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Home My Public Portal About10.19.22 FinCom PacketTown of Brewster Finance Committee 2198 Main St., Brewster, MA 02631 fincommeeting@brewster-ma.gov (508) 896-3701 MEETING AGENDA Brewster Town Hall 2198 Main Street October 19, 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 (929) 436-2866 or (301) 715-8592. Webinar ID: 862 2956 9696 Passcode: 565167 To request to speak: Press *9 and wait to be recognized. Zoom Webinar: https://us02web.zoom.us/j/86229569696?pwd=MUhJNGpoU3VocTZ0cTU0VGpYcWdVQT09 Passcode: 565167 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). Finance Committee Harvey (Pete) Dahl Chair Frank Bridges Vice Chair William Meehan Clerk Andrew Evans William Henchy Alex Hopper Honey Pivirotto Robert Tobias Robert Young Town Administrator Peter Lombardi Finance Director Mimi Bernardo 1.Call 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 Finance Committee 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 Finance Committee is unable to reply but may add items presented to a future agenda. 6.Town Administrator/Finance Director Report 7.Discussion and Vote on Town Meeting Warrant Articles Article 5 - CPC bylaw – Faythe Ellis Article 10 – Local Comprehensive Plan 8.Liaison Reports and Assignments 9.Approval of Minutes 10.Request for agenda items for future meetings 11.Matters Not Reasonably Anticipated by the Chair 12.Next Finance Committee Meeting 13.Adjournment Date Posted:Date Revised:Received by Town Clerk: 10/17/22 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 *DRAFT 10.17.22* 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 Construction 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 $144.92 c. Employee Benefits Department of Unemployment Assistance $2,545.00 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 Select Board, 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 Professional services and construction costs of park improvements Free Cash $255,000 b. Sea Camps Comprehensive Planning Professional services associated with developing a comprehensive plan regarding future uses of the former Sea Camps properties Free Cash $175,000 c. Updated Ponds Water Quality Report (IWRMP) Professional services associated with creating a pond water quality database and reviewing data to identify future needs Water Quality Stabilization $50,000 d. Sea Camps Interim Uses Costs for events, programming, and increasing public access/awareness Free Cash $50,000 e. Integrated Water Resource Planning/ Implementation Professional services associated with technical assistance regarding water quality planning and initiatives Free Cash $35,000 Sub-Total $565,000 Department Item Funding Source(s) / Appropriation or Transfer Amount 2 Department of Public Works a. Sea Camps Pool Parking Lot Professional services for engineering, permitting, and construction of new parking area, including but not limited to paving, installation of stormwater infrastructure, and landscaping Free Cash $250,000 b. Drainage/Road Maintenance Professional services for engineering, permitting, and construction associated with road maintenance and drainage Free Cash $225,000 c. Loader/Backhoe Purchase and outfit (1) backhoe/loader, including but not limited to plow package, emergency lighting, and radio Free Cash $200,000 d. Pick-up Truck Purchase and outfit (1) 4x4 pick-up truck, including but not limited to plow package, emergency lighting, and radio Free Cash $60,000 Sub-Total $735,000 Department Item Funding Source(s) / Appropriation or Transfer Amount 3. Police Department a. Vehicle Replacement Purchase and outfit (2) Police vehicles Free Cash $115,000 b. Security Pen/Fencing Purchase and install fencing and traffic direction signage/devices at the Police facility Free Cash $50,000 c. Live Scan Data Sharing Purchase and install an electronic fingerprint and booking photograph system Free Cash $42,500 Sub-Total $207,500 4. Fire Department a. Department Staffing and Organization Study Professional services associated with staffing and organizational analysis to determine current and future departmental needs Free Cash/ Ambulance Fund $35,000 b. Assistance to Firefighter Grant Program Expenses Costs associated with providing the Town’s required 5% local match to accept and expend grant funding Ambulance Fund $20,000 Sub-Total $55,000 5. Natural Resources a. Stony Brook Mill Retaining Wall & Fishway Improvements Permitting Professional services associated with design, permitting and any other related costs Free Cash $40,000 b. Walkers Pond Water Quality Improvements Professional services associated with design, permitting, and any other related costs Water Quality Stabilization Fund $32,000 Sub-Total $72,000 Department Item Funding Source(s) / Appropriation or Transfer Amount 6. Facilities a. Town Hall Window Replacement Purchase and install replacement windows and related costs Free Cash $150,000 b. Town Hall and Library Elevator Upgrades Costs associated with upgrades to meet new state safety requirements Free Cash $10,000 c. Crosby Mansion Function Room HVAC Purchase and install mini-split units in mansion function room and any related costs Free Cash $25,000 d. Sea Camps Landscaping Equipment Purchase mowers and landscaping equipment Free Cash $17,500 Sub-Total $202,500 7. Recreation a. Freemans Fields Irrigation Repair & Maintenance Costs associated with maintaining and repairing irrigation systems at Freemans Fields Free Cash $20,000 Sub-Total $20,000 8. Library a. Library Elevator Replacement Purchase and install a new elevator including any other related costs Free Cash $300,000 Sub-Total $300,000 9. Information Technology a. Technology Upgrades/Replacement Ongoing information system & equipment improvements, including but not limited to the purchase of computers, software, servers, and other hardware/ software throughout the Town, including new cloud-based assessing software Overlay / Free Cash $35,000 Sub-Total $35,000 Department Item Funding Source(s) / Appropriation or Transfer Amount 10. Assessors a. Valuation Services Professional services for new growth and cyclical inspections as required by the Department of Revenue Overlay $80,000 Sub-Total $80,000 11. Water Department a. Tanks Exterior Painting Engineering Professional services including engineering, oversight, and construction for interior and exterior repairs on Tanks 1 & 2 Water Retained Earnings $110,000 b. Land Acquisition for Water Protection Funding to assist with acquisition costs of former Sea Camps Long Pond parcel Water Retained Earnings $35,000 Sub-Total $145,000 12. Golf Department a. Maintenance Equipment Replacement Purchase (3) three spray rigs and any golf maintenance equipment Golf Reserves $380,000 b. Cart Path Improvements Costs associated with paving and repairing cart paths Golf Reserves $120,000 c. Additional HVAC/Boiler Upgrades Additional funding for the replacement of the HVAC/Boiler system and any other related costs Golf Reserves $75,000 d. Irrigation Replacement Design Professional services associated with the design of a new 36- hole irrigation system Golf Reserves $75,000 e. Clubhouse Surroundings & Theme Enhancements Purchase and install materials and supplies to upgrade area around clubhouse Golf Reserves $30,000 Or to take any other action relative thereto. (Select Board) (Majority Vote Required, except 2/3 Vote for Stabilization Fund Appropriations) COMMENT The Town certified $4,641,154 in Fiscal Year 22 Free Cash, which is now available for appropriation. If all capital and special project requests included in this article are approved by Town Meeting, a balance of $2,586,154 in Free Cash will remain. These requests are consistent with the Town’s 5-Year Capital Improvement Plan and with the Select Board’s Strategic Plan. To ensure healthy financial reserves, the Town aims to maintain a year-end Free Cash balance of at least $1M. While we anticipate additional capital requests at Annual Town Meeting in May 2022, we expect that our Free Cash balance will remain consistent with the Select Board’s financial reserves policy even after accounting for those supplemental appropriations. 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.Phase 2 improvements, to be completed in a few years, will include upgrades to the bandstand and playground and replacement of the existing storage building with a new pavilion. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 6, No 0, Abs 0 Department Item Funding Source(s) / Appropriation or Transfer Amount f. Sink Hole Repairs Purchase of materials to fill and repair sink holes throughout the property Golf Reserves $20,000 g. Kitchen Equipment Replacement Purchase and install replacement kitchen equipment and other related costs Golf Reserves $15,000 h. Replace Forward Tees Purchase and install materials to create new forward tees Golf Reserves $15,000 Sub-Total $730,000 Grand Total $3,147,000 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 6, 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 6, 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 6, No 0, Abs 0 1e. Integrated Water Resource Planning/Implementation – These funds will supplement a similar appropriation approved 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 6, 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 6, No 0, Abs 0 2b. Drainage/Road Maintenance – These funds will be used 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 in Town. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 6, No 0, Abs 0 2c. Machinery & Equipment – These funds will be used to purchase and equip one 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 6, 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 6, 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 6, 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 6, 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 6, 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 6, 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, available funds from previous similar articles designed to cover 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 6, No 0, Abs 0 5. Natural Resources 5a. Stony Brook Mill Retaining Wall & Fish Way Improvements – This funding will be used to secure permitting approvals to repair the historic retaining wall supporting the headrace pond for the mill and upgrade the fish weirs north of the street to provide safe passage for migratory herring. Grants have been secured for 100% of the project design and 75% of the estimated construction costs. 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 6, No 0, Abs 0 5c.Walkers Pond Water Quality Improvements – These funds will be used to undertake the required permitting for Walkers Pond water quality improvements. 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 6, No 0, Abs 0 6. Facilities 6a. Town Hall Window Replacement – This funding will be used to undertake the next phase of the window replacement at Town Hall, 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 6, No 0, Abs 0 6b. Town Hall and Library Elevator Upgrades – This funding will be used for a software and panel upgrades 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 6, No 0, Abs 0 6c. Crosby Mansion Function Room HVAC – This funding will be used to install new mini-split HVAC units in the mansion’s function room. The Town has a long-term lease agreement with the MA Department of Conservation and Recreation for the entire Crosby property, including the mansion, and has made significant investments in this iconic historic building over the past several decades. The Town leases space in the function room for events to help pay for property maintenance and improvements. These units will help make the room more comfortable for events in the hot summer months. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 6, No 0, Abs 0 6d. Sea Camps Landscaping Equipment – This funding will be used to purchase mowing and landscaping equipment to help maintain the former Sea Camps bay property. The former owners auctioned off all material and equipment prior to the Town’s acquisition of the property last year. While the Town was able to repurpose old mowing equipment this first summer, the Department of Public Works is responsible for mowing over 40 other Town properties and this new equipment is needed on site for the extensive mowing needed at this location. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 7. Recreation 7a.Freemans Fields Irrigation Repair & Maintenance – This funding will be used to repair and maintain the irrigation systems for Freemans Recreational Fields, which were installed by volunteers over 20 years ago, while the Town develops a long-term replacement plan. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 8. Library 8a.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 6, No 0, Abs 0 9. Information Technology 9a. Technology Upgrades/Replacement – These funds will be used to purchase upgraded desktop computers, servers, productivity and office software, backup systems, and other hardware and software for Town departments. 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 6, No 0, Abs 0 10. Assessors 10a. Valuation Services – These funds will be used to cover contractual obligations to 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 6, No 0, Abs 0 11. Water Department 11a. 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 6, No 0, Abs 0 11b. 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 several 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 6, No 0, Abs 0 12. Golf Department 12a. 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 6, No 0, Abs 0 12b. 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 6, No 0, Abs 0 12c. 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 6, No 0, Abs 0 12d. 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 6, No 0, Abs 0 12e. 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 landscaping. 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 6, No 0, Abs 0 12f. 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 6, No 0, Abs 0 12g. 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 6, No 0, Abs 0 12h. 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 6, 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 including costs associated with permitting, engineering, historical consultation, furnishings, equipment, connection of utilities and services, and all costs incidental or related thereto. Transfer $357,200 from Historic Preservation Fund balance $357,200 Sub-total $357,200 Grand Total $357,200 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: $347,200 CPC Request: $357,200 CPC Vote: 8-0-0 Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 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 transfer from available funds, including, without limitation, the Community Preservation Fund, 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; 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)(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 Finance Committee: Yes 7, No 0, Abs 0 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, as shown below, with additions shown in bold and 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 Select 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 Select 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. A.Annually, 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. B.Every five years ending in 2 and 7: (1)The Committee shall conduct a public process to develop a Community Preservation Plan (“CPP”) establishing goals for expenditures in each of the eligible categories. The CPP shall include a Target Allocation Policy (“TAP”) setting forth non-binding guidelines for the next five years for the allocation of CPA funds amongst eligible expenditure categories, expressed as percentages of estimated annual revenues. (2)Following adoption of the CPP under Section B(1), the non-binding TAP contained therein shall be presented to Town Meeting as a proposed amendment to Section 17-4(B) of this bylaw. Section 17-3. The Community Preservation Committee shall make recommendations no less than annually 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. A.Annual Minimum Recommendations.As required by MGL Ch. 44B Sec. 6, 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%) ten (10%) percent of the net CPA estimated annual revenues in the Community Preservation Fund for open space and recreation purposes, not less than ten (10%) percent of the net CPA estimated annual revenues for community housing purposes, and not less than ten (10%) percent of the net CPA estimated 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. B.For the fiscal years FY24 through FY27, and until otherwise voted by Town Meeting, the non-binding TAP shall be as follows: 30% open space; 30% community housing; 10% recreation; 10% historic preservation, and 20% to be allocated as recommended by the CPC. Actual CPC recommendations may vary from the non-binding percentages set forth in the TAP. 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. Unspent funds in each category are rolled over into the next fiscal year. 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, allowing a full fiscal year to make this transition. At the same time, the CPC has developed and adopted a CPP that establishes a Target Allocation Policy 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. The Target Allocation Policy percentages for FY24–27 are: 30% for Open Space, 30% for Community Housing, 10% for Historic Preservation, 10% for Recreation, with the remaining 15% unreserved and can be used to fund projects in any category, with up to 5% for CPC Administrative costs. At the end of FY22, carryover reserve balances were as follows: Open Space - $1,556,879, Community Housing - $45,369, Historical - $500,351, and Undesignated Reserve (for Recreation, Historical and Community Housing) - $757,756. Town Meeting will continue to have final approval authority over expenditure of all CPA funds. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 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 During the pandemic, several changes were made to the format of Town Meeting to adapt to the challenges presented by COVID, including shortening the amount of time speakers could comment on each article from three minutes to a minute and a half. This different approach was successfully implemented for four meetings without incident. Following feedback from residents after last May’s Town Meeting, Town officials identified several potential adjustments to Town Meeting procedures that might make for more productive sessions in the future. This bylaw amendment is one such proposed change. Residents would still be permitted to speak twice on each article. 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 Following feedback from residents after last May’s Town Meeting, Town officials identified several potential adjustments to Town Meeting procedures that might make for more productive sessions in the future. This bylaw amendment, which would eliminate the need to maintain quorum once the meeting has been convened, is one such proposed change. Some towns have adopted a zero quorum for Town Meeting to achieve a similar policy result. 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 Following feedback from residents after last May’s Town Meeting, Town officials identified several potential adjustments to Town Meeting procedures that might make for more productive sessions in the future. Brewster’s current bylaws do not address reconsideration. Town Meeting Time does not provide clear guidance on limitations to this parliamentary procedure; in fact, it suggests that Town’s adopt a bylaw to govern reconsideration. This new bylaw would require that motions to reconsider be made within an hour of the relevant vote and/or on the same date as the original vote. It would also require a 2/3 majority vote to prevail. 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 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. These changes would ensure that the Select Board retains their statutory authority to call a Special Town Meeting on less than 45 days’ notice. Select Board: Yes 4, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 LOCAL COMPREHENSIVE PLAN ARTICLE NO. 10: To see if the Town will vote to adopt an updated 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 adopted 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 Brewster’s 2022 Local Comprehensive Plan (LCP) is intended to help guide land use decisions and policies in the Town for the next 10+ years. It describes how Brewster looks today and where it wants to go in the future. Brewster’s first and only comprehensive land use plan to date was previously adopted in 1970. The 2018 Brewster Vision Plan serves as a foundation for this LCP. Similar to the Vision Plan’s structure, the LCP includes a Vision Statement and is organized by the following “Building Blocks”: Community Character; Water Resources; Open Space; Housing; Coastal Management; Local Economy; Governance; Community Infrastructure; Solid Waste Management; and Climate Mitigation and Adaptation. The LCP Action Plan includes specific goals, purposes, and an ambitious list of actions associated with advancing policies, programs, and services across the Building Blocks. The LCP’s goals, values, and actions are not intended to conflict with one another, but are to be applied as complementary, mutually supportive, and on equal footing. Other key sections of the LCP include a Capital Facilities Plan, which aligns capital projects contemplated in the Action Plan with the Town’s on-going capital facilities budgeting and planning processes. This analysis ensures that the capital requirements necessary to successfully implement the LCP are identified. The Select Board, through their annual strategic planning process, is primarily responsible party for implementing the LCP. This process will also include monitoring and reporting progress to the community. After more than two years of public meetings and input from residents and relevant stakeholders, the Vision Planning Committee completed and released the final draft LCP in September 2022; it was approved by the Select Board and Planning Board in October 2022 and forwarded to Town Meeting for adoption. The LCP has been developed with general guidance from Cape Cod Commission (CCC) staff according to its regulations, adapted to Brewster’s specific needs and circumstances. CCC has provided feedback to the draft plan and will formally review the LCP to certify consistency with the Cape Cod Regional Policy Plan after its local adoption. CCC certification imposes some continuing obligations on the Town but also affords certain regulatory and planning benefits such as prioritization for technical assistance. The LCP serves as a comprehensive land use plan under state planning law. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 0, No 0, Abs 0 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 at or near Millstone Road 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 The Town of Brewster is undertaking a road improvement project on Millstone Road that will involve the installation of sidewalks and the creation of a consistent roadway shoulder. The roadway layout of Millstone Roads consists of a variable 40- to 50-foot-wide Town owned right- of-way. While project design is not yet fully finalized, the Town has adjusted the scope of work to ensure that permanent easements related to sidewalk construction and drainage improvements will not be required on any residential property on Millstone Road. However, based on the current proposed design, it is expected that there will be temporary impacts on residential properties while construction is ongoing. This article authorizes the Town to enter into temporary easement agreements with residents allowing the contractor necessary access to their property to complete the project. Residents may voluntarily grant the Town a right of access or may seek financial reimbursement for that access. The Town has developed a standard methodology to calculate any such payments, which will be funded through available road project funding. Correspondence explaining the process and options available to residents has been sent to all impacted property owners. Copies of the project plans highlighting impacted properties are also available at Town offices. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 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 citizens to petition Town Meeting to obtain financing assistance to undertake repairs to private ways. In June 2022, the Select Board received a petition from residents for proposed road and drainage improvements in the Vesper Pond neighborhood, including: Vesper Pond Drive, Mayflower Circle, Cranberry Lane, Deer Path Circle, Jam Lane, and Bay View Road. The Planning Board approved the proposed plan in August 2022. If approved, the Town, in coordination with impacted residents, will contract out for the repair work. Once completed, 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 betterment assessments over a period of time. There will be no tax impacts to other residents. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 6, No 0, Abs 0 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 Authority to Spend Use of Fund Fiscal Year Spending Limit Bay Property Pool Department Head - Recreation Expenses shall be related to salaries and operations of the Bay Property Pool and not for any other purposes $200,000 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. The Town Accountant has certified that this new revenue source was not used in computing the most recent tax levy so this revolving fund can be implemented this fiscal year. Select Board: Yes 0, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 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 $200,000 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 Finance Committee: Yes 7, No 0, Abs 0 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. (Select Board) (Majority Vote Required) 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. (Select Board) (Majority Vote Required) 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 5, No 0, Abs 0 Finance Committee: Yes 6, No 0, Abs 0 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 From:Peter Lombardi plombardi@brewster-ma.gov Subject:FW: Pool Follow-up Date:October 17, 2022 at 9:44 AM To :Pete Dahl pdahl@brewster-ma.gov FYI Peter Lombardi Town Administrator Town of Brewster 508-896-3701 x. 1128 Beginning March 21, Brewster Town Ofﬁces will be open to the public Monday through Thursday from 8:30 to 4:00pm, and by appointment on Fridays. For the latest updates on Town services, please visit www.brewster-ma.gov. From: Peter Lombardi Sent: Monday, October 17, 2022 9:43 AM To: Select Board <SelectBoard@brewster-ma.gov> Cc: Donna Kalinick <dkalinick@brewster-ma.gov>; Conor Kenny <ckenny@brewster- ma.gov>; Erika Mawn <emawn@brewster-ma.gov> Subject: FW: Pool Follow-up All, Mike, Ed, and I met with the YMCA Cape Cod team about the Sea Camps pool a few weeks ago – as you might imagine, they bring a lot of expertise to the table and look to be excellent potential partners for our inaugural season (although we have yet to deﬁne their role and will likely have to go through a solicitation process). They sent over this Year 1 cost projection summary on Friday. Accordingly, we are increasing the spending cap in Article 13 to $200k and our initial appropriation from Free Cash in Article 14 to $200k as well (both were set at $150k in the version of the warrant that was included in your packet this weekend). Thanks, Peter Peter Lombardi Town Administrator Town of Brewster 508-896-3701 x. 1128 Beginning March 21, Brewster Town Ofﬁces will be open to the public Monday through Thursday from 8:30 to 4:00pm, and by appointment on Fridays. For the latest updates on Town services, please visit www.brewster-ma.gov. From: Stacie Peugh <speugh@ymcacapecod.org> Sent: Friday, October 14, 2022 6:17 PM To: Peter Lombardi <plombardi@brewster-ma.gov> Cc: Jennifer Wiernicki <jwiernicki@ymcacapecod.org>; Mark Flanagan <mﬂanagan@ymcacapecod.org>; Mark Thurman <mthurman@ymcacapecod.org> Subject: RE: Pool Follow-up Hi Peter, There is quite a bit of detail behind the numbers I am sharing with you in the chart below, so I’m breaking it down into a few big categories with a grand total at the bottom. Looks like you are closer to the $200k warrant request. Please let me know if you would like more information or have questions. Have a great weekend! Direct Stafﬁng Costs $82,000 Payroll Taxes & Beneﬁts @ 20%$16,400 Operational Program Equipment & Training Supplies $14,000 Administrative Overhead @ 10%$11,240 Sub-Total $123,640 Start Up Equipment – Year 1 only (lounge chairs, side tables, benches, lifeguard chairs, lane lines & storage wheel, pool vacuum, etc.) $64,885 Total $188,485 Best Regards, Stacie Peugh President & CEO YMCA CAPE COD Administrative Offices 100 Independence Drive, Suite 2, Hyannis, MA 02601 (P) 774.212.7633 (F) 508.362.5379 http://www.ymcacapecod.org Facebook | Instagram | Youtube The Y: We're for youth development, healthy living, and social responsibility. "NOTICE: The information contained in this electronic mail transmission is intended by the YMCA Cape Cod, for the use of the named individual or entity to which it is addressed and may contain information that is privileged or otherwise confidential. 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November 14 2022 S…2.docx BrewsterCapeCod BrewsterCapeCodBREWSTER LOCAL COMPREHENSIVE PLAN ENVISIONING THE HEART OF THE CAPE Town of Brewster Vision Plan Committee Prepared by TigheBond, Halvorson | Tighe Bond Studio October, 2022 - Public Draft 2 3Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D TABLE OF CONTENTS EXECUTIVE SUMMARY Section 1 Brewster’s Vision Section 2 Community Engagement Section 3 Building Blocks - Existing Conditions and Issues • Brewster Today • Building Block Summaries • Community Character • Open Space • Housing • Local Economy • Coastal Management • Water Resources • Governance • Community Infrastructure • Solid Waste Management • Climate Mitigation and Adaptation Section 4 The Action Plan- Building Block Goals, Purposes, and Actions • Community Character • Open Space • Housing • Local Economy • Coastal Management • Water Resources • Governance • Community Infrastructure • Solid Waste Management • Climate Mitigation and Adaptation Section 5 Capital Facilities Plan Section 6 Housing Production Plan Summary Section 7 Implementation and Performance Monitoring Section 8 Supporting Regulation, Plans and Policies ACKNOWLEDGMENTS The development of Brewster’s Local Comprehensive Plan was the result of the active participation, thinking and hard work of many people who value our community’s future. We would like to thank them for their time and efforts. Thanks to: • The thousands of people who took part in the community survey (Brewster’s Next Steps), contributed comments on the drafts of this Plan, and who participated in the earlier Vision Planning process. • The Town Department heads and staff who contributed their deep knowledge of Town services and the community’s service needs • Members of community organizations who contributed their ideas on the community’s needs and who are partners in implementing Brewster’s plans. • The Brewster Planning Department who provided guidance and support throughout the process. • Tighe and Bond, our consultants, who provided technical guidance in putting the Plan together. The Brewster Vision Planning Committee Hal Minis, Chair Sharon Tennstedt, Vice-chair Amanda Bebrin Andi Genser Patricia Hess Suzanne Kenney Fran Schofield Alex Wentworth Kari Hoffman, Select Board Liaison Honey Pivirotto, Finance Committee Liaison Prior Brewster Vision Planning Committee members Sue Searles Garran Peterson Kari Hoffman Paul Wallace Ned Chatelain, Select Board Liaison BREWSTER CAPE COD RAIL TRAIL 4 5 NICKERSON STATE PARK BREWSTER TOWN HALL 6A 6A 124 137 39 6 6 6 CliffPond FlaxPond HiggingsPond Long Pond Long Pond Sheep Pond Greenland Pond Seymour Pond Hinckley’s Pond Upper Mill Pond Lower Mill Pond Walkers Pond Elbow Pond Slough Pond Pine Pond Cobbs Pond CahoonPond Griffiths Pond Point of Rocks Landing Beach Linell Landing Beach Crosby Landing Beach The Crosby Mansion NamskaketMarsh ORLEANS HARWICH CHATHAM DENNIS FormerSeacamps PropertyEllis Landing Beach Captains Golf Course CAPE COD BAY Paines Creek Beach Cape Cod Museum of Natural HistoryDrummer Boy Park Stony BrookGrist Mill Ocean Edge Resort& Golf Club Crocker Nurseries Eddy Elem.School Stony Brook Elem. School Brewster Recycling Center and DPW Brewster Cemetery The Villages at Ocean Edge Breakwater Beach BrewsterFire Dept. BrewsterPolice Dept. Snowy Owl Lemon Tree Village The Brewster Store Brewster Ladies Library Assc. Brewster Council on Aging CAPE COD RA I L T R A I L Pleasant Bay Executive Summary 8 9Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DExecutive Summary Executive Summary EXECUTIVE SUMMARY INTRODUCTION: WHAT IS AN LCP? WHY HAVE ONE? Brewster’s Local Comprehensive Plan (LCP) describes how Brewster looks today and where it wants to go in the future. The LCP is not law or regulation and does not itself create regulatory mandates or restrictions. It creates policy direction to help guide land use decisions and policies in the Town for the next 10+ year planning period. It has been developed with general guidance from the Cape Cod Commission according to its regulations, adapted to Brewster’s specific needs and circumstances. After its local adoption, the Cape Cod Commission certified the LCP as consistent with and not contrary to regional planning policies and regulations and other towns’ interests. Brewster’s LCP has also been prepared and is intended to serve as a comprehensive land use plan under state planning law (MGL Chapter 41, Section 81D). Brewster first adopted a comprehensive land use plan in 1970. A prior draft LCP was completed in 1997 but was never brought to Town Meeting. The development of this LCP started in earnest with the 2018 Brewster Vision Plan. The Vision Plan process commenced in 2017, serves as a foundation for the LCP, and includes goals and actions for eight key issue areas (called ‘Building Blocks’). The LCP is structured along the same lines as the Vision Plan. It includes a Vision Statement and the eight Building Blocks: Community Character, Water Resources, Open Space, Housing, Coastal Management, Local Economy, Governance, and Community Infrastructure. The goals for each of these Building Blocks remain similar to those stated in the Vision Plan, with some modifications made to recognize changing circumstances and conditions in Brewster and beyond, and the goal statements and policies in the Cape Cod Regional Policy Plan. In addition, two new Building Blocks have been included in the LCP since the adoption of the Vision Plan: Solid Waste Management and Climate Mitigation and Adaptation. The Solid Waste Building Block recognizes both the Town’s efforts to decrease and manage the community’s waste stream and regional guidance from the Cape Cod Commission. The Climate Mitigation and Adaptation Building Block recognizes the major threat to the community posed by climate change and the efforts by the Town to mitigate or adapt to its effects. The heart of the LCP is the Action Plan, which includes an ambitious list of actions associated with the Building Blocks. The Action Plan sets out these proposed actions to advance the vision, goals and purposes of the LCP. The Action Plan calls for Town government to accomplish a variety of tasks over the next 10+ years; more broadly, the Action Plan is also intended to guide future decision-making and action involving community organizations and residents. BREWSTER’S VISION The LCP is informed, but not limited by, the 2018 Vision Plan. In many ways, both Plans exist along the same planning continuum, although the LCP has been updated to reflect changed conditions (including an unprecedented world-wide pandemic and its associated social and economic effects on society) and input received through the entire planning process. The LCP includes a vision statement, similar to that of the 2018 Vision Plan, articulating at a high level a vision for Brewster’s future and the values held by the community. The Action Plan is intended to achieve the vision. It is important to note that these values are not intended to conflict, especially in terms of implementing the related Action Plan, but should be viewed as complementary, mutually supportive and on equal footing with one another. The vision statement has also been prepared for consistency with the Cape Cod Regional Policy Plan. COMMUNITY ENGAGEMENT Processes for developing both the Vision Plan and the Local Comprehensive Plan were highly participatory. The Vision Planning process included three series of public workshops and a public survey. These events were accompanied by broad public outreach, including newspaper coverage and opinion pieces, postings on the Town website and through the Town email-list, distribution of announcements through the e-mail lists of approximately 10 local not-for- profit organizations and religious groups, local public television interviews and announcements, and document distribution at Town Hall, the Brewster Ladies Library, and the Council on Aging. A postcard to all property owners was also sent out for the public survey. The LCP process and its preparation has been shepherded by the Vision Planning Committee. The LCP planning effort began during the COVID pandemic, thus was constrained by restrictions on public meetings. Nevertheless, the Planning Committee took a very similar approach to outreach for the LCP as they did for the Vision Plan, actively informing the Brewster public about the planning effort and to soliciting their ideas and feedback. Most notable was the Brewster’s Next Steps survey to gauge support for over 65 proposed actions, to which over 2,300 people, broadly representing the community’s age and residential status profile, responded. The Committee used broad print and electronic media announcements, email lists, postcards to property owners, and pop- up events at Town locations to publicize the survey. A summary of results is available on the Town website. 10 11Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DExecutive Summary Executive Summary In addition, the Committee partnered with Town Administration to organize workshops of Town staff and key local organizations to review and comment on a draft Action Plan. The Committee announced a public comment period on the LCP that included the draft Action Plan in July 2022. The Committee reviewed the comments received during the comment period and revised the Action Plan to reflect many of the public comments. The final draft LCP was recommended by the Vision Planning Committee and approved by the Select Board and Planning Board following a public hearing in October 2022. In November 2022, Town Meeting accepted and adopted the LCP. After Town Meeting, the Cape Cod Commission held a public hearing to certify the LCP as consistent with the Cape Cod Regional Policy Plan. BUILDING BLOCKS - EXISTING CONDITIONS AND ISSUES This section contains an overview of existing conditions in Brewster organized by Building Block and based on summary papers that have been prepared for all Building Blocks. Each overview includes background information, recent actions by the Town, and key issues moving forward. These existing conditions summaries detail circumstances in the town and identify town assets, strengths, concerns and related challenges and opportunities. The summary papers prepared in 2017 for original eight Building Blocks of the Vision Plan have been updated to reflect changing conditions, evolving issues, and implementation of actions to date. In addition, summary papers have been added for the new Building Blocks, Solid Waste and Climate Change. The section begins with a description of ‘Brewster Today’ focusing on demographic and land use issues and drawing on the Land Use summary paper. Interpretive maps are also contained throughout the LCP to depict certain concepts or conditions. THE ACTION PLAN – BUILDING BLOCK GOALS, PURPOSES, AND ACTIONS The goals and purposes for the LCP are organized by Building Blocks, a concept originated in the 2018 Vision Plan. They have been slightly modified in the LCP since the development of the Vision Plan to reflect changing conditions in Brewster and to align them with the goals of the Cape Cod Regional Policy Plan. The Action Plan is proposed to advance the LCP vision, goals, and purposes over the next 10+ years. The list of actions is not intended to be a complete list of all that the Town could do but does include the most important actions essential to advancing the identified goals. While a large and ambitious number of actions are presented, priorities for implementation will be identified during the Select Board’s annual strategic planning exercise. The list of actions has been drawn from numerous sources including the following: • Actions from the Vision Plan that have not yet been implemented • Recommendations from stakeholders about current needs • Recommendations from the Vision Plan summary papers about trends and needs; and • Results of the Brewster’s Next Steps survey gauging public support for individual actions. As the final phase of Action Plan development, the draft list of actions was reviewed and refined by workshops of key Town Departments and local organizations to assess the accuracy, relevancy, and feasibility in implementing each action. This vital part of the process helped ensure the ability, capacity, and commitment to implement the Action Plan and is subject to future adjustments that will make the LCP a “living” plan. CAPITAL FACILITIES PLANNING In this section, the LCP aligns and cross-references capital investments contemplated in the Action Plan with the Town’s on-going capital facilities planning. This analysis ensures that the capital requirements necessary to implement the LCP are planned for and met. HOUSING PRODUCTION PLAN SUMMARY The Town has recently completed, and the State has approved, an update of its 2017 Housing Production Plan (HPP), which principally deals with provisions for affordable housing in Brewster. This section includes a summary of the Town’s 2022 plan. The full HPP can be accessed on the Town website. Implementation and Performance Monitoring The prioritization of undertaking LCP actions will be set primarily through the Select Board’s annual strategic planning. Monitoring and reporting to the community are crucial to the successful implementation of the LCP and are described in this section. A copy of the Select Board’s current Strategic Plan for FY23-24 is included in the LCP Appendices. Supporting Regulation, Plans and Policies The LCP references other existing Town land use plans, policies, bylaws and regulations that both inform, and will be informed by, the LCP. Many of the LCP’s actions deal with potentially updating and amending these documents to advance the goals and vision of the LCP. It is important to note that, under the current zoning bylaw, consistency with the comprehensive plan is a criterion of approval for certain permits and proposed developments. 01Brewster’s Vision 14 15Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D SECTION 1BREWSTER’S VISION Brewster’s Vision Brewster’s Vision Brewster is a welcoming community that celebrates our special character and strives for greater social diversity and inclusiveness. We preserve our historical setting and seek to protect its contribution to our town’s character. We work to preserve the rural, small town feel of Brewster while recognizing opportunities for growth, which adds to our shared quality of life. Brewster has been, and will continue to be, a leader in open space planning and protection, which contributes to protecting water resources and sensitive natural habitats and provides scenic areas for recreation and contemplation. In the context of coastal change, we protect our natural bayside coastline, which defines our sense of place and provides special recreational and economic opportunities. We are committed to address climate change, one of the great global challenges of our day, locally by reducing our contributions to carbon emissions and continuing to support practices that take up and store carbon through natural processes. We honor our history as a working community and partner with Brewster businesses and other organizations that support residents and visitors by providing high-quality products, services, and experiences built on our character and environment, and that offer local social, economic, and employment opportunities that help sustain the community. We support growth that is appropriately scaled and sited within the context that it is proposed. As a commitment to the social diversity we value, we seek to support housing production tailored to the changing needs of the community, including housing that is affordable to current and future residents of all ages and economic standing. Within our fiscal capabilities, we strive to provide the infrastructure necessary to ensure public health and safety and to support the ability of our entire community, from older people to families with children, to live, work, learn, recreate, and gather in the town. The communication methods and practices that we set in place encourage and promote public discourse and collaboration. We look to successful models in other communities and organizations as examples to manage and guide our approach to change in our town. We are committed as we move forward, through careful planning and coordination, to improve our community and honor what we value about Brewster, and ensure the town’s continued social, economic, financial, and environmental sustainability for present and future generations. The LCP’s vision for Brewster’s future, as articulated below, is grounded in the Town’s Vision Planning process, which began in 2017. The Vision Plan, completed and approved in 2018, serves as a foundation for the LCP. The LCP’s vision statement is also informed by the shared experiences of the community since that time including, among other things, an unprecedented world-wide pandemic and its associated social, political and economic effects. This vision statement is a product of significant community input. It reflects the shared values of the Brewster community related to, among other things, future growth and development and resource protection in the town. The vision also harmonizes with the regional vision articulated in the Cape Cod Regional Policy Plan. In particular, the Town’s visioning process involved “Town Center” discussions: identifying existing centers of concentrated activity, development and infrastructure in the town that might accommodate expanded future housing and economic opportunities. This vision serves as the backdrop and reference point for the ‘Building Blocks’ and their associated goals, purposes and actions set out in the LCP. The multiple values and interests articulated in the vision statement are mutually dependent, complementary and on equal footing with one another. In practical application, the vision requires that these values and interests be reconciled or compromised with one another. In order to fulfill and realize the vision, it is necessary to advance all of these constituent values and interests. 02Community Engagement 18 19Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D SECTION 2COMMUNITY ENGAGEMENT Community Engagement Community Engagement Processes for developing both the Vision Plan and the LCP were highly participatory. The Vision Planning process included three series of public workshops and survey. These events were accompanied by broad public outreach, including newspaper coverage and opinion pieces, postings on the Town website and through the Town email-list, distribution of announcements through the e-mail lists of approximately 10 local not- for-profit organizations and religious groups, local public television interviews and announcements, and document distribution at Town Hall, the Brewster Ladies Library, and the Council on Aging. A post card to all property owners was also sent out for the public survey. The LCP planning effort began during the COVID pandemic, thus was constrained by restrictions on public meetings. Nevertheless, the Planning Committee took a very similar approach to outreach for the LCP as they did for the Vision Plan, used many of the same outreach efforts to actively informing the Brewster public about the planning effort and to soliciting their ideas and feedback. Most notable was the 2022 Brewster’s Next Steps survey to gauge support for over 65 proposed actions, to which over 2,300 people, broadly representing the community’s age and residential status profile, responded. The Committee used broad print and electronic media announcements, email lists, post cards to property owners, and pop- In anticipation of the Cape Cod Commission’s (CCC) LCP review and certification, the Town communicated and worked with CCC staff iteratively and collaboratively throughout the development of the LCP, providing draft sections of the LCP for review and comment at various stages: • CCC staff completed a review of the LCP’s goals for consistency with RPP goals and provided feedback to the Vision Planning Committee on ways to align the LCP’s goals with RPP goals. A comparison table of RPP goals and LCP goals was prepared to assist in this review. • CCC staff provided general input and guidance during preparation of the draft LCP on compliance with the CCC’s LCP Regulations. • CCC staff gave a presentation on the Cape Cod Climate Action Plan at a meeting of the Vision Planning Committee in August 2021. • CCC staff completed reviews of the Building Block summaries and draft Action Plan and provided recommendations on additional or revised content. These recommendations were reviewed by the Vision Planning Committee and incorporated into the LCP as appropriate. up events at town locations to publicize the survey. A summary of results is available on the Town website. The survey results were fundamental to drafting the Action Plan. A draft of the Action Plan and an Overview of the LCP were made available to the public during a 21-day public comment period from July 25 to August 12, 2022. Comments and feedback were reviewed carefully by the Vision Planning Committee and revisions were made as appropriate. Brewster’s Select Board, Planning Board and Vision Planning Committee held a joint public hearing on the draft LCP in October 2022 prior to advancing it to Town Meeting in November 2022. The LCP vision statement is a product of significant community input: it reflects the shared values of the Brewster community related to, among other things, future growth and development and resource protection in the town. The Town’s vision statement also harmonizes with the regional vision articulated in the Cape Cod Regional Policy Plan. In particular, the Town’s visioning process involved “Town Center” discussions: identifying existing centers of concentrated activity, development and infrastructure in the town, outside of large, unfragmented, natural resource corridors, that might accommodate expanded future housing and economic opportunities. The Brewster’s Next Steps survey queried residents about the possibility of designating or recognizing a Town Center(s). While 20% of survey respondents preferred no designated Town Center, the area around Foster Square was identified most frequently (44%) as a Town Center (see Figure 1 below). Other frequently mentioned designations included the broader areas along Rte. 6A/Main Street from Rte. 124 near the Brewster General Store to Ellis Landing Road (25%) and Rte. 6A/Main Street from Underpass Road to Ocean Edge Resort (23%). In a Town Center, respondents prefer sidewalks, bike lanes/paths, small parks, and small-scale commercial development. There was strong support for development controls such as compatible historic or architectural design, height limitations and landscaping, consistent with maintaining Brewster’s small town and historic character. Support for housing, including mixed- use residential use, was moderate. Overall, there was widespread concern about increasing traffic on Rte. 6A/ Main Street, including impeding access from residential side streets. Preference for locating commercial and industrial development on Underpass Road or Freemans Way was frequently mentioned in respondent comments. In addition, the Committee partnered with Town Administration to organize workshops of Town staff and key local organizations to review and comment on the draft Action Plan. 20 21Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DCommunity Engagement Community Engagement 03Existing Community Assets, Issues & Needs 24 25Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DExisting Community Assets, Issues & Needs Existing Community Assets, Issues & Needs Zoning District Acreage % of Town RR Rural Residential 7,909 48% RM Residential Medium 5,652 35% RL Residential Low 2,091 13% CH Commercial High 288 2% I Industrial 247 2% VB Village Business 93 1% MRD Municipal Refuse 50 0% Total 16,328 ac 100% This section contains an overview of existing conditions in Brewster organized by Building Block and based on summary papers that have been prepared for all Building Blocks. Each overview includes background information, recent actions by the Town, and key issues moving forward. The summary papers prepared in 2017 for the original eight Building Blocks of the Vision Plan have been updated to reflect changing conditions and actions that have been recently implemented. In addition, summary papers have been for the new Building Blocks, Solid Waste and Climate Mitigation and Adaptation. The section begins with a description of Brewster today focusing on demographic and land use issues and drawing on the Land Use summary paper. “Existing conditions” include physical and socioeconomic conditions; existing assets and resources; and the identification of associated concerns, challenges, strengths, and opportunities. Taking stock of these existing conditions assisted the Town in establishing its planning vision, goals, and actions. BREWSTER TODAY The Town of Brewster is characterized by its small town, rural and historic qualities, with an abundance of natural resources, protected open space and miles of both coastal and freshwater shoreline. About 80 freshwater ponds cover some 1,700 acres. SECTION 3BUILDING BLOCKS - EXISTING CONDITIONS AND ISSUES to the care and custody of the Brewster Conservation Commission for permanent conservation. Since 2012 alone Brewster has acquired or transferred approximately 200 acres of open space for permanent conservation purposes and has acquired conservation restrictions or easements on another approximately 121 acres. Historic Development Patterns Since 1633, Brewster has been home for small business entrepreneurs since the opening of the first grist mill on what is now Stony Brook. Relying on the land and sea, business has always supported the natural setting and rural nature of the town. Perhaps the most notable of Brewster’s entrepreneurs were the sea captains. From the 18th to 19th centuries, as many as fifty sea captains lived in Brewster, building stately homes along Rte. 6A/Main Street, adding a sense of elegance to the community. Today, many of these sea captains’ homes are still occupied by entrepreneurs. Business continues to support the small-town setting of Brewster by creating services for residents and visitors and at the same time maintaining many important historic buildings and the natural surroundings. Current Land Use Patterns The most recent version of the Mass Audubon study, “Losing Ground”, Sixth Edition 2020, calculates that 34% of Brewster is permanently conserved, 26% is The majority of developed land within the Town consists of single-family, residential development and small-scale commercial development concentrated along Rte. 6A/ Main Street, a nationally designated scenic byway and the largest historic district in the U.S. Additional small- scale commercial areas are located on Underpass Road, and at the Route 137/Millstone Road intersection. The Town also includes an approximately 245-acre industrial district in the southeastern section of Town. The Town has been committed to the protection of its valuable natural resources for decades. The Town has largely retained its small-town character through its efforts to protect open space and historic resources. According to the Brewster Open Space and Recreation Plan, updated in 2021, the town includes within its boundaries over 2,200 acres of State and non-profit open space and recreational holdings, such as Nickerson State Park, State-acquired Camp Monomoy land, Brewster Conservation Trust lands, Orenda Wildlife Trust lands, and the Cape Cod Rail Trail (CCRT). Brewster itself has made major open space investments. The Town, through the Conservation Commission, owns approximately 882 acres of permanently conserved land, and about another 1,000 acres of open space held by other entities like the Select Board. The Town has an ongoing program where it formally transfers tax title and other Town-owned land appropriate for open space use developed, and 40% remains undeveloped as natural or open land but is not permanently conserved. As stated in the 2022 Brewster Housing Production Plan, nearly 75% of the housing stock in Brewster is in the form of detached single-family homes. Mixed-use development is not currently allowed under the Brewster zoning bylaw, although development in commercial districts is allowed to have an accessory residential unit by special permit. Cluster residential development and planned residential development (PRD) are only allowed by special permit, and both have significant minimum land area requirements. 26 Octobetcr, 20-rP ulctitDbaftr3-0D Existing Community Assets, Issues & Needs There are also 145 properties along Rte. 6A/Main Street where business activity is taking place. Most of these businesses are in the Residential (R-M) zoning district. Recent Trends A December 2021 Elementary Schools Master Plan completed for the Town of Brewster indicates that the seasonal population in Brewster, when averaged over a full year, is nearly double the number of full-time residents. The increase in seasonal population places stress, not only on the town’s natural resources and recreation facilities, but also on its infrastructure. Based on 2019 American Community Survey (ACS) data of housing market trends compiled by the Cape Cod Commission, the median value for a single-family home in Brewster in 2019 was $442,000 while the median sales price in July 2022 was $711,000 for single-family homes and $455,500 for condominiums (Cape Cod and Islands Association of Realtors- CCIOAR). Under the 2022 HUD-defined Barnstable County Area Median Family Income ($115,600), a family could affordably purchase a home at a maximum of $420,579, significantly less than the median single-family home sales price. As of July 2022, there is an inventory of only 15 single- family homes and 2 condominiums for sale in town (CCIOAR). The Census Bureau classifies nearly 46% of all housing units in Brewster as vacant most of the year and held for seasonal or recreational use (ACS data). Today, there are 15 lodging businesses and one resort on Rt. 6A/Main Street, with all but one in residential zones. BREWSTER LANDUSEBY ACERAGE BREWSTER LANDUSEBY ACREAGE In addition, there are 18 eating establishments on Rte. 6A/Main Street, with 75% in residential zones. Numerous other existing businesses are located on Rte. 6A/Main Street. Expansion or change to these businesses require a special permit from the Zoning Board of Appeals. Recent Actions by the Town The Town has adopted strict regulations to protect public drinking water supplies, manage land use and preserve open space within the town by managing land use within Brewster’s Zone IIs (drinking water supply areas in East and West Brewster) and Pleasant Bay and Herring River watersheds. In 2021, the Town purchased a total of 121 acres of Cape Cod Sea Camps property, including the 66- acre Long Pond Parcel and 55-acre Bay Parcel that stretches from Rte. 6A/Main Street north to Cape Cod Bay. Acquisition for public use is aligned with community priorities identified in this LCP and resident feedback from other recent strategic planning initiatives. Detailed comprehensive plans for each property will be developed and brought to a future Town Meeting for subsequent voter adoption. Key Issues Moving Forward The Town has implemented specific land use controls and protected open space to minimize the impacts of future development on natural resources and protect the character of the community. The LCP also recognizes the need to evaluate policies and zoning bylaws that would 28 Octobetcr, 20-rP ulctitDbaftr3-0D support more housing choice. The 2022 Brewster’s Next Steps survey included questions on potential locations for creation of Town Center(s) in Brewster. Consideration of appropriate locations for mixed-use and/or additional residential density will be needed in order to meet the town’s future housing needs while continuing to meet other community goals of protecting water quality, natural resources, and community character. The Brewster Chamber of Commerce has cited the need for the Town to support and design vibrant and diverse business and cultural centers that offer more walkable, mixed-use options with affordable living units. However, a change in zoning or an overlay district would be required for mixed-use or to streamline local permitting for expansion or substantial change to businesses along Rte. 6A/Main Street. BUILDING BLOCK SUMMARIES COMMUNITY CHARACTER Background and Current Status The Community Character Building Block encompasses both Brewster’s physical and social character. Community Character is closely inter-related to several other Vision Building Blocks including Open Space, Local Economy, Housing, and Community Infrastructure. Positive actions on those Building Blocks will also have a positive impact on Community Character. PHYSICAL CHARACTER Brewster has a large collection of significant historic properties, with the great majority located along Rte. 6A/Main Street and Stony Brook Road. The town has two large National Register Historic Districts: one includes historic buildings along Route 6A/Main Street and Lower Road, roughly from Paine’s Creek to Sea 31Octobetcr, 20-rP ulctitDbaftr3-0D Pines Drive; the other includes structures along Stony Brook Road in the vicinity of the Grist Mill. Most of Brewster’s historic resources are within the Old Kings Highway Historic District, which also includes properties along the town’s old roadways including Rte. 6A/ Main Street, Lower Road, Stony Brook Road, as well as Satucket Road, Route 137/Long Pond Road, Tubman Road, and several smaller connecting roads. The Old Kings Highway Historic District Committee has authority to review and approve all exterior alterations and demolition proposals. In the early 1900s, as automobile ownership grew, summer tourism became a major economic force and residential construction consisted mostly of summer cottages and summer cottage communities such as Brewster Park, Pineland Park, and Ellis Landing Colony. These cottages are now 75-100 years old, and some are considered of historic value. The Brewster Historical Commission continues to work with a preservation consultant to document the architecture and history of significant houses older than 75 years. The four small Village Business zones are located along Rte. 6A/Main Street near Betty’s Curve, Underpass Road, Villages Drive, and at the Orleans town line. The larger Commercial zone is centered along Underpass Road. Many of the town’s distinctive antique shops, inns, galleries, and other small businesses along Rte. 6A/Main Street are outside of the commercial zones and operate as home occupations within residentially zoned areas. All construction along Rte. 6A/Main Street requires review by the Old Kings Highway Historic District Committee. Much of the Commercial (CH) district on Underpass Road is outside the historic district and is primarily governed by Planning Board Site Plan Review and, as applicable, Special Permit review. Certain uses such as multi-family residential, outdoor commercial, and accommodations uses are allowed only in the Commercial district by special permit, which requires specific development criteria to be met. Restaurants and drive-through banks are allowed by Special Permit in both the Village Business and the Commercial districts. The Town has well-developed Site Plan Review standards dealing with, among other things, site design, transportation and access issues for commercial, multi-family and industrial uses. While the Town’s current dimensional regulations practically limit building size and scale on most small to medium size lots, they still allow larger buildings on larger lots. The Town has walkable clusters of commercial development in each of the Village Business zones, but no focused Town Center or downtown. The Town’s institutions are located along Rte. 6A/Main Street—the Brewster Ladies Library, Senior Center, Town Hall, and the Eddy Elementary School. Formula retail businesses are expanding in many communities on the Cape, submitting proposals to expand existing structures or rebuild. In Brewster, Cumberland Farms applied to significantly increase Existing Community Assets, Issues & Needs 32 33Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D Brewster population has increased to 43% of the population (2022 Town Census). Brewster’s high-quality schools are an important factor in attracting young families with diverse backgrounds. This younger population (i.e., age 25-49), many with school age children, currently accounts for 22% of the Town’s population (2022 Town Census), already lower than the US Census (2020) projected decrease to 38% in 2030. The US Census also projected that the number of school age children 5-19 would fall from 11% in 2020 to 9% of the population in 2030 but has already decreased to 8% in 2022 (2022 Town Census). Recent Census data also shows while Brewster is predominantly white (91.4%), the Town has seen a significant increase in racial diversity over the past decade with the minority population increasing from 3.3% in 2010 to 8.6% in 2020. (US Census 2010 & 2020) Housing is critical to support a diverse population, and the Town has been proactive in pursuing affordable housing to address both the needs of older residents as well as focusing on attracting young families, including amendments to the accessory dwelling by- laws to allow greater opportunities for year- round rental options and home ownership. Brewster is also pursuing several projects to expand affordable single-family homes, adults think that the current COA building/ senior center is inadequate for community needs and supported the creation of a multi-generational community center. This finding mirrors many statements in the 2017 Brewster Vision Planning workshops about the value of a multi-generational community center to meet the needs of Brewster’s diverse population and a place that would bring all age groups together. Key Issues Moving Forward As noted in the summaries for Community Infrastructure and Local Economy, there are several areas of potential development in town where maintaining community character is a key issue, including a potential Town Center or activity centers along Rte. 6A/ Main Street, the Bay Parcel and Long Pond Parcel, Drummer Boy Park, and a potential community center. Important to these and all planning considerations, including to changes in zoning bylaws and regulations, is maintaining Brewster’s historic and small- town, rural character. To help accomplish this, zoning Site Plan Review and Special Permit criteria could be evaluated and amended to provide enhanced landscape, architecture and building design standards. building size and expand the range of products they offer. After considerable public debate, the expansion was approved in 2017, but with fewer gas pumps than originally proposed. The 2017 Brewster Vision Planning workshops identified the preservation of community character as an important issue, with responses like ‘small town feel,’ ‘historic charm,’ ‘scenic Rte. 6A,’ and the landmark ‘Grist Mill Herring Run’ appearing in 36% of comments about town “Treasures.” Community Character also played a major role in comments relating to the vision for Brewster’s future. While community character was primarily interpreted to mean the physical fabric of the community— its buildings, landscapes, and neighborhoods— workshop participants also acknowledged the town’s diverse residents, social challenges, and a desire to be more connected with each other as part of the social character. SOCIAL CHARACTER Brewster’s population is changing in ways that are similar to the Cape in general. The 2020 US Census showed that Brewster’s population has increased by 5% over the past 10 years. The population of residents over 65 was projected to grow from 42% of the population in 2020 to 53% in 2030. By 2022, the 65+ rental units, and housing for older adults. Seasonal workers come from a variety of countries and add to the vibrancy of the town. The Town continues to work to find housing for the seasonal workforce, with consideration being given to structures on the Bay Parcel for this purpose. Brewster also provides a variety of social services to families and individuals in distress. Most of these services are provided through not-for-profit service organizations. Recent Actions by the Town As noted in the Open Space and Water Resources summaries, the Town has had a long-standing commitment to purchase open space for its inherent value as well as to protect the town’s drinking water and surface water quality. In 2021 the citizens of Brewster overwhelmingly voted to purchase the Cape Cod Sea Camps properties of over 100 acres. The Town is now working with citizens to determine how best to use both parcels. A 2016 Brewster Council on Aging needs assessment found that the typical older adult wants to stay in Brewster and is aging with sufficient resources and social support. However, there are segments of this population that struggle to age in place. Transportation, caregiving services, and health and wellness programs were seen as priorities. Most older 34 35Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D 04Community Goals & Purposes 36 Octobetcr, 20-rP ulctitDbaftr3-0D Community Goals and Purposes OPEN SPACE Background and Current Status Open space figured prominently in the 2017 Vision Planning workshops. As a treasure, participants valued protected open space because of its contribution to Brewster’s rural character, low density, tranquility, protection for the town’s drinking water supply, recreation, and preservation of natural habitat. The single highest scoring action in the 2018 Vision Plan survey was “Identify and protect priority parcels in sensitive natural resources areas, particularly in designated drinking water supply areas”. Similarly in the 2022 Brewster’s Next Steps survey, acquiring land to protect drinking water supply and critical habitat rated among the top scoring actions. Land protection in drinking water supply areas (Zone IIs) has become a major criterion for land acquisition for both the Town of Brewster and Brewster Conservation Trust land acquisition projects. In addition to the contributions to Brewster’s character and recreational opportunities, open space contributes in many ways economically and financially to the town. Forested open space also acts as a carbon sink by capturing and sequestering carbon emissions. In contrast to other Cape towns, Brewster’s past open space investments have, in part, allowed the Town to avoid the high cost of sewering large areas of town in sensitive watersheds. While Brewster residents and visitors appreciate the rural feel and low-density development, it is important to recognize what is “open space”. Many people may perceive much of the undeveloped land in Brewster as permanent open space, but in fact much of it is not formally restricted for such purpose. A study by Mass Audubon in 2014 characterized Brewster as 29% protected open space, 29% developed, and 42% vacant. In comparison to Brewster, 34% of Barnstable County is protected open space. A recent analysis of the conversion of “vacant land” in Brewster from 2013 to 2020 indicated that an equal amount of land has gone from vacant to developed as from vacant to conservation – 158 acres. The Town’s Open Space and Recreation Plan 2021 Update provides a detailed summary of currently protected lands, but a partial list includes: 2,200 acres of state and non-profit protected lands, 1,000 acres of Town owned lands, and another 822 Town-owned acres controlled by the Conservation Commission. The not-for-profit Brewster Conservation Trust owns 618 acres of permanently protected land and an additional 253 acres through conservation restrictions on private land. Orenda Wildlife Land Trust owns another 27 acres, and the Brewster Conservation Commission also has conservation restrictions on a number of privately held properties. 38 39Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DCommunity Goals and Purposes Community Goals and Purposes Town has established planning committees for both the Bay and Long Pond Parcels, each charged with the development of a comprehensive plan for the respective properties. The planning committees for the properties will consider all potential uses for the properties to develop a comprehensive plan consistent with community needs. The Town’s commitment to open space started many years ago with the purchase of over 800 acres in the Punkhorn Parkland in the late 1980s and early 1990s to protect the wellfields in West Brewster. During the same period, the Town also purchased several hundred acres in south-east Brewster to protect wellfields in that part of town. Even though water supply protection has been an important criterion for land acquisition in recent years, only approximately 40% of the “Zone II” (area of draw-down around Town wells) is currently protected. As a heavily used public park and scenic vista, Drummer Boy Park represents a unique asset in Brewster. The Town updated, and now has begun implementing, the Master Plan for Drummer Boy Park in 2021. The Town has also begun public outreach and design on a potential raised boardwalk to Wing Island, which as currently proposed would link to Drummer Boy Park. Recent Actions by the Town Brewster’s Open Space Committee completed an update of the Town’s Open Space and Recreation Plan (OSRP) in 2021. The Plan identifies the following overarching goals: 1. Protect the town’s drinking water supply to meet the needs of residents today and in the future. 2. Provide open space and recreation opportunities that maintain Brewster’s rural character and small coastal community identity and support a sustainable local economy as a center for eco-tourism 3. Preserve and enhance habitat diversity and protect marine and fresh surface water resources to maintain their ecological functions and values to the community. 4. Provide a variety of recreation and open space opportunities to promote active and healthy lifestyles for Brewster residents, ensuring equitable access for all users and abilities. 5. Support coordination and communication of regional open space and recreation needs. Between 2018 and 2020, 13 parcels totaling 133 acres in the drinking water supply areas have been protected, often through a partnership of Town and Brewster Conservation Trust. The Brewster Water Commissioners have also recognized this priority and have created funding within their tariff structure for land protection. Much has also been accomplished to improve access to open space and recreation resources. The Town expanded the satellite parking lot at Crosby Landing, and a new access linking the Cape Cod Rail Trail at Nickerson State Park to the bayside at Linnell Landing has been designed and permitted. This multi-use trail will provide walking and bike access to a large stretch of state-owned beach. In addition, the Town and the Brewster Conservation Trust have opened up new public trails and published an updated guide to Brewster’s walking trails. Key Issues Moving Forward Acquiring and managing open space to protect water resources and provide outdoor recreation will continue to be an important goal for the Town and other organizations, such as the Brewster Conservation Trust. The acquisition of the former Cape Cod Sea Camps properties presents enormous possibilities for the expansion of open space and passive and active recreation. The 40 Octobetcr, 20-rP ulctitDbaftr3-0D Community Goals and Purposes HOUSING Background and Current Status The cost and availability of housing in Brewster was identified as the largest single challenge at the June 2017 Vision Planning Workshops, with an emphasis on how the lack of affordable housing impacts young families. Workshop participants saw housing as key to allowing young families to stay in Brewster, maintaining the diverse community that residents value, and providing the workforce that the local economy needs. “Affordable Housing” is a term defined under state and federal law and policy meaning housing affordable to low- and moderate-income households, i.e., households earning no more than 80% of the area median income (AMI) for the county. In contrast, “attainable” or “workforce” housing is not a formally defined term. It refers to housing affordable for households whose incomes are too high for “affordable housing” but are priced out of the market i.e., households earning between 80-120% AMI. In either case, households should not be required to spend more than 30% of their income on housing costs. Affordable housing identified by workshop participants as the biggest challenge facing the Town. While those with the lowest incomes face the greatest housing need and challenges, the cost and availability of housing, both for year-round rentals and ownership opportunities, is an issue as well for many households who do not qualify for affordable housing, making it challenging for both younger families and older residents to remain in town. Brewster, like the rest of the Cape, is facing housing issues that are common to a number of resort, tourist- based areas throughout the country that have a significant percentage of seasonally-used housing stock (46% in Brewster). These areas all have high housing costs, in part because the average income of second homeowners is greater than that of year-round residents, which can drive up the cost of housing. Brewster’s housing stock primarily consists of detached single- family homes (75%). Brewster has twice the percentage of residential condominium units (11%) than in Barnstable County towns on average (ACS 5-Year Estimates, 2016- 2020). Environmental and infrastructure factors also contribute to the higher cost of housing in Brewster. According to the Cape Cod Commission, one of the affordable housing challenges is the gap between the Cape’s comparatively low wages and high housing costs. While wages have remained relatively stagnant, housing costs have risen dramatically. Brewster’s housing problem is also exacerbated by its aging population, with few young people and limited local workers. As for affordable housing, the town has 297 units or 6.2% counted as affordable and needs to add 183 affordable units to meet the 10% goal. The 10% metric, Town of Brewster Map 10. Subsidized Housing Inventory May 2022; Source: Town of Brewster, MassGIS, and MassDOT I I I I <J> 0 '.'.; (1) (1) -0 (1) 0 -... 0 0.5 N 1 Miles long 2 - 7 0 8 -14 0 15 -24 0 25 - 32 033-108 0 Ownership • Rental ( ORLEANS " "' 0 o' ::, 0 Vl f I MassDOT Major Roads U.S. Highway State Route -Millstone Road Community Housing Parcel* Non-numbered Road OpenSpace: Level of Protection D Town of Brewster In Perpetuity Water Limited -7 L - Wetlands Surrounding Towns *Designated for community housing: application for 45 rental units current� under consideration 42 43Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DCommunity Goals and Purposes Community Goals and Purposes however, understates the range of housing needs that exists in town. Currently, 230 of the affordable units are rental units. In 2021, 31% of all rental units in Brewster were deed restricted affordable housing units. This is reflected in the median Brewster rent of $1,097, which is artificially depressed by the percentage of subsidized housing. A challenging housing situation has worsened dramatically since 2017. Intensified with changes associated by the COVID pandemic, the cost of housing has increased along with a sharp decrease in the number of properties for sale. Additionally, there has been a reduction in the number of homes used for year-round rentals. In 2021, the median sales price of a single-family home in Brewster was $700,000, an increase of 30% over $540,000 in 2020, and an 80 % increase from the original Housing Summary statistic of $389,750 in 2015. The affordability gap has also grown tremendously. The 2022 HUD- defined Barnstable County Area Median Family Income ($115,600) could affordably purchase a home, with current tax and mortgage rates, at a maximum of $420,579. 85% of Brewster year-round households own their own homes, 29% of which are housing-cost burdened (paying over 30% of their income on housing), while 41% of Brewster year-round rental 40B Comprehensive Permits were additional strategies in the HPP that have been pursued. Expected to open in 2022, Brewster Woods will also provide thirty affordable rental apartments for those in the low to moderate income bracket on Housing Authority land off Brewster Road. Elevation Financial, working in partnership with the Town, redeveloped the former vacant Wingate Rehabilitation Center into Serenity at Brewster with 132 apartments for people aged 55 and over. 20% of the units are deed restricted affordable for households up to 80% of the Area Median Income (AMI). In 2022 Brewster completed an update to its 2017 Housing Production Plan (HPP). This plan accesses the community’s housing needs, sets goals, and guides the implementation of Brewster’s Housing Program over the next five years. The HPP aims to produce 24 units of affordable housing a year as Brewster works towards the state mandated 10% affordable year-round housing stock. Brewster’s 2017 HPP met this production goal twice and is currently certified by the state until May 15, 2023. Funded with a Community Preservation Act grant, the 2022 HPP was prepared by Barrett Planning Group with a robust outreach process led by the Housing Partnership. The Select and Planning Boards households are housing cost burdened. Recent Actions by the Town Over the past five years, a clear pattern has emerged in Brewster’s housing response. Town support has resulted in a number of housing initiatives and their corresponding Community Preservation Act (CPA), budget, and free cash funding. Creative collaboration, supportive teamwork, and resident involvement have exponentially increased the Town’s efforts. Many of the strategies identified in the Town’s 2017 Housing Production Plan (HPP) have been implemented. In 2017, the Town hired a part-time housing coordinator with CPA funds to coordinate the remaining strategies identified in that Plan. The Town then created a Municipal Affordable Housing Trust, supported with CPA funds and free cash allocations. In 2021, the Select Board voted to create a financial policy and allot 50% of the forecasted new short-term rental revenue to the Housing Trust. In 2017, Ocean Edge Resort received a special permit to create seasonal workforce housing on their property. In 2018, Town Meeting amended the zoning bylaw with new Accessory Dwelling Unit (ADU) provisions. ADUs are a way to utilize current infrastructure, assist homeowners, and create environmentally friendly housing. Approximately 16 accessory residential units, which includes ADUs, have been permitted since 2018. The Town has initiatives to both preserve housing and support housing without new construction. In 2021, along with Dennis and Wellfleet, the Town was part of a $1.3-million-dollar regional Housing Rehabilitation and Childcare Community Development Block Grant (CDBG). As the lead community, Brewster was awarded another $1.3-million-dollar regional CDBG grant to continue the program in 2022. In response to the high price of rental housing and impact of COVID pandemic on workers, the Housing Trust created a rental assistance program funded with a CPA grant and managed by Housing Assistance Corporation. The Town also continues to operate an affordable home ownership buydown program funded through the CPA. In 2018, the Town used CPA funds to purchase an access parcel and officially designated the 16 acres of Town-owned land off Millstone Road for community housing. Upon the recommendation of the Brewster Housing Trust, the Select Board accepted a proposal to build a compact grouping of 45 energy efficient affordable rental apartments which leaves most of the property untouched. Partnerships with non-profits and effectively using Chapter approved the HPP update in July 2022; state approval followed in August 2022 Key Issues Moving Forward There is no single solution that will provide all the needed housing options for our residents and workforce. While the unanticipated pandemic has shown how housing intertwines with physical, economic, and community health, the 2021 Cape Cod Sea Camps purchase demonstrates the Town’s ability to mobilize around a common goal. Looking forward, the Town updated the Housing Production Plan in 2022. The updated HPP will help the Town better understand the impacts of the pandemic, reassess the housing needs, and retool strategies for the next five years. A summary of the 2022 HPP is provided in Section 7. The lack of a centralized or smaller scale wastewater treatment infrastructure limits the development potential of available land. Rehabilitation and support programs will also be needed to both create and preserve housing. Opportunities ahead for increasing housing options include expanded collaboration with Town and community entities, as well as an ongoing commitment to funding. Additional possibilities exist for joint work with conservation and environmental groups as well as businesses and the Chamber of Commerce. Zoning remains an area of potential housing opportunity, including reassessing the current ADU bylaw provisions. 44 45Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DCommunity Goals and Purposes Community Goals and Purposes LOCAL ECONOMY Background and Current Status The 2017 Vision Planning workshops defined a sustainable local economy as one that builds on Brewster’s natural and human assets, addresses the needs of small businesses, and provides year- round employment for Brewster’s young families. Specifically, the workshop participants wanted to see: • A greater focus on building a “green economy” based on the town’s natural beauty and resources • An economy that fosters the growth of small business that are compatible with the town’s character; and • Growth of a more sustainable year-round economy that encourages small businesses and better supports Brewster’s workforce. Regional Economy - According to the 2019 Cape Cod Comprehensive Economic Development Strategy (CEDS), the dominant industries in the region are related to Cape Cod’s seasonal economy and retiree population: 17% in healthcare, 16% in accommodations and food services, and 16% in retail trade (US Bureau of Labor Statistics, at $44,979. Forty-six percent of Brewster’s workforce was employed in management, professional, and related industries, in comparison with the County at 36.7%. Brewster had a total of 314 business establishments with average wages of $44,998. The majority (68.5%) of these establishments employed 1–4 employees. Local Demographics - Brewster, like much of Cape Cod, is populated by a mixture of working families, retirees, summer residents, and visitors. Brewster’s median age is 54.3 years, compared to 53.3 for Barnstable County as a whole. In 2022, Brewster’s population is 9,716 (2022 Town Census, Town Clerk, 8/15/2022) with a total of 8,243 housing units. As noted in the Land Use section, Brewster has one of the highest percentages of total units that remain vacant for seasonal or recreational use at 46% in 2022, compared to 42% for Barnstable County as a whole. Forty-three percent of the year-round residents in Brewster are over 65 years old. With many adults now working up to age 70, the working age population (between 25-70 years old) accounts for 55% of the total population. Brewster has many defining elements that make it an attractive place for retirees, seasonal residents, and visitors as well as the working residents that support them. Like the rest of Cape Cod, the business and job mix in town is heavily influenced by the non- working populations. Economic growth and new opportunities depend in-part on bringing resources/ money from outside the area into the area, which is what retirees, second-home owners, and tourists 2017 ES-202 data via the Massachusetts Executive Office of Labor and Workforce Development). Just under a quarter of jobs on Cape Cod are in emerging industry sectors including creative economy sectors, financial and information sectors, and professional services and technical services sectors, with wages around or above the average for the region (Cape Cod Housing Market Analysis. 2017. www.capecodcommission.org/housing). Based on the 2017 Cape Cod Housing Market Analysis, average wages in all of the top seven Cape Cod sectors—accommodation and food services, retail trade, healthcare, professional and technical services, construction, local government, and administrative/ waste services are below the amount of household income per year required to afford a median priced house in the region. Only the highest paid employees within the county’s major employment categories were able to afford owning a house in 2015 (Cape Cod Housing Market Analysis. 2017. www. capecodcommission.org/housing). Household income has not kept up with rising costs of housing on Cape Cod, an issue that will be greatly exacerbated given the forecasted trends in population and employment. Local Economy - According to the 2019 CEDS, Brewster’s top three employment sectors are in education and health services (39%), leisure and hospitality (22%), and construction (9%). Based on the Cape Cod Commission’s Data Cape Cod portal, Brewster’s 2019 median household income was $75,321. The unemployment rate in 2019 was 2.9% with average wages 46 Octobetcr, 20-rP ulctitDbaftr3-0D do for the region. Defining Brewster as a place, and investing in the elements that define that place, is essential to building a strong local economy. Recognizing that much of Brewster’s economy is based on its natural assets, the Chamber of Commerce’s Sustainability Strategy promotes Brewster as an eco- tourism center and builds on “green” opportunities such as recycling and biking. As noted in the Climate Mitigation and Adaptation section, the Town has taken important steps in creating many elements of a green economy through its policies and initiatives. Recent Actions by the Town The FY21-22 Brewster Select Board Strategic Plan included actions under the Local Economy Building Block to complete and launch an electronic permitting platform and guide to doing business in Brewster to assist residents, contractors, and businesses in navigating local permitting processes. In addition, the FY21-22 Strategic Plan included an action to consider designating Underpass Road as a District of Critical Planning Concern with the Cape Cod Commission. This action would allow the Town time to plan for the future development and redevelopment of this area as an economic development district. In addition, the Town acquisition of the Cape Cod Sea Camps properties gives the Town control over future land uses and economic development opportunities for these key assets. Key Issues Moving Forward Brewster has an opportunity to review and revise local bylaws and investment strategies to meet its economic and community development goals. With a clear vision for a sustainable economy, the Town can align its public policies, public investments, and private efforts to build on and protect its assets. Development of Town Center(s) with the necessary infrastructure, services, and mix of uses can help to maintain Brewster’s community character, protect natural resources, and open space, and provide opportunities for local businesses that provide basic necessities for residents as well as visitors. Planned or proposed public facilities including a community center will also play a key role in Town Center development. Brewster’s economic challenges include the high cost of housing, low wages, and funding for appropriate infrastructure, including green infrastructure investments to protect natural resources. Addressing Brewster’s housing needs will require multiple strategies including implementation of the updated 2022 HPP. The lack of existing centralized or smaller scale wastewater treatment limits the development potential of available land and will require creative solutions by the Town to focus infrastructure development in locations where it can be supported without compromising natural resources or community character. 48 49Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DCommunity Goals and Purposes COASTAL MANAGEMENT Background and Current Status Brewster’s residents recognize the importance of the town’s coastal resources to both residents and visitors. They provide access to a range of summer and year-round activities, including swimming, boating, commercial and recreational shell fishing, walking on the flats, watching sunsets, and other recreational activities. In the 2017 Vision Planning workshops, the town’s beaches were identified as the second most important treasure, and directly linked to the highest ranked treasure, the overall character of the town. Town residents want to preserve and expand access to the shoreline while also preserving and protecting the natural resources that make the coast so special. The town’s public access points are threatened by storms, which can damage both the beaches and their access points, and by the increasing impacts of climate change. Nor’easters have damaged parking areas and eroded the coastal dunes and beaches in some of these locations, prompting improvements to Paine’s Creek, Ellis Landing, and Breakwater Landing facilities over the last decade. Concerns over repetitive storm damage and planning for these improvements led to the creation of the Brewster Coastal Advisory Group and the development of the September 2016 Coastal Adaptation Strategy to address future management of Brewster’s shoreline. The Strategy presumes a sea level rise of one foot in 20 years. Building on the Coastal Adaptation Strategy, the Brewster Coastal Committee completed the Brewster Coastal Resource Management Plan (CRMP). Phase I has specific recommendations on improving and protecting coastal access, incorporating the guiding principles, and employing a robust public involvement process to help refine specific plans. The Brewster Natural Resources Advisory Commission, established in 2021, is charged with overseeing the implementation of the CRMP. The Town owns 12 access points to coastal beaches (landings): 10 beaches with public parking areas, one new purchase (the Bay Parcel), and one additional public beach with no public parking (Wing Island). Figure 1 shows the locations of the 12 Town landings along the 7 miles of Brewster shoreline. From an access standpoint, the Town maintains approximately 440 parking spots across all landings, including dedicated handicap parking spaces and bike racks and other facilities during the summer months. Unfortunately, during summer peak season, demand can be greater than the available access, and additional parking opportunities are limited. The beaches and their access points are vulnerable to erosion from coastal storms and require frequent maintenance and investment 50 51Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D 52 53Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DCommunity Goals and Purposes Community Goals and Purposes The Town has added 110 upland parking spaces for access to Crosby Landing. The Town has begun public outreach and discussion about a potential elevated walkway linking Wing Island and its coastal beach to Town-owned conservation land and Drummer Boy Park. The Town also replaced an unsafe footbridge over the Freeman’s Pond creek to facilitate access to the large beach located between Mant’s Landing and Paines Creek. Finally, in 2021 the Town purchased the former Cape Cod Sea Camps bayside property, with 800 feet of shoreline that extends to the Spruce Hills beach. Public access to this beach for residents was provided in 2022 through the development of an interim parking area. The Town also completed a Hazard Mitigation Plan Update in 2021 that was approved by the Federal Emergency Management Agency (FEMA). As a result, the Town is eligible for funding under FEMA guidelines for mitigation measures that reduce disaster losses. In November 2021, Brewster Town Meeting approved a new stormwater bylaw to better manage parcel-specific stormwater changes associated with development and to meet the Town’s “MS4” permit requirements under state and federal law. At this same Town Meeting, voters approved changes to the town’s floodplain district incorporating state planning guidance. Key Issues Moving Forward Existing and future coastal and climate processes indicate that Brewster’s coastal resources are under threat. The Town is faced with the challenge of accommodating access to its coastal resources that has been impacted and could potentially be reduced by coastal and climate processes. Ongoing development and redevelopment of existing properties along the shoreline is also a concern. With the projected significant acceleration of sea level rise in the next 30 years, it is not clear if Brewster’s tidal flats will remain exposed at low tide under future sea level rise scenarios. Lacking the buffering capacity of the tidal flats, Brewster’s beaches and dunes would likely experience significant erosion and storm surge during serious weather events. The Town could consider updating the 2015 Century Scale Sediment Budget (prepared by the Provincetown center for Coastal Studies) in collaboration with Dennis, Orleans, and Eastham. Brewster also participated in a 2021 effort by the Cape Cod Commission to review current land use regulations and to develop a model coastal resiliency by-law. The Town is heavily involved in maintaining and increasing access to existing beach facilities. Impacts to the landings are expected to increase over time due to rising sea levels and the potential for stronger, more frequent storms. A number of these landings are important for access to private beaches and the Town’s aquaculture sites as well as for emergency vehicles. by the Town. Impacts to the landings are expected to increase over time due to rising sea levels and the potential for stronger, more frequent storms. In response, the Town is adapting to recurring and increasing erosion and storm damage through retreat, such as at the Paine’s Creek, Ellis, and Breakwater Landings where pavement was moved further from the ocean edge. In February 2022, the National Oceanic and Atmospheric Administration (NOAA) released its Sea Level Rise Technical Report. Based on NOAA’s analysis, the Town’s planning scenario of 1 foot rise in sea level in 20 years for Brewster’s coastline is quite possible. Extensive sections of Brewster’s seven miles of coast have historically and recently been exposed to storm surge impacts, including dune wash over, flooding, and significant erosion. Based on the Center for Coastal Studies’ 2015 Century Scale Sediment Budget, it is not clear if the tidal flats will remain exposed at low tide under future sea level rise scenarios. Lacking the buffering capacity of the tidal flats, Brewster’s beaches and dunes would likely experience significant erosion and storm surge during serious weather events. Recent Actions by the Town As noted in the Background section, the Town developed a consensus-based coastal adaptation strategy to identify priorities and principles for future action. Survey results from the 2016 Coastal Adaptation Strategy confirmed broad support for the Brewster’s coastal resources among all age groups and resident status. 54 55Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DCommunity Goals and Purposes Community Goals and Purposes WATER RESOURCES Background and Current Status Brewster residents value the town’s water resources and recognize that they are an integral part of the community’s character. In the 2017 Brewster Vision Planning workshops, residents especially identified Brewster’s freshwater ponds as important assets to the town for their aesthetic and recreational values. Residents also recognized the importance of clean drinking water and the relationships between protecting open space and preserving water quality throughout the town. Over the last 40 years, the Town has made a concerted effort to protect groundwater quality. The Town has purchased significant areas of open space to protect the Town’s ponds and drinking water, particularly in the zones of contribution to its six municipal wells. The Town has also developed land use management policies and regulations to prevent development activities from harming water resources, including new water quality performance standards in the Town’s Water Quality Review Bylaw. In 2015, the Town completed an Integrated Water Resource Management Plan (IWRMP). A 2022 IWRMP update indicates that Brewster’s drinking water is consistently excellent and has won two awards from the New England Water Works Association as the best tasting water in New England. More than forty percent of the land area that contributes water to the Town’s drinking water wells is protected open space. Nitrogen concentrations in the Town’s water supplies are consistently below 1.0 mg/L, well below the federal standard of 10 mg/L. This is a direct result of the limited development in the vicinity of the wells. However, developed land uses (housing, industrial uses) without proper management may threaten the quality of drinking water. There are about 80 freshwater ponds in Brewster. Based on the last summary of pond water data from 2009 developed by the University of Mass School for Marine Science and Technology along with the Cape Cod Commission (SMAST and CCC, September 2009), five of these ponds have excellent water quality while approximately 15 are classified as impaired due to nutrient inputs, predominantly phosphorus, which contribute to excess algae growth in the ponds. Phosphorus enters the ponds from septic systems, stormwater runoff, and fertilizers applied to lawns and gardens. Portions of Brewster lie within the watersheds to Pleasant Bay and Herring River. Nitrogen inputs from septic systems, stormwater, and fertilizers within Brewster have contributed to water quality impairments in these estuaries. While Brewster only has limited access to these coastal resources, the Town has an 56 57Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DCommunity Goals and Purposes Community Goals and Purposes obligation to reduce nitrogen inputs to support the restoration of the estuaries. Recent Actions by the Town The Town continues to actively manage its water resources. Collaboration with the Brewster Conservation Trust and the Brewster Ponds Coalition expands the Town’s ability to manage and protect its water resources. Specific actions over the last five years related to the implementation of the IWRMP and other Town initiatives are summarized below: The Town, in collaboration with the Brewster Conservation Trust, continues to actively pursue open space preservation in the wellhead protection areas that contribute water to the Town’s wells. Between 2018 and 2020, an additional 113 acres of land was preserved to further protect drinking water quality. In addition, the Town is monitoring drinking water quality for per and polyfluoroalkyl substances (PFAS) that that have been found in other drinking water systems on Cape Cod and are associated with a variety of sources, including firefighting foams, food packaging, skin care and clothing products. To date, none of the PFAS compounds have been detected in water pumped from the Town’s water supply wells. In 2016, the Town developed a Water Resource Atlas for 43 of the freshwater ponds in Brewster. The atlas highlights the sensitive areas around each pond, including the surface watershed, the groundwater recharge area to each pond, and the septic buffer around each pond. The atlas allows residents to understand the land use around each pond that affects water quality. The Mill Ponds Management Plan developed by SMAST (November 2014) provided an overall strategy for the restoration of Walker’s Pond, Upper Mill Pond, and Lower Mill Pond, including recommendations for weed harvesting in Walker’s Pond and an alum treatment in Upper Mill Pond to trap phosphorus in the sediments on the pond bottom, that were implemented by the Town. These measures are helping to restore water quality in both Upper and Lower Mill Ponds. Brewster continues to work with Orleans, Chatham, and Harwich to implement the Pleasant Bay watershed permit and reduce its nitrogen load to Pleasant Bay. A study begun in August 2021 is evaluating fertilizer application leaching rates at the Captains Golf Course to inform nitrogen management decisions. In November 2021, the Town adopted a stormwater bylaw that will improve how stormwater is managed across Brewster. need to reduce the current nitrogen inputs to meet the total maximum daily loads (TMDLs) established in the watershed under state and federal law, but future inputs from increased development will need to be managed. The Town continues to monitor drinking water quality for per and polyfluoroalkyl substances (PFAS) that that have been found in other drinking water systems on Cape Cod and could begin development of a response and remediation plan for any future detections. The Town is currently working to develop an updated summary of water quality in the major ponds in Brewster, utilizing the annual monitoring data that has been collected since the last summary report in 2009. In 2016, the Town, through Board of Health Regulations, established a minimum 300’ septic leaching system setback from ponds. The Town could consider further policies and regulations related to pond setbacks in the future. The Town could also consider pilot programs for innovative alternative septic system technologies that treat for phosphorus in contributing areas around ponds. These regulations will help ensure that stormwater is treated prior to discharge, using best management practices are used to treat for nitrogen and phosphorus as well as minimized sediments that could drain into nearby surface waters. Regulations and guidance documents that explain how the bylaw will be implemented have been adopted and promulgated by the Town. Key Issues Moving Forward In addition to the low-cost nitrogen management practices being adopted at the Captain’s Golf Course to lower the nitrogen threshold, the Pleasant Bay Watershed Permit requires that remaining load reductions required can be met through the construction of a neighborhood wastewater treatment plant for a portion of the watershed, the use of nitrogen reducing onsite system treatment systems, or a nitrogen trade with another watershed town. This cost could be reduced based on the results of the golf course fertilizer leaching rate study which will be completed in 2023. The Pleasant Bay Watershed Permit also requires that the Town address nitrogen inputs from future development in the watershed. Options to manage future nitrogen inputs include amendments to Town bylaws or regulations. For the Herring River watershed, there is no 58 59Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DCommunity Goals and Purposes Community Goals and Purposes GOVERNANCE Background and Current Status In 2016, the Government Study Committee completed its 2-year review of the Town’s organizational structure, duties and responsibilities of various Boards and Departments, and overall methods of communication. The Committee’s final report identified recommendations for the Town to consider, ranging from the form of governance to the number of boards and committees with overlapping charges. Primary themes that emerged from the 2017 Vision Planning workshops relative to Governance included: • A desire for government to be more transparent and customer-service oriented, and to further embrace technology to better communicate and engage citizens in town-wide decision-making processes. • A highly valued school system that is treasured by existing residents and one that attracts people to Brewster; and • An opportunity to more proactively engage both Brewster’s skilled retiree population and general citizens of every age in Town affairs. Recent Actions by the Town The Town established a Charter Committee in 2019 to address the structure and powers of Brewster town government. The Charter was approved by the Select Board and then by Town Meeting vote in Spring 2021. The Select Board develops an annual Strategic Plan with goals linked to the Vison Plan Building Blocks/ Goals to keep work aligned with the Vision Plan. The Plan’s goals inform the Town’s ongoing and upcoming policy and operational initiatives. A monitoring matrix with general timeline, priorities, responsible parties, and key stakeholders for each goal facilitates accountability and tracking of progress. Significant progress has been made on many priorities identified in the Vision Plan as a result of this coordinated effort. The Strategic Plan will similarly continue to incorporate and implement the LCP Action Plan. Several initiatives have been undertaken to expand and improve communication to residents about Town initiatives, plans and progress. Town Website - The Town has long maintained a website where current information is posted by Department, as well as developed bulletin boards, informational brochures, and an email list with more than 845 current subscribers. The Town has also created dedicated webpages such as Water Planning and Bay and Long Pond Parcels where interested persons can learn about specific projects. In response to public input, a more user-friendly website has been designed and developed, with launch anticipated in FY23. Expanded Use of Media and Social Media - The Town requires all Board and Committee meetings to be presented live and/or recorded for viewing on Government Channel 18 and online in an effort to increase transparency and better inform the public of governance processes and decisions. Recently, the Town made the BGTV media resources available by downloading the “Cablecast” app. Town livestream and media are now available on various platforms. Announcements are frequently posted on the Town’s home page with links to recorded board and committee meetings and posted on social media platforms including Facebook and Twitter. Beginning with the start of the COVID pandemic in 2020, the online meeting platform ZOOM has been used for purposes of remote board and committee meeting participation that is open to the public for viewing and participation as appropriate. Viewing is either live or by recording. In order to reach a wider group of older residents, the Council on Aging and Brewster Ladies Library expanded its online offerings through taped presentations on BGTV and LCTV. Other Online Communication Tools - Starting with 61Octobetcr, 20-rP ulctitDbaftr3-0D60Brewster Local Comprehensive Plan Community Goals and Purposes Community Goals and Purposes FY23, the Town publishes the annual budget in a user-friendly online format. The OpenGov platform provides a dynamic, visual representation of Town finances for citizens to better understand where Town funds are being spent. Residents can view budget details by department as well as current year accomplishments and goals for the coming year. The capital planning process will transition to this platform in FY2023. Use of this platform is intended to enhance transparency and public engagement. Citizens Forums - The opportunity for residents to raise issues and make announcements at many Town Committee meetings was introduced through inclusion of a “Citizens Forum” item on many standing meeting agendas. Most Town Committees now have an associated email address so that residents can provide comments and questions directly to a committee. Use of Public Forums - To improve communication and community engagement around important issues and projects, Town Administration offers public forums to present information and/or progress reports on such matters as an overview of warrant articles prior to Town Meeting. Similar informational sessions are provided through groups like the Brewster Community Network and Brewster Chamber of Commerce. Other Efforts - The vast majority of Town Committees and Boards are staffed by volunteers. Volunteers also help make Town Department programs very successful. The Select Board has implemented procedures This is reinforced through Town Administrator quarterly meetings with staff and monthly meetings with Department heads. Town Administration and the Brewster Chamber of Commerce cohost biannual meetings with local business owners. The Town is also launching an electronic permitting platform to replace its paper-based applications for Building, Health, and Planning Departments to supplement online applications for beach, recycling, and shellfish permits have been implemented along with the FY23 use of license plate reader technology at the transfer station. To facilitate resident or business owner communication with the appropriate Department, a Town Hall “Greeter” position was instituted in 2019, was discontinued per assessment of low use and in response to the pandemic, and then reinstated in 2022. for Standing Committee appointments to increase volunteerism. A “Citizens Leadership Academy” is planned to support volunteer recruitment and enhance volunteer contributions. Managing volunteer programs requires staff resources. A “Serve Your Community” form to recruit new volunteers is available on the Town website and maintained by individual Town Departments and Committees, but there is no central database of volunteers. A central database of volunteers would offer many advantages. The Town has also launched several initiatives to strengthen the customer service approach to Town services, including staff training in customer service, the 2021 adoption of a pledge and training for Town officials to enhance diversity, equity, and inclusion for all. Key Issues Moving Forward While the Town has made substantial progress since the 2018 Vision Plan, enhanced communication, transparency, customer service, and identifying methods for engaging residents of all ages requires continued attention and efforts. The Government Study Committee recommended creating a consolidated “Inspectional Services Department” or a “Community Development Department”, which may help to serve small business interests and deliver more efficient customer service through consolidated permitting and inspections. The Town may want to consider such a consolidated department model for Brewster. 62 63Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DCommunity Goals and Purposes Community Goals and Purposes COMMUNITY INFRASTRUCTURE Background and Current Status The term community infrastructure is meant to encompass the variety of physical infrastructure and facilities that the Town and other community organizations provide for public purposes. Comments received in the June 2017 Vision Planning workshops demonstrated the considerable value of community infrastructure for recreation, public gatherings, and alternative transportation. The most frequently mentioned infrastructure need was for a community center combined with a new location for the Council on Aging. Bike trails and sidewalks for recreation and as a means of alternative transportation around town were the second most frequently mentioned infrastructure need. A survey of Eddy School students also identified the need for active recreation sites such as skateboard parks and swimming pools. Community infrastructure supports many of the other Building Blocks, particularly community character, economy, and coastal management (beach access). This section will focus on the issues of the community center, bike and pedestrian ways, and active recreation as high priorities. A variety of facilities are currently used for public meetings and gatherings, including the Ladies Library, Brewster Baptist Church, Council on Aging, and Eddy and Stony Brook Elementary Schools. Town Hall is used primarily for official board and committee meetings. There is no multi-purpose facility which allows a variety of uses and interactions for all generations. The Cape Cod Rail Trail (CCRT) stretches 7 miles from south central Brewster to the northeast line with Orleans, connecting to the entire 25 miles of paved bike/ pedestrian trail. Maintained by the Commonwealth’s Department of Conservation and Recreation (DCR), the CCRT is one of the most actively used recreational facilities in Brewster and serves as a centerpiece of Brewster’s “green economy.” In the summer, it also serves as a way for visitors and summer workers to get around the town. A new access linking the Cape Cod Rail Trail at Nickerson State Park to the bayside at Linnell Landing has been designed and permitted, but funding sources are yet to be determined. DCR also maintains the numerous bike and hiking trails in Nickerson State Park. There are 7 miles of sidewalks along Rt. 6A/Main Street from Nickerson State Park to Stony Brook Road. Re-paving of Underpass and Snow Roads also extended sidewalks and created narrow bike lanes. Millstone Road design work also includes pedestrian and bike improvements. Chapter 90 funds will target Rte.137 from Rte. 6A/Main Street to the intersection of Rte. 124, including re-surfacing, drainage improvements and accommodating bike and pedestrian traffic. The main 64 65Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DCommunity Goals and Purposes Community Goals and Purposes challenge to expanding bike and pedestrian ways is the narrow width of Brewster’s roads and the extent of wetlands. Speed limits also dictate design standards on major roads and require separation of vehicles and pedestrians or bicyclists. Creating public access on Brewster’s private roads can also be a challenge. Town facilities for active recreation are spread out throughout the town, including baseball and athletic fields, community tennis and pickleball courts, and playgrounds are located at Drummer Boy Park, the Eddy Elementary School, and Stony Brook Elementary School. Captain’s Golf Course is a significant Town-owned community recreational facility and a visitor attraction with public meeting space. Recent Actions by the Town A 2021 School Consolidation Study has proposed three options for consolidation of the Eddy and Stony Brook Elementary Schools and housed at an expanded Stony Brook School. This would make the Eddy School available for re-purposing. Further action will be determined by the School Committee. The recent purchase of the former Cape Cod Sea Camps properties, particularly the Bay Parcel on Rte. 6A/ Main Street, offers significant potential as a location for a community center, as well as beach access and a variety of recreation activities. The Town has established Planning Committees for both the Bay and Long Pond Parcels to develop comprehensive plans. The Town updates and implements a Pavement Management Plan (PMP) on a regular basis to prioritize funding for improvements to Town roadways including bicycle and pedestrian facilities. A 2016 report prepared by the Brewster Bikeways Committee identifies alternative biking routes for transportation and recreation, proposes safety improvements, and recommends public education measures. In 2017, Town Meeting approved $100,000 for the installation of warning lights at the four CCRT crossings in town to enhance safety at the crossings. The Town also completed a Beach Access strategy, which includes expanding bike and pedestrian access to Town landings as a way to reduce the need for more beachfront parking. A CCRT spur from Nickerson State Park to Cape Cod Bay is also planned to expand bike and pedestrian access to the beach. In January 2020, the Select Board approved a Complete Streets Policy to accommodate all users by creating a context-sensitive roadway network that meets the needs of individuals utilizing a variety of transportation modes. The Policy directs decision- makers to consistently plan, design, construct, and maintain roadways to accommodate all anticipated users. Private ways may be exempted from this requirement upon approval by the Select Board with consultation from appropriate Town Departments. The updated Master Plan for Drummer Boy Park was approved by Town Meeting in 2021. Town Meeting also approved funds to improve accessibility at the Freemans Way fields. As noted elsewhere in the LCP, the Bay and Long Pond Parcels represent a significant opportunity for active recreation facilities. Key Issues Moving Forward Priority community facilities and infrastructure needs for the coming years include implementation of the Master Plan for Drummer Boy Park; future consideration of consolidation of the Eddy and Stony Brook Elementary Schools; and identification of a location for a multi- generational community center. Future development of the Bay and Long Pond Parcels offers a unique opportunity for the Town to consider a variety of potential uses for the property to meet multiple Town needs. Continued expansion of bike and pedestrian trails and paths to provide alternatives to automobile travel as well as recreational opportunities for residents and visitors is a key component of Brewster’s vision and goals. The Town will continue to consider the Complete Streets design as appropriate in future repaving projects. 66 67Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D SOLID WASTE MANAGEMENT Background and Current Status Solid waste management is a critical activity designed to protect human health and the environment while providing a service at a reasonable cost and supporting the economy. Many municipalities, including Brewster, have assumed this important management role by providing either a transfer station or curbside collection. New regulations adopted at the state level resulted in the Town initiating the lengthy process of closing its landfill. The current transfer station building was built in 1988 and designed for trash hauling. The SEMASS Partnership Agreement signed in 1985 by the Town of Brewster with other Cape Towns reduced the amount of greenhouse gas emissions attributable to trash disposal while generating electricity. The initial 30-year contracts required that all waste be delivered to SEMASS either via the “trash train” or by direct haul. The SEMASS Partnership Agreement was originally due to expire in 2015. The SEMASS facility was constructed, owned, and operated by Energy Answers Corporation until it was acquired by Covanta in 2008. In 1990, the MassDEP introduced waste bans on many recyclable items as well as those containing toxic Community Goals and Purposes Community Goals and Purposes continue to be successful and desired by permit users. The Swap Shop rules were re-drafted, resulting in more materials being diverted from Brewster’s waste stream. Waste practices at all Town offices and facilities were evaluated, and a recycling program was established at all beaches and recreational areas. Several Town bylaws have been passed including a ban on single-use plastic bags and the sale of single- use plastic bottled water by Brewster businesses, and a ban on single-use bottled water by Town Departments. Additional textile recycler options are being brought on board in advance of a new textile waste ban effective November 2022. Prior to the pandemic, the Brewster Recycling Commission was continually active in community outreach to promote better management of household waste. Key Issues Moving Forward There are two major challenges facing good solid waste management in Brewster: 1. Changes in the recycling industry as to what and how to recycle; and 2. Re-education of patrons regarding the importance of these changes. The recycling industry must continually adapt to new materials and new ways to manage those materials. To process materials effectively at MRFs (Material Recovery Facilities), a combination of mechanical and human separation is necessary. For the system to work effectively, residents must follow the Recycling Guide to maximize what can and should be recycled. As an alternative to providing solid waste management through the Recycling Center, the Town could choose to use total curbside collection for trash and recyclables, and compliance could be better. However, there is a significant cost to town-wide collection and a feeling of loss of control by homeowners. To maximize recycling, reuse activities, and reduction of the amount of waste generated by Brewster’s homeowners, the following can be considered: 1. Recycling Center user-wide survey (based on permits) to determine the most effective method of communication so that changes in procedures can take quickly place when most economically advantageous to the Town; and 2. A local on-going multi-media campaign covering what, why and how to recycle typical household materials. materials. Once introduced, the Town began its recycling program in earnest, while continuing to send its residual, non-recyclable waste, to SEMASS for energy production. In parallel with negotiations with SEMASS for a new agreement in 2010, the Recycling Commission began discussing ways to reduce how much of Brewster’s waste was sent to SEMASS. The new contract negotiated by the Town and effective January 01, 2011, allowed for any legitimate waste reduction, reuse, or recycling program to be implemented with no penalty. The Town chose to renegotiate 5 years early to keep future tip fees in check by providing stable, below market rates until 2030. In addition, commercial waste haulers were prohibited from using the transfer station effective January 1, 2011. Recent Actions by the Town The Town implemented Pay-As-You-Throw (PAYT) in 2013 as a means of increasing recycling and decreasing the volume of trash for disposal and re- branded the transfer station to the Brewster Recycling Center. During the first full year, the PAYT program resulted in a 47% reduction in waste for transport to SEMASS for energy recovery and an increase of 26% recycling. Since the introduction of PAYT, the Town has continued to derive benefit from the program, despite COVID and the increase in the Town’s population. The Town has added organics recycling, to help decrease the amount of material that is sent off-site for combustion. and separation of newsprint and glass to save money and better manage these materials. Collections for e-waste, hazardous waste, mattresses, and yard waste 68 69Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D CLIMATE MITIGATION AND ADAPTATION Background and Current Status According to the July 2021 Cape Cod Climate Action Plan, climate change is an unprecedented challenge that is transforming Cape Cod. Rising seas and changes to the coastline are the most dramatic evidence of climate change, but a changing climate is also impacting every facet of Cape Cod’s natural, built, and community systems. Our land use patterns, and way of living dictate our greenhouse gas (GHG) emissions, the leading cause of the climate crisis. Dedicated and immediate actions at the state, regional and local level are necessary to slow the effects of climate change and improve the region’s resiliency to its impacts. By the end of the century, damage to Cape Cod’s buildings and land lost to inundation from sea level rise alone could total over $30 billion. In response, the Massachusetts Clean Energy and Climate Plan and climate policy call for dramatic reductions in GHG emissions including a 50% reduction in carbon emissions by 2030 and a net zero carbon emission target for 2050. The Cape Cod Climate Action Plan and 2018 Cape Cod Regional Policy Plan identify goals and policies as well as strategies and actions to reduce GHG emissions for Cape communities and enhance local and regional resiliency to present and future climate threats. The Town of Brewster has taken important steps in adopting local policies designed to support attainment of statewide GHG targets and regional goals for climate mitigation, specifically addressing the municipal stationary and transportation energy sources. The Town adopted a Climate Change and Net Zero Emissions Resolution in October 2020, to reduce net greenhouse gas and the Town’s vulnerability to climate change. Brewster’s 2019 Municipal Vulnerability Preparedness Summary of Findings report documents climate and weather-related challenges in recent years. Intense rainstorms in 2017 and 2018 caused street flooding, coastal flooding, coastal erosion, storm surge, power outages and major travel disruptions. Low lying roadways and access points to Town beaches often flood during king tides (e.g., especially high spring tide). Brewster can expect to experience more severe events in the years to come in addition to rising sea levels due to climate change. Recent Actions by the Town The following are specific actions the Town has taken to support the newly adopted Brewster Climate Change and Net Zero Emissions Resolution and Town policy objectives on reduction of GHG emissions and to address the town’s vulnerability to climate change. Energy Reduction Measures • Board of Building Regulations and Standards Stretch Energy Code (2019) minimizes the life-cycle cost of new construction by utilizing energy efficiency, water conservation and other renewable/ alternative energy technologies. The Stretch Energy Code applies to all new residential and commercial construction in the town. • The Town-Wide Energy Reduction Plan includes a summary of municipal energy uses and short- and long-term plans for municipal energy reduction. The majority of energy consumed is by municipal buildings (60%). The remaining usage includes vehicles (30%) and utility pumping (10%). The goal is to reduce baseline energy consumption by twenty (20) percent by FY2023. Green Communities Designation • Brewster was designated as a Massachusetts Green Community in 2020 under the Massachusetts Department of Energy Resources (DOER) Green Communities Act of 2008. Grant funds through the Green Communities program were awarded for energy conservation measures such as programmable thermostats, an energy management system, heat pump water heater, and demand control ventilation in Municipal Buildings. • The Town has completed several solar projects with funding from the Cape and Vineyard Electric Cooperative, including 3.18628 total MW of solar generating facilities located on four municipal properties: the transfer station, the Stony Brook and Eddy Schools; and the Captains Golf Course and driving range. The total revenues and savings to the Town through leases and off-taking arrangements with other municipal facilities is approximately $273,772.06 (FY22). The total energy savings to the town from the rooftop solar installations on Stony Brook and Eddy Elementary Schools is 256,345.61 kWh (FY22). Carport solar canopies over the golf course parking lots produce an estimated 740,291 kWh annually, saving approximately 523 metric tons of carbon dioxide equivalent and providing the Town with more than $40,000 annually in revenue. • The Town’s long-standing commitment to open space protection has helped sequester carbon by protecting forested lands as a natural carbon sink. Community Goals and Purposes Community Goals and Purposes 70 71Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D Complete Streets • Brewster adopted a Complete Streets Policy in 2020 to encourage safe and accessible options for all modes of travel including less personal vehicle travel, a significant source of GHG emissions, and more opportunity for walking, biking, and transit. Key Issues Moving Forward The Town is in the process of converting municipal vehicle fleets to electric vehicles, hybrid vehicles or vehicles using cleaner fuels. For municipal vehicles that will not be converted to electric in the near-term, the Town could also consider the use of hybrid vehicles or cleaner fuels, as available. The Town is also reviewing methods to convert the conventional heating system in the Stony Brook School to cold weather heat pumps. There are three private electric vehicle charging stations in Brewster. The Town could pursue resources and programs to support development of additional electric vehicle charging stations in appropriate locations to help reduce the local GHG emissions in support of State goals. The Town is considering opportunities to sequester carbon by focusing future development (including a Town Center) in mixed-use centers of housing, economic activity, and services and away from areas that are undeveloped. The Town employs a part-time energy manager through Cape Light Compact to analyze the energy uses of the Town and finding ways to save money and reduce dependency on fossil fuels as appropriate. The Town could consider performing energy assessments on all municipal buildings and work with the Cape Light Compact to access available programs. The Town could also consider pursuing adoption of small-scale community solar at appropriate locations. The CCC created an online screening tool to identify areas in Barnstable County that may be appropriate for large-scale solar photovoltaic (PV) projects and those areas that may be less appropriate due to potential impacts to natural resources. This tool could be used as a starting point to help inform the siting of potential solar PV projects. More information on the solar screening tool can be found here: https:// www.capecodcommission.org/our-work/model-solar- bylaw/. Brewster is also working with the Cape Cod Commission on updating and strengthening local bylaws to better address coastal development and redevelopment with the goal of building coastal resiliency. Community Goals and Purposes Community Goals and Purposes 72 73Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D 05Community Strategies & Actions 75Octobetcr, 20-rP ulctitDbaftr3-0D74Brewster Local Comprehensive Plan The following Action Plan is proposed to achieve Building Block goals over the next 10+ years. The actions identified are not intended to be a complete list of all that the Town could do but does include the most important actions essential to advance the corresponding goals. While a large and ambitious number of actions are presented, priorities for implementation will be identified during the Select Board’s annual strategic planning exercise. The list of actions has been drawn from numerous sources including the following: • Actions from the Vision Plan that have not yet been implemented. • Recommendations from implementing stakeholders and public comments about current needs. • Recommendations from the summary papers about trends and needs; and • Results of the Brewster’s Next Steps survey gauging public support for individual actions. Actions were also established and included in consideration of: • Presenting a level of specificity appropriate for a high-level land use plan, i.e., enough specificity to provide policy direction for future implementation, but with sufficient flexibility not to impede or foreclose successful future implementation • The feasibility of implementation. • A fair representation of the full spectrum of comments and opinions received throughout the entire comprehensive planning process; and • The opportunity to provide benefits across multiple Building Blocks. As the final phase of Action Plan development, the draft list of actions was reviewed and refined by workshops of key Town Departments and local organizations to assess the accuracy, relevancy, and ability to implement each action. This vital part of the process helped ensure that the capacity and commitment to implement the Action Plan will make the LCP a living plan. The Action Plan is presented by Building Block, a concept established by the 2018 Vision Plan, with corresponding Community goals, purposes, and a broad array of proposed actions to achieve those the Community’s vision, goals and purposes. While the Building Blocks are presented separately, the Town recognizes that they are, in fact, highly interrelated and should not be treated in a stove-pipe manner. Action in one Building Block should help advance the goals of the others. SECTION 4THE ACTION PLAN - BUILDING BLOCK GOALS, PURPOSES, AND ACTIONS Strategies and ActionsCommunity Goals and Purposes At the same time, given the breadth of Brewster’s goals and the large number of actions to achieve them, there will be inevitable tensions or conflicts between actions. It will be the responsibility of the Select Board and other commissions and committees to strike the necessary balance to resolve those tensions and achieve the community’s vision for the future. Further, the actions presented in this plan will require discussion among Town decision-makers and other stakeholders as to how and when specific actions are implemented. These discussions will take into account changing circumstances, available Town resources, the regulatory framework, and other conditions and challenges. 76 77Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DStrategies and Actions GOAL: Sustain and foster Brewster’s historic and archeological values, rural nature, small town feel, and socially inclusive spirit and vitality PURPOSE 1: Provide social opportunities and services for all Actions: CC6. Support existing regulations and educate the public on building and site design along Rte. 6A/Main Street and in the historic district to preserve historic character. CC7. Incorporate sensitivity for historic resources into the design of Town projects. CC8. Investigate the need for a Demolition Delay Bylaw and implement if supported and feasible. Actions: CC1.Expand and enhance service programming for all, including at the Bay and Long Pond Parcels and the Brewster Ladies Library and by continuing to pursue the potential for a multi-generational community center. CC2. Identify, develop, and support new services as needed, building on diversity, equity, and inclusion. CC3. Ensure that school facilities and activities meet the needs of young families. CC4. Increase accessibility to all Town activities and facilities. CC5. Evaluate provision of financial support for Pre-K programs to attract and retain young families. PURPOSE 2: Maintain Brewster’s historic heritage and style PURPOSE 3: Maintain Brewster’s small-town feel and scale through appropriate planning and design Actions: CC9. Explore the establishment of Town Center(s) and/or the identification of activity centers. CC10. Explore and establish appropriate design and development controls for designated or identified Town Center(s) and/or activity centers, including to address parking demands and pedestrian and bicycle accommodations. CC11. Explore and establish potential desirable land uses within designated or identified Town Center(s) and/or activity centers, including mixed use residential. COMMUNITY CHARACTER (CC) Strategies and Actions 78 79Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D WATER RESOURCES (WR) GOAL: Protect Brewster’s freshwater system to preserve high quality drinking water and maintain or improve the health of our ponds, wetlands and their buffers, and marine watersheds OVERARCHING PURPOSE: Continue to update and implement the Integrated Water Resources Management Plan PURPOSE 1: Protect town drinking water supply areas by continuing open space acquisition and other measures Actions: WR1. Continue land purchases to protect the drinking water and limit further development around land that protects the aquifer; coordinate with neighboring towns. WR2. Consider further strengthening drinking water supply protection in industrial zones. WR3. Evaluate other actions to protect drinking water from the impacts of other land uses, including testing for PFAS and other contaminants of emerging concern. WR4. Continue to educate and communicate with the public about water conservation practices and programs to ensure adequate quantity and quality of the drinking water supply. PURPOSE 2: Improve pond water quality through public education, regulation, mitigation activities, and non-financial incentives; evaluate management and financing options Actions: WR5. Promote and research, including through pilot programs, the use of innovative septic systems and other non-traditional wastewater management models; develop financial management assistance programs and/or non-financial incentives; and evaluate management and financing options. WR6. Explore the feasibility of cluster sewage treatment systems for multifamily housing areas and neighborhoods that will impact pond water quality where supported by sufficient density. WR7. Fully implement the stormwater bylaw and share further information with the public. WR8. Continue to update pond water quality data and report to the public. WR9. Educate the public on water quality issues and what people can do to make a difference in their own homes. WR10. Pursue land acquisition to protect pond water quality. Actions: WR11. Evaluate the maximum build-out in the Pleasant Bay and Herring River watersheds and its impact on water quality; consider regulations to mitigate build-out impacts. WR12. Promote and research, including through pilot programs, the use of innovative septic systems and other non-traditional wastewater management models, develop financial management assistance programs and/or non-financial incentives, and evaluate management and financing options. WR13. Explore the feasibility of cluster sewage treatment systems for multifamily and other neighborhoods that will impact marine watershed water quality, where supported by sufficient density. WR14. Continue exploring nitrogen reduction practices on golf courses. WR15. Pursue land acquisition to protect marine watersheds water quality. Strategies and Actions Strategies and Actions PURPOSE 3: Protect water quality in marine watersheds through public education, regulation, and mitigation activities 80 81Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DStrategies and Actions Strategies and Actions OPEN SPACE (OS) GOAL: Maintain and expand open space assets to provide passive recreation, protect fragile plant and wildlife habitat, protect water resources, and contribute to carbon sequestration PURPOSE 1: Improve public access to, and expand recreational area use of, open space Actions: OS1. Continue to acquire open space, recognizing varied purposes such as the importance of recreation, the potential for establishing or extending trail networks, habitat benefits and the positive effect of woodlands in climate mitigation as criteria for land acquisition. OS2. Develop an integrated trail system for the Long Pond Woodlands and the Long Pond Parcel. OS3. Continue to improve public education and information, including guides and signage, about access to, accessibility improvements, and locations of town open space assets. PURPOSE 2: Prioritize environmentally sensitive areas for preservation PURPOSE 3: Maintain open space through density and development standards PURPOSE 4: Maintain open space assets for public resource values Actions: OS4. Continue to prioritize land acquisition in public drinking water supply areas. OS5. Formalize the criteria to evaluate open space acquisitions and use. OS6. Emphasize and educate about the importance of pond and fragile habitat protection. Actions: OS7. Revise regulations and bylaws to direct growth toward areas with infrastructure, public services, economic activities, and transport, and away from environmentally sensitive areas. OS8. Develop design standards to prevent fragmentation of environmentally sensitive areas. Actions: OS9. Develop and maintain an inventory of all protected open space in town. OS10. Develop and implement stewardship plans for Town- owned open spaces. 82 83Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D HOUSING (HO) GOAL: Provide more affordable, attainable, accessible, safe, and fair housing, and support residents to maintain and preserve their current housing in order to remain in the community PURPOSE 1: Achieve the Commonwealth’s goal of 10% affordable housing by 2027 Actions: HO1. Implement the 2022 Housing Production Plan (HPP) Update. HO2. Collaborate with existing local and regional groups to conduct public forums educating the general public on what affordable housing is and why it is important in Brewster. HO3. Work collaboratively with other towns to increase opportunities for affordable housing. Strategies and Actions Strategies and Actions PURPOSE 2: Establish attainable housing by promoting housing choices to allow families, single individuals, older adults, and seasonal and year-round workers to live, work, and prosper in the community HO11. Evaluate the acquisition of land by the Town for housing, including for joint purposes such as open space uses. HO12. Encourage housing in areas near transportation, public services, and economic activities. HO13. Explore potential housing programs, opportunities, and funding for those earning 80% to 120% of Area Median Income (AMI). HO14. Consider programs and regulatory amendments to allow for and support seasonal workforce housing. of community housing, including incentives for year-round rentals. HO7. Work collaboratively with other towns to increase opportunities for attainable housing. HO8. Review and evaluate the zoning bylaw with the aim of promoting more opportunities as appropriate for various types and forms of housing, including two- family residential/duplex; multi- unit/multi-family residential; and mixed-use residential development. HO9. Prioritize and incentivize the adaptive reuse of existing buildings for housing. HO10. Evaluate the use of Town- owned properties for creative housing solutions, including reuse of Town-owned buildings for housing such as the former dormitories on the Bay Parcel. PURPOSE 3: Preserve existing year- round housing Actions: HO4. Review and consider revising, as appropriate, the zoning bylaw to clarify/allow mixed use developments. HO5. Evaluate the Accessory Dwelling Unit (ADU) bylaw provisions to improve efficacy, explore incentives for a greater number of ADUs, and connect owners to community resources to provide support and assistance in developing ADUs. HO6. Support creative funding and collaborative partnerships (public/private) in the development Actions: HO15. Promote ability for residents to transition to different forms of housing and remain in Brewster over a lifetime by providing a wide range of housing choices. HO16. Explore solutions to allow residents to age in place, including funding or subsidizing building adaptations, support programs, co- housing, and co-pairing situations. HO17. Evaluate the ADU bylaw provisions to improve efficacy, explore incentives for a greater number of ADUs, and connect owners to community resources to provide support and assistance in developing ADUs. HO18. Support creative funding and collaborative partnerships (public/private) in the preservation of community housing, including incentives for year-round rentals. HO19. Analyze the impacts of short-term rental operations in town and consider adopting policies, regulations, or programs to govern or document short- term rental operations. 84 85Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D COASTAL MANAGEMENT (CM) GOAL: In the context of coastal change, preserve and protect Brewster’s coastal resources, expand public access, and minimize the vulnerabilities from coastal hazards Actions: CM1. Evaluate and implement local coastal resiliency by-laws and regulations to protect or preserve the scale of development, visual character and resources in the town’s coastal areas. CM2. Establish a uniform definition of the 100-year coastal floodplain for local regulations. CM3. Increase public awareness of the importance of healthy coastal wetlands and natural processes, and of the need to protect these resource areas. PURPOSE 1: Protect coastal resources in ways that preserve coastal ecosystems and the character of the town and coastal neighborhoods PURPOSE 2: Maintain and expand public access to the coast for all through public consensus Actions: CM4. Explore and evaluate the need for, and feasibility of, alternative transport and off-site parking options for the town’s coastal beaches and landings. CM5. Continue to implement the Drummer Boy Park Master Plan. CM6. Evaluate, explore, and advance opportunities to preserve or enhance public access to the shoreline and coastal beaches. Strategies and Actions Strategies and Actions CM7. Provide interim access and complete long-term planning for beach access at First Light Beach on the Bay Parcel. CM8. Support those with mobility challenges by preserving public viewsheds and vistas to coastal resource areas and by evaluating opportunities for enhancing mobility access at beach landings. PURPOSE 3: Adapt to climate change projections and advance adaptation and resiliency techniques that are financially and environmentally sustainable Actions: CM9. Periodically assess coastal resource conditions for comparison to baseline conditions and on a regional scale, including sediment budget update, storm tide pathways, and a regional framework for resilience. CM10. Explore regulatory options for managed retreat of existing development from high- risk coastal resource areas. CM11. Explore and evaluate the need for, and feasibility of, potential retreat parking, including for Paine’s Creek and Mant’s Landings. PURPOSE 4: Provide access for coastal water dependent activities Actions: CM12. Provide access for commercial aquaculture by updating regulations, evaluating the designation of an Aquaculture Development Area, and analyzing the costs and benefits of expanding shell fishing and aquaculture. CM13. Provide opportunities for commercial shellfish harvesting by updating regulations. CM14. Expand propagation and other activities to support recreational shell fishing. CM15. Manage competing uses at town landings and mooring areas. 86 87Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D PURPOSE 2: Maintain and attract small businesses compatible with the Town’s character and promote year-round employment Actions: LE5. Review and revise bylaws and regulations to allow a greater variety of small business, including in-home businesses, compatible with the Town’s character. LE6. Build public awareness/understanding of the concept of form-based zoning. Consider form-based zoning for centers of activity that would focus on the physical form of development rather than on the type of business. LE7. Develop a guide to doing business for local businesses in Brewster, including permitting guidance. LE8. Continue to implement online permitting to clarify and simplify the permitting process. Strategies and Actions Strategies and Actions LOCAL ECONOMY (LE) GOAL: Promote a sustainable economy that builds on Brewster’s natural and human assets, addresses the needs of small businesses, and provides year- round employment opportunities PURPOSE 1: Preserve and enhance Brewster’s economy based on the Town’s natural and cultural resources Actions: LE1. Develop an economic development strategy that builds on Brewster’s natural, cultural, and human resources and aims to maintain existing small businesses and attract new small businesses. LE2. Work proactively with the Brewster Chamber of Commerce and other stakeholders to refine a common marketing strategy. LE3. Provide more information, including signage and online material, to help visitors find their way to public resources, businesses, and other amenities in town. LE4. Support designated or identified Town Center(s) and/ or activity centers through Town or other public capital investments. 88 89Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D GOAL: Provide an inclusive Town government that encourages participation by all residents by engaging in two- way communication, expanding volunteer opportunities, and providing customer friendly service PURPOSE 1: Continue to communicate Town plans and activities to residents PURPOSE 2: Expand the volunteer base to increase the use of citizen expertise and build diversity in decision-making PURPOSE 3: Continue to strengthen the customer service approach to Town services GOVERNANCE (GO) Actions: GO1. Develop a written Communications Plan to better inform residents and local businesses about Town affairs. GO2. Continue to provide news and announcements on the Town website and through social and other media. GO3. Provide updated and relevant information on the Town website, including Town finances, projects, permitting processes, and other initiatives. Actions: GO4. Develop and launch a Citizens Leadership Academy to help introduce residents to government services and volunteer opportunities. GO5. Continue the use of town-wide activities and ad hoc committees to engage residents in Town affairs. GO6. Develop a central database of volunteers to assist with recruitment of qualified volunteers across all Town Departments and appointed Committees. GO7. Acknowledge contributions of Brewster residents to Town or public affairs and recognize volunteers when they complete their commitment or at other important junctures of volunteer life. GO8. Continue to partner with community organizations on matters of public importance. Actions: GO9. Develop a resource section on the Town website that includes educational materials, including videos (e.g., by link to Vimeo, BGTV or LCTV files) and fact sheets on topics such as responsibilities of Town Departments, zoning, permitting, ADUs, and other matters of high interest. GO10. Develop a ‘How-to Guide’ for homeowners to explain permitting processes. Strategies and Actions Strategies and Actions 90 91Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DStrategies and Actions Strategies and Actions GOAL: Maintain and enhance town infrastructure in an environmentally and economically sustainable way that supports government services, opportunities for community interaction, the local economy and culture, public health, multi- modal transportation options, and expanded recreational opportunities OVERARCHING PURPOSE: This goal, the Town’s Capital Plan, and the Select Board’s Strategic Plan shall inform one another and shall be applied in harmony and aligned with one another PURPOSE 2: Provide enhanced recreational opportunities, access, and facilities for all PURPOSE 3: Plan and design traditional infrastructure projects like road improvements and maintenance to best serve the needs of the overall community, limit environmental impacts, and balance fiscal impacts COMMUNITY INFRASTRUCTURE (CI) PURPOSE 1: Plan and design Town building and construction projects to benefit the broad cross-section of all users and interests in the community Actions: CI5. Develop a town-wide plan for expanding bike and pedestrian paths and sidewalks, possibly including road improvement priorities, reducing speed limits, a Complete Streets design which is compatible with Brewster’s character, and/ or non-road-based path opportunities. CI6. Pursue the development of the Cape Cod Rail Trail (CCRT) extension from Nickerson State Park to Cape Cod Bay including the consideration of alternatives for crossing Rte. 6A/Main Street. Actions: CI7. Factor, budget, and set aside long- term improvement and maintenance costs in the funding for capital projects. Actions: CI1. Include enhanced universal accessibility where feasible on Town properties and projects. CI2. Move forward on a needs assessment for a multi- generational community center, including potential sites, users and, as applicable, next steps related to results of the School Consolidation Feasibility Study and the Bay Parcel comprehensive planning process. CI3. Implement the updated Master Plan for Drummer Boy Park, approved in 2021. CI4. Complete the comprehensive planning processes for and begin implementation of the plans for the Bay Parcel and Long Pond Parcel. 92 93Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D GOAL: To manage a municipal solid waste system that protects public health, safety, and the environment, optimizes financial methods, communicates effectively with users, and employs innovative strategies to reduce solid waste and related costs PURPOSE 1: Reduce the waste stream PURPOSE 2: Improve the efficiency of the solid waste facility SOLID WASTE MANAGEMENT (SW) Actions: SW1. Implement an ongoing multi-media public education campaign to reduce the waste stream, including re-purposing and re- using items and optimizing recycling. SW2. Enhance and publicize regional waste collection initiatives such as hazardous waste collection. SW3. Further investigate opportunities between Brewster and regional initiatives for solid waste management. Actions: SW4. Enhance communications with the public concerning Recycling Center operations, practices, and policies using a variety of print and electronic media channels. SW5. Conduct a Recycling Center study and site analysis including traffic circulation, optimal use of space, safety, and potential re-use options. 94 95Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DStrategies and Actions Strategies and Actions Actions: CA12. Develop an Education and Preparedness Campaign for the general public and the business sector that includes guidance and checklists for reducing fossil fuel use, as well as recommendations to increase community resilience to the impacts. GOAL: Support and advance the Commonwealth’s greenhouse gas reduction goals, including promoting sustainable energy use and renewable energy that protects the Town’s natural resources PURPOSE 1: Reduce the Town’s contribution to and vulnerability to climate change CLIMATE MITIGATION AND ADAPTATION (CA) Actions: CA1. Develop and implement a Net Zero Energy Plan for the Town’s assets and operations. CA2. Implement the MEMA/FEMA approved 2021 Local Multi-Hazard Mitigation Plan. CA3. Consider specific actions for reducing energy use, including completing energy audits in all Town buildings; specifying actions regarding increased energy efficiency in existing and newly constructed Town buildings; locating solar panels/arrays on Town buildings and facilities; and purchasing alternative energy Town vehicles when due for replacement. CA4. Encourage roof mounted solar panels on buildings and on parking lot canopies/carports. CA5. Work with private entities to install public charging stations at appropriate municipal or publicly accessible locations. CA6. Consider provision of incentives and/or assistance, including financial, for installation of solar panels on private homes. CA7. Modify or re-locate Town infrastructure and buildings to reduce the potential damage due to climate change such as flooding. PURPOSE 2: Review and update Town bylaws and regulations to mitigate projected climate change impacts PURPOSE 3: Build awareness about the nature of climate change and Town efforts to mitigate climate change Actions: CA8. Review zoning bylaws and develop amendments for consistency with this goal, including small-scale solar installations, and to promote efficient development patterns that will encourage a walkable and bikeable community. CA9. Clarify design guidelines for the Historic District regarding installation of renewable energy options. CA10. Review and consider revising existing Town bylaws and regulations dealing with the use of chemical fertilizers. CA11. Foster natural carbon sequestration by amending Town bylaw to limit the clearing of forested land, including for solar farms, and exploring opportunities to restore degraded native plant communities. 96 97Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D 05 Capital Facilities Plan 06 Housing Production Plan Summary 07 LCP Implementation and Performance Monitoring 08 Supporting Local Plans, Regulation and Policies 98 99Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DCapital Facilities Plan Capital Facilities Plan In this section the LCP will align, and cross-reference capital investments contemplated in the Action Plan with the Town’s on-going capital planning. This analysis ensures that the capital requirements necessary to implement the LCP are planned for and met. The LCPs Capital Facilities Plan (CFP) outlines the key capital facilities and infrastructure considerations raised in the Action Plan, intended to support, and advance Brewster’s LCP vision and goals. The CFP includes a spreadsheet that identifies these capital projects, with associated funding information. Infrastructure needs, challenges and constraints informed the preparation of the Action Plan and are discussed in the ‘Existing Conditions’ section of the LCP. The Town of Brewster, through its Town Administrator and Select Board, engage in both an annual Strategic Planning Process and annual Capital Planning Process. The Strategic Plan is arranged by the Building Blocks in the Town’s Vision Plan, which was a precursor to the LCP. Going forward, the Strategic Plan will be arranged by the LCP Building Blocks. The Capital Improvement Plan (CIP) provides a blueprint for planning all the community’s capital expenditures by aligning the Town’s priority capital needs with available funding sources. It includes programming and budgeting functions, allowing for project scheduling and financial adjustments over a 5-year planning horizon. The CIP SECTION 5CAPITAL FACILITIES PLAN culminates in the upcoming year’s spending plan for capital items presented to Town Meeting for approval. The LCP, specifically through its Action Plan and Capital Facilities Plan, is the intersection between the Town’s Strategic Plan and CIP. The Strategic Plan is the primary way through which the LCP Action Plan will be implemented, and its constituent actions prioritized. Although not every item on the CIP is represented in the Strategic Plan or in the LCP, many Town initiatives and projects appear in all three planning documents. All Town capital projects, whether in the LCP or not, must be included on the CIP. The CIP includes many operational or customary items outside the scope of the LCP that are necessary to run the Town effectively. The CFP represents capital projects from the LCP Action Plan that are currently on or might advance to the CIP, and from there to the Strategic Plan for implementation. The Town, through its Finance Team and directed by financial policies established by the Select Board, dedicates a portion of its certified free cash to fund annual capital requests. In addition to the free cash allocation, capital is funded through a variety of grants funds, community preservation funds, debt exclusion, overlay, and capital stabilization. The Golf and Water Departments, which have enterprise funds, pay for their own respective capital items. The Town of Brewster has worked diligently to ensure that the CIP, the Select Board Strategic Plan and the Local Comprehensive Plan are aligned, inform each other, and address and account for consensus community needs and future growth. P e r f o r m a n c e M onitoring SELECT BOARD STRATEGIC PLAN CAPITAL IMPROVEMENT PLAN CAPITAL FACILITIES PLAN ACTION PLAN LOCAL COMPREHENSIVE PLAN 100 101Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D EXISTING INFRASTRUCTURE SYSTEMS, CHALLENGES OR CONSTRAINTS Public Buildings Town Offices, Monument & Ballfield 2198 Main Street Formerly an Elementary School built in 1925, converted into Town Hall in the late 1970’s. Provides office space for Municipal Services and Committee meeting rooms. Retrofitting of energy measures such as HVAC is challenging. Building is near wetlands and the Consodine Ditch. Parking is somewhat limited. Fields have safety/ dimensional constraints as currently configured. Natural Resources/ Conservation Offices 1657 Old Kings Highway Formerly the Fire Headquarters, original building is 1971 and housed both Police and Fire. Currently houses Natural Resources and Conservation Departments. Due to the age of the building and former use, maintenance and upgrades are required and could be costly. Not all of the space is currently being utilized. Public Works Annex 1708 Main Street Formerly the Natural Resources Garage, building is currently used for DPW equipment storage. Building has been assessed for environmental issues and requires some remediation. Town plans to dispose of this property. Parking is very limited and allowed uses under zoning are limited. Council on Aging/ Senior Center 1673 Main Street Built in 1881, formerly the Town Hall, houses Council on Aging. In the same complex as Fire and Natural Resources. Building is not adequate for modern COA services and lacks sufficient programming space. DPW Garage & Office 201 Run Hill Road Public Works Office Space, Garage and Fuel Depot In Historic District. Space is limited due to the capped landfill and ground mounted solar array. Gas migration from the capped landfill needs to be continually monitored. Doors and windows need to be replaced, roof and insulation work required. Bathroom/Locker Room/Break Room facilities are not sufficient. Heating and lighting issues in the garage. Office space is limited. Garage space is maxed out (difficult to fit all equipment). Salt shed needs to be replaced. Police Station 631 Harwich Road Built in 2001, Police Station Facility Ongoing Maintenance, Police Vehicles are exposed Fire Station 1671 Main Street New Building 2018 In same complex as Natural Resources & COA. Systems are modern and require a higher level of service/training for use. Brewster Ladies Library 1822 Old Kings Highway Historic building 1868, newer addition and renovation 1995 Main Entry Stairs not Accessible, IT expansion needed and elevator needs to be upgraded Stony Brook Elementary School with Solar Panels 2298 Main Street Built in 1978 Expanded in 1985 Houses Pre-K through 2nd grade, After School and YMCA programs Needs Major repairs to heating system and roofs Eddy School with Solar Panels 2298 Main Street Built in 1997, houses 3rd grade through 5th grade and Recreation Dept Ongoing maintenance, limited parking Water Department & Garage 165 Commerce Park Drive Built in 2009, Water department administrative building Ongoing maintenance Crosby Mansion & Cottages 163 Crosby Lane Historic building 1888, leased through the State of MA with three rental cottages Historic repairs and upkeep are ongoing, one cottage needs major renovation to be usable Captains Golf Pavillion & Proshop & Maintenance Buildings with Solar Carports 1000 Freemans Way Original facilities. Golf proshop, pavillion, restaurant, maintenance garage, fuel station, chemical storage. Solar Carports are new in 2021. All facilities need either major updating, repairs or replacement of structures. Driving Range is located across the street in Town’s industrial park. Cape Cod Sea Camps Bay Parcel and First Light Beach 3057 Main Street Town bought the former camp in 2021 with existing buildings. 90+ buildings that range in age and use. Remediation required at former shooting range. On-site parking is on fields. Portions of the parcel are in a flood zone. Coastal dune and wetland setbacks also must be accounted for. Cape Cod Sea Camps Pond Parcel 0 Besse Cartway Town bought the former camp in 2021. Access drive is dirt and not an adequate road for enhanced access. Limited to no parking on site. Wetlands near pond. Half of parcel is in Zone II. Transportation Millstone Road 2.5 mile main corridor of town owned road laid out in 1847. Connects Route 6A to Route 137. Averages 3,800 cars a day. 25% of population live on or off Millstone. Long, winding road that does not have consistent shoulder or sidewalks. Safety issues and speed of major concern. Town working on final design for reconstruction. Route 137 3.55 miles of roadway, intersects with Route 124 Parts of the road need better drainage and roadway surface; much of the road might benefit from sidewalks for pedestrian access and safety. Townwide Roads and Drainage Systems throughout Town 56 miles of Town road, 48 miles paved, 9 gravel with a range of ages and drainage systems; 103 miles of private roads througout town; 52 miles of state roads Pavement Management Plan done in 2021. 2 miles of road need major rehabilitation; 14.5 miles need minor rehabilitaion; 13.3 need preventive maintenance; 5.23 need routine maintenance; many roads lack sidewalks for safe pedestrian access. Town needs additional road bond funding to supplement Ch. 90 and annual road drainage funding. Drainage systems not built to handle increased storms. Cape Cod Rail Trail bikepath throughout Town and across Cape 25 miles of off road paved path from Yarmouth to Wellfleet. Runs through Brewster and through Nickerson State park. Heavily used in season, bike trail crossing at Millstone, Route 124 and Underpass Road can be dangerous. Capital Facilities Plan Capital Facilities Plan 102 103Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D Public Services Drinking Water Distribution System throughout Town 130 miles of water main, 1188 fire hydrants servicing 7200 service connections. Continued maintenance of the system will be determined by the anticipated update to the existing master plan. Pumping Station #3 811 Freeman Way Built in 1986, about 90 feet deep Redevelopment every 3 to 7 years depending on specific capacity and iron levels. Pumping Stations #1 & #2 566 Freeman Way Constructed in 1971, about 76 Feet Deep Redevelopment every 5 to 10 years depending on specific capacity and iron levels. 2 Metal Water Tanks 23 Yankee Drive- Tower Circle Constructed in 1971 and 1989 Exterior painting overcoat anticipated in 2023 / 2024 Pumping Station #4 699 Run Hill Road Built in 1991, about 101 feet deep Redevelopment every 3 to 7 years depending on specific capacity and iron levels. Roof being assessed for replacement. Greensand Treatment Facility 697 Run Hill Road Constructed in 2001 Roof being assessed for replacement Lime Station 548 Freeman Way Constructed in 1990 Ongoing maintenance funded by operating budget. Lime Station 813 Freeman Way Constructed in 1990 Ongoing maintenance funded by operating budget. Pump Station including Well #6 379 West Gate Road Built in 2013, about 121 feet deep Redevelopment every 5 to 10 years depending on specific capacity and iron levels. Transfer Station Facility 201 Run Hill Road Capped Landfill that provides trash, recycling and related services to residents, including a Swap Shop Circulation is challenging (tandem parking is an issue), Transfer Station building is old, has many issues and is not used as it was originally intended, Swap Shop is small and inadequate. The old highway garage which houses the bathroom facility is a safety concern. Bathroom facilities are insufficient. Other/Recreation Captains Golf Course and Driving Range Freemans Way & Commerce Park 36 Hole Golf Course and Driving Range Course irrigation original, will need upgrade. Sink holes are a problem. Course and Driving Range in different locations. Whitecaps Ball Field Dugouts/Press Box/ Scoreboard/Picnic Area/Poles/Bleachers 384 Underpass Road Cape Cod Baseball league team facility - long term lease with elementary school Facility does not contain lighting. Recent ADA updates. School Playground adjacent will require upgrades or new. Tennis Courts/Fencing 384 Underpass Road Municipal Tennis courts built in 2010 on School Property Ongoing Maintenance. Part of the tennis courts converted to Pickle Ball Courts. Brewster Dog Park 631 Harwich Road Municipal Dog Park constructed in 2022. Ongoing management and oversight in coordination with Friends of Brewster Dog Park. Wing Island Boardwalk Main Street Land acquired by Town in 1961, dual marsh planks across marsh, path begins at Cape Cod Museum of Natural History Boardwalk floods twice a day. Boardwalk is uneven and accessible for many. Path to boardwalk is through privately owned property and parking is problematic. Freemans Fields Freemans Way Two little league fields, one babe ruth field and soccer fields that abuts town of Brewster water department lands Accessibility could be improved, parking limited, concessions not hooked up, no common play spaces, ongoing field maintenance Drummer Boy Park 785 Main Street 17 acres acquired by Town in 1988-used as a park, playground, rented to groups- including fairs, town band, walking trails Master Plan recently updated; updates for parking, playground, drainage and existing structures needed Gages Field Main Street One Little League baseball field Behind Fire Station facility, limited parking, accessibility upgrades needed Beach & Pond Parking Lots and Landings throughout Town 10 Public Beach landings off Route 6A, Bay Beaches and 6 Ponds with Landings. Limited parking at most landings, no attendants on site, limited services on site, many of the roads to beaches are narrow and in poor condition, concerns with sea level rise in some locations, concerns of pond water quality and health Conservation Areas throughout Town Approximately one third of Brewster is protected open space land held by the Town, the State, non-profits or the Conservation Commission. Many of the lands have trails. Difficult to maintain trails based on the number and where they are located in town given limited staffing resources. Limited parking at many trails. Nickerson State Park 3488 Main Street 1,900 acres of State owned forest with approx. 420 camp sites and 8 freshwater ponds Wildfire risk, difficult to manage evacuation, pond quality issues, mosquito control Other Services Power Distribution Ground Mount Solar Comcast Cable & Internet Capital Facilities Plan Capital Facilities Plan 104 105Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DCapital Facilities Plan Capital Facilities Plan EXISTING INFRASTRUCTURE SYSTEMS, CHALLENGES OR CONSTRAINTS Project Name Ac t i o n Pl a n # SB St r a t e g i c Pl a n Description Funding Sources and Strategies Pr i o r i t y (H i g h / M e d / Lo w ) Es t i m a t e d C a p i t a l Co s t $ / $ $ / $ $ $ How this Capital Investment Supports the LCP Vision, Goals, Purposes and Action Plan On Town 5 Year Capital Plan Community Center Design/Construction CC1, CI2 SC-3 Multi-generational community center to include COA and Recreation Depts. Location needs to be determined first then programming need and facility design. Funding likely to be combination of debt exclusion and capital stabilization funds. High $$$Supports recreational opportunities cited in Vision Statement; Community Character social opportunities and services Goal and Purpose YES Elementary School Facilities Upgrades and Accessibility CC3, CC4 CI-3 Determine next steps with School Dept. regarding the results of the School Consolidation Feasibilty Study Investment in two school elementary schools will be determined based on next steps. Stony Brook requires a new heating system and new roofs. Funding through MSBA, Green Communities and Local match funds Med $$Supports Town Vision Statement to provide infrastructure to ensure that all citizens are safe, healthy, and supported, and Community Character social opportunities and services Goal and Purpose YES Town Center development CC9, CC11 Explore establishment of Town Center or activity centers, including mixed use potential Zoning and Land Management may require a consultant to assist to be funded in Town Capital plan with Free Cash allocation Med $Supports Town Vision Statement to provide infrastructure to ensure that all citizens are safe, healthy and supported; Community Character Goal and Purpose 3 and Community Character Actions NO Land purchases for drinking water protection, pond water quality, marine water quality, housing WR1, WR9, WR14, OS3, HO11 G-10, H-2, SC-2, WR-1 Develop standard criteria and process to evaluate potential land acquisitions for various municipal purposes -Ex. Former Cape Cod Sea Camps parcels Acquisition of land is accomplished through a variety of funding sources and partnerships: CPC, LAND Grants, BAHT funds, BCT, Water Commission and debt exclusions Med/ High $$Supports Town Vision Statement to protect water resources, Water Resources/Housing Purposes and Actions YES Acquire open space for recreation, trail networks OS1 OS-1, G-10 Continue to acquire open space, recognizing varied purposes such as emphasizing the importance of recreation, the potential for establishing or extending trail networks, habitat benefits and the positive effect of woodlands in climate mitigation as criteria for land acquisition. Acquisition of land is accomplished through a variety of funding sources and partnerships: CPC, LAND Grants, BCT, Water Commission and debt exclusions Med $$Supports Town Vision Statement to protect town character, open space NO, but on CPC 5 Year Plan Integrated trail system for Long Pond woodlands and former Sea Camps property OS2 SC-1, SC-2, SC-3, SC-4 Town purchased the Long Pond Parcel which is adjacent to the Long Pond Woodlands. Town will determine, through its comprehensive planning process, opportunities for passive and active recreation and needed trail system Grant Funding, CPC, Free Cash allocation through Capital Plan, partnerships with BCT and MA Audubon High $Supports Town Vision Statement to protect open space, provide scenic areas for recreation and contemplation; Open Space Goals and Purposes NO, Acquistion costs only until Comprehensive Plans created Evaluate re-use of Town-owned buildings for housing, including Sea Camps property H-10 SC-1, SC-2, SC-3, SC-4, H-2 As part of the comprehensive planning process for the former Sea Camps properties, Town will look at opportunities for housing. Town through its HPP strategies will look at other opportunities for building re-use for housing as well. Housing Funding depends on the type of Housing: Can be State grants, Private-Public Partnerships, BAHT funds, CPC Funds or through the Capital Plan with Free Cash or Short-term Rental revenues Med $$Supports Town Vision Statement to offer housing that is affordable to residents of all ages and economic standing; Housing Goals and Purposes NO 106 107Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D Evaluate need for and feasibility of alternative transport for off-site retreat parking for various town beaches and landings CM4, CA7 CA-1, CM-2, SC-2 Town has created a resident only beach at First Light, freeing up more spots at other locations. Town is working on a bike/pedestrian path to Linell & Crosby with State DCR. Town created overflow parking at Crosby. Town created additional parking at Breakwater. Town will continue to look at opportunities for expanded access for parking and pedestrian access. Grant Funds, Free Cash allocations through Capital Plan Med $$Supports Town Vision Statement to protect bayside coastline; Coastal Management Goals and Purposes Yes Complete permitting and construction of Wing Island boardwalk CM5 OS-1, CM-1 Further design and permitting for Wing Island Boardwalk in conjunction with Drummer Boy Phase I site improvements Design funds approved at May TM, grant funds, donations, local match funds in capital plan High $$Supports Town Vision Statement to protect open space, provide scenic areas for recreation and contemplation; Open Space Goals and Purposes Yes Complete design and construction of Drummer Boy Park Master Plan Phase 1 CM5, CI3 OS-1, CM-1 Implement recommendations of Drummer Boy Master Plan site improvements to stormwater management, parking, and access, in conjunction with Wing Island boardwalk project Design funds approved at May TM, ARPA funds, Grant Funds, Donations, Local Match Funds through Capital Plan High $$Supports Town Vision Statement to protect open space, provide scenic areas for recreation and contemplation; Open Space Goals and Purposes Yes Provide interim access and complete long-term planning for beach access at First Light Beach property CM6 SC-2, G-9 Town established a resident beach at First Light in the summer of 2022. Town will continue summer access, weekends in Fall and how further access can occur. Beach parking lot and gate attendants were funded with ARPA funds. A long term plan to fund positions will need to be determined and incorporated into the Town budget. High $Supports Town Vision Statement to protect bayside coastline; coastal management Goals and Purposes Yes Improve visibility and mobility access at beach landings CM7 Provide and expand public access for all; Town takes proactive approach to managing our landings and beach access. Town has purchased mobi-mats through Capital Plan Free Cash and made accomodations at various beaches throughout town. Town has 4 mobi-chairs available - 2 were grant funded. Low $Supports Town Vision Statement to provide infrastructure to ensure that all citizens are safe, healthy and supported and Community Character social opportunities and services Goal and Purpose Yes Include enhanced universal accessibility where feasible on Town properties and projects CI1 H-2, CI-2 Consider accessibility when modifiying town buildings and in planning town projects Grant Funding, Town capital plan, CPC funds Med $$Supports Town Vision Statement to provide infrastructure to ensure that all citizens are safe, healthy and supported and Community Character social opportunities and services Goal and Purpose No Complete comprehensive planning processes for and begin implementation of plans for Bayside and Long Pond former Sea Camps properties CI4 SC-1, SC-2, SC-3, SC-4 Working with planning committees, consultant, stakeholders and residents to complete comprehensive plans for both parcels and bring to Town Meeting. Continue to provide and expand interim short term public access. Re-use of existing article, grant funds, free cash, debt exclusion, ARPA funds High $$$Supports Town Vision Statement to protect open space, provide scenic areas for recreation and contemplation; Community Infrastructure Goals and Purposes Yes Develop town-wide plan for expanding bike and pedestrian paths and sidewalks CI5 CI-4 Using Bike Strategy Plan, Pavement Management Plan, and Complete Streets Prioritization Plan consider pedestrian access when developing and implementing Road Capital Plan. Road Bond, Ch. 90 State Funding, Complete Streets Funding, Funding through 5 year Capital Plan Med $$$Supports Town Vision Statement to provide infrastructure to ensure that all citizens are safe, healthy and supported and Community Infrastructure Goal and Purpose Yes Pursue development of Cape Cod Rail Trail extension from Nickerson State Park to Cape Cod Bay CI6 CM-3 FY21- 22 Plan Work with State DCR and MA DOT to create a bike and pedestrian trail to Linnell and Crosby Landings Funding through State DCR capital plan state grant, or bond bill with some local match Low $$Supports Town Vision Statement to provide infrastructure to ensure that all citizens are safe, healthy and supported and Community Infrastructure Goal and Purpose Yes Capital Facilities Plan Capital Facilities Plan 108 109Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0DCapital Facilities Plan Capital Facilities Plan Conduct Recycling Center study and site analysis and potential re-use options SW5 SW-1 Review existing facilities and determine what changes should be implemented for modern recycle center services Town re-allocated existing funds at the May Town Meeting to conduct study. Site changes and enhancement costs to be determined. Low $$Supports Solid Waste Management Goal, Purposes and Actions Yes Locate solar panels/ arrays on Town buildings and facilities CA3 CA-1, CA-2 Town recently sited two car solar carports at the Captains Golf Course. Town through its Energy Manger will review town buildings and sites for other opportunities and/or enter into off-taker arrangements. Typical solar initiative involves a private-public partnership and results in either reduction in energy bills for town or lease payments Med $Supports Climate Mitigation and Adaptation Goals, Purposes and Actions No Purchase alternative energy Town vehicles when due for replacement CA3 CA-1, CA-2 Town is a Green Community and is working through its Energy Manager and Master Mechanic to review town fleet to develop a 5 year plan as appropriate for replacement with Hybrid or EV vehicles Funding through Green Communities. Vehicle replacement is a standard item on the town’s 5 year capital plan, supported through free cash. Med $$Supports Climate Mitigation and Adaptation Goals, Purposes and Actions Yes Work with private entities to install public charging stations at appropriate municipal or publicly accessible locations CA5 CA-1, CA-2 Town is a Green Community and is working through its Energy Manager to determine appropriate locations for charging stations. Funding through Green Communities Grants, Other available grant funding and local match of free cash Med $Supports Climate Mitigation and Adaptation Goals, Purposes and Actions No Modify or re-locate town infrastructure and buildings to reduce potential damage due to climate change CA7 CM-2 Consider climate change and mitigation when designing and siting town facilities and infrastructure, especially water and stormwater. Consider climate change in modifying or constructing existing buildings. Town has an approved Hazard Mitigation Plan and a Municipal Vulnerability Plan which both provide grant funding for mitigation. Med $$Supports Climate Mitigation and Adaptation Goals, Purposes and Actions No Millstone Road Community Housing HO1, HO6, HO10 H-2, H-4 Development of 45 units of rental housing on town owned land Developer to apply for Low Income Tax Credits and other state funding. Local funds of combined CPC and BAHT expected to contribute. High $$Supports Housing Goal to provide more affordable, accessible housing and to implement the goals in the 2022 Housing Production Plan and the purposes and actions in the Housing Goals Yes Wastewater Infrastructure WR4, WR5, WR11, WR12 WR-1 Design & construct Innovative Alternative septic systems and other non-traditional wastewater solutions to mitigate negative impacts on pond and embayment water quality. State Revolving Fund, Cape Cod & Islands Water Protection Fund, Free Cash, Water Quality Stabilization Fund High $$$Supports Water Quality Goals to improve water quality in marine watersheds and ponds Yes 110 111Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D This section summarizes the 2022 Town of Brewster Housing Production Plan (HPP) Update, which was approved by the Commonwealth in July 2022. The Housing Production Plan’s (HPP) goal is to help the Town make steady progress towards the 10% statutory minimum of affordable housing under Chapter 40B. Every community in Massachusetts is mandated to have 10% of total year-round housing units as deed-restricted to be affordable for low- or moderate-income households. The HPP includes a housing needs assessment, housing goals, and implementation strategies. Brewster’s 2022 HPP is an update to the 2017 HPP which has guided the Town’s Housing program over the past 5 years and is currently certified, meaning the Town has met its housing production goal for the present year. HOUSING PRODUCTION GOALS The Department of Housing and Community Development (DHCD) HPP guidelines require that the goals include both qualitative and quantitative outcomes based on community and regional needs. Brewster’s mandated quantitative goal is to produce 24 new units of Subsidized Housing Inventory (SHI) eligible affordable housing units a year. The Town identified four major qualitative goals: 1. Increase and diversify year-round housing options in Brewster for a range of income levels and household types. 2. Prevent displacement of current residents and facilitate housing mobility for households looking to move within or into Brewster. 3. Align development with the principles of the Town’s Local Comprehensive Plan/Vision Plan 4. Continue to build capacity to produce housing through staffing, funding, regional partnerships, advocacy and education, and relationships with nonprofit and for-profit developers. SECTION 6HOUSING PRODUCTION PLAN SUMMARY HOUSING NEEDS ASSESSMENT Key findings of the housing needs assessment include the following: • Brewster’s population increased by 5% between 2010 & 2020 Census, despite projections forecasting a potential decline. • Over the past decade, the population under 54 years old has decreased, and the population over 55 years has increased. • Older adults living alone are the most likely household type to be low–to- moderate income, under 80% of the Area Median Income (AMI). • Housing sales prices have jumped significantly since 2020 and continue to rise. Rental opportunities are limited, particularly for market rate units. The share of housing units for seasonal recreational, or occasional use has increased, while the share of year-round renters has decreased. HOUSING PRODUCTION PLAN IMPLEMENTATION STRATEGIES Brewster has made significant progress implementing its 2017 Housing Plan. This includes hiring a Housing Coordinator, creating a Housing Trust, adopting Accessory Dwelling Unit Bylaws, obtaining housing funding, receiving a Community Development Block Grant (CDBG) for housing rehab and childcare, accepting a proposal to build rental housing on Town land, redeveloping a vacant building for housing, permitting 59 units of affordable housing, and twice certifying the Housing Plan. The 2022 HPP includes the following Implementation Strategies to meet the 10% DHCD affordable unit goal: Housing Production Plan Summary Housing Production Plan Summary 112 113Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D Regulatory Reform - Involve tools that make permitting more efficient, allow more housing development, and allow more types of housing in Brewster. Strategy 1: Re-evaluate the existing ADU and ACDU bylaws and other references to accessory apartments; explore amendments to streamline these provisions and improve their efficacy. Strategy 2: Amend zoning to clearly allow mixed uses that include housing in business-zoned areas. Strategy 3: Re-evaluate the existing multifamily dwelling bylaw (Section 179-34) and consider changes and other regulatory measures to facilitate multi-unit residential development. Strategy 4: Explore measures to require or encourage the inclusion of affordable units in residential developments over a certain number of units. Strategy 5: Allow and incentivize the adaptive reuse of existing buildings for the creation of affordable and mixed income housing. Strategy 6: Utilizing the findings of the ongoing Integrated Water Resources Management Plan, continue to identify appropriate wastewater treatment systems to enable the creation of denser housing developments that can support the inclusion of affordable units. Strategy 13: If deemed necessary based upon the findings of the Town-owned land inventory, develop and issue an RFP for the acquisition of privately held land for the creation of affordable and attainable housing. Education and Advocacy - Capture key stakeholders most at risk from the effects of limited housing choices. Strategy 14: Develop a collaborative housing education plan that connects to the Town’s Local Comprehensive Plan. Strategy 15: Continue to ensure regular participation by staff and members of Town bodies in available training on housing- related issues including fair housing, local and regional housing needs, comprehensive permit administration, and other relevant topics. Local Planning and Policy - Pursue partnerships and create a more welcoming environment for housing development. Strategy 16: Continue to make good use of Chapter 40B, including the Local Initiative Program (LIP), as a vehicle for creating affordable housing. Strategy 17: Encourage public/private partnerships to facilitate the collaborative production of affordable Funding and Assets - Protect existing affordable housing and pursue specific ways to expand local funds. Strategy 7: Continue to work with nearby communities on the Cape by pooling CPA funds and other resources to construct affordable housing in suitable locations throughout the region and meet regional housing needs. Strategy 8: Develop a five-year financial plan for the Brewster Affordable Housing Trust and determine whether additional funding streams should be explored. Strategy 9: Based upon the BAHT five-year financial plan, explore other funding opportunities to support housing initiatives at a range of income levels. Strategy 10: Explore local property tax incentives for the creation of affordable housing, such as offering a reduction of property taxes to an owner renting an affordable unit. Strategy 11: Develop criteria for assessing a property’s suitability for the creation of affordable and attainable housing. Strategy 12: Inventory existing Town-owned land using the criteria developed to determine suitability for housing; develop and issue an RFP for the development of affordable and attainable housing on properties identified as suitable for housing development. housing to meet a range of community needs. Strategy 18: Continue to monitor the impacts of short-term rentals on the availability of year-round rental units; review and consider changes to local policies accordingly. Strategy 19: Increase housing staff capacity to ensure continued and consistent collaboration with the Building, Conservation, Health, and Planning Departments. Community Resources & Local Support – Ensure needs of the program benefactors are met. Strategy 20: Continue the CDBG-funded housing rehabilitation program to enable income-eligible homeowners to make critical home repairs. Strategy 21: Evaluate current CPC- funded housing initiatives and consider adjusting to meet current needs. Strategy 22: Explore other opportunities for direct support for eligible households, including partnerships with local non-profits and housing assistance providers. Housing Production Plan Summary Housing Production Plan Summary 114 115Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D SECTION 7IMPLEMENTATION AND PERFORMANCE MONITORING Implementing the LCP will be the responsibility of numerous Town Boards and Departments and organizations in the community. The Select Board will hold responsibility for identifying action priorities and overseeing implementation. The primary vehicle for identifying priorities will be the Select Board’s annual rolling strategic planning exercise which, since its start in 2019, has been structured around the goals of the Vision Plan. The Select Board’s Strategic Plan is updated on an annual basis with input from Town Boards, Committees and Department Heads. A copy of the FY23-24 Strategic Plan is included in this section. The Selectboard will balance the various Building Block goals seeking to identify consensus priorities in carrying out its strategic planning. The Select Board will also coordinate LCP actions with the implementation of other actions contained within the Strategic Plan or of public importance, e.g., proposed regulatory changes to forward particular LCP goals would not only be coordinated with one another but with any broader efforts to review and revise Town regulations or bylaws. Moving forward, the LCP will be the framework to ensure the alignment of the Select Board’s Strategic Plan and the community’s vision. In addition to the Select Board, the Planning Board will play a key role in implementing the LCP, particularly those elements related to land use policy and reforming the Town’s bylaws so that they become better adapted tools for achieving the vision and policy directions of the LCP. Monitoring the implementation of the Vision Plan and reporting to the community have been part of the Vision Planning Committee’s charge. To assist in understanding the process by which the Town will implement action items, a diagram depicting the relationship between the LCP, the Strategic Plan and the Capital Improvement Plan follows. After LCP adoption, the Strategic Plan will, among other things, incorporate LCP Building Block goals and actions as a means of implementing the LCP. In terms of implementation, the Strategic Plan assigns timeframes and responsible parties to undertaking actions, which is a particularly effective process in ensuring that the LCP is implemented successfully and with the best available information. In 2021, the Vision Planning Committee produced a report on the implementation of the Vision Plan that was well received by the public and Town government. With the LCP becoming the framework for the Select Board’s Strategic Plan, monitoring LCP implementation becomes an integral part of that annual process. This will include publishing reports on implementation progress for the Select Board’s internal use and reporting to the public on progress in achieving the community’s goals. The Town will also provide the Cape Cod Commission this annual report to communicate progress on the LCP. Vision Building Block Goal # Goal Description Timeline Degree of Complexity Vision Plan / Local Comprehensive Plan FY22-23 SB Plan Primary Responsible Party Other Key Stakeholders Former Sea Camps Properties SC-1 Complete discovery phase, including building inventories/ assessments, and continue to implement interim property management plan FY23 Medium X Town Administration and Bay & Pond Property Planning Committees Town Staff SC-2 Continue to develop/refine and implement interim public access/use plans FY23-24 Higher X X Town Administration and Bay & Pond Property Planning Committees Select Board; BPPC & PPPC Liaisons, Representatives, and Town Staff SC-3 Launch community planning process, engage residents and stakeholders, determine support for constructing new community center on bay property, and develop long-term comprehensive plans for both properties FY23-24 Higher X X Town Administration and Bay & Pond Property Planning Committees Select Board; BPPC & PPPC Liaisons, Representatives, and Town Staff SC-4 Continue to explore potential short- and long-term partnerships that may mitigate acquisition costs or operating expenses and may provide enhanced services, programs, or amenities for residents FY23-24 Medium X X Town Administration and Bay & Pond Property Planning Committees Select Board; BPPC & PPPC Liaisons and Representatives, and Town Staff Community Character CC-1 Adopt and implement 5-year Community Preservation Plan and seek adoption of proposed bylaw amendments to support maximum flexibility to fund projects to meet community needs FY23 Lower X Community Preservation Committee Town Administration; Select Board; Finance Committee; Open Space Committee; Affordable Housing Trust; Historical Commission; Recreation Commission CC-2 Identify and evaluate benefits of introducing/ expanding targeted local tax relief options FY23 Medium X X Finance Team Select Board; Finance Committee; Board of Assessors; Brewster Association of Part-Time Residents CC-3 Complete sociodemographic study to inform next steps in crafting and advancing diversity, equity, and inclusion initiatives FY23 Lower X X Town Administration Select Board; Human Resources Dept; Town Staff Open Space OS-1 Complete design and implement updated Drummer Boy Park Master Plan Phase I improvements in coordination with Wing Island Boardwalk project FY23-24 Medium X X Town Administration Select Board; Natural Resources Commission & Dept; Department of Public Works; Brewster Conservation Trust; Brewster Historical Society OS-2 Identify and resolve private party encroachments on Town land FY23-24 Lower Town Administration & Natural Resources Dept Select Board; Conservation Commission; Water Commission & Dept; Brewster Conservation Trust Housing H-1 Develop five-year financial plan for Affordable Housing Trust and determine whether additional funding streams should be explored to support housing initiatives at a range of income levels FY23 Medium X X Affordable Housing Trust & Finance Team Select Board; Finance Committee; Housing Coordinator H-2 Begin implementing updated Housing Production Plan priority strategies FY23 Medium X X Affordable Housing Trust & Housing Coordinator Select Board; Planning Board; Housing Partnership; Town Administration; Planner H-3 Continue to provide support services to residents, including CDBG housing rehabilitation and childcare vouchers FY23-24 Medium X Housing Coordinator Select Board; Town Administration; Affordable Housing Trust; Human Services Committee; Council on Aging H-4 Advance Millstone Road Community Housing project FY23-24 Higher X X Town Administration & Housing Coordinator Select Board; Affordable Housing Trust; Community Preservation Committee; Planning Dept & Zoning Board of Appeals Vision Building Block Goal # Goal Description Timeline Degree of Complexity Vision Plan / Local Comprehensive Plan FY22-23 SB Plan Primary Responsible Party Other Key Stakeholders Local Economy LE-1 Define and provide necessary supports to effectively implement electronic permitting and invest in phased digitization of Town records FY23 Medium X X Town Administration Select Board; IT Director; Building Dept; Health Dept; Planning Dept LE-2 Continue to host semi-annual roundtable with Town officials, Chamber of Commerce, and local business community to build on increased outreach and communication developed during pandemic FY23-24 Lower X X Town Administration Select Board; Town Staff; Chamber of Commerce LE-3 Develop Guide to Doing Business in Brewster FY24 Medium X Town Administration Building Dept; Health Dept; Planning Dept; Natural Resources Dept; Town Clerk; Chamber of Commerce Coastal Management CM-1 Complete design and permitting of Wing Island boardwalk FY23 Higher X X Town Administration Select Board; Conservation Commission; Natural Resources Commission & Dept; Department of Public Works; Brewster Conservation Trust; Cape Cod Museum of Natural History CM-2 Consider merits of Cape Cod Commission's model coastal resiliency bylaws/regulations and potential implementation FY23-24 Medium X Planning Dept Planning Board; Town Administration; Board of Health & Health Dept; Conservation Commission & Natural Resources Dept; Building Dept Water Resources WR-1 Convene a new Water Resources Task Force and develop updated plan and timeline for advancing integrated water quality initiatives, to include addressing DEP’s proposed changes to Title V regulations and continuing collaboration with external stakeholders FY23-24 Higher X X Water Resources Task Force Town Administration; Select Board; Natural Resources Commission & Dept; Water Commission & Dept; Board of Health & Health Dept; Planning Board & Dept; Finance Committee; Brewster Ponds Coalition WR-2 Continue to educate public about new stormwater bylaw/regulations and consider refinements as needed FY23 Lower X X Planning Dept Planning Board; Town Administration; Conservation Commission & Natural Resources Dept; Building Dept Community Infrastructure CI-1 Determine support for advancing proposed Brewster Ladies Library renovation project FY23 Lower Select Board Town Administration; Brewster Ladies Library Association & Library Dept CI-2 Conduct a needs assessment and develop FY24-28 COA (Age Friendly) Community Action Plan FY23 Medium X Council on Aging Board & Dept Select Board; Town Administration; Bay Property Planning Committee CI-3 Work with Nauset School officials to clarify process and timeline of next steps regarding results of Elementary School Consolidation Feasibility Study, especially in relation to other potential Town & School capital investments FY23 Medium X X Select Board & Town Administration Brewster School Committee & Nauset Administration; Finance Committee CI-4 Complete Millstone Road project final design/ permitting and create Road Capital Prioritization Plan FY22-23 Higher X X DPW Director & Town Administration Select Board; Finance Committee CI-5 Develop policy to clarify provision of Town services on private roads and consider potential amendments to private road betterment bylaw FY23-24 Medium DPW Director & Town Administration Select Board; Public Safety Team; Planning Dept & Planning Board; Finance Team Vision Building Block Goal # Goal Description Timeline Degree of Complexity Vision Plan / Local Comprehensive Plan FY22-23 SB Plan Primary Responsible Party Other Key Stakeholders Governance G-1 Establish and communicate budget capacity to Nauset School officials based on the Town’s current and long- term fiscal sustainability FY23 Medium X Select Board & Town Administration Finance Committee & Finance Team; Nauset Regional School Committee; Brewster School Committee; Nauset School Administration; Nauset region Town officials G-2 Launch new Town website and identify preferred enhancements to current communications model FY23 Medium X X Town Administration Select Board; IT Dept; BGTV G-3 Establish process to revise Brewster Town seal & draft related use policy FY23-24 Medium Select Board Town Administration & Town Staff G-4 Evaluate potential amendments to noise bylaw and/or develop entertainment license regulations FY23 Lower Select Board & Town Administration Town Staff G-5 Finalize, adopt, and implement Local Comprehensive Plan and monitor progress FY23-24 Medium X X Vision Planning Committee, Select Board, and Planning Board Planning Dept; Town Administration; Town Staff G-6 Develop and launch capital budget and other transparency features of new online platform to continue to improve accessibility of Town finances FY23 Medium X X Finance Team Select Board; Finance Committee G-7 Support Human Resource Department by: 1. Continuing to implement findings from HR audit, including development of employee handbook 2. Continuing to monitor and support employee wellness 3. Creating programs to recognize Town staff/volunteers for their community service FY23-24 Medium X X Town Administration Select Board; Human Resources G-8 Identify priority areas to increase organizational capacity to meet enhanced service needs and expanded project demands and develop long-term financing plan to fund necessary personnel FY23-24 Medium X X Town Administration & Finance Team Select Board; Finance Committee; Town Staff G-9 Consider need for and structure of new Parks & Recreation Department responsible for management of Drummer Boy Park, former Sea Camps, Dog Park, and other existing recreational amenities/programs FY23-24 Higher X X Town Administration Select Board; Finance Team; Human Resources; Recreation Dept & Commission; Natural Resources Dept; Department of Public Works G-10 Develop standard criteria and process to evaluate potential land acquisitions and consider establishing municipal land acquisition committee FY23 Medium X Select Board Town Administration; Open Space Committee; Affordable Housing Trust; Water Commission Climate Mitigation & Adaptation CA-1 Develop and implement updated staffing and committee model that reflects the Town’s commitment to comprehensively advancing energy, climate change, and resiliency initiatives FY23 Medium X Town Administration Select Board; Energy Committee & Manager CA-2 Develop net zero energy roadmap FY24 Higher X X Town Administration Energy Committee & Manager; Select Board; Facilities Manager Solid Waste Management SW-1 Complete site assessment and determine next steps to improve Department of Public Works and Recycling Center property and facilities FY23 Lower X DPW Director Town Administration; Select Board; Recycling Commission SW-2 Continue hydration station installation project FY23-24 Lower X Water Superintendent Town Administration; Select Board; Recycling Committee; Water Commission; Facilities Manager Implementation Diagram Implementation and Performance Monitoring Implementation and Performance Monitoring Select Board FY23-24 Strategic Plan FINAL APPROVED 08.22.22 Vision Building Block Goal #Goal Description Timeline Degree of Complexity Vision Plan / Local Comprehensive Plan FY22-23 SB Plan Primary Responsible Party Other Key Stakeholders Former Sea Camps Properties SC-1 Complete discovery phase, including building inventories/ assessments, and continue to implement interim property management plan FY23 Medium X Town Administration and Bay & Pond Property Planning Committees Town Staff SC-2 Continue to develop/refine and implement interim public access/use plans FY23-24 Higher X X Town Administration and Bay & Pond Property Planning Committees Select Board; BPPC & PPPC Liaisons, Representatives, and Town Staff SC-3 Launch community planning process, engage residents and stakeholders, determine support for constructing new community center on bay property, and develop long-term comprehensive plans for both properties FY23-24 Higher X X Town Administration and Bay & Pond Property Planning Committees Select Board; BPPC & PPPC Liaisons, Representatives, and Town Staff SC-4 Continue to explore potential short- and long-term partnerships that may mitigate acquisition costs or operating expenses and may provide enhanced services, programs, or amenities for residents FY23-24 Medium X X Town Administration and Bay & Pond Property Planning Committees Select Board; BPPC & PPPC Liaisons and Representatives, and Town Staff Community Character CC-1 Adopt and implement 5-year Community Preservation Plan and seek adoption of proposed bylaw amendments to support maximum flexibility to fund projects to meet community needs FY23 Lower X Community Preservation Committee Town Administration; Select Board; Finance Committee; Open Space Committee; Affordable Housing Trust; Historical Commission; Recreation Commission CC-2 Identify and evaluate benefits of introducing/ expanding targeted local tax relief options FY23 Medium X X Finance Team Select Board; Finance Committee; Board of Assessors; Brewster Association of Part-Time Residents CC-3 Complete sociodemographic study to inform next steps in crafting and advancing diversity, equity, and inclusion initiatives FY23 Lower X X Town Administration Select Board; Human Resources Dept; Town Staff Open Space OS-1 Complete design and implement updated Drummer Boy Park Master Plan Phase I improvements in coordination with Wing Island Boardwalk project FY23-24 Medium X X Town Administration Select Board; Natural Resources Commission & Dept; Department of Public Works; Brewster Conservation Trust; Brewster Historical Society OS-2 Identify and resolve private party encroachments on Town land FY23-24 Lower Town Administration & Natural Resources Dept Select Board; Conservation Commission; Water Commission & Dept; Brewster Conservation Trust Housing H-1 Develop five-year financial plan for Affordable Housing Trust and determine whether additional funding streams should be explored to support housing initiatives at a range of income levels FY23 Medium X X Affordable Housing Trust & Finance Team Select Board; Finance Committee; Housing Coordinator H-2 Begin implementing updated Housing Production Plan priority strategies FY23 Medium X X Affordable Housing Trust & Housing Coordinator Select Board; Planning Board; Housing Partnership; Town Administration; Planner H-3 Continue to provide support services to residents, including CDBG housing rehabilitation and childcare vouchers FY23-24 Medium X Housing Coordinator Select Board; Town Administration; Affordable Housing Trust; Human Services Committee; Council on Aging H-4 Advance Millstone Road Community Housing project FY23-24 Higher X X Town Administration & Housing Coordinator Select Board; Affordable Housing Trust; Community Preservation Committee; Planning Dept & Zoning Board of Appeals 1 SELECT BOARD STRATEGIC PLAN FY23-24 116 117Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D Select Board FY23-24 Strategic Plan FINAL APPROVED 08.22.22 Vision Building Block Goal #Goal Description Timeline Degree of Complexity Vision Plan / Local Comprehensive Plan FY22-23 SB Plan Primary Responsible Party Other Key Stakeholders Local Economy LE-1 Define and provide necessary supports to effectively implement electronic permitting and invest in phased digitization of Town records FY23 Medium X X Town Administration Select Board; IT Director; Building Dept; Health Dept; Planning Dept LE-2 Continue to host semi-annual roundtable with Town officials, Chamber of Commerce, and local business community to build on increased outreach and communication developed during pandemic FY23-24 Lower X X Town Administration Select Board; Town Staff; Chamber of Commerce LE-3 Develop Guide to Doing Business in Brewster FY24 Medium X Town Administration Building Dept; Health Dept; Planning Dept; Natural Resources Dept; Town Clerk; Chamber of Commerce Coastal Management CM-1 Complete design and permitting of Wing Island boardwalk FY23 Higher X X Town Administration Select Board; Conservation Commission; Natural Resources Commission & Dept; Department of Public Works; Brewster Conservation Trust; Cape Cod Museum of Natural History CM-2 Consider merits of Cape Cod Commission's model coastal resiliency bylaws/regulations and potential implementation FY23-24 Medium X Planning Dept Planning Board; Town Administration; Board of Health & Health Dept; Conservation Commission & Natural Resources Dept; Building Dept Water Resources WR-1 Convene a new Water Resources Task Force and develop updated plan and timeline for advancing integrated water quality initiatives, to include addressing DEP’s proposed changes to Title V regulations and continuing collaboration with external stakeholders FY23-24 Higher X X Water Resources Task Force Town Administration; Select Board; Natural Resources Commission & Dept; Water Commission & Dept; Board of Health & Health Dept; Planning Board & Dept; Finance Committee; Brewster Ponds Coalition WR-2 Continue to educate public about new stormwater bylaw/regulations and consider refinements as needed FY23 Lower X X Planning Dept Planning Board; Town Administration; Conservation Commission & Natural Resources Dept; Building Dept Community Infrastructure CI-1 Determine support for advancing proposed Brewster Ladies Library renovation project FY23 Lower Select Board Town Administration; Brewster Ladies Library Association & Library Dept CI-2 Conduct a needs assessment and develop FY24-28 COA (Age Friendly) Community Action Plan FY23 Medium X Council on Aging Board & Dept Select Board; Town Administration; Bay Property Planning Committee CI-3 Work with Nauset School officials to clarify process and timeline of next steps regarding results of Elementary School Consolidation Feasibility Study, especially in relation to other potential Town & School capital investments FY23 Medium X X Select Board & Town Administration Brewster School Committee & Nauset Administration; Finance Committee CI-4 Complete Millstone Road project final design/ permitting and create Road Capital Prioritization Plan FY22-23 Higher X X DPW Director & Town Administration Select Board; Finance Committee CI-5 Develop policy to clarify provision of Town services on private roads and consider potential amendments to private road betterment bylaw FY23-24 Medium DPW Director & Town Administration Select Board; Public Safety Team; Planning Dept & Planning Board; Finance Team 2 Select Board FY23-24 Strategic Plan FINAL APPROVED 08.22.22 Vision Building Block Goal #Goal Description Timeline Degree of Complexity Vision Plan / Local Comprehensive Plan FY22-23 SB Plan Primary Responsible Party Other Key Stakeholders Governance G-1 Establish and communicate budget capacity to Nauset School officials based on the Town’s current and long- term fiscal sustainability FY23 Medium X Select Board & Town Administration Finance Committee & Finance Team; Nauset Regional School Committee; Brewster School Committee; Nauset School Administration; Nauset region Town officials G-2 Launch new Town website and identify preferred enhancements to current communications model FY23 Medium X X Town Administration Select Board; IT Dept; BGTV G-3 Establish process to revise Brewster Town seal & draft related use policy FY23-24 Medium Select Board Town Administration & Town Staff G-4 Evaluate potential amendments to noise bylaw and/or develop entertainment license regulations FY23 Lower Select Board & Town Administration Town Staff G-5 Finalize, adopt, and implement Local Comprehensive Plan and monitor progress FY23-24 Medium X X Vision Planning Committee, Select Board, and Planning Board Planning Dept; Town Administration; Town Staff G-6 Develop and launch capital budget and other transparency features of new online platform to continue to improve accessibility of Town finances FY23 Medium X X Finance Team Select Board; Finance Committee G-7 Support Human Resource Department by: 1. Continuing to implement findings from HR audit, including development of employee handbook 2. Continuing to monitor and support employee wellness 3. Creating programs to recognize Town staff/volunteers for their community service FY23-24 Medium X X Town Administration Select Board; Human Resources G-8 Identify priority areas to increase organizational capacity to meet enhanced service needs and expanded project demands and develop long-term financing plan to fund necessary personnel FY23-24 Medium X X Town Administration & Finance Team Select Board; Finance Committee; Town Staff G-9 Consider need for and structure of new Parks & Recreation Department responsible for management of Drummer Boy Park, former Sea Camps, Dog Park, and other existing recreational amenities/programs FY23-24 Higher X X Town Administration Select Board; Finance Team; Human Resources; Recreation Dept & Commission; Natural Resources Dept; Department of Public Works G-10 Develop standard criteria and process to evaluate potential land acquisitions and consider establishing municipal land acquisition committee FY23 Medium X Select Board Town Administration; Open Space Committee; Affordable Housing Trust; Water Commission Climate Mitigation & Adaptation CA-1 Develop and implement updated staffing and committee model that reflects the Town’s commitment to comprehensively advancing energy, climate change, and resiliency initiatives FY23 Medium X Town Administration Select Board; Energy Committee & Manager CA-2 Develop net zero energy roadmap FY24 Higher X X Town Administration Energy Committee & Manager; Select Board; Facilities Manager Solid Waste Management SW-1 Complete site assessment and determine next steps to improve Department of Public Works and Recycling Center property and facilities FY23 Lower X DPW Director Town Administration; Select Board; Recycling Commission SW-2 Continue hydration station installation project FY23-24 Lower X Water Superintendent Town Administration; Select Board; Recycling Committee; Water Commission; Facilities Manager 3 Implementation and Performance Monitoring Implementation and Performance Monitoring 118 119Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D SECTION 8SUPPORTING LOCAL PLANS, REGULATION AND POLICIES Community Character • Historical Commission Survey of Brewster Houses, 2016 Open Space • Town of Brewster Open Space and Recreation Plan Update, 2021 Coastal Management/ Climate Adaptation • FEMA CRS Program, established 2018 • Multi-Hazard Mitigation Plan 2021 • Coastal Resource Management Plan (Phase I), 2019 • Coastal Adaptation Strategy, 2016 • Municipal Vulnerability Preparedness Plan, 2019 Water Resources • Horsley Witten Group, Inc. January 2022. Integrated Water Resource Management Plan 2022 Update • Horsley Witten Group, Inc. January 2013. Integrated Water Resource Management Plan Phase II Report • CDM February 2011. Integrated Water Resource Management Plan Phase I Report – Needs Assessment Supporting Local Plans, Regulation and Policies Supporting Local Plans, Regulation and Policies • Horsley Witten Group, Inc. 20216. Water Resource Atlas Fresh Water Ponds, Brewster, Massachusetts. • University of Massachusetts School for Marine Science and Technology and Cape Cod Commission. Brewster Freshwater Ponds: Water Quality Status and Recommendations for Future Activities. • University of Massachusetts School for Marine Science and Technology. November 2014. Mill Ponds Management Plan - Walkers Pond, Upper Mill Pond, and Lower Mill Pond. • Solitude Lake Management. January 30, 2020. Alum Treatment Final Completion Report, Upper Mill Pond January 2020. Governance • Town of Brewster FY23-24 Annual Strategic Plan, adopted by Select Board 8/23/22 • Select Board Policy #58 (Public Engagement) Community Infrastructure/ Capital Facilities • Town of Brewster Community Preservation Plan, FY23 – FY27. 3/23/22 Adopted by the Select Board 08/08/2022 • Pavement Management Plan, 2022 • FY22-26 Capital Improvement Plan • Drummer Boy Park Master Plan update, approved Fall 2021 Town Meeting • Select Board Policy #61 (Complete Streets Policy) Solid Waste • Pay As You Throw (PAYT) Report, August 2014 Climate Mitigation • Town Climate Change and Net Zero Resolution, 2020 • Energy Reduction Plan (Green Community Designation), 2020 Housing Production Plan • Town of Brewster Housing Production Plan 2022 – 2027 Other Housing/ Local Economy • American Community Survey 2019 Data, 5-year estimates • Brewster Community Preservation Plan FY23-FY27 • Cape Cod & the Islands Association of Realtors 2021 Annual Report & December 2021 Brewster Local Market Update • US Census 2020 Brewster Code (selection, Bylaws) • Chapter 17, Community Preservation Committee • Chapter 18, Affordable Housing Trust Fund • Chapter 83, Staff Review • Chapter 100, Flooding • Chapter 112, Water • Chapter 115, Illicit Connections and Discharges (note: MS4) • Chapter 119 Fertilizer Nutrient Control • Chapter 135, Pollution and Environmental Hazards (note: single use plastic bags, etc.) • Chapter 152, Single Use Plastic Water Bottles • Chapter 157, Streets and Sidewalks • Chapter 159, Stretch Energy Code • Chapter 171, Water Betterments • Chapter 172, Wetlands Protection • Chapter 179, Zoning • Chapter 272, Stormwater Management • Chapter 290, Subdivision Rules and Regulations Brewster Wetlands Protection Regulations Brewster Stormwater Management Regulations 120 121Octobetcr, 20-rP ulctitDbaftr3-0D Octobetcr, 20-rP ulctitDbaftr3-0D Board of Health Regulations & Policies (Selections) • I/A Monitoring Regulation • Nitrogen Loading Regulation • Percolation Rate Regulation • Private Well Regulation • Inspection Maintenance Program Regulation • Small Wastewater Treatment • Substandard Septic System Upgrade Regulation • Leaching Facility Setback Regulation • Water Quality Report Regulations • Disposal Construction Limit Regulation • Recycling Center Regulations • Zone II Deed Restriction Regulation • Sand & Gravel Mining Regulation • Septic System Betterment Regulation • Designation of Wetlands Conservancy District Policy • Board of Health Policy on Single Cesspools • Soil & Percolation Observation Policy • Bedroom Definition • Septic System Inspection Requirement for Variance Applications Policy • In-House Septic Local Upgrade Approval Policy Supporting Local Plans, Regulation and Policies Supporting Local Plans, Regulation and Policies Finance Committee Minutes September 28, 2022 Page 1 of 5 TOWN OF BREWSTER FINANCE COMMITTEE Date: September 28, 2022 Time: 6:00 PM MEETING MINUTES Present: Chair Pete Dahl, Vice Chair Frank Bridges, Clerk Bill Meehan, William Henchy, Bob Young, Andy Evans, Honey Pivirotto Also present: Peter Lombardi, Town Administrator; Donna Kalinick, Assistant Town Administrator; Jon Idman, Town Planner Absent: Robert Tobias, Alex Hopper The Chair called the meeting to order at 6:01 pm and announced a quorum. 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. Additionally, the meeting may be viewed by: Live broadcast (Brewster Government TV Channel 18), Livestream (livestream.brerwster-ma.gov), or Video recording (tv.brewster-ma.gov). 1.Public Announcements and Comment- none 2.Town Administrator/Finance Director Report Peter Lombardi said there is nothing new to report from last week. 3.Presentation and Discussion – Brewster Local Comprehensive Plan Jon Idman addressed the committee to present the Draft Local Comprehensive Plan (LCP) keeping a special focus on the capital planning and financial aspects of the plan. He went through each part of the plan which describes how Brewster looks today and where it wants to go in the future. It serves as direction to help guide land use decisions and policies in the town for the next 10+ years. It’s not law or regulation and doesn’t create regulatory mandates or requirements. This will be the primary yardstick to determine land use projects meet the high-level planning goals of the town. The final draft has been prepared by the Vision Planning Committee and uploaded to the Town website. The draft has 8 components or sections – Jon Idman went over the major LCP Components: Brewster’s Vision Existing Conditions Action Plan Capital Facilities Plan Implementation and Performance Monitoring Approved: VOTE: Finance Committee Minutes September 28, 2022 Page 2 of 5 Some of the high-level purposes are that it ensures that capital budgeting and fiscal planning are considered Re: LCP implementations. There is an implementation diagram in the packet/presentation that is very important and poignant for review. Pete thanked Jon Idman for his overview of the LCP. Bill Meehan thanked him as well and said the plan will require a continuing effort to keep it up to date and asked about process. Jon Idman said there is no process yet, but there will be some effort to make sure it is kept up to date, perhaps based on a five-year period of review. There will also be performance monitoring yearly. Many of the elements in the Action Plan are structured to be quite broad. He imagines that maybe the Select Board will want to bring this forth in their Strategic Plan even though they haven’t been specifically itemized in the LCP. It is an evolving or living document. Honey thanked Jon Idman as well and asked if he could give us a little insight as to what if any financial benefit there is to have the LCP approved. He said he is not sure of specific revenue associated with it, but in terms of budgeting capital, that is where the fiscal benefits lie. Peter Lombardi asked if Town Meeting adopts the plan, can you talk about the benefits that technical assistance we can then access and enter into development agreements. Jon Idman said what certification from the Cape Cod Commission (CCC) affords – allows a town to enter a development agreement with a developer rather than using a development regional impact review process. The town would have to develop a local development agreement bylaw and adopt that locally. If the town sees some benefit of having some contract regulation, then the town could do that by virtue of adopting an LCP that is certified by the CCC. Also, it allows a town to adopt impact regulations – for the town to assess fees to properties to collect funds to fund, as example, wastewater infrastructure. Some other benefits - it elevates the town in terms of priority for technical assistance – wastewater, traffic infrastructure, building design, support with housing planning, etc. Towns that have planning in place are ready and able to implement those plans. Peter Lombardi said there are goals in the action plan that are specific to both economic development and expanded activity centers that have land use planning implications. The Capital Facilities Plan is intended to translate the goals identified in the action plan into the capital facilities plan. Bill Henchy said it isn’t really advisory as all the town’s development bylaws have to conform to the certified LCP within two years of its adoption and certification. It will truly guide the towns land use and planning efforts more than just an expression of the town’s vision because the town’s bylaws must conform to it. Peter Lombardi said that one goal is to develop an economic development strategy - a big goal. The goal of this is that we will revisit it annually through the strategic planning process. This is our roadmap for the next decade plus. Frank said the schedule at the end of the planning document, in the five-year forecast, the planning goals were quantified in terms of placeholders, but he doesn’t see any numbers attached here. Peter Lombardi said that is intentional, this is primarily a land use planning tool. It is not intended to be a static plan. They will continue to go through their capital improvement plan process yearly and to look out 5 years. Pete asked how often this document will be revised. Peter Lombardi said there isn’t a specific time this plan needs to be updated - whether it is 5 or 10 years. We have an annual review of our strategic plans and goals and the intent is the Select Board will use the LCP as their roadmap as they go through that process. 4.Discussion and Vote on Town Meeting Warrant Articles a.Article 6 – Town Bylaw Amendment: Limit of Debate b.Article 7 – Bylaw Amendment – Quorum Requirement Finance Committee Minutes September 28, 2022 Page 3 of 5 c.Article 8 – New Town Bylaw – Reconsideration d.Article 16 – Rescind Debt Authorization a.Article 6 – Town Bylaw Amendment: Limit of Debate Bill Meehan MOVED to approve Article 6 as printed in the Warrant. Frank Bridges second. Roll Call Vote: Bill Meehan – no, Frank Bridges – no, Honey Pivirotto – no, Bob Young – no, Andy Evans – no, Bill Henchy – no, Chair Pete Dahl– no The Committee voted: 0-yes 7-no Bob asked what the authority the Moderator has to limit someone that may be deemed disruptive for whatever purpose. Peter Lombardi said the Moderator can rule someone out of order. Bob asked if there were guidelines. Peter Lombardi said he was not sure. Bill Henchy said taken directly from Supreme Judicial Court-- each qualified inhabitant of the town has an indisputable right to vote upon every question presented or to discuss it, or there is no Town Meeting. As to the problematic question, there was frustration at the last town meeting that perhaps there was excessive debate. The Moderator has complete control of the meeting. If the Moderator chooses not to recognize me, then I have no right to speak at the meeting. The Moderator can limit debate or can extend debate as the Moderator deems appropriate. He spoke to the Moderator in Truro – she doesn’t hesitate to shorten or lengthen the time of debate. Here, we had a bylaw in the books up until Covid – for 5 minutes – which seemed in the mainstream of custom and practice on the Cape. To limit debate by bylaw to 90 seconds, and thereby deprive the Moderator discretion to allow debate to run its course, is shortsighted. We need to leave it alone and one meeting is no reason to change that. Frank agrees completely with Bill Henchy. Bill Meehan agrees as well. He thinks the last Town Meeting experience was not something that will repeat. He doesn’t think taking away debate time is appropriate for any complex issue and will oppose this article. Pete agreed 100%. He doesn’t think the interests of Town Meeting are served by limiting debate to 90 seconds. Peter Lombardi said we all heard plenty of feedback from residents. We all wanted to find potential ways to avoid the same thing happening in the future. The goal in bringing them forward is to give Town Meeting the opportunity to vote this up or down. Pete said trying to change by bylaw what happened at one meeting, is the appropriate way to do this, however, he would expect the Moderator has other tools to keep these types of arguments in check. b.Article 7 – Bylaw Amendment – Quorum Requirement Bill Meehan MOVED to approve Article 7 as printed in the Warrant. Frank Bridges second. Roll Call Vote: Bill Meehan – no, Frank Bridges – no, Honey Pivirotto – no, Bob Young – no, Andy Evans – no, Bill Henchy – no, Chair Pete Dahl– no The Committee voted: 0-yes 7-no Once the quorum has been attained and Town Meeting has been called to order, minimum quorum requirements no longer apply. Bill Meehan said, typically, what happens when there is a hot button item, people will attend until that question comes up and then they leave the meeting. The opposite can occur. In either case, this change to the bylaw would distort the intent of Town Meeting which is to get the town as a legislative body to consider and vote on each warrant article. He will oppose this. Bob Young asked if the quorum minimum was reduced recently. Peter Lombardi said in the early days of the pandemic, the Select Board with discretion voted to reduce the quorum. Remember our Annual Town Meeting took place in September. We talked about the quorum through the Charter development process, and ultimately, we did not make any changes to quorum. Finance Committee Minutes September 28, 2022 Page 4 of 5 There are varying quorum levels in different towns. There isn’t one answer. Bob’s second question is how many a quorum is – Peter Lombardi answered 200 with a total of 8500 registered voters. Bob said if we can’t keep 200 people to vote on something, then it shouldn’t be voted on. He will not support. Pete said there are a lot of tools that could be used to delay a vote until they saw enough people to leave so they could take the floor. This could be used to make sure articles cannot be passed because people do leave. It allows for gaming of the system. Peter Lombardi said some of the comments in other groups had to do with gaming of the system. Pete’s gaming situation could be looked at in the other direction as well. Town counsel was consulted and have seen some benefits of having the quorum dropped once Town Meeting has been opened. c.Article 8 – New Town Bylaw – Reconsideration Bill Meehan MOVED to approve Article 8 as printed in the Warrant. Frank Bridges second. Roll Call Vote: Bill Meehan – yes, Frank Bridges – yes, Honey Pivirotto – yes, Bob Young – yes, Andy Evans – yes, Bill Henchy – no, Chair Pete Dahl– yes The Committee voted: 6-yes 1-no Frank said he looks at this differently and thinks this does address our potential quorum issues in a productive way. Bill Henchy said he doesn’t like the one-hour limit or the 2/3rds requirement. The goal is to have a fundamentally open and fair town meeting. In terms of the quantum of the vote, if a zoning article needs a 2/3rds vote, then a reconsideration needs a 2/3rds vote, etc. The quantum of the vote should be the same as the quantum of the vote on the underlying article being reconsidered. d.Article 16 – Rescind Debt Authorization Peter Lombardi said this is a consent agenda kind of article - debt authorized but not issued for various capital projects. These are sitting on the books looking to be rescinded. It is a housekeeping measure. Bill Meehan MOVED to approve Article 16 as printed in the Warrant. Frank Bridges second. Roll Call Vote: Bill Meehan – yes, Frank Bridges – yes, Honey Pivirotto – yes, Bob Young – yes, Andy Evans – yes, Bill Henchy – yes, Chair Pete Dahl– yes The Committee voted: 7-yes 0-no 5.Update – Nauset Regional HS Building Project and SBC Pete has corresponded with Greg Lavasseur, and he will come in on October 5th to discuss the project. 6.Liaison Reports and Assignments Bill Meehan reported on the Bay Parcel Planning Committee, lots of discussion about potential uses of the property – very interesting and creative. The committee had voted approval to set public use of the swimming pool as the number one priority. Also, to request for the funding of a parking lot for that purpose. Peter Lombardi said there will be two Sea Camps specific articles, and then there will be 2-3 capital requests for Sea Camps related projects. We will be talking about those over the next couple of weeks. Frank went to a Recycling Commission Meeting there has been a complete review of the fee schedule - there will be an increase in the commercial and demolition charges. No mix-load drop off entirely. Submitting this to Select Board in the near term. On November 1st they will stop accepting mattresses entirely as a new state law. Finance Committee Minutes September 28, 2022 Page 5 of 5 Bill Henchy said the Pond Committee discussed primary issues around access and how that will be worked out and largely dealing with visibility to the residents. More to come later in the fall. Donna Kalinick said the committee has been working on a video hopefully to be released in November to show the property to our residents. 7. Request for agenda items for future meetings – please email Pete Bob said we haven’t had any in depth discussion of school consolidation. He watched the video of the Brewster School Committee from last week, and they do not want to consolidate. That has major financial implications, and we may want to take a position on this in some form or fashion. Pete said he wanted to remind everyone that the school is under the control of the school committee. Bob said it is more about if we should express an opinion on it. Peter Lombardi said that Robert included the one-page document circulated for tonight’s meeting in the packet. It doesn’t have full context if you weren’t watching the meeting. In the Select Board Strategic Plan, we did identify working with school officials to clarify their position. Once we get through the Special Town Meeting and once the School Committee gets to crystalizing their position, we will be engaging with them. This is on our radar. Bob said based upon their comments, their minds are effectively made up. 8. Matters Not Reasonably Anticipated by the Chair- none 9. Next Finance Committee Meeting – 10/5, 10/12 10. Adjournment Bill Meehan MOVED to adjourn the meeting at 7:43PM. Frank Bridges second. Roll Call Vote: Bill Meehan – yes, Frank Bridges – yes, Bob Young – yes, Honey Pivirotto – yes, Andy Evans – yes, Bill Henchy – yes, Chair Pete Dahl– yes. The Committee voted: 7-yes 0-no Respectfully submitted, Beth Devine Packet of supporting materials on website for public review.