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HomeMy Public PortalAboutLocal Economy Summary Paper1 | P a g e BREWSTER VISION PLANNING COMMITTEE SUMMARY PAPER LOCAL ECONOMY July 2022 I. BACKGROUND The Brewster Vision workshops defined a sustainable local economy as one that builds on Brewster’s natural and human assets, addresses the needs of small businesses, and provides year round employment for Brewster’s young families. Specifically, the workshops participants wanted to see:  A greater focus on building a “green economy” based on the Town’s natural beauty and resources;  An economy that fosters the growth of small business that are compatible with the Town’s character; and  Growth of a more sustainable year-round economy that encourages small businesses and better supports Brewster’s workforce. Regional Economy According to the 2019 Cape Cod Comprehensive Economic Development Strategy (CEDS), the dominant industries in the region are related to Cape Cod’s seasonal economy and retiree population: 17% in healthcare, 16% in accommodations and food services, and 16% in retail trade.1 Just under a quarter of jobs on Cape Cod are in emerging industry sectors including creative economy sectors, financial and information sectors, and professional services and technical services sectors, with wages around or above the average for the region.2 The region’s marine assets, location, and the presence of global marine industry leaders provide valuable employment opportunities in the marine sciences and technology sector. Additionally, Cape Cod Community College, Bridgewater State College, Massachusetts Maritime Academy, and strong K-12 schools provide educational opportunities that contribute to the region’s economy. The county’s labor force is over 110,000 residents, with over 95% of the population holding a high school degree and over; 40% holding a bachelor’s or more advanced degree (compared with approximately 90% of all Massachusetts residents holding a high school degree; and about 42% holding a bachelor’s degree or higher).3 The average age of Cape Cod’s workforce is also older compared with the state average: i.e., in 2017, 32.2% of residents in the workforce were aged 55-64 in Barnstable County, compared to 21.8% in Massachusetts. Based on the 2017 Cape Cod Housing Market Analysis, average wages in all of the top seven Cape Cod sectors—accommodation and food services, retail trade, healthcare, professional and technical services, construction, local government, and administrative/waste services—are below the amount of household income per year required to afford a median priced house in the region. (The US Department of Housing and Urban Development defines housing affordability as paying 30% or less of a household’s income on 1 US Bureau of Labor Statistics, 2017 ES-202 data via the Massachusetts Executive Office of Labor and Workforce Development: http://lmi2.detma.org/lmi/lmi_es_a.asp 2 Cape Cod Housing Market Analysis. 2017. www.capecodcommisison.org/housing 3 Cape Cod Housing Market Analysis. 2017. www.capecodcommisison.org/housing and U.S. Census Bureau; American Community Survey, 2017. http://factfinder.census.gov 2 | P a g e housing).4 Only the highest paid employees within the county’s major employment categories were able to afford owning a house in 2015.5 Household income has not kept up with rising costs of housing on Cape Cod, an issue that will be greatly exacerbated given the forecasted trends in population and employment. Local Economy According to the 2019 CEDS, Brewster’s top three employment sectors are in education and health services (39%), leisure and hospitality (22%), and construction (9%). Based on data from the Cape Cod Commission’s Data Cape Cod portal, Brewster’s 2019 median household income was $75,321. The unemployment rate in 2019 was 2.9% with average wages at $44,979. 49% of the population as a percentage of adults 25 and over had obtained a high school diploma or more. For workers aged 16 years and older, almost 75% of those drove alone in comparison to 78.4% for Barnstable County as a whole. Less than 1% took public transportation, while approximately 10.2% worked from home compared to 7.2% for Barnstable County. 46% of Brewster’s workforce was employed in management, professional, and related industries, in comparison with the County at 36.7%. Brewster had a total of 314 business establishments with average wages of $44,998. The majority 68.5% of these establishments employed 1 – 4 employees. Local Demographics Brewster, like much of Cape Cod, is populated by a mixture of working families, retirees, summer residents, and visitors. Brewster’s median age is 54.3 years, compared to 53.3 for Barnstable County as a whole. In 1960, Brewster had a population of just over 1,000 year-round residents and 72% of the homes in Town were seasonal. In 2019, Brewster’s population was 9,837 with a total of 7,961 housing units. As noted in the Land Use section, Brewster has one of the highest percentages of total units that remain vacant for seasonal or recreational use at 43.8% of the housing units in Town, compared to 38.3% for Barnstable County as a whole. Thirty-two percent of the year-round residents in Brewster are over 65 years old, while 47.9% are working age adults (between 25-64 years old). Brewster has many defining elements that make it an attractive place for retirees, seasonal residents, and visitors as well as the working residents that support them. Like the rest of Cape Cod, the business and job mix in Town is heavily influenced by the non-working populations. Economic growth and new opportunities depend in-part on bringing resources/money from outside the area, into the area, which is what retirees, second-home owners, and tourists do for the region. Other types of places export goods or services but in the Cape economy it is the place that is valued, which cannot be exported, and must be visited. Defining Brewster as a place, and investing in the elements that define that place, is essential to building a strong local economy. Recognizing that much of Brewster’s economy is based on its natural assets, the Chamber of Commerce’s Sustainability Strategy promotes the Town as an eco-tourism center and builds on “green” opportunities such as recycling and biking. What is a Green Economy? According to the UN Environment Programme, a green economy is defined as low carbon, resource efficient and socially inclusive. In a green economy, growth in employment and income are driven by public and private investment into such economic activities, infrastructure and assets that allow reduced carbon 4 U.S. Housing and Urban Development: Affordable Housing. 2019. https://www.hud.gov/program_offices/comm_planning/affordablehousing/ 5 Cape Cod Housing Market Analysis. 2017. www.capecodcommisison.org/housing 3 | P a g e emissions and pollution, enhanced energy and resource efficiency, and prevention of the loss of biodiversity and ecosystem services. As noted in the Climate Mitigation section, the Town has taken important steps in creating many of these elements of a green economy through its policies and initiatives. II. RECENT ACTIONS BY THE TOWN The Brewster Select Board prepares an annual Strategic Plan linked to the 2017 Vision Plan building blocks that identifies the primary responsible party, other key stakeholders, and timeline for completion. The FY21-22 Brewster Select Board Strategic Plan includes actions under the Local Economy building block to complete and launch an electronic permitting platform and guide to doing business in Brewster to assist residents, contractors, and businesses in navigating local permitting processes. In addition, the FY21-22 Strategic Plan includes an action to consider designating Underpass Road as a District of Critical Planning Concern with the Cape Cod Commission. This action would allow the Town time to plan for the future development and redevelopment of this area as an economic development district. In addition, the Town acquisition of the Cape Cod Sea Camps property gives the Town control over future land uses and economic development opportunities for these key assets. III. KEY ISSUES MOVING FORWARD The 2017 Brewster Vision workshops identified a number of treasures/assets that are highly valued by the community, including; open space and recreational opportunities, beaches and healthy waterbodies, the historic character and the sense of community that is rural in nature, and the small local businesses consistent with a rural feel. The challenges identified had to do with the high cost of housing and low wages, the need to protect natural resources, from drinking water to beaches, and the desire to retain the unique historic and rural character of the Town. Workshop participants also identified the challenge of creating and paying for the appropriate infrastructure needed to meet the Town’s goals. Brewster has an opportunity to review and revise local by-laws and investment strategies to meet its economic and community development goals. With a clear vision for a sustainable economy, the Town can align its public policies, public investments, and private efforts to build on and protect its assets. The following are ways in which other communities have addressed economic development through policy change and investment. Zoning  Review Zoning Bylaw use regulations by district to ensure the land uses desired by the community are appropriate and in the desired locations.  Focus new residential and business development potential in Village Business and Commercial zones; relax redevelopment standards for existing commercial businesses outside these zones.  Review Zoning Bylaw to ensure mixed-use buildings, multi-family homes and a mixture of uses are allowed within and proximate to village centers  Discuss form based approaches to increase residential density limits in appropriate areas. Permitting  Make training for volunteer board members mandatory  Create permitting handbook/e-book/web-page for all Regulatory Boards (ZBA and Planning Board have adopted a handbook)  Simplify special permit process (i.e., fee waivers for certain uses) 4 | P a g e  Allow highly desired uses by-right Public Facilities  Use public facilities that draw the community together, such as schools, community centers, Town halls and libraries to anchor village centers.  Coordinate infrastructure planning and investment (i.e., identify a policy to ensure interdepartmental and multi-jurisdictional coordination)  Identify and build infrastructure necessary to support vibrant mixed-use village centers; limit investments that could encourage dispersed low-density development  Identify opportunities and invest in green infrastructure alternatives to help improve water and air quality  Plan for sea-level rise and storm recovery and resiliency  Develop a long-term systems map of desired transit, bicycle and walking connections in order to invest overtime in non-auto transportation infrastructure. Community Development  Adopt and fund programs to help owners of historic structures and other community assets to maintain and preserve them  Involve residents directly in projects serving the community – everything from beach clean-up to creating a community e-bulletin-board or list-serve  Coordinate inter-generational work projects, internships, visiting teachers Business Development  Identify underutilized business assets, identify and rectify impediments to improvements  Visit existing businesses to understand owners and workers hopes for the future and current challenges - develop a questionnaire to guide and record the discussion  Encourage businesses that provide basic necessities for residents to locate in village centers along with non-essential/tourism based businesses  Encourage use of businesses assistance services that help with marketing, accounting, finance, and possibly provide low-interest loans to small businesses IV. BUILDING BLOCK GOAL Promote a sustainable economy that builds on Brewster’s natural and human assets, addresses the needs of small businesses, and provides year-round employment for Brewster’s young families.