to Market to Proposed 4 Human Resources Services, Inc. PERSONNEL BYLAW Brewster Brewster Data Points Comps Comps Comps Comps Proposed Hrly Pay Proposed Current Grade POSITION TITLE FY21 Min FY21 Max Max Average Min Average Max 75th Percentile Min 75th Percentile Max FY21 Min FY21 Max Pay Grade AVE 34.84 46.57 38.59 54.39 IV Deputy Assessor 30.02 51.52 12 38.50 50.16 41.21 54.04 42.49 55.42 10 New Golf Operations Director 42.49 55.42 10 New Human Resources Director 8 38.05 51.00 38.91 55.49 42.49 55.42 10 V Town Clerk 34.00 56.57 10 34.47 42.88 36.20 45.48 42.49 55.42 10 AVE 37.01 48.01 38.77 51.67 V Assistant Town Administrator 34.00 56.57 9 47.54 58.96 48.90 65.63 46.74 60.98 11 V Building Commissioner 34.00 56.57 13 38.96 51.20 40.06 53.41 46.74 60.98 11 IV Health Director 30.02 51.52 13 38.42 49.71 39.55 53.41 46.74 60.98 11 IV IT Director 30.02 51.52 12 39.91 52.68 45.53 57.24 46.74 60.98 11 V Library Director 34.00 56.57 11 37.94 50.66 40.42 54.45 46.74 60.98 11 V Natural Resources Director 34.00 56.57 limited data 46.74 60.98 11 V Town Planner 34.00 56.57 9 40.80 53.27 45.30 60.98 46.74 60.98 11 V Treasurer/Collector 34.00 56.57 13 37.47 51.26 38.30 55.34 46.74 60.98 11 AVE 40.15 52.53 42.58 57.21 VI Deputy Fire Chief 40.68 67.69 6 49.77 65.84 53.33 70.21 53.75 70.12 12 VI DPW Director 40.68 67.69 12 48.52 64.30 52.47 69.55 53.75 70.12 12 VI Finance Director/Town Accountant 40.68 67.69 7 46.95 68.09 47.49 69.42 53.75 70.12 12 VI Water Superintendent 40.68 67.69 7 38.86 51.50 40.57 53.91 53.75 70.12 12 AVE 46.03 62.43 48.47 65.77 Police Bylaw Positions Human Resources Services, Inc. BREWSTER CLASSIFICATION PLAN POLICE PERSONNEL BYLAW FY21 GRADE PP1 Police Dispatcher PP2 Administrative Assistant Animal Control Officer POLICE PERSONNEL BYLAW FY21 PROPOSED PAY PLAN Human Resources Services, Inc. $24.05 Starting Hourly Wage 2,080 Hours Per Year (40 hr week) 3 Percent between Steps 1,820 Hours Per Year (35 hr week) % Between Grades Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 1 $24.05 $24.77 $25.51 $26.28 $27.07 $27.88 $28.72 $29.58 $30.47 $31.38 40 hr wk $50,024.00 $51,521.60 $53,060.80 $54,662.40 $56,305.60 $57,990.40 $59,737.60 $61,526.40 $63,377.60 $65,270.40 35 hr wk $43,771.00 $45,081.40 $46,428.20 $47,829.60 $49,267.40 $50,741.60 $52,270.40 $53,835.60 $55,455.40 $57,111.60 20 2 $28.86 $29.73 $30.62 $31.54 $32.49 $33.46 $34.46 $35.49 $36.55 $37.65 40 hr wk $60,028.80 $61,838.40 $63,689.60 $65,603.20 $67,579.20 $69,596.80 $71,676.80 $73,819.20 $76,024.00 $78,312.00 35 hr wk $52,525.20 $54,108.60 $55,728.40 $57,402.80 $59,131.80 $60,897.20 $62,717.20 $64,591.80 $66,521.00 $68,523.00 Comparison of Current to Market to Proposed Human Resources Services, Inc. POLICE PERSONNEL BYLAW Brewster Brewster Data Points Comps Comps Comps Comps Proposed Hrly Pay Proposed Market Row #POSITION TITLE FY21 Min FY21 Max Max Average Min Average Max 75th percentile Min 75th percentile Max FY21 Min FY21 Max Pay Grade 55 Police Dispatcher 22.60 27.42 11 23.88 30.60 25.18 31.67 24.05 31.38 1 51 Administrative Assistant-Police 26.78 44.19 10 25.17 33.84 26.84 34.25 28.86 37.65 2 53 Animal Control Officer 26.78 44.19 10 26.14 34.22 27.75 37.95 28.86 37.65 2 AVE 25.66 34.03 27.30 36.10 54 Police Reserve Officer 4 26.17 27.98 29.39 31.91 OPEIU POSITIONS OPEIU FY21 PROPOSED PAY PLAN Human Resources Services, Inc $22.50 Starting Hourly Wage 2,080 Hours Per Year (40 hr week) 3 Percent between Steps 1,820 Hours Per Year (35 hr week) % Between Grades Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 1 $22.50 $23.18 $23.88 $24.60 $25.34 $26.10 $26.88 $27.69 $28.52 $29.38 40 hr wk $46,800.00 $48,214.40 $49,670.40 $51,168.00 $52,707.20 $54,288.00 $55,910.40 $57,595.20 $59,321.60 $61,110.40 35 hr wk $40,950.00 $42,187.60 $43,461.60 $44,772.00 $46,118.80 $47,502.00 $48,921.60 $50,395.80 $51,906.40 $53,471.60 10 2 $24.75 $25.49 $26.25 $27.04 $27.85 $28.69 $29.55 $30.44 $31.35 $32.29 40 hr wk $51,480.00 $53,019.20 $54,600.00 $56,243.20 $57,928.00 $59,675.20 $61,464.00 $63,315.20 $65,208.00 $67,163.20 35 hr wk $45,045.00 $46,391.80 $47,775.00 $49,212.80 $50,687.00 $52,215.80 $53,781.00 $55,400.80 $57,057.00 $58,767.80 6 3 $26.24 $27.03 $27.84 $28.68 $29.54 $30.43 $31.34 $32.28 $33.25 $34.25 40 hr wk $54,579.20 $56,222.40 $57,907.20 $59,654.40 $61,443.20 $63,294.40 $65,187.20 $67,142.40 $69,160.00 $71,240.00 35 hr wk $47,756.80 $49,194.60 $50,668.80 $52,197.60 $53,762.80 $55,382.60 $57,038.80 $58,749.60 $60,515.00 $62,335.00 6 4 $27.81 $28.64 $29.50 $30.39 $31.30 $32.24 $33.21 $34.21 $35.24 $36.30 40 hr wk $57,844.80 $59,571.20 $61,360.00 $63,211.20 $65,104.00 $67,059.20 $69,076.80 $71,156.80 $73,299.20 $75,504.00 35 hr wk $50,614.20 $52,124.80 $53,690.00 $55,309.80 $56,966.00 $58,676.80 $60,442.20 $62,262.20 $64,136.80 $66,066.00 Human Resources Services, Inc. BREWSTER, MA CLASSIFICATION PLAN OPEIU POSITIONS FY21 PROPOSED GRADES OP1 Department Assistant - Building Department Assistant - Council on Aging Department Assistant - DPW Department Assistant Treasurer-Collector Department Assistant - Water OP2 Senior Department Assistant - Assessor Senior Department Assistant - Building Senior Department Assistant - Council on Aging Senior Department Assistant - Health Senior Department Assistant - Natural Resources Senior Department Assistant - Planning OP3 Administrative Supervisor - DPW Administrative Supervisor - Water Payroll & Benefits Coordinator OP4 Assistant Health Director Assistant Town Accountant Assistant Town Clerk Assistant Treasurer/Collector Foreman - DPW Foreman - Golf Foreman - Water Treatment Plant Operator - Water Comparison of Current to Market to Proposed Human Resources Services, Inc. OPEIU Brewster Brewster Data Points Comps Comps Comps Comps Proposed Hrly Pay Proposed Current Grade POSITION TITLE Current FY21 Min Current FY21 Max Max Average Min Average Max 75th percentile Min 75th percentile Max FY21 Min FY21 Max Pay Grade 4A Department Assistant - Building 21.27 28.74 9 21.18 27.11 22.12 28.05 22.50 29.38 1 4A Department Assistant - Council on Aging 21.27 28.74 7 21.19 26.38 22.21 27.12 22.50 29.38 1 4A Department Assistant - DPW 21.27 28.74 10 22.80 28.64 24.87 31.04 22.50 29.38 1 4A Department Assistant - Treasurer-Collector 21.27 28.74 7 22.08 27.27 22.89 28.18 22.50 29.38 1 4A Department Assistant - Water 21.27 28.74 2 22.45 29.09 23.13 30.21 22.50 29.38 1 AVE 21.94 27.70 23.04 28.92 5A Senior Department Assistant - Assessor 22.75 31.27 9 23.68 30.22 24.86 31.51 24.75 32.29 2 5A Senior Department Assistant - Building 22.75 31.27 10 24.93 30.99 26.19 33.00 24.75 32.29 2 5A Senior Department Assistant - Council on Aging 22.75 31.27 8 25.06 30.67 26.57 32.07 24.75 32.29 2 5A Senior Department Assistant - Health 22.75 31.27 5 26.61 32.44 27.44 33.18 24.75 32.29 2 5A Senior Department Assistant - Natural Resources 22.75 31.27 4 23.66 29.99 24.30 30.12 24.75 32.29 2 5A Senior Department Assistant - Planning 22.75 31.27 7 22.78 28.87 23.20 29.86 24.75 32.29 2 AVE 24.45 30.53 25.43 31.62 6B Administrative Supervisor - DPW 24.32 33.51 5 27.09 33.50 28.68 34.28 26.24 34.25 3 6B Administrative Supervisor - Water 24.32 33.51 2 25.12 31.60 26.48 33.18 26.24 34.25 3 5A Payroll & Benefits Coordinator 22.75 31.27 6 24.76 31.86 26.71 33.48 26.24 34.25 3 AVE 25.66 32.32 27.29 33.65 7A Assistant Health Director 26.05 35.86 7 29.15 34.63 30.69 36.72 27.81 36.30 4 6A Assistant Town Accountant 24.32 33.51 11 28.47 35.75 29.51 35.65 27.81 36.30 4 6A Assistant Town Clerk 24.32 33.51 4 25.80 30.27 26.51 31.96 27.81 36.30 4 6A Assistant Treasurer/Collector 24.32 33.51 12 27.57 34.97 29.30 38.54 27.81 36.30 4 7B Foreman - DPW 26.05 35.86 13 28.45 34.29 30.75 35.00 27.81 36.30 4 7B Foreman - Golf 26.05 35.86 2 27.25 32.57 27.85 33.29 27.81 36.30 4 7B Foreman - Water 26.05 35.86 3 26.95 33.31 28.52 34.90 27.81 36.30 4 7B Treatment Plant Operator - Water 26.05 35.86 3 27.43 37.19 27.85 37.97 27.81 36.30 4 AVE 27.63 34.12 28.87 35.50 DPW UNION - SEIU Human Resources Services, Inc $20.15 Starting Hourly Wage 3 Percent between Steps 2,080 Hours Per Year (40 hr week) PROPOSED FY21 SEIU DPW PAY PLAN - BREWSTER, MA % Between Grades SE Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 1 $20.15 $20.75 $21.37 $22.01 $22.67 $23.35 $24.05 $24.77 Annual $41,912.00 $43,160.00 $44,449.60 $45,780.80 $47,153.60 $48,568.00 $50,024.00 $51,521.60 9 2 $21.96 $22.62 $23.30 $24.00 $24.72 $25.46 $26.22 $27.01 Annual $45,676.80 $47,049.60 $48,464.00 $49,920.00 $51,417.60 $52,956.80 $54,537.60 $56,180.80 9 3 $23.94 $24.66 $25.40 $26.16 $26.94 $27.75 $28.58 $29.44 Annual $49,795.20 $51,292.80 $52,832.00 $54,412.80 $56,035.20 $57,720.00 $59,446.40 $61,235.20 9 4 $26.09 $26.87 $27.68 $28.51 $29.37 $30.25 $31.16 $32.09 Annual $54,267.20 $55,889.60 $57,574.40 $59,300.80 $61,089.60 $62,920.00 $64,812.80 $66,747.20 10 5 $28.70 $29.56 $30.45 $31.36 $32.30 $33.27 $34.27 $35.30 Annual $59,696.00 $61,484.80 $63,336.00 $65,228.80 $67,184.00 $69,201.60 $71,281.60 $73,424.00 Human Resources Services, Inc. BREWSTER, MA SEIU - DPW CLASSIFICATION PLAN SE FY21 (PROPOSED GRADES) 1 GateKeeper 2 Building Custodian Bus Driver Groundskeeper - Golf Laborer 3 Maintenance Mechanic Skilled Laborer/Truck Driver Skilled Groundskeeper - Golf Water Systems Maintenance Technician 4 Crew Leader Equipment Operator Equipment Operator/Water Technician Irrigation Technician - Golf Master Mechanic I - Golf 5 Equipment Operator/Transfer Station Master Mechanic II WTO Cross Connection Surveyor & Tester CURRENT to MARKET to PROPOSED Human Resources Services, Inc. BREWSTER, MA SEIU - DPW Brewster Brewster Data Points Comps Comps Proposed Hrly Pay Proposed POSITION TITLE FY21 Min FY21 Max Max Average Min Average Max FY21 Min FY21 Max Pay Grade SE1 Gatekeeper - DPW 18.02 22.68 6 20.55 24.51 20.15 24.77 1 SE2 Building Custodian (Maintenance)20.20 25.40 11 21.16 26.21 21.96 27.01 2 SE2 Bus Driver 20.20 25.40 2 20.66 26.25 21.96 27.01 2 SE2 Groundskeeper - 32 Weeks - Golf 20.20 25.40 2 21.28 26.34 21.96 27.01 2 SE2 Groundskeeper - 40 Weeks - Golf 20.20 25.40 2 21.28 26.34 21.96 27.01 2 SE2 Laborer - DPW 20.20 25.40 11 20.88 25.81 21.96 27.01 2 SE2 Laborer - Water 20.20 25.40 3 20.86 25.89 21.96 27.01 2 AVE 21.02 26.14 SE3 Maintenance Mechanic - Golf 22.61 28.46 2 26.55 31.74 23.94 29.44 3 SE3 Maintenance Mechanic (DPW)22.61 28.46 7 23.10 28.52 23.94 29.44 3 SE3 Skilled Groundskeeper - Golf 22.61 28.46 2 22.75 32.63 23.94 29.44 3 SE3 Skilled Laborer/Truck Driver - DPW 22.61 28.46 10 22.13 27.07 23.94 29.44 3 SE3 Water Systems Maintenance Technician 22.61 28.46 3 22.30 28.80 23.94 29.44 3 AVE 23.37 29.75 SE4 Crew Leader - DPW 25.32 31.59 6 26.77 31.58 26.09 32.09 4 SE4 Equipment Operator - DPW 25.32 31.59 12 24.24 29.95 26.09 32.09 4 SE4 Equipment Operator - Water Technician - Water 25.32 31.59 4 24.08 29.96 26.09 32.09 4 SE4 Irrigation Technician - Golf 25.32 31.59 1 26.04 31.12 26.09 32.09 4 SE4 Master Mechanic - Golf 25.32 31.59 3 26.12 33.64 26.09 32.09 4 AVE 25.45 31.25 SE5 Equipment Operator Transfer Station 28.37 35.06 5 26.01 30.77 28.70 35.30 5 SE5 Master Mechanic - DPW 28.37 35.06 8 27.42 33.68 28.70 35.30 5 SE5 WTO Cross Connection Surveyor & Tester 28.37 35.06 1 24.98 29.86 28.70 35.30 5 AVE 26.14 31.43 Library Union - SEIU SEIU - LIBRARY FY21 PROPOSED PAY PLAN Human Resources Services, Inc $19.80 Starting Hourly Wage 3 Percent between Steps 1,820 Hours Per Year (35 hr week) % Between Grades Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 1 $19.80 $20.39 $21.00 $21.63 $22.28 $22.95 $23.64 $24.35 $25.08 $25.83 35 hr wk $36,036.00 $37,109.80 $38,220.00 $39,366.60 $40,549.60 $41,769.00 $43,024.80 $44,317.00 $45,645.60 $47,010.60 8 2 $21.38 $22.02 $22.68 $23.36 $24.06 $24.78 $25.52 $26.29 $27.08 $27.89 35 hr wk $38,911.60 $40,076.40 $41,277.60 $42,515.20 $43,789.20 $45,099.60 $46,446.40 $47,847.80 $49,285.60 $50,759.80 9 3 $23.30 $24.00 $24.72 $25.46 $26.22 $27.01 $27.82 $28.65 $29.51 $30.40 35 hr wk $42,406.00 $43,680.00 $44,990.40 $46,337.20 $47,720.40 $49,158.20 $50,632.40 $52,143.00 $53,708.20 $55,328.00 9 4 $25.40 $26.16 $26.94 $27.75 $28.58 $29.44 $30.32 $31.23 $32.17 $33.14 35 hr wk $46,228.00 $47,611.20 $49,030.80 $50,505.00 $52,015.60 $53,580.80 $55,182.40 $56,838.60 $58,549.40 $60,314.80 9 5 $27.69 $28.52 $29.38 $30.26 $31.17 $32.11 $33.07 $34.06 $35.08 $36.13 35 hr wk $50,395.80 $51,906.40 $53,471.60 $55,073.20 $56,729.40 $58,440.20 $60,187.40 $61,989.20 $63,845.60 $65,756.60 5 6 $29.07 $29.94 $30.84 $31.77 $32.72 $33.70 $34.71 $35.75 $36.82 $37.92 35 hr wk $52,907.40 $54,490.80 $56,128.80 $57,821.40 $59,550.40 $61,334.00 $63,172.20 $65,065.00 $67,012.40 $69,014.40 Human Resources Services, Inc. BREWSTER, MA CLASSIFICATION PLAN SEIU - LIBRARY FY21 PROPOSED GRADES L1 Library Assistant Library Associate Library Custodian L2 Library Volunteeer Coordinator L3 Assistant Circulation Manager Assistant Reference Librarian L4 Assistant Youth Services Librarian L5 Adult Services Librarian/Reference Librarian Circulation Manager L6 Assistant Director/Youth Services Librarian Comparison of Current to Market to Proposed Human Resources Services, Inc. SEIU - LIBRARY Brewster Brewster Data Points Comps Comps Comps Comps Proposed Hrly Pay Proposed POSITION TITLE FY21 Min FY21 Max Max Average Min Average Max 75th percentile Min 75th percentile Max FY21 Min FY21 Max Pay Grade 3 Library Assistant 18.45 23.98 9 20.08 25.56 21.49 27.19 19.80 25.83 1 3 Library Associate 18.45 23.98 4 21.32 26.88 21.58 29.06 19.80 25.83 1 3 Library Custodian 18.45 23.98 4 19.19 24.06 20.65 24.62 19.80 25.83 1 AVE 20.19 25.50 21.24 26.96 3 Library Volunteer Coordinator 18.45 23.98 limited data 21.38 27.89 2 4 Assistant Circulation Manager 21.02 27.36 3 19.79 25.46 21.55 28.79 23.30 30.40 3 4 Assistant Reference Librarian 21.02 27.36 0 23.30 30.40 3 5 Assistant Youth Services Librarian 24.82 32.25 5 27.03 31.92 27.77 33.20 25.40 33.14 4 5 Adult Services Librarian/Reference Librarian 24.82 32.25 11 27.47 35.47 29.87 38.14 27.69 36.13 5 5 Circulation Manager 24.82 32.25 5 27.49 36.19 29.59 38.33 27.69 36.13 5 AVE 27.48 35.83 29.73 38.24 6 Assistant Director/Youth Services Librarian 27.82 35.73 8 29.50 37.28 30.92 38.48 29.07 37.92 6 MEPA - Gender Analysis 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 GradeMedian Average Grade 0 5 10 15 20 25 30 35 USDMedian Average Pay 0 5 10 15 20 25 30 35 HoursMedian Average Hours per Week 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 Percent of GenderMedian Percent FLSA Gender Female Male Month, Day, Year of Average DOH August 26, 2012 February 19, 2010 Average DOH 0 5 10 15 20 25 30 35 40 45 50 55 60 EmployeesEmployees Gender Comparison Charts Brewster, Massachusetts April 2021 Human Resources Services, Inc. Page 1 Grade Count Comparisons Page 2 Grade 1 2 3 4 5 6 7 1 15 18 8 5 3 5 6 1 6 9 16 7 1 1 2 3 4 5 6 7 0 2 4 6 8 10 12 14 16 18 20 Male Female Grade Count Comparisons Page 3 1 2 3 4 5 6 7 0 2 4 6 8 10 12 14 16 18 20 Bars and Trend Line 1 2 3 4 5 6 7 0 2 4 6 8 10 12 14 16 18 20 Trend Line Only Male Female Page 4 $0.00 $10.00 $20.00 $30.00 $40.00 $50.00 $60.00 $70.00 $80.00 $90.00 Brewster Employees Pay Colorcoded by gender 1. Fire Chief 2. Town Admin. 3. Police Chief Administrators Library Town of Brewster Vision Plan • 2018 BREWSTER’S 2018 VISION PLAN How the Community’s Vision for the Future is Taking Shape Prepared by the Brewster Vision Planning Committee June, 2021 INTRODUCTION Brewster’s Vision Plan is the expression of community preferences for the Town’s social, physical, and economic evolution. Approved by the Select Board in July 2018, the Plan provides a vision for the future and includes goals and actions to guide decision making of Town government, community organizations, and citizens. The Vision Planning Committee was established by the Select Board in late 2019 to “foster public outreach and communication around the implementation of the 2018 Vision Plan and work with Town staff and the community to develop a Local Comprehensive Plan (LCP) based on the Vision Plan goals.” This is the first Annual Report to the community on Vision Plan implementation. THE VISION PLAN Over 18 months in 2017 and 2018, Brewster residents engaged in a series of workshops and a public survey to identify key issues facing the community, goals for the future, and actions to achieve the goals. These activities were designed to identify community values and build consensus around priorities. Through this process, the community identified eight key issues facing Brewster which became the ‘building blocks’ for the Vision Plan: community character, open space, hous- ing, local economy, coastal management, water resources, governance, and community infrastructure. For each of these building blocks, the Plan identifies a goal with related purpos- es and actions to achieve the purpose. In many cases, actions on one building block will help advance the goals of other building blocks. This first Annual Report is structured around the building blocks, reporting on actions that have been taken or are underway to achieve Vision Plan goals. It draws on over 50 interviews with Town boards, committees, and depart- ments and with not-for-profit organizations and businesses in town, all selected because of their role in implementing elements of the Vision Plan. IMPLEMENTING THE VISION PLAN Vision Plan implementation has faced challenges and change, including a financial management crisis that forced the Town to freeze spending and programming; a change in leadership with a new Town Administrator and a new approach to strategy and operations; and finally the effects of the COVID pandemic on every facet of community life and Town operations. Despite these conditions, there has been surprising progress in implementing the Vision Plan. Those interviewed credit dedicated staff and volunteers, the commitment and character of citizens, and the leadership of the Town administration. The Select Board now uses the Vision Plan framework to guide its two-year strategic planning. Many felt that the Vision Plan rein- forces their charge and direction, a fortunate alignment of citizens’ priorities with the direction of Town government and community organizations. At the same time, the interviews revealed many barriers to implemen- tation. Not surprisingly, a major barrier has been the COVID pandemic which closed facilities, prevented face to face contacts, and slowed the pace of operations. In addition, the current zoning and permitting process are constraints to many of the innovative development ideas expressed in the Vision Plan and to growing small, local businesses. Others identified small staff and reliance on volunteers as a constraint on their capacity to undertake new programs. Similarly, the lack of facilities has constrained programming, particularly for youth and older residents. Finally, the rising cost of land represents a serious brake on the acquisition of land for housing and open space in Town. NEXT STEPS While this Report documents the many actions that have been taken or are underway, much more remains to be done to achieve the goals in the Vision Plan. Some actions have been started but need more time for completion, others remain to be started, and still others require further design to adapt to evolving conditions in Town, including climate change. The community, and particularly Town government, will have to remain focused on the Vision Plan goals if its real impact is to be achieved. The Town is starting the development of a Local Comprehensive Plan (LCP) following the guidelines of the Cape Cod Commission. The LCP will be built on the framework of the Vision Plan, and it will further detail actions to achieve those goals. Particularly related to Brewster’s physical development, the LCP will provide guidance for regulatory change and further housing and open space development. Once certified by the Cape Cod Commission, the LCP also will provide access to resources and technical assistance from the Commission. Work on the LCP will begin in the fall of 2021. THE VISION PLANNING COMMITTEE The Vision Planning Committee was appointed by the Select Board in December 2019, but its start was delayed because of COVID. Current members of the committee include Hal Minis (chair), Sharon Tennstedt (vice chair), Amanda Bebrin, Andi Genser, Patricia Hess, Garran Peterson, Fran Schofield, and Paul Wallace. Ryan Bennett, Town Planner, assists the Committee. Previous members include Kari Hoffmann and Sue Searles. Support is provided by the Planning Department. COMMUNITY CHARACTER Purpose 1: Provide social opportunities and services for all • Town Meeting approved a feasibility study for a community center (need, site options, programming), but start-up delayed by COVID. • “Age friendliness” is part of decision making (Council of Aging-COA). • Intergenerational lunches and ice cream socials have been held (COA). • Farmers market was started as a community-wide event (Brewster Historical Society-BHS). Purpose 2: Maintain the Town’s historic heritage and style • Town Planning Board (PB) considers how proposals fit Brewster’s community character. • Conservation properties with scenic value are managed for scenic vistas and rural character (Brewster Conservation Trust-BCT). • Trails have been expanded for varying population needs (BCT). • Inn keepers maintain historic properties to contribute to Town character (Chamber of Commerce-CoC). • 300 houses were documented as “Historic Houses” to help homeowners preserve historic structures (Brewster Historic Commission-BHC). •BHC worked with Ocean Edge to save Nickerson House on the original Rte. 6A property. •A display of historic East Brewster was mounted at the Brewster Ladies Library; articles on historic Brewster have been published in the Cape Codder (BHC). •Tours of Main Street historic houses, area farms and cemeteries were created (BHS). • Virtual tours of historic properties were created for schools and the website (BHS). Purpose 3: Maintain the Town’s small-town feel and scale through appropriate development • Town Meeting approved an accessory dwelling unit by-law, expanding housing opportunities without impacting community character (PB). WATER RESOURCES Purpose 1: Protect Town wellfields by expanding open space acquisition and other measures • Between 2018-2020, 13 parcels totaling 113 acres within Zone II drinking water supply areas have been protected (Open Space Committee-OSC & BCT). • “Drink Brewster Tap” campaign was developed and hydrations stations installed at Town offices and recreation facilities to decrease use of plastic bottles. Purpose 2: Improve pond water quality through public education, regulation and mitigation activities • Weed harvesting was conducted at Walkers Pond (Brewster Ponds Coalition-BPC & Department of Natural Resources-DNR). • Sediment analysis was studied at Walkers Pond to better understand poor water quality (DNR). • Permitting criteria was developed for rain gardens (Conservation Commission-CC). • Upper Mill Pond was treated with allum (DNR). • Brewster Ponds Overview was published (BPC). Purpose 3: Protect water quality of marine watersheds •Fertilizer use at Captains Golf Course was monitored and reduced to mitigate nitrogen loading to Pleasant Bay. • State DEP Watershed Permit was obtained for Pleasant Bay (Pleasant Bay Alliance-PBA, Town Planner, & DNR). • State Grant was obtained for alternatives analyses in the Pleasant Bay watershed management plans for Orleans, Brewster, Harwich and Chatham (Pleasant Bay Alliance-PBA). OPEN SPACE Purpose 1: Improve public access to and expand the use of recreational areas • Parking capacity at Crosby landing was expanded (Department of Public Works-DPW). •CCRT extension to Linnell Landing is at final design; funding not yet identified (DNR). • New public trails were opened at Bakers Pond and No Bottom Pond (DNR & BCT). • A new version of the Guide to Brewster Walking Trails was distributed (DNR & BCT). • Land purchases at Long Pond Woodlands and McGuerty Road offer future trail networks (Town). • State Oliver/GIS system has been used to identify areas of high environmental sensitivity- habitat and drinking water supply (Town & BCT). • Update of the Drummer Boy Park Master Plan is underway (DNR). •Update of the Open Space and Recreation Plan is underway (OSC & DNR). • ‘Walking Wednesday’ series were started to familiarize people with Brewster trails (BCT). •Eddy School classes use Vernal Pool trail for science study (Eddy School & BCT). Purpose 2: Prioritize environmentally sensitive areas for preservation • Between 2018-2020, 13 parcels totaling 113 acres within the drinking water supply areas (Zone II) have been protected (Town & BCT). •Areas of highest priority for natural resource protection (habitat and drinking water supply) and housing have been mapped, with Brewster as a pilot community (Association to Preserve Cape Cod-APCC & Housing Assistance Corporation-HAC). •Funding partnerships for acquisitions have included Community Preservation Committee (CPC), State grants, individual donations, foundations, and conservation tax credits (Town & BCT). • Brewster Water Department (BWD) created funding within its tariff structure for land protection in the drinking water supply areas. •Identification of encroachments and redress actions on conservation lands has been increased (Town & BCT). • Trail marking, signage, and stewardship of conservation lands has been increased (DNR & BCT). Purpose 3: Maintain open space through density and development standards • Coastal Management Plan identifies need to reduce coastal threats through zoning and other regulations. • Application of Natural Resource Protection Bylaw made acquisition of Long Pond Woodlands affordable for conservation. HOUSING Purpose 1: Promote Housing Choices to allow families to live, work, prosper. • CPC funded Housing Coordinator position. • Town Meeting adopted (2018) an Accessory Dwelling Unit (ADU) bylaw; 20 units (both ADU and “in-law”) approved as of 2021. • Municipal Affordable Housing Trust was established in 2018. •Millstone Road housing development feasibility study is in progress. • Home ownership buy-down assistance program was established in 2018; Rental & Home Repair assistance program funding through CPC and HAC; $250,000 in short-term rental tax funds to Housing Trust. • Education forums for the public are on-going through BHP, CPC, HAC, CDP, AHT, and include annual Housing Institute. • CPC supported housing projects, including Paul Hush Way, Brewster Woods, Red Top Road, Veteran’s Housing. Purpose 2: Provide opportunities for an aging population •Former Wingate property is being redeveloped as Serenity Brewster, with 131 units of 55+ Senior Housing and 20% deed restricted affordable, as a public/private partnership (no public funds, but local guidance and permitting support). Purpose 3: Address housing needs of year-round and seasonal workforce • Ocean Edge workforce housing was developed as a public/private partnership. COASTAL MANAGEMENT Purpose 1: Protect Coastal Resources • The Natural Resources Advisory Commission was formed in 2020 to implement Coastal Resources Management Plan (SB). • The Town partnered on a Cape Cod Commission and State EEA grant to develop a model coastal resiliency bylaw (Town Planner). • Partnerships with non-profits on coastal resiliency demonstration projects include Crosby Landing culvert replacement (DNR & DPW); Pleasant Bay Watershed Permit for nitrogen mitigation and watershed restoration (PBA, Town Planner, DNR, & Health Agent) • Stormwater Management zoning bylaw, consistent with State MS4 permit requirements, will be presented at Fall 2021Town Meeting (PB & Town Planner). Purpose 2: Maintain and expand public access for all through public consen- sus and explore alternative modes of transportation and access points •CCRT extension to Linnell Landing is at final design; funding not yet identified (DNR & PB). Purpose 3: Adapt to Climate Change • Model Coastal Resiliency bylaw, including zoning amendments to minimize development scale, is under development with assistance from the Cape Cod Commission (Town Planner, PB, & CC). • Town has obtained grant funds (MVP, Hazard Mitigation, Model Resiliency Bylaw, etc.) to further climate adaptation efforts (TA, Town Planner, & DNR). • NRAC has been tasked with viewing all actions through a Climate Change lens. LOCAL ECONOMY Purpose 1: Build a “green” economy based on the town’s natural beauty and resources • Brewster was designated a “Green Community” (Town). •New Cultural Trail was introduced in April 2021 to highlight cultural amenities of Brewster (CoC). • Recycling has been actively promoted to all summer rentals (CoC). • Brewster businesses, departments, non-profits and committees collaborated to promote Brewster in Bloom, Conservation Day, Beach Clean-up and Brewster for the Holidays (CoC). • Two solar panel arrays have been installed at the Captain’s Golf Course (Town & PB). • Importance of the local marine economy, particularly the shellfish grants at Ellis and Mant’s Landings, was communicated as part of the “Blue Economy” (Town & DNR). Purpose 2: Foster small businesses compatible with the town’s character and promote year-round employment • “Small Business Saturday” was promoted with small businesses (CoC). • Small businesses were supported to lengthen their season from early spring through autumn (CoC). •Town worked to help Ocean Edge stay open year-round (Town & Ocean Edge). •Work was started on an on-line permitting platform to improve timeliness of issuance and for a guide to “Doing Business in Brewster” (Town). GOVERNANCE Purpose 1: Expand and improve communication to citizens about Town plans and activities. • Town Meeting approved the Town Charter (SB, Town Administration-TA). • A new user-friendly Town website was developed; rollout is expected soon. (TA, IT Director, & COA Director). • Announcements about Town affairs are now cross-posted on the Town website through social media (TA, IT Director, & Channel 18). •PBGTV and LCTV programming for older residents was increased (COA). •A new “Citizens Forum” was added to many Town Committee’s standing meeting agendas. •Select Board’s improved communications policies include “Public Engagement Policy” (2019), “Responding to Public Comment Policy” (2019), and “Rules of Order Policy” (2020). • Town and CoC have enhanced communication with business owners and customer service (TA & CoC). Purpose 2: Expand the volunteer base to increase the use of citizen expertise and build diversity in decision-making. •COA Volunteer Coordinator program has been expanded (COA). •“Serve Your Community” form is used for open volunteer positions (TA & Town Clerk). •“Citizens Leadership Academy” is in planning stages (TA). Purpose 3: Strengthen the customer service approach to Town services. • Customer service training is provided to staff. The Town Administrator holds quarterly meetings with staff; monthly meetings with Department Heads. • Town Hall “Greeter” position was created during summer of 2019 (TA). •E-permitting for building, health and planning departments is soon to launch. (TA, IT Director, & Dept. Heads). COMMUNITY INFRASTRUCTURE Purpose 1: Create a community center to house activities and interaction for people of all ages • Town Meeting approved feasibility study for a community center (need, site options, programming) but start up delayed by COVID. • Town Meeting approved a feasibility study of school consolidation; Request for Proposals has been issued for a consultant (TA). Purpose 2: Expand bike and pedestrian trails and paths for recreation and transport throughout town •Complete Streets approach was adopted; public outreach to determine priorities will start in Fall 2021 (SB). •Re-paving of Rte. 137 between Rte. 6A and Rte. 124 was designed according to Complete Streets guidelines [sidewalk, bike access] (DPW). • Extension of the CC Rail Trail from Nickerson State Park to Linnell Landing is at 75% design, but funding is not yet identified (DNR). • Flashing lights were installed on CC Rail Trial crossings (DPW & Bikeways Committee-BC). • Bike safety cards are being distributed at Town Information Center (CoC & BC). • Bike safety information is provided on website and in Best of Brewster magazine (CoC). • Mapping bike routes across town has started (BC & CoC). • Brewster Bike Day was held with bike rodeo and bike education activities (BC & Recreation Dept-RD). • Resurfacing the gravel path between Stony Brook and Eddy Schools is under study (DPW & BC). • Outdoor Club at Eddy School held bike ride of the CC Rail Trail (RD). Purpose 3: Provide active recreation opportunities and facilities, including those for youth • Eddy School gym has been used for senior activities (COA & RD). • Town 5-Year Capital Plan includes expanded recreation facilities such as playground and ADA access at Freeman’s Way ballfields (RD). •Update of the Drummer Boy Master Plan is underway (DNR). • RD uses were examined to determine summer camp and other programming needs. ACTIONS BY BUILDING BLOCK Brewster’s Vision Plan HOW THE COMMUNITY’S VISION FOR THE FUTURE IS TAKING SHAPE! Brewster Select Board August 9, 2021 Presented by: Hal Minis, Chair, Brewster Vision Planning Committee Background The Vision Plan •Adopted in 2018 •Expression of community preferences for the Town’s social, physical and economic development •Structured around eight building blocks Brewster Vision Planning Committee •Charge: Foster public outreach around the implementation of the Vision Plan and work with Town staff and the Community to develop a Local Comprehensive Plan (LCP) based on the Vision Plan goals How the Community’s Vision for the Future is Taking Shape First Report on Implementation Progress •Based on 50 individual and group stakeholder interviews •Structured around Vision Plan Building Blocks, goals and purposes •Presented as a simple, widely distributed handout Findings Substantial progress in implementing the Vision Plan •Nearly 100 actions taken since Vision Plan approval Challenges Overcome •A financial management crisis •Change in leadership of Town Administration •Covid pandemic •COVID •Current zoning and permitting processes •Small staff and reliance on volunteers •Lack of adequate facilities for youth and senior programming •Cost of land is brake on acquisition for housing and open space •Dedicated staff and volunteers •Commitment and character of citizens •Leadership of Town Administration •Vision Plan framework used for Select Board planning •Vision Plan reinforces direction of departments and organizations Vision Plan Implementation Reasons for Success Barriers Where to get the Vision Plan Report Town Hall, Brewster Ladies Library, Council of Aging Through Many Local Organizations’ E-mail Blasts On-line Town Website September Special Town Meeting September COA Newsletter Continue monitoring Vision Plan Implementation Next Steps for the Vision Planning Committee Continue development of Local Comprehensive Plan The Local Comprehensive Plan will provide•Use Vision Plan as framework •Follow Cape Cod Commission guidelines •Provide opportunities for public engagement and input •Living document where Town’s capital, open space, housing and natural resource plans are coordinated •Detailed action plan to guide Town’s physical development and capital investments •Access to resources and technical assistance through CCC certification 1. 2. 3. Thank You Office of: Planning Department Ryan Bennett Town Planner PRESS ADVISORY For Immediate Release August 9, 2021 BREWSTER VISION PLANNING COMMITTEE RELEASES FIRST PROGRESS REPORT TO COMMUNITY Report Identifies Progress, Challenges, and Next Steps for Brewster’s Vision Plan BREWSTER, Mass. – The Brewster Select Board announced the release of the first progress report of the Brewster Vision Planning Committee (BVPC) to the community. Entitled Brewster’s Vision Plan: How the Community’s Vision for the Future is Taking Shape, the report summarizes progress, challenges, and next steps in implementing Brewster’s Vision Plan of 2018, which coalesced citizen goals for the community, forming the framework for future planning and development of the town’s forthcoming local comprehensive plan (LCP). The report is available in paper copies at Brewster Town Hall, Brewster Ladies Library, and the Council on Aging. It is also available electronically on the Town website (brewster-ma.gov/) and will be distributed electronically via several organizations’ newsletters. Based on more than 50 interviews with Town committees, departments, staff, business, and nonprofit representatives conducted by committee members, the BVPC’s report describes progress, impediments, and next steps for the Town’s Vision Plan. Adopted by the Brewster Select Board in 2018 after a two-year citizen engagement and planning process, the Vision Plan describes community preferences for Brewster’s social, physical, and economic evolution to guide decision-making, identifying eight key issues which form the “building blocks” for future municipal planning including: 1) community character; 2) open space; 3) housing; 4) local economy; 5) coastal management; 6) water resources; 7) governance; and 8) community infrastructure. The Brewster Select Board’s recent resolution directing all town personnel and boards to consider climate change in all municipal planning, purchasing and facility development decisions also informed the interview process. In its first progress report, the BVPC describes community challenges and progress since 2018 in realizing goals of its Vision Plan. Challenges included a municipal financial management crisis, change in administrative leadership, and, of course, the COVID pandemic. In addition, existing zoning and permitting processes were cited as impediments to implementing many innovative community ideas for housing, land use, and small, local business development. A shortage of municipal staff, scarcity of volunteers, lack of facilities, and the rising cost of land were cited as major challenges to progress as well. Despite these conditions, the reporting process documented significant progress, with many Town departments, nonprofits, and local businesses stating the Vision Plan of 2018 reinforced their charges, direction, and alignment with citizens’ priorities. The Town Select Board, for example, now uses the Vision Plan framework to guide its two-year strategic planning work to inform organizational goal setting and prioritization of resources. At the same time, municipal and nonprofit land acquisition for conservation, coastal resource protection, open space, recreation, and community character purposes has also continued at a steady pace. In total, the report identifies over 100 action items achieved by key stakeholders since the Vision Plan was adopted. Those interviewed credit dedicated staff and volunteers, citizen commitment, and Town administration leadership with achieving these successes. With a charge to “foster public outreach and communication around the implementation of the 2018 Vision Plan and work with Town staff and the community to develop a Local Comprehensive Plan (LCP),” the BVPC will undertake further public engagement efforts in coming months. These will include community workshops, forums, and meetings to detail how ongoing citizen visioning and municipal planning work will inform Brewster’s new LCP, ultimately enabling Town access to financial resources and technical assistance once the plan is certified by the Cape Cod Commission. Work on the LCP will begin in the fall of 2021. Town of Brewster 2198 Main Street Brewster, Massachusetts 02631 (508) 896-3701 x1133 brewplan@brewster-ma.gov Appointed by the Brewster Select Board, BVPC members include Hal Minis (chair), Sharon Tennstedt (vice chair), Amanda Bebrin, Andi Genser, Patricia Hess, Garran Peterson, Fran Schofield, and Paul Wallace. Brewster Town Planner Ryan Bennett and municipal consultants facilitate the work of the committee. Previous BVCP members include Kari Hoffmann and Sue Searles. For more information about the BVPC’s first Vision Plan Report or next steps in the Brewster Vision Committee Planning process, visit the Committee’s webpage at https://www.brewster-ma.gov/committees-mainmenu-29/brewster-vision-planning- committee or contact the Brewster Planning Department at brewplan@brewster-ma.gov. TOWN OF BREWSTER - BREWSTER CONSERVATION TRUST GIFT AGREEMENT This Gift Agreement is entered into this ___ day of ______, 2021, by and between the Town of Brewster, a Massachusetts municipal corporation acting by and through its Select Board, with an address located at 2198 Main St., Brewster, MA 02631 (the “Town”), and the Brewster Conservation Trust (BCT), a Massachusetts non-profit organization acting by and through its Board of Trustees and President with an address located at 36 Red Top Rd., Brewster, MA 02631 (the “Trust”). WHEREAS, the Town has been awarded a $50,000 grant from the Commonwealth of Massachusetts, through its “MassTrails Grant Program” (the “Grant”) for the design and engineering of an elevated boardwalk extending from Drummer Boy Park, Brewster, MA to Wings Island, Brewster, MA, approximately as shown in the plan attached hereto as Exhibit A (the “Project”); and WHEREAS, BCT has received a gift pledge from an anonymous donor (the “Donor”) in the total amount of $1,030,000 (the “Gift Funds”) to assist the Town with the Project; and WHEREAS, the acceptance and expenditure of the gift funds in connection with the Project shall be subject to the provisions of G.L. c.44, §53A; and WHEREAS, contingent upon the Town’s receipt of said Grant, BCT will donate the gift funds to the Town and the Town will accept and expend said grant of funds consistent with the terms of this Agreement. NOW, THEREFORE, the Town and the Trust agree as follows. 1.Upon receipt of the Gift Funds from the Donor, the Trust will provide the Town’s Treasurer, with a total sum of $1,030,000 to fund the design, permitting, and construction costs associated with the Project. The Trust shall provide the Gift Funds in installments as received from the Donor, with an initial installment of $30,000 expected to be made upon formal award by the Town of the Grant and approval by Town Meeting of the $50,000 balance needed for the first phase of work, to be expended by the Town for design and engineering of the project. It is further expected that the balance of the Gift Fund installments will be provided over two years during the construction phase of the Project in two installments, one each year of $500,000 each, contingent upon the Town securing additional funds needed to complete construction. For the avoidance of doubt, the Trust’s sole obligation under this Agreement is to remit Gift Fund monies to the Town when and as received from the Donor and, should the Donor fail in any respect to provide to the Trust any portion of the Gift Funds timely or in full, the Trust shall have no liability whatsoever with respect to such failure and no obligation to assert or prosecute any claim against Donor on account of such failure. All Gift Fund monies shall be deposited by the Treasurer in an interest-bearing account (“Gift Account”) and expended at the direction of the Select Board, consistent with and subject to the terms described herein. 2.The Treasurer of the Town shall hold the Gift Account funds in the Gift Account, to be expended by the Town Administrator or designee, upon approval of the Select Board, without further appropriation pursuant to G.L. c. 44, §53A for the purposes of: (1) assessment, design, permitting of the Project; (2) professional services and construction costs associated with the Project; and (3) such other planning related studies and/or expenses determined to be appropriate or required by the Town or its officials in relation to the Project. Permissible use of the Gift Account funds shall include but not be limited to the hiring and payment of designers, engineers, consultants, contractors, and subcontractors as deemed necessary by the Town to undertake the Project. 3.In consideration of this grant of funds, and at the direction of the Trust the Town shall name the boardwalk to be built through the Project in honor of a person to be named prior to the commencement of construction. The Town will maintain signage at each end of the boardwalk reflecting said name, which signage shall be no more than 24 inches by 24 inches, unless other dimensions are required by a state agency or local regulatory commission, with remaining details to be determined before project construction commences. a.Neither the Trust nor the Donor shall have rights to rename or amend the name of the boardwalk once the Project is complete and signs have been ordered, however, the Donor may, upon written request to and approval by the Select Board, amend the name of the boardwalk after the execution of this Agreement and until such time as the Town orders signs for the boardwalk. b.In no event shall the boardwalk be renamed within 30 years of the completion of the Project. On and after the thirtieth anniversary of such completion, should the boardwalk need substantial repairs or to be rebuilt, for any reason, the Donor, the Donor’s estate, or the Donor’s Family Foundation shall be granted the right of first refusal to donate sufficient funds in a timely manner as may be needed to cover the costs associated with such repairs and may therefore retain such naming rights. If the Donor does not exercise this right of refusal, the Town may rename the boardwalk pursuant to the terms of any future donations, grants and/or gift agreements for such purposes. The Town shall utilize any and all available insurance proceeds prior to seeking or receiving any such grants and donations. The Town will make all reasonable efforts not to rename the boardwalk pursuant to the terms of this section 3(b). c.Should the Donor or the person for whom the boardwalk is named be convicted of a felony by a court of competent jurisdiction, the Town reserves the right to rename the boardwalk. The Town may also rename the boardwalk if the Donor or the person for whom the boardwalk is named are credibly accused of crimes of moral turpitude, which determination shall be made at the sole discretion of the Select Board. 4.Once all outstanding costs and fees detailed above have been fully paid in relation to the Project, any remaining Gift Account funds shall be returned to BCT, at which time the Gift Account shall be closed. 5.Any interest accrued under the Gift Account shall be used for any purpose allowed under this Agreement. 6.Any report, design, plan or advice generated with Gift Account funds shall be for the sole benefit of the Town, by and through its Select Board, shall be the property of the Town, and shall not be disclosed or shared except as required by the Public Records Law, and any other applicable provisions of state or federal law. 7.It is hereby acknowledged that the Town shall have the right, but not the obligation, to use the Gift Account funds, including any accrued interest, obtained hereunder for the stated purpose and that the Town shall not be deemed to have waived its right to use the funds or be deemed guilty of laches if the Town delays in using the funds. 8.In further consideration of this grant of funds, the Town shall convey to the Trust a conservation restriction in the property known as Wings Island, as further described as the deed recorded in the Barnstable County Registry of Deeds Book 1123, Page 170, said grant of restriction to be subject to approval by vote of Town Meeting and, as necessary, the Massachusetts state legislature, and approval of the terms and conditions of such conservation restriction by the Select Board. 9.This Agreement is intended to govern how the Gift Account funds may be used and is not intended to be construed as obligating the Town to take any particular action except with respect to the naming of the boardwalk, as set forth in section 3. 10.This Agreement shall be binding on and inure to the benefit of the parties; the benefits hereof may not be transferred or assigned without prior written consent of the parties. 11.This Agreement shall be governed by and construed in accordance with the law of the Commonwealth of Massachusetts, without regard to conflict of laws principles. 12.If any term or condition of this Agreement or any application thereof shall to any extent be held invalid, illegal or unenforceable by the court of competent jurisdiction, the validity, legality, and enforceability of the remaining terms and conditions of this Agreement shall not be deemed affected thereby unless one or both parties would be substantially or materially prejudiced. 13.This Agreement, including all documents incorporated herein by reference, constitutes the entire integrated agreement between the parties with respect to the matters described. This Agreement supersedes all prior agreements, negotiations and representations, either written or oral, and it shall not be modified or amended except by a written document executed by the parties hereto. Brewster Select Board Brewster Conservation Trust, for the Board of Trustees _________________________ _________________________ President _________________________ _________________________ _________________________ _________________________ 725365.3/BREW/0001 COMMONWEALTH OF MASSACHUSETTS · EXECUTIVE OFFICE OF ENERGY & ENVIRONMENTAL AFFAIRS Department of Conservation and Recreation 251 Causeway Street, Suite 600 Boston MA 02114-2119 617-626-1250 617-626-1351 Fax www.mass.gov/orgs/department-of-conservation-recreation Charles D. Baker Governor Karyn E. Polito Lt. Governor Kathleen A. Theoharides, Secretary, Executive Office of Energy & Environmental Affairs Jim Montgomery, Commissioner Department of Conservation & Recreation June 1, 2021 Christopher Miller Department of Natural Resources Town of Brewster 1657 Main Street Brewster, MA 02631 Dear Mr. Miller: Thank you for your application for the Wing Island Boardwalk Design/Permitting under the 2021 MassTrails Grant Program. I am pleased to inform you that your project has been recommended in the amount of $50,000 by the Governor’s Office to receive grant funding. Your project will receive an award through our federal Recreational Trails Program funding. Congratulations! This letter serves as your official grant award notice. DCR will be reaching out to you to begin your grant contract paperwork. All federally-funded projects will have approximately 24 months to be completed, depending on when the contract is signed. Please keep in mind that any project costs (or match) incurred prior to the date that your contract is signed will not be eligible for grant reimbursement. If you have any questions or would like to notify DCR of any changes to your grant project, please contact Amanda Lewis, MassTrails Program Manager, at 617-645-8314 or amanda.lewis@mass.gov. Thank you for your commitment towards the enhancement of trails and trail access in your community. Sincerely, Amanda Lewis MassTrails Program Manager Department of Conservation and Recreation Archive d: Friday, August 6, 2021 3:19:17 PM From: Peter Lombardi Se nt: Fri, 6 Aug 2021 14:01:45 To: Peter Lombardi Subje ct: FW: MassTrails_Grant_application Se ns itivity: Normal Peter Lombardi Town Administrator Town of Brewster 508-896-3701 x. 1128 Beginning July 6th, Brewster Town Offices will be open to the public on Tuesdays, Wednesdays, and Thursdays from 8:30 to 4:00pm. Beach and Recycle Permits are not available in person but can be purchased online or through our mail-in program. For the latest updates on Town services, please visit www.brewster- ma.gov. From: MassTrai l s [mailto:noreply+71033fad0c3865cf@formstack.com] Sent: Monday, Fe bruary 1, 2021 3:22 PM To: Chri s Miller <cmi l l e r@brewster-ma.gov> Subject: MassTrai l s_Grant_application Formstack Logo F o rmstack Submission F or: MassTrails_Grant_applica tion Submitted at 02/01/21 3:21 PM Se ction I: Applicant Information 1.1 Organization:Town of Brewster 1.2 Contact Name :Christopher Miller 1.3 Contact Phone :(508) 896-4546 1.4 Contact Email:cmiller@brewster-ma.gov 1.5 M ailing Addre s s : Brewster DNR 1657 BREWSTER, MA 02631 1.6 Has this e ntity re ce ive d s tate trail grant funding in pre vious ye ars (i..e : M as s Trails , Re cre ational Trails Program Grants )?: Yes 1.7 If ye s , ple as e indicate the funding source , proje ct name (s ) and ye ar(s ) awarde d.: Wing’s Island Trail Restoration RTP grant, 2008 Drummer Boy Park Trail Enhancement, RTP grant, 2018 Se ction II: Proje ct Information 2.1 Proje ct Title :Wing Island Boardwalk Design/Permitting 2.2 M unicipality(s ) whe re the proje ct will take place :Brewster 2.3 Brie f Proje ct De s cription: Design, public outreach and permitting of improved access to the 27 acre Wing's Island and coastal beach. The goal is to provide resilient and accessible access to Wing's Island, interconnect existing public trails segments, and provide a fully ADA compliant pathway to complement recent work at Drummer Boy Park. 2.4 Total Proje ct Value :143508.64 2.5 Grant Amount Re que s te d:97495.00 2.6 M atching Amount Committe d :46013.64 2.7 What is the primary activity of the proje ct?:Design / Engineering / Permitting 2.8 What type of trail will this proje ct build?: Other: shared use accessible and pedestrian. ADA accessible path leading from a town park, across a salt marsh, to a coastal island and beach. The portions of the path across the marsh are anticipated to be a pile supported boardwalk. 2.9 What us e r group will this trail/pathway s e rve /allow? Che ck all that apply. : Walkers Runners Hikers Other: Cape Cod Museum of Natural History uses path to run educational and natural history programs. Since 1987 the Cape Cod Museum of Natural History’s scientists and their associates have investigated how the Native Peoples, and then the early English settlers adapted to this changing coastal landscape. Annually over 5,000 students from schools across Cape Cod participate in its school and summer programs, where they learn about ecology and the rich history of this region. The project will provide important links between existing trail segments for use by the general public. The walkway will also facilitate access by Brewster’s senior population, over 37% of the resident population, who currently are not able to easily appreciate the walk over the marsh and the resources of Wing's Island because of the condition of the existing marsh plank walkway, and tidal limitations due to flooding of the path around high tide. 2.10 Brie fly de s cribe the proje ct site /location.: This project is in Brewster, a coastal town on Cape Cod. The proposed ADA compliant path will start at the public Drummer Boy Park path, lead across the adjacent (to the east) Cedar Ridge Reserve, a Brewster conservation commission parcel, then northward to the edge of the town owned salt marsh between Paines Creek and Quivett Creek. At this point a raised boardwalk will lead north and east to the same footprint as the existing marsh plank path. The boardwalk will have a leg heading south to the existing town easement adjacent to the Cape Cod Museum of Natural History, and also head north to the town owned Wing Island. See attached figures identifying the properties and proposed location of the boardwalk. The project will occur entirely on town-owned property. Wing Island and the marsh where the path would connect is owned by the Town of Brewster, under the care and custody of the Conservation Commission and the Select Board. There is a conservation restriction on the marsh held by the Commonwealth of Massachusetts Department of Conservation and Recreation (DCR) (attached). A letter of support from DCR for the elevated walkway states: “Through DCR’s CR monitoring efforts we have observed the condition of the existing boardwalk across the Paines Creek Marsh which, at this time, provides inefficient and unreliable access to the property. We are very pleased that the Town is pursuing funding to resolve these issues and provide more 2.11 Lis t the name of the landowne r(s ) and othe r re le vant inte re s t he ld on the prope rty and by what e ntity (e .g. Cons e rvation Re s triction, Le as e hold, Right of Way, Eas e me nt). Provide docume ntation of pe rmis s ions for proje ct work by all re quire d e ntitie s as an attachme nt in the final s e ction of this application. : resilient public access to this site. In addition, improving access to the property for recreational, scientific, and educational activities directly furthers the purposes of the CR held by DCR. “ The path leading to the walkway and the coastal bank where it would leave the shore is on the Cedar Ridge Reserve owned by the Town of Brewster under the care and custody of the Conservation Commission. A conservation restriction on the property held by the Brewster Conservation Trust identifies this access project specifically (see attached). The Brewster Conservation Trust has also provided a letter of support. The adjacent Drummer Boy Park property where the trail users would park their vehicles is owned by the Town of Brewster under the care and custody of the Select Board. Drummer Boy Park shares a boundary with Windmill village, owned by the Brewster Historical Society, which is adjacent to Windmill Meadow, owned by the Brewster Conservation Trust. All these properties have well-used and interconnected public trails. Trail maps are attached and further described herein. The proposed leg of the boardwalk leading south to the town easement adjacent to the Cape Cod Museum of Natural History leads to a town sidewalk along Route 6a. The Museum property includes several walking trails open to the public on either side of Route 6a and this would provide interconnectivity. The Town also has a walking trail on the Stony Brook Preserve, approximately 200 yards south of Drummer Boy Park off Edwards Drive. 2.12 Is the land whe re the proje ct will take place publicly owne d?:Yes 2.13 For land that is owne d by a non-profit or private e ntity, is the re guarante e d public acce s s to the proje ct s ite for at le as t 10 ye ars afte r the proje ct is comple te d? What agre e me nt(s ) are in place to e ns ure public acce s s ? Provide docume ntation of public acce s s ass urance s /agre e me nts for proje ct work by all re quire d e ntitie s as an attachme nt in the final s e ction of this application. : A proposed alternate access (leg of the boardwalk) leads to the town-owned right of way adjacent to the Cape Cod Museum of Natural History. Although not on their land, the Brewster Select Board has a long history of cooperative land management of the Wing Island property with the museum. 2.14 Doe s this proje ct me e t the minimum s tate and fe de ral re quire me nts for acce s s ibility?:Yes 2.15 Doe s the proje ct involve the purchas e of s te e l or iron, including cons truction s upplie s (e .g. bridge s , culve rts ) or e quipme nt with s te e l or iron parts (e .g. tractors , s nowmobile s ), with a value of $2,500 or more ?: No 2.16 If applicable , has a Proje ct Ne e d Form (PNF) / Proje ct Initiation Form (PIF) be e n s ubmitte d to M as s DOT? What is the proje ct numbe r (if one has be e n as signe d)? : Not applicable Se ction III: Narrative Design, public outreach and permitting of an elevated walkway to link the 27 acre town-owned Wing Island and its coastal beach to the Town’s Drummer Boy Park, a highly popular recreation area. The island and beach are historically, ecologically and archeologically significant and are a highly popular destination for residents and visitors, However, access is cut off increasingly at high tides. The goals of the final project are to: 3.1 De s cribe s pe cifically what kind of trail your proje ct propos e s to de s ign and/or build? De s cribe in de tail the characte ris tics of the propos e d trail (including le ngth, width, s urface mate rial, grade s / te rrain, s tructure s , s ignage , and ame nitie s ).: (1) connect six open space properties and their interior trails; (2) improve accessibility for the physically challenged, including Brewster’s large senior population; (3) improve the user's experience by adding viewing platforms and benches to the boardwalk and (4) make the boardwalk climate resilient replacing marsh planks and foot traffic on the salt marsh and elevating it above the high tides which increasingly cut off access to Wing Island for several hours during each tide cycle. The walkway will link Wing’s Island to the Town’s Drummer Boy Park, the adjacent Brewster Historical Society’s Windmill Village, the Brewster Conservation Trust’s Windmill Meadow, and the Town-owned Cedar Ridge Reserve, purchased in part with EOEEA funding, and the Cape Cod Museum of Natural History property, all of which have walking paths. The Cedar Ridge Reserve property is a generally level property and the path would be ADA compliant, approximately 6’ in width, and paved or a similar design. The elevated boardwalk would be a pile supported structure with a minimum of 6’ wide between railings, with wider areas providing seating and viewing platforms. Interpretive signs would be placed on the elevated structure describing natural and cultural history, along with trail maps showing locations and destinations at suitable locations along the pathways. The walkway would begin at Cedar Ridge Reserve conservation area with an at- grade walkway running from the sidewalk at State Rt. 6a adjacent to Drummer Boy Park. The recently constructed accessible path through Drummer Boy Park would be extended east to join this at grade walkway. The walkway would then lead north then east along the coastal bank, where the elevated walkway across the marsh would begin. This walkway would be ADA compliant and is anticipated to be pavement or similar materials, up to 6 feet in width, as determined through the permitting and public outreach efforts. This is consistent with the conservation restriction on this property (see attached). This portion of the proposal is approximately 0.2 mile in length. Once the path reaches the coastal bank, we anticipate an elevated walkway or boardwalk over the marsh. It is expected that this will be a pile supported structure and will be built to ADA requirements for surfacing and railings, seating and turn arounds. The elevated walkway will connect to the mainland at the existing right of way, which consists of an unimproved trail leading south along a right of way to the street and to the CCMNH. At Wing’s Island, it will connect to an unimproved existing path. The elevated walkway will extend approximately 460 feet east to join the footprint of the existing path across the marsh. The elevated walkway will also replace the current access of two boards laid on top of the salt marsh from the town right of way adjacent to the Cape Cod Museum of Natural History north to Wing Island. The existing walkway extends 560 feet across the marsh to Wing Island. The elevated walkway would be a combined 1,020 feet long, There would be observation platforms with built-in benches spaced along the walkway, giving visitors the opportunity to enjoy views of the marsh and coastline and adjacent osprey nesting platform. The elevated walkway will significantly improve the public’s access by elevating the access above the high tides which increasingly flood the marsh, often blocking access for two hours around each high tide. The entire walkway will meet ADA access requirements. Improved access will particularly benefit those with limited mobility and those with young children. It will help sustain and expand significant educational opportunities for adults and children, through the Cape Cod Museum of Natural History and other organizations. It will also form the central link between numerous trail segments at the six properties, as further detailed herein. According to Brewster’s Town Clerk, over 37% of the Town’s year-round residents are over 65 Brewster is aging and continues to be primarily white, as is most of Cape Cod. Despite these statistics, Brewster’s share of the Nauset regional school district budget is over 45%, as the town has more students in the schools than other member towns. So old and young townspeople enjoy Brewster’s natural and cultural resources. Brewster is also a tourist destination, with the town population almost 3 times the year round population during tourist season. The Town’s open spaces have been more heavily used during this COVID crisis and it is likely that these special places will continue to be heavily used. This proposal is for the design, engineering, permitting and public outreach activities. The Town has assembled a team consisting of town staff; volunteers on town committees; a project botanist; the Horsley Witten Group, who will complete design and permitting; and Gray & Pape, who will perform archeological investigation. Key team members include: Town of Brewster Project Manager: Chris Miller, Director of Natural Resources Natural Resources Advisory Commission member Patricia E. Hughes Project Botanist: Donald Schall Horsley Witten Group Project Manager: Mark E. Nelson, P.G. Gray & Pape Project Manager: Daniel M. Zoto, RPA, Principal Investigator Resumes of key personnel are attached. Task 1: Kickoff Meeting and Project Coordination The project team will meet, to discuss the project goals, expectations, schedule, and anticipated construction budget, and other items of concern. Responsible Team Members- All Task 2: Collect and Review Existing Data Following the kickoff meeting, a follow-up site visit and assessment to collect additional data pertinent to the trail/boardwalk design will be conducted. A GIS base map with the approximate proposed trail alignment locations will be created and uploaded onto a tablet computer (iPad) using ArcGIS data input technology. Significant plant communities, viewsheds, invasive plant species and other points of interest not identified in the GIS data will be mapped. During the field assessment path alignment options, areas for improvements or restoration, and opportunities for educational outreach/signage will be identified. The data collected will help inform the conceptual design process. Responsible Team Members – Horsley Witten (HW), Botanist Don Schall, Town Task 3: Carrying Capacity Analysis The carrying capacity of Wing Island and the overall project will be evaluated to determine how it impacts the design of the boardwalk and the affects on increased use of Drummer Boy Park. The limitations are likely associated with the number of people that can visit Wing Island without creating problems with rare species and other environmental resources, and the number of parking spaces that can be appropriately utilized within Drummer Boy Park. Two meetings will be held to coordinate the information developed for the analysis and develop a brief memorandum describing the results of the assessment. Responsible Team Members- Town, HW, Botanist Don Schall Task 4: Wetland Resource Area Mapping Wetland resource areas in the vicinity of the proposed project will be identified and flagged in the field. This will include along the path of the proposed boardwalk, on the shoreline of Wing Island and along the salt marsh on the north side of Cedar Ridge Reserve and easement at The Cape Cod Museum of Natural History Responsible Team Members – HW, Botanist Don Schall Task 5: Site Survey and Existing Conditions Plan The proposed project site will be surveyed to create an existing conditions plan. All relevant data and information will be compiled into an existing conditions plan for use in subsequent design stages. Responsible Team Members- HW Task 6: Conceptual Design Based upon the information gathered in the above tasks, the project team will develop two conceptual path layouts. The rendered plans will include path connections, boardwalk alignment, and conceptual stormwater management plans. The boardwalk height will be determined based on available data on sea level rise in this area of Brewster. This task will include one design meeting with town staff to review the conceptual alternatives. The concept that will be used for further design and permitting will be selected with input from the public through the outreach task below. Responsible Team Members – Town, HW Task 7: Public Outreach All community engagement for this project will serve the double duty of gaining input on the project design and carrying capacity, and increasing public understanding of coastal storm and climate impacts. HW’s design and permitting staff will participate in the outreach meetings and HW will also develop a project webpage as outlined below. Project Webpage – Particularly given the continued uncertainties around the COVID-19 pandemic, it is more important than ever to have a strong virtual presence for public engagement. A website will be developed for this project that will serve not only as a clearinghouse for information, but as a launch for surveys, virtual public workshops, and communications. The webpage will include a link to sign up to receive e-mail notifications during the project and to ask general questions. This will be linked to a communications platform that will allow the project team to manage contact information and send informational “e- blasts” throughout the project. Content will be developed for the website including: •Phase One: Educational Information o Basic information on the proposed boardwalk. Why is the project important? What additional benefits might it bring to the community and to the environment? How can the public expect to get involved? o Educational information on the ecology of the island. What types of wildlife does the island and surrounding marshland support? Why is this important for the environmental health of the area? Introduce the concept of sea level rise, carrying capacity, and the need to balance public access with ecological health. •Phase Two: Gathering Initial Feedback and Sharing Research o Advertise and promote the first public workshop (see details below). o Share initial research on carrying capacity study. What are the implications for the number of visitors on any given day? What are the benefits and risks of having greater foot traffic on the island and the beaches? •Phase Three: Gathering Final Feedback and Sharing Results o Advertise and promote the second public workshop (see details below). o Share ultimate results of the outreach and design preference survey, and research and explain next steps for construction. Public Workshops – While every effort will be made to host public workshops in person, it is prudent to make plans now to host all public engagement virtually. All materials described below can easily be printed and produced for in-person events. For virtual workshops, the project website will serve as a landing page. Participants will be asked to visit the website any time leading up to the workshop, to read and review a series of informational “boards,” maps, and renderings. At an assigned time, participants will be asked to sign into a virtual meeting (via Zoom or some other such platform). The project team will provide a presentation to the participants and will offer a means to take questions. Next, participants will be encouraged to take an online survey, though the project team will stay in the virtual meeting room for the remainder of the workshop, available to keep answering questions. The information below is conceptual and will be refined during the process. •Public Workshop One o Open House Information: Project background and purpose; Educational information on the ecology of the area and the need for a carrying capacity study o Presentation: High level overview of the open house information; initial findings of the carrying capacity study; ways a new boardwalk could improve access and address environmental concerns; other benefits a well-designed boardwalk could provide. o Survey: How important to you is public access to Wing Island? What should the design priorities be for a new boardwalk (accessibility, resiliency from sea- level rise, making the boardwalk a destination in and of itself, interpretive/educational signage, durability, etc.). •Public Workshop Two o Open House Information: Results of first survey; results of carrying capacity study o Presentation: High level overview of the open house information; design alternatives for the boardwalk – how they meet the design preferences from the survey and how technically/financially feasible they are. o Survey: Design alternatives – what do you think of the options? Which would serve the community best? Cape Cod Museum of Natural History will provide public education sessions at the Museum focusing on the habitat and critical issues - including a virtual field walk that addresses: geology, ecology, archaeology, salt marsh ecosystem, dune and beach ecosystems. This will be updated throughout the project. Estimated value $1500. Task 9, Archeologic review, may discover artifacts. If found, MHC will require they be archived, and CCMNH will add them to their public collection. Various archaeological intensive (locational) survey of Wing Island was conducted by the Cape Cod Museum of Natural History between 1995 and 2013. The survey covered most of the island east of the island’s central trail, as well as portions of the western side of the island. The survey identified artifacts related to Native American occupation and are part of the CCMN H collection. The Museum maintains a Coastal Explorer Science RV and will dedicate its use for two separate days during the project to support public outreach. The Explorer is designed for public education, with mobile naturalist exhibits and will include a naturalist from the Museum. Estimated value is $1000. Responsible Team Members- All Task 8: 50% Design Development 3.2 De s cribe the s pe cific tas ks re quire d to comple te this proje ct.: The project team will develop 50% design plans and supporting calculations for the preferred path alignment. The plans will be developed to a level of detail suitable for cost estimating and permitting, and will include the following components: •Path Layout and Boardwalk Design - The path and boardwalk design will be advanced to illustrate the location, dimensions and alignment of the path and proposed boardwalk. Basic pathway and boardwalk materials will be identified along with locations for proposed site elements to be selected during the next phase. Plans will include path and boardwalk profiles along with general site construction notes, and associated details. A plan for geotechnical evaluation to finalize the design of the footings for the proposed boardwalk will be prepared to incorporate into the permitting of the project described below. This actual evaluation will be conducted upon completion of the permitting. A draft set of plans will be submitted to the Town for review and comment. Information and design specifications at this level will only include the preliminary construction notes and details for cost estimating and permitting purposes. Upon completion of the 50% Design an estimate of probable cost will be developed based on the take-off of the design elements, quantities, and the latest Massachusetts Department of Transportation (MassDOT) weighted average prices and typical construction costs and data. Responsible Team Members- Town, HW Task 9: Archeological Assessment We have engaged the Archeological firm Gray & Pape to assess archeological concerns during project design. Since 2013, Gray & Pape team members have participated in numerous public outreach programs with the Cape Cod Museum of Natural History, giving them a unique insight into the archaeology of the Stony Brook Valley and the Town of Brewster. Phase I: Project Start-Up, Scope of Work, Permit Application, and Archival Research The major goals of this phase are to: 1) meet with Project proponents to collaborate with and exchange information about the Project and assess available archival materials, informants and institutions to be consulted as part of the Project; 2.) conduct archival research into the history and archaeological history of Brewster, particularly in the vicinity of Wing Island, Quivett Creek, and the Stony Brook Valley. This scope includes preparation of a State Archaeologist’s permit application and research proposal for review by the Massachusetts Historical Commission (MHC), in order to complete the recommended archaeological intensive (locational) survey. The permitting documents will be submitted to MHC in one package to expedite the review process. Phase II: Archaeological Intensive (Locational) Survey Gray & Pape proposes to conduct an archaeological intensive (locational) survey to identify archaeological resources that may exist within the Project area. The proposed boardwalk to access Wing Island includes three locations that have not previously been archaeologically tested. These include: • approximately 100 meters (328 feet) of an accessible path across Cedar Ridge Reserve; • approximately 20 meters (65 feet) of boardwalk from the salt marsh to the Cape Cod Museum of Natural History property/Town right of way; and • approximately 10 meters (30 feet) of boardwalk connecting to the existing dirt trail on Wing Island Gray & Pape proposes that these areas, aside from the connection to Wing Island, be subjected to subsurface archaeological testing to determine if archaeological materials are present within the footprint of the proposed boardwalk and trail. Gray & Pape proposes to excavate 16 shovel tests to test these areas for archaeological resources, with an additional block of 12 shovel test pits to be reserved for investigation of isolated finds or other anomalies. Subsurface testing on Wing Island is not recommended, as preliminary Project plans indicate that the boardwalk will connect to the existing trail, which has been previously disturbed by a road cut. In total, Gray & Pape proposes to complete a maximum of 28 shovel test pits to test the Project area for the presence of archaeological resources. Deliverables include a management summary of the archival research and fieldwork results that is prepared in accordance with MHC guidelines. The management summary will include maps of the survey areas, analysis results, and recommendations. Phase III: Preparation of the Draft Archaeological Intensive (Locational) Survey Report for Submission to MHC. A technical report will be prepared detailing the results of the archaeological investigation. The report provided upon completion of the fieldwork will comply with MHC permit regulations (950 CMR 70) and meet the standards described in the Secretary of the Interior's Standards and Guidelines for Archaeology and Historic Preservation. Phase IV: Final Archaeological Intensive (Locational) Survey Report Upon completion of the review and edits of the draft report, Gray & Pape will finalize the final archaeological intensive (locational) survey report for MHC submittal and for the Town. One hard copy final report will be submitted to the Town and two hard copy final reports will be submitted to MHC. Responsible Team Members – Gray & Pape, CCMNH, Town 10. Permitting The following efforts are anticipated as part of environmental permitting for this project: Pre-Permitting Meetings Given the scope of project impacts and the number of permits anticipated, it is strongly recommended that the project team coordinate and attend pre- permitting discussions with regulatory agency staff including Brewster Conservation Commission, the Massachusetts Natural Heritage and Endangered Species Program (NHESP), Massachusetts Department of Environmental Protection (MassDEP), U.S. Army Corps of Engineers, Massachusetts Coastal Zone Management (CZM), and potentially Massachusetts Division of Marine Fisheries (DMF). At a minimum there will be one on-site comprehensive pre- permitting meeting so that the regulatory agencies may observe site conditions. Additional time has been included for mandatory and anticipated meetings or public hearings that are a part of each permit review. Project Permitting The project team will develop permit application packages and supporting documentation for the following permits: Environmental Notification Form Resource area alterations exceeding certain regulatory thresholds and requiring other State agency action or State funding are required to undergo review under the Massachusetts Environmental Policy Act (M.G.L. c. 30 §§ 61 through 62H, inclusive or MEPA) through an Environmental N otification Form (ENF) at a minimum. Based upon our understanding of the project, it does not appear that mandatory review through an Environmental Impact Report (EIR) would be required. MEPA review provides an opportunity for State agencies and other project stakeholders to comment upon a project in advance of permitting to identify issues early in the project planning. For this reason, it is recommended that the ENF be filed prior to any of the permit applications to gather multiple state agency input. Attendance at one mandatory on-site meeting is included. Following issuance of the MEPA Certificate by the Secretary of Executive Office of Energy and Environmental Affairs (EEA), the Project Proponent should plan to meet with the various commenting regulatory agencies as part of the pre- permitting planning. Order of Conditions Under the Massachusetts Wetlands Protection Act and the Code of the Town of Brewster, Wetlands Protection Bylaw (Chapter 172), alteration of any wetland resource area and/or its associated buffer zone will require the filing of a Notice of Intent (NOI) application with the local Conservation Commission and the Massachusetts Department of Environmental Protection (MassDEP). Based upon our understanding of the proposed project, direct, but minimal, impacts to potentially several different coastal and/or freshwater wetland resources is anticipated. It is anticipated that the project will likely need to present an alternatives analysis as well as develop mitigation measures to address unavoidable impacts to resource areas. Depending upon the magnitude of the alterations, wildlife habitat assessments may be required. As part of this permit application, the proponent will complete the necessary application forms, and submit these along with a comprehensive project narrative and project plans detailing the proposed project. The proponent will obtain a certified abutters list and notify abutters in accordance with the local regulations. Attendance at up to three public hearings and/or on-site meetings is anticipated. MESA Project Review A portion of the project site, specifically the Quivett Creek/Paines Creek Marsh is identified as Priority Habitat for Rare Species (PH 945) and a botanical survey has identified the presence of salt reedgrass (Spartina cynosuroides), a state- listed Threatened plant species. This will require mandatory MESA Project Review with the Massachusetts Natural Heritage and Endangered Species Program (NHESP) under Massachusetts Endangered Species Act (M.G.L. Ch. 131A; MESA). The MESA Regulations at 321 CMR 10.00 prohibit the “Take” of any plant or animal listed as Endangered, Threatened, or Species of Special Concern (collectively “rare species”) by the Massachusetts Division of Fisheries and Wildlife, NHESP. The Project needs to demonstrate that it will have no adverse impact on this or any other species that may be present. The Project Review document will be prepared by HW with input and consultation with Don Schall who will coordinate with NHESP on any issues associated with the proposal. We have attached the recent report to NHESP conducted by Don Schall on behalf of the recent RTP project at Drummer Boy Park as it is particularly relevant to this project. Based on the review completed in 2019, a boardwalk starting at the east side of the Cedar Ridge Reserve property will not impact this stand of salt reedgrass. This will be further evaluated during the design phase of the project. Water Quality Certification Projects involving alterations to waters of the Commonwealth above certain thresholds are required to undergo permitting through a Water Quality Certification (WQC) under Section 401 of the federal Clean Water Act (33 U.S.C. 1251, et seq.). Any activity resulting in the discharge of dredged or fill material in any salt marsh will require WQ C. The project team will prepare the permit application and project narrative addressing the regulations and performance standards under 314 CMR 9.00. O ne meeting with MassDEP staff is anticipated as part of the WQC permitting process. Chapter 91 Waterways The Massachusetts DEP Bureau of Resource Protection, Waterways Regulation Program requires a license or permit for any project that will affect tidal waters or certain non-tidal rivers and streams where an activity may reduce the space available for navigation. The proposed project will occur within tidal waters and will require permitting under the Public Waterfront Act (M.G.L. Ch. 91) and its regulations at 310 CMR 9.00. The project team will prepare the permit application and project narrative addressing the regulations and performance standards. In addition, there are specific plan requirements that necessitates preparation of separate plans. There may be an opportunity to file the WQC and Ch. 91 permit applications as a Combined Application, and the project team will investigate this opportunity to reduce permitting efforts and will discuss this with MassDEP during the pre-permitting efforts. General Permit Alterations with waters subject to the ebb and flow of the tides will require permitting under Section 10 of the Rivers and Harbors Act of 1899 and potentially under Section 404 of the federal Clean Water Act through the U.S. Army Corps of Engineers. It is anticipated that the project would be permitted under the Massachusetts General Permit. The project team will prepare the permit application addressing the appropriate performance standards. Additional input is sought from regional Tribal entities, the Bureau of Underwater Archaeology, and Massachusetts Historical Commission (MHC) during this permitting effort. It is anticipated that the Corps will require Coastal Zone Management (CZM) Consistency Review and consultation with the U.S. Fish and Wildlife Service (USFWS) as part of this permitting. Responsible Team Members – Town, HW, Don Schall, Gray & Pape Task 11: Construction Plans, Specifications and Bid Support Upon review and approval of the 50% design plans by the Town and the relevant permitting agencies, the design will be finalized, and the 100% construction plan set, and technical specifications will be provided to the town for review. At this time, final pathway and boardwalk materials will be selected and approved by the town. The Town Purchasing Office will provide all Division 0 and 1 boilerplate bid documents and specifications outlining the Town’s procurement, contracting and administrative requirements. The OPCC will be updated based on the 100% design plans. Responsible Team Members – Town, HW The project will provide a “missing link” combining disparate trails and providing much improved access over the tidal salt marsh separating Wing’s Island from the mainland. The raised boardwalk across the marsh will be a destination in itself. The attached figure illustrates the relationships between these properties and their trails. They include: Wing’s Island (Town of Brewster Select Board) Wing’s Island was the first open space acquisition by the Town of Brewster, completed in 1961 The island is accessed across the town owned marsh on dual marsh planks laid directly on the surface of the marsh; this path floods twice daily around high tide. Access to the path is via a town right of way adjacent to the Cape Cod Museum of Natural History. Wing Island has a main path leading north through upland forest, then branching west across a 10-acre field habitat and leading to the western side of the coastal beach. The other branch of the path leads north to a wooden stairway leading down a tall coastal bank to a back dune area then coastal beach. The return path branches east to offer a view of Paines Creek as it returns to the main path back to the mainland. A hike out to Wing’s Island and back is approximately 1.5 miles. Wing’s Island is named after our first colonial settler, John Wing. The adjacent salt marsh provided a rich environment for native peoples and European settlers. After 1700 salt hay was farmed, and in the 1800s salt was produced on the west side of the island. Drummer Boy Park (Town of Brewster Select Board) In 1988 Brewster purchased the 17 acre Drummer Boy park property. The property consists of rolling open grassy areas surrounded by upland woods used 3.3 De s cribe how this proje ct will fill in a critical ne twork gap and/or conne ct dire ctly to othe r e xisting trails , trail s e gme nts or trail ne tworks , and to re s ide ntial, comme rcial and re cre ational “community anchors .”: as a general park and to host numerous craft fairs and public events. It also includes Brewster’s main public playground facility. The park has a master plan that is currently under revision; the plan details future use of the property and envisions the proposed connection to the Wing Island property through the adjacent conservation land. In 2019 the Town obtained a DCR Recreational Trails Program grant to upgrade and enhance the trail network at the site, including a connecting woodland trail (0.22 mile) that links to the adjacent trails to the west and south, and a paved walkway (0.26 mile) that meets ADA requirements. These trails were completed in 2020. The Park contains over 500 feet of frontage on historic state Route 6a and provides scenic vistas and the only view of the ocean along the entire length of the Old Kings Highway. Drummer Boy Park serves as the anchor property for an assemblage of mainland properties as detailed herein. Drummer Boy Park is one of Brewster’s most significant recreational resources and the host of many community events, including the annual Brewster Conservation Day in which approximately 1,000 people participate in an environmental based public fair. In addition, many other events such as Brewster for the Holidays, a weekly farmers market, antique fairs, and craft fairs take place at Drummer Boy. It is truly a community anchor. Paines Creek/Quivett Creek Marsh (Town of Brewster Conservation Commission) In 2004, DCR obtained a conservation restriction on Quivett Marsh and lands in Dennis adjacent to the marsh (see attached CR). This includes approximately 188 acres in Brewster and is adjacent to similar marsh in Dennis as well as the Crowes Pasture conservation land. This marsh separates the mainland from the Wings Island property. Cedar Ridge Reserve (Town of Brewster Conservation Commission) In 2014, the Town purchased the three acre Cedar Ridge property adjacent to the east side of Drummer Boy Park, This acquisition was completed with a Department of Conservation and Recreation LAND grant and with funding from Brewster Conservation Trust (BCT) (see attached CR). There is an unimproved path leading from the sidewalk at Rt. 6a north to the coastal bank with a trail connection to the newly paved accessible path at Drummer Boy Park. This 0.2 mile path and connection will be improved as a part of this grant application. Directly across Rt. 6a and 200 yards up Edwards Drive is the John & Kristy Hay Trail, located on the Stony Brook Reserve conservation area. This trail is approximately 0.6 mile and easily accessed from the Drummer Boy Park complex. Windmill Meadow (Brewster Conservation Trust (BCT), a 501(c)3 non profit land trust) BCT owns property adjacent to the western boundary of Drummer Boy Park and the Brewster Historical Society’s (BHS) Windmill Village property. In 2013, BCT completed the purchase of two building lots on Rt 6A to protect the visual integrity of Drummer Boy Park and adding a meadow path (0.22 mile) that links to other recreational resources on the adjacent properties. Windmill Village (Brewster Historical Society (BHS), a 501(c)3 non-profit organization) Windmill Village hosts three historic buildings- a 1795 windmill from a local farm; an 1867 Blacksmith Shop and the 1795 Harris-Black House. The BHS property in particular, provides a cultural experience for visitors. A 0.12 mile path across the BHS property links the Drummer Boy woodland path to the BCT Windmill Meadow path. Cape Cod Museum of Natural History (CCMNH) a 501(c) 3 non-profit museum The CCMNH curates a significant collection of native peoples artifacts from Wing Island and the surrounding marsh, making them available in their exhibits. The CCMNH estimates it has over 50,000 visitors/year with many going to Wing Island as a part of guided walks, “kids summer” programs, or just general recreation. The upland trail leading though the wildflower gardens and to the marsh is approximately 0.28 mile. The CCMNH also maintains the Lee Baldwin Trail on their property directly across Rt. 6a from the museum. This approximately 1.3 mile trail leads across the salt marsh to uplands surrounding the brackish marsh leading south along the herring run. 3.4 Is the proje ct locate d in or ne ar an Environme ntal Jus tice Community or in clos e proximity to an “unde rs e rve d” community? If applicable , de s cribe the impacte d EJ or unde rs e rve d community. What is the proximity of the community to the trail (doe s the trail inte rs e ct with the population block, run adjace nt, or is it a ce rtain dis tance away?) How will this proje ct improve acce s s , mobility, s afe ty, he alth and/or quality of life for the s e populations ? : No environmental justice community is mapped in the immediate vicinity. This would provide the largest accessible trail in Brewster, helping provide a much needed walking area for the elderly and people with limited mobility. This is a priority project for our Council on Aging, who are looking to improve walking and outdoor recreation activities for their clientele. Brewster does not have a community center or recreation center, so our outdoor parks, trails and beaches are the primary gathering spaces. 3.5 De s cribe the s te ps alre ady take n during this proje ct or planne d in future s te ps to e ns ure that the proje ct is inclus ive of unde r-re pre s e nte d voice s and populations in the community, re gion, or s tate . : To date, the concept has been discussed at several Select Board meetings, Conservation Commission meetings, and Drummer Boy Park Advisory Committee meetings. The project has a robust public outreach component, including creation of a web site documenting the project, public listening sessions, inclusion of a member of the town Natural Resources Advisory Commission, and will have additional opportunities for public input throughout the permitting processes. In addition, Town Meeting will approve any additional appropriation towards construction. Please see attached letters of support. 3.6 De s cribe the "re adine s s " of this proje ct for the propos e d phas e . : The Brewster Select Board hold an annual retreat to evaluate priorities for the coming fiscal year. This project was identified as a priority project for this fiscal year. The Town has engaged a consultant and formed a committee to update the Master Plan for Drummer Boy Park, the central property tied to this path project. They will be completing their recommendations this year and expect the plan update to be adopted at fall town meeting. This project is included in their evaluation of the use of the park. Brewster Conservation Trust has provided a $30,000 cash grant towards this project from an anonymous donor. The donor has also indicated he will stay significantly involved in the construction phase of this project. The local Community Preservation Committee was notified of this project at their fall 2020 planning meeting and anticipates involvement in the construction phase of the project as the local town match. In 2018, the Brewster Select Board approved the Vision Plan, a strategic plan 3.7 De s cribe community s upport for this proje ct.: for the Town’s future which was developed through a broad community participation process including workshops and public surveys. The process demonstrated the community’s strong support for open space because of its contribution to the Town’s character and protection of natural resources. The Vision Plan also highlighted the need for expanded access to beach resources and recreational areas. Specifically, creating additional recreational activities at Drummer Boy Park received a score of 3.97, meaning very important, in the public survey of the importance of proposed activities. The Town’s Coastal Committee and Coastal Advisory Group also identified underutilized beach properties and recommended improved access to Wing’s Island. We have provided letters of support from the Brewster Select Board, Brewster Conservation Trust, Brewster Historical Society, the Cape Cod Museum of Natural History, and the Brewster Conservation Commission. These groups are the landowners for each of the involved properties and trails. 3.8 Doe s this proje ct s pe cifically addre ss an e xis ting or pote ntial s afe ty is s ue ? If ye s , de scribe the propos e d ins tallation/e nhance me nt and how it will improve s afe ty on the trail.: The existing pathway across the marsh to Wing’s Island is at ground level. As a result, it is subject to flooding at high tides thereby limiting access. Unaware walkers may be trapped on Wing Island until the tide recedes. Emergency services’ access is also limited during these periods. Because the new walkway will be designed for a height above projected high tides, including higher tides due to sea level rise, periodic flooding will no longer be an issue and access, including for emergency services will be maintained. The existing marsh plank design is subject to severe weathering due to sun exposure and daily inundation. The surface is uneven, there are many joints which can present trip hazards, and the planks can often be moved out of place by the weather. We do a substantial amount of maintenance on this pathway. The path also has no provisions for passing traffic going the opposite directly, forcing users to step off the path onto the marsh surface. This also means that under COVID restrictions, it is difficult to maintain social distancing. We have attached letters of support from the Brewster Police Department and Brewster Fire Department showing support for improved access across the marsh to Wing’s Island. 3.9 How doe s this proje ct s pe cifically addre s s or improve acce s s ibility for pe ople with dis abilitie s? : This project will replace the current path of unstable and unsecured planks across the marsh which periodically floods at high tide, with an elevated structure that will be designed according to ADA standards. Further, the access pathway through Cedar Ridge Reserve will be wheelchair accessible and link to the existing accessible paths at Drummer Boy Park. This design will facilitate access by people with disabilities and Brewster’s large senior population, currently estimated at 37% of the population. 3.10 What dis tinguis he s this proje ct as a unique , high-quality re cre ational e xpe rie nce for the visitors and re s ide nts of M as s achus e tts ? : There are few places on Cape Cod where people can safely walk across a large marsh area to appreciate the special habitat it contains and gain access to a point that contains the unique cultural, ecological, and recreation assets that are found on Wing’s Island. We expect that the walkway will be a defining recreational asset for the Town and the larger Cape community. Se ction IV: Cultural and Natural Re s ource s Prote ction 4.1 To the be s t of your knowle dge , is your proje ct ne ar any his toric or archae ological re s ource s?:Yes Archeological Assessment We have engaged the Archeological firm Gray & Pape to assess archeological concerns during project design. Since 2013, Gray & Pape team members have 4.2 If Ye s , ple as e de s cribe the re s ource s and how your proje ct will avoid, minimize or mitigate any impacts to the s e re s ource s .: participated in numerous public outreach programs with the Cape Cod Museum of Natural History, giving them a unique insight into the archaeology of the Stony Brook Valley and the Town of Brewster. Phase I: Project Start-Up, Scope of Work, Permit Application, and Archival Research The major goals of this phase are to: 1) meet with Project proponents to collaborate with and exchange information about the Project and assess available archival materials, informants and institutions to be consulted as part of the Project; 2.) conduct archival research into the history and archaeological history of Brewster, particularly in the vicinity of Wing Island, Quivett Creek, and the Stony Brook Valley. This scope includes preparation of a State Archaeologist’s permit application and research proposal for review by the Massachusetts Historical Commission (MHC), in order to complete the recommended archaeological intensive (locational) survey. The permitting documents will be submitted to MHC in one package to expedite the review process. Phase II: Archaeological Intensive (Locational) Survey Gray & Pape proposes to conduct an archaeological intensive (locational) survey to identify archaeological resources that may exist within the Project area. The proposed boardwalk to access Wing Island includes three locations that have not previously been archaeologically tested. These include: • approximately 100 meters (328 feet) of an accessible path across a recently purchased town conservation property east of Drummer Boy Park; • approximately 20 meters (65 feet) of boardwalk from the salt marsh to the town uplands/right of way/Cape Cod Museum of N atural History property; and • approximately 10 meters (30 feet) of boardwalk connecting to the existing dirt trail on Wing Island Gray & Pape proposes that these areas, aside from the connection to Wing Island, be subjected to subsurface archaeological testing to determine if archaeological materials are present within the footprint of the proposed boardwalk and trail. Gray & Pape proposes to excavate 16 shovel tests to test these areas for archaeological resources, with an additional block of 12 shovel test pits to be reserved for investigation of isolated finds or other anomalies. Subsurface testing on Wing Island is not recommended, as preliminary Project plans indicate that the boardwalk will connect to the existing trail, which has been previously disturbed by a road cut. In total, Gray & Pape proposes to complete a maximum of 28 shovel test pits to test the Project area for the presence of archaeological resources. Deliverables include a management summary of the archival research and fieldwork results that is prepared in accordance with MHC guidelines. The management summary will include maps of the survey areas, analysis results, and recommendations. Phase III: Preparation of the Draft Archaeological Intensive (Locational) Survey Report for Submission to MHC. A technical report will be prepared detailing the results of the archaeological investigation. The report provided upon completion of the fieldwork will comply with MHC permit regulations (950 CMR 70) and meet the standards described in the Secretary of the Interior's Standards and Guidelines for Archaeology and Historic Preservation. Phase IV: Final Archaeological Intensive (Locational) Survey Report Upon completion of the review and edits of the draft report, Gray & Pape will finalize the final archaeological intensive (locational) survey report for MHC submittal and for the Town. One hard copy final report will be submitted to the Town and two hard copy final reports will be submitted to MHC. Responsible Team Members – Gray & Pape, CCMNH, Town 4.3 Will your proje ct involve e ve n minimal e xcavation?:Yes Phase II: Archaeological Intensive (Locational) Survey 4.4 Ple as e de s cribe the locations and e xte nts of e xcavation.: Gray & Pape proposes to conduct an archaeological intensive (locational) survey to identify archaeological resources that may exist within the Project area. The proposed boardwalk to access Wing Island includes three locations that have not previously been archaeologically tested. These include: • approximately 100 meters (328 feet) of an accessible path across a recently purchased town conservation property east of Drummer Boy Park; • approximately 20 meters (65 feet) of boardwalk from the salt marsh to the town uplands/right of way/Cape Cod Museum of N atural History property; and • approximately 10 meters (30 feet) of boardwalk connecting to the existing dirt trail on Wing Island Gray & Pape proposes that these areas, aside from the connection to Wing Island, be subjected to subsurface archaeological testing to determine if archaeological materials are present within the footprint of the proposed boardwalk and trail. Gray & Pape proposes to excavate 16 shovel tests to test these areas for archaeological resources, with an additional block of 12 shovel test pits to be reserved for investigation of isolated finds or other anomalies. Subsurface testing on Wing Island is not recommended, as preliminary Project plans indicate that the boardwalk will connect to the existing trail, which has been previously disturbed by a road cut. In total, Gray & Pape proposes to complete a maximum of 28 shovel test pits to test the Project area for the presence of archaeological resources. 4.5 Will your proje ct re quire We tland Prote ction Act pe rmitting (i.e . will any part occur within 100 fe e t of a we tland or 200 fe e t of a pe re nnial s tre am?): Yes 4.6 If ye s , ple as e de s cribe what communications you have had with the local Cons e rvation Commiss ion, and what s te ps you are taking to avoid we tland impacts .: The town project manager is the department head for the Brewster Conservation Department. We have presented the project to the Conservation Commission and they have prepared a letter of support. As the elevated boardwalk is entirely in a resource area, permitting is a key factor in the project. The raised boardwalk will reduce overall impact to the marsh by eliminating the current on- marsh plank path and limiting foot traffic on the marsh surface. 4.7 Will the proje ct occur within Estimate d Habitats of Rare Wildlife and/or Priority Habitats of Rare Spe cie s , according to M A Divis ion of Fis he rie s and Wildlife ’s Natural He ritage Atlas ? (available at http://maps .mas s gis .s tate .ma.us /PRI_EST_HAB/vie we r.htm): Yes 4.8 If ye s , ple as e de s cribe what communications you have had with the M as s achus e tts Natural He ritage and Endange re d Spe cie s Program, and what s te ps you are taking to avoid impacts to rare s pe cie s .: As part of the recent DCR Trails Grant at Drummer Boy Park, we conducted a rare species evaluation for NHESP (copy attached). We will retain the same biologist, Donald Schall, to assist in reviewing the project location to ensure we do not impact rare species. A portion of the project site, specifically the Quivett Creek/Paines Creek Marsh is identified as Priority Habitat for Rare Species (PH 945) and a botanical survey has identified the presence of salt reedgrass (Spartina cynosuroides), a state- listed Threatened plant species. This will require mandatory MESA Project Review with the Massachusetts Natural Heritage and Endangered Species Program (NHESP) under Massachusetts Endangered Species Act (M.G.L. Ch. 131A; MESA). The MESA Regulations at 321 CMR 10.00 prohibit the “Take” of any plant or animal listed as Endangered, Threatened, or Species of Special Concern (collectively “rare species”) by the Massachusetts Division of Fisheries and Wildlife, NHESP. The Project needs to demonstrate that it will have no adverse impact on this or any other species that may be present. The Project Review document will be prepared by HW with input and consultation with Don Schall who will coordinate with NHESP on any issues associated with the proposal. We have attached the recent report to NHESP conducted by Don Schall on behalf of the recent RTP project at Drummer Boy Park as it is particularly relevant to this project. Based on the review completed in 2019, a boardwalk starting at the east side of the Cedar Ridge Reserve property will not impact this stand of salt reedgrass. This will be further evaluated during the design phase of the project. 4.9 Doe s the proje ct me e t or e xce e d any thre s holds for M EPA re vie w s e t in 301 CM R 11.03? Lis t all re le vant thre s holds and indicate if ENF and/or EIR are re quire d. : Resource area alterations exceeding certain regulatory thresholds and requiring other State agency action or State funding are required to undergo review under the Massachusetts Environmental Policy Act (M.G.L. c. 30 §§ 61 through 62H, inclusive or MEPA) through an Environmental N otification Form (ENF) at a minimum. Based upon our understanding of the project, it does not appear that mandatory review through an Environmental Impact Report (EIR) would be required. MEPA review provides an opportunity for State agencies and other project stakeholders to comment upon a project in advance of permitting to identify issues early in the project planning. For this reason, it is recommended that the ENF be filed prior to any of the permit applications to gather multiple state agency input. Attendance at one mandatory on-site meeting is included. Following issuance of the MEPA Certificate by the Secretary of Executive Office of Energy and Environmental Affairs (EEA), the Project Proponent should plan to meet with the various commenting regulatory agencies as part of the pre- permitting planning. The following efforts are anticipated as part of environmental permitting for this project: Pre-Permitting Meetings Given the scope of project impacts and the number of permits anticipated, it is strongly recommended that the project team coordinate and attend pre- permitting discussions with regulatory agency staff including Brewster Conservation Commission, the Massachusetts Natural Heritage and Endangered Species Program (NHESP), Massachusetts Department of Environmental Protection (MassDEP), U.S. Army Corps of Engineers, Massachusetts Coastal Zone Management (CZM), and potentially Massachusetts Division of Marine Fisheries (DMF). At a minimum there will be one on-site comprehensive pre- permitting meeting so that the regulatory agencies may observe site conditions. Additional time has been included for mandatory and anticipated meetings or public hearings that are a part of each permit review. Project Permitting The project team will develop permit application packages and supporting documentation for the following permits: Environmental Notification Form Resource area alterations exceeding certain regulatory thresholds and requiring other State agency action or State funding are required to undergo review under the Massachusetts Environmental Policy Act (M.G.L. c. 30 §§ 61 through 62H, inclusive or MEPA) through an Environmental N otification Form (ENF) at a minimum. Based upon our understanding of the project, it does not appear that mandatory review through an Environmental Impact Report (EIR) would be required. MEPA review provides an opportunity for State agencies and other project stakeholders to comment upon a project in advance of permitting to identify issues early in the project planning. For this reason, it is recommended that the ENF be filed prior to any of the permit applications to gather multiple state agency input. Attendance at one mandatory on-site meeting is included. Following issuance of the MEPA Certificate by the Secretary of Executive Office of Energy and Environmental Affairs (EEA), the Project Proponent should plan to meet with the various commenting regulatory agencies as part of the pre- permitting planning. Order of Conditions Under the Massachusetts Wetlands Protection Act and the Code of the Town of Brewster, Wetlands Protection Bylaw (Chapter 172), alteration of any wetland 4.10 Are the re any othe r pe rmits re quire d for this proje ct? Ple as e indicate the pe rmit type and how/whe n it will be obtaine d. : resource area and/or its associated buffer zone will require the filing of a Notice of Intent (NOI) application with the local Conservation Commission and the Massachusetts Department of Environmental Protection (MassDEP). Based upon our understanding of the proposed project, direct, but minimal, impacts to potentially several different coastal and/or freshwater wetland resources is anticipated. It is anticipated that the project will likely need to present an alternatives analysis as well as develop mitigation measures to address unavoidable impacts to resource areas. Depending upon the magnitude of the alterations, wildlife habitat assessments may be required. As part of this permit application, the proponent will complete the necessary application forms, and submit these along with a comprehensive project narrative and project plans detailing the proposed project. The proponent will obtain a certified abutters list and notify abutters in accordance with the local regulations. Attendance at up to three public hearings and/or on-site meetings is anticipated. MESA Project Review A portion of the project site, specifically the Quivett Creek/Paines Creek Marsh is identified as Priority Habitat for Rare Species (PH 945) and a botanical survey has identified the presence of salt reedgrass (Spartina cynosuroides), a state- listed Threatened plant species. This will require mandatory MESA Project Review with the Massachusetts Natural Heritage and Endangered Species Program (NHESP) under Massachusetts Endangered Species Act (M.G.L. Ch. 131A; MESA). The MESA Regulations at 321 CMR 10.00 prohibit the “Take” of any plant or animal listed as Endangered, Threatened, or Species of Special Concern (collectively “rare species”) by the Massachusetts Division of Fisheries and Wildlife, NHESP. The Project needs to demonstrate that it will have no adverse impact on this or any other species that may be present. The Project Review document will be prepared by HW with input and consultation with Don Schall who will coordinate with NHESP on any issues associated with the proposal. We have attached the recent report to N HESP conducted by Don Schall on behalf of the recent RTP project at Drummer Boy Park as it is particularly relevant to this project. Based on the review completed in 2019, a boardwalk starting at the east side of the Cedar Ridge Reserve property will not impact this stand of salt reedgrass. This will be further evaluated during the design phase of the project. Water Quality Certification Projects involving alterations to waters of the Commonwealth above certain thresholds are required to undergo permitting through a Water Quality Certification (WQC) under Section 401 of the federal Clean Water Act (33 U.S.C. 1251, et seq.). Any activity resulting in the discharge of dredged or fill material in any salt marsh will require WQ C. The project team will prepare the permit application and project narrative addressing the regulations and performance standards under 314 CMR 9.00. O ne meeting with MassDEP staff is anticipated as part of the WQC permitting process. Chapter 91 Waterways The Massachusetts DEP Bureau of Resource Protection, Waterways Regulation Program requires a license or permit for any project that will affect tidal waters or certain non-tidal rivers and streams where an activity may reduce the space available for navigation. The proposed project will occur within tidal waters and will require permitting under the Public Waterfront Act (M.G.L. Ch. 91) and its regulations at 310 CMR 9.00. The project team will prepare the permit application and project narrative addressing the regulations and performance standards. In addition, there are specific plan requirements that necessitates preparation of separate plans. There may be an opportunity to file the WQC and Ch. 91 permit applications as a Combined Application, and the project team will investigate this opportunity to reduce permitting efforts and will discuss this with MassDEP during the pre-permitting efforts. General Permit Alterations with waters subject to the ebb and flow of the tides will require permitting under Section 10 of the Rivers and Harbors Act of 1899 and potentially under Section 404 of the federal Clean Water Act through the U.S. Army Corps of Engineers. It is anticipated that the project would be permitted under the Massachusetts General Permit. The project team will prepare the permit application addressing the appropriate performance standards. Additional input is sought from regional Tribal entities, the Bureau of Underwater Archaeology, and Massachusetts Historical Commission (MHC) during this permitting effort. It is anticipated that the Corps will require Coastal Zone Management (CZM) Consistency Review and consultation with the U.S. Fish and Wildlife Service (USFWS) as part of this permitting. Responsible Team Members – Town, HW, Don Schall, Gray & Pape Se ction V: Equipme nt Works he e t (Re quire d for Equipme nt Purchas e s Only) 5.1 Have thre e quote s be e n obtaine d for this particular pie ce of e quipme nt?: 5.2 What ne e d will the purchas e of this e quipme nt fulfill? For multiple pie ce s of e quipme nt, de s cribe the individual be ne fit for e ach. : No equipment purchases through the grant. 5.3 De s cribe the trail or trail s ys te m whe re the e quipme nt will be us e d. Include the type of trail, le ngth, s urface , us e r groups and condition of the trail/s ys te m. : 5.4 What is the e s timate d daily use of the s e ction of trail/s ys te m whe re the e quipme nt will be us e d?: 5.5 Whe re and how will the e quipme nt be s tore d (during both the winte r and s umme r months , if diffe re nt)? : 5.6 Is this e quipme nt re placing an olde r pie ce of e quipme nt that was purchas e d us ing pre vious grant funds (i.e ., Re cre ational Trails Program)? If s o, what is the plan for that pie ce of e quipme nt’s dis pos al/re -allocation?: 5.7 If propos ing to purchas e acce ss orie s, jus tify e ach individual addition with an e xplanation, if applicable .: 5.8 Is this e quipme nt "Buy Ame rica" compliant? : Se ction VI: Re quire d Docume nts and Supporting M ate rials 6.1 M as s Trails Grant Budge t and Time line Works he e t (Re quire d - *Note that the re are two (2) tabs on this s pre ads he e t - BOTH s hould be fille d out): View File 6.2 Proje ct M ap(s ) (Re quire d):View File 6.3 Proje ct Docume nts (Photos , Plans, Drawings , e tc.):View File 6.4 Docume ntation of Landowne r(s) Pe rmis s ion / Authorization (Re quire d):View File 6.5 Additional Proje ct Information - A:View File 6.6 Additional Proje ct Information - B:View File 6.7 Additional Proje ct Information - C:View File Cop y right © 2021 Formstack, LLC. All right s reserved. T his is a cust omer service email. Formst ack, 11671 Lant ern Road, Suit e 300, Fishers, IN 46038 Order of Taking for Wing Island and surrounding marsh and beach, 1961 Deeds Book 1123-170 “Public Recreational Areas” are protected under Article 97 of the Mass. Constitu- tion as open space, just as conservation land and public parks are. A home rule petition passed by Town Meeting and a Special Act of the legislature is needed to convey a property interest in Wing Island to a third par- ty (i.e., BCT) under Article 97. This was done in 2003 for the marsh, with CR to Mass. DCR. Pages 1-2 Mass. DCR holds the CR Pages 3-4 Page 4 Page 5 Page 9A Page 12 EXHIBIT A excerpt 2004 CR on marsh 2004 CR not on island CHAPTER 161 of the Acts of 2004 (Mass. Legislature) Because the conveyance of this 2004 Conservation Restriction from the Town of Dennis and Town of Brewster involved salt marsh held by their respective Conservation Commissions under Article 97 protec- tions, a special act of the legislature was needed to allow the two towns to execute the CR to the State DCR. Both Town Meetings had to pass a home rule petition to seek that legislative approval. Because Wing Island was taken in the same deed as the marshes for similar process would be needed for Brewster to convey a CR to the Brewster Cons. Trust on Wing Island (i.e., votes of ConCom, Town Meeting and State Legislature for Article 97 approval). - - - Mark H. Robinson, The Compact of Cape Cod Conservation Trusts, Inc., 7-24-20 FYI ITEMS (MAIL) August 9, 2021 1.South Coastal Counties Legal Services, Inc. Summary period April 1 -June 30, 2021 2.Quarterly NextEra Energy Services Mass Disclosure LLC Label 3.MassPrim Performance Update 4.Brewster Historical Society Thank you letter 5.Serenity Open House Flyer 6.Xfinity TV service Changes 7.June 2021 Housing Coordinator Update 8.Letter of Support – ZBA case 9.Coastal Engineering Co. 2020-2021 Annual Report (Eddy & Stony Brook Schools) 10.CLC residential power supply rate error 11.Eastern Mass Summer Bill Fact Sheet- July 1, 2021 12.Notification of Abutters – 22 Gulls Way NAV $ (000)Target Allocation RangeActual Allocation % Month QTDCalendar YTD 1 Year 3 Year 5 Year 10 YearSince InceptionGLOBAL EQUITY40,805,916 34 - 44% 42.7% 1.00 7.00 13.22 42.45 14.30 15.09 10.38 7.40 CORE FIXED INCOME14,605,575 12 - 18% 15.3% 1.78 3.73 -2.12 -0.76 6.99 3.49 4.97 7.24VALUE ADDED FIXED INCOME6,610,889 5 - 11% 6.9% 2.39 4.32 6.48 18.47 6.926.95 5.39 7.95 PRIVATE EQUITY13,823,145 11 - 17% 14.5% 12.62 14.84 32.60 72.67 28.80 25.85 20.76 16.05REAL ESTATE7,945,278 7 - 13% 8.3% 4.45 6.78 10.95 17.03 7.85 7.94 10.00 6.79TIMBERLAND2,833,007 1 - 7% 3.0% 2.70 3.81 4.59 7.99 2.64 4.80 4.99 8.04PORTFOLIO COMPLETION STRATEGIES7,919,123 7 - 13% 8.3% -0.01 2.31 7.03 15.57 3.76 5.17 4.52 4.49OVERLAY941,595 0.0% 1.0% 0.43 3.28 4.81 17.27 8.407.01 6.22TOTAL CORE95,557,078 100% 100% 3.01 6.81 11.52 30.01 12.20 11.97 9.49 9.692.70 6.30 10.60 27.83 12.01 11.52 8.87 10.04TOTAL CORE BENCHMARK (using private equity and private debt benchmark) 21.07 4.65 7.19 20.58 10.11 10.09 7.88 9.75PARTICIPANTS CASH 62,221 0.01 0.02 0.04 0.10 1.36 1.29 0.73 3.54TEACHERS' AND EMPLOYEES' CASH79,546 0.01 0.02 0.04 0.10 1.34 1.28 0.72 2.39 TOTAL FUND95,698,845 3.016.8011.4929.9112.1711.939.479.73PENSION RESERVES INVESTMENT TRUSTPeriods Ending June 30, 2021RATES OF RETURN (GROSS OF FEES)SUMMARY OF PLAN PERFORMANCEINTERIM BENCHMARK (using private equity and private debt returns) 13 Serenity Apartments at Brewster Affordable and Elegant 55+ Independent Senior Living Serenity Apartments at Brewster is pleased to announce our Grand Opening, Ribbon Cutting event! Come take a tour of the property to see what it has become! We will be providing snacks ,beverages and entertainment. August 25th, 2021, 6 to 8 p.m. 873 Harwich Road, Brewster, MA 02631 RSVP to dhoward@elevationpropertymanagement.com www.serenitybrewster.com GRAND OPENING -RIBBON CUTTING CEREMONY Brewster Housing Coordinator Update June 2021 Jill Scalise Ongoing Activities/ Projects 1.Community Outreach and Education (Housing Production Plan (HPP) Strategy #13) Responded to email and phone requests for information and assistance, 50 total requests for housing information (31) or assistance (19). Office hours held on Thursdays from 10-12. 2.Millstone Parcel (Select Board Strategic Plan Goal H-3, HPP Strategy #15) The drafting of a Request for Proposal (RFP) for the property has been taking place at public Housing Trust meetings over the past 6 months. With the guidance and assistance of Laura Shufelt, Mass Housing Partnership (MHP), an initial draft of an RFP was shared and discussed. Process will continue. 3.Brewster Affordable Housing Trust Fund (BAHT) (HPP Strategy #7) Brewster Rental Assistance Program (B-RAP) is managed by Housing Assistance Corporation (HAC). Residents are referred to HAC for assistance. Quarterly report: 11 Brewster households received $60,916, mainly from available state and federal funds. Met with HAC about program efficacy. 4.Subsidized Housing Inventory (SHI) (HPP Strategy #10) Follow-up continued regarding several affordable homes that are out of compliance. 5.Preservation of Housing and Related Support of Brewster Residents Brewster COVID-19 Relief Fund: Provided staff support for housing requests, one request approved. Community Development Block Grant (CDBG) funding: Childcare applications open for assistance, still waiting for housing rehabilitation applications to open. 6.Redevelop Existing Properties for Affordable Housing (HPP Strategy #6) Serenity Brewster (55+ rental housing), Phase 1 of 41 studio units ready to open in July. Phase 2= 91 units, studio & one-bedroom, expected to open in Spring 2022. Met with DHCD, Elevation Financial, and legal counsel about Local Action Unit (LAU) application, fair housing marketing plan, and affordable unit lottery. DHCD will allow one lottery for 27 affordable units in Phase 2. Presentation to Select Board about Serenity, LAU process, and decision points, including local preference. Select Board had a site visit to Serenity. 7.Brewster Housing Partnership (BHP) (HPP Strategy #16)  Partnership met and continue to work on housing advocacy, outreach, collaboration, and coordination. Discussed Serenity Brewster, recommended a request of 50% local preference for affordable units. 8.Comprehensive Permit Projects (HPP Strategy #14) Brewster Woods (30 affordable rental units): Groundbreaking Ceremony held Tuesday June 22nd. Speakers included Congressman Keating, Senator Cyr, Representative Whalen and Select Chair Bingham. Habitat for Humanity Red Top Road (2 affordable homes, ownership)- Project Eligibility Letter (PEL) received from DHCD. Next step, Habitat to apply for a (friendly) 40B, Comprehensive Permit. 9.Accessory Dwelling Units (ADU) (HPP Strategies #1 &2) Met with Building Dept. about ADU identification, streamlining of process and ongoing follow-up. 10. Housing Production Plan (HPP)  Researched, wrote, and submitted CPC application for funding of Housing Production Plan update. 11.Collaboration (HPP Strategy #9) Participated in HOME Consortium meeting and provided Housing update at Community Preservation Committee (CPC) meeting. Personnel Worked with: Assessor, Building Dept., CPC, Council on Aging, Health Dept., Housing Partnership, Housing Trust, Planning Dept., Select Board and Town Administration. Attended CPC, Housing Partnership, Housing Trust, & Select Board meetings. Trainings: MHP Housing Institute, Zoning under Housing Choice. Archive d: Wednesday, August 4, 2021 8:51:00 AM Subje ct: FW: CLC residential power supply rate error Se ns itivity: Normal From: Mari e l Marchand <mari el .marchand@cape l i ghtcompact.org> Sent: Tuesday, August 3, 2021 3:35 PM To: Al an Strahl e r <astrahler@capel i ghtcompact.org>; Bob Higgins <re hi ggi nssteele@gmai l .com>; Robert Schofie l d <rschofi e l d@cape l i ghtcompact.org>; Brad Crowell <bcrowell@capelightcompact.org>; Chris Gal azzi <cgalazzi @cape l i ghtcompact.org>; Col i n Odell <COdel l @cape l i ghtcompact.org>; David Anthony, Town of Barnstabl e <davi d.anthony@town.barnstable.ma.us>; Ri chard El kin <REl kin@capelightcompact.org>; David Me ad-Fox <dme adfox@capelightcompact.org>; Erik Peckar <epeckar@cape l i ghtcompact.org>; Forrest Fi l l er <forrestfiller@gmail.com>; Franci s Erdman <FrancisErdman@yahoo.com>; fredfj@comcast.ne t; Jarod Cabral <jcabral @truro-ma.gov>; jbernstei n@bck.com; Jill Goldsmith, Town of Chatham <jgoldsmith@chatham-ma.gov>; John Grande, Town of Tisbury <jgrande @ti sburyma.gov>; Joyce Flynn <joyce.flynn@gmail.com>; Kirk Me tell <kmete l l @ti sburyma.gov>; Leanne Drake <ldrake@sandwi chmass.org>; Mark Farbe r <mfarber@capelightcompact.org>; Martin Cul i k <mcul i k@capelightcompact.org>; Michael Duffy <mi chael.duffy@cape l i ghtcompact.org>; Nate Mayo <nmayo@vi ne yardwi nd.com>; Pe ter Cocolis <pcocol i s@cape l i ghtcompact.org>; Peter Doyle <pdoyle@capelightcompact.org>; Pete r Lombardi <plombardi@brewster-ma.gov>; Ri chard Tool e <richardtool e @hotmail.com>; Robert Hannemann <rhanne mann@capelightcompact.org>; Ron Zwei g <rzweig@capelightcompact.org>; Sue Hruby <SHruby@cape l i ghtcompact.org>; Thomas Gueri no <tgue rino@townofbourne .com>; Tim Carroll <tcarroll@chilmarkma.gov>; V aleri e Bell <val e rie600@gmail.com>; Wayne Taylor <wtayl or@mashpeema.gov>; West Ti sbury Se l e ctmen <townadmin@westtisbury-ma.gov>; fredfj@comcast.net; re schofield21@gmai l .com Cc: Maggie Downe y <mdowney@capelightcompact.org>; Anna De e l y <anna.deely@cape l i ghtcompact.org>; Mona Boumghait <mona.boumghait@capel i ghtcompact.org>; Molly Pike <mol l y.pike @cape l i ghtcompact.org>; Audrey Eidelman <ae i de l man@bck.com>; Angela O'Brien <ange l a.obri e n@cape l i ghtcompact.org>; Annel i e se Conkl i n <anneliese.conkl i n@cape l i ghtcompact.org>; Austin Brandt <austi n.brandt@capelightcompact.org>; Briana Kane <bkane@capelightcompact.org>; Cai tlin Cantel la <caitlin.cante l l a@capelightcompact.org>; Dan Schell <dan.schell@capelightcompact.org>; David Botelho <david.bote l ho@cape l i ghtcompact.org>; Gai l Azulay <gazulay@capelightcompact.org>; Mariel Marchand <mari e l .marchand@capelightcompact.org>; Matthew Dudl e y <mdudley@cape l i ghtcompact.org>; Megan Terrio <megan.te rri o@cape l i ghtcompact.org>; Melissa Al l ard <me l i ssa.al l ard@capelightcompact.org>; Mere di th Mi l l e r <mmiller@cape l i ghtcompact.org>; Margare t Song <msong@capelightcompact.org>; Phil Moffi tt <pmoffi tt@capel i ghtcompact.org> Subject: CLC re si de ntial power supply rate error CLC Board, We discove red this morning (in part thanks to Bob Schofield – thank you for alerting us, Bob!) that NextEra made an error in submi tti ng the ne w residenti al powe r suppl y rate that was supposed to go into ef fect on customers’ June mete r reads, so CLC resi dential power supply custome rs’ June-July bills still showe d the old rate of 11.85 cents/kWh. This only affects non-CLC Local Green residential customers. All other rates (commerci al, i ndustri al, and all CLC Local Green rates) we re changed over correctly. Nex tEra is aware of the issue and will be issuing bi l l cre di ts to the affecte d custome rs on thei r next bill to refund the overcharge for the June -Jul y bi l l i ng cycl e . The y are al so goi ng to put i n place additional i nternal control s to ensure thi s doesn’t happen again and will be sharing that plan wi th CLC. NextEra’s and CLC’s call ce nters are also aware of the issue in case we are contacte d by custome rs. Please don’t hesitate to reach out to us with any que stions. Thank you, Mariel & Austin Mariel Marchand Power Suppl y Pl a nner Ca pe Li ght Compa ct JPE (508) 375-6623 (di rect) www.ca pel i ghtc ompa ct.com .... Archive d: Thursday, August 5, 2021 3:37:22 PM From: Goldstein, Ronit Se nt: Thu, 5 Aug 2021 13:08:01 To: Amy Handel; Donna Kalinick; Griffin Ryder; Heath Eldredge; James Jones; Kevin Varley; Peter Lombardi; Robert Moran; ryoungredirect; Susan Broderick Subje ct: Summer Bill Fact Sheet Se ns itivity: Normal Attachme nts : Eastern Mass Summer Bill Fact Sheet July 1 2021.pdf; Good afte rnoon, I hope you are well. In e arl y July, custome rs across Eversource’s service territory re ce i ved a bi l l insert and an e mail with information on rate change s as we l l as ways to save. I wante d to make sure communi ty leaders have a fact she e t on the same messages as well as programs and payment options to he l p custome rs. Please let me know if you have any questions. Warm re gards, Ronit Ronit Goldstein Community Re l ati ons and Economi c Development Cell: 617-966-8459 247 Station Dri ve, Yarmouth We stwood, MA 02090 Thi s electronic me ssage contains i nformation from Eversource Energy or its affi l i ate s that may be confi dential, propri e tary or othe rwi se protecte d from disclosure . The information i s intended to be used sol e l y by the recipient(s) name d. Any views or opinions expressed i n thi s message are not necessarily those of Eversource Energy or its affi l i ates. Any disclosure , copyi ng or di stri bution of this me ssage or the taking of any acti on base d on i ts contents, othe r than by the inte nde d re ci pi e nt for its intended purpose, i s strictl y prohibite d. If you have receive d thi s e-mail i n error, ple ase notif y the se nde r i mme di ate l y and delete it from your system. Emai l transmission cannot be guaranteed to be error-free or se cure or free from viruses, and Eve rsource Ene rgy di scl aims all liabi l i ty for any re sul ting damage, errors, or omissi ons. Rate Changes on July 1, 2021 Two rate decreases took effect with July electric bills. Here’s what customers in Eastern Massachusetts can expect and simple things they can do to manage energy usage and expenses this summer. ✓ On July 1, customers receiving Basic Service from Eversource, saw a decrease in the price for electricity from 11.795 cents per kWh to 10.753 cents per kWh. The Basic Service rate does not apply to customers on competitive supply or municipal aggregation. Customer bills lists the supplier in the “current charges” box. ✓ On July 1, the Delivery rate decreased from 12.827 cents per kWh to 12.630 cents per kWh. This rate covers costs associated with building and maintaining a reliable electric system. With these changes combined, supply and delivery costs will decrease by approximately $6.50 a month for the average customer using 550 kWh. For more information on rates or how a bill is calculated, visit Eversource.com/understand-my-bill. Managing Summer Electric Usage and Bills Although rates are decreasing, on average customers use about 40% more electricity during hot summer weather to keep cool. So, while supply and delivery rates will be lower, the overall bill will likely increase, simply because more electricity is being used. Help prevent energy use and bills from spiking this summer: ✓ Keep air conditioner setting as warm as possible to maintain comfort. For every degree you increase the temperature, the air conditioner will use 1-3% less electricity. ✓ Take advantage of our new cooling calculator to see how small adjustments in your thermostat can make a big impact in lowering your electric bill. Visit Eversource.com/home-savings. Programs and Flexible Payment Options to Help Customers who have trouble paying their energy bill are encouraged to call Eversource at 866-861-6225 or visit Eversource.com/billhelp to find the right program or option for them, including: ✓ Discount Rate. Customers may qualify for a 36% (electric) or a 25% (natural gas) discount on monthly bills. ✓ New Start. This program forgives overdue balances as on-time monthly payments are made. ✓ Good Neighbor Energy Fund. Additional financial assistance for overdue bills may be available. Visit MAGoodNeighbor.org. ✓ Massachusetts Emergency Rental Assistance Program Can help residents pay rent, electric or gas utility bills. Apply online at Mass.gov/CovidHousingHelp or call 2-1-1 for more information. ✓ Payment Plans. All customers, regardless of financial status, can enroll in a payment plan to pay a past-due balance over a period of up to 12 months. Cambio de Tarifas el 1 de julio de 2021 Dos ajustes de tarifas entraron en vigor con las facturas de electricidad de julio. Esto es lo que los clientes en el Este de Massachusetts pueden esperar y cómo administrar el uso y gastos de energía este verano. ✓ El 1 de julio, los clientes que reciben suministro eléctrico o “Basic Service” (en inglés) de Eversource, vieron una reducción en el precio de la electricidad de 11.795 centavos por kWh a 10.753 centavos por kWh. Las tarifas de servicio básica no se aplican para aquellos clientes que reciben electricidad de suplidores competitivos. Las facturas de los clientes incluyen el suplidor en la sección “current charges.” ✓ El 1 de julio, la tarifa de distribución fue reducida de 12.827 centavos por kWh a 12.630 centavos por kWh. Esta tarifa cubre los costos asociados para el desarrollo y mantenimiento de un sistema de electricidad confiable. Con estos ajustes combinados, los costos de suministro y distribución fueron reducidos aproximadamente $6.50 mensualmente para el cliente promedio que usa 550 kWh. Para más información sobre las tarifas o cómo calculamos las facturas, visita Eversource.com/understand-my-bill o llámanos para información en español. Administración del Consumo de Electricidad y Facturas Este Verano Aunque las tarifas se redujeron, para mantener su hogar fresco, los clientes usan alrededor de 40% más electricidad durante el clima caliente en el verano. Así que mientras las tarifas de suministro y distribución están más bajas, la factura en general podría subir, por el simple hecho de que el uso de electricidad aumento. Ayuda a evitar que suba el consumo de energía y las facturas este verano: ✓ Súbele al termostato lo más que puedas. Por cada grado que le subas, usarás entre 1-3% menos electricidad. ✓ Aprovecha nuestra nueva calculadora de costos de refrigeración para ver cómo pequeños ajustes a tu termostato pueden reducir tu factura de electricidad. Visita Eversource.com/home-savings o llámanos para asistirte. Programas y Opciones de Pago flexibles Para Ayudarte Aconsejamos a nuestros clientes que tienen problemas para pagar su factura, que llamen a Eversource al 866-861-6225 o visiten Eversource.com/ayuda para encontrar el programa que más les convenga, incluyendo: ✓ Tarifa de Descuento. Nuestros clientes podrían calificar para un descuento mensual de 36% en su factura de electricidad o 25% en su factura de gas natural. ✓ Nuevo Comienzo o New Start. El Programa permite eliminar lo que debas al hacer tus pagos mensuales a tiempo. ✓ El Good Neighbor Energy Fund podría proporcionar asistencia financiera adicional con facturas de servicios públicos atrasadas. Visita MAGoodNeighbor.org. ✓ Massachusetts Emergency Rental Assistance Program. Puede ayudar a los residentes con el pago de sus facturas de servicios públicos y la renta. Aplica en línea en Mass.gov/CovidHousingHelp o llama al 2-1-1 para más información. ✓ Acuerdos de Pago. Todos los clientes, sin importar su situación económica califican para un arreglo de pagos. Una vez inscritos, tienen hasta 12 meses para pagar un saldo atrasado.