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HomeMy Public PortalAboutSelect Board Meeting Packet - 10.03.22Select 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 Town of Brewster Select Board 2198 Main St., Brewster, MA 02631 townadmin@brewster-ma.gov (508) 896-3701 SELECT BOARD MEETING AGENDA Remote Participation Only October 3, 2022 at 6:00 PM Pursuant to Chapter 107 of the Acts of 2022, this meeting will be conducted in person and via remote means, in accordance with applicable law. This means that members of the public body may access this meeting in person, or via virtual means. In person attendance will be at the meeting location listed above, and it is possible that any or all members of the public body may attend remotely. No in -person attendance of members of the public will be permitted, and public participation in any public hearing conducted during this meeting shall be by remote means only. Members of the public who wish to access the meeting may do so in the following manner: Phone: Call (312) 626 6799 or (301) 715-8592. WebinarID:890 9291 0526 Passcode: 509224 To request to speak: Press *9 and wait to be recognized. ZoonrWebinar: https://us02web.zoom.usf/89092910526?pwd=WHM2V3hrVkIhSTIoWWhVU09kanUz0T09 Passcode: 509224 To request to speak: Tap Zoom "Raise Hand", then wait to be recognized. When required by law or allowed by the Chair, persons wishing to provide public comment or otherwise participate in the meeting, may do so by accessing the meeting remotely, as noted above. Additionally, the meeting will be broadcast live, in real time, via Live broadcast (Brewster Government TV Channel 18), Livestream (livestream.brewster- ma.gov), or Video recording (tv.brewster-ma.gov). 1. Ca11 to Order 2. Declaration of a Quorum 3. Meeting Participation Statement 4. Recording Statement 5. Public Announcements and Comment: Members of the public may address the Select Board on matters not on the meeting's agenda for a maximum 3-5 minutes at the Chair's discretion. Under the Open Meeting Law, the Select Board is unable to reply but may add items presented to a future agenda. 6. Select Board Announcements and Liaison Reports 7. Town Administrator's Report 8. Consent Agenda a. Meeting Minutes: September 26, 2022 b. Appointment Michelle Bitzer- Brewster Bicycle and Pedestrian Committee c. Fee Waiver Request: Blueberry Hills Property Owners Association (Recycling Center) d. Proposed Fee Increases at the Brewster Recycling Center e. Proposed Snow and Ice Contractor Rate Increases f. One Day Liquor License Applications - Brewster Ladies Library, Brewster Chamber of Commerce 9. Public Safety Update - Police Chief Eldredge & Fire Chief Moran 10. Update on Brewster Fire Department 2022-2026 Strategic Plan Progress & Discuss and Vote on Funding Request for Staffing Study - Chief Moran (Select Board FY23-24 Strategic Plan Goal G-8) 11. Presentation on Diversity, Equity, and Inclusion (DEI) Sociodemographic Report and Discuss Potential Next Steps - Earl Hinton (Select Board FY23-24 Strategic Plan Goal CC - 3) 12. Discuss and Vote on Proposal to Apply for Community Compact Best Practice Grant Funding to Support DEI Policy Audit & Updated 5 -Year Age -Friendly Community Action Plan (Select Board FY23-24 Strategic Plan Goals CC -3 & CI -2) 13. Review and Vote on Potential Library Renovation Project and to Disband Library Building Committee - Select Board FY23-24 Strategic Plan Goal CI -1 14. Discuss and Vote on Fall 2023 Special Town Meeting Warrant Articles 15. FYIs O1111 1 1 1 1 1 lll///////// 0�C 0*''" q e .'.9 %o ANA;% fA rrt S Mil 11111 I 1111110 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 16. Matters Not Reasonably Anticipated by the Chair 17. Questions from the Media 18. Next Meetings: October 12, October 17, November 7 and November 14, 2022 19. Adjournment Date Posted: 09/29/2022 Date Revised: Received by Town Clerk: 208 S. Great Road · Lincoln, MA 01773 · 781-259-9500 · fax 781-259-8899 · massaudubon.org September 28, 2022 Mr. Peter Lombardi, Town Administrator Town of Brewster 2198 Main Street Brewster, MA 02631 Peter, On behalf of Mass Audubon, I am providing this letter reiterating our pledge of $1.5 million to support the Town of Brewster in the protection of the Long Pond parcel of the former Cape Cod Sea Camps. I am also pleased to share that Mass Audubon now has raised all of the $1.5 million pledged towards this project. Conservation of this property remains a high priority for Mass Audubon due to it being one of the largest remaining undeveloped properties on the Cape. It is ecologically significant with a section of coastal plain pond shoreline being a globally rare ecosystem. This land is also within the Zone 2 drinking water protection zone for three different public drinking water wells, and is thus very important to protecting the town of Brewster’s drinking water. In exchange for this pledge, Mass Audubon expects the following: • Holding a joint (co-held) Conservation Restriction (CR) with the Brewster Conservation Trust that protects the land’s natural conservation values. • Inclusion of affirmative rights in that CR for Mass Audubon to host educational programs for the public and schoolchildren, as well as a nature camp for children. The above stipulations are stated with the understanding that the Town is considering multiple other uses for the land such as affordable housing or active recreation. We recognize that the Town of Brewster has other urgent needs such as the very real affordable housing crisis. Other uses like these can be accommodated in a complementary way such that they do not significantly diminish the land’s conservation values. We also respect that the Town is going through an extensive public master planning process and that the Town cannot commit to the above contingencies until that process is complete. Given this, we would anticipate that the transfer of funds from Mass Audubon to the Town would occur after these above stipulations are assured. We would thus plan to make the transfer 208 S. Great Road · Lincoln, MA 01773 · 781-259-9500 · fax 781-259-8899 · massaudubon.org of funds to the Town for this project at the recording of a CR with affirmative rights to Mass Audubon as previously described. We remain enthusiastic supporters of conservation of this land and look forward to seeing the results of the Town’s master planning process. Sincerely, David J. O’Neill President Mass Audubon C: 202-365-3703 doneill@massaudubon.org cc: Amy Henderson, Brewster Conservation Trust STATE ELECTION NOVEMBER 8TH, 2022 Information for voters: Polls will be open from 7am until 8pm 1848 Main Street Fellowship Hall/Brewster Baptist Church In-Person Early Voting: 2198 Main Street Town Hall - Room C October 22nd – Saturday – 9am – 3pm October 24th – Monday – 9am – 1pm October 25th – Tuesday – 11am – 3pm October 26th – Wednesday – 9am – 1pm October 27th – Thursday – 11am – 3pm October 28th – Friday – 9am – 1pm October 29th – Saturday – 10am – 4pm October 31st – November 4th – 8:30am – 4:00pm daily Vote by Mail: If you already submitted a postcard for “all elections this year” in 2022, you are all set. Your ballot will be mailed the first week of October. For those who did not return a postcard previously, the state will be mailing out a 2nd round of postcards beginning September 19th. If you want to vote by mail for this election, check the appropriate box, sign and date the postcard, then put in the mail – no postage necessary. The last day to request ballot by mail is November 1st. Returned ballots may be left outside of Town Hall in the Town Clerk Dropbox, mailed in the provided envelope, or brought into the Town Clerk’s Office. Please remember to sign your ballot envelope – this is required to deposit the ballot. The last day to register to vote for the November 8th election is Saturday October 29th Any questions, please call 508-896-4506. Thank you. Select Board Mtg 10.03.2022 1 Agenda Item #8: Consent Agenda Cover Page a) Meeting Minutes: September 26, 2022 Draft meeting minutes from the Select Board regular session meeting on September 12, 2022 have been submitted for approval. Administration Recommendation: We recommend the Select Board approve the meeting minutes as presented. b)Appointments: Michelle Bitzer- Bicycle and Pedestrian Committee Michelle Bitzer has submitted her application and followed the Select Board appointment policy for the vacant member position on the Brewster Bicycle and Pedestrian Committee. The Select Board liaison has recommended her appointment. This is for a 3-year term ending June 30, 2025. Administration Recommendation: We recommend the Select Board approve this appointment. c)Request for Waiver of Fees- Blueberry Hills Property Owners Association (Recycling Center) The neighborhood association is requesting a waiver of fees to dump brush at the transfer station on Saturday, October 22, 2022, with a rain date of Sunday, October 23, 2022. The clearing of brush along the road will ensure the road is passable to emergency vehicles and will be completed by neighborhood volunteers; they expect one or two pickup truck loads. Administration Recommendation: We recommend the Select Board approve this fee waiver request. d)Proposed Fee Increases at the Brewster Recycling Center The Department of Public Works Director is requesting an increase of fees due to increase of disposal costs. The proposed increased fees to Construction and Demolition debris and tires that are presented have been determined after review and analysis of existing fees. The Recycling Commission voted unanimously to support the fee revisions. Administration Recommendation: We recommend that the Select Board approves the fee increases. e)Proposed Snow and Ice Contractor Rate Increase The Department of Public Works Director is proposing an increase to the current pay rates for private snow and ice contractors and a per hour bonus for contractors that submit paperwork by November 30, 2022. The pay increase incentive is to attract private contractors to assist the DPW in snow and ice operations. The proposed increases and additional incentive are consistent with surrounding communities. Administration Recommendation: We recommend the Select Board approves the rate increase and incentive. f)One Day Liquor License Application- Brewster Ladies Library, Brewster Chamber of Commerce The Brewster Ladies Library will be hosting a reception on Saturday October 22, 2022 from 530pm – 630pm. During the reception they would like to serve wine to their expected 75 Select Board Mtg 10.03.2022 2 attendees. Town Administration does not have liquor liability insurance for any Town buildings, we have requested that the Brewster Ladies Library Association assume liquor liability for this event. The Health Department has requested that since it was noted that food will be provided, they contact the Health Department for any permits they may need. The Police and Fire Departments have no concerns with this application. The Brewster Chamber of Commerce will be hosting a member networking meeting on Thursday October 6th at Allard Farm, 68 Eldridge Road from 5:00pm – 7:30pm. They would like to serve beer and wine to their anticipated 40 guests. The Brewster Chamber of Commerce will need to follow up with the Health Department if any food permits are required. Town Administration, Police and Fire Departments do not have any concerns with this application. Administration Recommendation: We recommend the Select Board approves these one-day liquor license application. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 Select Board 09.26.2022 www.brewster-ma.gov Page 1 of 11 Office of: Select Board Town Administrator MINUTES OF THE SELECT BOARD MEETING REGULAR SESSION DATE: September 26, 2022 TIME: 6:00 PM PLACE: Remote Participation REMOTE PARTICIPANTS: Vice Chair Chatelain, Selectperson Hoffmann, Selectperson Bingham, Selectperson Chaffee, Town Administrator Peter Lombardi, Assistant Town Administrator Donna Kalinick, Chris Miller, Rich Claytor, Amy Ball, Hal Minis ABSENT: Chair Whitney Call to Order, Declaration of a Quorum, Meeting Participation Statement and Recording Statement Vice Chair Chatelain called the meeting to order at 6:00pm, read the meeting participation and recording statement and declared a quorum announcing members of the Select Board present. Public Announcements and Comments None Select Board Announcements and Liaison Reports Selectperson Chaffee shared that the Cape and Islands Municipal Leaders Association will hold their next meeting on October 14th at 9am at the Cape Tech Regional Highschool, this meeting will be in hybrid format. All Select Board members and Town Administrators are invited to attend. Town Administrator’s Report Mr. Lombardi provided the following updates: County American Rescue Plan Act (ARPA) Funds o Last year Barnstable County received $42M in ARPA funds, Brewster and other communities advocated that 100% of these funds be distributed directly to the towns. Ultimately the County decided to allocate $10M to the Towns, Brewster was eligible for a little under $500K. o There were some exceptions to the eligible use of the funds, including revenue replacement and Covid premium pay, at this point only a handful of Cape towns (all upper and mid Cape towns) have received approval for their projects from the County. At the same time the Federal Government has reduced reporting and procurement requirements of revenue replacement expenses of ARPA funds. o The Assembly recently introduced an ordinance that would make revenue replacement an eligible use. This allows us to use the funds for operating expenses for various capital projects. Town received two grant awards: o Coastline Zone Managements Coastal Resilience Grant Program in the amount of $288K. This is in partnership with Dennis and Orleans on a project to develop a coordinated and integrated approach to manage our collective coastlines and try to develop and administer climate mitigation strategies. Brewster is the lead community on the project. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 Select Board 09.26.2022 www.brewster-ma.gov Page 2 of 11 Office of: Select Board Town Administrator o Through the State’s Municipal Vulnerability Preparedness Grant Program, the four towns that are members of the Pleasant Bay Alliance received $292K. The grant is to develop a Climate Adaptation Plan for Pleasant Bay to respond to anticipated sea level rise and the related threats to the embayment. Community Rating System (CRS) Upgrade o Due to the efforts of our Building and Planning Departments over the past several years, the Town was notified that our CRS rating through the National Flood Insurance Program (NFIP) was upgraded to a class 8. o Residents will receive a 10% discount on their NFIP insurance policies starting next April for at least the next 5 years. CERT Team Kudos o CERT is a great resource for the Town, helping with events from Town Meetings to events at the Sea Camp property. Most recently they stepped up and helped, with short notice, the County and State officials to help place the 50 immigrants from Martha’s Vineyard to Joint Base Cape Cod. CERT teams helped prep dorms to help facilitate their arrival. Crosby Mansion Haunted House o Excited to announce our first ever Haunted House at Crosby Mansion. The event will be held over 5 nights (2 weekends) from 5:30pm – 8:30pm. o A community event for all ages, there will be a separate Recreation Department event for younger kids on Saturday October 29th from 2pm – 4pm at the Mansion. o Tickets are now available for $12 per person on the Brewster Recreation homepage. o Thank you to Richard Archer and the Nauset High Players drama club for their help in putting together this event. Consent Agenda a.Meeting Minutes: September 12, 2022 b.Appointments: Sid Smith, Special Police Office; Patricia Semple, Recycling Commission c.Request for Waiver of Fees: Habitat for Humanity of Cape Cod d.Town Landing and Public Beach Access Request: Breakwater Beach e.Change of Manager: Ocean Edge Resort & Conference Center’s Liquor Licenses f.One Day Liquor License Applications: Brewster Sportsman’s Club and Chatham Bars Inn Farm (2) g.One Day Entertainment License- Chatham Bars Inn Farm h.Select Board Letter of Support & Request for Approval to Submit Grant Application: T-Mobile Hometown Grant i.Off-Season Memberships at Captains Golf Course j.New Town Information Technology Policies k.Permission for Access to Town Property to Conduct a Native Plan Survey l.Facility Use Request- Ellis Landing Selectperson Hoffmann requested two minor edits to the meeting minutes of September 12, 2022. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 Select Board 09.26.2022 www.brewster-ma.gov Page 3 of 11 Office of: Select Board Town Administrator Selectperson Hoffmann moved to approve the Consent Agenda as amended. Selectperson Bingham second. A roll call vote was taken. Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Bingham-yes, Vice Chair Chatelain-yes. The Board vote was 4-Yes, 0-No. Discuss and Vote to Sign Regulatory Agreement with Habitat for Humanity for Red Top Road Housing Project Ms. Kalinick noted that the Regulatory Agreement is between the Town, Habitat for Humanity and the Department of Housing and Community Development (DHCD). This is a purposed 2 home build off Red Top Road, made possible through a generous donation of land by a Brewster resident. Habitat for Humanity has received their comprehensive permit and this is the last step in the regulatory process. The Regulatory Agreement was reviewed by both the DHCD legal counsel and the Town’s legal counsel. Vote tonight is to authorize the Chair to sign the agreement. The build is expected to begin in October. Selectperson Hoffmann moved to approve the Regulatory Agreement between the Town of Brewster and Habitat for Humanity for two homes off Red Top Road and authorize the Chair to sign the agreement. Selectperson Chaffee second. A roll call vote was taken. Selectperson Hoffmann-yes, Selectperson Chaffee- yes, Selectperson Bingham-yes, Vice Chair Chatelain-yes. The Board vote was 4-Yes, 0-No. Presentation of Conceptual Designs for Wing Island Boardwalk Project, Review of Resident Feedback, and Discuss Nex Steps for Public Forum #2- Select Board FY23-24 Strategic Plan Goal CM-1 Vice Chair Chatelain introduced the agenda item and stated that this is intended as a working session for the Board to review and discuss feedback, the Board will not be taking public comment. There will be a forum where residents will have the opportunity to provide comment at a later date. The presentation started with the history of landmark properties which included the Town’s acquisition of Wing Island in 1961, the purchase of Drummer Boy Park in 1988 and Town Meeting adoption of the Master Plan for Drummer Boy Park first in 1995 and adoption of an updated plan in 2021, which included the proposed connection from Drummer Boy Park across Cedar Ridge to Wing Island. Access to Wing Island has been a subject the Town has sought to address since it first acquired the property, the right of way was given to the Town by the Museum so that an access road could be constructed out to the island. Thought it was never constructed, it was the intent at the time. Most recently the concept of constructing an elevated boardwalk has been identified through our Coastal Adaptation Strategy, the Coastal Resource Management Plan, the Vision Plan, the Select Board Strategic Plan and the draft Local Comprehensive Plan. Mr. Lombardi reminded the group that Town Meeting unanimously approved the updated Drummer Boy Park Master Plan and spending $50K of Town funds on Wing Island boardwalk design and permitting. Adding that the Select Board tries to inform their policy decisions from collective planning processes and opportunities for community input. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 Select Board 09.26.2022 www.brewster-ma.gov Page 4 of 11 Office of: Select Board Town Administrator Mr. Lombardi reviewed the goals of the Wing Island Boardwalk project: Drummer Boy Park Master Plan Natural Resources Director, Chris Miller, presented the Drummer Boy Park Master Plan goals, noting that the original plan was over 30 years old. Mr. Miller explained some of the recent upgrades at Drummer Boy Park and noted that in 2021 a Drummer Boy Park Master Plan Update Committee was formed. The goals of the new plan that reflect the uses and desires of the community goals are to: Preserve the character of the park Improve view of the bay Enhance existing uses Provide additional access to and throughout the park The plan also accounts for future increased use of the park following construction of the elevated boardwalk which includes parking plans, stormwater, and additional walking trails. Mr. Miller reviewed the locations that the proposed boardwalk would connect and provided maps of existing trails. Concept Plans Rich Claytor, President and project manager from the Horsley Witten Group, reviewed the proposed boardwalk location. Mr. Claytor presented initial concepts that were formed based on the topography, geotechnical investigations, and investigations into both the current flood plain and sea level rise. Mr. Claytor noted that the boardwalk as currently proposed is 6ft to the grade above the marsh, with another 5ft or so for eye viewing. A slide was shared with the existing mean high-water level, as well as the mean high- water levels expected in years 2050 and 2070 and the flood elevations. The current 100-year flood plain is 14ft. For the connection from Drummer Boy Park, one possible alignment would connect to the other boardwalk, the elevation proposed is 15ft, which would allow the flood waters to go underneath the boardwalk. Mr. Claytor emphasized that these are initial numbers, the boardwalk does not have to be above the velocity as there is no regulatory requirement, however it is a risk management decision. Adding that the State does ask to look at the future flood waters and design accordingly. Mr. Claytor reviewed the low impact structural design using helical piles that have minimal footprint and have a high weight bearing capacity and are resistant to overturning. Project Funding Mr. Lombardi reviewed the project funding, sharing that the anonymous donor was facilitated through the Brewster Conservation Trust last year. The donation was not solicited by the Town and the donor is someone who has a long history of local philanthropy to support conservation projects. Their donation was after the discussion about this project had started and their donation is not tied to a specific vision for this project. 1.Improve accessibility 4. Preserve habitat 2.Connect Open Space properties 5. Climate change adaptation 3.Improve user experience 6. Address safety hazards Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 Select Board 09.26.2022 www.brewster-ma.gov Page 5 of 11 Office of: Select Board Town Administrator The donor has not been involved in the design process and they have not asked to be part of the process going forward. Design & Permitting Cost $130,000 o Mass Trails grant $50,000 o Town funding $50,000 o Private Donor $30,000 Construction Cost TBD* (detailed cost estimate expected once design is further advanced) o Private Donor $1,000,000 Mr. Lombardi shared that there are a number of State grants that this project would likely be competitive for, but there is no guarantee that the Town would secure the grant funds. Should the Town need additional funds to move forward, we would likely have to go to Town Meeting to seek further appropriations. Resident Feedback Mr. Lombardi noted that the Town received 163 responses during the public comment period. Additional comments after the deadline are included in the FYI section of the packet. Details of the feedback include: At least 60% were opposed to the project as initially proposed, about 25% were in favor, and the remaining 15% provided constructive feedback about the project but did not express a strong position either way. General concerns about the project included environmental impacts to the marsh and the island, the increase usage to the island since there will be an easier connection from Drummer Boy Park and resource management; the ecology of the island and the extent to which the Town had the resources to manage the increase usage on the island. There was broad concern around the aesthetics and appearance of the boardwalk. There is a group of residents that have formed who are opposed to the project, they have submitted a petition to the Select Board with 50 resident signatures expressing their specific concerns as a group, this is included in the packet. Environment Impact In terms of the environmental impact, there are significant regulatory considerations and in this case, there are over a half dozen agencies that have oversight and input on the project. The Town has retained Dan Zoto, a well-known local expert on Wing Island to conduct archeological survey for proposed project impacts. Potential for Overuse Horsley Witten is undertaking a carrying capacity analysis which will look at the extent to which the proposed project will have an impact on Wing Island and can accommodate the volume of visitors that we expect. The analysis will also take into account current usage through the Cape Cod Museum of Natural History programming, the most recent data is that they send approximately 10,000 visitors a year. This will also look at anticipated parking capacity at Drummer Boy Park. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 Select Board 09.26.2022 www.brewster-ma.gov Page 6 of 11 Office of: Select Board Town Administrator Appearance and Height The project is currently a conceptual design, providing preliminary options to solicit feedback from residents. There have been no final decisions around the specific route of the boardwalk, the height, width or materials. The proposed height for the most part is about 7 ft above the marsh. The height is intended to account for the anticipated sea level rise projections over the next 20 and 40 years, to construct a boardwalk that would be above mean high tide in 50 years. Proposed Project Adjustments Based on the feedback and internal review, Mr. Lombardi proposed changes to the preliminary design to refine the following (Concept 1): Reduce the proposed width from 10’ to 6’ and reduce the size and number of overlooks. ADA compliance requires 5’ minimums. Move Drummer Boy Park connection closer to coastal bank. Consider reducing height, there are permitting considerations that need to be considered. Develop an alternative option (Concept 2): Construct an elevated boardwalk over the existing footprint, there would be no direct connection to Drummer Boy Park, reduce width to 6’, and consider reducing height. Provide ADA access to Route 6A sidewalk Construct ADA path from Drummer Boy to Cedar Ridge with marsh overlook Rich Claytor provided additional details on the concepts outlined above. What’s Next Mr. Lombardi shared that we are looking for the Select Board to provide policy direction on the suggested alternatives and options. With this feedback, the Town will work with Horsley Witten to prepare more detailed concept plans. The carrying capacity analysis should be finished up in anticipation for a follow-up community forum this fall. Mr. Lombardi stressed that the permitting will not proceed until we have more public feedback and the Select Board has an opportunity to make policy decisions on the project after the forum. There is no article planned for Fall 2022 Special Town Meeting. The Select Board members took turns providing feedback and asking questions about the presentation. Selectperson Chaffee asked for the approximate distance from Drummer Boy Park across the proposed boardwalk, onto Wing Island and then out to the beach. Mr. Claytor shared that the total length of boardwalk is about 2500ft. Mr. Miller after some research shared that from the circle at Drummer Boy Park to the beach is about .67miles and for concept 2 from 6A to the beach is about half a mile. Selectperson Chaffee support the project and believes this will offer our community a number of significant benefits. Adding that this project was a result of Brewster residents indicating through key Town plans that they wanted better access to Wing Island. Selectperson Chaffee would like to see the scope downsized as much as possible, while still providing safe access and complying with Federal ADA law. The Town has a long tradition of commitment to environmental protection and Horsley Witten has been our partner in water Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 Select Board 09.26.2022 www.brewster-ma.gov Page 7 of 11 Office of: Select Board Town Administrator quality protection for many years, we have demonstrated our commitment and we should be able to move forward in a thoughtful way. Selectperson Bingham commented on the situation with the Sandwich Boardwalk and feels it is important to learn from our neighbors. Mr. Lombardi shared some details of other boardwalk locations on the Cape. Selectperson Hoffmann inquired about concept 2 and if the Town has easement to use the property for the proposed pathway. Mr. Claytor answered that this is considered a paper street and it is an existing Town right of way. Mr. Lombardi added the reason it is called Wing Island Road was that the plan after the Town acquired the property was to build a road 6ft above the marsh out to Wing Island. Selectperson Hoffmann believes any and all conceptual design elements should really lead to improved accessibility with minimal impact on our natural environment. Vice Chair Chatelain remarked that this is public land and the Select Board should be ensuring best access to this land. The access at this time is inadequate and improvement ought to be made. Vice Chair Chatelain requested more information on both the ecological impact study and the carrying capacity study. Mr. Claytor shared that the analysis done to date is based on the change in demand to the parking at Drummer Boy Park and how many trips total and how many during the peak summer months. This is compared to the capacity of the trail system to accommodate the amount of people. The initial conclusion is that there would be increased trips and the trail system can accommodate them. Adding that what has not been done is to really dig into the ecological impacts to have to have better understanding of what is out there, rare or endangered species and erosion of any kind. The next phase is to take not just the increased demand and access but to look at how it translates to the ecological impacts, to do this, Horsley Witten needs to know more about Wing Island itself. Vice Chair Chatelain agrees that access from Drummer Boy Park is important and would like to see the height and width reduced to the minimum that would be responsible and allowed under State permitting. Mr. Lombardi recapped that the currently proposed height on the Wing Island side is 7ft above the marsh, but at Cedar Ridge the height was higher to meet the existing grade and to take into account the grass species for permitting, the height is 10ft above the marsh. Mr. Claytor commented that possibly at Cedar Ridge it could start at 9ft without impacting the bank. Adding that the minimum height of 5ft would be a good planning number, but anything lower would cause trouble. Amy Ball from Horsley Witten added that, with respect to the height at that particular location, it would be a matter of trying to do the best we can to minimize any impact, while looking to allow light to get beneath the boardwalk. There was additional discussion about the storm surge levels. The helical piles that are proposed have a 50-year design life; material selections come into play when reviewing budget. Vice Chair Chatelain confirmed a minimum of 5ft over the marsh and starting at approximately 9ft at Cedar Ridge. Width confirmed at 6ft with some turnouts. As small of a footprint as we can make it without impacting accessibility and ADA compliance. The Select Board will begin to look for dates for the next public forum. Residents can sign up on the website to receive news and information about the happenings in Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 Select Board 09.26.2022 www.brewster-ma.gov Page 8 of 11 Office of: Select Board Town Administrator Town. We take outreach seriously, whether larger strategic planning or project specific. The town will continue with our traditional approach and think outside the box to get as much input and participation as possible. Discuss and Vote to Disband Hazardous Waste Committee, Cable Advisory Committee, and Library Building Committee Mr. Lombardi reviewed that during the re-appointment process in June, it was identified that a handful of committees have been inactive for a number of years. The committees up for review are ad hoc/advisory committees put together by the Select Board, who have jurisdiction over them. Assuming the Charter is approved at the State level, the Town would bring at least two articles to Town Meeting next Spring to address other committees that are memorialized by Town bylaws. Selectperson Hoffmann mentioned the letter in the FYI packet from the Town of Amherst regarding the Massachusetts Board of Library Commissioners grant program award. Mr. Lombardi noted that there is a group that is trying to advocate for State funding to fill the gaps that have been identified in the library projects. There is the possibility that somehow the State could come through to help these projects move forward. Mr. Lombardi shared that the Town has not formally submitted a letter to the State letting them know we are not taking the grant. There is a scenario where the Town could maintain their grant funding and revisit the scope of the project. Selectperson Hoffmann moved to disband the Hazardous Waste Committee and the Cable Advisory Committee and hold off on the Library Building Committee. Selectperson Bingham second. A roll call vote was taken. Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Bingham-yes, Vice Chair Chatelain-yes. The Board vote was 4-Yes, 0-No. Discuss Formation of Town Administrator’s Water Resources Task Force- Select Board FY23-24 Strategic Plan Goal WR-1 Mr. Lombardi stated that this topic was identified as a goal in the Select Board Strategic Plan and that protecting our water quality and resources is a top priority of our residents. The Town has been working with Horsley Witten to continue to advance our water quality initiatives across the Town. These issues, initiatives and projects are all very complex on multiple levels that have significant impact on the Town and our residents. The goal is to formally convene a task force that will be structured as a working group under the Town Administrator. The group will be comprised of: Natural Resources Director Health Director Town Planner Select Board Liaison to Cape Cod & Islands Water Protection Fund Board Board of Health Chair or their designee Natural Resources Chair or their designee Brewster Ponds Coalition President or their designee Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 Select Board 09.26.2022 www.brewster-ma.gov Page 9 of 11 Office of: Select Board Town Administrator Mr. Lombardi stated that it is important to engage with our partners and stakeholders. We are looking to partner with the Brewster Ponds Coalition on a letter of interest for ARPA funds to move forward with an IA Pilot project. The group will meet monthly, and Horsley Witten has included in their scope of work technical support and attendance at these meetings. The task force will provide regular updates to the Select Board and relevant Town boards and committees. Mr. Lombardi shared that we received notification that Barnstable County received a SNEP grant to implement a regional Responsible Management Entity (RME) program. The Town has offered to partner with them to help provide some of the administrative, organizational, and logistical support to advance the IA systems. Selectperson Hoffmann inquired about having leadership from the Water Department on the task force. Mr. Lombardi agreed that it would make sense to either have the Superintendent or the Chair of the Water Commission involved. Selectperson Chaffee recommends the Water Superintendent. Discuss and Vote on Fall 2022 Special Town Meeting Warrant Articles Mr. Lombardi reviewed the following warrant articles: Article 1- Unpaid Bills; a handful of unpaid bills from previous years, totaling just under $5K. Requires Town Meeting approval; 9/10th vote. Selectperson Bingham moved to approve Article 1 Unpaid Bills. Selectperson Chaffee second. A roll call vote was taken. Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Bingham-yes, Vice Chair Chatelain-yes. The Board vote was 4-Yes, 0-No. Articles 6, 7, & 8 -Town Code Amendment to Limits of Debate, Town Code Amendment to Quorum Requirements, and New General Bylaw regarding Reconsiderations are articles that following the Annual Town Meeting in May the Select Board and Town Administration heard a lot of feedback from residents expressing their frustration with the meeting formats. Through de-brief with the Moderator and the Town Clerk looking for potential changes to Town Meeting bylaws to address the issues. Selectperson Hoffmann moved to approve Article 6. Selectperson Bingham second. A roll call vote was taken. Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Bingham-yes, Vice Chair Chatelain-yes. The Board vote was 4-Yes, 0-No. Selectperson Hoffmann moved to approve Article 7. Selectperson Bingham second. A roll call vote was taken. Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Bingham-yes, Vice Chair Chatelain-yes. The Board vote was 4-Yes, 0-No. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 Select Board 09.26.2022 www.brewster-ma.gov Page 10 of 11 Office of: Select Board Town Administrator Selectperson Hoffmann moved to approve Article 8. Selectperson Bingham second. A roll call vote was taken. Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Bingham-yes, Vice Chair Chatelain-yes. The Board vote was 4-Yes, 0-No. Article 9 – Town Code Amendment to Citizens Petitions Deadline for Special Town Meeting, current practice is a 45-day deadline, there is no bylaw. This is meant to clarify for both the Town and residents. Further language changes may be made to this article. Selectperson Hoffmann moved to recommend favorably on Article 9. Selectperson Bingham second. A roll call vote was taken. Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Bingham-yes, Vice Chair Chatelain-yes. The Board vote was 4-Yes, 0-No. Article 16- Appropriations from overlay; there is authorized but unissued debt on the books, looking to clear out the authorizations. Selectperson Hoffmann moved to recommend Article 16. Selectperson Bingham second. A roll call vote was taken. Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Bingham-yes, Vice Chair Chatelain-yes. The Board vote was 4-Yes, 0-No. Article 4- Town Code Amendment to Community Preservation Committee bylaw; in the packet is a tracked changes document provided by Hal Minis for suggested language changes to the CPC allocation formula bylaw. Hal Minis commented that the proposed language changes are to simply present what the CPC is proposing to do with their new allocation process in adopting the state minimums and conducting a 5-Year strategic planning process. The planning process produces an allocation policy and specific targeted guidelines. Mr. Lombardi noted that the CPC chair is aware of the proposed language changes, CPC does have in their planned upcoming meetings to review the recommendations and proposal and could provide recommendations back to the Select Board at their meeting on October 17. The Board decided to not vote on these changes at this time and will wait for input from the Chair of the CPC. For Your Information Mr. Lombardi referenced the draft correspondence that the Town will be sending out to Millstone Road residents soon regarding moving forward with the Millstone Road improvement project. The Town is seeking Town Meeting approval and authorization for the Town to enter temporary construction easements with residents. Matters Not Reasonably Anticipated by the Chair None Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 Select Board 09.26.2022 www.brewster-ma.gov Page 11 of 11 Office of: Select Board Town Administrator Questions from the Media None Next Meetings October 3, October 12 (Joint with Planning Board & Vision Planning Committee), October 17, November 7, and November 14, 2022 Adjournment Selectperson Chaffee moved to adjourn at 8:36. Selectperson Bingham second. A roll call vote was taken. Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Bingham-yes, Vice Chair Chatelain-yes. The Board vote was 4-Yes, 0-No. Respectfully submitted by Erika Mawn, Executive Assistant Approved: __________________ Signed: _________________________________________ Date Selectperson Hoffmann, Clerk of the Select Board Accompanying Documents in Packet: Agenda, TA Report documents, Consent agenda items, Red Top Road Regulatory Agreement, Wing Island Boardwalk documents, Memo to disband committees, Water Resources Task force proposal, Fall 2023 Special Town Meeting warrant review, FYIs. Joint Bds Appt Policy: FINAL Oct. 28 Appendix A Town of Brewster COMMITTEE APPOINTMENT APPLICATION FOR JOINT APPOINTMENTS 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 resume 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: (\t\‘ cY\et le ee C� 3. Phone Numbers: Home: 1 / 4. Email: 5. Are you a full-time Brewster resident? 6. Years you've lived in Brewster: 7. Are you registered to vote in Brewster? T-1 Yes es 8. Committees you'd like to be appointed to: 3‘xe‘L C__c)�,�..�ee Cell: No H No c•cv=k sor r?'3 NOTE: You may attach a resume or CV instead of completing items 9-13. Joint Bds Appt Policy: FINAL Oct. 28 9. EDUCATION. List schools attended, degrees/diplomas/certificates received, w.... Vag ,.... _. — --- Name of School Degree/Diplomas Certificates Date of Completion e(N coCCse ( kn.,J "t)c,3 \ $3O LVS 'J cA O- `-) \o5 ,.(-\, ..1 c,c- (..._,---\" P h0 k °A 10.000UPATION: Active Retired Not currently working 11.EMPLOYMENT EXPERIENCE. List employers, job titles and dates of employment for at least previous 3 years. Name of Employer Job Title Dates of Employment Et\t.Ck}U(' tz- ?_ c_;.n'c-ct \ c-\ LLb La.�6 5 c-c-ve C .)-.G t l — 110 :2_\ 12.GOVERNMENT POSITIONS. List any Town of Brewster or other government volunteer, elected, or appointed positions you now hold or have held. 13.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: CL ver,\<\\ `C. -t -)c.\ ska c‘03.0 Joint Bds Appt Policy: FINAL Oct. 28 14.GOALS: Please explain why you'd like to serve on a particular committee. /NNP.. e-)\-=\x-t•3c�s.�s co �,-,r ., i wee et\,Lovec ccz. b csr�� , �-S��CO�%` � b� re�c..c�.��c. 1.ak i4.1kct'fmG.k acYczr1+S�'cx1kc-ANo 'P`)( t605i2 t-1ece ..n eDrewNkeic -t G.cr Q \ec.c-a-Da acv �- Acv v)` cAcx e. 4S G \ Ice,i c-y‹kvG `•0-rckn S � ocAa�cx hea-kATh 0 -)calk e,n‘S k co rlr-NN< (Th\A C��e1't1S - 'i Wc)-Ad Wg-st \"1" 1Q3L. Oar es(bv Q tir-Acc7orc-c. 40VAA 15. EXPERIENCE & SKILLS: Please list any experience, achieveme:r: r, skills, or interests you have that would assist you to serve effectively on the GammEXkee you wish to serve on. Fir A-vio e.C&b,e s '� 5e�'v e d. c h QL)\0\‘C. hecA'C) ?(1)1 ' rTh`osA.N cv-Lk\r -o-c-N a-4 S -c--tcg" %, Cc-cAhk e... , v \; D'Me d.o INte€ sc.-rfe. . 16.TOWN EMPLOYMENT: Are you or any member of your immediate family employed by or receiving financial consideration from the Town of Brewster? Yes 7,] No 17. 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 18.LOCAL REFERENCES: Please provide the names and contact information for references (Brewster residents preferred): a. Name: :_or•..so r\e \•-1 Addres S'�' Phone Email: Relationship to you: S -c e.�ci b. Name: (A\ vzA-N-.Q ve`a3^ Address Phone: Email: Relationship to you: c.,<'r'ce('' _.. ..�.. a38 e-drv-\ \c ec* \\ (‘ci-Drm 19.ADDITIONAL INFORMATION. Please add any additional information you'd like. int Bds Appt Policy: FINAL 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: 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: The Commonwealth of Massachusetts Town of Brewster To Michelle Bitzer We, the Selectmen of Brewster by virtue of the authority in us vested by the laws of the Commonwealth, do hereby appoint you to the Brewster Bicycle and Pedestrian Committee for a 3-year term, expiring June 30, 2025 Given at Brewster this 3rd day of October 2022  Recorded A.D.   Attest:Town Clerk   September 22, 2022 Dear Brewster Select Board, I am writing to request a waiver of fees for our neighborhood association to dump brush at the transfer station on Saturday, October 22, 2022 with a rain date of Sunday, October 23, 2022. This is something that you have allowed us to do annually the past several years. On our private roads there are some areas where the roadside brush is growing into the road. This impedes traffic safety by forcing cars toward the middle of the road to avoid the brush. We also need to cut back some areas to comply with the requirements of the private road plowing policy of the Department of Public Works. The clearing work will be done by me along with a few neighbor volunteers. We will be using one or two pickup trucks to bring the brush to the transfer station. Thank you for your consideration and please let me know if you have any questions. Sincerely, Bruce Abbott Road Committee Blueberry Hills Property Owners’ Association 170 Old Valley Road, Brewster 508-896-8189 Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 MEMORANDUM TO: Brewster Select Board FROM: Griffin Ryder, Department of Public Works Director RE: Brewster Recycling Center Fee Increase Recommendations DATE: September 23, 2022 The Department of Public Works has conducted a periodic review and analysis of existing fees at the Brewster Recycling Center to determine if fee changes should be discussed and implemented. The last time fees at the BRC were increased was on March 15, 2018, due to increases in rising disposal costs. The Brewster Recycling Center operations continue to be impacted by rising disposal costs and, at times, limited disposal options for Construction and Demolition Debris (C&D) and Tires. The following provides information related to the proposed fee increases for C&D and Tires for review and discussion. Construction & Demolition: Proposed Increase C&D fees from $200.00/ton to $225.00/ton o Disposal costs are increasing each fiscal year with the new contract: Year 1(FY23): $190.00, Year 2(FY24): $198.00, Year 3(FY25): $206.00 Mixed Load: Remove from the fee item list. Mixed loads of C&D and metal will be charged the C&D rate. Tires: Increase Tire disposal fees for tires smaller than 17 inch (with and without a rim) to $10.00/each and tires over 17 inches (with and without a rim) to $25.00/each. Previous fees ranged from $5.00/each to $15.00/each. o Tire disposal costs are going up to $5.00/per small tires and $20/per large tire. These fee increases and changes were presented to the Recycling Commission at their meeting on Thursday, September 8, 2022. The vote was unanimous (6-0) to support the fee revisions and propose the revised fees to the Select Board for a vote. Thank you. Office of: Department of Public Works Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 MEMORANDUM TO: Peter Lombardi, Town Administrator FROM: Griffin Ryder, Department of Public Works Director RE: Private Snow & Ice Sub-contractor pay rate increases DATE: September 22, 2022 In an effort to retain our current private snow and ice contractors and attempt to recruit additional new contractors for uncovered routes the Department of Public Works (DPW) is proposing to increase our current pay rates for all listed equipment (see attachment) across the board by $5.00 per hour. As an additional incentive, the DPW is proposing to offer a $5.00 per hour bonus increase for contractors that submit their completed paperwork by November 30, 2022. Given the fuel price increases over the past year and the difficulty to secure qualified private contractors, we are hopeful these pay increase incentives will attract private contractors to assist us in our snow & ice operations in providing safe road conditions for the traveling public throughout Brewster. The proposed rate increase and additional incentive is consistent with what other surrounding communities are doing to try to retain and attract private snow and ice contractors. Thank you. Office of: Department of Public Works Page 1 TOWN OF BREWSTER 2022-2023 SNOW REMOVAL RATE SCHEDULE *4 Hour MINIMUM for All Sub-Contractors* Vehicle/Equipment Type 2021-2022 Rate Proposed 2022-2023 Rate Proposed 2022-2023 Early Submission Rate* Pick-up (4x4) w/ 8’ or larger Plow $90.00/Hr $95.00/Hr $100.00/Hr 1 Ton Dump Truck w/ 9’ or larger Plow $95.00/Hr $100.00/Hr $105.00/Hr 6 Wheel Dump Truck over 26,000 GVW w/ up to 11’ Plow $110.00/Hr $115.00/Hr $120.00/Hr 10 Wheel Dump Truck w/ up to 11’ Plow $130.00/Hr $135.00/Hr $140.00/Hr Loader - 1.5 - 3 CY Capacity $145.00/Hr $150.00/Hr $155.00/Hr Loader - 3 - 5 CY Capacity $160.00/Hr $165.00/Hr $170.00/Hr Back-Hoe $135.00/Hr $140.00/Hr $145.00/Hr Trax w/ plow $110.00/Hr $115.00/Hr $120.00/Hr Trax w/ snow blower $125.00/Hr $130.00/Hr $135.00/Hr *Completed paperwork must be submitted by November 30, 2022 By onAlt 9 1.9 �\ SE.P 2 6 ZOZZ 21 WS Main Street Brewster, MA 02631 Phone: (508) 896-3701 Website: www.brewster-ma.gov APPLICATION FOR ONE-DAv r 1rQOUR LICENSE Application must be submitted at least 2 weeks prior to the date of the event. Following submission of a completed application and payment, the request will be placed on a Select Board meeting agenda for review. Submit to Town Administration office or licensesnbrewster-mas-n,T Select Board Town Administration Application Fee: 535.00 CnniFin►>, 1 • A •+s.l:.•n.,•1- 1 .4! � • A.!•v�. oivii 1• r1►p11J1Ma111. Y111Vr11i1Q 11Uit Applicant/Property Owner: Applicant's Address: g ct L P ILL 3r u s I-6,, I (0,63/ Telephone # and Email Address: .163 5-4-\ 6l Section 2: Event Information Type of Event: Sit_wtvt_+su.e p nLad • Cirn/c Location of Event: L 2rL yekt) V0) L CS Date of Event & Proposed Times: J �� It DC, bed Z 21 2- Z- /5-5 Type of Liquor to be served (beer, wine, both, etc.): Number of attendees anticipated: Section 3: Server Information: Server name, address, and phone #: Z()3- --6—o( qs 51151 -tit- SI-eLo g1-? 9 Rry--11-2k1 �—-ekk)s , yu4- Has the server provided fingerprints to the Brewster Police Department in the last 3 years? Yes No *If no, please see page 2 and cohtact the Police Department to complete fingerprinting, the additional fees are to be paid directly to the Police Department. This may delay your application processing time. * Section 4: Additional Infophation: Will food be provided? Yes b' No If yes, please contact the Health Department for a Temporary Food Permit. Applicant Signature: (tk,PA_ Ftki-e,tu-.2( Date: Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-ODL – 46 2022-ODL-#49 FEE: $35.00 Town of Brewster Local Licensing Authority This is to certify that: Brewster Ladies Library Association IS HEREBY GRANTED A ONE-DAY LIQUOR LICENSE PERMT TO ALLOW: Wine For a Reception At the following address: Brewster Ladies Library, 1822 Main Street This one-day permit is effective on: Saturday October22, 2022, 5:30pm – 6:30pm Date Issued: October 3, 2022 Brewster Select Board __________________________ __________________________ __________________________ __________________________ __________________________ Office of: Select Board Town Administrator Board of Selectmen Town Administrator 2198 Main Street Brewster, Massachusetts 02631-1898 (508) 896-3701 FAX (508) 896-8089 S E P 2 7 2022 By APPLICATION FOR ONE -DAY LIQUOR LICENSE (must be submitted with application fee two (2) weeks prior to the date of the event) Applicant's Name: 62,2c -T t) (1n1120v (. )/u'?( tt'a Phone: A-7 ff- -c'5770 Applicant's Address: 021*� ,Al)ye4/ - Pp >1) -) I "� �IC la / Type of Event: Az„)r,b,A,/ ..iz ?IyLinar. 1 'Q Location and Address where Liquor will be served if different from Applicant's Address: i,t, V�r hg ��Pn.c t'*�,x'�R Date and hours requested for Licensed Authorization to serve Liquor: Day: 1 1y, QG/. ea/ eba.Z Times: 5 — 7.•(1/0/4 Types of Liquor to be served: /01. Will food be provided? 9. Number of attendees anti ipated? 4E0 Who will serve the liquor? Name: UJb) Address: ._2i�� �. . Q_u .,J Contact phone number(s) for Server(s): FEE= $35/day/location Signature of Applicant:/ Date: 945 -4 -- Signature indicating for Licensing Authority's Approval: Date Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-ODL – 46 2022-ODL-#50 FEE: $35.00 Town of Brewster Local Licensing Authority This is to certify that: Brewster Chamber of Commerce IS HEREBY GRANTED A ONE-DAY LIQUOR LICENSE PERMT TO ALLOW: Beer & Wine At a Member Networking Event At the following address: Allard Farm, 68 Eldridge Road, Brewster MA 02631 This one-day permit is effective on: Thursday October 6, 2022, 5:00pm – 7:30pm Date Issued: October 3, 2022 Brewster Select Board __________________________ __________________________ __________________________ __________________________ __________________________ Office of: Select Board Town Administrator Conditions: A barrier or signage should clearly delineate where people are permitted to consume the alcohol served. Brewster Fire/Rescue Strategic Plan Update October 3, 2022 Brewster Fire/Rescue Strategic Plan Update •Designed to recognize the strategic plan objectives and strategies either completed or in progress •Review essential resources required for sustained plan execution •Request formal approval and support for fire department organization and staffing study as illustrated in plan Brewster Fire/Rescue Strategic Plan Update •Original presentation to Select Board April 25, 2022 •Five goals or areas of intended future outcomes identified in plan •Professional Development •Cultural Development •Operations Excellence •Community Engagement •Resource Management •Twenty-one objectives or action guides identified within the goals •Forty-seven strategies or measurable activities supporting goal achievement identified within the objectives Brewster Fire/Rescue Strategic Plan Update •Goal #1 Professional Development •Delegation of decision-making and responsibility (department projects) •Received AFG Grant (152,000) for Fire Instructor and Fire Officer training •Established training and professional development team •Developed and implemented revised EMS and fire training schedule •Identified and executed outside SME training program •Initiated target hazard pre-planning program •Enhanced use of departments internet-based training program •Provide daily resources for training programs and events •Partnered with Rescue Association for funding of training conference attendance Brewster Fire/Rescue Strategic Plan Update •Goal #2 Cultural Development •Developed employee recognition team (annual awards/milestones) •Enhanced meeting frequency with IAFF Executive Board •Continued concept of group consistency in personnel assignments •Enhanced sponsorship of guest speaker and conference program offerings •Continued open door policy encouraging informal meetings and discussions •Enhanced internal communications •Quarterly officer meetings •Recurring department updates Brewster Fire/Rescue Strategic Plan Update •Goal #3 Operations Excellence •Initiated Strategic Planning process •Assignment of personnel to stipend positions empowering personnel participation in daily operations (IT, maintenance) •Maintained current minimum staffing levels throughout the calendar year (service delivery mandates) •Established team model for vehicle and equipment purchases (SCBA) •Initiated discussions with third party vendor (Lexipol) concerning SOG development and implementation •Developed standard project management template for assigned responsibilities Brewster Fire/Rescue Strategic Plan Update •Goal #4 Community Engagement •Developed community engagement team •Developed social media/website team •Finalizing the implementation of scheduling and event calendar software •Enhanced attendance at Town wide events •Scheduled Fire Prevention Week open house (October 15th) •Scheduled Citizens Fire Academy (October 19th) •Restoring monthly community CPR and Stop the Bleed program offerings Brewster Fire/Rescue Strategic Plan Update •Goal #5 Resource Management •Ongoing implementation of Statewide radio infrastructure upgrade and mobile repeater installation •Developed IT team •Training on scheduling and event calendar software complete •Examining installation of back-up server capabilities in EOC with Town IT •Continuing applications for Federal, State, and regional grants (SAFER, AFG, EMPG, Safe, Senior Safe, Firefighter Equipment) •Continuing efforts to identify and leverage supplementary ambulance revenue funding sources (CPE Medicaid program) Brewster Fire/Rescue Strategic Plan Update •Summary •25 of 47 strategies completed, initiated, or in progress •Staff inclusion and empowerment targets being met •Staff accountable to their chosen goals, objectives, and strategies •Internal communication notably enhanced •Professional development and training strategies continue as primary elements •BFD continues to evolve from a combination type organization to a full- time public safety department capable of providing the emergency medical, fire suppression and prevention services the residents of our Town expect Staffing and Organizational Structure Study •Objective #4 in Operational Excellence Goal Category •Fund third party staffing and organization study to evaluate current and forecast future staffing needs and organizational structure of the department •Draft RFP complete •Verbal estimates $32,000-$35,000 •Ambulance revenue as a potential funding source (TBD) •Request approval from Select Board for a $35,000 appropriation on the upcoming fall Town meeting warrant to fund the study Staffing and Organizational Structure Study •Human Factors •Five-person minimum staffing requires (man for man) shift vacancy overtime coverage •Members either held over or ordered in from home to fill open shifts •Overtime mandates lead to: •Burn-out, exhaustion, fatigue •Decreased call-back availability •Employee recruitment and retention issues •Poor morale •Compromised work/life balance •Reduced levels of employee health & wellness •Staff comes to work looking ahead to see when they are going home Regional Staffing Comparison (October 2022) Dept. CY Runs Full Time Staff 24 Hour Supplemental Pop. # of FF’s Per Shift Day Staffing (FP/EMS) 1,000 Residents Brewster 3052 23 5 6 (1) 10,318 2.23 Chatham 3102 32 7 9 (2) 6,600 4.85 Orleans 2749 24 5 7 (2) 6,307 3.80 Eastham 2377 24 5 7 (2) 5,752 4.17 Wellfleet 1152 18 4 5 (1) 3,500 5.14 Harwich 4864 36 8 10 (2) 13,441 2.70 Brewster Fire/Rescue Strategic Plan Update Proportional Staffing Comparison using BFD Incident Volume Departments with 1426-5400 Incidents Town Employees per Group Variation from Current BFD Staffing Minimum per Shift Variation from Current BFD Staffing Eastham 6.42 28.40%5.14 2.72% Chatham 6.89 37.74%5.90 18.07% Harwich 5.02 0.39%4.39 -12.15% Orleans 5.55 11.02%4.44 -11.18% Sandwich 7.12 42.47%6.48 29.51% Dennis 6.78 35.64%5.65 13.04% Truro 6.42 28.42%6.42 28.42% Average 6.31 26.30%5.49 9.77% Median 6.42 28.42%5.65 13.04% Brewster (Current)5.00 0.00%5.00 0.00% Brewster (Proposed)6.00 20.00%5.00 0.00% Staffing and Organizational Structure Study •Potential future staff hiring funding sources •SAFER Grant •Transitional FD/Town funding plan •Ambulance revenue •Marijuana revenue (2018 Host Community Agreement Cape Cod Grow Lab) •Surplus short-term rental funds Brewster Fire/Rescue Update •Calendar year 2021 responses 3052 •As of September 1st 151 responses above last year •Example: July 360 responses or average of 11.6 per 24-hour shift •Service requests continue to challenge department response capabilities and staffing •AFG Grant award management •Fire Inspector position •Fuel oil spill and remediation support •Community event support (Brew Run, Sea Camps, 9/11, Conservation Day) •EMD (training support/table-top exercise/CERT team management) •Participation in Community Outreach Task Force Brewster Fire/Rescue Update •Upcoming activities •October 13 Chief Lombardo •October 20 Man vs Machine •November 2 Forcible entry •Manage annual regional hose/ladder testing program (Oct/Nov) •Annual apparatus maintenance program •Apply for State Fire Equipment/EMPG/SAFE/Senior SAFE grants •Host Emergency Management table-top exercise (Nov 29) •Commence ambulance replacement specification process •Continue implementation of Strategic Plan •Oversee Staffing and Organizational study B R EWSTER MA RESC U E F IRE THE SE A C A PTAIN’S T O W N F EBRUARY 1 9, 1803Brewster Fire Rescue Fiscal Year 2022 through 2026STRATEGIC PLAN 2Brewster Fire-Rescue Strategic Plan FY22 to FY26 Mission Statement The Brewster Fire Rescue Department is a professional Emergency Response Organization, that preserves life and property through Fire Prevention and Suppression, Medical and Rescue services and promotes public safety through community outreach and education. Vision Statement An accredited Fire Rescue Department, with a deep and experienced team, dedicated to a culture of developed tradition and earned excellence, that continuously improves its professional services, and is recognized as a valued community asset. STRATEGIC PLAN 2022 - 2026 Values and Core Beliefs We will build an enduring department that: • Provides consistent high-quality and compassionate services for the Brewster community. • Builds relationships with each other and the community based upon Honesty, Respect, Transparency, Trust, Approachability, Integrity and Accountability. • Respects hard work, doing the job and taking the initiative. • Unleashes, develops and retains talent to achieve professionalism and excellence through-out the organization. • Creates a growth oriented, cohesive and effective performance environment that is ethical, direct, agile, adaptable and engaging - that resists complacency. • Celebrates Personal and Group achievement and successes. 3Brewster Fire-Rescue Strategic Plan FY22 to FY26 Message from the Chief ........................................................................4 Organizational Overview .........................................................................5 Strategic Planning Process and Implementation .................................8 Acknowledgments ................................................................................10 Strategic Plan Format ...........................................................................11 Goals and Objectives ............................................................................12 Detailed Strategy Descriptions Goal 1: Professional Development ......................................................13 Goal 2: Cultural Development ...............................................................24 Goal 3: Operations Excellence .............................................................34 Goal 4: Community Engagement .........................................................46 Goal 5: Resource Management ............................................................54 TABLE OF CONTENTS 4Brewster Fire-Rescue Strategic Plan FY22 to FY26 n early 2021 our organization embarked on a collaborative exercise to develop a revised five-year strategic plan to provide our personnel with a guiding document from which we could refine our daily operations, enrich the commitment to our workforce, meet future industry challenges, and maintain the exceptional standards of service that our residents have come to expect. Based on this work, it is my privilege to present the Brewster Fire/Rescue Departments strategic plan for 2022-2026. I am pleased to report that the outcomes identified in this plan were developed through a process involving robust participation from all members of the organization in particular the formidable work of an open-minded, young and diverse team of supportive employees searching to re-define our culture, establish new traditions, clarify our internal operations and set the course for our future as we continue to meet the challenges created by our continued evolution from a combination type to full- time emergency medical and fire services organization. The strategic planning process provided us an opportunity to undertake a detailed internal examination into how we provide critical life safety services, how to better communicate and maintain high levels of morale within our professional workforce, how we could become a stronger, more unified and prominent organization within our industry, and how the revitalization of our principal ideologies of mission, vision, and core values could rejuvenate and create a “new normal” within the department. The goals endorsed in the plan focus on identifying and creating a renewed culture, enhancing professional development, preserving high levels of operational excellence, expanding community engagement and reinforcing the successful management of our resources. While no strategy can identify and prepare an organization for all future issues and challenges it will be confronted with, we found that in order for us to be successful we need to join forces to identify issues and solve concerns, communicate on a regular basis, connect with the needs of the community, trust the organization and each other and value how collaboration and personal accountability can lead to exceptional levels of organizational excellence and the continued progressive delivery of outstanding lifesaving services. Based on our proven ability to embrace the philosophy, “failure to plan is planning to fail”, I personally believe this collective experience has made us a stronger, more reliable, and a more motivated workforce that is intent on continually “pushing the envelope” to become an organization that provides the highest possible levels of dependability, service and economic value to our residents. In closing, I offer a sincere thank you to the men and women of the department for their honest assessment of the organization and open-minded conversations designed to chart a course for future success. Their continued active participation and steadfast commitment to this strategic plan will be an essential element of the improvement process. As your leader in the delivery of life safety services within the community we remain bonded as one cohesive team committed to reaching the goals identified in this plan, cultivating the public safety services we provide, responding to future community growth and needs and ensuring we stand true to our operational mantra of, “Excellence in Service” . Robert Moran, Fire Chief Brewster Fire & Rescue Department MESSAGE FROM THE CHIEF Robert MoranChief of Department 5Brewster Fire-Rescue Strategic Plan FY22 to FY26 The Brewster Fire/Rescue Department is a combination type fire service organization comprised of 27 men and women of varied backgrounds and individual qualities. The common theme that binds this group into one unified team is their commitment to providing high quality lifesaving services to the Town of Brewster and our surrounding regional communities. We are, without question, the community’s first line of defense against fires, emergency medical incidents, natural disasters, terrorism related events, hazardous material incidents, water rescues, and technical rescue responses. Considered as “The Sea Captains Town”, the Town of Brewster is a picturesque and active Cape Cod community of approximately 10,300 year-round residents with an estimated summer population of 30,000. Brewster is comprised of 25.4 square miles of total land area including approximately 8 miles of beaches along Cape Cod Bay, numerous freshwater ponds, and Nickerson State Park which is one of the largest State parks within the Commonwealth of Massachusetts. The Brewster Fire/Rescue Department responds from one centrally located facility on Main Street. In Fiscal Year 2021 the Department responded to 2747 requests for service. The Fiscal year 2022 fire department operating budget is 2.95 million dollars. The Brewster Fire Department is a multi-functional all hazards emergency service organization that utilizes our dual certified and trained fire and emergency medical staff in an efficient and effective manner to provide high quality, professional service to our residents. As first responders all of our personnel are responsible and Organizational Overview accountable for an array of emergency medical and fire suppression related duties and tasks that can vary not only on a daily basis, but sometimes minute-by-minute depending on the emergency incident or positional assignment. All staff are trained as firefighters and as Paramedics or Emergency Medical Technicians. The department operates on a four-group schedule system. Full-time personnel except for the Fire Chief, Deputy Fire Chief, and Fire Prevention Officer work 24 hour shifts with a schedule of one (1) 24-hour shift on-duty, 48 hours off-duty, one (1) 24-hour shift on-duty, and 96 hours off-duty. This translates to an average work week of 42 hours. Each group consists of a Captain and four firefighters. Minimum on-duty shift staffing is five (5) personnel. In addition, the Department has three (3) call firefighters. In support of regionalized fire services several of our members operate on specialized response units such as the Barnstable County Technical Rescue and Dive Rescue teams. Aside from responding to requests for emergency services, conducting daily training and maintaining department equipment and vehicles, the members of the Brewster Fire Department must also maintain our own facility. This includes cleaning and maintaining all areas of the building’s interior and exterior. Cleaning, which occurs daily, involves vacuuming, cleansing toilets, rinsing floors, washing windows and mirrors, removing garbage and recyclables, washing dishes, laundry and dusting. The fire department is the only Town department that cleans and maintains their own building which is a significant and cost-effective daily task. 6Brewster Fire-Rescue Strategic Plan FY22 to FY26 All 911 emergency calls for the Town of Brewster are answered by dispatchers located at the Barnstable County Sheriff’s Communication Center. The Center uses modern technology and computer-aided dispatch software and programs that allow their well trained and highly regarded dispatchers the ability to provide high-quality emergency communication services to Brewster Fire/Rescue. The Center is also responsible for coordinating all automatic and mutual aid fire and emergency medical requests throughout Barnstable County including providing secure communications between ambulances and Cape Cod Hospital staff. In addition to twenty-one (21) front-line field personnel (includes the Fire Prevention Officer), the Brewster Fire/ Rescue Department is guided by an administrative staff consisting of a Chief of Department, Deputy Chief, and a Confidential Administrative Assistant. Additional operational support is delivered by a full -time Paramedic who also serves as the departments Emergency Medical Coordinator. All these members mentioned above provide organizational guidance, Strategic Plan oversight, equipment and apparatus maintenance, supervision, financial management, training and certification assistance, EMS supply chain control, fire prevention and inspection services, fire and life safety education and administration of all other community-based services. However, their main responsibility is to ensure all first line personnel are afforded the resources and supervision necessary to complete their tasks safely and efficiently in a cost- effective business-like methodology that supports strict financial accountability. Organizational Overview 7Brewster Fire-Rescue Strategic Plan FY22 to FY26 Fire Chief Deputy Chief Fire Prevention Officer 24 H o u r P o s i t i o n s Administrative Assistant Group 1 Captain FF/Medic FF/EMT FF/EMT FF/Medic On-Call FF Group 2 Captain FF/Medic FF/EMT FF/EMT On-Call FF FF/Medic Group 3 Captain FF/Medic FF/Medic FF/EMT On-Call FF FF/Medic Group 4 Captain FF/Medic FF/EMT FF/EMT FF/Medic Organizational Chart (Traditional) • One active on-call Firefighter (Two additional Firefighters are on leave of absences). • Three Captains are certified paramedics and one is an EMT. 8Brewster Fire-Rescue Strategic Plan FY22 to FY26 Planning Process & Implementation Strategic Planning WHAT IS STRATEGIC PLANNING AND WHY IS IT IMPORTANT? Strategic planning, used by all types of organizations worldwide, is a process that defines the organization’s Identity, Mission, Values and most importantly it’s Vision and the Plan to arrive at a newly-defined future-space. Generally, strategic plans are home-grown processes (developed from within an organization), that articulate direction for the next 3-5 years and exist in the form of a governing “living” document that is regularly reviewed and updated. It is the highest level of thinking within an organization, provides the road map for all future actions and is the basis for all other related planning (e.g. Personnel, Budget, Capital). STRATEGIC PLANNING PROCESS (CLASSICAL APPROACH) A “classic” strategic plan has several distinct parts but basically can be viewed as two (2) phases, 1. Visioning, and 2. Planning. Visioning begins with what is commonly referred to as a SWOT Analysis, (Strengths, Weaknesses, Opportunities, Threats), which lays out what an organization is defined by today, (S,W), and what the organization may be defined by or encounter in the future,(O,T). The SWOT Analysis becomes the basis for the creation of the Mission and Vision. The Mission, or “Mission Statement”, articulates the fundamental purpose of an organization; what it is and does today, and is the platform for the journey to the future. It defines the organization’s key market/primary stakeholders, contribution (how it provides value), its distinction or differentiation and is designed to be a centering and motivational device, convincing and elemental. The Vision, or “Vision Statement”, is the core element of the strategic plan and articulates what an organization wants to be; a longer-term view of its future and the space it seeks to occupy in the marketplace, community, etc. It defines what the organization wants to accomplish, the potential inherent in its future and, as with the “Mission”, is designed to be a centering and motivational device, convincing and elemental. The Planning phase of the strategic plan process consists of establishing a set of general but clear Strategic Goals, that when attained through following the plan, achieve the Vision. These strategic goals define the destination, changes the current organizational direction and the mindset of the personnel. The plan itself is derived from these goals and then drills down from the general to the very specific. For each established strategic goal, a set of Objectives is created to achieve the goal. This portion of the plan creates a series of concrete steps that establish a road to the destination, is inherently shorter term and translates thought into action. Then, within each objective, a set of Strategies is created designed to achieve the objective. Strategies define the methods or plans used to create outcomes, employment of resources and are specific and measurable. Finally, the execution of each strategy is supported by a Tactical Action Plan, which describes or lists what needs to be done, by whom and when. 9Brewster Fire-Rescue Strategic Plan FY22 to FY26 The Brewster Fire Rescue Department (BFD) strategy planning process was initiated due to three (3) driving forces: 1. The Department’s last Strategic Plan was 2013- 2018 and was in need of a new/updated plan. 2. There had been significant personnel turnover resulting in a young department with experience challenges and pending senior retirements on the horizon. 3. The firm commitment by the BFD leadership team to embark on a unifying process that would chart a new course for the department for the next five (5) years and bring the team together in full participation and ownership in their future. The Strategic Planning process for the Brewster Fire Rescue Department began in March 2021 during the ongoing COVID-19 pandemic and its initial challenges for gatherings and live interpersonal communications. The development team consisted of the entire BFD membership as the internal “working group”, Chief Moran and Deputy Chief Varley and the services of a strategy and management consultant to design and facilitate the strategic planning process. The consultant had previously developed the Orleans Police Department Five Year Strategic Plans (2014- 2019, 2020-2024) and the Orleans Fire Rescue Department Five Year Strategic Plan (2021-2025) where Chief Moran was an invited participant. The consultant met virtually via Zoom with Chief Moran and Deputy Chief Varley on March 2 and then with the BFD Captains Team on March 18 to develop a workable process challenged by the desire to get unvarnished confidential input from department personnel. To strive for full participation and inclusiveness, the full BFD membership was solicited directly by the consultant via email for their confidential SWOT (Strengths, Weaknesses, Opportunities, Threats) input in late March as a virtual substitute for what would have been the normally the first of a series of working group meetings. The consultant consolidated the considerable BFD SWOT information for presentation to the department. Beginning in April, and lasting through November 2021, a series of four (4) working group meetings were held in-person at the BFD facility utilizing the equipment bay as a meeting space. The first “live” group meeting was held on April 15, 2021 and covered training on the strategic planning process, a review and editing of the consolidated SWOT analysis, and then focused on the development of a new Mission statement, Core Values and Beliefs and the creation of a Vision statement. The second meeting of the group on May 20, 2021 reviewed the newly created Mission and Vision statements, Core Values and Beliefs and developed Strategic Goals as the pillars of the new plan. The third group meeting held on June 24, 2021 was devoted entirely to the development of Objectives for each Strategic Goal. With the considerable amount of material yet to develop relative to Strategies and Tactical Action Plans, a smaller working group was assembled to tackle this last part of the planning process. This “small working group” consisted of the Chief and Deputy Chief, five (5) BFD members and the consultant. Six (6) small working group meetings were held on September 9, September 16, September 23, September 30, October 7 and October 13, 2021to develop Strategies and Tactical Action Plans for each of the Objectives previously developed. The final full working group meeting was held on November 9, 2021 to review and edit the final versions of the plan elements which comprised the first strategic plan draft. The results of all four (4) full working group meetings and six (6) small working group meetings were loaded into the strategic plan template that serves as the final plan report. REVIEW, ACCOUNTABILITY & IMPLEMENTATION BFD leadership is committed to the successful communication and implementation of the Strategic Plan. Each tactical action plan, in support of strategies, objectives and goals will have a dedicated accountability within the BFD to ensure its successful execution. The Strategic Plan will be reviewed and updated annually prior to the Town’s annual budget review cycle. BUDGET CONSIDERATIONS All initiatives depicted in this Strategic Plan are either currently represented in the existing Town of Brewster Capital Plan or are budget neutral to the Brewster Fire Department operational budget for FY 2022. BFD Strategic Process Planning Process & Implementation 10Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy Consultant Ostman Business Strategy, LLC Per John Ostman Graphic Designer Design by Brian Bierig Group 1 Captain/Paramedic Michael Gerlach Firefighter/Paramedic Joseph Cox Firefighter/EMT Megan Przygocki Firefighter/EMT Jack Tuohy-Bedford Firefighter/EMT Timothy Johnson Department Members Brewster Fire-Rescue Department Fire Chief Robert Moran Deputy Fire Chief Kevin Varley Fire Prevention Officer/EMT Philip Burt Administrative Assistant Amy Handel Strategic Plan Working Group Captain/Paramedic Michael Gerlach Group 2 Captain/EMT Daniel Kimball Firefighter/Paramedic Kirk Rounseville Firefighter/Paramedic Matthew Levasseur Firefighter/EMT Craig DeCosta Firefighter/EMT Brianna Griffin Firefighter/Paramedic Matthew Tucker Group 3 Captain/Paramedic Anthony Dalmau Firefighter/Paramedic Matthew Tucker Firefighter/EMT Dean Smith Firefighter/EMT Matthew Morthland Firefighter/EMT Emily Higgins Firefighter/Paramedic Gretchen Riley Group 4 Captain/Paramedic Chad Foakes Firefighter/Paramedic Gretchen Riley Firefighter/EMT Alexander McHugh Firefighter/EMT Tyler Baker Firefighter/EMT Christopher Drumm Firefighter/EMT Alexander McHugh Call Firefighters EMS Lieutenant/EMT Cynthia Coulter Firefighter/EMT Scott Romer Firefighter/EMT Richard Bunker Firefighter/EMT Jack Tuohy-Bedford Acknowledgments 11Brewster Fire-Rescue Strategic Plan FY22 to FY26 Goal Specific statement of intended future results and general and continuing statements of intended future results. Objectives Are broad categories. They are non-measurable, nondated, continuous, and ongoing. Objectives move the agency from motive to action. Strategy Specific measurable activity that supports the objective and ultimately contributes to the achievement of the goal. Target Completion Date Displays when each strategy is slated to take place, in calendar year format. Active Fiscal Year Depicts when each strategy is expected to be working and how it is funded. Active years are shaded red; funding sources include general fund, Capital Improvement Plan, grants, and TBD (to be determined). Action Plan A description of what needs to be done, when and by whom to achieve the results called for by one or more objectives. Purpose Why the Department is implementing the strategy. Measures of Success Benchmarks that have been set by the Strategy Sponsor in order to evaluate if the strategy is successful. Strategy Sponsor OFD employee who has been tasked with implementing the defined strategy. Strategic Plan Format Overview Brewster Fire-Rescue Strategic Plan FY22 to FY2615 GOAL 1 Professional Development Strategy 2 Delegation of Decision-Making and Responsibility Target Completion Date 2022 Active Fiscal Year 2022 Action Plan • Identify and populate the requisite Teams to be responsible for specified operations of the department. • Create the Team structure (charter) which includes expectations and accountabilities. • Create the Project Team structure (charter) which includes expectations and accountabilities. • Define the “Authority to Act” empowerment of assigned Project and Team personnel. Purpose Drive down responsibility and decision-making from administration to the general department to improve engagement and buy-in of personnel in day-to-day operations of the department while leveraging and developing talent. Measures of Success • Team Structure in place. • Assignments and Accountabilities defined. • Administration delegates authority. Objective 1 Organizational Development & Succession Planning Chief Robert Moran Deputy Chief Kevin Varley Strategy Sponsors EXAM P L E 12Brewster Fire-Rescue Strategic Plan FY22 to FY26 Goal 1 Professional Development Goal 2 Cultural Development Goal 3 Operations Excellence Goal 4 Community Engagement Goal 5 Resource Management Objective 1 Organizational Development & Succession Planning Objective 1 Nurture Labor/Management Relations Objective 1 Strategic Planning Objective 1 Community Communications and Coordination Objective 1 Budget Development Objective 2 Professional Development & Training Objective 2 Employee Engagement, Retention, Team and Tradition Building Programs Objective 2 Industry Rating Objective 2 Community Events & Public Safety Education Objective 2 Facilities & Equipment Objective 3 Performance Review Program Objective 3 Improve Internal Communications Objective 3 Policies, Procedures and SOG’s Objective 3 Improve Community Involvement of Department Personnel Objective 3 Revenue Sourcing Objective 4 Mentorship, Coaching & Counseling Objective 4 Staffing Objective 4 Leverage New Technologies Objective 5 Project Management Objective 6 Comprehensive Maintenance Program Objective 5 Mutual Service Agreements/ Mutual Aid Partners Goals & Objectives 13Brewster Fire-Rescue Strategic Plan FY22 to FY26 Objective 1: Organizational Development & Succession Planning Strategy 1 Implement Functional Organization vs. Traditional Strategy 2 Delegation of Decision-Making and Responsibility Strategy 3 Formalize Succession Plan for BFD Senior Team Strategy 4 Create Lieutenant/First Line Supervisory Positions Objective 2: Professional Development & Training Strategy 1 Establish dedicated Training Team Strategy 2 Operational Training Programs Strategy 3 Career Advancement Training Strategy 4 Develop Career Pathways/Trajectories Strategy 5 Provide Resources to Support Training Programs Objective 3: Performance Review Program Strategy 1 Develop a Contract approved Performance Review Program Detailed Strategy Descriptions STRATEGIC GOAL 1 Professional Development 14Brewster Fire-Rescue Strategic Plan FY22 to FY26 GOAL 1 Professional Development Strategy 1 Implement Functional Organization vs. Traditional Target Completion Date 2022 Active Fiscal Year 2022 Action Plan • Review Traditional Org Chart. • Create Functional Org Chart. • Post Internally. Purpose Recognizes the difference between the traditional hierarchy of organizational ranking vs. the actual (functional) way tasks are accomplished and the team efforts involved. Seeks to flatten the organization, make interactions more peer to peer, support improved communication and ability to act. Measures of Success • Org chart development. • Display at locations within the Department. • Change of cultural tone that depicts a flat and efficient organizational structure. Objective 1 Organizational Development & Succession Planning Firefighter/Paramedic Matthew Tucker Firefighter/Paramedic Gretchen Riley Firefighter/EMT Alexander McHugh Strategy Sponsors 15Brewster Fire-Rescue Strategic Plan FY22 to FY26 GOAL 1 Professional Development Strategy 2 Delegation of Decision-Making and Responsibility Target Completion Date 2022 Active Fiscal Year Ongoing Action Plan • Identify and populate the requisite Teams to be responsible for specified operations of the department. • Create the Team structure (charter) which includes expectations and accountabilities. • Create the Project Team structure (charter) which includes expectations and accountabilities. • Define the “Authority to Act” empowerment of assigned Project and Team personnel. Purpose Drive down responsibility and decision-making from administration to the general department to improve engagement and buy-in of personnel in day-to-day operations of the department while leveraging and developing talent. Measures of Success • Team Structure in place. • Assignments and Accountabilities defined. • Administration delegates authority. Objective 1 Organizational Development & Succession Planning Chief Robert Moran Deputy Chief Kevin Varley Strategy Sponsors 16Brewster Fire-Rescue Strategic Plan FY22 to FY26 GOAL 1 Professional Development Strategy 3 Formalize Succession Plan for BFD Senior Team Target Completion Date 2023 Active Fiscal Year 2023 Action Plan • Formalize Succession Plan. • Identify succession (high potential) candidates. • Obtain Town approval (HR, Town Manager, Select Board). • Develop Pre-test Certifications for the Promotion Process. Purpose Plan for the eventual retirement of the current Chief and other senior department officers to identify opportunities and timeframes for smooth succession within the Department. Measures of Success • Identify retirement trajectories of senior staff. • Due consideration to inhouse candidates for promotional opportunities. • Senior positions filled in a timely manner. Objective 1 Organizational Development & Succession Planning Firefighter/Paramedic Kirk Rounseville Captain/Paramedic Michael Gerlach Deputy Chief Kevin Varley Chief Robert Moran Strategy Sponsors 17Brewster Fire-Rescue Strategic Plan FY22 to FY26 GOAL 1 Professional Development Strategy 4 Create Lieutenant/First Line Supervisory Positions Target Completion Date 2023 Active Fiscal Year 2024 Action Plan • Negotiate with the Labor Union to institute new Lieutenant positions. • Develop organizational staffing plan for number of positions. • Acquire Funding. • Develop a testing process. Purpose Provide opportunity for delegation of certain leadership responsibilities from Administration and Captains while creating advancement opportunities within the Department. Measures of Success • Lieutenant position(s) created. • Position(s) are funded and staffed. • Organizational delegations are made. Firefighter/Paramedic Matthew Tucker Strategy Sponsors Firefighter Michael Gerlach Deputy Chief Kevin Varley Objective 1 Organizational Development & Succession Planning 18Brewster Fire-Rescue Strategic Plan FY22 to FY26 GOAL 1 Professional Development Strategy 1 Establish a Dedicated Training Team Target Completion Date 2022 Active Fiscal Year 2022 Action Plan • Identify the Structure of the Department Training Team. • Set expectations and charter of scope and responsibilities. Purpose As part of the Department Teams structure, the Training Team will plan, oversee and coordinate all training processes and programs within the Department. Measures of Success • Training Team is created and staffed. • Improved operational performance. • Increased personnel advancement. Objective 2 Professional Development & Training Strategy Sponsors Firefighter/Paramedic Kirk Rounseville Firefighter/EMT Jack Tuohy-Bedford Captain/EMT Daniel Kimball 19Brewster Fire-Rescue Strategic Plan FY22 to FY26 GOAL 1 Professional Development Strategy 2 Operational Training Programs Target Completion Date 2023 Active Fiscal Year 2022 Action Plan • Review, revise and implement daily training plan program. • Utilize approved and regulated National/State Fire and Emergency Medical certifications and protocols to establish minimum training and job performance competencies. • Identify and engage internal department training talent and off duty training support. • Utilize outside training resources including Barnstable County and State Fire Academy training props to deliver hands-on training programs. • Re-establish monthly full department training. • Establish monthly EMS shift training. Purpose Develop a refreshed comprehensive operational training program for the Department under the responsibility of the Training Team. Measures of Success • Regularly scheduled training (daily, weekly, monthly) is conducted. • All BFD personnel are qualified to industry standards. • Improved operational performance. Objective 2 Professional Development & Training Strategy Sponsors Firefighter/Paramedic Kirk Rounseville Firefighter/Paramedic Matthew Tucker Firefighter/EMT Alexander McHugh 20Brewster Fire-Rescue Strategic Plan FY22 to FY26 GOAL 1 Professional Development Strategy 3 Career Advancement Training Target Completion Date 2023 Active Fiscal Year 2023 Action Plan • Work cooperatively with the Union to identify and publish a guide for position training requirements. • Re-evaluate promotional resume points system. • Support local and regional access to career training. • Develop a pre-promotional officer leadership training program. • Identify additional, traditional, academic and other educational programs. Purpose Provide focus on advancement training for the Department to stimulate personal growth and promotional candidacy. Measures of Success • Position Training Requirements guide is published. • Promotional points system is re-evaluated. • Officer leadership training program is developed. • Advancements of Department personnel. Objective 2 Professional Development & Training Captain/EMT Daniel Kimball Firefighter/EMT Christopher Drumm Strategy Sponsors 21Brewster Fire-Rescue Strategic Plan FY22 to FY26 GOAL 1 Professional Development Strategy 4 Develop Career Pathways/Trajectories Target Completion Date 2023 Active Fiscal Year 2023 Action Plan • Identify and publish traditional and specialty career pathways that include: ̶Firefighter ̶Paramedic ̶Hazmat ̶Technical Rescue ̶Dive Team ̶Life Safety Educator ̶Critical Incident Stress team ̶Incident Management Team Purpose Identify and outline progressions and requirements for various career opportunities available to Department personnel. Measures of Success • Publish traditional and specialty career pathways guidance document. • Improved recruitment of candidates. • Improved retention of Department personnel. Objective 2 Professional Development & Training Strategy Sponsors Firefighter/EMT Alexander McHugh Firefighter/Paramedic Gretchen Riley Deputy Chief Kevin Varley 22Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 5 Provide Resources to Support Training Programs Target Completion Date 2022 Active Fiscal Year Ongoing Action Plan • Seek Fire Rescue Association Funding. • Identify and leverage available training grants including Assistant to Firefighter Grant (AFG). • Maintain Paramedic training time policy. • Examine other outside training resources. • Maintain and support use of contractually approved personal training time. Purpose Identify and seek resources to support funding and time availability for Department training programs. Measures of Success • Department training programs are fully funded. • Sufficient training time made available to Department personnel. Objective 2 Professional Development & Training GOAL 1 Professional Development Strategy Sponsors Chief Robert Moran Deputy Chief Kevin Varley 23Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 1 Develop a Contract Approved Performance Review Program Target Completion Date 2023 Active Fiscal Year 2023 Action Plan • Review current Performance Review Process with the Union. • Train the department on the Performance Review Process. • Train supervisory staff to conduct performance reviews. Purpose Provide a process for review, feedback and improvement of Department personnel to mutually agreed performance expectations. Measures of Success • Each Department member has an annual review with their supervisor. • Improved morale and performance. • Fair and balanced treatment of Department personnel. Objective 3 Performance Review Program GOAL 1 Professional Development Firefighter/EMT Jack Tuohy-Bedford Firefighter/EMT Timothy Johnson Firefighter/EMT Christopher Drumm Strategy Sponsors 24Brewster Fire-Rescue Strategic Plan FY22 to FY26 STRATEGIC GOAL 2 Cultural Development Detailed Strategy Descriptions Objective 1: Nurture Labor/Management Relations Strategy 1 Contract Negotiation Planning and Framework Development Strategy 2 Regular Labor/Management Meetings and Communications Objective 2: Employee Engagement, Retention, Team and Tradition Building Programs Strategy 1 Improve Morale Through Team Building Activities Strategy 2 Develop Employee Recognition Program Strategy 3 Communicate Department Ethos and Personnel Policies Objective 3: Improve Internal Communications Strategy 1 Regular Department Communications Strategy 2 Raising Concerns within the Department Objective 4: Mentorship, Coaching & Counseling Strategy 1 Formalize and Develop Mentorship Program Strategy 2 Counseling Resources 25Brewster Fire-Rescue Strategic Plan FY22 to FY26 GOAL 2 Cultural Development Strategy 1 Contract Negotiation Planning and Framework Development Target Completion Date 2023 Active Fiscal Year 2024 Action Plan • Introduce Memorandums of Understanding (MOUs), policies and procedures for discussion and action as subject areas arise with the Union. • As necessary, invite the Chief and Deputy for Q&A and discussion at the conclusion of Union meetings. Purpose Plan labor/management negotiations in advance of contract periods to build a more productive and beneficial relationship. Measures of Success • Ongoing discussions of MOUs, policies and procedures. • Chief and Deputy attend Q&A sessions with the Union as requested. Objective 1 Nurture Labor/Management Relations Firefighter/Paramedic Gretchen Riley Firefighter/EMT Dean Smith Captain/Paramedic Chad Foakes Strategy Sponsors 26Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 2 Regular Labor/Management Meetings and Communications Target Completion Date 2022 Active Fiscal Year Ongoing Action Plan • Formalize Union Executive Board/Management meetings on a regular basis outside of contract negotiations. • Informal meetings as needed in between 3-year contract negotiation cycles. Purpose Open, maintain and nurture lines of communication between labor and management to inspire unity, preserve Fire Service traditions, manage change and retain personnel. Measures of Success • Schedule regular Union Executive Board/Management meetings. • Informal meetings are held. Objective 1 Nurture Labor/Management Relations GOAL 2 Cultural Development Firefighter/Paramedic Matthew Tucker Firefighter/EMT Dean Smith Chief Robert Moran Deputy Chief Kevin Varley Strategy Sponsors 27Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 1 Improve Morale Through Team Building Activities Target Completion Date 2022 Active Fiscal Year Ongoing Action Plan • Develop a Team to oversee department celebrations and other team building activities that are voluntary, not mandatory. • Strive to stabilize shift staffing – keep crews together. • Recognize Pride in Apparatus Assignments through logo clothing, patches, helmets, challenge coins and other team recognition. • Develop department only and family included social events including department dinners, Holiday party, family BBQ, Pizza night, etc. • Conduct full department drills and training. • Travel to shows and conventions. • Guest speakers program. Purpose Focus on building and improving Department morale through Team oriented activities and recognition. Measures of Success • Improved morale. • Improved staff retention. • Institutionalization of developed Department traditions. Objective 2 Employee Engagement, Retention, Team and Tradition Building Programs GOAL 2 Cultural Development Captain/EMT Daniel Kimball Firefighter/EMT Dean Smith Firefighter/EMT Tyler Baker Strategy Sponsors 28Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 2 Develop Employee Recognition Program Target Completion Date 2022 Active Fiscal Year 2023 Action Plan • Develop an employee recognition Team that administers awards and ceremonies. • Provide recognition of employee achievements with-in one (1) month of event. ̶Recognition includes, but not limited to: °Service years °Promotions °Retirements °“Great Save” °Above and Beyond • Conduct New Hires Swearing-in ceremony, which includes families, approximately one (1) month after hire. • Formalize Class A dress uniform policy. Purpose Improve and sustain morale of the Department by providing recognition of performance, service and other significant contribution. Measures of Success • Regularly scheduled recognition ceremonies. • Improved morale. • Improved staff retention. Objective 2 Employee Engagement, Retention, Team and Tradition Building Programs GOAL 2 Cultural Development Captain/Paramedic Michael Gerlach Firefighter/Paramedic Matthew Tucker Firefighter/Paramedic Gretchen Riley Firefighter/EMT Tyler Baker Strategy Sponsors 29Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 3 Communicate Department Ethos and Personnel Policies Target Completion Date 2022 Active Fiscal Year 2023 Action Plan • Widely display New Vision, Mission statements and Department Core Values. • Summarize and display Town personnel policies on harassment and fair treatment. Purpose Sets expectations and holds the team to a common set of conduct and training standards building trust and accountability. Measures of Success • Department Foundational Statements are widely available, posted and are an integral part of the Department culture. • Town personnel policies are displayed and understood. • Improved morale. • Improved staff retention. Objective 2 Employee Engagement, Retention, Team and Tradition Building Programs GOAL 2 Cultural Development Strategy Sponsors Firefighter/EMT Dean Smith Firefighter/EMT Brianna Griffin 30Brewster Fire-Rescue Strategic Plan FY22 to FY26 GOAL 2 Cultural Development Strategy 1 Regular Department Communications Target Completion Date 2022 Active Fiscal Year Ongoing Action Plan • Organize and schedule regular full department meetings at least twice per year or quarterly. • Provide a weekly/bi-weekly update email from administration and consolidate administrative email traffic. • Ensure that Captains’ meetings occur every quarter at minimum. Purpose Ensure regular informational flow through the Department. Measures of Success • Staff is well informed. • Agenda items flow up through the organization. • Achieve improved transparency. Objective 3 Improve Internal Communications Strategy Sponsors Chief Robert Moran Deputy Chief Kevin Varley 31Brewster Fire-Rescue Strategic Plan FY22 to FY26 GOAL 2 Cultural Development Strategy 2 Raising Concerns within the Department Target Completion Date 2022 Active Fiscal Year Ongoing Action Plan • Chief and Deputy will maintain “open door” and confidential communications policy. • Employees will seek out their 1st line supervisor to address concerns. • Encourage and sustain informal communications between all levels within the department. Purpose Establish a process where concerns are raised and are treated positively and with respect. Measures of Success • Concerns can be raised within the organization without reprisals. • Items of concern flow up through the organization. • Improved morale. Objective 3 Improve Internal Communications Strategy Sponsors Firefighter/Paramedic Matthew Tucker Firefighter/EMT Dean Smith Firefighter/EMT Alexander McHugh Firefighter/EMT Jack Touhy-Bedford 32Brewster Fire-Rescue Strategic Plan FY22 to FY26 GOAL 2 Cultural Development Strategy 1 Formalize and Develop a Mentorship Program Target Completion Date 2023 Active Fiscal Year 2023 Action Plan • Define department’s role in mentoring staff on both work and personal issues. • Evolve into a mentoring program/process. • Provide mentoring training for 1st line supervisors. Purpose Create a process and a program to ensure the retention of institutional knowledge while providing guidance to newer Department personnel. Measures of Success • Institutional knowledge is passed along and retained. • Department personnel have an in-house resource for guidance on work and personal matters. Objective 4 Mentorship, Coaching & Counseling Firefighter/EMT Matthew Morthland Firefighter/EMT Christopher Drumm Firefighter/EMT Emily Higgins Strategy Sponsors 33Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 2 Counseling Resources Target Completion Date 2023 Active Fiscal Year 2023 Action Plan • Continue to provide and encourage the use of the Employee Assistance Program (EAP). • Utilize Resources Offered by: ̶International Association of Firefighters (IAFF) ̶Professional Firefighters of Massachusetts (PFFM) • Encourage use of the Critical Incident Staff Debriefing (CISD) Purpose Articulate, provide and encourage the use of counseling resources for Department personnel. Measures of Success • Department personnel are aware and have access to counseling services available to them. • Department personnel actively use counseling services as necessary. Objective 4 Mentorship, Coaching & Counseling GOAL 2 Cultural Development Firefighter/Paramedic Kirk Rounseville Deputy Chief Kevin Varley Firefighter/Paramedic Matthew Tucker Strategy Sponsors 34Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategic Goal 3 Operations Excellence Detailed Strategy Descriptions Objective 1: Strategic Planning Strategy 1 Implement Strategic Planning Process Objective 2: Industry Rating Strategy 1 Achieve National Fire Rescue Service Accreditation Strategy 2 Sustain level 2 ISO Rating Objective 3: Policies, Procedures and SOG’s Strategy 1 Develop and Implement revised and new Standard Operating Guidelines and Policies Objective 4: Staffing Strategy 1 Improve Minimum Shift Staffing Strategy 2 Identify and fill Specialized Positions Strategy 3 Review OT and Callback Usage and Process Objective 5: Project Management Strategy 1 Identify, Schedule and Communicate Department Projects Strategy 2 Delegate Projects and Assign Project Managers Objective 6: Comprehensive Maintenance Program Strategy 1 Develop a Comprehensive Department Maintenance Program Objective 7: Mutual Service Agreements/Mutual Aid Partners Strategy 1 Balance Utilization of Mutual Aid Partners 35Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 1 Implement Strategic Planning Process Target Completion Date Ongoing Active Fiscal Year Ongoing Action Plan • Conduct a department-wide Strategic Planning process with a five (5) year horizon and repeat in that interval thereafter. • Institutionalize Strategic Plan as basis for all Personnel, Expense, Capital and other resource requirements of the department. • Revisit the Strategic Plan annually for status of activity and resourcing. Purpose Provide a holistic vision-driven and participatory process in Department planning and decision-making. Measures of Success • Produce a 5-year Strategic Plan. • Annually review the plan for progress and updates. • Use the plan to achieve the Goals and Objectives of the Department. Objective 1 Strategic Planning GOAL 3 Operations Excellence Firefighter/Paramedic Gretchen Riley Firefighter/EMT Alexander McHugh Captain/Paramedic Michael Gerlach Firefighter/Paramedic Matthew Tucker Strategy Sponsors 36Brewster Fire-Rescue Strategic Plan FY22 to FY26 GOAL 3 Operations Excellence Strategy 1 Achieve National Fire Rescue Service Accreditation Target Completion Date 2025 Active Fiscal Year 2024 Action Plan • Develop a Team to investigate, oversee and administer the accreditation effort. • Manage accreditation process, feedback and review from International Association of Fire Chiefs and The Center for Public Safety Excellence. • Acquire budget funding for the process. Purpose Provide a stretch goal and framework for self-evaluation that drives many strategic plan initiatives. This unique recognition would be a major achievement for the BFD and would result in a superior functioning fire-rescue organization and also enhances the success of future grant funding. Measures of Success • Implementation of the Strategic Plan. • Receive Accreditation. • Improved grant funding. Objective 2 Industry Rating Strategy Sponsors Fire Prevention Officer/EMT Philip Burt Captain/Paramedic Michael Gerlach Captain/Paramedic Chad Foakes 37Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 2 Sustain Level 2 ISO Rating Target Completion Date 2023 Active Fiscal Year 2023 Action Plan • Utilize Accreditation Team to oversee and ensure ISO level 2 rating sustainability. • Prepare for the next ISO review in 2023 and 2026. (Occurs every three (3) years). • Ensure support from the Town Administrator and Select Board to maintain level 2 ISO Rating. • Work with the Brewster Water Department to ensure adequate water supply to support ISO rating. Purpose Maintain a high level of Insurance Services Office rating through superior operational performance and adequate resources in support of the accreditation process and the Strategic Plan. Measures of Success • Maintain ISO rating of 2. Objective 2 Industry Rating GOAL 3 Operations Excellence Firefighter/EMT Matthew Morthland Fire Prevention Officer/EMT Philip Burt Captain/Paramedic Chad Foakes Deputy Chief Kevin Varley Chief Robert Moran Strategy Sponsors 38Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 1 Develop and Implement revised and New Standard Operating Guidelines and Policies Target Completion Date 2023 Active Fiscal Year 2024 Action Plan • Develop a Team responsible to revise, update and create SOGs. • Review and update all rules, regulations, methods and procedures of the Department. Purpose Conduct a thorough review of the rules, regulations, methods and procedures that guide the performance of the department and update them on a regular basis. Empower the organization for suggestions that can be initiated from any level or position in the department. Measures of Success • Team is developed to create, review and update SOGs. • Complete review and update of rules, regulations, methods and procedures. Objective 3 Policies, Procedures and SOG’s GOAL 3 Operations Excellence Chief Robert Moran Deputy Chief Kevin Varley Firefighter/EMT Alexander McHugh Firefighter/Paramedic Kirk Rounseville Captain/Paramedic Chad Foakes Strategy Sponsors 39Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 1 Improve Minimum Shift Staffing Target Completion Date 2023 Active Fiscal Year 2024 Action Plan • Explore budgeting and grant opportunities to expand shift staffing to a minimum of six (6) or more personnel. • Fund a staffing study from an outside consultant to identify and verify minimum staffing needs. Purpose Institute levels of Firefighter and Fire Officer Staffing that promote personnel efficiency and safety and supports efforts to achieve accreditation and the delivery of exceptional EMS and Fire Services. Measures of Success • Complete a staffing study. • Fund additional staffing requirements. • Achieve national standards for staffing and level of service levels. • Continue to meet the needs of the Town of Brewster. Objective 4 Staffing GOAL 3 Operations Excellence Captain/Paramedic Michael Gerlach Firefighter/EMT Timothy Johnson Firefighter/Paramedic Matthew Tucker Strategy Sponsors Firefighter/Paramedic Gretchen Riley 40Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 2 Identify and Fill Specialized Positions Target Completion Date 2023 Active Fiscal Year 2023 Action Plan • Hire Full-time EMS Coordinator. • Create stipend position for Part-time Fire Training Coordinator. Purpose Ensure that the Department has the necessary administrative and support personnel to improve operational efficiency and level of service. Measures of Success • Add specialized positions to improve Department performance. Objective 4 Staffing GOAL 3 Operations Excellence Strategy Sponsors Captain/Paramedic Michael Gerlach Firefighter/EMT Timothy Johnson Deputy Chief Kevin Varley 41Brewster Fire-Rescue Strategic Plan FY22 to FY26 Captain/Paramedic Michael Gerlach Strategy 3 Review OT and Callback Usage and Process Target Completion Date 2023 Active Fiscal Year 2023 Action Plan • Utilize staffing study to evaluate OT and Callback usage. Purpose Examine Cost/Benefit analysis of callback (overtime) vs. additional full-time personnel vs. scheduled overtime. Measures of Success • Complete Staffing Study. • Determine optimum deployment of personnel. Objective 4 Staffing GOAL 3 Operations Excellence Deputy Chief Kevin Varley Strategy Sponsors 42Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 1 Identify, Schedule and Communicate Department Projects Target Completion Date 2022 Active Fiscal Year Ongoing Action Plan • Deputy’s weekly/bi-weekly departmental summary email will include a listing of current projects, the status and timeframe and assigned project manager. Purpose Formalize and communicate department projects and schedules to include the status and responsible project manager. Measures of Success • Projects and status are clearly communicated to the Department on a regular basis. Objective 5 Project Management GOAL 3 Operations Excellence Firefighter/EMT Megan Przygocki Firefighter/Paramedic Gretchen Riley Deputy Chief Kevin Varley Strategy Sponsors 43Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 2 Delegate Projects and Assign Project Managers Target Completion Date 2022 Active Fiscal Year Ongoing Action Plan • Identify departmental projects that can be delegated outside of administration. • Solicit departmental volunteers as project managers. • Develop project management guidelines to support project managers. Purpose Delegate projects outside of administration for better departmental participation and experience. Set and define expectations for timely project execution and project management. Measures of Success • Delegate projects to non-administrative members of the Department as project managers. • Ensure success and accountability through developed project management guidelines. Objective 5 Project Management GOAL 3 Operations Excellence Strategy Sponsors Firefighter/EMT Megan Przygocki Firefighter/Paramedic Gretchen Riley Deputy Chief Kevin Varley 44Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 1 Develop a Comprehensive Department Maintenance Program Target Completion Date 2023 Active Fiscal Year 2023 Action Plan • Offload Deputy Chief with Maintenance Assistant. • Assign non-time sensitive maintenance oversight and other projects to the Assistant. • Formalize departmental Maintenance Program with SOG. • Continue to utilize established computer link to report vehicle and facility maintenance and repair issues to the Deputy Chief. Purpose Formalize a comprehensive Department maintenance program that delegates oversight and projects where possible from the Deputy Chief to the position of Maintenance Assistant. Measures of Success • Identify the Maintenance Assistant. • Assign maintenance oversight and projects. • Develop Maintenance Program SOG. Objective 6 Comprehensive Maintenance Program GOAL 3 Operations Excellence Firefighter/EMT Dean Smith Firefighter/EMT Matthew Morthland Firefighter/EMT Christopher Drumm Firefighter/EMT Timothy Johnson Deputy Chief Kevin Varley Strategy Sponsors 45Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 1 Balance Utilization of Mutual Aid Partners Target Completion Date 2023 Active Fiscal Year 2023 Action Plan • Utilize staffing study to support additional minimum shift staffing. • Monitor usage of mutual aid partners. Purpose Assess the effects of improved minimum shift staffing on the utilization of Mutual Aid Partners. Achieve a balance of participation in the Mutual Aid program. Measures of Success • Improved minimum shift staffing. • Balance achieved in two-way participation in the Mutual Aid program. Objective 7 Mutual Service Agreements/Mutual Aid Partners GOAL 3 Operations Excellence Firefighter/Paramedic Matthew Tucker Strategy Sponsors Chief Robert Moran Deputy Chief Kevin Varley 46Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategic Goal 4 Community Engagement Objective 1: Community Communications and Coordination Strategy 1 Identify a Department Events Coordination Responsibility Strategy 2 Establish and Manage a Department Events Calendar Strategy 3 Enhance Social Media Presence Strategy 4 Reinvigorate and Regularly update the Department Website Objective 2: Community Events & Public Safety Education Strategy 1 Identify, Coordinate, Host and Sponsor Community Events Strategy 2 Develop and Implement a Community Fire Safety and First Aid Education Program Objective 3: Improve Community Involvement of Department Personnel Strategy 1 Promote Participation of Department Personnel in Community Events and Education Detailed Strategy Descriptions 47Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 1 Identify a Department Events Coordination Responsibility Target Completion Date 2022 Active Fiscal Year 2022 Action Plan • Delegate from Chief and Deputy Chief the responsibility for coordination and scheduling of Community Events. • The Event Coordination Team, under the supervision of the Fire Prevention Officer and the EMS Coordinator, assumes responsibility for coordination and scheduling of department participation in community events and public safety education opportunities. Purpose Coordinate all community contact and involvement through a team that will be responsible for organizing BFD’s annual Community Engagement Calendar and supporting resources. Measures of Success • Event Coordination Team is formed and managing community engagements. Objective 1 Community Communications & Coordination GOAL 4 Community Engagement Administrative Assistant Amy Handel Strategy Sponsors Firefighter/Paramedic Kirk Rounseville Fire Prevention Officer/EMT Philip Burt 48Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 2 Establish and Manage a Department Events Calendar Target Completion Date 2022 Active Fiscal Year 2022 Action Plan • Develop a Department events calendar that includes all external community activities, (events and public safety education), as well as internal events including scheduled training, meetings and testing. • Segregate/color code internal department vs. external views. • Embed public portion of the calendar into the department website for public access. • Make full calendar available to all Department personnel. • Update events calendar weekly. • Administrative Assistant assumes responsibility for management of the Department Calendar of Events. Purpose Develop and maintain a comprehensive Department events calendar that contains both external community and internal departmental events. Measures of Success • Calendar is developed. • Calendar is regularly updated. • Community portion of the calendar is displayed on the website. Objective 1 Community Communications & Coordination GOAL 4 Community Engagement Strategy Sponsors Deputy Chief Kevin Varley Administrative Assistant Amy Handel 49Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 3 Enhance Social Media Presence Target Completion Date 2022 Active Fiscal Year 2022 Action Plan • Move social media responsibility from administration to events coordination team. • Update Facebook page on a regular basis. • Investigate additional social media platforms. Purpose Delegate social media responsibilities to the Events Coordination Team to support regular updating of content and evaluation of other platforms. Measures of Success • Improved community outreach and Department visibility. • Improved Department participation and morale. Objective 1 Community Communications and Coordination GOAL 4 Community Engagement Fire Prevention Officer/EMT Philip Burt Firefighter/EMT Emily Higgins Firefighter/EMT Brianna Griffin Strategy Sponsors 50Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 4 Reinvigorate and Regularly Update the Department Website Target Completion Date 2022 Active Fiscal Year 2022 Action Plan • Rebuild Department website, and utilize the new town web platform. • Provide interactive services including Permit applications and Class registrations. • Regular updating of the Department website and public events calendar. Purpose Provide an enhanced web platform and regularly updated content to improve public utilization of Departmental information and services. Measures of Success • Website is rebuilt using the new Town platform. • Website content is regularly updated including the public events calendar. • Interactive services functionality is provided. Objective 1 Community Communications and Coordination GOAL 4 Community Engagement Strategy Sponsors Fire Prevention Officer/EMT Philip Burt Firefighter/EMT Emily Higgins Firefighter/EMT Brianna Griffin 51Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 1 Identify, Coordinate, Host and Sponsor Community Events Target Completion Date 2022 Active Fiscal Year 2023 Action Plan • Identify, formalize and post listing of Community events by category of Public Education/Training, Sponsored and Hosted. • Selection and coordination of events participation is by the Community Events Team with approval of Department Administration. Purpose The Community Events Team coordinates continued participation in existing community events and investigates additional participation opportunities. Measures of Success • Community Events Team coordinates Department participation in community events. Objective 2 Community Events & Public Safety Education GOAL 4 Community Engagement Firefighter/Paramedic Gretchen Riley Fire Prevention Officer/EMT Philip Burt Firefighter/EMT Emily Higgins Firefighter/EMT Dean Smith Firefighter/Paramedic Kirk Rounseville Strategy Sponsors 52Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 2 Develop and Implement a Renewed Community Fire Safety and First Aid Education Program Target Completion Date 2022 Active Fiscal Year 2023 Action Plan • Utilize Fire the Prevention Officer to coordinate Community Fire and Life Safety Programs. • Utilize the EMS Coordinator to coordinate Community First Aid Safety Programs. Purpose Provide Fire prevention and EMS oriented educational classes and programs to promote safety, awareness and risk reduction in the community in coordination with the Master Department Events Calendar. Measures of Success • Effective, well-publicized and attended community educational programs. • Loss of life and property reduced. Objective 2 Community Events & Public Safety Education GOAL 4 Community Engagement Firefighter/Paramedic Kirk Rounseville Fire Prevention Officer/EMT Philip Burt Strategy Sponsors 53Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 1 Promote Participation of Department Personnel in Community Events and Education Target Completion Date 2022 Active Fiscal Year 2023 Action Plan • Encourage participation in and provide recognition for Community events and education. • Incorporate Community event and education participation into resume review promotional process. • Improve participation of Union and Fire/Rescue Association in Community Events and Public Education. Purpose Further engage the members and resources of the Union and Fire/Rescue Association to support Department morale and community engagement experience by the members. Measures of Success • BFD Union and Association include community events in their planning agendas. • BFD Union and Association participate in and support community events. Objective 3 Improve Community Involvement of Department Personnel GOAL 4 Community Engagement Strategy Sponsors Firefighter/EMT Christopher Drumm Firefighter/EMT Dean Smith Firefighter/Paramedic Gretchen Riley Firefighter/Paramedic Matthew Tucker 54Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategic Goal 5 Resource Management Objective 1: Budget Development Strategy 1 Coordinate Department Budget Planning with Annual Strategic Plan Review Objective 2: Facilities & Equipment Strategy 1 Articulate and update plan for Facilities, Equipment & Maintenance Objective 3: Revenue Sourcing Strategy 1 Federal, State and Local Grant Funding Strategy 2 Support Town Funding Strategy 3 Address Ambulance Transport Reimbursement Strategy 4 Investigate Other Revenue Sourcing Objective 4: Leverage New Technologies Strategy 1 Leverage Software Applications to improve Department Productivity Strategy 2 Evaluate Department IT Architecture and Equipment Strategy 3 Participate in Statewide 800 MHz radio Upgrade Program Strategy 4 Department New Technology Evaluation Process Detailed Strategy Descriptions 55Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 1 Coordinate Department Budget Planning with Annual Strategic Plan Review Target Completion Date Ongoing Active Fiscal Year Ongoing Action Plan • Annual review and status update of the Strategic Plan, including a three (3) year look-back becomes the basis for the fiscal year expense and capital budget. • Chief, Deputy Chief, EMS Coordinator and Fire Prevention Officer develop the annual budget. • Department input on major capital acquisitions. Purpose Coordinate development of the annual BFD Departmental budget with a review of the Strategic Plan and include appropriate input from the Department. Measures of Success • Strategic Plan is reviewed annually for progress and timing of action plans. • Annual Department budget is developed. Objective 1 Budget Development GOAL 5 Resource Management Chief Robert Moran Deputy Chief Kevin Varley Firefighter/EMT Alexander McHugh Firefighter/Paramedic Matthew Tucker Strategy Sponsors 56Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 1 Articulate and update plan for Facilities, Equipment & Maintenance Target Completion Date 2023 Active Fiscal Year 2023 Action Plan • Maintain Comprehensive Plan for replacing Ambulance, Fire Service and support vehicles and equipment. • Work with the Town of Brewster to investigate the use of Solar panels for the Fire Station. Purpose Capital planning that includes all service equipment, vehicles and facilities improvements. Measures of Success • Maintain a comprehensive Capital Plan. • Consider solar panels for facility. Objective 2 Facilities, Equipment & Maintenance GOAL 5 Resource Management Captain/EMT Daniel Kimball Firefighter/EMT Dean Smith Firefighter/Paramedic Kirk Rounseville Deputy Chief Kevin Varley Strategy Sponsors 57Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 1 Federal, State and Local Grant Funding Target Completion Date 2022 Active Fiscal Year Ongoing Objective 3 Revenue Sourcing GOAL 5 Resource Management Action Plan • Pursue Federal Grant Funding: ̶AFG Operations Grant ̶AFG SAFER (Staffing for Adequate Fire and Emergency Response) Grant ̶AFG Fire Prevention Grant • Pursue State Grant Funding: ̶EMPG – Emergency Management Preparedness Grant ̶Student SAFE Grant- Fire Prevention ̶Senior SAFE Grant – Fire Prevention • Investigate other untapped grant funding sources. • Leverage the Town of Brewster Project Manager. Purpose Seek and acquire grants as additional funding to support Department expense and capital plans. Measures of Success • Receive sufficient grants to reduce dependence on tax-based financial support. Firefighter/Paramedic Matthew Tucker Strategy Sponsors Chief Robert Moran Deputy Chief Kevin Varley 58Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 2 Support Town Funding Target Completion Date 2022 Active Fiscal Year Ongoing Action Plan • Use Strategic Plan to support continued Town funding. • Support additional personnel funding utilizing Town funded staffing study. • Develop other support for future Town Funding: ̶Activity Statistics ̶NFPA Standards ̶Population and Seasonal Fluctuation ̶New Buildings and Developments Purpose Ensure funding from the Town to support annual budgets, capital projects and strategic plan initiatives. Measures of Success • Annual Town funding supports strategic plan driven Department expense and capital requirements. Objective 3 Revenue Sourcing GOAL 5 Resource Management Strategy Sponsors Chief Robert Moran Deputy Chief Kevin Varley 59Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 3 Address Ambulance Transport Reimbursement Target Completion Date Ongoing Active Fiscal Year Ongoing Action Plan • Stay current on Ambulance Service Providers market pricing. • Remain competitive in Ambulance billing rates. • Foster and promote relationship with third party ambulance billing company Purpose Ensure that ambulance reimbursements continue to provide adequate Department funding. Measures of Success • Ambulance service reimbursements stay in sync with market pricing. • Ambulance fund continues to support Department initiatives. Objective 3 Revenue Sourcing GOAL 5 Resource Management Strategy Sponsors Chief Robert Moran Deputy Chief Kevin Varley 60Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 4 Investigate Other Revenue Sourcing Target Completion Date Ongoing Active Fiscal Year Ongoing Action Plan • Pursue Retail Marijuana Tax – Directed to Public Safety. • Pursue Short-term Rental Tax. • Investigate Community Paramedicine Program. Purpose Ensure that additional funding sources are considered and engaged if practical. Measures of Success • User related taxes are, at least in part, directed to the Department. • Community Paramedicine Program receives a determination of its viability as an activity of the Department and as a funding source. Objective 3 Revenue Sourcing GOAL 5 Resource Management Strategy Sponsors Chief Robert Moran Deputy Chief Kevin Varley 61Brewster Fire-Rescue Strategic Plan FY22 to FY26 Deputy Chief Kevin Varley Firefighter/Paramedic Matthew Tucker Fire Prevention Officer/EMT Philip Burt Strategy 1 Leverage Software Applications to Improve Department Productivity Target Completion Date Ongoing Active Fiscal Year Ongoing Action Plan • Investigate and deploy new software to digitize daily maintenance checks. • Investigate and deploy new scheduling software to automate the daily tracking of time off and overtime. Takes the place of the manual calendar and is smartphone based. Purpose Software solutions to automate currently manual activities to improve Department productivity and efficiency. Measures of Success • Daily maintenance checks are software enabled. • Scheduling software automates tracking of time off and overtime. Objective 4 Leverage New Technologies GOAL 5 Resource Management Strategy Sponsors 62Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 2 Evaluate Department IT Architecture and Equipment Target Completion Date 2023 Active Fiscal Year 2024 Action Plan • Investigate deployment of an on-premises server to support Emergency Operations Center (EOC) autonomy. Purpose With the Department currently dependent on the Town’s server architecture located off-premises, an on-premises server would achieve essential autonomy at the BFD in the event of an emergency where the Emergency Operations Center (EOC) would be engaged. Measures of Success • Determination of the viability of an on-premises server. Objective 4 Leverage New Technologies GOAL 5 Resource Management Strategy Sponsors Fire Prevention Officer/EMT Philip Burt Firefighter/EMT Craig DeCosta 63Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 3 Participate in Statewide 800 MHz Radio Upgrade Program Target Completion Date 2023 Active Fiscal Year 2022 Action Plan • Work with the State and County to finish the upgrade to the 800MHz radio system. • Complete the deployment of hardware. • Install new software. • Investigate and deploy mobile repeaters to improve Firefighter safety and emergency response connections. Purpose Complete the project to upgrade to the statewide 800MHz radio system. Measures of Success • 800MHz radio system is operational. • Mobile repeaters are actively utilized. • Enhanced firefighter operational safety Objective 4 Leverage New Technologies GOAL 5 Resource Management Strategy Sponsors Chief Robert Moran Deputy Chief Kevin Varley 64Brewster Fire-Rescue Strategic Plan FY22 to FY26 Strategy 4 Department New Technology Evaluation Process Target Completion Date 2022 Active Fiscal Year 2023 Action Plan • Select various personnel from the Department to assess and evaluate new technologies, dependent on the project at hand and on an as needed basis. • Identify individuals to fill two (2) IT stipend positions as provided in the labor contract. Purpose Delegate new technology investigations and evaluations to selected Department personnel. Measures of Success • Non-administrative Department personnel are assigned new technology investigations and evaluations. • IT responsibilities are delegated to two (2) stipend positions. Objective 4 Leverage New Technologies GOAL 5 Resource Management Strategy Sponsors Fire Prevention Officer/EMT Philip Burt Firefighter/EMT Craig DeCosta Firefighter/Paramedic Matthew Tucker 65Brewster Fire-Rescue Strategic Plan FY22 to FY26 Brewster Fire-Rescue 1671 Main Street Brewster, MA 02631 USA P (508) 896-7018 F (508) 896-4245 www.brewsterfire.com ©Brewster Fire-Rescue/2022. Proprietary, all rights reserved. B R EWSTER MA RESC U E F IRE THE SE A C A PTAIN’S T O W N FE BRUARY 1 9, 18 03 UNDERSTANDING DIVERSITY IN BREWSTER, MA Town of Brewster Select Board Earl Hinton, Organization Development & Effectiveness OCTOBER 3, 2022 1 AGENDA 2 Context and Background Report Design | Content | Data Sources Highlights of Findings Options and Opportunities Context and Background 3 Purpose of the Report Recognizing diversity among Brewster’s residents can help the Town understand how many factors influence how Brewster provides services, designs policies, and interacts with staff and residents. . Is the presence of differences within a given setting. It includes how people differ, embracing the different characteristics that make individuals or groups different. The process that organizations use to ensure everyone has access to the same opportunities. Equity is not reserved for just the protected classes. Equity must be perceived to be fair and impartial to all members of the community. Inclusion happens when the Town values all people's perspectives and contributions and intentionally incorporate their diverse needs and views into Town policies, functions, and services. Diversity Equity Inclusion Applying a diversity, equity, and inclusion “lens” with an emphasis on equity and inclusion, will allow Brewster to respond to the needs of all its citizens. Must Include (protected class)Optional (and related) Age or Generation Ability Color Ethnicity Gender Gender Identity and Expression National Origin Race Religion and Worship Practices Sex Sexual Orientation Veteran Status Education Genetic Information Language Marital Status Personal Appearance Political Affiliation or Perspective Socioeconomic Status C O N T E N T Ancestry and Nativity Race and Nativity Age Education Brewster & the Sexes Other •Marital Status •Veteran Status •Disability •Religion •Political Climate Economic Security •Households •Employment •Income 4 Pr imar y Secondar y D E S I G N Report Design | Content | Data Sources  Section Charts/Graphs/Text Summary Dashboards D A T A S O U R C E S SOCIO-DEMOGRAPHIC HIGHLIGHTS 5 Total Population –10,318 People (9,811 for the Report) •Total Households – 4,515 •Average Household Size is 2.11 •Total Families – 2,812 •Brewster is a multicultural community. 46% report single ancestry, and 42% report multiple ancestries. •97% of Brewster residents are US Citizens. While diverse in ancestry, Brewster lacks racial diversity. Brewster is 97% White. Females outnumber Males by 53% to 47%. There are 87 Males for every 100 Females. Median Age is 57 compared to 40 years for Massachusetts and 39 years for the US •Median Age for Men is 60 years •Median Age for Women is 55 years •22% of the population is under the age of 40 SOCIO-DEMOGRAPHIC HIGHLIGHTS 6 •68% of Brewster residents are over the age of 40 years. •53% of Brewster residents are 55 years and older and trending up. •The school-age population is trending down. (17% - 2010 | 14% - 2020) •97% of adults have a high school diploma or higher. •78% of adults have some college or a bachelor’s degree or higher •24% of adults have a Master’s degree or higher 11% or 1,102 identify as a person with a disability •13% - Barnstable County •12% - Massachusetts. •Whites make up 97% of the population but represent 79% of school enrollment (PK-5). •English is not the first language for10% of student learners. School Enrollment 2021-2022 •White – 78.5% •Hispanic – 10.7% •Multi-Race Non-Hispanic – 6.6% •African American 3.2% •Asian – 0.9% Student Learners – Selected Populations •High Needs 48.7% •Low Income 40.9% •Students with Disabilities – 18.9% •First Language Not English – 5.7% •English Language Learner – 4.1% SOCIO-DEMOGRAPHIC HIGHLIGHTS 7 Brewster’s Median Household Income is $81,0625 •Barnstable County $76,863 •Massachusetts $84,385 •United States $64,994 •65.4% of household income comes from earnings. •48.5% from Social Security •40.2% from interest, dividends, or rental income •38.1% from retirement income •5.4% from Cash Public Assistance •1.1% from Supplemental Sec. Income •11.5% from other types of income •Median Household Income for the 25- 44-year-old group is $74,597 •Median Household Income for the 45- 64-year-old group is $101,852,597 •Median Household Income for the 65 years and older group is $67,288 Brewster’s Poverty rate is 7% •Barnstable County 7% •Nantucket County 5% •Dukes County 8% •Massachusetts 9% •United States 11% While not racially diverse, the number of intersections among the White population with marginalized identities would suggest Brewster is considerably more diverse than it appears. It is important to acknowledge intersectionality among the White population, but inherent privileges extended to this population based on race may have an influence on structural and institutional inequities impacting BIPOC communities. OPTIONS AND OPPORTUNITIES 8 1 Segment and share the socio-demographics with Town resources whose work is affected by the demographic profiles. Demographic data provide the social statistics that become the foundation for the Town's diversity story. 2 Examine the composition of Boards and Committees. When Town Boards and Committees are weighted in favor of one race, sex, or age group, this can impact decisions and public policy. When decisions are made by those representing a narrow slice of the population, diversity of perspective is lost. 3 Consider conducting Equity Audits or Reviews of select Town policies, programs, services, and practices to address opportunity gaps. The goal of an equity audit or review is to identify institutional practices that can produce discriminatory tendencies that impact all citizens. 4 Provide training to groups that formulate public policy and provide direct services to Brewster's residents. Training is ideal for raising awareness and sensitivity and building multicultural competence. OPTIONS AND OPPORTUNITIES 9 5 Assess disability inclusion. The population is small, and they may not have a voice in the Town government. Review building codes to ensure they are ADA compliant and address access issues and restrictions that may adversely impact citizens and visitors living with a disability et al.. 6 Factor senior and elder population needs into local strategic planning processes where appropriate. Given the anticipated growth of this population segment, ensure local health and wellness services, transportation, recreation, and emergency care services are available for Brewster's seniors. 7 Monitor the labor market to ensure pay competitiveness. Brewster's lack of generational diversity can have economic consequences for the Town. As the population ages, there are fewer working-age people in the economy. This can lead to a supply shortage of qualified workers. 8 Create a culture of belonging and inclusion for all Brewster constituents. Be an advocate for diversity, equity, and inclusion. The Town Administrator and Select Board should have a public position about their support for diversity, equity, and inclusion. 1 REPORT SUMMARY Understanding the Diversity of Brewster, MA A SOCIO-DEMOGRAPHIC VIEW BY THE NUMBERS September 26, 2022 Prepared for: TOWN OF BREWSTER SELECT BOARD By: Earl Hinton, Organization Development and Effectiveness 2 REPORT SUMMARY This report was drafted to provide the Town of Brewster with broad socio-demographic data to help orient future work on diversity, equity, and inclusion (DEI). Addressing DEI can result in improved decision-making that better represents all communities, increases community trust in local government through intentional inclusion of its citizens, and a more equitable allocation of public resources. Municipalities are the level of government closest to its people, and decisions made at all levels profoundly impact Town policies, services, and community engagement. The Town of Brewster must be responsive to all constituents and establish policies, programs, and practices that reflect the population on emerging issues and opportunities. Diversity is not something that you "do". It is a state of being. When addressing diversity, equity, and inclusion, it is vital to understand and account for differences among the people who live in the community. The existence of diversity will not mean everyone experiences equity and inclusion. It will not address the systemic and institutional discrepancy of resources affecting groups of differing identities. Understanding Brewster's diversity is the first step to ensuring equitable Town policies, programs, and services and bringing together diverse individuals with many perspectives and skills. Ancestry and Nativity: Ancestry refers to a person's ethnic origin or place of birth or the person's parents or ancestors before they arrived in the United States. Forty-six percent (46%) of Brewster residents report single ancestry, and forty-two percent (42%) report multiple ancestries making Brewster a multicultural community. Most Brewster residents are "homegrown". Sixty-one percent (61%) were born in Massachusetts; thirty-three percent (33%) were born in other states; one percent (.01%) were born outside the U.S., and four percent (4%) were foreign- born. Ninety-seven percent (97%) of Brewster residents are U.S. citizens. Race and Ethnicity: Based on its ancestry and nativity demographics, Brewster is a multicultural Town; however, it lacks racial diversity. It is predominantly White, representing 97% of the Town's population. This is consistent with Cape Cod's demographics. While not racially diverse, the number of intersections among the White population with other identities would suggest Brewster may be more diverse than it appears when looking at race alone. Age: Age data can be used to interpret social and economic characteristics to plan and analyze programs and policies. Brewster lacks generational diversity. The median age of Brewster's residents is 57 years, and the senior population continues to grow. The impact of this trend can be seen in the Housing Production Plan and the Brewster Elementary Consolidation Feasibility Study. Education: Education data can be applied to economic and community development, affect housing prices, and influence Brewster's brand as a "best place to live". Ninety-seven percent (97%) of adults in Brewster have a high school diploma or higher. The percentage shrinks to forty-seven percent (47%) with a bachelor's degree or higher. Brewster and the Sexes: The census captures a person's biological sex, not gender. Females outnumber males fifty- three (53%) to forty-seven (47%). The sex ratio (males per 100 females) is 87.4 for every 100 females. Females characterize more of the adult (18 years +) and senior (65 years +) populations. However, the median age for males is sixty years (60) versus fifty-five years (55) for females. Economic Security: The concept of economic security assesses residents' employment, income, and ability to afford a standard of living. Economic security focuses on median household income, the percentage of people in poverty, and employment. Brewster lacks economic diversity. The median household income is $81,625 compared to the U.S. median household income ($64,994) and Barnstable County ($76,863). Over half of Brewster households (54.5%) have income exceeding $75,000. The median household income for the 45–64-year-old age group is $101,852 making this age category the most affluent in Brewster. Sixty-five percent (65%) of household income is from earnings. A 3 high percentage of income is derived from retirement/social security, interest, dividends, or rental income. This is also confirmed in the Housing Production Plan findings that homeowners in Brewster tend to be older and wealthier. Only seven percent (7%) of people in Brewster live at or below the poverty rate. More women than men fall into this category. The unemployment rate in June 2022 was 3%. In addition to the highlights reported in this summary, more detailed data and additional socio-economic data can be referenced in the full report. MOVING FORWARD The socio-demographic data will help the Town focus its efforts on crafting and advancing equity and inclusion priorities. To address diversity, you need diversity. Brewster's socio-demographics show opportunities for Brewster to direct its endeavors on racial, generational, and economic diversity. A critical mass of diverse identities is needed to surface issues. However, it is still vital to focus on equity and inclusion as diversity is still present in the Town. There are various options/opportunities the Town can consider. Examine the composition of Town Boards and Committees: When Town Boards and Committees are weighted in favor of one race, sex, or age group, this can impact decisions and public policy. When decisions are made by those representing a narrow slice of the population, diversity of perspective is lost. • Unconscious bias may be present in policies and practices as racial impacts may not be considered during the policymaking/decision-making process. While participation on Boards and Committees may not be possible among non-White residents, the Town might consider defining strategies for proactively reaching out to these communities. • Examine the Male/Female ratios on Boards and Committees. Historically, many public policies were weighted towards the male perspective resulting in structural inequities. Structural inequities identify dimensions of our history and culture that allow privileges associated with the majority and disadvantages associated with marginalized identities to sustain and adapt over time. Understanding the ratio of Females to Males among the Town's decision-makers can determine if there are areas of concern. • If Board/Committee members are older and long-tenured and can reapply after they term out, it can reinforce satisfaction with the status quo. Systemic issues sometimes emerge from outdated policies and old perspectives when members become comfortable with decisions for which they are accountable. Fresh perspectives from younger generations can mitigate "stale" ways of operating. Applying newer contemporary perspectives and approaches to policy development, process design and implementation, and breakthroughs in the application of technology can yield improvements and benefits. Conduct Equity Audits or Reviews of select Town policies, programs, services, and practices to address opportunity gaps: The goal of an equity audit or review is to identify institutional practices that can produce discriminatory tendencies that impact all citizens. The desired outcome of the audit is to identify and address inequities that reinforce forms of privilege for some groups and disadvantage others. They can be conducted internally or by external resources. Provide training to groups that formulate public policy and provide direct services to Brewster's residents: Training is an ideal way to build multicultural competence. When offering Training, the Town must be sensitive to messaging. The intent of DEI training is not to "fix" a problem. It is also not a "solution" for addressing diversity, equity, and inclusion in the Town. 4 Conduct an environmental scan to assess disability inclusion: The size of the population is small, and they may not have a voice in the Town government. An environmental scan should include a review of building codes to ensure they are ADA compliant and address access issues and restrictions that may adversely impact citizens and visitors living with a disability, et al. Words used to describe individuals with disabilities matter. Public signage and documents referring to individuals with disabilities should follow guidelines to eliminate language that is offensive or perceived as a micro-aggression to a person with a disability. Language should emphasize abilities, not limitations; the need for accessibility rather than the presence of a disability; and should always refer to the person first and the disability second. Factor senior and elder population needs into local strategic planning processes where appropriate: Given the anticipated growth of Brewster's senior adult population, it is essential to ensure the vitality of this population segment. Brewster might focus its attention on the economic security of the Town's senior adult population. Longer, healthier life spans, outliving savings, sometimes dissaving, affordable housing, and special healthcare requirements all characterize this group. Brewster is currently addressing the housing needs of seniors in its Housing Production Plan. Ensure local health and wellness services, transportation, recreation, and emergency care services are available for Brewster's seniors. Monitor the labor market to ensure pay competitiveness.: Brewster's lack of generational diversity can have economic consequences for the Town. As the population ages, there are fewer working-age people in the economy. This can lead to a supply shortage of qualified workers. 32% of Brewster's population is under the age of 40 years. 68% are above the age of 40. As surrounding municipalities share a shrinking working-age population, Brewster must be able to compete for the same pool of talent in the labor market. Supply shortages may push up wages which can cause wage inflation. The Town should continue to work with the business community to address possible labor shortages in the future. Create a culture of belonging and inclusion for all Brewster constituents: Many communities have different sets of policies and practices for part-time and full-time residents, i.e., tax exemptions, voting restrictions, participation in civic activities and decision-making, et al. However, legitimate differences exist and must be addressed to ensure that the Town's actions are not perceived as exclusionary. To address this dilemma, the Town needs to know the difference between equality and equity. Equality gives everyone the same resources across the board regardless of the group's needs. Equity recognizes each person or group has different circumstances and needs, and therefore different groups of people need different resources and opportunities allocated to them to thrive. Policies directed at each group should be tested for equity (not equality) to ensure the Town is perceived as practicing inclusion. Be an advocate for diversity, equity, and inclusion. The Town Administrator and Select Board should have a public position about their support for diversity, equity, and inclusion: The citizens of Brewster can recognize that no one group's needs are greater or less than another's – only different. No one identity or status is more marginalized than another; they are simply different. Brewster has the opportunity to be inclusive of the needs of ALL constituents regardless of social identity or socio-economic status. This can be done by integrating diversity, equity, and inclusion into all aspects of municipal functions. Understanding the Diversity of Brewster, MA A SOCIO-DEMOGRAPHIC VIEW BY THE NUMBERS Prepared for: Peter Lombardi, Town Administrator Brewster, MA By: Earl Hinton Organization Development and Effectiveness September 26, 2022 Table of Contents INTRODUCTION 3 WHAT IS SOCIO-DEMOGRAPHIC DATA?4 DATA SOURCES 5 GOVERNANCE AND ROLE 6 DIVERSITY, EQUITY, AND INCLUSION DEFINED 7 PROFILE: BREWSTER, MASSACHUSETTS 9 SOCIO-DEMOGRAPHIC HIGHLIGHTS –BREWSTER 12 ANCESTRY AND NATIVITY 15 RACE & ETHNICITY 22 AGE 29 EDUCATION 36 BREWSTER & THE SEXES 45 OTHER REPORTING 51 MARITAL STATUS 53 VETERAN STATUS 54 DISABILITY 55 POLITICAL CLIMATE 57 ECONOMIC SECURITY 58 HOUSEHOLD CHARACTERISTICS 61 EMPLOYMENT 63 HOUSEHOLD INCOME 67 HOUSING 76 POVERTY STATUS 83 NEXT STEP OPTIONS TO CONSIDER 86 Introduction DIVERSITY –PEOPLE AND POPULATION What is Socio-Demographic Data? Socio-demographics refer to a combination of social and demographic factors that define people in a specific group or population.This "people data"is the subject of this report.Socio- demographic data is essential to understanding who lives in a place and identifying groups with potentially unique needs or vulnerabilities.The data can be used to identify areas of focus for setting diversity,equity,and inclusion priorities. Diversity isn't something that you "do".It is a state of being.When addressing diversity,equity, and inclusion concerns,it is vital to understand and account for the differences among the people who live in the community. A diverse community can be beneficial and is often encouraged and celebrated.The existence of diversity in a community does not necessarily mean everyone experiences equity and inclusion. Diversity in and of itself will not address the systemic and institutional discrepancy of resources affecting groups of differing identities.Understanding Brewster’s diversity can bring together diverse individuals with many perspectives and skills.Still,it will not guarantee that everyone experiences equal opportunities or treatment. Data Sources The information in this report is primarily curated through available reporting from the United States Census Bureau (2020 Decennial Census)and The American Community Survey (ACS).Both the Brewster Housing Production Plan and the Brewster Elementary School Consolidation Feasibility Study use socio-demographic data and reference the ACS Estimate Tables and other familiar data sources used in this report. The American Community Survey (ACS)is an ongoing survey that provides yearly data,giving communities current information needed to plan investments and services.The ACS covers a broad range of topics about the U.S.population's social,economic,demographic,and housing characteristics. 5-year estimates are created from the ACS.The estimates are “period”estimates that represent data collected over time.The primary advantage of using multiyear estimates is the increased statistical reliability of the data.ACS data carries a significant margin of error,so the data should be viewed as directional. Supporting documentation on subject definitions,data accuracy,and statistical testing can be found on the American Community Survey website in the Technical Documentation Section. The labeling convention uses the standard demographic labels used by the U.S.Census Bureau and reports only the data collected by the government.The report provides data on basic population facts such as demographics highlighting the various identities of those who live in Brewster.Such data includes racial and ethnic demographics,veteran status,age and sex statistics,disability,income,and other characteristics of the population of Brewster.Additional demographic data is included in the report,and the source will be noted accordingly when these datasets are presented. Note:The decennial census report uses 10,318 as the total Brewster population figure.However,all the ACS comparative data and tables use 9,811 (a difference of 507).Given the margin of error in estimate reporting, this report uses the 9,811 sample size to align with the table's comparative datasets. Governance and Role Municipalities are the level of government closest to its people, and decisions made at all levels profoundly impact Town policies, services, and community engagement. The Town of Brewster must be responsive to all constituents and establish policies, processes, procedures, and practices that reflect the population on emerging issues and opportunities. Applying a diversity, equity, and inclusion “lens” with an emphasis on equity and inclusion, will allow Brewster to respond to the needs of all its citizens. Recognizing diversity among Brewster’s residents can help the Town understand how numerous factors influence how Brewster provides services, designs policies, and interacts with staff and residents. 7 Diversity, Equity, and Inclusion Defined Diversity is the presence of differences within a given setting. It includes how people differ,embracing the different characteristics that make individuals or groups different. Equity is the process that organizations use to ensure everyone has access to the same opportunities.DEI recognizes that racism,sexism,ableism,classism,misogyny,religious bigotry, homophobia,xenophobia,transphobia,and other forms of discrimination make assessing equity critical.Equity is not reserved for just the protected classes.Equity must be perceived to be fair and impartial to all members of the community. Inclusion is the act of creating environments in which people of different identities feel they are valued,respected,leveraged, and welcomed within a given setting.Inclusion happens when the Town values all people's perspectives and contributions and intentionally incorporate their diverse needs and views into Town policies,functions,and services. 8 Diversity: A Broader Definition The data presented in this report is primarily curated from U.S.Census Bureau profile tables and is based on populations protected by Federal statutes.However,it is essential to note that diversity is defined expansively beyond the protected classes for many organizations. People often inquire about who is "covered"in the definition of diversity as this is a sensitive area for most.The simple answer is "everyone"since you cannot exclude groups when promoting inclusion is valued by the Town .However,the following serves as a guideline for calling out identities or groups when defining Diversity. These identities and more may represent the spectrum of those who live in Brewster. Must Include (protected class)Optional (and related) •Age or Generation •Ability •Color •Ethnicity •Gender •Gender Identity and Expression •National Origin •Race •Religion and Worship Practices •Sex •Sexual Orientation •Veteran Status •Education •Genetic Information •Language •Marital Status •Personal Appearance •Political Affiliation or Perspective •Socioeconomic Status Brewster was first settled in 1656 as a northeastern parish of the Town of Harwich.The Town separated from Harwich in 1693.It was officially incorporated as its own Town in 1803.Brewster was named in honor of Elder William Brewster,the first religious leader of the Pilgrims at Plymouth Colony. Today,Brewster is an archetypal New England coastal town with attractive commercial and residential areas and seascapes.Brewster's beaches face the Cape Cod Bay side,which offers water that is often calmer and warmer than on the ocean-facing side of the Cape.The Town has a high tourist appeal.The tourist market supports a variety of restaurants,local entertainment,and outdoor recreation.Many retirees live in Brewster,and residents tend to lean liberal.While more retirees are increasing the senior population,the school-age population is decreasing.The public schools in Brewster are highly rated. 9 Best Places to Live in Barnstable County # 5 of 37 Best Places to Live in Massachusetts # 173 of 413 Best Places to Live in America # 5,327 of 18,515 Best Places to Raise a Family in Massachusetts # 187 of 411 Best Places to Raise a Family in Barnstable County # 5 of 37 Best Places to Retire in Massachusetts # 57 of 347 Best Places to Retire in America # 592 of 12,566 Source: Niche.com | Sperling Best Places | Wikipedia Profile: Brewster, Massachusetts In ranking the best places to live, Niche.com uses the census where there may be areas that are represented by more than one place. For example, the area of Manhattan is represented as both Manhattan and part of New York City. Each place is then ranked against all other places in its cohort both overall and by key attributes (factor analysis). Local area cohorts include suburbs, cities, neighborhoods, places, and counties. Places are categorized based on census factors. 10 Profile: Brewster, Massachusetts Decade Population % Change 1850 1,525 --- 1860 1,489 -2.4% 1870 1,259 -15.4% 1880 1,144 -9.1% 1890 1,003 -12.3% 1900 829 -17.3% 1910 631 -23.9% 1920 688 +9.0% 1930 769 +11.8% 1940 827 +7.5% 1950 987 +19.3% 1960 1,236 +25.2% 1970 1,790 +44.8% 1980 5,226 +192.0% 1990 8,440 +61.5% 2000 10,094 +19.6% 2010 9,820 -2.7% 2020 10,318 +5.1% The Town of Brewster is in Barnstable County, MA. It’s the 9th largest of 15 towns on Cape Cod. It is in the Lower Cape region or the “elbow” of the Cape. Brewster’s area is 22.9 square miles with a population per square mile of 449.7. Cape Cod has very little diversity with a population that is 92% White. Brewster has similar demographics. The median home price on Cape Cod is $650,000 in June 2022 with homes selling in a median of 9 days. That’s up from $290,000 at the start of 2020, well over double in just 2.5 years. Brewster real estate is more expensive than the Cape Cod average and, in more demand. Many jobs in the community are seasonal as a large share of businesses and services shut down during the off-season. Since the 1950 decennial census Brewster experienced double-digit growth in its population and leveled off in 2000. It is projected to decline over the next 20 years. Source: 2020 5-Year ACS Comparison Guidance| Wikipedia | Vanguard Moving Services/U.S. Census Quick Facts 11Source: UMass Donohue Institute (MassDOT Vintage 2018 Population Projections) Brewster Population Projection 1,790 5,226 8,440 10,094 9,820 10,318 9,266 7,863 - 2,000 4,000 6,000 8,000 10,000 12,000 1960 1970 1980 1990 2000 2010 2020 2030 2040 2050 Brewster Population, 1970-2040 Data from the U.S.Census Bureau show there are 73 million baby boomers.The Baby Boom generation got its name from a spike in birth rates after World War II.Born from 1946 to 1964,the oldest boomers will turn 74 next year.When the last census was taken in 2010,the oldest had not even turned 65.Since then,about 10,000 a day have crossed that age threshold and by 2030,all boomers will be at least age 65.Given the size of this generation,baby boomers have had a significant impact on the U.S.economy. From 1970 to 2000 there was significant population growth in Brewster.It leveled in the year 2000 and the Town has seen some decline. According to the National Institute on Aging,younger people are moving toward urban centers,leaving the older population behind. Places like Florida and Cape Cod have large older adult populations because people move there to retire according to the Institute. Given Brewster’s profile as one of the best places to retire in Massachusetts,Brewster,like many other towns on Cape Cod,will continue to see growth in its older population and,over time,an eventual decline.As the population of Brewster grows older,families and the young adult population will decrease.This is already occurring in Brewster where declining school enrollments have resulted in surplus school space.It is estimated that the population in Brewster will decline to 7,863 by 2040. 12 Brewster And the Sexes •Females outnumber males in Brewster by 53% to 47%. The sex ratio (males per 100 females) is 87.4 males for every 100 females. •Males tend to be older. The median age for Males in Brewster is 60 years old. The median age for Females is 55 years old. •Females make up 54% of Brewster’s adult population (18 years and older). Males represent 46% of the adult population. Brewster’s Population •The 2020 decennial census lists Brewster’s population as 10,318. For the purpose of this report, a sample size of 9,811 (a difference of 507) will be used. The 9,811 sample size aligns with the comparative datasets in the tables based on projections of the latest US Census and American Community Survey estimates. •Brewster has gained a 5% increase in population since the 2010 decennial census. Ages •As a community, Brewster is disproportionately older when measured as a percentage of the Town population. The median age of Brewster residents is 57 years old. 68% of residents in Brewster are 40 years of age and older and fall into the “Age” protected group. Disability Disability is viewed as the interaction between individuals’ physical, emotional, and mental health; with the physical and social environment in which they live, work, or play. Persons in Brewster with a disability (1,102) •Tend to be Female (640) •Tend to be White (1,052) •Tend to fall into the age group 75 years and over (515) Socio-Demographic Highlights –Diversity in Brewster 13 Ancestry/Nativity •While 46% (4,473) of Brewster residents report single ancestry, 42% (4,086) report multiple ancestry making Brewster a multi- cultural community. •Irish Is the most reported ancestry making up 32% of the resident population. •More than half of Brewster’s residents were born in Massachusetts-5,998. •4.5% of Brewster residents speak another language at home. •97% of Brewster residents are US citizens. Race and Ethnicity •Brewster’s rich history of diverse ancestry makes it a culturally diverse town. While diverse in ancestry, Brewster lacks racial diversity. •Whites make up 9,515 or 97% of the general population. •Although predominately White, only some data is available identifying the intersectionality of identities among White Brewster residents. This information would show a greater level of diversity within the White population when not looking at race alone. Household Characteristics •There are a total of 4,515 households in Brewster with an average household size of 2.11. •There are a total of 2,812 families with an average family size of 2.65. •5,468 is the total count of married couple family households. Veteran Status •Brewster has 556 veterans of whom 100% are male. •Their period of service extends five wars: World War II, Korean War, Vietnam Era, Gulf War (1990-2001), and Gulf War (2001 and later). •The largest number of Brewster veterans served in Vietnam with 284 or 51% of the veteran population. •The largest number of Brewster’s veterans are in the 75 years and over age grouping. 14 Household Income •Based on income, Brewster is an affluent community with a median household income of $81,625. The U.S. median household income is $64,994, and in Barnstable County, it is $76,863. •Median household income increases to $101,852 for the 45–64-year-old age group. •Median household income decreases to $67,288 for those 65 years and over. Education •97% of adults in Brewster have a high school diploma or higher. The percentage decreases to 47% with a Bachelor’s Degree or higher. •Brewster public schools are part of the Nauset Regional School District. The elementary schools in Brewster enroll 438 students (PK through Grade 5) for the 2021-2022 school year according to reporting by the Massachusetts Department of Elementary and Secondary Education. •The percentage of residents completing levels of higher education trends down for advanced degrees. Poverty Rate •Brewster’s poverty rate is 7%and is consistent with neighboring communities in Barnstable County. •At 7%, Brewster is lower in contrast to those living at or below the poverty rate at the State (9.4%) and National (11.4%) levels. •More women than men are living below poverty in Brewster. Employment •The median age of the workforce 16-64 years old is 49. •23% of those who work in Brewster, live in Brewster. •The employment rate for Brewster residents is 53%(the population 16 years and older who are employed or seeking employment). Nativity & Ancestry MAKE-UP OF BREWSTER’S POPULATION 15 16 Ancestry refers to a person’s ethnic origin or descent, "roots," or heritage, or the place of birth of the person or the person’s parents or ancestors before their arrival in the United States. The intent of collecting data about ancestry is not to measure the degree of attachment residents have to a particular ethnicity. However, the data can paint a picture of the multi-cultural composition of Brewster’s residents. Given that data, the Town can determine if there are specific needs required by different groups. Nativity primarily looks at two major categories:Native-born and Foreign-born.Reporting provides a place of birth,citizenship status,and language spoken at home. 1 While 46% (4,473) of Brewster residents report single ancestry, 42% (4,086) report multiple ancestries making Brewster a multi-cultural community. 2 Irish is the most reported ancestry making up 32% of the resident population. 3 Most Brewster residents are “homegrown”. 61% were born in Massachusetts; 33% were born in other states; .01% were born outside the U.S.; 4% are foreign-born. 4 95.5% of Brewster residents speak only English in the home. 5 97% of Brewster residents are U.S. citizens. Summary –Ancestry & Nativity 17 Commonly Reported Ancestry In Brewster N=9,811 The chart represents the heritage of commonly reported ancestral groups. However, it does not report the full diversity of Brewster’s ancestry. 19.50% 4.80% 9.90% 31.70%8.50% 0.60% 6.60% 2.10% 0.70% English French (except Basque) German Irish Italian Norwegian Polish Scottish Subsaharan African Source: 2020 American Community Survey 5 Year Estimates DP02 18 Brewster’s Ancestries American 3.3% Arab 1.4% Czech .20% Danish 1.2% Dutch 1.4% English 19.5% French (except Basque) 4.8% French Canadian 1.8% German 9.90% Greek.40% Hungarian 0.20% Irish 31.7% Italian 8.5% Lithuanian 0.40% Norwegian 0.60% Polish 6.60% Portuguese 4.70% Russian 1.00% Scotch-Irish 1.20% Scottish 2.10% Slovak 0.40% Sub-Saharan African 0.70% Swedish 3.60% Swiss 0.60% Ukrainian 0.30% West India 0.20%n N=9,811 In addition to the most commonly reported ancestries, other Brewster ancestries include: 4,473 4,086 143 1,109 Single ancestry Multiple ancestry Ancestry unclassified Ancestry not reported Source: 2020: ACS 5-Year Estimates Detailed Tables B04006, B04007 |DP02 19 Brewster Nativity by Place of Birth Foreign Born –441 •Naturalized US Citizen –302 •Not a US Citizen -139 Born in Other States by Region Born Outside the US –87 •Born Abroad of American Parents -22 5,998 0 2,000 4,000 6,000 8,000 Born in Massachusetts 2,294 386 368 237 Northeast Midwest South West Source: 2020: ACS 5-Year Estimates Detailed Tables B04006, B05002 20 Language Spoken at Home in Brewster 95.5% Speak only English. Like all municipalities in the US, the prevailing language spoken in Brewster is English. However, 4.5% or 435 residents speak another language at home. n=9,635 (population 5 years and older) Source: 2020: ACS 5-Year Estimates Subject Tables S1601 9,200 63 303 68 1 SPEAK ONLY ENGLISH SPANISH OTHER INDO-EUROPEAN LANGUAGES ASIAN AND PACIFIC ISLAND LANGUAGES OTHER LANGUAGES 21 Citizenship Status of Brewster Residents 97% of Brewster residents are U.S. citizens N=9,811 9,283 65 22 302 139 Not a U.S. citizen U.S. citizen by naturalization U.S. citizen, born abroad of American parent(s) U.S. citizen, born in Puerto Rico or U.S. Island Areas U.S. citizen, born in the United States Source: 2020: ACS 5-Year Estimates Detailed Tables B05001 Race & Ethnicity In Brewster, MA 22 Race & Ethnicity 23 Brewster is predominately White.This demographic of Whites to non-Whites is not likely to change in Brewster. Promoting racial diversity on the Cape is a challenge.According to the Urban Institute,many non-Caucasians feel comfortable living in communities where they see other residents who look like themselves.Brewster's small number of BIPOC (Black,Indigenous,&People of Color)residents are often absent from view to those visiting or vacationing in Brewster. The absence of diversity among the year-round population on Cape Cod and,in some views,tourism on Cape Cod contribute to this dilemma.Cape Cod's non-White population is 10.5%or 15%using the release of census redistricting data.Many non-White's may feel they must “cross the bridge”to be among others sharing their identities. Like most seasonal communities,Brewster is not alone in attracting diverse populations.The challenges of limited year-round employment opportunities,creative and affordable housing options,availability of transportation choices,and the socioeconomic disparities characteristic of seasonal communities noticeably impact marginalized populations.The size of the non-White population compared to the overall population may not warrant substantial resources to address the concerns of these communities.However,it may be appropriate for Brewster to focus some effort on ensuring equity,inclusion,and belonging since this segment of the population is under- represented,perhaps invisible to the Town,and may be subjected to exclusion or unconscious bias in public policy. Source: 2020: ACS 5-Year Estimates Detailed Tables B02001 24 1 Based on its ancestry and nativity demographics, Brewster is a multicultural Town, however, it lacks racial diversity. It is predominantly White which represents 97% of the Town’s population. This is consistent with Cape Cod’s demographics. 2 Brewster does not trend with State and National changes to diversity trends. 3 Of Brewster’s 9,811 residents, only 3% are BIPOC (Black, Indigenous, People of Color). This number is considerably small when measured as a percentage of the overall Town population. By contrast, the non-White U.S. population is estimated at 24% and climbing, compared to Brewster’s 3%. 4 While not racially diverse, the number of intersections among the White population with other identities would suggest Brewster is more diverse than it appears. Summary –Race & Ethnicity 25 Brewster Residents –Race & Ethnicity N=9,811 Source: 2020: ACS 5-Year Estimates Detailed Tables B02001 White alone Black or African American alone Asian alone Native Hawaiian and Other Pacific Islander alone Two or more races American Indian and Alaska Native alone Some other race alone Series3 96.98%0.14%0.60%0.23%2.04%0.00%0.00% Series1 9,515 14 59 23 200 0 0 9,515 14 59 23 200 0 0 9,656 155 98% 2% 0 2,000 4,000 6,000 8,000 10,000 12,000 Not Hispanic or Latino Hispanic or Latino Race data are based on self-identification. People of any race may be of any ethnic origin. The racial categories in the census generally reflect a social definition of race recognized in this country and not an attempt to define race biologically,anthropologically,or genetically.In addition,it is recognized that the categories of race include racial and national origin or sociocultural groups.People may choose to report more than one race to indicate their racial mixture,such as “American Indian”and “White.”People identifying their origin as Hispanic,Latino,or Spanish may be of any race . The Town has diverse ancestry but is not racially diverse .Brewster is predominantly White, representing 97%of the Town’s population.The Hispanic demographic is displayed separately,as Hispanics may be of any race . 26Source: US Census, 2020: ACS 5-Year Estimates Data Profiles | Ramos, C. & Brassel, S. (2020). Intersectionality: When identities converge. Catalyst Some Available Data Regarding Intersectionality Among White Brewster Residents MEDICAN AGE Median Age of White Males: 55 Years Median Age of White Females: 63 Years VETERAN STATUS 100% of Brewster' veterans are White •95% of Brewster residents living with a disability are White •13% are Female DISABILITY Intersectionality is a framework for understanding how social identities,such as gender,race,ethnicity,social class,sexual orientation,ability,etc.,overlap with one another and with systems of power that dominate and benefit people in the broader community. While not racially diverse,the number of intersections among the White population with other identities may suggest Brewster is more diverse than the numbers suggest.The graphics to the left are some examples of these intersections.The census does not report data on religion,sexual orientation,gender identity,genetics,et al.Factoring in these intersections would add to Brewster’s diversity. With Whites representing the majority population,the median age would suggest a significant White senior-aged population in the Town . Persons living with a disability tend to be White,and 13%are Female. The Veteran population is all White.Most of Brewster’s population experiencing economic insecurity (poverty level)are White,and just over half are Female. When not looking at race alone,Brewster’s diversity is more sizeable than it appears.However,because Whites still enjoy privileges not afforded to other races,systemic and implicit bias should be examined to understand better potential inequities impacting other identities. POVERTY RATE •92% of those living at or below the poverty level are White •55% are Femalen=655 n=556 n=1,102 Source: US Census: ACS 5-Year Estimates Data Profiles | US Census Bureau Quick Facts Estimates, July 1, 2021, Population Estimates 27 81.90% 6.80% 5.00% 1.70% 3.70% 0.70% 0.20% 0.00% 76.10% 9.60% 6.00% 1.90% 5.30% 0.90% 0.20% 0.00% 67.60% 12.60% 6.50% 4.70% 7.20% 1.30% 0.10% 0.00% WHITES HISPANIC BLACK OR AFRICAN AMERICAN TWO OR MORE RACES ASIAN SOME OTHER RACE NATIVE AMERICAN/ALASKA NATIVE NATIVE HAWAIIAN/OTHER PACIFIC ISLANDER 2000 2010 2020 Race/Ethnicity Trends in Massachusetts •Massachusetts grew larger and more diverse. It experienced a population growth of 7.4% over the past decade. •Communities of color drove an increase of nearly half a million people across the State. •The non-White population climbed slightly to 15%. •White residents lowered their share of the population from 76% to 68% in the past decade. •Brewster’s population does not follow this trend. Race/Ethnicity Trends in Massachusetts •The White population has decreased across Massachusetts. Barnstable County and Brewster do not follow this trend. The County and Town tend to be predominately White at 97% and 92% respectively. •Brewster’s percent of non-White residents trail Massachusetts and the U.S. in terms of representation. •The low numbers of non-White residents could potentially have implications even though the actual number is slight as a percent of the total population. Substantial resources may not be needed to address these DEI issues. Source: US Decennial Census 2020 (QuickFacts)28 96.98% 2.00% 0.14% 2.04% 0.60% 0.00% 0.00% 0.00% 91.80% 3.60% 3.70% 2.00% 1.70% 0.80% 0.10% 79.80% 12.80% 9.30% 2.70% 7.50% 8.40% 0.50% 0.10% 75.80% 18.90% 5.70% 2.90% 6.10% 5.00% 1.30% 0.30% 0%10%20%30%40%50%60%70%80%90%100% Whites Hispanic Black or African American Two or More Races Asian Some Other Race American Indian/Alaska Native Native Hawaiian/Other Pacific Islander Brewster Barnstable County Massachusetts United States Age CHARACTERISTICS OF AGE GROUPINGS IN BREWSTER, MA 29 30 1 The median age of the Brewster resident is 57. 2 Male residents tend to be older than female residents, where the median age for men is 60 years versus 55 years for women. 3 45% of Brewster’s residents are 60 years and older. 4 Generationally, age groupings are disproportionately distributed, with 68% of the population over the age of 40 and 32% of the population under 40 years. 5 The largest age group of those under 40 is the 15-19 years old. The largest age group of those over 40 are those 60-64 years old. Summary –Age Age data are needed to interpret most social and economic characteristics used to plan and analyze programs and policies.Age is central for any number of federal programs that target funds or services to children,working-age adults,women of childbearing age,or the older population. Brewster Residents: Median Age 31Source: Chart Survey/Program: 2020 ACS 5-Year Estimates Data Profiles S0101 COMPARISONS 38.5 39.6 53.7 56.5 Median Age - UNITED STATES Median Age - MASSACHUSETTS Median Age - BARNSTABLE COUNTY Median Age - BREWSTER MEDIAN AGE 57 N=9,811 60 55 Median Age FemalesMedian Age Males The median age is the age that divides the population into two equal-size groups.Half of the population is older than the median age and half is younger.Median age is based on a standard distribution of the population by single years of age and is shown to be the nearest tenth of a year. The median age of Brewster’s residents is 57,which is among the highest in the nation.It is essential to ensure the vitality of this demographic.The Town must plan for and ensure health and wellness services, transportation,recreation,and emergency care is available for Brewster’s seniors. 32 Brewster’s Population by Age Groupings Brewster’s School Age Population Brewster’s Senior & Elder Population Distribution of Age Groupings N=9,811 176 260 554 648 1.80%2.70% 5.60%6.60% Under 5 years 5 to 9 years 10 to 14 years 15 to 19 years Source: Chart Survey/Program: 2020 ACS 5-Year Estimates Data Profiles S0101 1,131 1,090 870 478 380 488 11.50% 11.10% 8.90% 4.90% 3.90% 5.00% 60 to 64 years 65 to 69 years 70 to 74 years 75 to 79 years 80 to 84 years 85 years + 33 Brewster Residents Under Age 40 Brewster Residents Over Age 40 Brewster Residents by Age Groupings N=9.811Source: Chart Survey/Program: 2020 ACS 5-Year Estimates Data Profiles S0101 Under 40 32% Over 40 68%6,712 residents out of 9,811 are protected class AGE PROTECTED 68% 34 Population Trends by Age Group Source: 2020 ACS 5-Year Estimates Data Profiles B01001 17%16% 18% 16%16%17%16%15%16% 14% 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 School Age Population 0-17 Years Old 47%46%44%49%50%49%52%52%49%53% 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % of Population 55 Years and Older There have been modest fluctuations in population growth for residents in the 55 years and older age group. While the fluctuations are slight, they continue to trend up. This trend is expected to increase in the near term. Brewster’s school-age population is beginning to shrink. The Brewster Elementary School Consolidation Feasibility Study performed a comprehensive school enrollment analysis and is projecting the decline in school-age children to continue. The Town is examining options for consolidating its elementary schools. 35 Population Change by Age Distribution 2010-2020 Source: US Census: ACS 5-Year Estimates Data 2006-2010 and 2016-2020, Table B01001 | Brewster Housing Production Plan Since the last decennial census, the percent change in population for those under the age of 55 years has decreased. The percent change in the population 55 years and older has increased. These demographic trends are shared locally and with the county and state. Population Trends by Age Group Education 36 Brewster and Education Source: US Census: ACS 5-Year Estimates Data Profiles 37 Educational Attainment refers to the highest level of education that an individual has completed. 33% of residents in the United States have a Bachelor’s degree or higher. In Brewster, that number is 47.3%. Understanding the attainment levels of education in communities inform decisions on labor market value, may provide opportunities for upward mobility in local businesses, and warrant consideration when examining social and economic outcomes in the community at large. The data can be applied to economic and community development, affect housing prices, and can influence Brewster’s brand as a best place to live and work. Caution should be used when analyzing the data as alternatives to traditional degrees, i.e., educational and professional certifications and licenses have labor market value. The data can also document racial and ethnic differences in educational attainment. 38 1 97% of adults in Brewster have a high school diploma or higher. The percentage shrinks to 47% with a Bachelor’s Degree or higher. 2 Brewster public schools are part of the Nauset Regional School District. The elementary schools in Brewster enroll 438 students (PK through Grade 5) for the 2021-2022 school year according to reporting by the Massachusetts Department of Elementary and Secondary Education. 3 The percentage of residents completing levels of higher education trend down for advanced degrees. If the Town is unaware of specialized/expert resources among its residents, it may result in the Town seeking specialists or expert consultants on select community matters where local resources may exist. 4 78.5% of elementary school enrollment is White. Of the 438 students enrolled, 220 are Female, 218 are Male, and none are Non-binary. 21.5% of elementary school enrollment is reported as non-White. The percentage might suggest more non-White working-class families are moving into the area, and enrollment reflects an increasingly diverse population. See race and ethnicity reported on page 42. Summary –Education Brewster –Attained Levels of Education Source: 2020 American Community Survey 5-Year Estimates S1501 Percent of Adults with a High School Diploma or Higher Percent of Adults with a Bachelor’s Degree or Higher 39 n=7,853 (Brewster population 25 years and over) 19.50%21.40% 8.90% 23.70%23.60% High School or Equivalent degree Some college, no degree Associate's degree Bachelor's degree Graduate or professional degree 97.1%47.3% 40Source: US Census: ACS 5-Year Estimates Data Profiles S1501 Attained Levels of Education by Race 97.80% 46.90% White Alone, not Hispanic origin High School Graduate or Higher Bachelor's Degree or Higher 100.00% 52.50% Asian Alone High School Graduate or Higher Bachelor's Degree or Higher 100.00%100.00% Two or More Races High School Graduate or Higher Bachelor's Degree or Higher 35.90% 30.40% Hispanic or Latino Origin High School Graduate or Higher Bachelor's Degree or Higher Enrollment 438 School Type Public Grades Served PK -05 Number of Schools 2 Source: Massachusetts Department of Elementary and Secondary Education Brewster Schools 41 2021-2022 Enrollment PK 6%K 14% 1 15% 2 16% 3 17% 4 13% 5 19% PK K 1 2 3 4 5 Brewster has two elementary schools: Eddy Elementary (grades 3-5) and Stony Brook Elementary (grades PK-2).Brewster is part of the Nauset Regional School System for middle and high school. Source: Massachusetts Department of Elementary and Secondary Education | Town of Brewster Housing Production Plan Brewster Schools 42 Student Race and Ethnicity 2021-22 Enrollment 3.20% 0.90% 10.70% 0% 78.50%0% 6.60% African American Asian Hispanic Native American White Native Hawaiian, Pacific Islander Multi-Race Non-Hispanic 220 218 0 Female Male Non-Binary Enrollment By Gender Source: Massachusetts Department of Elementary and Secondary Education | Town of Brewster Housing Production Plan Brewster Schools 43 Selected Populations 5.70% 4.10% 40.90% 18.90% 48.70% First Language not English English Language Learner Low-income Students With Disabilities High Needs High Needs: A student is high needs if they are designated as either low income, economically disadvantaged, or a student with disabilities. Economically disadvantaged students participate in one or more of the following state-administered programs: The supplemental Nutrition Assistance Program (SNAP); the Transitional Assistance for Families with Dependent Children (TAFDC); the Department of Children and Families (DCF) foster care program; and MassHealth (Medicaid). Students with Disabilities: Indicates the percentage of enrollment who have an Individualized Education Program (IEP). Low Income: Indicates the percentage of enrollment who met ANY ONE of the following definitions of low-income: •The student is eligible for free or reduced-price lunch •The student receives Transitional Aid to Families benefits •The student is eligible for food stamps English Language Learner: Indicates the percentage of enrollment who are English learners, defined as "a student whose first language is a language other than English who is unable to perform ordinary classroom work in English. First Language not English: Indicates the percentage of enrollment whose first language is a language other than English. N=438 Source: UMass Donohue Institute (MassDOT Vintage 2018 Population Projections) | Brewster Elementary School Consolidation Feasibility Study. Future School Enrollment Projections 44 •The U.S. population under age 18 declined in the last decade. The aging of baby boomers who were ages 57-75 in 2021 is partly driving the growth in the adult population. Brewster follows this trend. •The number of older Brewster residents exceeds those in Barnstable County and Massachusetts. This in part may be attributed to Brewster’s second homeowners retiring and becoming year-round residents. •The Brewster Elementary School Consolidation Feasibility Study indicates the elementary school population and the typical age groups for elementary parents have declined, while the senior population has grown. Brewster’s higher percentage of people 65 and older is expected to rise while the number of school-age children continues to fall. The elementary school- age population is projected to notably decline through 2040. The data in the Feasibility Study and in this report use the same data source (UMDI); however, the numbers may differ as the estimates change over time. 13.80%15.20%19.90% 52.90%48.20% 30.10% Brewster Barnstable County Massachusetts % of Population Under 18 % of Population Over 55 275 109 446 200 461 340 2020 Projected 2040 St u d e n t P o p u l a t i o n Brewster Elementary School Age Population Projections Age 0-4 Age 5-9 Age 10-14 Brewster and the Sexes Brewster and the Sexes 46 The census captures a person’s biological sex and not gender. The ambiguity of these two concepts may interfere with accurately and consistently measuring the composition of the sexes in the population. The definition of gender can be confused with the definition of sex, and the terms are often used interchangeably. The meanings are not the same: sex is based on the biological attributes of men and women, while gender is a social construct where society or culture assigns certain behaviors to the labels of masculine or feminine. Today, gender is often referenced using chosen “pronouns”. The data presented in this section highlight the contrast between males and females in Brewster. These distinctions can provide insight to explore further if Town policies and practices affecting women are fair, equitable, and do not have the effect of being discriminatory. 47 1 Females outnumber Males in Brewster by 53% to 47%. The sex ratio (Males per 100 Females) is 87.4 Males for every 100 Females. 2 Males tend to be older. The median age for Males in Brewster is 60 years old. The median age for Females is 55 years old. 3 Females make up 54% of Brewster’s adult population (18 years and older). Males represent 46% of the adult population. 4 The same percentages apply to the senior population of Brewster. Males make up 46% of the senior population 65 years and older. Females make up 54%. 5 Persons with disabilities tend to be Female (58%) compared with Males (42%). 6 More Males than Females are married in Brewster. For the population in Brewster over age 15, married Males represent 69% of those married now versus 57% for married Females. 7 Females represent most of the voting age residents at 54% versus Males who represent 46%. The number represents those eligible to vote and not the actual number of registered voters in Brewster. That data is available from the Town Clerk’s office. 8 Brewster has 556 veterans of whom 100% are Male. 9 55% of Brewster residents living at or below the poverty level are Female. Summary –The Sexes The Sex data are aggregated and provide the number of Males and Females in the population.These data are needed to interpret most social and economic characteristics used to plan and analyze programs and policies.Data about sex are critical because many federal programs must differentiate between males and females. Brewster Population 9,811 Male 4,577 Female 5,234 The sex ratio (males per 100 females) is 87.4 males for every 100 females. 47%53% Demographics of Brewster Residents by Sex Source: 2020 ACS 5-Year Estimates Data Profiles DP05 48 N=9,811 Male, 3,916 Female, 4,555Male, 46.20% Female, 53.80% Male Female Adult Population 18+ (n=8,471) Male, 1,535 Female, 1,771 Male, 46.40% Female, 53.60% Male Female 65 years and over (n=3,306) Male Median Age 60 years old Female Median Age 55 years old Demographic Distinctions Across the Male/Female Interface Males 65 Years + 1,535 Female 65 Years + 1,771 Males 18 Years + 3,916 Females 18 Years + 4,555 % of Married Males 69% % of Married Females 57% 49 Brewster Male Population 4,577 Brewster Female Population 5,234 # Males with a Disability 462 # Females with a Disability 640 Senior Population Persons with Disabilities Marital Status Median AgeBrewster Population Adult Population Source: 2020 ACS 5-Year Estimates Data Profiles n=3,306 n=1,102 n=8,821 n=9,811 n=9,811 n=8,471 Demographic Distinctions Across the Male/Female Interface 50Source: 2020 ACS 5-Year Estimates Data Profiles # Males 556 # Females n/a # of Males Living Below Poverty Level 295 # Females Living Below Poverty Level 360 Brewster Male Population 3,816 Brewster Female Population 4,516 Veteran StatusVoting Age Population Poverty Level n=8,332 n=8,332 n=655 Other Reporting 51 52 1 Marital Status: 62% of the population in Brewster over the age of 15 are married. More Males (69%) than Females (57%) are estimated to be married. 2 Veteran Status: Brewster has 556 veterans of whom 100% are male. Their period of service extends five wars: World War II, Korean War, Vietnam Era, Gulf War (1990-2001), and Gulf War (2001 and later). 3 Disability: Persons with a disability = 1,102 which is 11.6%of the total civilian noninstitutionalized population. Characteristics of those living with a disability a) tend to be Female (640); b) tend to be White (1,052), and c) tend to fall into the age group 75 years and over (515). 4 Political Climate: Population leans liberal. Summary –Other Reporting Marital Status of Brewster Residents 2020: ACS 5-Year Estimates Subject Tables S1201 n=8,821 Population in Brewster >age 15 53 Females Males 62.40% 7.90% 8.40% 0.80%20.50% Now Married Widowed Divorced Separated Never Married 56.90% 11.40%9.40% 1.40% 20.80% 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% Now Married Widowed Divorced Separated Never Married 68.90% 3.90%7.10%0.00% 20.10% 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% Now Married Widowed Divorced Separated Never Married Veteran Status of Brewster Residents 54 •Brewster has 556 veterans of whom 100% are Male. •Their period of service extends five wars: World War II, Korean War, Vietnam Era, Gulf War (1990-2001), and Gulf War (2001 and later). •The largest number of Brewster veterans served in Vietnam with 284 or 51% of the veteran population. •The largest number of Brewster’s veterans are in the 75 years and over age grouping. 18 284 122 31 3.20% 51.10% 21.90% 5.60% Gulf War (8/1990 to 8/2001) veterans Vietnam era veterans Korean War veterans World War II veterans 49 19 27 194 267 8.80%3.40%4.90% 34.90% 48.00% 18 to 34 years 35 to 54 years 55 to 64 years 65 to 74 years 75 years and over Source: Chart Survey/Program: 2020 ACS 5-Year Estimates Data Profiles S2101 Veteran status is used to identify people with active-duty military service and service in the military Reserves and the National Guard. Veterans are men and women who have served (even for a short time), but are not currently serving, on active duty in the U.S.Army, Navy, Air Force, Marine Corps, or the Coast Guard, or who served in the U.S. Merchant Marine during World War II. People who served in the National Guard or Reserves are classified as veterans only if they were ever called or ordered to active duty, not counting the 4-6 months for initial training or yearly summer camps. All other civilians are classified as nonveterans. Persons With A Disability In Brewster Persons with a disability = 1,102 which is 11.6% of the total civilian noninstitutionalized population (n=9,530) Characteristics of those living with a disability •Tend to be Female (640) •Tend to be White (1,052) •Tend to fall into the age group 75 years and over (515) 55Source: Chart Survey/Program: 2020 ACS 5-Year Estimates Data Profiles S18101 375 62 548 345 151 525 Hearing Difficulty Vision Difficulty Cognitive Difficulty Ambulatory Difficulty Self-Care Difficulty Independent Living Difficulty 0.00% 100.00% 462 640 Male Female 41.92%58.08% 11.70% 13.00% 11.06% 10.00%10.50%11.00%11.50%12.00%12.50%13.00%13.50% Massachusetts Barnstable County BREWSTER Comparison: Percent of Persons With a Disability Persons With A Disability - Breakdown 56Source: Chart Survey/Program: 2020 ACS 5-Year Estimates Data Profiles S1810 0 47 241 113 186 515 Under 5 years 5 to 17 years 18 to 34 years 35 to 64 years 65 to 74 years 75 years and over By Age 1,052 0 0 28 0 0 22 1,022 30 White alone Black or African American alone American Indian and Alaska… Asian alone Native Hawaiian and Other… Some other race alone Two or more races White alone, not Hispanic or… Hispanic or Latino (of any race) By Race Political Climate in Brewster, MA Source: Sperling’s Best Places website | Federal Election Commission | Wikipedia | Town of Brews 57 $657,610 $69,535 7576 488 DEMOCRATIC PARTY & LIBERAL CAMPAIGNS REPUBLICAN PARTY & CONSERVATIVE CAMPAIGNS The political climate in Brewster, MA leans liberal. Individual campaign contributions in Brewster, MA between 2018-2021, add up to 7,576 contributions totaling $657,610 to the Democratic Party and liberal campaigns, averaging $87 per contribution. During the same period, there were 488 contributions totaling $69,535 to the Republican Party and conservative campaigns,averaging $142 per contribution. On the national level, Brewster is a part of Massachusetts's 9th congressional district and is currently represented by William Keating. The state's senior member of the United States Senate, elected in 2012, is Elizabeth Warren. The junior senator, elected in 2013, is Edward Markey. Brewster Registered Voters Republican 1,048 Democrat 2,254 Unenrolled 5,226 Economic Security in Brewster Economic Security Source: US Census: ACS 2020 Subject Definitions 59 All people should have the income and resources to support themselves and their families. The concept of economic security assesses residents’ employment, income, and ability to afford a standard of living. Economic security focuses on median household income, the percentage of people in poverty, and employment. In this section, data on economic security will be displayed by households. A household includes all the people who occupy a housing unit. (People not living in households are classified as living in group quarters.) A housing unit is a house, an apartment, a mobile home, a group of rooms, or a single room that is occupied (or, if vacant, is intended for occupancy) as separate living quarters. Separate living quarters are those in which the occupants live separately from any other people in the building and have direct access from outside or through a common hall. The occupants may be a single family, one person living alone, two or more families living together, or any other group of related or unrelated people who share living arrangements. 60 1 Based on income, Brewster is an affluent community with a median household income of $81,625. The U.S. median household income is $64,994, and in Barnstable County, it is $76,863. 2 Brewster lacks economic diversity. Over half of Brewster households (54.5%) have income exceeding $75,000. 3 The employment rate in Brewster is 53.2%. As of July 2022, the unemployment rate is 2.9%. 4 65% of household income is from earnings. There is a high percentage of income derived from retirement/social security, interest, dividends, or rental income. This is also confirmed in the Housing Production Plan findings that homeowners in Brewster tend to be older and wealthier. 5 Median household income goes down for those 65 years and older ($67,288). This is also true for the 25-44 years old category ($74,597). Together these age groups tend to be renters suggesting a need for more affordable housing. 6 85% of Brewster households are owner-occupied. 8 7% (655) of people in Brewster live at or below the poverty rate. More women than men fall into this category. Summary –Economic Security Brewster Household Characteristics Source: 2020: ACS 5-Year Estimates Subject Tables S1101 61 Total Households 4,515 Average Household Size 2.11 n=4,515 176 814 350 Under 5 years 5 to 14 years 15 to 17 years Households with Children < 18Total Families 2,812 Average Family Size 2.65 Married Couple Family Households 2,585 Brewster Household Characteristics Source: 2020: ACS 5-Year Estimates Subject Tables S1101 | DP02 62 n=4,515 Cohabiting Couple Households Male Households, No Spouse/Partner 559 1,190181 Female Households, No Spouse/Partner Owner Occupied Housing Units 3,833 Renter Occupied Housing Units 682 63 Employment: Characteristics Source: 2020 ACS 5-Year Estimates Subject Tables S2303 56.90% 3.60% 4.20% 7.40% 4.50% 4.60% Worked 50 to 52 weeks Worked 48 to 49 weeks Worked 40 to 47 weeks Worked 27 to 39 weeks Worked 14 to 26 weeks Worked 1 to 13 weeks # of Weeks Worked n=5,411 The labor force includes all civilian residents over the age of 16 who are currently employed or actively seeking employment. 57% of Brewster’s population is in this category. 49 Median Age of Workers 16-64 Years Workers 16-64 Years Who Worked Full-time, Year Round2,561 Brewster Working Population 16-64 Years5,411 Percent of Population Who Live and Work in Brewster23% 64 Employment: Status Source: 2020 ACS 5-Year Estimates Subject Tables DP03 N=8,717 Population 16 years and older 55.30% 52.40% 54.30% 55.10% 54.30% 53.40%53.20% 52.00% 52.50% 53.00% 53.50% 54.00% 54.50% 55.00% 55.50% 2013 2014 2015 2016 2017 2018 2019 2020 2021 Employment Rate 4,979 3,738 57% 43% 0% 10% 20% 30% 40% 50% 60% 0 1,000 2,000 3,000 4,000 5,000 6,000 In Labor Force Not in Labor Force Source: US Census: ACS 5-Year Estimates Data Profiles S2408 | Dept. of Economic Research, Mass.gov 65 n=4,641 (civilian employed population 16 years and older) Employee of private company workers, 2,492 Self-employed in own incorporated business workers, 338 Private not-for- profit wage and salary workers, 561 Local government workers, 372 State government workers, 45 Federal government workers, 41 Self-employed in own not incorporated business workers and unpaid family workers, 792 •Brewster has many employment opportunities covering a variety of industry sectors. •As of July 2022, the Town enjoys a low unemployment rate of 2.9%. •According to Brewster’s Housing Production Plan findings, only 23% of residents work in Brewster. Employment: Labor Force Classifications Note: Data from the ACS are obtained from respondents in households. The tabulations include people based on place of residence regardless of where they work. e.g. The number of local government workers may include those who live in Brewster but work for another municipality or for the county. As in all ACS estimates, margins of error may be high. Source: US Census: ACS 5-Year Estimates Data Profiles S2408 66n=4,641 (civilian employed population 16 years and older) 47.20%40.80% 28.20% 46.80% 100.00% 63.40%58.10% 52.80%59.20% 71.80% 53.20% 0.00% 36.60%41.90% Employee of private company workers Self-employed in own incorporated business workers Private not-for- profit wage and salary workers Local government workers State government workers Federal government workers Self-employed in own not incorporated business workers and unpaid family workers % Worker Classification Female Male Employment: Female/Male Labor Force Classifications Household Income Source: 2020 ACS 5-Year Estimates Subject Tables S1901 (n=4,515 households) 67 Breakdown of Household Income In Brewster (% of Households) 5.60% 1.10% 6.60% 8.20% 8.60% 15.40% 16.30% 15.20% 9.30% 13.70% Less than $10,000 $10,000 to $14,999 $15,000 to $24,999 $25,000 to $34,999 $35,000 to $49,999 $50,000 to $74,999 $75,000 to $99,999 $100,000 to $149,999 $150,000 to $199,999 $200,000 or more Income and earnings are often confused. Earnings are just one source of income. Every year, the Census Bureau collects data on how much money households take in through multiple sources, all of which are labeled “income.” Earnings, primarily wages, and salary from a job are usually a large source of income. Other sources of income include Social Security payments, pensions, child support, public assistance, annuities, money derived from rental properties, interest, and dividends. Income: Median Household Income $81,625 Median Household Income in Brewster (4,515 households) 68 A key measure of household income is median income at which half of the households have income above that level and half below. Mean income is the “average” income of a particular group. It is the amount obtained by dividing the total aggregate income of a group by the number of units in the group. Brewster Median Household Income $81,625 Barnstable County Median Household Income MA Median Household Income US Median Household Income $76,863 $84,385 $64,994 Brewster Mean Household Income $104,477 MA Mean Household Income $117,482 The median household income in Brewster is higher than Barnstable Country and the US Source: 2020 ACS 5-Year Estimates Subject Tables S1901 Income: Median Household Income Characteristics 69 (n=4,515 households) Source: 2020 ACS 5-Year Estimates Subject Tables S1903 $- $74,597 $101,852 $67,288 15 to 24 years 25 to 44 years 45 to 64 years 65 years and over By Age Grouping $93,693 $135,391 $170,750 $176,098 2-person families 3-person families 4-person families 5-person families By Household Size $73,877 $83,147 Hispanic or Latino origin (of any race)White alone, not Hispanic or Latino By Race •Brewster lacks economic diversity. Household wealth has increased since the last decennial census. The median household income in Brewster increased by 24%. •No data is reported for other races and ethnicities identified in Brewster and for those in the 15-24- year-old age grouping. Income: Sources of Household Income Sources of Household Income of Brewster Residents Income is a key component of financial health.It often determines where and how a person lives,the types of schools and training they have access to,and what healthcare options they have.Income can also shape a person’s interactions with the criminal justice system. The median age of Brewster residents (57 years)and the sources of income indicate there are numerous households living on retirement income among other sources. 70 n=4,515 Source: 2020 ACS 5-Year Estimates Subject Tables S1902 65.40%40.20% 48.50% 1.10% 5.40% 38.10% 11.50% Earnings Interest, Dividends, or Net Rental Income Social Security Income Supplemental Security Income (SSI) Cash Public Assistance Income or Food… Retirement Income Other types of income Income: Median Household Income by Age Distribution 71Source: 2020 ACS 5-Year Estimates Subject Tables 19049 $- $74,597 $101,852 $67,288 $54,975 $82,045 $95,374 $65,297 $44,222 $96,311 $103,973 $52,973 $- $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 Householder Under 25 Years Householder 25-44 Years Old Householder 45-64 Years Old Householder 65 Years and Over Median Household Income by Age of Householder Brewster Barnstable County Massachusetts •One person in each household is designated as the householder.In most cases,this is the person or one of the people in whose name the home is owned,being bought,or rented.There is no data for households under 25 years old for Brewster.Brewster householders 45-64 have the highest median household incomes.This is a characteristic of the age group based on where they are in their career and earnings and income potential. •The median household income for householders 25-44 is considerably smaller than the county and state householders in this same age group. •The median household income for householders 65 years and over is higher than the county for the age group and considerably higher than the State. Income: Householders 25-44 Years Old 72Source: 2020 ACS 5-Year Estimates Subject Tables S1B19037A 95 15 27 10 0 8 16 0 38 14 80 71 33 61 65 54 Less than $10,000 $10,000 to $14,999 $15,000 to $19,999 $20,000 to $24,999 $25,000 to $29,999 $30,000 to $34,999 $35,000 to $39,999 $40,000 to $44,999 $45,000 to $49,999 $50,000 to $59,999 $60,000 to $74,999 $75,000 to $99,999 $100,000 to… $125,000 to… $150,000 to… $200,000 or more Householders 25-44 Years Old (n=587) •The median household income for the 25–44-year-old age group is $74,597. •The age group represents 51% of renter-occupied units and only 6% of owner-occupied units suggesting this group may be challenged with a higher cost of housing. •This age category represents 13% of household income in Brewster. •36% of the 25–44-year-old age group generates over $100,000+ per year in income. •9% of this age group makes $200,000+ or more/year. 73Source: 2020 ACS 5-Year Estimates Subject Tables S1B19037A 65 0 15 0 72 129 28 15 9 41 154 260 143 128 263 378 Less than $10,000 $10,000 to $14,999 $15,000 to $19,999 $20,000 to $24,999 $25,000 to $29,999 $30,000 to $34,999 $35,000 to $39,999 $40,000 to $44,999 $45,000 to $49,999 $50,000 to $59,999 $60,000 to $74,999 $75,000 to $99,999 $100,000 to $124,999 $125,000 to $149,999 $150,000 to $199,999 $200,000 or more Householder 45-64 Years Old (n=1,700) •The median household income for the 45–64-year-old age group is $101,852 making this age category the most affluent in Brewster. This is not unusual as this age group is characterized by those residents in their mid to late careers with the highest income potential. •This age category represents 36% of household income in Brewster. •Over half or 54% of this age group generates over $100,000+ per year in income. •22% of this age group makes $200,000 or more/year which also represents the largest number of householders in the age category. Income: Householders 45-64 Years Old 74 94 34 116 77 58 71 177 77 29 214 193 405 182 139 93 185 Less than $10,000 $10,000 to $14,999 $15,000 to $19,999 $20,000 to $24,999 $25,000 to $29,999 $30,000 to $34,999 $35,000 to $39,999 $40,000 to $44,999 $45,000 to $49,999 $50,000 to $59,999 $60,000 to $74,999 $75,000 to $99,999 $100,000 to $124,999 $125,000 to $149,999 $150,000 to $199,999 $200,000 or more Householder 65 Years and Over (n=2,144) Source: 2020 ACS 5-Year Estimates Subject Tables S1B19037A •The median household income for householders 65 years and over is $67,288. This number falls below the median household income for Brewster ($81,625). •However, the median household income is considerably higher than the median household income for the state ($52,973). This suggests that Brewster’s increase in the older adult population coincides with the increase in wealthier households. •Brewster ranks 57 out of 347 communities in Massachusetts as one of the “best places to retire”. 38% of Brewster’s household income comes from retirement sources. •28% of this age group generates more than $100,000+ per year in income. •48% of households generating income represent householders 65 years and over Income: Householders 65 Years and Over Income: Family Income 75Source: 2020 ACS 5-Year Estimates Subject Tables S1B19037A | 2020 ACS Subject Definitions 723 663 981 445 $67,596 $120,265 $124,766 $136,068 No earners 1 earner 2 earners 3 or more earners Median Income (family households) n=2,812 1,144 559 $33,375 $63,516 Female householder Male householder Median Income (nonfamily households) n-1,703 Family Households –A family consists of a householder and one or more other people living in the same household who are related to the householder by birth, marriage, or by adoption. All people in a household who are related to the householder are regarded as members of his, he, or their family. A family household may contain people not related to the householder, but those people are not included as part of the householder’s family. Median family household income increases as the number of earners in a household increases. Nonfamily Households -Not all households contain families since a household may be comprised of a group of unrelated people or of one person living alone –these are called nonfamily households. The median income of female non-family households is significantly lower than that of male householders. Females represent 67% (1,144) of non-family households. 76Source: 2020 ACS 5-Year Estimates Subject Table | S2502 Housing: Occupancy by Race 0 0 31 0 0 53 75 4,356 0 500 1000 1500 2000 2500 3000 3500 4000 4500 5000 Black or African American American Indian and Alaska Native Asian Native Hawaiian and Other Pacific Islander Some other race Two or more races Hispanic or Latino origin White alone, not Hispanic or Latino Black or African American American Indian and Alaska Native Asian Native Hawaiian and Other Pacific Islander Some other race Two or more races Hispanic or Latino origin White alone, not Hispanic or Latino Series3 0.00%0.00%0.70%0.00%0.00%1.20%1.70%96.50% Series1 0 0 31 0 0 53 75 4,356 14 59 230 200 9,5150155 The numbers in the shaded blue boxes represent the number of Brewster residents reporting on race. While the numbers are small, they may be an indicator of housing insecurity among Brewster’s BIPOC (Black, Indigenous, & People Of Color) communities. Only 37% of the non-White population is identified as occupying housing. n=4,515 77Source: 2020 ACS 5-Year Estimates Subject Table |B25007 ACS 2020 Subject Definitions Tenure (the conditions under which land or buildings are held or occupied) provides a measurement of home ownership. Data on tenure allows planners to evaluate the overall viability of housing markets. The data also serve in understanding the characteristics of owner-occupied and renter-occupied units to aid builders, mortgage lenders, planning officials, government agencies, etc., in the planning of housing programs and services. It appears rental options are limited which may be a result of Brewster’s seasonal community status. Part-time or second homeowner housing tends to favor short- term rentals over year-round. Another factor may be the availability of market -rate rentals in Brewster. n=4,515 682 3,833 15% 85% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 0 500 1000 1500 2000 2500 3000 3500 4000 4500 Renter-occupied Housing Units Owner-occupied Housing Units Tenure Housing: Tenure (Own vs. Rent) 78 0 0 31 0 0 53 16 3,7… Black or African American American Indian and Alaska Native Asian Native Hawaiian and Other Pacific Islander Some other race Two or more races Hispanic or Latino origin White alone, not Hispanic or Latino Owner Occupied Housing Units by Race 0 0 0 0 0 0 59 623 Black or African American American Indian and Alaska Native Asian Native Hawaiian and Other Pacific Islander Some other race Two or more races Hispanic or Latino origin White alone, not Hispanic or Latino Renter Occupied Housing Units by Race n=4,515 Source: 2020 ACS 5-Year Estimates Subject Table | S2502 3,833 682 Owner occupied:Renter occupied: Housing: Tenure by Race 79 Housing: Tenure by Age 0 77 159 663 545 459 1,141447 Householder 15 to 24 years Householder 25 to 34 years Householder 35 to 44 years Householder 45 to 54 years Householder 55 to 59 years Householder 60 to 64 years Householder 65 to 74 years Householder 75 to 84 years Owner Occupied 0 267 84 72 0 45 71 96 47 Householder 15 to 24 years Householder 25 to 34 years Householder 35 to 44 years Householder 45 to 54 years Householder 55 to 59 years Householder 60 to 64 years Householder 65 to 74 years Householder 75 to 84 years Householder 85 years and… Renter Occupied •The median household income for the 45–64- year-old age group is $101,852 making this age category the most affluent in Brewster. This age group makes up 43% of owner-occupied units. Only 17% rent. •Householders 25-34 years old represent the largest number of renter-occupied units. The same age group only represents 2% of owner- occupied units suggesting that the cost of home ownership may be prohibitive for this age category. The Housing Production Plan cites sale prices have jumped significantly since 2020 which may contribute to this trend. n=4,515 Source: 2020 ACS 5-Year Estimates Subject Table | B25007 3,833 682 Owner occupied:Renter occupied: 80 Monthly Housing Costs | Number of Units Source: 2020: ACS 5-Year Estimates Subject Tables S2503 Monthly housing costs provide information on the cost of monthly housing expenses for owners and renters. When the data is used in conjunction with income data, the information offers a measure of housing affordability. The data also serve to aid in the development of housing programs to meet the needs of people at different economic levels. Key findings of Brewster’s housing needs assessment can be accessed in the Housing Production Plan (page 7). Housing: Cost 81 Housing: Cost 121 49 27 116 134 105 79 0 0 51 Less than $300 $300 to $499 $500 to $799 $800 to $999 $1,000 to $1,499 $1,500 to $1,999 $2,000 to $2,499 $2,500 to $2,999 $3,000 or more No cash rent Monthly Housing Costs of Renter-occupied Housing Units 0 119 786 213 883 548 550 348 386 Less than $300 $300 to $499 $500 to $799 $800 to $999 $1,000 to $1,499 $1,500 to $1,999 $2,000 to $2,499 $2,500 to $2,999 $3,000 or more Monthly Housing Costs of Owner-occupied Housing Units Source: 2020 ACS 5-Year Estimates Subject Tables DP05 |S1101 | Rental housing only makes up 15% of the 4,515 occupied housing units. Brewster, like other seasonal communities on the lower Cape, may be experiencing the loss of year-round rentals in favor of short- term rentals which can yield greater rental income to part-time, second homeowners. This practice may have the effect of excluding lower-income Brewster residents from affordable housing. 82Source: 2020: ACS 5-Year Estimates Subject Tables S2503 | Town of Brewster Housing Production Plan •A commonly used definition of “affordable housing” is when the tenant or homeowner pays no more than 30% of their gross income for housing costs. •The chart reflects monthly housing costs as a percentage of household income in the past year. The numbers represent the percentage of housing units where the owner/renter pays 30% or more of household income. •According to the Town of Brewster Housing Production Plan 2022-2027 and the data in this report, homeowners in Brewster tend to be older and wealthier which is why homeowners at the higher-income levels may be able to pay more than the 30% benchmark. •According to the Housing Production Plan renters are more likely to experience cost burden than owners which is confirmed in this table. While the report uses a different data set to determine housing affordability, the data is directionally the same. 7.00% 7.40% 4.10% 4.20% 60.30% 26.50% 16.00% 7.60% 6.70% 19.80% Less than $20,000 $20,000 to $34,999 $35,000 to $49,999 $50,000 to $74,999 $75,000 or more Monthly Housing Costs as a % of Income (30% +) Renter-occupied Owner-occupied Housing: Cost Poverty Status 83Source: 2020 ACS 5-Year Estimates Subject Tables S1701 |ACS Subject Definitions n=9,486 (population for whom poverty status is determined) % People in Brewster Below Poverty 655 7%Living Below Poverty in Brewster # Women 360 Living Below Poverty in Brewster # Men 295 The Census Bureau uses a set of dollar value thresholds that vary by family size and composition to determine who is in poverty.Poverty thresholds for people living alone or with nonrelatives (unrelated individuals)vary by age (under 65 years or 65 years and older). The poverty thresholds for two-person families also vary by the age of the householder.If a family’s total income is less than the dollar value of the appropriate threshold,then that family and every individual in it are considered to be in poverty.Similarly,if an unrelated individual’s total income is less than the appropriate threshold,that individual is considered to be in poverty. How the Census Bureau Measures Poverty Poverty Status 84 How the Census Bureau Measures Poverty Source: 2020 ACS 5-Year Estimates Subject Tables S1701 42 65 Employed Male Female 96 0Unemployed Male Female 107 96 # Below Poverty Level Employed Unemployed n=9,486 (population for whom poverty status is determined) Poverty Status 85 How the Census Bureau Measures Poverty Source: 2020 ACS 5-Year Estimates Subject Tables S1701 n=9,486 (population for whom poverty status s determined in Brewster, MA) % Race 6.90% 6.70% 5.30% 7.50% 9.40% 11.40% BREWSTER Barnstable County Nantucket County Dukes County Masschusetts United States Regional Comparisons 0.00% 0 0.00% 0.00% 0 35.20% 0.70% 6.60% Black or African American alone American Indian and Alaska Native alone Asian alone Native Hawaiian and Other Pacific Islander alone Some other race alone Two or more races Hispanic or Latino origin (of any race) White alone, not Hispanic or Latino Next Step Options to Consider 86 87 Next Step Options to Consider The socio-demographic data in this report will help the Town focus its efforts on crafting and advancing equity and inclusion priorities. To address diversity, you need diversity. Brewster's socio-demographics show opportunities for Brewster to place its sights on racial, generational, and economic diversity. A critical mass of diverse identities is needed to surface issues. However, it is still vital to focus on equity and inclusion as diversity is still present. The Town should consider conducting equity audits of existing Town policies, programs, and services. An equity audit or review looks explicitly at areas that directly or indirectly impact Brewster constituents relative to their identities of other socio-cultural factors. The audit ensures everyone has access to the same opportunities. Another obvious benefit of conducting these audits or reviews is ensuring the municipality complies with federal and state civil rights statutes. There is little the Town can do to diversify its population, but there is much it can do to ensure its policies, programs, services, and practices are fair to all citizens. Based on the Town's demographics, the following are options to consider to ensure an equitable and inclusive community where all citizens feel welcomed and have a voice in civic activities affecting their lives. A DEI "lens" should be integrated into all work processes instead of being additive. The institutional and social arrangements generated by the Select Board and Town Boards and Committees may already impact diversity, equity, and inclusion. For example, community engagement, affordable housing, community character initiatives, and Brewster's focus on various economic challenges impact DEI and should be acknowledged as work addressing diversity, equity, and inclusion. Engaging in DEI activities should not be done at the exclusion of other Town priorities but instead integrated into existing work processes, procedures, and practices. 88 1.When the timing is right, share portions of this report with Town resources whose work is affected by the demographic profiles. (Equity and Inclusion) Municipal service providers, Department Heads, and Board and Committee chairs might find the information helpful. Demographic data provide the social statistics that become the foundation for the Town's diversity story. Meaning must still be assigned to the data by those who can use it and are affected by it. After determining the implication of the findings, decide how to proceed. 2.Examine the composition of Town Boards and Committees to review Male/Female ratios. Draw conclusions as to whether the ratio has any effect on public policies generated by these working groups. (Gender Diversity) Females outnumber males in Brewster by 53% to 47%, and Females represent 54% of Brewster’s adult population. It is essential to determine if this ratio is reflected in the composition of Town Boards and Committees. Because the Sex demographic is a vital dimension of all public policy, it is essential to understand if gender dynamics play or have played a role in Town policymaking, policy enforcement, and other practices. Historically, many public policies were weighted towards the male perspective resulting in structural inequities. Structural inequities identify dimensions of our history and culture that have allowed privileges associated with the majority and disadvantages associated with marginalized identities to sustain and adapt over time. Understanding the ratio of Females to Males among the Town’s decision-makers can determine if there are areas of concern. 89 3.Examine the composition of Town Boards and Committees for inclusion of Race and Ethnicity. (Racial & Ethnic Diversity) The 2020 ACS 5-Year Estimates Detailed Tables show Brewster lacks racial diversity. Whites represent 97% of the Town’s population. When Town Boards and Committees are weighted in favor of one race, sex, or age group, this can impact decisions and public policy. When decisions are made by those representing a narrow slice of the population, diversity of perspective is lost. Unconscious bias may be present in policies and practices as racial impacts may not be considered during the policymaking/decision-making process. While participation on Boards and Committees may not be possible among the low representation of Brewster BIPOC residents, the Town might consider defined strategies for proactively reaching out to these communities. Outreach will demonstrate the Town’s commitment to DEI in a show of inclusion. It will also help to ensure the unique needs of diverse constituents are addressed when developing future policies and services affecting all citizens. 4.Examine the composition of Town Boards and Committees for Generational Diversity. Determine if Brewster’s younger adult population is absent from Town boards and committees and if the absence is significant enough for the Town to address. (Generational Diversity) Understanding a population’s age composition yields insights into changing population conditions and can highlight future social and economic trends and opportunities for municipalities to address. The demographics show an increasing decline among the young adult population. 68% of Brewster’s population is over the age of 40. If Board/Committee members are long-tenured and can reapply after they term out, it reinforces satisfaction with the status quo. Systemic issues sometimes emerge from outdated policies and old perspectives when members become comfortable with decisions for which they are accountable. Fresh perspectives from younger generations can mitigate “stale” ways of operating. Applying newer contemporary perspectives and approaches to policy development, process design and implementation, and breakthroughs in the application of technology can yield improvements and benefits. Determine how to best leverage resources among Brewster’s younger residents. 90 5.Conduct an Equity Audit or Review of select Town policies, programs, services, and practices to address opportunity gaps. (Equity, Inclusion, and Access) The goal of an equity audit or review process is to identify institutional practices that can produce discriminatory tendencies that impact all citizens. The desired outcome of the audit is to identify and address inequities that reinforce forms of privilege for some groups and disadvantage others. They can be conducted internally, or by external resources. Given the social composition of Brewster’s population, consider auditing three areas: 1.People. Check for representation of diverse groups in all aspects of Town government. Check for awareness and sensitivity and address. To what extent do volunteers and staff understand and value the differences among individuals? How does that show up in decision and policy-making and Town services? 2.Policies, Programs, and Services. Identify stakeholders. Who is the audience for the policy, program, or service? Has stakeholder analysis been performed to determine needs? Are the needs universal (one size fits most)? Does the policy, program, or service include the unique needs of diverse constituents? How are diverse perspectives and feedback generated in developing new policies, programs, and services? What methods were used for applying diverse perspectives to existing policies, programs, and services? 3.Practices: Focus on accessibility and outreach. In organizations that lack diversity, it is important to understand meaningful sameness, but it is also necessary to understand meaningful differences. Learn how accessible policy information, programs, and services are to diverse constituents ( examples of accessibility include language accessibility, physical accessibility, communicating with the public at the right knowledge level, etc.) Understand how and when user groups are engaged. Actively reaching out to identities that sit outside the majority is also a way to build trust, inclusivity, and understanding of the needs of diverse constituents. 91 6.Equity Audits can uncover biases and unfair practices that have the effect of being discriminatory. Offer training to groups that formulate public policy and provide direct services to Brewster’s residents. (DEI awareness and sensitivity) Training is an ideal way to build multicultural competence. It is a way for the Town to proactively raise awareness and sensitivity to the needs of diverse populations in the Town. While the country’s historical and cultural narrative has evolved, it has failed to look at the institutions, structures, and systems that perpetuate the ‘isms’ in our culture (ageism, racism, sexism, etc.). Historically, policies, practices, and sets of beliefs have been established as “normative” (that which is the common or correct way of doing something.) This is what DEI practitioners refer to as systemic or structural issues that impact equity and inclusion. Systemic or structural discrimination involves procedures, policies, services, programs, and organizational culture that, without intent, contribute to potentially unfavorable outcomes for groups who sit outside the majority. Unconscious biases contribute to this. Unconscious biases are social stereotypes about specific identities that people form outside their conscious awareness. Success in creating an environment where all Brewster constituents have access to opportunities depends on the Town’s ability to confront the history and impact of unconscious biases; learn how unconscious bias operates; and then stop the inequities at the interpersonal, institutional, and structural levels. When offering Training, the Town must be sensitive to messaging. The intent of DEI training is not to “fix” a problem. It is also not a “solution” for addressing diversity, equity, and inclusion in the Town. Efforts to address unconscious bias and its impact must be accompanied by efforts to dismantle structures that exclude and build structures that provide access to opportunity or create new opportunities. Equity Audits and Training are two processes the Town has at its disposal. 92 7.Model “inclusion”. When exercising the equity audit option, ensure those affected are involved in the process and that the outcome is a recommendation for change. (Equity and Inclusion) There is no set formula or standard for conducting equity audits. The process should fit the type or subject being reviewed. Some form of data collection will be required to gather feedback, and a stakeholder analysis should front-end the process to determine levels of involvement by those impacted. The audits or reviews can be achieved by examining documented policies and procedures, online surveys, focus groups, 1:1 interviews, facilitated discussions, SWOT Analysis, and other tools. Once the data is gathered and analyzed, recommendations for change should be documented and implemented where appropriate. 8.Conduct an environmental scan to assess disability inclusion. Review public signage and official documents referring to individuals with disabilities. (DEI Compliance –Disability Inclusion) People with disabilities in Brewster total 1,102, only 11.6% of the civilian noninstitutionalized population. The population is small, and they may not have a voice in the Town government. Those living with a disability tend to be Female (58%), tend to be White (95%), and tend to fall into the age group 75 years and older (47%). There may also be an undetermined number of visitors that make vacation decisions based on public accommodations to their needs. This can create an inviting and welcoming community for people living with a disability. An environmental scan should include a review of building codes to ensure they are ADA compliant and address access issues and restrictions that may adversely impact citizens and visitors living with a disability, et.al. Words used to describe individuals with disabilities matter. Public signage and documents referring to individuals with disabilities should follow guidelines to eliminate language that is offensive or perceived as a micro-aggression to a person with a disability. Language should emphasize abilities, not limitations; the need for accessibility rather than the presence of a disability; and should always refer to the person first and the disability second. 93 9.Factor senior and elder population needs into local strategic planning processes where appropriate. (Age Diversity and Economic Security) Given the anticipated growth of Brewster’s senior adult population, it is essential to ensure the vitality of this population segment. The median age of Brewster’s residents is 57, which is considered high among census figures. Brewster might focus its attention on the economic security of the Town’s senior adult population. Longer, healthier life spans, outliving savings, sometimes dissaving, affordable housing, and special healthcare requirements all characterize this group. Brewster is currently addressing the housing needs of seniors in its Housing Production Plan. Ensure local health and wellness services, transportation, recreation, and emergency care services are available for Brewster’s seniors. 10.Monitor the labor market to ensure pay competitiveness. (Generational Diversity) Brewster’s lack of generational diversity can have economic consequences for the Town. As the population ages, there are fewer working-age people in the economy. This can lead to a supply shortage of qualified workers. 32% of Brewster’s population is under the age of 40 years. 68% are above the age of 40. As surrounding municipalities share a shrinking working-age population, Brewster must be able to compete for the same pool of talent in the labor market. Supply shortages may push up wages which can cause wage inflation. The Town should continue to work with the business community to address possible labor shortages in the future. According to the Housing Production Plan, the percentage of people who live and work in Brewster is small, suggesting that workers may be unable to afford to live in the Town. Addressing affordable housing can attract more working-age adults to live in the Town and facilitate the creation of a homegrown workforce. Brewster Town Administration should also identify strategies to retain existing municipal talent and plan succession for critical positions. 94 11.Create a culture of belonging and inclusion for all Brewster constituents. (Inclusion) The 2020 U.S. decennial census cites Brewster as having 8,234 housing units. The data in this report focuses on a sample size of 4,515 reporting households. This would indicate a significant second householder population. The dynamic between the year-round population and the part-time population should be examined. Many communities have different policies and practices for part-time and full-time residents, i.e., tax exemptions, voting restrictions, participation in civic activities and decision-making, et al. Different rules for the two groups are often perceived as adversarial and favorable to year-round residents. However, legitimate differences exist and must be addressed to ensure that the Town’s actions are not perceived as exclusionary. To address this dilemma, the Town needs to know the difference between equality and equity. Equality gives everyone the same resources across the board regardless of the group’s needs. Equity recognizes each person or group has different circumstances and needs, and therefore different groups of people need different resources and opportunities allocated to them to thrive. Policies directed at each group should be tested for equity (not equality) to ensure the Town is perceived as practicing inclusion. 12.Be an advocate for diversity, equity, and inclusion. The Town Administrator and Select Board should have a public position about their support for diversity, equity, and inclusion. The citizens of Brewster can recognize that no one group's needs are greater or less than another's –only different. No one identity or status is more marginalized than another; they are simply different. Brewster has the opportunity to be inclusive of the needs of ALL constituents regardless of social identity or socio-economic status. This can be done by integrating diversity, equity, and inclusion into all aspects of municipal functions. ••• 9/30/22, 9:21 AM Community Compact Best Practice Areas I Mass.gov An official website of the Commonwealth of Massachusetts Here's how you know i aso ov (/) > Office of Governor Charlie Baker and Lt. Governor Karyn Polito (iorgs/office-of-the-governor) > Community Compact Cabinet(iorgs/communtry-compact•cabinet) > Be Community Compact Best Practice Areas Descriptions of the best practice areas for the Community Compact Best Practice Program. TABLE OF CONTENTS Age and Dementia Friendly Best Practices Wage -and -dementia -friendly -best -practices-) Diversity, Equity, and Inclusion Best Practices (DEI) (#diversity,-equity,-and-inclusion-best-practices-(dei)-) Education Best Practices (#education -best -practices-) Energy and Environment Best Practices (#energy -and -environment -best -practices-) Financial Management Best Practices (#financial -management -best -practices-) Housing and Economic Development Best Practices (#housing -and -economic -development -best -practices-) Human Resources Best Practices (#human -resources -best -practices-) Information Technology Best Practices (#information -technology -best -practices-) Public Accessibility Best Practices (#public -accessibility -best -practices-) Public Health Best Practices (#public -health -best -practices-) show more Age and Dementia Friendly Best Practices An Age -Friendly community is one that is livable for residents of all ages inclusive of older adults and those living with dementia, Age -friendly communities strive to be equitable and accessible with walkable streets, housing and transportation options, access to services, and opportunities for residents to participate in community activities. Engagement Best Practice: Engage and convene leaders across municipal departments, businesses, local citizen groups, regional planning agencies, and private and non-profit organizations to align around the goal of creating an age- and/or dementia -friendly community, including partnering with neighboring municipalities to engage in a regional effort, Community engagement should take a diversity, equity, and inclusion lens, https://www. m ass.gov/info-d eta i Is/community-com pact-best-practice-areas#diversity,-equity,-and-i nclusion-best-practices-(dei )- 1/15 9/30/22, 9:21 AM Community Compact Best Practice Areas I Mass.gov Action Planning and Assessment Best Practice: Conduct a baseline assessment, informed with data, age- and dementia -friendly indicators, and community feedback to inform the planning and implementation of specific age- and dementia -friendly community initiatives. Map results for key indicators such as transportation, housing, employment, outdoor spaces and building, civic participation, and social inclusion. Among the sources of relevant data and information available to communities are: Massachusetts Healthy Aging Collaborative (MHAC) Community Profiles, World Health Organization's Checklist of Essential Features, and National Alzheimer's and Dementia Resource Center dementia -capability tool or similar nationally recognized assessment tool or process. Implementation Best Practice: Review and amend municipal policies, regulations, and programs with a goal of promoting aging in all policies, programs, and services in an equitable and inclusive manner. Best Practice: Raise public awareness that aging is an asset and that older adults, including people living with dementia, make meaningful contributions to the community. Best Practice: Inventory, publicize and share local information and resources, including programs, services, and supports for older adults and their caregivers. Best Practice: Develop policies, practices, and programs to support aging in community, improve elder economic security, or facilitate connection and engagement, including through technology access. Programs or activities may include, but are not limited to, support for older workers, job seekers and volunteers, technology programming and digital literacy, property tax assistance programs, built environment improvements, and transportation and mobility programs. Diversity, Equity, and Inclusion Best Practices (DEI) Best Practice: Diversity, Equity, and Inclusion Training Program - Develop a comprehensive ongoing training program for staff, elected and appointed officials. The pathway to advancing equity begins with training. Training is helpful in building a shared vocabulary and understanding of equity concepts and how they impact the community. Best Practice: Community Needs Assessment - Conduct a community needs assessment to ascertain community buy -in and goals related to diversity, equity and inclusion. Best Practice: Workforce Assessment: Conduct Assessment of Town's workforce and compare to population and census data. Identify gaps. Provide areas that require improvement and make recommendations on how to implement positive change. https://www. mass.gov/info-d etai Is/community-com pact -best -practice -a reas#d fivers ity,-eg u ity,-and-i n clusion-best-practices-(dei )- 2/15 9/30/22, 9:21 AM Community Compact Best Practice Areas] Mass.gov Best Practice: Equity Audit - Conduct a town/city wide equity audit to determine what the existing barriers are to equitable representation and participation, access and opportunity for all residents and business owners in the community. Best Practice: Human Resources -Recruitment and Retention of a Representative Workforce: Develop a data driven and informed plan to guide human resources professionals with the goal of recruitment and retention of a representative workforce. This will include model policies and procedures to be adopted, as well as technology to support the continued practices. Best Practice: Public Engagement: Develop an initiative to improve and increase community engagement, particularly with underrepresented members of the community and young people and improve access to local government. Best Practice: DEI Strategic Planning: Develop a plan that includes community's goals and strategies for improving the delivery of services through a DEI lens. (could include a single focus, like housing, or be more general). Best Practice: Zoning Review: Comprehensive review of Zoning Bylaws through an informed racial equity and civil rights lens and recommend any changes for adoption by Town Meeting/City Council. Best Practice: Municipal Supplier Diversity Program: Develop a Municipal Supplier Diversity Program with purchasing policies and procedures to promote and ensure diversity, equity, and inclusion in contracting for businesses owned by minorities, women, Portuguese, veterans, service -disabled veterans, those with a disability, and LGBT individuals, as well as small Massachusetts businesses. This may include spending goals and benchmarks for various businesses. Education Best Practices Best Practice: Focus on college and career planning, in collaboration with regional workforce organizations (e.g., MassHire Career Centers), beginning in middle school and continuing through high school, by implementing the MyCAP framework for college and career advising for all students. Best Practice: Implement collaborative arrangements among regional vocational technical schools, comprehensive high schools, and community colleges to maximize opportunities for high school students and adults to access specialized vocational education programs. https://www.mass.gov/info-details/community-compact-best-practice-areas#diversity,-equity,-and-inclusion-best-practices-(dei)- 3/15 CHARLES D. BAKER GOVERNOR August 10, 2022 Dear Municipal Executive: OFFICE OF THE GOVERNOR COMMONWEALTH OF MASSACHUSETTS STATE HOUSE • BOSTON, MA 02133 (617) 725-4000 KARYN E. POLITO LIEUTENANT GOVERNOR The Baker -Polito Administration is pleased to announce that the eighth year of the Community Compact Cabinet (CCC) program is set to begin on August 15. Our Administration thanks our partners in the Legislature for providing funding for the CCC programs. In FY23, we will offer the full suite of CCC programs, including: • Best Practices • IT Grant • Efficiency & Regionalization (E&R) • Municipal Fiber Detailed information on each of these CCC programs is provided below. Fostering a strong partnership with our municipalities has been a top priority of our Administration from Day One. Created under the first Executive Order issued by our Administration, the Community Compact Cabinet is a prime example of how the state remains responsive to the needs of municipalities. Over the last seven years, we have worked collaboratively to address many municipal issues and, as Chair of the Cabinet, I thank all of you for your efforts on behalf of your communities and the Commonwealth as a whole. The CCC programs have been incredibly successful, with all 351 cities and towns signing up for the Best Practices program, 250 municipalities and school districts partnering in Efficiency and Regionalization projects, more than 360 IT grants awarded and 71 Municipal Fiber grants provided. In all, more than $43 million of funding has been dedicated to the Compact programs and the positive impact of this investment can be seen across the entire Commonwealth. Fiscal Year 2023 CCC Municipal Grant Pro rams Best Practices Program Beginning August 15, applications for Year 8 of the CCC Best Practices program can be submitted by those municipalities who did not apply in FY22 for a Compact, at www.mass.gov/ccc. Applications are accepted on a rolling basis and will be reviewed within one month of submission. Eligible applicants can choose up to two best practices. The complete set of best practices is available on the Community Compact Cabinet website. You may access the a lication page, however, to begin the application you will need a password. The password for your community i Applications cannot be saved once they are started and should be completed all at once. Your community can only submit one application in FY23. ® PNIN]ED ON RECYCLED PAPER IT Grant Program The Community Compact IT Grant Program is a competitive grant program focused on driving innovation and transformation at the local level via investments in technology. Using the transformative powers of IT, we can drive innovation, make government more efficient, save taxpayer money, and make it easier for residents to interact and transact with their local government. The application period will run from September 6, 2022 to noon on October 7, 2022. Cities and towns that were awarded an IT Grant Program grant in FY22 will not be eligible in FY23. You may access the a lication page, however, to begin the application you will need a password. The password for your community is Applications cannot be saved once they are started and should be completed all at once. Efficiency and Regionalization Grant Program The purpose of the Efficiency and Regionalization (E&R) competitive grant program is to provide financial support for governmental entities interested in implementing regionalization and other efficiency initiatives that allow for long-term sustainability. These grants will provide funds for one-time or transition costs for municipalities, regional school districts, school districts considering forming a regional school district or regionalizing services, regional planning agencies and councils of governments interested in such projects. The application period will run from October 10, 2022 to noon on November 10, 2022. You may access the application page, however, to begin the application you will need a password. The password for your community Applications cannot be saved once they are started and should be completed all at once. Municipal Fiber Grant Program The newest in the CCC suite of programs is the Municipal Fiber Grant program. This competitive, matching grant program was created to assist municipalities with the construction of municipal fiber broadband infrastructure and related projects and expenditures. The application period will run from March 15, 2023 to noon on April 14, 2023. You may access the application page, Applications cannot be saved once they are started and should be completed all at once. however, to begin the application you will need a password. The password for your community is As a reminder, additional tools such as the Community Compact Connector and Municipal Grants Calendar are available to help position your community for long term success. The Connector offers a centralized location to identify municipal grants, access the Municipal Grants Calendar, and other resources which support strong municipal governance and state and local collaboration. It is exciting to have the Community Compact Cabinet programs available again for our partners in local government. We have accomplished a tremendous amount together through use of these programs, but let's finish strong! As Chair of the Community Compact Cabinet, I look forward to celebrating these programs with you for a final time. If you have any questions, contact Sean Cronin, Senior Deputy Commissioner of Local Services, at croninse@dor.state.ma.us. Sincerely, s4"). Pkg,:4s— Karyn E. Polito Lieutenant Governor Updated Age-Friendly Community Action Plan & Needs Assessment Summary – Sept 2022 The Town of Brewster, led by the Council on Aging (COA), plans to conduct a needs assessment survey of Brewster’s current and future older adult population (age 50+) during FY23. The results of this study will inform the development of Brewster’s second 5-year Age-Friendly Action Plan for programs and services to address the evolving needs and interests of Brewster’s older residents and to plan programs, policies and other Town-wide efforts meant to ensure that Brewster is an age/dementia friendly, accessible, and inclusive place for residents to grow up and grow old. The current Action Plan ending in FY23 was informed by a needs assessment survey in FY16. The FY23-27 Action Plan requires current information about the needs and interests of an age group that is now almost 65% of the population. A web-based and hard copy survey will include quantitative and open-ended questions salient to the Town and COA planning needs. Questions will cover health and functioning, use of community and in-home services/supports and will include preferences for the development of a mutigenerational community center. Based on 2022 Town census data, the survey will be sent to approximately 6230 residents. As done for the FY16 needs assessment survey, Brewster will contract with the Gerontology Institute of UMASS-Boston for data collection, analysis and result reporting. UMB will also conduct key informant interviews and focus groups, provide a report with specific recommendations for development of the 5-year Action Plan, and present results and recommendations to the COA, Town Administration, Select Board, and Finance Committee as well as to the general public. UMB has provided similar services for numerous other Towns in the state. The proposed budget of $25,000 includes all costs associated with data collection, data analysis, report production and presentation by UMB Gerontology Institute. The work period is October 2022 to May 2023. UNIVERSITY OF MASSACHUSETTS BOSTON GERONTOLOGY INSTITUTE JOHN W.MCCORMACK GRADUATE SCHOOL OF POLICY AND GLOBAL STUDIES PROFESSIONAL SERVICE AGREEMENT Brewster Council on Aging This Professional Service Agreement (“Agreement”) is made as of this August 16 , 2022 (“Effective Date”) between the Town of Brewster, (“Town”), and the University of Massachusetts (“UMass Boston”), represented by its Gerontology Institute (“Institute”), having an address of 100 Morrissey Blvd, Boston, MA 02125-3393 (“the Parties”). The Institute has technical expertise, resources, and capacity available to it, and the Town wishes to engage the Institute to provide the Town with technical services. UMass Boston has determined that the proposed services to be provided are consistent with its research, economic development, educational, and public service missions. Therefore, the Parties hereto mutually agree as follows: 1. Professional Services. The Institute agrees to provide the professional services described in Exhibit A, which is attached hereto and incorporated herein by reference (“Services”). Trained personnel of the Institute shall render the Professional Services. 2. Term. The Institute will use reasonable efforts to provide the Professional Services during the period from the date of this Agreement until Month, Date, Year. Unless the parties agree to extend the term in writing, this Agreement shall expire at the end of the term or upon the completion of the Professional Services, whichever shall first occur. 3. Confidentiality. To the extent allowed by law (MGL Chapter 66A), the Institute agrees that any data provided to it by the Town in order to complete the Services (“Data”) are the confidential information of Town. The Institute agrees to hold these in confidence and to use them solely for the purpose of rendering the Services. Data collected by the Institute from publicly available sources can be shared. 4. Payments. The Town agrees to pay to UMass Boston an all-inclusive fee of $25,000 for these services. This cost shall include all Institute staff time and overhead. The Town agrees to make payments upon receipt of invoices. The Institute reserves the right to discontinue work if the Town fails to pay invoices within forty-five days of receipt. Payments shall be made to “University of Massachusetts Boston” and shall be sent to: University of Massachusetts Boston Gerontology Institute Attn: Caitlin Coyle 100 Morrissey Blvd. Boston, MA 02125-3393 5. Warranty Disclaimer. The Institute shall perform the Services in a professional and workmanlike manner. The Institute shall endeavor to perform the Services within the schedule set forth herein, but is not liable for failure to meet the schedule. The foregoing warranties are in lieu of all other warranties, express, implied or statutory, including without limitation any implied or express warranties of merchantability, fitness for a particular purpose, or non-infringement of a patent or other intellectual property right. 6. Limitation of Liability. In no event shall UMass Boston be liable for any loss of profits, loss of use, loss of data, cost of cover, indirect, special, exemplary, punitive, incidental or consequential damages of any kind in connection with or arising out of this Agreement or the Services, even if UMass Boston has been advised of the possibility of those damages. Notwithstanding the foregoing, in no event shall its liability arising out of this Agreement or relating to the Services exceed the amounts actually paid. 7. Use of Names. The Town agrees that it will not utilize the name or seal of the University in any advertising promotional material or publicity, without the express written consent of UMass Boston. Reciprocally, UMass Boston will not utilize the name or corporate seal of the Town in any advertising promotional material or publicity, without the express written consent of the Town. 8. Termination. This Agreement may be terminated by either of the Parties upon thirty (30) days written notice of termination to the other. If either of the Parties defaults in the performance of any of its material obligations under this Agreement, then the non-defaulting party may give written notice of the default to the defaulting party. Unless the default is corrected within thirty (30) days after the notice, the notifying party may terminate this Agreement immediately upon written notice. Upon termination of this Agreement by either party, UMass Boston will be reimbursed for all costs and non-cancelable commitments incurred in performance of the Professional Services prior to the date of termination in any amount not to exceed the total commitment set forth in Section 4 of this Agreement. Provided, however, that if professional services are not complete, then UMass Boston will return any pro rata share of payment to the Town not otherwise expended, to the extent permissible. 9. Survival. The obligations of the parties under Sections 3, 4, 5, 6, 7, 8, and 9 survive termination of this Agreement. 10. Independent Contractor. Nothing contained in this Agreement shall be construed to constitute the Institute or UMass Boston as a partner, joint venture, employee, or agent of the Town, nor shall either party have the authority to bind the other in any respect, it being intended that each shall remain responsible for its own actions. 11. Governing Law. This Agreement is governed by the laws of the Commonwealth of Massachusetts without regard to any choice of law rules. The Parties agree to exclusive jurisdiction and venue in the Massachusetts Superior Court in Suffolk County. 12. Entire Agreement. This Agreement constitutes the entire agreement between the Parties with respect to the Services, supersedes all prior oral and written agreements with respect to the subject matter, and can be modified only by a written instrument signed by both of the Parties which references this Agreement. UMass Boston and the Town have caused this Agreement to be executed by their duly authorized representatives as of the Effective Date. Town of Brewster University of Massachusetts Boston BY: _____________________________________ BY: ______________________________________ NAME: __________________________________ Caitlin E Coyle, PhD, Director, Center for Social & Demographic Research on Aging DATE:_____________________ TITLE: __________________________________ BY:______________________________________ NAME:___________________________________ DATE:___________________________ Office of Research and Sponsored Programs DATE:____________________________ UNIVERSITY OF MASSACHUSETTS BOSTON GERONTOLOGY INSTITUTE JOHN W.MCCORMACK GRADUATE SCHOOL OF POLICY AND GLOBAL STUDIES Exhibit A: PROPOSAL FOR CONSULTING SERVICE Title: Aging in Brewster: A Community Needs Assessment Client: Denise Rego, Director, Brewster Council on Aging (COA) Sharon Tennstedt, co-chair, Brewster Council on Aging Board Commissioned By: Town of Brewster Proposer: The Center for Social & Demographic Research on Aging Gerontology Institute McCormack Graduate School of Policy and Global Studies University of Massachusetts Boston Proposal date: August 9, 2022 Proposed start: September 1, 2022 Proposed duration: 9 months Brief description: In cooperation with the Town of Brewster’s Council on Aging, researchers at the Center for Social & Demographic Research on Aging at UMass Boston will conduct a study focusing on the needs and interests of Brewster’s adult population, as they shape the planning and development of Brewster’s Council on Aging and Community Center. CENTER FOR SOCIAL & DEMOGRAPHIC RESEARCH IN AGING GERONTOLOGY INSTITUTE, UMASS BOSTON CONTACT: CAITLIN.COYLE@UMB.EDU VOICE: 617.287.7467 4 Age-Friendly Brewster: Needs Assessment 1.Overview The Town of Brewster, led by the Council on Aging, has requested a study of the needs and interests of Brewster’s current and future older adult population (age 50 and over). The requested study will inform the Brewster Council on Aging’s planning for programs and services meant to address the evolving needs and interests of Brewster’s older residents—including those who live in Brewster year-round and those who live in Brewster on a seasonal or part-time basis. The proposed scope of work outlined in this document addresses the needs assessment will inform planning for programs, policies and other Town-wide efforts meant to ensure that Brewster is a friendly, accessible and inclusive place for residents to grow up and grow old. 2.Facility & Key Personnel The principal place where research will be conducted is the University of Massachusetts Boston (UMB) Campus (100 Morrissey Blvd, Boston, MA 02125). Since its establishment in 2012, the Center for Social and Demographic Research on Aging (CSDRA) within the Gerontology Institute at UMB has focused on developing applied research and evaluation capacities to support communities and their aging residents throughout the Commonwealth. To this end, CSDRA has conducted multicomponent community needs assessments on a contract basis, aimed at identifying gaps in programs and services targeting older adults. In these projects, CSDRA researchers have used multiple applied research methods, including surveys, focus groups, key informant interviews, and analysis of secondary data from the U.S. Census and other sources, to assess unmet needs of older adults and to support communities during their planning for future service provision. The Director of the Center for Social & Demographic Research on Aging (CSDRA), Dr. Caitlin Coyle, serves as the principal investigator on this project. Her expertise in gerontology and public health and applied qualitative and quantitative evaluation offers a strong basis for leading and supervising the proposed project. All projects are supported by additional research staff from CSDRA. In addition to these staff, CSDRA also employs doctoral students from the gerontology department who have experience conducting needs assessments. Student participation in community projects will include assisting in protocol and tool development, serving as note- takers in focus groups, and assisting in report production. 3.Scope of Service The CSDRA at the University of Massachusetts Boston (“Institute”) proposes to conduct all components of the study as described below. Specific elements of the study will be finalized in consultation with representatives from the Brewster Council on Aging. To the extent required by University policy, approval of the University of Massachusetts Boston Institutional Review Board will be obtained prior to beginning the study. Prepare a demographic profile of the age 18+ population in Brewster, based on existing data from the U.S. Census Bureau— Data from the U.S. Census Bureau will be analyzed using conventional demographic methods in order to generate a limited profile of the 5 Town of Brewster’s population aged 18 and over. Special emphasis will be placed on describing projections and demographic factors that may have implications for the community in coming years. Further, comparisons across varying age-specific segments of Brewster’s population will also be used to inform an understanding of the community context in which Brewster’s older residents are embedded. As an initial step toward understanding characteristics of Brewster’s population through quantitative data, we will use data from the American Community Survey (ACS)—a large, annual survey of the population, conducted by the U.S. Census Bureau. For purposes of this assessment, we will primarily use information drawn from the most current 5-year ACS files (2017-2021) for the Town of Brewster to summarize demographic characteristics including growth of the older population, shifts in the age distribution, gender, race and education distributions, householder status, living arrangements, household income, and disability status. Data are publicly available for download on the U.S. Census website (http://www.census.gov/). The University and the Gerontology Institute within the University provide computer/software support for analyzing Census data. Additional demographic data are drawn from projections generated by the Donahue Institute at the University of Massachusetts (http://pep.donahue- institute.org/) and the Metropolitan Area Planning Council (http://www.mapc.org/). Prepare written and web versions of a questionnaire designed to be used in a survey of the age 50+ population—A resident survey questionnaire will be developed by the research team at UMB, in consultation with the COA. The questionnaire will include quantitative and open-ended questions chosen based on their salience with respect to the planning needs of the COA. This questionnaire will be developed in cooperation with the COA and working group assembled for this purpose, and is expected to be roughly 8 pages long, and include approximately 45 questions. Questions typically cover topics like caregiving, health and functioning, use of community services and long terms services and supports. Specific questions about the preferences for the development of a future community center will be included in the survey. The survey will be a web-response survey, with a mail-in survey option. The COA will obtain an electronic copy of town census information from the Town Clerk, to be shared with the Consultants, including the following information: name, mailing address, gender, and age (year of birth). Consultants will use this list exclusively for research purposes relating to this project. The CSDRA will coordinate with the mail house chosen to print and mail postcards to all residents age 50+ directing them to complete the survey online. This is approximately 5,700 residents. The survey will also be printed and mailed to all residents over age 70, which is approximately 2,500 residents. As well, the survey will be made available online to residents who may be part-time residents or otherwise not reflected on the Town Census list. The online survey will be distributed via the Town website, social media pages, and email lists. Project staff have extensive expertise in creating and administering surveys, as well as collecting and analyzing data, and interpreting results. The University and the Gerontology Institute within the University provide computer/software support for analyzing secondary data, including the statistical program (i.e., SPSS). Our experience suggests that the return rate for a community survey such as this is approximately 20%; in Brewster this return rate would result in roughly 1,140 returned questionnaires. Conduct 3 focus groups in support of the study—For the purposes of hearing about issues relating specifically to the age-friendly domains, the Consultants will conduct three focus groups. Membership of the groups and topics to be covered will be determined in consultation with the 6 Council on Aging. Currently, we anticipate that each group will include 8-12 participants and be comprised of a combination of Town staff, residents, domain experts and community stakeholders. Focus groups will be held at the Brewster Senior Center or another local site. The Brewster Council on Aging is responsible for providing space for the groups and facilitating recruitment of participants Conduct up to five one-on-one interviews with Town officials or other Key Informants— One- on-one in-person interviews with five key informants will be conducted. Key informants will be identified jointly by COA and the Consultants and may include representatives of key offices and organizations such as the Town Administrator, the Select Board, assisted administration, other Town offices, and Town nonprofits. The purpose of key informant interviews is to gain perspective on the adequacy of older adult services in Brewster, identify key service gaps, and to identify ways in which Town leaders are planning for growth in the aging population. Provide an electronic version of the report to the Director of the Brewster Council on Aging and the Board. The Consultant will compile data from all sources developed for this project into a report. The Consultant shall deliver a .pdf version of the report for further distribution as desired. The Consultant may reserve the right to use this report in its materials and to post the report on its website after providing a copy for review and approval by the Town of Brewster. Deliver a presentation of the report to the COA, Town Administration, Select Board and community at large— Key results and implications/recommendations will be presented using PowerPoint slides to key stakeholders, chosen by the Director of the Brewster Council on Aging and the Town Administrator. A PowerPoint slide deck will be provided in electronic form to the Brewster Council on Aging for their unlimited use and distribution. 4.Project Timeline Budget The proposed budget of $25,000 includes all costs associated with data collection, data Dates Scheduled Activities October 2022 Meet to finalize a scope of work and timeline Obtain IRB approval Review Town documents November 2022 Identify and recruit focus group participants Conduct 3 focus groups December 2022 Conduct 5 interviews Obtain mailing list and prepare mailing Draft and review questionnaire content January 2023 Survey is distributed and collected February 2023 Analyze data March 2023 Draft report Submit final report April 2023 Submit final report May 2023 Public presentation of report findings 7 analysis, report production, and presentation. All other project meetings or correspondence will occur via phone and email. The Consultant will bill twice during the project period, with 50% billed upon completion of qualitative data collection (December 2022) and the remaining 50% to be billed upon delivery of the final report (May 2023). Notice: Agreements between local governments and the Center for Social and Demographic Research on Aging (CSDRA) are exempt from the provisions of Chapter 30b, the Uniform Procurement Act, since the University of Massachusetts is an instrumentality of the Commonwealth. Municipalities may negotiate a scope of services and a price with CSDRA directly, saving both time and money. Samples of prior reports Relevant sample reports are available on the website of the Center for Social and Demographic Research on Aging (http://www.umb.edu/demographyofaging/community) 8. References References are available upon request. MassachusettsMunicipal DEI  Coalition DEI Guide 2022 ................................. 2 Massachusetts Municipal DEI Coalition:  2022 Guide Since the summer of 2020, many municipal governments have created oʉ stʉenǒthened dîeʉsit̉· eʇuit̉ and inclusion ΞDEIΠ e̶oʉtsΆ ǐteʉ the murder of George Floyd, a period of social unrest caused organizations across numerous sectors—local government included—to examine how thẻ could taȟe a stand aǒainst ʉacial inȖusticeΆ áhʉouǒh this ʉe̺ection· many municipalities realized they were not equipped to discuss issues of ʉace in the ̃oʉȟplaceΆ áhis peʉiod oǐ selǐάëaȽination also caused Ƚan̉ local governments to reckon with their own roles in constructing and maintaining oppressive and exclusive systems, and their responsibilities to coʉʉect inȖustice in the ǐace oǐ such histoʉiesΆ áhe ʉesult ̃as a suʉǒe in Ȗoƒ oppoʉtunities ǐoʉ DEI consultants· o̷ceʉs· specialists· cooʉdinatoʉs· and other DEI professionals to help municipalities and other organizations incoʉpoʉate DEI ̂alues into theiʉ pʉactices· policies· and cultuʉesΆ ccoʉdinǒ to data ǐʉoȽ IndeedΆcoȽ· Ȗoƒ postinǒs in DEI ʉose ͊͌Ά͆ peʉcent ƒet̃een ÔepteȽƒeʉ 20͂͒ and ÔepteȽƒeʉ 2020 Ξ͂ΠΆ Coʉ Ƚunicipalities· the ʉeal ̃oʉȟ ƒeǒins nõΆ In this ȽoȽent· ̃hen so many people understand the importance of DEI, we must push toward stʉuctuʉal and sustainaƒle chanǒe in ouʉ Ƚunicipal ǒôeʉnȽentsΆ ėe must create spaces of belonging for those that have been left out of governmental policies and institutions, or actively and intentionally haʉȽed ƒ̉ theȽΆ ėe Ƚust ʉeiȽaǒine DEI as a coʉe ǐunction oǐ ǒôeʉnȽent· not an aǐteʉthouǒht oʉ the Ȗoƒ oǐ Ȗust one indîidualΆ ėe Ƚust coȽe to thinȟ oǐ DEI as êeʉ̉oneχs ʉesponsiƒilit̉Ά In service of these goals, we present this guide as a collection of lessons gathered by municipal DEI practitioners throughout the Commonwealth oǐ MassachusettsΆ ėe hope this docuȽent pʉôides ̉ou ̃ith stʉateǒies· ideas, and tools that help you become more impactful in your DEI work, ʉeǒaʉdless oǐ ̃heʉe ̉ou aʉe ̃oʉȟinǒ oʉ ̃hat ̉ouʉ title Ƚiǒht ƒeΆ Introduction What is DEI?ėhile Dîeʉsit̉· Eʇuit̉· and Inclusion, also known as DEI, are interconnected concepts, they are also distinct values that municipal leaders should actively seek to understand, define, and incorporate into their daily practice. n indîidualνs de̹nition and understanding of diversity, equity and inclusion ̃ill ʉe̺ect hõ that peʉson appʉoaches theiʉ ʉole in the ̃oʉȟplace and in the ̃oʉldΆ áo that end· ̃e recommend working as a community to establish shared language around what diversity, equity and inclusion Ƚean in ̉ouʉ local contëtΆ ėe hâe pʉôided ʉesouʉces in this ǒuideνs appendï that ̉ou can use to ǒet staʉtedΆ Êeʉ̉one plảs a ʉole in DEIΆ Each peʉsonνs ʉole depends on their own perspectives and awareness, as well as the perspectives of those leading DEI e̶oʉtsΆ t its ƒest· DEI is a paʉt oǐ êeʉ̉thinǒ ̃e do, every environment we create, every transaction and inteʉaction that ̃e hâeΆ It is a lens thʉouǒh which we see the world, make choices, and build ʉelationshipsΆ DEI Ƚust ƒe an inteǒʉal paʉt oǐ hõ ̃e do ouʉ dảάtoάdả ̃oʉȟΆ .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Massachusetts Municipal DEI Coalition:  2022 Guide ėhoϋϋϋ ϋȽade this ϋϋǒuideΎ ėho is ϋϋωthis ǐoʉΎ This guide is written by and for municipal DEI practitioners. Often, there is an expectation that DEI leaders arrive in their role knowing everything they should know. However, we understand that every DEI leader is on a continuous journey of discovery, analysis, and reflection. As a group of DEI practitioners ourselves, we are also in the process of learning even as we write this document. Rather than presenting this guide as a definitive collection of DEI best practices, we want it to reflect an emerging conversation about lessons learned in the field of municipal diversity, equity, and inclusion work. We hope that you are able to use this document to inform your practice and to start new conversations with the people around you. lthouǒh DEI pʉactitioneʉs aʉe the intended audience ǐoʉ this ǒuide· ̃e hope ̉ou enǒaǒe ̃ith this content êen iǐ ̉ou do not consideʉ ̉ouʉselǐ a DEI pʉactitioneʉΆ As we will illustrate later in this guide, DEI work and DEI practitioners cannot succeed in isolation. We hope this guide helps you think creatively about how you can contribute to DEI work within the unique context of your role, your community, and your identities. The Massachusetts Municipal DEI Coalition is a group of professional DEI practitioners in the local government space that share experiences, compare best practices, and support each other through common challenges. After the summer of 2020, it became apparent that many of these practitioners were starting with very minimal direction and building their programs from scratch. The DEI Coalition emerged as a way to bridge this gap. In order to share our learnings with other municipal DEI practitioners, the DEI Coalition created a working group, which met from the fall of 2021 through the spring of 2022 to pull together a simplified guide for current and future communities to use. This working group included: • Dr. Maritsa Barros, City of Revere • Jillian Harvey, Town of Arlington • Martha Duffield, Town of Lexington • Tina Los, City of Newburyport • Dr. Kimal McCarthy, Town of Nantucket • Joan Courtney Murray, Town of Westwood • Johnny Shively, Metropolitan Area Planning Council • Emily Torres-Cullinane, Metropolitan Area Planning Council This guide was copyedited and designed by Metropolitan Area Planning Council communications team members Elise Harmon-Freeman and Ellyn Morgan. .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Massachusetts Municipal DEI Coalition:  2022 Guide DEI Guide Contents The illustration below outlines the six core questions addressed in this guide. Although they are presented in a sequence that may be useful for some municipalities, it is not necessary to answer these questions in order. We have imagined the questions here as a recursive pathway to highlight the idea that diversity, equity, and inclusion are not “end goals” that an organization will achieve by taking a certain set of actions. They are values and behaviors that municipal employees, community leaders, and elected officials must practice ǐoʉêeʉ . If your municipality implements all of the recommendations outlined in this guide, you may choose to revisit the first step in your process and start over again. How can DEI work be shared?How do I get started with DEI work? How do I take care of myself in this work? How do I evaluate DEI within my municipality?How do I establish a DEI volunteer group? How do I establish a DEI role or department? 8 10 13 15 16 5 5 Massachusetts Municipal DEI Coalition:  2022 Guide Coʉ Ƚan̉ Ƚunicipalities enǒaǒinǒ ̃ith DEI· the ̹ʉst step is to identiǐ̉ an indîidual oʉ a ǒʉoup ̃ho ̃ill lead this e̶oʉtΆ áhis Ƚiǒht ƒe a DEI Cooʉdinatoʉ· a tasȟ ǐoʉce· oʉ êen an inǐoʉȽal ǒʉoup oǐ Ƚunicipal eȽplỏeesΆ áhis peʉson oʉ ǒʉoup can cooʉdinate DEI e̶oʉts acʉoss depaʉtȽents· seʉ̂e as a thouǒht paʉtneʉ to otheʉ Ƚunicipal leadeʉs· and ad̂ise on eʇuitaƒle policies and pʉacticesΆ Yõêeʉ· it ̃ould ƒe a Ƚistaȟe to thinȟ that this person or body is (or can be) solely responsible for implementing DEI values acʉoss the oʉǒani̱ationΆ For DEI work to be successful, it must be treated as a collective effort across the municipality. áhis is ƒecause DEI ̃oʉȟ is not a sinǒle polic̉ oʉ action that can κsol̂eλ discʉiȽination· oppʉession· oʉ inȖusticeΆ It is a Ƚindset and a set oǐ ƒehâioʉs that Ƚust ƒe pʉacticed ôeʉ and ôeʉ· in êeʉ̉ depaʉtȽent· ǐoʉêeʉΆ áʉeatinǒ DEI ̃oʉȟ as a collectîe e̶oʉt ̃ill ensuʉe that these ƒehâioʉs aʉe taȟinǒ ʉoot thʉouǒhout an oʉǒani̱ationΆ It ̃ill Ƚean that ̃hen one peʉson leâes· the Ƚunicipalit̉νs DEI ̃oʉȟ ̃ill not disappeaʉ ̃ith theȽΆ Most iȽpoʉtantl̉· it Ƚeans that ̃e aʉe doinǒ ̃hat ouʉ constituents aʉe asȟinǒ oǐ usΆ How can municipal staff share     DEI work? The business case for shared DEI work etteʉ decisionάȽaȟinǒ ̃ith expanded perspectives Municipalities can better serve their residents Increased innovation The legal case for shared DEI work áitle ĖII oǐ the ͈͂͒͌ Cîil Äiǒhts ct makes it unlawful to discriminate against someone on the basis of race, color, national origin, sex (including pregnancy, sexual orientation, and gender identity) or ʉeliǒionΆ Can help organizations avoid litigation The moral case for shared DEI work †ocal ǒôeʉnȽents hâe contributed to legacies of oppression Äesponds to institutional discrimination Àʉôides a ǐaiʉ chance to those underrepresented in governmental institutions 6 Massachusetts Municipal DEI Coalition:  2022 Guide DEI ̃oʉȟ is not soȽethinǒ that one peʉson can do alone· and êeʉ̉one ̃ithin a Ƚunicipalit̉ has a ʉole to plảΆ In this illustʉation· ̃e pʉesent the idea oǐ shaʉed DEI ʉesponsiƒilities and speci̹c DEI ʉesponsiƒilitiesΆ Ôhaʉed ʉesponsiƒilities are tasks like hiring, community engagement, and training where DEI values can be incorporated that are held by multiple depaʉtȽentsΆ Ôpeci̹c ʉesponsiƒilities aʉe pʉactices that one peʉson oʉ depaʉtȽent has the uniʇue põeʉ to iȽpleȽentΆ Yõ can ̉ou incoʉpoʉate DEI ̂alues into the ʉesponsiƒilities ̉ou shaʉe ̃ith otheʉ depaʉtȽentsΎ ėhat aʉe ̉ouʉ depaʉtȽentνs speci̹c ʉesponsiƒilitiesΎ Economic Development “Let’s create policy to end wealth inequality” Shared Responsibilities Internal Culture áʉaininǒ у †eaʉninǒ Community Engagement Evaluation Ôtʉateǒic Àlanninǒ Contracting Äacial Eʇuit̉ áoolȟits ÀʉocuʉeȽent Yiʉinǒ Public Works “Let’s make sure things are getting fixed equitably across neighborhoods.” DEI “Let’s be an effective partner to all our DEI allies.” Schools “Let’s find out if there’s a discipline disparity in our school system.” IT “Let’s make sure the website is accessible in multiple languages.” Library “Let’s ensure everyone feels that they belong in our spaces.” Administration “Let’s conduct a citywide equity audit.” Police “Let’s examine our biases when interacting with the community.” HR “Let’s eliminate discrimination in our municipality’s hiring process.” Parks & Rec “Let’s figure out how to make our programs more inclusive.” Finance “Let’s use our tax dollars to support women and minority-owned businesses.” Fire “Let’s make sure our response times are equally good across neighborhoods” Specific Responsibilities How can municipal staff share DEI work? 7 Massachusetts Municipal DEI Coalition:  2022 GuideYõ can Ƚunicipal sta̶ shaʉe DEI ̃oʉȟΎ Tips for making DEI shared work in your municipality There are many ways to establish DEI work as a collective responsibility in your organization. Steps to take may include: Create space for dialogue. Hold space within the organization to discuss diversity, equity and inclusion as a set of shared values, and to discuss why these values matter. Establish top-down leadership. Ensure DEI values come from the top of the organization, and that they are reflected in the words and actions of municipal leaders and department heads. Create departmental roles. Identify a DEI leader within each department, and unite these people through an internal DEI committee. Note: this person doesn’t have to be a director. Update hiring practices. Incorporate DEI practices into hiring practices for every department. This could include using interview questions such as “What do you know about DEI?” and “What have you done to advance DEI where you worked before?” Evaluate. Use DEI-related metrics in staff evaluations, and to determine promotions and raises. Practice patience. Understand that while institutional culture change is urgent, it is also slow and persistent work. Recognize that many people within the organization will be slow to change. Meet people where they are. Prepare for the fact that people will be at different places in their journeys. Plan for how you will meet people where they are while ensuring that they engage with this work. Treat DEI work as cultural work. Remember that DEI work means a change in behavior as well as policy. ................................................... ................................................... 8 Massachusetts Municipal DEI Coalition:  2022 Guide Yõ do I ǒet ϋstaʉted ̃ith ω ϋϋϋDEI ̃oʉȟΎ Doinǒ the inteʉnal ̃oʉȟ Changing systems starts by changing the individuals who govern them. This process begins at the level of the self, and takes place from the inside out. DEI work is a constant and ongoing act of learning and unlearning, and every person must be responsible for developing and exercising a DEI “lens” through which they see their work. Building and exercising this lens daily will allow us to activate ourselves when we are needed most. Here are a few questions you may choose to ask yourself or a close group of peers at multiple points throughout your DEI journey. If your response is “I don’t know,” what steps can you take to begin answering this question? Cindinǒ ̉ouʉ people As previously discussed, successful DEI work does not happen alone. Whether you’re a DEI Director or an employee with no formal DEI responsibilities, finding support will help you stay motivated, solve challenges, and navigate political and cultural mazes. This does not have to be a complicated process. Ôtaʉt ƒ̉ identiǐ̉inǒ cultuʉal leadeʉs in ̉ouʉ coȽȽunit̉· the people ̃ho hâe ëpansîe net̃oʉȟs and ȟnõ ̃ho is ̃hoΆ Ask them, “Who cares about DEI work around here?” Sooner or later, someone will tell you. As you begin finding your people, don’t ignore the importance of cultivating your one-on-one relationships. These will be pivotal in getting people to the table, raising awareness, and creating deep change over time. It will also help you to work with people who might otherwise try to make your work more difficult. 1. "Am I getting into DEI work as a reaction to something that happened? How will I sustain my interest in this work when that animating incident feels farther away?" 2. "How do I define wellbeing in my community, and what conditions allow for wellbeing?" 3. “Do the conditions in Question 2 exist equally for all community members? Why or why not?” 4. "What do I consider deep, structural change to look like? What am I willing to give up for deep change to happen? What am I not willing to give up?" 5. "What identities do I bring with me into this work? How do those identities influence how I view the world and the experiences of others?" 6. "Why do I care about DEI work? What is at stake for me in this work?" .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .............................................. ........................... ............................. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Questions for doing the internal work 9 Massachusetts Municipal DEI Coalition:  2022 Guide Cʉeatinǒ shaʉed lanǒuaǒe A vital next step involves arriving at a shared understanding of the language and terms related to DEI work among your municipal staff. If your team agrees on the definitions of common terms in DEI work, you will reduce miscommunications, discover overlaps in your knowledge and efforts, communicate consistently with the public, and present a unified front. Shared language will also help your municipality establish shared goals. Here are a few prompts to get your organization talking about the same thing. Multiple resources to help answer these questions can be found in this guide’s appendix. Cʉeatinǒ shaʉed ǒoals Creating shared goals will help your municipality define the conditions you’re trying to create. This will help you work backward and determine the actions that best suit your objectives, whether they include hiring a DEI leader, creating a taskforce, or bringing in a consultant. Having clear goals will also allow you to evaluate your DEI efforts more effectively and to understand and communicate whether your municipality has made changes in the right direction. When establishing shared goals, it is important to remember that DEI is not a destination. We won’t be able to end the journey because discrimination and inequity are things of the past. DEI is a change in our behavior and culture that we must practice our whole lives. 1. What are diversity, equity, and inclusion? Why do they matter? 2. What are individual, institutional, and systemic racism? How are they different? Where do they manifest in our daily lives and organizations? 3. What is belonging? Why is it important? How does it relate to DEI? 4. Are there any identities we’re intentionally leaving out of this conversation? If so, why? 5. What are implicit and explicit biases? How are they different? Where do they manifest in our daily lives and organizations? 6. What is quality of life? Why is it important? How does it relate to DEI? 7. What values do we hold that don’t fit within the definitions of diversity, equity, and inclusion? How are they different? 8. What kinds of identities are we talking about in this work? Race? Class? Gender? Sexuality? Ability? Faith? 9. What is justice? Why is it important? How does it relate to DEI? How do I get started with DEI work? .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ................................................ ............................ .............................. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Questions for creating shared language 10 Massachusetts Municipal DEI Coalition:  2022 Guide Yõ do ϋϋϋI estaƒlish ϋϋ ϋϋa DEI ʉole oʉ ϋϋ depaʉtȽentΎ There is no set definition for what municipal DEI leaders do. Many municipal DEI leaders are hired with the vague expectation that they will come in and “fix it” — that by waving a magic wand they will singlehandedly reverse hundreds of years of systemic exclusion and inequity in their city or town. In practice, this often results in DEI professionals being brought on without a clear scope of work, forcing them to define their own roles with or without the support of municipal leadership. An unclear scope of work can also result in a DEI professional being tasked with every responsibility conceivably linked to diversity, equity, and inclusion. Either of these outcomes will limit a DEI professional’s ability to do their job effectively, whatever that job may be. It will also inevitably lead to burnout and turnover—topics we’ll cover later in this guide. ne ̃ả oǐ pʉêentinǒ this ǐʉoȽ happeninǒ is ƒ̉ de̹ninǒ a cleaʉ and achiêaƒle scope oǐ ̃oʉȟ ǐoʉ ̉ouʉ DEI leadeʉΆ This scope of work should relate directly to the needs of your municipality. It might even come out of the “creating shared goals” strategies recommended on the previous page. ne useǐul ʇuestion to asȟ ̉ouʉselǐ ̃hen de̹ninǒ a scope oǐ ̃oʉȟ could ƒe: κÔhould this DEI leadeʉ ƒe Ƚoʉe inteʉnall̉ ǐacinǒ oʉ Ƚoʉe ëteʉnall̉ ǐacinǒΎλ Internally-facing DEI leaders will focus on driving organizational change, acting as a business partner to other departments, and shifting culture and policy throughout the institution. Meanwhile, externally-facing DEI leaders will focus on responding to crises and individual cases of discrimination, coordinating community outreach and language justice efforts, and working closely with volunteer groups. Consider whether the DEI leader’s scope of work should be more internally or externally facing. If, after reading the responsibilities outlined in this section, you say “our municipality needs all the above,” it could be time to consider creating a multi-person DEI department and/or thinking through how this work can be shared by multiple existing teams. Internal DEI Äesponsiƒilities • Shifting culture • Shaping policies, especially related to hiring, recruitment, and retention • Creating guides and trainings for employees • Coordinating evaluations Ëteʉnal DEI Äesponsiƒilities • Working with community organizations • Community events • Responding to public crises • Language access and language justice ................ ................ .. . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . ................ ................ .. . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . 11 Massachusetts Municipal DEI Coalition:  2022 Guide ͎ áhinǒs ǐoʉ nẽ DEI leadeʉs to ȟnõ ͂Ά áhis Ȗoƒ is aƒout ʉelationshipsΆ Building them early and maintaining them will help you immensely, especially with people who might otherwise stand in your way. Communicate to your manager that relationship-building is a vital part of your work that takes time and energy. 2Ά áhe cultuʉe oǐ a ̃oʉȟplace ʉeall̉ Ƚatteʉs and ̃ill in̺uence ̉ouʉ aƒilit̉ to do ̉ouʉ ̃oʉȟΆ Get someone you trust to help you figure it out. Do people prefer emails or phone calls? What norms exist surrounding meetings? ͆Ά Àeople ̃ill hâe all ȟinds oǐ ǐeelinǒs aƒout ̉ou ƒeinǒ hiʉed and pʉeconceptions aƒout ̃hat ̉ou do as a DEI leadeʉΆ They may be wary that you are there to call them out or get them in trouble. Be aware of this going in and be diligent about letting people know what you are (and aren’t) there to do. ͈Ά áhinȟ oǐ ̉ouʉselǐ as a ƒusiness paʉtneʉ· not a cheeʉleadeʉΆ Cheerleaders leave after the game is over, while business partners are invested in a project’s long-term success. Make it clear to other departments that you are there to be their partner in long-term, collaborative DEI work. ͊Ά udǒet can ƒe haʉd to ̹ndΆ Utilize partnerships with other departments to get things funded and remind people that this is shared work. Let your municipality’s leaders know how much it would cost to bring in a consultant to do the same work as hiring a new person. ͌Ά Chanǒinǒ s̉steȽs and cultuʉe ̃ill not happen all at once· oʉ aǐteʉ one oʉ t̃o tʉaininǒsΆ Inequitable systems and cultures are constructed over centuries and are not dismantled overnight. Remind your leadership of this when possible and do not be discouraged by a lack of immediate wins. ͎Ά Consultants can help ƒʉinǒ a sense oǐ outside oƒȖectîit̉ to pʉoȖects such as tʉaininǒs and eʇuit̉ auditsΆ This can improve the credibility of these projects, and help you avoid eroding relationships by having to personally evaluate your colleagues and their departments. How do  I establish  a DEI role or  department? ................................................... ................................................... 12 Massachusetts Municipal DEI Coalition:  2022 Guide ͒ ideas ǐoʉ those ̃ho suppoʉt DEI leadeʉs DEI coordinators, directors, and officers face a unique set of challenges that other municipal leaders can help ease. Once a DEI leader’s scope of work has been defined, there are many actions municipal leaders should take to set the stage for their success. How do  I establish  a DEI role or  department? • Cʉeate diʉect lines to leadeʉshipΆ Put your DEI professional in a position where they are reporting directly to the municipal administrator. • ʉinǒ DEI leadeʉs to the taƒleΆ Create consistent, direct contact between the DEI leader and other organizational leadership, especially the city or town administrator. This might look like a standing one-on- one meeting, a regular department head meeting, or a combination of these approaches. • Cʉeate capacit̉Ά Provide the DEI leader with staff, especially if they are expected to take on both external and internal DEI work. • Àʉôide ǐundinǒΆ Provide DEI leaders with the budget necessary to do their jobs well. This may be used to improve language access in municipal efforts, conduct staff trainings, provide professional development, or carry out evaluations and equity audits. • †isten deepl̉ and shõ a uni̹ed ǐʉontΆ Back up DEI leaders when they identify areas in which the municipality’s DEI goals and values are not being reflected. Don’t get upset with your DEI leader for doing their job. • Gîe tiȽe to ƒuildΆ Don’t expect your DEI leader to “fix it” right away. Give them time to evaluate the organization’s practices, build relationships, and establish a plan. In many municipalities, this takes a year or longer. • Disʉupt ʉacisȽ and sëisȽΆ If your DEI leader is a person of color, and especially a woman of color, speak up when people attempt to categorize them in racist and sexist ways. Examples of racist and sexist tropes include “the angry Black woman” or saying things like “it must be her time of the month.” • Claʉiǐ̉ theiʉ ʉoleΆ Make sure everyone in the organization knows what the DEI leader has been hired to do. Lack of clarity around their role is a common challenge faced by DEI leaders. • Eʇuip theȽ ̃ith cultuʉal inǐoʉȽationΆ Make sure that your DEI leader has the information they need to understand and navigate the culture of your organization. Provide them with a buddy who understands your municipality’s culture well. 13 Massachusetts Municipal DEI Coalition:  2022 Guide ωYõ do I estaƒlish ϋϋ ϋϋa DEI ̂olunteeʉ ǒʉoupΎ Volunteer groups, such as committees, commissions, and task forces, can be an asset to any municipality’s DEI strategy. In municipalities where DEI staff play a more internal role, volunteer groups can fill important community-facing functions. They can support community engagement efforts, help to build and strengthen community partnerships, and mobilize the community to support DEI initiatives. In municipalities without a DEI staff person, volunteer groups may also play an important role in advising a municipality’s DEI efforts. However, not all volunteer groups are created equally. In order to determine which kind of volunteer group might work best, a municipality should consider the strengths and weaknesses of different kinds of groups. CoȽȽittees pros • Increased transparency means residents can keep up with the discussion and notes áasȟ Coʉces pros • Not subject to open meeting law: more nimble • Action-oriented CoȽȽissions pros • Often called on to respond to instances of hate and discrimination in the community • More likely to have a designated budget for trainings, speakers, and other services cons • Being accountable to open meeting law makes them less nimble in regard to problem-solving cons • Being in a primarily reactionary role means less proactive work • Volunteers may not be able to respond to incidents as quickly as paid staff • A temporary group with a specific end date • Potential to turn into a committee or commission after their work is done cons • Being in a primarily reactionary role means less proactive work • Volunteers may not be able to respond to incidents as quickly as paid staff 14 Massachusetts Municipal DEI Coalition:  2022 Guide De̹ninǒ a scope oǐ ̃oʉȟ Defining a clear scope of work for your volunteer group will be an important step in its ultimate success. Sometimes this scope comes in the form of a charge from a council, selectboard, or other municipal leadership. Often, the scope of work can be broad and requires significant refining before it becomes actionable. Because a volunteer group comprises multiple people, it can take a long time to define a clear scope of work—maybe months or even more than a year. Don’t let this dissuade you. Various tools, such as SWOT (Strengths, Weaknesses, Opportunities, and Threats) analyses, have helped other volunteer groups identify specific goals and build action plans to achieve them. ne oǐ the ǒʉeatest stʉenǒths a ̂olunteeʉ ǒʉoup has is its ʉelationships ̃ithin the coȽȽunit̉Ά While policies, trainings, cultural events, and other actions are all important, don’t neglect the importance of building trust within your volunteer group as you consider your scope of work. Acting as a public-facing body can also take pressure off a municipality’s DEI leader, allowing them to focus on more internally-facing work. How do I establish a DEI volunteer group? IȽpoʉtant Ôtʉateǒies and Consideʉations • You’re not doing this alone. Find your people throughout the community passionate about DEI goals and build relationships with them. • Once you’ve found your relationships, think creatively about how to leverage them toward DEI work. How can you work with these people to elevate conversations and take action? • Think about cultivating additional DEI leaders within the community. A core role of volunteer groups can be to elevate people who have a passion and giving them the tools they need to succeed. • A sense of purpose and belonging is what separates coalitions that succeed from coalitions that fail. People will be more motivated with clear projects they can sink their teeth into. • Elected officials may not appreciate having issues of inequity brought to their attention. However, this is an important responsibility of many volunteer groups. This is a tricky dynamic that is different in every municipality, and one that your group should think about. Is advising leadership part of your charge? How can you bring about change? ėhat ȟinds oǐ ƒudǒets do ̂olunteeʉ ǒʉoups ʉeceîeΎ Some volunteer groups receive budgets upward of $10,000, while others receive nothing. Advocate for a budget to use on trainings and evaluation. Be creative, too. What partnerships and relationships can you leverage to fund DEI efforts in your municipality? ėhat iǐ ouʉ Ƚunicipalit̉ is Ƚostl̉ ̃hiteΎ Think about where your knowledge may be limited, and how you could go about educating your group and your community. Consider whose voices are missing and how can you create the platforms and pathways for these missing voices to shed new light? How will you turn what you’ve learned into action? .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Massachusetts Municipal DEI Coalition:  2022 Guide Yõ do I êaluate DEI ̃ithin Ƚ̉ municipality? Evaluation is critical for accountability and iterative, long-term change. Especially in municipalities, it’s common to establish a set of goals, values, or principles without following through on them later. Creating a system for evaluation will help your municipality determine if it’s living up to its vision, know what is working, and build on what can be improved. Evaluation is also important for helping new DEI professionals understand where their attention should go. Evaluation doesn’t just have to be at the end of a program, it can (and should) happen as soon as a DEI leader comes on board. Some DEI leaders focus their entire first year on evaluating a municipality’s policies, programs, and culture. This approach can help DEI leaders combat the pressure to fix everything at once, and to establish clear priorities and goals which they can then share with other departments and organizational leadership. Finally, external evaluations and other sources of quantitative data can help lend additional credibility to what the DEI leader is observing and saying. When staff is audited by other staff, it can lead to mistrust. ėhat is an eʇuit̉ auditΎ An equity audit is an evaluation method that is shaped around what your municipality is trying to learn. Whose voices are missing from public processes and policies? Are all communities represented in our municipal government? Are our practices and policies unintentionally (or intentionally) harmful to a specific group, or multiple groups? Are our communications inclusive and accessible? Are we doing the best we can? You can hire an external consultant or firm to help your municipality answer these questions, or a different set of questions that you define. Equity audit consultants might conduct interviews, facilitate focus groups, sift through existing documents and policies, and carry out other forms of research. Bringing in an external expert can be extremely helpful when you feel that you “don’t know what you don’t know.” An example Equity Audit RFP from the Town of Arlington is available in the appendix at the end of this guide. ................................................... 16 Massachusetts Municipal DEI Coalition:  2022 Guide Yõ do ϋϋϋI taȟe caʉe ϋϋoǐ Ƚ̉selǐ in this ̃oʉȟΎ Burnout is extremely common for DEI professionals, and manifests in many ways, including exhaustion, physical and emotional fatigue, mood changes, a lack of interest and investment, low motivation, and even sickness. Identifying what burnout feels like for you requires practice and self-knowledge. Burnout is real in all work, and especially common in DEI work. It happens because DEI work is personal, and because it’s easy to take on the burdens of every person impacted by inequity, exclusion, and a lack of diversity in your municipality. Seeing this job as solely your responsibility is a sure way to burn out. Burnout happens because this work is emotionally tiring. Leading DEI trainings, constantly talking about inequity and injustice, and serving as a resource means you’re going to be doing a lot of emotional labor and dealing with other people’s emotions constantly. Burnout can also happen when you set unrealistic expectations for yourself. Even though you’re achieving things, you may not be valuing yourself enough. Feeling like you don’t belong, that you’re not doing enough, and that you’re an imposter can all lead to burnout. Practice identifying burnout early, and take steps to prevent and manage it before it becomes debilitating. What are the kinds of experiences that typically impact you? What have you been internalizing? These are questions you might consider asking yourself as part of a recurring personal check-in. Ôtʉateǒies ǐoʉ Ƚanaǒinǒ ƒuʉnout and pʉotectinǒ ̉ouʉ huȽanit̉ While we have found these practices helpful for managing burnout in our own lives, your ability to implement them will be different depending on your identities, your environment, and the community in which you work. Ultimately, it is most important to know what works for you. Test out some of these strategies and keep notes on what helps. • Cind ̉ouʉ people and cʉeate a κsoundinǒ ƒoaʉdΆλ This group of people should be outside your organization and might include colleagues from other municipalities and industries that do similar work. Identify three to five people early and call on them when you’re feeling stuck, frustrated, exhausted, and/or emotionally drained. You can also call on them to celebrate your wins, progress you’ve made, and personal achievements. Your sounding board will serve different purposes at different times in your career and therefore should be chosen wisely. Attending conferences and talking with other DEI professionals can also be uplifting and help you grow your sounding board. 17 Massachusetts Municipal DEI Coalition:  2022 Guide • Donνt taȟe thinǒs hoȽeΆ As hard as it may be, it’s important to not take your work “home”, as it will quickly become all- consuming. This work is already personal, and letting it consume your entire life will make it harder to go to work every day and be present. If you work from a home office or do some volunteer work from your house, mentally separate the work from your personal life: set boundaries or schedules and stick to them. • Donνt challenǒe êeʉ̉ issue at onceΆ This is a similar idea as “pick your battles wisely,” but here we mean “be intentional about when you choose to fight each battle.” Not only is it emotionally and physically draining to take on every issue at once, but your chances of succeeding will decrease. Some issues will require long-term strategizing with key partners, elected officials, and other stakeholders. Divide the issues into short-term and long-term goals and create an internal timeline and strategy to tackle them. • Manaǒe ̉ouʉ ëpectationsΆ Equity work is not an “end goal” as much as it is an ongoing process. You’re trying to undo a system that has been purposefully built and maintained over centuries. As a result, you might not see the fruits of your labor right away. It’s okay to know what your limits are, and when it’s time to let go. • Maȟe this shaʉed ̃oʉȟΆ We’ve said it 100 times, and we’re saying it again here! Don’t expect yourself to do this alone. Make sure you have co-conspirators within your organization who will help you carry the responsibility and emotional weight of this work. • Ôpeaȟ up ǐoʉ ̉ouʉselǐΆ Advocate for your needs, and don’t take no for answer. • Ôet ƒoundaʉiesΆ This will look different based on your identities and your privileges. It can also look different based on the kinds of work you’re doing. For example, if you’re planning to lead a tense racial equity training, plan for that to be draining. Block off the rest of your calendar that day. Take yourself to a nice meal. Make time to sleep. Make time to take breaks. • Ôhõ up as ̉ouʉselǐΆ If you can’t show up as yourself in this work, or if you’re putting on a performance, it will cause you to burn out faster. Implementing this recommendation will also look different for individuals inhabiting different identities. • Donνt taȟe thinǒs peʉsonall̉ Ξêen thouǒh this ̃oʉȟ is peʉsonalΠΆ It’s not that you don’t care, but you need to be able to let things go. Letting go of things that happened will help you maintain a sense of sanity. It’s okay to let go of that conversation that has been replaying in your head for the past week. How do I take care  of myself in this work? 18 Massachusetts Municipal DEI Coalition:  2022 Guide Municipal DEI is an eȽeʉǒinǒ ̹eldΆ lthouǒh local ǒôeʉnȽents thʉouǒhout the countʉ̉ hâe ʉe̺ected on their cultures and practices since the racial justice reckonings of 2020, many cities and towns are still struggling to understand how to incorporate values of diversity, equity, and inclusion into their policies, practices, and oʉǒani̱ational cultuʉesΆ ėe hope this ǒuide has illustʉated that no Ƚatteʉ ̃ho ̉ou aʉe· ̃hat position ̉ou hold· oʉ ̃hat coȽȽunit̉ ̉ou lîe in· theʉe aʉe steps ̉ou can taȟe to dʉîe DEI ̃oʉȟ ǐoʉ̃aʉd in ̉ouʉ Ƚunicipalit̉Ά ėhetheʉ ̉ou aʉe doinǒ the inteʉnal ̃oʉȟ· conductinǒ an eʇuit̉ audit· asseȽƒlinǒ a ̂olunteeʉ ǒʉoup· oʉ staʉtinǒ a new position as a municipal DEI leader, we encourage you to consider the recommendations and strategies pʉesented heʉeΆ áhe M Municipal DEI Coalition ̃ill continue to discuss these topics· shaʉe eȽeʉǒinǒ pʉactices· and pʉôide Ƚutual suppoʉtΆ ėe aʉe dedicated to suppoʉtinǒ ouʉ peeʉs in this ̃oʉȟ· ̃heʉêeʉ ̉ou aʉe in ̉ouʉ DEI ȖouʉnẻΆ For updates on this guide or to get in touch for other purposes, please connect with us at deicoalitionсǒȽailΆcoȽΆ áo ǒet in touch ̃ith the Municipal DEI Coalition· please eȽail Ȗhaʉ̂ẻсtõnΆaʉlinǒtonΆȽaΆus oʉ etoʉʉesсȽapcΆoʉǒΆ Conclusion ................................................... áhis ǒuide ̃as ǐunded ƒ̉ áhe Distʉict †ocal áechnical ssistance ΞD†áΠ ÀʉoǒʉaȽΆ Dᆠis ǐunded annuall̉ ƒ̉ the Commonwealth of Massachusetts to help municipalities with sustainable development and to encourage communities to form partnerships to achieve planning and development goals consistent with state and regional pʉioʉitiesΆ Ôtate ǐundinǒ is allocated to each oǐ the stateνs ͂͆ ʉeǒional planninǒ aǒencies· includinǒ the Cape Cod CoȽȽission· to accoȽplish these technical assistance pʉoȖectsΆ In the past· the ǐundinǒ has ƒeen used to suppoʉt initiatîes in housinǒ and ̃astẽateʉ· as ̃ell as to stud̉ ʉedêelopȽent options and suppoʉt local planninǒ e̶oʉtsΆ 19 Massachusetts Municipal DEI Coalition:  2022 Guide Ξ͂Π κ|oƒs in Dîeʉsit̉· Inclusion and elonǒinǒ Yâe Äisen ͂2͆К Ôince MảβYeʉeνs Yõ áo Get neΆλ Indeed Caʉeeʉ Guide· https:ΘΘ̃̃̃ΆindeedΆcoȽΘcaʉeeʉάad̂iceΘ̹ndinǒάaάȖoƒΘdîeʉsit̉άinclusionάandάƒelonǒinǒάȖoƒsάʉise Ά ccessed ͂͆ pʉΆ 2022Ά Ξ2Π €aplan· ÔaʉahΆ κėh̉ the μusiness Caseν ǐoʉ Dîeʉsit̉ Isnνt ėoʉȟinǒΆλ Cast CoȽpan̉· ͂2 CeƒΆ 2020· https:ΘΘ̃̃̃ΆǐastcoȽpan̉ΆcoȽΘ͒0͈͌2͎͐͌Θ̃h̉άtheάƒusinessάcaseάǐoʉάdîeʉsit̉άisntά̃oʉȟinǒ Ά References [Appendices] Job Descriptions • Chieǐ Dîeʉsit̉ ̷ceʉ Ξėoʉcesteʉ· MΠ https:ΘΘdʉîeΆǒooǒleΆcoȽΘ̹leΘdΘ͂ėCD͐hʇėonÔdǐĜMnsuÀĖʉsdcĝG͌noDΘ̂iẽΎuspϿshaʉinǒ • DEI Diʉectoʉ Ξ’antucȟet· MΠ https:ΘΘdʉîeΆǒooǒleΆcoȽΘ̹leΘdΘ͂ioƒCM͌€͌I͒ĖÂMICÂIĖÀèÄ0͎̃’Äʇ͈͐†ƒΘ̂iẽΎuspϿshaʉinǒ • Chieǐ Eʇuit̉ ̷ceʉ Ξ†ëinǒton· MΠ https:ΘΘdʉîeΆǒooǒleΆcoȽΘ̹leΘdΘ͂ηʇĖ͆’ƒYs̉͐†dʇiȟ†ά͂G2l͒͐hÏÀeû͈Θ̂iẽΎuspϿshaʉinǒ • Cooʉdinatoʉ oǐ Dîeʉsit̉· Eʇuit̉ and Inclusion Ξʉlinǒton· MΠ https:ΘΘdocsΆǒooǒleΆcoȽΘdocuȽentΘdΘ͂’ĖʉïÂʉi͎ḏ̂MĜʇ͎Ô͂ÔĜʇȟĜèĜȟ0ÀGΘeditΎuspϿshaʉinǒ уouidϿ͂0͎͒͊2͂0͈͈͌͂͆͐22͎͂͆͆0уʉtpoǐϿtʉueуsdϿtʉue • Chieǐ DEI ̷ceʉ ΞCʉaȽinǒhaȽ· MΠ https:ΘΘdocsΆǒooǒleΆcoȽΘdocuȽentΘdΘ͂ʇ̱ĝʇ͂lħDȟshaĜE͎G†d̈͊a͎ʇǐen’Y’ÂÄΘeditΎuspϿshaʉinǒ уouidϿ͂0͎͒͊2͂0͈͈͌͂͆͐22͎͂͆͆0уʉtpoǐϿtʉueуsdϿtʉue • DEI Cooʉdinatoʉ ΞMalden· MΠ https:ΘΘdʉîeΆǒooǒleΆcoȽΘ̹leΘdΘ͂IĖM̱͆ǒGCp͒nYnC̃YȟGnsiĜĖcE͂d͐Ė͌ÔΘ̂iẽΎuspϿshaʉinǒ • ʉlinǒton Àuƒlic Ôchools Diʉectoʉ oǐ DEI https:ΘΘdʉîeΆǒooǒleΆcoȽΘ̹leΘdΘ͂dȟ2Ĝs’2͌n͒’άèÔGlĖ̉tȟĜI’ĝ͒͒ĜioCΘ̂iẽΎuspϿshaʉinǒ 20 Massachusetts Municipal DEI Coalition:  2022 Guide áools ǐoʉ undeʉstandinǒ Äacial |ustice· Äacial Eʇuit̉· and ėhite Àʉîileǒe • Diversity Toolkit: A Guide to Discussing Identity, Power and Privilege https://msw.usc.edu/mswusc-blog/diversity-workshop-guide-to-discussing-identity-power-and-privilege/#intro • Dismantling Racism Works Web Workbook: https://www.dismantlingracism.org/ • White Privilege: Unpacking the Invisible Knapsack https://nationalseedproject.org/Key-SEED-Texts/white-privilege-unpacking-the-invisible-knapsack • White Supremacy Culture: https://static1.squarespace.com/static/5eb02939ba70903a4fdb2e61/t/6050b841ca9ccf56f34409 3f/1615902785735/White_Supremacy_Culture_Okun.pdf • Awake to Woke to Work: Building a Race Equity Culture https://equityinthecenter.org/aww/ • Continuum on Becoming an Anti-Racist Multicultural Organization: https://www.aesa.us/conferences/2013_ac_presentations/Continuum_AntiRacist.pdf • Operationalizing Racial Justice: https://www.mpassociates.us/uploads/3/7/1/0/37103967/operationalizingrj.mpassociates.12.19.pdf • White People: I Don’t Want You To Understand Me Better, I Want You To Understand Yourselves https://medium.com/the-establishment/white-people-i-dont-want-you-to-understand-me-better-i-want-you-to- understand-yourselves-a6fbedd42ddf • Recognizing Microaggressions and the Messages They Send https://academicaffairs.ucsc.edu/events/documents/Microaggressions_Examples_Arial_2014_11_12.pdf • White Fragility and the Rules of Engagement https://www.uua.org/sites/live-new.uua.org/files/diangelo-white_fragility_and_the_rules_of_engagement.pdf 21 Massachusetts Municipal DEI Coalition:  2022 Guide Àʉactical DEI áoolȟits • Racial Equity Core Teams: The Engines of Institutional Change https://www.racialequityalliance.org/resources/racial-equity-core-teams-the-engines-of-institutional-change/ • Racial Equity: Getting to Results https://www.racialequityalliance.org/resources/racial-equity-getting-results/ • Racial Equity Action Plans: A How-To Manual https://www.racialequityalliance.org/resources/racial-equity-action-plans-manual/ • Racial Equity Toolkit: An Opportunity to Operationalize Equity https://www.racialequityalliance.org/resources/racial-equity-toolkit-opportunity-operationalize-equity/ • Advancing Racial Equity and Transforming Government: A Resource Guide to Put Ideas Into Action https://www.racialequityalliance.org/resources/advancing-racial-equity-and-transforming-government- a-resource-guide-to-put-ideas-into-action/ • ICMA Equity and Inclusion Toolkit: https://icma.org/documents/icma-equity-inclusion-toolkit ÀʉocuʉeȽent Äesouʉces • Contracting for Equity: Best Local Government Practices that Advance Racial Equity in Government Contracting and Procurement https://www.racialequityalliance.org/resources/contracting-equity-best-local-government-practices -advance-racial-equity-government-contracting-procurement/ • Leveraging Procurement for Economic Equity https://www.lisc.org/media/filer_public/4d/fc/4dfcd821-7d1d-4e5b-be8a-40013e8b74df/0812109_resource _implementation_guide_final_32019.pdf 22 Massachusetts Municipal DEI Coalition:  2022 Guide Eʇuit̉ udits • Andover, MA Diversity Audit and Assessment Report https://andoverma.gov/947/Diversity-Audit-and-Assessment-Report • Framingham Public Schools 2020 Equity Audit https://www.framingham.k12.ma.us/Page/9195 • Town of Arlington Community Equity Audit RFP https://mapc365-my.sharepoint.com/:b:/g/personal/jshively_mapc_org/EQeB7Ev8Xc1Bq_rQc- _40FcB2WieBH6Wb8fNzNcn_QfhWA?e=L2tyvC dditional Êaluation tools • Employee Equity Assessment Administration Protocol (pending) https://mapc365-my.sharepoint.com/:w:/g/personal/jshively_mapc_org/EWKFQeD-pwVEi2J_ RkeRQrMBW0lOKXCEyk-wC5QcAN6yrQ?e=HOlbGa • Racial Justice Assessment Tool https://www.njjn.org/uploads/digital-library/AssessingOurOrganizations_RacialJustice%20(1)%20(1).pdf • Democratically engaged assessment: Reimagining the purposes and practices of assessment in community engagement https://scholarworks.iupui.edu/handle/1805/17729 Inclusîe †anǒuaǒe Guidelines • American Psychological Association Guidelines https://www.apa.org/about/apa/equity-diversity-inclusion/language-guidelines.pdf CoȽȽon áeʉȽs у Concepts • Racial Equity Tools Core Concepts https://www.racialequitytools.org/resources/fundamentals/core-concepts • ICMA Glossary of Terms: Race, Equity and Social Justice https://icma.org/glossary-terms-race-equity-and-social-justice 23 Massachusetts Municipal DEI Coalition:  2022 Guide ÔaȽple Municipal udǒets • Arlington, MA Department of Diversity, Equity & Inclusion, FY23 https://www.arlingtonma.gov/home/showpublisheddocument/60545/637848536238300000 • Brookline, MA Office of Diversity, Equity & Community Relations, FY23 https://www.brooklinema.gov/DocumentCenter/View/29074/TOWN-OF-BROOKLINE-FY23-BUDGET-FINAL • Andover, MA DIVERSE Division, FY23 https://andoverma.gov/DocumentCenter/View/10808/04022022-Saturday-Budget-Presentation • Framingham Public Schools, Office of Equity, Diversity, and Community Development, FY23 https://www.framingham.k12.ma.us/cms/lib/MA01907569/Centricity/Domain/81/2022%20Packet%20Materials/ FPS%20Fiscal%20Year%202023%20Budget%20Book%20FINAL%203.31.22.pdf DEI Coalition áouchstones Ξadopted ǐʉoȽ CoȽȽunit̉ Yealth ’et̃oʉȟ ʉea ͎͂Π: • Be present, presume welcome and extend welcome • Listen deeply • Believe that it’s possible to emerge refreshed, surprised and less burdened • No fixing, no saving, no advising, and no setting each other straight • Always by invitation • Speak for yourself and speak your truth in ways that respect others’ truths • Suspend judgment • Listen to the silence • Maintain confidentiality • Expect and accept a lack of closure • When things get difficult, turn to wonder 24 Massachusetts Municipal DEI Coalition:  2022 Guide CʉaȽẽoʉȟs ǐoʉ Coalitionάuildinǒ • 7 Strategies for Community Change https://guideinc.org/2015/08/19/cadcas-7-strategies-for-community-change/ » This guide helps think about DEI work incrementally and helps us realize that people need to be aware of an issue and build knowledge and skills around that area. Once buy in is established, the group can work toward long-term change, including environmental and policy changes. • 12 Sector Model http://getsmartdfc.com/our-coalition-partners-dfc-sectors/ » For coalition building, Use this model to think about who needs to be around the table. • Strategic Prevention Framework https://www.samhsa.gov/sites/default/files/20190620-samhsa-strategic-prevention-framework-guide.pdf » A process through which DEI work can happen. This framework is iterative and cyclical and includes assessment, capacity building, planning, implementation, and evaluation, all within a culturally responsive and sustainable framework. • CADCA’s Handbook for Community Anti-Drug Coalitions https://www.cadca.org/sites/default/files/files/coalitionhandbook102013.pdf DEI Ôtʉateǒic Àlans • Andover, MA https://andoverma.gov/DocumentCenter/View/10090/DEI-Commission-STrategic-Plan-final-10621 ʉticles on DEI †eadeʉ áuʉnôeʉ • How to Lose a Chief Diversity Officer in 6 Months https://index.medium.com/how-to-lose-a-chief-diversity-officer-in-6-months-6db0dfba6169 25 Massachusetts Municipal DEI Coalition:  2022 Guide Checȟlist: aʉe ̃e ʉead̉ to hiʉe a DEI o̷ceʉΎ As discussed earlier in this document, there are conditions, environments, and behaviors that empower DEI leaders to do their work, as well as those which hinder DEI leaders. DEI leaders who are disempowered are more likely to leave their roles early, without accomplishing what they set out to do. This checklist is intended to help you think through whether your municipality is ready to hire a DEI leader, or if there is organizational work you need to do before bringing this person on. Are we willing to let them be part of the senior / executive level decisions? Are we willing to let them review all job applications? Are we wiling to let them sit in on any job interviews? Are we willing to give them access to all employee information and software? Are we willing to incorporate DEI metrics into every manager’s review process? Are we willing to stand up to the staff who create harm? Do we have a closed-door office for the position? Do we have additional budget for the officer (training, resources, software)? Are we willing to allocate the budget, plus eight to 16 hours per person a year, for staff at the managerial level and above to go through training. Are we ready to have hard conversations? Are we willing to give this employee more vacation to compensate for the additional emotional load, microaggressions, and gaslighting? Are we considering additional DEI staff in the future? If you answered no to any of these questions, consider what steps you may need to take if your DEI leader is to feel fully empowered to do their job. Y ∙ N Y ∙ N Y ∙ N Y ∙ N Y ∙ N Y ∙ N Y ∙ N Y ∙ N Y ∙ N Y ∙ N Y ∙ N Y ∙ N ` li 1 7 it . ti p1 I 'x hoto by Judith Gard Brewster Ladies’ Library Founded in 1852 Original Building Constructed in 1868 Historic Features Original Building Preserved Many Historic Features and Artifacts The Brewster Ladies’ Library is a life-long learning center that provides free access to a range of resources, activities, meeting spaces and professional services to enhance the quality of life of the residents and visitors to the town of Brewster. Mission Libraries as vital to community Trustworthy and reliable information Free access: knowledge, creativity, technology Needs of Building Renovation & Benefits to Community 1. Renovation of 5,000 sq ft of space in lower level and basement Provides for improved handicap accessibility with new ground-level entrance Increases circulation areas and provides for innovative, expanded children’s space 2. Overall plan will result in flexible spaces to adjust to changing environmental needs Spaces that can switch from meeting space to individual work spaces Creative book shelving designs that increase accessibility and storage Historic collections become more accessible and digitized 3. Building infrastructure – upgrade HVAC systems, replace elevator, and increase electrical capacity 4. Enhanced IT infrastructure and increased access to meet ongoing digital technology needs (--"N' BREWSTER LADIES' LIBRARY Building Project Upper Level Floor Plan Lower Level Floor Plan Book. Bolo'', Room SIaf Room NAMING $100,000 Level $25,000 Level OPPORTUNITIES $50,000 Level $10,000 Level - /MAIN ENTRY 1 Children's Room $5,000 Level � Zg The Result A Building Plan designed to enhance the Library’s ability to operate efficiently and better serve the evolving needs of the community. BOND REQUIREMENTS In July 2017, Brewster was #23 of 24 projects awarded MBLC funding In June 2022, Brewster is #6 on the MBLC wait list State award is anticipated in July 2023 (notified by Jan 2023) or July 2024 All local funding must be fully secured within 6 months of award Project History PROJECT HISTORY Original Total Project Cost Estimate $10,247,956 MBLC grant awarded July 2017 $4,655,737* Updated Total Project Cost Estimate $16,411,387 (projected to FY25) * MBLC grant award will not cover cost escalations over intervening 8 years Project Costs Design $300k Free Cash $300k CPC $600k Estimated Total Construction $4.6M MBLC grant $1M Capital Stabilization $1.5M CPA $2M BLLA $7.3M Debt $16.4M Estimated Total* *detailed update underway Updated Funding Plan •Two-step approach •December 2022 - Apply for CPC funds for design •May 2023 - Seek Town Meeting approval for design funding •November 2023* - If design funding is approved and state grant is awarded in July 2023, seek resident approval of construction funding (will require Town Meeting votes & debt exclusion ballot question) * Defer local funding votes for construction by one year if state grant is awarded in July 2024 Funding Timeline Brewster Ladies’ Library “Designing Our Future Preserving Our Past” Johnson Roberts Associates Brewster Ladies Library Brewster, Massachusetts Conceptual Project Budget Update to MBLC Constructin Grant Application ##### Escalation Construction Estimate Project Budget Const Est $6,498,916 Contingency $796,249 Grant $7,295,165 *$10,247,956 ** 2020 9%$656,565 $922,316 $7,155,481 $11,170,272 2021 9%$643,993 $1,005,324 $7,799,474 $12,175,597 2022 8%$623,958 $974,048 $8,423,432 $13,149,644 2023 8%$673,875 $1,051,972 $9,097,307 $14,201,616 2024 8%$727,785 $1,136,129 $9,825,091 $15,337,745 2025 7%$687,756 $1,073,642 $10,512,848 $16,411,387 *2016 Estimate with 7% Contingency Escalated @ 4% per year to 2019/2020 ** Total Project Budget Escalated @ 4% per year to 2019/2020 Library Construction Cap Increased - MBLC https://mblc.state.ma.us/news/news-releases/2022/nr220509.php Library Construction Cap Increased FOR IMMEDIATE RELEASE May 09, 2022 Celeste Bruno Communications Director 1-800-952-7403 x208 Celeste.Bruno@mass.gov Included in the recently released Baker -Polito Administration's FY2023 Capital Investment Plan is an increase in the annual cap for the Massachusetts Board of library Commissioner's (MBLC) Massachusetts Public Library Construction Program (MPLCP). In the plan the program's annual cap, which is the amount of funding the MPLCP can spend each year, is increased from $20 million to $24 million. MPLCP grants provide crucial funding to assist libraries in the renovation and expansion of existing buildings or the construction of new facilities so that they can meet growing demand for services. "This is great news, especially for libraries that are waitlisted for funding," said James Lonergan, Director of the Massachusetts Board of Library Commissioners. We thank the library community for working with us, legislators and representatives from the Executive Office of Administration and Finance to secure this increase for a program that improves access and benefits all residents. The Baker -Polito administration and the legislature's continued support of the MPLCP is greatly appreciated. The program is a national model and has had a positive impact on our local communities for over 30 years." The effect of the annual cap increase will be felt immediately in the reduction of the number of libraries that have been on a waitlist for funding since the MPLCP's last grant round in July 2017. In July 2022, half of the 14 waitlisted libraries will be awarded provisional grant awards. The ability for the MBLC to move through the rest of the waitlist is dependent on several factors: the size of the provisional awards offered in a given year, whether waitlisted libraries that are awarded a provisional grant award are able to appropriate the required local funding, and the number of underway projects that receive their final payments. The MPLCP was first funded by a state bond authorization in 1987. Since then, it has helped more than 250 communities plan, build, renovate and expand their public libraries. MPLCP projects are currently underway in the following 1 of 2 5/10/2022, 8:14 AM Archive d: Friday, July 22, 2022 2:26:19 PM From: Cynthia St. Amour Se nt: Tue, 12 Jul 2022 13:31:34 To: Joan Pernice; Peter Lombardi; Mimi Bernardo; David Whitney; Donna Kalinick Subje ct: MBLC Construction Wait List #6 Se ns itivity: Normal Hi https://mblc.state.ma.us/programs-and-support/construction/2017-grants.php#waiting Wa iting Lis t Awards are listed in rank order. The rankings were adjusted in July 2022 to reflect the provisional funding of seven projects. Rank M uncipality Library Grant Award 1 Fitchburg Fitchburg Public Library $12,449,949 2 Lynnfield Lynnfield Public Library $8,193,792 3 Boston Boston Public Library - Dudley Branch $5,597,374 4 Dighton Dighton Public Library $4,099,212 5 Cambridge Cambridge Public Library - Valente Branch $3,879,407 6 Brewster Brewster Ladies' Library $4,655,737 7 Swansea Swansea Free Public Library $6,875,84 Cind y St. Amo ur Lib rary Dire cto r Bre wste r Lad ie s Library cstamo ur@b re wste rladie slibrary.org 508-896-3913 x4015 Built in 1868, renovated in 1877, 1977, and 1997, the Brewster Ladies’ Library is one of the oldest in the Commonwealth and serves the town of Brewster. Currently the building does not have individual quiet study rooms, has insufficient meeting rooms for public demand, and no separate story time or craft room in the children’s area. This has caused overcrowding and meeting rooms unconducive to the needs of the groups using them. There is also 5200 sq ft of unfinished space that was built as part of the 1997 renovation that’s only current use is for the Friends of the Library book sale. This area is not staffed but remains accessible because of an emergency exit. The construction project directly addresses these issues and builds a 21st century library for the people of Brewster and Cape Cod. The Brewster Ladies’ Library builds off a heavily used library facility by smartly utilizing both levels, consolidating several entry ways into one convenient entrance, enlarging and enhancing spaces for Brewster’s youth and creating additional public meeting room spaces. Municipality Brewster Library Brewster Ladies’ Library Project Type Addition / Renovation Population 2016 9,754 2035 7,888 Total Square Feet Existing Gross 23,418 Projected Gross 24,437 Estimated Total Project Cost $10,247,956 Estimated Eligible Project Costs $9,195,328 MPLCP Recommended Grant Award To be placed #23 of 24 on the waiting list at $4,655,737 Current Facility Planned New Facility Population 9,754 7,888 (2035) Year constructed 1868 Year(s) expanded/renovated 1877, 1977, 1997 Square footage 23,418 sf 24,437 sf Print & nonprint holdings 66,231 68,046 Public seating 76 164 Fixed public computers 14 21 Conference rooms / seating 2 / 13 seats 3 / 40 seats Maker space/meeting room None 1 / 30 seats Quiet/collaborative study spaces None 2 / 8 seats Children’s programming room None 475 sf Self-service holds / checkout None 600 capacity/ 2 self-check LEED Certification None Certified level planned MPLCP Green Library Incentive: $100,000 – 162,951 upon completion of project and receipt of LEED (Leadership in Energy & Environment Design) certification and level of certification mass.gov/mblc Memo To: Brewster Select Board From: Peter Lombardi, Town Administrator Date: June 10, 2022 RE: Inactive Town Boards & Committees Follow-up Following up on the June 10, 2022 memo to the Board regarding inactive committees and the Board’s preliminary feedback, we recommend that the Board vote to formally disband the Cable Television Advisory Committee and Hazardous Waste Committee. In addition, based on the Board’s recent decision not to move forward with the full library renovation project at this time, we recommend that the Library Building Committee be disbanded as well. Anticipating final state approval of the Town’s charter in the next few months, we expect to bring forward articles to disband the Building Needs & Assessment and Capital Planning Committees to Town Meeting in Spring 2023. A member of the Agricultural Commission plans to attend a Select Board meeting in December to provide an update on their status and discuss appropriate next steps. We should also revisit our All Citizens Access Committee after the planned presentation to the Board on Diversity, Equity, and Inclusion on October 3. Town of Brewster 2198 Main Street Brewster, MA 02731 (508) 896-3701 www.brewster-ma.gov Office of: Town Administration Select Board September 19, 2022 Via Email Ms. Cynthia Bingham Mr. David Whitney Mr. Ned Chatelain Ms. Mary Chaffee Ms. Kari Hoffmann Dear Brewster Select Board: As Amherst Town leaders, we are writing you on behalf of the Town of Amherst regarding an urgent municipal matter – and one which we believe we share with you. The Jones Library in Amherst was accepted into the Massachusetts Board of Library Commissioners (MBLC) grant program in 2017. We were awarded a $13.8M grant by the MBLC in 2021. The original project cost was estimated to be $36.3M. Today, given the unprecedented rate of inflation, that project is now estimated at nearly $50M. The original commitment from the MBLC was to fund 38% of the project cost – today that percentage has shrunk to 28%. Like Amherst, the Brewster Ladies’ Library is on the current list of projects that MBLC plans to fund during this round. The current projected cost of $16,411,387 represents a 60% increase from the original estimate – yet, like Amherst, the MBLC grant to Brewster remains the same. It is clear that without State help both of our badly needed library projects are in serious danger of not going forward. We are proposing a united initiative where all municipalities facing this unprecedented situation, jointly work with our respective legislators to provide the necessary funds to MBLC so the MBLC can fund each project at the same percent as originally promised. Thankfully, our Commonwealth finances are solid, so we are confident that it is possible for the state to address this one-time shortfall. Timing of this potential legislative action is critical. We urge you to contact your State Senator Julian Cyr at julian.cyr@masenate.gov and your State Representative Timothy Whelan at Timothy.Whelan@mahouse.gov as soon as possible, asking that they work with the Senate and House Leadership in supporting the request for immediate increased funding for the MBLC in the amount of $87.6M. This amount includes the funds necessary to make up the difference between the original project cost and the current projected cost for all 12 Towns on the current MBLC list. If you would like to discuss this coordinated initiative in more detail, please contact us at your earliest convenience at griesemerl@amherstma.gov or at 413-530-3629 (personal cell number) and/or Paul Bockelman at bockelmanp@amherstma.gov. Thank you for your attention to this critical matter. Lynn Griesemer, President Paul Bockelman, Town Manager Amherst Town Council Town of Amherst MUNCIPALITY LIBRARY MBLC STATUS MBLC GRANT AWARD Original Project Cost MBLC % of cost Current cost if known % Increase State Senator State Representative Library Contact Name & Email Town Contact Names & Emails Town Administrator/Manager Amherst Jones Library, Inc. grant award accepted & contract executed $13,871,314 $36,300,000 38%$49,900,000 37.5%Senator Joanne M. Comerford Representative Mindy Domb Sharon Sharry sharrys@joneslibrary.org George Ryan, georya@arthist.umass.edu Kent Faerber kwfaerber@gmail.com Ginny Hamilton manager@joneslibrarycapitalcampaign.org Paul Bockelman, Town Manager, TownManager@amherstma.gov Brewster Brewster Ladies' Library waitlist $4,655,737 $10,247,956 45%$16,411,387 60.1%Senator Julian Cyr Representative Timothy R. Whelan Cindy St. Amour cstamour@brewsterladieslibrary.org Peter Lombardi, Town Administrator, plombardi@brewster-ma.gov Deerfield Tilton Library provisional grant offered July 2022 $3,944,338 $7,872,117 50%$12,300,000 56.2%Senator Joanne M. Comerford Representative Natalie M. Blais Candace Bradbury-Carlin <cbradbury- carlin@cwmars.org> Carolyn Ness <acornhillfarm@hotmail.com>, Kayce Warren, townadmin@town.deerfield.ma.us, Tim Hilchey thilchey@town.deerfield.ma.us Kayce Warren, Town Administrator, townadmin@town.deerfield.ma.u s Fitchburg Fitchburg Public Library waitlist; City Council apporved $40,000,000 $12,449,949 $31,164,300 40%$40,000,000 28.4%Senator John J. Cronin Representative Michael P. Kushmerek Deborah Hinkle dhinkle@cwmars.org Matt Blumenfeld (consult)Stephen DiNatale, Mayor, mayor@fitchburgma.gov Gloucester Sawyer Free Library provisional grant offered July 2022 $9,030,047 $24,805,263 36%$28,000,000 12.9%Senator Bruce E. Tarr Representative Ann- Margaret Ferrante Jenny Benedict jbenedict@sawyerfreelibrary.org Greg Verga, Mayor, mayor@gloucester-ma.gov Lynnfield Lynnfield Public Library waitlist $8,193,792 $21,426,278 38%$24,000,000 12.0%Senator Brendan P. Crighton Representative Bradley H. Jones, Jr.Abigail Porter aporter@noblenet.org Robert Dolan, Town Administrator, rdolan@town.lynnfield.ma.us Orange Wheeler Memorial Library provisional grant offered July 2022 $5,218,804 $9,941,364 52%$15,653,316 57.5%Senator Joanne M. Comerford Representative Susannah M. Whipps Jessica Magelaner director@orangelib.org Selectboard Chair Jane Peirce Gabriele Voelker, Town Administrator, gvoelker@townoforange.org Seekonk Seekonk Public Library provisional grant offered July 2022 $7,322,855 $15,844,870 46%$24,500,000 54.6%Senator Paul R. Feeney Representative Steven S. Howitt Kathleen (Kate) Hibbert <khibbert@seekonkpl.org> Shawn Cadime, Town Administrator, scadime@seekonk- ma.gov Sharon Sharon Public Library grant award accepted & contract executed, provisional 7/2019 $7,485,943 $18,000,000 42%$24,200,000 34.4%Senator Paul R. Feeney Representative Edward R. Philips Lee Ann Amend lamend@sharon.ocln.org Fred Turkington,Town Administrator, Fturkington@townofsharon.org Swansea Swansea Free Public Library waitlist $6,875,844 $14,526,558 47%$19,000,000 30.8%Senator Michael J. Rodrigues Representative Patricia A. Haddad Eileen Dyer edyer@sailsinc.org Mallory Arostein, Town Administrator, MArostein@swanseama.gov Westborough Westborough Public Library provisional grant offered July 2022 $9,403,090 $24,000,000 39%$36,689,556 52.9%Senator James B. Eldridge Representative Danielle W. Gregoire Maureen Amyot <mamyot@town.westborough.ma.us > Kristi Williams, Town Manager, kwilliams@town.westborough.ma .us Westford J.V. Fletcher Library provisional grant offered July 2022 $7,851,994 $21,400,000 37%$32,546,009 52.1%Senator Edward J. Kennedy Representative James Arciero Ellen Rainville erainville@westfordma.gov Chair Marianne Fleckner mfleckner@acton- ma.gov Jodi Ross, Town Manager, jross@westfordma.gov $96,303,707 $235,528,706 40.9% $323,200,268 29.8% gap:$87,671,562 109.8% Town of Brewster SPECIAL TOWN MEETING WARRANT for NOVEMBER 14, 2022 at 6:00 PM 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 TOWN OF BREWSTER SPECIAL TOWN MEETING WARRANT NOVEMBER 14, 2022 TABLE OF CONTENTS A INDEX B INFORMATION C 2022 SPECIAL TOWN MEETING WARRANT ARTICLES ARTICLE DESCRIPTION SPONSOR PAGE 1 Outstanding Obligations Select Board 2 Capital and Special Projects Expenditures Select Board 3 Community Preservation Act Funding Select Board 4 Conservation Restriction: 0 Holly Ave (Rear) Community Preservation Committee 5 Town Code Amendment to Community Preservation Act Bylaw (§ 17) Community Preservation Committee 6 Town Bylaw Amendment: Limits of Debate Select Board 7 Town Bylaw Amendment: Quorum Requirement Select Board 8 New Town Bylaw: Reconsideration Select Board 9 Town Bylaw Amendment: Special Town Meeting Warrant Deadline Select Board 10 Local Comprehensive Plan Select Board & Planning Board 11 Temporary Easements: Millstone Road Improvement Project Select Board 12 Private Road Engineering Services: Vesper Pond Drive Select Board 13 Creation of New Revolving Fund: Bay Property Pool Select Board 14 Bay Property Pool Funding Select Board 15 Rescind Debt Authorization Select Board 16 Local Adoption of State Statute: Local Election Deadlines Select Board D TOWN MODERATOR’S RULES E GLOSSARY OF FINANCIAL TERMS INFORMATION FOR NOVEMBER 14, 2022 SPECIAL TOWN MEETING Services Available to the Public During Town Meeting TRANSPORTATION: The Council on Aging offers rides to and/or from Town Meeting. For information or to schedule a ride to and/or from Town Meeting please call the Council on Aging at 508-896-2737 by noon on Wednesday, November 9th. Rides are available during the entirety of Town Meeting. CHILD CARE SERVICES: Nauset Youth Alliance provides free childcare services for children ages 5 – 14, from 5:30 pm – 9:00 pm, in the Stony Brook School Library during Town Meeting. If you would like to take advantage of this service, please call or email the NYA before 4:00 pm on Friday, November 11th; 508-896-7900 or drost@nausetyouthalliance.org TOWN OF BREWSTER SPECIAL TOWN MEETING NOVEMBER 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 in the Cafeterium at the Stony Brook Elementary School, 384 Underpass Road, on Monday, November 14, 2022, next, at 6:00 p.m. o’clock in the evening, 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: Department Outstanding Obligations Amount a. Brewster Elementary Schools Wages $1,777.00 b. Utilities Eversource $304.50 c. Employee Benefits Department of Unemployment Assistance $2,450.93 d. Building Department WB Mason $127.99 Total 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. Select Board: Yes 4, No 0, Abs 0 Finance Committee: Yes 9, No 0, Abs 0 CAPITAL AND SPECIAL PROJECTS EXPENDITURES ARTICLE NO. 2: 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 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 Select Board 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. DBP Master Plan Update - Phase 1 Construction Free Cash $255,000 b. Sea Camps Comprehensive Planning Free Cash $175,000 c. Updated Ponds Water Quality Report (IWRMP) Water Quality Stabilization $50,000 d. Sea Camps Interim Uses Free Cash $50,000 e. Integrated Water Resource Planning/ Implementation Free Cash $35,000 Sub-Total $565,000 2 Department of Public Works a. Sea Camps Pool Parking Lot Free Cash $250,000 b. Drainage/Road Maintenance Free Cash $225,000 c. Loader/Backhoe Free Cash $200,000 d. Pick-up Truck Free Cash $60,000 Sub-Total $735,000 Department Item Funding Source(s) / Appropriation or Transfer Amount 3. Police Department a. Vehicle Replacement Free Cash $115,000 b. Security Pen/Fencing Free Cash $50,000 c. Live Scan Data Sharing Free Cash $42,500 Sub-Total $207,500 4. Fire Department a. Department Staffing and Organization Study Free Cash/ Ambulance Fund $35,000 b. Assistance to Firefighter Grant Program Expenses Ambulance Fund $20,000 Sub-Total $55,000 5. Natural Resources a. Freemans Pond Culvert Wing Walls Permitting Free Cash $39,000 b. Stony Brook Mill Retaining Wall & Fishway Improvements Permitting Free Cash $40,000 c. Walkers Pond Water Quality Improvements Water Quality Stabilization Fund $32,000 Sub-Total $111,000 6. Facilities a. Town Hall Window Replacement Free Cash $100,000 b. Town Hall and Library Elevator Upgrades Free Cash $10,000 c. Crosby Mansion Function Room HVAC Free Cash $25,000 Sub-Total $135,000 7. Library a. Library Elevator Replacement Free Cash $300,000 Sub-Total $300,000 8. Information Technology a. Technology Upgrades/Replacement Overlay / Free Cash $35,000 Sub-Total $35,000 9. Assessors a. Valuation Services Overlay $80,000 Sub-Total $80,000 Or to take any other action relative thereto. (Select Board) (2/3 Vote Required) COMMENT The Town certified $4,641,154 in Fiscal Year 22 Free Cash, which amount is now available for appropriation. If all capital and special project requests included in this article are approved by Town Meeting, a balance of $2,634,654 in Free Cash will remain. The Town anticipates a minimum of $xxx,xxx in additional capital needs that will likely require appropriation from FY22 Free Cash at Town Meeting next spring, leaving an expected close out balance consistent with the Select Board’s financial reserves policy. Department Item Funding Source(s) / Appropriation or Transfer Amount 10. Water Department a. Tanks Exterior Painting Engineering Water Retained Earnings $110,000 b. Land Acquisition for Water Protection Water Retained Earnings $35,000 Sub-Total $145,000 11. Golf Department a. Maintenance Equipment Replacement Golf Reserves $380,000 b. Cart Path Improvements Golf Reserves $120,000 c. Additional HVAC/Boiler Upgrades Golf Reserves $75,000 d. Irrigation Replacement Design Golf Reserves $75,000 e. Clubhouse Surroundings & Theme Enhancements Golf Reserves $30,000 f. Sink Hole Repairs Golf Reserves $20,000 g. Kitchen Equipment Replacement Golf Reserves $15,000 h. Replace Forward Tees Golf Reserves $15,000 Sub-Total $730,000 Grand Total $3,098,500 1. Select Board 1a. DBP Master Plan Update - Phase 1 Construction – These funds will be used to complete construction activities associated with the Drummer Boy Park Master Plan Update approved by Town Meeting in November 2021, including parking, walkway, and stormwater improvements. A majority of this project is planned to be funded with the Town's allocation of American Rescue Plan Act funds from Barnstable County. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 1b. Sea Camps Comprehensive Planning – These funds will be used to assist the Town in the comprehensive planning process for the former Cape Cod Sea Camps Bay and Pond Parcels. The Town will use the professional services of an interdisciplinary team to assist with the comprehensive planning. These plans will identify recommended future uses of both Sea Camp properties as well as estimated capital & operating costs, project phasing, financing, and partnerships. A key part of this planning will be community outreach and resident input. The comprehensive plans will be brought to a future Town Meeting for adoption. The Town has applied for $125,000 in grant funding to help cover these costs and any grant award will decrease the amount of Town funding need to help complete this work. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 1c. Updated Ponds Water Quality Report (IWRMP) – The Town last prepared a comprehensive review of pond water quality data on the 27 ponds sampled annually in 2009. This article would engage a water quality professional to organize and synthesize the water quality data collected since then from Brewster ponds through the Pond and Lake Stewards (PALS) bi-annual sampling efforts. This update will include creating a water quality database of PALS water quality data and review of this data to identify trends for key factors for each pond. The results will help inform future Town water quality planning and initiatives. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 1d. Sea Camps Interim Uses & Site Improvements – As the Town works through developing long-range comprehensive plans for both former Sea Camps properties, the Bay and Pond Property Planning Committees continue to work with Town Administration and the Select Board to identify opportunities for interim uses of the properties. These funds will help support these efforts to host events and programming and increase public access to both properties during this transition period. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 1e. Integrated Water Resource Planning/Implementation – These funds are additional to funds requested at the May 2022 Annual Town Meeting. In addition to implementation of the Pleasant Bay Watershed permit and support for other water quality improvement projects related to coastal waters and freshwater ponds, the funds will be used to provide resident education about the new stormwater bylaw, to provide support and technical assistance to the Water Resources Task Force, and to work with MA DEP on new regulations and SRF eligible projects, including but not limited to I/A septic systems. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 2. Department of Public Works 2a. Engineer/Design & Construction of Sea Camps Parking – These funds will be used for engineering design, permitting, and construction of a parking lot to accommodate visitors to the pool at the former Cape Cod Sea Camps Bay Parcel. This new parking lot is expected to be located where the existing (2) tennis courts and basketball court are, adjacent to the pool and Arts Center. The project will include installation of stormwater infrastructure and landscaping. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 2b. Drainage/Road Maintenance – This request provides funding for professional services, including but not limited to engineering, permitting, and construction costs, and in-house construction costs associated with road maintenance and drainage on various public roadways throughout Town. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 2c. Machinery & Equipment – These funds will be used to purchase and equip one L-3 Loader/Backhoe (current model is 2006), including but not limited to plow package, emergency lighting and radio. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 2d. Pick-up Truck – These funds will be used to purchase and equip one 4x4 pick-up truck, including but not limited to plow package, emergency lighting and radio. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 3. Police Department 3a. Vehicle Replacement – These funds will be used to purchase, outfit, and equip police cruisers. The Police Department relies on these cruisers for patrol and emergency response. Included in the cost, is outfitting the vehicle with emergency lights/siren, and equipping the vehicle with the tools necessary for responding to a variety of emergencies. The purchased vehicles will be replacing outgoing vehicles, which will either be repurposed for other Town use, or sold via auction. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 3b. Security Pen/Fencing – These funds will be used to purchase and install fencing and traffic direction signage/devices for the rear of the police facility. With the department driveway being shared with people accessing the cemetery, Cape Cod Rail Trail, and Brewster Dog Park, there is a lot of traffic through the area on a daily basis. Currently, there is temporary signage to delineate public access from employee-only access. Fencing, signage, etc. will provide better security for the rear of the building to include Police Department vehicles. These funds will also be used to build a secure pen for the housing of a seized vehicle or other oversized items that cannot be stored in the building. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 3c. Live Scan Data Sharing – These funds will be used to replace the existing fingerprint and booking photograph systems. This new electronic unit will allow the current records management system to share data directly with the fingerprint system, assuring accuracy of reporting data to the Criminal Justice Information System, as required by state and federal law. This system is also used for non-criminal fingerprinting for things such as firearms licensing, Town issued permits, professional licensing, etc. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 4. Fire 4a. Department Staffing and Organization Study – These funds will be used to conduct a staffing and organizational study to determine current and future staffing needs, organization and delivery of fire suppression, emergency medical, and fire prevention services, identify strengths and weaknesses, and present potential recommendations, options, strategies, and associated costs for viable improvements in these core services. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 4b. Assistance to Firefighter Grant Program Expenses – These funds will be to meet our 5% local match requirements for any grant funds the Town receives through this program. Due to several recent successful AFG grant awards, the current balance of the articles funding the Town’s 5% cost sharing match have been reduced to a level that will no longer support future AFG awards. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 5. Natural Resources 5a. Freemans Pond Culvert Wing Walls – This funding will be used to undertake the required permitting for an adaptive management strategy to address tide and storm issues related to the sand path over the culvert. The Natural Resources Department has engaged state and federal partners to assist with the project, and they have funded design and 75% of the anticipated construction costs. The project would add an articulating concrete block mat over the culvert, which will lessen ongoing sand nourishment and maintenance requirements, and provide better protection against overtopping at the culvert. The required match for construction would be presented at Fall Town Meeting in 2023. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 5b. Stony Brook Mill Retaining Wall & Fish Way Improvements – This funding will be used to repair the historic retaining wall supporting the headrace pond for the mill. The base of the wall is the fish run. Additionally, the fish weirs north of the street need modifications to provide safe passage for migratory herring and alewife. Grants have been secured for 75% of the estimated construction costs, and funds will be needed to undertake the required permitting for this work. A Community Preservation Act grant has been secured for a portion of the required match, and the remainder of the match will likely be presented at Spring 2023 Town Meeting, with a goal of construction beginning in Fall 2023. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 5c.Walkers Pond Water Quality Improvements – These funds will be used to undertake the required permitting for the Walkers Pond Water Quality project. The School of Marine Science and Technology (SMAST) at UMASS Dartmouth has prepared a technical report documenting the causes of declining water quality in Walkers Pond. They compared various options for remediation and recommend an alum treatment followed by use of the Town's aquatic weed harvester in following years to help reduce the nutrient content in the sediments at the pond. The alum treatment would be funded through a Spring 2023 Town Meeting article. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 6. Facilities 6a. Town Hall Window Replacement – This funding will be used to complete the second phase of the Town Hall Window Replacement Project, aimed to greatly reduce energy loss. These windows are roughly 25 years old and have broken seals and obsolete replacement parts. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 6b. Town Hall and Library Elevator Upgrades – This funding will be used for a software and panel upgrade for both the Town Hall and Brewster Ladies Library public elevators, identified during a recent State Elevator Inspection. These repairs must be made before the end of the calendar year to maintain compliance. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 7. Library 7a.Library Elevator Replacement – These funds will be used 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. Town Meeting previously appropriated funds for project design. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 8. Information Technology 8a. Technology Upgrades/Replacement – This request provides funding for the purchase of upgraded desktop computers, servers, productivity and office software, backup systems, and other hardware and software for departments throughout the Town. Computers and servers are replaced on a 3-5 year rotating schedule, and older machines are issued to users with less intensive computer needs. $10,000 of these funds will provide for the one-time cost of upgrading our assessing software to the cloud. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 9. Assessors 9a. Valuation Services – This article seeks funding for a contract with a private firm for property valuation services required to annually set assessed value, collect new growth, and perform property inspections. The funding comes from the Overlay Reserve Account, which in turn is funded from a transfer from the balance in the Overlay Accounts of funds that are no longer needed to cover abatements and exemptions. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 10. Water Department 10a. Tanks Exterior Painting – These funds will be used for the engineering, procurement, and construction administration services associated with painting two water storage tanks. The engineering consists of three phases: design, bid, and construction. This project is intended to extend the life of the existing coating at far less cost than a full coat rehabilitation. The intended coating system is a rust inhibitive acrylic overcoat that will provide additional protection of the steel structure. Construction funds will be requested at the 2023 Annual Town Meeting. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 10b. Land Acquisition for Water Protection – These funds will help cover a portion of the acquisition costs of former Sea Camps property on Long Pond parcel (500 W.H. Besse Cartway) for a number of potential public purposes, consistent with Water Commission financial commitments when the Town purchased the property in 2021. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 11. Golf Department 11a. Maintenance Equipment Replacement – This funding will be used to replace three spray rigs, which apply chemicals to the turf. The current sprayers are beyond their useful life and are beginning to malfunction. The new sprayers will have a GPS system to allow for more precise dispersion. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 11b. Cart Path Improvements – These funds will be used to repave and repair the cart paths at Captains Golf Course. Many cart paths at the golf course are currently in disrepair and detract from the overall golfing experience for customers. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 11c. Additional HVAC/Boiler Upgrades – This funding will be added to the already approved funds for the replacement of the HVAC system in the restaurant/clubhouse area of the property. This additional funding will cover the full cost of the project. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 11d. Irrigation Replacement Design – These funds will be used to hire an irrigation firm to design a new 36-hole irrigation system for Captains Golf Course. Currently, two irrigation systems exist at the golf course that are 23 and 17 years old. The replacement of the entire irrigation system would create a more energy efficient system and would reduce the amount of water needed to properly maintain the golf courses. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 11e. Clubhouse Surroundings & Theme Enhancements – These funds will be used to make improvements to the areas of the golf course nearest to the clubhouse. These areas have become worn and unsightly, and do not project a good image of Captains Golf Course. These areas include the bag drop, the starters shed, fencing, signage, and lanscaping Many of these will need replacing, or, in the case of the starters shed, have major repairs performed. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 11f. Sink Hole Repairs – These funds will be used to repair sink holes on the golf course that have formed over a number of years. These repairs will result in safer conditions and a more enjoyable playing experience. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 11g. Kitchen Equipment Replacement – These funds will be used to replace kitchen equipment that is at the end of its useful life. The kitchen equipment is owned by the Town, and, in order to maintain a fully functioning restaurant at the golf course, it is necessary to replace this equipment. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 11h. Replace Forward Tees – These funds will be used to create new forward tees on the golf course, as recommended by the National Golf Foundation, and to provide an additional option for players. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 COMMUNITY PRESERVATION ACT FUNDING ARTICLE NO. 3: To see if the Town will vote to act upon the recommendations of the Community Preservation Committee; to appropriate from Fund Balances Reserved for future expenditure, the amounts shown below, for the purpose of future expenditures, operating and administration expenses, and reserve funds related to Community Preservation, Historic Preservation, Open Space, Community Housing and/or Recreation; and to authorize the Town Administrator to enter into contracts for operating and administration related to Community Preservation, Historic Preservation, Community Housing and Open Space and/or Recreation, all as follows: Purpose Item Funding Source(s) Amount 1 a.Brewster Historical Society Relocation and restoration of Brewster Schoolhouse #3 Transfer $332,200 from Historic Preservation Fund balance $332,200 Sub-total $332,200 Grand Total $332,200 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 MGL Ch. 184 and MGL Ch. 44B Sec. 12, and to authorize the Select Board 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 2022, which is projected at 15%. 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 – Relocation and Restoration of Schoolhouse #3: The Brewster Historical Society proposes to flake Schoolhouse #3 at 2342 Main Street and move it to Windmill Village at Drummer Boy Park. The structure is the last remaining of the town’s 5 19th Century schoolhouses. It will be re-assembled and restored as a schoolhouse and will also include a cranberry history display, as this was also part of its history. The funding request includes an additional $10,000 set aside to pay for CPC expenses for historical consulting services related to the project. Total Project Cost: $322,200 CPC Request: $332,200 CPC Vote: 0-0-0 Select Board: Yes 0, No 0, Abs 0 Oct 17 Finance Committee: Yes 0, No 0, Abs 0 Oct 12 CONSERVATION RESTRICTION ACQUISITION: 0 HOLLY AVE (REAR) ARTICLE NO. 4: To see if the Town will vote to authorize the Select Board to acquire a perpetual conservation restriction under MGL Ch. 184, Secs. 31 through 33, on a parcel of land designated on Brewster Assessors’ Map 137 as Parcel 1, located at 0 Holly Ave (Rear), in Brewster, Barnstable County, Massachusetts, consisting of 4.925 acres as shown on a plan of land entitled “Plan of Land in Brewster (East), Mass. as claimed by Richard O. Staff, Scale 1 in = 50 ft. October 1967, Schofield Brothers Registered Civil Engineers & Land Surveyors, Orleans & Framingham, Mass.” and recorded in the Barnstable County Registry of Deeds as Plan Book 219, Page 79, a copy of which is on file with the Brewster Town Clerk; to acquire interests in said parcel by gift, purchase and/or eminent domain taking under MGL Ch. 79, or any other enabling authority; to acquire said conservation restriction for conservation and passive recreation purposes for the general public, consistent with the provisions of MGL Ch. 40 Sec. 8C and Article 97 of the Amendments to the Constitution of the Commonwealth of Massachusetts, and in compliance with MGL Ch. 44B, Sec. 12(a), protecting the property for the purposes for which it is acquired; to appropriate the sum of Two Hundred Sixty-four Thousand and 00/100 Dollars ($264,000.00)to pay costs of this acquisition, and all other costs incidental and related thereto; to authorize the Town Treasurer, with the approval of the Select Board, to borrow up to the sum of Two Hundred Fifty Thousand and 00/100 Dollars ($250,000.00)pursuant to the provisions of MGL Ch. 44 Sec. 7(3) and Sec. 8C, and/or any other enabling authority, and to issue bonds and/or notes of the Town therefor; to authorize the Town Treasurer to transfer from available sums the sum of Fourteen Thousand and 00/100 Dollars ($14,000.00)for the purpose of paying incidental and related costs, including the preparation, issuance and marketing of notes and bonds issued hereunder and for paying interest on temporary notes issued in anticipation thereof; further, to authorize the Select Board and/or the Conservation Commission to apply for, accept and expend any funds that may be provided by the Commonwealth or other public or private sources to defray all or a portion of the costs of said acquisition, including, but not limited to, grants and/or reimbursement from the Commonwealth under the Self-Help Act, MGL Ch. 132A Sec. 11 (now, so-called LAND grants), and the Federal Land and Water Fund grants, which grants and/or funds so received shall be used to repay all or a portion of the sum transferred from the Community Preservation Fund hereunder; to authorize the Conservation Commission to assume the monitoring and enforcement authority of the conservation restriction on the property; and to authorize the Select Board and Conservation Commission to enter into all agreements and execute any and all instruments as may be necessary on behalf of the municipality to effect this purchase and obtain reimbursement funding; or to take any other action relative thereto. (Community Preservation Committee)(2/3 Majority Vote Required) COMMENT This article would enable the Town to continue its partnership with Brewster Conservation Trust (BCT), working together to preserve critical open space; in this case, 4.925 acres abutting the Town’s Baker’s Pond Conservation Area. This acquisition would preserve a walking trail that connects existing Town trails with Nickerson State Park. The Towns of Brewster and Orleans, along with the Brewster Conservation Trust, own 140 acres of conservation land east and south of this proposed land acquisition. These entities jointly manage the two-mile public walking loop trail there, with parking on Baker’s Pond Road. BCT will purchase the land for $360,000. This article seeks to appropriate $250,000 in CPA funds to place a conservation restriction on the property, which will be held by the Town. To offset these expenses, the Town has applied for a State LAND grant that would reimburse the Town for up to $130,000. Sketch map of locus attached hereto - Tax Map 137, Parcel 1, 4.925 acres. Select Board: Yes 0, No 0, Abs 0 Oct 17 Finance Committee: Yes 0, No 0, Abs 0 Oct 12 TOWN CODE AMENDMENT TO COMMUNITY PRESERVATION ACT BYLAW ARTICLE NO. 5: 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, as shown below, with deletions shown in strikethrough, with such revision to take effect on July 1, 2023: 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. 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. 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. 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 (add more detail about targets here – 30/30/10/10). Town Meeting will continue to have final approval authority over expenditure of all CPA funds. Select Board: Yes 0, No 0, Abs 0 Oct 17 Finance Committee: Yes 0, No 0, Abs 0 Oct 12 TOWN BYLAW AMENDMENT: LIMITS OF DEBATE ARTICLE NO. 6: To see if the Town will vote to amend the General Bylaws, Section 48-11B, by striking the word “three” and replacing it with “one and a half”, as shown below, with additions shown in bold and deletions shown in strikethrough: § 48-11 Limit of debate. A. presenter of a motion may speak up to five minutes when presenting the motion except for motions that the Moderator has given specific permission for more time. B. Following speakers may have up to three one and a half minutes to speak on a motion. C. Speakers to each motion may speak no more than twice, except for the presenter of a motion who may speak to comments or questions made by voters with respect to the motion presented. Or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT See related memo to Select Board dated June 3, 2022. Select Board: Yes 4, No 0, Abs 0 Finance Committee: Yes 0, No 7, Abs 0 TOWN BYLAW AMENDMENT: QUORUM REQUIREMENT ARTICLE NO. 7: To see if the Town will vote to amend the General Bylaws, Section 48-5, by inserting the following new sentence to the end of the section: “Once quorum has been attained and Town Meeting has been called to order, minimum quorum requirements no longer apply.” as shown below, with additions shown in bold: § 48-5 Requirement. The quorum for Annual Town Meetings and for Special Town Meetings is hereby set at 200 registered voters. Once quorum has been attained and Town Meeting has been called to order, minimum quorum requirements no longer apply. Or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT See related memo to Select Board dated June 3, 2022. Select Board: Yes 4, No 0, Abs 0 Finance Committee: Yes 0, No 7, Abs 0 NEW TOWN BYLAW/RECONSIDERATION ARTICLE NO. 8: To see if the Town will vote to establish a new General Bylaw, as shown below, with additions shown in bold, and further to authorize the Town Clerk to assign the proper chapter and section numbers to said by-law, consistent with the current numbering system: §XX-XX Motions for Reconsideration A motion to reconsider an article previously voted on by Town Meeting must be made within one (1) hour of the conclusion of the relevant vote and shall require a 2/3 majority vote for approval. If a Town Meeting is continued from one date to another, a motion to reconsider any article must be made on the same day as the original vote. Or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT See related memo to Select Board dated June 3, 2022. Select Board: Yes 4, No 0, Abs 0 Finance Committee: Yes 6, No 1, Abs 0 TOWN BYLAW AMENDMENT: SPECIAL TOWN MEETING WARRANT DEADLINE ARTICLE NO. 9: To see if the Town will vote to amend the General Bylaws, Section 48-3, by inserting the following new sentence to the end of the section to establish a deadline for closing warrants to petitioned articles, as shown below, with additions in bold: § 48-3 Closing of warrant. The warrant for the Annual Town Meeting will be closed to citizen petitioned articles 75 days before each Annual Town Meeting and be in the hands of the Finance Committee by 60 days before each Annual Town Meeting, commencing in 1980. The warrant for any special town meeting will be closed to citizen petitioned articles 45 days before each special town meeting; provided, however, that the Select Board may close the warrant for a special town meeting at any time prior to the 15th day before such meeting if it determines that the 45 day deadline is impractical under the circumstances of a particular meeting. Or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT Per Town bylaws, the deadline to submit citizens petitions for inclusion on the Annual Town Meeting warrant is 75 days in advance of the meeting. Town bylaws are currently silent on deadlines for citizens petitions for inclusion on Special Town Meeting warrants but longstanding past practice has been to close the warrant 45 days in advance of those meetings. However, this deadline requires a vote of the Select Board in each instance and could change year to year. Codifying this deadline will enhance consistency and transparency for residents interested in bringing a petition to Special Town Meeting. Select Board: Yes 4, No 0, Abs 0 Oct 3 (re-vote?) Finance Committee: Yes 6, No 3, Abs 0 Oct 5 (re-vote?) LOCAL COMPREHENSIVE PLAN ARTICLE NO. 10: To see if the Town vote to adopt a Master Plan for Brewster which has been developed by the Vision Planning Committee, a copy of which plan is on file at the Town Clerk's office and posted on the Town's website, and which plan if approved by the Town Meeting would constitute Brewster’s Local Comprehensive Plan as defined in Section 9 of the Cape Cod Commission Act (Chapter 716 of the Acts of 1989), or take any other action relative thereto. (Select Board & Planning Board) (Majority Vote Required) COMMENT Select Board: Yes 0, No 0, Abs 0 Oct 17 Finance Committee: Yes 0, No 0, Abs 0 Oct 5? TEMPORARY EASEMENTS: MILLSTONE ROAD IMPROVEMENT PROJECT ARTICLE NO. 11: To see if the Town will vote to authorize the Select Board to acquire, by purchase, gift, and/or eminent domain, permanent and/or temporary right of way, utility, drainage, access, construction and other easements in, on, under, and across the parcels of land shown on a plan entitled “___________________,” dated ______________, prepared by __________, as said plan may be amended from time to time and/or replaced by an easement plan, and land within 100 feet of said parcels, for the purpose of improving Millstone Road and for any and all purposes and uses incidental or related thereto, and, further, to raise and appropriate, transfer from available funds, and/or borrow a sum of money for the foregoing purposes. Or to take any other action related thereto. (Select Board) (Majority Vote Required) COMMENT Select Board: Yes 0, No 0, Abs 0 Oct 17 Finance Committee: Yes 0, No 0, Abs 0 Oct 12 PRIVATE ROAD BETTERMENT: VESPER POND DRIVE ARTICLE NO. 12: To see if the Town will vote to raise and appropriate, transfer from available funds, and/or borrow a sum of money pursuant to MGL Ch. 40, Secs. 7 and 8, Chapter 297 of the Acts of 2002, Chapter 373 of the Acts of 2006, and/or any other enabling authority, said sum to be spent by the Town Administrator with the approval of the Select Board, to finance temporary road repairs to the private way known as Vesper Pond Drive, including, without limitation, costs associated with engineering, construction, and reconstruction of said way, and costs incidental or related thereto, which costs shall be assessed by the Select Board as a betterment under MGL Ch. 80 Sec. 1 on each parcel within the area benefiting from the improvement, all in compliance Brewster General Bylaws, Section 157-20. Or to take any other action relative thereto. (Select Board) (Two-Thirds Vote Required) COMMENT The Town adopted a general bylaw at the 1996 Annual Town Meeting, which allows for citizens to petition town meeting to obtain funding assistance to undertake repairs to private ways. The Town, along with the private road organization, will contract out for the repair work. The abutting property owners will then be required to reimburse the Town for the full project costs, plus interest and administrative expenses, by means of a betterment assessment over a period of time. There will be no tax rate impact related to this project. The abutters will incur all costs associated with this project through a betterment assessment. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 Oct 3 Oct 5 CREATION OF NEW REVOLVING FUND: BAY PROPERTY POOL ARTICLE NO. 13: To see if the Town will vote to amend the General Bylaws, Section 21-8, to create a new revolving fund, consistent with MGL Ch. 44 Sec 53E½, for the purposes of managing a recreational pool located at 3057 Main Street, in a manner as follows: Revolving Fund Department, Board, Committee, Agency, or Officer Authorized to Spend from Fund Fees, charges or Other Receipts Credited to Fund Program or Activity Expenses Payable from Fund Restrictions or Conditions on Expenses Payable from Fund Fiscal Years Bay Property Pool Department Head - Recreation Fees received for pool memberships, programs, and events Pay for Salaries, Benefits, Operating Expenses, and Contracted Services Expenses shall be related to salaries and operations of the Bay Property Pool and not used for any other purposes Fiscal Year 2023 and subsequent years Or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT This article will create a new revolving fund which will separately account for fees collected to support operations of the new pool at the former Sea Camps property at 3057 Main Street. The Town is seeking to open the pool for resident use by Summer 2023 and requires this fund to be established in advance. Select Board: Yes 0, No 0, Abs 0 Oct 17 Finance Committee: Yes 0, No 0, Abs 0 Oct 12 BAY PROPERTY POOL FUNDING ARTICLE NO. 14: To see what sums the Town will vote to appropriate from available funds for the initial start-up costs for the operation and maintenance of a community pool at the property located at 3057 Main Street, including the purchase of equipment and supplies, and anything incidental or related thereto, or take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT This article will appropriate $150,000 from Free Cash to cover initial start-up expenses and Year 1 operational costs for the new pool at the former Sea Camps property on Cape Cod Bay, planned to open to residents in Summer 2023. It is expected that revenues collected from fees will help support future year operating expenses. Select Board: Yes 0, No 0, Abs 0 Oct 17 Finance Committee: Yes 0, No 0, Abs 0 Oct 12 RESCIND DEBT AUTHORIZATION ARTICLE NO. 15: To see if the Town will vote to repeal or rescind unused borrowing authority authorized by previous Town Meetings, as follows: DEPARTMENT ITEM ARTICLE / TOWN MEETING AMOUNT TO BE RESCINDED DPW Dump Truck Article 10 (2A) of the May 2018 Annual Town Meeting $33,305 Fire Fire Station Article 1 of the November 2015 Special Town Meeting $548,503 Debt North Pond Drive Private Road Betterment Article 16 of the May 2018 Annual Town Meeting $21,276 Debt WH Besse Cartway Land Acquisition (Robinson Property) Article 29 of the May 2018 Annual Town Meeting $155,100 Debt Tri-Town Septic Demolition Article 5 of the December 2018 Special Town Meeting $33,131 DPW Fuel Depot Article 3 of the May 2019 Special Town Meeting $100,000 Or to take any other action relative thereto. COMMENT This routine article serves to rescind authorized but unissued debt for certain capital equipment, facilities, and/or projects that have all been fully completed. Select Board: Yes 4, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 LOCAL ELECTION DEADLINES ARTICLE NO. 16: To see if the Town will vote, in accordance with MGL Ch. 41 Sec. 110A, to authorize the Town Clerk’s office to remain closed on all Saturdays and to treat Saturdays as a legal holiday for purposes of calculating the time frame for filing matters in that office; or take any other action relative thereto. COMMENT Acceptance of this local option statute would allow the Town Clerk’s Office to adjust voter registration and nomination/petition paper deadlines for local elections to avoid the need to open Town Hall on Saturdays or holidays. If adopted, relevant voter registration deadlines could shift to the business day prior and nomination/petition papers could fall to the next business day. Select Board: Yes 0, No 0, Abs 0 Oct 3 Finance Committee: Yes 0, No 0, Abs 0 Oct 5 And 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 October 2022. ___________________________________ David Whitney, Chair ___________________________________ Ned Chatelain, Vice-Chair ___________________________________ Kari Hoffmann, Clerk ___________________________________ Mary Chaffee ___________________________________ Cynthia A. Bingham 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 November 14, 2022 by posting attested copies thereof, in the following locations in the Town on the __th day of October, 2022. Brewster Town Offices Café Alfresco Brewster Ladies Library Brewster Pizza House The Brewster General Store Millstone Liquors U. S. Post Office _________________________________ Roland W. Bassett, Jr. Constable Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 MEMORANDUM TO: Select Board, Finance Committee FROM: Conor Kenny RE: Article No. 12 Summary – Private Road Betterment: Vesper Pond Drive DATE: September 27, 2022 A private road betterment occurs when the Town facilitates the repair of a private road in Town, financed through an assessment on the tax bills of the residents on that road for a specified number of years. The private road has to have been open for public use for at least 5 years. The Select Board received a petition from residents in the Vesper Pond neighborhood in June of this year. The Vesper Pond Neighborhood project concerns the following roads: Vesper Pond Road, Mayflower Circle, Cranberry Lane, Deer Path Circle, Jam Lane, and Bay View Road. The proposed project consists of drainage installation and reconstruction of the roadways in the neighborhood. The Planning Board approved the plan on August 10th, and the Select Board then sent out proxy voting forms to all abutters. 50% plus one of the proxies had to be returned at least 45 days prior to Town Meeting, indicating support for the project. This threshold was reached on September 14th, well in advance of the deadline. This article has now been placed on the upcoming Town Meeting Warrant. If Town Meeting votes to endorse and finance the project, the Town will put the contract out to bid. The contract for doing the work will be awarded to the lowest responsible bidder. The engineer will provide the DPW with regular updates throughout each phase of the project. Once the repairs are completed, the road remains a private way. By signing the petition, the property owners have agreed to repay the Town, through the mechanism of a betterment added to each owner’s real estate tax bill, his or her share of the total amount to be financed plus interest and administrative costs. Upon the completion of the repairs to the roadway, the Select Board will assess the actual costs to the property owners. Residents will then receive notification from the Town Treasurer/Collector of their actual pro rata share and, at that time, they can determine their method of payment. Office of: Select Board Town Administrator The property owner may elect to repay his or her share in one lump sum or over, up to, a fifteen-year period. If a payment plan is selected, the Town will add this expense as a betterment to the property tax bill. Based upon the scope of work, which was provided to the Town within the petition, the total project cost is estimated at $723,711, including administrative expenses (Town administrative costs cannot exceed 4% of the project). Individual estimated share of this total project cost is $12,697. If residents choose a multiyear payment plan additional interest fees will apply. PRIVATE ROAD BETTERMENT: VESPER POND DRIVE ARTICLE NO. 12: To see if the Town will vote to raise and appropriate, transfer from available funds, and/or borrow a sum of money pursuant to MGL Ch. 40, §§7 and 8, Chapter 297 of the Acts of 2002, Chapter 373 of the Acts of 2006, and/or any other enabling authority, said sum to be spent by the Town Administrator with the approval of the Board of Selectmen, to finance temporary road repairs to the private way known as Vesper Pond Drive, including, without limitation, costs associated with engineering, construction, and reconstruction of said way, and costs incidental or related thereto, which costs shall be assessed by the Board of Selectmen as a betterment under Massachusetts General Laws Chapter 80, Section 1 on each parcel within the area benefiting from the improvement, all in compliance the Brewster Town Code, Chapter 157, Article VIII, Section 157-20. Or to take any other action relative thereto. (Select Board) (Two-Thirds Vote Required) COMMENT The Town adopted a general bylaw at the 1996 Annual Town Meeting, which allows for citizens to petition town meeting to obtain funding assistance to undertake repairs to private ways. The Town, along with the private road organization, will contract out for the repair work. The abutting property owners will then be required to reimburse the Town for the full project costs, plus interest and administrative expenses, by means of a betterment assessment over a period of time. There will be no tax rate impact related to this project. The abutters will incur all costs associated with this project through a betterment assessment. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 Oct 3 Oct 5 Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 GENERAL BYLAW/Private Road Betterment § 157-20 Repair by Town. A. In the event that a group of property owners who own property on a private road which has been open for public use for at least five years wish the Town of Brewster to finance the repair of their private way, they shall engage an engineer experienced in road construction and repair who shall survey the road in question to develop a plan for the repair of that private road which shall take into consideration the need for additional drainage, new berms, driveway aprons to protect the edges of the repaired road, the filling of existing cracks and the application of one or more layers of bituminous concrete. B. The plan shall specify the projected useful life of the repaired private way, and in no event sh all the projected useful life be less than 15 years. All costs of preparing the plan, obtaining cost estimates and preparing the petition described below shall be the exclusive responsibility of the petitioners. C. After the plan has been prepared, the property owners' engineer shall secure at least three bids from established contractors to complete the work outlined in the engineer's plan. After receipt of the bids, the property owners shall prepare a petition to the Select Board for the Town of Brewster to finance the work in an amount certain, including a ten -percent contingency amount. The petition shall list the parcels by lot number and map number together with the owners' names of record with a space for each owner to place his or her signature. The petition must state that each signature represents an irrevocable agreement by each signatory to repay to the Town of Brewster, through the mechanism of a betterment added to each owner's real estate tax bill, his or her pro-rata share of the total amount to be financed plus interest and administrative costs, which Tow n administrative costs shall not exceed 4% of the project. The petition shall not be presented to the Selectmen unl ess 50% of all the abutters to the road plus one more abutter shall have agreed to the project and its financial commitment by having signed it. D. The petition, accompanied by the engineer's plan, a map of the private way to be repaired and backup for the cost estimates shall be submitted to the Selectmen's Office. The Selectmen shall refer every such petition to the Assessor's Office for verification of signatures and confirmation that more than 50% of abutters have signed. The Selectmen shall consider all submitted petitions that pass the Assessor's examination. If the Selectmen determine that the proposed repairs are in the public Office of: Select Board Town Administrator interest and if the Selectmen determine that these repairs are within the financial capability of the Town, the Select Board shall refer each petition so determined to the Planning Board which shall conduct a public hearing on each petition to evaluate the plan, examine the cost estimates and hear from both the abutters and the general public. The Planning Board shall either en dorse the plan by a simple majority vote and return it to the Selectmen, recommend changes in costs or scope of the plan or disapprove the plan by a simple majority vote. E. If the Planning Board approves any such plan, the Select Board may place the plan on the warrant for any special or annual Town Meeting. The Select Board shall thereafter send out proxies to the abutters noting scope and cost changes, if any. The proxies must be returned at least 45 days prior to the Town Meeting at which they are to be considered. If the proxies are returned within such time, the Selectmen may place the project on the Town Meeting Warrant, provided that more than 50% of the abutters approve the plan as approved by the Planning Board . Long-term financing may be issued for said project by the Town for up to a fifteen -year period. F. If the Town Meeting votes to endorse and finance the project, the engineer who did the original plan shall be named "Project Manager." He shall prepare a new request for quotations with the b ids to be directed to the Town Administrator. The Project Manager and the Town Administrator shall select the best bid to do the work. The Project Manager shall advise the Superintendent of Public Works 48 hours in advance of each phase of the project and certify, in writing, to the Superintendent of Public Works that each phase of the work has been completed to the Project Manager's satisfaction. The Superintendent of Public Works shall inspect the completed work and certify to the Town Accountant that the work is completed so that payment can be made. G. For a group of private roads within a subdivision, the same procedure shall be used for any petition filed on or after July 1, 2019, provided that a majority of the owners of the lots abutting the group of private ways to be repaired signs the petition required by Subsection B above. Where a lot has frontage on, and derives access from, more than one group of roads, the owner of such lot shall be entitled to only one vote. Owners of lots that are assessed as unbuildable and lots that may not be built upon pursuant to a deed restriction, conservation restriction or other re corded instrument shall not be entitled to vote, and such lots shall not be subject to betterment assessments hereunder . H. The Town of Brewster shall incur no liability for any damages of any nature whatsoever arising from the project by virtue of the Town's agreeing to finance any repair of a private subdivision wa y. The abutters who accept Town financing shall be deemed to have indemnified and held the Town harmless against any and all such claims. I. Any private way improved under the provisions of this bylaw need not be brought up to full Town road standards. Any private way improved under the provisio ns of this bylaw shall continue to remain a private way. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 What is a “Private Road Betterment”? • “Private road betterment” refers to the Town facilitating the repair/paving of the private road that you reside on. The construction costs of road and/or drainage repairs are then f inanced through an assessment on your Brewster property tax bills for a specified number of years. • If you own property on a private road in Brewster which has been open for public use for at least five years, it may be possible for the Town to assist with the repair. See Private Road Betterment Bylaw (attached to this email), as amended by Town Meeting in May 2021, for more details. Engaging an Engineer • The Town of Brewster does not determine the scope of work for each project – this is done by property owners on the roads in question. The Town is a facilitator of the betterment process. • To initiate this process, you must first contact an engineer experienced in road construction and repair who can survey the road in question to develop a plan. • The plan must note the predicted useful life of the private way after repairs (at least 15 years). • After the plan has been prepared, the engineer must secure at least three (3) cost estimates from established contractors to complete the work. The cost estimate averages the three (3) quote amounts, anticipated legal and construction management expenses, a 10% contingency, a 4% administrative fee, and estimated interest costs (3-5%). • The costs of preparing the plan, obtaining cost estimates, and preparing the petition described in the next section is the responsibility of the petitioners. • The survey work and initial plan development are upfront costs that will not be included in the betterment calculations even if the project is ultimately approved. Preparing the Petition • After receipt of the bids, the petitioners must circulate a petition form to all eligible residents on the private way (see Section G of the Town bylaw for details on eligibility standards). • Please contact Conor Kenny in the Town Administrator’s Office at ckenny@brewster-ma.gov to obtain the petition forms. • The petition must be signed by more than 50% of all the abutters on the road (simple majority vote) as verified by the Assessor’s Office. • You must then submit the completed petition, engineer's plan, map of the private way to be repaired, and supporting documentation for the cost estimates to the Select Board. • The Select Board will then refer the petition to the Planning Board if they determine that the proposed repairs are in the public interest and are within the financial capabilities of the Town. Office of: Select Board Town Administrator Planning Board Review • The Planning Board will conduct a public hearing on the petition to examine the plan and hear from abutters and the general public, before voting to approve, modify, or disapprove the plan. • Please note the filing deadlines below for review of the petition by the Planning Board. Because the Planning Board is required to advertise public hearings on betterment petitions, the filing deadline is approximately a month and a half before the actual hearing date. 2022 Planning Board Schedule Filing Deadline Hearing Date* Advertisement Dates December 1 January 12 December 24, 31 December 15 January 26 January 7, 14 December 29 February 9 January 21, 28 January 12 February 23 February 4, 11 January 26 March 9 February 18, 25 February 9 March 23 March 4, 11 March 2 April 13 March 25, April 1 March 16 April 27 April 8, 15 March 30 May 11 April 22, 29 April 13 May 25 May 6, 13 April 27 June 8 May 20, 27 May 11 June 22 June 3, 10 June 1 July 13 June 24, July 1 June 15 July 27 July 8, 15 June 29 August 10 July 22, 29 July 13 August 24 August 5, 12 August 3 September 14 August 26, September 2 August 17 September 28 September 9, 16 August 31 October 12 September 23, 30 September 14 October 26 October 7, 14 September 28 November 9 October 21, 28 November 2 December 14 November 25, December 2 *Planning Board meets the 2nd and 4th Wednesdays of each month unless noted due to Town Meeting or a Holiday. Returning Proxy Votes Before Town Meeting • If the Planning Board approves the plan, the Select Board will then send out proxy voting forms to all abutters, noting scope and cost changes (if any). • Please not that should the Planning Board decide to continue the hearing, the window to return proxy votes will be shorter. • The proxies must be returned at least 45 days prior to the Town Meeting at which they are to be considered. • If more than 50% of the proxy votes are returned within this timeframe indicating support for the project, the Select Board will place the article on the next available Town Meeting Warrant. Financing • Long-term financing may be issued by the Town for up to fifteen-years (see example below). • Residents can choose to finance their share of the assessment in 1, 5, 10, or 15 year increments. Bid and Project Completion • If Town Meeting votes to endorse and finance the project, the engineer who did the original plan must prepare a new invitation to bid, with the bids to be directed to the Town Administrator. • The engineer and the Town Administrator will award the bid to the contractor who provides the lowest cost quotation and demonstrates that they are responsible and responsive, consistent with state procurement requirements. • The engineer will provide the Superintendent of Public Works with regular updates throughout each phase of the project. • Once the repairs are completed, the road remains a private way. Next Steps • If, after reviewing this process, you and your neighbors remain interested in pursuing a private road betterment, please contact Conor Kenny in the Town Administrator’s Office at ckenny@brewster-ma.gov to arrange an introductory meeting. We also ask that you identify a primary contact to communicate with the Town of Brewster throughout the process. NORTH POND DRIVE- ROAD BETTERMENT BETTERMENT APPORTIONMENT 15 YEAR EXAMPLE TOTAL BETTERMENT ASSESSMENT:10,561.00$ 1ST YEAR 2ND YEAR 3RD YEAR 4TH YEAR 5TH YEAR APPORTIONMENT BALANCE 10,561.00$ 9,856.93$ 9,152.87$ 8,448.80$ 7,744.73$ YEARLY APPORTIONMENT 704.07$ 704.07$ 704.07$ 704.07$ 704.07$ YEARLY COMMITTED INTEREST (5%)528.05$ 492.85$ 457.64$ 422.44$ 387.24$ PAYMENT PER FISCAL YEAR 1,232.12$ 1,196.91$ 1,161.71$ 1,126.51$ 1,091.30$ 6TH YEAR 7TH YEAR 8TH YEAR 9TH YEAR 10TH YEAR APPORTIONMENT BALANCE 7,040.67$ 6,336.60$ 5,632.53$ 4,928.47$ 4,224.40$ YEARLY APPORTIONMENT 704.07$ 704.07$ 704.07$ 704.07$ 704.07$ YEARLY COMMITTED INTEREST (5%)352.03$ 316.83$ 281.63$ 246.42$ 211.22$ PAYMENT PER FISCAL YEAR 1,056.10$ 1,020.90$ 985.69$ 950.49$ 915.29$ 11TH YEAR 12TH YEAR 13TH YEAR 14TH YEAR 15TH YEAR APPORTIONMENT BALANCE 3,520.33$ 2,816.27$ 2,112.20$ 1,408.13$ 704.07$ YEARLY APPORTIONMENT 704.07$ 704.07$ 704.07$ 704.07$ 704.07$ YEARLY COMMITTED INTEREST (5%)176.02$ 140.81$ 105.61$ 70.41$ 35.20$ PAYMENT PER FISCAL YEAR 880.08$ 844.88$ 809.68$ 774.47$ 739.27$ 4.00$ RELEASE FEE 743.27$ **EXAMPLE** 15 YEARS APPORTIONMENT TOTAL COST OF BETTERMENT APPORTIONED 15 YRS $14,789.40 + COST OF RELEASING LIEN AT REGISTRY OF DEEDS Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 TO: VESPER POND DR, BAY VIEW DR, CRANBERRY LANE, MAYFLOWER CIRCLE, DEER PATH CIRCLE, JAM LANE RESIDENTS FROM: Brewster Select Board As you know, the Town of Brewster received a citizen’s petition to place an article on the 2022 Special Town Meeting Warrant to authorize the Town to undertake a series of repairs to the roadway network consisting of the following roads: VESPER POND DR, BAY VIEW DR, CRANBERRY LANE, MAYFLOWER CIRCLE, DEER PATH CIRCLE, JAM LANE This request was made pursuant to Article VIII, Section 20 of Chapter 157 of the Town Code, which authorizes the Town to undertake the financing necessary to carry out repairs to a private way and to conduct those repairs. Pursuant to the Bylaw, the petition shall not be presented to Town Meeting unless 50% of the abutters to the roads, plus one more abutter, have signed it. If approved at Town Meeting, by signing the petition, the property owner is agreeing to repay the Town, through the mechanism of a betterment added to each owner’s real estate tax bill, his or her share of the total amount to be financed plus interest and administrative costs. The property owner may elect to repay his or her share in one lump sum or over, up to, a fifteen-year period. If a payment plan is selected, the Town will add this expense as a betterment to the property tax bill. Enclosed herewith is a memorandum from the Town’s Town Treasurer/Collector which provides additional information on this issue. Based upon the scope of work, which was provided to the Town within the petition, the total project cost is estimated at $723,711, including administrative expenses. Your estimated share of this total project cost is $12,697. If you should ultimately choose a multi- year payment plan additional interest fees will apply. Upon the completion of the repairs to the roadway, the Select Board will assess the actual costs to the property owners. You will then receive notification from the Town Treasurer/Collector of your actual pro rata share and, at that time, you may determine your method of payment. We have enclosed a proxy petition form to allow you to vote on this betterment. In order for the Select Board to pursue funding and the assessment of betterments, we must receive an affirmative vote from at least fifty percent (50%) of the abutters, plus one abutter. The deadline for receipt of this proxy is Tuesday, September 27, 2022. Please return your proxy petition form at your earliest convenience. A non-response will be considered a negative vote. If you have any questions, do not hesitate to contact us at (508) 896-3701. Office of: Select Board Town Administrator TO: Town Administrator Peter Lombardi, Select Board Chair David Whitney FROM: Colette Williams, Town Clerk DATE: September 27, 2022 SUBJECT: Article to accept MGL c. 41, s. 110A I’d like to propose the acceptance of MGL chapter 41, section 110A. This would make it so when a Voter Registration falls on a Saturday or Holiday, I can move it to Friday or the work day before. This change only applies on a local level. State/Federal Election dates would still be dictated by State Law, so that they are uniform across Massachusetts. By accepting this MGL, it will save the Town the cost of opening Town offices on a holiday or weekend to hold voter registration sessions, acceptance of nomination papers, etc. Should the date fall during those times, voter registrations for election deadlines would fall to the business day prior, from 8:30am-5pm and nomination/petition papers would fall to the next business day 8:30am-4:00pm. Once this is accepted we have the option of either staying open or reverting to the business day prior or proceeding the deadline. If we were anticipating a large voter turnout and the day fell on a Saturday we would have the option to set the deadline for the Saturday. By accepting this we would not be disenfranchising anyone from registering to vote. There are many avenues today for people to register to vote; in person, by mail, online or through the Registry of Motor Vehicles and we advertise the deadlines accordingly. Sincerely, Colette M. Williams MMC/CMMC Town Clerk Brewster, MA Town of Brewster OFFICE OF: 2198 Main Street COLETTE WILLIAMS MMC/CMMC BREWSTER, MASSACHUSETTS 02631 TOWN CLERK JUSTICE OF THE PEACE (508) 896-4506 – Fax (508) 896-8089 cwilliams@brewster-ma.gov To see if the Town will vote, in accordance with MGL Chapter 41, Section 110A, to authorize the Town Clerk’s office to remain closed on all Saturdays and to treat Saturdays as a legal holiday for purposes of calculating the time frame for filing matters in that office; or take any other action relative thereto. (Select Board) Explanation: By adopting MGL Chapter 41 § 110A when voter registration falls on a Saturday or Holiday it can be moved to a Friday or the work day before the holiday. Select Board Meeting 10.03.22 1 Agenda Item #15- For Your Information (FYIs) 1.Millstone Road Community Information Session 2.Resident Feedback on Wing Island Boardwalk Project MILLSTONE ROAD, BREWSTER AFFORDABLE HOUSING Please join Housing Assistance Corporation (HAC) and Preservation of Affordable Housing (POAH), to learn more about their proposal for a new affordable housing neighborhood on Millstone Road. COMMUNITY INFO SESSION WHEN & WHERE: HOW TO SIGN UP: October 13th, at 5pm, Online meeting conducted via ZOOM Register online at: bit.ly/MillstoneHousing Contact: dquinn@haconcapecod.org (508) 771-5400, ext. 288 THE PROJECT 45 apartments on Town- owned land Income levels ranging from 30% to 80% of Area Median Income (AMI) Sustainable design practices Cape Cod architecture