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HomeMy Public PortalAboutSelect Board Meeting Packet - 04.04.22Archive d: Thursday, March 31, 2022 10:02:31 AM From: Connor, Caroline A (DPH) Se nt: Thu, 31 Mar 2022 13:46:24 +0000ARC To: Connor, Caroline A (DPH) Subje ct: Baker-Polito Administration Announces Availability of Second COVID-19 Booster Dose for Residents 50 and O lder and Immunocompromised Individuals Se ns itivity: Normal FOR IMMEDIATE RELEASE CONTACT Omar Cabrera Omar.Cabrera@mass.gov Baker-Polito Administration Announces Availability of Second COVID-19 Booster Dos e for Re sidents 50 and Older and Immunocompromised Individuals BOSTON (March 30, 2022)— Following updated recommendations from the federal government, the Baker-Polito Adminis tration today announced that all res idents aged 50 and older or individuals who are young er with certain medical conditions may now acces s a s econd COVID-19 boos ter. The U.S. C enters for Dis eas e Control and Prevention (CDC) on Tuesday recommended that certain immunocompromis ed individuals and all individuals over the age of 50 get an additional boos ter dos e of COVID-19 vaccines . The decis ion follows authorization by the U.S. Food and Drug Adminis tration (FDA) for a second booster dos e for thes e groups four months after receiving a firs t boos ter of the Pfizer or Moderna vaccines . Those eligible include: Individuals 50 years of age and older at leas t 4 months after getting a first boos terIndividuals 18 and older with certain medical conditions may get a s econd Moderna booster at leas t 4 months after firs t boos terIndividuals 12 and older with certain medical conditions may get a s econd Pfizerbooster at leas t 4 months after the firs t boos ter. Separately and in addition, per the CDC , individuals 18 and older who received a primary vaccine and boos ter dos e of Johns on & Johns on’s Jans s en COVID-19 vaccine at leas t 4 months ago may now receive a s econd boos ter dos e us ing an mRNA COVID-19 vaccine. Res idents may acces s boos ter dos es from more than 1,000 locations , with appointments readily available for booking acros s the Commonwealth. The Commonwealth has capacity to administer over 150,000 boos ters weekly acros s the s tate. “Vaccines including boos ters are the mos t effective and widely available tool we have to prevent COVID infection, s evere dis eas e, and death,’’ said Dr. Larry Madoff, Medical Director of DPH’s Bureau of Infectious Disease and Laboratory Sciences. “It is important that everyone s tay up to date on their vaccines . If res idents have ques tions about whether they are eligible to get an additional boos ter dos e, DPH encourages you to talk with your doctor.” If you are eligible, here are t he steps to find a convenient location for get t ing a second COVID-19 Booster: Vis it the Vaxfinder tool at vaxfinder.mas s .gov for a full lis t of hundreds oflocations to receive a boos ter and to book an appointment.For individuals who are unable to us e Vaxfinder, or have difficulty acces s ing theinternet, the C OVID-19 Vaccine Res ource Line (Monday through Friday, 8:30a.m. to 6:00 p.m., Saturday and Sunday 9 a.m. to 2 p.m.) is available forassistance by calling 2-1-1 and following the prompts . This s ervice is availablein Englis h and Spanis h and has trans lators available in approximately 100additional lang uag es .Individuals with ques tions about the boos ter or their eligibility should contacttheir healthcare provider. Vaccines are widely available across the Commonwealth. Getting vaccinated remains the most important thing individuals can do to protect themselves, their families, and their community. Fully vaccinated residents should receive a COVID-19 booster shot when they are eligible to increase their protection against CO VID-19 and its variants. The COVID-19 booster is safe, effective, and free. Additional information on the CO VID-19 booster, including FAQs, can be found at mass.gov/COVID19booster. Massachusetts leads the nation in vaccine administration, over 80% of the eligible population (5+) is fully vaccinated, and more than half are boosted. According to Bloomberg, the Commonwealth currently ranks 5th in the nation for percent of population with a booster dose. ### Weekly Count of New COVID-19 Infections: March 8, 2020 – March 26, 2022 5 3 1 2 0 2 0 0 0 1 0 2 0 0 0 0 1 2 5 2 0 0 0 0 2 0 2 1 2 3 0 1 4 1 3 6 6 13 22 117 202425 53 2420 8 8 5 1113 21 32 2125 12 6 7 3 3 1 0 1 0 0 0 0 2 3 5 914 7 91215 6 9 9 8 5 5 5 5 9 20 39 21 29 4847 54 82 118 545457 34 9 20 710 4 5 2 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 0 0 0 0 0 0 0 0 0 1 7 0 3 0 0 0 0 0 0 1 1 11 38 30 18 4 3 1 0 0 0 0 00 0 20 40 60 80 100 120 140 3/15-3/213/29-4/44/12-4/184/26-5/25/10-5/165/24-5/306/7-6/136/21-6/277/5-7/117/19-7/258/2-8/88/16-8/228/30-9/59/13-9/199/27-10/310/11-10/1710/25-10/3111/8-11/1411/22-11/2812/6-12/1212/20-12/261/3-1/91/17-1/231/31-2/62/14-2/202/28-3/63/14-3/203/28-4/34/11-4/174/25-5/15/9-5/155/23-5/296/6-6/126/20-6/267/4-7/107/18-7/248/1-8/78/15-8/218/29-9/49/12-9/189/26-10/210/10-10/1610/24/10/3011/7-11/1311/21-11/2712/5-12/1112/19-12/251/2-1/81/16-1/221/30-2/52/13-2/192/27-3/53/13-3/203/21-3/26New Brewster COVID-19 Cases Resident (1278 Total)Long Term Care (225 Total staff & patients) Ages of Brewster Residents with Active COVID-19 Infections March 13 – March 20, 2022 % COVID Infections in Age Groups % COVID Infections in Age Groups 0-9 years (0) 0%10-19 years (0) 0%20-29 years (0) 0% 30-39 years (2) 100% 40-49 years (0) 0% 50-59 years (0) 0% 60-69 years (0) 0% 70-79 years (0) 0% 80+ years (0) 0%0-9 years (0) 10-19 years (0) 20-29 years (0) 30-39 years (2) 40-49 years (0) 50-59 years (0) 60-69 years (0) 70-79 years (0) 80+ years (0) March 21 – March 26, 2022 0-9 years (0) 0% 10-19 years (2) 40% 20-29 years (1) 20% 30-39 years (1) 20% 40-49 years (0) 0% 50-59 years (0) 0%60-69 years (1) 20% 70-79 years (0) 0% 80+ years (0) 0%0-9 years (0) 10-19 years (2) 20-29 years (1) 30-39 years (1) 40-49 years (0) 50-59 years (0) 60-69 years (1) 70-79 years (0) 80+ years (0) 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, Director of Public Works, Jimmy Jones, DPW Foreman Peter Lombardi, Town Administrator RE: Re-Opening of the Brewster Swap Shop The Brewster Swap Shop will re-open for the season on Friday April 22, 2022. In conjunction with Public Works and the Swap Shop coordination group, the following guidelines have been updated for the season. The Swap Shop will be available for Brewster Residents only. Residents with plate reader Recycle Center permits or with proof of residency will enter through the gate house. The entrance on Run Hill Road is not an entry point. The Swap Shop will be open Friday, Saturday, Sunday and Mondays, 10 to 2pm. A limit of 10 people total will be allowed in the Swap Shop at any one time with a half hour time limit. There will be a minimum of 3 volunteers on per shift, with 1-2 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. Signage will be posted outside the Swap Shop when we are not able to accept items. All decisions of the Swap Shop Volunteers on Duty are final. We understand that the demand for the Swap Shop was high when we re-opened last August through December after having been closed for a long period of time due to the pandemic. The DPW staff will be monitoring the site and operations over the season and making adjustments as needed. A meeting of the Swap Shop coordination group 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 for the season. 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 THE SWAP SHOP CAN ACCEPT: All donations must be in clean, working order to be accepted by Staff. Donations will only be accepted if capacity is available. Capacity shall be determined by Swap Shop Volunteers or DPW Staff. Art / Frames/ Non- Flammable Art Supplies Baby stuff - Except car seats or pack-n-plays - CLEAN, not broken Books / games (with all pieces) / puzzles (with all pieces) Tools in working order Fabric, yarn, sewing supplies Fashion accessories, jewelry Furniture - IF WE HAVE SPACE, not particle board, not broken, See exceptions below Kid/ Children items - functional or fun - CLEAN, not broken Luggage / handbags / wallets / back packs - CLEAN and functional Musical Instruments Office supplies, greeting cards, gift wrap, party goods Pet equipment / supplies - CLEAN Records / CDs / DVDs Sports equipment - CLEAN and usable Turntables, radios, speakers, clocks, cameras Useful and/or decorative household objects and equipment – CLEAN Yard and garden equipment, supplies, decor, plants, houseplants-NO HOSES THE SWAP SHOP CANNOT ACCEPT: Baby car seats or Baby Pack & Plays Safety Concerns Bicycles & Bike Helmets Try Craigslist Blankets Animal Rescue League needs Broken or Particle furniture Dispose of Properly Broken machines Dispose of properly Building Supplies & Construction Materials DPW fee Car batteries DPW fee Ceiling Fans Dispose of Properly Chipped crockery Dispose of properly Computers / peripherals Best Buy recycles what it sells/DPW Fee Clothing and shoes Use Donation bins – not taken in swap shop Exercise equipment If it works - try Craigslist Flammable Liquids/Liquids Dangerous- dispose of properly Large appliances If it works, try Craigslist Magazines Recycle with paper or bring to Brewster Library Mattresses & Bed Frames Health & Space issue – DPW fee Medical Devices Try COA or dispose of properly Metal File Cabinets Dispose of Properly Microwaves If it works, try Craigslist Smoke Detectors Dispose of Properly Stuffed Animals Health Concerns Tires DPW fee Toilets Health concerns-dispose of properly TVs and computer monitors Best Buy charges $20 to recycle them/DPW-Fee Used Bed pillows / towels Animal rescue League needs towels VHS Tapes Dispose of Properly VCRs / DVD players Best Buy will recycle them for free/DPW-Fee The Swap Shop exists to remove things from the Town’s waste stream and serve as a recycle & reuse center. Please do not leave unwanted items or items that require a fee to dispose at the DPW/Recycle Center. Additional items may be added to this list at the discretion of the Swap Shop volunteers or the DPW staff. All decisions of the Swap Shop Volunteers on Duty are final. Brewster Select Board Meeting of April 4, 2022 Consent Agenda Items 1 Item #10: Consent Agenda Approval of Regular Session Meeting Minutes from March 14, 2022 ADMINISTRATIVE RECOMMENDATION We recommend the Board approve the meeting minutes as presented. Fee Waiver Request: Brewster Historical Society events at Drummer Boy Park; Department of Public Works project at the Sea Camps The Brewster Historical Society will be hosting an online-order-only curbside pickup farmers market on Wednesdays from 3pm – 6pm from June 1- September 7, 2022, a total of 15 events. They will also hold an end of season Harvest Market on October 9, 2022. The Special Permit Event application has a $300 fee through the Zoning Board of appeals. The Department of Public Works is requesting a fee waiver of the permit fees through the Building Department and Old Kings Highway District for work to be completed in association with short term resident beach access at the Cape Cod Sea Camps Bay parcel. ADMINISTRATIVE RECOMMENDATION We recommend the Board approve the fee waiver requests. Town Landing and Public Beach Access Request: Ellis Landing Anchor Marine, Inc. on behalf of the owners of 41, 47 and 51 Captain Dunbar Road have applied for use of Town Landing and public beach access at Ellis Landing. The Ellis landing parking lot will be the access point for material deliveries and over-sand travel to the beach land for the purpose of performing sand nourishment. Over-night parking for two machines and 60 cubic yards of sand is also requested. Access will be granted from April 25, 2022 through May 1, 2022. The conditions for approval for use of Ellis Landing are outlined in the accompanying letter, which has been drafted by Town Administration in conjunction with the Conservation Administrator. ADMINISTRATIVE RECOMMENDATION We recommend the Board vote to authorize staff to approve this request, pending coordination with Conservation. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 03.14.2022 www.brewster-ma.gov Page 1 of 9 Office of: Select Board Town Administrator MINUTES OF THE SELECT BOARD MEETING REGULAR SESSION DATE: March 14, 2022 TIME: 5:30 PM PLACE: Remote Participation REMOTE PARTICIPANTS: Chair Bingham, Selectperson Whitney, Selectperson Chaffee, Selectperson Hoffmann, Selectperson Chatelain, Town Administrator Peter Lombardi, Assistant Town Administrator Donna Kalinick, Human Resources Director Susan Broderick, Fire Chief Robert Moran, Housing Coordinator Jill Scalise Call to Order, Declaration of a Quorum, Meeting Participation Statement and Recording Statement Chair Bingham called the meeting to order at 5:30pm. A quorum was declared, with all five Select Board members present. Chair Bingham read the meeting participation and recording statements. Executive Session To conduct strategy sessions in preparation for negotiations with nonunion personnel or to conduct collective bargaining sessions or contract negotiations with nonunion personnel (Police Personnel Bylaw; Fire Chief) To discuss strategy with respect to collective bargaining if an open meeting may have a detrimental effect on the bargaining position of the public body and the chair so declares (SEIU Library Union) Selectperson Chatelain moved to enter Executive Session. Selectperson Hoffmann second. A roll call vote was taken. Selectperson Chaffee-yes, Selectperson Whitney- yes, Selectperson Chatelain-yes, Selectperson Hoffmann-yes, Chair Bingham-yes. The Board vote was 5-Yes, 0-No. The Select Board returned to Open Session at 5:15pm. Discuss and Vote on Implementation of Compensation & Classification Plan for Police Personnel Bylaw Employees Mr. Lombardi noted that the Town has implemented the results of the Compensation and Classification Plan for all but a handful of Town employees. The Police Personnel bylaw employees include our animal control officer, administrative assistant to the Police Chief, the dispatchers, Detective Sargent, and Lieutenants. Based on the recommendations of the report, a new wage scale will be implemented; for the civil positions a 10-step, 3% increment between each step system. A slightly smaller scale for the two command staff positions will be implemented. The employees are supportive of these new wage scales. For the civil position changes are effective as of July 1, 2021, the command staff will be implemented for July 1, 2022. Selectperson Chatelain moved to approve the implementation of compensation and classification findings for police personnel bylaw employees. Selectperson Chaffee 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 03.14.2022 www.brewster-ma.gov Page 2 of 9 Office of: Select Board Town Administrator Chaffee-yes, Selectperson Whitney- yes, Selectperson Chatelain-yes, Selectperson Hoffmann-yes, Chair Bingham-yes. The Board vote was 5-Yes, 0-No. Discuss and Vote on FY23-25 Fire Chief Employment Agreement Mr. Lombardi noted that Chief Moran’s contract is set to expire on June 30th, the Town is looking for the Board to support a new 3-year contract. There are no significant language changes to the new contract and the salary for FY23 doesn’t include any additional increases beyond the 2% merit increase that is accounted for in the current contract. There is also a 2.75% cost of living adjustment that all employees are eligible for in FY23. Selectperson Chaffee commented she will vote in favor of the contract and is delighted that we will have the remarkable leadership of Chief Moran. Chief Moran thanked the Board for their support and looks forward to leading the Fire Department and moving the department forward. Selectperson Chatelain moved to approve the Fire Chief contract for Chief Robert Moran as presented in the packet. Selectperson Chaffee second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Chatelain- yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Chair Bingham-yes. The Board vote was 5-Yes, 0-No. Discuss and Vote on 2022 Personnel Bylaw Fixed Wages and Salaries- Susan Broderick, HR Director Ms. Broderick presented the FY23 minimum and maximum wages, noting that the salary scale includes seasonal positions, and some part time positions. The scale was sent to all department heads for review, feedback, and recommendations. A major factor behind the adjustment for the last 4 years has been the increase in minimum wage. Since 2019 minimum wage has increased by $.75 every January 1st, with the last increase due Jan. 1st, 2023, when the minimum wage in Massachusetts will be $15.00. The Select Board has a policy to use the state’s minimum wage as our lowest level for pay for all seasonal positions, the Town has extended this policy to all positions. Ms. Broderick noted three new positions, that have been approved in budget meetings. Natural Resources Assistant – seasonal position Recreation Department Sea Camps gate keeper – seasonal position Public Health Nurse- year-round position Selectperson Chatelain moved to approve the personnel employee bylaw fixed wages and salaries as presented. Selectperson Chaffee second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Chaffee- yes, Selectperson Chatelain-yes, Selectperson Hoffmann-yes, Chair Bingham-yes. The Board vote was 5-Yes, 0-No. Public Announcements and Comment: None Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 03.14.2022 www.brewster-ma.gov Page 3 of 9 Office of: Select Board Town Administrator Town Administrator’s Report: Mr. Lombardi acknowledged that for the last two years he has provided Covid-19 and pandemic reports, we are currently in a good place. Our numbers are down to single digits and have been for the past month or so. Changes in the State’s reporting methodology for Covid related deaths is included in the packet. The impact for Brewster is that our deaths since the start of the pandemic have been decreased from 50 to 40, we have had 18 residents who have died due to Covid related reasons in our general population, the data changed in regard to our long-term facility residents. Select Board Announcements and Liaison Reports: None Consent Agenda a.Meeting Minutes: August 19, 2021, and February 16, 2022 b.Application for Facility Use & Fee Waiver Request: Brewster Conservation Day c.One Day Liquor License: Brewster Sportsmans Club d.Items to be Declared Surplus for Sale, Transfer or Disposal Selectperson Chatelain moved the consent agenda for March 14, 2022. Selectperson Hoffmann second. A roll call vote was taken. Selectperson Hoffmann-yes, Selectperson Whitney- yes, Selectperson Chaffee-yes, Selectperson Chatelain-yes, Chair Bingham-yes. The Board vote was 5-Yes, 0-No. Report on Housing Production Plan Update- Jill Scalise, Housing Coordinator (Select Board Strategic Plan Goal H-2) Jill Scalise provided an update on the Housing Production Plan, which is a requirement of the Commonwealth of Massachusetts. The current plan was approved by the Department of Housing and Community Development in 2017 and has guided the housing program of the town for the past 5 years. Some of the accomplishments include, hiring a Housing Coordinator, creating a municipal affordable housing trust, and amending the accessory dwelling unit bylaw. The new update will include a needs assessment, goals and implementation strategies. The update is funded with a Brewster Community Preservation Act Grant. The Housing Partnership is working closely with Barrett Planning Group LLC who have been hired to prepare the plan. Through community outreach and engagement, the goal is to have the plan completed by the end of June. The Select Board and Planning Board are the entities that will formally adopt the housing plan, the approved plan will be part of Brewster’s Local Comprehensive Plan. Mrs. Scalise reviewed the timeline that is provided in the packet. Initial announcement has been on the website, in the Cape Codder, and at numerous board and committee meetings. Mrs. Scalise expressed her thanks to the Select Board members and others who participated in the small group interviews, there were over 30 who participated. The Housing survey is now open and available until the end of March and can be found online and in paper copies at Town Hall, Council on Aging and the Ladies Library. The Housing Partnership will be hosting a virtual community meeting on Thursday April 28th at 6pm to present the key findings as well to provide opportunities for the community to share feedback. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 03.14.2022 www.brewster-ma.gov Page 4 of 9 Office of: Select Board Town Administrator Selectperson Chatelain thanked Jill and Donna Kalinick for their work, noting that it is fundamentally important on how to deal with the housing crisis. Sharing that currently there are no houses for sale in the town under $1M. Update on Millstone Road Community Housing Project and Discuss Next Steps (Select Board Strategic Plan Goal H-3) Housing Coordinator Jill Scalise noted that there were 16 acres of Town owned laned designated for community housing at the May 2018 Town Meeting. In December 2018 the Select Board signed a grant agreement with Mass Housing Partnership for a pre-feasibility study of the property, and if feasible the preparation of a request for proposals (RFPs). The Select Board assigned management of the project to the Housing Trust. Completed was a due diligence study, community engagement and input, a watershed study and the drafting of the RFP. In September 2021 the Housing Trust presented to the Select Board the RFP with guidance criteria to create up to 90 bedrooms of affordable rental housing, the approved RFP is included in the packet. In October 2021 the RFP was issued and the Housing Trust was designated as the proposal evaluation committee with the task to make a recommendation to the Select Board after determining which proposal was deemed the most advantageous and responsive. In December 2021 the Trust received two responses, with Peter Lombardi acting as the procurement officer for the proposal, one response met the requirements and was provided to the Housing Trust. Selectperson Chatelain noted that since the beginning of the year the Trust has been reviewing and screening the proposal for the Select Board’s vote. Documentation is available in the packet from the Trust’s work since January in reviewing the proposal including site visits and reference checks. The formal review process is expected to be complete by the March 24th meeting, when the Trust will request the Select Board’s action. Ms. Kalinick added that the legal documents in the RFP have already been reviewed by counsel, KP Law. She thanked Ben deRuyter for his work on the RFP, the pre-feasibility and community engagement. Selectperson Whitney commented that he assumes the design is the final design if the proposal is approved. Ms. Kalinick replied that this is the conceptual design, there is more work to be done including a comprehensive permit process, and environmental assessments. The Zoning Board of Appeals (ZBA) has statutory and review authority over the comprehensive permit process. Mr. Lombardi added that if there are particular elements of the proposal that the Board feels are advantageous and would like to see, language can be included in the land development agreement. If the ZBA imposes any conditions on the project that are in conflict with anything in the development agreement the conditions would supersede. Noting that the Board could include other conditions that are not necessarily included in the proposal. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 03.14.2022 www.brewster-ma.gov Page 5 of 9 Office of: Select Board Town Administrator Vote to Open Spring 2022 Town Meeting Warrant and Vote on Articles Selectperson Chatelain moved to open the Spring Town Meeting 2022 Warrant. Selectperson Whitney second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Chaffee- yes, Selectperson Hoffmann-yes, Selectperson Chatelain-yes, Chair Bingham-yes. The Board vote was 5-Yes, 0-No. Mr. Lombardi offered brief review of each Article item prior to the Select Board vote. a.ATM Article 1: Cape Cod Technical High School Operating Budget Our assessment is increasing significantly, a little over 35%, due to an increase in enrollment, from 41 students to 59 students. The operating budget in FY23 is increasing just under 2%, our assessment apart from the enrollment consideration is increasing by .5% from FY22 to FY23. The Finance Committee voted 7-0 in favor of this warrant article. Selectperson Chatelain moved to recommend approval of Annual Town Meeting Article 1. Selectperson Whitney second. A roll call vote was taken. Selectperson Chaffee-yes, Selectperson Whitney- yes, Selectperson Hoffmann-yes, Selectperson Chatelain-yes, Chair Bingham-yes. The Board vote was 5-Yes, 0-No. b.ATM Article 5: Town Operating Budget The following are the substantive changes: General Liability Insurance- increased by $10,000 to $60,000 for the Sea Camps property. Based on an early estimate of an increase of our premium as we look to activate the properties this summer. Contractual Obligations had included $40k to implement the wage scale changes. Since approval on these changes, moving funding for each to their respective departments, Library and Police Personnel. New Water Quality Stabilization fund, proposed to provide funding in the form of a transfer in the FY23 operating budget of 15% of projected short-term revenue rentals. Initially proposed to be directed to our Capital stabilization fund for a total of $300k, the budget for consideration tonight has decreased our transfer to Capital Stabilization down to $187,500 and $112,500 to the new Water Quality Stabilization which will be used to fund near term capital projects for FY23 related to water quality. Fire Department Overtime- proposing to increase by $100k from FY22 to FY23, there will be a budgetary transfer to cover the shortfall in this years operating expense. The primary driver relates to the plan to incorporate a 5-person minimum staffing on a year-round basis. This will not impact the tax levy and is proposed to be covered 100% by ambulance receipts. Mr. Lombardi acknowledged Deputy Chief Varley in finding a new source of revenues in reimbursements through the Medicare program. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 03.14.2022 www.brewster-ma.gov Page 6 of 9 Office of: Select Board Town Administrator Selectperson Chatelain moved to recommend approval of Annual Town Meeting Article 5. Selectperson Whitney second. A roll call vote was taken. Selectperson Hoffmann-yes, Selectperson Chaffee- yes, Selectperson Chatelain-yes, Selectperson Whitney-yes, Chair Bingham-yes. The Board vote was 5-Yes, 0-No. c.ATM Article 6: Water Enterprise Fund Incorporated a short-term debt payment for the generator project, planning on a five-year short-term debt. The project is anticipated to come in around $650k, added $130k to the FY23 operating budget for the payment. Selectperson Chatelain moved to recommend approval of Annual Town Meeting Article 6. Selectperson Whitney second. A roll call vote was taken. Selectperson Chaffee-yes, Selectperson Whitney- yes, Selectperson Chatelain-yes, Selectperson Whitney-yes, Chair Bingham-yes. The Board vote was 5-Yes, 0-No. d.ATM Article 8: Golf Enterprise Fund Budget Increased the maintenance line for facility by $15k to $50K for FY23. To acknowledge that the golf department will be hiring a new facilities/custodial position. Selectperson Chatelain moved to recommend approval of Annual Town Meeting Article 8. Selectperson Whitney second. A roll call vote was taken. Selectperson Chaffee-yes, Selectperson Hoffmann- yes, Selectperson Whitney-yes, Selectperson Chatelain-yes, Chair Bingham-yes. The Board vote was 4-Yes, 0-No. e.ATM Article 10: Capital and Special Projects Expenditures Changes include: Section 3 Nauset Regional School District Capital plan project increases by 2.5% each year, the figure that was originally included didn’t account for this, so it is up to $271,782. Section 4e-The Long Pond Boat Ramp project has an updated cost estimate, now proposing to use $125k of Brewster’s ARPA allocation to cover some construction costs, the balance, $225K will be used from the general fund free cash. Section 8a- Library elevator replacement design, at the time had a funding split where our portion of the costs, $10k would be funded from the Brewster Ladies Library association, now proposing that 100% be funded with free cash, a total of $30k. Section 9- Golf Department, HVAC and boiler upgrades have a new cost estimate, proposing to increase to $185k from $150k. Section 9b- Golf Department Club house window and door replacement were originally at $150k, proposing to increase to $190k and will be completed in phases. Additional changes are expected. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 03.14.2022 www.brewster-ma.gov Page 7 of 9 Office of: Select Board Town Administrator Section 10 Fire Department Command Staff vehicle increased $60k for emergency response, $15k is a reappropriation from Fire Capital article and $45k is from ambulance receipts. This is a replacement vehicle. Total capital request is $1.68M The Long Pond Boat ramp project permitting is underway and there will be multiple State permits that will need to be secured. The plan is for the bid to go out in late summer/early fall and the work to be completed for summer 2023. Selectperson Chatelain moved to recommend approval of Annual Town Meeting Article 10. Selectperson Whitney second. A roll call vote was taken. Selectperson Hoffmann-yes, Selectperson Chatelain- yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Bingham-yes. The Board vote was 5-Yes, 0-No f.ATM Article 15: Transfer of Tax Title Property – 212 Yankee Drive Ms. Kalinick and Jill Scalise commented that this property has been vacant since 2017. The Housing Trust received a community preservation act grant in fall 2019 to rehabilitate this property. The Town is in the process of a tax taking, and once we have ownership the plan is to fix it up and return it to an affordable home in Brewster. Ms. Kalinick added that per counsel, after tax taking is completed, but before Town Meeting, the Select Board will have to take vote to formally transfer custody to the Housing Trust. It was noted that the property will have an affordable deed restriction in perpetuity. Selectperson Chatelain moved to recommend approval of Annual Town Meeting Article 15. Selectperson Whitney 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 Vote to Close Town Meeting Warrant Selectperson Chatelain moved to close Town Meeting warrant. Selectperson Whitney 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 Discuss and Vote on Upcoming Public Meeting Schedule/Format for Town Committees Mr. Lombardi made the recommendation that starting April 1st, committees will have the option to meet in person with no restrictions to the number of members and support staff in Town Hall. Committees can also still meet virtually. Noting that the hybrid option can be challenging. Boards and Committees can decide at their next meeting and let the Town Administration office know the format that they would like to use going forward. The Town Administration office will continue to schedule for all Town board and Committee meetings for the next few months. Beyond April and May we plan to transition to fully in person, certainly Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 03.14.2022 www.brewster-ma.gov Page 8 of 9 Office of: Select Board Town Administrator by July unless significant changes in the pandemic or at the State Level with Open Meeting Law requirements. Mr. Lombardi noted that even if meeting in person, public participation will be fully remote, until June. The boards and committees that meet in person will meet in Town Hall and will be televised so the public can participate. The Select Board policy regarding board and committee meetings will be reviewed and determined to the extent in which we want to increase exposure, awareness, and participation. There was discussion on additional options to allow for boards and committees to choose one of three options, in person, hybrid or remote. The hybrid option, though more challenging, would be available and may require some additional training for Chairs to manage. Mr. Lombardi recognized that there are still provisions in the Open Meeting Law, pre Covid, that allow for some limited remote participation, with more limitations. Selectperson Hoffman moved to accept the memo with the addition of an option for meeting in a hybrid model, providing three options for meeting format. Selectperson Chaffee 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 Discuss and Vote on Proposed Brewster Dog Park Regulations Mr. Lombardi acknowledged the work of Selectperson Chaffee and the Board of the Friends of Brewster Dog Park as there had been many iterations over the past several years. Recognizing that incorporated in the design are two separate dog park areas, under 30lbs in the small area and 30+lbs in the large area. Some restrictions include that dog handlers in the enclosures be at least 15 years of age, children between 6 and 14 years must be accompanied by an adult, and children under 6 years are not allowed in the dog park. There is an area of transition before entering the park where the idea is to unleash your dog before entering the large or small areas. This is to prevent dogs going into a fenced in area with a bunch of other dogs already unleashed. This is proposed as the “lobby”, to signal to folks a transition area prior to entering the dog park itself, the Friends of the Dog Park board feels “entry plaza” is a better term. The regulations and the signage that will be posted incorporate feedback from the Animal Control officer. Per the Town’s agreement with the Friends of Brewster Dog Park, the regulations are those of the Town, however they are taking primary responsibility for daily stewardship. There was discussion between members of the Board regarding the age in which children would not be allowed into the dog park. The restriction is presented as a safety measure after feedback from the Town’s insurance provider and data that Selectperson Chaffee gathered from other dog parks on Cape Cod and in Massachusetts. The regulations are presented to create a healthy and safe environment for both humans and dogs. It was requested to review with our insurance provider to offer warning language rather than a restriction on age. Mr. Lombardi will complete this as requested and Selectperson Chaffee will summarize the data collected and provide to Town Administration. The Chair determined this will be tabled until next week. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 03.14.2022 www.brewster-ma.gov Page 9 of 9 Office of: Select Board Town Administrator For Your Information: Selectperson Chatelain reported there is one home in Brewster on the market under $1M at $929,000.00. Matters Not Reasonably Anticipated by the Chair: None Questions from the Media: Question regarding the opening of the Brewster Dog Park, the unofficial date is Saturday May 21, 2022, pending all construction is completed. More details will follow. Next Meetings: March 21, March 23, April 4, April 25, May 9, May 14, and May 23, 2022 Adjournment Selectperson Chatelain moved to adjourn at 7:28pm. Selectperson Whitney second. A roll call vote was taken. Selectperson Chaffee-yes, Selectperson Whitney- yes, Selectperson Hoffmann-yes, Selectperson Chatelain-yes, 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 Select Board Accompanying Documents in Packet: Agenda, 2022 Personnel Bylaw fixed wages & salaries report, TA Report, Consent Agenda items, Report on Housing Production Plan, Millstone Road Community Housing Project materials, Upcoming public meeting schedule and format memo, Proposed Brewster Dog Park regulations, FYIs. Archived: Thursday, March 31, 2022 10:21:39 AM From: sallygunning@comcast.net Sent: Wed, 30 Mar 2022 18:25:19 To: Erika Mawn Subject: RE: Curbside Pickup Farmers Market Sensitivity: Normal ___________________________________ Hi Erika, I would like to request that the Select Board waive the special permit fees for The Brewster Historical Farmers Market Curbside Pick-Up W eds. 3-6 PM June 1, 8, 15, 22, 29, July 6, 13, 20, 27, Aug. 3, 10, 17, 24, 31, and Sept. 7th. W e would also like to request the waiving of the fee for a single in-person Harvest Market to be held on Oct. 9th and for which we will be filing for a separate special permit, as the conditions of the two events are different. BHS is a non-profit organization with a small budget, run predominantly by volunteers who work tirelessly to promote the history of Brewster and make it accessible to the public. The Board's consideration in this matter would be gratefully appreciated. Sally C. Gunning, President The Brewster Historical Society, Inc. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 brewster-ma.gov Office of the: Select Board Town Administrator Memo To: Brewster Select Board From: James Jones, Foreman DPW Date: 4/1/2022 RE: Waiver of Fees, CCSC The Department of Public Works, in conjunction with Town Administration, have been working on short term resident beach access at the Cape Cod Sea Camps Bay parcel. The Town filed a request of determination to the Conservation Commission to demolish the old boat house and gazebo which was approved on March 2022. The Town has contracted with Chase & Merchant to do the work the week of April 11th. We are requesting a waiver of building department demolition fees and OKHD certificate of appropriateness fees. OLD KING’S HIGHWAY HDC FEES CERTIFICATE OF APPROPRIATENESS New Buildings 100 Residential / $150 Commercial Additions (Includes Dormers, Porches, Sunrooms and Garages) 50 Residential/ $100 Commercial Alterations (Includes Solar Panels, Sheds larger than 120sq Ft, Decks, Fences) 25 Residential/ $50 Commercial CERTIFICATE OF EXEMPTION: (Includes Window, Doors, Siding, Sheds less than 120 sq ft) Please note that the Certificate of Exemption is solely at the discretion of the chair 25 Residential/ $50 Commercial CERTIFICATE OF DEMOLITION 25 Residential/ $50 Commercial APPLICATION FOR AMENDMENT 10 Residential/ $15 Commercial SIGN APPLICATION FORM 5 Temporary/ $10 Residential/ $15 Commercial GENERAL CONDITIONS 1. All fees will be doubled for permits not obtained prior to work being started 2. All permit fees and deposits are non-refundable 3. If an incorrect number of copies are submitted, you will be charged $0.05 per 8.5” x 11” page and $0.25 per 11” x 17” page. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 April 4, 2022 Christian J. Norgeot P.O. Box 172 South Orleans, MA 02662 RE: Access to Ellis Landing for Sand Nourishment, Anchor Marine Inc. Dear Mr. Norgeot; Permission to utilize the Town’s property at Ellis Landing for the purpose of sand nourishment at 41, 47, and 51 Captain Dunbar Road has been granted to Anchor Marine Inc. of South Orleans. This approval is contingent upon: 1.Access from Ellis Landing shall be granted beginning at sunrise on Monday, April 25, 2022 to sunset, Friday, May 1, 2022 for supplying approximately 60 cubic yards of sand to the three properties. Access shall be allowed for one rubber tired front-end loader and one mid-sized tracked excavator. 2.The above dates are not subject to change. No extensions will be granted. 3.Permission extends to allow the above listed equipment, including the 60 cubic yards of sand, to be stored on the Town’s property. The loader may be parked in the southeast corner of the parking lot. The excavator may be stored in the parking area but Anchor Marine Inc must ensure the protection of the pavement from the vehicle tracks. The Town warrants no protection or safety for unsupervised equipment or materials stored on Town property. The Town representative may require modifications relating to project activities/staging, including necessary steps to protect the landing during use. If so, said conditions will be provided at the time of the required, pre-work on-site meeting. 4.You are required to maintain access for shell fishermen/pick-up trucks to service their shellfish grants at Ellis Landing, as well as residents. 5.Prior to the use of the landing, a minimum six inch (6”) sand cover (exact depth to be determined at the site visit) must be spread over the asphalt pavement in order to protect the integrity of the asphalt. The sand cover, as well as the sand cover to be utilized for beach re-nourishment or to bury any fiber rolls or other permitted sub- surface stabilizing materials, shall be “Mason Grade” sand, compatible in color and texture to that material which naturally exists on the beach. No work is to be done within thirty-six inches (36”) of the edge of any catch basins, drains or groins. Office of: Select Board Town Administrator 6.Work shall be coordinated to take place during low tides in order to prevent vehicular equipment traffic over the drainage structures, pipes, groins and/or private property. 7.The contractor shall provide a certificate of insurance that shall certify valid liability insurance coverage in the minimum amount of $1,000,000 throughout the duration of the use of the landing. (received) 8.The contractor shall provide a $20,000 bank check or bond, to be held by the Town as financial assurance of performance and to cover the potential cost of reparations of any damage to the Town’s property. (received) 9.The contractor shall be required to take and provide photographs, taken prior to the start of any construction work, showing the pre-construction conditions of the parking and landing area and the public beach. These photos shall be submitted to the Conservation Department and the Selectmen’s Office. 10.All excess sand cover shall be cleared from the landing upon completion of the work and utilized to restore base-line beach profiles, if doing so would be consistent with the Order of Conditions issued by the Conservation Commission in relation to this project. 11.The Town Administrator’s office (in addition to the Conservation Commission Office and DPW) shall be notified when “on-site” phase meetings are scheduled. Advance notice of a minimum of 24 hours shall be provided to the Selectmen/Town Administrator’s Office, the Conservation Commission and the DPW prior to staging and commencement of work. At least one representative from the Town should meet the contractor on-site, prior to commencement to ensure adequate coordination (This meeting still needs to be scheduled before work begins). Please call me at 508-896-3701, x 1129, if you have any questions or need to relay any important information about this project. Sincerely, Conor Kenny Conor Kenny Project Manager Cc: Chris Miller, Director of Natural Resources Noelle Aguiar, Conservation Administrator Griffin Ryder, DPW Superintendent Jimmy Jones, DPW Foreman Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 To: The Select Board From: Erika Mawn Date: April 1, 2022 RE: New Annual Wines and Malt Beverages Liquor License- Ack Gioia Ack Gioia located at 302 Underpass Road is applying for an Annual Wines and Malt general on- premises liquor license. The owners, Elizabeth and Alexandra Hitchcock, have submitted their application along with the required documentation that will be submitted to the Alcoholic Beverages Control Commission (ABCC) for consideration, if the Select Board approves their request. The Town Administration office requested feedback from the Building Department, Health Department, Fire Department and Police Department, there are no concerns with this establishment. The Treasure/Collector’s office has verified there are no outstanding tax payments. Ack Gioia was recently approved for a Common Victualler License in January 2022. If the Select Board approves the Seasonal Liquor License request, the license will be valid from the date in which the ABCC approves their application. Ack Gioia will then be required to renew their annual license each year. The hours of wine and malt sales per the owners will be from 1130am – 6pm. The description of premises will include the shop and the deck area. Suggestion for motion from the Select Board: I move that the Board vote to approve the Annual Wines and Malt Beverages General On- Premises Liquor License for Ack Gioia pending they provide the required liability insurance and all financial obligations have been paid to the Town. The hours during which alcoholic beverages may be sold are 11:30am – 6:00pm daily. Office of: Select Board Town Administrator Town of Brewster Ad Preview 2/2 1 September Public Housing Notice 2021-01 To: Local Housing Authorities & Officials of Massachusetts Towns From: Ben Stone, Director, Division of Public Housing Date: February 11, 2021 Re: Changes Pertaining to Town Appointed Tenant Board Members On January 14, 2021, Governor Baker signed Chapter 358 of the Acts of 2020, “An Act Enabling Partnerships for Growth” into law. Sections 70-72 and 88-91 of this law makes changes to Chapter 121B, §1, §5 and §5A regarding Tenant Board Members in Towns by providing for one member appointed by the Governor, three members elected by the Town, and one “tenant board member” to be appointed by the Town. This notice does not apply to LHA Boards in cities, which already have a provision for City Appointed Board Members. This notice also does not apply to regional housing authority Boards. Table of Contents Section 1. Overview ...................................................................................................................................... 3 Table 1. Key dates ..................................................................................................................................... 3 Section 2. Eligibility ..................................................................................................................................... 4 Section 3. Scope of Tenant Board Member’s Participation .......................................................................... 4 Section 4. What should LHAs do after law is enacted? ................................................................................ 4 Section 5. How is the Town Appointed Tenant Member Seat on the LHA Board to be identified? ............ 5 Where there is a vacant seat on the effective date..................................................................................... 5 Where there is no vacant seat on the effective date .................................................................................. 5 Figure 1. Identifying Town Appointed Tenant Board Member Seat ........................................................ 6 Section 6. What is the term of the Town Appointed Tenant Board Member Seat? ...................................... 6 Section 7. How will the Town Appointed Tenant Board Member Seat be filled? ....................................... 6 Where there is a vacant seat on the effective date..................................................................................... 6 Commonwealth of Massachusetts DEPARTMENT OF HOUSING & COMMUNITY DEVELOPMENT Charles D. Baker, Governor Karyn E. Polito, Lieutenant Governor Jennifer Maddox Undersecretary 2 Where there is no vacant seat on the effective date .................................................................................. 7 Figure 2. Filling Town Appointed Tenant Board Member Seat ............................................................... 8 Section 8. Waivers ........................................................................................................................................ 9 Waiver Type 1 ........................................................................................................................................... 9 Waiver Type 2 ......................................................................................................................................... 10 Section 9. Tracking Town Appointed Tenant Board Members .................................................................. 10 Section 10. Attachments ............................................................................................................................. 11 3 Section 1. Overview Briefly, the law, which becomes effective on May 15, 2021, which is 120 days after its January 14, 2021 enactment, requires Towns to appoint a tenant member to a Local Housing Authority (LHA) Board from a list of names submitted to the Town by a recognized Local Tenant Organization (LTO). If there is no LTO, then the LHA is required to notify its public housing residents of the opportunity to submit their names to the Town for consideration for appointment. Where federal law as found in 42 U.S.C. 1437 and the regulation at 24 CFR Part 964, requires that a tenant in a federal housing program be on the LHA Board, preference is given to tenants in federal housing programs. LHAs with federally funded programs should consult with HUD if they are unclear whether they must have a federal tenant on the Board. Where there is no list of tenants submitted to the Town for appointment, the Town may appoint any tenant or adult authorized household member. Where the LHA has no public housing units, a participant in a rental assistance program administered by the LHA may be appointed.1 In accordance with prior DHCD guidance, many Towns only held elections for 3 seats on the LHA Board after Chapter 235 of the Acts of 2014 became effective, reducing the number of elected Board seats in towns to 3. The seat that would have been up for election but was left vacant after the effective date of Chapter 235 of the Acts of 2014 (November 6, 2014) will be the Town Appointed Tenant Board Member Seat. Note that this legislation does not affect the seat of the state appointed LHA Board Member. Table 1. Key dates 01/14/2021 Enactment date LHAs and Towns begin the process of determining which seat will be the Town Appointed Tenant Board Member Seat and filling the seat 05/15/2021 Effective date (120 days after enactment date) If there is a vacancy on the board on this date, that seat will be the Town Appointed Tenant Board Member Seat (see Section 5) 07/14/2021 Key date for determining which seat on the LHA Board will be the Tenant Member Seat (60 days after effective date) If there was no vacancy on the board on the effective date, the elected seat with the first term to expire after this date will be the Town Appointed Tenant Board Member Seat, unless another seat has become vacant since the effective date (see Section 5) 08/13/2021 Town Appointed Tenant Board Member should be seated (90 days after effective date) See Section 7 for details on filling the seat 1 If an LHA has no public housing units OR rental assistance units, it may request a waiver (Waiver Type 2) from this requirement from DHCD. 4 Section 2. Eligibility The Tenant Board member may be a tenant or an authorized adult household member residing in public housing in the Town or an authorized adult member of household participating in a rental assistance program administered by the LHA in the Town (all those eligible for Tenant Board member seat will be referred to in this document as “tenant”). Tenants of state-aided Section 8 New Construction/Substantial Rehabilitation public housing developments that are owned by an LHA are eligible to be appointed by the Town to the Tenant Board Member seat. Other participants of project based or mobile rental assistance programs that are not administered by the LHA are not eligible to be appointed to the Tenant Board Member seat by the Town. Section 3. Scope of Tenant Board Member’s Participation The Town Appointed Tenant Board Member is a full member of the LHA’s governing Board with all of the rights and responsibilities of an LHA Board member. A Tenant Board member must be allowed to take part in any and all decisions related to the administration, operation, and management of all LHA programs, except to the extent that it would affect their “personal interest” as proscribed by the DHCD regulation at 760 CMR 4.03(4). Tenant Board Members are not required to be identified as such on the LHA website or web page that is required by 760 CMR 4.02(1)(a), and, upon request of the Tenant Board Member, the LHA should remove any such identification of the Tenant Board Member. Section 4. What Should LHAs do Now that Law is Enacted? LHAs should immediately communicate the following information to the Town:2 - Contact information for all LTO(s). - Any federal requirement that a federal tenant sit on the LHA Board. - Any waivers applied for and/or received from DHCD which would postpone a Town appointment to the Tenant Board Member Seat for up to one year (see Section 8. Waivers). - All information required to identify Tenant Board Member seat, including any vacant seats, and projected expiring seats. LHAs should immediately inform LTO(s) regarding: - Any waiver received from DHCD which would postpone a Town appointment to the Tenant Board Member Seat for one year due to current tenant on Board (see Section 8. Waivers, Waiver Type 1 below). - If the Board has a vacant seat, the date by which the LTO(s) may submit a list of eligible Tenant Board Members to the Town in the event that DHCD does not grant a waiver. If there is no LTO, LHA should immediately communicate with all residents regarding: 2 See Attachment A. for example letter. 5  Any waiver received from DHCD which would postpone a Town appointment to the Tenant Board Member Seat for one year due to current tenant on Board (see Section 8. Waivers, Waiver Type 1 below).  If no waiver and Board has a vacant seat, the tenants’ opportunity to submit their names to the Town for consideration of appointment. Section 5. How is the Town Appointed Tenant Member Seat on the LHA Board to be identified? Where there is a vacant seat on the effective date (May 15, 2021) If, on May 15, 2021, an LHA has three or fewer elected Board members, a vacant seat will become the Town Appointed Tenant Board Member Seat. The fact that a seat is or was occupied by a holdover or a temporary appointment is not considered in making the determination as to which seat is the Tenant Board Member Seat; such seats are considered to be vacant for the purposes of this determination. In the event that there is more than one elected seat that is vacant, the Town Appointed Tenant Board Member Seat will be the seat that was vacated first (the oldest date).3 Where there is no vacant seat on the effective date (May 15, 2021) In Towns that have 4 elected Board members on May 15, 2021, the elected seat having the first term to expire after July 14, 2021 shall be the Town Appointed Tenant Board Member Seat, unless another seat becomes vacant before such date, in which case the first seat that becomes vacant before such date shall be the Town Appointed Tenant Board Member Seat. If an LHA tenant whose term is expiring currently occupies the seat that will become the Town Appointed Tenant Board Member Seat, that fact is not considered in making the determination as to which seat is the Town Appointed Tenant Board Member Seat. The LHA tenant whose term is expiring may be eligible for appointment to the Town Appointed Tenant Board Member Seat as described below.4 3 In the unlikely event that more than one vacancy occurred on the exact same day, the Town Appointed Tenant Member Seat will be the seat corresponding to the earliest date on which the member who occupied it was sworn in. 4 In the unlikely event that more than one term expires on the same day after July 14, 2021, the Tenant Board Member Seat will be the seat corresponding to the earliest date on which the member who occupied it was sworn in. In the unlikely event that more than one seat becomes vacant on the same day, the Tenant Member Seat will be the seat corresponding to the earliest date on which the member who occupied it was sworn in. 6 Figure 1. Identifying Town Appointed Tenant Board Member Seat Section 6. What is the term of the Town Appointed Tenant Board Member Seat? The Town Appointed Tenant Board Member is appointed to a term of 5 years. Appointments made to fill a vacant seat where the vacancy exists for a reason other than term expiration will be for the remainder of the unexpired term. Section 7. How will the Town Appointed Tenant Board Member Seat be filled? LHAs shall provide all necessary information for identification of seat to Town based on criteria above.5 Where there is a vacant seat on the effective date (May 15, 2021) With an LTO(s).  As noted above, LHAs should provide the Town with contact information for LTO(s) promptly following the passage of the Act.  Town must give written notice of the vacancy to the LTO(s) at least 10 business days after May 15, 2021. 5 See Attachments B. – E. for example notices. 7  Town provides written notice to all LTO(s) that within 60 calendar days each LTO(s) may submit to the Town a list of 2 to 5 names of tenants who are eligible for appointment to the Town Appointed Tenant Board Member seat.  If the Town does not receive a list from the LTO(s) within 60 days of the notice to LTOs of the vacancy, then the Town may appoint any eligible tenant who has indicated a willingness to serve of its choosing to the Town Appointed Tenant Board Member Seat.  The Town is required to make the appointment within 60 days after the deadline for LTOs to provide a list of eligible tenants.  If there is no person who is eligible and willing to serve as the Town Appointed Tenant Board Member then the LHA may seek a waiver from DHCD of the requirement that the Town appoint a tenant (see Section 8. Waivers). No LTO(s).  LHA sends written notices to each public housing tenant household and posts notices in common areas informing residents that if they wish to be considered for the Town Appointed Tenant Board Member seat, they must submit their names to the Town Clerk within 30 days. The notices must include contact information for the Town Clerk, as well as information about training programs available to Tenant Board Members.  If the Town does not receive any names from tenants within 30 days of the notices to residents, then the Town may appoint any eligible tenant of its choosing to the Town Appointed Tenant Board Member seat.  The Town is required to make an appointment within 30 days after the deadline for tenants to submit names.  If there is no person who is eligible and willing to serve as the Town Appointed Tenant Board Member then the LHA may seek a waiver from DHCD of the requirement that the Town appoint a tenant (see Section 8. Waivers). Where there is no vacant seat on the effective date (May 15, 2021) With an LTO(s).  The Town is required to give the LTO(s) at least ninety days’ written notice of the upcoming expiration of the term of the seat that is to become the Town Appointed Tenant Board Member Seat. If a vacancy occurs in the seat to become the Town Appointed Tenant Board Member Seat for some reason other than the expiration of a term, then the Town is required to give LTOs at least 10 business days written notice that the vacancy has occurred.  Town follows procedures for “With an LTO(s)” listed above. No LTO(s).  LHA gives notice immediately after unexpected vacancies and at least 30 days before vacancies due to term expiration.  LHA follows procedures for “No LTO(s)” listed above. 8 Figure 2. Filling Town Appointed Tenant Board Member Seat 9 Section 8. Waivers LHAs may request waivers from DHCD that will temporarily postpone the appointment of the Town Appointed Tenant Board Member pursuant to this legislation. Waivers may be requested by an LHA through an online form found on the DHCD Admin Housing Applications page.6 Waivers may be requested under two conditions: 1) LHA Board already has a Town elected or appointed Board member who is a member of a tenant household or rental assistance household; or 2) No person is eligible and willing to serve as the Town Appointed Tenant Board Member. Note: Because it is not possible to determine the Town Appointed Board Member seat until the law becomes effective, LHAs should not request waivers from DHCD until at least May 15, 2021. Waiver Type 1 LHA Board already has a Town elected or appointed Board member who is a member of a tenant or rental assistance household LHAs may request a waiver where a person who is a tenant or an adult authorized household member residing in a public housing in the Town or a participant of a rental assistance program administered by the LHA is currently serving as an elected member or as a member who was appointed for the remainder of a term by the Town to fill a vacancy. The availability of such waivers is not meant to imply that there may only be one member on the LHA Board who is a tenant, but rather to allow more time for LHAs that already have one or more tenants on the Board to transition to a Town Appointed Tenant Board Member. LHAs are not expected nor required to submit a request for a waiver on these grounds, and a Town is required to appoint Tenant Board Member to an LHA that already has tenant(s) on the Board if an LHA has not received a DHCD waiver to postpone such an appointment. Waivers granted are valid for one year and may be renewed for one year at a time until the elected or appointed member who is identified in the waiver vacates the seat or until the expiration of that member’s term. At that point, the seat becomes the Town Appointed Tenant Board Member Seat and the Town and LHA should follow the appointment process described above. In order to request a waiver on these grounds, LHA must provide the following information: - Name of Board Member who is a tenant/rental assistance participant and date that the term of the seat that they occupy expires (end of 5-year term for which person was elected by Town or end of remainder of term if person was appointed by Town to fill vacant seat); - Certification by the LHA and the tenant/participant that the Board Member is a tenant of the LHA and identification of the housing program in which the tenant/participant is housed; 6 See Attachment F. for additional information. 10 - Agreement by the tenant/participant and the LHA to notify the Town if the Board Member is no longer a tenant/participant of LHA housing or is no longer a member of the Board. Waiver Type 2 No person is eligible and willing to serve as the Town Appointed Tenant Board Member If there is no person who is eligible and willing to serve as the Town Appointed Tenant Board Member after the LHA has given the required notice to its residents of the opportunity to serve, then the LHA may request DHCD to grant a waiver so that the Town may appoint a person other than a person who is eligible as a Tenant Member, who will be appointed to a one-year term. In order to request a waiver on these grounds, an LHA must provide the following information: - Written statement of why a waiver is being requested; o Identification of any LTO(s) and their contact information; o Date/time of meetings with all LTO(s) with brief description of meeting content; o LHAs must indicate to DHCD the dates and locations of posting of notices. - Evidence of notices which may include: o Copies of notices posted on the LHA’s web page and in the common areas of the LHA; o Copies of notices sent to all LHA households of tenants and rental assistance participants; o Notices should inform tenants of the opportunity to serve as a Board member, including contact information for the Town Clerk and describe the available technical assistance training programs available to Tenant Board Members. Prior to granting a waiver DHCD will review the LHA’s written statement and determine whether the LHA provided the required notices. Waivers may be only granted for one-year periods, but they may be renewed upon the same showing of need by the LHA. If DHCD grants a waiver, it shall notify the LHA and the Town that a person other than a person who is eligible to be a tenant member may be appointed to the Town Appointed Tenant Board Member seat for a one-year period. The LHA must notify its LTO(s), if any, of this waiver and post the waiver online and throughout common areas of its developments. Section 9. Tracking Town Appointed Tenant Board Members When a Town Appointed Tenant Board Member has started their term, LHAs should record this information in the LHA Board Attendance application by marking the column “Town Tenant Board Member.” A Board Member is considered a “Town Appointed Tenant Board Member” after an appointment has been made by the Town of a person who meets the definition of Tenant Member in c. 121B, sec. 1. 11 Section 10. Attachments Attachment A. LHA Information to Town Attachment B. LHA Notice to Tenants Attachment C. Tenant to Town Clerk Attachment D. Town to LTO Notice of Vacancy Attachment E. LTO Names Submitted to Town Attachment F. Requesting Waivers Please contact your HMS with any questions regarding this notice. PO Box 459, Brewster, MA 02631 www.brewsterponds.org March 8, 2022 Kelly Trice, President Holtec Decommissioning International, LLC 1 Holtec Boulevard Camden, NJ 08104 Re: Disposal of Spent Fuel Pool & Reactor Vessel Water – Pilgrim Nuclear Power Plant Dear Mr. Trice, The Brewster Ponds Coalition of Brewster, MA has deep concerns about the proposals developed by Holtec Decommissioning International LLC for the discharge of approximately 1,000,000 gallons of radioactive water from the Pilgrim Nuclear Power Plant as part of the plant’s decommissioning work. Specifically, we are opposed to the proposed discharge of this water into Cape Cod Bay. Cape Cod Bay is a valuable marine area, used by millions of people for recreation (swimming, boating, etc.), for fishing, and for growing of shellfish for human consumption. The Bay is also home for many species of ecologically important plants and animals. Currents in the Bay continuously bring any water discharged into it towards actively used shore areas. The Bay is defined as Class SA water, the highest classification of marine waters. The Clean Water Act states, "that there may be no direct discharge of pollutants to Class SA water". Releasing radioactive materials into Cape Cod Bay would seem to be in direct conflict with the Clean Water Act. We are concerned that discharges of radioactive water would present unacceptable increased radioactivity exposure to people (through dermal contact, ingestion or inhalation), as well as potential bioaccumulation in shellfish or other species. We are also concerned that such discharge would create fear amongst residents and visitors about health hazards from radioactivity in Bay waters, which would then negatively impact recreation, tourism and fishing, with resulting adverse economic consequences. We are particularly concerned that the proposal for discharge to Cape Cod Bay may have been selected with a key focus on cost while the primary concern should not be cost but safety and protection of our environment. We recognize that to decommission the Pilgrim Nuclear Power Plant, the radioactive water must be disposed of in some manner. Tritiated water cannot be treated to remove the radioactive hazard, so can only be dispersed in the environment to concentrations that present no risk of harm, or stored until natural radioactive decay has reduced the radioactivity sufficiently such that no significant hazard is presented. Long term storage on-site is not viable as this would require decades of management, defeating the goal of safe decommissioning. We also think that overland transport of the water – such as by truck or rail to a facility in Idaho – is not a safe solution, in view of the risks of spills during transport and the ongoing need to handle the water once at the destination. Another disposal option raised by Hotlec is evaporation of the tritiated water. This might be a safe disposal method, providing it is done slowly and during times when wind and atmospheric mixing conditions result in efficient dispersal of the water vapor into air going out to the Atlantic Ocean (as opposed to towards populated areas.) An extensive evaluation of the rate of evaporation, management measures and monitoring and reporting measures would be needed to assure the safety of this alternative. A further possible alternative might be the transport of the waters by tanker into the open ocean, well away from land or commercial fishing areas, and then slow discharge from the tankers into ocean waters. This alternative clearly would also need extensive evaluation as well as management and monitoring to assure safety. We are also deeply concerned about the lack of transparency displayed by Holtec in this matter, despite Holtec’s publicly documented commitment to a transparent and open decommissioning process. We understand that Holtec’s intent to release radioactive wastewater into Cape Cod Bay during the first quarter of 2022 first came to public light because US Congressman William Keating leaked an email authored by Holtec to the press. While greatly disappointed about how this matter came to public attention, we do appreciate Holtec’s subsequent response that it would not release radioactive water in batches of 200,000 gallons into Cape Cod Bay during the calendar year of 2022 while it evaluated other possible disposal options. Disposal options should be fully evaluated and presented to all concerned parties for discussion before a decision is made. In addition to appropriate Federal and State regulatory agencies, concerned parties involved in the discussion process should include towns and counties near the Pilgrim Nuclear Power plant, along with public interest groups in the area such as the Association to Preserve Cape Cod, shellfish businesses and their associations, the Provincetown Center for Coastal Studies, and many more. Only through a transparent and collaborative evaluation and decision process can a solution reasonably acceptable to all be discerned. As part of the process, all disposal alternatives should have the following information evaluated and presented to the public and interested parties for review and discussion:  the total volume of radioactive water to be disposed of  characterization and concentration of all the isotopes and all other contaminants in the water to be released  for any Bay or ocean discharge, the characterization of the currents, and fluctuations caused by tidal changes, seasonal changes, weather events, etc.  for any Bay, ocean or atmospheric discharge, and the optimum local conditions for releases or evaporation of radioactive water (with any other contaminants) so as to cause the least possible harm  anticipated best- and worst-case risk of potential human exposure in terms of internal doses of tritium and other potential isotopes (without misleading comparisons to other forms of radiation exposure.)  the potential for biological concentration of released isotopes and other contaminants in shellfish and other marine life consumed by the public, including the risk these isotopes and contaminants pose to human health once ingested  any negative synergy the proposed release may have with other pollutants and non- radioactive burdens on the environment from other sources  plans for public communication about the human and marine life health risks posed by the proposed release  evaluation of how negative public perceptions and misperceptions may impact the reputations and operations of businesses and organizations that rely on the reputation for clean and safe water and air in and around Cape Cod Bay.  how releases (intentional and unintentional) are to be monitored and reported  financial costs associated with the various disposal alternatives, including costs related to transportation, disposal, monitoring and reporting  incident planning and emergency Response Plans to manage unforeseen problems or adverse events during disposal operations.  measures to protect the public, workers involved with the disposal of the radioactive water during the disposal activities.  plans as to how representatives of the public can verify the actions agreed to regarding the disposal of this water. Your attention and response to our concerns would be most appreciated. Respectfully yours, The Brewster Ponds Coalition Board: Susan Bridges, President John Keith, Vice President Rob Condon, Treasurer Nancy Ortiz, Clerk Marty Burke Ron Essig Cameron Ferguson Marcia Kielb Mary Mauterstock Konrad Schultz cc. Bill Keating, US Representative Julian Cyr, State Senator Sarah Peake, State Representative Penny Holeman, Brewster Board of Health Peter Lombardi, Brewster Town Administrator Chris Miller, Brewster Director Natural Resources Noelle Aguiar, Brewster Conservation Administrator Amy Von Hone, Brewster Director Board of Health Andrew Gottlieb, Association to Preserve Cape Cod Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 Kelly Trice, President Holtec Decommissioning International 1 Holtec Boulevard Camden, NJ 08104 Dear Mr. Trice: The Town of Brewster Select Board strongly opposes any plan by Holtec to release radioactive water from the decommissioned Pilgrim Nuclear Power Plant into Cape Cod Bay at any time in the future. Your published plan to release radioactive water into Cape Cod Bay, an environmentally-fragile area, presents an ecological and economic threat to the Town of Brewster, located on Cape Cod Bay, Brewster’s residents, and visitors. Your website states: “Decommissioning is the process by which nuclear power plants are safely retired from service. The progression involves decontaminating the facility to reduce residual radioactivity, dismantling the structures, removing contaminated materials to appropriate disposal facilities and releasing the property for other uses. The owner remains accountable to the NRC until decommissioning has been completed and the agency has terminated its license.”1 Your website further states: “Contaminated materials can be disposed of in two ways: decontaminated on site or removed and shipped to a waste processing, storage or disposal facility.”2 Your proposal to discharge radioactive water into Cape Cod Bay is inconsistent with your own corporate assertions. Discharging radioactive water into Cape Cod Bay, designated as a State Ocean Sanctuary in 1970, will threaten the thousands of people who depend on Bay waters for aquaculture, recreation, business, and residential 1 https://holtecinternational.com/company/divisions/hdi/our-fleet/pilgrim/ 2 https://holtecinternational.com/company/divisions/hdi/our-fleet/pilgrim/ Office of: Select Board Town Administrator Doc ID: f0665caf4489d21417570ce513b300acd435c3eb purposes, and the discharge is a threat to the Bay’s animal, finfish and shellfish populations as well as coastal and marine habitats. We strongly oppose your proposal to discharge radioactive water into Cape Cod Bay and urge you to determine a safe and responsible method to manage the contaminated water at issue. Sincerely, ________________________ _____________________ Cindy Bingham, Chair David Whitney, Vice Chair ________________________ _____________________ Ned Chatelain, Clerk Mary Chaffee ________________________ Kari Hoffmann Doc ID: f0665caf4489d21417570ce513b300acd435c3eb TOWN OF BREWSTER DEPARTMENT OF NATURAL RESOURCES 1657 MAIN STREET BREWSTER,MA 02631 PHONE:(508)896-4546 SHELLFISH@BREWSTER-MA.GOV Memo: To: Brewster Select Board From: Chris Miller, Ryan Burch cc: Peter Lombardi Date: 3/29/22 Re: Continuation of the Commercial Razor Clam Pilot Program Since 2018 the Town of Brewster has slowly opened commercial razor clamming to Brewster residents. During this time, DNR staff has worked closely with harvesters to develop yearly pilot regulations, collect data and work together to learn more about these animals. The intent of this program was to evaluate the viability of a commercial razor clam fishery in Brewster. In 2021, the DNR continued this approach and after reviewing the data observed a decrease in harvest totals. After meeting with the harvesters, wait list members and the Brewster Natural Resource Advisory Commission, we recommend the following adjustments to the 2022 Razor Clam Regulations to help manage this resource with science backed data. 1. Open the area West of Ellis to Harvesting April 1 – December 31 2. Open the area East of Ellis to the Orleans/Brewster Town line to harvesting June 1- December 31 with the following conditions a. DNR staff and harvesters will use April and May to assess the population density in the East end of Town. b. If the density appears to show low population density, the East end of Brewster will remain closed for 2022 c. If the density appears to show an adequate population size, the East end will be open with a two-tide harvest maximum per month per harvester. d. During this time, if harvest numbers show a decline in the population, the East end of Town would close to harvesting. 3. Harvesters will not be subject to mid-year and end of year harvest requirements. 4. Reduce the endorsement fee from $200 for a regular harvester to $25 and $100 for a student harvester to $25. 5. All regular harvesters who fulfilled the mid-year minimum harvest requirements (10 of 15) for the 2021 season would be grandfathered for 2022. Any open spots would be open to a lottery. 6. All junior harvesters who fulfilled the mid-year minimum harvest requirements (1 of 4) for the 2021 season would be grandfathered for 2022. Any open spots would be open to a lottery. 7. There would be 15 regular harvester spots and 4 student harvester spots. TOWN OF BREWSTER 202 21 Commercial Razor Clam Regulations Section 15 Commercial Razor Clam The purpose of these regulations is to sustainably manage the commercial harvest of razor clams in the waters of Brewster. The Select board reserves the right to modify these regulations at any time in order to protect and preserve this natural resource. The Department of Natural Resources recognizes the mobility of this fishery and the need to adjust the regulations as they migrate to new areas. Section 15.1 Commercial Shellfish License Purchase A.)Only persons holding a current Town of Brewster Commercial Shellfish License with a Razor Clam Endorsement may harvest razor clams from the waters of Brewster. B.)Commercial Shellfish Licenses will be sold at the Department of Natural Resource Office (1657 Main Street, Brewster) April 1 to May 31. Please note that all town offices are only open to the public on Tuesdays and Thursdays, but that we have a drop box available in the front lobby. Section 15.2 Razor Clam Application A.)Renewal harvester applications will be accepted starting Wednesday March 24 through April 9Friday April 1 through April 15 at the Department of Natural Resource Office. B.)New harvester applications will be available on Thursday March 25 through April 8Friday April 1 through April 28 at the Department of Natural Resource Office. If the available spots are not filled by April 29, the application period will extend through the end of May Section 15.3 Endorsement Purchase A.)Renewal Endorsements will be available for purchase Wednesday April 1 2020 through April 8 2020Tuesday April 5, 2022 through April 15, 2022 at Department of Natural Resource Office (1657 Main Street). B.)A computer generated random selection lottery will be held on Friday April 29, 20221 if there are more applicants than available spots. C.)Any new endorsement selected in the lottery may be purchased until May 31. D.)In the event that a harvester's license is revoked, that available endorsement may be filled and a commercial shellfish license and razor clam endorsement may be purchased after May 31, based on a waiting list from the lottery. E.)Any license issued after August 12 will be responsible to pay the regular endorsement fee, no endorsements or commercial permit fees will be discounted for late purchase. Section 15.4 Annual Harvester Selection A.)In 20210, 103 regular harvesters and two 1 student harvesters met the mid-year all requirements and are subject to grandfathering for the 20221 season. B.)Total permits in 20221 will be 15 regular harvesters and five four student harvesters. C.) 25 more regular harvesters will be chosen by a computer generated random selection lottery. D.)3 student harvesters will be chosen by a computer generated random selection lottery. E.)If a grandfathered regular harvester does not renew their license, their permit will be added to the regular harvester lottery. F.)If a grandfathered student harvester does not renew their license, their permit will be added to the student lottery. Section 15.5 Endorsement Types A.)Regular Commercial Razor Clam Endorsement — The Select Board will issue 15 regular commercial razor clam endorsements to Brewster residents aged 21+. B.)Junior Commercial Razor Clam Endorsement - The Select Board will issue 5 junior commercial razor clam endorsements to Brewster residents aged 16-20 years old. This category has been capped at 5 participants who operate under the same rules and regulations as a regular commercial razor clam endorsement with exception to the endorsement fee and mid-year harvest requirements. Should the junior license holder turn 21 during the commercial season, they shall continue harvesting as a Junior until the season ends. C.)Apprentice - The Select Board may issue an apprentice razor clam endorsement to a resident child who is sponsored by a Town of Brewster commercial razor clam endorsement holder. Said child must be under the age of 16, and said apprentice endorsement shall expire on the child's 16th birthday or at the end of the commercial season. The apprentice may only assist a sponsor who is actively engaged in the harvesting of razor clams. Each razor clam endorsement holder is allowed 2 (two) apprentice permits. Any apprentice will not be subject to the grandfather privileges and must enter the lottery for the desired program. Section 15.6 Endorsement fee A.)Regular $ 200.00 $25.00 B.)Junior $ 100.00 $25.00 C.)Apprentice No fee Section 15.7 Season The waters and flats of Cape Cod Bay in the Town of Brewster shall be open for the taking of razor clams annually from April 1st through December 31', subject to seasonal closures of certain areas as detailed in section 15.11, Harvest Area. The taking of razor clams outside of this defined harvest period is prohibited. Section 15.8 Harvest Methods A.The taking of razor clams by means of salting with food grade salt is allowable, provided there are no other species (such as soft-shelled clams or quahogs) within the inter-tidal zone of a given area. Areas of mixed species will be assessed and determined in the sole and unfettered discretion of the Shellfish Constable B.No other method of harvest is allowable, such as plungers, pumps, drags, dredges or electric charge. C.Harvesters cannot use a pre-mixed salt solution for harvesting, harvest site mixing only using ocean water and food grade salt. D.Dry salting (salt not in a water solution), broadcast salting (spreading dry salt over a tidal flat), or spraying of any other solution than food grade table salt is prohibited. Section 15.9 Harvest Notification A.The Town of Brewster will require all harvesters to notify the shellfish constable each time they plan to harvest and specify whether by land or by boat. If by boat, indicate which harbor with adequate time for Shellfish Constables to respond. B.Prior to harvesting razor clams each day, the harvester must contact the Shellfish Constable to announce: a)Name b)Time c)Location Section 15.10 Harvester Reporting A.) After harvesting, the harvester must complete all required fields on the google reporting document by the last day of that harvest month. This includes: 1.Harvester name 2.Number of pounds harvested 3.Location 4.Hours spent harvesting ( Defined as: The first spray of salt to the last clam harvested) 5.Apprentice participation 6.Date 7.AM or PM tide B.) On the last day of each month, all harvesters are required to submit photo copies of their harvest tags with the following information: Wholesale name Date Description (type of clam) # of pounds Stamped transaction number PLEASE OMIT ALL FINANCIAL INFORMATION Methods of contact include: office phone (508) 896-4546 or text to department cell phone (774) 212-9040. Section 15.11 Harvest Area A.All areas in Brewster waters from a point beginning 100 yards west of Ellis Landing and extending magnetic north, and running East to the Town line border between Brewster and Orleans (see map) are closed April 1 through May 3127 for commercial razor clamming. This area will open for harvest from May 28 June 1 through December 31 (pending initial assessment data and monthly harvest trends) B.All areas (except those designated in red, see map) in Brewster waters from a point beginning 100 yards west of Ellis Landing and extending magnetic north, and running west to the Town line border between Brewster and Dennis (see map) will be open April 1 through December 31 for commercial razor clamming. C.Commercial razor clamming is prohibited in aquaculture sites and designated recreational shellfishing areas defined as: Saint's Landing recreational quahog area, Littleneck rock beds off Ellis Landing. Section 15.12 Tagging / Display Permit A. All shellfish harvested under a commercial shellfish permit shall be placed in a suitable container during transport. The container shall bear a label or tag legibly marked with: a)Date of harvest. b)Place of harvest (CCB20) c)Digger's state permit number. d)Name of digger. B. All shellfish, commercial permits and licenses shall be displayed upon demand of a Shellfish Constable or Town of Brewster police officer. Section 15.13 Commercial Shellfish Hours A. See Commercial Regulations Section 15.14 Landings A. All razor clams commercially harvested and landed shall be in bushel baskets measuring 18" in length, 10 ½” in height, and 12 1/4" in width. (2150 cubic inches) B.All razor clams commercially harvested by foot shall be landed only at Town landings. C.All razor clams commercial harvested by boat will have to obtain written permission from the shellfish constable and the neighboring harbormasters in order to land shellfish in their harbors. In addition to tagging the bags CCB 20, the permit holder will have to retain a copy of this permission to display with their license. Section 15.15 Temperature Restrictions A. See Commercial Regulations Section 15.16 Size / Catch limit A.5" (five) minimum size B.2 Bushel per day limit Section 15.17 Harvest Limit Double Tides in a 24 hour period (12:00am-11:59pm) A.Each harvester will have a 2 (two) tide harvest maximum per month. In the case that two low tides occur on the same day, harvesters may fish both tides but the total harvest limit may not exceed two bushels. B.When reporting two harvest events on the same day, the harvester must adequately identify each harvest effort with an easily recognizable symbol or abbreviation. (i.e. am tide, pm tide) Section 15.18 Hardship A.A harvester that does not meet the minimum harvesting or reporting requirements defined in these regulations has the right to petition the Select board for a hardship waiver. B.The harvester must present their hardship to the Select Board in writing and provide any documentation to support their case. C.The harvester must act immediately in the case of a hardship incident, so as not to impair the rights of a replacement harvester in the case the hardship petition is denied. Section 15.19 Undersized Razor Clams A. All under sized (less than 5 inches) razor clams must be returned to the flats and buried (under the sand) immediately after harvest. Section 15.20 Principally Domiciled Residency Requirements A.Each applicant for a commercial razor clam endorsement shall be a resident and principally domiciled in the Town for a period of twelve (12) months prior to application. If at any time the endorsement holder should change domicile to another town, the permit holder shall immediately notify the Shellfish Constable and the permit shall be automatically revoked and must be surrendered to the Shellfish Constable. B.Each application shall be subject to review by the Shellfish Constable and Select Board, prior to approval. C.Establishing residency shall be the burden of the applicant, to the satisfaction of the issuing authority to provide four (4) of the following documents as proof of a principally domiciled resident: 1.A current mortgage statement; 2.A current motor vehicle excise tax bill issued by the Town; 3.A current real estate tax bill issued by the Town; 4.A current lease or rental agreement of the applicant's residence/domicile in Brewster 5.A current listing on the Town census or list of persons 6.Or any other documentation as approved by the Shellfish Constable Please note that a driver's license is not a valid proof of domicile Section 15.21 Reason for License Revocation A.Failure to maintain the residency requirements B.Failure to meet the required reporting requirements within 30 (thirty) days of harvest C.Failure to meet the minimum harvest days by the specified deadline as defined in these regulations D.C.Failure to renew an endorsement within the specified time requirements Section 15.22 Pre-Season Density Assessment Monthly Harvest Assessment A.)April and May will be used to asses the population in the East end of Brewster (Ellins Landing to the Orleans/Brewster Town line). B.)DNR staff and County staff, and harvesters will collaborate to conduct a resource assessment. C.)Options from assessment: a. If assessment shows density is down compared to previous year, the East end of Brewster will remain closed. b. If assessment shows density is up compared to previous year, the East end of Brewster will open from June 1- December 31. A.)A monthly harvest assessment using data generated from pounds per day and pounds per minute, as generated in the existing harvest assessment. B.)Each harvester will be required to submit harvest data via the google document form and submit photo copies of each documented harvest day at the end of each month. C.)If harvest trends from these monthly reports show a further reduction in harvest levels, further restrictions or closure to the Eastern end of Brewster shall be implemented. D.)Google document link: XXXXXXXXXXXXXXXXXXXXX Section 15.23 Monthly Harvest Assessment Minimum Harvest Requirements A.)A monthly harvest assessment using data generated from pounds per day and pounds per minute, as generated in the existing harvest assessment. B.)Each harvester will be required to submit harvest data via the google document form and submit photo copies of each documented harvest day at the end of each month. C.)If harvest trends from these monthly reports show a further reduction in harvest levels, further restrictions or closure to the Eastern end of Brewster shall be implemented. Google document link: https://docs.google.com/forms/d/e/1FAIpQLSd5U3un- NA07y8hUruOM6KdJuuwxMtJ0V5QDENKnAepMFJJ5w/viewform A.)Mid-year harvest minimum — By August 12, 2021 all regular harvesters must have a minimum of 8 documented harvest days or their license will be revoked. B.)Yearly harvest minimum — By December 31, 2021 all harvesters (regular and student) must have a minimum of 16 documented harvest days or they will not meet minimum requirements for grandfathering. C.)Any razor clam endorsement issued after August12 will not be subject to the annual minimum harvest requirements. Section 15.24 Minimum Harvest Requirements Transferability of License A.)A.) No miminmum harvet requirement for 2022.These licenses are not transferable Section 15.25 Transferability of License Documented Harvest Day A.) These licenses are not transferrable. Is defined as a harvest day with a dealer sales slip of 8 pounds or greater. TOWN OF BREWSTER 2022 Commercial Razor Clam Regulations Section 15 Commercial Razor Clam The purpose of these regulations is to sustainably manage the commercial harvest of razor clams in the waters of Brewster. The Select board reserves the right to modify these regulations at any time in order to protect and preserve this natural resource. The Department of Natural Resources recognizes the mobility of this fishery and the need to adjust the regulations as they migrate to new areas. Section 15.1 Commercial Shellfish License Purchase A.) Only persons holding a current Town of Brewster Commercial Shellfish License with a Razor Clam Endorsement may harvest razor clams from the waters of Brewster. B.) Commercial Shellfish Licenses will be sold at the Department of Natural Resource Office (1657 Main Street, Brewster) April 1 to May 31 Section 15.2 Razor Clam Application A.) Renewal harvester applications will be accepted starting Friday April 1 through April 15 at the Department of Natural Resource Office. B.)New harvester applications will be available on Friday April 1 through April 28 at the Department of Natural Resource Office with the lottery on Friday April 29. If the available spots are not filled by April 29, the application period will extend through the end of May Section 15.3 Endorsement Purchase A.)Renewal Endorsements will be available for purchase Tuesday April 5 2022, through April 15 2022 at Department of Natural Resource Office (1657 Main Street). B.)A computer-generated random selection lottery will be held on Friday April 29 2022 if there are more applicants than available spots. C.)Any new endorsement selected in the lottery may be purchased until May 31. D.)In the event that a harvester’s license is revoked, that available endorsement may be filled, and a commercial shellfish license and razor clam endorsement may be purchased after May 31, based on a waiting list from the lottery. Section 15.4 Annual Harvester Selection A.)In 2021, 10 regular harvesters and 1 student met the mid-year requirements and are subject to grandfathering for the 2022 season. B.)Total permits in 2022 will be 15 regular harvesters and four student harvesters. C.) 5 regular harvesters will be chosen by a computer-generated random selection lottery. D.) 3 student harvesters will be chosen by a computer-generated random selection lottery. E.)If a grandfathered regular harvester does not renew their license, their permit will be added to the regular harvester lottery. F.)If a grandfathered student harvester does not renew their license, their permit will be added to the student lottery. Section 15.5 Endorsement Types A.)Regular Commercial Razor Clam Endorsement – The Select Board will issue 15 regular commercial razor clam endorsements to Brewster residents aged 21+. B.)Junior Commercial Razor Clam Endorsement - The Select Board will issue 4 junior commercial razor clam endorsements to Brewster residents aged 16-20 years old. This category has been capped at 4 participants who operate under the same rules and regulations as a regular commercial razor clam endorsement with exception to the endorsement fee and mid-year harvest requirements. Should the junior license holder turn 21 during the commercial season, they shall continue harvesting as a Junior until the season ends. C.)Apprentice - The Select Board may issue an apprentice razor clam endorsement to a resident child who is sponsored by a Town of Brewster commercial razor clam endorsement holder. Said child must be under the age of 16 and said apprentice endorsement shall expire on the child’s 16th birthday or at the end of the commercial season. The apprentice may only assist a sponsor who is actively engaged in the harvesting of razor clams. Each razor clam endorsement holder is allowed 2 (two) apprentice permits. Any apprentice will not be subject to the grandfather privileges and must enter the lottery for the desired program. Section 15.6 Endorsement fee A.)Regular $ 25.00 B.) Junior $ 25.00 C.) Apprentice No fee Section 15.7 Season The waters and flats of Cape Cod Bay in the Town of Brewster shall be open for the taking of razor clams annually from April 1st through December 31st, subject to seasonal closures of certain areas as detailed in section 15.11, Harvest Area. The taking of razor clams outside of this defined harvest period is prohibited. Section 15.8 Harvest Methods A.The taking of razor clams by means of salting with food grade salt is allowable, provided there are no other species (such as soft-shelled clams or quahogs) within the inter-tidal zone of a given area. Areas of mixed species will be assessed and determined in the sole and unfettered discretion of the Shellfish Constable B.No other method of harvest is allowable, such as plungers, pumps, drags, dredges or electric charge. C.Harvesters cannot use a pre-mixed salt solution for harvesting, harvest site mixing only using ocean water and food grade salt. D.Dry salting (salt not in a water solution), broadcast salting (spreading dry salt over a tidal flat) or spraying of any other solution than food grade table salt is prohibited. Section 15.9 Harvest Notification A.The Town of Brewster will require all harvesters to notify the shellfish constable each time they plan to harvest and specify whether by land or by boat. If by boat, indicate which harbor with adequate time for Shellfish Constables to respond. B.Prior to harvesting razor clams each day, the harvester must contact the Shellfish Constable to announce: a)Name b)Time c)Location Section 15.10 Harvester Reporting A.)After harvesting, the harvester must complete all required fields on the google reporting document by the last day of that harvest month. This includes: 1.Harvester name 2.Number of pounds harvested 3.Location 4.Hours spent harvesting (Defined as: The first spray of salt to the last clam harvested) 5.Apprentice participation 6.Date 7.AM or PM tide B.)On the last day of each month, all harvesters are required to submit photocopies of their harvest tags with the following information: Wholesale name Date Description (type of clam) # of pounds Stamped transaction number PLEASE OMIT ALL FINANCIAL INFORMATION Methods of contact include: office phone (508) 896-4546 or text to department cell phone (774) 212-9040. Section 15.11 Harvest Area A.All areas in Brewster waters from a point beginning 100 yards west of Ellis Landing and extending magnetic north and running East to the Town line border between Brewster and Orleans (see map) are closed April 1 through May 31 for commercial razor clamming. This area will open for harvest from June 1 through December 31 (pending initial assessment data and monthly harvest trends) B.All areas (except those designated in red, see map) in Brewster waters from a point beginning 100 yards west of Ellis Landing and extending magnetic north, and running west to the Town line border between Brewster and Dennis (see map) will be open April 1 through December 31 for commercial razor clamming. C.Commercial razor clamming is prohibited in aquaculture sites and designated recreational shellfishing areas defined as: Saint’s Landing recreational quahog area, Littleneck rock beds off Ellis Landing. Section 15.12 Tagging / Display Permit A.All shellfish harvested under a commercial shellfish permit shall be placed in a suitable container during transport. The container shall bear a label or tag legibly marked with: a)Date of harvest. b) Place of harvest (CCB20) c) Digger’s state permit number. d) Name of digger. B.All shellfish, commercial permits and licenses shall be displayed upon demand of a Shellfish Constable or Town of Brewster police officer. Section 15.13 Commercial Shellfish Hours A.See Commercial Regulations Section 15.14 Landings A.All razor clams commercially harvested and landed shall be in bushel baskets measuring 18" in length, 10 ½ " in height, and 12 ¼" in width. (2150 cubic inches) B.All razor clams commercially harvested by foot shall be landed only at Town landings. C. All razor clams commercial harvested by boat will have to obtain written permission from the shellfish constable and the neighboring harbormasters in order to land shellfish in their harbors. In addition to tagging the bags CCB 20, the permit holder will have to retain a copy of this permission to display with their license. Section 15.15 Temperature Restrictions A.See Commercial Regulations Section 15.16 Size / Catch limit A.5” (five) minimum size B.2 Bushel per day limit Section 15.17 Harvest Limit A.Each harvester will have a 2 (two) tide harvest maximum per month. Section 15.18 Undersized Razor Clams A.All under sized (less than 5 inches) razor clams must be returned to the flats and buried (under the sand) immediately after harvest. Section 15.19 Principally Domiciled Residency Requirements A.Each applicant for a commercial razor clam endorsement shall be a resident and principally domiciled in the Town for a period of twelve (12) months prior to application. If at any time the endorsement holder should change domicile to another town, the permit holder shall immediately notify the Shellfish Constable and the permit shall be automatically revoked and must be surrendered to the Shellfish Constable. B.Each application shall be subject to review by the Shellfish Constable and Select Board, prior to approval. C.Establishing residency shall be the burden of the applicant, to the satisfaction of the issuing authority to provide four (4) of the following documents as proof of a principally domiciled resident: 1. A current mortgage statement; 2. A current motor vehicle excise tax bill issued by the Town; 3. A current real estate tax bill issued by the Town; 4. A current lease or rental agreement of the applicant’s residence/domicile in Brewster 5. A current listing on the Town census or list of persons 6. Or any other documentation as approved by the Shellfish Constable Please note that a driver’s license is not a valid proof of domicile Section 15.20 Reason for License Revocation A.Failure to maintain the residency requirements B.Failure to meet the required reporting requirements within 30 (thirty) days of harvest C.Failure to renew an endorsement within the specified time requirements Section 15.21 Pre-Season Density Assessment A.)April and May will be used to assess the population in the East end of Brewster (Ellis Landing to the Orleans/Brewster Town line.) B.)DNR staff and County staff, and harvesters will collaborate to conduct a resource assessment C.)Options from assessment a.If assessment shows density is down compared to previous years, the East end of Brewster will remain closed b.If assessment shows density is up compared to the previous year, the East end of Brewster will open from June 1 – December 31. Section 15.22 Monthly Harvest Assessment A.)A monthly harvest assessment using data generated from pounds per day and pounds per minute, as generated in the existing harvest assessment. B.)Each harvester will be required to submit harvest data via the google document form and submit photocopies of each documented harvest day at the end of each month. C.)If harvest trends from these monthly reports show a further reduction in harvest levels, further restrictions, or closure to the Eastern end of Brewster shall be implemented. Google document link: Brewster Razor Clam Catch Report Section 15.23 Minimum Harvest Requirements A.) No minimum harvest requirements for 2022. Section 15.24 Transferability of License A.)These licenses are not transferable. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 April 1, 2022 To: Brewster Select Board From: Brewster Affordable Housing Trust CC: Jill Scalise, Housing Coordinator; Peter Lombardi, Town Administrator Re: Millstone Community Housing RFP At the March 24, 2022 Affordable Housing Trust meeting, the four member review committee, consisting of Chair Tim Hackert, Donna Kalinick, Madalyn Hillis-Dineen and Ned Chatelain, voted unanimously to recommend the proposal from Preservation of Affordable Housing (POAH) and Housing Assistance Corporation (HAC) to the Select Board. The Proposal from POAH and HAC met the required minimum criteria to be considered and received an aggregate rating of Highly Advantageous in all 7 categories of the Comparative Evaluation Criteria, scoring sheet included in this packet. The Affordable Housing Trust recommends that the Select Board award the design, construction, operation and management of affordable rental units at 0 Millstone Road to Preservation of Affordable Housing and Housing Assistance Corporation and begin the process of negotiating the Land Development Agreement and Lease, working with Peter Lombardi, Chief Procurement Officer. The members of the Trust review committee will be on hand to answer any questions at your April 4th meeting. A copy of the proposal and the financial proforma review by LDS Consulting is included in your packet. Below is background information of the extensive process that the Brewster Affordable Housing Trust has taken to ensure a positive outcome for this important housing initiative on municipal land. The Trust was provided technical assistance during this process by Laura Shufelt, Mass Housing Partnership. We thank her for her months of invaluable support and guidance. Brewster Affordable Housing Trust Background: 16+ acres of Town owned land, off Millstone Rd, designated for Community Housing at May 2018 TM December 2018- Select Board signed a grant agreement with Mass Housing Partnership for a pre-feasibility study of the Millstone property and, if feasible, the preparation of Request for Proposals (RFP). The SB also assigned management of the project to the Housing Trust. Over the next 2+ years the Trust completed the pre-feasibility & RFP process. This included: o Due Diligence Study o Community Engagement and input (In the form of outreach meetings as well as questions and input from community at public Trust meetings over 2 years) o Watershed Study o Drafting of the RFP at public meetings September 2021- The Trust met with the Select Board and presented an RFP with guidance criteria to create up to 90 bedrooms of affordable rental housing on the 16+ acre parcel. The SB voted to approve and issue the RFP. (RFP included in SB packet) October 2021- RFP issued. The Housing Trust was designated as the proposal evaluation committee with a task to make a recommendation to the SB after determining which proposal is deemed most advantageous and responsive. December 2021- The Trust received 2 responses to the proposal. One response met the requirements for review and was provided to the Housing Trust. Review of Proposal from Preservation of Affordable Housing (POAH) & Housing Assistance Corporation (HAC) January- Recusal of 3 Trust members due to potential conflicts of interest, conducted initial reading and provided questions to POH & HAC February- Proposal presentation by POAH & HAC (Presentation PDF provided in SB Packet) March- Proforma Review by LDS Consulting & scoring of proposal by Housing Trust. The scoring criteria can be found in the SB packet. Trust votes recommendation to Select Board at their March 24, 2022 meeting. Next Steps: As listed in the RFP, the Select Board is the decision-making body for the proposal. Trust makes a recommendation to the Select Board regarding whether to accept the proposal based on the criteria that were set forth in the RFP . The next step would be that the proposer is given exclusive rights to negotiate the terms of the Land Development Agreement (LDA) and lease of the property. A draft Land Agreement and Lease is in Appendix D of the RFP and has been reviewed by Town Counsel prior to the release of the RFP. Attachments: -Trust Review Committee scoring sheet -Proposal from POAH & HAC -Proforma Review by LDS Consulting -Copy of Lease and Land Disposition Agreement from the RFP Brewster Affordable Housing Trust 2022 Proposal Review for 0 Millstone Road 1 Comparative Evaluation Criteria Review Sheet for 0 Millstone Rd, Brewster Proposal: POAH & HAC Brewster Affordable Trust Review Members: Chair Tim Hackert, Donna Kalinick, Madalyn Hillis-Dineen, Ned Chatelain: Scored at Public Meetings: March 4, 2022 and March 24, 2022 Unacceptable Advantageous Highly Advantageous Developer Experience & Capacity (Team) Highly Advantageous Demonstrated experience as a principal or lead development officer in and capability for designing, permitting, developing and managing similar residential projects. Outcome of comparable projects Experience with site septic system issues Property management experience with similar projects The quality of the team’s reputation and references, particularly in terms of its regulatory track record and ability to complete projects as proposed Success in marketing approach, including affirmative fair housing marketing plans and lottery, meeting State requirements Development team members have only minimal experience in the development of projects with similar scope – including legal, design, development, financing, and management experience with rental housing. Development team members have significant experience in the development of projects of similar scope – including legal, design, financing, affordable housing management. Significant experience (2 or more projects) including with private septic. Energy efficient buildings are not part of standard approach. Past developments demonstrate good property management structure. Development team members have extensive experience in the development of projects of similar scope – including legal, design, financing, affordable housing management. Extensive experience (4 or more projects) including with private septic. Energy efficient design is their standard approach to design and development. Past developments demonstrate excellent property management structure and professionalism. Brewster Affordable Housing Trust 2022 Proposal Review for 0 Millstone Road 2 Affordability Highly Advantageous Proposal meets a range of incomes. All of the units must be restricted to households at or below 80% AMI Less than 100% of the units are affordable to 80% AMI. All units are affordable to 80% AMI All of the units are affordable to 80% AMI or below with the affordability ranging from 30% AMI to 80% AMI Site Design Highly Advantageous Thoughtful and efficient site design using the natural topography of the site as much as feasible Efficient, safe internal traffic flow Underground utilities Exterior lighting – minimal impact to neighbors and night sky Landscape plan including within parking area includes native plantings and, when feasible, enhances rather than replaces existing vegetation Designated area for snow Adequate parking and walkways for residents and visitors Natural buffer to surrounding residential neighbors as required in the narrative (Section IV, Site) Respects adjacent properties Provides programmed outdoor community gathering space for a variety of ages Includes bike racks Proposal fails to meet the majority of the RFP criteria for site design. The proposal meets some or all of the RFP site design criteria with thoughtful building siting, safe, efficient traffic flow, and maintains the natural buffers to surrounding neighborhoods, as required. Proposal meets or exceeds all of criteria Brewster Affordable Housing Trust 2022 Proposal Review for 0 Millstone Road 3 Infrastructure and Green Design Highly Advantageous Underground utilities Storm water management uses standards of low impact development Buildings are located for maximum solar potential Roof construction is “solar ready” (designed to support solar panels) Meets green design standards for LEED, Passive House, or other comparable programs Provide charging station(s) for EVs Proposal fails to meet a majority of the RFP criteria for infrastructure and green design The proposal meets some of the RFP infrastructure and green design criteria Proposal meets the or exceeds all of criteria Building Design Highly Advantageous Conceptual design includes four (4) or more buildings Exterior is of high quality, while remaining compatible with local architectural design Creative design that is cost effective and high quality Interior design and layouts meet a variety of household sizes, aesthetics, and resident mobility needs Design appears incongruous with local designs, interior layout does not meet a variety of household types and mobility needs, and does not comply with a Design reflects or complements local designs, layout provides for a variety of household types and mobility needs, Complies with a majority of the Design proposal articulates a creative development vision that is a cost-effective, energy efficient, attractive design that reflects and/or complements Brewster Affordable Housing Trust 2022 Proposal Review for 0 Millstone Road 4 Finishes support durability and low-maintenance for tenants Construction maximizes soundproofing between units Provides community space for residents, preferably with kitchen facilities Includes office space for management Provides storage space, either in basements or sheds Prefer individual exterior space (patios or balconies) majority of the RFP criteria RFP criteria and preferences the local aesthetics, and provides a variety of household types and mobility needs. Complies with all of the RFP criteria and preferences Financial Feasibility Highly Advantageous Adequacy of proposed budgets (development and operating) Appropriateness of rents in relation to the market Track record of securing proposed financing Availability and likelihood of approval of proposed pre-development, construction and permanent financing Proposals does not demonstrate an understanding of development costs and operating budgets for affordable housing and/or does not have a successful record of securing financing. Proposal contains realistic development and operating budgets and evidence of success in securing necessary financing. Proposal contains realistic development and operating budgets and evidence of a high degree of success in securing necessary financing and other sources of funding. Brewster Affordable Housing Trust 2022 Proposal Review for 0 Millstone Road 5 References, Site Visits, and Interviews Highly Advantageous A minimum of three references including references from all projects undertaken in the last 10 years The evaluation committee may choose to visit proposers’ completed projects The evaluation committee may require proposers present their proposals. Presentations will not be scored. Did not provide minimum of 3 references, or references were poor and/or inadequate. Properties visited were in poor condition. Strong references reflecting projects came in on time and within budget, good property management structure. Properties visited were in good condition, site layout was efficient, and buildings were well designed. Strong references reflecting timely completion, excellent budget control, excellent property management structure and professionalism of developer. Properties visited were in great condition, site layout building design, and landscaping excellent, and use of energy efficient and durable materials. Vote taken March 24, 2022 to recommend proposal to the Select Board. Chair Hackert-Yes, Donna Kalinick-Yes, Madalyn Hillis-Dineen-Yes, Ned Chatelain-Yes. Millstone Road Housing Proposal to the Town of Brewster for the Development of Rental Family Housing Housing Assistance Corporation David Quinn Housing Assistance Corporation 460 West Main Street Hyannis, MA 02601 508-771-5400 x288 dquinn@haconcapecod.org Julie Creamer Preservation of Affordable Housing 2 Oliver Street, Suite 500 Boston, MA 02109 617.267.9898 jcreamer@poah.org POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 2 – TABLE OF CONTENTS SECTION 1: THE DEVELOPMENT TEAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 Introduction to POAH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Introduction to HAC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 The Development Team and Roles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12 Communication Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 Similar Projects Completed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 POAH Projects in Progress . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 POAH Organizational Status . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 HAC Organizational Status . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22 Sponsor Organizational Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23 Previous Collaboration of the Project Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23 Sponsor Principals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24 Developer/Property Manager Relationship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24 Land Development Agreement and Ground Lease . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 Past and Pending Litigation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 Outstanding Taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 SECTION 2: DEVELOPMENT CONCEPT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26 Unit Mix and Affordability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28 Physical and Architectural Program Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30 MBE/WBE and Local Participation Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40 Construction Staging Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46 Project Financing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48 Sources and Uses of Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49 10-Year Operating Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .53 Letters of Interest from Construction and Permanent Lenders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .54 SECTION 3: CONCEPTUAL DESIGN DRAWINGS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55 SECTION 4: MANAGEMENT PLAN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56 Management Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57 Target Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .59 Introduction to POAH Communities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61 Staffing and Resident Services Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .64 Marketing Strategy and Lottery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .71 SECTION 5: IMPLEMENTATION PLAN AND TIMELINE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .73 SECTION 6: REQUIRED FORMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .76 APPENDIX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .77 Developer Team Resumes and Qualifications Lender and Syndicator Letters of Interest SECTION 1 THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 4 – THE DEVELOPMENT TEAM Preservation of Affordable Housing, Inc . (POAH) and Housing Assistance Corporation (HAC) are pleased to present this joint proposal for 0 Millstone Road . We have proposed a community that includes 45 units of affordable housing, plus community space and outdoor recreational areas for a range of Brewster households . POAH and HAC have been developing best-in-class affordable communities on the Cape together for 13 years; our team pairs the expertise of a top national non-profit housing developer with the local knowledge of a highly experienced non-profit community developer focused on creating economic opportunity and housing stability for residents of Cape Cod . We share a common objective of developing this site to serve the residents of Brewster by creating high-quality housing at affordable rents within an environmentally sustainable property that is sympathetic to and communicative with the design traditions of the Cape . Introduction to POAH Organizational Strengths and Guiding Principles POAH is a 501(c)3 non-profit developer and owner whose mission is to preserve, create and sustain affordable, healthy homes that support economic security, racial equity and access to opportunity for all . Founded 20 years ago and headquartered in Boston, we are dedicated to the creation and preservation of affordable housing communities . We leverage our strengths – a commitment to a housing mission, strong bottom line financial acumen, and an innovative approach to navigating complex regulatory environments – to bring partners together to structure and implement development strategies that address the needs of communities and the goals of stakeholders and partners such as the Town of Brewster . POAH brings substantial experience with complex affordable multifamily housing projects . We have financed, acquired, constructed and renovated more than 12,000 affordable housing units among 123 properties in 11 states and the District of Columbia . POAH’s affordable housing portfolio in the Cape Cod area consists of both newly built properties and residential communities we have acquired and substantially rehabilitated . POAH owns more than 3,000 apartment homes in Massachusetts, eight of which are located on the Cape – including King’s Landing Apartments, a 108-unit affordable community in Brewster that we have owned since 2013, and Brewster Woods, which broke ground in June of 2021 . We manage all of our properties ourselves through our property management group, POAH Communities . Groundbreaking at Brewster Woods POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 5 – SECTION 1: THE DEVELOPMENT TEAM In keeping with our mission and history, POAH’s team brings a track record of success and a wealth of experience in financing, developing and operating best-in-class affordable and mixed-income properties and community spaces . Our team for the Millstone Road project, described below, will be supported by a deep bench of talented development and property management practitioners . POAH has 50 employees among three corporate offices, and POAH Communities employs 430 dedicated professionals across POAH’s portfolio . POAH’s principal place of business is 2 Oliver Street, Boston, MA . We perform our own development underwriting and risk management, property management, construction management and, in most cases, partnership and asset management legal work . Our strong reputation has resulted from a demonstrated ability to craft complex financial transactions, tackle regulatory challenges, and close tough development deals that create and preserve affordable housing . Our organization and leaders are at the forefront of policy and legislative discussions around housing preservation, affordable housing finance, and regulatory reform. SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 6 – Strong balance sheet and ability to self-guarantee. POAH’s development capacity is built on a robust corporate balance sheet with $105 million in net assets at year-end 2020, which ensures ready access to capital, bonding, insurance, and other necessary financial support. Behind the company’s net assets, which have grown at an average annual rate of 30% since 2001, are $1 .3 billion in controlled real estate assets, producing nearly $134 million in annual revenues . In addition to its own resources, POAH has access to several existing lines of credit secured by its balance sheet from lenders including the Calvert Foundation, the Local Initiatives Support Corporation, the Life Initiative, and Boston Private Bank & Trust . POAH provides all the necessary guarantees for its project financing, consistent with financing require- ments and industry practice. POAH has a strong track record of working with national and local financial institutions and completing projects successfully on schedule and within budget . POAH maintains a healthy development pipeline, with over 30 projects in various stages of pre-development or development across several states. However, POAH balances its pipeline with a high degree of financial scrutiny and risk management, which has consistently safeguarded and strengthened our financial resources and development capacity over our 20 years of existence . Experience securing funding. POAH has experience with the full breadth of private and public sources and programs for affordable and mixed-income housing, including federal and state Low Income Housing Tax Credits (LIHTCs); FHA-insured financing; state housing finance agency tax-exempt bond financing and Risk Share; HUD operating assistance through Project-Based Vouchers and Project-Based Section 8; and HUD community development programs including CDBG and HOME . We have particularly extensive experience working with all of the various funding programs specifically available to projects in Massachusetts and we have developed a reputation for identifying, obtaining and combining local fund- ing sources in new and innovative ways that unlock possibilities that would be out of reach under more traditional financing structures. Some examples of state funding programs that POAH has effectively lev- eraged in our developments are the Massachusetts Affordable Housing Trust Fund, Housing Stabilization Fund, Community Preservation Act funds, the CATNHP and HOME programs, as well as the state LIHTC, MassHousing’s Workforce Housing Fund, and infrastructure grants from MassWorks . Melpet Farm – Dennis, MA SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 7 – Commitment to sustainable development. POAH is dedicated to environmental sustainability and has been a leader in sustainable design and development in affordable housing . We believe that sustainability is both a good business practice and consistent with our mission goals, and POAH’s stewardship strategy emphasizes the long-term perspective on building operations . POAH has developed the knowledge base and collected the data to think critically and constantly refine our practices towards the best sustainability strategies . We require that building design be guided by high-impact energy efficiency, healthy homes and sustainability choices, with emphasis placed on long-term benefits and the short- versus long-term trade-offs in costs . In 2020, POAH was named a Department of Energy Better Buildings Challenge Goal Achiever with a 20% reduction in energy use portfolio-wide, which we achieved with improved building enclosures, boiler control upgrades, LED lighting retrofits and onsite renewable energy generation. POAH is increasingly targeting the Passive House efficiency standard – the highest standard in the industry – for all of its new construction projects. We currently have five Passive House properties under construction or in pre-development, including two in Massachusetts: Mattapan Station and Bartlett Yard . POAH was awarded three clean energy grants from Massachusetts Clean Energy Technology Center through their Passive House Design Challenge Program . The Millstone Road project will benefit from our experience in Passive House design and would follow those same design standards. Kenmore Abbey – Boston, MA SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 8 – Most critical to our work on Cape Cod is our commitment to environmentally sensitive areas . As noted above, POAH has built and continues to operate two on-site wastewater treatments plants, one serving our King’s Landing property in Brewster and one serving our Canal Bluffs community in Bourne . The wastewater treatment plant at Canal Bluffs was specifically designed to eliminate any “net” nitrogen into the Phinney Watershed . To meet those important standards, POAH worked with the abutters to create one of the first privately owned, shared wastewater treatment plants in Bourne to service our housing community and abutting retail space . Local developer with 40B expertise. POAH has been developing and preserving affordable communities in our home of Massachusetts for two decades, and we have developed a reputation in the Commonwealth, and specifically on the Cape, for getting projects approved and built . The POAH team has an extensive network of partners and relationships within the various local and state agencies that influence and guide affordable housing production, and we have the knowledge and experience of how to work with these stakeholders in order to create a path forward, often for complicated transactions that require consensus among many constituents. Specifically, we have an established history of success in working with towns to advance their affordable housing goals using a “friendly 40B” (Comprehensive Permit) to develop housing on publicly-owned land that reflects the unique character and history of its location . We have secured 40B comprehensive permits for seven of our projects – including our development Brewster Woods, which broke ground in June 2021 . Our ability to work with community members and local officials, solve site constraints, and navigate the complicated regulatory landscape of the disposition of public land has become one of POAH’s defining core competencies . Dedication to building and improving communities. Perhaps most importantly, POAH is a mission-driven organization with the goal of not only developing and managing housing, but also strengthening each community by enabling resident access to greater opportunity through choice and economic mobility . POAH and POAH Communities support residents through long-term partnerships, corporate infrastructure support and outreach, and a focus on positive outcomes: Stable Housing, Health, Employment, Education, Financial Stability and Community Engagement to foster social capital . We have developed resident programs and partnerships organized around the following outcomes: Clay Pond Cove – Bourne, MA Holiday party at Melpet Farm SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 9 – Housing Stability. Establishing stable housing for residents is one of the fundamental target outcomes for our Community Impact program . At our Cape communities, our housing stability initiatives include financial education and support such as emergency rental and utility assistance, and access to affordable, quality food through programs such as WIC, SNAP, and our own on-site food pantry at nearby King’s Landing . Mental and Physical Health. For communities with a large senior population, mental and physical health is a primary concern among residents and family . Our health initiatives include referrals to providers, wellness checks and COVID vaccine coordination, nutrition programs and education, and health screenings, with partners such as Outer Cape Health Services, Visiting Nurses Association, Red Cross, and Council On Aging . Social and Community Connections. Establishing social connections among residents and with the broader community is an important objective for our Community Impact program . Across our Cape communities, our social initiatives include regular monthly lunches and birthdays, school reading groups, painting and crafts classes, and movie nights . If the POAH + HAC team is selected as the developer for 0 Millstone Road, we will align our interests as a developer, owner and manager with our residents’ interests in improving their own lives and sustaining a healthy community. We will collaborate with residents to understand their family, financial and educational aspirations . And we will bring more than a decade of local relationships and experience with local community service providers to help the residents of 0 Millstone Road to locate the resources they need to achieve their goals . Holiday Party at King’s Landing August 2014 celebration at King’s Landing SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 10 – Introduction to HAC Housing Assistance Corporation (HAC) is a non-profit organization dedicated to providing a full spectrum of housing and community development solutions to residents of the Cape and Islands for over 40 years . Founded in 1974, HAC’s mission is to build a strong, healthy, and diverse community where everyone has a safe, stable and decent place to live . To that end, HAC has developed a continuum of programs that range from provision of temporary shelter to permanent housing development, with pathways for clients/ tenants to develop personal and economic self-sufficiency. Since its inception, the organization has assisted over 100,000 Cape and Islands residents, and has developed or co-developed over 550 units of housing . HAC annually serves an average of 5,000 Cape Cod households in three main areas: Homelessness Prevention: We operate four family shelters which includes Angel House in Hyannis, Carriage House in North Falmouth, Scattered Sites in Hyannis, and the Village at Cataumet in Bourne. We also conduct homeless outreach to individuals living in the streets and woods of Cape Cod to connect them to the services they need to move into permanent housing . We also prevent families and individuals from becoming homeless, using public and private funding to ensure we can support both low- and middle-income households with emergency financial assistance. Housing Stabilization: We administer over 1,200 housing vouchers, providing essential rental assistance to households in our region . We also conduct free energy audits and weatherization measures for low-income households . Since our inception, we have developed over 550 units of affordable housing and have 120 units in our pipeline over the next three to four years . Empowerment: We offer one-on-one foreclosure prevention and reverse mortgage counseling . Wealso conduct a series of financial literacy classes, including Money Matters, which provides practical strategies for households to take control of and strengthen their personal finances. Our classes also include a First-Time Homebuyer workshop to help our clients realize their dreams of homeownership . Since 2017, we have organized the Cape Housing Institute to provide municipal officials with the tools, education, and resources needed to boost affordable housing in their communities . We also organize Cape Housing Advocacy Training to give the general public the education, skills, and confidence to speak up in favor of the affordable housing needed in their towns. And our nonprofit Cape Community Real Estate department connects individuals and families to affordable and attainable homeownership opportunities in our region . Forward at the Rock – Dennis, MA SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 11 – Permanent housing development. HAC Is the largest developer of affordable housing on Cape Cod and the Islands . Since inception, HAC has constructed over 550 units of affordable housing with another 120 units in its development pipeline . HAC develops housing directly or in partnership with other developers like POAH (of HAC’s 25 projects undertaken since 2007, nine have been done with POAH) . Approximately 70% of the units HAC has developed are rental housing and 30% are homeownership . HAC has been successful at attracting significant funding commitments from DHCD, MHP, MassHousing, the Barnstable County HOME Consortium and Community Preservation Act, and other key sources . Its projects have been successfully completed on time and on budget . HAC’s development experience is further described in Highlighted Projects, below . Property management and housing subsidy oversight. HAC directly manages a small portfolio of scattered-site rental housing that it retains ownership of, and contracts with POAH Communities to manage the balance of HAC-owned rental housing . HAC also administers more than 700 Section 8 and other rental subsidies for the region, including those for persons with disabilities . And it offers a Family Self-Sufficiency (FSS) program to heads of household with Section 8 subsidies who commit to a five-year course of improvement culminating in a goal such as homeownership or an educational achievement . Families enrolled in the FSS program receive case management and coaching services and can access matched savings through an Individual Development Account, along with economic literacy counseling and other support provided by volunteer mentors . Other housing programs. HAC provides weatherization, heating system repair, and appliance replacement programs, as well as an assortment of repair loan and grant programs for low-income homeowners. HAC also provides workshops for first-time homebuyers through its Cape Home Ownership Center (CHOC) and sponsors a housing fair at which hundreds of interested first-time buyers can talk with community lenders . HAC administers loan assistance programs for down payment and closing costs, as well as loans through the Soft Second Loan Program . And HAC offers foreclosure education and prevention counseling . In addition to its work providing needed services to Cape Cod’s most vulnerable residents, HAC has played a key role in founding other housing and human services organizations, such as the Massachusetts Non Profit Housing Association, HOME Consortium, Affordable Housing Loan Consortium, Lower Cape Cod Development Corporation, and the Housing Land Trust for Cape Cod . HAC attracts considerable support from the community in many forms, including funding, in-kind donations, volunteers, workshop instructors, and development collaboration . Its clients have a high success rate in achieving self-sufficiency, and many have gone on to become HAC employees or Board members . Great Cove Community – Mashpee, MA Lofts at 57 Ribbon Cutting – Hyannis, MA SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 12 – CORY FELLOWS will serve as lead project manager and will oversee all aspects of the project’s financing and construction, with specific focus on the LIHTC financing and affordable housing public subsidies. Cory is a Vice President in POAH’s Real Estate Development group and has been with POAH for nearly ten years . During this time, Cory has overseen several ground-up development projects similar to Millstone Road . He is currently leading POAH’s development of two friend- ly 40B developments in Brewster and Mashpee, Massachusetts . Cory brings more than 20 years of affordable housing development experience to the Millstone Road project – his expertise encompasses development feasibility analysis, financial and regulatory structuring, and development oversight . He has managed the development, preservation and revitalization of affordable housing communities throughout the country, involving a wide array of financing programs and regulatory environments . DAVID QUINN will serve as the local lead for community engagement and will oversee community process and project permitting . David is HAC’s Director of Housing Development and Planning . David joined Housing Assistance in December 2016 as Assistant Director of Housing Development before moving into the Director role in 2019. David co-authored HAC’s widely-quoted report, “Housing On Cape Cod: The High Cost of Doing Nothing” and he helped established our innovative Rent 365 program . Today David oversees the agency’s short- and long-term housing development efforts . Previously, David was the Regional Waste Reduction Coordinator for Barnstable County . He holds a master’s degree in urban and environmental policy and planning from Tufts University and a bachelor’s degree in political science from The College of the Holy Cross . ROXCELL RIGBY will serve as supporting project manager and will work with Cory to oversee day-to-day project management . Roxcell is a Development Associate with POAH and is responsible for assisting Project Managers in a variety of ways, including assembling financing applications, performing financial analysis, developing project proformas, and assembling the due diligence required for construction and permanent loan conversions . PROPOSER NAME AND ADDRESS: Preservation of Affordable Housing, Inc. 2 Oliver Street, Suite 500 Boston, MA 02109 ATTENTION: Julie Creamer EMAIL: jcreamer@poah.org PHONE: 617-449-0869 The Development Team and Roles The POAH + HAC team has assembled a talented team for the development of 0 Millstone Road . Our team has exten- sive experience in Brewster and on similar projects on Cape Cod, and was share a history of collaboration that will en- sure an effective and efficient project development process with the Town and other stakeholders . SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 13 – JENNIFER CAVACO will serve as the regional property manager for 0 Millstone Road and will work with Cory, Roxcell and the development team to coordinate the property’s marketing, leasing and ongoing operations. Jennifer is a Vice President of Regional Operations for POAH Communities . Jennifer oversees our New England portfolio of nearly 5,000 units of affordable rental housing in Massachusetts, Rhode Island, Connecticut, and New Hampshire . A former Senior Regional Property Manager for POAH Communities, Jennifer holds more than 20 years of experience in multifamily property management, with a specialization in affordable housing including communities subsidized by Section 8, LIHTC, and other major HUD programs . PAUL ATTEMANN will serve as the lead project architect from Union Studio . Paul is a Senior Associate at Union Studio and was one of Union’s first employees. Paul has extensive experience designing creative, contextual and sustainable multifamily communities throughout New England and on Cape Cod in particular . Paul oversaw the design of the Forward at the Rock project, a housing community for adults with autism and other developmental disabilities in nearby Dennis . POAH Project Manager Cory Fellows, Vice President, Real Estate Development 617-449-0878 cfellows@poah .org Supporting Project Manager Roxcell Rigby, Associate, Real Estate Development 617-449-1011 rrigby@poah .org HAC Local Lead David Quinn, Director of Housing Development and Planning 508-771-5400 dquinn@haconcapecod .org DESIGN AND OTHER CONSULTANTS Architect Union Studio Paul Attemann, Senior Associate 401-272-4724 gpaul@unionstudioarch .com Environmental/Civil Engineer & Landscape Architect Horsley Witten Brian Kuchar, Associate Principal 508-255-6511 ext 215 bkuchar@horsleywitten .com Energy/Sustainability Consultant Building Evolution Ken Neuhauser, President 508- 475-9016 kneuhauser@buildingevo .com SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 14 – LEGAL Attorney – Transactional/LIHTC Klein Hornig Daniel Rosen, Partner 617-224-0607 drosen@kleinhornig .com Attorney – 40B Freeman Law Group Peter Freeman, Principal (508) 362-4700 PROPERTY MANAGEMENT Property Manager POAH Communities Rochelle Beeks, President 617-449-1007 rbeeks@poahcommunities .com While we have not yet selected a general contractor for this project, POAH + HAC are currently using Delphi Construction for our Brewster Woods project, and the construction pricing in this proposal reflects the prices we have realized at Brewster Woods. In addition to Delphi, POAH has longstanding relationships with several experienced contractors that have successfully completed our projects on Cape Cod and would be qualified for the Millstone Road project, such as Dellbrook JKS and Callahan Construction . We make MBE/WBE hiring a priority on all of our projects, and we would prioritize the hiring of an MBE/WBE general contractor or a majority general contractor with a proven commitment to MBE/WBE hiring . Contact information for a few potential general contractors is presented below . Resumés for the members of the development team are included in the appendix . COMPANY CONTACT CONTACT INFORMATION HOUSING WORK ON CAPE COD Dellbrook JKS Michael Fish President 781-380-1675 mfish@dellbrook.com Terrapin Ridge (Sandwich) Delphi Construction Keith Shaw President 781-439-3666 kshaw@delphiconstruction .net Brewster Woods (Brewster) Melpet Farm (Dennis) King’s Landing (Brewster) Rock Harbor Village (Orleans) Callahan Construction Managers Pat Callahan President 617-727-5985 pcallahan@callahan-inc .com Canal Bluffs (Bourne) Clay Pond Cove (Bourne) SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 15 – POAH Communities Staff at Aaron Briggs Manor – Providence, RI Communication Plan The project plan described in this proposal is only a starting point for an in-depth, inclusive conversation with the Town of Brewster and community members about the priorities and shared goals that will make this the best project for the community . Continuous, formalized communication with all stakeholders will be fundamental to achieving this outcome, and the POAH + HAC team takes this important aspect of the development process very seriously . David Quinn, as Local Lead for the project, will initiate and maintain the many important lines of communication . We will start the communication process immediately after signing the Land Development Agreement with a kick-off meeting with Town officials and abutters . We will maintain close contact with the Town throughout the 40B public hearing process, and we anticipate at least one additional meeting on site to discuss project plans and solicit input . On previous 40B projects, we have found that these supplemental, on-site meetings are helpful both as a way to prioritize and incorporate modifications into the project plan, but also to build consensus on the best plan for everyone. POAH’s project manager, Cory Fellows, will work with Town officials to customize this communication plan to the Town’s preference, and to create the best long-term communication structure for the Town for the construction period and beyond . Similar Projects Completed The POAH + HAC team has developed 184 units of affordable housing among six communities on Cape Cod and has another 81 units among two communities currently in development . Six of these projects were awarded through a public RFP to build new affordable housing on town-owned land and permitted through the friendly 40B process . This includes Brewster Woods, a 30-unit affordable community located in Brewster that we are currently building . While every project is different in its specifics, we always take care that our mission-focused team develops and implements a financing structure, construction scope, and long-term operations plan that ensures the long-term affordability and success of the property, that meets the needs of its residents and partners, and that places community engagement and communication at the center of the project process . The comparable projects described below are indicative of the breadth and depth of development experience that will be relevant to the construction of the proposed affordable housing community at 0 Millstone Road . SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 16 – Canal Bluffs PROJECT INFORMATION Location . . . . . . . . . . . . . . . . . . . . . Bourne, MA Project Type . . . . . . . . . . . . . . . . . . Mixed-income family and senior rental housing Site Conditions . . . . . . . . . . . . . . . . Partially graded, with significant subsoil boulders, environmentally sensitive site with utility and access constraints Project Scope . . . . . . . . . . . . . . . . . Phase I Phase II Phase III 28 family units: 45 senior units: 44 family units: 1 - 1 Bedroom 33 - 1 Bedroom 24 - 2 Bedroom 26 - 2 Bedroom 12 - 2 Bedroom 20 - 3 Bedroom 1 - 3 Bedroom 2 fully ADA units 3 fully ADA units 3 fully ADA units 1 Sensory Impaired 1 Sensory Impaired 1 Sensory Impaired Income Mix . . . . . . . . . . . . . . . . . . . 70% Affordable up to 60% AMI 25% Workforce up to 80% AMI 5% Market Rate (unrestricted) Construction Start (Ph III) . . . . . . . June 2017 Construction Completion (Ph III) . . Projected: December 2018 / Actual: December 2018 Phase I and Phase II were completed early and on budget Current Status . . . . . . . . . . . . . . . . Stabilized, 98% occupied as of 4/1/21 First Mortgage Lender (Ph III) . . . . MassHousing Other Lenders (Ph III) . . . . . . . . . . . Department of Housing and Community Development (DHCD) Barnstable HOME Consortium Town of Bourne Permitting . . . . . . . . . . . . . . . . . . . . Comprehensive Permit (Friendly 40B) LIHTC Investor . . . . . . . . . . . . . . . . Boston Capital Total Development Costs . . . . . . . . Phase III: $14 .1 million Total Campus (3 phases): $37 .4 million Key Personnel . . . . . . . . . . . . . . . . . Julie Creamer & Jon Springfield Management Agent . . . . . . . . . . . . POAH Communities Our first resident, Ms. Nygard SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 17 – POAH and HAC received a comprehensive permit through the friendly 40B approval process to build a three-phase residential community on an extraordinary 17-acre, hilltop site in Bourne . The site overlooks Buzzards Bay and is within one mile of the Bourne Bridge . After the site had been acquired and the 40B permitting process initiated, the site was “remapped” by the Department of Environmental Services and deemed an environmentally sensitive area due to its proximity to the Phinney Harbor watershed . Undeterred by the new environmental obstacles this designation created, POAH re-evaluated the development plan and devised a solution: a new wastewater treatment plant located on site would ensure that zero net nitrogen was released into the watershed . Once the solution had been imagined, POAH worked tirelessly with Mass DEP and the abutting property owners to design shared infrastructure and access roads for the new wastewater treatment plant . Having overcome this obstacle, POAH and HAC moved forward with the phased plan, delivering each phase on time and on budget . Each of the three phases of Canal Bluffs was financed with 9% Low-Income Housing Tax Credits. The projects also received soft funding from a variety of DHCD programs, including the Affordable Housing Trust Fund, HOME, and the Community Based Housing Fund . The projects also received funding from the Town of Bourne and the Barnstable HOME Consortium . Phase III was the first project on Cape Cod to use MassHousing Workforce Housing Funds. PROJECT REFERENCES Laura Surdel*, SVP, Originations Boston Financial Investment Management lsurdel@bfim.com 774-567-5693 *previously: Vice President, Acquisitions for Boston Capital Cindee Lacasse, Director of Rental Business Development MassHousing clacasse@masshousing .com 617-854-1298 Features Relevant to Millstone Road Redevelopment • Friendly 40B permitting process • Environmentally sensitive area • Financed with 9% LIHTCs, state and local soft funding • Housing lottery with local preference required on all 3 Phases Canal Bluffs continued SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 18 – Melpet Farm PROJECT INFORMATION Location . . . . . . . . . . . . . . . . . . . . . Dennis, MA Project Type . . . . . . . . . . . . . . . . . . 100% affordable family rental housing Site Conditions . . . . . . . . . . . . . . . . Partially graded, historically and environmentally sensitive area Project Scope . . . . . . . . . . . . . . . . . 27 townhouse units: 5 - 1 Bedroom; 18 – 2 Bedroom; 4 – 3 Bedroom 3 Fully ADA units and 1 Sensory Impaired unit Income Mix . . . . . . . . . . . . . . . . . . . 100% Affordable Units set aside for 30% AMI (PBV), 50% AMI and 60% AMI Construction Start . . . . . . . . . . . . . November 2014 Construction Completion . . . . . . . . Projected: December 2015 / Actual: January 2016* *Severe winter conditions in 2015 delayed completion Current Status . . . . . . . . . . . . . . . . Stabilized, 96% occupied as of 4/1/21 First Mortgage Lender . . . . . . . . . . Massachusetts Housing Partnership (MHP) Other Lenders . . . . . . . . . . . . . . . . DHCD MassHousing Town of Dennis Community Preservation Act and Affordable Housing Trust Funds Barnstable HOME Consortium Permitting . . . . . . . . . . . . . . . . . . . . Special Permit LIHTC Investor . . . . . . . . . . . . . . . . The Richman Group (direct investor Bank of America) Total Development Costs . . . . . . . . $10 .6 million Key Personnel . . . . . . . . . . . . . . . . . Julie Creamer and Julie Klump Management Agent . . . . . . . . . . . . POAH Communities POAH, in partnership with HAC, was selected through a competitive RFP process by the Town of Dennis to be the developer for the town-owned .4-acre former Melpet Farm site located within the historic district along Route 134 . Although a friendly 40B was considered, POAH ultimately made use of a local affordable housing bylaw to achieve zoning and a special permit for the site, which included the implementation of a regulatory agreement, deed restrictions, and a land lease with the Town of Dennis . The buildings were designed as net zero energy users, 70% more energy efficient than code requirements. The project features solar photovoltaic panels, high-performance building envelopes and insulation, a high-efficiency air-sourced heat pump system, vegetated bio-retention swales and drought-tolerant landscaping. The project is served by a I/A septic Title V system with nitrogen pre-treatment . The project was awarded 9% Low Income Housing Tax Credits, as well as funding from DHCD’s Affordable Housing Trust Fund and HOME programs . The project also received funding from the Town of Dennis and the Barnstable HOME Consortium . Construction began in November 2014 and in the midst of the harsh winter of 2015 still managed to complete in January 2016, only one month behind its targeted completion date . PROJECT REFERENCE Daniel Fortier, Town Planner Town of Dennis dfortier@town .dennis .ma .us 508-760-6119 Features Relevant to Millstone Road Redevelopment • Affordable to families earning 30%- 60% AMI • Town owned land disposition and long-term lease • I/A septic system • Sustainable design (near net-zero with solar) • Environmentally sensitive area • Financed with 9% LIHTCs, state and local soft funding • Housing lottery with local preference required SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 19 – Kimber Woods and Lombard Farm PROJECT INFORMATION Location . . . . . . . . . . . . . . . . . . . . . West Barnstable, MA Project Type . . . . . . . . . . . . . . . . . . 100% affordable family and senior rental housing Site Conditions . . . . . . . . . . . . . . . . Town-owned land with no utility connections Project Scope . . . . . . . . . . . . . . . . . 28 family units (2 Bedrooms and 3 Bedrooms) 12 senior units (1 Bedrooms) Income Mix . . . . . . . . . . . . . . . . . . . 100% Affordable up to 60% AMI Construction Start . . . . . . . . . . . . . Spring 2008 Construction Completion . . . . . . . . Projected: Summer 2009 / Actual: Summer 2009 Current Status . . . . . . . . . . . . . . . . Stabilized, 100% occupied as of 12/1/21 First Mortgage Lender . . . . . . . . . . Massachusetts Housing Partnership Other Lenders . . . . . . . . . . . . . . . . Department of Housing and Community Development (DHCD) Barnstable HOME Consortium Permitting . . . . . . . . . . . . . . . . . . . . Comprehensive Permit (Friendly 40B) LIHTC Investor . . . . . . . . . . . . . . . . MHIC Total Development Costs . . . . . . . . $11 .4 million Key Personnel . . . . . . . . . . . . . . . . . Julie Creamer Management Agent . . . . . . . . . . . . POAH Communities POAH and HAC first worked together on developing the two West Barnstable Communities projects: Kimber Woods and Lombard Farm . HAC had responded to a Town of Barnstable RFP seeking a developer to create affordable housing on two town-owned parcels . After having been granted development rights, HAC engaged POAH as development consultant, partnering to complete the permitting, financing and construction of these two distinct properties . Securing separate 40B permits foreach property, HAC and POAH secured financing from the sources noted above, including nearly $6 million in LIHTC equity . Both projects were designed with I/A septic systems, and one site (Lombard Farm) required adherence to the Natural Heritage and Endangered Species Program (NHESP) eastern box turtle conservation plan . Both projects were completed on-time and within budget, with a highly successful lease-up . PROJECT REFERENCE Michelle Springer, Program Specialist Barnstable County Department of Human Services mspringer@barnstablecounty .org 508-744-1224 Features Relevant to Millstone Road Redevelopment • 100% affordable to families earning 60% AMI or less • Town-owned land • Friendly 40B permitting process • I/A septic system • Financed with 9% LIHTCs, state and local soft funding • Housing lottery with local preference required • Sustainable design SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 20 – POAH Projects in Progress Below is a list of POAH’s current projects in Massachusetts . HAC Projects in Progress Project Name Status City State Permitting Total Units Closing Date Completion Date Attleboro Portfolio Pre-Dev: Winter 2022 Round Attleboro MA Existing 135 9/1/2022 3/1/2024 Temple Landing II Pre-Dev: Winter 2022 Round New Bedford MA 40B 27 1/1/2023 7/1/2024 Flat 9 at Whittier Phase 3 Financing Secured Boston MA Art 80 LPR 39 1/1/2022 12/1/2023 95 Lawrence Road Pre-Development Wellfleet MA 40B**46 TBD TBD TOTAL 380 Project Name Status City State Permitting Total Units Closing Date Completion Date Cape View Way**Pre-Development Bourne MA 40B* 51 TBD TBD 107 Main Street Pre-Development Orleans MA 40B* 14 TBD TBD TOTAL 65 95 Lawrence Road, Wellfleet, MA * Currently in public hearing stage ** 40B process has not commenced * Currently in public hearing stage ** Partnership with POAH SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 21 – NAME EMPLOYER, POSITION AREAS OF EXPERTISE Georgia Murray (Chair) MMI, LLC (real estate investment company), Managing Partner Property Ownership and Management Printice Gary Carleton Residential Properties, Partner/Principal & CEO Housing Finance Mark Goldhaber Goldhaber Policy Services, Principal Mortgage Finance, Government Relations Toby Levy Local Initiative Support Corporation, Executive Vice President and CFO (retired) Finance, Information Technology, Compliance Estelle Richman US Department of Housing and Urban Development, Senior Adviser to the Secretary (retired) Housing, Social Services Mark Snyderman Fidelity Management and Research Company, High Income Real Estate Vice President Mortgage Finance William Towns Benefit Chicago, Executive Director Housing/Community Economic Development, Policy Damon Smith Jenner and Block LLP, Partner Housing/Community Economic Development, Policy, Legal Jenny Netzer TCAM, Chief Executive Officer Affordable Housing Finance, Property Ownership and Management, Policy Ana Gelabert-Sanchez Gelabert-Sanchez LLC, Principal Planning, Design, Policy Liz Blume Community Building Initiative at Xavier University, Director Planning, Community Organizing, Policy Aaron Gornstein (ex officio) POAH, President and CEO Housing/Community Economic Development, Policy POAH Organizational Status Preservation of Affordable Housing, Inc. is a 501(c)(3) non-profit corporation. Its Board of Directors is presented below . SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 22 – HAC Organizational Status Housing Assistance Corporation is a 501(c)(3) non-profit corporation. Its Board of Directors is presented below . HAC Board of Directors NAME EMPLOYER, POSITION Peter Muise, (Board Chair)Former President and CEO of First Citizens’ Federal Credit Union Peter Freeman (Board Vice Chair) Freeman Law Group, Partner Liam Cahill (Board Treasurer) Cape Cod Five Cents Saving Bank, Director, Residential & Consumer Lending Operation Ashley Moore Baker (Board Clerk) International Fund for Animal Welfare (IFAW), Director of Corporate and Foundation Relations Cathy Gibson (Board Clerk)Former Client; Massachusetts Department of Transitional Assistance Social Worker Bill Bogdanovich President and CEO of Broad Reach Healthcare Elaine Bolognese Woods Hole Oceanographic Institute, Director, Financial Planning & Analysis Cliff Carroll President and CEO, Carrol Commercial, Real Estate and Mortgage Broker Margaret Hayes Former Client; Carpet Barn General Manager Paul N. Melville Family Continuity/Cape Cod and Nantucket Family Resource Centers Susan Rohrbach Retired, former District Director for State Senator Daniel Wolf Paul Ruchinskas Retired, Former Cape Cod Commission, Affordable Housing Specialist Kumara Sidhartha, MD, DPH Cape Cod Healthcare Raymond Tamasi, Med, LADC, LCSW Gosnold Treatment Center, President/CEO Tara Wallace Former Client; Independence House, Inc., Social Worker Ron Winner E.J. Jaxtimer Builder, Building Specialist Linda Zammer Cape Cod Restaurant Group Owner SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 23 – Sponsor Organizational Structure Millstone Road Partners, LLC, as project sponsor, will enter into the Land Development Agreement for the Property . Millstone Road Limited Partnership, as project owner, will be the borrower for all loans secured by the improvements built on the Property . Preservation of Affordable Housing, LLC, a wholly owned subsidiary of POAH, Inc ., will be the provider of the construction completion guarantee, the LIHTC recapture guarantee, and any operating deficit guarantee. An organizational chart of the anticipated project entities and structure is presented below . Project Name Location HAC POAH 40B Public RFP I/A Septic LIHTC Kimber Woods West Barnstable ✔ ✔ ✔ ✔ ✔ ✔ Lombard Farm West Barnstable ✔ ✔ ✔ ✔ ✔ ✔ Melpet Farm Dennis ✔ ✔ ✔ ✔ ✔ Canal Bluffs Bourne ✔ ✔ ✔ * ✔ Clay Pond Cove Bourne ✔ ✔ ✔ * ✔ High Meadow Townhomes Bourne ✔ ✔ ✔ * ✔ Brewster Woods Brewster ✔ ✔ ✔ ✔ ✔ ✔ Cape View Way Bourne ✔ ✔ ✔ ✔ ✔ ✔ Previous Collaborations of the Project Team * Wastewater Treatment Plant with net nitrogen treatment SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 24 – Sponsor Principals Millstone Road Partners, LLC will be the Sponsor and General Partner of the project owner . Millstone Road Partners, LLC will by jointly owned by Preservation of Affordable Housing, LLC, a subsidiary of POAH, Inc ., and the Housing Assistance Corporation (HAC) . Both organizations are non-profit 501(c)3 organizations. Aaron Gornstein is President and CEO of POAH and Alisa Magnotta is the CEO of HAC . Developer/Property Manager Relationship POAH Communities will manage the property at 0 Millstone Road . POAH Communities is wholly owned by POAH, Inc . and manages the entirety of POAH’s multifamily rental portfolio of more than 12,000 units, including more than 3,000 units in Massachusetts . POAH Communities currently manages 509 units on Cape Cod, including King’s Landing Apartments, a 108-unit affordable family community located in Brewster, and Rock Harbor Village, a 100-unit affordable senior community located in Orleans. Please see Section 4 for a detailed description of POAH Communities . Temple Landing – New Bedford, MA SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 25 – Land Development Agreement and Ground Lease The POAH + HAC team has reviewed the Land Development Agreement included in the RFP and we have no material comments . POAH has successfully completed developments under similar agreement and in situations where a town is disposing of land for the creation of community focused affordable housing . Nearly all of the housing POAH has built on Cape Cod is under a long-term lease agreement with the town or housing authority; Brewster Woods and Melpet Farm are two examples. We are confident that we can work with the Town of Brewster for an efficient and seamless development and leasehold of the 0 Millstone Road site using these agreements . Past and Pending Litigation There is no past, pending or threatened legal or administrative actions that could relate to the conduct of Preservation of Affordable Housing, Inc ., Housing Assistance Corporation, or any of the principal or affiliates of their members. Outstanding Taxes There are no local, state or federal taxes due or outstanding for Preservation of Affordable Housing, Inc ., Housing Assistance Corporation, or any constituents thereof . References REFERENCE REFERENCE PROJECT Elizabeth Jenkins, Director, Planning and Development Department Town of Barnstable elizabeth .jenkins@town .barnstable .ma .us 508-862-4678 Lofts at 57, West Barnstable Communities Allan Isbitz, Affordable Housing Committee Chairman Town of Mashpee aisbitz@gmail .com 950 Falmouth Road Daniel Fortier, Town Planner Town of Dennis dfortier@town .dennis .ma .us 508 .760 .6119 Melpet Farm Greg Bialecki, Principal RedGate gregory .bialecki@redgate-re .com 617-904-7029 Temple Landing / Clarendon Hill SECTION 2 DEVELOPMENT CONCEPT POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 27 – DEVELOPMENT CONCEPT POAH is committed to equitable, affordable housing for the residents of Brewster, and our overarching goal is to create the property that best serves the community’s needs . We relied on the guidance contained in the Request to Proposals, as well as the key findings identified in the Town of Brewster’s Housing Needs Assessment and Action Plan, to inform our development concept . These resources indicate a need for homes for both seniors and families at rents that are affordable to average Brewster households . With these guidelines in mind, we are proposing a new neighborhood community that provides apartments for a range of household types – for families as well as for seniors and smaller households – with affordable rents that are supportable for working Brewster households. We are proposing buildings that reflect and celebrate the classic Cape Cod architectural tradition, updated with highly energy efficient systems and building envelopes and constructed from durable, long-lasting materials . The site plan prioritizes the preservation of trees and woodland and is centered around a wooded “island” of existing trees. The community provides a range of outdoor community spaces and gathering points and minimizes tree clearance . The community will provide homes for a range of income levels, and all units will be income-restricted at income levels ranging from 30% to 80% of Area Median Income (AMI) . Resident services are a hallmark of our development concept, and the property’s community center will provide the space for POAH Communities’ on-site Community Impact Coordinator to host resident programming and community events . Although we believe that our development concept appropriately responds to the needs of the Brewster community, we would like to emphasize that the development program we describe here is simply a set of initial ideas that are meant to be a starting point for a dialogue with Town officials and neighbors. We hope we have demonstrated this commitment to working with the Town and stakeholders through our ongoing work at Brewster Woods . If selected as the developer, we hope to continue this process of open communication and collaboration with Town department staff and members of the community in order to determine the design and affordability programs that are most suitable for this project . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 28 – SECTION 2: DEVELOPMENT CONCEPT Unit Mix and Affordability Unit Mix The Town of Brewster’s Housing Needs Assessment, its Housing Production Plan, and the two community engagement reports produced by the Barrett Planning Group all identify a need for affordable housing for both families and seniors . Brewster’s elderly population is growing, and many long-time residents are facing housing challenges as they age . There is a need for affordable, accessible units for seniors and empty nesters in order to allow for aging residents to remain in the community . Participants in Barrett’s community participation events also noted that, on the opposite end of the age spectrum, many young families struggle to find affordable housing, and the Town has had difficulty attracting municipal employees because there are few attainable housing options . Consequently, we have proposed a variety of unit types to accommodate both smaller and larger households: accessible 1- and 2-bedroom flats for seniors and smaller households in a larger elevator building tucked into the back of the site, and family-oriented 2- and 3-bedroom townhouses for families in a neighborhood centered around a patch of preserved woodland . Another equally important consideration is that our proposed unit mix meets both the 40B Comprehensive Permit criteria and the guidance set by Massachusetts DHCD in their Qualified Allocation Plan, which emphasizes the need for the production of family-sized units . In order to satisfy these criteria, our proposed unit mix consists of 67% 2- and 3-bedroom units, with 11% of the total units designated as 3-bedroom units . Affordability A unit mix that addresses the community’s household types is only one part of the solution . The apartments must also be truly affordable to Brewster residents . The Town’s Housing Needs Assessment suggests that housing with deeper affordability is needed in order to address the reality that too many of Brewster residents are rent-burdened, spending in excess of 35% or their incomes on rent . According to the Basic Housing Needs Assessment for Brewster, produced in 2021, 40% and 18% of Brewster households are cost burdened and severely cost burdened, respectively, compared to 29% and 14% of households statewide . UNIT TYPE AVG. SIZE (SF)NUMBER % OF TOTAL 1 Bedroom 591 SF 15 33% 2 Bedroom 821 SF 25 56% 3 Bedroom 1,252 SF 5 11% Total 35,650 45 POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 29 – SECTION 2: DEVELOPMENT CONCEPT In response to this report, we are proposing that 35 apartments, or approximately three quarters of the total, be affordable to families and households earning incomes of 60% of AMI or less: Eight apartments are targeted to deeper affordability levels of 30% - 50% of AMI . These highly affordable homes will be subsidized by project-based Section 8 vouchers (PBV), which we commonly secure for our properties in order to protect the households that are most in need . Residents in these units will pay only 30% of their household income as rent . 27 apartments are targeted to residents earning up to 60% of AMI . The rents we have underwritten for these units are not set to the maximum allowable LIHTC rent; instead, we have incorporated a 9% discount to the max rent to allow for greater affordability and to better respond to the local market . The remaining 10 apartments will be affordable to households earning between 60% and 80% of AMI, with a goal of making those units available to moderate-income residents who are nonetheless rent-burdened because of the scarcity of year-round rental housing in Brewster and the income gap that prohibits them from owning homes . Consistent with our approach on our 60% AMI LIHTC units, we have underwritten rents at a modest discount to the maximum permissible 80% AMI rent in order to allow more local households to be eligible . AFFORDABLE TO INCOMES OF:UNITS % TOTAL 30% - 50% AMI (LIHTC)8 18% 50% - 60% AMI (LIHTC)27 60% 60% - 80% AMI (Workforce)10 22% Total 45 UNIT TYPE PROPOSED AVG. RENT*AFFORDABLE TO HH AMI’S** OF 1 Bedroom LIHTC $951 60% 2 Bedroom LIHTC $1,133 60% 3 Bedroom LIHTC $1,302 60% 1 Bedroom Workforce $1,283 80% 2 Bedroom Workforce $1,531 80% * Rents for units without project-based rental assistance . Rents will include heat and hot water; residents will only be responsible for paying for electricity associated with lights and outlets . Resident rent for units with project-based rental assistance will equal 30% of household income . **2021 Area Median Income based on the HUD Barnstable County MSA POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 30 – SECTION 2: DEVELOPMENT CONCEPT Physical and Architectural Program Overview Site Design Our guiding vision for the Millstone Road project was to create a community that blends with the local Cape Cod vernacular on a site that preserves a maximum amount of the existing native trees, shrubs and other flora. The site design organizes a neighborhood of small footprint buildings that belie their density around a central island of existing, native trees. The character of the community reflects a residential village, not a multifamily complex . Parking is diffuse, avoiding large, unsightly parking fields. The circular internal drive and sidewalks connect dwellings to one another and the adjacent community while also providing straightforward access for emergency, delivery, and water tower service needs . Multiple pocket parks are tucked between structures and create intimate gathering spaces for residents while supporting a pedestrian-friendly design that encourages placemaking and community conversation . Dwelling units are distributed around the site in smaller scale structures meant to respect the primarily single family detached character of the residential portions of Brewster . The existing buffers are maintained, reducing the visual impact of new structures to existing community members, specifically to the east and north. The proposed site plan for 0 Millstone Road is based on Smart Growth principals of compact development . Buildings are concentrated along a looped drive lane keeping as much land and vegetation around the buildings from being developed . A concerted effort will be made to preserve mature trees and native vegetation as much as possible to help protect natural habitat and open space . The site plan is designed as a distinctive, attractive neighborhood with a strong sense of place . The thoughtful layout nd preservation of buffers, existing vegetation will minimize any perceived impact on the neighbors . Public Realm The natural focal point of the site is the wooded green and community building, located in the center of the neighborhood . These features provide useful reference points for the orderly organization of the site plan . Semi-private pocket parks naturally provide a gathering place for residents without being exclusive to the public . The park adjacent to the community building is a focal point and gathering space for the residents . Within this area passive recreation and play elements such as boulders, logs, and earthen mounds for kids to play on will be incorporated . A simple vehicular and pedestrian traffic pattern encircles the wooded island with an entry/exit onto Millstone Road . SECTION 1: THE DEVELOPMENT TEAM POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 31 – Architectural Character The backbone of this proposal is the versatile “Manor House” which echoes classic Cape house character while accommodating four dwelling units per structure, of which there are seven . Two duplexes provide an even smaller scale and visual variety to the landscape against the neighboring residents to the northwest . These duplexes provide 3-bedroom apartments that are targeted for family housing with direct access to a back yard . All buildings have been designed with proportions, details, materials, and colors in keeping with the historic character of Brewster while emphasizing energy efficiency and durability. The understated facades and simple structure of these homes reflect the rural architectural character of New England, an essential goal of the design guidelines offered by the Town and by participants in the community engagement sessions . The classic Cape style is modest – small and unadorned . It is an excellent template for missing middle housing where right-sizing by design creates affordability while meeting the needs of a broader array of residents . Sustainability Walkable, small footprint buildings with simple massings are sustainable by design . The compact site plan that we have proposed conserves land, preserves natural resources, and maintains existing landscape buffers . The central island of existing trees provides a multi-function greenspace that increases the perceived residential open space while maintaining existing mature trees . It is our intention to significantly minimize, with a goal of eliminating, 0 Millstone Road’s on-site use of fossil fuels. POAH and HAC have made energy efficiency and sustainability a major component of our development work, and we intend to maximize the sustainability of 0 Millstone Road to the greatest extent possible . Our aspiration would be to achieve a Passive House designation, consistent with our current project Brewster Woods, and while we believe that this is feasible, our extensive experience with the intersection of Passive House design and energy efficient building standards with public financing resources and lenders makes this a development objective that will require further exploration during the design process. However, we can confidently state that, if selected, we will do the utmost possible to make this project a beacon of sustainable residential architecture . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 32 – SECTION 2: DEVELOPMENT CONCEPT Our design and building orientations contemplate solar panels that will be located on the south facing gables of both the townhouse and elevator buildings . Both roof forms were developed to facilitate solar orientation . Solar panels will support master-metered central utility systems most adaptable to renewable supplements. All proposed systems will be high-efficiency electric, including air-source heat pumps, domestic water heaters, and clothes dryers, as well as mini-split or VRF-type heating and air conditioning systems. Fresh air change will also be integrated, as will low-consumption plumbing fixtures. Our high- ly-insulated building envelopes will exceed stretch and energy code standards with extensive attention to air sealing and full wall milestones for outside wall construction . Windows will be double or triple glazed with insulated glass . All condensing units will be acoustically considered and screened . Electric charging stations will be located in the parking zone for electric vehicles, and bike racks will be situated next to the community center as well as behind the elevator building . Our team has extensive experience building sustainably by design . It comes from our roots in Smart Growth and New Urbanism . Our design, engineering, and sustainability teams have worked together on other transformative projects with the shared vision for sustainability by design . More than features of building science, we believe environmental sustainability and resilience should be reflected in every aspect of the planning and development process . We take a holistic approach to sustainability by committing to meaningful affordability, right sizing design, and integrating sustainability feedback early . With that objective in mind, we plan to bring Building Evolution Corporation (“BEC”), our longstanding sustainability consultant, into the design process at the beginning to ensure that our ambitious sustainability goals are embedded from the start . POAH, HAC and Union Studio are committed to designing and building this neighborhood with an emphasis on sustainability and minimizing the development’s impact on the environment . Much has already been incorporated into the proposed design . Below are some of the primary elements that will be implemented . Site Design: the compact design of the site is a key element in limiting the area of disturbance of the development . The engineering for this project will be conscientiously completed to ensure all the improvements will meet or exceed the requirements for wastewater management, groundwater runoff, and minimize the impact of infrastructure on the site through consolidation . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 33 – SECTION 2: DEVELOPMENT CONCEPT Solar Ready: each building has been carefully located on the site to maximize solar exposure for roof mounted solar panels . All but two of the buildings are oriented lengthwise east to west to achieve this . Landscaping: native to Cape Cod and non-invasive, drought-resistant plants, deciduous trees and a carefully calibrated grass seed mix will be used in the landscape plan . Site Lighting: residential scale solar powered lamp posts will be used for general illumination in key areas for safety and security around the perimeter of the road and parking areas . All building and site lighting will meet International Dark-Sky Association guidelines to protect the night skies from light pollution . Water Conservation: water-conserving plumbing fixtures, low flow toilets, faucets and shower heads will be used . Electric HVAC: High-efficiency heat-pump systems will be used to provide heating and cooling. Energy Star: The building will meet National Program Requirements Energy Star Multifamily New Construction, Version 1 / 1.1. The following are specified to achieve this certification: • Energy Star certified bathroom fans with continuous operation in all bathrooms • Energy Star certified windows and doors with insulated double or triple pane windows, Low E coated, argon gas filled glass • Energy Star certified residential kitchen appliances and mechanical equipment • All fixtures will low-flow plumbing fixtures (single handle faucets and mixing valves. Shower heads: 1 .5 gpm; kitchen faucets: 1 .5 gpm aerators; lavatory faucets: 1 .0 gpm aerators; toilets: 1 .28 gpf • Air sealing details and a tight thermal envelope that exceeds stretch building code requirements • Energy Star rated light fixtures and LED lighting will be used throughout Paint: Low to zero VOC paints, primers, adhesives sealants and interior finishes are specified to ensure clean and healthy indoor air quality . Framing: • Insulation: Framing details will be specified to allow for maximum insulation throughout the entire structure . This will include the reduction of framing members to reduce thermal transfer; items like California framed corners, wall studs spaced at 24” o.c. and insulated window & door headers will be detailed . • Engineered Lumber: pre-engineered lumber including LVLs, roof trusses, etc. will be used to reduce lumber and construction waste Insulation: • Exterior Walls: insulation strategy anticipated to incorporate damp sprayed cellulose, using min . R-20 to achieve higher insulation values, a tightly sealed building envelope, and great sound attenuation • Attics/Roofs: min . R-49 blown-in cellulose or spray-foam insulation to provide a more complete coverage than fiberglass batt insulation otherwise would and further eliminate air leakage POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 34 – SECTION 2: DEVELOPMENT CONCEPT Recycled-content Building Materials: Fiber-cement lap siding and backerboard (Hardie or approved equal) are anticipated for exterior siding, which uses recycled fly ash, a waste product from coal combustion, as a filler in the product. Furthermore fiber-cement products are low maintenance, rot-, fire and termite-resistant. The project design will incorporate three types of green infrastructure: 1. The preliminary engineering for this project ensures that all the improvements will meet or exceed the requirements for the disposal of septic, wastewater, and groundwater runoff, and minimize the impact of infrastructure on the site through consolidation . 2. The proposed stormwater systems incorporate Low Impact Development (LID) techniques to avoid disturbance of natural areas, reduce impervious surfaces, and manage stormwater runoff to encourage recharge of groundwater, reduction of pollution loads, and minimization of soil erosion and downstream flooding. 3. Specific types of green infrastructure incorporated into the development include roof top infiltration, driveway infiltration swales and an infiltration basin. Preserving the Brewster Landscape The landscape design will minimize the impacts of the built environment through the creation of a sustainable landscape that incorporates green stormwater infrastructure (bioretention areas, tree trenches and infiltration basins) and relies on native plantings to blend into the surrounding landscape . The design uses a nature-based approach to create a landscape that complements the proposed building architecture, matches the context of the Brewster landscape, protects our natural resources and promotes interaction among the community’s residents . A centrally located wooded community green along with pocket greens and a larger play field provide open space for residents both young and old . The design will strive to preserve groups of existing trees and understory to maintain large and small buffers within and along the perimeter of the landscape . Mowed turf areas requiring high nutrient inputs and frequent watering and mowing will be kept to a minimum by using a native fescue seed mix blend for the mowed areas . When possible, less frequently mowed areas will be incorporated along the woodland edge . This approach will not only reduce the nutrient pollutant loading associated with traditional lawn care, but also reduces the carbon emissions associated with landscape maintenance . The plant selection will take its cue from the native plants of the surrounding plant communities . Bioretention Area with Native Plantings Sachem’s Path Tree Buffer – Nantucket, MA POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 35 – Surface-tree trench SECTION 2: DEVELOPMENT CONCEPT Naturalized Infiltration Basin Stormwater Related to the site and landscape design approach, the stormwater management is based on four fundamental green stormwater infrastructure (GSI) principles: 1. Embrace stormwater as a resource rather than treat as a waste . 2. Preserve and/or re-create the natural environment . 3. Reduce impervious cover . 4. Implement a nature-based stormwater management system to minimize the effects of impervious cover . Stormwater will be considered early in the design process to provide multiple design benefits as well as meet the following objectives: To capture and treat, at a minimum, the “first flush” (first one-inch of stormwater runoff) from the impervious surfaces to maintain or improve water quality conditions when compared to existing conditions To provide groundwater recharge to the greatest extent practicable in conformance with the Massachusetts Department of Environmental Protection groundwater recharge criteria To minimize runoff from the post-developed conditions located along the periphery of the site . Wastewater The proposed wastewater treatment and disposal system is located in the western portion of the site, behind the multifamily unit building . The wastewater system will be designed in accordance with Title 5, the State Environmental Code, 3105 CMR 15 .000 and the Brewster Health Department Regulations . The design flow for the system is estimated at 8,800 gallons per day (gpd) . The treatment system will require includes an advanced wastewater treatment system capable of nitrogen reduction discharging to 20 pressure dosed leaching trenches . The primary and reserve leaching trenches require a 15,500 square foot (sf) area (158’ x 98’). The collection system consists of 8-inch diameter PVC sewer main, 6-inch diameter PVC sewer laterals and 4-foot diameter precast concrete manholes that transport wastewater by gravity to the wastewater treatment system . Melpet Farm Tree Preservation – Dennis, MA POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 36 – SECTION 2: DEVELOPMENT CONCEPT Universal Design Careful consideration will be given to the overall and detailed design of all the dwelling units with regards to the following Seven Principles of Universal Design: 1. Equitable Use: The design is useful and marketable to people with diverse abilities . 2. Flexibility in Use: The design accommodates a wide range of individual preferences and abilities . 3. Simple and Intuitive Use: Use of the design is easy to understand, regardless of the user’s experience, knowledge, language skills, or current concentration level . 4. Perceptible Information: The design communicates necessary information effectively to the user, regardless of ambient conditions or the user’s sensory abilities . 5. Tolerance for Error: The design minimizes hazards and the adverse consequences of accidental or unintended actions . 6. Low Physical Effort: The design can be used efficiently and comfortably and with a minimum of fatigue . 7. Size and Space for Approach and Use: Appropriate size and space is provided for approach, reach, manipulation, and use regardless of user’s body size, posture, or mobility . The individual units have an efficient and simple plan, resulting in 1-bedroom, 2-bedroom and 3-bedroom units of 550 to 1,150 square feet (net) . Five (5%) of the units are designed to be fully handicap accessible (Type A), with a majority of the rest Type B for future adaptability . All units will be visitable . In addition, one unit will be built for audio and visually impaired residents per UFAS requirements . The handicapped and adaptable units are designed and will be built to meet all applicable provisions of the Code of Massachusetts Regulations Title 521 for Accessible and Usable Buildings and Facilities, Uniform Federal Accessibility Standards (UFAS) and the Fair Housing Act . These include, but are not limited to the following design elements: 1. Provision of accessible signage for all common rooms and dwelling unit entries with visual characteristics . Braille characteristics will be used throughout on building signage . Unit entry signage should be mounted no more than 60” above the floor to the top of the sign and located on the wall adjacent to the latch side of the door or the door itself . 2. Kitchen and accessible level floor bathrooms have been designed to meet circular, T-shape turning space or parallel approach requirements . 3. Accessible sinks/vanities meeting accessibility requirements are specified. 4. Accessible toilets meeting accessibility requirements are specified. 5. Standard roll-in type shower compartment in accessible level floor bathrooms meeting accessibility requirements is specified. 6. Adequate clearance on closets doors is designed for . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 37 – SECTION 2: DEVELOPMENT CONCEPT 7. Adequate passage through all interior doors is ensured with specified 36” wide doors which allow for the 34” min. clear opening. 8. All electrical receptacles, switches, range hood controls and electrical receptacles are specified to be installed per code and ANSI 117 .1 standards . 9. Accessible route from parking area to handicap accessible dwelling units are provided. Visibility to other units is designed with minimal number of steps to the front door . 10. Low profile thresholds are specified throughout at interior doors and front entry doors. 11. In the wall blocking reinforcement for the future installation of grab bars at toilets, bathtubs and shower compartments are specified. 12. All units should be adaptable with minimum 36” wide doors and blocking for future grab bars. POAH Leadership in Sustainability POAH has been a longstanding leader in sustainable design and consistently among the vanguard of affordable housing developers using sustainable technology . In 2020, POAH was named a Department of Energy (DOE) Better Buildings Challenge Goal Achiever with a 20% reduction in energy use portfolio-wide by implementing enclosure improvements, boiler control upgrades, LED lighting retrofits and onsite renewable energy generation across our 12,000-unit portfolio . Much of POAH’s new construction projects have been LEED certified, although we are increasingly targeting more rigorous goals, such as Passive House. POAH has five properties under construction or in pre-development that are working towards Passive House designation: Mattapan Station (MA), Bartlett Yard (MA), Oxford Place (RI), Barry Farm (DC) and C40 Garfield Green (IL). Bartlett Yard – Boston, MA POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 38 – SECTION 2: DEVELOPMENT CONCEPT POAH has developed internal standards for construction called the “POAH Basis of Design” (poahbod. org) that include sustainable and performance product objectives . These construction standards are followed throughout POAH’s ownership and operations, ensuring a continued and impactful approach to our sustainability goals . At a minimum, our buildings meet Enterprise Green Communities compliance, and we continually explore the impact of higher performance goals and grant opportunities to cover the incremental costs of these important sustainability features . More recently, POAH was awarded three clean energy grants from Massachusetts Clean Energy Technology Center (MassCEC), awarded through their Passive House Design Challenge Program . Some aspects of POAH’s Basis of Design that will be relevant to the Millstone Road project are provided below . For a more comprehensive experience, please visit www .poahbod .org . Plumbing High efficiency fixtures and fittings will be used that that meet or exceed EPA Water Sense standards . Faucet deck sets will have 0 .5 GPM restrictors in baths, and 1 .5 GPM restrictors in kitchens and showers 1 .5 GPM, and toilets will be 0 .86 GPF (pressure assisted) . Domestic hot water will be shared heat pump high efficiency storage tanks. Lighting Exterior lighting will be predominantly building-mounted decorative LED fixtures at key locations. Minimal pole mounted lighting will be supplemented to insure reasonable coverage in parking lots. Exterior lighting will be time clock controlled, and all fixtures will respect dark sky initiatives by focusing lighting towards the ground plane with shielded fixtures. This will also make for better neighboring with abutters . Interior common area lighting will be high efficiency and carefully designed to promote a warm, residential environment . Each apartment entry will have its own wall mounted sconce as part of the entry consideration. Interior lighting will use high efficiency LED fixtures meeting Energy Star standards . Environmentally Preferable Products As previously mentioned, exterior materials will be predominantly cementitious sidewall products with potential recycled content, and cellulose is assumed for building insulation . We have used these products consistently in both new construction and energy efficiency retrofits in our portfolio. Other opportunities to use recycled materials or construction procedures will be fully explored during plan development . The project specifications will reflect optimal recycling, both in construction operations and building materials, and will promote products manufactured in America . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 39 – SECTION 2: DEVELOPMENT CONCEPT Well Being as a Sustainability Principle Well-being and sustainability are synonymous in housing . Discussions around sustainability are often confined to discussions about first choice systems and products. However, sustainability is also related to long term performance standards . Resident satisfaction, low turnover, minimal reinvestment requirements, and overall positive living experience are also critical issues . Achieving the optimal combination of design features to maximize long-term performance is a complex process, with issues like optimal natural light exposure competing with energy efficiency for prime billing . We generally provide dedicated fresh air to each dwelling unit through a variety of available systems, and successfully reconcile the use of resilient flooring with high standards for sound and noise control, critical in family housing . Melpet Farm – Dennis, MA POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 40 – SECTION 2: DEVELOPMENT CONCEPT MBE/WBE and Local Participation Plan POAH is a leader in diversity and inclusion in its real estate development projects – we consider this to be a key component of our organizational mission . We are committed to making this, along with local hiring, a key priority of our development and operational plan . POAH itself is a thriving example of how a diverse and representative workforce produces outcomes of success and inclusivity . POAH’s corporate staff is composed of 30% people of color and 60% women, POAH’s Board is composed of 30% people of color and 50% women, and POAH Communities’ staff is composed of 51% people of color and 56% women . Our development vision and management are rooted in a diverse organization, where issues of racial equity and housing justice are taken very seriously . We hold ourselves to the same goals that we set for our communities . POAH builds new and preserves existing affordable housing for the positive effects it has on our residents and the surrounding communities . POAH-developed communities are not only homes – they can also be economic engines that create jobs and opportunities for residents of the communities . Many of POAH’s service areas are within communities and neighborhoods that are home predominantly to people of color who have for decades lacked equal access to jobs that can help build wealth for families and improve access to opportunity . POAH brings a strong track record and ongoing commitment to maximizing economic opportunity for local residents, community members, and MBE/WBE and local contractors, across all aspects of the project lifecycle – from design, planning and construction through long-term operations . POAH Project Planning Session POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 41 – SECTION 2: DEVELOPMENT CONCEPT POAH Experience with Local Hiring and MBE/WBE Contracting POAH works closely with local governments, community-based organizations, and funding partners to set, track, and achieve local hiring and contracting goals . During the operating period, we continue to prioritize and track MBE/WBE and local hiring at each POAH property, and we promote resident success through local partnerships for everything from job training and health care enrollment assistance to family services, credit counseling, teen mentoring, and much more . We routinely exceed MBE/WBE and local hiring requirements as established by ordinance or other established project goals . We look at hiring and local impact with a wider lens that just the numbers . Beyond simply meeting MBE/WBE and local hiring participation percentages, POAH partners with the general contractors and community organizations to involve the local community in workforce and contracting opportunities . For example, some of our efforts at our Flat 9 at Whittier development in Boston included: • Linking our general contractor with minority, women and local employees through job fairs and by working with community residents; • Establishing a relationship between our general contractor and a local social service provider to specifically work on job placement for local residents; and • Teaching a session at Madison Park Technical Vocational High School for carpentry students on building a mock-up wall assembly, a replica window mock-up with subcontractor supervision, and an in-class workshop in which the POAH development team had an interactive session with students to explain the composition of a development team . We facilitate connections and relationship-building between MBE/WBE subcontractors and the general contractor through outreach events and local trade organizations. Through the first two phases of Flat 9 at Whittier, POAH has awarded a total of $25 million in construction contracts to MBE firms. We partner with community-based organizations to maximize minority, women and local participation . At Greenwood Park in Chicago, one of the projects comprising POAH’s revitalization of Chicago’s Woodlawn neighborhood, POAH worked with Quad Communities Development Corporation (QCDC), a local nonprofit, to broaden MBE/WBE and local employment participation . Using its local relationships, QCDC connected POAH to qualified contractors and individuals interested in construction careers. HAC’s strong roots in the Brewster community will allow our team to facilitate a similar outreach to local contractors for the Millstone Road project . POAH takes MBE/WBE and local participation seriously, and we measure MBE/WBE and hiring of local labor on each project and continually assess what we can do to improve our hiring goals and exceed objectives . POAH developments have achieved high levels of participation as a result of dedicated staff time to push contractors to meet and exceed the contractual subcontracting and worker hour goals . POAH also carefully selects general contractors based on their prior track record with MBE/WBE subcontracting and local, minority, and female hiring record . POAH’s ability to meet and exceed MBE/WBE and local hiring goals is demonstrated by a strong track record . For example, adding in related contracts such as cleaning, relocation, and maintenance, POAH’s MBE participation rate at Greenwood Park Apartments in Chicago was 44%, and the combined MBE/WBE rate exceeded 60% . A selection of POAH’s MBE/WBE contractor hiring record is presented below . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 42 – SECTION 2: DEVELOPMENT CONCEPT * POAH recently transitioned to measuring local hiring for construction in terms of a percentage of total development cost awarded to local hires POAH Plan for Maximizing MBE/WBE and Local Hiring A successful diversity and inclusion outcome for construction starts with selecting the general contractor . We will seek out MBE/WBE general contracting firms, and will encourage joint ventures or mentor-protégé relationships between MBE/WBE firms and majority contractors. We know from experience that to be successful in meeting MBE/WBE and locally hired subcontracting goals, a general contractor must both be committed to meeting the goals and willing to devote significant staff time to local outreach efforts and consistent engagement with subcontractors throughout the construction process . General contractors must also demonstrate relationships with MBE/WBE subcontractors who will be likely to bid on the job, and a willingness to reach out to new and growing MBE/WBE subcontractors to help build their capacity and encourage them to partner with more-established firms to create opportunities and keep doors open for new ideas and opportunities . As an example, at POAH’s Sugar Hill project in Detroit, we were successful in convincing an elevator supplier (one of several primary elevator suppliers nationwide) to engage a growing minority and Detroit-owned firm as a subcontractor; by all accounts, this was the first time they have agreed to this. In addition, the substantial plumbing scope on Sugar Hill is being completed by Benkari, the first African-American female master plumber-led plumbing company in the United States . It is part of POAH’s mission to make stories such as these the norm, not just anecdotes . POAH is likewise thrilled when contractor partners are just as eager to share and replicate these stories on their next projects, thereby increasing participation with a multiplier effect that starts with one project . PROJECT Location Total Dev Cost MBE as % of project WBE as % of project Resident Hires Completion Trianon Lofts Chicago, IL $12,318,260 33%5%3 11/29/2017 Woodlawn Station Chicago, IL $29,321,659 32%12%11 9/30/2018 Washington Chicago, IL $25,780,467 27%16%6 9/1/2019 Greenwood Park Apts. Chicago, IL $12,871,083 37%19%4 7/31/20 Flat 9 at Whittier Phase 1 Boston, MA $43,316,435 29%10%18%*4/22/20 Flat 9 at Whittier Phase 2 Boston, MA $23,205,612 44%8%8%*45% complete The Loop at Mattapan Boston, MA $50,104,154 39%6%12%*5% complete Sugar Hill Detroit, MI $25,976,108 23%4%20%*50% complete Total $222,893,778 33%13% POAH Session at Madison Park Technical Vocational High School – Boston, MA POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 43 – SECTION 2: DEVELOPMENT CONCEPT In making a general contractor selection, the contractor’s track record with local and MBE/WBE subcontracting will be a key criterion, determined by evaluating past experience meeting any previously established minority, women, and community-based hiring goals . POAH requests an initial hiring plan in each general contractor’s bid response, and a detailed plan including each subcontractor engaged through a bidding process prior to executing the contract . Both the hiring goals and the demonstrated ability of the contractor to deliver on those goals are critical to the general contractor selection process . We also evaluate the compliance staff the general contractor assigns to the project and will check references from local affordable housing developers and other previous clients for subcontractor and workforce compliance . The POAH + HAC team also brings our experience as property managers into our goal setting with our selected general contractor . Our knowledge of local firms and their capabilities allows us to complete an informed review of the list of subcontractors selected by the general contractor to bid on the work . This ensures that there is a deep and broad engagement of local companies, trade organizations and other community stakeholders committed to diversity and inclusion . Finally, these efforts will be backed up by strong construction contract language holding the general contractor, and by extension all subcontractors, to the compliance commitments and the consequences for failing to meet the contractually agreed-to commitments . POAH has developed standard language that has been very successful in motivating contractors to perform . Once construction begins, we work to hold our selected general contractors accountable to the goals set for the project . We typically include updates from the contractor on participation numbers and challenges, and plans to address any challenges are presented during biweekly owner-architect-contractor (OAC) meetings . We also require monthly reporting on contract values and payments to date for MBE/ WBE and/or locally hired subcontractors, diversity in the workforce, and new hires . The strategy to maximize MBE/WBE and local contracting and subcontracting awards, as well as resident, minority, and worker hours during construction, would include the following: Maximize Construction Opportunities. The Millstone Road project will include a broad array of interior and exterior scopes that require both general and highly specialized construction trades . The POAH/HAC and general contractor team will work to find opportunities to break up scopes and bid packages into smaller scopes to the extent feasible, and encourage mentor-protégé relationships and other partnership structures between majority/prime subcontractors and MBE/ WBE and local firms, as well as to ensure that purchases of materials are extended to MBE/WBE or local material suppliers . Canal Bluffs – Bourne, MA POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 44 – SECTION 2: DEVELOPMENT CONCEPT Outreach and Engagement. POAH employs multiple tools to inform MBE/WBE and local contractors of opportunities on the development projects well in advance of work beginning . We would require that the general contractor maintain an updated database of MBE/WBE contractors and suppliers and directly contact each one through emails and phone calls . Bid notices will be posted via social media outlets, notices in local newspapers such as the Provincetown Independent, the Cape Cod Chronicle and the Cape Cod Times, and through advocacy groups such as the Home Builders & Remodelers Association of Cape Cod and Amplify POC Cape Cod that have a presence on Cape Cod . Bid notices will include the stated MBE/WBE participation goals along with key information on the project . We would expect to hold at least one contractor engagement event at the site to inform contractors of construction scopes to be bid . Additional outreach would occur in advance of bid deadlines to encourage responses . Contractors would be encouraged to partner with MBE/WBE subcontractors in their bid responses . Construction documents could be made available at no cost in virtual and physical plan rooms . For construction jobs developed with union-affiliated contractors, we will encourage the general contractor to engage directly with local trade unions, providing information to make them aware of the project and open positions . Regular outreach to the unions is essential to ensuring prioritization of open and apprentice-level positions to local residents . Resources to MBE/WBE Contractors and Local Hires During Construction. POAH will identify resources to help MBE/WBE contractors be successful, including joint payments to suppliers, accelerated payment agreements to meet cash flow demands, and training and technical assistance . In addition, we would share experiences from POAH Communities’ proven Career Navigation program . This programmatic approach uses partnerships with local service providers and workforce development agencies and matches them with residents for employment opportunities . For entry-level individuals interested in construction careers, positions may include: • Construction site security services to control site access, manage flow of trucks and other traffic, and provide overnight security • Post-construction cleaning to deep clean to prepare interior and exterior spaces for occupancy • Laborers to provide general labor support to contractors and subcontractors Tracking and Reporting. POAH’s team will document outreach, engagement, and participation results from the inception of the project through transition to operations . MBE/WBE and local participation is a topic at each OAC meeting to ensure the project is on track to meet or exceed participation goals and to address any challenges proactively and collaboratively . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 45 – SECTION 2: DEVELOPMENT CONCEPT Long-Term Employment POAH’s commitment to MBE/WBE hiring and local job creation extends beyond construction and into the long-term operational period after properties come online and welcome residents . We are committed to meeting high levels of MBE/WBE and local participation throughout the life of the property . Apart from the property-based management and maintenance teams, properties require regular maintenance and unit turnover contracting services including landscaping, painting, HVAC repairs, etc., which are all opportunities for MBE/WBE and local participation . We are committed to prioritizing MBE/WBE contractors for these roles and services as well . Additional opportunities for local employment on-site are also available through our POAH Communities management team . These positions provide on-the-job training for residents, as we bundle the experience with support services to mitigate barriers to career employment . Positions may include: • Property management positions with increasing responsibilities, starting with entry-level receptionist positions to manage access to lobby area and answer general inquiries of residents and visitors to assistant and higher-level property manager positions • Property maintenance positions, starting with entry-level porter positions and increasing to property maintenance supervisors POAH and HAC currently contract with MBE organizations for several services at our properties on the Cape, including: • Phoenix Landscaping • Nauset Answering Service • Topneck Floor supply • Yard Arms Landscaping • Flynn Law Group • Cavossa Trash Removal POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 46 – SECTION 2: DEVELOPMENT CONCEPT Construction Staging Plan POAH has completed many projects on Cape Cod in areas that are similar to the 0 Millstone Road project . We believe that a construction plan that successfully minimizes unwanted effects on neighbors begins with clear communication . We will work with our general contractor and abutters to design a program that, to the greatest extent possible, will minimize disruption to the neighbors and community . Pre-Development We will work with neighbor and Town officials in the development of a formal Construction Management Plan, which will be filed with the Town. The Construction Management Plan will lay out the overall construction schedule, and will provide specific detail on strategies for noise and traffic reduction, including potential sidewalk and/or lane closures along Millstone Road, the need for police details, anticipated number of construction vehicles and equipment placement, access to the site, and working hours to minimize noise disturbance . Construction During construction, we anticipate using some of the following protocols to control traffic and minimize disruption: • Pre-groundbreaking meeting will be held with Town officials and neighbors to review final plans and timeline and to solicit additional input – this meeting is to make sure everyone is “on the same page” and surface any remaining issues • Construction fencing to secure the site and provide a barrier for passersby • Erosion and dust controls, if necessary, will be adopted to prevent any runoff onto the sidewalk or street • We do not anticipate needing significant street lane or sidewalk closures along Millstone Road, but they will be evaluated if student, pedestrian or driver safety issues are identified • Delivery of materials will be coordinated in order to minimize traffic disruption • Storage of tools and equipment on site to minimize effects on traffic POAH is well versed in the creation of responsible construction logistics plans with various contractors . This is especially important where areas for staging, temporary equipment placement, and material storage are in close proximity to neighborhood homes . Our team strives for a balance between construction efficiency and maintaining the community’s ongoing day-to-day activities with minimal intrusion of construction to the greatest extent possible . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 47 – DEANNA SAVAGE, POAH’s in-house construction project manager, brings more than two decades of experience with a large multifamily contractor to the development team. Deanna’s technical knowledge and oversight is a significant benefit to the communication between the development and general contractor teams . One of Deanna’s responsibilities will be to review and consult with the general contractor to reduce impact on abutters and neighbors and ensure that the staging plan is thoroughly discussed and addresses any concerns raised in the community . As with all our projects, we will maintain open communications with the Town and local community to address and resolve problems if they arise . SECTION 2: DEVELOPMENT CONCEPT Construction Progress at High Meadow Townhomes – Bourne, MA POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 48 – SECTION 2: DEVELOPMENT CONCEPT Project Financing Our proposed project financing plan brings a variety of local and state resources together, each source leveraging the others, in order to deliver what we believe is the best project for the Town of Brewster . One of the distinguishing strengths of POAH and HAC is our extensive experience securing scarce, competitive funding sources, such as Federal 9% and Massachusetts State LIHTCs that will be essential for creating the affordable apartments that are central to our project vision . We plan to leverage the competitive federal and state LIHTC equity with an array of funding sources offered through the Massachusetts Department of Housing and Community Development (“DHCD”). We also plan to layer in funds from MassHousing’s Workforce Housing program in order to create the 10 middle-income units that we believe is an important component of the project . All of our anticipated sources are programs that POAH and HAC have successfully secured and used on previous projects . Another important element of our financing plan is the protection of the project’s long-term affordability and ownership, which is secured by an extended use agreement associated with the LIHTC financing. Additionally, both POAH and HAC, as non-profit sponsors, will possess a Section 42 Right of First Refusal agreement with the other project owners . This important right will safeguard long-term ownership in the hands of a non-profit, and thereby protect the community’s long-term affordability. This specialized tool to protect long-term affordability is only available to non-profit sponsors; a for-profit developer sponsor does not have access to this important tool . In total, we are proposing a total development budget of $22 .4 million for the development of the Millstone Road project. Each of the proposed financing components is described in more detail below, along with a detailed schedule of sources and uses and a development budget . We look forward to working closely with the Town of Brewster to evaluate this financing plan, and to mutually consider all options in order to ensure that the final project plan is that which is best suited for the community and the Town’s goals . Sachem’s Path, Nantucket, MA POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 49 – SECTION 2: DEVELOPMENT CONCEPT Sources and Uses of Funds Sources Construction and Permanent Debt. Our first mortgage debt is underwritten at $89,000 per unit with a 1.15 debt service coverage constraint, a 4.75% fixed interest rate (a spread of 100+ basis points on current rates to account for market changes), and a 40-year amortization and term . The debt could be in the form of an FHA, Agency or private first mortgage, and we have strong relationships with many established affordable lenders such as MassHousing and Massachusetts Housing Partnership (MHP) . We expect to size construction debt at approximately $220,000 per unit based on the need to bridge at least 50% of the Federal and all of the State LIHTC equity until loan conversion, though we expect a substantial amount of the other equity and loans to come into the project around closing . POAH has completed many transactions with MassHousing and MHP, as well as other corporate and predevelopment lenders such as Boston Private Bank & Trust, MHIC, Calvert Foundation, LISC, and LIIF . Federal and State Low Income Housing Tax Credits. POAH has financed more than 90 projects and 9,500 apartments, including more than 25 projects and 3,000 apartments in Massachusetts, with Federal and State LIHTCs . POAH has strong contacts at most major syndicators active in the Northeast and we are adept at structuring investor partnerships that both maximize LIHTC pricing and protect the interests of the sponsor and the property . The proposed budget assumes an equity raise for the Federal 9% LIHTCs based on a price of $0 .95 per credit, and an equity raise for the Massachusetts State LIHTCs based on a price of $0.80 per credit. These projections reflect pricing we have recently secured for similar projects, including our Brewster Woods project that broke ground in June, 2021 . We will bid the equity syndication to ensure the most favorable pricing, but we feel confident in prices equal to or better than our underwriting. A detailed schedule of the Federal 9% and Massachusetts State LIHTC equity is included below . Federal 9%Massachusetts LIHTC State LIHTC Eligible Basis 19,761,986 Basis Boost 130% Applicable Fraction 77.8% Qualified Basis 11,456,337 Credit Rate 9.00% Max Allocation 1,000,000 1,000,000 700,000 Total Credits 10 years 10,000,000 05 years 3,500,000 Investor %99.99%9,999,000 100.00%3,500,000 LIHTC Equity $0.95 9,499,050 $0.80 2,800,000 POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 50 – SECTION 2: DEVELOPMENT CONCEPT Massachusetts DHCD Soft Sources. We have assumed approximately $85,800 per unit in soft, subordinate financing sources will be secured from a variety of affordable housing funding programs offered by DHCD . This is consistent with DHCD’s guidance in the Winter 2022 Notice of Funding Availability, which establishes a $100,000 per unit limit on DHCD subordinate subsidy programs. The primary sources of soft financing will the Commonwealth’s Affordable Housing Trust Fund (AHT) and HOME Loan programs . We expect to submit applications for these funding sources along with our application for federal and state LIHTCs, with concurrent awards . We also anticipate being able to raise funding from the Housing Stabilization Fund and, should it be the preference of the Town to provide additional units for aging seniors and residents with disabilities, the Community Based Housing program . POAH has used each of these funding programs successfully in the past and has secured financing from the Massachusetts and local Affordable Housing Trust Fund and HOME loan programs for a majority of its projects in Massachusetts . We have included letters of reference from a select group of lenders and syndicators in the appendix . Town of Brewster CPA. We have assumed a $300K contribution from the Town of Brewster’s CPA fund, which will be significantly leveraged by Commonwealth soft funding, LIHTC equity, and the project’s first mortgage. However, we are open to working with the Town to evaluate alternative financing strategies in order to achieve a plan that makes best use of the Town’s funds. We have a very experienced development team that is capable of structuring development projects in creative ways in order to achieve the best results for stakeholders . Melpet Farm – Dennis, MA POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 51 – SECTION 2: DEVELOPMENT CONCEPT Brandy Hill – East Wareham, MA Barnstable County HOME Consortium. We have assumed a $250K commitment from the Barnstable County HOME Consortium . We have worked with the County on several of our previous communities and have a strong working relationship with the organization . MassHousing Workforce Program. MassHousing’s Workforce funding program provides subordinate financing of up to $100,000 per unit for the creation of workforce rental apartments serving households that do not qualify under the LIHTC program but earn a household income equal to or less than 120% of AMI . We are proposing 10 workforce units restricted at 80% of AMI, and we have assumed a total Workforce funding commitment of $1 million . Cape Light. We have underwritten $500K of funding from Cape Light, which we anticipate pursuing in order to help pay for the all-electric heat pump HVAC system that we expect to implement at Millstone Road . We have received similar funding for Brewster Woods . Uses Acquisition. We have not assumed any acquisition cost or up-front ground lease payment for the site . Construction. We have based the projected construction budget of $17 million ($378,000 per unit) including the septic system and contingency. This is reflective of a hard cost budget of $360,000 per unit, which is the construction and infrastructure cost we are currently incurring for the Brewster Woods project . Throughout the early design process, we have aimed to keep costs consistent with DHCD’s guidelines in the QAP . Evaluating construction costs over a number of different building types and layouts, the team believes its proposed design strikes the appropriate balance between efficient design, sustainability, and cost, while blending well with the character of the Brewster community . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 52 – SECTION 2: DEVELOPMENT CONCEPT Soft Costs. We have budgeted $3 .0 million in soft costs, which includes the team’s best estimate of the costs associated with the design, permitting, financing and other non-construction costs required to ensure the development is successfully implemented . POAH’s development team works continually to manage these costs and looks for ways to reduce them without compromising on our overall goals for the project . Reserves. We have budgeted reserves that we expect will meet lender and investor requirements (typically, a minimum of four months of operating expenses and debt service) and that include an initial deposit to replacement reserves and a full year of real estate taxes and insurance expenses . Developer Fee. We have budgeted a fee of approximately $2,100,000 . The developer fee is consistent with the guidelines provided in Massachusetts’ Qualified Allocation Plan for 2021-2022. We have also proposed contributing $250,000 of the developer fee to the project as a deferred fee to help leverage the CPA funds we have proposed from the Town . A summarized schedule of sources and uses and a preliminary development budget are included on the following pages . 0 Millstone Road | Brewster, MA 45 Units Summary Sources & Uses Sources of Funds Rate/Notes Total Per Unit Uses of Funds Total Per Unit 1st Mortgage - MHFA/MHP 4.75% - Hard 3,984,230 88,538 Construction 16,200,000 360,000 HOME, AHTF, HSF - DHCD 3,860,000 85,778 Hard Cost Contingency 810,000 18,000 HOME - Barnstable 250,000 5,556 Soft Costs 3,025,523 67,234 CPA - Brewster 300,000 6,667 Reserves 334,592 7,435 Energy Grant - Cape Light 500,000 11,111 Paid Developer Fee 1,823,164 40,515 Workforce Housing - MassHousing 1,000,000 22,222 Equity - Federal 9% LIHTC: $0.95 per credit 9,499,050 211,090 Equity - State LIHTC: $0.80 per credit 2,800,000 62,222 Deferred Developer Fee 250,000 5,556 Deferred Developer Fee 250,000 5,556 Total Sources of Funds 22,443,280 498,740 Total Uses of Funds 22,443,280 498,740 POAH Inc. Underwriting Model Confidential | For use by POAH and its financial partners Tab Presentation Sources & Uses - p. 1 of 3 0 Millstone Road | Brewster, MA 45 Units Project Uses Development Budget Construction Total Per Unit Notes Construction & Infrastructure 16,200,000 360,000 Includes roadways and I/A Septic Subtotal Construction GMP 16,200,000 360,000 Construction Contingency 810,000 18,000 5.0%of Construction Total Construction Costs 17,010,000 378,000 Soft Costs Total Per Unit Notes Permits 162,000 3,600 1.0%of Construction Architect Fees & Supervision 972,000 21,600 6.0%of Construction Engineering 243,000 5,400 1.5%of Construction Furniture, Fixtures and Equipment 50,000 1,111 Clerk of the Works/Owner's Rep 50,000 1,111 Environmental 15,000 333 Survey 15,000 333 Appraisal 10,000 222 Market/Rent Study 15,000 333 Title and Recording 30,000 667 Utility Deposits 9,404 209 15.0%of Budgeted Utilities Builders' Risk Insurance During Construction 162,000 3,600 1.0%of Construction Property & Liab Insurance During Construction 65,063 1,446 25 mos Real Estate Taxes During Construction 30,015 667 12 mos Marketing & Lease-Up 35,000 778 Accounting and Cost Certification 30,000 667 POAH Communities Setup/IT Costs 16,250 361 250 p/u plus:5,000 Legal Fees - Owner 106,719 2,372 Incl. 40B consultant Legal Fees - Lender 35,000 778 Legal Fees - Investor 35,000 778 Construction Loan Origination Fee 250,000 5,556 2.0%of Const. Loan Construction Loan Interest 375,000 8,333 4.00%Interest Rate Permanent Loan Origination Fee 75,000 1,667 2.0%of 1st Mortg. Lender Construction Inspection Fee 25,000 556 Investor Construction Inspection Fee 25,000 556 Tax Credit Reservation Fee 45,000 1,000 4.5%of 1st Yr LIHTC Subtotal Soft Cost 2,881,451 64,032 Soft Cost Contingency 144,073 3,202 5.0%of Soft Costs Total Soft Cost 3,025,523 67,234 Capitalized Reserves Total Per Unit Notes Operating Reserve/Sinking Fund 223,347 4,963 4 months of OpEx + DS Replacement Reserve 50,000 1,111 Real Estate Tax Reserve 30,015 667 12 months of RE Taxes Insurance Reserve 31,230 694 12 months of Insurance Total Reserves 334,592 7,435 Developer Fee Total Per Unit Notes Paid Developer Fee 1,823,164 40,515 Deferred Developer Fee 250,000 5,556 Total Developer Fee 2,073,164 46,070 DHCD Allowable Developer Fee Total Development Cost 22,443,280 498,740 POAH Inc. Underwriting Model Confidential | For use by POAH and its financial partners Tab Presentation Budget - p. 2 of 3 POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 53 – SECTION 2: DEVELOPMENT CONCEPT 10-Year Operating Budget Revenue We have made the following assumptions for the project’s 46 rental apartments: • 35 units, or 78% of the total project, will be financed by LIHTCs and will be affordable to residents earn- ing no more than 60% of Area Median Income (AMI) • 8 of the LIHTC units will be deeply affordable, for households earning no more than 30% of AMI . We assume that these units will be subsidized by project-based Section 8 vouchers (PBV), which POAH commonly secures for our lowest income residents . Residents in these units will pay 30% of their income for rent . HUD will pay the project the difference between that amount and the HAC PBV payment standard, which is 110% of HUD’s published Fair Market Rent. • The remaining 27 LIHTC units will be set aside for households earning no more than 60% of AMI, and will receive no project-based rental assistance . The rents for these units will be affordable to lower-income Brewster residents and will be set at a modest discount to maximum LIHTC rents in order to provide some flexibility to meet local market needs. • The remaining 10 units, or 22% of the total project, will be restricted to households earning up to 80% of AMI and are intended to serve local middle income households and seniors on modest fixed incomes. UNIT TYPE PROPOSED AVG. RENT*AFFORDABLE TO HH AMI’S** OF 1 Bedroom LIHTC $951 60% 2 Bedroom LIHTC $1,133 60% 3 Bedroom LIHTC $1,302 60% 1 Bedroom Workforce $1,283 80% 2 Bedroom Workforce $1,531 80% * Rents for units without project-based rental assistance. Rents will include heat and hot water; residents will only be responsible for paying for electricity associated with lights and outlets. Resident rent for units with project-based rental assistance will equal 30% of household income. **2021 Area Median Income based on the HUD Barnstable County MSA Our proposed rents will include heat and hot water; residents will only be responsible for paying for electricity associated with the lights and outlets in their units . We assumed 5% stabilized vacancy for the rental apartments . In reality, we feel that it is likely that demand will result in an even lower rate of vacancy . All revenue is projected to trend at 2 .0% per year . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 54 – SECTION 2: DEVELOPMENT CONCEPT Operating Expenses We have budgeted approximately $9,900 per unit in stabilized, annual operating expenses including deposits to the replacement reserve . The operating budget is based on POAH’s other communities on Cape Cod, including Canal Bluffs and Melpet Farm, as well as other similar properties in POAH’s portfolio . The site-based staff will consist of a property manager, a maintenance superintendent, and a Community Impact resident services coordinator (see Section 4 for more detail) . These three management staff people will each spend an average of three days per week at 0 Millstone Road, assuring at least one staff person will be in the property’s management office every weekday. Our staff at nearby Brewster Woods and King’s Landing will also be available for support . The site-based staff members will be supported by a regional property manager based in Boston, POAH Communities’ corporate personnel and compliance specialists, and its extensive network of employees in the region . Our management fees are budgeted at approximately 4 .4% of net rent receipts and starts at $57 per unit per month . All operating costs are projected to trend at 3 .0% per year . A summary 10-year operating budget is included on the following page . Letters of Interest from Construction and Permanent Lenders Please refer to the appendix for letters of interest from a sample of construction and permanent lenders and LIHTC investors with whom POAH regularly works . Lofts at 57 – Hyannis, MA 0 Millstone Road | Brewster, MA 45 Units New Construction Cash Flow Projection & Waterfall PIS - Perm Conversion 6/1/2023 - 2/1/2024 Year 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 Disposition 12/31/2039 Development Project Year 1 2 3 4 5 6 7 8 9 10 Operating Pro Forma Cash Flow Projection Annual Increase/Rate Economic Occupancy 95%95%95%95%95%95%95%95%95%95% Revenue Total Rental Income 2.00%734,859 749,556 764,547 779,838 795,435 811,343 827,570 844,122 861,004 878,224 Total Vacancy (36,743) (37,478) (38,227) (38,992) (39,772) (40,567) (41,379) (42,206) (43,050) (43,911) Total Other Income 2.00%5,329 5,329 5,329 5,329 5,329 5,329 5,329 5,329 5,329 5,329 Effective Income 1.99%703,445 717,407 731,649 746,175 760,992 776,105 791,521 807,244 823,283 839,642 Check - Expenses Total Administrative Expenses 3.00%40,996 42,226 43,493 44,797 46,141 47,526 48,951 50,420 51,932 53,490 Total Payroll Expenses 3.00%101,909 104,966 108,115 111,358 114,699 118,140 121,684 125,335 129,095 132,967 Total Management Fee 3.00%30,780 31,703 32,655 33,634 34,643 35,682 36,753 37,856 38,991 40,161 Total Resident Services/Community Impact 3.00%41,500 42,745 44,027 45,348 46,709 48,110 49,553 51,040 52,571 54,148 Total Utility Expense 3.00%62,691 64,572 66,509 68,504 70,560 72,676 74,857 77,102 79,415 81,798 Total Maintenance Expense 3.00%92,389 95,161 98,016 100,956 103,985 107,104 110,318 113,627 117,036 120,547 Total Taxes & Insurance 3.00%61,245 63,082 64,975 66,924 68,932 71,000 73,130 75,324 77,583 79,911 Real Estate Taxes 3.00%30,015 30,915 31,843 32,798 33,782 34,796 35,839 36,915 38,022 39,163 Ground Lease 3.00%100 103 106 109 113 116 119 123 127 130 Total Expenses (Before RR)431,610 444,558 457,895 471,632 485,781 500,354 515,365 530,826 546,751 563,153 Replacement Reserve Deposits 3.00%15,750 16,223 16,709 17,210 17,727 18,259 18,806 19,371 19,952 20,550 Total Expenses (with RR)3.00%447,360 460,781 474,604 488,842 503,508 518,613 534,171 550,196 566,702 583,703 - Net Operating Income 256,085 256,626 257,044 257,333 257,484 257,492 257,349 257,048 256,581 255,939 DSCR:1.15 1.15 1.15 1.16 1.16 1.16 1.16 1.15 1.15 1.15 POAH Inc. Underwriting Model Confidential | For use by POAH and its financial partners Tab Development Cash Flow - p. 3 of 3 SECTION 3 CONCEPTUAL DESIGN DRAWINGS MILLSTONE ROAD | BREWSTER PRELIMINARY SITE AND ARCHITECTURE PACKAGE DECEMBER 14, 2021 MILLSTONE ROAD | BREWSTER DECEMBER 14, 2021 PAGE 2 0 100’200’300’400’500’ SCALE: 1”=200’-0” EXISTING CONDITIONS - AERIAL MILLSTONE ROAD | BREWSTER DECEMBER 14, 2021 PAGE 3 0 100’200’300’400’500’ SCALE: 1”=200’-0” EXISTING CONDITIONS - SURVEY MILLSTONE ROAD | BREWSTER DECEMBER 14, 2021 PAGE 4 0 100’200’300’400’500’ SCALE: 1”=200’-0” SITE ANALYSIS Site Access Development Area Stormwater Area Undeveloped Area Undeveloped Area Septic Area MILLSTONE ROAD | BREWSTER DECEMBER 14, 2021 PAGE 5 0 100’200’300’400’500’ SCALE: 1”=200’-0” PROPOSED SITE LAYOUT MILLSTONE ROAD | BREWSTER DECEMBER 14, 2021 PAGE 6 PROPOSED SITE LAYOUT - DETAILED VIEW 0 40’80’120’160’200’ SCALE: 1”=80’-0” PROGRAM (1) 13 Unit Multifamily Building (Bldg 2) (9) 1BR, (3) 2BR & (1) 3BR Units (3) 1BR/2BR Manor Houses (Bldgs 4, 6 & 10) Each w/ (2) 1BR & (2) 2BR Units (6) 1BR & (6) 2BR Units Total (4) 2BR Manor Houses (Bldgs 3, 5, 7 & 9) Each w/ (4) 2BR Units (16) 2BR Units Total (2) 3BR Duplexes (Bldgs 8 & 11) Each w/ (2) 3BR Units (4) 3BR Units Total (1) Community Building (Bldg 1) Community Room, Laundry, Management Office (72) Total Parking Spaces 1.5 Spaces/Unit + 4 Visitor Spaces Bike Rack Site Access Infiltration Basin Pocket Green Septic / Snow Storage Area Trash Collection Area Maintenance / Utility Shed Play Area Bike Rack Pocket Green Pocket Green 12 1 2 3 4 5 6 7 8 9 11 10 Central Green MILLSTONE ROAD | BREWSTER DECEMBER 14, 2021 PAGE 7 PROPOSED SITE LAYOUT - PERSPECTIVE VIEW NOT TO SCALE MILLSTONE ROAD | BREWSTER PAGE 8 PRELIMINARY ARCHITECTURE DECEMBER 14, 2021 SCALE: 1/16”=1’-0” 0 16’32’8’2’64’4’ MULTI-FAMILY DUPLEX COMMUNITY BUILDING MANOR HOUSE A (1 & 2 BEDROOMS)MANOR HOUSE B (2 BEDROOMS) TYPICAL EXTERIOR: • 25 YEAR ASPHALT SHINGLE ROOF; SOLAR PANEL READY • FIBER-CEMENT LAP SIDING, PRE-FINISHED AT AREAS SHOWN • DIPPED WHITE CEDAR LEFT TO WEATHER AT AREAS SHOWN • COMPOSITE BOARD & BATTEN SIDING AT AREAS SHOWN, PAINTED • COMPOSITE RUNNING TRIM, CORNERBOARDS, WATERTABLE, WINDOW & DOOR TRIM, ETC., PAINTED • DOUBLE-HUNG INSULATED FIBERGLASS WINDOWS, PRE- FINISHED • INSULATED FIBERGLASS DOORS, PAINTED • ALUMINUM GUTTERS & DOWNSPOUTS, PRE-FINISHED • FAUX ALUMINUM LOUVERS AS SHOWN TYPICAL PORCH: • FIBERGLASS COLUMN SURROUNDS, PRE-FABRICATED, PAINTED • COMPOSITE FASCIA & FRIEZE BOARD, PAINTED • CONCRETE FLOOR, STAINED & SEALED MILLSTONE ROAD | BREWSTER PAGE 9 DUPLEX - ELEVATION DECEMBER 14, 2021 SCALE: 1/8”=1’-0” 0 8’16’4’1’32’2’ MILLSTONE ROAD | BREWSTER DECEMBER 14, 2021 PAGE 10 DUPLEX - FLOOR PLANS UNIT 1 UNIT 2 UNIT 1 UNIT 2 SCALE: 1/8”=1’-0” 0 8’16’4’1’32’2’ P.P. FRONT PORCH SQUARE FOOTAGE TOTALS DUPLEX - (2) 3 Bedrooms Total Gross Heated Square Footage -2,568 sf Total Net Livable Square Footage of Bldg - 2,543 sf FIRST FLOOR SECOND FLOOR DN DN UP UP32’- 0”44’- 0” 22’- 0”22’- 0” MILLSTONE ROAD | BREWSTER DECEMBER 14, 2021 PAGE 11 MANOR HOUSE A (1 & 2 BEDROOMS) - ELEVATION SCALE: 1/8”=1’-0” 0 8’16’4’1’32’2’ MILLSTONE ROAD | BREWSTER DECEMBER 14, 2021 PAGE 12 MANOR HOUSE A (1 & 2 BEDROOMS) - FLOOR PLANS SCALE: 1/8”=1’-0” 0 8’16’4’1’32’2’ SQUARE FOOTAGE TOTALS MANOR HOUSE - (2) 1 Bedrooms & (2) 2 Bedrooms Total Gross Heated Square Footage -3,328 sf Total Net Livable Square Footage of Bldg - 3,200 sf FIRST FLOOR 34’- 0”55’- 6” 7’- 6”24’- 0”24’- 0”25’- 0”SECOND FLOOR ACCESSIBLE LEAD WALKS AND ENTRY DOORS ACCESSIBLE LEAD WALKS AND ENTRY DOORS UTIL.MECH. UTIL.MECH. PORCH BALCONY BALCONY ENTRY PORCH UNIT 1 UNIT 2 UNIT 3 UNIT 4 DN MILLSTONE ROAD | BREWSTER DECEMBER 14, 2021 PAGE 13 MANOR HOUSE B (2 BEDROOMS) - ELEVATION SCALE: 1/8”=1’-0” 0 8’16’4’1’32’2’ 32’- 0”58’- 0” 32’- 0”26’- 0”26’- 0”BALCONY BALCONY PORCH PORCH PORCH PORCH MILLSTONE ROAD | BREWSTER DECEMBER 14, 2021 PAGE 14 MANOR HOUSE B (2 BEDROOMS) - FLOOR PLANS SCALE: 1/8”=1’-0” 0 8’16’4’1’32’2’ SQUARE FOOTAGE TOTALS MANOR HOUSE - (4) 2 Bedrooms Total Gross Heated Square Footage - 3,176 sf Total Net Livable Square Footage of Bldg - 2,832 sf UNIT 1 UNIT 2 UNIT 3 UNIT 4 FIRST FLOOR SECOND FLOOR MILLSTONE ROAD | BREWSTER PAGE 15 2-STORY MULTI-FAMILY - ELEVATION DECEMBER 14, 2021 0 1’2’4’10’20’40’ SCALE: 3/32”=1’-0” MILLSTONE ROAD | BREWSTER PAGE 16 DECEMBER 14, 2021 2-STORY MULTI-FAMILY - 1ST FLOOR PLAN 0 1’2’4’10’20’40’ SCALE: 3/32”=1’-0” SQUARE FOOTAGE TOTALS Total Gross Heated Square Footage -12,375 sf Total Net Livable Square Footage of Bldg - 9,122 sf UNIT COUNT (9) 1 BEDROOMS (3) 2 BEDROOMS (1) 3 BEDROOMS FRONT PORCH PORCH PORCH PORCH STAIR 2 STAIR 1 CORRIDOR MECH. FOYER / SITTING ELEVATOR UP UP UNIT 4 (3 BR) UNIT 5 (1 BR) UNIT 6 (1 BR) UNIT 3 (1 BR) UNIT 2 (2 BR) UNIT 7 (1 BR) UNIT 1 (1 BR) FIRST FLOOR 65’- 0”129’- 0” MILLSTONE ROAD | BREWSTER PAGE 17 DECEMBER 14, 2021 2-STORY MULTI-FAMILY - 2ND FLOOR PLAN 0 1’2’4’10’20’40’ SCALE: 3/32”=1’-0” STAIR 2 STAIR 1 CORRIDOR DN DN ELEVATOR UNIT 11 (1 BR) UNIT 12 (1 BR) UNIT 10 (1 BR) UNIT 9 (2 BR) UNIT 13 (2 BR) UNIT 8 (1 BR) SECOND FLOOR MILLSTONE ROAD | BREWSTER DECEMBER 14, 2021 PAGE 18 COMMUNITY BUILDING - ELEVATION 0 1’10’20’2’5’ SCALE: 3/16”=1’-0” MILLSTONE ROAD | BREWSTER DECEMBER 14, 2021 PAGE 19 COMMUNITY BUILDING - FLOOR PLAN 0 1’10’20’2’5’ SCALE: 3/16”=1’-0” SQUARE FOOTAGE TOTALS Total Gross Heated Square Footage - 1,344 sf LAUNDRYOFFICE COMMUNITY ROOM FRONT PORCH PORCH PORCH HALL TO STORAGEBUILT-IN MAILBOXESLAVATORY A LAVATORY B UTILITY STORAGE CORRIDOR DN 28’- 0”48’- 0” SECTION 4 MANAGEMENT PLAN POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 57 – MANAGEMENT PLAN Management Plan The community at Millstone Road will be managed by POAH’s wholly-owned property management affiliate, POAH Communities. POAH Communities has specialized in the professional management of affordable multifamily housing for more than 25 years . Initially founded as Midland Property Management, the company became part of the POAH family in 2001 . POAH Communities manages all of the properties in POAH’s portfolio – more than 12,000 apartments and 114 properties across 11 states and the District of Columbia. POAH Communities has a diverse and dedicated staff of 430 people and maintains offices at each property in addition to corporate offices in Boston, Kansas City, and Chicago. POAH Communities manages more than 3,400 affordable apartments among 30 communities in Massachusetts, including communities in Brewster (King’s Landing Apartments), Dennis (Melpet Farm), and Orleans (Rock Harbor Village). All of POAH’s properties in Massachusetts include LIHTC (federal and/or state), Massachusetts DHCD, HUD, and local financing, requiring a high level of compliance accountability and resident services at various income levels . Every community also features either project-based Section 8 rental subsidy and/or Massachusetts Rental Voucher Program (MRVP) subsidy, as well as varying amounts of tenant-based Section 8 vouchers . POAH Communities has a deep and experienced bench of staff who are well-versed in managing properties and ensuring compliance with all federal and local requirements, from housing lotteries and tenant selection to meeting tax credit guidelines to working closely and effectively with public housing authorities . POAH Communities has a strong record of achieving high scores in management inspections and physical asset inspections and maintains an excellent record relative to program compliance across the portfolio . Regional property supervisors typically have more than 20 years of affordable multifamily property management experience . POAH Communities is also experienced in working with public housing agencies and is currently managing multi-phase revitalization efforts with authorities in Boston and Washington, D .C . POAH and POAH Communities staff work hand-in-hand from development through construction and stabilization, ensuring a seamless transition . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 58 – SECTION 4: MANAGEMENT PLAN POAH Communities, as property manager, will adopt its standard management plan, adapted as necessary to fit any special aspects of the 0 Millstone Road community. We place significant emphasis on resident services and the importance of creating a sense of community at our properties . In our projected operating budget for Millstone Road, we have included a part-time Community Impact Coordinator who will oversee a range of resident services and events that will be developed with input from the future residents. We feel strongly that resident services cannot be implemented through a “one size fits all” program. Instead, services must be developed according to the specific needs of the residents at each community . Resident needs and priorities are learned through surveys and discussion sessions regularly conducted by POAH Communities staff . For example, a community with a large component of working households may find value in financial self-sufficiency courses, whereas a community with several single parent households may place a higher priority on childcare or after-school education . Our nearby property King’s Landing Apartments is home predominantly to family households, many of whom have food security and health challenges . As a result, we have found that services provided in partnership with the Children of America, Red Cross, and local vaccine clinics to be of value to our residents . We anticipate that the resident services to be provided at 0 Millstone Road will be developed during and after initial lease-up, in collaboration with the residents themselves. Please see the “Introduction to POAH Communities” section below for a more detailed description of POAH’s approach to management, resident engagement, and our Community Impact program . POAH Communities’ team for 0 Millstone Road will include the following people: ROCHELLE BEEKS, President . Rochelle Beeks has been with POAH since 2006, and was most recently Chief Operating Officer of POAH Communities where she was responsible for the operations and performance of the POAH-owned portfolio, overseeing the profitability, financial direction, achievement of long- and short-term goals of each property, and training and transition processes on new property acquisitions . In 2020, Rochelle was promoted to President of POAH Communities . Prior to joining POAH, she worked for 20 years at Aimco, one of the largest owners/ operators of apartment communities in the US . She holds an MBA from Boston University . JENNIFER CAVACO, Vice President of Regional Operations. Jennifer Cavaco oversees our New England portfolio of nearly 6,000 units of affordable rental housing in Massachusetts, Rhode Island, Connecticut, and New Hampshire . A former Senior Regional Property Manager for POAH Communities, Jennifer holds more than 20 years of experience in multifamily property management, with a specialization in affordable rentals including Section 8 and LIHTC and rural developments . She has worked for Dimeo Properties, Fairfield Residential, and Property Advisory Group . She earned her Accredited Residential Manager designation from the Institute of Real Estate Management in 1996 and holds these professional certifications: CPM, COS, TaCCS, C4P. She holds Bachelor of Science degree in Business Management from Rhode Island College and earned her tax credit specialist certification from the National Center for Housing Management. . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 59 – SECTION 4: MANAGEMENT PLAN JULIANNA STUART, Vice President of Community Impact. Julianna Stuart manages the strategy and operations of the Outcomes Initiative, POAH’s portfolio-wide approach to investing in the residents that call POAH properties home . Julianna oversees the development and management of strategic programs and partnerships as well as the ongoing learning, evaluation and performance of the initiative . She also manages POAH’s Family Self-Sufficiency (FSS) program, the largest of its kind in the nation . The FSS program enables HUD-assisted families to build assets, increase their earned income, and achieve personal and financial goals. Prior to joining POAH Communities, Julianna managed a national project to demonstrate the impact of service-enriched rental housing among 13 members of the Stewards of Affordable Housing for the Future (SAHF) network . Julianna began her career as a resident service coordinator with The Community Builders on Chicago’s West Side . Target Market Our vision for the Millstone Road project is a property that provides homes that are affordable to the residents of Brewster . We envision a community that serves Brewster’s working class families, municipal employees, and essential workers, the empty nesters and aging seniors who want to remain among their friends and neighbors, and young families who are finding it difficult to afford a decent apartment in the Brewster community . Unit Mix As noted in the Development Concept section, we are aware that the Town of Brewster’s Housing Production Plan identified a need for affordable housing for both families and seniors. Brewster’s elderly population is growing, and many long-time residents are facing housing challenges as they age . There is a need for affordable, accessible units for seniors and empty nesters in order to allow for aging residents to remain in the community . Consequently, we have located all of the property’s 15 one-bedroom partments in the community’s accessible elevator building . We anticipate that many of these units, as well as some of the community’s two-bedroom unit flats, will be occupied by Brewster seniors . However, because of state requirements to provide a certain number of family-sized units in properties subsidized by state resources, as well as ourown belief that housing for families – especially younger, growing families – is an important demographic to serve, we have also proposed a number of two- and three-bedroom apartments intended for families . Creating affordable homes for families, especially young families, supports a more resilient population for the Town . UNIT TYPE AVG. SIZE (SF)NUMBER % OF TOTAL 1 Bedroom 591 SF 15 33% 2 Bedroom 821 SF 25 56% 3 Bedroom 1,252 SF 5 11% Total 35,650 45 POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 60 – SECTION 4: MANAGEMENT PLAN Unit Pricing A unit mix that appropriately responds to the composition of a community is only one part of the solution . The apartments must also meet the affordability needs of Brewster residents . We understand that the Town is interested in providing a range of affordable units, addressing the demand from both lower income households and from the “missing middle”. In response to this, we have proposed an affordability mix in which approximately three quarters of the units are affordable and income-restricted under the LIHTC program and approximately one quarter of the units are targeted to middle-income earners . * Rents for units without project-based rental assistance . Rents will include heat and hot water; residents will only be responsible for paying for electricity associated with lights and outlets . Resident rent for units with project-based rental assistance will equal 30% of household income . **2020 Area Median Income based on the HUD Barnstable County MSA INCOMES UNITS % OF TOTAL 30% - 50% AMI 8 18% 50% - 60% AMI 27 60% 60% - 80% AMI 10 22% UNIT TYPE PROPOSED AVG. RENT*AFFORDABLE TO HH AMI’S** OF 1 Bedroom LIHTC $951 60% 2 Bedroom LIHTC $1,133 60% 3 Bedroom LIHTC $1,302 60% 1 Bedroom Workforce $1,283 80% 2 Bedroom Workforce $1,531 80% POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 61 – SECTION 4: MANAGEMENT PLAN Introduction to POAH Communities At POAH, we feel that property development is just one piece of the puzzle of creating housing affordability and economic opportunity for communities . Community stewardship, resident engagement, and positive outcomes for households – these are the ultimate objectives that we are solving for when we build affordable housing . Beyond providing safe, comfortable, and affordable homes, we believe that well-managed housing can empower residents and serve as a platform for their success . After the building is complete, the real work begins . That is why POAH manages all of its own properties . By managing the properties that we build, we can ensure that the standards of quality and integrity on which we have built our reputation as developers are upheld for our residents for the long-term . Our property management plan for 0 Millstone Road is based on our successful portfolio-wide model, which is informed by the following principles and guidelines: Financial Accountability. POAH assigns to each property a dedicated accountant responsible for financial reporting and stewardship of funds. These professionals are trained in all aspects of affordable housing programs. POAH Communities works with three major auditing firms and has never had a qualified audit or major program deficiency. Energy Management. A data-driven approach allows us to track utility usage at each property and institute measures that save water and energy . These conservation efforts increase resident comfort and contribute to cost savings, which help us maintain the affordability of our rental housing . Maintenance Technology. POAH Communities offers specialized maintenance services . Using the latest technology, we experience real-time reporting on the status of service calls, scheduled maintenance, and unit turnover . Smartphone applications enable staff to receive, act on, and close work orders remotely . The work order reports provide maintenance and managerial staff the opportunity to review and analyze operations with ease . Hands-On Management. Our staff are trained to be on site and available to our residents to ensure properties are well cared for and closely managed and to make sure residents’ needs are met . Resident Services. Above all else, our most important role is supporting residents in retaining stable housing . We do this through strong property management and by offering services and supports that remove barriers to stability . Resident Services / Community Impact At POAH, we believe access to affordable, safe, and healthy housing is just one part of serving residents . It is our conviction that the best way to have a positive effect on individuals and families is by working within local communities to find resources that help residents achieve their personal and family goals. We call that approach Community Impact . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 62 – SECTION 4: MANAGEMENT PLAN We take a holistic approach to the work of Community Impact by engaging staff, residents, and neighborhood partners to create strategies that help residents achieve their goals across several outcome areas, from housing stability to health outcomes to employment opportunities . These strategies include: Stable Housing. Our first and most important role is to support our residents to remain safely, stably, and affordably housed . Beginning with strong property management, our approach to housing stability focuses on best practices, goal setting, and evaluation of efforts to remove barriers for residents to remain in their housing in good standing . Our site staff seek to develop relationships with all residents and promote early engagement in the event a resident encounters financial difficulties or begins to struggle with rent payment . In these cases, the site-based Community Impact Coordinator will work with the resident to identify appropriate resources that may be available – not only for rent payment, but for the resident’s broader needs . We recognize that simply being able to pay rent does mean that a resident has achieved financial stability, and thus our site staff endeavor to assist residents beyond strictly housing-related expenses, recognizing that until a resident is able to pay for all his or her needs, housing stability will be at risk . POAH’s site staff follow a structured referral and intervention process to achieve these objectives . Information & Evaluation. We use data and analysis to understand our challenges, opportunities and impact . We track our progress with honesty and curiosity . We are learning and growing alongside our residents . With a focus on evaluation, data integrity, and training, our staff, community partners and residents engage in goal setting based upon identified needs, challenges and opportunity areas . Partnership Development. We develop partnerships in our communities that offer choice, empower residents, and create opportunity . We gear these efforts toward sustainable, quality local resources whose mission and outcomes align with POAH’s efforts and the needs of our communities . These partnerships vary from property to property based on resident goals and available resources, but they typically include better access to health care, GED classes, employment preparation and job placement, youth engagement, and social services . Community-Driven Solutions. We support every POAH community in defining success and establishing meaningful, timely goals . When we achieve those goals, we celebrate but continue moving toward the next challenge . When we face obstacles to achieving goals, we look honestly at our weaknesses and critically at our opportunities . Home is the only constant – we focus on being perceptive, adaptable and creative in our solutions . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 63 – SECTION 4: MANAGEMENT PLAN Key Outcome Areas We take a holistic approach to the work of Community Impact by engaging our staff, residents and com- munity partners to work towards outcomes - not just outputs . When given access and opportunity, resi- dents who live in our communities show us again and again the power of investing in community-driven solutions . To track our progress, we monitor outcomes in six key areas: POAH Fund Lastly, POAH and POAH Communities are establishing a dedicated Resident Services Fund with the mission to advance the understanding and practices of using housing as a platform for resident success and community improvement. With a five-year internal fundraising goal of $6 million, which will leverage matching private funding that would result in a $12 million pool, the Fund will pursue strategies that maximize partnerships with local, regional, and national foundations who share our strategic priorities . POAH and POAH Communities will work to identify and secure funding from these foundations to extend the impact of our collective effort . The Fund’s key focus is to bring promising practices to scale through increased resources and strong partnerships across our portfolio . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 64 – SECTION 4: MANAGEMENT PLAN Staffing and Resident Services Plan POAH Communities’ property management plan for 0 Millstone Road will draw from the guiding principles described above and will be based on POAH’s standard management plan, but will be tailored to fit the specific circumstances of the community and the needs of the residents. POAH Communities plans to maintain two staff – a community manager and a maintenance superintendent – who will spend three days per week on site, with the balance spent at our near-by properties in Brewster, King’s Landing and Brewster Woods . Residents in all our properties have access to on-call maintenance staff who are available after-hours and on weekends . We will also staff a part-time Community Impact Coordinator (“CIC”) who will oversee resident programming and develop partnerships with community organizations and service providers in Brewster and nearby towns . This team will be supported by our property and maintenance staff at our other Cape Cod properties and will report to Jennifer Cavaco who, in turn, reports directly to POAH Communities’ President, Rochelle Beeks . Our resident service program at Millstone Road will benefit from the existing Community Impact programming at POAH’s properties on Cape Cod, and most importantly, the community work HAC has initiated for residents of Brewster . The property’s community rooms will provide spaces for a variety of resident services and community programming . At its core, our mission will be to help residents achieve these goals: Management and the Community Impact staff person will collaborate with 0 Millstone Road residents to develop the appropriate resident services programs for the resident community . We anticipate that it will include programs drawn from the following five organizational strategies described below, which flow from and build upon POAH’s general Community Impact strategies and key outcome areas . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 65 – SECTION 4: MANAGEMENT PLAN 1 RESIDENT ENGAGEMENT POAH aligns its interests as a developer, owner, and manager with our residents’ interests in improving their own lives and sustaining a healthy community. Millstone Road’s staffing model will incorporate a traditional property manager with an integrated Community Impact Coordinator . The CIC at Millstone Road will use the operational compliance points of contact (move-in, inspections, recertifications, rental payments, etc .) to engage residents, assess needs, and present opportunities for partner referrals, community resources, and follow-up in a range of areas . The CIC will support eviction prevention efforts by working with residents to ensure timely rent payments, intervening to address issues through payment arrangements, budgeting help, counseling with individual residents, and mediation . The CIC also support POAH Communities Property Managers in welcoming new residents to ensure a smooth move-in and initial occupancy . We do not do outreach merely for a resident to attend events and/or activities, but rather for full community engagement, social activities, and access to resources for those who need them . Outreach includes: New Resident Orientations. The CIC and Property Manager team work together to host new resident orientations for all residents, where a letter of welcome is provided with a calendar of activities for that month, a list of resources offered, etc . At that meeting, the CIC sets a date with the resident to conduct a one-on-one to administer the questionnaire (described below) . Monthly one-on-one connection. The CIC does an outreach attempt in the form of a regular knock on the door as a wellness check and/or regular check-in . These regular check-ins create a relationship between the CIC and the resident, though the resident does NOT have to engage with the CIC or any services offered . Property Manager Connection . The Property Manager may ask the CIC to reach out to residents for various management notifications including inspections, building systems checks, and building operations, etc. The PM can complete formal program referrals with a specific issue and/or concern and/or immediate need the PM might see during inspections, etc . Event/Activity Outreach. Door-to-door delivery of fliers, meeting and/or workshop invitations, development design meetings, etc . Local Advisory Council, Resident Associations, and/or Social Groups. The team can offer support to residents who organize themselves as a group . While the CIC cannot organize and/or have an office on any council and/or group, the team can provide information requested by the group . NOTE: If a resident says they do not want to participate in services and resource connection, the CIC will secure a refusal-to-engage form signed by the resident and/or completed by the CIC . This is placed in the resident file, and the CIC checks in during the course of the year to see if the resident has changed his/her mind . However, the resident will continue to be invited to various outings, workshops, educational trainings, etc ., unless stating they do not want this information either . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 66 – SECTION 4: MANAGEMENT PLAN 2 IDENTIFYING NEEDS AND GOALS Management and the CIC staff person will collaborate with residents to understand family, financial and educational aspirations, help residents set goals, provide direct services, and locate other services and resources they need for their economic success . POAH Communities staff provide assessments, coordination, workforce development, and financial stability coaching, using a performance management model to ensure accountability and success . Services begin with a resident assessment . The CIC conducts an annual 30-item questionnaire to help focus on the following topics for each resident: • Basic demographic info • Extended family ER contacts • Hobbies and Interests • Health insurance • Resources needed and/or desired • Resident Income • Employment • Friends, groups • Physical capabilities The CIC uses the questionnaires to create an Individual Service Plan for each resident that identifies needs and assets, helps set goals, develops a plan to meet those goals, and identifies needed resources and supports, including potential providers . This plan also is a useful tracking mechanism for resident progress . A sample questionnaire is attached for reference . 3 ESTABLISH COMMUNITY PARTNERSHIPS POAH Communities’ resident services programming connects residents with resources that build pportunities through partnership with local schools, social services, government agencies, nonprofit organizations, and private companies . For example, key partners at King’s Landing Apartments include CDP, the Visiting Nurses Association of Cape Cod, Homeless Prevention Council, Red Cross, and Children of America . All partnerships are designed to support residents on key housing, youth, adult, and community outcomes . At Millstone Road, POAH Communities will apply our successful methods for providing effective health, employment, asset building, and youth programming . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 67 – SECTION 4: MANAGEMENT PLAN Workshops One feature of the community partnership plan at Millstone Road will be regular workshops, trainings, and other educational efforts aimed to ensure each resident receives educational support, from nutrition information to safety in and around the community . Trainings will be provided by the CIC or a local partnering provider such as CDP . These various trainings will be offered on a regular basis on site . Examples include: • Home Health Services • Cancer Prevention and Screening • Diabetes Education and Prevention • Flu Clinic • Nutrition- Healthy Eating • Medication Disposal and Proper Intake • Safety Workshop with Fire Department and Police Department Employment and Career Counseling Another important component of the community partnership program will be to ensure that the residents of 0 Millstone Road have access to workforce development supports and are able to secure employment . POAH Communities’ Career Navigation program ensures residents who need help with employment are prepared for work and assisted in their job search . This approach leverages partnerships with local service providers and workforce development agencies and matches them with residents for training and employment opportunities . Our Career Navigation work operates within four steps: 1) Connect with residents to understand their barriers to employment 2) Assist residents with job readiness (resume development, interview prep, etc .) 3) Connect to employers directly or employment agency partner for employment 4) Support and follow up with each resident once they are placed, and beyond This collaboration between residents, Millstone Road staff, and local employers and other job development entities in and around Brewster will over time allow us to create a pipeline of residents prepared for successful placement into a variety of jobs . Finally, the management team will offer opportunities for resident employment on site at 0 Millstone Road . These positions would likely be entry-level and would be facilitated by the CIC in coordination with local providers with whom we contract for services . We see these positions as a way to conduct on-the-job training for residents, bundling the experience with support services that would mitigate any barriers to career employment . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 68 – SECTION 4: MANAGEMENT PLAN Financial Opportunity Center POAH is a Financial Opportunity Center, offering financial services, workshops, professional development and training, personal coaching, credit building, budget management, debt reduction, identity theft protection, CEDA and income supports, and housing-based asset-building . At Temple Landing in New Bedford, POAH Communities has built job training and placement partnerships with two local hospitals and brought in an on-site after-school program . Since 2012, average household incomes have increased by 15% . At Woodlawn Park in Chicago, POAH has delivered job training/placement services to 267 individuals through its Financial Opportunities Center since 2013 . To date, POAH has successfully placed 160 local residents in non-construction jobs and increased wages for 62% of those placed . If resident surveys and feedback indicate that similar professional and person finance services are in demand among the resident population at 0 Millstone Road, POAH Communities would work to extend our Financial Opportunity Center services at this site . 4 RESIDENT AND COMMUNITY NETWORKS We create opportunities for residents to create connections among one another . These connections can help build mutual support around common interests and goals, and can help bridge class, race, and generational divides . These opportunities typically take the form of activities and social events both on and off site . For example, at King’s Landing Apartments, we host a birthday party, lunch, and coffee hour for residents each month, as well as an annual holiday party and St . Patrick’s Day celebration, both of which are typically attended by about 40-50 residents . We also we create opportunities for residents to take action within their community through activities such as voter registration campaigns, community meetings, community leadership positions, intergenerational programs, and more to encourage deeper engagement in the neighborhood . 5 PROGRESS EVALUATION Last but not least, POAH Communities rigorously collects and analyzes data to inform and frame our work and measure our results against key property management, individual, and family metrics . This will allow the 0 Millstone Road team to better understand the successes and challenges of their strategies on the ground and to evaluate onsite programs for residents and the impact of services provided by community partners . Tracking and Reporting Resident Services The Activity Tracker below provides an example, from another POAH property, of POAH Communities’ capacity and plans for providing and documenting resident supportive services . This tracker will be generated monthly at 0 Millstone Road . Former Congresswoman Niki Tsongas at Machado House at Peter’s Grove POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 69 – SECTION 4: MANAGEMENT PLAN Property management and CIC staff take resident files and confidentiality very seriously. Information gathered via the CIC is held to appropriate standards of privacy . No information is shared with the Property Manager and their team unless residents have signed a consent form . POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 70 – SECTION 4: MANAGEMENT PLAN POAH uses a data-driven and analytical system, harnessing data gathered from Salesforce and POAH’s proprietary PI system . POAH uses Salesforce to track and quantify individual participant success over time and inform the type of services offered . Salesforce tracks baseline demographics and needs assessed at intake, all services received, supportive service referrals, participant progress toward achieving goals, employment placements and retention for at least 12 months after placement, and changes in income, credit score, net worth, employment status, wages, educational achievement, and other indicators . Resident files are updated each time there is a new interaction between the CIC and resident. Monthly reports enable the CIC to assess progress in relation to planned outcomes and make course corrections when needed . PI is an online database that allows every department across our organization to share key administrative and outcomes data across all lines of business: real estate development, asset management, community impact, property management, etc . We use PI to track and evaluate key metrics in Community Impact, including individual supports delivered to residents (case management), community partners, programs (classes, workshops, activities, events), annual resident survey data, and more . POAH has several vehicles for reporting on results and disseminating information about our work . These include: • Internal reporting among staff, supervisors, and to the board of directors • Reports to funders and investors • National newsletter and a monthly resident newsletter • Frequent conference presentations, hosting neighborhood tours, and small group discussions with others in the field who are interested in our model. CICs report directly to Felicia Dawson, Vice President of Strategic Partnerships. Monthly reports of all resident activities will be provided to Felicia, including random file audits. A profile of POAH Communities is included in the appendix. POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 71 – SECTION 4: MANAGEMENT PLAN Marketing Strategy and Lottery HAC, in collaboration with POAH, will create a targeted marketing strategy in advance of project completion, drawing on the team’s specialized knowledge of affordable housing compliance and leasing . We anticipate using community meetings along with mailings and internet listings . All marketing materials will be in compliance with the Affirmative Fair Housing Marketing Plan that HAC and POAH Communities will create for the property and file with the Town for the purposes of Brewster’s Subsidized Housing Inventory . With respect to the housing lottery for the affordable units, HAC will conduct the lottery for the 0 Millstone Road project and we would welcome a collaborative approach with the Town to ensure that the lottery is conducted according any preferences the Town may have . A summarized outline of the anticipated housing lottery timeline is presented below . However, we acknowledge that each lottery is different depending on the local landscape, so we expect that the Millstone Road lottery will assume its own characteristics and milestones . Housing Lottery Milestones • Approximately six months before the apartments are expected to be completed, a notice of an Information Session is sent to all individuals and organizations on the Affirmative Fair Housing Marketing Plan’s list • Applications are available immediately upon notice of the date of the Information Session . • At the Information Session, we will cover topics such as: eligibility criteria, application process, minority applications, asset limits, local preference, and the lottery process itself . An application packet will be distributed . The meeting also provides an opportunity for the development team to describe the apartments being built, display the plot plan and provide a timeline for completion . • There is a 60 day minimum period for submitting applications . • All applications are reviewed and determined eligible/non-eligible based on income and assets, with a local preference criterion also noted. Eligible applicants are notified of the lottery process and number by mail . Thankful Chases Pathway – Harwich, MA: Community Development Partnership Great Cove Community – Mashpee, MA POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 72 – SECTION 4: MANAGEMENT PLAN Community Meeting at Flat 9 at Whittier – Boston, MA • Applicant ballots, which contain applicant information and preferences, are put in a ballot pool . We ex- pect that the 0 Millstone Road lottery will feature a local preference . If this is the case, there will be two ballot pools: one for local preference applicants, and one for non-local applicants . • HAC conducts the lottery . Winners and alternates are chosen from these two pools . If there are different bedroom size and prices, lotteries are held for each unit . • Applicants who do not receive housing through the lotter will be placed on the community’s wait list . HAC and POAH Communities Lottery Experience and Recent Outcomes HAC and POAH Communities have successfully conducted housing lotteries for several newly constructed housing communities, many of which were permitted under the “Friendly” 40B Comprehensive Permit . Some recent examples include Flat 9 at Whittier located in Boston, Torrey Woods located in Weymouth; Melpet Farm, Clay Pond Cove, High Meadows Town Homes, and Canal Bluffs Phases I and II located on Cape Cod . HAC’s housing lottery experience will allow our team to achieve robust participation and outreach . POAH Communities most recently completed a housing lottery for the first phase of Flat 9 at Whittier, in Boston’s Roxbury neighborhood . The lottery was overseen by the Boston Fair Housing Commission . The lottery went smoothly and the community is fully leased . SECTION 5 IMPLEMENTATION PLAN AND TIMELINE POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 74 – IMPLEMENTATION PLAN AND TIMELINE Zoning, Permitting and Approvals Consistent with the guidance provided in the RFP, it would be POAH and HAC’s intention to pursue permitting through the “Friendly 40B” comprehensive permitting process. We agree with the Town’s assessment that the 40B comprehensive permit is the most efficient means of securing the necessary land use, environmental, zoning, and development permits, and we will work in collaboration with the Town and community stakeholders throughout the process . The POAH + HAC team has secured project permitting with Friendly 40B comprehensive permits on several of our new construction projects on the Cape, including in Brewster for Brewster Woods . We anticipate using Peter Freeman as our 40B attorney; the POAH + HAC team has received three prior successful Friendly 40B permits in Cape Cod communities . If POAH + HAC is designated as the developer for the 0 Millstone Road site, we will move quickly to initiate the 40B and broader project planning process with an introductory kick-off event with Town officials, neighbors, and other community members. In order to submit a competitive 9% LIHTC application in to DHCD’s 2023 winter funding round, we need to obtain a comprehensive permit in early 2023, or by the time the 9% LIHTC application is due . With that goal in mind, we will work with the Town to submit the 40B application to the Zoning Board of Appeals by summer 2022 . We are optimistic that this will provide adequate time to complete the public hearing and appeals periods, as well as gather input from municipal boards, in order to obtain the 40B permit by early 2023, and we will do all that we can to move the project forward as efficiently as possible. A preliminary analysis of the zoning indicates that we will need to seek zoning relief for the following: 1) Multifamily use 2) Minimum lot area per dwelling unit 3) Parking spaces per dwelling unit 4) Multiple principal structures on a single lot 5) Signage for wayfinding 6) Building height Community Engagement Simultaneous with the 40B process, we anticipate pursuing a program of community engagement in order to appropriately shape the project vision to the needs of the Town, while being mindful of neighborhood concerns . We believe the initial stages of community engagement, centered around several community listening sessions and potentially a design presentation, will last approximately three to four months . We take community engagement and involvement seriously, and we have developed a community-centric development approach through the course of many other developments in dense and historic residential areas, where there are understandably heightened concerns among residents POAH + HAC MILLSTONE ROAD HOUSING PROPOSAL – 75 – SECTION 5: IMPLEMENTATION PLAN AND TIMELINE about how a new property will affect their neighborhood and living experience . We feel strongly that a successful project for the residents of Brewster will require consistent and clear communication with Town officials and community members, not just in the beginning stages of property design, but throughout the entire development process and beyond project completion – and we are committed to this goal . Financing While the project’s comprehensive permitting process is underway, we will prepare project financing applications for DHCD’s winter 2023 funding round, although this will depend on the 40B approval process . Once the highly competitive 9% LIHTC award is secured, we estimate that it will take another six months to negotiate the construction contract with our general contractor and assemble the remaining major elements on the project’s financing structure, specifically the construction financing, the first mortgage, and the tax credit investor equity . Construction We estimate that construction will take approximately 16 months, with a lottery and lease-up period of four months and an additional three-month period before permanent loan conversion . If we are able to secure a highly competitive 9% LIHTC award with our first application to DHCD, we expect a period of approximately 25 months from developer designation to the start of construction, with project completion and stabilization approximately 20 months after the beginning of construction . While our objective will be to advance this project as swiftly as possible in order to deliver the much-needed affordable housing to Brewster, we will not do so at the expense of community involvement . We believe that the initial period of community engagement and participation in the creation of the Millstone Road project vision will be fundamental to its long-term success, and therefore we need to leave a sufficient amount of space in the overall project timeline to allow for the work of community engagement and participation to be un- dertaken correctly . We have included a charts displaying a more detailed depiction of the project timeline . Community Design Charette – Boston, MA 0 Millstone Road | Brewster, MA 45 Units Project Timeline - DHCD Winter 2023 Round Key Milestones Start Date End Date Developer Selection 2/1/2022 2/28/2022 Execution of Land Development Agreement 3/1/2022 3/31/2022 Design Schematic Design 3/1/2022 6/30/2022 Design Development 9/1/2022 12/31/2022 Construction Documentation 1/1/2023 3/31/2023 Community Engagement Project Introduction and Community Kick-Off 3/1/2022 4/30/2022 Community Engagement/Listening Sessions 5/1/2022 7/31/2022 Review Design with Trust and Town Planner 7/1/2022 7/31/2022 Zoning, Entitlements and Permitting - 40B Town Meetings and Traffic Study (if needed)3/1/2022 3/31/2022 40B Application 7/1/2022 7/31/2022 Site Plan Review for Project Eligibility Letter 4/1/2022 4/30/2022 Planning/Zoning Board Review 5/1/2022 6/30/2022 Conservation Commission Review 5/1/2022 6/30/2022 Public Hearings / Peer Review 7/1/2022 8/31/2022 Appeal Period 9/1/2022 9/30/2022 40B Approval 10/1/2022 10/31/2022 Project Financing Pre-App to DHCD 11/1/2022 11/30/2022 Submit to DHCD Winter Funding Round 2/1/2023 2/28/2023 Competitive Funding Awards 7/1/2023 7/31/2023 LIHTC Equity RFP 8/1/2023 8/31/2023 LIHTC Investor Selection 9/1/2023 9/30/2023 MassHousing Risk Share First Mortgage Commitment 7/1/2023 10/31/2023 Construction Loan Commitment 7/1/2023 10/31/2023 Construction Loan Closing 1/1/2024 1/31/2024 Construction Building Permit 8/1/2023 8/31/2023 Bidding 7/1/2023 7/31/2023 Contractor Selection 8/1/2023 8/31/2023 MBE/WBE and Local Hiring 9/1/2023 1/31/2024 Construction 2/1/2024 5/31/2025 Certificate of Occupancy / Placed In Service 5/1/2025 5/31/2025 Lease-Up and Stabilization Marketing and Lottery 2/1/2025 5/31/2025 Pre-Leasing/Leasing 5/1/2025 9/30/2025 Stabilization 9/1/2025 9/30/2025 Permanent Loan Conversion 11/1/2025 11/30/2025 SECTION 6 REQUIRED FORMS APPENDIX Mary A. Thompson Senior Vice President Community Development Banking MA1-225-02-02 225 Franklin Street Boston, MA 02110 T 617-694-0251 M 617-694-0251 Mary.a.thompson@BofA.com December 11,2021 Peter Lombardi Town Administrator Town of Brewster 2193 Main Street Brewster, MA 02631 RE: Request for Proposal – Brewster, MA Dear Mr. Lombardi, Bank of America (BofA) is pleased to provide this letter of interest to provide low income housing tax credit (LIHTC) equity financing for the development of Preservation of Affordable Housing, Inc.’s (POAH) and Housing Assistance Corporation (HAC) proposed development located in Brewster, MA. Based on BofA’s positive past experience with POAH and HAC, we are sure that POAH will assemble an experienced development and financing team to successfully complete this important affordable housing project. BofA’s partnership with POAH began in 2005. Since that time, they have been a trusted partner of ours and of the communities they serve. By the end of the calendar year 2021, BofA will have provided LIHTC equity financing totaling over $66 million to assist in POAH’s development of 525 units of affordable housing across 7 different properties. BofA and POAH will have partnered together on 6 developments in Massachusetts, each with complex financial structures and unique resident populations served. BofA was fortunate enough to partner with POAH and HAC on their Melpet Farm property in Dennis, MA. We were thrilled with our experience with POAH on that project, which include a significant focus on energy conservation and sustainability. It completed on time and on budget and led us to the most recent opportunity to partner again on Brewster Woods located in Brewster, MA. This project is broke ground in June 2021 and involved a Comprehensive Permit (40B) on town-controlled land. POAH and HAC’s ability to work collaboratively with community stakeholders, neighbors and town officials brought this project the support and financing it needed from DHCD and received the funding necessary to meet it development goals. Through Page 2 of 2 each of the different projects we have worked on with POAH, it is clear that POAH has the experience, creativity, and perseverance to create and preserve affordable housing according to its mission. While this is not a commitment, we would welcome the opportunity to provide LIHTC financing for POAH and HAC’s proposed project, subject to completion of normal and customary due diligence and approval from BofA’s investment committee. The combination of HAC’s local expertise and POAH’s financial strength, their combined mission to preserve and create affordable housing, and their expertise in developing complex projects, makes POAH and HAC the ideal developer candidate for the town owned land in Brewster. Thank you for your consideration. Sincerely, __________________________ Mary A. Thompson, Senior Vice President December 13, 2021 Peter Lombardi, Town Administrator Town of Brewster 2198 Main Street Brewster, MA 02631 RE: Request for Proposal – 0 Millstone Road Dear Mr. Lombardi: Massachusetts Housing Investment Corporation (MHIC) is pleased to provide this letter of interest to provide low-income housing tax credit (LIHTC) equity financing for an affordable housing community of approximately 64 family apartments, at 0 Millstone Road, as proposed by a partnership of Preservation of Affordable Housing (POAH) and Housing Assistance Corporation (HAC). The POAH-HAC partnership has the experience, financial capacity and community vision to successfully complete this ambitious project. MHIC has provided acquisition, construction, and/or LIHTC equity financing to over 20 projects POAH has sponsored and 3 Cape Cod properties developed by POAH and HAC. The POAH-HAC partnership has the financial strength and experience to attract LIHTC investors and meaningfully support the guaranties and compliance reporting of LIHTC projects of the scale proposed for the 0 Millstone Road site. We would welcome the opportunity to provide LIHTC financing for the 0 Millstone Road development, subject to completion of normal and customary due diligence and approval of our Board of Directors. The POAH-HAC team’s ability to collaboratively work with local leadership and community stakeholders makes them the ideal team to once again realize the vision for the Town of Brewster. Sincerely, Bruce Ehrlich Senior Investment Officer 21 Custom House Street 8th Floor Boston, MA 02110 (617) 850-1000 Guilliaem Aertsen Chairman Joseph L. Flatley President and CEO December 15, 2021 Mr. David Quinn, Director of Housing Development & Planning Housing Assistance Corporation 460 West Main Street Hyannis, MA 02601 RE: Proposed 45 unit mixed income housing – Millstone Road, Brewster Dear David, This letter confirms the interest of The Cape Cod Five Cents Savings Bank in providing construction financing to the partnership of Preservation of Affordable Housing, Inc. (“POAH”) and Housing Assistance Corporation (“HAC”) in connection with their submission of a proposal to the Town of Brewster for a 45-unit mixed-income housing projected to be located on Millstone Road. Cape Cod Five has financed projects of similar size and complexity and is familiar with the affordable housing financing sources from both the public lenders and equity investors. Most recently, Cape Cod Five provided financing for the development of Terrapin Ridge Apartments in Sandwich. POAH worked closely with the staff at Cape Cod Five to ensure a successful construction completion. Cape Cod Five continues to support the important housing and community work of HAC on Cape Cod and the Islands and would look forward expanding this relationship. This letter is not a commitment to lend, but represents Cape Cod Five’s expression of interest in providing construction financing if POAH and HAC are the successful developer and are awarded the necessary tax credits and other sources of project financing. A final commitment to lend would be subj ect to satisfactory completion of due diligence including full underwriting, property appraisal, environmental review and other typical evaluation as determined by the Bank. If I can be of further assistance, please contact me at (508) 247-5506 or shayes@capecodfive.com Best of luck with your proposal! Sincerely, Shari L. Hayes Vice President, Commercial Loan Officer Cape Cod Five Cents Savings Bank 171 Falmouth Road Hyannis, MA 02601 December 10, 2021 Peter Lombardi Town Administrator Town of Brewster 2198 Main Street Brewster, MA 02631 RE: Request for Proposal – 0 Millstone Road – Brewster, MA Dear Mr. Lombardi: I am writing to confirm MassHousing’s strong interest in working with Preservation of Affordable Housing (POAH) and Housing Assistance Corporation (HAC) on the financing for the development of an affordable housing community on Millstone Road in Brewster. It is our understanding that the POAH/HAC team proposes to construct approximately 45 units that will serve individuals and families with a range of incomes and will support the Town of Brewster’s efforts to address the critical shortage of housing affordable to local essential workers. MassHousing has been fortunate to work with POAH and HAC on a range of affordable and workforce housing projects in the past several years and we feel the mission alignment and expertise of the POAH/HAC team will lead to the successful development of a community housing asset that will remain affordable and promote equity. We know that the POAH/HAC team will work closely with municipal officials, abutters, and other stakeholders to ensure that the development meets the needs of the Town and its year-round residents. Moreover, we also believe that the two organizations possess a deep understanding of the unique complexities of constructing affordable housing on Cape Cod. Most recently, MassHousing collaborated with POAH and HAC on High Meadow Townhomes, the third phase of the now complete Canal Bluffs campus in Bourne. MassHousing offers a variety of loan programs and other resources to support the development of housing, and we look forward to collaborating with POAH and HAC to structure a financing package that best meets the needs of this property, subject, of course, to MassHousing’s underwriting and approval. Please feel free to contact me if you have any questions about DocuSign Envelope ID: 1BD25FCA-2EF9-4EA4-868F-45EA904A39CA MassHousing’s financing on any of our previous successful development partnerships with POAH and their partners. Sincerely, Cynthia Lacasse Director of Rental Business Development DocuSign Envelope ID: 1BD25FCA-2EF9-4EA4-868F-45EA904A39CA December 14, 2021 Peter Lombardi, Town Administrator Town of Brewster 2198 Main Street Brewster, MA 02631 RE: Request for Proposal – 0 Millstone Road, Brewster Dear Mr. Lombardi: I am writing to express my strong support for the Preservation of Affordable Housing (“POAH”) application to the Town of Brewster to develop multifamily housing on town owned land located on 0 Milestone Road. I understand this project will consist of the new construction of 45 units, of which 35 units (78% of total units) will be affordable at or below 60% of the area median income proposed to be financed by Massachusetts Housing Partnership (“MHP”) along with local, state and federal subsidies. Over the past 10 years, MHP has established an excellent working relationship with POAH. MHP has financed six developments totaling over $41M for multifamily developments located in Brewster, Dennis, Bourne, Salem and Weymouth. Over the years, I’ve been impressed by POAH’s expertise with developing and managing properties, as well as their ability to assemble such a strong team of hard working, experienced and dedicated affordable housing real estate professionals to work with MHP. Based on their proven track record of developing and managing affordable housing throughout Massachusetts, I am confident POAH will develop a successful project that meets the vision for the neighborhood. We would be pleased to expand our relationship with POAH on this exciting opportunity to meet the growing local need for affordable rental housing for working families that are facing displacement due to escalating home costs and rents. Please feel free to give me a call any time for additional information. Sincerely, Nancy McCafferty Director of Business Development POAH REPORT / 1 AFFORDABILITY | SUSTAINABILITY | COMMUNITY Preservation of Affordable Housing (POAH) is a national nonprofit organization whose mission is to preserve, create and sustain affordable, healthy homes that support economic security, racial equity and access to opportunity for all. PARTNERING FOR RESIDENT SUCCESS BUILDING FOR LONG-TERM SUSTAINABILITY WHAT WE DO POAH revitalizes at-risk affordable housing communities as vibrant, healthy homes for low- and moderate -income residents. Since 2001, the POAH team has advanced its mission with a blend of expertise and creativity, solving complex problems that others have seen as insurmountable. We have secured long-term affordability for residents while addressing the interests of owners, funders, public agencies, and other stakeholders. The result is the preservation of nearly 12,000 affordable rental apartments through transactions that guarantee that rents will remain affordable for the long-term (30+ years). POAH has also successfully influenced a range of public policies that address the vulnerability of our nation’s subsidized rental housing. POAH’s policy interests include regulatory and preservation efforts nationwide, incentives to empower nonprofit owners seeking to preserve long term affordability, energy efficiency, and the promotion of housing as a platform for resident success. POAH REPORT / 3 2 / POAH REPORT NEARLY 12,000 AFFORDABLE RENTAL APARTMENTS PRESERVED OR CREATED WE PRESERVE AFFORDABILITY. 4 / POAH REPORT 1 NEW CONSTRUCTION Building homes that are appropriate for the surrounding neighborhood and community, and built to high standards that integrate conservation and sustainability for the long term. 2 COMMUNITY REVITALIZATION Undertaking major neighborhood-scale revitalization projects in Chicago, Boston, Somerville, (MA) and Washington, D.C. 3 ACQUISITION REHAB Rehabilitating properties threatened with conversion to market rental or luxury housing with new systems and structures. FEATURED PROPERTY Canal Bluffs/Clay Pond Cove, Bourne (Cape Cod) Canal Bluffs and Clay Pond Cove is a multi-phased, mixed income new construction residential development located less than a mile from the Bourne Bridge at the gateway of Cape Cod on the 17 acre parcel of land that had been slated for a high tech startup company. The Residences at Canal Bluffs were built in 2009 followed by the second phase, Clay Pond Cove which included the completion of the wastewater treatment plant that serves the whole Canal Bluffs residential community and the abutting retail shopping center. High Meadow Townhomes were the last phase of these affordable, workforce and market rate apartment homes for families and seniors in this very desirable Cape Cod location with easy access to commercial areas, shopping, employment centers and transportation. HOW WE DO IT Creative Development The Development Team develops creative and responsive strategies for preserving and building affordable homes, carrying projects from acquisition through financing, renovation/ construction and stabilization under new permanent financing. The team works closely with partners – including current residents, public housing authorities, investors and lenders – to deliver buildings that are financially and physically sustainable for the long run, on-schedule and on-budget. The team primarily works on three types of projects: “I am so proud to have family and friends come and see this whole transformation. It’s a beautiful community inside and out and I’m so blessed.” Donna Hodson (front left) Resident, Brandy Hill Apartments, Wareham, MA 5 / WE BUILD FOR THE FUTURE. 6 / POAH REPORT POAH REPORT / 7 Creative Acquisitions POAH’s Acquisitions Team works with property owners, residents, public agencies, and other stakeholders to structure successful preservation transactions. We’ve built a track record across 121 properties with nearly 12,000 affordable rental apartments by delivering value across multiple priorities: Preserving long-term affordability by ensuring properties will stay affordable for current and future residents; Delivering value and certainty for sellers by structuring preservation transactions that are economically competitive with other alternatives – and bringing the track record and financial capacity to execute quickly; Using public resources efficiently, by leveraging historic investments in at-risk properties and structuring transactions that make the most of every public dollar Responsible Asset Management POAH’s Asset Management Team focuses on the long-term stewardship of our properties. As POAH’s owner’s representative, the team looks for physical, financial and policy advocacy opportunities to positively impact the portfolio. We leverage technology and build analytics to quickly identify opportunities to maximize the value of the POAH portfolio. The Asset Management Team works closely with POAH Communities, POAH’s subsidiary property management company. The team’s work is focused in three areas: 1 TRANSACTIONAL ASSET MANAGEMENT Recapitalizing assets, refinancing debt, completing property workouts, negotiating limited partner exits, renewing subsidy contracts, applying for grants and more. 2 PORTFOLIO PERFORMANCE & ANALYTICS Reviewing property and portfolio performance and trends, developing analytics systems and tools, and completing targeted ad hoc property and portfolio-level analyses. 3 TRADITIONAL ASSET MANAGEMENT Monitoring asset performance, reviewing operating budgets and capital plans. Managing relationships with lenders and syndicators . FEATURED PROPERTY Trinity Towers, Melbourne, FL In 2013, POAH purchased the Trinity Towers West, East and South buildings in downtown Melbourne from neighboring Holy Trinity Episcopal Church. The Trinities house more than 500 seniors and disabled residents. POAH was able to make the acquisition under a recent HUD rule which makes it easier for faith- based owners to transfer properties to non-profits specializing in housing. All three buildings required extensive capital improvements. POAH completed renovations on West in 2016 with new windows and HVAC system, roofs, flooring, kitchens and baths. In, 2017 East and South received extensive renovations similar to those performed at West plus a commercial kitchen renovation at Trinity Towers South. In addition to providing a physical home for each of these households, the campus of Trinity properties also provides a rich array of service programs promoting a sense of community while assisting with the individual needs of residents including nutrition and meal programs, blood pressure checks, monthly socials and sessions with local health care providers.WE BRING CREATIVE SOLUTIONS. 8 / POAH REPORT SUPPORTING RESIDENT SUCCESS Beyond providing safe, affordable, and comfortable homes, POAH and POAH Communities believe that our professionally managed housing empowers residents and serves as a platform for their success. POAH Communities administers the Community Impact Program, a portfolio- wide approach that mobilizes every site team towards shared goals with residents and community partners in six areas: Housing, Community Engagement, Health, Education, Employment and Financial Stability. POAH Communities delivers these services through a team of community impact coordinators in properties across the country. We also established regional Resource Centers where we work with local partners to advance our mission of supporting economic mobility. The Woodlawn Resource Center in Chicago offers skill-building, workforce certifications and education programs including financial, employment and income- support services, behavioral health, GED, college preparedness and digital literacy. WRC has helped more than 1,048 community members secure employment since it opened in 2015. FAMILY SELF SUFFICIENCY PROGRAM INDIVIDUAL SERVICES PROVIDED TO RESIDENTS EVERY YEAR Services by Outcome Area Housing Youth and Education Health Community Engagement Financial Employment 600 Organizations that partnered with POAH Communities to offer a program, service or referral resource for residents Percent of FSS participants with escrow savings Average escrow savings account balance / per household REDUCTION IN EVICTIONS at properties that have been under POAH Communities management for just 3 years Hawthorne Apartments Independence, MO is the site of a LISC Financial Opportunity Center and the largest project-based Family Self Sufficiency (FSS) program in the country. FSS is a five-year, voluntary, asset-building tool that enables HUD-assisted families to increase their earnings, build savings, and make progress towards their goals and aspirations. In 2020, POAH was awarded a Trauma Resiliency Grant from Enterprise Community Partners and Wells Fargo to explore trauma-informed innovations in resident services, property management and physical design. The result will be a more equitable model for affordable housing that reduced evictions; improves resident and staff retention; promotes healthy design and contributes to individual and community resiliency. Hawthorne families participate in the Family Self-Sufficiency program DAWN CLARK, Woodlawn Resource Center, Chicago After working with a Financial Opportunity Team counselor, Dawn was able to raise her credit score by more than 100 points and eliminate $3,000 in debt. She completed an accelerated employment program through the Woodlawn Job Club that helped her land a job at South Shore Hospital and subsequently another position with the City of Chicago that brought a significant salary increase. Dawn continued to work with her financial coach and enrolled in the Family Self Sufficiency (FSS) program, that allows participating households to save the amount of rent increases that result from increased income due to employment into a special escrow account. The program helped her work towards her goal to save for a down payment on a home of her own. In just a few short years, Dawn has reached her goals of securing a sustainable means of employment, increasing her credit score and achieving home ownership. The WRC is proud to have been part of that success. -10% 5,320 COMMUNITY PROGRAMS DELIVERED IN POAH PROPERTIES EVERY YEAR Programs by Outcome Area Housing Youth and Education Health Community Engagement Financial Employment 1,117 68%$6,795 Escrow savings accumulated by POAH households since the program launched in 2016 RESIDENTS HAVE THE ABILITY TO ACHIEVE FINANCIAL FREEDOM. RESIDENTS HAVE THE OPPORTUNITY TO ENRICH THEIR LIVES. RESIDENTS ARE STABLY HOUSED. $888,655 2016 Part of the Community Impact Program, the Family Self-Sufficiency (FSS) program combines three key components in order to incentivize work and help participants build savings: stable affordable housing, one-on-one coaching to help participants achieve their employment and financial goals, and an escrow savings account tied to rental payments. 8 / POAH REPORT POAH REPORT /9 10 / POAH REPORT / 11 1 DESIGN AND BUILDING PERFORMANCE Design reviews during every phase ensure renovations and new construction will provide durable, healthy, high quality housing; 4 DATA ANALYSIS Continuous monitoring of utility consumption informs our conservation investments; 3 HEALTH POAH is committed to improving resident health. Enhancing indoor air quality and removing volatile organic compounds is crucial; Visionary Design and Building Performance POAH is known as a leader in multifamily housing sustainability and efficiency. The Design + Building Performance department holistically integrates energy and water efficiency into development projects and the owned portfolio, working closely with property management staff to maintain each building’s green upgrades and monitor the effectiveness of our conservation initiatives. D&BP oversees a passive house design in at least one major revitalization. The team works in these areas: 2 FINANCIAL SAVINGS Reducing energy consumption saves money for both POAH and the residents in our communities; 5 DESIGN STANDARDS In-house design standards ensure the buildings we construct and renovate will be durable, long lasting, and serve the needs of our residents. FEATURED PROPERTY The Residences at Melpet Farm Dennis, MA Melpet Farm is a nine-building, 27-unit development on Cape Cod for households earning 60% of AMI or less, with 25% of the units set aside for those on the brink of homelessness. The goal was to build housing that is both affordable and sustainable. The buildings were designed and constructed with the goal of net zero, meaning the total amount of energy used is equal to the amount of renewable energy generated on-site. SOLAR ENERGY 60% of the energy needed to power Melpet Farm is produced using solar arrays on the roofs. ENCLOSURE Well-insulated, above-grade walls, slab and windows increase energy efficiency. Melpet Farm is 70% more air tight than code requires. LIGHTING & APPLIANCES LED lighting and Energy Star Rated appliances save energy. WATER Low-flow fixtures reduce water consumption. Better Buildings Challenge Goal Achiever for 20% reduction in energy use 12 / POAH REPORT Professional Property Management Part of the POAH family since 2001, POAH Communities oversees the leasing and operations of properties in 11 states and the District of Columbia. POAH Communities provides high-quality property management and customer service to our residents, connecting them with the opportunities and partnerships that improve their quality of life. POAH Communities manages 145 apartment communities which vary in size, age, geography, and program type, 121 of which are owned by POAH. FEATURED PROPERTY Kenmore Abbey Apartments is one of the six Massachusetts properties acquired by POAH from State Street Development Corporation in the summer of 2012 that were at risk of losing affordability due to their highly desirable locations. Kenmore Abbey’s proximity to Boston University and Fenway Park made it susceptible to market rate conversion in 2014 when restrictions would have expired. The historic property was constructed as a grand hotel in the late 1890s and was converted to its current use as affordable housing in 1984 that now serves a senior population in 199 apartments. /13 WE FOSTER COMMUNITY. 14/ / 15 FEATURED PROPERTY Billings Forge In 2014, POAH entered into a partnership with Melville Charitable Trust to acquire Billings Forge, a 113-unit mixed-income apartment complex located in the Frog Hollow neighborhood of Hartford, CT. In addition to providing attractive and affordable family housing, Billings Forge is home to the renowned Firebox Restaurant and features a popular community garden and farmers’ market. Culinary job-training programs are offered on-site. In 2017, POAH completed more than $9 million of property upgrades – including new windows, kitchens and baths, elevator, upgraded life safety systems, and common-area improvements. The renovations to the main mill building are beautifully executed according to historic preservation requirements that honor the cherished history of this building constructed as a tool plant in 1864. Billings Forge was honored with a 2018 Award of Merit by the Connecticut Trust for Historic Preservation. FEATURED PROPERTY Cincinnati In 2018, POAH acquired 18 properties in the Cincinnati area from The Model Group, a local property development, construction and management company that was looking for a non-profit partner to provide integrated property management and resident services for the affordable portion of their portfolio. In neighborhoods like Over-the-Rhine, Walnut Hills and Evanston –where rents have climbed dramatically and much of the affordable housing is at risk of conversion to market- rate apartments or condos –POAH preserved affordability for 1,057 rental apartments. This was at a time when the City was seeing significant investments in infrastructure, new public transportation options, and an expansion of the district’s art and dining scene. POAH’s acquisition ensured the units would remain affordable long term and allow residents of all income levels to participate in the economic renaissance of the neighborhood. POAH Communities implemented a Community Impact program across the portfolio to help residents succeed, with outcome-driven resident services that foster financial stability, health and education. Cincinnati’s buildings feature the largest concentration of Italianate architecture in the country. WE INVEST IN OUR RESIDENTS. 16 / POAH REPORT POAH REPORT / 17 Community Revitalizations Through its community redevelopments, POAH is preserving the affordability of thousands of existing apartments in major urban areas and creating vibrant new residential communities that offer housing for a range of incomes, enhanced amenities and better connection to the surrounding neighborhoods. These revitalizations represent not only the rebirth of the communities in which they are located, but also a blueprint for how to revitalize underserved urban neighborhoods across the country. “I never thought I would see this area so vibrant and full of life.” -- Tawanna Batey Woodlawn Park resident CHICAGO, IL Woodlawn Park In 2008, POAH partnered with the City of Chicago and a wide array of public and private community partners to replace more than 500 units of affordable housing facing financial collapse and physical decline on the South Side of Chicago in a neighborhood that had experienced disinvestment and decline. The new Jewel-Osco supermarket opened in 2019, providing services to the nearby housing and jobs for 400 neighborhood residents. POAH leveraged a $30.5 million HUD Choice Neighborhoods grant that is driving redevelopment through new investments in housing for all income levels, in social services and job training programs in new commercial activity, and in other neighborhood improvements. Beyond Woodlawn, POAH’s impact extends to several other South and West Side neighborhoods plus Elgin and Harvey, IL, but the goals and results are largely the same - using the preservation of affordable housing as a foundation for community stabilization and revitalization. It is a vision that is rapidly becoming a reality, and a Neighborhood Now success that is a model for community development across the city. Rahm Emanuel Chicago Mayor BOSTON, MA Flat 9 at Whittier. This redevelopment of the former Whittier Street public housing is an attractive, sustainable rental and homeownership community in the Roxbury neighborhood of Boston. The development creates a livable site with outdoor play spaces, a mix of building types to accommodate diverse family needs, and new streets to re-integrate the site into the broader neighborhood. Phase one of the redevelopment, was completed in January 2020, with 92 units offering 1-, 2-, and 3-bedroom apartments. Phase II creates 52 and 172 units in the planning stages for phase 3. Once all three phases are completed, the redevelopment will replace 200 public housing rental apartments with 210 deeply affordable units and create 262 additional units of mixed-income rental housing and 14,000 square feet of commercial space. “I never thought I would see this area so vibrant and full of life.” Tawanna Batey Woodlawn Park resident In 2018, POAH’s Woodlawn redevelopment was awarded the Chicago Community Trust Outstanding Community Plan Award. Flat 9 at Whittier was the winner of the 2020 Charles L. Edson Tax Credit Excellence Award in the HUD Housing Preservation category 18 / POAH REPORT POAH REPORT / 19 THE FUTURE IS BRIGHT POAH is replicating the Chicago success story in redevelopment projects in Boston and Somerville, MA, Detroit and Washington, D.C.. Sugar Hill, Detroit, MI POAH has partnered with the City of Detroit and nonprofit Develop Detroit to build a new mixed-use, mixed-income redevelopment in the historic Sugar Hill Arts District in Midtown Detroit. The project will transform one acre of vacant space into 68 new mixed-income apartments and 11,000 square feet of commercial space. Of the new units, 25% will be designated as affordable housing for residents making up to 80 percent of the area median income, including 14 units for veterans. Clarendon Hill, Somerville, MA Clarendon Hill was built in 1948 as housing for veterans returning from World War II. The Somerville Housing Authority responsibly maintained these buildings with limited resources but over the years the buildings have become functionally obsolete. The proposed redeveloped Clarendon Hill housing community, Somerville will create a healthy, attractive mixed-income community for the more than 200 families who currently live there and new residents - all of whom will enjoy modernized housing, enhanced quality of life amenities and better connection to the surrounding neighborhood. Barry Farm, Washington, D.C. POAH is creating a new residential community in the Barry Farm neighborhood of Washington, D.C., east of the Anacostia River and just south of Historic Anacostia. Barry Farm and the adjacent Wade Apartments will be redeveloped into 1,200 residential apartments of varying types and sizes, retail spaces, services and open spaces. The plan provides for approximately 55,500 square feet of gross floor area devoted to new retail/service uses, a substantial amount of open space, including a 2.4-acre central park and significant new public infrastructure including roads and utility upgrades. The Loop at Mattapan Station, Boston, MA POAH is transforming a 2.57-acre parking lot next to the MBTA Mattapan Station into a mixed-use development with housing, retail and community spaces. This innovative transit-oriented development will provide critically-needed affordable and market- rate housing with a variety of transportation options, including public transit, ride-share, and bike-share, along with direct access to the walking trails of the Neponset River Greenway. Rendering RenderingRendering Rendering Rendering Rendering Rendering 20 / POAH REPORT POAH REPORT / 21 NORTHEAST CONNECTICUT Billings Forge Apartments Old Middletown High School Apartments Torringford West Apartments MASSACHUSETTS Attleboro Properties: Gardner Terrace I and II Hebronville Mill Bay Meadow Apartments Bedford Village & 447 Concord Rd Brandy Hill Apartments Bridle Path Apartments Briston Arms Apartments Canal Bluffs Central Annex & Union Court Apartments Chestnut Gardens Clay Pond Cove Cromwell Court Apartments Dom Narodowy Polski Fairweather Apartments (Beverly, Danvers, Peabody, Salem) Flat 9 at Whittier Founders Court Franklin Square Apartments High Meadow Townhomes Kenmore Abbey King’s Landing Apartments Machado House at Peter’s Grove Meadowbrook Apartments Rock Harbor Village Salem Heights Apartments Temple Landing The Blackstone Apartments The Loop at Mattapan Station The Residences at Melpet Farm Torrey Woods Tribune Apartments NEW HAMPSHIRE Cocheco Park Apartments Riverview Apartments Sugar River Mills RHODE ISLAND Aaron Briggs & Cherry Hill Beachwinds Apartments Fieldstone Apartments Grace Apartments Heritage Village Apartments Hillcrest Village Apartments Hillside Village Apartments Oxford Place/Oxford Gardens Pocasset Manor Water’s Edge Apartments MID-ATLANTIC DISTRICT OF COLUMBIA Garfield Hills MARYLAND Washington Gardens SOUTHEAST FLORIDA Campbell Arms Apartments Cutler Manor Apartments Cutler Meadows Glen Apartments Middletowne Apartments New Horizons Apartments Trinity Towers East, West, South MIDWEST ILLINOIS Kankakee: Crestview Village Apartments Elgin: Elgin Schoolhouse Elgin Manor Chicago Properties: Archer Avenue Senior Residences Corcoran Place Apartments Emil Jones Jr. Senior Housing Fred C. Matthews III Senior Housing Greenwood Park Apartments Island Terrace Apartments Lafayette Terrace Apartments Levy House Martin Farrell House Mattie Butler Apartments Newberry Park Apartments South Chicago Salud Center and Senior Housing Historic Uptown Apartments: Hazel Winthrop Uptown Preservation Associates Clifton Magnolia Sunnyside Kenmore Woodlawn Park: The Jackson at Woodlawn Park The Grant at Woodlawn Park The Burnham at Woodlawn Park Renaissance Apartments The Washington at Woodlawn Park Trianon Lofts Woodlawn Station Harvey: Jesse Jackson Jr. East and West Senior Housing South Suburban Senior Housing KENTUCKY Covington: WH MainStrasse Apartments MICHIGAN 8330 On the River 920 On the Park MISSOURI Colony Plaza Apartments Country Club Village I & II Apartments Crestview Village Apartments Deerfield Village Apartments Glenwood Manor Hawthorne Place Apartments Highland Acres Apartments Highland Meadows Apartments Houston Plaza Apartments Maplewood Manor Apartments Monroe Estates Prairie Plains Apartments Woodlen Place Apartments OHIO Blacklick: Walnut Grove Apartments Cincinnati: Abigail Apartments Abington Race and Pleasant Apartments Alice May Easton Place Baymiller Apartments Burnet Place Apartments Community Manor Fairview Estates Kerper Apartments Losantiville Building and Evanston Magnolia Heights Navarre Garrone North Rhine Heights OTR Revitalization Pendleton Estates Terri Manor Apartments Wesley Estates Lincoln Heights: Villas of the Valley I Villas of the Valley II WHERE WE ARE POAH’s footprint recently expanded to two new states (Ohio and Kentucky) in June 2018 with the acquisition of a portfolio of 20 properties and more than 1,057 apartments in and near Cincinnati. 22 / POAH REPORT POAH REPORT / 23 WASHINGTON, D.C. MARYLAND NEW HAMPSHIRE CONNECTICUT RHODE ISLAND MASSACHUSETTS KENTUCKY OHIO MICHIGAN MISSOURI ILLINOIS FLORIDA PROPERTY STATS PORTFOLIO GROWTH BY UNITS PORTFOLIO GROWTH BY STATE FLORIDA WASHINGTON, D.C. MARYLAND NEW HAMPSHIRE CONNECTICUT RHODE ISLAND MASSACHUSETTS KENTUCKY OHIO ILLINOIS MICHIGAN MISSOURI 12,000 855 53% 21% 64%3% 39% 29% 17%16% 50% 8%0% 11,963 8,662 9,642 1 16105 121 24 / POAH REPORT AFL-CIO Housing Investment Trust Alliant Capital Asbury Managers Avidia Bank Bank of America Barnstable County Barnstable County Home Consortium BB&T Bank BlueHub Loan Fund, Inc. BMO Harris Bank Boston Community Loan Fund Boston Department of Neighborhood Development Boston Housing Authority Boston Financial Boston Private Brookline Bank Calvert Impact Capital Cambridge Affordable Housing Trust Cambridge Savings Bank Cape Cod Commission Capital One Foundation CBRE Community Economic Development Assistance Corporation Chicago Community Loan Fund Chicago Community Trust Citi Foundation Citibank Citibank Community Development Citizens Bank Citizens Charitable Foundation City of Boston City of Cambridge City of Chicago City of Cincinnati City of Miami City of New Bedford City of Providence Department of Planning & Development City Real Estate Advisors Clean Energy Group Clocktower Community Economic Development Assistance Corporation Community Investment Corporation Connecticut Department of Housing Connecticut Department of Economic and Community Development Connecticut Housing Finance Authority Cornerstone for Shared Equity CREA D.C. Office of the Deputy Mayor for Planning & Economic Development District of Columbia Housing Authority (DCHA) District of Columbia Housing Finance Agency Eastern Bank Enterprise Community Partners Enterprise Mortgage Investments Eversource Federal Home Loan Bank of Boston Federal Home Loan Bank of Chicago Federal Home Loan Bank of San Francisco First Financial First Housing Florida Housing Finance Corporation Hamilton County, OH HOME Funders Hope of Kentucky, LLC Housing Assistance Corporation Hudson Housing Capital IFF Illinois Clean Energy Community Foundation Illinois Housing Development Authority JP Morgan Capital Corporation JP Morgan Chase Kentucky Housing Corporation KeyBank KeyBank National Association Lancaster Pollard (ONIX) Life Insurance Community Investment Initiative Local Initiatives Support Corporation LISC Chicago Low Income Investment Fund MacArthur Foundation Maryland Appalachian Housing Fund Maryland Department of Housing and Community Development Massachusetts Department of Housing and Community Development Mass Housing Finance Agency Massachusetts Housing Investment Corporation Massachusetts Housing Partnership MassDevelopment MassHousing Melville Charitable Trust Mercy Loan Fund Miami-Dade County Miami Purchase Preservation Fund Michigan State Housing Development Authority Midland Loan Services, Inc. Missouri Housing Development Commission National Affordable Housing Trust National Equity Fund New Hampshire Housing Finance Authority Northern New England Housing Investment Fund Ohio Capital Corporation for Housing Ohio Housing Finance Agency Over-the-Rhine Community Housing People’s United Bank PNC Multifamily Capital Polk Brothers Foundation Prudential Social Investments Red Mortgage Capital R4 Rhode Island Housing RiverHills Bank Rockland Trust Bank Santander Santander Charitable Foundation Somerville Housing Authority Southeast Chicago Commission Stewards of Affordable Housing for the Future Stratford Capital Group TD Bank TD Charitable Foundation The Barr Foundation The Kresge Foundation The Richman Group Town of Bedford, MA Town of Framingham, MA Town of Weymouth, MA United Way U.S. Bancorp Community Development Corporation U.S. Bank National Association U.S. Department of Energy U.S. Department of Housing and Urban Development U.S. Treasury Community Development Financial Institutions Fund Voice of the People in Uptown Walker and Dunlop LLC Wells Fargo FINANCIAL PARTNERS 2021 / 25 26 / POAH REPORT AARON GORNSTEIN, President and Chief Executive Officer, has been President/CEO of POAH since 2015 and is the former undersecretary for the Massachusetts Department of Housing and Community Development and Executive Director of Citizens’ Housing and Planning Association. Board of Directors GEORGIA MURRAY, Chair, Georgia Murray is widely experienced in property ownership and management, and served as director at Boston Financial, a real estate investment company and in senior positions in property management, asset management and investment and acquisitions. LIZ BLUME, Director, is the Director of the Community Building Institute (CBI) at Xavier University and a planning professional with more than 30 years of experience. PRINTICE GARY, Director, is the founding partner and CEO of Carleton Residential Properties, a real estate company engaged in investing, developing, general contracting, and asset management throughout the Southwest. MARK GOLDHABER, Director, is a principal in Goldhaber Policy Services, LLC, a firm that focuses on government relations and issues management, primarily in the areas of housing, mortgage finance, and financial services. TOBY LEVY, Director, is former Executive Vice President and Chief Financial Officer for LISC and Managing Director and Chief Financial Officer for Hedge Fund Strategies at Goldman Sachs & Co. JENNY NETZER, Director, has over 30 years of experience in the affordable housing industry, working with developer and investor organizations and public agencies across the country. ESTELLE RICHMAN, Director, is the former Senior Advisor to the U.S. HUD Secretary and was HUD Acting Deputy Secretary and COO. ANA GELABERT-SANCHEZ, Director, is Principal of Gelabert-Sanchez LLC, a Planning and Design consulting firm that serves clients in the public and private sectors. She was planning director for the City of Miami from 1998 to 2010. MARK SNYDERMAN, Director, is a portfolio manager at Fidelity Investments and served on POAH’s investment committee. WILLIAM TOWNS, Adjunct Professor of Social Impact, Kellogg School of Management at Northwestern University. OUR LEADERSHIP Produced by: Office of Communications Design by: Olga Vanegas Photography: Cydni Elledge Joel Howe Jerry Luterman Maria Plati / 27 28 / POAH REPORT 2 Oliver Street, Suite 500 Boston MA 02109 (617) 261-9898www.poah.org • • • • • • • • • • • • • • • • • • • • • • • • • • • • • PRESERVATION OF AFFORDABLE HOUSING (Boston, MA) 2019-present Development Associate • • • • • • • TOWER COMMERCIAL REAL ESTATE (Miami, FL) 2018-2019 Research Analyst • • VERDE VALUATION SERVICES (Miami, FL) 2017-2018 Real Estate Research Analyst • • CITY OF ORLANDO, REAL ESTATE MANAGEMENT DIVISION (Orlando, FL) 2015-2016 Real Estate Management Intern NAIOP COLLEGIATE CHALLENGE (Orlando, FL) 2015 Team Member • • − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − − Key Staff Now in its 44th year of operation, the Housing Assistance Corporation of Cape Cod has welcomed its second generation of leadership. Our senior management team is committed to investing in operational excellence that will ensure the most efficient and effective use of donations, and secure the organization’s long-term ability to deliver housing and services so that all residents of our region have a safe and affordable place to live. Alisa Magnotta, CEO alisa@haconcapecod.org Alisa holds the honor of being the second CEO Housing Assistance Corporation has had since its inception in 1974. She arrived at HAC in January 2017, bringing with her more than two decades worth of experience in the nonprofit sector. She has served as the COO at Gosnold, the executive director at Alzheimer’s Services of Cape Cod & the Islands and the development director for The Cape Cod Foundation. Originally from Lansing, Michigan, Alisa holds a bachelor’s degree in organizational communications from California State University and a master of science in communication management from Simmons College. She lives in Orleans with her family. Walter Phinney, M.A., Chief Operating Officer (COO) wphinney@haconcapecod.org Walter joined Housing Assistance Corporation in the summer of 2016. Walter has decades of executive experience in health and human services, most recently as the COO of Arbour Counseling Services, managing 10 outpatient behavioral health and substance use recovery centers across Massachusetts. Prior to that Walter was the COO at Outer Cape Health Services, overseeing health centers in Harwich, Wellfleet and Provincetown and a pharmacy in Wellfleet and Provincetown. Walter lives in South Dennis and serves on the Board of Trustees of the Dennis Libraries. Stephen Ferris, Chief Financial Officer (CFO) sferris@haconcapecod.org Stephen joined the HAC team in November 2017, bringing a wealth of financial experience to the agency. He spent more than two decades at American Express where he served in a number of roles, most recently as its Vice President of Finance in the company's Lower Manhattan office. Born and raised in Boston, he holds a Bachelor of Science degree in business administration and accounting from Northeastern University. Stephen, who lives in Brewster with his wife Joanne, is the co-owner of The Break Room in Chatham with his daughter Heather. Key Staff Anne Van Vleck, Chief Development Officer avanvleck@haconcapecod.org Anne joined HAC in the summer of 2017, after almost seven years as the Executive Director at CCYP (Cape Cod Young Professionals). While at CCYP, Anne was able to lead and promote a culture focused on addressing the Cape’s workforce issues through mentoring, civic engagement programs, and creating opportunities for housing that are affordable, accessible and available to young professionals on Cape Cod. Anne lives in Chatham with her family. David Quinn, Director of Housing Development and Planning dquinn@haconcapecod.org David joined Housing Assistance in December 2016 as Assistant Director of Housing Development, before moving into the Director role in 2019. David co- authored HAC’s widely-quoted report, “Housing On Cape Cod: The High Cost of Doing Nothing” and he helped established our innovative Rent 365 program. Today David oversees the agency’s short- and long-term housing development efforts. Previously, David was the Regional Waste Reduction Coordinator for Barnstable County. He holds a master’s degree in urban planning from Tufts University and a bachelor’s degree in political science from Holy Cross. Cassi Danzl, Vice President of Programs and Client Services cdanzl@haconcapecod.org Cassi joined HAC in the beginning of 2017. Originally from the Chicagoland area, she comes to HAC with experience as a Licensed Mental Health Counselor, community based services supervisor, and an Outpatient Clinic Director. Cassi’s department services individuals and families with intake and referral; homeless prevention; homeless outreach; housing search; housing consumer education; permanent supportive housing; case management; stabilization; and HAC's family shelters. Cassi lives in West Yarmouth. Cindi Maule, Director of Leased Housing cmaule@haconcapecod.org Cindi Maule has nonprofit experience in Oregon, Alaska and Maine before she came to Cape Cod in 2008 to become the Director of HAC’s Leased Housing Department. In administering six federal and state rental subsidy contracts comprising over 900 vouchers, she manages a staff of 10 and an annual budget of $8 million. She is the chief program liaison with over 650 property owners. She also is a member of the Regional Housing Network Board. Cindi is co-chair of the Chatham Affordable Housing Committee. Key Staff Keith Trott, Director of Housing Production and Maintenance ktrott@haconcapecod.org Keith joined Housing Assistance Corporation in 2012 and manages all construction projects including the development of new housing and the acquisition and refurbishment of existing properties. Keith also manages day- to-day operations and maintenance of 19 residential rental units, 11 scatter- site units, 5 shelter properties, and special projects as needed. Keith maintains a Massachusetts Unrestricted Construction Supervisor License. For almost twenty years prior to joining Housing Assistance, Keith owned and operated an independent contracting company engaged in all phases of commercial and residential building. Shawna Moos, Vice President of Operations and Strategic Initiatives smoos@haconcapecod.org Shawna directs Housing Assistance’s marketing, advertising, and media relations efforts, as well as coordinates with community organizations, advocacy groups, and legislative affairs staff to ensure HAC’s impact across Cape Cod and the Islands. Shawna serves on the Philanthropy Day of Cape Cod Committee, and brings a combination of expertise in marketing and communications; foundation, corporate, and media relations; and organizational development. She previously served as Director of Communications for the International Fund for Animal Welfare (IFAW). Experience and Capacity Launched in 1974, Housing Assistance Corporation is a nonprofit that provides essential housing services to low- and middle-income households on Cape Cod, Martha’s Vineyard, and Nantucket. Our mission is to strengthen the Cape and Islands region by empowering individuals, fostering community connections, and increasing year-round affordable housing opportunities. We were founded to administer rental assistance programs for Cape Cod and the Islands and to provide year-round housing to the region’s workforce, seniors, and disabled individuals. Our work has expanded to encompass a range of programs and services that prevents homelessness; stabilizes housing; and empowers households to achieve their personal and professional goals, using housing as the catalyst: We annually serve an average of 5,000 households in our region in three main areas:  Homelessness Prevention – We operate four family shelters which includes Angel House in Hyannis, Carriage House in North Falmouth, Scattered Sites in Hyannis, and the Village at Cataumet in Bourne. We also conduct homeless outreach to individuals living in the streets and woods of Cape Cod to connect them to the services they need to move into permanent housing. We also prevent families and individuals from becoming homeless, using public and private funding to ensure we can support both low- and middle-income households with emergency financial assistance.  Housing Stabilization – We administer over 1,200 housing vouchers, providing essential rental assistance to households in our region. We also conduct free energy audits and weatherization measures for low-income households. Since our inception, we have developed over 550 units of affordable housing and have 120 units in our pipeline over the next three to four years.  Empowerment – We offer one-on-one foreclosure prevention and reverse mortgage counseling. We also conduct a series of financial literacy classes, including Money Matters, which provides practical strategies for households to take control of and strengthen their personal finances. Our classes also include a First-Time Homebuyer workshop to help our clients realize their dreams of homeownership. Since 2017, we have organized the Cape Housing Institute to provide municipal officials with the tools, education, and resources needed to boost affordable housing in their communities. We also organize Cape Housing Advocacy Training to give the general public the education, skills, and confidence to speak up in favor of the affordable housing needed in their towns. And our nonprofit Cape Community Real Estate department connects individuals and families to affordable and attainable homeownership opportunities in our region. HOUSING DEVELOPMENT EXPERIENCE Housing Assistance Corporation (HAC) Is the largest developer of affordable housing on Cape Cod and the Islands. Since our inception, we have constructed over 550 units of affordable housing with another 120 units in our development pipeline over the next few years. Most recently, Housing Assistance completed the Lofts at 57 on Ridgewood Avenue near downtown Hyannis in July 2020. This pocket neighborhood consists of 8 apartments that includes 2 affordable units and 6 market rate ones. We are serving as the property manager for the development. We also served as a consultant for FORWARD (Friends or Relatives with Autism and Related Disabilities) for their project, FORWARD at the Rock in Dennis, which added 8 new affordable apartments for adults on the autistic spectrum. FORWARD at the Rock was completed last October. FORWARD at the Rock, Dennis Lofts at 57, Hyannis – Ribbon Cutting 2020 In the fall of 2018, we finished construction on High Meadow Townhomes, the third and final phase of an affordable housing development that brought a total of 117 units of mixed-income apartments to Bourne. We partnered with the Preservation Of Affordable Housing (POAH), a national nonprofit that specializes in building and managing affordable housing developments, on the project. Our partnership with POAH is continuing on the three developments currently in our pipeline. These include Brewster Woods which will bring 30 affordable apartments to Brewster; Falmouth Road which will bring 39 affordable apartments to Mashpee; and Cape View Way which will bring 51 affordable apartments to Bourne. Our organization has an internal Housing Development Department which has expertise in identifying potential parcels for constructing affordable housing; managing feasibility studies as well as the design and permitting process for affordable housing developments; working with municipal officials and the general public on building support for affordable housing projects; navigating the financing necessary to making affordable housing projects possible; and overseeing the construction of affordable housing developments. HAC also has a full-service nonprofit real estate department, Cape Community Real Estate (CCRE), that assists residents in the purchase and sale of affordable and market rate homes. CCRE also conducts affordable housing lotteries and will oversee the marketing and lottery process for 107 Main Street (see “Marketing Strategy and Lottery” section). Since 1990, CCRE has conducted hundreds of homeownership lotteries throughout Cape Cod and the Islands, both for HAC projects as well as private and nonprofit developers, resulting in affordable homes and apartments throughout the Sachem’s Path, Nantucket – Under construction Great Cove Community, Mashpee region. We can ensure the marketing, tenant review, and lottery process adheres to local and state rules and regulations. HAC also self manages 38 units of rental housing (including apartment complexes, condo units, duplexes, and single-family homes), several shelters, and our commercial office space. A full list of HAC real estate assets is included as an attachment. In addition to the properties that we self-manage we partner with POAH Communities to manage a number of our larger rental housing developments, including Kimber Woods, Lombard Farms, and Southside Village. POAH Communities will be the property manager for 107 Main Street LIST OF HAC AFFORDABLE HOUSING PROJECTS: PROJECT NAME LOCATION YEAR BUILT # OF UNITS TYPE OF PROJECT Cape View Way Bourne 2024 51 Rental (in permitting) 950 Falmouth Rd Mashpee 2023 39 Rental (pre-development) Brewster Woods Brewster 2022 30 Rental (under construction) Lofts at 57 Hyannis 2020 8 Rental FORWARD at the Rock* Dennis 2020 8 Special Needs / Group Home Sachem's Path Nantucket 2018 40 Homeownership High Meadow Townhomes** Bourne 2019 44 Rental Clay Pond Cove** Bourne 2012 45 Senior Rental Canal Bluffs** Bourne 2009 28 Rental Kimber Woods** Barnstable 2009 28 Rental Lombard Farms** Barnstable 2009 12 Senior Rental Melpet Farms** Dennis 2009 27 Rental Great Cove Community Mashpee 2014 10 Rental Southside Village Barnstable 2005 14 Rental The Homesteads Sandwich 2007 16 Homeownership Gallagher Lane Barnstable 2005 7 Homeownership Cape Cod Senior Residences Bourne 2005 60 Assisted Living & Senior Rental Wells Court Brewster 2005 24 Rental Brush Hill Yarmouth 2007 4 Special Needs Anthony Drive Barnstable 1988 12 Homeownership Founder's Court Barnstable 1987 32 Rental Chase House Barnstable 1986 6 Group Home Hillside Village Vineyard Haven 1982 40 Senior Rental Our Island Home Nantucket 1984 18 Rental Self Help Housing Regional 1978- 84 72 Homeownership *HAC development consultant, ** HAC/POAH Partnership DAVID QUINN, DIRECTOR OF HOUSING DEVELOPMENT AND PLANNING David Quinn, Director of Housing Development and Planning Email – dquinn@haconcapecod.org Phone – (508) 771-5400 David joined Housing Assistance in December 2016 and has managed several of HAC’s housing development projects, including the Lofts at 57 in Hyannis, MA and Phase 2 of Sachem’s Path on Nantucket, MA. David co-authored HAC’s widely-quoted report, “Housing On Cape Cod: The High Cost of Doing Nothing” and he helped established our innovative Rent 365 program. Today David oversees the agency’s short- and long-term housing development efforts. Previously, David was the Regional Waste Reduction Coordinator for Barnstable County. He holds a master’s degree in urban planning from Tufts University and a bachelor’s degree in political science from Holy Cross. Education Tufts University, Medford, MA – M.A. Urban & Environmental Policy and Planning (2009 – 2012) College of the Holy Cross, Worcester, MA – B.A. in Political Science (2001 – 2005) WORK EXPERIENCE Housing Assistance Corporation, Barnstable, MA (2016 – present) Director of Housing Development and Planning • Manages all activities involved with developing affordable housing including coordinating the work of architects, engineers, legal team, banks, funders, builders and other professional staff in the conception, design, funding, construction and occupation of a housing project. • Oversee Real Estate division, including affordable housing monitoring services, lotteries, and resales. • Work with municipalities or other entities to obtain permitting including zoning, endangered species, waste water treatment and others as required. • Prepare funding application for predevelopment, public, construction and permanent financing; understanding of various funding programs including LIHTC, HOME, HIF, etc. as well as other State project requirements. Barnstable County (Cape Cod Cooperative Extension), Barnstable, MA (2012 – 2016) Regional Waste Reduction Coordinator DAVID QUINN, DIRECTOR OF HOUSING DEVELOPMENT AND PLANNING • Provided technical assistance to municipalities in Barnstable County on solid waste and recycling related initiatives, including implementation of Pay-As-You-Throw waste reduction programs. • Collected and analyzes solid waste data and provides recommendations to local government officials on how to operate more efficiently and reduce overall waste disposal. • Organized quarterly workshops for local officials on solid waste-related topics, such as recycling markets, difficult-to-manage materials, large-scale composting best practices, and grant opportunities. • Assisted municipalities in writing grant proposals to fund program implementation, equipment purchases, and educational efforts. Land’s Sake, Inc., Weston, MA (2008 – 2012) Director of Operations / Events Coordinator/ Conservation Land Manager • Developed internal processes for financial control and reporting, safety, budget tracking, and contract administration for non-profit organization with a mission of environmental stewardship, sustainable farming and forestry, and education. • Coordinated with town officials regarding the long-term management of public conservation land. • Facilitated staff meetings and advise department managers on budgetary and staffing decisions. • Researched and write grant proposals to support the organization’s programmatic goals. • Oversaw communication with the public through newsletter development and website management. • Managed an annual series of large community events and fundraising efforts focused on seasonal farming activities and environmental education. • Provided ecological stewardship of Weston's conservation land through the management of Land's Sake's forestry operation, which includes firewood and maple syrup production, environmental education, the maintenance of the town's 100-mile trail network. AmeriCorps Cape Cod, Barnstable, MA (2007 – 2008) National Service Volunteer • Contributed 1,700+ hours of service toward land and water conservation projects, environmental education, community outreach, event planning, and disaster preparedness. Public Consulting Group, Inc., Boston, MA 2005 – 2007 Consultant – Education Services Practice Area (ESPA) DAVID QUINN, DIRECTOR OF HOUSING DEVELOPMENT AND PLANNING • Managed several large-scale IT projects to implement EasyIEP®, a special education management software; consulted with clients and made software design recommendations; oversaw the work of computer 2 Oliver Street, Suite 500 | Boston, MA 02109 | tel 617.261.9898 | fax 617.261.6661 | www.poah.org POAH COMMUNITIES CORPORATE PROFILE 2 Oliver Street, Suite 500 | Boston, MA 02109 | tel 617.261.9898 | fax 617.261.6661 | www.poah.org POAH COMMUNITY IMPACT 2020 REPORT Building the Foundation of Resilience COMMUNITY IMPACT REPORT 2020 / 2020 COMMUNITY IMPACT REPORT2 People’s need for decent housing is fundamental – without it, they cannot thrive and grow. But access to housing alone is not enough, especially for housing providers like POAH who understand our work as only one front in the broader fight against poverty and inequality in this country. In 2020, we were reminded just how essential decent housing is to our health, safety and emotional well-being. It was a difficult and, in many ways, traumatic year. It was also a year of great resilience. The COVID-19 pandemic, the subsequent economic crisis and our nation’s reckoning with racial injustice continue to have a profound impact on our work. Yet our mission, our vision and our team remain steadfast: to preserve, create and sustain affordable, healthy homes that support economic security, racial equity and access to opportunity for all. This report celebrates the resilience of POAH’s staff and residents in 2020. In response to the COVID-19 pandemic, POAH Communities staff mobilized to provide more than 35,000 instances of essential services to residents. These individual services include access to personal protective equipment, food, public benefits, rent and utility assistance and much needed individual and community engagement at a time when mental and emotional health was most in jeopardy. Like many organizations and communities across America, the Community Impact team reflected on systemic racism and our role in advancing equity. One way we turned this reflection into action was by expanding our economic mobility and community engagement work to reach more of the communities we serve. We expanded our FSS programs, stayed committed to our community engagement goals in key locations and continued to support residents to reach their personal and financial goals. Lastly, we built the foundation for a new trauma- resiliency initiative designed to reimagine property management, resident services and physical design through the lens of trauma- informed care. We will spend the next two years working with a team of staff, residents, partners, peers and policymakers to advance trauma- resilient strategies within POAH’s portfolio and across the affordable housing sector. 2020 COMMUNITY IMPACT REPORT Residents have the ability to achieve financial freedom. Residents have the opportunity to enrich their lives. Residents are stably housed. Building the Foundation of Resilience POAH COMMUNITIES/ 3 2020 BY THE NUMBERS / 2020 COMMUNITY IMPACT REPORT4 RESPONDING TO THE COVID-10 PANDEMIC When the COVID-19 pandemic disrupted daily life for millions of Americans, POAH Communities staff sprang into action. Community Impact Coordinators began to conduct Wellness Calls to every resident of POAH properties.Wellness Calls cover a range of important topics that respond to the unique needs of each household: • Education on COVID-19 and how to stop the spread • Access to food, including Meals on Wheels and on- site food pantries • Refilling prescriptions and other medications without leaving home • Paying rent, understanding the eviction moratorium and accessing rent assistance • Understanding Economic Impact Payments, Unemployment Insurance, SNAP expansion and other public benefits • Obtaining free or low-cost internet through public schools or internet service providers • Connecting with a caring person at a time when many feel lonely or afraid Community Impact Coordinators partner with Property Managers to connect residents to emergency financial assistance for rent and utilities. Through Wellness Calls, flyers and monthly phone outreach, teams work together to identify households who are falling behind on rent and support them every step of the way in applying for financial assistance. At Hawthorne Place in Independence, MO, POAH partner Community Services League provided more than $150,000 in emergency rent and utility assistance in the month of November alone. In Massachusetts, where POAH has been a vocal advocate to expand rent assistance funds, POAH Communities staff have helped residents apply for more than $320,000 in aid. 1 DID YOU KNOW? POAH LAUNCHED A RESOURCE WEBSITE: poah.auntbertha.com which allows anyone, from anywhere, to search for free or low-cost social services anywhere in the US. ww w Casandra Caldwell shares a smile while preparing resource bags for residents at the Woodlawn Resource Center in Chicago, Illinois. POAH COMMUNITIES/ 5 Trinity Towers South staff provided residents with services and connection in 2020, pictured here after they made holiday dinner deliveries. Left hand photo: Grace Apartments staff delivered apples to residents after the trip to the orchard was cancelled due to the pandemic. Right: POAH staff delivered welcome kits to residents at the Attleboro properties. Unity Baptist Church made generous donations to residents at Middletowne Apartments in Florida. / 2020 COMMUNITY IMPACT REPORT6 ADVANCING OUR WORK IN ECONOMIC MOBILITY & COMMUNITY ENGAGEMENT ECONOMIC MOBILITY Amid the COVID-19 response effort, Community Impact doubled down on our commitment to advancing economic mobility and promoting equity through financial health. POAH runs FSS programs at roughly 70% of its eligible properties. Since launching the program in 2016, more than 400 residents have benefitted, collectively saving nearly $900,000 in escrow. Data shows that 40% of all Americans don’t have enough savings to cover a $400 emergency. Yet the average FSS family has saved nearly $6,500 in just 3-4 years. This financial cushion becomes even more important during an economic downturn caused by the COVID-19 pandemic. In 2020, we launched POAH’s second largest FSS program extending eligibility to more than 500 families in Cincinnati through an innovative partnership with Cincinnati Works. In partnership with Compass Working Capital, POAH also launched an FSS Remote Service Pilot in 6 properties across three states. The pilot is designed to test technology-enabled approaches to delivering FSS, such as an online enrollment portal that allows residents to enroll anytime from anywhere without having to make an appointment. 2 POAH RESOURCE CENTERS: From Economic Recovery to Resilience • 66% Increase in Households Receiving Income Supports from 2019 • 2x more Participants Engaged in Employment Coaching in 2020 than in 2019 • 150 Participants Placed in Jobs in 2020, a 30% increase from 2019 • 600 Participants Received Integrated Coaching Services to support their personal and financial goals, a 20% increase from 2019 POAH COMMUNITIES/ 7 When Dawn Clark and her three children moved into a POAH property in the Woodlawn section of Chicago more than ten years ago, they were excited to be part of this vibrant neighborhood that was undergoing a revitalization with new housing, retail stores and many community amenities. Having stable housing was important to their growth as a family and The Grant at Woodlawn Park provided that. By 2014, Dawn and her children were looking for opportunities to gain skills and experiences that would help them build a bright and successful future in other areas of their life - education, employment and community engagement. That’s when they discovered the services offered by the nearby Woodlawn Resource Center (WRC) operated by POAH Communities. Dawn signed up for support services and resources that helped her gain financial stability and find a job. Working with a WRC Financial Opportunity Team counselor, she was able to raise her credit score by more than 100 points and remove more than $3,000 in debt. At the same time, she was working on improving her computer skills by participating in digital literacy classes and received employment counseling that would help her apply for a job. While Dawn was building her skills, her three children were busy building their own future - participating in summer camp, tutoring, and doing volunteer work as part of their school’s community service requirements. All along the way, the Woodlawn Resource Center was supporting and encouraging each of them in their individual paths to success. Dawn completed an accelerated employment program through the Woodlawn Job Club, one of the services offered through the WRC’s partnership with the Chicago Cook Workforce Partnership. Through the club, she learned professional development skills that focused on customer service and effective communication that helped her land a job at South Shore Hospital. After a positive work experience there, she was able to apply for a new job that brought a significant salary increase with the City of Chicago/ Streets and Sanitation Department. In May of 2019, Dawn continued to work with her financial coach at the WRC and enrolled in the Family Self Sufficiency (FSS) program, a program that allows participating households to save the amount of rent increases that result from increased income due to employment into a special escrow account. The program helped her work towards her goal to save for a down payment on a home of her own and the first-time homebuyer workshops offered by POAH’s community partner, Neighborhood Housing Services, helped her find that home. In just a few short years, Dawn has reached her goals of securing a sustainable means of employment, increasing her credit score and achieving home ownership and the WRC is proud to have been part of that success. DAWN CLARK CHICAGO, ILLINOIS RESIDENT PROFILE “Dawn says that the WRC helped her truly grow both personally and professionally, teaching her skills that she has incorporated into her everyday life.” / 2020 COMMUNITY IMPACT REPORT8 COMMUNITY ENGAGEMENT In 2020, two key strategies advanced POAH’s commitment to community engagement: 1. Authentic resident driven engagement in large-scale transformation projects and 2. Civic engagement through voter registration. Community engagement is a mutually beneficial process: it places residents, staff and neighbors in a position of partnership, identifying and solving problems together. It builds trust, cohesion and networks that can be utilized to strengthen entire neighborhoods. The result is long term buy- in among residents, a sense of community ownership and, ultimately, a reduction in displacement among longtime residents. Community engagement supports our goals as a developer, property manager and neighbor. RESIDENT-DRIVEN COMMUNITY ENGAGEMENT EFFORTS WERE EXPANDED AT BARRY FARM IN WASHINGTON, DC, CUTLER MANOR IN MIAMI, FL AND FLAT 9 WHITTIER STREET IN BOSTON, MA. In just one year, more than 140 former and current residents provided letters of support to the Barry Farm redevelopment, signalling an important shift in the community’s commitment to partnering with POAH to design the future of Barry Farm. POAH COMMUNITIES STAFF ACROSS 80 PROPERTIES SIGNED UP TO PROMOTE CIVIC ENGAGEMENT THROUGH THE POAH VOTES 2020 VOTER REGISTRATION CAMPAIGN. Even when the pandemic upended plans for large scale voter registration events, CICs found ways to adapt through outdoor, socially distanced registration drives and by creating “Registration Stations” inside our buildings Voter Registration Drive - Trinity Towers East, Melbourne, FL. Voter Registration Drive - Crestview Village, Kankakee, IL POAH Communities’ Voter Registration Drive engaged residents at Bay Meadow Apartments in Springfield, MA. POAH COMMUNITIES/ 9 When Christina Jacks got a divorce, she had two small children and a mortgage on a home she couldn’t afford and little ability to move forward. Fortunately, she found an apartment for her young family at Hawthorne Place, POAH’s family housing development in Independence, Missouri where she lived for four years rebuilding her life. When POAH Communities brought the Family Self Sufficiency program to Hawthorne, Christina registered for its employment services, financial coaching and income supports. The FSS program helps build financial assets for families in subsidized housing communities. It does so by capturing increases in earned income, not to go toward higher rent payments, but to an individual escrow savings account. In less than 2 years, Christina saved nearly $9,000 through FSS. Community Services League, the administrator of the program, helped her land a great job at a Raytown-based company that develops school picture orders. With a new career, her life changed; her FSS savings was used to cover the down payment and closing costs on a new home. She now has a spacious backyard with a swing set less than a quarter- mile from the neighborhood school. Christina was the first Hawthorne FSS graduate to go into homeownership but not the last - three more Hawthorne resident have bought homes in the past year! (Story and photo courtesy of Community Services League) . RESIDENT PROFILE CHRISTINA JACKS INDEPENDENCE, MISSOURI “In less than 2 years, Christina saved nearly $9,000 through Family Self Sufficiency Program.” where residents could drop off their completed registration forms at any time of day. Through more than 48 on-site registration events, CICs newly registered 600 residents and helped confirm the registration status of many more. Throughout the summer and fall months, CICs helped residents craft a voting plan, assisted residents in requesting mail-in ballots, coordinated with Town Halls for secure drop-off and helped to arrange transportation for residents who were committed to voting in person. / 2020 COMMUNITY IMPACT REPORT10 DESIGNING TRAUMA-RESILIENT COMMUNITIES In 2020, POAH was awarded one of six Housing Affordability Breakthrough Challenge (HABC) grants for its proposal to advance trauma-informed practices in affordable rental housing. The HABC award will allow POAH and five core partners to dedicate the next two years to designing, testing and scaling trauma-informed innovations in property management, resident services and physical design. If left unaddressed, trauma can have a lasting impact on our physical, mental and emotional health. Yet the negative impacts of trauma can be mitigated utilizing principles of trauma-informed care to build resilience. That’s why POAH will be dedicating the next two years to reimagining property management, resident services and physical design through the lens of trauma-resiliency. The result will be a more equitable model for affordable housing that reduces evictions; improves resident and staff retention; promotes health through physical design; and helps residents pursue and realize their hopes and goals. This project is generously funded by Wells Fargo and Enterprise Community Partners. PARTNERS: Design Impact (Cincinnati, OH); Stewards of Affordable Housing for the Future (SAHF) (Washington, DC); The Center for Trauma Informed Innovation at Truman Medical Centers (Kansas City, MO); Community Services League (Independence, MO); and MASS Design Group (Boston, MA). FIVE PRINCIPLES OF TRAUMA-INFORMED CARE: SAFETY TRUSTWORTHINESS CHOICE COLLABORATION EMPOWERMENT *Adapted from the Missouri Model of Trauma Informed Care KEY COMPONENTS: • Human-centered design process • 4 pilot sites (Hawthorne Place in Independence, MO, Cincinnati Portfolio in Cincinnati, OH, Flat 9 at Whittier in Boston, MA, Brandy Hill Apartments in East Wareham, MA) • Policy & advocacy • Roundtables & broad peer engagement CC OMMUNITYSSERVICESLLEAGUE SHARING BESS TRUMAN’S LEGACY OF CARING POAH COMMUNITIES/ 11 KAMARIA APPLETON CHICAGO, ILLINOIS When Kamaria Appleton walked into the Woodlawn Resource Center (WRC) for the first time, the single- mother of three and third-generation resident of Section 8 housing wanted to enroll in a training program to boost her income as a part-time care giver. She wanted to get out from under thousands of dollars of debt after a shady vocational training program lured her in with false job-placement rates, then stuck her with predatory loan rates. Kamaria was introduced to the Local Initiatives Support Corporation’s Bridges to Opportunities Initiative, a WRC program offering comprehensive real-world training in skills local employers need most. The program lets participants enhance their job hunting, communications, math, and financial services skills, while offering unique opportunities to train at a local neighborhood organization or community college. She also received financial coaching from the WRC and developed a budget for her household expenses and set goals for saving money. Eventually, Kamaria was able to retire her student loan debt and get her finances back on track. She was able to get a job and look forward to her next goal which was to further her education focused on social work at the Kennedy-King College. She has also joined two honors societies - Phi Theta Kappa and National Society of Leadership. She will be graduating from the college this semester and was accepted into Northeastern Illinois University to start a dual-Master’s program in social work in the fall. RESIDENT PROFILE “I look forward to completing my education and starting my new career. I’m looking forward to the day when I can purchase my own home in Woodlawn and help do for my children what my financial coach and the WRC have done for me.” —Kamaria Appleton ABOUT POAH POAH’s primary mission is to preserve, create and sustain affordable, healthy homes that support economic security, racial equity and access to opportunity for all. POAH specializes in the preservation of existing affordable housing that is at risk of being lost due to market pressures or physical deterioration. POAH has expertise in new construction and neighborhood-scale mixed-income development and mixed-use redevelopments. POAH Communities serves a broad range of households, including families, seniors, and persons with disabilities. www.poah.org PRESERVATION OF AFFORDABLE HOUSING 2 Oliver St, Suite 500 Boston, MA 02109 (617) 261-9898 A publication of POAH Communications COMMUNITY IMPACT FUNDERS & DONORS Boston Capital Boston Financial Boston Private Capital Needs Unlimited Capital OneC Citi Foundation Citizens Bank Foundation Corporation for Supportive Housing Eastern Bank Charitable Foundation Enterprise Community Partners First Financial Foundation Greater Cincinnati Foundation Jewel Osco JP Morgan Chase KJP Partners LISC Chicago MacArthur Foundation Melville Charitable Trust National Affordable Housing Trust Plymouth Rock Foundation Santander Charitable Foundation Stewards of Affordable Housing for the Future The Model Group United Way of Greater Chicago Wells Fargo 2 Oliver Street, Suite 500 | Boston, MA 02109 | tel 617.261.9898 | fax 617.261.6661 | www.poah.org POAH COMMUNITIES NEW RESIDENT QUESTIONNAIRE and LATE RENT REFERRAL FLOW CHART Resident Questionnaire A D U L T S ( 1 8 + ) Directions: Please complete a questionnaire for every resident in the household who is 18 or over. Name: Unit #: Section 1: Community Engagement 1. What do you like best about living at this property? Leave blank if refused 2. What would you like to change about the property? Leave blank if refused 3. What is your primary language? Select one  English  Spanish  Mandarin  Cantonese  Russian  Haitian Creole  Portuguese  Amharic  Other, please specify:  Refused 4. Please rate how safe you feel in your: Excellent Very Good Good Fair Poor Refused Apartment Building       Neighborhood       5. What are your top 3 concerns about safety in your community? Leave blank if refused i. ii. iii. 6. Do you know your neighbors? Most Some Few None Refused      PG2 7. Do you feel you can rely on your neighbors? Most Some Few None Refused      8. Please rate the quality of resources in your community: 9. Is it easy for you to access the following resources in your community? Select “Resource Unavailable” to indicate unavailability of resource 10. What types of community opportunities would interest you? Select all that apply  Budgeting/Financial Education  Child Care  College Preparation  Computer Classes  Fitness Activities  GED Preparation  Healthy Cooking  Homeownership  Housekeeping  Job Training  Teen Employment  Volunteering  Youth Afterschool Programs  Youth Summer Programs  Other, please specify:  Refused Good Bad Resource Unavailable Refused Schools     Grocery Stores     Community Center     Public Transit     Police & Fire     Yes No Resource Unavailable Refused Schools     Grocery Stores     Community Center     Public Transportation     Bank     PG3 11. What are your primary modes of transportation? Select all that apply  Bike/Bikeshare  Bus  Car (mine)  Car (someone else’s)  Subway/Train  Taxi/Rideshare  Walk  Other, please specify:  Refused 12. Are you registered to vote? Yes No Not Eligible Refused     13. What are your primary modes of internet access? Select all that apply  Home  Work  Mobile Phone  Community Center/Library  Coffee shop or store with free Wi-Fi  Other, please specify:  I don’t have regular access to the internet  Refused Section 2: Work, Income, and Assets 14. Have you ever served on active duty in the U.S. Armed Forces, Reserves, or National Guard?  Yes, and I am currently on active duty  Yes, and I have served in the past  No  Refused 15. What is your highest level of education attained?  Grammar or Some High School Only  High School/GED  Certificate/Vocational  Some College  Associates Degree  Bachelor’s Degree  Master’s Degree or above  Other, please specify:  Refused 16. Are you currently enrolled in any of the following educational programs?  High school  GED  Certificate/Vocational  Associate’s Degree  Bachelor’s Degree  Master’s Degree or higher  Other, please specify:  Not Currently Enrolled  Refused PG4 17. a) Are you interested in furthering your education? Yes No Currently Enrolled Refused     b) IF YES, what are you interested in studying? Select all that apply  Administration/Clerical  The Arts (photography, graphic design, writing, etc)  Business  Caretaking  Computers/Technology  Cosmetology  Criminal justice  Culinary/Restaurant  Education  Engineering  English as a Second Language  Health/Medicine  Homemaker  Hospitality  Law  Social worker  Other, please specify:  Not interested in furthering education  Refused 18. a) Are you currently employed? If not, skip to 19. Yes No Retired Refused     If YES, please specify your position(s) and employer(s) Leave blank if refused b) If you are employed, you may be eligible for the Earned Income Tax Credit (EITC). Would you like help filing for this program? Yes No Refused    PG5 19. If you are unemployed or underemployed and looking for a job, do you face any of the following difficulties in your search? Select all that apply  Age discrimination  Health challenges  Lack of available jobs  Lack of child care  Lack of education  Lack of familiarity with application process  Lack of transportation  Language barrier  Need employment coaching  Other, please specify:  Not looking for employment/Retired  Refused 20. Are you interested in attending an employment training program? Yes No Not Applicable Refused     21. Within the past 12 months, have you ever run out of food and been unable to get more? Yes No Refused    Section 3 Health & Wellness 22. In general, how would you describe your physical health? Excellent Very Good Good Fair Poor Refused       23. Do you have health conditions you currently manage? Select all that apply  Anemia  Arthritis  Asthma  Autoimmune Disorder  Behavioral/Mental Health  Bone Density Loss  Cardiovascular Disease  Chronic Obstructive Pulmonary Disease (COPD, bronchitis, emphysema, et al.)  Degenerative Vision  Diabetes  Digestive Disorder  Fibromyalgia  High Cholesterol/High Blood Pressure  Obesity  Other, please specify:  No, I don’t have any health conditions I currently manage.  Refused PG6 24. During the past 30 days, for about how many days did poor physical health (which includes physical illness and injury) make it hard for you to do your usual activities, such as self-care, work, or recreation? 0 days 1-2 days 3-5 days A week or more Unsure Refused       25. During the past 30 days, for about how many days did poor mental health make it hard for you to do your usual activities, such as self-care, work, or recreation? Poor mental health can include prolonged experiences of stress, depression, challenges managing emotions, etc. 0 days 1-2 days 3-5 days A week or more Unsure Refused       26. Is there a hospital you generally use? Leave blank if refused 27. In the past 12 months, have you been treated at an emergency room (ER)? 28. What type(s) of health insurance do you have? Select all that apply.  Private  Medicaid  Medicare  VA Health Care  None  Other, please specify:  Refused 29. Do you have a usual place where you receive routine primary care services? Yes No Refused    30. Have you visited a healthcare provider for routine checkup in the last 12 months? Yes No Refused    Yes No Refused    PG7 Section 4: Additional Feedback 31. Please list any areas in which our service could be improved. Thank you for taking the time to fill out our survey. We rely on your feedback to help us improve our community. Leave blank if refused. 32. Can you help us update your contact information? Email Primary number, type (i.e., 000-000-0000, cell) Secondary number, type (i.e., 000-000-0000, home) RESIDENT REFERRAL TO CIC FOR LATE RENT PAYMENT This workflow procedure is intended for Property Managers and Assistant Managers at properes with a Community Impact Coordinator or Manager. The goal is to help the resident pay rent in full and to use PI to track collaboraon on this process through a Resident Issue record in PI. This can be done via Pi’s Resident Dashboard or the Resident Issues screens. Property Management has taken appropriate steps to reach out to resident and generates Late Rent Reminder. Best Practices Property Manager schedules and leads weekly meetings with staff. CIC generates the Resident Issues list and brings to staff meetings. YES Resident does not pay rent before the 6th of the month OR Resident enters into a repayment agreement for rent owed. Resident approved for assistance? YES NO NO CIC works with resident to apply for assistance programs and adds update(s) to Acon Notes field on Resident Issue in PI. * 1 2 3 4a4b Create the Resident Issue ‘referral’ in PI > set Outcome Area to ‘Housing’ > set Issue to ‘Rental Assistance” > set the Acon Taken to ‘Send email referral to Community Impact.’ PI generates an email to the CIC The CIC receives the email referral and begins assisng resident. This includes a minimum of 3 separate contact aempts which could include phone calls, emails, so leer delivery, partner referral and/or home visit. For each contact aempt, add to the Acon Notes field on the Resident Issue in PI. Include the date and your inials. ‘Does the resident respond to CI contact aempts within 1 week from inial contact? CIC notes the funds pending on the Acon Notes > changes Acon Taken to ‘Send email to Property Mgmt.’ CIC adds update to Acon Notes field > changes Status to ‘Issue Resolved Unsuccessfully’ > changes the Acon Taken field to ‘Send email referral to Property Mgmt.’ PI generates an email to the Property Mgr CIC adds update to Acon Notes field > changes Acon Taken to ‘Send email to Property Mgmt.’ PI generates an email to the Property Mgr PM receives email referral > sets up or updates repayment agreement with resident > adds to Acon Notes field in PI > changes Acon Taken to ‘Send email to Community Impact.’ PI generates an email to the CIC PI generates an email to the Property Mgr PI generates an email to the CIC PM receives email referral and waits for funds. Once received, adds to Acon Notes > changes Acon Taken to ‘Send email referral to Community Impact.’ CIC receives email referral > closes referral process by changing Status to ‘Resolved Successfully’. If applicable, creates a new Resident Issue. CIC receives email referral > closes referral process by changing Status to ‘Resolved Successfully’ > creates new Resident Issue to monitor success of repayment agreement. Issue Category should be ‘Evicon Prevenon for Non-Payment’ under the Outcome Area of ‘Housing’. If applicable, creates addional Resident Issue(s) as needed. Property Mgmt CIC Team Property Manager receives email noficaon and makes final call to resident. Does the resident respond? Return to step 1 and repeat process. YES Evicon moratorium lied? NO NO YES Discuss with Regional Property Supervisor BESTPRACTICES 2 Oliver Street, Suite 500 | Boston, MA 02109 | tel 617.261.9898 | fax 617.261.6661 | www.poah.org POAH COMMUNITIES SAMPLE MANAGEMENT PLAN M A N A G E M E N T P L A N WHITTIER CHOICE PHASE 1A-9% Roxbury, Massachusetts 34 Apartment Units – Affordable Family Housing Prepared: October 18, 2017 The following Management Plan has been prepared for Whittier Choice Phase 1A-9% (the “Development”). The Development is to be managed by POAH Communities, LLC (“Managing Agent”) pursuant to the specifics of the Management Agreement which is effective as of _________ __, 2017 having Whittier 1A-9 Preservation Associates Limited Partnership, as “Owner.” This Management Plan has been prepared to conform to those requirements set forth by the Secretary of the United States Department of Housing and Urban Development (“Secretary”) and those guidelines as established by the Massachusetts Housing Finance Authority. 1. The Roles and Responsibilities of Owner and Managing Agent. (a) The Managing Agent for the Development is directly responsible to the Owner which has a “Manager of Assets” with that contact person being Dena Xifaras at dxifaras@poah.org and she can be reached by telephone at 617.449.0874. The Managing Agent is responsible for the day-to-day operation of the Development unless otherwise specified. (b) The Managing Agent must consult the Manager of Assets for any expenditure which exceeds Five Thousand Dollars ($5,000) in any one instance for labor, materials or otherwise in connection with the maintenance and repair of the Development, except for recurring expenses within the limits of the operating budget or emergency repairs involving manifest danger to persons or property, or required to avoid suspension of any necessary service to the project. In the latter event, the Managing Agent will inform the Owner of the facts as promptly as possible. (c) The Managing Agent will make all decisions with regard to all hiring, discipline and employment terminations for all on-site personnel at the Development where all on- site employees will be employees of the Managing Agent. The Managing Agent will also be responsible for screening tenants, certifying tenants, signing leases (see Attachment A for Lease), paying the bills of the Development from the Development’s income and the Managing Agent will also be responsible for the eviction of tenants as is justified under terms of the lease, local / state law and local judicial practices relating to eviction. The Managing Agent will be responsible for the performance and supervision of on-site work typically associated with affordable multifamily property POAH Communities, LLC Management Plan for Whittier Choice Phase 1A-9% October 18, 2017 Page 2 of 10 management which will also involve tax credits, Section 236 and other affordable housing programs. (d) The contact person for the Managing Agent is Rochelle Beeks, Executive Vice President and Chief Operating Officer at rbeeks@poahcommunities.com and she can be reached by telephone at 617-449-1007. Rochelle Beeks has operational responsibility while the Manager of Assets makes decisions, as applicable on behalf of the Owner. (e) At the outset the Owner’s technical staff or Manager of Assets will provide the Managing Agent with a complete set of plans and specifications and copies of all guaranties and warranties pertinent to construction, fixtures, and equipment at the Development. With the aid of this information and through inspection by competent personnel, the Managing Agent will thoroughly familiarize itself with a the character, location, construction, layout, plan and operation of the Development, and especially the electrical, heating, plumbing, air-conditioning and ventilating systems, the elevators, and all other mechanical equipment. (f) The Managing Agent will carry out the marketing activities, observing all requirements of the Affirmative Marketing Plan, as described herein. Subject to the Development’s annual operating budget advertising expenses will be paid out of the Development’s operating account as an operating expense. (g) The Managing Agent will offer for rent and will rent the dwelling units in the Development and the following provisions will apply: i. The Managing Agent will continue normal operations. ii. The Managing Agent will show the premises to prospective tenants and execute leases as per Massachusetts DHCD and HUD directives. iii. The Managing Agent will follow all Fair Housing law and regulations. (h) The Managing Agent will take and process applications for rentals. If an application is rejected, the applicant will be told the reason for the rejection, and the rejected application, with the reason for the rejection noted thereon, will be kept on file for one (1) year. A current list of prospective tenants will be maintained on a waiting list. (i) The Managing Agent will prepare all dwelling leases and will execute the same in its name, identified thereon as Management Agent on behalf of the Owner. The terms of all leases will comply with the pertinent provisions of any regulatory agreement executed and approved by the Owner and the rental assistance contract. (j) Dwelling leases will be in a form approved by the Managing Agent and the Secretary and the leases will conform to HUD regulations, Massachusetts DHCD and POAH Communities, LLC Management Plan for Whittier Choice Phase 1A-9% October 18, 2017 Page 3 of 10 Massachusetts law as applicable. Individual dwelling leases will not be submitted for approval by the Manager of Assets or the Secretary unless the Managing Agent is directed to do so. (k) The Owner/Manager of Assets will furnish the Managing Agent with rent schedules, as from time to time approved by the Secretary or its designee, showing fair market rents and basic rents for dwelling units, and other charges for facilities and services . (l) The Managing Agent will to the best of its ability negotiate concession agreements, and will execute the same in the name of the Development as may be applicable. (m) The Managing Agent will collect, deposit, and disburse security deposits, as required, in accordance with the terms of each tenant's lease. The amount of each security deposit will be as specified in the lease for each resident household. Security deposits will be deposited by the Managing Agent in an interest bearing account, separate from all other accounts and funds, with a bank or other financial institution whose deposits are insured by an agency of the United States Government and pro-rated share of interest will be credited to each designate of record as "Whittier Choice Phase 1A- 9% Security Deposit Account." (n) Managing Agent will also comply with the provisions of local residential landlord and tenant ordinances, as applicable. (o) The Managing Agent will collect when due all rents, charges and other amounts receivable on the Development’s account in connection with the management and operation of the Development. Such receipts (except for tenants' security deposits, which will be handled as specified above) will be deposited in an account, separate from all other accounts and funds, with a bank whose deposits are insured by the Federal Deposit Insurance Corporation. This account will be carried in the Managing Agent's name for the benefit of and designated under the Development’s federal identification number as " Whittier Choice Phase 1A-9% Operations Account." (p) The Managing Agent will secure full compliance with each tenant with the terms of his/her lease. Voluntary compliance will be emphasized, and the Managing Agent will counsel tenants and make referrals to community agencies in cases of financial hardship or under other circumstances deemed appropriate by the Managing Agent, to the end that involuntary termination of tenancies may be avoided to the maximum extent consistent with sound management of the Development. Nevertheless, and subject to the pertinent procedures prescribed herein, the Managing Agent may lawfully terminate any tenancy when, in the Managing Agent's judg ment, sufficient cause (including but not limited to nonpayment of rent) for such termination occurs under the terms of the tenant's lease. For this purpose, the Managing Agent is POAH Communities, LLC Management Plan for Whittier Choice Phase 1A-9% October 18, 2017 Page 4 of 10 authorized to consult with legal counsel at Development expense to bring actions for eviction and to execute notices to vacate and judicial pleading incident to such actions; provided, however, the Managing Agent keeps the Manager of Assets informed of such actions and follows such instructions as the Manager of Assets may prescribe for the conduct of any such action. (q) The Managing Agent will maintain the Project in good repair in accordance with the Management Plan and local ordinances, and in a condition at all times acceptable to the Manager of Assets and the Secretary, including but not limited to cleaning, painting, decorating, plumbing, carpentry, grounds care, and such other maintenance and repair work as may be necessary, subject to any limitations imposed by the Authorized Agent in addition to those contained herein. Incident thereto, the following provisions will apply: i. Special attention will be given to preventive maintenance and, to the greatest extent feasible; the services of regular maintenance employees will be used. ii. Subject to the Authorized Agent’s prior approval, the Managing Agent will contract with qualified independent contractors for the maintenance and repair of air-conditioning systems and elevators, and for extraordinary repairs beyond the capability of regular maintenance employees. iii. The Managing Agent will systematically and promptly receive and investigate all service requests from tenants, take such action thereon as may be justified, and will keep records of the same. Emergency requests will be received and serviced on a twenty-four (24) hour basis. Complaints of a serious nature will be reported to the Authorized Agent after investigation. iv. The Managing Agent is authorized to purchase all materials, equipment, tools, appliances, supplies and services necessary for professional / workman-like maintenance and repairs. (r) In accordance with the approved operating budget, the Managing Agent will make arrangements for water, electricity, gas and trash, disposal, vermin extermination, decorating, and telephone services. The Managing Agent will make such contracts as may be necessary to secure such utilities and services. (s) Any social service programs will be administered by the Authorized Agent in consultation with Owner and / or the Manager of Assets. POAH Communities, LLC Management Plan for Whittier Choice Phase 1A-9% October 18, 2017 Page 5 of 10 (t) All of the basic responsibilities involved in the operation of the Development are covered. There are no overlapping responsibilities hereunder. The Managing Agent is responsible for showing the apartments, taking tenants applications, serving of notices, supervising the preparation of the apartments for new tenants and supervision of the maintenance personnel, collection of rents, accounting, and reporting to the Authorized Agent. (u) From the rental income, the Managing Agent shall pay the salary, wages, benefit costs of all on-site personnel, including maintenance personnel, management fees, bookkeeping fees, and all operating expenses of the Development, such as utility bills, legal fees, telecommunication expenses, software / hardware costs, mortgage payments, repair bills and other customary operating expenses typically associated with multifamily housing along with making deposits to reserves / escrows. 2. Personnel Policies and Staffing Arrangements. (a) All hiring for the staff of the Managing Agent will be in conformance with Equal Employment Opportunity and anti-discrimination requirements. (b) Whittier 1A-4 and Whittier 1A-9 (collectively Phase 1A) will share management staff and pay for the staff pro rata based on square footage (approx. 67% paid by Whittier 1A-4 and approx. 33% paid by Whittier 1A-9). The anticipated permanent staffing needs for Phase 1A are: All full-time – Property Manager and Maintenance Tech. During lease- up, the following positions will be paid for using the four-year staffing reserve: Full-time Janitor, Assistant Property Manager and Community Impact Coordinator. Upon completion of subsequent phases of the Whittier Street redevelopment, the whole site will be managed by a team consisting of: All full-time – Property Manager, Assistant Property Manager, Leasing Consultant, Community Impact, Maintenance Super, Maintenance Technician, and Janitor. (c) The day-to-day management will be handled by the Property Manager. (d) All employees will be trained, as necessary, in their particular area of employment. Fringe benefits will be in accordance with those the Managing Agent wishes to offer in conformance with local standards and to the extent needed to attract and retain capable employees. Maintenance employees may make grievances directly to the Maintenance Supervisor and other employees may make grievances directly to the Property Manager. Employment terminations will be made according to all local and state laws and will only be done fairly and after efforts have been made to retain the employee as is appropriate. 3. Plans and Procedures for Publicizing Apartments for Rental. (a) A waiting list will be maintained at the site and those on the list will be invited to make full application as units become available – done consistent with the Affirmative Fair Housing Marketing Plan. POAH Communities, LLC Management Plan for Whittier Choice Phase 1A-9% October 18, 2017 Page 6 of 10 (b) More broadly, the Affirmative Fair Housing Marketing Plan will be followed in an effort to assure and maintain a broad and fair representation of residents with a wide economic span and where the Development can secure a wide range of racial and ethnic mix of tenants at the Development, where possible. (d) The hours of the management office are 8:30 – 5 (hours to be confirmed). (e) All tenants will be given an opportunity to inspect apartments prior to move-in. During inspections, tenants will accompanied by the Property Manager or the Assistant Manager. (f) The Managing Agent shall be responsible for the orientation of tenants and the acquainting of tenants with the rules and regulations of the Development, the care of their units and neighborhood services available to them upon move-in – this latter part of the process will be completed by the Community Impact Coordinator (TBD) who is on staff. The Community Impact Coordinator will work to evaluate pressing needs, promising opportunities and effective use of resources to support community stability and success. The Community Impact Coordinator will solicit resident feedback, analyze resident and community data and recruit partners to deploy a range of resources at Whittier. (g) The Managing Agent is responsible for selecting the tenant after screening procedures, i.e., employment verification, criminal background check, home inspection as practical; prior landlord verification and final interview have been completed following the Managing Agent’s tenant selection plan. The tenant selection shall be subject to review at any time by the Owner and/or Manager of Assets and other agencies associated with the Development. The Managing Agent will continue to ensure the tenant selection plan meets all ongoing legal and regulatory requirements and as such that policy document will be frequently updated and made available to residents and prospective residents. (h) The development’s Project Based Voucher (PBV) units will all be filled by applicants who come from a waiting list that will be created and maintained by the Boston Housing Authority. Other project units will be filled by applicants off of other waiting lists created and managed by the owner/management agent. 4. Procedures for Determining Tenant Eligibility and For Certifying and Re- Certifying Incomes. (a) In processing and certifying applications, the management staff will ensure that a complete file is kept for each applicant, including all back-up information. The Managing Agent will have the responsibility for determining applicant eligibility and the POAH Communities, LLC Management Plan for Whittier Choice Phase 1A-9% October 18, 2017 Page 7 of 10 maintenance of applicant / resident files which will be kept secured and treated confidentially given the content of this material. (b) The Managing Agent is thoroughly familiar with HUD's certification and applicable tax credit and state, federal, and local compliance requirements. New staff will be trained in such procedures by supervisory management personnel currently responsible for management of similar projects and will be kept current as these requirements change by attending affordable housing compliance training offered by the Managing Agent or by industry based training organizations. (c) Responsible persons will be aware of HUD requirements covering family size and composition as it relates to unit size and any changes in such requirements. (d) Tenant income certifications will be completed on site following HUD and Section 42 low income housing tax credit regulations and company policy. Tax credit income and employment information will be gathered by on-site personnel. Tenant files are reviewed by the Regional Property Supervisor at least once a month and the files will also be reviewed periodically by Director of Compliance who provides a quality assurance role over and above the Regional Property Supervisor. Questions / issues related to tenant income eligibility and certifications are also addressed through industry and company training – all office staff receive COS training and some form of basic and advanced tax credit compliance training / credentials. 5. Plans for Executing an Effective Maintenance, Repair and Preventative Maintenance Program. (a) Before units are released for occupancy, the Property Manager will participate in a final inspection. The Managing Agent’s staff will inventory and operate appliances and mechanical equipment to determine the need for repair and/or replacement. (b) It is the responsibility of the Managing Agent to arrange for an inspection of a leased unit on the day the unit is vacated. The maintenance staff will carry out any necessary repairs and inform the Property Manager when this has been accomplished prior to reoccupying the unit. (c) Interior refurbishment will be provided, if necessary at the time a unit is turned over and to the extent necessary, every three years, on a cycled basis. Exterior painting will be done on an as-needed basis. (d) Garbage and trash removal will be procured on a contract basis. (e) For major repairs beyond the capability of staff personnel, work will be done on a contract basis with the contract going to the best qualified low bidder who is capable of meeting the insurance and operating requirements as established by the Managing Agent under its contract administration policies. POAH Communities, LLC Management Plan for Whittier Choice Phase 1A-9% October 18, 2017 Page 8 of 10 (f) The ground maintenance will be handled by the on-site staff where economically feasible. (g) Entry ways, halls and other common areas will be cleaned daily by the maintenance staff. Carpeting will be vacuumed twice weekly and shampooed semi-annually. Spotting will be done as needed. (h) All requests for maintenance and repairs will be reported to the site office by the tenants, either by telephone, in writing or in person. There is a 24-hour per day answering service to handle any emergency requests for repairs. (i) The Managing Agent has a Director of Maintenance and shortly after management assumption this person will work with the Development’s Maintenance Supervisor to complete a project-specific preventative maintenance plan to include all building structures, mechanical systems and components where warranties are included in the plan. Once complete the maintenance staff will perform maintenance procedures – seasonally adjusted – to ensure longevity, reliability and cost effectiveness relative to maintaining the condition of the asset. 6. Rent Collection Policies And Procedures. (a) All rents will be paid at the site office. (b) Prepayments, not exceeding five months will be accepted. Partial payments will not be accepted. Cash will not be accepted – checks or money orders only. (c) A late charge will be assessed for rents received after the 5th day of the month unless arrangements for late payment have been made with the agent. (d) Tenants who have not paid their rent by the 6th of the month will receive a Demand for Rent and Eviction Notice. If the payment is not made within five days, the tenant’s account will be forwarded to an attorney for legal action. (e) The Community Impact Coordinator will refer tenants with budget problems to the appropriate agency for rent and / or utility assistance. The Community Impact Coordinator will work with residents, soliciting their feedback, analyzing resident and community data, and recruiting partners to deploy a range of resources in the development. (f) All rents are kept separate in a separate account for the Development. Tenant rents are recorded as received. 7. Program for Maintaining Account Records. (a) All accounting and purchasing procedures will be consistent with HUD regulations and GAAP covering fiscal operations and financial reporting. POAH Communities, LLC Management Plan for Whittier Choice Phase 1A-9% October 18, 2017 Page 9 of 10 (b) All required monthly reports shall be prepared and made available by the Managing Agent on the 15th calendar day of each month for the preceding month. Accounting material will be prepared in a professional manner suitable for review by the public accounting firm used to prepare the annual audit. (c) The accounting system and management statement procedures s hall be designed so that cash flow can be easily monitored and other performance metric data can be made available as well. Annual operating budgets follow a regular preparation cycle are typically available during the first week of November for the coming new year. The Managing Agent is a sophisticated user of Yardi systems and information from that system will be available to housing partners associated with this Development. 8. Plans For Tenant/Management Interface. (a) Tenant grievances will be reported to the Managing Agent (See Attachment B – Grievance Procedure). (b) The tenant's written request for service shall be processed daily. The maintenance personnel shall make all necessary repairs and obtain the tenant’s concurrence that the complaint has been properly satisfied. A signed repair slip denoting the tenant’s concurrence shall be placed in the tenant’s file. (c) Each tenant will be given an orientation session at the time of signing the lease. (d) If necessary, leases and other documentation will be translated into other languages and if needed, interpreter services will be provided. (See Attachment D – Language Assistance Policy). (f) The lease used will be in accordance with LIHTC & HUD guidelines and Massachusetts law prepared in a fair and non-punitive manner and will have POAH Communities House Rules attached (see Attachment E – POAH Communities House Rules). (g) The Managing Agent will work closely and collaborate with the Development’s tenant organizations and seek resident participation in service program offerings / referrals. (h) Semi-annually, the Managing Agent will complete spot interviews with the tenants in order to enlist their support and hear their suggestions and/or grievances to improve customer service and resident satisfaction. 10. Management Agreement. POAH Communities, LLC Management Plan for Whittier Choice Phase 1A-9% October 18, 2017 Page 10 of 10 The Management Agreement is made a part of this Management Plan and any requirements that are not contained within the Plan can be found in the Agreement and are Requirements that the agent shall adhere to. 11. Equal Opportunity – MBE / WBE. The Managing Agent has an employee base with 42% minority representation and senior supervisors as a team have 47% minority representation. The Managing Agent has long been and will continue to be a supporter of minority owned / sponsored businesses. 12. Section 504 Policy Applicants and/or residents with disabilities may request a reasonable accommodation to afford equal access and enjoyment of the community (See Attachment C – Section 504 Policy) End Attachments: A) Occupancy Agreement B) Grievance Procedure C) Section 504 Policy D) Language Assistance Policy E) POAH Communities House Rules F) Affirmative Fair Housing Marketing Plan 2 Oliver Street, Suite 500 | Boston, MA 02109 | tel 617.261.9898 | fax 617.261.6661 | www.poah.org POAH COMMUNITIES SAMPLE HOUSING LOTTERY APPLICATION A POAH Community Professionally Managed by POAH Communities Page 1 Clay Pond Cove Apartment Lottery Process & Application Information Property Description: The project involves the new construction of 45 units in. The unit mix will consist of 33 one-bedroom units and 12 two-bedroom units. The community will also include a management office, resident in-building storage, and common laundry facilities. All 45 units are subject to the IRS Section 42 tax credit program. 11units are subject to the HOME Program requirements. There are 8 HUD Project Based Section 8 Vouchers with 5 of these units going to Community Based Housing (CBH) Units (leased to Persons with Disabilities). The 8 PBS8V units will not be assigned by Lottery but will be filled by applicants on the Clay Pond Cove PBV waitlists maintained by HAC. HAC will determine section 8 eligibility but Preservation Housing Management will also perform tenant screening and determine eligibility for the all other programs (i.e. LIHTC and HOME). The remaining 37 units will be offered through the lottery. Statement of Non-Discrimination: It is the policy of the Owner and the Agent to comply fully with all applicable federal, state and local non-discrimination laws. The Owner and the Agent will not, on the basis of race, color, national origin, sex, age, disability, religion, familial status, sexual orientation, gender identity, military status, ancestry or marital status: 1. Deny to any family the opportunity to apply for housing, nor deny to any qualified applicant the opportunity to lease housing suitable to its needs. 2. Provide housing which is different from that provided others. 3. Subject a person to segregation or disparate treatment. 4. Restrict a person's access to any benefit enjoyed by others in connection with the housing program. 5. Treat a person differently in determining eligibility or other requirements for admission. 6. Deny a person access to the same level of services. 7. Deny a person the opportunity to participate in a planning or advisory group which is an integral part of the housing program. Reasonable Accommodations & LEP For applicants that need assistance and/or an accommodation due to a disability or limited english proficiency, please notify the management staff at Preservation Housing Management. A POAH Community Professionally Managed by POAH Communites Page 2 Lottery Process: POAH Communities LLC will publicize the availability of this affordable housing opportunity in Bourne beginning on March 8, 2012 and continuing for 60 days, and will distribute applications and an Information Packet to all interested parties. There is a lottery preference for the following: • Local Preference age 62 or older • Local Preference age 55 or older • Local Preference 37 units are income restricted as defined at 60% of the median income. All units are subject to the IRS Section 42 tax credit program. 3 of the 37 units are subject to the HOME Program requirements. Applicant households must have a gross annual income no greater than those listed below. FY 2012 MTS Income Limit Area FY 2012 MTS Income Limit Category 1 Person 2 Person 3 Person 4 Person Bourne, MA 60 Percent Income Limits $36,240 $41,400 $46,560 $51,720 Income limits are effective as of 12/01/2011. FY 2012 HOME Income Limit Area FY 2012 HOME Income Limit Category 1 Person 2 Person 3 Person 4 Person Bourne, MA 60 Percent Income Limits $36,240 $41,400 $46,560 $51,720 Income limits are effective as of 02/09/2012. Rents are: 1 Bdrm 2 Bdrm Rents (TP) $752 $897 Utility Allowance (eff. 4/1/11) $138 $172 Total Rent (includes UA) $897 $1,069 Minimum Income Guidelines: 1 Bedroom - $30.080 2 Bedroom - $35,880 A POAH Community Professionally Managed by POAH Communities Page 3 Public workshops will be held on April 3, 2012 and April 24, 2012 at 11:00 am and at 6:00 pm at the Jonathan Bourne Public Library, 12 Sandwich Road, Bourne, MA 02532 to answer questions about eligibility requirements and priorities for selection. The public workshop will be publicized in the following media sources: • Cape Cod Times • Bourne Enterprise • El Mundo News • Sampan News • Affordable Search • CHAPA’s Lottery website Applications will be available at this workshop and also at the: • Canal Bluffs Leasing Office, 100 Harmony Hill Drive, Bourne, MA • HAC Offices, 460 West Main Street, Hyannis, MA Households interested in applying for the affordable apartments, must submit a complete application, signed disclosure form, and the documentation itemized below (as applicable) to participate in the lottery no later than 4:00 p.m. on May 8, 2012 to the Canal Bluffs Leasing Office. • Federal Tax Returns w/W-2 forms– Three prior years • Pay stubs – three months of paystubs • Copies of any award letters for Social Security, SSI, Pensions, etc. • Bank Statements – 6 months for checking and current month and current month for savings • Statements for all assets All applications must be submitted to Canal Bluffs Leasing Office, 100 Harmony Hill Drive, Bourne, MA. Late applications for the lottery will not be included in the lottery. NOEXCEPTIONS WILL BE PERMITTED. Late applications will be added to the waiting list for future availabilities. The management agent will review all applications to determine eligibility to participate in the lottery. Eligible applicants will be assigned a registration date, number and sorted by eligibility category and placed in the appropriate lottery pool(s) which are: • One Bedroom Local Preference Pool aged 62 and older • One Bedroom Local Preference Pool aged 55 and older • One Bedroom Local Preference Pool • One Bedroom Pool • Two Bedroom Local Preference Pool aged 62 and older • Two Bedroom Local Preference Pool aged 55 and older • Two Bedroom Local Preference Pool • Two Bedroom Pool A POAH Community Professionally Managed by POAH Communities Page 4 To be eligible for the local preference pool, applicants will have to meet the following criteria: • Individuals or households consisting of one to four people, at least one of whom is a Bourne resident. A “Bourne resident” is defined as: 1. Current residents: A household in which one or more members is living in the city or town at the time of application. Documentation of residency should be provided, such as rent receipts, utility bills, street listing or voter registration listing. 2. Municipal Employees: Employees of the municipality, such as teachers, janitors, firefighters, police officers, librarians, or town hall employees. 3. Employees of Local Businesses: Employees of businesses located in the municipality. 4. Households with children attending the locality’s schools, such as METCO students. Lottery Process for Affordable Units Applications received from the outreach program will be reviewed and pre-screened for qualifications. Follow-up information will be requested as necessary to ensure that all applications include information as to security deposit availability and assets. Upon review and receipt of all information, lottery applications will be placed into a pool based upon family size for the one and two bedrooms apartments. A random drawing will then be conducted to select the designated number of candidates for this phase. All applicants will be notified of their status after the lottery. Notifications will include information as to whether or not they were included in the lottery. If not, an explanation will be provided. All applicants that were included in the lottery will be notified as to whether or not they were chosen. Those who were chosen during the drawing will be notified of a tentative delivery date for their home and will be contacted for an individual appointment to process their application for housing. Those who were not chosen will be notified and advised that they will be notified of and included in subsequent drawings in future phases if they so choose. Residential Preference: The lottery system shall provide for residential preference of seventy percent (70%) of the affordable units, so that only "Bourne residents" (and minority applicants) shall be included in the pool for each lottery for up to 70% of the affordable units rented to an eligible household. Thereafter, the lottery pool shall include all applicants, including but not limited to "Bourne residents." Minority applicants shall be included in all lottery pools The owner has also adopted the following preferences in addition to the local preference for 70% of the units: (1) For 11 Units (HOME Program & PBS8V): Preference #1: Applicant households that include a head of household, spouse, or co-head who is 62 or older. (2) For 37 Units: A POAH Community Professionally Managed by POAH Communities Page 5 Preference #1: Applicant households that include a head of household, spouse, or co-head who is 55 or older. Once applicants have been placed in the appropriate lottery pool(s), if the percentage of minorities in local resident households (8.6%) and in the local preference pool is less than the percentage of minorities in the surrounding HUD defined area (8.6%), the following adjustments will be made to the local preference pool: a preliminary lottery comprised of all minority applicants who did not qualify for the local preference pool, and rank the applicants in order of drawing. Minority applicants should then be added to the local preference pool in order of their rankings until the percentage of minority applicants in the local preference pool is equal to the percentage of minorities in the surrounding HUD defined area (8.6%). Minorities will be identified in accordance with the regulatory classifications established by HUD, which are: Native American or Alaskan Native; Asian or Pacific Islander; African-American; or Hispanic/Latino. Preference will be given to physically disabled persons for accessible or adaptable units designed specifically for occupancy by physically disabled residents in conformity with requirements of G.L. c.22 §13A and the Architectural Access Board. Applicants will be entered into all pools for which they qualify; e.g., a local resident will be included in the local preference pool and the open pool. The Clay Pond Cove Apartments lottery will take place on May 22, 2012. All Clay Pond Cove Apartments lottery applicants will be mailed a written notice of their status within 30- days of the lottery date. Lottery winners will have 14 calendar days from the date of their status notice to meet with the management agent and complete the tax credit certification process. Failure to complete this process within the 14 calendar days will result in the applicant being placed on the bottom of the waiting list forfeiting their right to an apartment at this time. Within 14 days of approval of the applicant’s completed certification, the applicant must sign a lease. Failure to sign a lease within 14 days of notification of applicant’s approval will result in applicant being removed from the waiting list. Details of the Lottery Drawing: Clay Pond Cove Apartments – (May 22, 2012) Total # Units 70% Local Preference Pool Open Pool 1BR 27 19 8 2BR 10 7 3 37 26 11 A POAH Community Page 6 Once applicants have been placed in the appropriate lottery pool(s), if the percentage of minorities in local resident households (8.6%) and in the local preference pool is less than the percentage of minorities in the surrounding HUD defined area (8.6%), the following adjustments will be made to the local preference pool: a preliminary lottery comprised of all minority applicants who did not qualify for the local preference pool, and rank the applicants in order of drawing. Minority applicants should then be added to the local preference pool in order of their rankings until the percentage of minority applicants in the local preference pool is equal to the percentage of minorities in the surrounding HUD defined area (8.6%). Minorities will be identified in accordance with the regulatory classifications established by HUD, which are: Native American or Alaskan Native; Asian or Pacific Islander; African-American; or Hispanic/Latino. Preference will be given to physically disabled persons for accessible or adaptable units designed specifically for occupancy by physically disabled residents in conformity with requirements of G.L. c.22 §13A and the Architectural Access Board. All pulls from the lottery pool will be made by a non-interested party. 26 pulls (19 – one bedroom and 7 – two bedroom) will be made from the local preference pools. After the first 26 pulls are made, the balance of the local preference pools will be pulled and logged as substitutes or waiting list status. All pulls after the first 26 will then be added to the open pool. Next, 11 pulls will be made from the open pools (8 – one bedroom and 3- two bedroom). After the first 11 pulls are made, the balance of the open pools will be pulled and logged as substitutes or waiting list status. Within 14 days of approval of the applicant’s completed certification, the applicant must sign a lease. Failure to sign a lease within 14 days of notification of applicant’s approval will result in applicant being removed from the waiting list. Using the power of design to enrich lives and strengthen communities. ABOUT UNION STUDIO Union Studio Architecture & Community Design is a nationally practicing, architecture and design firm based in Providence, Rhode Island whose mission is to use the power of design to enrich lives and strengthen communities. Our portfolio includes urban planning and community design, civic and institutional buildings, mixed-use developments, and housing of all types. Union Studio brings a comprehensive approach to the design of buildings. We infuse our work with rigorous technical detail while pulling from a breadth of design experience to integrate a broad understanding (and respect for) key building trades into our architectural practice. We design places that “feel right,” while being memorable and firmly grounded in the realities of today’s market driven real estate world. This unique combination of talents has attracted clients – and awards – from across the United States and Canada, and we have developed a national reputation in perfecting techniques for distilling the nuances of local character with a traditionally inspired view of economy and simplicity. Union Studio Office Providence, RI unionstudioarch.com U NION STUDIO ARCHITECTURE & COMMUNITY DESIGN Union Studio Architecture & Community Design is a nationally practicing, architecture and design firm based in Providence, Rhode Island whose mission is to use the power of design to enrich lives and strengthen communities. Our portfolio includes urban planning and community design, civic and institutional buildings, mixed-use developments, and housing of all types. Union Studio brings a comprehensive approach to the design of buildings. We infuse our work with rigorous technical detail while pulling from a breadth of design experience to integrate a broad understanding (and respect for) key building trades into our architectural practice. We design places that “feel right,” while being memorable and firmly grounded in the realities of today’s market driven real estate world. This unique combination of talents has attracted clients – and awards – from across the United States and Canada, and we have developed a national reputation in perfecting techniques for distilling the nuances of local character with a traditionally inspired view of economy and simplicity. unionstudioarch.com As part of a larger effort to help address the growing housing crisis on Cape Cod, Union Studio in collaboration with the Cape Cod Commission and several towns on the Cape, undertook a yearlong effort known as Community Resiliency by Design. The objective of this effort was to develop a series of context-appropriate prototypes that could deliver needed housing options at densities somewhere between the typical single-family, detached house and large-format, multi-family buildings that are the dominant forms of residential development today. In many cases these prototypes were based on existing building typologies that can be found on the Cape, albeit in very limited numbers. This process included various community engagement opportunities to both garner feedback on the strategies proposed while also helping demystify and alleviate concerns around the notion of increased density in appropriate locations. The effort culminated in a form-based code framework intended to help start the conversation around this strategy as a means of delivering context-appropriate densities in forms that are sympathetic to the historic development patterns that exist in the types of locations where they are likely to be implemented. All images © Union Studio 2019 BARNSTABLE COUNTY, MA BARNSTABLE COUNTY COMMUNITY RESILIENCY Union Studio | Architecture & Community Design Rendering and Site Plan Housing Types Aerial Rendering BARNSTABLE COUNTY COMMUNITY RESILIENCY PROJECT DATA USE N/A SIZE N/A DATE 2019 COST $77,500 CLIENT TYPE Regional land use planning, economic development and regulatory agencies REFERENCE Heather B. Harper Former Chief of Staff, Cape Cod Commission Currently Assistant Town Manager, Town of Sandwich (508) 888-5144 UNION STUDIO SCOPE OF WORK Building typologies, concept visualization, public engagement, and presentation Working with Cape View Development, Union Studio designed a mixed- income cottage community clustered around a common green in Brewster, MA. The building styles include 2 carriage house units, 22 detached cottages, and 4 cottage duplexes. Of the 9.5 acre site, two-thirds is preserved open space. The project is a Massachusetts 40B affordable housing development. All images © Union Studio 2015 BREWSTER COTTAGES BREWSTER, MA unionstudioarch.com Union Studio | Architecture & Community Design PROJECT DATA USE 28 units of market-rate and affordable housing SIZE 9.5 acres DATE Completed 2017 COST N/A CLIENT TYPE Private Developer REFERENCE Mark Smith Cape View Development (508) 889-5431 UNION STUDIO SCOPE Master planning and full architectural services BREWSTER COTTAGES BREWSTER LANDING OCTOBER 08, 2015 SCALE: 1/8”=1’-0” 0 8’16’4’1’32’2’ TYPICAL 2-BEDROOM COTTAGE FLOOR PLANS 45’- 0”8’- 0”29’- 0” KITCHEN 11-6 x 12-6 BED 1 11-0 x 11-0 GARAGE 11-6 x 20-0 LIVING/ DINING 16-0 x 15-6 BED 2 11-0 x 11-0 UTILITY BATH FRONT PORCH PATIO UNFINISHED BASEMENT PWDR. ENTRY HALL UP UP DN DN LNDRY PANTRY CLOSETEGRESS WINDOW (IF REQUIRED) REAR PATIO OPTION HIGH TRANSOM WINDOW FIRST FLOOR PLAN SECOND FLOOR PLAN LOFT 8-0 x 11-0 BASEMENT FLOOR PLAN SQUARE FOOTAGE TOTALS Total Heated 1,434 sf First Floor 981 sf Second Floor 453 sf Total Unheated 1,271 sf Basement 858 sf Covered Porch 165 sf Garage 248 sf U NION STUDIO ARCHITECTURE & COMMUNITY DESIGN AFFORDABLE & WORKFORCE HOUSING EXPERIENCE BARBARA JORDAN I APARTMENTS REVITALIZATION Providence, RI For Omni America LLC, est. completion 2019 Barbara Jordan I Apartments consists of 193 units of affordable housing in 82 buildings located on scattered sites in South Providence. For this revitalization project, Union Studio assessed the existing conditions of the units and completed full sets of construction documents for each building. Renovation plans include upgrades to the exterior, kitchens, bathrooms, mechanical and security systems, finishes, accessibility modifications, and site improvements. Construction began in early 2018. 5 14 60 51 49 25 47 79 53 54 75 6 7 9 10 1213 22 36 58 62 69 7072 71 67 66 65 61 57 56 50 1 2 41 44 45 34 80 81 73 74 4 55 43 78 30 20 21 16 68 28 39 37 38 3 29 19 17 18 64 76 8 11 23 15 24 59 63 77 27 26 40 46 35 82 33 42 32 31 52 48 CHARLES PLACE APARTMENT MODERNIZATION Providence, RI For Standard Properties (with RI Housing), completed 2016 Union Studio completed the fast-tracked, occupied renovation of Charles Place, a 10-story, 200-unit affordable apartment building in need of interior and exterior modernization. The extensive scope included upgrades to unit kitchens and bathrooms, upgrades to the fire suppression and alarm systems, elevators and ADA modifications. Common areas were upgraded, including new carpeting, lighting and wall coverings. Reconfiguration on the first floor added a gym and exercise room. Exterior renovations included replacement windows, brick repair, a new roof, and site work. OXFORD PLACE APARTMENT MODERNIZATION Providence, RI For Preservation of Affordable Housing (with RI Housing), est. completion 2018 The Oxford Place apartment complex consists of a 6-story mid-rise building with a total of 78 units of affordable elderly housing. Union Studio was hired to assess existing conditions, address deferred maintenance items, and propose and execute the design of property upgrades. All phases of work are occurring while units are occupied, with careful attention paid to minimizing disruption to residents. The scope includes site work, site lighting, accessibility upgrades, dwelling unit and common space improvements, and MEP/FP upgrades. Oxford Place Modernization Charles Place Modernization Barbara Jordan Revitalization U NION STUDIO ARCHITECTURE & COMMUNITY DESIGN AFFORDABLE & WORKFORCE HOUSING EXPERIENCE GRACE CHURCH SENIOR HOUSING MODERNIZATION Providence, RI For Preservation of Affordable Housing (with RI Housing and HUD), completed 2014 The Grace Church Apartment building contains 100 units of senior housing on 8 floors in Downtown Providence. Built in 1978, the property is in need of unit modernization, accessibility and life safety systems. Union Studio was hired by the Preservation of Affordable Housing, a non-profit developer, to assess existing conditions and develop construction documents for the complete rehabilitation of this 93,000 sf building. Grace Church Apartments remained occupied during the renovations and Union Studio worked with the selected contractor to minimize disturbance to the building’s residents during construction. AARON BRIGGS MULTIFAMILY MODERNIZATION Providence, RI For Preservation of Affordable Housing (with RI Housing and HUD), completed 2016 Fast-tracked renovations to this 69,245 sf 3-story building updated 88 units of senior affordable housing. Common areas, laundry facilities, storage areas, a leasing office and maintenance/mechanical areas were also included in the modernization scope. Exterior property improvements include landscaped regions and asphalt parking areas. The project was completed for the non-profit developer POAH (Preservation of Affordable Housing). Aaron Briggs Apartments was occupied during the renovations, and Union Studio worked with the contractor to minimize disturbance to the building’s residents during construction. The project was funded through HUD and RI Housing. ELIZABETH BUFFUM CHACE CENTER RENOVATIONS Warwick, RI For the Elizabeth Buffum Chace Center, est. completion 2018 The non-profit EBC Center serves individuals and families affected by abuse. Union Studio has been hired to convert the interior of their historic 1920’s schoolhouse building from a shelter to 6-8 rental apartments for individuals or families that require EBC’s services. Grace Church Modernization Aaron Briggs Modernization Aaron Briggs Modernization U NION STUDIO ARCHITECTURE & COMMUNITY DESIGN AFFORDABLE & WORKFORCE HOUSING EXPERIENCE NORTH ELMWOOD REVITALIZATION Providence, RI For Greater Elmwood Neighborhood Services (with RI Housing), completed 2008 This complex renovation created 56 units of affordable housing and was realized through the state’s Comprehensive Permit Application process and in accordance with the Rhode Island’s Low and Moderate Income Housing Act. North Elmwood Revitalization is a multi phase project that has transformed one of the most architecturally prominent and socially troubled streets in South Providence. Through the rehabilitation of four majestic historic Victorian homes and carefully crafted new construction which respects the existing historic fabric, the first two completed phases consist of 16 mixed-income residences for homeownership and 40 low income rental housing units on Parkis Avenue and other nearby streets. TRINITY & PRINCETON PLACE Providence, RI For S.W.A.P. Inc. (with RI Housing), completed 2012 This phased urban infill project included master planning a large derelict site in the heart of Providence. With two phases of development planned, the first phase offers 22 units of affordable rental apartments of various sizes and mercantile space on a major thoroughfare of the city. The rehabilitation of four existing buildings nearby, known as Princeton Place, will rejuvenate the aging housing stock. The second phase consists of 11 homeownership townhouses on newly established lots. SANDYWOODS FARM Tiverton, RI For Church Community Housing Corp. (with RI Housing), completed 2011 Master plan, site design and unit prototype design for 50 units of affordable artists housing, 20 units of market-rate, single-family residences and several public and community structures including a cafe, gallery spaces, artists studios and a farmers market. Situated on the site of an existing farm, the project compactly organizes rural artists housing around the perimeter of a working farm that is partially utilized by the artists in conjunction with a resident farmer. North Elmwood Revitalization Trinity Place (Phase 1) Sandywoods Farm U NION STUDIO ARCHITECTURE & COMMUNITY DESIGN AFFORDABLE & WORKFORCE HOUSING EXPERIENCE SMITH HILL VISIONS I & II Providence, RI For Smith Hill CDC (with RI Housing), completed 2007 & 2012 This 79 unit affordable housing project is a true example of neighborhood revitalization involving affordable housing, street improvements and long-range civic planning. It was realized through the state’s Comprehensive Permit Application process and in accordance with the Rhode Island’s Low and Moderate Income Housing Act. Both phases of the project included the rehabilitation of several existing structures along with the design and construction of several new duplexes and triplexes to fit vacant lots within the neighborhood. All of the architecture was designed and detailed to knit seamlessly with the scale, detailing and quality of the existing neighborhood. The project remains a financial success and more importantly, is an example of how careful design and planning can work to reconstruct a neighborhood community. SWEETBRIAR Barrington, RI For East Bay CDC (with RI Housing), completed 2010 This affordable housing project incorporates 47 units in 23 buildings. The plan articulates the locations of single family homes and community spaces that they help to form by incorporating several distinct neighborhoods within the overall community. Planned for a community with a resistance to of affordable housing, it was critical that the design avoid the appearance of “project” housing. The master plan was designed to emphasize the community aspects of the neighborhood and to provide an image (and function) of a traditional street. PALMER POINTE Barrington, RI For East Bay CDC (with RI Housing), est. completion 2018 Designed for the East Bay Community Development Corporation, This 48-unit affordable housing development master plan includes 12 one-bedroom, 23 two-bedroom and 13 three-bedroom units grouped on the western side of the Sowam’s nursery site in Barrington, RI. The units are designed to respect the architectural pattern of the adjacent neighborhoods, using traditional form and detail built with durable materials. The buildings will share a common green space that will contribute to the community feel. Smith Hill Visions I Sweetbriar Palmer Pointe U NION STUDIO ARCHITECTURE & COMMUNITY DESIGN AFFORDABLE & WORKFORCE HOUSING EXPERIENCE COTTAGES ON GREENE East Greenwich, RI For Private Developer, completed 2010 Cottages on Greene is featured as a case study on the HUD.gov website in the “Best Practices” section where it “demonstrates how innovative housing solutions can succeed, even in challenging economic times.” Fifteen units of mixed-income condominiums have been organized into a compact ‘cottage court’ development in a variety of building types on a vacant lot. Small, efficient and well detailed, this development, replete with rain gardens to mitigate storm water runoff and community gardens to grow food for its residents, is a model of best practices in sustainable building. JAMESTOWN BRIDGES Jamestown, RI For Bridges, Inc. (with RI Housing), completed 2013 Bridges, Inc. is a non-profit based in Jamestown, RI dedicated to providing services for people with developmental disabilities. The new building provides 4 units of housing for Bridges’ clients and an apartment for a live-in caretaker, all across from an existing building used by Bridges for workforce training. NORTH COVE LANDING North Kingstown, RI For North Dartmouth Properties (with RI Housing), completed 2013 The compact neighborhood design for 38 units of affordable housing consists of a mix of building types, including single-family houses, duplexes, and four unit townhouses. As with many of Union Studio’s traditional affordable communities, parking is situated beside or behind buildings to help strengthen the pedestrian network of the community. Two traditionally inspired New England village greens form the heart of the community. KANE’S WAY Bristol, RI For East Bay CDC (with RI Housing), completed 2009 Tucked into a wooded site on a busy mixed commercial and residential road, this project provides 19 affordable condominiums in a building that bridges the gap between the scale of the commercial and residential. Cottages on Greene Jamestown Bridges North Cove Landing U NION STUDIO ARCHITECTURE & COMMUNITY DESIGN AFFORDABLE & WORKFORCE HOUSING EXPERIENCE CAPITOL SQUARE Providence, RI For the Smith Hill CDC, completed 2007 Capitol Square is a 22,000 sf mixed-use development in the heart of Smith Hill in Providence. Designed to be the new gateway to this historic neighborhood, these two buildings created much needed affordable housing and economic opportunity to support the neighborhood’s ongoing revitalization. The large mixed-use development was strategically sited on vacant city lots along a major city arterial. Its two buildings, consisting of 13 mixed-income residential units above 5,500 sf of retail and commercial space, frame a terraced neighborhood plaza with recreational open space and parking at the rear of the site. The building architecture reflects the forms of the adjacent buildings allowing for a strong street presence that knits seamlessly with the surrounding neighborhood. SOUTH COUNTY HABITAT FOR HUMANITY South Kingstown, RI For South County Habitat for Humanity, completed TBD From among the winners of a design competition sponsored by South County Habitat for Humanity, Union Studio was selected to design a prototype 3 bedroom cottage residence to be built in South Kingstown, RI. Three of these affordable cottage homes will be built by volunteers on a compact site adjacent to the University of Rhode Island. With a first floor accessible bedroom and bath and ample living spaces, these units are a model of affordability, accessibility and economy while preserving all of the characteristics that enable these homes to truly be part of the neighborhood. CHURCHWOODS & SHANNOCK VILLAGE Charlestown, RI For Washington County CDC, Churchwoods completed 2017; Shannock Village, est. completion 2018 These two affordable housing developments are located in nearby Charlestown and Shannock Village Centers. ChurchWoods features 24 units in 8 buildings, a new community building an open commons space in Charlestown. Shannock Village Cottages will include 11 units in 8 buildings located in the core of this unique mill village on the National Registry of Historic Places. Union Studio is also preparing design guidelines for Shannock Village that will help steer the architecture and place making to be sympathetic to the historic village context. Capitol Square South County Habitat for Humanity Shannock Village SHANNOCK VILLAGE COTTAGES SCALE: 1/8”=1’-0” 0 8’16’4’1’32’2’ AERIAL PERSPECTIVE DECEMBER 5, 2012 U NION STUDIO ARCHITECTURE & COMMUNITY DESIGN AFFORDABLE & WORKFORCE HOUSING EXPERIENCE WEIDEMANN COURT Newport, RI For Newport Housing Authority (with RI Housing & HUD), completed 2012 The creation of 4 new buildings provides four, 3-bedroom units of affordable housing on .61 acres in Newport, RI. Each free-standing home is a two-story wood-framed structure of approximately 1,400 sf. The development plan for Weidemann Court takes its inspiration from the communal and pedestrian framework of pre-war neighborhoods found throughout the United States. The residences are organized around a small, well landscaped common green that serves as the primary focal point and encourages social interaction and gathering. WEIDEMANN COURT PH. 2 (HILLSIDE HOMES) Newport, RI For Newport Housing Authority (with RI Housing & HUD), completed 2013 This design of 5 new buildings creates thirteen new units of affordable housing for the Newport Housing Authority. Weidemann Court Douglas Kallfelz AIA, LEED AP MANAGING PARTNER Keeping History Above Water 74 Bridge Street Study Newport, RI Adaptation planning for historic Point neighborhood Cape Cod Commission Community Resiliency by Design Barnstable County, MA Concept visualization, public engagement and presentations Scott’s Wharf LLC Hammett’s Wharf Hotel Newport, RI Conceptual design through construction (located in VE zone) Kirchhoff Properties Eastdale Main St. Eastdale, NY Master Planning, Conceptual design through construction administration, including the city approvals process Cape Built Development Hyannis Sea Captain’s Row Hyannis, MA Site planning and architectural design for market-rate housing using modular construction on a 2-acre infill site in the historic district of downtown Hyannis. Gilbane Development Company San Juan Passage Anacortes, WA Masterplanning, prototype building design and detailing for 100 lot residential development Town of Jamestown Jamestown Visions Jamestown, RI Community charrette Tiverton Library Tiverton Public Library Tiverton, RI Full architectural and interior design services from conceptual design through construction administration RELEVANT EXPERIENCE EDUCATION Harvard University Graduate School of Design Cambridge, MA Master in Design Studies Syracuse University Syracuse, NY Bachelor of Architecture Honors: Cum laude REGISTRATIONS Architect (RI, MA, ME, NH, VT, OR) LEED Accredited Professional PROFESSIONAL AFFILIATIONS American Institute of Architects RI Chapter President 2013 Congress for the New Urbanism As managing partner at Union Studio, Douglas works directly with client leaders on a wide range of residential, institutional, and civic projects. With more than 22 years of experience across a broad range of client and project types, Douglas brings a unique blend of business acumen, technical expertise, and design skill to the projects and clients he serves. Douglas has been the primary architect and Principal-in-Charge for many of the firm’s award winning sustainable communities, civic buildings, student housing, and residences. With a background in both design and business, Douglas blends his project leadership and design responsibilities with overall management and strategic planning for Union Studio. Douglas is committed to enduring quality and lasting cultural value as the foundation of sustainable planning and design. He has spoken nationally on a variety of subjects and is committed to bringing lasting contributions to Union Studio’s clients and the civic realm. unionstudioarch.com A FRAMEWORK FOR FORM-BASED CODES ON CAPE COD10 Introduction to Form-based Codes This section introduces the principles of form-based codes, how the concept came about, and how form-based codes differ from conventional use-based zoning. WHAT IS A FORM-BASED CODE? A form-based code is a land development regulation that fosters predictable built results and a high-quality public realm by using physical form (rather than segregation of uses) as the organizing principle for the code. It is a regulation, not a mere guideline, adopted into city, town, or county law. A form-based code uses pictures, diagrams, and simple language to describe the types of growth and development that are desirable to a community. In locations where the existing development pattern is desirable, its defining characteristics can be studied to serve as the basis of the form-based code. In general, a form-based code puts the emphasis on what happens between building faces (the public realm) rather than on what happens behind the front door. While not a silver-bullet solution, form-based codes represent a more detailed commitment to placemaking that can empower cities, towns, and villages to create vibrant, walkable neighborhoods and help their citizens thrive. SPEAKING ENGAGEMENTS Finding the “Missing Middle” in Housing International Builder’s Show (IBS), 2018 Intentional Communities: History & New Applications for Clustered Development Architecture Boston Expo (abx), 2012 Sustainable Opportunities Across the Transect CNU New England, 2011 Ten Take-Home Trends from the Builder’s Choice Design Awards Builder’s Magazine Webinar, 2010 Cottages on Greene: An Alternative Residential Development for the New Economy GrowSmartRI, 2009 Smart Streets for Smart Growth: Rethinking Green Infrastructure in Cities and Towns EcoBuild, 2009 The “New” Increment of Urbanism: Opportunity & Technique CNU New England, 2009 (presented with Donald Powers) The Details of the New Urbanism: From Curb to Cupola - The Case for Simplicity CNU 2007, CNU 2008, & CNU 2009 (presented with Donald Powers) Great Houses for Great Neighborhoods The Seaside Institute, 2008 (presented with Donald Powers) The Classical & The Vernacular: Traditional New England Architecture Traditional Building Conference, 2007 (presented with Donald Powers) COMMUNITY ENGAGEMENT Leadership Rhode Island - Member, ETA II Class Bristol Warren Education Foundation - Board Member 74 Bridge Street Study, Charrette, Newport, RI Union Studio planned and directed two-day charrette involving building science and climate change science professionals and residents from the Point Neighborhood. Hammetts Wharf Hotel, Newport, RI New 47,000 sf development in downtown Newport, RI, located in coastal VE zone. Includes 84-key hotel, retail, restaurant, and office spaces, with 9,500 sf public deck overlooking harbor. Community Resiliency by Design, Barnstable County, MA Primer on Form-Based Codes developed for Cape Cod Commission PAUL ATTEMANN AIA, LEED AP, CNU SENIOR ASSOCIATE WaterRower WaterRower World Headquarters Warren, RI S.W.A.P. (Stop Wasting Abandoned Properties), Trinity Place & Trinity Townhouses Providence, RI Church Community Housing Sandywoods Tiverton, RI G.E.N.S. (Greater Elmwood Neighborhood Services) North Elmwood Revitalization Project Providence, RI Rick Miga Brentwood Assisted Living Warwick, RI Women’s Development Corp. (WDC), Shannock Falls Richmond & Charlestown, RI The Pearson Complex, LLC TPI Composites Warren, RI F.O.R.W.A.R.D. (Friends or Relatives With Autism or Related Disabilities) Hokum Rock Home Dennis, MA Cove Homes East Greenwich Supportive Housing East Greenwich, RI Washington County Community Development Corp. (WCCDC), ChurchWoods Charlestown, RI Omni America, LLC Barbara Jordan Apartments Providence, RI RELEVANT EXPERIENCE EDUCATION Rhode Island School of Design Providence, RI Bachelor of Architecture Bachelor of Fine Arts The Danish Royal Academy of Fine Arts, School of Architecture Copenhagen, Denmark REGISTRATIONS Architect (RI) LEED Accredited Professional PROFESSIONAL AFFILIATIONS American Institute of Architects Congress for the New Urbanism Paul has over 20 years of experience in architectural practice. Since joining Union Studio as one of the firm’s first employees in 2002, he has been the Project Architect for many of the firm’s mixed-use and affordable housing projects. After graduating from the Rhode Island School of Design, Paul began his career at Architects Santa Fe in New Mexico where he was a Project Manager for a number of high-end residences and collaborated on multiple community buildings including schools and a retreat center. During his time in New Mexico, Paul discovered his passion for sustainable design. He later returned to Rhode Island and earned additional experience designing adaptive reuse and affordable housing projects. Paul is a versatile project manager, and his easygoing nature makes him a natural team leader. He is an active member of the Congress for the New Urbanism and serves on the Zoning Board of Review in Warren, Rhode Island. 2 FOOTER unionstudioarch.com SPEAKING ENGAGEMENTS Preserving Warren’s Working Waterfront 29th Annual Rhode Island Statewide Historic Preservation Conference, 2014 Affordable Housing as Community Preservation Southern New England American Planning Association (SNEAPA) Annual Conference, 2013 Architecture and Service AIA Rhode Island Annual Expo & Conference, 2013 Smith Hill Visions Providence Preservation Society, 2012 COMMUNITY ENGAGEMENT Zoning Board of Review, Town of Warren, R.I. Chair, 2011 - Present Boston Estonian Society President, 2016 - Present Blount Boats Warren, RI Trinity Place & Trinity Townhouses Providence, RI North Elmwood Revitalization Project Providence, RI Jeremy Lake AIA, LEED AP, CNU SENIOR ASSOCIATE Cape Cod Commission Community Resiliency by Design Barnstable County, MA City of Dover Cochecho Waterfront Vision Plan Dover, NH NOW Communities Emerson Green Devens, MA Northland Residential Fieldstone Way Wellesley, MA Michael Girard Iron Horse Boulevard Simsbury, CT MassDevelopment Newburyport Waterfront Masterplan Newburyport, MA Mark Hanson The Seasons at Little Lake Midland, ON, Canada Chris Harkins Tiverton Heights Tiverton, RI MassDevelopment Tremont Nail Factory Wareham, MA Thrive Collaborative Veridian at County Farm Ann Arbor, MI Civico Development Waterfield Lot Redevelopment Winchester, MA RELEVANT EXPERIENCE EDUCATION University of Miami Miami, FL Master of Architecture; Master of Architecture in Suburb and Town Design Bowdoin College, Brunswick, ME Bachelor of Arts in Biology; Minor in Anthropology REGISTRATIONS Architect (MD) LEED Accredited Professional PROFESSIONAL AFFILIATIONS American Institute of Architects (AIA) RI Chapter Board Member 2013-2016 Congress for the New Urbanism (CNU) Jeremy brings nearly 20 years of experience working on architecture and community design projects at a range of scales. At Union Studio his specialty is neighborhood-scale projects, including the design of new neighborhoods, crafting vision plans to revitalize existing communities, and generating design guidelines to help guide future development. For these types of projects, he often serves as both a designer and project manager, with a talent for serving as a versatile liaison between planning and architecture. Jeremy joined Union Studio in July of 2012 after 11 years at Torti Gallas and Partners where he worked on a variety of market- rate neighborhoods, HOPE VI revitalization projects, and residential architecture projects. unionstudioarch.com SPEAKING ENGAGEMENTS Congress for the New Urbanism, New England: Building Equitable and Inclusive Places, Boston Design Week, 2021 Missing Middle Housing Strategies for Municipalities, MHP Housing Institute, 2021 Successful and Effective Land Use and Zoning Policies: Cottage Courts, Massachusetts Municipal Association Annual Meeting, 2018 Meeting Changing Housing Preferences Through A Form Based Approach, Cape Cod Commission OneCape Summit, 2018 Creative Approaches to Moderate Density: Filling the Missing Middle on Cape Cod, Cape Housing Institute, 2018 Filling the Gap: Affordable Housing Crisis Through Design, CNU Illinois & AIA Chicago, 2019 Getting Great Multifamily Housing in Your Community: Fieldstone Way SNEAPA, 2019 Emerson Green, Devens, MA ‘Net Zero possible’ neighborhood featuring 120+ units of housing in single-family homes, duplexes, and multi-family apartments. Newburyport Waterfront Master Plan, Newburyport, MA Project goals were to define the park, increase open space by 30%, improve circulation & pedestrian connections, preserve parking, and create two new mixed-use buildings to generate economic development opportunities. Veridian at County Farm, Ann Arbor, MI Approximately 13.5 acres with 130 acres of woods, trails, gardens, and playgrounds. The neighborhood is seeking to be one of the nation’s first mixed-income, net zero energy communities and will be a 100% electric development powered by solar. Miké la Sumner Assoc. AIA, CNU DESIGNER ONE Neighborhood Builders Riverside Square Riverside, RI OMNI America, LLC Clay Arsenal Apartments Hartford, CT Newport Housing Authority Park Holm III/IV Newport, RI Town of Cumberland Cumberland Senior Center Cumberland, RI Mashpee Commons Mashpee Design Guidelines Mashpee, MA Missing Middle Housing Research Case Study Housing Cape Cod, MA NOW Communities, LLC. Concord Riverwalk Concord, MA RELEVANT EXPERIENCE EDUCATION Rhode Island School of Design Providence, RI Master of Architecture Wheaton College Norton, MA Bachelor of Arts, Studio Art PROFESSIONAL AFFILIATIONS American Institute of Architects (AIA) COMMUNITY ENGAGEMENT ACE RI - Mentor PRESS Vermont Digger - “Fresh ideas are pop- ping up for bringing more affordable housing to Vermont” 10/20 Mikéla joined Union Studio as a designer in August 2020 after previous internships while earning her Master of Architecture from RISD. While her architectural interests have always centered around housing, they have evolved to include the added intricacy of affordability, adaptability, and comfort. Mikéla provides support throughout the various phases of a project’s development with a balance between the more traditionally creative and technical. This includes design iterations and renderings as well as construction details and project documents. Mikéla’s primary interest includes housing and the complexities that are embedded in such a basic human need. She believes strongly that everyone deserves high quality affordable housing and is intrigued with how to make places that are inherently comfortable and adaptable. Horsley Witten Group, Inc. ENGINEERING DESIGN SCIENCE PLANNING Horsley Witten Group, Inc. is a mission based environmental design and consulting firm providing sustainable design solutions for over 25 years. Over that period, our success can be attributed to a combination of innovation, responsiveness, and client satisfaction. The firm consists of a professional staff of 62 engineers; landscape architects; planners; hydrogeologists; hydrologists; wetlands scientists; marine scientists; computer modelers; environmental analysts; licensed site professionals; surveyors; and GIS and graphic designers. Our dedicated staff of highly skilled professionals manages sustainable projects in New England and beyond. We excel as a liaison between decision makers and the public, translating technical subjects into understandable concepts. Our multidisciplinary-team approach integrates resilience, sustainable civil engineering, urban design, and landscape architecture. HW’s award-winning projects address critical environmental challenges including open space and natural resource protection, environmental restoration, watershed health, climate change and coastal resiliency. Our services include site design, green infrastructure, smart growth planning and community design, zoning regulation review, water and natural resources assessment, permitting, surveying and emergency preparedness. Our clients include the U.S. EPA, NOAA, and the U.S. Department of Justice as well as more than 100 New England municipalities, several state agencies, tribal agencies, non-profit organizations, private organizations, and multiple universities and colleges. HW is a New England-based corporation headquartered in Sandwich, MA with regional offices in Boston, MA, Providence, RI, and Exeter, NH. Sachem’s Path – Nantucket, MA Melpet Farms – Dennis, MA Kimber Woods – Barnstable, MA Barstow Village – Marion, MA HW collaborated with the Housing Assistance Corporation and the Preservation of Affordable Housing to provide survey, planning, site design, permitting, and construction administration services for the Residences at Canal Bluffs affordable housing development. These residences are located on 17 acres of dramatically sloped land and offer prospective residents a broad mix of housing opportunities. Our stormwater management design incorporates natural, green infrastructure such as vegetated bioretention areas, and infiltration systems. The wastewater treatment system state-of-the-art design is a denitrifying system necessary to accommodate the site's location within a Zone II Wellhead Protection Area, and within the watershed to a coastal estuary. Affordable Housing Development Residences at Canal Bluffs Project Profile Bourne, MA Client Contact: Julie Creamer Preservation of Affordable Housing 617-449-0869 HW Contact: Brian Kuchar, PE, RLA 5074 HW focuses on providing sustainable environmental solutions. Learn more at horsleywitten.com Horsley Witten Group HW, the Preservation of Affordable Housing, and the Housing Assistance Corporation collaborated in the survey, planning, design and permitting of two affordable housing developments in West Barnstable, MA. The seven-acre Kimber Woods project includes seven four-family townhouses, with 18 two-bedroom units and 10 three-bedroom units. The eight-acre Lombard Farms project features a 12-unit building designated for residents 55 and over. The design mimics the historical nature of the site. Both sites incorporate low-impact development techniques, such as reduction of impervious area, preservation of natural features, and stormwater management best practices. Both sites feature state-of-the-art advanced denitrifying wastewater systems and are located where soils are most permeable and appropriate for treatment. West Barnstable Affordable Housing Development Communities Project Profile Housing Assistance Corporation of Cape Cod Client Contact: David Quinn Housing Assistance Corporation 508-771-5400 HW Contact: Brian Kuchar, P.E., RLA, LEED AP 5093 HW focuses on providing sustainable environmental solutions. Learn more at horsleywitten.com Kimber Woods LombardFarms Horsley Witten Group HW has collaborated with Housing Assistance Corporation and the Mashpee Housing Authority (MHA) to develop ten additional affordable housing units next to the existing MHA owned Breezy Acres development. HW’s services included surveying, site planning and engineering, landscape design, permitting and construction administration services. The project site is located within a Zone II, nitrogen sensitive wellhead protection area and is mapped as Priority Habitat of Rare Species and Estimated Habitat under the Natural Heritage Endangered Species Program (NHESP). To minimize impacts, the site design incorporates low-impact development techniques such as reduced impervious cover, preservation of natural features, and bioretention areas combined with underground recharge chambers for stormwater management. After an in-depth analysis of options, the team chose off-site wastewater treatment. HW designed a sewerage lift station to pump wastewater through a force main to the adjacent underutilized high school wastewater treatment plant. The Town and the Department of Environmental Protection approved a sewer extension permit. HW also obtained permits from the NHESP, Water Department, and the National Pollutant Discharge Elimination System. Project completion was in the spring of 2014. Great Cove Affordable Housing Project Profile Mashpee, MA Client Contact: Kate Ferreira Housing Development Housing Assistance Corporation (508) 778-7535 x 2 HW Contact: Brian Kuchar, RLA, PE, LEED AP 9076 HW focuses on providing sustainable environmental solutions. Learn more at horsleywitten.com Horsley Witten Group HW collaborated with the Housing Assistance Corporation of Cape Cod and the Nantucket Housing Authority to provide planning, engineering, landscape design, state and local permitting and construction administration services for a 40B affordable housing subdivision located on Nantucket. The Property is a 9.12-acre undeveloped parcel, located at the southwestern corner of Surfside Road and South Shore Drive. The site consisted of mixed vegetation of trees and shrubs and mapped as Priority Habitat for various rare plant and moth species. This affordable housing development project consists of 40 new single-family dwellings with gravel driveways on individual lots and approximately 1,650 linear feet of 20’ wide interior roadway. The design emphasizes compacted development, a reduction in paved surfaces, the use of low maintenance, native plantings and integrates the proposed development’s needs into the site’s delicate surrounding environment. Due to the numerous site constraints, the compact design incorporates natural Green Infrastructure practices such as vegetated swales and bioretention areas and underground recharge chambers. In addition, the site is developed with an eye toward balancing shared green space with private space for each homeowner. Municipal services include water and sewer. Affordable Housing Development - Sachems Path, Nantucket MA Project Profile Housing Assistance Corporation Client Contact: Kevin Maguire Oxbow Partners LLC 917-340-3187 HW Contact: Brian Kuchar, P.E., RLA 10088 HW focuses on providing sustainable environmental solutions. Learn more at horsleywitten.com Horsley Witten Group The Housing Assistance Corporation of Cape Cod hired HW to provide surveying, planning, engineering, landscape design, and permitting/construction administration services for a proposed affordable housing development on a 5.75-acre Town-owned parcel in Dennis, Massachusetts. The site is the former location of apartment rental units. In 2011, the Town of Dennis selected The Housing Assistance Corporation to develop new affordable rental housing on the property. The project features the construction of twenty-seven affordable housing units located in eight LEED buildings clustered around a common open area. The site design incorporates natural Low Impact Development practices such as reduction of impervious area, preservation of natural features, vegetated swales, bioretention areas with native plantings, underground recharge chambers, and a state-of-the-art advanced de-nitrifying wastewater system. The landscape design emphasizes the use of low maintenance native plantings and integrates the development into the surrounding environment. HW’s permitting services included Planning Board, Board of Health, and National Pollutant Discharge Elimination System (NPDES). The project architect, Brown Lindquist Fenuccio & Raber, Architects, Inc. recently won a “Silver, Best in American Living” award from the National Association of Home Builders for the category of Affordable Multi-Family. Melpet Farm Affordable Housing Development Project Profile Housing Assistance Corporation Client Contact: David M. Quinn Asst. Director of Housing Development Housing Assistance Corp. dquinn@haconcapecod.org 508-771-5400 x288 HW Contact: Brian Kuchar, P.E., RLA 11002 HW focuses on providing sustainable environmental solutions. Learn more at horsleywitten.com Horsley Witten Group Brian Kuchar, RLA, P.E., LEED AP Associate Principal/Landscape Architect/Civil Engineer bkuchar@horsleywitten.com Sustainable Environmental Solutions Horsley Witten Group Brian has 24 years of combined experience in landscape architecture and civil engineering. His passion for the preservation of the natural environment provides the foundation for all his design work.He has been employed in both the public and private sector and has experience with a broad range of projects including institutional, commercial and residential land development, multi-use paths, park design, green infrastructure, stormwater management, and ecological restorations. Brian has presented at numerous training workshops and conferences and served as an adjunct professor at the University of Rhode Island. KEY PROJECTS LOW IMPACT DEVELOPMENT/SUSTAINABLE SITE DESIGN Sustainable Affordable Housing Development, Sachem’s Path, Nantucket, MA: Project Manager for this environmentally sustainable 40B affordable housing development. Responsible for the site design, permitting, public presentations with key stakeholders and permitting agencies, construction documents and construction administration. Sustainable Affordable Housing Development, Great Cove, Mashpee, MA: Project Manager for this environmentally sustainable affordable housing expansion. The development consists of five new energy efficient single-family dwellings, a shared driveway, paved parking areas, sidewalks, connection to the Mashpee High School wastewater treatment system, a low impact stormwater management system, as well as installation of site utilities. Responsible for the site design and permitting and participated in a number of meetings and public presentations with key stakeholders. LEED-Certified Barstow Village Affordable Housing development, Hanover, MA: Project Manager for this sustainable affordable housing development consisting of a 20,000 square foot, three story 66 unit senior residential apartment building, parking areas, access drive, utility installation, wastewater treatment system, and stormwater management system. Advanced wastewater treatment is provided by an innovative alternative system; the site design incorporates grassed swales, vegetated bioretention systems, rain gardens, and infiltration basins into the stormwater management system. Province Landing Affordable Housing Development, Provincetown, MA: Lead landscape architect for the landscape and site design of a 50-unit affordable housing development with 2,000 square feet of commercial space. The site design integrates LID elements into the landscape. Lombard Farm Affordable Housing Development, West Barnstable, MA: Lead project engineer and landscape architect for this sustainable affordable housing development. Responsible for the LID site design and permitting. The project consisted of 28 housing units located on a 7-acre parcel within an endangered species habitat. The design used LID strategies to minimize the impact on the surrounding environment. Advanced wastewater treatment was provided by an innovative alternative denitrification community system; and the site design incorporated grassed swales, vegetated bioretention systems, rain gardens and infiltration basins into the stormwater management system. Areas of Expertise Landscape Architecture Civil Engineering Sustainable Site Design Smart Growth/Low Impact Development Stormwater & Wastewater Management Green Infrastructure Ecological Restoration Meeting Facilitation Training Construction Administration Surveying Professional Registrations Professional Engineer: RI #8776 (2006) Registered Landscape Architect: MA #1592 (2006) RI #372 (2003) LEED AP Academic Background Bachelor of Landscape Architecture, University of Rhode Island Bachelor of Science, Civil/Environmental Engineering Worcester Polytechnic Institute Professional Experience Horsley Witten Group, Inc., Associate Principal & Senior Landscape Architect/ Civil Engineer, 2007-Present Northeast Engineers and Consultants, Inc., Project Manager/Senior Landscape Architect, 2006-2007 University of Rhode Island, Adjunct Professor, 2002-2007 Frisella Engineering, Inc., Project Manager, 2003-2006 William Warner Architects and Planners LTD, Landscape Architect, 2001-2003 City of Newport, Rhode Island, Planning Department Intern, 2000-2001 NES, Inc., Site Engineer, 1993-1998 Sustainable Environmental Solutions Horsley Witten GroupBrian Kuchar, RLA, P.E., LEED AP Associate Principal/Landscape Architect/Civil Engineer bkuchar@horsleywitten.com Kimber Woods Affordable Housing Development, West Barnstable, MA: Lead Project Engineer and Landscape Architect for this sustainable age restricted development. Responsible for the LID site design and permitting. The project consists of 28 units located on a 7.2-acre parcel. The design used LID strategies to minimize the impact on the surrounding environment. Advanced wastewater treatment was provided by an innovative alternative denitrification shared community system; and the site design incorporated grassed swales, vegetated bioretention systems, rain gardens and infiltration basins into the stormwater management system. Canal Bluffs Housing Affordable Housing Development-Phase 1, Bourne, MA: Lead engineer for the first phase of this affordable housing development in Bourne, Massachusetts, consisting of 137 housing units of mixed density and architectural style. Advanced wastewater treatment was provided by an innovative alternative denitrification community system; and the site design incorporates grassed swales, vegetated bioretention systems, rain gardens and subsurface infiltration chambers into the storm water management system. Marston Mills Village Center Streetscape Improvements, Barnstable, MA: Project manager for planning and engineering services to develop pedestrian and transportation improvements for the Marstons Mills Village Center. Responsible for the conceptual design, public process to incorporate recommendations from multiple stakeholders, green infrastructure strategy and construction drawings. Veterans Memorial Park Design, Downtown Peabody, MA: Project Manager for the design for a brownfield redevelopment project including site remediation of contaminated soil, wetland mitigation, and site and landscape design. The park was designed to provide flood storage during large rain events. Ten Mile River Restoration, Attleboro, MA: Senior Landscape Architect for an urban river restoration, bank stabilization and urban river walk redevelopment project. The design includes a tree lined corridor created along the edge of a proposed paved multi-use path which will provide areas for both active and passive recreation. Jonathan Ford, P.E., NCI Senior Project Manager Community Design jford@horsleywitten.com 401-272-1717 Sustainable Environmental Solutions Horsley Witten Group Jon has over 23 years of experience as a civil engineering and neighborhood planning innovator, and is a recognized leader in the area of New Urbanist planning and engineering. Jon is a 2006 Knight Fellow in Community Building at the University of Miami’s School of Architecture, a co-founder of the New England Chapter of the Congress for the New Urbanism, and on the faculty of the Form-Based Codes Institute. Jon’s project designs have won numerous local and national awards, multiple CNU Charter Awards, the Rudy Bruner Award for Urban Excellence, and the Boston Society of Landscape Architects Honor Award. KEY PROJECTS Greenbush Transit-Oriented Development, Scituate, Massachusetts: Led site planning, civil engineering, and landscape architecture design for redevelopment of portions of the MBTA commuter rail parking lot to build a new village center consisting of 78 residential units and 10,000 sq. ft. of commercial space in six buildings. Woonasquatucket Vision Plan and Greenway: Led infrastructure and placemaking design for Providence’s Woonasquatucket Vision Plan and Woonasquatucket Greenway. The Woonasquatucket Vision Plan is a concept for the area along the Woonasquatucket River from Providence’s Olneyville neighborhood to the Providence Place Mall – including parts of three City neighborhoods that have historically faced disinvestment and a disproprortionate level of environmental impacts. The Woonasquatucket River Greenway project followed as a direct result of the Vision Plan, and will transform a one mile stretch of the of the Greenway providing a separated urban trail to connect Providence Place Mall to Eagle Square, multiple new pocket parks, green infrastructure, trees, and a kayak launch. Panama City Downtown Vision and Neighborhood Plans: Collaborated with Dover, Kohl and Partners on the Panama City Strategic Vision for Downtown and its Waterfront and Neighborhoods Plan for Glenwood, Millville, and St. Andrews as part of the city-wide Hurricane Michael Recovery Planning Project. HW led sustainability and resilient infrastructure planning and design for each neighborhood fitting into the community vision for future development and preservation, sustainable building, connectivity, and gathering spaces. The Downtown Vision Plan won a 2020 CNU Charter Award. Cocheco Waterfront Development, Dover, New Hampshire: Collaborated with Union Studio to produce a community vision and development plan for the Cocheco Waterfront Site, a 21-acre City owned brownfield property across the river from downtown Dover. Currently producing construction documents with special focus on green infrastructure, street design, earthwork analysis, and shoreline design to plan for climate change. Chattanooga West End: Collaborated with Dover, Kohl and Partners to develop a Master Land Use Plan for Chattanooga’s West End, consisting of 95 acres of industrial oriented land with over ¾ mile of frontage on the Tennessee River. The plan sets a physical framework for the West End’s evolution into Chattanooga’s next vibrant, mixed-use neighborhood, including a riverfront nature park, streetcar line, and urban canal system woven through the proposed street network. HW led the infrastructure design and public realm elements of the plan. Sewanee Village Implementation Plan, University of the South, Sewanee, Tennessee: Updated the Implementation Plan for the 10+ acre Village to integrate sustainable neighborhood design principles and green infrastructure, including detailed concept plans for four blocks. Areas of Expertise Civil Engineering Urban Design Downtown & Neighborhood Revitalization Land Use Planning Mobility & Complete Street Design Smart Growth / Low Impact Development Professional Registrations & Affiliations Professional Engineer: MA, RI, CT, NC, NH, GA National Charrette Institute (NCI): Charrette Planner Certification Co-Founder, Current President: New England Chapter of the Congress for the New Urbanism Board of Directors: Blackstone Parks Conservancy Knight Fellow in Community Building, University of Miami School of Architecture Academic Background Bachelor of Science, Civil Engineering: University of Notre Dame Professional Experience Horsley Witten Group, Inc., Senior Project Manager - Community Design, 2014 to present Morris Beacon Design, LLC, Principal and Founder, 2006 to 2014 Nitsch Engineering, Project Engineer, 2002 to 2006 Sustainable Environmental Solutions Horsley Witten GroupJonathan Ford, P.E., NCI Senior Project Manager - Community Design jford@horsleywitten.com Heritage Creekside, Plano, Texas: Participated in planning, urban design, and civil engineering visioning to integrate existing natural creek systems into the 156 acre development master plan, and produced construction documents for open space plazas, multi-modal paths, a pedestrian bridge, and naturalized creek restoration. Plan West Ashley, Charleston, South Carolina: Collaborated with Dover Kohl and Partners to develop Plan West Ashley, a community vision and plan for the West Ashley area of Charleston, South Carolina - home to over half of Charleston's population. Plan West Ashley sets broad policies and identifies specific actions to enhance quality of life and protect the area's historic, cultural, and natural environment. The Plan is already playing a pivotal role in shaping the future of the area's streets, transportation systems, neighborhoods, and public spaces. HW led the infrastructure, sustainability, climate resiliency, and open space elements of the plan. East Farmingdale Transit Oriented Development Plan and Form-Based Zoning Code, Babylon, New York: Collaborated with Dover, Kohl and Partners and local stakeholders on a transit-oriented development plan and zoning code to encourage sustainable redevelopment of approximately 100 acres adjacent to a future Long Island Railroad train station and bus rapid transit stop. HW was responsible for civil engineering, site design, green infrastructure, and open space/parks design and code production. Oak Bluffs, Massachusetts Downtown Streetscape Master Plan: Produced a comprehensive integrated plan for improvements to Oak Bluffs downtown public realm. The project included an extensive year-long public process component, with multiple visioning meetings, open house events, website/social media outreach, and a public survey. Jon was project manager, led the planning team, and directed design. Seekonk River Revitalization Initiative, Providence, Rhode Island: Led planning and civil engineering tasks as part of a community led initiative to improve a three-quarters of a mile stretch of the Seekonk Riverfront in Providence. The plan integrates green infrastructure; complete streets rebalancing of the waterfront River Road to include an off-street multi- use path and traffic calming improvements; and plaza and boat launch improvements to increase public access to the water. Key Projects Prior to joining Horsley Witten Group, Inc. Cottages on Greene, East Greenwich, Rhode Island: Designed site layout, grading and infrastructure for a 15 unit infill cottage community one block from downtown Main Street. The stormwater management strategy overcame unique challenges, and includes an integrated system of bioretention, bioswales, and permeable bituminous pavement. The project won a CNU Charter Award Honorable Mention. The Steel Yard, Providence, Rhode Island: Provided civil engineering services to design the innovative site transformation of the Steel Yard. The landscape and drainage systems are woven into the site to minimize contaminated soil export while also naturally filtering and infiltrating stormwater to reduce runoff to the City combined sewer system. The project design won numerous local and national design awards, including the prestigious Rudy Bruner Award for Urban Excellence. Simsbury Stormwater Article & Stormwater Design Guidelines, Simsbury, Connecticut: Produced a Stormwater Article, Site Design Checklist, and Site and Stormwater Design Guidelines tailored to the unique conditions within Simsbury. The project won a CNU New England Urbanism Award. According to the jury, the work “fills an important need in providing an alternative approach to stormwater regulations…. providing an extremely useful and adaptable tool for other planners and communities promoting higher density infill development”. Comparative Infrastructure Analysis of Smart Growth and Conventional Projects, U.S.EPA: Completed a peer-reviewed research project comparing infrastructure cost for conventional suburban and traditional neighborhood development patterns. Variables that drive infrastructure cost were analyzed for 750-1,000 acre sites in South Carolina and Arizona to shed light on the relationships between planning and design inputs and relative effect on the bottom line. Joseph Henderson Senior Engineer jhender@horsleywitten.com Sustainable Environmental Solutions Horsley Witten Group Joe Henderson has 21 years of experience performing engineering support in site development, wastewater treatment, water, and stormwater projects. Joe is proficient in the following services: collecting and evaluating data from test pits; preparing design plans using AutoCAD Land Development and Civil 3D version 2019; evaluating and designing stormwater management facilities using HYDROCAD version 10.0; designing onsite wastewater collection, treatment, and disposal systems with and without advanced wastewater treatment systems; cost estimating; project management; working with clients; construction oversight; and performing site surveys. KEY PROJECTS Province Landing Affordable Housing Development, Provincetown, MA: Assisted in the design, permitting and construction oversight of this 50-unit affordable housing development on Cape Cod. This project includes a gravity wastewater collection system, lift station and forcemain connecting the 8,900 gpd development into the municipal sewer system. Village at Nauset Green, Eastham MA: Assisted in the permitting, design and managed construction oversight for the installation of a 65-unit affordable housing development. Along with site design components including road layout, grading, stormwater management, and landscape architecture HW conducted a hydrogeologic evaluation to site and design the 12,000 gallon per day wastewater treatment and disposal facilities, obtained a Groundwater Discharge Permit from MassDEP, and designed the wastewater facilities to high-level treatment standards for facilities within a public water supply area. Littleton Village Development, Wareham, MA: Assisted in the design, permitting and project management of a 44-unit senior housing building and 49-unit affordable housing development. Site design components including road layout, grading, stormwater management, and landscape architecture and wastewater lift station for connection to municipal sewer were completed. Cape Cod 5 Redevelopment Affordable Housing Development, Mashpee MA: Assisting in the design, permitting and project management of the redevelopment of an office building into affordable housing. The project includes two townhome buildings along with a large addition to the existing office building. In total, 64 units of affordable housing will be provided. Site design elements road layout, grading, stormwater management and connection of to the municipal sewer system. Affordable Housing Development, Mashpee MA: Assisted in the preparation of a development feasibility study for three town owned properties and subsequent design and permitting of a 7,590 gpd advanced wastewater treatment plant to service the proposed 39 unit affordable housing development and meet the strict local effluent requirements. Canal Bluffs Development, Bourne, MA: Assisted in the design, permitting and construction of a Bioclere wastewater treatment plant and disposal beds treating approximately 38,000 gallons per day wastewater flow for a 117 unit housing project. Phase 1 of the project included a 7,600 gpd treatment system with disposal beds while Phase 2 includes buildout of the treatment plant to 38,000 gpd. Areas of Expertise Civil Engineering Environmental Engineering Wastewater Management Stormwater Management Site Assessment & Remediation Surveying Low Impact Design Site Design Professional Registrations & Affiliations Professional Engineer MA (#46668) Class IV Soil Evaluator, RI (#D4090) DEP Soil Evaluator, MA (#SE2728) Certified Title 5 System Inspector, MA Academic Background Bachelor of Science, Civil Engineering, University of MA, Dartmouth Professional Experience Horsley Witten Group, Inc., Civil Engineer, June 2000 to present Town of Barnstable, Engineering Department, 1999 to 2000 Sustainable Environmental Solutions Horsley Witten GroupJoseph Henderson Senior Engineer jhender@horsleywitten.com Kimber Woods Affordable Housing Development, West Barnstable, MA: Designed, permitted, and completed construction administration of an Advantex advanced wastewater treatment system, capable of treating to 19 mg/L total nitrogen, for a 7,300 gpd residential 40B development. Littleneck Village Affordable Housing, Marion, MA: Assisted in the design of a wastewater pumping station that connected the proposed age-restricted LEED registered redevelopment to the municipal sewer collection system. The project consisted of 36 units located on a 9 acre parcel and included “low impact development” strategies to minimize the impact on the adjacent Sippican Harbor. Work included design, permitting and construction oversight for the wastewater lift station. Ashers Path, Mashpee, MA: Designed, permitted, and provided construction oversight of a FAST advanced wastewater treatment system, capable of treating to 10 mg/L total nitrogen, for an 8,400 gpd elderly housing development. Sachem’s Path Development, Nantucket, MA: Assisted in the permitting, design and construction oversight of the 40 lot subdivision which includes individual home lots, conservation areas, buffers, interior roadways, sidewalks and a wastewater lift station that connects to the Nantucket wastewater treatment facility. Breezy Acres Extension Wastewater Lift Station and Forcemain, Mashpee, MA: Assisted in the permitting and design, of a wastewater lift station and forcemain connecting the Breezy Acres Development to the Mashpee High School wastewater treatment plant. The project includes a gravity collection system, lift station for the 4,400 gpd development and a 2,200-ft forcemain. Rock Harbor Harbormaster Building & Site Revitalization, Eastham MA: Assisted in the design and permitting of a new harbormaster building and associated permeable parking, stormwater management, on-site wastewater management, pedestrian pathways and other site amenities. The proposed redevelopment project will involve work within coastal resource areas including barrier beach (coastal dune), Riverfront Area, and Land Subject to Coastal Storm Flowage (LSCSF), as well as within the 100-foot buffer zone to salt marsh. Hannah Carlson, RLA Senior Landscape Architect hcarlson@horsleywitten.com Sustainable Environmental Solutions Horsley Witten Group Hannah Carlson has over 13 years of experience in the field of landscape architecture and is a registered landscape architect in Massachusetts. She has provided site design, planting plans, consultation, construction administration, planning and graphics services for a variety of private and public entities. Her work encompasses diverse project types ranging from garden, pathway, park and streetscape designs to ecological restoration projects, master plans and design guidelines for urban development and conservation land. Her graphics experience includes creating renderings for landscape plans and perspectives, and designing master plans, educational signage, guidebooks, and field manuals. KEY PROJECTS Boston Parks and Recreation Department (BPRD) Green Stormwater Infrastructure (GSI) Design and Implementation Guide, Boston, MA: Designer and writer for the development of a comprehensive GSI design guide. The document outlines BPRD GSI goals and objectives and serves as a design tool to assist with the siting, selection and implementation of GSI within Boston parks. Boston Water and Sewer Commission (BWSC) Green Stormwater Infrastructure Retrofits at Boston Public Schools, Boston, MA: Worked with the team to create innovative GSI practices at five Boston Public Schools (BPS), integrating them into new outdoor classrooms, recreational facilities and parking lots. The practices serve as demonstrations for future redevelopment and stormwater improvements at BPS throughout the city. Arboretum Road Green Link Multi-Use Path Design, Boston, MA: Landscape Architect for the design of the first link of the Roslindale Gateway Path which will wind through part of the Arnold Arboretum and better connect Roslindale Village and Forest Hills. This portion of the multi-use path provides a formal gateway to the Arnold Arboretum and connection for pedestrians and bikes between the existing Blackwell footpath and Arboretum Road. Quadricentennial Park, Plymouth, MA: As project manager and landscape architect, Hannah is collaborating with the Plymouth 400 Committee and the Pilgrim Hall Museum on the design of a park celebrating the year 2020 and the 400th anniversary of the pilgrims landing. Situated on historic Cole’s Hill, the design development has included a plaza, seat wall, plantings and a 6’-high wall of granite block with a lookout to the harbor. The history of the site will be emphasized through the park’s layout, materials and interpretive elements. Doyle Park Schematic Design, Hyde Park, Boston, MA: Landscape Architect for the design team that created a conceptual plan for the conversion of a former playground site into a neighborhood park along the Neponset River. The team worked with several community partners and the Solomon Foundation to host outreach events and develop a plan for the DCR property that meets the needs of the community and provides environmental improvements. Hannah led the production of a GPS-based site analysis, provided preliminary engineering support, a permitting assessment and cost estimating. We also provided survey and a vegetation inventory of both the Doyle Park site as well as the nearby riverfront property along Edgewater Drive. Blessings of the Bay Park Schematic Design, Somerville, MA: Part of a multidisciplinary design team to help transform Blessing of the Bay Park into a revitalized amenity for both the community and the riparian species that inhabit the area. The goals Areas of Expertise Landscape Architecture Low Impact Design Site Design Graphic Services In-class and In-field Training Construction Administration Ecological Restoration Master Planning Climate Change Adaptation Design Professional Registrations & Affiliations Registered Landscape Architect, MA Member, American Society of Landscape Architects and the Boston chapter Academic Background Masters of Landscape Architecture, Cornell University Bachelor of Arts, Comparative Literature, University of Chicago Professional Experience Horsley Witten Group, Inc., 2010 to present Charles River Watershed Association, 2009 to 2010 Residential and Commercial Landscape Design, 2009 to 2010 Cornell University Project, Design, and Construction (PDC), 2007 to 2009 Teaching Assistant, Cornell University, 2008 and 2009 Sustainable Environmental Solutions Horsley Witten GroupHannah Carlson, RLA Senior Landscape Architect hcarlson@horsleywitten.com of the plan include enhancing the quality and ecological values of this public space and to provide a connecting green space as part of a larger vision of the MyRWA, Department of Conservation and Recreation, and the City of Somerville. Jamaica Pond Pathway Improvements, Boston, MA: Landscape Architect on the consultant design team to help incorporate green stormwater management and shoreline restoration into an historic Olmsted Park. Edenfield Avenue, Town of Watertown, MA: As part of a municipal roadway improvement project with additional funding from the Massachusetts 319 Non-Point Source Grant Program coordinated with Charles River Watershed Association (CRWA). Hannah provided the planting plans of eleven BMPs on the streets of Watertown that promote stormwater recharge prior to discharging into the municipal system. Route 6 Stormwater and Vegetation Plan, Cape Cod Commission: Landscape designer for the development of a Stormwater and Vegetation Plan for the Cape Cod Route 6 Corridor to improve the ecological functioning of stormwater phytoremediation concepts, and vegetation management approaches within the road corridor. Henderson Boathouse Parking Lot Retrofit, Northeastern University, Boston, MA: Landscape Architect for the multidisciplinary team hired by the University to redesign the parking area and building entrance space for the Henderson Boathouse. Hannah conducted preliminary site visits and worked on the concept design. Marstons Mills Village Center Streetscape Improvements, Barnstable, MA: Worked with the town and traffic engineers to design streetscape improvements and integrate green infrastructure and amenities for pedestrians and bicyclists. The design provides traffic calming, safe pedestrian connections, stormwater management and beautification to the village center. Oak Bluffs Streetscape Master Plan, Oak Bluffs, Martha's Vineyard: Produced a comprehensive Streetscape Master Plan for improvements to the Village District of Oak Bluffs. Hannah collaborated with the project team members and stakeholders on site analysis, data collection and review, and design development. Multiple visioning meetings and online outreach were provided. Veteran's Memorial Park, Downtown Peabody, MA: Collaborated with team members on a design for the urban park which included site remediation of contaminated soil and wetland mitigation. The park features an entry plaza, informal play areas and a boardwalk leading to a stage that overlooks the central lawn. Fuller Brook Restoration, Wellesley, MA: Created the landscape design for stream bank, wetland restoration, and bioretention areas that will be viewed from an improved multi-use path along a several mile-long reach of a suburban impaired stream/wetland system. Norman Bird Sanctuary Comprehensive Master Plan, Middletown, RI: Conducted field work locating and documenting the condition of trails, viewsheds, and plant communities utilizing GPS tracking for data collection. Hannah produced the Master Plan which included analyzing the data, creating maps and providing recommendations and an implementation strategy. Breakwater Landing Coastal Resiliency Project, Brewster, MA: Designed the landscape plans for this bayside project which included pulling the parking lot away from the beach, restoration of beach dunes, and integrating green infrastructure into the dune landscape. Roger Williams Park Watershed Management Plan and Retrofit Site Design, Providence, RI: Assisted this watershed management planning effort to improve the water quality of the lakes in this historic park by conducting field work, creating conceptual designs of stormwater retrofit sites, and designing landscape plans for the construction of multiple sites. 1 | Page MEMORANDUM To: Peter Lombardi, Town Administrator, Town of Brewster From: Lynne D. Sweet, Managing Member, LDS Consulting Group, LLC Re: Millstone Road Housing Pro Forma Review Dated: February 10, 2022 The Town of Brewster hired LDS Consulting Group, LLC to review a submission to the Town for development of land at 0 Millstone Road, Brester MA dated December 16, 2021, from Preservation of Affordable Housing and Housing Assistance Corporation of Cape Cod (the “Development Proposal”). Specifically, LDS was contract to review the financial pro-formas contained in the Development Proposal. In connection with our review, we examined the following documents: 1. Millstone Road RFP dated 10-1-2021 2. The Development Proposal 3. DHCD DRAFT 2022-2023 Qualified Allocation Plan (“QAP”) 4. Workforce Housing Program Guidelines In general, the development proposal falls within the parameters of the various funding program requirements relative to unit mix, unit cost, operating cost per unit, funding limits, sources of funding, $/sale of credits etc. In addition, the development timeline is in keeping with the timing of funding rounds based on data available to date. Therefore, the project as submitted appears to be realistic and viable. In addition, the project team has a strong track record of obtaining funding for similar size developments and more particularly, on the Cape. The Cape is a high priority development area for DHCD due to its overall lack of year-round rental workforce housing. Our questions, comments are as follows: 1. The one- and two-bedroom unit sizes appear to be below the M.G.L. Chapter 40B Guidance sizes of 700 square feet for a one-bedroom unit (591 proposed), 900 for a two- bedroom unit (821 proposed. We would like to hear the developer provide an explanation on this matter as to if this will be allowed by DHCD. 2. Would it be possible to add 2 more 60% units and bring 80% units down to 8 so that you could bring in an additional $250,000 in tax credits? It would be helpful to have the full calculation as it appears you are at $9.5M and could go to $10M?. 3. DHCD has a maximum per developer per round application cap. Will this be an issue for this development for the 2022 winter funding round? 2 | Page 4. We would like to see a 15-year pro-forma with below the line cash flow and soft debt and waterfall in the event of a refinance or sale. This will have many assumptions. a. The town should consider whether that want to be paid back on their CPA investment and if so, with interest and over what period. b. The town should consider whether on not they would like to be paid anything at a capital event such as a sale or refinance. c. This could benefit the town to have funds available for development more affordable housing in the future or preserving existing housing. The downside is that is takes funds away from the developers that they could also use to produce or preserve more affordable housing. d. Confirm affordability is in perpetuity. It will be important for the development to have zoning approval and local funding commitments by the time that pre-applications are due mid fall 2022 to be able to compete in the winter 2023 DHCD major state funding round. In addition, construction costs, costs of goods and operating costs are all increasing due to the current economic environment. We are concerned that the construction costs and operating costs appear a little on the light side. I have listed some of the major thresholds in the QAP and how the Proposed Development complies with them: 1. The purchase price is 0. This is important as DHCD typically does not fund purchase prices more than what that land is appraised at by right before a 40B. 2. Housing for extremely low-income individuals 20% (20%) 3. Family housing production in neighborhoods and communities: 65% of units are two or more bedrooms (66%) and 10% are three bedrooms (11%); 4. Family or senior housing production in communities in which the affordable housing stock is less then 12%: Brewster 6.5% DHCD SHI 12/21/2020 5. Located in a Qualified census tract DDA (Barnstable County) 6. Does not maximize state credits $9.5M vs $10? 7. More than 40% of units restricted to less than 60% of AMI. 8. State tax credit limit of $700,000 for projects 41-60 units. 9. More than 75 cents per state credit dollar 10. Historically DHCD awards 50% of federal credits to qualified nonprofits. 11. Residential TDC suburban/rural area with largest units $319,000. There is a caveat that this will be raised in 2022 to respond to market conditions, and rule of thumb currently is < $500,000 TDC per unit. 12. Cap of $250,00 credit per unit (applies to units 60% or less) February 23, 2022 Peter Lombardi Town Administrator Town of Brewster 508-896-3701 x. 1128 plombardi@brewster-ma.gov Dear Peter, Our responses to the comments contained in LDS’s report are below: 1. The one- and two-bedroom unit sizes appear to be below the M.G.L. Chapter 40B Guidance sizes of 700 square feet for a one-bedroom unit (591 proposed), 900 for a two-bedroom unit (821 proposed). We would like to hear the developer provide an explanation on this matter as to if this will be allowed by DHCD. Our unit designs are driven by efficient layouts and provide exceptional living spaces within compact footprints. Our goal of using creative design to produce efficient, highly livable spaces is consistent with DHCD’s goal of controlling costs. DHCD is currently evaluating their unit size requirements as part of their effort to adapt to increasing construction costs. Furthermore, our efficient units also reflect the community’s desire to mitigate density on the site and impact on the environment. Because of this, we do not anticipate that our proposed unit sizes will be a problem with DHCD. 2. Would it be possible to add 2 more 60% units and bring 80% units down to 8 so that you could bring in an additional $250,000 in tax credits? It would be helpful to have the full calculation as it appears you are at $9.5M and could go to $10M? We are assuming that we receive the full allocation of 9% LIHTC which is currently $1M per project (or $10M total). The $9.5M of 9% LIHTC in the Sources & Uses schedule represents the net LIHTC equity to the project assuming an investor pays $0.95 per credit ($10M LIHTCs * $0.95 per credit = $9.5M LIHTC equity). 3. DHCD has a maximum per developer per round application cap. Will this be an issue for this development for the 2022 winter funding round? We do not anticipate that this will be an impediment. Because the developer team consists of two developer partners – POAH and HAC – the team will have an ability to be flexible regarding which developer submits the application. If POAH has another 9% application planned for the 2023 winter funding round, the project can be submitted under HAC – and vice versa. It is highly unlikely that both POAH and HAC will be submitting other competing 9% applications coinciding with the Millstone Road application. 4. We would like to see a 15-year pro-forma with below the line cash flow and soft debt and waterfall in the event of a refinance or sale. This will have many assumptions. Please see the attached proforma. We are happy to discuss the proforma and the proposed sources and uses in greater detail with the Town in the context of the CPA funding comments provided by LDS. We can confirm that POAH and HAC intend to maintain the units as affordable in perpetuity in accordance with our proposal. Similar to our financing of Brewster Woods, the project’s senior lender may require the property to revert to the 40B minimum affordability levels in the unlikely event of a foreclosure. This lender requirement is necessary to avoid a funding gap resulting from the lender’s need to rely on a restricted value appraisal. 5. It will be important for the development to have zoning approval and local funding commitments by the time that pre-applications are due mid fall 2022 to be able to compete in the winter 2023 DHCD major state funding round. In addition, construction costs, costs of goods and operating costs are all increasing due to the current economic environment. We are concerned that the construction costs and operating costs appear a little on the light side. The development hard cost budget we have underwritten in our proposal reflects the construction pricing of our project in Brewster that is currently underway. Our design and construction management teams will work closely with the selected general contractor to control cost escalations. If necessary, we will also work with our funders – specifically DHCD – to adapt to construction cost increases. Our operating budget is reflective of nearby properties in our Cape portfolio and we feel that it will be sufficient to support the community’s long-term operational health. 0 Millstone Road | Brewster, MA 45 Units New Construction Cash Flow Projection & Waterfall PIS - Perm Conversion 6/1/2023 Year 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 Disposition 12/31/2039 Project Year 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Operating Pro Forma Cash Flow Projection Economic Occupancy 95%95%95%95%95%95%95%95%95%95%95%95%95%95%95% Revenue Total Rental Income 2.00%734,859 749,556 764,547 779,838 795,435 811,343 827,570 844,122 861,004 878,224 895,789 913,705 931,979 950,618 969,631 Total Vacancy (36,743) (37,478) (38,227) (38,992) (39,772) (40,567) (41,379) (42,206) (43,050) (43,911) (44,789) (45,685) (46,599) (47,531) (48,482) Total Other Income 2.00%5,329 5,329 5,329 5,329 5,329 5,329 5,329 5,329 5,329 5,329 5,329 5,329 5,329 5,329 5,329 Effective Income 1.99%703,445 717,407 731,649 746,175 760,992 776,105 791,521 807,244 823,283 839,642 856,328 873,348 890,708 908,416 926,478 Check - Expenses Total Administrative Expenses 3.00%40,996 42,226 43,493 44,797 46,141 47,526 48,951 50,420 51,932 53,490 55,095 56,748 58,450 60,204 62,010 Total Payroll Expenses 3.00%101,909 104,966 108,115 111,358 114,699 118,140 121,684 125,335 129,095 132,967 136,957 141,065 145,297 149,656 154,146 Total Management Fee 3.00%30,780 31,703 32,655 33,634 34,643 35,682 36,753 37,856 38,991 40,161 41,366 42,607 43,885 45,201 46,558 Total Resident Services/Community Impact 3.00%41,500 42,745 44,027 45,348 46,709 48,110 49,553 51,040 52,571 54,148 55,773 57,446 59,169 60,944 62,772 Total Utility Expense 3.00%62,691 64,572 66,509 68,504 70,560 72,676 74,857 77,102 79,415 81,798 84,252 86,779 89,383 92,064 94,826 Total Maintenance Expense 3.00%92,389 95,161 98,016 100,956 103,985 107,104 110,318 113,627 117,036 120,547 124,163 127,888 131,725 135,677 139,747 Total Taxes & Insurance 3.00%61,245 63,082 64,975 66,924 68,932 71,000 73,130 75,324 77,583 79,911 82,308 84,777 87,321 89,940 92,639 Real Estate Taxes 3.00%30,015 30,915 31,843 32,798 33,782 34,796 35,839 36,915 38,022 39,163 40,338 41,548 42,794 44,078 45,400 Ground Lease 3.00%100 103 106 109 113 116 119 123 127 130 134 138 143 147 151 Total Expenses (Before RR)431,610 444,558 457,895 471,632 485,781 500,354 515,365 530,826 546,751 563,153 580,048 597,449 615,373 633,834 652,849 Replacement Reserve Deposits 3.00%15,750 16,223 16,709 17,210 17,727 18,259 18,806 19,371 19,952 20,550 21,167 21,802 22,456 23,129 23,823 Total Expenses (with RR)3.00%447,360 460,781 474,604 488,842 503,508 518,613 534,171 550,196 566,702 583,703 601,214 619,251 637,828 656,963 676,672 - Net Operating Income 256,085 256,626 257,044 257,333 257,484 257,492 257,349 257,048 256,581 255,939 255,114 254,097 252,880 251,453 249,806 DSCR:1.15 1.15 1.15 1.16 1.16 1.16 1.16 1.15 1.15 1.15 1.15 1.14 1.14 1.13 1.12 Cash Flow After Hard Debt Service 33,402 33,944 34,362 34,650 34,802 34,810 34,667 34,366 33,898 33,256 32,431 31,415 30,198 28,771 27,123 Cash Flow Waterfall First Priority LP AM Fee Charge 5,150 5,305 5,464 5,628 5,796 5,970 6,149 6,334 6,524 6,720 6,921 7,129 7,343 7,563 7,790 Payment (5,150) (5,305) (5,464) (5,628) (5,796) (5,970) (6,149) (6,334) (6,524) (6,720) (6,921) (7,129) (7,343) (7,563) (7,790) - - - - - - - - - - - - - - - Remaining Cash Flow 28,252 28,639 28,898 29,023 29,006 28,840 28,518 28,032 27,374 26,537 25,510 24,286 22,855 21,208 19,334 Second Priority DDF Beginning Balance 250,000 221,748 193,108 164,210 135,187 106,182 77,342 48,824 20,792 - - - - - - Payment (28,252) (28,639) (28,898) (29,023) (29,006) (28,840) (28,518) (28,032) (20,792) - - - - - - Ending Balance 221,748 193,108 164,210 135,187 106,182 77,342 48,824 20,792 - - - - - - - Remaining Cash Flow for Owners and Soft Lenders - - - - - - - - 6,582 26,537 25,510 24,286 22,855 21,208 19,334 POAH Inc. Underwriting Model Confidential | For use by POAH and its financial partners Tab Presentation Cash Flow - p. 1 of 1 0 Millstone Road | Brewster, MA 45 Units New Construction Cash Flow Projection & Waterfall PIS - Perm Conversion 6/1/2023 Year 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 Disposition 12/31/2038 Project Year 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Operating Pro Forma Cash Flow Projection Economic Occupancy 95%95%95%95%95%95%95%95%95%95%95%95%95%95%95% Revenue Total Rental Income 2.00%734,859 749,556 764,547 779,838 795,435 811,343 827,570 844,122 861,004 878,224 895,789 913,705 931,979 950,618 969,631 Total Vacancy (36,743) (37,478) (38,227) (38,992) (39,772) (40,567) (41,379) (42,206) (43,050) (43,911) (44,789) (45,685) (46,599) (47,531) (48,482) Total Other Income 2.00%5,329 5,329 5,329 5,329 5,329 5,329 5,329 5,329 5,329 5,329 5,329 5,329 5,329 5,329 5,329 Effective Income 1.99%703,445 717,407 731,649 746,175 760,992 776,105 791,521 807,244 823,283 839,642 856,328 873,348 890,708 908,416 926,478 Check - Expenses Total Administrative Expenses 3.00%40,996 42,226 43,493 44,797 46,141 47,526 48,951 50,420 51,932 53,490 55,095 56,748 58,450 60,204 62,010 Total Payroll Expenses 3.00%101,909 104,966 108,115 111,358 114,699 118,140 121,684 125,335 129,095 132,967 136,957 141,065 145,297 149,656 154,146 Total Management Fee 3.00%30,780 31,703 32,655 33,634 34,643 35,682 36,753 37,856 38,991 40,161 41,366 42,607 43,885 45,201 46,558 Total Resident Services/Community Impact 3.00%41,500 42,745 44,027 45,348 46,709 48,110 49,553 51,040 52,571 54,148 55,773 57,446 59,169 60,944 62,772 Total Utility Expense 3.00%62,691 64,572 66,509 68,504 70,560 72,676 74,857 77,102 79,415 81,798 84,252 86,779 89,383 92,064 94,826 Total Maintenance Expense 3.00%92,389 95,161 98,016 100,956 103,985 107,104 110,318 113,627 117,036 120,547 124,163 127,888 131,725 135,677 139,747 Total Taxes & Insurance 3.00%61,245 63,082 64,975 66,924 68,932 71,000 73,130 75,324 77,583 79,911 82,308 84,777 87,321 89,940 92,639 Real Estate Taxes 3.00%30,015 30,915 31,843 32,798 33,782 34,796 35,839 36,915 38,022 39,163 40,338 41,548 42,794 44,078 45,400 Ground Lease 3.00%100 103 106 109 113 116 119 123 127 130 134 138 143 147 151 Total Expenses (Before RR)431,610 444,558 457,895 471,632 485,781 500,354 515,365 530,826 546,751 563,153 580,048 597,449 615,373 633,834 652,849 Replacement Reserve Deposits 3.00%15,750 16,223 16,709 17,210 17,727 18,259 18,806 19,371 19,952 20,550 21,167 21,802 22,456 23,129 23,823 Total Expenses (with RR)3.00%447,360 460,781 474,604 488,842 503,508 518,613 534,171 550,196 566,702 583,703 601,214 619,251 637,828 656,963 676,672 - Net Operating Income 256,085 256,626 257,044 257,333 257,484 257,492 257,349 257,048 256,581 255,939 255,114 254,097 252,880 251,453 249,806 Check - Capital Transaction Proceeds Refinance Interest Rate 5.25%- - - - - - - - - - - - - - 3,278,114 Hard Debt Service YR 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 MHFA/MHP 1st Mortgage Amort Period 0 12 24 36 48 60 72 84 96 108 120 132 144 156 168 180 Beg Balance 3,984,230 Beg Bal 3,984,230 3,950,061 3,914,233 3,876,666 3,837,275 3,795,972 3,752,663 3,707,252 3,659,636 3,609,709 3,557,358 3,502,465 3,444,908 3,384,556 3,321,274 Interest Rate 4.750%Interest 188,513 186,855 185,115 183,291 181,379 179,374 177,271 175,067 172,755 170,331 167,790 165,125 162,330 159,400 156,328 Annual Payment 222,682 Principal 34,169 35,828 37,567 39,391 41,303 43,309 45,411 47,616 49,927 52,351 54,893 57,558 60,352 63,282 66,354 Amort / IO Period 480 Repayment - - - - - - - - - - - - - - 3,254,920 Repayment Date 12/31/2038 End Bal 3,950,061 3,914,233 3,876,666 3,837,275 3,795,972 3,752,663 3,707,252 3,659,636 3,609,709 3,557,358 3,502,465 3,444,908 3,384,556 3,321,274 - MIP / Bond Fees 0.00%MIP/Bond Fees - - - - - - - - - - - - - - - DSCR:1.15 1.15 1.15 1.16 1.16 1.16 1.16 1.15 1.15 1.15 1.15 1.14 1.14 1.13 1.12 Cash Flow After Hard Debt Service 33,402 33,944 34,362 34,650 34,802 34,810 34,667 34,366 33,898 33,256 32,431 31,415 30,198 28,771 50,318 Cash Flow Waterfall First Priority LP AM Fee Charge 5,150 5,305 5,464 5,628 5,796 5,970 6,149 6,334 6,524 6,720 6,921 7,129 7,343 7,563 7,790 Payment (5,150) (5,305) (5,464) (5,628) (5,796) (5,970) (6,149) (6,334) (6,524) (6,720) (6,921) (7,129) (7,343) (7,563) (7,790) - - - - - - - - - - - - - - - Remaining Cash Flow 28,252 28,639 28,898 29,023 29,006 28,840 28,518 28,032 27,374 26,537 25,510 24,286 22,855 21,208 42,528 Second Priority DDF Beginning Balance 250,000 221,748 193,108 164,210 135,187 106,182 77,342 48,824 20,792 - - - - - - Payment (28,252) (28,639) (28,898) (29,023) (29,006) (28,840) (28,518) (28,032) (20,792) - - - - - - Ending Balance 221,748 193,108 164,210 135,187 106,182 77,342 48,824 20,792 - - - - - - - Remaining Cash Flow for Owners and Soft Lenders - - - - - - - - 6,582 26,537 25,510 24,286 22,855 21,208 42,528 POAH Inc. Underwriting Model Confidential | For use by POAH and its financial partners Tab Presentation Cash Flow - p. 1 of 1 Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 MEMORANDUM TO: Brewster Select Board FROM: Jill Scalise, Housing Coordinator & Donna J. Kalinick, Assistant Town Administrator RE: Serenity at Brewster, 873 Harwich Road, Regulatory Agreement as part of the Local Unit Application (LAU) DATE: April 1, 2022 Background: Serenity Brewster is an age 55+ community which will comprise 132 studio and one- bedroom apartments. 20% of the apartments, a total of 27, will be restricted as affordable units for residents at or below 80% of the Area Median Income (AMI). The Select Board signed the LAU application in November of 2021 and it was submitted to DHCD for approval. DHCD has approved the LAU application and has reviewed the proposed Regulatory Agreement between the Town of Brewster and Elevation Financial. Town Counsel, Shirin Everett, also reviewed the Regulatory Agreement. The regulatory agreement with Elevation Financial Group, DHCD and the Town of Brewster will govern the affordable housing restriction of the affordable units. Once the Select Board approves the Regulatory Agreement and authorized the Chair to sign it, DHCD will finalize the recording of the LAU application which will enable the 27 deed restricted units to be market for an affordable housing lottery and those 27 units will be placed on our Subsidized Housing Inventory (SHI) when they received their certificates of occupancy through the Building Department. Elevation Financial Group, LLC purchased the vacant, former skilled nursing and assisted living facility at 873 Harwich Road in the Fall of 2020. The property’s original Development of Regional Impact (DRI) from the Cape Cod Commission required 10% of the units to be affordable. Elevation, in response to the Town’s need and desire for affordable housing, made a commitment to designate 20% of the units as affordable and to work with the Town to place the affordable units on the DHCD Subsidized Housing Inventory (SHI). To redevelop the property into Serenity at Brewster, Elevation obtained a Use Variance from the Zoning Board of Appeals (ZBA), completed site plan review with the Planning Board, and received the necessary Town permitting. The building rehabilitation was separated into two phases and Elevation has been working Office of: Town Administrator Housing Coordinator with the Brewster Building Department throughout the redevelopment process. DHCD and the Town agreed to hold the fair housing lottery for the affordable units in Phase 2 of the renovations. Serenity at Brewster opened Phase 1, which included refurbished spacious interior and exterior common areas, on July 1, 2021. The Select Board toured the facility in June. As of September 1, 2021, all 40 studio units were leased, and one administrative unit was being used by staff. Elevation’s website, Serenity Apartments at Brewster (serenitybrewster.com), continues to receive strong interest in the property. The second phase, currently underway, involves the structural reconfiguration of the former skilled nursing home part of the building to create an additional 47 studio and 44 one-bedroom apartments. Elevation hopes to open Phase 2 by the summer of 2022. The ZBA Use Variance for the property includes that 20% of the units will be deed restricted as affordable housing units. The affordable units will be a mix of apartment types. The Housing Office currently has a list of people who have contacted us and are interested in the Serenity affordable housing lottery. students. The 400 extra students are invited to attend our district schools through the School Choice program (300) or as tuition paying students from Provincetown and Truro (100). The School Choice tuition received from the sending-district is only $5,800 which includes expenses associated with special education; the legislature has not changed this rate since its enactment in 1991; however, the current per pupil attending Nauset Regional Schools expenditure will be $23,000 FY 2022. Therefore, the taxpayers of the district are subsidizing School Choice students from across the Cape at a cost of $18,000 per student or over $4 million annually ($2 million for Brewster), all paid for and absorbed by the four district towns in their taxes. The Town of Brewster is currently apportioned 48% of the Nauset Regional School District (Nauset Middle School and Nauset High School) annual operating budget of $32 million. FY 2022 this will be approximately $13 million (this includes the Choice subsidy of $2 million) for the Town of Brewster. This does not include the Brewster Elementary School budget of $10 million for the two under-utilized elementary schools. Brewster spends approximately 1/2 of its total annual budget of over $50 million on education, while the student aged population of Brewster is just 10%. A “Yes” vote will instruct the Select Committee to advise the School Committee to phase down the usage of the Choice Program to the State average of 1.7% A “No” vote will continue the utilization of the School Choice Program and possibly increase it and its associated costs to fill available seats if the birthrate continues to decline. Selectmen: Yes 1, No 3, Abs 0 Finance Committee: Yes 4, No 4, Abs 0 TOWN CHARTER ARTICLE NO. 28: To see if the Town will vote to authorize the Select Board to petition the Massachusetts General Court for special legislation to establish a charter for the Town of Brewster, as recommended by the Charter Committee and set forth in the pages that follow; provided, however, that the General Court may make clerical or editorial changes of form only to the bill, unless the Select Board approve amendments to the bill before enactment by the General Court, and provided further that the Select Board is hereby authorized to approve amendments which shall be within the scope of the general public objectives of this petition, or to take any other action relative thereto. (Board of Selectmen) (Majority Vote Required) COMMENT A charter is a governing document that outlines the form, structure, and organization of a town. The Town charter will serve as Brewster’s constitution. Charters supersede Town by- laws, and in many instances state law. The proposed charter does not seek to change our May 2021 61 current form of government that employs a Select Board, open Town Meeting, and a municipal professional to accomplish Town business. The Charter Committee aimed to minimize changes to existing practices while clarifying processes and resolving ambiguities between and among current Town by-laws and state law. The charter clearly defines the roles and responsibilities of Town boards, committees, and officials, and how they interact. The proposed charter was developed over the course of two years and incorporated extensive input from many Town officials and residents. Like all special legislation, this article requires approval first by Town Meeting and then by the state legislature. Selectmen: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 1, Abs 0 *See next page for full text of An Act Establishing a Charter for the Town of Brewster **This space intentionally left blank ** May 2021 62 1 An Act establishing a charter for the town of Brewster. SECTION 1. Notwithstanding any general or special law to the contrary, the following shall be the charter for the town of Brewster: Brewster Town Charter Preamble: We, the people of the town of Brewster, Massachusetts, in order to reaffirm the customary and traditional liberties of the people with respect to the conduct of our local government, adopt this charter with the expectation and intent that the charter will continue and enhance the town’s strong traditions of active voter participation; ethical, transparent and responsive leadership; wise use of public resources; respect for all in the community; and an engaged citizenry. We expect and intend that our government will be welcoming and inclusive and will promote equality and respect for all people. CHAPTER 1 POWERS OF THE TOWN SECTION 1 Incorporation 1-1-1 The present town of Brewster, within its corporate limits as now established, shall continue to be a body politic and corporate under the name, town of Brewster. SECTION 2 Scope of Town Powers 1-2-1 The town shall possess and exercise all powers possible under the constitution and laws of the commonwealth as fully and completely as though those powers were expressly enumerated in this chapter. SECTION 3 Form of Government 1-3-1 This charter provides for a select board-open town meeting-town manager form of town government. SECTION 4 Construction of Charter 1-4-1 The power of the town under this charter shall be construed liberally in favor of the town, and the specific mention of particular powers in the charter shall not be construed as limiting in any measure the general powers of the town as stated in section 1-2-1. SECTION 5 Intergovernmental Relations 1-5-1 The town may exercise, consistent with the law, any of its powers or perform any of its functions and may participate in the financing thereof, jointly or in cooperation, by contract or otherwise, with any 1 or more civil divisions, subdivisions or agencies of the commonwealth, other states or of the United States government. 2 CHAPTER 2 TOWN MEETINGS AND ELECTIONS SECTION 1 Legislative Power 2-1-1 The legislative powers of the town shall be exercised by a town meeting open to all registered voters of the town. SECTION 2 Open Town Meeting 2-2-1 Business sessions of the annual town meeting shall be held on the first Monday in May and may be continued on such additional days as may be decided by the town meeting upon recommendation of the select board. There shall also be a second business session of the annual town meeting, referred to as the annual fall town meeting, held in the last 3 months of the calendar year on a date to be determined by the select board, which meeting shall be an annual town meeting for purposes of the General Laws; provided, however, that the select board may, at its discretion, cancel the fall annual town meeting no later than September 15 in any year, so long as no more than 5 citizen petitioned articles submitted pursuant to section 2-4 for inclusion on the warrant at the fall annual town meeting and notice of the select board's action with regard to such meeting shall be posted on the town website and principal bulletin board. The select board's decision as to whether to hold an annual fall town meeting shall not prohibit the select board from calling for a special town meeting, from time to time, at its discretion. SECTION 3 Warrant 2-3-1 Town Meeting Warrants (A) Except for procedural matters, all subjects to be acted on by town meeting shall be placed on warrants issued by the select board. (B) The date of the closure of the warrant to petitioned articles shall be set by general by-law. 2-3-2 Posting (A) In addition to any notice required by the General Laws, the select board shall: (i) post the town meeting warrant at the following locations, town hall and at least 1 location in each precinct and (ii) make available sufficient copies of the warrant at the town meeting for all registered voters in attendance. (B) The select board shall, at least 1 week prior to the meeting, post the warrant for the town meeting on the town website and make the same available at town hall, and as required by general by-law or select board policy, at town facilities and other common locations throughout the town; provided, however, that failure to timely post the warrant on the website or to make such copies available no later than 1 week prior to the date of the town meeting shall not invalidate or otherwise affect the legality or validity of the actions taken at the town meeting. SECTION 4 Citizen Petitions 2-4-1 Any 10 registered voters of the town may secure, by written petition to the select board, the inclusion of an article for the warrant of any duly scheduled annual town meeting, and at least 100 3 registered voters may secure the same for any duly scheduled special town meeting. 2-4-2 The select board may provide a pre-petition process whereby petitioners may seek review of proposed petitions prior to submission. SECTION 5 Quorum 2-5-1 The town meeting shall establish by general by-law a quorum requirement for the opening of its business, but a smaller number than the established quorum may adjourn immediately any meeting to a stated date, time and place as recommended by the select board; provided, however, that in the event of a state of emergency declared by the governor to protect the public health or safety, the quorum may be reduced in the manner set forth in section 7 of chapter 92 of the acts of 2020. SECTION 6 Presiding Officer 2-6-1 Moderator. A moderator, who shall be a registered voter of the town, shall be elected for a 3- year term as provided in section 2-11-1. All sessions of the town meeting shall be presided over by a moderator. The moderator shall regulate the proceedings, decide questions of order and make public declarations of all votes. The moderator shall have all of the powers and duties given to moderators pursuant to the constitution and the General Laws, and such additional powers and duties as may be authorized by the charter, by-law or other town meeting vote. 2-6-2 Deputy Moderator. The moderator shall appoint a deputy moderator for a 1-year term who shall, in the event the moderator is absent or has a conflict, serve as moderator. 2-6-3 Vacancy. If the office of moderator becomes vacant, the select board shall appoint a registered voter of the town as acting moderator. The acting moderator shall not be an elected town officer and shall serve as acting moderator until the next scheduled election of town officers. SECTION 7 Rules 2-7-1 Unless otherwise provided by general by-law, rules of procedure for the town meeting shall be in accord with “Town Meeting Time: A Handbook of Parliamentary Law” published by the Massachusetts Moderators Association. SECTION 8 Clerk of the Meeting 2-8-1 The town clerk shall serve as the clerk of the town meeting. In the event that the town clerk is absent, the assistant town clerk shall so serve, regardless of whether such assistant is a resident or registered voter of the town. SECTION 9 Report 2-9-1 A journal of the proceedings of the town meeting shall be kept as a permanent record in the town clerk’s office and the journal shall be a public record. 4 SECTION 10 Elections 2-10-1 The annual election for the election of officers and such matters as are by law determined by ballot shall be held on the third Tuesday in May. Whenever the annual election for the election of officers and such matters as are by law determined by ballot falls less than 2 weeks after the scheduled beginning of the spring annual town meeting, then the annual election shall be held on the fourth Tuesday in May; provided, however, that the select board may delay the date of the annual election to another date in the same fiscal year if the governor has declared a state of emergency to protect the public health or safety. If the governor has declared a state of emergency to protect the public health or safety, then the annual election shall be held on the fourth Tuesday in May, or any other Tuesday in May or June as determined by the select board after consultation with the town clerk. SECTION 11 Elected Officers 2-11-1 The registered voters of the town of Brewster shall, in accordance with any applicable laws, general by-laws, votes of the town or intergovernmental agreement, elect the following, with members of multiple-member bodies to be elected for overlapping terms: (a) Moderator for a 3-year term; (b) Select board of 5 members, each for a 3-year term; (c) Brewster school committee of 5 members, each for a 3-year term; (d) Representatives to the Nauset regional school district school committee, as the regional school agreement shall provide; (e) Board of health of 5 members, each for a 3-year term; (f) Planning board of 7 members, each for a 4-year term; (g) Recreation commission of 5 members, each for a 3-year term; (h) Historic district committee of 5 members, with 4 elected members and 1 member appointed by the select board, each for a 3-year term; (i) Housing authority of 5 members, of which 3 members shall be elected and 2 members shall be appointed in accordance with state law as it may be amended from time to time ; and (j) Constable for a 3-year term; provided, however, that the authority of the elected constable in the town of Brewster shall be limited to the posting of the warrant for a town meeting or town election; provided, further, that the person holding such position shall conform to any reasonable regulations concerning such responsibilities as may, from time to time, be proposed by the chief of police and approved by the select board. SECTION 12 Recall of Elected Officers 2-12-1 Recall of Elected Officers 5 Any holder of an elected office in the town of Brewster may be recalled from that office by the registered voters of the town as hereinafter provided, for reasons including, but not limited to, neglect of duties, malfeasance, misconduct or inability to perform official duties; provided, however, that the question of whether the reasons stated for recall justify recall of a particular officer shall be determined solely by the voters. (A) Initiation of petition; submission; certification Any 25 registered voters of the town of Brewster may initiate a recall petition by filing with the town clerk an affidavit containing the name of the officer sought to be recalled, a statement of the grounds for recall and specifying the lead petitioner. The town clerk shall thereupon make available to the lead petitioner copies of petition blanks demanding such recall, printed copies of which the town clerk shall keep available. The blanks shall be issued by the town clerk under the town seal, and be dated and addressed to the select board. The blanks shall contain the names of all the persons to whom they are issued, the name of the person whose recall is sought, the grounds of recall as stated in the affidavit and shall demand the election of a successor to such office. A copy of the petition shall be entered in a record book to be kept in the office of the town clerk. The recall petition shall be returned and filed with the town clerk within 20 days after notification by the town clerk to the lead petitioner that the recall petitions are available, and shall have been signed by at least 12 percent of the registered voters of the town as of the last regular election, who shall add to their signatures the street and number, if any, of their residence. The town clerk shall within 1 working day of receipt submit the petition to the registrars of voters in the town, and the registrars shall within 5 working days certify thereon the number of signatures which are names of registered voters of the town. (B) Delivery to officer; order of recall proceedings If the petition shall be found and certified by the town clerk and board of registrars to be sufficient, the town clerk shall submit the petition with the town clerk's certificate to the select board within 3 working days, and the select board shall forthwith give written notice of the receipt of the certificate to the officer sought to be recalled. If the officer does not resign within 5 days thereafter, the select board shall order an election to be held on a date fixed by it not less than 65 and not more than 90 days after the date of the town clerk's certificate that a sufficient petition has been filed; provided, however, that if any other town election is to occur within 100 days after the date of certification, the select board shall postpone submission of the question of recall to the date of such other election. No person shall be subject to recall if their term of office expires within 90 days of the certification. If a vacancy occurs in said office after a recall election has been ordered, the election shall nevertheless proceed as provided in this section. (C) Conduct of Recall An officer sought to be removed may be a candidate to succeed themselves and, unless they request otherwise in writing, the town clerk shall place their name on the ballot without nomination. The nomination of other candidates, the publication of the warrant for the recall election and the conduct of the recall election shall all be in accordance with the provisions of law relating to elections. (D) Action upon completion of recall The incumbent shall continue to perform the duties of the office until the question of recall has been acted upon by the voters. If then re-elected, the officer shall continue in office for the remainder of their 6 unexpired term subject to recall as before, except as provided in this charter. If not re-elected, they shall be deemed removed and their successor shall serve the remainder of the unexpired term; provided, however, that if the successor fails to qualify within 10 days after receiving notification of their election, the office shall be deemed vacant. (E) Ballots to be used (i) Ballots used for recall shall submit the following propositions in the order indicated: For the recall of (name and title of officer). Against the recall of (name and title of officer). (ii) Under the propositions shall appear the word “Candidates”, the directions to the voters required by section 42 of chapter 54 of the General Laws and, beneath the directions, the names of candidates nominated in accordance with the provisions of law relating to elections. If a majority of the votes cast upon the question of recall is in the affirmative, then the candidate receiving the highest number of votes shall be declared elected. If a majority of the votes on the question of recall is in the negative, then the ballots for candidates shall not be counted. (F) Time limits on filing of petitions No recall petition shall be filed against an officer within 90 days after taking office, nor, in the case of an officer subjected to a recall election and not recalled thereby, until at least 6 months after the election at which their recall was submitted to the voters of the town. (G) Limits on appointments after filing of recall petition No person who has been recalled from an office or who has resigned from office following the filing of a recall petition shall be appointed to any town office within 2 years after such recall or such resignation. CHAPTER 3 THE SELECT BOARD SECTION 1 Composition, Compensation and Vacancies 3-1-1 There shall be a select board consisting of 5 members elected for 3-year overlapping terms. The board collectively shall serve as the executive branch of town government. For purposes of the General Laws, regulations, any special laws applicable to the town of Brewster as well any local law or regulations, the select board referred to hereunder shall have all the powers, duties and responsibilities of a board of selectmen. 3-1-2 A chair, vice-chair and clerk shall be elected by the select board at the first meeting following each regular town election. 3-1-3 A quorum of the select board shall be 3 members. 3-1-4 Each member of the select board may receive an annual stipend as set forth in the general by- laws, subject to appropriation by town meeting. 7 3-1-5 If a member of the select board dies, resigns, is convicted of a felony while serving or ceases to be a registered voter of the town, the resulting vacancy may be filled by special election in accordance with the General Laws. SECTION 2 General Powers and Responsibilities 3-2-1 The select board shall exercise the powers and duties prescribed by the General Laws, this charter and the general by-laws. The select board may delegate powers and duties to the town manager or to another town board. The select board shall enforce the laws and orders of the town, including this charter. 3-2-2 The select board shall be the primary policy-making, planning and goal-setting agency of the town; provided, however, that no individual member of the board, nor a majority of them, shall at any time, attempt to become involved in the day-to-day administration of the affairs of the town. The select board shall act only through the adoption of policy directives and guidelines which are to be implemented by officers and employees appointed by or under its authority. 3-2-3 The select board, following the development of the proposed budget by the town manager, shall review the annual proposed operating and capital budgets submitted by the department heads and shall make the main motion under the budget article at the annual town meeting. 3-2-4 The select board shall protect the assets of the town. 3-2-5 The select board shall approve all collective bargaining agreements of the town negotiated by the town manager, consistent with chapter 150E of the General Laws. 3-2-6 The select board shall, not less than 1 time per year, meet jointly with the finance committee, the Brewster school committee, the Nauset regional school district school committee and the Cape Cod regional technical high school district school committee, or their respective designees, for the purpose of sharing information. 3-2-7 The select board shall be the licensing authority of the town and shall have the power to issue licenses, make all necessary rules and regulations regarding the issuance of said licenses, attach conditions and restrictions thereto as it deems to be in the public interest and enforce the law relating to all business for which it issues licenses; provided, however, that the board may, at its discretion, delegate responsibility to the town manager or a board created for such purposes for issuance and enforcement of 1 or more licenses. 3-2-8 The select board shall ensure that the general by-laws are kept current. 3-2-9 The select board shall be responsible to ensure that the town manager complies with the charter. 3-2-10 The select board shall approve all personnel policies proposed by the town manager in accordance with section 4-1-4(K). SECTION 3 Written Records and Communication to the Town 3-3-1 Any goal, policy, plan or official act adopted by the select board shall be in writing and included in its entirety in the minutes of the meeting at which it was adopted. The town manager shall ensure that 8 a file containing a complete list of the select board’s current policies and goals is posted on the town website for public reference. The select board shall designate to the town manager the publishing of an annual town report for each calendar year. 3-3-2 Before August 31 and after the annual town election, the select board shall hold a meeting for the purpose of stating the board's goals for the next fiscal year or years, referred to as the annual goal setting meeting. SECTION 4 Powers of Appointment 3-4-1 The select board shall select, and enter into a contract with, a town manager. If the town manager position becomes vacant for any reason, the select board shall designate a qualified person to serve in an acting capacity. 3-4-2 The select board shall appoint, following consultation with the town manager, the fire chief, police chief and town counsel. 3-4-3 The select board shall appoint members of all multiple-member bodies, except as otherwise provided in this charter. 3-4-4 The select board may appoint ad hoc committees as it deems necessary or appropriate. SECTION 5 Investigatory Powers 3-5-1 The select board may investigate the alleged misconduct of the town manager, any town board or any member of a town board. The select board may direct the town manager to investigate: (i) the affairs of the town; (ii) the conduct of any town department or town employee; and (iii) any claim against the town. 3-5-2 Any potentially criminal matter shall be referred to the appropriate law enforcement agency. SECTION 6 Limitations and Public Ceremonies 3-6-1 Unless specifically provided in the General Laws, a member of the select board may not hold any other position in town government, whether appointed or elected, paid or unpaid, that is created by the select board or town meeting; provided, however, that serving in an ex officio capacity shall not be considered a separate position for purposes of this paragraph. Further, service as a representative from the town to a governmental body other than the town shall not be prohibited by this provision. 3-6-2 The select board, and individual members thereof, shall deal with employees who are under the direction and supervision of the town manager solely through the town manager, except when the select board is conducting an investigation of the town manager under section 3-5-1, in which case the employees shall contact the select board chair. Neither the select board nor its individual members shall give direct orders to any such employee. 3-6-3 Except as otherwise specified in this chapter, the select board shall be subject to the same rules as apply to all other town boards, including that members have no authority in their individual capacities except as delegated by majority vote of the select board. 9 3-6-4 The select board shall represent the town for all ceremonial purposes. SECTION 7 Code of Conduct The select board shall adopt a policy establishing a code of conduct applicable to all appointed and elected officials, which policy shall be amended from time to time at the board’s discretion, and, further, that any additional code of conduct adopted by another board shall be no less restrictive. Any code of conduct adopted by a board shall be posted in its office and on the town website. CHAPTER 4 TOWN MANAGEMENT SECTION 1 Town manager 4-1-1 Appointments and Qualifications The select board shall by majority vote of the entire select board appoint a town manager. The method of selection shall be left to the discretion of the select board so long as the method of selection ensures orderly, nonpartisan action toward securing a competent and qualified person to fill the position. The town manager shall be chosen solely upon the basis of the individual’s administrative training, education, experience and ability and need not, when appointed, be a resident of the town of Brewster; provided, however, that the town manager shall establish such residence within 12 months following the effective date of appointment; provided, further, that the select board may, by no less than a 2/3 vote of the entire board, extend to a time certain the time for establishing residence or waive this requirement in its entirety. 4-1-2 Compensation The town manager shall receive compensation as may be fixed by the select board within the amount appropriated by town meeting and according to the town manager’s expertise, education and training. Any contract between the select board and town manager shall be made consistent with section 108N of chapter 41 of the General Laws. 4-1-3 Term and Removal The town manager may be appointed for a definite term, but may be removed at the discretion of the select board by majority vote of the entire select board. The action of the select board in suspending or removing the town manager shall be final. It is the intention of this charter to invest all authority and fix all responsibilities of such suspension or removal in the select board. 4-1-4 Powers and Duties The town manager shall be responsible to the select board for the proper administration of all the affairs of the town consistent with the General Laws and this charter, and shall: (A) appoint for a term of years or, at the town manager’s discretion, for an unlimited period, all town employees, including civil service positions, not otherwise addressed herein, but excluding employees of the Brewster school department; provided, however, that the town manager shall: 10 (i) act upon recommendations from the police chief and the fire chief, respectively, for appointment of employees of the police and fire departments; (ii) consult with the appropriate department head or multiple-member body for appointment of employees of other departments or multiple-member bodies. (B) supervise, discipline, suspend or remove all appointed department heads and employees and organize and structure all town departments accordingly, except as otherwise provided in section 4-3; (C) administer and enforce the General Laws, special acts of the commonwealth, by-laws and all regulations established by the select board; (D) coordinate activities of all town departments; (E) attend all sessions of the town meeting and answer all questions addressed to the town manager which are related to the warrant articles and to matters under the general supervision of the town manager; (F) keep the select board fully informed as to the needs of the town and recommend to the select board for adoption such measures requiring action by the select board or by the town as the town manager deems necessary or expedient; (G) ensure that complete and full records of the financial and administrative activity of the town are maintained and render reports to the select board as may be required; (H) be responsible for the rental, use, maintenance, repair and the development of a comprehensive maintenance program for all town facilities; (I) serve as the chief procurement officer for purposes of chapter 30B of the General Laws and be responsible for the purchase of all supplies, materials and equipment, approve the award and execute all such contracts; provided, however, that any contract over $1,000,000, or such higher amount as shall be approved by the select board from time to time, shall require approval by the select board; (J) develop and maintain a formal and complete inventory of all town-owned real and personal property and equipment; (K) propose personnel policies for approval by the select board under section 3-2-10 and administer all personnel policies, practices, rules and regulations, any compensation plan and any related matters for all municipal employees and administer all collective bargaining agreements entered into by the town; (L) fix the compensation of all town employees and officers appointed by the town manager within the limits established by appropriation and any applicable compensation plan and collective bargaining agreements; (M) be responsible for the negotiation of all contracts with town employees regarding wages and other terms and conditions of employment, except employees of the Brewster school department. The town manager may, subject to the approval of the select board, employ special counsel to assist in the performance of these duties. Collective bargaining agreements shall be subject to the approval of the select board in accordance with chapter 150E of the General Laws; 11 (N) be responsible for the preparation and development of the financial forecast, annual operating and capital budgets and 5-year capital improvement plan, consistent with policy guidance provided by the select board, and prepare and submit to the select board and finance committee such budget and plan, and be responsible for the administration of such budget and plan after their adoption; (O) keep the select board and the finance committee fully informed as to the financial condition of the town and make recommendations to the select board; (P) investigate or inquire into the affairs of any town department or office; (Q) have full authority to act on behalf of the town during emergencies, including the direction of town personnel, declaring states of emergency, opening the emergency operations center and shelters and the emergency expenditure of funds, and to delegate any and all such responsibility by appointing an emergency management director, who is a town employee duly trained in public safety, and a deputy emergency management director to assist the emergency management director and to assume the duties of the emergency management director in the director’s absence; (R) delegate, authorize or direct any subordinate or employee in the town, including an assistant town manager, if any, and subject to funding therefor, to exercise any power, duty or responsibility that the office of town manager may exercise; provided, that all acts performed under such delegation shall be deemed the acts of the town manager; and (S) perform such other duties as necessary or as may be assigned by this charter, by-law, town meeting vote or vote of the select board. 4-1-5 Acting Town manager The town manager shall appoint as acting town manager a town employee who shall perform the duties of the town manager in the town manager’s absence; provided, however, that if there is an assistant town manager serving at the time of any such absence, such person may function as the acting town manager. In the event of long-term disability or absence exceeding 14 days, or the resignation, termination or vacancy in the office of town manager, the select board shall forthwith, not later than 14 days thereafter, appoint an acting town manager for the duration of any such disability or absence or until appointment of a permanent town manager. No member of the select board shall serve as acting town manager. SECTION 2 Town Counsel 4-2-1 The select board shall appoint a competent and duly qualified and licensed attorney practicing in the commonwealth to be the counsel for the town. Town counsel shall receive such compensation for services as may be fixed by the select board and shall hold office at the pleasure of the select board. The town counsel shall be the legal adviser of all of the offices and departments of the town and shall represent the town in all litigation and legal proceedings; provided however, that the select board may retain special counsel at any time the select board deems appropriate and necessary. The town counsel shall review and concur or dissent upon all documents, contracts and legal instruments in which the town may have an interest. The town counsel shall perform other duties prescribed by this charter, by-law or as directed by the select board. No employee, committee or board, elected or appointed, other than the select board, shall contact or otherwise interact with the town, labor or other special counsel in a manner 12 inconsistent with the policy relative to access to counsel established by the select board. This section shall not limit the school committee from retaining its own legal counsel. SECTION 3 Other Departments 4-3-1 Fire Department. Except as otherwise provided in this charter, there shall be a fire department consistent with sections 42, 43 and 44 of chapter 48 of the General Laws. The fire chief shall have responsibility for the day-to-day supervision of firefighters and the fire department. The fire chief shall have additional authority to place a firefighter on administrative leave with pay, or discipline or suspend a firefighter, for a period of no more than 5 days and shall provide the town manager with written notification upon implementation of such suspension. When the town manager intends to take action under section 4-1-4(B) with respect to subordinate members of the fire department, the town manager first shall consult with the fire chief. 4-3-2 Police Department. Except as otherwise provided in this charter, there shall be a police department consistent with section 97A of chapter 41 of the General Laws. The police chief shall have responsibility for the day-to-day supervision of subordinate police officers and the police department. The police chief shall have additional authority to place a police officer on administrative leave with pay, or discipline or suspend a police officer, for a period of no more than 5 days and shall provide the town manager with written notification upon implementation of such suspension. When the town manager intends to takes action under section 4-1-4(B) with respect to subordinate members of the police department, the town manager first shall consult with the police chief. 4-3-3 Water Department. (A) Department. There shall be a water department under the supervision of a water superintendent. The department shall have all of the powers, rights and duties to be exercised by a water commission under the General Laws and special laws, except as otherwise provided herein. The water superintendent shall be responsible for the efficient exercise, performance and coordination of the department. Any exercise by the department of the authority of water commissioners with respect to acquisition or disposition of land must first be approved by the select board. The superintendent shall report to the town manager as to the doings of the office at such times as the town manager may require. (B) Superintendent. The water superintendent shall supervise and direct the operations and employees of the department in accordance with the town’s personnel by-laws and any applicable collective bargaining agreements. The water superintendent shall be especially qualified by education, training and experience to perform the duties of the office and shall have such other qualifications as may be required from time to time. While employed by the town, the water superintendent shall not engage in a business or occupation falling within the jurisdiction of the water department, unless approved in advance by the town manager with the concurrence of the select board. Unless specifically provided in the General Laws, the water superintendent may not hold any other position in town government, whether appointed or elected, paid or unpaid, that is created by the select board or town meeting; provided, however, that serving in an ex officio capacity shall not be considered a separate position for purposes of this paragraph. Further, service as a representative from the town to a governmental body other than the town shall not be prohibited by this provision. The water superintendent need not be a resident of the town during their tenure. (C) Water Commission. There shall be a water commission consisting of 3 members appointed by the select board for alternating, overlapping 3-year terms. The commission shall be responsible for setting 13 water rates, making budget recommendations and providing advice and support to the superintendent with respect to other policy matters on which the commission is consulted and which falls within the jurisdiction of the water department. The water commission shall recommend priorities and policies to govern the provision of water in the town, and, with the concurrence of the water superintendent, shall be authorized to adopt policies and regulations to carry out the same. CHAPTER 5 TOWN BOARDS/COMMISSIONS/COMMITTEES SECTION 1 Appointed Boards and Committees 5-1-1 General Authority (A) In addition to any boards and committees specified in this charter, boards and committees may be created by adoption of by-laws, votes of town meeting or votes of the select board. A list of any such boards and committees, specifying the number of members, terms of office, if any, and listing their respective charges, shall be maintained in the office of the town clerk and, within 10 business days of the creation of the board or committee, posted on the town website. (B) Notwithstanding any other provision of this charter or General Laws to the contrary, any person appointed to a multiple-member body may be removed by their respective appointing authority following written notice and the opportunity for a public hearing; provided, however, that failure to reappoint following the expiration of an appointed term shall not constitute removal. SECTION 2 Moderator Appointments 5-2-1 Power to appoint The moderator shall have the power to appoint members of the boards, committees and commissions established under this section, or as may be authorized by by-law, vote of town meeting or regional school district agreement. Appointments made by the moderator shall in each instance be for a fixed term and such appointments shall not be subject to review or confirmation by any other person or group. 5-2-2 Finance Committee (A) Establishment; membership. There shall be a finance committee appointed by the town moderator consisting of 9 residents of the town who shall serve without pay and who shall hold no other town office or employment, each of whom shall serve a 3-year term beginning on July 1 and terminating on June 30 of the third year following appointment. Vacancies on the committee shall be filled by the moderator for the remainder of the original term. A member of the finance committee may not hold any other position in town government, whether appointed or elected, paid or unpaid, that is created by the select board or town meeting; provided, however, that serving in an ex officio capacity shall not be considered a separate position for purposes of this paragraph. (B) Duties. The finance committee shall consider all the articles in any town meeting warrant and report to town meeting its recommendations by posting the same on the town website, and in any other manner it deems appropriate. Following the drawing up of the warrant for a town meeting, the select board shall forthwith forward the warrant to the members of the finance committee. The finance committee shall 14 annually prepare for the annual town meeting a comprehensive summary of the current condition of the town’s finances. (C) Investigative Authority. To carry out the finance committee’s duties, the finance committee shall have authority to investigate the books and accounts of any department of the town. The finance committee, and individual members thereof, shall deal with employees who are under the direction and supervision of the town manager solely through the town manager. Neither the finance committee nor its individual members shall give direct orders to any such employee. SECTION 3 Alternate Members of Certain Multiple-Member bodies 5-3-1 Alternate Members of Certain Elected Boards The select board, following consultation with a committee, commission or board elected under section 2-11-1(C), (E), (F), (G) or (H), may appoint no more than 2 alternate members to serve for terms of 1 or 2 years. The chair of each committee, commission or board to which alternate members have been appointed may designate an alternate member to sit on the committee, commission or board in the case of absence, inability to act or conflict of interest, on the part of any member of the committee, commission or board, or in the event of a vacancy. Any vacancies arising in said alternate position shall be filled in the same manner as the original appointment for the remainder of the unexpired term. 5-3-2 Alternate Members of Appointed Boards The appointing authority may appoint no more than 2 alternate members to boards, committees or commissions established pursuant to section 5-1-1(A) for terms of 1 or 2 years. The chair of each board to which alternate members have been appointed may designate an alternate member to sit on the board in the case of absence, inability to act or conflict of interest on the part of any member of the board, or in the event of a vacancy. Any vacancies arising in said position shall be filled in the same manner as the original appointment for the remainder of the unexpired term. SECTION 4 General Provisions Applicable to Multiple-Member Bodies 5-4-1 Charge Except as otherwise provided in this charter, each multiple-member body set forth herein or established pursuant to sections 5-1-1(A) shall be organized and charged with, as applicable, the powers and duties specified in the General Laws and special acts of the commonwealth, by-laws, town meeting vote, vote of the select board or otherwise as provided herein. 5-4-2 Organization and Report Each multiple-member body shall elect a chair, vice chair and clerk, and shall cause the select board and the town clerk to be notified of its selection. Such organization shall be taken up at the first meeting after the election for all elected boards, at the first meeting after annual appointments are made or the first meeting of a new board or committee. All boards and committees created under chapter 5 of this charter, or pursuant to a by-law, shall make a written annual report of their activities to the select board in accordance with section 3-3-1. 5-4-3 Resignation 15 The resignation of any elected town officer under section 2-11-1, or any appointed multiple-member body created by this charter or by by-law under section 5-1-1(A) shall be deemed effective when such resignation is filed with the town clerk or at such later time certain as may be specified in such filed resignation. 5-4-4 Excessive Absences; Loss of Appointed Office For the purpose of this charter, 3 consecutive absences from meetings of an appointed multiple-member body shall be considered a reason for removal. Under such circumstances, the chair of the multiple- member body may notify the appointing authority, which may, in accordance with section 5-1-1(B) remove the appointee and notify the town clerk in writing that the position has been vacated. SECTION 5 Cape Cod Regional Technical High School District School Committee and Other Regional Entities 5-5-1 Members of the Cape Cod regional technical high school district school committee shall be appointed or elected in accordance with the regional school district agreement as it may be amended from time to time. 5-5-2 Election or appointment to other regional entities shall be in accordance with an applicable intermunicipal agreement for such purposes. CHAPTER 6 FINANCIAL PROVISIONS SECTION 1 Budget Schedule 6-1-1 Annually, before December 1, the town manager shall establish and issue a budget schedule that shall set forth the calendar dates for developing the annual budget for the next fiscal year. 6-1-2 On or before December 15, the town manager shall present a financial forecast to the select board. Thereafter, the select board shall set guidelines for the preparation of the annual budget. 6-1-3 On or before February 15, the town manager shall submit to the select board a proposed line item budget and accompanying message. SECTION 2 Proposed Budget 6-2-1 The budget shall provide a complete financial plan of all town funds and activities, including details on debt and debt service, anticipated income and proposed expenditures. 6-2-2 The budget message shall begin with a clear general summary of its content and explain, in both fiscal terms and program objectives, proposed expenditures for each department and the projected tax rate. SECTION 3 Budget Adoption 16 6-3-1 Town meeting shall adopt the annual operating budget, with or without amendments, before the beginning of the fiscal year, except in the event that the governor has declared a state of emergency to protect the public health or safety and the town meeting cannot complete its business as a result thereof. SECTION 4 Capital Planning 6-4-1 Capital Improvement Plan The town manager shall prepare a 5-year capital improvement plan, identifying proposed capital outlays or acquisitions in excess of $10,000, or such other sum as shall be determined by the select board, for any 1 project, whether it be spent in 1 year or over several years. The town manager, in the town manager’s sole discretion, may appoint a committee to assist the town manager with preparation of the plan. 6-4-2 Contents of Capital Improvement Plan (A) The capital improvement plan shall include all town activities and departments. Proposed capital expenditures for regional entities shall be consistent with the regional or intermunicipal agreement establishing such entities. (B) The capital improvement plan shall include a list, by department, of all proposed capital improvements to be undertaken during the next 5 fiscal years and shall include cost estimates, methods of financing and time schedules. This information shall be revised and extended on an annual basis. 6-4-3 Submission to Select Board (A) The capital improvement plan shall be submitted to the select board by February 1 of each year. (B) The select board shall, after providing 7 days’ notice in the manner required by section 20 of chapter 30A of the General Laws and applicable regulations, hold a public hearing on the capital improvement plan. The select board shall make the capital improvement plan available for public inspection. 6-4-4 Submission to Town Meeting The select board shall prepare and submit to every annual town meeting a summary of the capital improvement plan, identifying all proposed capital expenditures for the next 5 years estimated to cost $100,000 or more, or such other amount as the select board shall decide from time to time, and including the fiscal year in which it is anticipated to be expended, the amount and its anticipated source of funding. SECTION 5 Annual Audit 6-5-1 At the close of each fiscal year, and at such times as it may be deemed necessary, an independent audit shall be undertaken of all accounts of the town by a certified public accountant. The audit committee created by general by-law, if any, or in the absence thereof, the select board, shall solicit a firm or firms for such purposes. The certified public accountant so selected shall have no personal interest, directly or indirectly, in the financial affairs of the town or any of its offices. Upon completion of the audit, the results shall be reviewed by the audit committee, if any, and by the select board and the finance committee. The results, in a summary form, shall be placed on file in the town clerk's office and 17 on the town website as a public record and be available in the Brewster public library for public information. CHAPTER 7 BY-LAWS AND CHARTER – ADOPTION, AMENDMENT AND PERIODIC REVIEW SECTION 1 By-laws 7-1-1 Town Meeting approval. By-laws may be proposed by warrant article consistent with the General Laws and this charter. 7-1-2 Quantum of vote. Adoption and amendment of by-laws shall be approved in accordance with applicable General Laws. 7-1-3 Periodic Review. The select board shall ensure that the by-laws are reviewed and prepared for any necessary revision not less than once every 10 years. 7-1-4 Codification and Publication. The town clerk shall codify and republish the by-laws from time to time as may be reasonable and such by-laws shall also be posted on the town website. 7-1-5 Continuation of Laws. All special acts, by-laws, town meeting resolutions, rules and regulations of the town in force at the time this charter takes effect, not inconsistent with this charter, shall continue in force. SECTION 2 Charter 7-2-1 Amendments to the charter may be approved by any means available pursuant to the constitution and the General Laws; provided, however, that if such amendments are to be acted upon by town meeting in accordance with section 10 of chapter 43B of the General Laws, the select board and finance committee shall present their recommendations to town meeting for consideration upon any such proposed amendment. 7-2-2 Periodic Review. The select board shall appoint a committee of no fewer than 5 nor more than 9 members to review the charter not less than once every 10 years, such that review of the charter begins 5 years after the by-law review provided for under section 7-1-3 to review the town charter and provide recommendations, if any, to a subsequent town meeting with respect to such review. SECTION 2. All town of Brewster by-laws, resolutions, rules, regulations and votes of the town meeting in force at the time the charter established pursuant to section 1 takes effect, and that are not inconsistent with the provisions of the charter, shall continue in full force and effect until amended or repealed. Where provisions of the charter established pursuant to section 1 conflict with provisions of town of Brewster by-laws, rules, regulations, orders or special acts or acceptances of laws, the charter provisions shall govern. All town of Brewster by-laws, rules, regulations, orders and special acts not superseded by the charter established pursuant to section 1 shall remain in force and effect. SECTION 3. Upon the effective date of this act, all persons appointed or elected to town offices, boards, commissions and agencies shall continue to perform their duties until reappointed or re-elected, or until successors to their respective positions are fully appointed or elected or until their duties have been 18 transferred and assumed by another town office, board, commission or agency. SECTION 4. Upon the effective date of this act, any person holding a town office or a position in the administrative service of the town or any person holding permanent employment under the town shall retain that person’s office, position or position of employment and shall continue to perform the duties of that person’s office, position or position of employment until provision shall have been made for the performance of those duties by another person or agency; provided, however, that a person in the permanent service of the town shall not forfeit their pay grade or time in the service of the town as a result of the adoption of the Brewster town charter; provided further, that this section shall not provide a person holding an administrative office or position or a person serving in the employment of the town on the effective date of this act with any greater rights or privileges with regard to that person’s continued service or employment with the town than that person had before the effective date of this act. Nothing in this section shall impair the rights of any person under an individual employment contract or collective bargaining agreement. SECTION 5. All records, property and equipment of a town office, board, commission, committee or agency or part thereof, the powers and duties of which, upon the effective date of this act, are assigned in whole or in part to another town office, board, commission or agency, shall be transferred forthwith to the office, board, commission or agency. SECTION 6. All official bonds, recognizances, obligations, contracts and other instruments entered into or executed by, on behalf of or to the town of Brewster before the effective date of this act, and all taxes, assessments, fines, penalties, forfeitures, incurred or imposed, due or owing to the town of Brewster, shall be enforced and collected and all writs, prosecutions, actions and causes of action, except as herein otherwise provided, shall continue without abatement and remain unaffected by the charter and no legal act done by or in favor of the town of Brewster shall be rendered invalid by reason of the adoption of this act. SECTION 7. To provide for the transition to reduce the terms of all planning board members from 5- year terms to 4-year terms, at the next regular election following at least 64 days after the effective date of this act, 1 planning board member shall be elected for a 1-year term, 1 planning board member shall be elected for a 2-year term and the expiring term shall be placed on the ballot for a 4-year term. The expiring term shall appear on the ballot with instructions to vote for 1 candidate; provided, that if the incumbent is running for the office, they shall have the words “candidate for re-election” next to their name. The 2-year term and the 1-year term shall appear together on the ballot with instructions to voters to vote for 2 candidates, with the longer term going to the candidate with the most votes. Following the effective date of this act, the term of the planning board member most recently elected shall be reduced from 5 years to 4 years. Thereafter, all planning board members shall be elected to alternating 4-year terms, with no more than 2 terms expiring each year. SECTION 8. This act shall take effect upon its passage. Town of Brewster SPECIAL & ANNUAL TOWN MEETING WARRANT for May 14, 2022 at 10:00 AM STONY BROOK ELEMENTARY SCHOOL 384 UNDERPASS ROAD Please bring this copy of the warrant to Town Meeting Large print copies of the warrant are available at the Brewster Town Offices 2 TOWN OF BREWSTER SPECIAL & ANNUAL TOWN MEETING WARRANT May 14, 2022 TABLE OF CONTENTS A INDEX 2 B INFORMATION & MODERATOR’S STATEMENT FOR VOTERS 4 C CONSENT CALENDAR – ROUTINE ARTICLES FOR APPROVAL D FINANCE COMMITTEE REPORT E TAX RATE INFORMATION F CAPITAL PROJECTS REPORT G HEALTH & HUMAN SERVICES REPORT H 2022 SPECIAL TOWN MEETING WARRANT ARTICLES ARTICLE DESCRIPTION SPONSOR PAGE 1 Outstanding Obligations Select Board 2 Budgetary Transfers Select Board 3 Golf Department Enterprise Fund Select Board 4 Other Business Select Board I 2022 ANNUAL TOWN MEETING WARRANT ARTICLES ARTICLE DESCRIPTION SPONSOR PAGE 1 Cape Cod Regional Technical High School Operating Budget Cape Cod Technical School Committee 2 Elementary Schools Operating Budget Brewster Elementary School Committee 3 Brewster Elementary Schools Special Education Stabilization Fund Brewster Elementary School Committee 4 Nauset Regional Schools Operating Budget Nauset Regional School Committee 5 Town Operating Budget Select Board 6 Water Enterprise Fund Operating Budget Select Board 7 Golf Capital Stabilization Fund Select Board 8 Golf Enterprise Fund Operating Budget Select Board 9 Community Preservation Act Funding Community Preservation Committee 10 Capital and Special Projects Expenditures Select Board 3 11 Water Quality Capital Stabilization Select Board 12 Bond Premium Appropriation Select Board 13 Special Revenue Fund: Cable Franchise Fee Select Board 14 Town Code Amendment to Community Preservation Committee Bylaw (§ 17) Select Board 15 Transfer of Tax Title Property – 212 Yankee Drive Select Board 16 Lease of Town Property - Antenna Select Board 17 Citizens Petition - Punkhorn Hunting Ban Citizens Group 18 Citizens Petition - Punkhorn Hunting Restrictions Citizens Group 19 Other Business Select Board J TOWN MODERATOR’S RULES K GLOSSARY OF FINANCIAL TERMS 4 TOWN OF BREWSTER SPECIAL TOWN MEETING MAY 14, 2022 Barnstable, ss To: Roland W. Bassett, Jr. Constable of the Town of Brewster Greetings: In the name of the Commonwealth of Massachusetts, you are hereby directed to notify and inform the Town of Brewster inhabitants qualified to vote in Town affairs to meet at the Stony Brook Elementary School ballfield, 384 Underpass Road, on Saturday, May 14, 2022, next, at 10:00 a.m. o’clock in the morning, then and there to act upon the following articles: OUTSTANDING OBLIGATIONS ARTICLE NO. 1: To see what sums the Town will vote to appropriate from available funds for the payment of unpaid obligations from previous fiscal years, including any bills now on overdraft: Vendor Amount a. Custom Drug Testing $165.00 b. Titleist/Acushnet $1,683.28 c. Jet Professional Group $687.50 d. Addy $1,802.00 Total $4,337.78 Or to take any other action relative thereto. (Select Board) (Nine-tenths Vote Required) COMMENT This article will authorize the payment of outstanding bills from a previous fiscal year. According to Massachusetts General Laws, a Town cannot pay a bill from a previous fiscal year with the current year’s appropriation. Therefore, Town Meeting authorization is required. a. This unpaid bill is for random drug and alcohol testing as required by state and federal law for Town employees who hold Commercial Driver’s Licenses (CDLs). Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 b. These unpaid bills are for merchandise sold at the Captains Golf Course pro shop. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 c. This unpaid bill is for HVAC services performed at the Captains Golf Course as part of an installation project for the restaurant and clubhouse. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 5 d. This unpaid bill is for advertising services for the Captains Golf Course. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 BUDGETARY TRANSFERS ARTICLE NO. 2: To see what sums the Town will vote to transfer into various line items of the Fiscal Year 2022 General Fund operating budget from other line items of said budget and from other available funds: FROM TO AMOUNT a Town Health Insurance Short-term Debt $300,000 b School Health Insurance Short-term Debt $100,000 c Ambulance Receipts Fire Department Overtime $150,000 Or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT This article would authorize the transfer of surplus funds from certain departments’ budgets and/or accounts and Free Cash for Fiscal Year 2022 to other accounts which are experiencing unanticipated shortfalls and/or require additional funding for new programs and/or initiatives. The following is a brief review of these requests: a. The Town received a one-time, one-month health insurance premium holiday in FY22 as a member of the Barnstable County Municipal Health Group. Only 50% of this premium was applied to the FY22 budget to avoid creating a structural deficit in future years. Accordingly, the Town has additional funding available in this line item this year. This transfer will help pay down a total of $400,000 in short-term debt previously approved by Town Meeting, thereby creating capacity in the FY23 Town operating budget to make a $300,000 payment to cover some of the remaining expenses associated with the purchase of the Sea Camps property on Long Pond. Taking this approach, the Town anticipates paying off the balance of our short-term obligations for this land purchase by FY25. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 b. The Town received a one-time, one-month health insurance premium holiday in FY22 as a member of the Barnstable County Municipal Health Group. Only 50% of this premium was applied to the FY22 budget to avoid creating a structural deficit in future years. Accordingly, the Town has additional funding available in this line item this year. This transfer will help pay down a total of $400,000 in short-term debt previously approved by Town Meeting, thereby creating capacity in the FY23 Town operating budget to make a $300,000 payment to cover some of the remaining expenses associated with the purchase of the Sea Camps property on Long Pond. Taking this approach, the Town anticipates paying off the balance of our short-term obligations for this land purchase by FY25. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 6 c. This sum is required to cover additional Fire Department personnel expenses stemming from employee turnover, changes in minimum staffing levels, and contractual obligations. The Ambulance Receipts account has a current balance of just over $2M. The FY23 Fire Department budget has been adjusted to account for ongoing increased operational expenses that impact the overtime line item. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 GOLF DEPARTMENT ENTERPRISE FUND ARTICLE NO. 3: To see if the Town will vote to accept the provision of G.L. Ch. 44 Section 53F½ in order to establish a Golf Department Enterprise Fund for fiscal year commencing on July 1, 2022, and to transfer any funds remaining in the Golf Department Reserve Fund as of June 30, 2022, or to take any other action relative thereto. Or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT While Brewster Golf Department revenues and expenses have always been accounted for separate from the General Fund, acceptance of this local option formally establishes the Golf Department as an enterprise fund. Enterprise fund accounting provides more flexibility and transparency than the current enabling statute for our Golf Department. It clearly identifies the total cost of providing this service and helps determine if the rates charged are sufficient to cover the cost, providing useful management information and data tracking for more informative decision making. The National Golf Foundation recently completed a comprehensive analysis of operations, finances, and capital needs for the Captains Golf course. The Golf Commission and Town staff have further refined projections based on their findings and recommendations. Enterprise fund accounting allows payments for indirect costs to flow from the enterprise to the General Fund to reimburse the Town for the associated costs of Town employees working on enterprise activities. Also, surpluses remain in the fund and may be used to pay operating, capital, or debt service costs associated with the operation. Additionally, investment income earned by the particular enterprise fund is retained within the fund to finance anticipated projects. The MA Department of Revenue’s Division of Local Services recommended making this change in their 2019 Financial Management Review. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 7 OTHER BUSINESS ARTICLE NO. 4: To act upon any other business that may legally come before this meeting; or to take any other action related thereto. (Select Board) (Majority Vote Required) You are hereby directed to serve this Warrant with your doings thereon to the Town Clerk at the time and place of said meeting as aforesaid. Given under our hand and Seal of the Town of Brewster affixed this __th day of April 2022. ___________________________________ Cynthia A. Bingham, Chair ___________________________________ David C. Whitney, Vice-Chair ___________________________________ Edward B. Chatelain, Clerk ___________________________________ Mary W. Chaffee ___________________________________ Kari Sue Hoffmann I, Roland W. Bassett Jr, duly qualified Constable for the Town of Brewster, hereby certify that I served the Warrant for the Special Town Meeting of May 14, 2022 by posting attested copies thereof, in the following locations in the Town on the xx day of April, 2022. Brewster Town Offices Café Alfresco Brewster Ladies Library Brewster Pizza House The Brewster Store Millstone Liquors U. S. Post Office _________________________________ Roland W. Bassett, Jr. Constable 8 TOWN OF BREWSTER ANNUAL TOWN MEETING MAY 14, 2022 Barnstable, ss To: Roland W. Bassett, Jr. Constable of the Town of Brewster Greetings: In the name of the Commonwealth of Massachusetts, you are hereby directed to notify and inform the Town of Brewster inhabitants qualified to vote in Town affairs to meet at the Stony Brook Elementary School ballfield, 384 Underpass Road, on Saturday, May 14, 2022, next, at 10:00 a.m. o’clock in the morning, then and there to act upon the following articles: CAPE COD REGIONAL TECHNICAL HIGH SCHOOL OPERATING BUDGET ARTICLE NO. 1: To see what sums the Town will vote to raise and appropriate and/or transfer from available funds to defray Cape Cod Regional Technical High School charges and expenses for the Fiscal Year ending June 30, 2023, as follows: DEPARTMENT EXPENDED FY2021 APPROPRIATED FY2022 REQUESTED FY2023 CAPE COD TECH ASSESSMENT 562,646 825,363 1,115,633 DEBT ASSESSMENT 294,741 409,710 549,461 TOTAL ASSESSMENT 857,387 1,235,073 1,665,094 or to take any other action relative thereto. (Cape Cod Technical School Committee) (Majority Vote Required) COMMENT This article will provide funding for the Fiscal Year 2023 operating budget for the Cape Cod Regional Technical High School District. This district consists of the Towns of Barnstable, Brewster, Chatham, Dennis, Eastham, Harwich, Mashpee, Orleans, Provincetown, Truro, Wellfleet and Yarmouth. The overall district-wide budget has increased by 1.99% over Fiscal Year 2022. Brewster’s actual share of the assessment has increased by a sum of $290,270 or 35.17% over Fiscal Year 2022. District wide enrollment has increased from 626 students to 653 students, with Brewster’s enrollment increasing from 41 to 59 students for this same period. This is the second consecutive year that Brewster enrollment has significantly increased. The Debt Assessment line represents Brewster’s fourth year payment for the new Cape Cod Regional Technical High School as approved by voters at the October 24, 2017 Special Election. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 9 ELEMENTARY SCHOOLS OPERATING BUDGET ARTICLE NO. 2: To see what sums the Town will vote to raise and appropriate and/or transfer from available funds to defray the Elementary Schools’ charges and expenses, for the Fiscal Year ending June 30, 2023, as follows: DEPARTMENT EXPENDED FY2021 APPROPRIATED FY2022 REQUESTED FY2023 ELEMENTARY SCHOOL BUDGET 8,333,661 7,951,488 8,148,973 SCHOOL FRINGE BENEFITS 1,974,982 2,131,313 2,342,589 TOTAL ASSESSMENT: 10,308,643 10,082,801 10,491,562 or to take any other action relative thereto. (Elementary School Committee) (Majority Vote Required) COMMENT This article will provide funding for the Fiscal Year 2023 operational budget for the Stony Brook and Eddy Elementary Schools. The Fiscal Year 2023 budget request for the Elementary Schools stands at $8,150,275. These operational budgets have increased by the total sum of $198,787 or 2.5%, over Fiscal Year 2022. The Town’s total elementary school assessment is increasing by 4.1% when the schools’ proportionate shares of fringe benefits expenses is applied. In addition, the Town’s Fiscal Year 2023 operating budget seeks to appropriate $100,000 to a proposed new Special Education Stabilization Fund to cover unanticipated expenditures (see Article 3). Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 7, No 1, Abs 0 SPECIAL EDUCATION STABILIZATION FUND ARTICLE NO. 3:To see if the Town will vote to create a Special Education Stabilization Fund, consistent with Section 24 of Chapter 218 of the Acts of 2016, for unanticipated or unbudgeted costs of special education, out of district tuition, and related transportation expenses at the Brewster Elementary Schools, or to take any other action relative thereto. (Elementary School Committee) (Majority Vote Required) COMMENT State law now allows school districts to create a Stabilization Fund to pay for unexpected special education expenses including in-district staffing and support services, out of district tuition, and related transportation costs. Special education expenses can vary significantly year to year and can be a challenge to adequately address through the annual budget development process. While schools have access to state circuit breaker funding to help remedy 10 unanticipated special education expenses that occur mid-year, this stabilization fund is another available financial tool. Initial creation of the fund requires adoption by the School Committee and Town Meeting. Appropriations to the fund require Town Meeting approval as well. Expenditures from the fund require a majority vote of the Select Board and School Committee. The Town has included a $100,000 appropriation to this new fund in our proposed FY23 operating budget due to higher than anticipated state aid for the elementary schools this coming year. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 NAUSET REGIONAL SCHOOLS OPERATING BUDGET ARTICLE NO. 4: To see what sums the Town will vote to raise and appropriate and/or transfer from available funds to defray the Nauset Regional School District charges and expenses for the Fiscal Year ending June 30, 2023, as follows: DEPARTMENT EXPENDED FY2021 APPROPRIATED FY2022 REQUESTED FY2023 NAUSET ASSESSMENT 11,476,397 11,743,855 12,222,619 NAUSET DEBT ASSESSMENT 122,645 175,644 139,228 TOTAL ASSESSMENT: 11,599,042 11,919,499 12,361,847 or to take any other action relative thereto. (Nauset Regional School Committee) (Majority Vote Required) COMMENT This article provides funding for the Fiscal Year 2023 operational budget for the Nauset Regional School District. The overall operating budget for the Nauset Regional Schools stands at $25,782,089 which represents an increase of 5.74% over the prior year. Brewster’s share of the Nauset Schools operational budget is $12,222,619. Brewster’s share of student enrollment has decreased from 48.17% in Fiscal Year 2022 to 47.41% in Fiscal Year 2023. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 2, No 6, Abs 0 TOWN OPERATING BUDGET ARTICLE NO. 5: To see what sums the Town will vote to raise and appropriate, transfer from available funds, or borrow pursuant to any applicable statute, for the purposes of supporting the offices, departments, boards, and commissions of the Town of Brewster for Fiscal Year 2023, including authorization for lease purchases of up to five years, as follows: 11 EXPENDED APPROPRIATED REQUESTED DEPARTMENT FY 2021 FY 2022 FY 2023 GENERAL GOVERNMENT Finance Committee 4,754 105,500 105,500 Assessors 126,059 136,549 151,782 Accounting 224,423 224,446 258,343 Treasurer/ Collector 274,521 303,511 350,727 Information Technology 272,201 334,056 410,962 Legal 107,677 165,640 168,653 Moderator 300 300 300 Planning 173,151 181,488 206,412 Select Board / Town Administration 462,860 490,320 592,355 Human Resources New in FY22 147,774 165,949 Town Clerk 205,380 192,636 249,324 Public Buildings 157,327 157,667 273,639 SUBTOTAL GENERAL GOVERNMENT 2,008,653 2,439,887 2,933,946 PUBLIC SAFETY Building Department 407,486 420,371 416,157 Fire Department 2,603,170 2,948,872 3,123,820 Natural Resources 419,130 446,240 483,715 Police Department 2,789,806 2,924,587 2,996,585 Sealer of Weights & Measures 9,225 9,456 9,692 SUBTOTAL PUBLIC SAFETY 6,228,817 6,749,526 7,029,969 PUBLIC WORKS Public Works 1,878,073 2,014,227 2,185,153 Snow & Ice Removal 161,817 165,053 169,179 Street Lights 2,875 5,515 5,515 SUBTOTAL PUBLIC WORKS 2,042,765 2,184,795 2,359,847 12 EXPENDED APPROPRIATED REQUESTED DEPARTMENT FY 2021 FY 2022 FY 2023 HUMAN SERVICES Council on Aging 312,531 360,441 385,337 Board of Health 222,173 251,994 284,805 Veteran’s Services 111,940 130,330 120,837 Public Assistance 135,620 144,900 136,950 SUBTOTAL HUMAN SERVICES 782,264 887,665 927,929 CULTURE & RECREATION Brewster Ladies Library 644,519 689,226 738,034 Recreation 160,028 205,316 232,235 Memorial Day Celebration 0 1,500 1,500 SUBTOTAL CULTURE & RECREATION 804,546 896,042 971,769 DEBT SERVICE Principal & Interest 2,119,348 2,007,298 3,321,898 SUBTOTAL DEBT SERVICE 2,119,348 2,007,298 3,321,898 INSURANCE, UTILITIES & FRINGE BENEFITS General Insurance 362,511 467,250 534,482 Utilities 328,750 443,671 505,423 Fringe Benefits 3,805,056 4,726,694 4,515,109 SUBTOTAL INSURANCE & FRINGE BENEFITS 4,496,317 5,637,615 5,555,014 OTHER OPERATING EXPENSE & ASSESSMENTS Assessments 28,040 28,040 29,271 Alewives 2,500 4,350 4,350 Local Service Funding 39,363 40,000 40,000 Transfer to Capital Stabilization 0 225,000 187,500 Transfer to General Stabilization 200,000 0 0 13 EXPENDED APPROPRIATED REQUESTED DEPARTMENT FY 2021 FY 2022 FY 2023 Transfer to Housing Trust 0 250,000 375,000 Transfer to OPEB Trust 222,671 267,000 267,000 Transfer to Brewster Elementary Schools Special Education Stabilization New in FY23 New in FY23 100,000 Transfer to Water Quality Capital Stabilization New in FY23 New in FY23 112,500 SUBTOTAL OTHER OPERATING EXPENSE & ASSESSMENTS 492,573 814,390 1,115,621 GRAND TOTAL OF GENERAL FUND OPERATING BUDGETS 18,975,285 21,617,218 24,215,992 Or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT This article will provide funding for the Fiscal Year 2023 operational budget for the Town boards, committees, and departments. The Town’s operating expenses, as presented in this article, exclusive of excluded debt and transfers to stabilization funds, have increased by 4.98%. Primary drivers for this increase are continuing expanded investments in information technology, rising utility and material expenses, implementation of the compensation and classification study recommendations, contractual obligations, and integrating ongoing expenses related to the Town’s ownership of the former Sea Camps properties into the operating budget. The long-term excluded debt related to the acquisition of the Sea Camps Bay property is included in the FY23 operating budget and is anticipated to increase the tax rate by approximately $.33/1000 in Year 1 and $.25/1000 in Years 2-30. Please note the following details on several of the budget line items listed above: Public Assistance: This section includes funding for Health & Human Service organizations and fuel assistance. Assessments: This section includes funding for the Pleasant Bay Alliance, Greenhead Fly, and Historic District. Local Services Funding: This section includes funding for the Chamber of Commerce, Town Band, Cultural Council, Skipping Program, and Millsites. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 14 WATER DEPARTMENT ENTERPRISE FUND OPERATING BUDGET ARTICLE NO. 6: To see if the Town will vote, in accordance with G.L. c. 44, §53F1/2, to appropriate from Water Department receipts, transfer from available funds or otherwise fund the sum of TWO MILLION SEVEN HUNDRED SIXTY EIGHT THOUSAND SIX HUNDRED THIRTY TWO DOLLARS ($2,768,632) for Fiscal Year 2023 costs associated with the operation of the Water Department including, but not limited to acquiring professional services and equipment, personnel and maintaining facilities and operations, including authorization for lease purchases of up to five years; all expenditures to be made by the Water Department, subject to the approval of the Town Administrator, or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT In accordance with Massachusetts General Laws Chapter 44, Section 53F1/2, receipts from Water Department related activities are used to directly offset Water Department related expenditures including some capital and infrastructure costs. Voting a spending amount within the Water Department Enterprise Fund allows receipts and related expenditures to be recorded in one fund. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 GOLF CAPITAL STABILIZATION FUND ARTICLE NO. 7: To see if the Town will vote to accept the provisions of G.L. c. 40, §5B for the purpose of establishing a Golf Course Capital Improvement and Maintenance Stabilization Fund; and to see if the Town will transfer from available funds a sum of money for said stabilization fund, or take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT With several major capital projects anticipated in the next few years at the Captains, this new capital stabilization fund would allow the Town to direct a portion of anticipated Golf revenues to help pay for some of these future projects without issuing debt. For FY23, a $400,000 appropriation is included in the proposed FY23 Golf Department budget that would transfer those funds to this new account. Future expenditures from this new Golf Capital Stabilization Fund will require a 2/3 vote by Town Meeting. The Town currently plans to consistently make substantial contributions to this new fund in the next few years to help mitigate the cost impacts of several large capital projects to avoid the need of major fee increases. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 15 GOLF ENTERPRISE FUND OPERATING BUDGET ARTICLE NO. 8: To see if the Town will vote, in accordance with G.L. c. 44, §53F1/2, to appropriate from Golf Department receipts, transfer from available funds or otherwise fund the sum of FOUR MILLION FORTY EIGHT THOUSAND SEVEN HUNDRED SEVENTY EIGHT DOLLARS ($4,048,778) for Fiscal Year 2023 costs associated with the operation of the Golf Department including, but not limited to acquiring professional services and equipment, personnel and maintaining facilities and operations, including authorization for lease purchases of up to five years; all expenditures to be made by the Golf Department, subject to the approval of the Town Administrator, or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT In accordance with Massachusetts General Laws Chapter 44, Section 53F½, receipts from Golf Department related activities are used to directly offset Golf Department related expenditures including some capital and infrastructure costs. Voting a spending amount within the Golf Department Enterprise Fund allows receipts and related expenditures to be recorded in one fund. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 COMMUNITY PRESERVATION ACT FUNDING ARTICLE NO. 9: To see if the Town will vote to act on the report of the Community Preservation Committee on the Fiscal Year 2023 Community Preservation Budget and to appropriate or reserve for later appropriation monies from the Community Preservation Fund annual revenues or available funds for the administrative and operating expenses of the Community Preservation Committee, the undertaking of Community Preservation Projects and all other necessary and proper expenses for the year, with each item considered a separate appropriation to be spent by the Community Preservation Committee, all as set forth below: Estimated revenues FY23__ a. Estimated FY23 tax surcharge $1,144,558 b. Estimated FY23 state contribution (25%) $ 286,140 c. Estimated FY23 Total: $1,430,698 FY23 Appropriations and Allocations d. Historic Preservation Reserve appropriation (10%) $143,070 e. Community Housing Reserve appropriation (10%) $143,070 f. Open Space Reserve appropriation (50%) $715,349 g. Budgeted Reserve (25%) $357,674 h. Administrative Expense (Budgeted Reserve) ( 5%) $71,535 i. Total $1,430,698 16 Purpose Item Funding Source(s) Amount 1 Historic Preservation a.Brewster Historical Society Digitization of Ellen St. Sure Collection Fiscal Year 2023 CPA estimated annual revenues $22,617 b.Designated Reserves for Historic Preservation Transfer to reserve from estimated annual revenues in accordance with G.L. c.44B, §6 Fiscal Year 2023 CPA estimated annual revenues $120,453 Sub-total $143,070 2 Community Housing a.Town of Brewster Town Administration - Housing Coordinator Payroll and operating costs for Part-time Housing Coordinator position to assist public with affordable housing program Fiscal Year 2023 CPA estimated annual revenues $66,900 b.Community Development Partnership Lower Cape Housing Institute (2-year funding) Fiscal Year 2023 CPA estimated annual revenues $15,000 c.Designated reserves for Housing Transfer to reserve from estimated annual revenues in accordance with G.L. c.44B, §6 Fiscal Year 2023 CPA estimated annual revenues $61,170 Sub-total $143,070 3 Open Space a.Community Preservation Bonded Debt Service Payment of debt principal and interest for the BBJ Property and Bates Property bonds Fiscal Year 2023 CPA estimated annual revenues $196,658 b.Designated reserves for Open Space Transfer to reserve from estimated annual revenues in accordance with G.L. c.44B, §6 Fiscal Year 2023 CPA estimated annual revenues $518,691 Sub-total $715,349 4 Budgeted Reserve a.Administration Expense Administration and operating expenses for Community Preservation Committee Fiscal Year 2023 CPA estimated annual revenues $71,535 b.Pennrose / Orleans Cape Cod Five Affordable housing at former Cape Cod Five Operations Center in Orleans Fiscal Year 2023 CPA estimated annual revenues $105,000 17 c.Designated for Budgeted Reserve Transfer to reserve from estimated annual revenues in accordance with G.L. c.44B, §6 Fiscal Year 2023 CPA estimated annual revenues $252,674 Sub-total $429,209 Grand Total $1,430,698 For Fiscal Year 2023 Community Preservation purposes, each item is considered a separate appropriation to be spent by the Community Preservation Committee; provided however, that the above expenditures may be conditional on the grant or acceptance of appropriate historic preservation restrictions for historic resources, open space restrictions for open space reserves, and housing restrictions for community housing, running in favor of an entity authorized by the Commonwealth to hold such restrictions for such expenditures, meeting the requirements of G.L. c.184 and G.L. c.44B, Section 12, and to authorize the Board of Selectmen to convey or accept such restrictions; And further, any revenues received in excess of the estimated receipts are transferred to their respective reserve fund balance(s) for future appropriation using the allocation formula of 50% Open Space, 10% Housing, 10% Historical and 30% for Budgeted Reserve for CPA. Or to take any other action relative thereto. (Community Preservation Committee) (Majority Vote Required) COMMENT In May of 2005, Brewster voters approved a ballot question which allowed for the adoption of the modified Community Preservation Act. The act appropriates a 3% surcharge on the Town’s real estate tax revenues, which are reserved in a special fund in order to finance projects and programs for the purposes of preservation of open space, recreation, community housing, and historic preservation. Brewster is also eligible to receive up to 100% in matching funds from the State, although we anticipate a reduced reimbursement rate from the State for Fiscal Year 2023, which is projected at 25%. Brewster established, through a local bylaw, a distribution schedule for the CPA funds according to the following: 50% of the funds for open space, 10% for community housing, 10% for historic preservation, and 30% balance is available for housing, historic preservation and/or active or passive recreation projects. 1. Historic Preservation: a. Brewster Historical Society – Digitization of Ellen St. Sure collection - This item will fund the digitization and preservation of the Ellen St. Sure research collection. Former Town Archivist and Brewster history enthusiast Ellen St. Sure compiled her own personal research files about Brewster residents, houses, and businesses. This collection was gifted to the Brewster Historical Society with the understanding that they would maintain the collection and make it accessible to researchers. The Society wishes to digitize the research collection and make it available via their website with links to the Town website and the Brewster Ladies Library website. 18 Total Project Cost: $35,441.50 CPC Request: $22,616.5 0 CPC Vote: 8-0-1 Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 2.Community Housing: a. Town of Brewster- Housing Coordinator – This item will fund the part-time Housing Coordinator position. The Community Preservation Committee has supported the Housing Coordinator position since 2017. The hiring of a housing coordinator was identified as a key strategy in the Town’s 2017 Housing Production Plan. The Housing Coordinator holds hours for the public weekly, supports multiple Town committees, including the Housing Trust and Housing Partnership, works with regional housing agencies and organizations in town to promote housing choice. The Housing Coordinator is an integral part of the Town’s housing efforts, outlined in both the Town Vision Plan and the Select Board Strategic Plan. The Housing Coordinator helps to acquire, create, preserve, and support community housing. The FY23 request is to fund the position at 30 hours per week with the CPC providing funding for the salary and the Town providing funding for all benefits of the position. The request is for an increase of 5 hours weekly (from 25 in FY22), due to the increased number of housing initiatives and support services that the Town is providing. Our housing program continues to be a partnership of many Town entities. Total Project Cost: $ 89,150 CPC Request: $ 66,900 CPC Vote: 8-0-0 Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 1 b. Community Development Partnership (CDP): Lower Cape Housing Institute – This item will fund the sixth and seventh years of CDP’s Lower Cape Housing Institute, training that equips local elected and appointed officials with the knowledge and skills needed to support the creation of more year-round housing in the Lower Cape, including Brewster. Local elected and appointed municipal officials and Town staff need training and technical assistance in the complexity of developing and managing housing that is affordable to year-round residents. Total Project Cost: $123,350 CPC Request: $15,000 CPC Vote: 7-0-0 Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 1 3. Open Space: a. Community Preservation Bonded Debt Service – This item pays for the $196,658 in FY 2023 principal and interest on open space acquisitions that were financed via long-term bonding ($2.5M for 50 acres in West Brewster by Mother’s Bog and Walker’s Pond and $675k for 36 acres in the Punkhorn). Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 19 4. Reserves for Community Preservation: a. Administrative Expense – This item will fund the costs associated with general administrative and operating expenses, including but not limited to legal and other professional consulting services, related to carrying out the operations of the Community Preservation Committee. The Community Preservation Act allows up to 5% of expected annual revenues for this purpose. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 b. Pennrose/Cape Cod Five – This item will fund a request from Pennrose LLC. They propose to re-use the former Cape Cod Five bank headquarters building in Orleans, combined with a new construction addition and two separate townhouse buildings, as mixed-income and affordable housing. Together, the refurbishment and new construction will provide 62 rental units, including 52 affordable units and 10 middle-income "workforce" apartments. The existing structure consists of an original 1978 building and a 1990s addition. The building served as the headquarters and operations center for the Cape Cod Five Cents Savings Bank from 1978 until 2020. The site has been the subject of multiple feasibility studies led by the Town of Orleans, seeking to identify the best, most appropriate use for the site after the bank's departure. The proposed re-use program has been developed in cooperation with the Town of Orleans and closely mirrors the "preferred development scenario" identified by Town staff and the general public in its recent study. The site enjoys strong access to shopping, a grocery store, public transportation, and other amenities, making it an ideal location for affordable and mixed- income housing. Developer Pennrose is requesting CPA funds from multiple Cape towns, recognizing that progress towards regional housing creation and affordability goals benefits all of the area’s communities. Town Meeting voters in these towns have already approved funding: Orleans ($2 Million), Eastham ($100,000), and Provincetown ($20,000). An application to Harwich for $100,000 is under review. In both Chatham ($100,000) and Truro ($100,000), funding requests are on the Spring 2022 Town Meeting warrants. Wellfleet has asked Pennrose to reapply for funding in October 2022. Pennrose is seeking $100,000 of Brewster CPA funds for construction expenses. The CPC request includes an additional $5,000 to be set aside to pay for Brewster CPC legal and administrative expenses related to the award. Total Project Cost: $27,705,000 CPC Request: $105,000 CPC Vote: 8-0-0 Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 CAPITAL AND SPECIAL PROJECTS EXPENDITURES ARTICLE NO. 10: To see what sums the Town will vote to raise and appropriate, transfer from available funds, or authorize the Town Treasurer to borrow under and pursuant to Massachusetts General Laws Chapter 44, Sections 7, 7(1), or 8, or any other enabling authority, for the capital outlay expenditures listed below, including, in each case, all incidental and related costs, to be expended by the Town Administrator with the approval of the Board of Selectmen, except School expenditures to be made by the School Superintendent with the 20 approval of the School Committee; authorize leases and lease purchase agreements for more than three but not more than five years for those items to be leased or lease purchased, and further that the Town Administrator with the approval of the Board of Selectmen or School Superintendent with the approval of the School Committee for school items, be authorized to sell, convey, trade-in or otherwise dispose of equipment being replaced, all as set forth below: Department Item Funding Source(s) / Appropriation or Transfer Amount 1 Select Board a.Integrated Water Resources Planning & Implementation Professional services and costs for preparing studies, engineering, and coordinating water resource management planning General Fund Free Cash $75,000 b.Drummer Boy Park Master Plan Implementation - Design Professional services and costs for engineering, design, and permitting associated with planned park improvements General Fund Free Cash $75,000 c.Local Comprehensive Plan Professional services associated with completing a Local Comprehensive Plan General Fund Free Cash $30,000 Sub-Total $180,000 2 Elementary School Department a.Technology Upgrades and Improvements Ongoing information system and equipment improvements including but not limited to purchase of desktop computers, servers, office software, backup systems, and other hardware/software, switches and access points for wi-fi at Eddy & Stony Brook Elementary Schools General Fund Free Cash $15,000 b.HVAC, Plumbing, Electrical Maintenance & Repairs Professional services and costs for upgrades, repairs & replacement of HVAC, plumbing, and electrical systems at Eddy and Stony Brook Elementary Schools General Fund Free Cash $25,000 21 Department Item Funding Source(s) / Appropriation or Transfer Amount c.Exterior & Interior Painting Project Professional services and costs for interior/exterior painting at Eddy and Stony Brook Elementary Schools General Fund Free Cash $10,000 d.Stony Brook Elementary School Boiler & Unit Ventilator Replacement - Design Professional services and costs to design upgrades to the existing boiler and supporting HVAC systems at Stony Brook Elementary School General Fund Free Cash $75,000 Sub-Total $125,000 3 Nauset Regional School District a.Capital Plan Projects Professional services and costs, including procuring, engineering, permitting, repair and maintenance of buildings, grounds, and equipment within the Nauset Middle School and Nauset High School Raise and appropriate $271,782 Sub-Total $271,782 4 Natural Resources a.Beach and Landing Repairs & Improvements Professional services and costs for repairs and improvements to various public beaches and public landings throughout town General Fund Free Cash $15,000 b.Long Pond Boat Ramp and Public Access Improvements Professional services and costs for upgrades to existing boat ramp and parking area, improvements to public access and stormwater treatment General Fund Free Cash $225,000 c.Wildfire Management Professional services and costs to implement and update Town’s Wildfire Management Plan, including vegetation management General Fund Free Cash $10,000 Sub-Total $250,000 22 Department Item Funding Source(s) / Appropriation or Transfer Amount 5 Water Department a.Distribution Infrastructure Costs for goods, materials and professional services to maintain, repair, and upgrade the Town’s water distribution system Water Retained Earnings $50,000 b.Buildings & Treatment Facilities Costs for goods, materials and professional services to maintain, repair, and upgrade the Water Department’s buildings and treatment facilities Water Retained Earnings $50,000 c.Water Meter Replacement Costs for goods, materials and professional services to maintain and replace water meters Water Retained Earnings $80,000 d.Two Pick-up Trucks Costs to purchase and equip two (2) pick-up trucks Water Retained Earnings $88,000 Sub-Total $268,000 6 Department of Public Works a.Public Works & Recycling Center Site Assessment Professional services to conduct a site assessment of Public Works & Recycling Center property and facilities Article 10 (2F), May 2017 Annual Town Meeting $70,000 Sub-Total $70,000 7 Facilities a.Town Hall Window Replacement Professional services and costs to replace windows at Town Hall offices General Fund Free Cash $50,000 b.Town Hall Air Conditioning Unit Replacement Costs to purchase air conditioning units at Town Hall offices General Fund Free Cash $10,500 Sub-Total $60,500 23 Department Item Funding Source(s) / Appropriation or Transfer Amount 8 Library a.Library Elevator Replacement - Design Professional services and costs to replace elevator at Ladies Library General Fund Free Cash $30,000 Sub-Total $30,000 9 Golf Department a.HVAC/Boiler Upgrades Professional services and costs to replace furnaces, air handlers, and related HVAC systems in the clubhouse, pavilion, and pro-shop Golf Reserves $185,000 b.Clubhouse Window and Door Replacement Professional services and costs to replace windows and doors in clubhouse, pavilion, and pro-shop Golf Reserves $210,000 c.Maintenance Facilities Study Professional services to identify existing conditions and develop conceptual plan for maintenance facilities Golf Reserves $20,000 Sub-Total $415,000 10 Fire Department a.Deputy Fire Chief Vehicle Costs to purchase and equip Deputy Fire Chief first response vehicle Article 8 (2G), May 2016 Annual Town Meeting; Ambulances Receipts $60,000 Sub-Total $60,000 Grand Total $1,730,282 Or to take any other action relative thereto. (Select Board) (Majority Vote Required) 24 COMMENT 1. SELECT BOARD 1a. Integrated Water Resources Planning & Implementation - These funds will be used to implement the Pleasant Bay Watershed Permit and support other water quality improvement projects related to coastal waters and freshwater ponds. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 1b. Drummer Boy Park Master Plan Implementation (Design) – These funds will be used to complete design and permitting work associated with the Drummer Boy Park Master Plan Update approved by Town Meeting in November 2021 to include: development of site survey and existing conditions plan; evaluation of sub-surface conditions; public outreach; development of design plans, including stormwater management; preparing permit applications; developing construction plans and specifications; and, providing procurement services and construction oversight/inspections. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 1c. Local Comprehensive Plan - These funds will be used to support the Vision Planning Committee’s ongoing work to complete the Town’s first Local Comprehensive Plan (LCP). Over the past two years, the committee has been tracking progress made in implementing the 2018 Vision Plan and has been working with Town staff, a consultant, and residents to develop an LCP based on the priority goals of the community. Once completed, the LCP will inform decision making around future land use planning and development. These funds will supplement the initial $70,000 appropriation for this project by Town Meeting in November 2019. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 2. ELEMENTARY SCHOOL DEPARTMENT 2a. Technology Upgrades and Improvements - These funds will be used to continue with the K-5 technology plan for both Eddy and Stony Brook Elementary Schools; including replacing iPads, computers, network printers and laptops, switches and access points for wi-fi. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 2b. HVAC, Plumbing, Electric Maintenance & Repairs – These funds will be used to make repairs to the mechanical systems at both Elementary Schools as needed. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 2c. Exterior & Interior Painting – These funds will be used for regularly scheduled interior and exterior painting at the Stony Brook and Eddy Schools. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 25 2d. Stony Brook Elementary School Boiler & Unit Ventilator Replacement (Design) – These funds will be used to design upgrades and/or replacement of the existing boiler and ventilation systems at the Stony Brook School. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 3. NAUSET REGIONAL SCHOOL DISTRICT 3a. Capital Plan Projects – These funds, in the amount of $271,782 for Fiscal Year 2023, are an assessment for the capital equipment and facilities budget for the Nauset High and Middle Schools. This program was originally approved by means of a Proposition 2 ½ override question in May of 2005, which included an annual 2.5% escalator. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 4. NATURAL RESOURCES 4a. Beach and Landing Repairs – These funds will be used for improvements, maintenance, and repairs at various Town Landings, including sand nourishment, stairs, pathways, interpretive signs, and other related needs. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 4b. Long Pond Boat Ramp and Public Access Improvements – These funds will be used for safety and access enhancements to the existing ramp and parking areas. Stormwater treatment and traffic circulation will also be improved. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 4c. Wildfire Management – These funds will be used to implement the Town’s Wildfire Management Plan, focusing on the Punkhorn, and other large, wooded conservation areas. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 5. WATER DEPARTMENT 5a. Distribution Infrastructure – These funds will be used to maintain, repair, and upgrade the Town’s water distribution system as needed. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 5b. Buildings & Treatment Facilities – These funds will be used to maintain, repair, and upgrade the Water Department’s buildings and treatment facilities as needed. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 26 5c. Water Meter Replacement – These funds will be used to maintain and/or purchase and install replacement water meters on an ongoing basis. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 5d. Pick-up Trucks – These funds will be used to purchase and equip two (2) new pick-up trucks for Water Department staff. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 6. DEPARTMENT OF PUBLIC WORKS 6a. Public Works & Recycling Center Site Assessment – These funds will be used to complete a comprehensive site assessment of the property and facilities on Run Hill Road. The study will examine code compliance, including a safety review of the site and facilities. Operational efficiencies and site constraints will be evaluated. A series of conceptual improvements will be developed, including permitting requirements and cost estimates for each scenario. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 7. FACILITIES 7a. Town Hall Window Replacement - These funds will be used to replace 30+ windows in Town Hall that are in poor condition. Several windows are no longer operable due to failing conditions and replacement parts are no longer available due to the age of the windows. Replacing the windows will increase energy efficiency and, more importantly, they will be safe to operate. This is the first of two planned phases for this project. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 7b. Town Hall Air Conditioning Unit Replacement – These funds will be used to purchase new window air conditioning units for Town Hall offices. This is the second and final phase of this replacement project. Alternative air conditioning options were evaluated but were not projected to result in significant energy savings and so were dismissed as cost prohibitive. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 8. LIBRARY 8a. Library Elevator Replacement (Design) – These funds will be used to develop specifications to solicit bids to install a new elevator at the Ladies Library. This equipment has exceeded its useful life and requires frequent repairs, limiting resident access to the facility. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 27 9. GOLF DEPARTMENT 9a. HVAC/Boiler Upgrades – These funds will be used to replace the furnaces and air handlers in the clubhouse, pavilion, and pro-shop to install a fully operational and more energy efficient heating and cooling system. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 9b. Clubhouse Window and Door Replacement – These funds will be used to replace windows and doors in the clubhouse, pavilion, and pro-shop. Many of the windows in the building have broken seals that have caused clouding of the windows. They are unsightly and do not project a good image of the facility. In addition, many of the doors have clouded windows and do not open and close properly. This is largely due to the high volume of foot traffic throughout the building. All of the doors and windows are over 20 years old. This is the first, and largest, of two planned phases for this project. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 9c. Maintenance Facility Study – These funds will be used to identify existing conditions and develop conceptual plans to upgrade these facilities. The two principal maintenance buildings are 21 and 36 years old respectively and do not conform to current code and energy efficiency standards. They require significant improvements to optimize operational efficiency. The results of this study will be used to inform design specifications to build new facilities. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 10. FIRE DEPARTMENT 10a. Deputy Fire Chief Response Vehicle – These funds will be used to purchase and equip the Deputy Fire Chief’s vehicle. Administrative / first response vehicles are replaced every ten years. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 WATER QUALITY CAPITAL STABILIZATION FUND ARTICLE NO. 11: To see if the Town will vote to accept the provisions of G.L. c. 40, §5B for the purpose of establishing a Water Quality Stabilization Fund; and to see if the Town will raise and appropriate and/or transfer from available funds a sum of money for said stabilization fund, or take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT As part of the Town’s longstanding and ongoing commitment to implement our Integrated Water Resource Management Plan, the Town regularly expends funds to improve water quality in our ponds, estuaries, and bays. Historically, the Town has relied on Free Cash to finance these initiatives. As the Town’s capital expenditures related to water quality are expected to 28 increase over the next 10 to 20 years, this new account would ensure that the Town is setting aside available funds to reduce future cost impacts of these projects. Expenditures from this Water Quality Capital Stabilization Fund will require a 2/3 vote by Town Meeting. The FY23 Town operating budget includes a $112,500 appropriation to this new fund, which represents 15% of Brewster’s anticipated FY23 revenues from short-term rentals. Select Board: Yes 4, No 0, Abs 1 Finance Committee: Yes 8, No 0, Abs 0 BOND PREMIUM APPROPRIATION ARTICLE NO. 12: To see if the Town will vote to transfer and appropriate a total sum of $238,349 from bond sale premiums from projects authorized at the May 4, 2015 Town Meeting under Articles 19, 20, & 30, May 2, 2016 Town Meeting under Article 20, and September 2, 2015 Town Meeting under Article 2-7B to the Road Bond Capital Projects Fund, or to take any action relative thereto. (Select Board) (Majority Vote Required) COMMENT Town Meeting approved the issuance of debt to finance several larger capital projects in 2015 and 2016. The Town then issued bonds which were bid with a premium by the underwriter. After accounting for project costs associated with those issuances, the Town had excess premium funds. This excess premium can be applied to future capital expenditures for which the Town could otherwise borrow. This article seeks to transfer these funds to help pay for upcoming road reconstruction work. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 SPECIAL REVENUE FUND - Cable Franchise Fee Account ARTICLE NO. 13:To see if the Town will vote to appropriate from the Cable Franchise Fee Special Revenue Fund the sum of two hundred thousand dollars ($200,000), for the purpose of offsetting costs associated with providing local cable television related purposes, the sum of including, but not limited to the general public purpose of supporting and promoting public access to the Brewster cable television system; training in the use of local access equipment and facilities; access to community, municipal and educational meeting coverage; use and development of an institutional network and/or municipal information facilities; contracting with local cable programming services providers and/or any other appropriate cable related purposes, and including all incidental and related expenses, or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT Each resident’s cable bill includes a line item to provide for the costs of local cable television services. These monies are retained in a special revenue account and are used to enhance local 29 cable programming for the Town’s public, education, and government channels. These funds will be used to continue these informational and educational services, which may include, but not be limited to, equipment purchases, contracted services, construction services, and labor expenses. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 TOWN CODE AMENDMENT - COMMUNITY PRESERVATION COMMITTEE BYLAW ARTICLE NO. 14: To see if the Town will vote to amend the General Bylaws, Section 17, to delete Sections 17-4 and 17-5 in their entirety, with such revision to take effect on July 1, 2023, as follows: Section 17-1. Membership of the Committee – There is hereby established a Community Preservation Committee, consisting of nine (9) voting members. pursuant to the provisions of Section 298 of Chapter 149 of the Acts of 2004, as amended by Sections 129-133 of Chapter 352 of the Acts of 2004. The composition of the Committee, the appointing authority and the term of office for the committee members shall be as follows; one member of the Conservation Commission, as designated by said Commission; one member of the Historical Commission, as designated by said Commission; one member of the Planning Board, designated by the said Board; one member of the Recreation Commission, as designated by the Commission; one member of the Brewster Housing Authority, as designated by said Authority; and four individuals to be appointed by the Board of Selectmen. Each member of the Committee shall serve a term of three years or until the person no longer serves in the position or on the board or on the committee as set forth above, whichever is earlier. Should any of the officers and commissions, boards or committees who have appointing authority under this bylaw be no longer in existence for whatever reason, the Board of Selectmen shall appoint a suitable person to serve in their place. Any member of the committee may be removed by the Selectmen, with prior notice to the member and a hearing, for good cause. Section 17-2. Duties – The Community Preservation Committee shall study the needs, possibilities and resources of the town regarding community preservation. The Committee shall consult with existing municipal boards, including the Conservation Commission, the Recreation Commission, the Historical Commission, the Planning Board, the Department of Public Works, and the Housing Authority, or persons acting in those capacities or performing like duties, in conducting such studies. As part of its study, the committee shall hold one or more public informational hearings, at its discretion, on the needs, possibilities, and resources of the town regarding community preservation possibilities and resources, notice of which shall be posted publicly and published for each of two weeks preceding a hearing in a newspaper of general circulation in the town. Section 17-3. The Community Preservation Committee shall make recommendations to the Town Meeting for the acquisition, creation and preservation of open space, for the acquisition and preservation of historic resources, for the acquisition, creation and preservation of land for recreational use, for the creation, preservation and support of community housing and for rehabilitation or restoration of such open space, historic resources, land for recreational use and community housing that is acquired or created as provided in this section. 30 Section 17-4. In every fiscal year, the Community Preservation Committee shall recommend that Town Meeting spend, or set aside for future spending, the fixed figure of fifty (50%) percent of the net annual revenues in the Community Preservation Fund for open space purposes, not less than ten (10%) percent of the net annual revenues for community housing purposes, and not less than ten (10%) percent of the net annual revenues for historic resources purposes. In every fiscal year, the Community Preservation Committee shall recommend that Town Meeting spend or set aside for future spending the remaining thirty (30%) percent of the net annual revenues for community housing, recreation and historic resources purposes, but not for open space purposes. Notwithstanding the foregoing, the net annual revenues paid into the Community Preservation Fund shall be dedicated to open space purposes until such time as prior appropriations made pursuant to the so-called Land Bank Act have been fully expended, even if the aggregate amount of such expenditures exceeds 80% of the annual revenues. Section 17-5. Provided that the Community Preservation Act is accepted at the 2005 Annual Town Election, this section shall take effect upon approval by the Attorney General of the Commonwealth of Massachusetts and after all the requirements of Mass. Gen. Laws, ch. 40, § 32 have been met. Each appointing authority shall have thirty (30) days after the effective date to make its appointments. or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT In May of 2005, Brewster voters adopted the Community Preservation Act (CPA). The Act appropriates a 3% surcharge on the Town’s real estate tax revenues, which are reserved in a special fund to finance projects and programs for the purposes of preservation of open space, recreation, community housing, and historic preservation. The state distributes matching funds, which vary from year-to-year. Since 2005, CPA funds have supported about 70 community preservation projects in Brewster. These initiatives have included capital improvements, land acquisitions, assistance programs, as well as various plans and studies. At the time of adoption, Brewster established a unique allocation formula for these funds, as outlined in Section 17 of the Town bylaw: 50% for open space, 10% for community housing, and 10% for historic preservation. The 30% balance has been available for housing, historic preservation, and/or active or passive recreation projects. The primary reason for this customized approach was that Brewster, like many other Cape towns at the time, was converting funding balances and financial obligations from the Cape Cod Land Bank and wanted to maintain its capacity to finance open space purchases. As required by statute, the Community Preservation Committee (CPC) annually holds a public hearing to identify and discuss upcoming community needs and planned projects. In recent years, it became increasingly apparent that anticipated CPA requests would outpace available funds. In May 2021, Town Meeting approved funding to develop a 5 Year Community Preservation Plan (CPP). Since then, the CPC has worked with a consultant to study existing Town plans, quantify anticipated funding requests, and solicit stakeholder and resident input. 31 As a result of this analysis, the CPC recommends modification of the Town’s bylaw to follow the statutory distribution formula that all but one other municipality currently have in place: 10% for open space and recreation, 10% for community housing, and 10% for historic preservation. The CPC determined that the statutory formula allowed the most flexibility to respond to expected funding requests and any new requests that may emerge from the former Sea Camps properties planning processes in the next few years.If approved, this change would take effect in July 2023, allowing a full fiscal year to make this transition. At the same time, the CPC has developed and adopted a CPP that establishes target allocations for each of the eligible uses of CPA funds beyond the baseline statutory disbursements that will inform their policy decisions in vetting projects in the next five years. Town Meeting will continue to have final approval authority over expenditure of all CPA funds. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 TRANSFER OF TAX TITLE PROPERTY – 212 YANKEE DRIVE ARTICLE NO. 15: To see if the Town will vote to transfer the care, custody and control of the parcel of land with the improvements thereon located at 212 Yankee Drive, identified by the Assessors as Parcel 77-37-0 and acquired by the Town by Foreclosure in Tax Lien Case, from the tax custodian for tax title purposes to the Affordable Housing Trust for affordable housing purposes and for the purpose of conveyance, or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT The Brewster Housing Program in conjunction with the Affordable Housing Trust has been actively working for the past 4 years on the preservation of homes that are on our Subsidized Housing Inventory (SHI). The home located at 212 Yankee Drive has been vacant for several years and suffered some water damage. The Housing Department in collaboration with the Treasurer Collector, Building Department and town legal counsel initiated the process of a tax taking. The owner of the property has not lived in the home for over 4 years, will not return, and has a conservator that the Town has communicated with throughout the process. The goal of the Housing program and Housing Trust is to rehabilitate the home and convey it to a qualified affordable buyer. The home currently has an affordable deed restriction on it and will continue to have a deed restriction after conveyance. The Community Preservation Committee provided funding to the Affordable Housing Trust to assist with the preservation of homes on our SHI. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 LEASE OF TOWN PROPERTY - ANTENNA ARTICLE NO. 16: To see if the Town will vote to authorize the Town Administrator, acting under the direction of the Board of Selectmen, to lease from time to time a portion or portions of 32 Town-owned property located at 1657 Main Street for wireless communications purposes, including, without limitation, for the construction, installation, maintenance and replacement of communications antennas, towers, cabinets, cables, and other appurtenances, and to grant such non-exclusive access and/or utility easements on portions of said property as may be necessary or convenient to serve the communications equipment thereon, said leases to be for periods not exceeding twenty (20) years and on such other terms and conditions as the Town Administrator and Board of Selectmen deem to be in the best interests of the Town, or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT The Town leases space to various telecommunications companies to install their equipment on antennas on Town property. Revenues from these agreements are used to offset Town communication expenses. Current contracts with existing providers at the Main Street location adjacent to the Fire Station are either expiring or being terminated. The Town is required to follow a procurement process to enter into new lease agreements with these providers. Longer contractual terms tend to maximize revenues to the Town from these arrangements. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 CITIZENS PETITION – PUNKHORN HUNTING BAN ARTICLE NO. 17: To see if the Town will vote to amend the Town’s General Bylaw by adding a new Chapter 98 – Hunting in the Punkhorn Parklands as follows: §98-1 No person shall discharge any gun, including paint ball guns, fowling piece, pistol, or firearm or release an arrow from a bow or hunt or trap or poison or set fire to any material known as fireworks, or other combustible matter, on any and all Town-owned parcels in southwest Brewster commonly referred to as the Punkhorn Parklands; provided, however, this section shall not apply to any person abating nuisance or in the exercise of duty required by law, or to take any other action relative thereto. (Citizen's Petition) (Majority Vote Required) COMMENT The parcels of land commonly referred to as the Punkhorn Parklands constitute a major conservation area, purchased by the Town to protect it from development and to preserve its varied environment. Public use of the Punkhorn has increased significantly over the years, with an even greater increase occurring during the past couple of years of social distancing necessitated by the COVID pandemic. Every year, more and more hikers, dog walkers, cyclists, horseback riders, bird watchers, and nature lovers make use of the Punkhorn trails and lands, both residents and visitors alike. At the May 1989 Annual Election, Brewster voters passed a non-binding public advisory to express the opinion that all hunting and use of firearms, bows and arrows, air guns and pellet guns should be prohibited in the Town-owned Punkhorn Parkland. At the May 15, 2021 Special & Annual Town Meeting, voters passed what we thought was a bylaw banning hunting in the 33 Punkhorn. The Attorney General's Office approved it, but Town counsel ruled that the language did not conform to the standards for a bylaw, so the petition was "merely advisory". This time, Town counsel supplied the appropriate language to make this a binding bylaw. We once again urge you to vote to make this ban official to protect the safety of all who use the Punkhorn Parklands. Select Board: Yes 3, No 2, Abs 0 Finance Committee: Yes 2, No 5, Abs 0 CITIZENS PETITION – PUNKHORN HUNTING RESTRICTIONS ARTICLE NO. 18: To see if the Town will vote to amend the Town’s General Bylaw by Adding a new Chapter 98 – Hunting in the Punkhorn Parklands as follows: §98-1 No person shall discharge any gun, including paint ball guns, fowling piece, pistol, or firearm or release an arrow from a bow or hunt or trap or poison or set fire to any material known as fireworks, or other combustible matter, within the Town-owned land known as the Punkhorn Parklands; provided, however, this section shall not apply to any person abating nuisance or in the exercise of duty required by law: provided further that bow hunting only shall only be permitted during a three-week period beginning on the first Monday in December of each year, or to take any other action relative thereto. (Citizen's Petition) (Majority Vote Required) COMMENT This petition seeks to allow hunting on Town land in the Punkhorn by bow and arrow only during a three-week period in December, commencing on the first Monday and ending on the third Saturday, in accordance with all Massachusetts hunting laws. The Punkhorn covers an area of 865 acres and has been closed to hunting for over 30 years. Research data reveals that hunting is safe to the public and hunting with a bow and arrow is even safer due to the lower number of hunters, who hunt from tree stands not in large groups, and do not use methods like “driving” deer. Hunting options are extremely limited in Brewster. The only area in town for general hunting is the Water Department land on Freemans Way and Mothers Bog for archery and black powder. Hunters and non-hunters have co-existed in these areas of the Town for years; one would believe that they would be able to so for 18 days of archery hunting in the Punkhorn. The Town of Brewster has many places to enjoy the outdoors and the recent additions of the Sea Camps land and Dog Park gives Brewster residents two more options. As these options grow for Brewster taxpayers, hunting should also be an option. The Punkhorn should be open to all taxpayers for all recreational activities. It is unfair to segregate groups of people to certain areas because we may not agree on the outdoor activity. Select Board: Yes 2, No 3, Abs 0 Finance Committee: Yes 2, No 5, Abs 0 34 OTHER BUSINESS ARTICLE NO. 19: To act upon any other business that may legally come before this meeting, or to take any other action related thereto. (Select Board) (Majority Vote Required) Nauset Public Schools 78 Eldredge Park Way, Orleans, Massachusetts 02653 Phone: 508-255-8800 ● Fax: 508-240-2351 ● http://nausetschools.org Brooke A. Clenchy Superintendent of Schools Robin A. Millen Ed.D. Mary Buchanan Director of Curriculum Director of Student Services Giovanna B. Venditti Eileen Belastock Director of Finance and Operations Director of Technology March 24, 2022 To: Town Administrators From: Brooke A. Clenchy, Superintendent Date: March 24, 2022 Re: Nauset Regional Schools Budget Information At their meeting on March 10, 2022, the Nauset Regional School Committee voted to approve the FY23 operating budget, debt, and capital budget for the Regional Schools totaling $26,649,063 and to certify the assessments for each member town. I have attached the Budget Summary Sheets that detail these amounts. The total operating budget for FY23 is $34,017,151 (after applying $2,433,600 of expenses directly to various revolving accounts per DESE). The Net Operating Budget after applying $8,235,062 of revenue (in addition, $2,433,600 has been utilized directly from various revolving accounts per DESE) is $25,782,089 which is an increase of $1,400,367 representing a 5.74% increase over the FY22 Net Operating budget. The Budget Summary Sheet also contains the debt service figures for FY23. The net cost of the bonding for the debt for the High School Green Repair Project, the Middle School Roof Project, the renewal of the Bond Anticipation Note ($6 million dollars) and new Bond Anticipation Note ($6 million dollars) for the High School MSBA Renovation/Building Project in the amount of $295,813. The total assessment to be apportioned based on enrollment is $26,649,063 an increase of $1,343,375 or a 5.31% increase. BREWSTER $12,633,629 EASTHAM $ 5,220,146 ORLEANS $ 5,614,947 WELLFLEET $ 3,180,341 I have attached the Final approved line item budgets and descriptive materials for review by the Selectmen or Finance Committee. I have already attended meetings with the boards in some towns so this material may not be necessary. Town Administrators March 24, 2022 Page 2 The budget for the annual Capital Repair & Maintenance account is $573,290 which represents an increase of 2.50% over the FY22 funding. A final copy is attached along with a summary for use in your Town’s Warrant if applicable. BREWSTER $271,782 EASTHAM $112,299 ORLEANS $120,792 WELLFLEET $ 68,417 In summation, the FY23 Final approved operating budget for the Regional Schools totaling $26,649,063 which is an increase of $1,343,375 representing a 5.31% increase over the FY22 total budget inclusive of the operating budget, debt, and capital allocated as follows: BREWSTER $12,633,629 EASTHAM $ 5,220,146 ORLEANS $ 5,614,947 WELLFLEET $ 3,180,341 I have also included wording below for the annual article for the Region Assessment Formula. As has been past practice, please place the following article on the Town Warrant: To see if the Town will vote to accept the provisions of Massachusetts General Law chapter 71, & 16B, which would reallocate the sum of the member Towns’ contribution to the Nauset Regional School District in accordance with the Regional Agreement rather than the Education reform Formula, so- called, or to take any other action relative thereto. (Nauset Regional School Committee) Summary This article will apportion the Nauset Regional School Assessments for FY24 to the four member towns based on their proportionate enrollment within the school district. This is the method provided within the inter-municipal agreement approved by the four towns establishing the Nauset Regional School District, and has been applie d in each of the last seventeen years by town meeting vote. NAUSET REGIONAL SCHOOLS Town Administrators March 24, 2022 Page 3 FY23 CAPITAL REPAIR & MAINTENANCE PLAN SUMMARY (for warrants as needed) The Nauset Regional School District is req uesting funds for the annual capital repair and maintenance portion of their budget. Funds are used to implement repairs to the school facilities and grounds and to purchase necessary capital equipment. In FY23 funds will be used as follows: Middle School: General repairs Replace fire alarm system High School: General repairs General plumbing repairs General HVAC repairs Central Office: No funds are being requested in FY23. Please let me know if you need any further information. Sincerely, Brooke A. Clenchy Brooke A. Clenchy Superintendent of Schools Attachments NAUSET REGIONAL SCHOOLS CONSTRUCTION DEBT ANALYSIS VER 2 COMPARED TO VER 3 FINAL 29-Mar-22 INCREASE VERSION 2 VERSION 3 FINAL (DECREASE) Construction Debt Service 442,429 295,813 (146,616) Transfer from E&D 2,129 2,129 - SBAB Reimbursement - - - DEBT TO BE FUNDED 440,300 293,684 (146,616) ANALYSIS: Prior Debt HS and MS 235,813 235,813 - Interest on BANs (Estimated)206,616 60,000 (146,616) Transfer from E&D 2,129 2,129 - - DEBT TO BE FUNDED 440,300 293,684 (146,616) Brewster's Allocation of Debt 208,735 139,228 (69,507) Difference is the reduction in the BANs interest as estimated prior to meeting with Lynne Welsh. C:\Users\vendittig\Desktop\FY23 BUDGET\Debt Analysis Brewster March 29 2022 NAUSET PUBLIC SCHOOLS FY23 BUDGET PRESENTATION Brewster Public Schools Stony Brook Elementary School Eddy Elementary School It’s been a challenging two years… NPS Transitions - Working Together to Steady the Ship At The Helm Brooke Clenchy, Superintendent Dr. Robin Millen, Director of Curriculum, Instruction & Assessment Giovanna Venditti, Director of Finance & Operations Mary Buchanan, Director of Student Services Eileen Belastock, Director of Technology Joanna Hughes, Director of Human Resources Mary Ellen Reed, Nauset Public Schools Nurse Leader Transitions COVID19 Pandemic & Return to Pre-Pandemic Life COVID Relief Funding Nauset Public Schools Strategic Plan Over and Above: SEL (Social Emotional Learning) Initiatives Developing Partnerships with Municipal Leaders and Safety Partners Nauset High School Building Project Nauset High School Principal Search BUDGET DEVELOPMENT PROCESS September/October Principal reviews enrollment, program and service needs of students and seeks input from staff and School Council October Principal submits Draft budget to Superintendent School Committee discusses budget format & timeline November - February State of Massachusetts releases Chapter 70 numbers School Committee reviews line item budget at School Committee meetings March 17, 2022 Brewster School Committee holds Public Hearing to discuss and vote the FY23 Budget ___ Once the School Committee approves the Proposed Budget, the School Committee Chair, School Principal, Superintendent and Director of Finance & Operations submit the budget to our the Member Towns. Brewster Elementary Schools Enrollment YEAR PreK SBES K SBES 1 SBES 2 SBES 3 EDDY 4 EDDY 5 EDDY TOTAL 2021-2022 27 63 64 71 72 57 85 439 2020-2021 20 67 64 62 53 80 79 425 2019-2020 34 62 71 57 85 78 84 471 BPS Budget Development Principal Gauley and his School Council(s) have brought forth fiscally responsible operating budgets that support both the School Improvement Plan(s) and the Nauset District’s Strategic Plan for the 2022-2023 School Year. The goals and initiatives in these plans focus on 5 key areas: global competencies, 21st century goals, social emotional learning, professional development and community schools. WHERE DOES EVERY DOLLAR GO? Stony Brook Elementary FY23 Budget ●Personnel $3,434,266 (79.36%) ●Texts, Materials, Equip. $197,467 (4.56%) ●Repairs & Maintenance $37,500 (.87%) ●Utilities $157,347 (3.64%) ●Special Education Tuition $231,919 (5.36%) ●Office $49,107 (1.13%) ●Transportation $202,722 (4.69%) ●Professional Development $17,000 (.39%) ●Total $4,327,328 (100%) Eddy Elementary FY23 Budget ●Personnel $3,252,895 (85.12%) ●Texts, Materials, Equip. $170,287 (4.46%) ●Repairs & Maintenance $46,850 (1.23%) ●Utilities $99,573 (2.60%) ●Special Education Tuition $20,333 (.53%) ●Office $47,917 (1.25%) ●Transportation $181,790 (4.76%) ●Professional Development $2,000 (.05%) ●Total $3,821,645 (100%) 2022-2023 BPS Operating Budget Overview FY22 FY23 CHANGE % Stony Brook Elementary School $4,222,581 $4,327,328 $104,747 2.48% Eddy Elementary School $3,728,907 $3,821,645 $92,738 2.49% Combined Total $7,951,488 $8,148,973 $197,485 2.48% Staff Benefits $2,131,313 $2,342,589 $211,276 9.91% TOTAL $10,082,801 $10,491,562 $408,761 4.05% NPS Central Office (Region Shared) $1,862,854 $1,902,944 $40,090 2.15% 2022-2023 Nauset Region Budget Overview Expenses FY22 FY23 Change % Nauset High School $12,155,584 $12,348,334 $192,750 1.59% Nauset Middle School $8,663,380 $8,808,190 $144,810 1.67% Region Only $10,287,050 $11,710,678 $1,423,628 13.84% Central Office $1,151,988 $1,149,949 $(2,039)-.18% Total Expenses $32,258,002 $34,017,151 $1,759,149 5.45% 2022-2023 Nauset Region Budget Overview Income FY22 FY23 Change % State Base Aid $3,562,549 $3,598,819 $36,270 1.02% Charter School Aid $299,244 $475,921 $176,677 59.04% State Transportation Aid $819,851 $819,851 $0 0.00% Truro & Provincetown Tuition $1,880,965 $1,987,618 $106,653 5.67% Elementary Assess. Therapists $260,911 $246,853 $(14,058) -5.39% 2022-2023 Nauset Region Budget Overview Income FY22 FY23 Change % Estimated Receipts $106,000 $106,000 $0 0.00% Transfer from E & D $946,760 $1,000,000 $53,240 5.62% Total Income $7,876,280 $8,235,062 $358,782 4.56% 2022-2023 Net Operating Budget Increase ●FY23 Proposed Budget $34,017,151 ●Less Revenue $ 8,235,062 ●Total Operating Budget $25,782,089 ●Net Increase $ 1,400,367 % Increase 5.74% ●Debt $ 293,684 ●Capital Plan Projects $ 573,290 ●TOTAL ASSESSMENT $26,649,063 Region Only FY23 Budget Cost Drivers - Budget Increases ●Transportation - In District Regular Day & Late Buses $ 46,069 ●School Choice Tuition $ 46,670 ●Charter School Tuition $ 552,621 ●Special Education Transportation (In/Out of District & Parent Reimbursement)$ 293,021 ●Special Education Tuitions (Out of District & Collaborative)$ 213,346 ●Professional Development Admin.Asst.$ 5,000 ●Banking; Audit; Dues; Legal $ 47,329 ●Tech Salary $ 1,158 ●Barnstable County Retirement $ 44,281 ●Employer’s Share of Health Insurance $ 298,999 ●Building/Contents/Liability/Auto Insurance $ 29,827 ●Employer’s Share of Retired Health Insurance $ 8,400 ●Region Facilities Director $ 125,000 Total Budget Increases $1,711,721 Region Only FY23 Budget Cost Drivers - Budget Decreases ●Special Education Tutors $ ( 500) ●Special Education Contracted Services Tutors $ ( 750) ●Special Education Contracted Services Psychological $ (15,660) ●Special Education Salaries Speech Therapeutic, OT, PT $ (14,058) ●Supplies Treasurer: Advertising $ ( 5,000) ●Professional Development $ (16,000) ●Unemployment Insurance $ (19,125) TOTAL BUDGET DECREASES $ (71,093) TOTAL BUDGET INCREASES $ 1,711,721 TOTAL INCREASE FY23 REGION ONLY BUDGET $ 1,640,628 TOWN OF BREWSTER ANNUAL TOWN ELECTION WARRANT MAY 24th, 2022 Barnstable, ss. To: Roland W. Bassett, Jr. Constable of the Town of Brewster Greetings: In the name of the Commonwealth of Massachusetts you are hereby directed to notify and inform the inhabitants of Brewster who are qualified to vote in town affairs to meet at the Brewster Baptist Church, 1848 Main Street, in said Brewster on TUESDAY, the TWENTY-FOURTH OF MAY, 2022, from 7:00am until 8:00pm then and there to elect the following officers: Two….Board of Selectmen Members………………….... For Three Years Two….Board of Health Members……………………….. For Three Years Two….Brewster School Committee Members……….... For Three Years One…. Moderator……………………………………………… For One Year One…. Constable………………………………………………. For One Year Two….Recreation Commission Members……………... For Three Years Two….Planning Board Members…………………………… For Five Years One…. Planning Board Member……………………………. An Unexpired Three Year Term Two….Nauset Reg’l School District Committee Members For Three Years One…. Housing Authority Member………………………….For Five Years Non Binding Public Advisory Question Calling upon Holtec Pilgrim, LLC, owner of the closed Pilgrim Nuclear Power Station and Holtec Decommissioning International, LLC, to immediately withdraw any plans to discharge any radioactive water into Cape Cod Bay. WHEREAS, Cape Cod Bay is a federal and state protected area and habitat for the endangered Right Whale; and WHEREAS, Cape Cod Bay provides a vital livelihood for fishermen and the tourist industry; and WHEREAS, The National Academies of Science has determined there is not safe dose of ionizing radiation, WHEREAS, One radioactive element in Holtec Pilgrim water is Tritium, which concentrates up the food hand from sediment to sea grasses to the fish we eat; and WHEREAS, Holtec Pilgrim can discharge radioactive water anytime without approval of the Nuclear Regulatory Commission (NRC); and WHEREAS, The Attorney General of New Mexico has filed a lawsuit against the NRC for unlawful proceedings and illegal activities involving Holtec; and WHEREAS, The Commonwealth has the authority to stop the dumping; Therefore, shall the people of the Town of Brewster direct the local government to communicate with Governor Charlie Baker, Attorney General Maura Healey, and the State Legislature to employ all means available to ensure that Holtec commits to immediately withdraw any plans to dump any radioactive water into Cape Cod Bay? And you are hereby directed to serve this Warrant with your doings thereon to the Town Clerk at the time and place of said voting as aforesaid. Given under our hands and seal of the Town of Brewster hereto affixed this, ____ day of April, 2022. __________________________________________ ______________________________________ Cynthia A. Bingham, Chair David C. Whitney, Vice-Chair __________________________________________ ______________________________________ Edward B. Chatelain, Clerk Mary W. Chaffee __________________________________________ Kari Sue Hoffmann TOWN OF BREWSTER ANNUAL TOWN ELECTION WARRANT MAY 24TH, 2022 I, Roland W. Bassett, Jr., duly qualified Constable for the Town of Brewster, hereby certify that I served the Warrant for the Annual Town Election of May 24th, 2022, by posting attested copies thereof, in the following locations in the Town of Brewster on the ____, day of April, 2022, in accordance with the Town Bylaws: Brewster Town Offices The Brewster Store Brewster Ladies Library Brewster Pizza House Café Alfresco Millstone Liquors U.S. Post Office _________________________________ Roland W. Bassett, Jr, Constable WWVDYHPWVWVDYHWVPBXXX X X XXXXXXXXXXXXXXXXXXXX X X XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX X X X X XXXXXXXXWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSTPTPTPTPTPW OHW OHW OHW OHW OHW OHW OHW OHW OHW OHW OHW OHW H.C.20' 6' 20' 20' 20'H.C.H.C.8'8'8'8'20'8'SAND PATH TO BEACHSTOP1912173PROPOSED 10' FT WIDE BY 20 FT.LONG PARKING SPACES (TYP.)PROPOSED"STOP LEFTTURN ONLY"SIGNEXISTINGBUILDINGSTO REMAIN5'TO BE REMOVED(1,073± S.F.)TO BEREMOVED(224± S.F.)TRUCK ONLYPROPOSED KAYAK RACKSXXXPROPOSED PORTABLETOILETS & FENCEDTRASH RECEPTACLESON EXISTING PAVEMENTTO BE REMOVED(1,268± S.F.)PROPOSED BIKE RACK PROPOSEDBITUMINOUSCONCRETEBERMS222121222126252423PROPOSEDCATCH BASINRIM EL.=21.8±PROPOSEDCATCH BASINRIM EL.=21.1±OUTLINE OF PROPOSEDSTORMWATER RECHARGE BASINOUTLINE OF PROPOSEDSTORMWATER RECHARGE BASIN55'PROPOSEDBITUMINOUSCONCRETEBERM22'OUTLINE OF PROPOSEDBIO-FILTRATION BASINSOUTLINE OF PROPOSEDBIO-FILTRATION BASINPROPOSEDPAVEMENT TO BEREMOVED (200± S.F.)PROPOSEDBITUMINOUS ENTRYDRIVE (2,720± S.F.)PROPOSEDPAVEMENT TO BEADDED (36± S.F.)24'Coastal Engineering Co., Inc. c 2022PROJECT NO. OF SHEETSDRAWN BYDRAWING FILECHECKED BYDATEPROJECTSCALESHEET TITLESEALDATENO. REVISIONBYKEY MAPNO SCALEPLANVERTICAL DATUM IN U.S. SURVEY FEETREFERENCED TO THE NORTH AMERICANVERTICAL DATUM OF 1988 (NAVD88) BASEDUPON THE HEXAGON SMARTNET RTKNETWORK.DATUM:F:\SDSKPROJ\C16000\C16845\C16845-08\C16845-08-CIV.dwg 3/24/2022 3:29 PM1 inch = 20 ft.2010020 60TOWN OF BREWSTERROUTE 6ABREWSTER, MAC16845.08PLAN SHOWINGPROPOSED SITE MODIFICATIONSC2.1.111AS NOTED03-24-2022C16845-08-C.dwgMJBDJMBOUNDELECTRIC MANHOLELEGENDELECTRIC METERVSEPTIC VENTCCLEANOUTPULL BOXPBCONTOUR20SPOT ELEV.x23.5EEXISTINGSEDIMENT CONTROL BARRIERCONTOURPARKING SPACE COUNTPROPOSED172850' BUFFER100' BUFFERISSUED FOR REGULATORY REVIEW 03-24-2023NOT FOR CONSTRUCTIONBREWSTER, MAREFERENCE:ASSESSORS MAP 8, PARCEL 8LAND COURT PLAN 11515ALAND COURT PLAN 26124APLAN BOOK 119, PAGE 57PLAN BOOK 216, PAGE 71PLAN BOOK 481, PAGE 81FLOOD ZONE:THE SUBJECT PREMISES AS SHOWN LIES WITHINFLOOD ZONE VE(EL. 15), AND ZONE X, ASINDICATED ON FLOOD INSURANCE RATE MAPNUMBER 25001C0418J FOR BARNSTABLE COUNTYMASSACHUSETTS WITH AN EFFECTIVE DATE OFJULY 16, 2014.2,765± S.F. TOTAL IMPERVIOUS COVERAGE REMOVED2,756± S.F. TOTAL IMPERVIOUS COVERAGE ADDED9± S.F. TOTAL NET REDUCTION IN IMPERVIOUS COVERAGECHANGE IN IMPERVIOUS COVERAGE(0-100' FROM EDGE OF DUNE) Brewster Select Board Meeting of April 4, 2022 For Your Information (FYI) Items Agenda Item #22: FYIs 1.Beautify Brewster- A Day of service and cleanup 2.MassPRIM February 2022 Reports a.State Retirees Benefits Trust Fund b.Cash Investment c.Statement of Change in Net Assets d.Investment Detail e.Summary of Plan Performance- Rates of Return 3.Cape Cod Commission Virtual Hearing Notice a.April 7, 2022 at 3:00pm- Eastham District of Critical Planning Concern b.April 12, 2022 at 5:30pm- Subcommittee Hearing (35 Scudder Residential Community) 4.Cape Cod Technical High School FY2023 Assessment 5.Memorandum from Treasurer/Collector on Temporary Borrowing 6.Housing Partnership housing needs survey 7.Housing Partnership’s Virtual Community Forum on the Town’s Housing Production Plan 8.Massachusetts Department of Environmental Protection 2030 Solid Waste Paster Plan waste disposal bans. 9.Natural Resources Advisory Committee Application and Screening Form; Peter Nielsen 10.Cape and Vineyard Electric Cooperative Consolidated reports 11.Town of Brewster request for Preliminary Injunction documents 12.License Plate Recognition Technology at Recycling Center 13.Blood Drive Flyer 14.Committee Resignations a.Ed Shephard – Cultural Council b.Eric Levy – Bikeways Committee 15.Board of Registrars Republican seat candidates In celebration of Earth Day 2022 join us for BEAUTIFY BREWSTER A day of service and cleanup for the town of Brewster! Saturday, April 23rd, 2022 Rain date: Sunday, April 24th Start times vary depending on location Trash bags & safety vests provided! For more information: rburch@brewster-ma.org megmorris141@gmail.com Hope to see you there! With your help, we can create a litter free Brewster! Organized by The Brewster Department of Natural Resources and The Cape Cod Anti-Litter Coalition Sponsored by Snowy Owl Coffee Roasters, Brewster Ace Hardware Mid-Cape Home Centers NAV $ (000)Target Allocation RangeActual Allocation % Month FY '22Calendar YTD 1 Year 3 Year 5 Year 10 YearSince InceptionGLOBAL EQUITY40,131,889 34 - 44% 40.2% -2.54 -2.86 -7.75 6.71 13.3711.65 10.19 7.01 CORE FIXED INCOME15,136,672 12 - 18% 15.2% -0.80 -1.00 -3.28 1.04 6.24 4.49 4.23 7.07VALUE ADDED FIXED INCOME *6,709,532 5 - 11% 6.7% -1.04 3.05 -1.58 9.02 6.54 6.35 5.71 7.84 PRIVATE EQUITY *16,936,728 11 - 17% 17.0% 1.35 27.18 1.45 68.98 33.94 29.98 23.52 16.50REAL ESTATE *9,080,479 7 - 13% 9.1% 0.00 14.93 -0.43 25.66 11.6010.17 10.84 7.07TIMBERLAND *2,882,865 1 - 7% 2.9% 0.41 6.74 0.05 11.58 5.14 5.256.02 8.11PORTFOLIO COMPLETION STRATEGIES *8,068,262 7 - 13% 8.1% -0.68 0.88 -0.74 3.74 4.14 3.98 4.73 4.37OVERLAY812,480 0.0% 0.8% -1.49 -2.01 -3.25 2.18 7.80 5.79 5.46TOTAL CORE99,822,542 100% 100% -1.07 4.09 -3.75 14.77 13.02 11.269.90 9.62-1.10 2.27 -3.84 12.07 11.90 10.41 9.04 9.91TOTAL CORE BENCHMARK (using private equity) 2-0.92 0.85 -3.46 6.79 9.60 8.64 7.87 9.60PARTICIPANTS CASH 145,516 0.01 0.05 0.01 0.07 0.85 1.20 0.73 3.47TEACHERS' AND EMPLOYEES' CASH56,656 0.01 0.05 0.01 0.07 0.84 1.19 0.722.33 TOTAL FUND100,024,714 -1.064.07-3.7414.7212.9811.239.879.66PENSION RESERVES INVESTMENT TRUST* Certain Value-Added Fixed Income investments, Private Equity, certain Real Estate investments, Timberland, and certain Portfolio Completion Strategy investments are valued only at calendar quarter ends (March 31, June 30, September 30, and December 31).Periods Ending February 28, 2022*RATES OF RETURN (GROSS OF FEES)SUMMARY OF PLAN PERFORMANCEIMPLEMENTATION BENCHMARK (using short term private equity benchmark) 13 NOTICE: To view the posting date/time and materials related to agenda items, please visit the Cape Cod Commission’s official posting location at www.capecodcommission.org/meetingnotices _________________________________________________________________________________ VIRTUAL HEARING NOTICE CAPE COD COMMISSION Eastham District of Critical Planning Concern (DCPC) CCC File No. 17021 Thursday, April 7, 2022 at 3:00 p.m. The Cape Cod Commission will hold a public hearing on Thursday, April 7, 2022 at 3:00 p.m. to consider, pursuant to Sections 10 and 11 of the Cape Cod Commission Act, whether amendments to the Implementing Regulations for the Eastham DCPC, known as the Eastham Corridor Special District (“ECSD”), are consistent with the Guidelines for the DCPC as outlined in the Assembly of Delegates designation Ordinance 17-12, dated November 1, 2017. The original implementing regulations were adopted on May 7, 2018 at Eastham Town Meeting. The following is a summary of the proposed amendments to the Implementing Regulations for the District: • Section 3.8.5.1-Allowed Uses Table-to add “Outdoor Dining Service Area” as an allowed accessory use in the Core Commercial, Trade Park, Transition Commercial, Office residential and Limited Commercial sub-districts; and add Two-Family/Duplex dwelling as an allowed principal use within the Transition Commercial sub-district. • Section 3.8.3.1-Applicability-to exempt Accessory Outdoor Dining Areas from specific subsections of the ECSD Use Regulations and Development Standards. A map of the Eastham DCPC and its boundaries is available at Eastham Town Hall, Planning Department, 2500 State Highway, Eastham, MA. The hearing will be held virtually pursuant to Chapter 20 of the Acts of 2021, An Act Relative to Extending Certain Covid-19 Measures Adopted During the State of Emergency. Members of the public can join the meeting using one of the following methods: • By clicking on the following link: https://capecodcommission.org/ccc/join, passcode: join • Going online to https://www.capecodcommission.org/ccc and clicking on “Join Virtual Meeting.” Participants wishing to speak should click the “Participants” icon on the lower toolbar and then click “Raise Hand” in the dialog box to notify the chair. In some versions of Zoom, "Raise Hand" is under the "Reactions" icon. The chair will recognize participants.   • Calling in to (929) 205-6099 and entering meeting ID 968 0382 0087 Phone participants wishing to speak should press *9 to notify the chair. Press * 6 to mute/unmute. The chair will recognize participants. Anyone wishing to testify orally will be welcome to do so. Written comments may also be submitted prior to the hearing by electronic mail to regulatory@capecodcommission.org. The proposed amendments to the implementing regulations, DCPC ordinance and other relevant documents can be accessed at http://www.capecodcommission.org/meetingnotices. Reasonable accommodations for people with disabilities are available upon request. Please contact the Cape Cod Commission at (508)362-3828 at least 24 hours in advance of the meeting; for Telecommunications Relay Services (TRS) dial 711. Caso estas informações sejam necessárias em outro idioma, por favor, contate o Coordenador de Título VI pelo telefone (508)744-1299 or Para serviços de retransmissão de telecomunicações, disque 711 NOTICE: To view the posting date/time and materials related to agenda items, please visit the Cape Cod Commission’s official posting location at www.capecodcommission.org/meetingnotices Virtual Subcommittee Hearing CAPE COD COMMISSION A subcommittee of the Cape Cod Commission will hold a continued virtual public hearing on the following Project on Tuesday, April 12, 2022 at 5:30 p.m. (continued by the subcommittee from 3/22/22). At the hearing, the subcommittee will discuss the Project and may recommend approval of a draft development agreement to the full Commission. Project: 35 Scudder Residential Community (CCC File No: 20065) Project Applicants: Lennar Multifamily Communities, LLC Project Location: 35 Scudder Avenue, Barnstable (Hyannis), MA 02647 (Assessors Map 289 Parcel 110) Project Description: Proposed residential development of approximately 312 units with supporting improvements and amenities to be located on a portion of the property, which is currently occupied with a golf course Note: The hearing will be held virtually, with members of the subcommittee participating remotely, pursuant to Chapter 20 of the Acts of 2021, An Act Relative to Extending Certain Covid-19 Measures Adopted During the State of Emergency The public can join and participate in the meeting using one of the following methods:  • By clicking on the following zoom meeting link: https://capecodcommission.org/reg/join, passcode: join • Going online to www.capecodcommission.org/ccc and clicking on “Join Virtual Meeting.” Participants wishing to speak should click “Participants” icon on the lower toolbar and then click “Raise Hand” in the dialog box to notify the chair. • Calling in to (929) 205-6099 and entering meeting ID 967 5030 5211. Participants wishing to speak should press *9 to notify the chair. It is recommended that participants access materials in advance of the meeting.  Please join the virtual hearing at least fifteen minutes before it begins; please call (508) 362-3828 for assistance if you have any issues joining the meeting.  Anyone wishing to testify orally will be welcome to do so. Written comments may also be submitted by email prior to the hearing to regulatory@capecodcommission.org. The DRI application and other project materials may be accessed for review at www.capecodcommission.org/ccc. Reasonable accommodations for people with disabilities are available upon request. Please contact the Cape Cod Commission at (508)362-3828 at least 24 hours in advance of the meeting; for Telecommunications Relay Services (TRS) dial 711. Caso estas informações sejam necessárias em outro idioma, por favor, contate o Coordenador de Título VI pelo telefone (508)744-1299 or Para serviços de retransmissão de telecomunicações, disque 711 Housing Needs Survey Held Open Until April 8th The Housing Partnership invites you to participate in a housing needs survey to inform the Town’s Housing Production Plan update. This Plan will help guide policy decisions over the next five years by identifying housing needs and issues in Brewster and recommending ways to address them. Your participation will help to ensure that the Plan represents the priorities and concerns of your community. The Survey is available online through April 8, 2022 at: www.tinyurl.com/BrewsterHPP Paper copies are available at the Town Hall, the COA, or the Brewster Ladies Library. If you have any questions about the Housing Production Plan, please contact either Jill Scalise, Housing Director, at 508-896-3701 x1169, or jscalise@brewster-ma.gov, or Donna Kalinick, Assistant Town Administrator, at 508-896-3701 x1130, or dkalinick@brewster-ma.gov. Charles D. Baker Governor Karyn E. Polito Lieutenant Governor Kathleen A. Theoharides Secretary Martin Suuberg Commissioner This information is available in alternate format. Contact Michelle Waters-Ekanem, Director of Diversity/Civil Rights at 617-292-5751. TTY# MassRelay Service 1-800-439-2370 MassDEP Website: www.mass.gov/dep Printed on Recycled Paper March 25, 2022 Dear Municipal Officials and Solid Waste Districts: MassDEP’s 2030 Solid Waste Master Plan establishes goals to reduce disposal of solid waste by 30 percent (from 5.7 million tons in 2018 to 4 million tons in 2030) by the end of the decade. It sets a long-term goal of achieving a 90 percent reduction in disposal to 570,000 tons by 2050. To help reach these targets, MassDEP will expand its current waste disposal bans by: • Adding mattresses and textiles to the list of materials banned from disposal or transport for disposal in Massachusetts • Lowering the threshold on commercial organic/food waste to facilities generating more than one- half ton of these materials per week These new waste disposal bans will take effect November 1, 2022. Below is information to assist you in understanding what the new waste bans will mean for your municipality: • Mattresses and box springs are made up of almost entirely recyclable materials including metal, wood, textiles, and polyurethane foam. They are difficult to manage at landfills and incinerators because they are bulky, hard to compact and can get caught in incinerator processing equipment. That is why most facilities currently apply surcharges to the disposal of these items. Information about mattress recycling may be found at this link. • Please see the new Frequently Asked Questions on Textiles and Mattresses on our website. You may also wish to refer to the fact sheet: Your Municipality and Waste Ban Compliance. • Since 2016, MassDEP has provided over $2.3 million in grants for municipal mattress recycling programs. This year’s grant will fund the purchase of large mattress collection containers for municipal transfer stations or drop-off sites. The Sustainable Materials Recovery Program grant application will be available April 13, 2022. The application deadline is June 15, 2022. • There are four mattress recycling vendors on Massachusetts State Contract FAC90 that municipalities may purchase services from. We recently opened the contract for additional vendors to insure there is enough mattress recycling capacity in the Commonwealth. We expect to announce new vendors on state contract in June 2022. • Massachusetts residents and businesses dispose of more than 230,000 tons of clothing, footwear, and other textiles each year. About 95 percent of this material could have been reused or recycled. More than 200 municipalities reported they have textile collection programs in 2020. Demand for used clothing and textiles is high and many communities are receiving payments from their textile collection vendors. Municipalities can use the Find a Recycler tool at www.recyclingworksma.com to find textile recovery vendors. • MassDEP currently bans the disposal of commercial organic material by businesses and institutions that generate one ton or more per week. Effective November 1, 2022, the threshold will be lowered to a half-ton or more per week. The new threshold may impact a small number of large public schools and regional school districts. Please see our Food Waste Estimator to estimate the amount of food waste generated in your community’s largest schools. Assistance is available to implement organics collection programs through RecyclingWorks in Massachusetts. • Municipalities are encouraged to use their Recycling Dividends Program (RDP) funds to offset costs associated with mattress or textile collection programs. MassDEP recommends that curbside trash collection contracts include language that states that the hauler should not actively collect “waste ban materials” for solid waste disposal. • As with all new waste bans, MassDEP’s initial focus will be on compliance assistance, rather than enforcement. • If you operate a solid waste transfer station, you will need to update your waste ban compliance plan. You do not need to submit this plan but do need to submit a waste ban plan certification form to MassDEP. You should contact the Solid Waste Section Chief in your MassDEP Regional Office with any questions on this. MassDEP’s recycling staff and Municipal Assistance Coordinators are available to assist you and answer your questions. Please don’t hesitate to contact us: Mattress recycling grants: Rachel Smith rachel.smith@mass.gov State mattress recycling contract (FAC90): Rachel Smith rachel.smith@mass.gov Textile recovery questions: Brooke Nash brooke.nash@mass.gov General assistance: Municipal Assistance Coordinators contact information can be found here. Thank you for doing your part to keep recyclable, reusable and compostable materials out of landfills and incinerators and creating a greener, more sustainable Commonwealth. Sincerely, John Fischer Deputy Division Director, Solid Waste FINAL Select Bd Appt Policy; version Oct. 28 Appendix C SELECT BOARD COMMITTEE APPLICATION SCREENING FORM Applicant Name Requested Committee 1. TOWN CLERK REVIEW a. Applicant is a registered Brewster voter: Yes No b. Date confirmed 2. SELECT BOARD LIAISON RECOMMENDATION TO SELECT BOARD a. Select Board Liaison Applicant Interview: i. Interviewer name (Select Board Liaison): ii. Interview date: b. Select Board Liaison Consultation with Committee Chair: iii. Committee Chair name: iv. Consultation date: v. Did Committee Chair also interview applicant? Yes No c. Was at least 1 Brewster reference contacted: Yes No N/A d. Select Board Liaison Recommendation: i. Recommend appointment. ii. Recommend appointment to other committee that is a better fit for applicant qualifications. iii. Recommend holding application for future opening. iv. Not recommended. 3. SELECT BOARD ACTION a. At a Select Board meeting held , the Applicant was appointed to for a term ending year term. 4. NOTIFICATION OF APPOINTEE AND TOWN CLERK a. Date notification of appointment sent to appointee and Town Clerk: Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 New State of the Art Technology at Brewster Recycling Center The Town of Brewster has installed state of the art license plate recognition software at the Brewster Recycling Center. We are now utilizing this technology to verify permit holders in place of physical Recycling Center stickers. Effective April 11, 2022, all Recycling Center permits purchased will be electronic. 2022-2023 Recycling Center permits will only be available via the mail-in program or online at www.brewster-ma.gov. Once your order is processed, your license plate will be entered into the database and will be valid for use from July 1, 2022, through June 30, 2023. Current resident Recycling Center permits remain valid until June 30, 2022. Office of: Select Board Town Administrator Thursday, April 7th 10 am – 4 pm Northside United Methodist Church 701 Airline Rd Brewster Target Gift Card for all donors!! *******Appointments are required. To make an appointment, please visit our website listed below. ---------- Original Message ---------- From: Ed Shephard <bichonfriseinart@gmail.com> To: Clare O'Connor-RICE <capeduo@comcast.net> Date: 03/12/2022 10:54 AM Subject: Re: how are you? Thanks for checking in, Clare. I think it best that I resign from the Brewster Cultural Council given my current situation. I have enjoyed serving on the council immensely and am sorry I could not have done more. Please convey my regards and gratitude to the other council members. Ed On Fri, Mar 11, 2022, 3:41 PM Clare O'Connor-RICE <capeduo@comcast.net> wrote: Just checking in to see how you are doing. I continue to send you BCC information, but assume you are not attending meetings for now. Do you feel up to continuing on the council in the future or would you rather withdraw for now? Let me know what you're thinking, and more importantly, how you are doing. Clare Archive d: Friday, April 1, 2022 8:32:41 AM From: Colette Williams Se nt: Thu, 31 Mar 2022 18:49:21 +0000Authentication To: Erika Mawn Subje ct: FW: Resignation Bikeways Se ns itivity: Normal FYI Thank you, Cole tte M. Wi lliams, MMC/CMMC Town Cle rk Re cords Acce ss Office r Bre wste r, MA Be ginni ng March 21, Bre wste r Town Office s wi ll be ope n to the public Monday through Thursday from 8:30 to 4:00pm, and by appointme nt on Fridays. F or the late st update s on Town se rvice s, ple ase visit www.bre wste r-ma.gov *T he Commonwealth of Massachusetts Secretary of State has determined that e-mail is a public record From: Le vy, Eric (DCR) <eri c.l evy@state.ma.us> Sent: Thursday, March 31, 2022 11:38 AM To: Colette Williams <cwilliams@brewster-ma.gov> Subject: Re si gnation Bi keways Collette I real i ze that I do not have the time to devote to doi ng e xtra work that woul d be he l pful to the Commi ttee. Also when I f i rst joined I was aske d by the Chai rman to do so, mostl y due to my position as the Bi ke Path Ranger. Being a non-resident except when at work is probably not best movi ng forward for the Committee. Having a positi on for a summer reside nt would be more effecti ve and proper. I do want to hear about issue s concerni ng the CCRT, but I just need to be called about the m. I think it is time for me to re si gn from the Committee. I like the dire ction they are moving in by including pedestrian issues. They do and wi l l conti nue to have my support. Ty Eric Le vy Se nt from my iPhone FINAL Select Bd Appt Policy; version Oct. 28 Appendix B Town of Brewster SELECT BOARD COMMITTEE APPOINTMENT APPLICATION APPLICANT DIRECTIONS:  Thank you for your interest in serving Brewster. The Town aims to match applicants with committee service best aligned to your skills and interests as well as the committee’s needs.  The Town may consider the information in this application, any supplemental information, and any other publicly available information. An appointment to any committee, board or commission is at the discretion of the Select Board.  Please complete this form online, or on paper, and submit a résumé if desired to Erika Mawn, Town Administrator’s Executive Assistant: o Email: EMawn@Brewster-MA.gov o Mail: Erika Mawn, 2198 Main St., Brewster, MA 02631, or o In person: Town Administrator’s Office or drop-box outside Town Hall.  After your application materials are received, you’ll be contacted regarding next steps. Vacancies will be filled by applicants deemed best qualified to serve in a particular capacity, which discretion lies solely with the appointing authority. Submitting this form does not guarantee appointment. 1. Applicant name: 2. Address: 3. Phone Numbers: Home: Cell: 4. Email: 5. This is an application for: Full member status Alternate status 6. Are you a full-time Brewster resident? Yes No 7. Years you’ve lived in Brewster: 8. Are you registered to vote in Brewster? Yes No 9. Committees you are interested in serving on in order of preference: a. b. c. NOTE: You may attach a résumé or CV instead of completing items 10-14. FINAL Select Bd Appt Policy; version Oct. 28 10. EDUCATION. List schools attended, degrees/diplomas/certificates received, and date of completion. Name of School Degree/Diplomas Certificates Date of Completion 11. OCCUPATION: ______________________________________________________ Active Retired Not currently working 12. EMPLOYMENT EXPERIENCE. List employers, job titles and dates of employment for at least previous 3 years. Name of Employer Job Title Dates of Employment 13. GOVERNMENT POSITIONS. List any Town of Brewster or other government volunteer, elected, or appointed positions you now hold or have held.     14. COMMUNITY ACTIVITIES. List all civic, non-profit, or other organizations that you belong to or have belonged to in the previous 5 years: a. Organizations and dates: 15. GOALS: Please explain why you’d like to serve on a particular committee. 16. EXPERIENCE & SKILLS: Please list any experience, achievements, skills, or interests you have that would assist you to serve effectively on the committee you wish to serve on. 17. TOWN EMPLOYMENT: Are you or any member of your immediate family employed by or receiving financial consideration from the Town of Brewster? Yes No 18. CONFLICTS OF INTEREST. Do any of your activities or relationships present the possibility or probability of a conflict of interest if you are appointed?(Does not automatically disqualify but may need to be disclosed) Yes No 19. LOCAL REFERENCES: Please provide the names and contact information for references (Brewster residents preferred): 20. ADDITIONAL INFORMATION. Please add any additional information you’d like. a. Name: Address: Phone: Email: Relationship to you: b. Name: Address: Phone: Email: Relationship to you: FINAL Select Bd Appt Policy; version Oct. 28 20. SIGNATURE. By signing below, you state that you understand and agree.  My completion of this form does not guarantee my appointment and my application will be kept on file for two (2) years.  If appointed to a position, I will be considered a Municipal Employee under MGL Ch. 268A and will be subject to:  Massachusetts Conflict of Interest Law, MGL Ch. 268A;  Massachusetts Financial Disclosure Law, MGL Ch. 268B;  Massachusetts Open Meeting Law, MGL Ch. 30A, Sections 18-25, and the implementing regulations, 940 CMR 29.00;  Massachusetts Public Records Law, MGL Ch. 66, and the implementing regulations, 950 CMR 32.00;  Massachusetts Campaign Finance Law, MGL Ch. 55; and  Brewster Charter, when in force, and Town bylaws, and all other applicable federal, state, and local laws or regulations.  If appointed, I must be sworn in by the Town Clerk before serving, and I will complete State Conflict of Interest training after appointment, as well as any other certifications required by law.  When submitted, I understand that this form becomes a public document. Signature: Date: