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Home My Public Portal AboutSelect Board Meeting Packet - 10.05.2021FY22-23 Select Board Strategic Plan DRAFT 08.23.21 Vision Building Block Goal #Goal Description Higher Priority Timeline Cape Cod Sea Camps SC-1 Seek to acquire Sea Camps properties for public access and use, including all necessary coordination with legal counsel and other relevant consultants FY22 SC-2 Complete property inspections and building inventories and implement short-term property management plan FY22 SC-3 Develop charge and appoint Master Plan Development Advisory Committee FY22 SC-4 Develop Master Plan scope of work (to include analyses of both Sea Camps parcels as well as Town Hall, Council on Aging, Eddy School, Spruce Hill, and Robinson properties), hire consultant, and launch community planning process FY22-23 SC-5 Determine interim public access/use plans and implement as soon as possible FY22 SC-6 Continue to explore potential short- and long-term partnerships that may mitigate acquisition costs or operating expenses and may provide enhanced services, programs, or amenities to residents FY22-23 Community Character CC-1 Develop 5-year Community Preservation Act Plan soliciting input from key stakeholders, consider potential changes to fund allocation formula, and establish a framework for vetting regional project funding requests FY22 CC-2 Provide education and training to Town officials and residents about issues of diversity, equity, and inclusion FY22-23 CC-3 Identify and examine potential local tax relief policy options FY22 CC-4 Identify next steps in updating and implementing Age-Friendly Community Action Plan across the organization and community Ongoing CC-5 Gather data and evaluate community childcare needs FY23 CC-6 Explore opportunities to develop partnerships between open space and housing Ongoing Open Space OS-1 Seek adoption of Drummer Boy Park Master Plan, develop Management Plan, and implement both (in phases) as appropriate in coordination with Wing Island boardwalk project FY22-23 OS-2 Consider need for and structure of new Parks & Recreation Department responsible for management of Drummer Boy Park, Sea Camps, and other existing recreational amenities/programs FY22 OS-3 Continue strategic acquisition of open space Ongoing 1 FY22-23 Select Board Strategic Plan DRAFT 08.23.21 Vision Building Block Goal #Goal Description Higher Priority Timeline Housing H-1 Identify Affordable Housing Trust operating/capital needs and develop funding plan FY22 H-2 Complete Housing Production Plan FY22 H-3 Develop affordable housing off Millstone Road FY21-22 H-4 Draft and seek adoption of Accessory Dwelling Unit zoning bylaw update FY23 H-5 Seek Housing Choice designation FY23 Local Economy LE-1 Launch electronic permitting platform FY22 LE-2 Host semi-annual roundtable with Town officials and local business community to build on increased outreach and communication developed during pandemic FY22 LE-3 Work with Chamber and other stakeholders to create Cultural District or similar coordinated local arts and culture program FY23 Coastal Management CM-1 Consider merits of Cape Cod Commission model bylaw and potential implementation FY22 CM-2 Complete design and permitting of Wing Island boardwalk FY23 Water Resources WR-1 Develop clear timeline/plan for moving water quality initiatives forward and evaluate Town benefits of participating in Cape Cod and Islands Water Quality Protection Fund FY22 WR-2 Develop and propose stormwater management bylaw (MS4 permit)FY22 WR-3 Continue to identify and construct strategic expansion of public water infrastructure Ongoing Community Infrastructure CI-1 Complete School Consolidation Feasibility Study and work with key stakeholders to determine appropriate next steps in coordination with Sea Camps Master Planning process FY22-23 CI-2 Confirm support for the Brewster Ladies Library renovation project and create a timeline with project action steps FY22 CI-3 Complete comprehensive assessment of Captains Golf operations, finances, and capital needs, and determine feasibility of transitioning to enterprise fund FY22 CI-4 Develop net zero energy roadmap FY23 CI-5 Complete Hazard Mitigation Plan FY22 CI-6 Solicit resident feedback on Millstone Road project and determine next steps FY22 CI-7 Develop Road Capital Prioritization Plan FY22-23 2 FY22-23 Select Board Strategic Plan DRAFT 08.23.21 Vision Building Block Goal #Goal Description Higher Priority Timeline Governance G-1 Develop and launch new operating and capital budget platform to improve accessibility and FY22-23 G-2 Launch new, more user friendly Town website FY22 G-3 Determine merits of making longer-term changes to traditional municipal service models – applying lessons learned from pandemic FY22 G-4 Continue to implement Vision Plan and develop Local Comprehensive Plan FY22-23 G-5 Determine extent of continued expanded remote participation in committee meetings FY22 G-6 Support new Human Resource Department in: 1. Implementing findings from HR audit 2. Continuing to monitor and support employee wellness 3. Creating programs to recognize Town volunteers for their service to the community FY22-23 G-7 Examine need to increase organizational capacity in certain key areas to meet expanding service and project demands FY22-23 G-8 Enhance school budget information and transparency by working diligently with the Nauset Regional School Committee, new Nauset Regional School Administration, Brewster School Committee, and Brewster Finance Committee FY22 G-9 Develop and adopt financial policy regarding allocation of future marijuana revenues FY23 G-10 Determine appropriate local short-term rental regulatory strategy FY22 G-11 Develop and implement comprehensive strategy regarding use of American Rescue Plan Act funds FY22-23 G-12 Establish more effective citizens petition process FY23 G-13 Develop and adopt new Select Board Policy on Board/Committee Appointments FY22 3 FY21-22 Select Board Strategic Plan Vision Building Block Goal #Goal Description Higher Priority Timeline Vision Plan FY20-21 SB Plan Primary Responsible Party Other Key Stakeholders Community Character CC-1 Determine policy position on potential changes to Community Preservation Act fund allocation formula X FY21 Community Preservation Committee Select Board; Finance Committee; Open Space Committee; Affordable Housing Trust; Historical Commission; Recreation Commission CC-2 Develop plan to identify/address issues of diversity and inclusion, including potential formation of task force or advisory committee FY21 Select Board & Town Administration Affordable Housing Trust; All Citizens Access Committee; Police Chief CC-3 Engage stakeholders to determine policy position on residential exemption and other potential local tax relief policy options FY21-22 X X Tax Relief Working Group Select Board; Finance Committee; Board of Assessors; Brewster Association of Part-Time Residents CC-4 Continue to implement Age-Friendly Community Action Plan and modify as needed FY21-22 X X Council on Aging Board & Dept Select Board; Town Administration Open Space OS-1 Complete Drummer Boy Park Master Plan Update in coordination with proposed Wing Island boardwalk project X FY21-22 X X Drummer Boy Park Advisory Committee Select Board; Town Administration OS-2 Develop and execute updated plan for Dog Park project (requires future discussion to determine whether to include in Strategic Plan)??X X Dog Park Committee Select Board; Town Administration; Friends of Brewster Dog Park; Community Preservation Committee Housing H-1 Identify Affordable Housing Trust operating/capital needs, develop funding plan, and establish permanent funding mechanism X FY21 X X Affordable Housing Trust & Finance Team Select Board; Finance Committee H-2 Establish housing rehabilitation program and long-term rental assistance program X FY21 X X Affordable Housing Trust Town Administration; Housing Coordinator H-3 Develop affordable housing off Millstone Road X FY21-22 X X Affordable Housing Trust Select Board; Community Preservation Committee; Town Administration; Housing Coordinator Local Economy LE-1 Complete and launch electronic permitting platform, and develop Guide to Doing Business in Brewster to assist residents, contractors, and businesses in navigating local permitting processes FY21-22 X Town Administration IT Director; Building Dept; Health Dept; Planning Dept LE-2 Consider designating Underpass Road as District of Critical Planning Concern with Cape Cod Commission FY22 X X Town Planner Planning Board; Select Board; Town Administration Coastal Management CM-1 Complete gap analysis of local land use regulations along the coastal bank and assess merits of Cape Cod Commission model bylaw FY21 X Town Planner Natural Resources Commission & Dept; Planning Board; Conservation Commission; Board of Health & Dept CM-2 Support new Natural Resources Commission in implementing the Coastal Resource Management Plan and other similar initiatives FY21-22 X Natural Resources Dept Select Board; Town Administration CM-3 Work with MA Department of Conservation and Recreation on Rail Trail extension across Route 6A down to Linnell Landing FY21-22 X X Town Administration Natural Resources Dept; Dept of Public Works; Legislative Delegation; Cape Cod Commission CM-4 Investigate feasibility of new aquaculture program off Wing Island and update related Department of Natural Resources regulations as necessary FY22 X Natural Resources Dept Select Board; Town Administration Water Resources WR-1 Develop clear timeline/plan for moving water quality initiatives forward and determine whether to remain in Cape Cod and Islands Water Quality Protection Fund FY21 X X Water Quality Working Group Select Board WR-2 Identify preferred approach(es) to best address nitrogen and phosphorus mitigation in environmentally sensitive areas FY21-22 X X Water Quality Working Group Board of Health; Conservation Commission; Brewster Ponds Coalition WR-3 Develop and propose stormwater management bylaw (MS4 permit)FY21-22 X X Stormwater Working Group Planning Board; Select Board WR-4 Evaluate vulnerable Water Department utility infrastructure, determine possible improvements/modifications, and implement as possible/applicable FY22 X Water Dept Town Administration 1 FY21-22 Select Board Strategic Plan Vision Building Block Goal #Goal Description Higher Priority Timeline Vision Plan FY20-21 SB Plan Primary Responsible Party Other Key Stakeholders Governance G-1 Present the annual budget in an easily accessible format and provide detailed review of Town's financial status on regular basis X FY21 X X Finance Team Select Board; Finance Committee G-2 Complete design/launch of new, more user friendly Town website and optimize BGTV’s potential as communication tool X FY21 X X Website Working Group Town Administration G-3 Adopt financial policies that are in accordance with 2019 MA Department of Revenue report and best practices, and implement short- and medium-term recommendations of DOR report as applicable X FY21-22 X Finance Team Select Board; Finance Committee G-4 Continue to implement Vision Plan and develop Local Comprehensive Plan that addresses the following key policy issues: 1. Develop a high-level growth policy 2. Identify and evaluate policies / zoning bylaws that recognize and take advantage of potential synergies between affordable housing development and open space preservation 3. Perform a comprehensive review of zoning bylaws, with particular attention to ones that support more housing choice X FY21-22 X X Vision Planning Committee Planning Board; Town Planner; Select Board; Affordable Housing Trust; Open Space Committee G-5 Update Select Board Policy on Board and Committee meetings to improve transparency and provide better access to information FY21 X X Town Administration Select Board; IT Director; BGTV G-6 Identify funding to support creation of new Human Resource Department to focus on the following key initiatives: 1. Implement findings from HR audit 2. Develop succession plans for key staff positions 3. Complete compensation and classification study and related staffing analysis of all union and non-union Town personnel, and implement recommended changes 4. Foster a culture that views residents as customers and Town services as the product - be proactive, transparent, and engaged FY21-22 X Town Administration Select Board G-7 Develop and seek adoption of Town Charter and associated bylaw changes FY21-22 X Charter Committee Select Board; Town Counsel; Boards/Committees & Town Depts G-8 Foster stronger relationships with Nauset School District officials, especially regarding finances FY21-22 Town Administration Select Board; Finance Committee; Nauset Regional School Committee; Brewster School Committee; Nauset School Administration G-9 Actively recruit residents to fill vacancies and provide training/ guidance to volunteers serving on Town Boards and Committees FY21-22 X X Select Board & Town Administration Town Counsel G-10 Determine merits of making longer-term changes to traditional municipal service models – applying lessons learned from pandemic response FY21-22 Town Administration Select Board; Dept Heads 2 FY21-22 Select Board Strategic Plan Vision Building Block Goal #Goal Description Higher Priority Timeline Vision Plan FY20-21 SB Plan Primary Responsible Party Other Key Stakeholders Community Infrastructure CI-1 Complete School Consolidation and Community Center Feasibility Studies via a transparent and engaging public process and work with key stakeholders to determine appropriate next steps X FY21-22 X X Community Center Planning Committee; Nauset School Officials Council on Aging & Dept; Recreation Commission & Dept; Brewster Elementary Schools; Local/Regional Social Service Agencies (Veterans, etc) CI-2 Determine support for the Brewster Ladies Library renovation project FY21 Select Board Brewster Ladies Library Association Board and Dept; Town Administration; Capital Planning Committee; Finance Committee CI-3 Complete comprehensive assessment of Captains Golf operations, finances, and capital needs, and determine feasibility of transitioning to enterprise fund FY21-22 Golf Dept & Finance Team Golf Commission; Select Board; Finance Committee CI-4 Implement 5 Year Green Community Energy Reduction Plan, manage ongoing solar projects with assistance from new Energy Manager, and reduce greenhouse emissions whenever possible FY21-22 Town Administration Select Board; Energy Committee; Facilities Manager CI-5 Complete Hazard Mitigation Plan and seek to implement Municipal Vulnerability Preparedness projects that support climate change adaptation FY21-22 X Town Planner & Town Administration Dept of Public Works; Natural Resources Dept; Water Dept; Fire Dept CI-6 Continue to invest in road infrastructure in the following key areas: 1. Complete design and construction of Millstone Road 2. Develop Complete Streets Prioritization Plan and seek project grant funding 3. Complete update to Pavement Management Plan 4. Develop comprehensive Road Capital Plan & consider merits of seeking 2nd major road bond FY21-22 X X Town Administration & Dept of Public Works Select Board; Capital Planning Committee Pandemic Response & Recovery PR-1 Continue to deliver essential services to residents while reducing risk of coronavirus transmission in all municipal activities, properties, and facilities X FY21-22 Town Administration Select Board; Town Depts PR-2 Communicate effectively with the public, town employees/volunteers, business community, and visitors about town policies/actions related to the pandemic X FY21-22 Town Administration & Health Dept Select Board; Town Depts PR-3 Encourage and facilitate voting by mail for upcoming elections, and implement pandemic safety measures for in-person voting at elections and Town Meeting FY21 Town Administration & Town Clerk Town Depts PR-4 Determine and implement best approach to Board/Committee meetings FY21 Select Board & Town Administration BGTV; Facilities Manager PR-5 Communicate and coordinate local response/recovery efforts with regional partners FY21-22 Town Administration Select Board PR-6 Continue to monitor and support employee wellness FY21-22 Town Administration Select Board; Dept Heads 3 Town of Brewster Vision Plan • 2018 2 TOWN OF BREWSTER VISION PLAN • 2018 Introduction Purpose: The Brewster Vision Plan expresses the community’s preferences for how it intends to evolve socially, physically, and economically. As such, the Plan will guide town decisions and serve as a framework for other future plans, such as a comprehensive plan. OVERVIEW OF THE PROCESS The Vision Plan results from a series of activities designed to bring out community values, identify the key issues confronting Brewster now and into the future, and build consensus around priority actions to achieve the goals set by the process. The planning process included four principal steps: 1. Community workshops in June 2017 in which participants indicated what they value about Brewster, the challenges and opportunities facing the community, and their vision for the future. From this, the Brewster Vision Advisory Group (BVAG) was able to identify the key issues facing the town – the building blocks for the future vision with goals for each of the building blocks. 2. Community workshops in October 2017 in which participants identified actions to achieve the goals under each of the building blocks. From this, the BVAG drew up a list of actions for which there was the greatest amount of public support. 3. A public survey in February 2018 in which participants were asked to indicate how important they felt each of the actions was in achiev- ing the goals for the building blocks. 4. Community workshops in May 2018 in which participants identified how the community and Town government could most effectively implement the Vision Plan. THE RESULTS From this process of public engagement, the Vision Plan is constructed on eight building blocks: community character, open space, housing, local economy, coastal management, water resources, governance, and community infrastructure. The survey results confirmed the consensus on the importance of these issues and the actions which are proposed under each of the building block goals. At the same time each of the building blocks cannot be treated as a separate, stove-pipe issue and actions. They are indeed interrelated: action on one will help advance the goals of other building blocks. THANKS The development of this plan was the result of the active participation, thinking, and efforts of many people. We would like to thank the hundreds of people who participated in community workshops and the 1,275 people who took the survey. We would like to thank the facilitators and recorders whose skills made the workshops succeed. Thanks to Tonna-Marie Surgeon-Rogers without whom the survey would not have been possible. Thanks to the Brewster Planning Department whose support was critical to the fruitful outcome of each step. And lastly, thanks to Cheryl Doble of Tisbury who guided us through the planning process. The Brewster Vision Advisory Group TOWN OF BREWSTER VISION PLAN • 2018 3 Brewster’s Vision Brewster is a welcoming and inclusive community that celebrates its diversity and special character. We preserve our historical setting and seek to protect its contribution to our town’s character. We work to preserve the rural, small town feel of Brewster created by low density development and open space, which contributes to protecting water resources and providing scenic areas for recreation and contemplation. In the context of coastal change, we protect our bayside coastline, which defines our sense of place and provides special recreational and economic opportunities. We honor our history as a working community and partner with Brewster businesses that support residents and visitors by providing unique, high- quality products, services, and experiences built on our character and environment. We support growth that is appropriately scaled and sited. We seek to offer housing that is affordable to residents of all ages and economic standing. 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. The methods and practices that we set in place encourage and promote public discourse and collaboration. We look to successful models in other communities and organizations as examples to manage and guide our approach to change in our Town. We are committed as we move forward, through careful planning and coordination, to improve our community and protect what we value about Brewster. Examples of stakeholders Old King’s Highway Historic District, Historical Commission, Brewster Historical Society Building Department, Zoning Board of Appeals, Planning Department and Planning Board Chamber of Commerce Cape Cod Museum of Natural History Council on Aging, Friends of Brewster Elders, Churches Brewster Ladies Library Business and community group leaders (hospitality, arts, retail, aqua and agriculture, Brewster Ponds Coalition, Coastal Committee) Brewster Conservation Trust, Conservation Department Recreation Department, School Department Community Character GOAL: Sustain and foster Brewster’s historic setting, rural nature, small-town feel, and socially inclusive spirit. PURPOSE 1 Provide social opportunities and services for all 1.Provide a Community Center for all ages for social and recreational activities and include meeting rooms. 2.Create social gathering activities (town suppers, meet and greet) for all ages; expand recreational activities for all and communicate to all via town website and social media. 3. Provide services and infrastructure for an “age friendly” community including transportation especially for the elderly and those living alone. PURPOSE 2 Maintain the Town’s historic heritage and style 1.Review, strengthen and enforce zoning for 6A to ensure historic preservation and standards; define “appropriate development” with input by all. 2. Create more opportunities (historic markers, walking trails, Brewster history app) for current and new residents and tourists to learn about the history of Brewster. 3. Explore ways to maintain and improve the appearance of properties along Route 6A. PURPOSE 3 Maintain the Town’s small-town feel and scale through appropriate development 1.Create a "town center" including housing (for example, apartments above businesses), businesses and recreational outdoor space. 2. Allow for the building of intergenerational co-housing that includes social activities. 4 TOWN OF BREWSTER VISION PLAN • 2018 TOWN OF BREWSTER VISION PLAN • 2018 5 Water Resources GOAL: Protect Brewster’s fresh water system to preserve high quality drinking water and maintain or improve the health of our ponds and marine watersheds. PURPOSE 1 Protect town wellfields by expanding open space acquisition and other measures 1. Identify and purchase more open space in critical areas around town wellfields and pursue other land preservation actions, such as promoting conservation restrictions and tax incentives for individual property owners and placing conser- vation restriction protections on town-owned land such as the golf course, to protect groundwater. 2. Develop and/or expand public education and outreach by the town and by individual town boards and committees regarding threats to drinking water supplies, such as hazardous materials, contaminants of emerging concern”and other pollutants. 3. Pursue improvements to residential and industrial zon- ing/regulations in Zone II areas that will strengthen groundwater protection. 4. Examine and, where needed, improve coordination between town committees on water quality protection issues and actions. PURPOSE 2 Improve pond water quality through public education, regulation, and mitigation activities 1. Encourage and promote a comprehensive public education program targeting homeowners, schoolchildren and visitors. This pond protection program would address issues such as fertilizer use, landscaping best practices, septic systems, storm water management and contaminants of emerging concern. 2. Implement existing town stormwater management requirements and up-date the stormwater management program to mandated standards to eliminate road runoff to ponds. 3.Consider adopting more effective septic regulations around ponds. Explore fund- ing options for individual property owners for more restrictive and costly regulatory requirements for septic treatment/placement due to their proximity to ponds. PURPOSE 3 Protect the water quality of the town’s marine watersheds 1.Expand requirements for advanced wastewater treatment systems for commer- cial and residential development in sensitive marine watersheds; the town should set an example by proactively upgrading all municipally-owned structures/proper- ties to include advanced wastewater treatment systems. 2.Identify and preserve land within marine watersheds as well as protect/restore beneficial coastal resource areas such as salt marshes in order to protect marine water resources. 3.Study possible improvements to existing regulations, such as stormwater regulations, and adopt and enforce stricter regulations on coastal development that will help reduce impacts to marine water quality. Examples of stakeholders Water Department and Board of Health Conservation Commission and Department of Natural Resources Department of Public Works Planning Department and Town Planner • Brewster Ponds Coalition Pleasant Bay Alliance • Brewster Conservation Trust Barnstable County Health Dept. and Cooperative Extension Neighborhood Associations • Brewster Assoc. of Part Time Residents Protect Our Cape Cod Aquifer Open Space GOAL: Maintain and expand open space assets to provide public recreation, protect fragile natural habitat, and protect water resources PURPOSE 1 Improve public access to and expand the use of recreational areas 1. Work in collaboration with the state’s Division of Conservation and Recreation to develop better public access to state-owned beach property. 2.Look at existing town properties to create recreational opportunities such as walking trails, bike paths and a dog park, and encourage expanded utilization of Drummer Boy Park for recreational uses, including the possible development of a walkway to Wing Island. 3. Pursue land acquisition opportunities for additional recreational areas. PURPOSE 2 Prioritize environmentally sensitive areas for preservation 1.Use available mapping technology and town/outside collaborations to identify and protect priority parcels in sensitive natural resource areas, particularly in designated Zone II drinking water supply areas. 2. Ensure that existing funding continues and additional funding sources are made available to acquire priority open space parcels. 3. Properly manage existing open space assets and ensure that adequate funding is available to maintain their protection. PURPOSE 3 Maintain open space through density and development standards 1. Utilize zoning and other regulatory options as alternatives to land purchases in order to protect open space in environmentally sensitive areas, including improved use of cluster development and natural resource protection zoning. 2. Zone strategically to direct growth away from natural resource areas while at the same time change zoning elsewhere to accommodate greater density in areas where it is appropriate. 3. Build public awareness about regulatory (zoning) methods to protect open space. Examples of stakeholders Open Space Committee • Department of Natural Resources Brewster Conservation Trust • Conservation Commission Cape Cod Commission • Compact of Cape Cod Conservation Trusts Association to Preserve Cape Cod Abutters/Neighboring Communities to Open Space (potential/existing) Planning Department • Brewster Ponds Coalition 6 TOWN OF BREWSTER VISION PLAN • 2018 Housing GOAL: Provide more affordable, safe, and accessible rental and ownership housing options at different price points, particularly for single people, young families, and our older population. Achieve the state’s 10% affordable goal by 2025. PURPOSE 1 Promote housing choices to allow families to live, work, and prosper 1. Review current zoning with key emphasis on Accessory Dwelling unit bylaw which would allow an additional smaller unit to be built on an existing home lot; consider multifamily zoning and housing above existing businesses. 2.Review current housing stock and town owned land, identify needs, promote existing programs and create innovative new programs. 3. Create a Municipal Housing Trust which will allow the Town to develop more flexible programs such as Buy Down assistance for homeowners, rental vouchers, rehabilitation and acquisition of land for Town-led, friendly 40B affordable develop- ment. 4. Research and develop creative public and private sources of funding and partnerships for housing. 5. Educate the public about affordable housing by holding educational forums and creating a marketing/awareness campaign about the need for affordable and community housing options. PURPOSE 2 Provide opportunities to address the varied housing needs of Brewster’s aging population 1. Create more ways for seniors to age in place through zoning changes, tax incentives, home sharing programs and elderly support services. 2. Develop more elderly housing options that are focused on inclusion, not isolation, and that are near public transportation routes. PURPOSE 3 Address the housing needs of the Town’s year-round and seasonal workforce 1. Develop relationships between businesses, homeowners and Town to identify and locate rooms for seasonal workers in safe and well managed locations, preferably near transportation centers. Review zoning that would allow more housing units to be built above existing businesses. 2. Develop more year round work force affordable rental stock and affordable first time home- ownership opportunities through, for example, smaller lot sizes and non-traditional housing designs. Examples of stakeholders Low/Middle Income Residents (Young Families, Older Fixed Income Families & Seasonal Workforce) Brewster Housing Coordinator • Brewster Housing Trust • Housing Partnerships (Brewster & MA) Brewster Housing Authority • Chambers of Commerce (Cape and Brewster) Local Builders Associations, Contractors, MA Architects Community Development Partnership • Housing Assistance Corporation • Lenders/Financing TOWN OF BREWSTER VISION PLAN • 2018 7 Coastal Management 8 TOWN OF BREWSTER VISION PLAN • 2018 GOAL: In the context of coastal change, preserve and protect Brewster‘s coastal resources and expand public access PURPOSE 1 Protect coastal resources in ways that preserve coastal ecosystems and habitats and the character of the town and coastal neighborhoods 1.Develop a town-wide Coastal Resource Management Plan based on science and best practices, with a focus on soft solutions, protecting habitat, and managing stormwater run-off. 2.Consider best practices for minimally invasive infrastructure such as boardwalks, parking set back from sensitive areas, and the use of permeable materials for parking areas. 3. Implement the Brewster Coastal Adaptation Strategy for the Town’s public beaches and landings, including engaging citizens before coming up with specific plans. PURPOSE 2 Maintain and expand public access for all through public consensus and explore alternate modes of transport and access points 1.Explore alternate transport methods including shuttles or trolleys from remote parking areas, and additional bike and walking paths. 2. Expand beach access to new areas such as Wing Island and the state beach between Linnell and Crosby landings. Investigate purchasing or developing agreements to use other areas. PURPOSE 3 Adapt to climate change projections and advance adaptation and resiliency techniques that are financially and environmentally sustainable 1.Identify techniques such as living shorelines, nourishment from dredged material, and land acquisition for retreat locations to adapt to coastal change. 2. Provide outreach and education (signs, field trips, publica- tions) to build awareness of citizens and decision makers about the nature of coastal change. Examples of stakeholders Conservation Commission • Coastal Committee Department of Natural Resources, Department of Public Works Coastal property owners, Brewster Assoc. of Part-Time Residents Town Planner, Planning Board Police, Fire Departments Business leaders, Chamber of Commerce, Aquaculture grant holders Other Cape and coastal towns State and Federal agencies: Environmental Protection Agency, Department of Environmental Protection Cape Cod Museum of Natural History Local Economy GOAL: Promote a sustainable economy that builds on Brewster’s natural and human assets, addresses the needs of small businesses, and provides year-round employment for Brewster’s young families. PURPOSE 1 Build a “green” economy based on the Town’s natural beauty and resources 1. Develop a brand and market Brewster as a green community. 2. Provide incentives for “green” businesses to locate and grow in Brewster. 3. Sponsor/support outreach activities (forums, walks, festivals) that celebrate the Town’s natural resources and green businesses. PURPOSE 2 Foster small businesses compatible with the Town’s character and promote year-round employment 1.Develop a community consensus regarding the types of businesses and design standards that are appropriate for Brewster. 2. Modify zoning to make it less restrictive and to streamline the permitting process, especially for small businesses, and revise the use table to allow businesses, including home occupations that are compatible with town character. 3. Modify zoning to encourage a small downtown area of mixed uses that is walking- and biking-friendly. 4.Make the town more business-friendly by actions such as providing a liaison in Town Hall, supporting a mentoring program, and creating an innovation center for start-up businesses. Examples of stakeholders Town Planner, Planning Board, Housing Coordinator Chambers of Commerce (Cape and Brewster) Small and large business leaders Old King’s Highway Historic District • Historical Commission Department of Natural Resources Conservation Department Brewster Conservation Trust Building Department, Zoning Board of Appeals, Health Department Consumers Select Board, Board of Health, Finance Committee TOWN OF BREWSTER VISION PLAN • 2018 9 10 TOWN OF BREWSTER VISION PLAN • 2018 PURPOSE 2 Expand the volunteer base to increase the use of citizen expertise and build diversity in decision-making 1.Create a volunteer clearinghouse to identify opportuni- ties,reach newcomers and partner with diverse groups like retirees and young people. Establish a volunteer coordinator and/or a citizen advisory board. Survey available skills and match to needs. 2. Create shorter term, more flexible, task force oppor- tunities to use vital citizen expertise. Establish term limits for boards and committees to encourage new ideas and new committee members. Establish a regular (annual or semi-annual) open house during which town departments and boards can share what they do and what qualifica- tions are needed to participate. Invite citizen involvement. continued on page 11 Governance GOAL: Create a more open and inclusive town government that encourages participation by all citizens by improving two-way communication, expanding volunteer opportunities, and encouraging customer friendly service. PURPOSE 1 Expand and improve communication to citizens about Town plans and activities 1. Improve the Town web site both to add more timely and complete content and to make that content easily searchable and accessible. 2. Improve the town meeting process to reach a wider community audience through, for example, changing the day of the week, the time of day, or the manner in which citizens participate. 3. Expand Town email to a larger audience. Offer email sign-up more widely for example at voter registration, the library, and the Council on Aging. Consider opt out rather than opt in sign-up. 4.Strengthen and expand the Town’s social media presence. Use platforms that reach younger citizens like Instagram. 5. Share more information on warrant articles prior to Town Meeting through groups like Brewster Community Network, homeowner associations, special inter- est groups and the Chamber of Commerce. Mail the warrant to every household. 6.Improve the working relationship between town government and citizens: expand opportunities for governing bodies to hear citizens’ concerns, establish Select Board open office hours and other opportunities for dialog, expand opportunities for input from part-time residents, create a “What’s Happening in Town Hall”newsletter or similar communication, and provide information in tax bills about how taxes are spent. Governance continued PURPOSE 3 Strengthen the customer service approach to Town services 1.Create a welcome packet for new citizens and business owners with complete and easy to follow instructions on how to get things done. 2.Make customer service a priority by providing employee training and assessing employee performance using customer service as a criterion. 3.Establish an ombudsman and greeter in Town Hall to facilitate citizen interaction with town departments and get things done simply and quickly. 4.Consolidate and simplify the permitting processes for busi- nesses and homeowners; create administrative approvals for simple requests. TOWN OF BREWSTER VISION PLAN • 2018 11 Examples of stakeholders Select Board and Town Administration Citizens and Town Meeting Town Employees Town Planner and Planning Board Information Technology Department Public Relations Zoning Board of Appeals Council on Aging Schools and school organizations Local Homeowners associations, clubs, groups and committees 12 TOWN OF BREWSTER VISION PLAN • 2018 Community Infrastructure GOAL: Maintain and expand town infrastructure in ways that expand opportunities for community interaction, support the development of a “green” economy, expand recreation opportunities, and promote public safety. PURPOSE 3 Provide active recreation opportunities and facilities including those for youth 1.Survey the community (all ages) to identify desired activities and programming. 2. Inventory existing facilities and identify potential locations for new facilities such as a community pool, pickleball, volleyball and basketball courts. 3. Expand and promote existing and future active recreational (seasonal and year-round) programs. 4.Research potential ways to provide transportation to recreation areas. PURPOSE 1 Create a community center to house activities and interaction for people of all ages 1. Form a committee to facilitate the process and hold public meetings for community input. 2. Conduct a feasibility/location study to identify the best location for a community center. 3. Repurpose an existing facility (such as Eddy School). Utilize neighboring town experience (such as Harwich) as a model. 4. Develop uses and programming, with activities for all ages, for the proposed facility. PURPOSE 2 Expand the bike and pedestrian trails and paths for recreation and transportation throughout town 1. Develop a town wide plan that includes all existing trails and sidewalks, potential areas for expansion, trail connections and links to key recreation areas, bay beaches and west Brewster. 2.Identify areas of improvement for existing trails and sidewalks such as signage, safety, and lighting and provide more bicycle safety information. 3.Make the town more bicycle/pedestrian friendly by providing information on the trail system. 4.Review and modify existing policies and development guidelines to require (where possible) sidewalks and bike lanes on new roads and re-pavement projects. Examples of stakeholders Planning Department, Planners, Architects Building Department, Department of Public Works Water Dept., Recreation Dept., School Dept. Historical Commission Cape Cod Regional Transit Authority School Committee, parents and students All Citizens Access Committee Bikeways Committee, Bike Shops Mass. Department of Conservation and Recreation Brewster Ladies Library, Churches, Council on Aging Taking Action Turning the Plan into action The Vision Plan is intended to be a living document, guiding the near- and long-term decisions on which our community’s future is built. Therefore, it is imperative that the goals guide actions of Town government and community organizations and that the relevant stakeholders play their part in implementing the actions presented in the Plan. Implementation will involve figuring out the details and making the actions work in the context of town capacity, financial and fiscal constraints, and the legal framework for town action. Overall, the Select Board, Town Boards and Committees, and citizens through Town Meeting will oversee turning the Plan into action. Implementation will be most effective if there is a true partnership between town government and the community to assure that the goals laid out in the Plan are reached. What the community can do to promote the implementation of the Vision Plan. TOWN GOVERNMENT Adopt the Vision Plan as a formal action of the Select Board and assign responsibility for implementation. Communicate the Vision Plan, including important milestones and progress towards implementation through a variety of traditional and innovative vehicles. Make the Vision Plan a guide for policymaking and town decisions budgeting, town warrant articles, town mission statement). Engage Town department heads and town staff to take owner- ship of the Vision Plan and integrate it into their daily work and future plans; restructure and reorganize staffing as needed. Create a Vision Implementation Committee to shepherd and oversee implementation and to keep the Vision Plan in the forefront of Town priorities, including ongoing stakeholder involvement. COMMUNITY ORGANIZATIONS Embrace the Vision Plan, organize meetings and other communications to build awareness and understanding about the Vision Plan. Use the Vision Plan to guide organizational plans, take on Vision Plan projects related to organizational mission for implementation or collaboration with Town. Help foster two-way communication with the Town, organize meetings and other forms of communication to educate people about issues and provide feedback. CITIZENS Work together to create a culture of engagement, talk with friends and neighbors, make a difference. Act, vote, attend meetings. Get involved in a Vision Plan issue, volunteer. TOWN OF BREWSTER VISION PLAN • 2018 13 A Publication of the Town of Brewster, Massachusetts June 2018 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 Thursday August 19, 2021 8:30 – 8:45 Opening Remarks & Overview 8:45 – 9:00 Pandemic 9:00 – 10:00 Community Infrastructure 10:00 – 11:15 Governance 11:15 – 12:00 Community Character 12:00 – 12:30 Lunch 12:30 – 1:00 Open Space 1:00 – 1:45 Housing 1:45 – 2:15 Local Economy 2:15 – 2:45 Coastal Management 2:45 – 3:15 Water Resources 3:15 – 3:30 Recap & Next Steps 2021 Brewster Select Board Annual Retreat Development of FY22-23 Select Board Strategic Plan Goals of Annual Retreat Using last year’s (FY21-22) Strategic Plan as a starting point… •Continue to coordinate all of our initiatives; •Clearly identify consensus priority goals that are both generally consistent with the Vision Plan and reasonably attainable within the next two years; •Communicate priorities to all stakeholders and use plan to focus our collective efforts across the organization. 2021 Brewster Select Board Annual Retreat Development of FY22-23 Select Board Strategic Plan Our Process •Solicit feedback from all boards and committees (through their respective Chairs) and all Department Heads regarding progress on FY21-22 priority goals and suggested changes/additions •Reference recent Vision Planning Committee status report on implementation of Vision Plan (~100 action items completed in past 2+ years) •Goals remain organized under the 8 Vision Plan Building Blocks •Should last year’s pandemic block remain? •How do we address ongoing initiatives? 2021 Brewster Select Board Annual Retreat Recap of FY21-22 Select Board Strategic Plan •41 consensus goals identified (3 more than FY20-21), including: •12 higher priority goals (in bold) •14 for FY21 •24 in FY21-22 •Remaining 3 for FY22 •23 similar goals carried over from previous plan •17 new goals, including 7 related to the pandemic •More than 2/3 are referenced in the Vision Plan (noted with asterisk*) •Primary responsible parties and key stakeholders assigned to each goal •Progress on each goal from last year’s plan is represented as: •significant/complete in green •sufficient/partially complete in orange •insufficient/planned for FY22 in red 2021 Brewster Select Board Annual Retreat Identifying Consensus Priorities 2021 Brewster Select Board Annual Retreat Managing Expectations & Organizational Capacity 2021 Brewster Select Board Annual Retreat 8:45 - 9:00 Pandemic Status of FY21-22 Goals (1 of 2) •Continue to deliver essential services to residents while reducing risk of coronavirus transmission in all municipal activities, properties, and facilities •Communicate effectively with the public, town employees/volunteers, business community, and visitors about town policies/actions related to the pandemic 2021 Brewster Select Board Annual Retreat 8:45 – 9:00 Pandemic Status of FY21-22 Goals (2 of 2) •Encourage and facilitate voting by mail for upcoming elections, and implement pandemic safety measures for in-person voting at elections and Town Meeting •Determine and implement best approach to Board/Committee meetings •Communicate and coordinate local response/recovery efforts with regional partners •Continue to monitor and support employee wellness 2021 Brewster Select Board Annual Retreat 9:00 – 10:00 Community Infrastructure Status of FY21-22 Goals (1 of 2) •Complete School Consolidation and Community Center Feasibility Studies via a transparent and engaging public process and work with key stakeholders to determine appropriate next steps* •Determine support for the Brewster Ladies Library renovation project •Complete comprehensive assessment of Captains Golf operations, finances, and capital needs, and determine feasibility of transitioning to enterprise fund 2021 Brewster Select Board Annual Retreat 9:00 – 10:00 Community Infrastructure Status of FY21-22 Goals (2 of 2) •Implement 5 Year Green Community Energy Reduction Plan, manage ongoing solar projects with assistance from new Energy Manager, and reduce greenhouse emissions whenever possible •Complete Hazard Mitigation Plan and seek to implement Municipal Vulnerability Preparedness projects that support climate change adaptation* •Continue to invest in road infrastructure in the following key areas: 1. Complete design and construction of Millstone Road 2. Develop Complete Streets Prioritization Plan and seek project grant funding 3. Complete update to Pavement Management Plan 4. Develop comprehensive Road Capital Plan & consider merits of seeking 2nd major road bond* 2021 Brewster Select Board Annual Retreat 9:00 – 10:00 Community Infrastructure Suggested Changes/Additions for FY22-23 (1 of 2) •Seek to acquire Sea Camps properties, develop and implement interim property management and public access plans, identify stakeholder boards and committees, work with potential partner organizations on preliminary due diligence, and manage resident engagement and Master Plan development processes •Examine feasibility of Sea Camps Bay Parcel as future site of intergenerational community center •Complete School Consolidation Feasibility Study •Complete Hazard Mitigation Plan 2021 Brewster Select Board Annual Retreat 9:00 – 10:00 Community Infrastructure Suggested Changes/Additions for FY22-23 (2 of 2) •Confirm support for the Brewster Ladies Library renovation project and create a timeline with project action steps •Solicit resident feedback on Millstone Road project, work towards design consensus, and finalize design •Develop a comprehensive stormwater/water quality improvement Capital Plan •Develop net zero energy roadmap 2021 Brewster Select Board Annual Retreat 10:00 – 11:15 Governance Status of FY21-22 Goals (1 of 3) •Present the annual budget in an easily accessible format and provide detailed review of Town's financial status on regular basis* •Complete design/launch of new, more user friendly Town website and optimize BGTV’s potential as communication tool* •Adopt financial policies that are in accordance with 2019 MA Department of Revenue report and best practices, and implement short- and medium-term recommendations of DOR report as applicable 2021 Brewster Select Board Annual Retreat 10:00 – 11:15 Governance Status of FY21-22 Goals (2 of 3) •Continue to implement Vision Plan and develop Local Comprehensive Plan that addresses the following key policy issues: 1. Develop a high-level growth policy 2. Identify and evaluate policies / zoning bylaws that recognize and take advantage of potential synergies between affordable housing development and open space preservation 3. Perform a comprehensive review of zoning bylaws, with particular attention to ones that support more housing choice* •Update Select Board Policy on Board and Committee meetings to improve transparency and provide better access to information* •Identify funding to support creation of new Human Resource Department to focus on the following key initiatives: 1. Implement findings from HR audit 2. Develop succession plans for key staff positions 3. Complete compensation and classification study and related staffing analysis of all union and non-union Town personnel, and implement recommended changes 4. Foster a culture that views residents as customers and Town services as the product - be proactive, transparent, and engaged 2021 Brewster Select Board Annual Retreat 10:00 – 11:15 Governance Status of FY21-22 Goals (3 of 3) •Develop and seek adoption of Town Charter and associated bylaw changes •Foster stronger relationships with Nauset School District officials, especially regarding finances •Actively recruit residents to fill vacancies and provide training/ guidance to volunteers serving on Town Boards and Committees* •Determine merits of making longer-term changes to traditional municipal service models – applying lessons learned from pandemic response 2021 Brewster Select Board Annual Retreat 10:00 – 11:15 Governance Suggested Changes/Additions for FY22-23 (1 of 3) •Determine merits of making longer-term changes to traditional municipal service models – applying lessons learned from pandemic •Complete launch of new Town website •Develop and launch new operating and capital budget platform to improve accessibility and transparency of Town finances •Continue to implement Vision Plan and develop Local Comprehensive Plan •Examine need to increase organizational capacity in certain key areas to meet expanding service and project demands •Determine extent of continued expanded remote participation in Committee meetings 2021 Brewster Select Board Annual Retreat 10:00 – 11:15 Governance Suggested Changes/Additions for FY22-23 (2 of 3) •Prioritize working diligently with the Nauset Regional School Committee, the new Nauset Regional School Administration, the Brewster School Committee and the Brewster Finance Committee to enhance the transparency of the information provided regarding the schools’ budgets and operating expenses •Communicate tax rate impacts of capital investments and service enhancements on capital and operating budgets •Develop financial policy regarding allocation of marijuana revenues •Consider merits of adopting short-term rental regulations or registration program 2021 Brewster Select Board Annual Retreat 10:00 – 11:15 Governance Suggested Changes/Additions for FY22-23 (3 of 3) •Examine benefits of holding Town Meetings on Saturdays and use of electronic voting •Establish a better citizens petition process •Continue to foster a culture that views residents as customers and Town services as the product - be proactive, transparent, and engaged •Continue to monitor and support employee wellness •Consider ways to promote inter-departmental collaborations •Create program to annually recognize Town volunteers for their service to the community 2021 Brewster Select Board Annual Retreat 11:15 – 12:00 Community Character Status of FY21-22 Goals •Determine policy position on potential changes to Community Preservation Act fund allocation formula •Develop plan to identify/address issues of diversity and inclusion, including potential formation of task force or advisory committee •Engage stakeholders to determine policy position on residential exemption and other potential local tax relief policy options* •Continue to implement Age-Friendly Community Action Plan and modify as needed* 2021 Brewster Select Board Annual Retreat 11:15 – 12:00 Community Character Suggested Changes/Additions for FY22-23 •Develop 5-year Community Preservation Act Plan soliciting input from key stakeholders (e.g. Housing Partnership and Open Space Committee), consider potential changes to fund allocation formula, and establish a framework for vetting regional project funding requests •Make diversity and inclusion a higher organizational priority •Examine expanded childcare opportunities, including pre-school funding subsidy 2021 Brewster Select Board Annual Retreat 12:30 – 1:00 Open Space Status of FY21-22 Goals •Complete Drummer Boy Park Master Plan Update in coordination with proposed Wing Island boardwalk project* •Develop and execute updated plan for Dog Park project* 2021 Brewster Select Board Annual Retreat 12:30 – 1:00 Open Space Suggested Changes/Additions for FY22-23 •Phased implementation of Drummer Boy Park Master Plan in coordination with Wing Island boardwalk project •Consider need for and structure of new Parks & Recreation Department responsible for management of Drummer Boy Park, Sea Camps, and other existing recreational amenities/programs •Continue support for strategic open space purchases, particularly in critical areas (Zones I and II, ponds, estuaries, and bay beaches) 2021 Brewster Select Board Annual Retreat 1:00 – 1:45 Housing Status of FY21-22 Goals •Identify Affordable Housing Trust operating/capital needs, develop funding plan, and establish permanent funding mechanism* •Establish housing rehabilitation program and long-term rental assistance program* •Develop affordable housing off Millstone Road* 2021 Brewster Select Board Annual Retreat 1:00 – 1:45 Housing Suggested Changes/Additions for FY22-23 •Consider affordable housing and other housing opportunities on Sea Camps properties if acquired •Explore opportunities for partnerships between open space and housing (e.g. Sea Camps) – see APCC & HAC pilot program •Shift funding for Housing Coordinator from CPA to operating budget •Complete Housing Production Plan update •Update ADU bylaw •Examine addition of workforce housing 2021 Brewster Select Board Annual Retreat 1:00 – 1:45 Housing Suggested Changes/Additions for FY22-23 •Educate residents and Town officials about the Housing Choice & Economic Development legislation •Become designated as a Housing Choice Community •Explore regional collaboration in addressing Lower Cape housing challenges •Require Millstone Road housing project to be age-friendly and include COA as Housing stakeholder 2021 Brewster Select Board Annual Retreat 1:45 – 2:15 Local Economy Status of Priority FY21-22 Goals •Complete and launch electronic permitting platform, and develop Guide to Doing Business in Brewster to assist residents, contractors, and businesses in navigating local permitting processes* •Consider designating Underpass Road as District of Critical Planning Concern with Cape Cod Commission* 2021 Brewster Select Board Annual Retreat 1:45 – 2:15 Local Economy Suggested Changes/Additions for FY22-23 •Launch electronic permitting platform •Increase coordination with Brewster Chamber on outreach and communication to local business community •Include Chamber as a stakeholder on relevant Housing, Local Economy, Coastal Management, and Pandemic Response goals •Work with Chamber and other stakeholders to create Cultural District or similar coordinated local arts and culture program 2020 Brewster Select Board Annual Retreat 07.20 – Day 1 2:15 – 2:45 Coastal Management Status of FY21-22 Goals •Complete gap analysis of local land use regulations along the coastal bank and assess merits of Cape Cod Commission model bylaw* •Support new Natural Resources Commission in implementing the Coastal Resource Management Plan and other similar initiatives* •Work with MA Department of Conservation and Recreation on Rail Trail extension across Route 6A down to Linnell Landing* •Investigate feasibility of new aquaculture program off Wing Island and update related Department of Natural Resources regulations as necessary* 2021 Brewster Select Board Annual Retreat 2:15 – 2:45 Coastal Management Suggested Changes/Additions for FY22-23 •Consider merits of Cape Cod Commission model bylaw and potential implementation •Continue and expand on coastal resiliency efforts, particularly in light of anticipated climate change impacts 2021 Brewster Select Board Annual Retreat 2:45 – 3:15 Water Resources Status of FY21-22 Goals •Develop clear timeline/plan for moving water quality initiatives forward and determine whether to remain in Cape Cod and Islands Water Quality Protection Fund* •Identify preferred approach(es) to best address nitrogen and phosphorus mitigation in environmentally sensitive areas* •Develop and propose stormwater management bylaw (MS4 permit)* •Evaluate vulnerable Water Department utility infrastructure, determine possible improvements/modifications, and implement as possible/applicable 2021 Brewster Select Board Annual Retreat Next Steps •Town Administration will assemble a summary document for the Board’s consideration for adoption, providing more detail regarding responsible parties and anticipated timelines •Once formally adopted, the FY22-23 Select Board Strategic Plan will be distributed to all boards/committees and staff, and will also be posted on the homepage of the Town’s website •Select Board agendas will frequently include goals for discussion, action, and/or status updates to ensure we maintain focus •Iterative annual process that should also align with Vision Planning Committee implementation status updates 2021 Brewster Select Board Annual Retreat Town of Brewster July 14, 2021 Finance Committee Select Board Strategic Priorities The Nauset Regional School District and Brewster School budgets equal about 50% of Town of Brewster’s total operating expenses of about $44 million. It is imperative that the Select Board, Finance Committee and the general public receive the highest level of transparency possible with regard to the schools’ financial reporting. The Finance Committee urges the Select Board to prioritize and re-commit to working diligently with the Nauset Regional School Committee, the new Nauset Regional School Administration, the Brewster School Committee and the Brewster Finance Committee to enhance the transparency of the information provided regarding the schools’ budgets and operating expenses. Indeed, the Finance Committee would be pleased to have a joint meeting with the Select Board to discuss this further and work together on this critical topic. August 9, 2021 To: The Brewster Select Board Town Manager, Peter Lombardi From: The Brewster Open Space Committee Re: The Select Board FY21-22 Retreat Strategic Plan In reviewing the Select Board FY21-22 Retreat strategy and the Town’s Vision Plan, the Open Space Committee provides the following comments: History: From the time of Brewster’s first conservation land purchase in the center of Brewster at the old town well handpump – affectionately called “the Egg”, the town has always stepped up and paid to preserve its beaches, forests, marshes and trails. Beginning with the time of the Land Bank, the Land Acquisition Committee and now the Open Space Committee, we have always been funded directly with sufficient resources to protect Brewster’s habitat and economy. When the Community Preservation Act was passed in 2005 the Open Space Committee was offered the opportunity to be a part of the Community Preservation Act funding and was guaranteed 50%. This resource allocation has paid off by way of avoidance of sewering (current cost would be in excess of hundreds of millions of dollars), a solid tourist population, as well as being a base for many summer homes. As the pandemic continues on, the value in walking areas has been much more pronounced, as well as more year round home use with consequent demand and excess nitrogen loading on the town drinking water. 1.Community Character: As stated in the Vision Plan “Brewster’s character is heavily influenced by the amount of open space and natural resources that it protects and that are accessible to the public. Places like the Punkhorn Parklands, Drummer Boy Park, Nickerson State Park, and the Stony Brook Valley help define the distinctly open Community Character of the town.” The upcoming discussion on how CPC funds are allocated to Open Space, Historic Preservation and Community Housing represents an important crossroads. Up until now 50% has gone to Open Space, 10% to Historic Preservation and 10% to Community Housing with the remaining 30% up for distribution to Historic Preservation and Community Housing, with 10% available for Recreation. It is easy to say that Brewster should go to the original state formula, but we are not sure if that would serve the town’s needs best. No application from any of these four covered areas has ever been turned down for lack of funds. Open space has historically bonded to cover needed funds for acquisitions and most recently did short term borrowing for a purchase. With future large funding needs looming for Community Housing and Historic Preservation, those applications could also be bonded and/or use short term borrowing. With the pending CCSC possible acquisition, it may be that no % change should occur. The Open Space Committee requires the 50% to match funds from the Brewster Conservation Trust (BCT) and the state, in order that we may continue to acquire land at pennies on the dollar. ` We also have to remember that people assume that all the green space they see around town is already protected. This is not correct. Most of what people see is privately owned and could be developed at any time. For example, there are two large campsite properties, one on 6A and one on Route 124. These could come on the market any time, as could other private camps, critical town center lands and drinking water area parcels. The 6A and Rt. 124 camp/trailer sites might be convertible to large community housing sites with zoning changes allowing for smaller housing units. Of course, then there are the CCSC parcels, hopefully soon to become town properties. 2.Open Space: The Open Space section has absolutely no mention of continued support for open space purchases. There are still properties within Brewster’s Zone I and Zone II wellfield recharge areas that are essential for the purpose/protection of safe drinking water supply and should be purchased if they become available. There are also numerous parcels that should be preserved to protect bay and pond recreation waters, as well as unique rare and endangered species, and special habitats themselves. Our ponds are not doing well. When pond parcels become available, the town should seriously consider acquiring them. Ponds are the exposed surface of our aquifer. Thankfully, BCT is ready and willing to step up to provide support and many times purchases parcels outright, provided we supply matching funds and we have a great track record in applying for and receiving state and federal land grants. Obviously we cannot buy every parcel out there that is available. Therefore, we need to make sure that parcels in critical areas, ZONE I and II, as well as ponds and bay beaches remain protected by stringent controls on the lands themselves. Public education can help protect lands/environments, but the public needs to be engaged to care what happens to these lands and to our town. 3.Housing: The Open Space Committee is ready and willing to work with the Community Housing groups in joining in on acquisitions that would include protection of open space. Housing developments should also include community gardens which have direct economic and social impact for residents. Brewster’s one community garden, located on BCT property always has a waiting list. 4.Local Economy and Global Warming: As mentioned above, the look and feel of Brewster is greatly influenced by its rural character, due in part to the protected green spaces all over town. This is what draws people to our town and beaches. The town remains cooler than other towns due to the large forested areas serving as heat sinks. This fact is becoming of greater importance as the weather patterns change, leading to longer, hotter days. 5.Coastal management: With the realities of climate change looming large on our horizon, there is little mention of this issue in the FY21-22 Strategic Plan. CPC Open Space monies need to remain available for coastal purchases. Part of our coastal resilience work should continue to include increasing town owned land along the coast. In California a number of towns have started purchasing coastal properties, renting them out for a few years to cover purchase costs and them demolishing them. Here, people keep building on their coastal parcels and adding on to existing properties. We need to seriously look at possibilities for retreat from our coasts. Aquaculture farming may change drastically, as salinity and pH continue to change (affecting shell formation) in our marine environments. Increasing warmth of our marine waters is also affecting many of our fishery/aquaculture species. Many local species that can move, are already moving to cooler habitats. Those species that are not mobile may not survive. Invasive species from warmer habitats are increasingly seen on our beaches and in our waters. A number of shellfish species excel at filtering waters and helping with pH issues. These species should be encouraged/planted/cultured. The small amount of eel grass beds that we have left must be protected in order to maintain nurseries for our remaining fisheries species. The issue of salt marsh inland migration is the subject of much discussion, but we don’t have much area to allow that to happen. However, there are a number of pilot programs to help salt marshes survive and maintain their important function as carbon sinks. Sea Level rise may drastically change with the emerging shifts in the Gulf Stream and other ocean current systems. Any changes that affect our coastline/beaches will have radical effects on our tourism economy. How are we going to prepare for this? " 6.Water Resources: Brewster has the cleanest water in New England because we have been slow to develop the town. We still have a chance for a choice and to continue to avoid expensive central sewer projects. The Committee is constantly looking for ways to protect our town wellfields by expanding open space acquisitions in ZONE I and IIs, our ponds and coastal beach areas. We greatly appreciate the Water Department/Commissioners funding contributions to these acquisitions. However, no state, town or local conservation trust alone can continue to keep us from slow erosion of our water quality. The Cape Cod Commission is tracking the steady increased levels of nitrogen in our drinking water, as well as other emerging contaminants. Nitrogen and phosphorus mitigation listed in WR-2 will require acquisition of more land to absorb nitrogen loads, in our ZONE I and IIs, our ponds and coastal beach areas. The warmer weather has led to many of the ponds being closed due to growth of cyanobacteria. These blue-green algae usually multiply and bloom when the water is warm, stagnant, and rich in nutrients (phosphorus and nitrogen) from sources such as fertilizer runoff or septic tank overflows. Closed ponds do not help our economy. Lands around ponds should require even more stringent regulation of septic issues, as well as better control or removal of cultured lawns and drastically reduced or no fertilizer use. There should only be natural/native vegetation around all of our ponds to filter incoming water. The Cape Cod Commission is looking at a “phase 2” of the 208 Plan that would focus on freshwater pond restoration. Land acquisition to protect ponds must certainly be a part of that, and Brewster should be prepared to step up its efforts to protect and restore its ponds. The state is also looking to develop “TMDLs” for freshwater contaminants and will likely require towns to comply with accompanying new regulations. The town can’t buy all the pond parcels, but we can work hard to control pollutants and restore wetlands that serve as flood control areas and clean drinking water filters. As weather gets hotter, forested areas around town and especially around ponds help to absorb warmth, act as heat sinks. They also absorb carbon and aid in moisture retention. WR3: Stormwater The Open Space Committee has had discussions with the DPW Director concerning stormwater runoff. We are awaiting suggestions for parcels to purchase, to serve as detention basins/rain gardens to contain road runoff and also prevent stormwater from reaching wetlands and ponds. These parcels would remain as protected open space. 7.Governance: As stated above, the Open Space Committee, remains ready to assist in creating/maintaining a synergy between Community Housing and Open Space Preservation. 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). Our Committee awaits the results of this pilot program. It is also hoped that zoning changes will help maintain open space through density and development standards. Brewster already has the NRPD/Natural Resource Protection Design bylaw, however zoning needs to protect/incorporate open space design into development in all areas of town, not just our ZONE II and Pleasant Bay Watershed areas. 8.Community Infrastructure: Every community survey reflects a strong need for better walkways and trail connections in town. The Open Space Committee is always looking for ways to increase town wide connections between open space areas, beaches and town facilities/centers. We continue to welcome active participation and discussion surrounding purchases to expand bike and pedestrian trails and paths for recreation and transport throughout town. Getting people out of their cars, not only is healthier, but helps reduce carbon emissions and traffic congestion. Thank you for allowing our committee to send comments and suggestions for the Select Board Retreat.