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HomeMy Public PortalAboutSelect Board Meeting Packet - 07.27.22Town of Brewster Select Board OaEWST�i\ ,�E-DEq'aA,, Q 2198 Main St., Brewster, MA 02631 ° Fti ,,; townadmin@brewster-ma.gov i 5 y (508) 896-3701 SELECT BOARD MEETING AGENDA '/"!runiiu,ili \\\" Ellsworth Pavilion, 1000 Freernans Way, Brewster, MA • July 27, 2022 at 8:30 AM Select Board David Whitney Chair Edward Chatelain Vice Chair Kari Hoffmann Clerk Mary Chaffee Cynthia Bingham Town Administrator Peter Lombardi Assistant Town Administrator Donna Kalinick Project Manager Conor Kenny Executive Assistant Erika Mawn 1. Call to Order 2. Declaration of a Quorum 3. Review of FY22-23 Select Board Strategic Plan, Discussion of Progress Made on Priority Goals and Feedback from Staff and Town Board/Committtees on Potential Changes/Additions, and Identification of FY23-24 Consensus Goals 4. Matters Not Reasonably Anticipated by the Chair 5. Next Meetings: August 8 and August 22, 20222 6. Adjournment Date Posted: 07/ 22/ 2022 Date Revised: Received by Town Clerk: Wednesday July 27, 2022 8:30 – 8:45 Opening Remarks & Overview 8:45 – 9:15 Sea Camps 9:15 – 10:15 Community Infrastructure 10:15 – 11:15 Governance 11:15 – 12:00 Community Character 12:00 – 12:30 Lunch 12:30 – 1:15 Water Resources 1:15 – 1:45 Housing 1:45 – 2:15 Local Economy 2:15 – 2:45 Coastal Management 2:45 – 3:15 Open Space 3:15 – 3:30 Recap & Next Steps 2022 Brewster Select Board Annual Retreat Development of FY23-24 Select Board Strategic Plan Goals of Annual Retreat Using last year’s (FY22-23) Strategic Plan as a starting point… •Continue to coordinate all of our initiatives; •Clearly identify consensus priority goals that are generally consistent with both the Vision Plan and draft Local Comprehensive Plan (LCP) and reasonably attainable within the next two years; •Communicate priorities to all stakeholders and use plan to focus our collective efforts across the organization. 2022 Brewster Select Board Annual Retreat Development of FY23-24 Select Board Strategic Plan Our Process •Solicit feedback from all boards and committees (through their respective Chairs) and all Department Heads regarding progress on FY22-23 priority goals and suggested changes/additions •Reference Vision Planning Committee status report on implementation of Vision Plan (~100 action items completed from 2019-2021) & draft LCP Action Items •Goals remain organized under the 8 Vision Plan Building Blocks •Should last year’s Sea Camps block remain? •Should we add the two new building blocks from the LCP (Solid Waste Management and/or Climate Mitigation & Adaptation)? •Should we try to more evenly distribute goals across both FYs? 2022 Brewster Select Board Annual Retreat Recap of FY22-23 Select Board Strategic Plan •33 consensus goals identified (8 less than FY21-22), including: •18 for FY22 •13 in FY22-23 •Remaining 2 for FY23 •21 similar goals carried over from previous plan •12 new goals, including 6 related to the Sea Camps •More than 1/2 are referenced in the Vision Plan (noted with asterisk*) •Did not identify shortlist of high-priority goals (change from previous year) •Primary responsible parties and key stakeholders assigned to each goal •Progress on each goal from last year’s plan is represented as: •significant/complete in green •sufficient/partially complete in orange •insufficient/planned for FY23 in red 2022 Brewster Select Board Annual Retreat Managing Expectations & Organizational Capacity 2022 Brewster Select Board Annual Retreat •Recently updated Housing Production Plan includes 22 implementation strategies over the next 5 years •Recently released draft Local Comprehensive Plan includes 110 Action Items to be accomplished in next 5-10 years •Many recommendations from Hazard Mitigation Plan, Municipal Vulnerability Preparedness Plan, Coastal Resource Management Plan, and Open Space & Recreation Plan remain outstanding •Recently completed Department Head performance evaluations resulted in ~100 goals for FY23 (many of which are more operational - not explicitly identified in recent strategic plans) Managing Expectations & Organizational Capacity 2022 Brewster Select Board Annual Retreat •Faced with convergence of numerous major infrastructure projects coming online in the next 2+ years: •Drummer Boy Park improvements (Phases I & II) •New Wing Island boardwalk •Millstone Road improvements •Long Pond Boat Ramp upgrade •Stony Brook Millsite fishways improvements •Freeman’s Pond Culvert upgrades •Stony Brook School HVAC upgrades •Captains Golf Course HVAC upgrades •Millstone Road Community Housing •Water Quality Projects •Sea Camps Projects •Ladies Library Renovation? 8:45 - 9:15 Sea Camps Status of FY22-23 Goals (1 of 2) •Seek to acquire Sea Camps properties for public access and use, including property inspections and all necessary coordination with legal counsel and relevant consultants* •Complete building inventories and develop/implement short-term property management plan •Develop charge and appoint Sea Camps Comprehensive Plan Advisory Committees 2022 Brewster Select Board Annual Retreat 8:45 – 9:15 Sea Camps Status of FY22-23 Goals (2 of 2) •Determine interim public access/use plans and implement as soon as possible* •Develop Scope of Work for Comprehensive Plans (to include analyses of both Sea Camps parcels as well as Town Hall, Council on Aging, Eddy School, Spruce Hill, and Robinson properties), engage the services of an interdisciplinary team of professionals to assist the committees, and launch community planning processes* •Continue to explore potential short- and long-term partnerships that may mitigate acquisition costs or operating expenses and may provide enhanced services, programs, or amenities to residents* 2022 Brewster Select Board Annual Retreat 8:45 – 9:15 Sea Camps Suggested Changes/Additions for FY23-24 •Complete discovery phase, including building inventories/ assessments and implement interim property management plan •Continue to develop/refine and implement interim public access/use plan •Launch community planning process, engage residents and stakeholders, determine support for constructing new community center on bay property, and develop long-term comprehensive plans 2022 Brewster Select Board Annual Retreat 9:15 – 10:15 Community Infrastructure Status of FY22-23 Goals (1 of 2) •Complete Hazard Mitigation Plan* •Complete comprehensive assessment of Captains Golf operations, finances, and capital needs, and determine feasibility of transitioning to enterprise fund •Complete School Consolidation Feasibility Study and work with key stakeholders to determine appropriate next steps in coordination with Sea Camps Master Planning process 2022 Brewster Select Board Annual Retreat 9:15 – 10:15 Community Infrastructure Status of FY22-23 Goals (2 of 2) •Solicit resident feedback on Millstone Road project and develop Road Capital Prioritization Plan* •Continue hydration station installation project •Develop net zero energy roadmap 2022 Brewster Select Board Annual Retreat 9:15 – 10:15 Community Infrastructure Suggested Changes/Additions for FY23-24 (1 of 3) •Determine support for advancing proposed Library Renovation project and develop planned approach to financing and managing project as needed •Complete Millstone Road Improvement Project final design and permitting and create Roadway Capital Prioritization Plan •Develop policy to clarify Town services on private roads and consider potential amendments to private road betterment bylaw 2022 Brewster Select Board Annual Retreat 9:15 – 10:15 Community Infrastructure Suggested Changes/Additions for FY23-24 (2 of 3) •Identify needs and develop long-term plan for replacement/ upgrades of Town infrastructure, including buildings/facilities as well as beaches, landings, and other (non-building or road) structural elements •Complete site assessment of Public Works and Recycling Center and DPW property and facilities •Conduct a Needs Assessment Survey of our age 45+ population and develop FY24-28 COA (Age Friendly) Community Action Plan 2022 Brewster Select Board Annual Retreat 9:15 – 10:15 Community Infrastructure Suggested Changes/Additions for FY23-24 (3 of 3) •Work with school officials to clarify process and timeline of next steps regarding results of Elementary School Consolidation Feasibility Study, especially in relation to other potential capital investments •Develop updated staffing and committee model that reflects the Town’s commitment to advancing energy, climate change, and resiliency initiatives in a coordinated and comprehensive manner 2022 Brewster Select Board Annual Retreat 10:15 – 11:15 Governance Status of FY22-23 Goals (1 of 3) •Enhance school budget information and clarity by working diligently with the Nauset Regional School Committee, new Nauset Regional School Administration, Brewster School Committee, and Brewster Finance Committee •Launch new, more user-friendly Town website* •Develop and adopt new Select Board Policy on Board/Committee Appointments 2022 Brewster Select Board Annual Retreat 10:15 – 11:15 Governance Status of FY22-23 Goals (2 of 3) •Determine merits of making longer-term changes to traditional municipal service models, including extent of continued expanded remote participation in committee meetings – applying lessons learned from pandemic •Continue to implement Vision Plan and develop Local Comprehensive Plan* •Develop and launch new operating and capital budget platform to improve accessibility and transparency of Town finances* 2022 Brewster Select Board Annual Retreat 10:15 – 11:15 Governance Status of FY21-22 Goals (3 of 3) •Support new Human Resource Department in: 1. Implementing findings from HR audit 2. Continuing to monitor and support employee wellness 3. Creating programs to recognize Town volunteers for their service to the community 4. Examining need to increase organizational capacity in certain key areas to meet expanding service and project demands* •Develop and implement comprehensive strategy regarding use of American Rescue Plan Act funds 2021 Brewster Select Board Annual Retreat 10:15 – 11:15 Governance Suggested Changes/Additions for FY23-24 (1 of 3) •Finalize, adopt, and implement Local Comprehensive Plan and monitor progress •Establish and communicate budget expectations to School officials based on the Town’s current financial capacity and long- term fiscal sustainability •Develop and launch capital budget and other transparency features of new online platform to improve accessibility of Town finances 2022 Brewster Select Board Annual Retreat 10:15 – 11:15 Governance Suggested Changes/Additions for FY23-24 (2 of 3) •Successfully launch new Town website, develop preferred enhancements to current communications model, and identify appropriate staffing approach to implement •Develop and implement a standard employee onboarding and orientation program and draft an employee handbook •Refine and implement a standard employee separation process 2022 Brewster Select Board Annual Retreat 10:15 – 11:15 Governance Suggested Changes/Additions for FY23-24 (3 of 3) •Establish a process to revise the Brewster Town seal •Evaluate potential amendments to noise bylaw and/or reasonable entertainment license restrictions •Continue support of the Fire/Rescue Department’s Five-Year Strategic Plan, staffing study, and related federal/state grant applications •Develop BFD strategic personnel funding plan to meet growing community infrastructure and service needs (potential for 4 new positions) 2022 Brewster Select Board Annual Retreat 11:15 – 12:00 Community Character Status of FY22-23 Goals •Develop 5-year Community Preservation Plan soliciting input from key stakeholders, consider potential changes to fund allocation formula, and establish a framework for vetting regional project funding requests •Identify and examine potential local tax relief policy options* •Provide education and training to Town officials and residents about issues of diversity, equity, and inclusion 2022 Brewster Select Board Annual Retreat 11:15 – 12:00 Community Character Suggested Changes/Additions for FY23-24 •Adopt and implement 5-year Community Preservation Plan and seek adoption of proposed bylaw amendments to support maximum flexibility to fund projects to meet community needs •Identify and evaluate benefits of introducing/expanding targeted local tax relief options •Complete sociodemographic study to inform next steps in crafting and advancing diversity, equity, and inclusion initiatives •Explore establishing a Village Center and/or activity centers and potential uses and related zoning considerations 2022 Brewster Select Board Annual Retreat 12:30 – 1:15 Water Resources Status of FY22-23 Goals •Develop clear timeline/plan for moving water quality initiatives forward and evaluate Town benefits of participating in Cape Cod and Islands Water Protection Fund* •Develop and propose stormwater management bylaw (MS4 permit)* 2022 Brewster Select Board Annual Retreat 12:30 – 1:15 Water Resources Suggested Changes/Additions for FY23-24 •Reassess approach to IWRMP based on DEP’s proposed changes to Title V regulations •Expand support for water quality and wastewater initiatives including continuing collaboration with non-Town stakeholders and adding new Town staffing as needed •Convene Comprehensive Water Quality Planning & Implementation Task Force to develop updated plan and timeline for advancing integrated water quality initiatives •Continue to educate public about new stormwater bylaw and consider refinements as needed 2022 Brewster Select Board Annual Retreat 1:15 – 1:45 Housing Status of FY22-23 Goals •Identify Affordable Housing Trust operating/capital needs and develop funding plan* •Complete Housing Production Plan* •Develop affordable housing off Millstone Road* 2022 Brewster Select Board Annual Retreat 1:15 – 1:45 Housing Suggested Changes/Additions for FY23-24 (1 of 2) •Develop a five-year financial plan for the BAHT and determine whether additional funding streams should be explored •Based upon the BAHT five-year financial plan, explore other funding opportunities to support housing initiatives at a range of income levels •Continue to provide support services to residents, especially CDBG housing rehabilitation and childcare vouchers with Brewster as the lead community 2022 Brewster Select Board Annual Retreat 1:15 – 1:45 Housing Suggested Changes/Additions for FY23-24 (2 of 2) •Work to identify priority strategies and begin implementing Housing Production Plan •Review zoning and make changes that allow for the creation of more types of housing •Re-evaluate ADU and ADCU bylaws & explore amendments to streamline these provisions or improve their efficacy •Explore potential municipal and private properties that would be suitable for housing and building re-use •Encourage ‘universal design’ in all new housing development initiatives 2022 Brewster Select Board Annual Retreat 1:45 – 2:15 Local Economy Status of FY22-23 Goals •Launch electronic permitting platform* •Host semi-annual roundtable with Town officials, Chamber of Commerce, and local business community to build on increased outreach and communication developed during pandemic* 2022 Brewster Select Board Annual Retreat 1:45 – 2:15 Local Economy Suggested Changes/Additions for FY23-24 •Identify and provide necessary staffing and financial supports to effectively implement electronic permitting and invest in phased digitization of Town records •Leverage Town’s status as Green Community to partner with the Chamber to market Brewster as an eco-friendly destination •Develop Guide to Doing Business in Brewster 2022 Brewster Select Board Annual Retreat 2:15 – 2:45 Coastal Management Status of FY22-23 Goals •Complete design and permitting of Wing Island boardwalk* 2022 Brewster Select Board Annual Retreat 2:15 – 2:45 Coastal Management Suggested Changes/Additions for FY23-24 •Consider merits of Cape Cod Commission model bylaw(s) and potential implementation 2022 Brewster Select Board Annual Retreat 2:45 – 3:15 Open Space Status of FY22-23 Goals •Seek adoption of Drummer Boy Park Master Plan, develop Management Plan, and implement both (in phases) in coordination with Wing Island boardwalk project* •Consider need for and structure of new Parks & Recreation Department responsible for management of Drummer Boy Park, Sea Camps, and other existing recreational amenities/programs 2022 Brewster Select Board Annual Retreat 2:45 – 3:15 Open Space Suggested Changes/Additions for FY23-24 •Complete design and implement updated Drummer Boy Park Master Plan Phase I improvements in coordination with Wing Island Boardwalk project •Evaluate need for and structure of alternative service models to best manage new/enhanced public amenities at Drummer Boy Park, Sea Camps, Dog Park, and other recreational facilities •Develop standard criteria and update process to evaluate potential land acquisitions 2022 Brewster Select Board Annual Retreat Next Steps •Town Administration will assemble a summary document for the Board’s consideration for adoption, providing more detail regarding responsible parties and anticipated timelines •Board will review, discuss, and adopt final updated Plan at upcoming meeting (TBD) •Once formally adopted, the Plan will be distributed to all boards/committees and staff, and will also be posted on the homepage of the Town’s website •Select Board agendas will frequently include goals for discussion, action, and/or status updates to ensure we maintain focus •Iterative annual process that will be aligned with LCP as adopted 2022 Brewster Select Board Annual Retreat FY22-23 Select Board Strategic Plan FINAL 10.18.21 Vision Building Block Goal #Goal Description Timeline Vision Plan FY21-22 SB Plan Primary Responsible Party Other Key Stakeholders Cape Cod Sea Camps SC-1 Seek to acquire Sea Camps properties for public access and use, including property inspections and all necessary coordination with legal counsel and relevant consultants FY22 X Town Administration Select Board; Finance Team SC-2 Complete building inventories and develop/implement short-term property management plan FY22 Town Administration Public Safety Team; Human Resources SC-3 Develop charge and appoint Sea Camps Comprehensive Plan Advisory Committees FY22 Town Administration & Select Board N/A SC-4 Determine interim public access/use plans and implement as soon as possible FY22 X Town Administration & Select Board Sea Camps Comprehensive Plan Advisory Committees & Staff Liaisons SC-5 Develop Scope of Work for Comprehensive Plans (to include analyses of both Sea Camps parcels as well as Town Hall, Council on Aging, Eddy School, Spruce Hill, and Robinson properties), engage the services of an interdisciplinary team of professionals to assist the committees, and launch community planning processes FY22-23 X Town Administration & Select Board Sea Camps Comprehensive Plan Advisory Committees & Staff Liaisons SC-6 Continue to explore potential short- and long-term partnerships that may mitigate acquisition costs or operating expenses and may provide enhanced services, programs, or amenities to residents FY22-23 X Town Administration & Select Board Sea Camps Comprehensive Plan Advisory Committees & Staff Liaisons Community Character CC-1 Develop 5-year Community Preservation Plan soliciting input from key stakeholders, consider potential changes to fund allocation formula, and establish a framework for vetting regional project funding requests FY22 X Community Preservation Committee Select Board; Finance Committee; Open Space Committee; Affordable Housing Trust; Historical Commission; Recreation Commission CC-2 Identify and examine potential local tax relief policy options FY22-23 X X Tax Relief Working Group Select Board; Finance Committee; Board of Assessors; Brewster Association of Part-Time Residents CC-3 Provide education and training to Town officials and residents about issues of diversity, equity, and inclusion FY22-23 X Town Administration & Select Board Affordable Housing Trust; All Citizens Access Committee; Police Chief; Human Resources Open Space OS-1 Seek adoption of Drummer Boy Park Master Plan, develop Management Plan, and implement both (in phases) in coordination with Wing Island boardwalk project FY22-23 X X Town Administration Select Board; Drummer Boy Park Advisory Committee; Department of Natural Resources; Recreation Department; Department of Public Works OS-2 Consider need for and structure of new Parks & Recreation Department responsible for management of Drummer Boy Park, Sea Camps, and other existing recreational amenities/programs FY23 Town Administration Select Board; Recreation Commission & Dept; Natural Resources Commission & Dept; Department of Public Works Housing H-1 Identify Affordable Housing Trust operating/capital needs and develop funding plan FY22 X X Affordable Housing Trust & Finance Team Select Board; Finance Committee H-2 Complete Housing Production Plan FY22 X X Housing Coordinator Town Administration; Housing Partnership; Affordable Housing Trust; Select Board; Planning Board H-3 Develop affordable housing off Millstone Road FY22-23 X X Affordable Housing Trust Select Board; Community Preservation Committee; Town Administration; Housing Coordinator Local Economy LE-1 Launch electronic permitting platform FY22 X X Town Administration IT Director; Building Dept; Health Dept; Planning Dept LE-2 Host semi-annual roundtable with Town officials, Chamber of Commerce, and local business community to build on increased outreach and communication developed during pandemic FY22 X Town Administration Select Board Coastal Management CM-1 Complete design and permitting of Wing Island boardwalk FY22-23 X X Town Administration Natural Resources Commission & Dept 1 FY22-23 Select Board Strategic Plan FINAL 10.18.21 Vision Building Block Goal #Goal Description Timeline Vision Plan FY21-22 SB Plan Primary Responsible Party Other Key Stakeholders Water Resources WR-1 Develop clear timeline/plan for moving water quality initiatives forward and evaluate Town benefits of participating in Cape Cod and Islands Water Protection Fund FY22 X X Water Quality Working Group Select Board WR-2 Develop and propose stormwater management bylaw (MS4 permit)FY22 X X Stormwater Working Group Planning Board; Select Board Community Infrastructure CI-1 Complete Hazard Mitigation Plan FY22 X X Town Administration Planning Board & Dept; Dept of Public Works; Natural Resources Dept; Water Dept; Fire Dept; Health Dept; Water Dept; Building Dept CI-2 Complete comprehensive assessment of Captains Golf operations, finances, and capital needs, and determine feasibility of transitioning to enterprise fund FY22 X Finance Team Select Board; Golf Commission & Dept; Finance Committee CI-3 Complete School Consolidation Feasibility Study and work with key stakeholders to determine appropriate next steps in coordination with Sea Camps Master Planning process FY22-23 X Nauset School Officials Town Administration; Select Board; Sea Camps Comprehensive Plan Advisory Committees & Staff Liaisons CI-4 Solicit resident feedback on Millstone Road project and develop Road Capital Prioritization Plan FY22-23 X X Town Administration & Dept of Public Works Select Board; Capital Planning Committee CI-5 Continue hydration station installation project FY22-23 Town Administration Select Board; Recycling Committee; Water Commission & Dept; Facilities Manager CI-6 Develop net zero energy roadmap FY23 Town Administration Energy Committee & Manager; Facilities Manager Governance G-1 Enhance school budget information and clarity by working diligently with the Nauset Regional School Committee, new Nauset Regional School Administration, Brewster School Committee, and Brewster Finance Committee FY22 X Select Board & Finance Committee Nauset Regional School Committee; Brewster School Committee; Nauset School Administration; Town Administration; Finance Team G-2 Launch new, more user friendly Town website FY22 X X Website Working Group Town Administration G-3 Develop and adopt new Select Board Policy on Board/Committee Appointments FY22 Select Board Town Administration G-4 Determine merits of making longer-term changes to traditional municipal service models, including extent of continued expanded remote participation in committee meetings – applying lessons learned from pandemic FY22 X Town Administration Select Board; Dept Heads G-5 Continue to implement Vision Plan and develop Local Comprehensive Plan FY22-23 X X Vision Planning Committee Planning Board; Town Planner; Select Board; Town Administration; Affordable Housing Trust; Open Space Committee G-6 Develop and launch new operating and capital budget platform to improve accessibility and transparency of Town finances FY22-23 X X Finance Team Select Board; Finance Committee G-7 Support new Human Resource Department in: 1. Implementing findings from HR audit 2. Continuing to monitor and support employee wellness 3. Creating programs to recognize Town volunteers for their service to the community 4. Examining need to increase organizational capacity in certain key areas to meet expanding service and project demands FY22-23 X X Town Administration Select Board; Human Resources G-8 Develop and implement comprehensive strategy regarding use of American Rescue Plan Act funds FY22-23 Town Administration Finance Team; Select Board 2 BREWSTER’S LOCAL COMPREHENSIVE PLAN 2022 Draft Action Plan Prepared by: The Brewster Vision Planning Committee July 2022 1 COMMUNITY CHARACTER GOAL: Sustain and foster Brewster's historic and archeological values, rural nature, small town feel, and socially inclusive spirit and vitality PURPOSE 1: Provide social opportunities and services for all Actions: ● Expand and enhance service programming for all, including recreational opportunities in a multi- generational community center, and at the former Sea Camps Bay and Long Pond properties. ● Identify, develop, and support new services as needed, building on diversity, equity, and inclusion. ● Ensure that school facilities and activities meet the needs of young families. ● Increase accessibility to all Town activities and facilities. ● Evaluate providing financial support for Pre-K to attract and retain young families. PURPOSE 2: Maintain the Town’s historic heritage and style Actions: ● Support existing regulations and educate public on building design along Rt. 6A to preserve historic character. ● Consider sensitivity to historic nature in development of Town projects. ● Investigate the need for a Demolition Delay Bylaw and implement if supported. PURPOSE 3: Maintain the Town’s small-town feel and scale through appropriate development Actions: ● Explore the establishment of a Town Center and/or activity centers (Village Business Zones) and potential uses. ● Consider land use tools to manage the development of a Town Center and/or activity centers. ● Review mixed use potential in a Town Center and/or activity centers with parking considerations and a plan for walkable and bike able use. 2 WATER RESOURCES GOAL: Protect Brewster's freshwater system to preserve high quality drinking water and maintain or improve the health of our ponds, wetlands and their buffers, and marine watersheds OVERARCHING PURPOSE: Continue to up-date and implement the Integrated Water Resources Management Plan. PURPOSE 1: Protect town drinking water supply areas by continuing open space acquisition and other measures Actions: ● Continue land purchases to protect the drinking water and limit further development around land that protects the aquifer, coordinate with neighboring towns. ● Consider further strengthening drinking water supply protection in industrial zones. ● Evaluate other actions to protect drinking water from the impacts of other land uses. PURPOSE 2: Improve pond water quality through public education, regulation, and mitigation activities Actions: ● Promote and research, including through pilot programs, the use of innovative septic systems and other non- traditional wastewater management models, develop financial management assistance programs and/or non- financial incentives and evaluate management and financing options. ● Explore the feasibility of cluster sewage treatment systems for multifamily housing areas and neighborhoods that will impact pond water quality where supported by sufficient density. ● Fully implement the stormwater bylaw and share further information with the public. ● Continue to update pond water quality data and report to the public. ● Educate the public on water quality issues and what people can do to make a difference in their own homes. ● Pursue land acquisition to protect pond water quality. PURPOSE 3: Protect water quality in marine watersheds through public education, regulation, and mitigation activities Actions:  Evaluate the maximum build-out in the Pleasant Bay and Herring River watersheds and its impact on water quality; consider regulations to mitigate impacts.  Promote and research, including through pilot programs, the use of innovative septic systems and other non- traditional wastewater management models, develop financial management assistance programs and/or non- financial incentives, and evaluate management and financing options.  Explore the feasibility of cluster sewage treatment systems for multifamily and neighborhoods that will impact marine watershed water quality where supported by sufficient density.  Continue exploring nitrogen reduction practices on golf courses.  Pursue land acquisition to protect marine watersheds water quality. 3 OPEN SPACE GOAL: Maintain and expand open space assets to provide passive recreation, protect fragile plant and wildlife habitat, protect water resources, and contribute to carbon sequestration PURPOSE 1: Improve public access to and expand recreational area use of open space Actions: ● Continue to acquire open space, emphasizing the importance of recreation, the potential for building trail networks, and the positive effect of woodlands in climate mitigation as criteria for land acquisition. ● Develop an integrated trail system for the Long Pond Woodlands and former Sea Camps Long Pond property. Continue to improve public education and information, including guides and signage, about access to and locations of municipal open space assets. PURPOSE 2: Prioritize environmentally sensitive areas for preservation Actions: ● Continue to prioritize land acquisition in public drinking water supply areas. ● Formalize the criteria to evaluate open space acquisitions. ● Emphasize the importance of pond and fragile habitat protection as related to this Purpose. PURPOSE 3: Maintain open space through density and development standards Actions: ● Revise regulations and bylaws to direct growth toward areas with public services, economic activities, and transport, and away from environmentally sensitive areas. ● Develop design standards to prevent fragmentation of environmentally sensitive areas. PURPOSE 4: Maintain open space assets for public resource values Actions: ● Develop and maintain an inventory of all Town-owned open space. ● Develop an active management program for Town-owned open space 4 HOUSING GOAL: Provide more affordable, attainable, accessible, safe, and fair housing, and support residents to maintain and preserve their current housing to remain in the community PURPOSE 1: Achieve the Commonwealth’s goal of 10% affordable housing by 2027 Actions: ● Implement the 2022 Housing Production Plan (HPP) Update. ● Collaborate with existing local and regional groups to conduct public forums educating the general public on what affordable housing is and why it is important in the Town of Brewster. ● Work collaboratively with other towns to increase opportunities for affordable housing. PURPOSE 2: Establish attainable housing by promoting housing choices to allow families, single individuals, older adults, and seasonal workers to live, work, and prosper in the community Actions: ● Review and consider revising, as appropriate, the zoning bylaw to clarify/allow mixed use developments. ● Evaluate ADU bylaw to improve efficacy, explore incentives for a greater number of ADUs, and connect owners to community resources. ● Support creative funding and collaborative partnerships (public/private) in the development of community housing, including incentives for year-round rentals. ● Work collaboratively with other towns to increase opportunities for attainable housing. ● Review and evaluate the zoning bylaw with the aim of promoting more opportunities as appropriate for various types and forms of housing, including two-family residential/ duplex; multi-unit/ multi-family residential; and mixed-use residential development. ● Prioritize the adaptive reuse of existing buildings for housing. ● Evaluate the use of Town-owned properties and propose creative solutions, including reuse of Town owned buildings for housing, such as the former Sea Camps dormitories on the Bay property. ● Evaluate the acquisition of land by the Town for housing. ● Encourage housing in areas near transportation, public services, and economic activities. ● Explore potential housing programs, opportunities, and funding for those earning 80% to 120% of Area Median Income (AMI). PURPOSE 3: Preserve existing year-round housing Actions: ● Promote ability for residents to transition to different forms of housing and remain in Brewster over a lifetime by providing a wide range of housing choices. ● Explore solutions to allow residents to age in place including funding or subsidizing building adaptations, co-housing, and a review of co-pairing situations. ● Evaluate ADU bylaw to improve efficacy, explore incentives for a greater number of ADUs, and connect owners to community resources. ● Support creative funding and collaborative partnerships (public/private) in the preservation of community housing, including incentives for year-round rentals. 5 COASTAL MANAGEMENT GOAL: In the context of coastal change, preserve and protect Brewster’s coastal resources, expand public access, and minimize the vulnerabilities from coastal hazards due to climate change PURPOSE 1: Protect coastal resources in ways that preserve coastal ecosystems and the character of the Town and coastal neighborhoods Actions: ● Evaluate and implement local coastal resiliency by-laws and regulations to preserve the scale, character, and resources in the Town’s coastal planning area. ● Establish a uniform definition of the 100-year coastal floodplain for local regulations. ● Increase public awareness of the importance of healthy coastal wetlands and natural processes, and of the need to protect these resource areas. PURPOSE 2: Maintain and expand public access for all through public consensus and explore alternate modes of transport and access points Actions: ● Explore and evaluate the need for, and feasibility of, alternative transport and options for off-site parking in general and for potential retreat parking for Paine’s Creek and Mant’s Landings. ● Complete the permitting and construction of the Wing Island Boardwalk and the design and construction of the Drummer Boy Park Master Plan, Phase 1. ● Provide interim access and complete long-term planning for beach access at the First Light Beach property. ● Continue to explore opportunities to improve visibility and mobility access at beach landings. PURPOSE 3: Adapt to climate change projections and advance adaptation and resiliency techniques that are financially and environmentally sustainable Actions: ● Periodically assess coastal resource conditions for comparison to baseline conditions and on a regional scale, including sediment budget update, storm tide pathways, and a regional framework for resilience. ● Explore regulatory options for managed retreat from high- risk coastal areas. PURPOSE 4: Provide access for coastal water dependent activities Actions: ● Provide access for commercial aquaculture by updating regulations, evaluating the designation of an Aquaculture Development Area, and analyzing the costs and benefits of expanding shell fishing and aquaculture. ● Provide opportunities for commercial shellfish harvesting by up-dating regulations. ● Expand propagation and other activities to support recreational shellfishing. ● Manage competing uses at town landings and mooring areas. 6 LOCAL ECONOMY GOAL: Promote a sustainable economy that builds on Brewster’s natural and human assets, addresses the needs of small businesses, and provides year-round employment for Brewster’s young families PURPOSE 1: Preserve and enhance Brewster’s economy based on the Town’s natural and cultural resources Actions: ● Develop an economic development strategy that builds on Brewster’s natural, cultural, and human resources and aims to maintain existing small businesses and attract new small businesses. ● Work proactively with the Brewster Chamber of Commerce and other stakeholders to refine a common marketing strategy. ● Provide more information, including signage and online material, to help visitors find their way to public resources, businesses, and other amenities in town. ● Consider the impact of Town facilities in anchoring community activity centers in making capital investment decisions. PURPOSE 2: Maintain and attract small businesses compatible with the Town’s character and promote year-round employment Actions: ● Review and revise bylaws and regulations to allow a greater variety of small business, including in-home businesses, compatible with the Town’s character. ● Build public awareness/understanding of the concept of form-based zoning. Consider form-based zoning to focus on the physical form of development rather than on the type of business. ● Develop a guide to doing business for local businesses in Brewster. ● Continue to implement online permitting to clarify and simplify the permitting process. 7 GOVERNANCE GOAL: Provide an inclusive Town government that encourages participation by all residents by engaging in two-way communication, expanding volunteer opportunities, and providing customer friendly service PURPOSE 1: Continue to communicate Town plans and activities to residents Actions: ● Develop a written Communications Plan to better inform residents about Town affairs. ● Continue to provide news and announcements on the Town website and on social media. ● Provide updated and relevant information on the Town website, including Town finances, projects, permitting processes, and other initiatives. PURPOSE 2: Expand the volunteer base to increase the use of citizen expertise and build diversity in decision-making Actions: ● Develop and launch a Citizens Leadership Academy to help introduce residents to government services and volunteer opportunities. ● Continue the use of Town-wide activities and ad hoc committees to engage residents in Town affairs. ● Develop a central database of volunteers to assist with recruitment of qualified volunteers across all Town Departments and appointed Committees. ● Acknowledge contributions of active volunteers and recognize volunteers when they complete their commitment in order to improve volunteer retention. PURPOSE 3: Continue to strengthen the customer service approach to Town services Actions: ● Develop a resource section on the Town website that includes educational materials including videos (e.g., by link to Vimeo, BGTV or LCTV files) and fact sheets on topics such as responsibilities of Town Departments, zoning, permitting, ADUs, and other matters of high interest. ● Develop a ‘How to Do Business Guide’ for homeowners to explain permitting processes. 8 COMMUNITY INFRASTRUCTURE GOAL: Maintain and enhance town infrastructure in an environmentally and economically sustainable way that supports government services, opportunities for community interaction, the local economy and culture, public health, multi-modal transportation options, and expanded recreational opportunities. OVERARCHING PURPOSE: This goal, the Town’s Capital Plan, and the Select Board’s Strategic Plan shall inform one another and shall be applied in harmony and aligned with one another. PURPOSE 1: Plan and design Town building and construction projects to benefit the broad cross-section of all users and interests in the community Actions: ● Include enhanced universal accessibility where feasible on Town properties and projects. ● Move forward on a needs assessment for a multi- generational community center, including potential sites, users and, as applicable, next steps related to results of the School Consolidation Feasibility Study and the Bay Property comprehensive planning process. ● Implement the updated Master Plan for Drummer Boy Park. ● Complete the comprehensive planning processes for, and begin implementation of, the plans for the Bayside and Long Pond properties. PURPOSE 2: Provide enhanced recreational opportunities, access and facilities for all Actions: ● Develop a town-wide plan for expanding bike and pedestrian paths and sidewalks, possibly including road improvement priorities, reducing speed limits, a Complete Streets design which is compatible with Brewster’s character, and/or non-road-based path opportunities. ● Pursue the development of the CCRT extension from Nickerson State Park to Cape Cod Bay including the consideration of alternatives for crossing Rte. 6A. PURPOSE 3: Plan and design traditional infrastructure projects like road improvements and maintenance to best serve the needs of the overall community, limit environmental impacts, and balance fiscal impacts Actions: ● Factor, budget, and set aside long-term improvement and maintenance costs in the funding for capital projects. 9 SOLID WASTE MANAGEMENT GOAL: To manage a municipal solid waste system that protects public health, safety, and the environment, optimizes financial methods, communicates effectively with users, and employs innovative strategies to reduce solid waste and related costs PURPOSE 1: Reduce the waste stream Actions: ● Implement an ongoing multi-media public education campaign to reduce the waste stream including re- purposing and re-using items and optimizing recycling. ● Enhance and publicize regional waste collection initiatives such as hazardous waste collection. ● Further investigate opportunities between Brewster and regional initiatives for solid waste management. PURPOSE 2: Improve the efficiency of the solid waste facility Actions: ● Improve communications with the public concerning Recycling Center operations, practices, and policies using a variety of print and electronic media channels. ● Conduct a Recycling Center study and site analysis including traffic circulation, optimal use of space, safety, and potential re-use options. 10 CLIMATE MITIGATION AND ADAPTATION GOAL: Support and advance the Commonwealth’s greenhouse gas reduction goals, including promoting sustainable energy use and renewable energy that protects the Town’s natural resources PURPOSE 1: Reduce the town’s contribution to and vulnerability to climate change Actions: ● Develop and implement a Net Zero Energy Plan for the Town’s assets and operations. ● Implement the MEMA/FEMA approved 2021 Local Multi- Hazard Mitigation Plan. ● Consider specific actions for reducing energy use, including completing energy audits in all Town buildings; specifying actions regarding increased energy efficiency in existing and newly constructed Town buildings; locating solar panels/arrays on Town buildings and facilities; and purchasing alternative energy Town vehicles when due for replacement. ● Encourage solar panels on commercial and residential buildings or parking lot canopies/carports that maintain the Town character. ● Work with private entities to install public charging stations at appropriate municipal or publicly accessible locations. ● Consider provision of financial incentives and/or assistance for installation of solar panels on private homes. ● Modify or re-locate town infrastructure and buildings to reduce the potential damage due to climate change such as flooding. PURPOSE 2: Review and update Town bylaws and regulations to mitigate projected climate change impacts Actions: ● Review zoning bylaws to consider and develop amendments for consistency with this goal, including the existing solar bylaw and small-scale solar installations. ● Clarify design guidelines for the Historic District regarding renewable energy. ● Review and consider revising existing Town bylaws and regulations dealing with fertilizer management. ● Foster natural carbon sequestration by: amending Town bylaw to limit the clearing of forested land, including for solar farms; and exploring opportunities to restore degraded native plant communities. ● Review zoning bylaws to determine if they promote efficient development patterns that will encourage a walkable and bikeable community. PURPOSE 3: Build awareness about the nature of climate change and Town efforts to mitigate climate change Actions: ● Develop an Education and Preparedness Campaign for the general public and the business sector that includes guidance and checklists for reducing fossil fuel use, as well as recommendations to increase community resilience to the impacts. Town of Brewster Vision Plan • 2018 BREWSTER’S 2018 VISION PLAN How the Community’s Vision for the Future is Taking Shape Prepared by the Brewster Vision Planning Committee June, 2021 INTRODUCTION Brewster’s Vision Plan is the expression of community preferences for the Town’s social, physical, and economic evolution. Approved by the Select Board in July 2018, the Plan provides a vision for the future and includes goals and actions to guide decision making of Town government, community organizations, and citizens. The Vision Planning Committee was established by the Select Board in late 2019 to “foster public outreach and communication around the implementation of the 2018 Vision Plan and work with Town staff and the community to develop a Local Comprehensive Plan (LCP) based on the Vision Plan goals.” This is the first Annual Report to the community on Vision Plan implementation. THE VISION PLAN Over 18 months in 2017 and 2018, Brewster residents engaged in a series of workshops and a public survey to identify key issues facing the community, goals for the future, and actions to achieve the goals. These activities were designed to identify community values and build consensus around priorities. Through this process, the community identified eight key issues facing Brewster which became the ‘building blocks’ for the Vision Plan: community character, open space, hous- ing, local economy, coastal management, water resources, governance, and community infrastructure. For each of these building blocks, the Plan identifies a goal with related purpos- es and actions to achieve the purpose. In many cases, actions on one building block will help advance the goals of other building blocks. This first Annual Report is structured around the building blocks, reporting on actions that have been taken or are underway to achieve Vision Plan goals. It draws on over 50 interviews with Town boards, committees, and depart- ments and with not-for-profit organizations and businesses in town, all selected because of their role in implementing elements of the Vision Plan. IMPLEMENTING THE VISION PLAN Vision Plan implementation has faced challenges and change, including a financial management crisis that forced the Town to freeze spending and programming; a change in leadership with a new Town Administrator and a new approach to strategy and operations; and finally the effects of the COVID pandemic on every facet of community life and Town operations. Despite these conditions, there has been surprising progress in implementing the Vision Plan. Those interviewed credit dedicated staff and volunteers, the commitment and character of citizens, and the leadership of the Town administration. The Select Board now uses the Vision Plan framework to guide its two-year strategic planning. Many felt that the Vision Plan rein- forces their charge and direction, a fortunate alignment of citizens’ priorities with the direction of Town government and community organizations. At the same time, the interviews revealed many barriers to implemen- tation. Not surprisingly, a major barrier has been the COVID pandemic which closed facilities, prevented face to face contacts, and slowed the pace of operations. In addition, the current zoning and permitting process are constraints to many of the innovative development ideas expressed in the Vision Plan and to growing small, local businesses. Others identified small staff and reliance on volunteers as a constraint on their capacity to undertake new programs. Similarly, the lack of facilities has constrained programming, particularly for youth and older residents. Finally, the rising cost of land represents a serious brake on the acquisition of land for housing and open space in Town. NEXT STEPS While this Report documents the many actions that have been taken or are underway, much more remains to be done to achieve the goals in the Vision Plan. Some actions have been started but need more time for completion, others remain to be started, and still others require further design to adapt to evolving conditions in Town, including climate change. The community, and particularly Town government, will have to remain focused on the Vision Plan goals if its real impact is to be achieved. The Town is starting the development of a Local Comprehensive Plan (LCP) following the guidelines of the Cape Cod Commission. The LCP will be built on the framework of the Vision Plan, and it will further detail actions to achieve those goals. Particularly related to Brewster’s physical development, the LCP will provide guidance for regulatory change and further housing and open space development. Once certified by the Cape Cod Commission, the LCP also will provide access to resources and technical assistance from the Commission. Work on the LCP will begin in the fall of 2021. THE VISION PLANNING COMMITTEE The Vision Planning Committee was appointed by the Select Board in December 2019, but its start was delayed because of COVID. Current members of the committee include Hal Minis (chair), Sharon Tennstedt (vice chair), Amanda Bebrin, Andi Genser, Patricia Hess, Garran Peterson, Fran Schofield, and Paul Wallace. Ryan Bennett, Town Planner, assists the Committee. Previous members include Kari Hoffmann and Sue Searles. Support is provided by the Planning Department. COMMUNITY CHARACTER Purpose 1: Provide social opportunities and services for all • Town Meeting approved a feasibility study for a community center (need, site options, programming), but start-up delayed by COVID. • “Age friendliness” is part of decision making (Council of Aging-COA). • Intergenerational lunches and ice cream socials have been held (COA). • Farmers market was started as a community-wide event (Brewster Historical Society-BHS). Purpose 2: Maintain the Town’s historic heritage and style • Town Planning Board (PB) considers how proposals fit Brewster’s community character. • Conservation properties with scenic value are managed for scenic vistas and rural character (Brewster Conservation Trust-BCT). • Trails have been expanded for varying population needs (BCT). • Inn keepers maintain historic properties to contribute to Town character (Chamber of Commerce-CoC). • 300 houses were documented as “Historic Houses” to help homeowners preserve historic structures (Brewster Historic Commission-BHC). •BHC worked with Ocean Edge to save Nickerson House on the original Rte. 6A property. • A display of historic East Brewster was mounted at the Brewster Ladies Library; articles on historic Brewster have been published in the Cape Codder (BHC). •Tours of Main Street historic houses, area farms and cemeteries were created (BHS). • Virtual tours of historic properties were created for schools and the website (BHS). Purpose 3: Maintain the Town’s small-town feel and scale through appropriate development • Town Meeting approved an accessory dwelling unit by-law, expanding housing opportunities without impacting community character (PB). WATER RESOURCES Purpose 1: Protect Town wellfields by expanding open space acquisition and other measures • Between 2018-2020, 13 parcels totaling 113 acres within Zone II drinking water supply areas have been protected (Open Space Committee-OSC & BCT). • “Drink Brewster Tap” campaign was developed and hydrations stations installed at Town offices and recreation facilities to decrease use of plastic bottles. Purpose 2: Improve pond water quality through public education, regulation and mitigation activities • Weed harvesting was conducted at Walkers Pond (Brewster Ponds Coalition-BPC & Department of Natural Resources-DNR). • Sediment analysis was studied at Walkers Pond to better understand poor water quality (DNR). • Permitting criteria was developed for rain gardens (Conservation Commission-CC). • Upper Mill Pond was treated with allum (DNR). • Brewster Ponds Overview was published (BPC). Purpose 3: Protect water quality of marine watersheds •Fertilizer use at Captains Golf Course was monitored and reduced to mitigate nitrogen loading to Pleasant Bay. • State DEP Watershed Permit was obtained for Pleasant Bay (Pleasant Bay Alliance-PBA, Town Planner, & DNR). • State Grant was obtained for alternatives analyses in the Pleasant Bay watershed management plans for Orleans, Brewster, Harwich and Chatham (Pleasant Bay Alliance-PBA). OPEN SPACE Purpose 1: Improve public access to and expand the use of recreational areas • Parking capacity at Crosby landing was expanded (Department of Public Works-DPW). • CCRT extension to Linnell Landing is at final design; funding not yet identified (DNR). • New public trails were opened at Bakers Pond and No Bottom Pond (DNR & BCT). • A new version of the Guide to Brewster Walking Trails was distributed (DNR & BCT). • Land purchases at Long Pond Woodlands and McGuerty Road offer future trail networks (Town). • State Oliver/GIS system has been used to identify areas of high environmental sensitivity- habitat and drinking water supply (Town & BCT). • Update of the Drummer Boy Park Master Plan is underway (DNR). •Update of the Open Space and Recreation Plan is underway (OSC & DNR). • ‘Walking Wednesday’ series were started to familiarize people with Brewster trails (BCT). • Eddy School classes use Vernal Pool trail for science study (Eddy School & BCT). Purpose 2: Prioritize environmentally sensitive areas for preservation • Between 2018-2020, 13 parcels totaling 113 acres within the drinking water supply areas (Zone II) have been protected (Town & BCT). •Areas of highest priority for natural resource protection (habitat and drinking water supply) and housing have been mapped, with Brewster as a pilot community (Association to Preserve Cape Cod-APCC & Housing Assistance Corporation-HAC). • Funding partnerships for acquisitions have included Community Preservation Committee (CPC), State grants, individual donations, foundations, and conservation tax credits (Town & BCT). • Brewster Water Department (BWD) created funding within its tariff structure for land protection in the drinking water supply areas. •Identification of encroachments and redress actions on conservation lands has been increased (Town & BCT). • Trail marking, signage, and stewardship of conservation lands has been increased (DNR & BCT). Purpose 3: Maintain open space through density and development standards • Coastal Management Plan identifies need to reduce coastal threats through zoning and other regulations. • Application of Natural Resource Protection Bylaw made acquisition of Long Pond Woodlands affordable for conservation. HOUSING Purpose 1: Promote Housing Choices to allow families to live, work, prosper. • CPC funded Housing Coordinator position. • Town Meeting adopted (2018) an Accessory Dwelling Unit (ADU) bylaw; 20 units (both ADU and “in-law”) approved as of 2021. • Municipal Affordable Housing Trust was established in 2018. •Millstone Road housing development feasibility study is in progress. • Home ownership buy-down assistance program was established in 2018; Rental & Home Repair assistance program funding through CPC and HAC; $250,000 in short-term rental tax funds to Housing Trust. • Education forums for the public are on-going through BHP, CPC, HAC, CDP, AHT, and include annual Housing Institute. • CPC supported housing projects, including Paul Hush Way, Brewster Woods, Red Top Road, Veteran’s Housing. Purpose 2: Provide opportunities for an aging population •Former Wingate property is being redeveloped as Serenity Brewster, with 131 units of 55+ Senior Housing and 20% deed restricted affordable, as a public/private partnership (no public funds, but local guidance and permitting support). Purpose 3: Address housing needs of year-round and seasonal workforce • Ocean Edge workforce housing was developed as a public/private partnership. COASTAL MANAGEMENT Purpose 1: Protect Coastal Resources • The Natural Resources Advisory Commission was formed in 2020 to implement Coastal Resources Management Plan (SB). • The Town partnered on a Cape Cod Commission and State EEA grant to develop a model coastal resiliency bylaw (Town Planner). • Partnerships with non-profits on coastal resiliency demonstration projects include Crosby Landing culvert replacement (DNR & DPW); Pleasant Bay Watershed Permit for nitrogen mitigation and watershed restoration (PBA, Town Planner, DNR, & Health Agent) • Stormwater Management zoning bylaw, consistent with State MS4 permit requirements, will be presented at Fall 2021Town Meeting (PB & Town Planner). Purpose 2: Maintain and expand public access for all through public consen- sus and explore alternative modes of transportation and access points •CCRT extension to Linnell Landing is at final design; funding not yet identified (DNR & PB). Purpose 3: Adapt to Climate Change • Model Coastal Resiliency bylaw, including zoning amendments to minimize development scale, is under development with assistance from the Cape Cod Commission (Town Planner, PB, & CC). • Town has obtained grant funds (MVP, Hazard Mitigation, Model Resiliency Bylaw, etc.) to further climate adaptation efforts (TA, Town Planner, & DNR). • NRAC has been tasked with viewing all actions through a Climate Change lens. LOCAL ECONOMY Purpose 1: Build a “green” economy based on the town’s natural beauty and resources • Brewster was designated a “Green Community” (Town). • New Cultural Trail was introduced in April 2021 to highlight cultural amenities of Brewster (CoC). • Recycling has been actively promoted to all summer rentals (CoC). • Brewster businesses, departments, non-profits and committees collaborated to promote Brewster in Bloom, Conservation Day, Beach Clean-up and Brewster for the Holidays (CoC). • Two solar panel arrays have been installed at the Captain’s Golf Course (Town & PB). • Importance of the local marine economy, particularly the shellfish grants at Ellis and Mant’s Landings, was communicated as part of the “Blue Economy” (Town & DNR). Purpose 2: Foster small businesses compatible with the town’s character and promote year-round employment • “Small Business Saturday” was promoted with small businesses (CoC). • Small businesses were supported to lengthen their season from early spring through autumn (CoC). •Town worked to help Ocean Edge stay open year-round (Town & Ocean Edge). • Work was started on an on-line permitting platform to improve timeliness of issuance and for a guide to “Doing Business in Brewster” (Town). GOVERNANCE Purpose 1: Expand and improve communication to citizens about Town plans and activities. • Town Meeting approved the Town Charter (SB, Town Administration-TA). • A new user-friendly Town website was developed; rollout is expected soon. (TA, IT Director, & COA Director). • Announcements about Town affairs are now cross-posted on the Town website through social media (TA, IT Director, & Channel 18). •PBGTV and LCTV programming for older residents was increased (COA). •A new “Citizens Forum” was added to many Town Committee’s standing meeting agendas. •Select Board’s improved communications policies include “Public Engagement Policy” (2019), “Responding to Public Comment Policy” (2019), and “Rules of Order Policy” (2020). • Town and CoC have enhanced communication with business owners and customer service (TA & CoC). Purpose 2: Expand the volunteer base to increase the use of citizen expertise and build diversity in decision-making. •COA Volunteer Coordinator program has been expanded (COA). •“Serve Your Community” form is used for open volunteer positions (TA & Town Clerk). •“Citizens Leadership Academy” is in planning stages (TA). Purpose 3: Strengthen the customer service approach to Town services. • Customer service training is provided to staff. The Town Administrator holds quarterly meetings with staff; monthly meetings with Department Heads. • Town Hall “Greeter” position was created during summer of 2019 (TA). •E-permitting for building, health and planning departments is soon to launch. (TA, IT Director, & Dept. Heads). COMMUNITY INFRASTRUCTURE Purpose 1: Create a community center to house activities and interaction for people of all ages • Town Meeting approved feasibility study for a community center (need, site options, programming) but start up delayed by COVID. • Town Meeting approved a feasibility study of school consolidation; Request for Proposals has been issued for a consultant (TA). Purpose 2: Expand bike and pedestrian trails and paths for recreation and transport throughout town •Complete Streets approach was adopted; public outreach to determine priorities will start in Fall 2021 (SB). •Re-paving of Rte. 137 between Rte. 6A and Rte. 124 was designed according to Complete Streets guidelines [sidewalk, bike access] (DPW). • Extension of the CC Rail Trail from Nickerson State Park to Linnell Landing is at 75% design, but funding is not yet identified (DNR). • Flashing lights were installed on CC Rail Trial crossings (DPW & Bikeways Committee-BC). • Bike safety cards are being distributed at Town Information Center (CoC & BC). • Bike safety information is provided on website and in Best of Brewster magazine (CoC). •Mapping bike routes across town has started (BC & CoC). • Brewster Bike Day was held with bike rodeo and bike education activities (BC & Recreation Dept-RD). • Resurfacing the gravel path between Stony Brook and Eddy Schools is under study (DPW & BC). • Outdoor Club at Eddy School held bike ride of the CC Rail Trail (RD). Purpose 3: Provide active recreation opportunities and facilities, including those for youth • Eddy School gym has been used for senior activities (COA & RD). • Town 5-Year Capital Plan includes expanded recreation facilities such as playground and ADA access at Freeman’s Way ballfields (RD). • Update of the Drummer Boy Master Plan is underway (DNR). • RD uses were examined to determine summer camp and other programming needs. ACTIONS BY BUILDING BLOCK