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Select Board Meeting Packet 12.04.23
Select Board Ned Chatelain Chair Mary Chaffee Vice Chair Kari Hoffmann Clerk Cynthia Bingham Dave Whitney Town Manager Peter Lombardi Assistant Town Manager Donna Kalinick Project Manager Conor Kenny Executive Assistant Erika Mown Town of Brewster Select Board 2198 Main St., Brewster, MA 02631 townmanager@brewster-ma.gov (508) 896-3701 SELECT BOARD MEETING AGENDA 2198 Main Street December 4, 2023 at 6:00 PM This meeting will be conducted in person at the time and location identified above. This means that at least a quorum of the members of the public body will attend the meeting in person and members of the public are welcome to attend in person as well. As a courtesy only, access to the meeting is also being provided via remote means in accordance with applicable law. Please note that while an option for remote attendance and/or participation is being provided as a courtesy to the public, the meeting/hearing will not be suspended or terminated if technological problems interrupt the virtual broadcast or affect remote attendance or participation, unless otherwise required by law. Members of the public with particular interest in any specific item on this agenda, which includes an applicant and its representatives, should make plans for in -person vs. virtual attendance accordingly. Members of the public who wish to access the meeting may do so in the following manner: Phone: Call (312) 626 6799 or (301) 715-8592. Webinar ID:890 9291 0526 Passcode: 509224 To request to speak: Press *9 and wait to be recognized. ZoomWebinar: hrtps://us02web.zoom.us/j/89092910526?pwd=WHM2V3hrVklhSTloWWWU09kanUzQT09 Passcode: 509224 To request to speak: Tap Zoom "Raise Hand", then wait to be recognized. When required by law or allowed by the Chair, persons wishing to provide public comment or otherwise participate in the meeting, may do so by accessing the meeting remotely, as noted above. Additionally, the meeting will be broadcast live, in real time, via Live broadcast (Brewster Government TV Channel 18), Livestream (livestream.brewster-ma.ov), or Video recording ( Please note that for any item listed in this section the Select Board may take officials action including votes. 1. Call to Order 2. Declaration of a Quorum 3. Meeting Participation Statement 4. Recording Statement: As required by the Open Meeting Law we are informing you that the Town will be video and audio taping as well as broadcasting this public meeting. In addition, if anyone else intends to either video or audio tape this meeting they are required to inform the chair. 5. Public Announcements and Comment: Members of the public may address the Select Board on matters not on the meeting's agenda for a maximum of 3-5 minutes at the Chair's discretion. The Select Board will not reply to statements made or answer questions raised during public comment but may add items presented to a future agenda. 6. Select Board Announcements and Liaison Reports 7. Town Manager's Report 8. Consent Agenda a. Meeting Minutes: November 27, 2023 b. Fee Waiver Requests: Department of Public Works c. Request to Declare Surplus Items for Disposal and Fee Waiver Request: Brewster Ladies Library d. One Day Liquor License Applications: Maplewood Senior Living and Brewster Sportsman's Club e. Request to Utilize Town Equipment: Homeless for Holidays (Brewster Fire/Rescue Association) 9. Vote to Disband Vision Planning Committee and Amend Bay Property Planning Committee and Pond Property Planning Committee Charges 10. FY25-29 Financial Forecast Presentation, Discuss FY25 Budget Development Guidelines, and Review FY25 Budget Calendar (Joint with Finance Committee) 11. Presentation and Discussion on Fire Department Staffing Study (Joint with Finance Committee) - Select Board FY24-25 Strategic Plan Goal G-3 12. FYIs 13. Matters Not Reasonably Anticipated by the Chair Select Board Ned Chatelain Chair Mary Chaffee Vice Chair Kari Hoffmann Clerk Cynthia Bingham Dave Whitney Town Manager Peter Lombardi Assistant Town Manager Donna Kalinick Project Manager Conor Kenny Executive Assistant Erika Mawn 14. Questions from the Media 15. Next Meetings: December 18, 2023, January 8, and January 22, 2024 16. Adjournment Date Posted: 11/30/2023 Date Revised: Received by Town Clerk: 7.'22 Kill B;PE CTE i TOli i_ LERK NAUSET YOUTH ALLIANCE Positively Guiding Today's Youth Into Tomorrow's World Nauset Youth Alliance 384 Underpass Road P.O. Box 541 Brewster, MA 02631 Phone: 508-896-7900 Fax: 508-896-7906 Brost{u nauserrouthalliance.org www.nausetyouthalliance.org BOARD RESOLUTION OF NAUSET YOUTH ALLIANCE We, the undersigned, being all the Directors of Nauset Youth Alliance, organized and existing under the laws of Massachusetts, and having its principal place of business at 384 Underpass Road, Brewster, Massachusetts 02631 (the "Corporation"), hereby certify that the following is a true and correct copy of a resolution duly adopted at a meeting of the Directors of the Corporation duly held and convened on November 14, 2023, at which a quorum of the Board of Directors was present and voting throughout, and that such resolution has not been modified, rescinded or revoked, and is at present in full force and effect: Therefore, it is resolved: that the Nauset Youth Alliance will provide up to $350,000 to replace the Stony Brook playground. ATTEST U ,+. 1.1`W\Zvz3 Heather Sprag 11, Date President Circle this L.S. as there is no corporate seal. CERTIFICATE OF SECRETARY The Secretary of the Corporation hereby certifies that he/she is the duly elected and qualified Secretary of Nauset Youth Alliance and certifies that the above is a true and correct record of the resolution that was duly adopted by the Directors of the Corporation on November 14, 2023. Kelsey Elli Secretary 1 Consent Agenda Cover Page a.Approval of Meeting Minutes: November 27, 2023 Draft minutes from the Select Board meeting on November 27, 2023, has been submitted for review and approval. Administrative Recommendation: We recommend the Select Board approve the meeting minutes as presented. b.Fee Waiver Request: Department of Public Works The Department of Public Works is requesting two fee waivers at the Transfer Station for the Holiday strand lights collection and disposal of Holiday trees. Both are annual events that Brewster DPW participates in. Administrative Recommendation: We recommend the Select Board approve the fee waiver requests for both collections. c.Request to Declare Surplus Items for Disposal and Fee Waiver Request: Brewster Ladies Library The Library Director, Brittany Taylor, is requesting permission to declare a list of non- functioning items as surplus for disposal. The items on the list have been reviewed by the Facilities Manager as well. This request also includes a fee waiver at the Transfer station to dispose of the items. Administrative Recommendation: We recommend the Select Board approve this request. d.One Day Liquor License Application: Maplewood Senior Living and Brewster Sportsman’s Club Maplewood Senior Living has submitted a One Day Liquor License application for a Holiday Party on Thursday December 14th from 5pm until 7pm. They would like to serve a signature cocktail and wine to an estimated 40 attendees. This application has been viewed by various department heads and there are no concerns. The Brewster Sportsman’s Club has submitted a One Day Liquor License application to host a Holiday Part on Wednesday December 20th from 5pm to 9pm. They would like to serve beer and wine to their approximate 30 guests. In review of the application department heads suggest the following conditions: Barrier or signage should clearly delineate where people are permitted to consume the alcohol served. All roadways must remain unobstructed for emergency vehicle access. No parking within fire lanes, on interior roads, or around main buildings that will inhibit or delay the response of fire apparatus or EMS vehicles to an emergency incident. Parking is not allowed on Route 6A. If utilized tents shall have a permanently affixed label indicating appropriate fire- retardant rating. Any temporary signs or structures must be permitted through the Building Dept. 2 Indoor events should review all aspects of fire and occupant safety and adhere to all code requirements regarding egress and maximum occupant loads. Administrative Recommendation: We recommend the Select Board approve both One Day Liquor License applications with the conditions suggested for the Brewster Sportsman’s Club. e.Request to Utilize Town Equipment: Homeless for Holidays (Brewster Fire/Rescue Association) The Brewster Fire/Rescue Association will be participating in Homeless for the Holidays from December 6th through the 10th. They are requesting Select Board approval for use of the Town’s light tower and signboard to assist in providing lighting, heat, and messaging services during the event. Administration Recommendation: We recommend that the Board approve the use of Town equipment by the Fire/Rescue Association for this purpose. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 www.brewster-ma.gov Select Board 11.27.2023 www.brewster-ma.gov ` Page 1 of 10 Office of: Select Board Town Manager MINUTES OF THE SELECT BOARD MEETING REGULAR SESSION DATE: November 27, 2023 TIME: 4:30 PM PLACE: 2198 Main Street, Room A Participants: Chair Chatelain, Selectperson Chaffee, Selectperson Hoffmann, Selectperson Whitney, Selectperson Bingham, Town Manager Peter Lombardi, Assistant Town Manager Donna Kalinick, Mark Robinson, Katie Miller Jacobus Call to Order, Declaration of a Quorum, Meeting Participation Statement and Recording Statement Chair Chatelain called the meeting to order at 4:31pm, declared a quorum and read both the meeting participation and recording statement. Executive Session: To consider the purchase, exchange, lease, or value of real property if the chair declares that an open meeting may have a detrimental effect on the negotiating position of the public body. To discuss strategy with respect to collective bargaining or litigation if an open meeting may have a detrimental effect on the bargaining or litigating position of the public body and the chair so declares- Filippatos et al vs. Town of Brewster Select Board; SEIU 888 To consider the purchase, exchange, lease, or value of real property if the chair declares that an open meeting may have a detrimental effect on the negotiating position of the public body- 3057 Main Street & 400 W.H. Besse Cartway Selectperson Hoffmann moved to enter executive session. Selectperson Bingham second. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. The Board returned to open session at 6:30pm. 6:15pm Public Hearing- Renewal of Annual Liquor Licenses: Brewster Fish House, Brewster Pizza House, Island Blue Crab Food & Spirits, Laurino’s Cape Cod Village, Stone L’Oven Pizza, Woodshed, Ack Gioia, Freeman’s Grill, Linx Tavern, Ocean Edge Inn & Conference Center, Ocean Edge Resorts, Brewster Post #9917 VFW, Chillingsworth, Old Sea Pines Inn, Spinnaker, Brester Farms Quick Pic, Brewster Village Marketplace, Brewster Wines & Spirits, Winslow Spirits & Things, Luke’s Super Liquors, Millstone Liquors and Ferretti’s Market Selectperson Hoffmann moved that the Board open the public hearing for the renewal of the annual liquor licenses for Brewster Fish House, Brewster Pizza House, Island Blue Crab Food & Spirits, Laurino’s Cape Cod Village, Stone L’Oven Pizza, Woodshed, Ack Gioia, Freeman’s Grill, Linx Tavern, Ocean Edge Inn & Conference Center, Ocean Edge Resorts, Brewster Post #9917 VFW, Chillingsworth, Old Sea Pines Inn, Spinnaker, Brester Farms Quick Pic, Brewster Village Marketplace, Brewster Wines & Spirits, Winslow Spirits & Things, Luke’s Super Liquors, Millstone Liquors and Ferretti’s Market as posted in the Cape Codder on 11/17 and 11/24/2023. Selectperson Bingham second. A roll call vote was taken. Selectperson Bingham-yes, Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 www.brewster-ma.gov Select Board 11.27.2023 www.brewster-ma.gov ` Page 2 of 10 Office of: Select Board Town Manager Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. There was no public comment. Selectperson Hoffmann moved to approve the following renewal of Annual All Alcoholic Restaurant licenses pending they pass their annual inspections, have submitted the required liquor liability insurance and all financial obligations have been paid to the Town: Alexandra and Athanasios Inc., d/b/a Stone L’Oven Pizza Bow to Stern Ltd, d/b/a Freemans Grill Brewster El Patron, Inc. d/b/a Island Blue Crab Food & Spirits Brewster Inn Inc., d/b/a Woodshed Brewster Pizza House, LLC Brown Dog Investments, Inc. d/b/a Laurino’s Cape Cod Village JDT Investments LLC d/b/a The Kitchen Café Veron J Smith d/b/a Brewster Fish House Selectperson Bingham second. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. Selectperson Hoffmann moved to approve the following renewal of Annual General On-Premises Wines and Malt Beverages license pending they pass their annual inspections, have the required liquor liability insurance and all financial obligations have been paid to the Town, ACK Gioia, LLC. Selectperson Whitney second. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. Selectperson Hoffmann moved to approve the following renewals of Annual All Alcoholic Club licenses pending they pass their annual inspections, have the required liquor liability insurance and all financial obligations have been paid to the Town: Brewster Post 9917 VFW of the U.S., Inc. Ocean Edge Resort Limited Partnership d/b/a Ocean Edge Inn & Conference Center Ocean Edge Resort Limited Partnership d/b/a Linx Tavern and Bar Selectperson Bingham second. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. Selectperson Hoffmann moved to approve the following renewals of annual All Alcoholic Hotel/Innkeeper licenses pending they pass their annual inspections, have the required liquor liability insurance and all financial obligations have been paid to the Town: Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 www.brewster-ma.gov Select Board 11.27.2023 www.brewster-ma.gov ` Page 3 of 10 Office of: Select Board Town Manager Chillingsworth Inc. Old Sea Pines Inn Corp., d/b/a Old Sea Pines Inn Spincape LLC, d/b/a Spinaker Selectperson Bingham second. Selectperson Chaffee inquired about Old Sea Pines Inn, Erika Mawn, Administration Assistant for the Town Manager’s office clarified that once the sale of the property is completed the new owners will apply for a transfer of the liquor license. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney- yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. Selectperson Hoffmann moved to approve the following renewals of Annual All Alcoholic Package Store licenses, pending all financial obligations have been paid to the Town: A Plus Ventures d/b/a Winslow’s Spirits and Things Brewster Farms Quick Pik Inc., d/b/a Brewster Farms Quick Pik Brewster Market & Liquors, d/b/a Brewster Village Marketplace Checkerberry Inc., d/b/a Millstone Liquors Lukes of Brewster Inc., d/b/a Lukes Super Liquors Vidira Corp., d/b/a Brewster Wine & Spirits Selectperson Bingham second. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. Selectperson Hoffmann moved to approve the following renewal of Annual Wines and Malt Package Store licenses, pending all financial obligations have been paid to the Town, Ferretti Liquors Market Inc, d/b/a Ferretti’s Market and OERGC Inc., d/b/a Ocean Edge Resorts. Selectperson Bingham second. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. Selectperson Hoffmann reminded the applicants of the new Town Bylaw that will go into effect on January 1, 2024, the prohibition on sales of miniature single use containers. For more information, please contact the Town Administration office. Selectperson Whitney moved to close the public hearing. Selectperson Bingham second. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. Initial Discussion about Potential Child Care Subsidy Program- Select Board FY24-25 Strategic Plan Goal CC-3 Ms. Kalinick reviewed one of the Board’s strategic goals is to evaluate the feasibility of a potential childcare subsidy program and implement it in an equitable and sustainable manner. Brewster is the lead community for the Community Development Block Grant (CDBG) Regional Grant which offers housing rehabilitation Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 www.brewster-ma.gov Select Board 11.27.2023 www.brewster-ma.gov ` Page 4 of 10 Office of: Select Board Town Manager funds as well as childcare subsidies for eligible families up to 80% of the Area Medium Income (AMI). The Town of Brewster currently has 18 children receiving funding under this program with an annual stipend of up to $6,000 per child. Over the past five years, neighboring towns have either instituted pilot programs or have fully funded town childcare stipend programs. Ms. Kalinick noted that information is available in the packet about these programs. Ms. Kalinick noted that the most recent Town to adopt a pilot program was Harwich. The Town Manager and Assistant Town Manager meet with the Monomoy Family Resource Coordinator, Lucy Gilmore who was hired by Harwich to design their program. From recent enrollment data from Nauset Schools, it has been estimated that there would be approximately 110 to 120 eligible 3- and 4-year-olds, this is supported by the average births in Town being about 50 a year. Ms. Kalinick made the following recommendations for discussion: Program would be offered to families with 3- and 4-year-olds as preschool is especially important to this age group’s development in learning and transitioning to kindergarten. The program would be funded at $250K from the available surplus overlay funds. Currently have a balance of over $1M in the overlay. The Board of Assessors would need to approve the release of the funds from the overlay and then approval at Town Meeting for expenditure. The Town supports having an administrator for the program, one of the complexities is that since we are a CDBG community, we would have to spend all other funding before CDBG can come into play. There would need to be coordination for grant funds, having someone administrate this program in helping families to the capacity they can be helped is really important. The Town doesn’t have the internal capacity to manage the program. Ms. Kalinick would be the direct contact for the program administrator and would help to promote the program and available to answer questions. The program would be restricted to one child per family to be determined through a lottery. Additionally, a decision point is whether a 3-year-old is in the program in the first year if they would automatically be enrolled in the second year. The program would provide up to $4K per child and would serve up to 55 children. The $30K balance of the $250K program budget would cover administrative costs (based on what we know). Program applications and related materials would be created in conjunction with the administrator and using the town’s best practices. Ms. Kalinick proposed that we implement the program for the 2024-2025 school year effective September 2024 assuming a positive May Town Meeting vote. Mr. Lombardi noted that looking at our overlay balance, the annual expenditures against the balance and what we typically appropriate in our operating budget, this program can certainly operate as a 3-year program and up to a 5-year program that the Town can sustain without seeking additional appropriations at Town Meeting. This program gives the Town the opportunity to help families, gather data and understand the extent to which we are helping meet their needs. Mr. Lombardi added that the program will require a Town Meeting vote every Spring but will not impact the tax levy. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 www.brewster-ma.gov Select Board 11.27.2023 www.brewster-ma.gov ` Page 5 of 10 Office of: Select Board Town Manager The following attendees made public comment: Kelly Hoyt, 313 Alden Drive, asked if a family could be eligible for the subsidy if their children were not in preschool at the same time? Ms. Kalinick stated that as proposed, the program is limited to one child per family. She clarified that the grant would go directly to the program that the child is enrolled in, not directly to families. Mr. Lombardi noted that as proposed a family could be eligible to receive the subsidy through the Town and through the CDBG childcare subsidy as long as it is structured in a way to access those funds, they are not mutually exclusive. Molly Brazil, 195 Alden Drive, shared that a lot of preschool applications are due by March and if families are relying on some of the money to pay for preschool, they may be hesitant with the timeline proposed. She also noted that many preschools accept children as young as 2.9 years old. Mr. Lombardi replied that this is helpful information and a point to consider for timing. The earliest the Town can act is in May, which is the next Town Meeting. Adding that for the following year, we could hypothetically bring an article to the fall Town Meeting to have the funding in place by March of the following Spring. Selectperson Bingham inquired about the costs of applying to preschools and the tuition costs. Members of the public including Ashley Hogg, 140 Sturbridge Way shared what they each pay for their preschools. The group discussed the recommendations that were presented, the attendees shared that a lottery is the fairest option, and they would be in favor of helping as many people as possible. There was group discussion on income verification and an eligibility cap, Ms. Hogg shared that her family works really hard to pay for childcare, which makes them ineligible for subsidies. She would prefer not to have an income cap on the program. Ms. Kalinick shared that families need to earn over $200K in order to purchase a house in our community as the average home is priced at $720K. Mr. Lombardi noted that adding income limits adds a layer of administration effort, time and costs. The percentage of costs spent on administration of the program offsets providing direct subsidy to the families who needed it. Members of the Select Board expressed their support of the program, noting that this would be a great investment and is positive for our workforce. Selectperson Chaffee requested to see additional options on how the funds could be spread out over a range number of children, between $3K-$4K per child grant amount. There was consensus on offering the grant through a lottery and one child per family. Mr. Lombardi shared that administration would work on this program in anticipation that there would be approval at Town Meeting, however the administrator piece would need to wait until then. Discuss and Vote to Renew Annual Common Victualler, Innholder, Lodging House, New and/or Used Care Dealers, Hawker & Peddler, and Livery Licenses for Calendar Year 2024 Selectperson Hoffmann moved that the Select Board vote to approve the renewal of the following Annual Common Victualler’s licenses, pending all financial obligations have been paid to the Town and the Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 www.brewster-ma.gov Select Board 11.27.2023 www.brewster-ma.gov ` Page 6 of 10 Office of: Select Board Town Manager establishment has passed all building and health inspections: Ack Gioia • Island Blue Crab Food & Spirits Brewster Fish House • J.T.’s Seafood Brewster Inn & Chowder House/ Woodshed • The Kitchen Café Brewster Pizza House & Sports Bar • Laurino’s Cape Cod Village Brewster Post #9917 VFW • Linx Tavern Café Alfresco • Ocean Edge Inn & Conference Center Candleberry Inn • Old Sea Pines Inn Cape Cod National Golf Club • The Peacemaker Chillingsworth Restaurant • Pico’s Taco Shack Cobies Restaurant • Sea Meadow Inn Dunkin Donuts • Snowy Owl Coffee Roasters Eat Cake 4 Breakfast • Spinnaker Freemans Grill • Stone L’Oven Pizza Harbor Lights Mini Golf Selectperson Whitney second. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. Selectperson Hoffmann moved that the Select Board vote to approve the renewal of the following Annual Innholder’s licenses, pending all financial obligations have been paid to the Town and the establishment has passed all building and health department inspections: Brewster By the Sea • Old Manse Inn Candleberry Inn • Pepper House Inn Chillingsworth • Sea Meadow Inn Ocean Edge Inn & Conference Center • Spinnaker Selectperson Bingham second. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. Selectperson Hoffmann moved that the Select Board vote to approve the renewal of the following Annual Lodging House licenses, pending all financial obligations have been paid to the Town and the establishment has passed all building and health department inspections, The Captain Freeman Inn and The Ruddy Turnstone. Selectperson Bingham second. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. Selectperson Hoffmann moved that the Select Board vote to approve the renewal of the following Annual Used Car Dealers/ Class II Licenses, pending all financial obligation have been paid to the Town, Don’s Auto Cosmetics and Bola Talabi (Export Only). Selectperson Bingham second. A roll call vote was taken. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 www.brewster-ma.gov Select Board 11.27.2023 www.brewster-ma.gov ` Page 7 of 10 Office of: Select Board Town Manager Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney- yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. Selectperson Hoffmann moved that the Select Board vote to approve the renewal of the following Annual Livery License, pending all financial obligations have been paid to the Town, Cape Cod Patient Transport, LLC d/b/a Prime Medical Transport. Selectperson Bingham second. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. Selectperson Hoffmann moved that the Select Board vote to approve the renewal of the following annual Hawker and Peddler Licenses, Boundless, Inc. (Eric Barber) and Friends of Brewster Dog Park Inc. with fee waiver of $100 annual fee. Selectperson Bingham second. A roll call vote was taken. Selectperson Bingham- yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. Vote to Approve and Sign Conservation Restrictions for 0 Holly Avenue (Rear), 0 Satucket Road, and 90 Squantum Path Mr. Lombardi noted that these were brought to the Conservation Commission who unanimously recommended that the Board approve and execute the Conservation Restrictions. The 0 Holly Avenue Rear is the Burke property that Town Meeting approved CPC funding for the Town to hold the Conservation Restriction. Selectperson Hoffmann moved to vote to approve and execute a Conservation Restriction for 0 Holly Avenue Rear. Selectperson Bingham second. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. Selectperson Hoffmann moved to vote to approve and execute a Conservation Restriction for 0 Satucket Road. Selectperson Bingham second. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. Selectperson Hoffmann moved to vote to approve and execute a Conservation Restriction for 90 Squantum Path. Selectperson Bingham second. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. Discuss Proposed Elementary School Regionalization Feasibility Study- Select Board FY24-25 Strategic Plan Goal G-1 Mr. Lombardi shared that Town Manager’s in the four Towns of the Nauset District have been meeting with the Superintendent to talk about this topic of mutual interest. There are staffing challenges, declined enrollment, facility and looming capital improvements and there is interest in seeking grant funding to look Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 www.brewster-ma.gov Select Board 11.27.2023 www.brewster-ma.gov ` Page 8 of 10 Office of: Select Board Town Manager at the elementary schools across the district. The Town of Orleans received a recent study report that identified $44M of renovation expenses to bring their school up to code and $55M cost estimate to build a new school. There are currently 145 students enrolled with projections trending down. To support construction of a new school, the State requires the building design to support at least 240 students, which they don’t anticipate happening. Mr. Lombardi said that the budget pressures aren’t going away and will continue to be a challenge to navigate. The Town completed the consolidation feasibility study a few years ago, it was ultimately decided to table those decisions until enrollment per grade was closer to 50 students. In reviewing the issues, a state grant program was identified that is targeted to help with these situations, the Efficiency and Regionalization Grant Program. The program is meant to help look at potential regionalization of services and identify operational efficiencies. The typical award is up to $125K for studies and is due the first week of February, the group is supportive of applying. A formal scope of work will be developed to present to the key stakeholders before submitting the grant. Mr. Lombardi noted that the study would look at the school facilities, staffing levels, enrollment levels, and operating expenses across all five elementary schools. The study is meant to collect information to understand if a different approach makes sense, recognizing that the learning experiences of our children are incredibly important. We want to maintain our level of standards but need to have these discussions to be in a position to make decisions about investing in infrastructure and supporting the operating expenses of our schools. Mr. Lombardi noted that local school committees have shown their support. Katie Miller Jacobus added that between the budgetary pressure and enrollment we need more data to make smart decisions. The responsibility of the school committees is to maintain the excellence of our schools and recognize that they have a responsibility to taxpayers. Mr. Lombardi believes that if we receive the grant, we will have 18 months to complete the project and thinks that the $125K will be sufficient to fully fund the project. Selectperson Chaffee moved to approve the submitting of the grant application in February to proceed. Mr. Lombardi added that it makes sense to include the Middles school in the scope as the building will be needing its own capital investments in the future. Selectperson Whitney second. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney- yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. Discuss and Vote on Recommended 2024 Crosby Property Fee Schedule Mr. Lombardi shared that the Crosby Property Committee over the past couple of months have been looking at fully covering costs at the mansion, noting the high demand for hosting functions and wedding events. Mr. Lombardi summarized the rate changes: $1400 increase for wedding events + new $1000 refundable deposit (added 3 extra hours of set-up time to the base contract amount) $200 increase for general functions (added 1 extra hour to the base contract amount) Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 www.brewster-ma.gov Select Board 11.27.2023 www.brewster-ma.gov ` Page 9 of 10 Office of: Select Board Town Manager $100 increase for community and town group events (added 1 extra hour to the base contract amount) $200 increase for cottage shoulder season rates & $300 increase for cottage summer season rates Selectperson Bingham moved to accept the increases as stated. Selectperson Whitney second. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. Public Announcements and Comment None Select Board Announcements and Liaison Reports Selectperson Hoffmann shared that she attended the Habitat for Humanity wall raising on Phoebe Way. She also noted the Superintendent report in the FYIs and the continued work of the Nauset Regional School District. Town Manager’s Report Mr. Lombardi reminded us that the Town is hosting the third community forum for the future of the Sea Camps Property, this Thursday at 6pm. This is a virtual event; information is on the Town website on how to join. The forum will include presentations on the latest draft plans on both properties, followed by opportunities for residents to give feedback in breakout sessions. Residents will be able to submit written comments after the forum. Mr. Lombardi noted that the town is making excellent progress on the Long Pond Landing project and thanked both Chris Miller (Natural Resources Director) and Griffin Ryder (Department of Public Works Director) for their work on this project. Consent Agenda a.Approval of Meeting Minutes: November 6, 2023 b.Appointments- Brewster Housing Authority Tenant Representative and Health and Human Services Committee c.One Day Liquor License Applications: Cape Rep Theatre d.Extension of Long Pond Landing Closure e.Letter of Support to Community Preservation Committee Regarding Housing Application(s) f.Fee Waiver Request: Department of Public Works Stormwater Permit Application Selectperson Bingham moved the Consent Agenda of November 27, 2023. Selectperson Chaffee second. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. FYIs None Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 www.brewster-ma.gov Select Board 11.27.2023 www.brewster-ma.gov ` Page 10 of 10 Office of: Select Board Town Manager Matters Not Reasonably Anticipated by the Chair None Questions from the Media None Next Meetings December 4, 2023 (Joint with Finance Committee), December 18, 2023, and January 8, 2024 Adjournment Selectperson Hoffmann moved to adjourn at 8:06pm. Selectperson Chaffee second. A roll call vote was taken. Selectperson Bingham-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Chatelain-yes. The Board vote was 5-Yes, 0-No. Respectfully submitted by Erika Mawn, Executive Assistant Approved: __________________ Signed: _________________________________________ Date Selectperson Hoffmann, Clerk of the Select Board Accompanying Documents in Packet: Agenda, TM Report, Consent Agenda items, Annual Liquor License renewals, Annual License renewals, Conservation Restrictions, Crosby Property Fee Schedule for 2024, Potential Childcare Subsidy information, Proposed Elementary School Regionalization Feasibility Study, and FYIs. Archive d: Thursday, November 30, 2023 11:19:23 AM From: James Jones Se nt: Wednesday, November 22, 2023 10:50:49 AM To: Erika Mawn Cc: Griffin Ryder Donna K alinick Subje ct: fee waivers Importance : Normal Se ns itivity: None Good morni ng, Eri ka The DPW re spe ctfull y re que st 2 fee waivers f rom the Se l e ct Board for the fol lowing i te ms: 1. 1. Holi day strand l ights col l e cti on e ve nt - Thi s i s an annual e ve nt that the DPW parti ci pate s in through Barnstable County wi th the support of Ame ri Corps to e ncourage re cycl i ng. The l i ghts are pi cke d up by Ameri Corps me mbers and re cycl e d at a l ocal f aci li ty. The se strand l ights are typi cal l y $5 e ach to dispose of as a Mi sce l l ane ous Electroni cs Ite ms. 2. 2. Holi day Tre e s – This i s a re curring e ve nt, e ach ye ar the Town through the DPW provi de s re si de nts wi th the opportuni ty to di spose of the i r hol i day tre e s for fre e . The tre e s are chi pped by DPW staff and f ree for the publ ics taki ng. We request the wai ve r be e f fecti ve starting on Tue sday De ce mber 26, 2023, and runni ng through Monday January 30, 2024. The fee for trees typi cal l y i s charged by the carl oad or truck l oad (ranging from $10-$20 pe r load) and not pe r i ndi vidual tree. Pl e ase l e t us know if this e mail re que st i s suf fi ci e nt. James Jones Brewster DP W Foreman 508-896-3212 ext. 12 PRESS RELEASE Information from: Cape Cod Cooperative Extension Recycle Broken or Unwanted Holiday Lights at All Transfer Stations across Cape Cod Drop off lights for free during the collection drive, running from December to the end of January. November 29, 2023 (Barnstable, MA) - Barnstable County’s Cape Cod Cooperative Extension and AmeriCorps Cape Cod are partnering with all 15 Cape towns to recycle your holiday strand lights for free. Residents can bring in old or non-working holiday lights to be properly recycled at designated holiday lights collection bins found at each transfer station, from this December until the end of January, 2024. Lights will be stripped down and as much material as possible will be recycled. “This time of the year, countless strands of holiday lights are thrown away because a single bulb goes out or breaks,” said Kari Parcell, Cape Cod Cooperative Extension’s Municipal Assistance Coordinator. “With this free collection drive, Barnstable County can divert all holiday lights from the landfill, as recycled goods. This helps save the environment by reducing the amount of waste entering our landfills.” Holiday lights that are accepted: • Rope lights • Garland lights • C7 and C9 bulbs • Mini lights • LED holiday lights. Lights attached to trees cannot be accepted. Other light fixtures, such as lighted angels, stars, or other lighted items cannot be accepted. ABOUT CAPE COD COOPERATIVE EXTENSION Cape Cod Cooperative Extension is the education department for Barnstable County. Educational programs focus on agriculture, marine resources, horticulture, aquaculture, natural resources, water quality, recycling, household hazardous waste, nutrition, foo d safety, youth development and environmental education issues facing the county. Extension programs are conducted in Barnstable County in cooperation with the staff at the University of Massachusetts, and The Woods Hole Oceanographic Institution –Sea Grant program. www.capecodextension.org . ABOUT AMERICORPS CAPE COD: AmeriCorps Cape Cod is a national service program operating through Barnstable County. Our program focuses on meeting Cape Cod’s critical and pressing environmental and disaster response needs through a dedication to community service and local collaboration. The program is funded by Barnstable County and through a grant provided by AmeriCorps the Agenc y. Housing for Corps members and live-in program staff is provided by Barnstable County, the Cape Cod National Seashore, the Town of Barnstable, and the Chatham Conservation Foundation, Inc. AmeriCorps Cape Cod is managed and operated by the Barnstable County Commissioners’ Office with support from the Massachusetts Service Alliance. ABOUT BARNSTABLE COUNTY REGIONAL GOVERNMENT OF CAPE COD Barnstable County provides exemplary government functions and services to keep our community healthy and safe, promote sustainable growth, and offer a proactive, open government that enhances the quality of life for the citizens of Barnstable County. Learn more at www.capecod.gov. MEDIA CONTACT Kari Parcell, Municipal Assistance Coordinator #508-375-6974, kari.parcell@capecod.gov ### Town of Brewster Brewster Ladies Library 1822 Main Street Brewster, MA 02631 Phone: (508) 896-3913 www.brewsterladieslibrary.org To: Brewster Select Board From: Brittany Taylor, Library Director Date: November 27, 2023 Re: Request to Declare items as Surplus for Disposal The Brewster Ladies’ Library requests permission to dispose of the following non-functioning and/or obsolete items as surplus: black plastic children’s chairs old Macintosh desktop computer old Dell tower computers- 25 (at least 8-10 years old) old Compaq tower computer old Dell laptop computers –12 old children’s computers and keyboards -3 old Dell monitors (2 13-15inch monitors & 1 20inch monitor) HP Photosmart Printer D7460 old printer (not functional)larger printer (not functional) old scanner (not functional)wooden folding chairs –4 ancient Sharp television (not functional)large heavy old television on cart VHS players -2 Microfilm reader Bell and Howell 16 mm projector Sharp cash register square wooden table –3ft x 2ft large display cases-2 old 2 drawer file cabinets –7 old 4 drawer file cabinets-2 old chairs –20 large table with broken leg slide projector and 6 carousels old electric typewriter several old nonfunctional cabinets old shelving This list covers items that are no longer usable, outdated, and in varying states of disrepair. Given the perceived age of these items and the library’s previous governance under the sole auspices of the Brewster Ladies’ Library Association, there has been no way of definitively determining the provenance of these items. The Brewster Ladies Library would very much appreciate the disposal of these objects so that the space used to store them can be used more practically. Additionally, we are asking for a fee waiver at the Transfer Station to dispose of these items. Thank you for your consideration. Board of Selectmen Town Administrator 2198 Main Street Brewster, Massachusetts 02631-1898 (508) 896-3701 FAX (508) 896-8089 APPLICATION FOR ONE -DAY LIQUOR LICENSE (must be submitted with application fee two (2) weeks prior to the date of the event) Applicant's Name: L 1t PLEW cx)1 } or 1_01 Phone: Applicant's Address: N`A2VDIC,N 12-1 t ;2 I -+a C7 afQ '31 Type of Event 't ST X12 C , '+i E_ e_ iy\Trt L' ` = -'L l�►`�� Location and Address where Liquor will be served if different from Applicant's Address: Date and hours requested for Licensed Authorization to serve Li uorr: Day: 14 -3 Times: �'y 1' rn m - �f Types of Liquor to be served: '( — r(),v-{ - L+0.% 1 0 ti t r,r- l'e.0 t p Will food be provided? l S " 11 % c,U\iY t`S Number of attendees anticipated? Who will serve the liquor? Name: CVAL11 -Vm.- ti s .P1r; i= — ,At C k Address: Contact phone number(s) for Server(): FEE= $35/day/location ature of Applic Date: \ 1 a1 Oil 13 Signature indicating for Licensing Authority's Approval: Date osAttioilivaimv 6, S Y 4 d s e &o ', �1: 'f4/l ": it. I Z 11tt tii\'` Board of Selectmen Town Administrator 2198 Main Street Brewster, Massachusetts 02631-1898 (508) 896-3701 FAX (508) 896-8089 APPLICATION FOR ONE -DAY LIQUOR LICENSE (must be submitted with application fee two (2) weeks prior to the date of the event) Applicant's Name: Brewster Sportsman's Club Applicant's Address: 280 Tubman Road, POB 30 Brewster, MA 02631 Phone: Type of Event: Lighthouse Charter School Christmas/Holiday Party Location and Address where Liquor will be served if different from Applicant's Address: Date and hours requested for Licensed Authorization to serve Liquor: Day: December 20, 2023 Times: 5pm to 9pm Types of Liquor to be served: Beer and Wine Will food be provided? Not by establishment. Private cater. Number of attendees anticipated? approx 30 Who will serve the liquor? Name: Steven C. Frissora Address: _ 17 Twinturn Drive, Brewster, MA TIP Cert# ON -000030026982 EXP:10/4/2026 Contact phone numbcr(s) for Server(s): FEE= $3.5/dayflacation Signature of Applicant: Date; Signature indicating for Licensing Authority's Approval: Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 www.brewster-ma.gov MEMORANDUM RE: Vision Planning Committee and updated Sea Camps Planning Committees Charges DATE: December 1, 2023 With the successful passing of the Local Comprehensive Plan (LCP) at the November 2023 Town meeting, the charge for the Vision Planning Committee (VPC) has now been completed. We thank the current and past members for their incredible work and commitment to passing the LCP. The Board will be voting this evening to disband the VPC. The VPC had a voting member on the Bay Property Planning Committee (BPPC) and a liaison on the Pond Property Planning Committee (PPPC). We recommend the Board vote to amend the BPPC charge to change the voting member from (1) Vision Planning Committee member to an additional at-large member. The current voting member from the VPC is Amanda Bebrin. Amanda has served in this role since the formation of the committee and is the current chair. We recommend that Amanda Bebrin be appointed as the at-large member. For the Pond Property Planning Committee, the charge only needs to be amended to remove the liaison position from the VPC. We thank Suzanne Kenney who has been serving in this role. Bay Property Planning Committee (BPPC) 1.Purpose: a.Identify existing conditions of the former Cape Cod Sea Camps Bay property b.Evaluate potential low-cost, short-term public access opportunities c.Develop and propose interim public access plan d.Develop and implement a public engagement strategy to ensure broad community input e.Determine priority long-term uses appropriate for the Bay property, taking the adjacent Spruce Hill property into consideration f.Identify and evaluate potential partner organizations with shared interests and values, particularly MA Audubon and YMCA Cape Cod g.Propose recommended long-term uses and partnerships h.If recommended long-term uses include construction of a community center and/or Town offices, evaluate alternative uses of Council on Aging site, Town Hall, and Eddy School as appropriate i.Develop an implementation plan for the proposed uses Office of: Select Board Town Manager 2.Strategies: a.Actively engage the public and stakeholders b.Provide residents with regular updates regarding progress and milestones c.Consider a range of interests, needs, ages, and abilities d.Collaborate with design professionals to develop and present a comprehensive plan to the Select Board and Town Meeting i.Consider Brewster’s key strategic planning documents (Vision Plan, Open Space and Recreation Plan, Coastal Resource Management Plan, Housing Production Plan, and others) ii.Incorporate maintenance, safety, and legal requirements iii.Identify estimated one-time project costs, ongoing operating expenses, funding sources, and timelines, incorporating prudent financial practices and exploring opportunities for revenue generation 3.Composition: Eleven (11) total members, including: a.Two (2) representatives from Select Board (Select Board Chair shall not be eligible) b.One (1) representative from each of the following committees: Vision Planning Committee; Natural Resources Commission; Recreation Commission c.Six (6) Seven (7) at-large members (may be part-time residents) d.Term: One (1) year, subject to annual reappointment; first term through June 30, 2023 e.Officers: Committee shall initially and annually thereafter elect a Chair, Vice Chair, and Clerk; Chair position shall not be held by a Select Board member; Chair and Vice Chair will meet on quarterly basis with their counterparts on PPPC to ensure coordination f.Liaisons (non-voting): Finance Committee; Open Space Committee; Council on Aging; Affordable Housing Trust; Cultural Council g.Representatives (non-voting): MA Audubon, YMCA Cape Cod, and Brewster Conservation Trust; other organizations such as Trustees of Reservations, etc may be included as needed h.Lead Town Staff Support: Town Administrator Manager; other Department Heads as needed 4.Appointment Process: a.Notice soliciting letters of interest and completed applications from residents will be posted on Town website – due January 21, 2022 b.Residents seeking to serve as at-large members will be asked to complete new Board/Committee application form c.Members of representative committees will be asked to submit letters of interest d.Select Board members appointed to serve on BPPC will individually vet all applicants (at-large and representative members) and then make their recommendations to the full Board in February e.Select Board are anticipated to make all appointments by the end of February f.Committees and outside organizations may identify their own liaisons/representatives 5.Selection Criteria: In addition to the criteria outlined in the Select Board’s recently revised Board & Committee Appointment Policy, Select Board members will also take into account the following criteria in selecting members to serve on this committee: a.Record of effective teamwork ability; able to collaborate well with others to achieve common goals b.Experience in community planning, municipal activities, project management, equity and inclusion, conservation/environment, park management, sustainability, historic preservation, recreation, public finance, (landscape) architecture, youth services, human services, engineering, community housing, and/or law c.Excellent written and verbal communication skills d.Previous volunteer service e.Sufficient time to actively participate in meetings and take on tasks outside of meetings Pond Property Planning Committee (PPPC) 1. Purpose: a.Identify existing conditions of the former Cape Cod Sea Camps Pond property b.Evaluate potential low-cost, short-term public access opportunities c.Develop and propose interim public access pan d.Develop and implement a public engagement strategy to ensure broad community input e.Determine priority long-term uses appropriate for the Pond property, taking the adjacent Long Pond Woodlands (Robinson) property into consideration f.Identify and evaluate potential partner organizations with shared interests and values, particularly MA Audubon and Brewster Conservation Trust g.Propose recommended long-term uses and partnerships h.Develop an implementation plan for the proposed uses 2. Strategies: a.Actively engage the public and stakeholders b.Provide residents with regular updates regarding progress and milestones c.Consider a range of interests, needs, ages, and abilities d.Collaborate with design professionals to develop and present a comprehensive plan to the Select Board and Town Meeting i. Consider Brewster’s key strategic planning documents (Vision Plan, Open Space and Recreation Plan, Coastal Resource Management Plan, Housing Production Plan, and others) ii. Incorporate maintenance, safety, and legal requirements iii.Identify estimated one-time project costs, ongoing operating expenses, funding sources, and timelines, incorporating prudent financial practices and exploring opportunities for revenue generation 3. Composition: Eleven (11) total members, including: a.Two (2) representatives from Select Board (Select Board Chair shall not be eligible) b.One (1) representative from each of the following committees: Natural Resources Commission; Open Space Committee; Affordable Housing Trust, Water Commission, Recreation Commission c.Four (4) at-large members (may be part-time residents) d.Term: One (1) year, subject to annual reappointment; first term through June 30, 2023 e.Officers: Committee shall initially and annually thereafter elect a Chair, Vice Chair, and Clerk; Chair position shall not be held by a Select Board member; Chair and Vice Chair will meet on quarterly basis with their counterparts on BPPC to ensure coordination f.Liaisons (non-voting): Finance Committee; Vision Planning Committee g.Representatives (non-voting): MA Audubon & Brewster Conservation Trust; other organizations may be included as needed h.Lead Town Staff Support: Assistant Town Administrator Manager; other Department Heads as needed 4. Appointment Process: a.Notice soliciting letters of interest and completed applications from residents will be posted on Town website – due January 21, 2022 b.Residents seeking to serve as at-large members will be asked to complete new Board/Committee application form c.Members of representative committees will be asked to submit letters of interest d.Select Board members appointed to serve on PPPC will individually vet all applicants (at-large and representative members) and then make their recommendations to the full Board in February e.Select Board are anticipated to make all appointments by the end of February 5.Selection Criteria: In addition to the criteria outlined in the Select Board’s recently revised Board & Committee Appointment Policy, Select Board members will also take into account the following criteria in selecting members to serve on this committee: a.Record of effective teamwork ability; able to collaborate well with others to achieve common goals b.Experience in community planning, municipal activities, project management, equity and inclusion, conservation/environment, park management, sustainability, historic preservation, recreation, public finance, (landscape) architecture, youth services, human services, engineering, community housing, and/or law c.Excellent written and verbal communication skills d.Previous volunteer service e.Sufficient time to actively participate in meetings and take on tasks outside of meetings Brewster Vision Planning Committee Charge PURPOSE: The Vision Planning Committee (VPC) will continue to foster public outreach and communication around the implementation of the 2018 Vision Plan and work with Town staff and the community to develop a Local Comprehensive Plan (LCP) based on the Vision Plan Goals. APPROACH: The Vision Plan Goals will serve as the VPC's framework for development of the LCP for review and certification under the Cape Cod Commission's Regional Policy Plan. The Vision Planni ng Committee (VPC) will hold quarterly forums and other communication activities to engage and educate the public on the Vision Plan, the implementation progress of Actions identified in the Vision Plan, and the LCP development process. The VPC will also p resent quarterly progress updates to the Select Board on Vision Plan implementation and LCP development. The VPC will prepare a draft LCP to submit to the Commission 12 months after convening. Following Commission review and acceptance, the LCP will be pre sented to Town Meeting for adoption within 18 months of the VPC convening. MEMBERSHIP: The VPC will be comprised of seven (9) members appointed by the Select Board and will include two (2) Vision Advisory Group members and two (2) Planning Board members. Three (5) at large resident members will be appointed based on their knowledge of planning processes, the 8 -building blocks of the Vision Plan, and the ability to objectively shepherd the LCP process. Initial appointments will be staggered, and consist of 3 three year term members, 3 two year term members, and 3 one year term members. Thereafter, the appointment terms will all be 3 years. The Select Board will appoint a liaison to the VPC as well. The VPC will be staffed by the Town Planner and consultant services, as authorized. Other Town Staff may be made available to the VPC by the Town Administrator. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 MEMORANDUM RE: Sea Camps Planning Committees DATE: December 20, 2021; Revised January 10, 2022 At their December 20, 2021 meeting, the Select Board unanimously approved the following charges for the two new planning committees tasked with developing Comprehensive Plans for the former Cape Cod Sea Camps properties. At the January 10th, 2022 Select Board meeting, the charge was updated to include a member of the Water Commission as a voting member instead of a liaison. Bay Property Planning Committee (BPPC) 1. Purpose: a. Identify existing conditions of the former Cape Cod Sea Camps Bay property b. Evaluate potential low-cost, short-term public access opportunities c. Develop and propose interim public access plan d. Develop and implement a public engagement strategy to ensure broad community input e. Determine priority long-term uses appropriate for the Bay property, taking the adjacent Spruce Hill property into consideration f. Identify and evaluate potential partner organizations with shared interests and values, particularly MA Audubon and YMCA Cape Cod g. Propose recommended long-term uses and partnerships h. If recommended long-term uses include construction of a community center and/or Town offices, evaluate alternative uses of Council on Aging site, Town Hall, and Eddy School as appropriate i. Develop an implementation plan for the proposed uses 2. Strategies: a. Actively engage the public and stakeholders b. Provide residents with regular updates regarding progress and milestones c. Consider a range of interests, needs, ages, and abilities d. Collaborate with design professionals to develop and present a comprehensive plan to the Select Board and Town Meeting Office of: Select Board Town Administrator i. Consider Brewster’s key strategic planning documents (Vision Plan, Open Space and Recreation Plan, Coastal Resource Management Plan, Housing Production Plan, and others) ii. Incorporate maintenance, safety, and legal requirements iii. Identify estimated one-time project costs, ongoing operating expenses, funding sources, and timelines, incorporating prudent financial practices and exploring opportunities for revenue generation 3. Composition: Eleven (11) total members, including: a. Two (2) representatives from Select Board (Select Board Chair shall not be eligible) b. One (1) representative from each of the following committees: Vision Planning Committee; Natural Resources Commission; Recreation Commission c. Six (6) at-large members (may be part-time residents) d. Term: One (1) year, subject to annual reappointment; first term through June 30, 2023 e. Officers: Committee shall initially and annually thereafter elect a Chair, Vice Chair, and Clerk; Chair position shall not be held by a Select Board member; Chair and Vice Chair will meet on quarterly basis with their counterparts on PPPC to ensure coordination f. Liaisons (non-voting): Finance Committee; Open Space Committee; Council on Aging; Affordable Housing Trust; Cultural Council g. Representatives (non-voting): MA Audubon, YMCA Cape Cod, and Brewster Conservation Trust; other organizations such as Trustees of Reservations, etc may be included as needed h. Lead Town Staff Support: Town Administrator; other Department Heads as needed 4. Appointment Process: a. Notice soliciting letters of interest and completed applications from residents will be posted on Town website – due January 21, 2022 b. Residents seeking to serve as at-large members will be asked to complete new Board/Committee application form c. Members of representative committees will be asked to submit letters of interest d. Select Board members appointed to serve on BPPC will individually vet all applicants (at-large and representative members) and then make their recommendations to the full Board in February e. Select Board are anticipated to make all appointments by the end of February f. Committees and outside organizations may identify their own liaisons/representatives 5. Selection Criteria: In addition to the criteria outlined in the Select Board’s recently revised Board & Committee Appointment Policy, Select Board members will also take into account the following criteria in selecting members to serve on this committee: a. Record of effective teamwork ability; able to collaborate well with others to achieve common goals b. Experience in community planning, municipal activities, project management, equity and inclusion, conservation/environment, park management, sustainability, historic preservation, recreation, public finance, (landscape) architecture, youth services, human services, engineering, community housing, and/or law c. Excellent written and verbal communication skills d. Previous volunteer service e. Sufficient time to actively participate in meetings and take on tasks outside of meetings Pond Property Planning Committee (PPPC) 1. Purpose: a. Identify existing conditions of the former Cape Cod Sea Camps Pond property b. Evaluate potential low-cost, short-term public access opportunities c. Develop and propose interim public access pan d. Develop and implement a public engagement strategy to ensure broad community input e. Determine priority long-term uses appropriate for the Pond property, taking the adjacent Long Pond Woodlands (Robinson) property into consideration f. Identify and evaluate potential partner organizations with shared interests and values, particularly MA Audubon and Brewster Conservation Trust g. Propose recommended long-term uses and partnerships h. Develop an implementation plan for the proposed uses 2. Strategies: a. Actively engage the public and stakeholders b. Provide residents with regular updates regarding progress and milestones c. Consider a range of interests, needs, ages, and abilities d. Collaborate with design professionals to develop and present a comprehensive plan to the Select Board and Town Meeting Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 Office of: Select Board Town Administrator MEMORANDUM RE: Sea Camps Planning Committees DATE: December 20, 2021 Amended August 22, 2022 At their December 20, 2021 meeting, the Select Board unanimously approved the following charges for the two new planning committees tasked with developing Comprehensive Plans for the former Cape Cod Sea Camps properties. At their August 22, 2022 meeting, the Select Board amended the charge to have the Recreation Commission liaison be a voting member. Pond Property Planning Committee (PPPC) 1. Purpose: a.Identify existing conditions of the former Cape Cod Sea Camps Pond property b.Evaluate potential low-cost, short-term public access opportunities c.Develop and propose interim public access pan d.Develop and implement a public engagement strategy to ensure broad community input e.Determine priority long-term uses appropriate for the Pond property, taking the adjacent Long Pond Woodlands (Robinson) property into consideration f.Identify and evaluate potential partner organizations with shared interests and values, particularly MA Audubon and Brewster Conservation Trust g.Propose recommended long-term uses and partnerships h.Develop an implementation plan for the proposed uses 2. Strategies: a.Actively engage the public and stakeholders b.Provide residents with regular updates regarding progress and milestones c.Consider a range of interests, needs, ages, and abilities d.Collaborate with design professionals to develop and present a comprehensive plan to the Select Board and Town Meeting i. Consider Brewster’s key strategic planning documents (Vision Plan, Open Space and Recreation Plan, Coastal Resource Management Plan, Housing Production Plan, and others) ii. Incorporate maintenance, safety, and legal requirements iii.Identify estimated one-time project costs, ongoing operating expenses, funding sources, and timelines, incorporating prudent financial practices and exploring opportunities for revenue generation 3. Composition: Eleven (11) total members, including: a.Two (2) representatives from Select Board (Select Board Chair shall not be eligible) b.One (1) representative from each of the following committees: Natural Resources Commission; Open Space Committee; Affordable Housing Trust, Water Commission, Recreation Commission c.Four (4) at-large members (may be part-time residents) d.Term: One (1) year, subject to annual reappointment; first term through June 30, 2023 e.Officers: Committee shall initially and annually thereafter elect a Chair, Vice Chair, and Clerk; Chair position shall not be held by a Select Board member; Chair and Vice Chair will meet on quarterly basis with their counterparts on BPPC to ensure coordination f.Liaisons (non-voting): Finance Committee; Vision Planning Committee g.Representatives (non-voting): MA Audubon & Brewster Conservation Trust; other organizations may be included as needed h.Lead Town Staff Support: Assistant Town Administrator; other Department Heads as needed 4. Appointment Process: a.Notice soliciting letters of interest and completed applications from residents will be posted on Town website – due January 21, 2022 b.Residents seeking to serve as at-large members will be asked to complete new Board/Committee application form c.Members of representative committees will be asked to submit letters of interest d.Select Board members appointed to serve on PPPC will individually vet all applicants (at-large and representative members) and then make their recommendations to the full Board in February e.Select Board are anticipated to make all appointments by the end of February 5.Selection Criteria: In addition to the criteria outlined in the Select Board’s recently revised Board & Committee Appointment Policy, Select Board members will also take into account the following criteria in selecting members to serve on this committee: a.Record of effective teamwork ability; able to collaborate well with others to achieve common goals b.Experience in community planning, municipal activities, project management, equity and inclusion, conservation/environment, park management, sustainability, historic preservation, recreation, public finance, (landscape) architecture, youth services, human services, engineering, community housing, and/or law c.Excellent written and verbal communication skills d.Previous volunteer service e.Sufficient time to actively participate in meetings and take on tasks outside of meetings BREWSTER BUDGET FORECAST FISCAL YEARS 2025-2029 Peter Lombardi, Town Manager Mimi Bernardo, Finance Director Donna Kalinick, Assistant Town Manager Town of Brewster, Massachusetts December 4, 2023 AGENDA Where are we now: Recap of the GFOA Award- Winning FY24 Budget What can we afford: FY25 (and beyond) Budget Capacity Where do we go from here: Budget Development Guidelines What else is on the horizon: Financial Implications of Select Board Strategic Plan Goals 12/4/2023 2 GFOA DISTINGUISHED BUDGET PRESENTATION AWARD The Brewster Finance Team was the recipient of the 2024 Government Finance Officers Association (GFOA) distinguished budget award presentation for our fiscal 2024 budget. The award represents a significant achievement by the Town. It reflects the commitment of the governing body and staff to meeting the highest principles of governmental budgeting. In order to receive the budget award, the Finance Team had to satisfy nationally recognized guidelines for effective budget presentation. These guidelines are designed to assess how well an entity's budget serves as: a policy document a financial plan an operations guide a communications device 12/4/23 3 OVERVIEW OF FY24 BUDGET Continued conservative state aid and local receipt projections due to uncertainty of continued pandemic impacts, supply chain issues, and concerns about future recession Personnel expenses included 2.50% COLA, contractual step increases, and phase two implementation of recommendations from compensation and classification study Level funded Town OPEB contribution at $300k ($267k in General Fund) Appropriated $250k to Capital Stabilization, $500k to Affordable Housing Trust, and $150k to Water Quality Stabilization from $1M in estimated Short-Term Rental (STR) revenues (total increase of $250k from FY23) 12/4/23 4 OVERVIEW OF FY24 BUDGET (CONTINUED) Targeted staffing enhancements, including: new F/T DPW Assistant Director, P/T DPW Admin, P/T Town Clerk Assistant, P/T Health Inspector and increased hours for Local Building Inspector, Police Custodian, and Assistant Recreation Director 11% decrease ($122,766) in Cape Cod Tech assessment, mainly due to enrollment decrease of 6 Brewster students 7.69% increase ($1,981,905) in Nauset Regional Assessment, including $647,720 operating override 7.89% increase ($642,837) in Brewster Elementary School operating expenses (excluding health insurance and pension benefits), including $316,878 operating override 12/4/23 5 OVERVIEW OF FY24 BUDGET (TAX RATE IMPACTS) Median Single Family Home Value increased by 11.7% to $710,900 FY24 Tax Rate decreased by 2.6% to $6.81/1000 Median Single Family Tax Bill increased by 8.8% ($390) to $4,841 ~50% of increase from first half of Nauset Regional High School project debt exclusion (second half to impact FY25 budget once long- term debt is issued) ~25% of increase from Nauset School overrides (District & Elementary) ~25% of increase from standard annual Proposition 2½ increase to support all Town increases and 4% school increases 12/4/23 6 FY25 BUDGET FORECAST: REVENUE ASSUMPTIONS New Growth $250k in FY25+ State Aid (cherry sheet) Projected level-funded for FY24 - actual 1.6% increase 2% increases for FY25+ Local Receipts 7.5% increase for FY25 based on FY20-FY23 actuals and record-high Free Cash totals in FY22 & FY23 ~6.75% increase for FY26 and 4.75% for FY27 through FY29 Short-term Rental Revenues 5% increases for FY25+ based on FY20-23 actuals and FY24 Q1 actuals 50% allocated to AHT, 25% to Capital Stabilization, 15% to Water Quality Stabilization (new in FY23), and 10% to General Fund 12/4/23 7 FY25 BUDGET FORECAST: REVENUE ASSUMPTIONS (CONT’D) Solar Revenues $20+k in FY25+ to General Fund for shared Energy Manager ~$70k balance to Golf Enterprise Fund New Marijuana Revenues $150k starting in FY26 Increasing $50k/year for FY27-FY29 Water and Golf Enterprise Fund Indirects 5% increases for FY25+ Overlay Reserves (including Abatements) $250k for FY25+ based on current balance and anticipated annual expenses, including Town’s proposed childcare subsidy pilot program 12/4/23 8 FOR ILLUSTRATIVE PURPOSES 12/4/23 Revenue Assumptions 9 FY25 BUDGET PROJECTION: EXPENSE ASSUMPTIONS General Expenses 3% overall, with some targeted increases particularly for utilities Personnel 2.5% COLA in FY25-26 (2.5% in FY27-29), plus annual step increases Nauset Schools 3% in FY25-29 Cape Cod Tech 2.5% in FY25-29 Pension 11% in FY25 (10% in FY26-27 and 9% in FY28-29) Health Insurance 4% in FY25-29 12/4/23 10 FY25 BUDGET PROJECTION: TRANSFER EXPENSE ASSUMPTIONS OPEB $300k ($264k from General Fund) Housing Trust $525k (50% of STR revenues) Capital Stabilization $262.5k (25% of STR revenues) Water Quality Stabilization $157.5k (15% of STR revenues) 12/4/23 11 FOR ILLUSTRATIVE PURPOSES 12/4/23– Expense Assumptions 12 FY25 BUDGET FORECAST: EXCLUDED DEBT Sea Camps Bay Property - $20M debt issuance 30-year term (level debt) – started in FY23 $981,123 payment in FY25 Nauset High School - $133M debt issuance Assumed: 25-year term (level debt) – starting in FY24 First half of Brewster’s share - $2.1M in FY24 Second half of Brewster’s share - +$1.9M in FY25 Approx. $450 to $500 annual cost for the average median home in FY25+ Cape Cod Tech High School - $81M debt issuance 20-year term (level principal) – started in FY20 $441,653 payment in FY25 (-$30k from FY24) 12/4/23 13 FY25 BUDGET FORECAST IMPLICATIONS Estimated FY25 General Fund revenue totals: $58,109,021 Projected FY25 General Fund operating appropriations: $57,894,369 Estimated available FY25 levy capacity: $214,652 Limited levy capacity in FY25+ but no looming structural deficit if FY25 budget remains consistent with projections FY28-29 estimates result from compound effect of conservative revenue/expense driver assumptions (ie. local receipts and major expense drivers) Largely consistent with medium-term assessment from last year’s forecast 12/4/23 14 12/4/23 15 FY25 OPERATING BUDGET DEVELOPMENT Recommended operating budget guidance: Target School expense increases of 3.0% Any increases above this amount will likely need to be funded via an operating override Instruct Town Departments to deliver level services budget Department Head requests due January 5 - substantial increases require compelling rationale Internal review completed by end of January FY25 budget presentation on February 5 (joint meeting) Department Head presentations planned for February 7 & 9 (joint meetings) 12/4/23 16 FY24-28 CAPITAL BUDGET DEVELOPMENT Capital budget guidance: Develop updated FY24-28 Capital Improvement Plan – goal to maintain ~$2M annual commitment to funding capital needs via Free Cash Spring FY24 Department Head requests due December 21 FY24-28 CIP presentation planned for January 10 (joint meeting) Supplemental FY24 capital needs to be addressed at Spring 2024 Town Meeting ($1,705,397 in unappropriated Free Cash available) 12/4/23 17 SELECT BOARD FY24-25 STRATEGIC PLAN GOALS & OPERATING BUDGET STAFFING IMPLICATIONS Provide interim public access to and activities on both Sea Camps properties Conduct assessment of community recreation needs, develop implementation plan, and provide staffing supports to deliver enhanced recreation services 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 Evaluate impacts of short-term rentals on the community and consider policy solutions 12/4/23 18 SELECT BOARD FY24-25 STRATEGIC PLAN GOALS & OPERATING BUDGET TAX RELIEF IMPLICATIONS Continue to explore potential partnerships and revenue generating opportunities that mitigate tax impacts and/or provide enhanced services, programs, or amenities for residents on both Sea Camps properties Evaluate strategies to reduce tax burden on residents, including examining revenues and targeted local tax relief options, and managing school budgets Evaluate feasibility of potential childcare subsidy program, and implement in equitable and sustainable manner 12/4/23 19 BREWSTER MASSACHUSETTS FIRE DEPARTMENT STAFFING ANALYSIS Engaged to: ➢Review the manner in which fire department and emergency medical services are provided and evaluate overall operations. ➢Evaluate the fire department’s organizational structure, administration, and management. ➢Evaluate the department’s staffing. ➢Provide recommendations for improvement. 2 Our Goal: To create a report that becomes a useful guide and a resource that shapes a vision for the success of the organization as it approaches the challenges and transitions of the future. 3 This analysis provides the organization and the community with 39 recommendations. A plan to guide you moving forward. 4 In reality the outcome is up to you. ➢Interviews with numerous stakeholders. ➢Review and analysis of data and documents. ➢Review and evaluation of fire department operations and management. ➢Evaluating on-site operations, facilities, and resources. ➢13 major project elements involved. 5 ➢All recommendations for improvements are based on various administrative regulations promulgated at the federal and state levels, and nationally accepted consensus standards developed by: ❖ISO (Insurance Services Office) ❖NFPA (National Fire Protection Association) ❖CFAI (Commission on Fire Accreditation International) ❖CAAS (Commission on Accreditation of Ambulance Services) ❖Industry best practices and procedures 6 ➢Well equipped, with a beautiful state of the art fire station. ➢High functioning leadership team. ➢Dedicated core group of members who are trying to make their organization one that provides dependable, high quality, emergency services to the Town of Brewster. 7 ➢Perform their duties competently, and, can be counted upon to complete assignments given to them. ➢Appears to have a positive public image, and, is respected for its long-standing service to the community. 8 ➢The strategy currently in place in the Brewster Fire Department is a progressive and forward thinking one. The Brewster Fire Department has an excellent five- year strategic plan that covers the period of 2022 through 2026. 9 ➢The potential for a diminished level of service based on a shortage of available resources, primarily from a career staffing perspective and the annual requests for service continue to increase. ❖The loss of the call component of the Department over the past 10 years. This results in the only emergency response personnel immediately available (not counting mutual aid) being the on-duty personnel. There are no longer call personnel who respond to provide coverage or assist with multiple incidents. 10 ➢High turnover rate among career staff. ❖The department has struggled to retain personnel. Frequent vacancies and a constant staffing deployment model has resulted in a high level of mandatory holdover and order-in overtime which can have a significant impact on firefighter health and wellness, as well as morale within the Department. 11 ➢Housing and rental costs in Brewster and surrounding communities, and to a larger extent Cape Cod in general, are extremely high and thus unaffordable for most public safety personnel especially those who are just starting out. This results in many firefighters living on the other side of the Sagamore Bridge, more than 30 minutes from town and of limited to no value in a call back situation. ❖Challenges recruiting qualified personnel. 12 ➢A need to continue the widespread use of automatic aid at the time of dispatch to reported structure fires to attempt to assemble an effective response force within the benchmark time frames. ➢Two simultaneous EMS calls can strip the Town of all fire and EMS protection. ➢Potentially increasing response times based on a growing number of overlapping calls (approaching 20% of annual responses). 13 ➢An aging resident population (35.1% of population is age 65 or over) will most likely result in increased requests for services further straining the system. 14 Many risks are also opportunities. This report can be an idle source of conversation or a means to engage the organization to plan for a vibrant future. 15 ➢When staffing is at five personnel: ❖Two personnel respond on the ambulance to Alpha and Bravo, or Priority 3 calls. The three personnel remaining are now available for fire duty, or can handle a second ambulance call, if necessary. If they require additional assistance, they can request the engine to respond. ❖Two personnel respond on the ambulance and three personnel respond on the engine to Charlie, Delta, and Echo, or Priority 1 and 2 calls. If an additional person is needed on the ambulance they can be sent to the hospital with the ambulance crew. 16 ➢The Brewster Fire Department should strive to have a minimum of 16/17 firefighting personnel on the scene of every single-family residential structure fire within 8 minutes of the time that units are responding. ➢For fires in multi-family residential buildings and commercial occupancies, a minimum of 27/28 personnel should be on scene within 8 minutes of the time that units are responding in order to be able to establish a full effective response force. 17 18 19 DE P A R T M E N T PO P U L A T I O N CY 2 2 R U N S *F U L L T I M E ST A F F # O F FIR E F I G H T E R S PE R 1 , 0 0 0 RE S I D E N T S # O F FIR E F I G H T E R S PE R S H I F T *A D D I T I O N A L DA Y S H I F T PE R S O N N E L DU T I E S O F DA Y T I M E PE R S O N N E L Brewster 10,318 3,236 23 2.23 5 1 Fire Prevention Officer Chatham 6,600 3,240 32 4.85 7 2 Fire Prevention Officer EMS Coordinator Orleans 6,307 2,683 36 3.8 8 2 Fire Prevention Officer EMS Coordinator Eastham 5,752 2,236 24 4.17 5 2 2 Firefighters Wellfleet 3,500 1,311 22 5.71 5 1 Captain – Fire Prevention Harwich 13,441 4,850 40 2.68 9 2 Fire Prevention Officer EMS Coordinator ➢The Town of Brewster and Brewster Fire Department should incrementally hire additional firefighters to enhance daily on duty staffing to an eventual level of seven (7) personnel assigned to each shift. ➢The Town of Brewster should authorize the Brewster Fire Department to apply annually over the next several application periods for a federal Staffing for Adequate Fire and Emergency Response (SAFER) grant to fund the incremental hiring of a total of nine (9) additional personnel (two per shift plus a full-time EMS Officer) over the next several fiscal years. 20 ➢FY 2025 –Hire four (4) additional personnel to increase shift staffing to six (6) personnel with a minimum of five (5) on duty (off season only). ➢FY 2026 –Hire one (1) additional person to allow for the creation of the full-time EMS officer position and the possible implementation of a MICU/CIP program. Promote four (4) firefighters to the rank of Lieutenant. ➢FY 2028 –Hire four (4) additional personnel to increase shift staffing to seven (7) personnel with a minimum of six (6) on duty (off season only). 21 ➢In FY 2026, the Town of Brewster should consider creation of the position of Lieutenant on each shift in the Brewster Fire Department to allow for a continued appropriate span of control as recommended under the Incident Management System (IMS). ➢At all staffing levels, the Brewster Fire Department should continue to utilize part-time personnel to supplement staffing level and maintain maximum shift staffing during peak season between Memorial Day and the end of September. 22 23 24 ➢Once a staffing level of seven (7) is achieved the Brewster Fire Department will be able to staff: ❖Two ambulances with two (2) personnel each. ❖If a third ambulance is needed during the day, it can be staffed with administrative personnel if they are available. ❖One engine with three personnel. 25 ➢The Town of Brewster and Brewster Fire Department should actively explore the feasibility of implementing some type of community based mobile integrated health care (Community Paramedicine) in an attempt to provide better service to the community, and possibly increase their EMS revenue. 26 ➢Planned growth of the Brewster Fire Department is essential to provide a consistent service level to the community, while keeping pace with increased demands for service. ➢There is no “right” amount of fire protection or EMS delivery. It is a constantly changing level based upon the expressed needs of the community. 27 ➢Defining the acceptable level of service. ➢Long term development of the Brewster Fire Department, its officers and personnel. ➢The goal of this study is to assist the Town of Brewster and the Brewster Fire Department in moving forward in a planned or intended strategic manner and to reinforce the existing strategic plan. 28 ➢Each of the 39 recommendations should be given careful consideration. ➢View each recommendation as a goal. ➢Approach the recommendations strategically & systematically to develop short & long term goals. ➢Follow the Strategic Plan. ➢Recognize each accomplishment. 29 30 Website: www.mrigov.com Thank You TO: FROM: CC: DATE: RE: Brewster Fire Department 1671 Main Street Brewster, MA 02631 Phone 508-896-7018 Fax 508-896-4245 Select Board Fire Chief Moranij Town Manager Peter Lombardi Finance Committee Deputy Fire Chief Kevin Varley 11/30/23 Fire Department Staffing Analysis pQ\\\\\okI14!II11iIiffgl o �okewsT4' o 9r . ' a .=wa F �f; tip 144 y K��NAOAPlE� ����(7lpflllfl I If IRkkiPk�k\ In April 2022 members of Brewster Fire/Rescue launched the implementation of their 2022-2026 five- year strategic plan. One of the major proposals emerging from the plan included the hiring of a professional Public Safety group to conduct a Staffing and Operational analysis of the Brewster Fire Department. In March of 2023 Municipal Resources, Inc. was chosen as the vendor to review the current position of the department and make recommendations regarding future staffing needs and sustainable operational advances. After leading the transformation of the department from a combination to full-time organization over the past thirteen years, my office is well versed and acquainted with the validated staffing and operational recommendations contained in the study and we are pleased to see a final document that mirrors the progressive philosophies of our department. Through proactive forecasting, partnership with the Town Managers office, and the continued application of our strategic plan we have previously embraced a number of these recommendations and initiated active processes that will lead to future implementation. Some of these initiatives currently being worked on or completed include: • Contractual agreements including wage increases comparable to contiguous communities and stipend programs designed to enhance recruitment and retention of personnel. • Secured funding for the purchase of mobile computer hardware and software to improve data collection, meet proposed enhancements to Barnstable County Dispatch systems, enhance pre - incident planning capabilities, and enrich efforts to assess and reduce community risk. • Completed AFG Grant funded Fire Instructor land Fire Officer I programs. Excess funds are being used to schedule additional programs including Surface Water Rescue, Surface Ice Rescue, Rope Rescue, Fire Officer Strategy and Tactics, Vehicle Extrication, Control of Gas Emergencies, and Decision Making for the Initial Company Officer. These programs will assist efforts to maintain our current ISO rating during the next review cycle. • Secured funding for policy and procedure software titled Lexipol. Currently working with Lexipol representatives and internal review group to advance the approval and adoption of multiple administrative and operational policies into one cohesive and consistent document. • Received approximately $270,000 in Federal and State Grant programs for fire safety education, equipment, and training. • Revised automatic aid response policies to increase the number of initial arriving personnel. • Maintained consistent and direct annual budget requests for additional full-time staff. • Continued best practice use of seasonal employees to supplement full-time staff. The recommendations identified in the study come as no surprise to my office. Most are based on State and National Laws, Standards, Regulations, and best practices that we have been working to initiate for several years. We welcome the conclusions and look forward to developing a priority list of short, medium, and long-term goals that will allow us to continue to meet the proposals including the major challenge of increasing staff to a level justifiable to the sustained safety, health, and wellness of staff and the continued delivery of exceptional life safety services to the community. TOWN OF BREWSTER, MASSACHUSETTS FIRE DEPARTMENT STAFFING ANALYSIS NOVEMBER 2023 Prepared by: Municipal Resources, Inc. 66 Main Street, Suite B Plymouth, New Hampshire 03264 mrigov.com Phone 603-279-0352 Town of Brewster, MA – Fire Department Staffing Analysis Page 2 Prepared by Municipal Resources, Inc. November 2023 TABLE OF CONTENTS Town of Brewster, MA – Fire Department Staffing Analysis Page 3 Prepared by Municipal Resources, Inc. November 2023 TOWN OF BREWSTER, MASSACHUSETTS FIRE DEPARTMENT STAFFING ANALYSIS CHAPTER I - PROJECT OVERVIEW, SCOPE, AND METHODOLOGY ........................................................ 6 ABOUT MRI ...................................................................................................................................... 7 MRI’S PHILOSOPHY .......................................................................................................................... 7 OBJECTIVES ...................................................................................................................................... 8 SCOPE OF WORK .............................................................................................................................. 9 METHODOLOGY/PROJECT APPROACH ............................................................................................ 11 ACKNOWLEDGEMENTS .................................................................................................................. 14 CHAPTER II - COMMUNITY OVERVIEW .............................................................................................. 16 TOWN OF BREWSTER ..................................................................................................................... 16 BREWSTER FIRE DEPARTMENT ....................................................................................................... 17 CHAPTER III - BREWSTER COMMUNITY RISK AND HAZARD PROFILE ................................................... 20 RECOMMENDATIONS ..................................................................................................................... 29 CHAPTER IV - BREWSTER FIRE DEPARTMENT ORGANIZATION, MANAGEMENT, AND OPERATIONS .... 30 BREWSTER FIRE DEPARTMENT OVERVIEW ..................................................................................... 30 RESPONSE METRICS ....................................................................................................................... 40 FIRE OPERATIONS .......................................................................................................................... 48 EMS OPERATIONS .......................................................................................................................... 52 STAFFING, CRITICAL TASKING, AND DEPLOYMENT .......................................................................... 63 COMPARATIVE ANALYSIS ............................................................................................................... 73 AUTOMATIC/MUTUAL AID AND REGIONAL OPERATIONS ............................................................... 74 INSURANCE SERVICES OFFICE (ISO) ................................................................................................. 78 RECRUITMENT, TRAINING & PROFESSIONAL DEVELOPMENT .......................................................... 83 FIRE PREVENTION AND COMMUNITY RISK REDUCTION .................................................................. 85 DIVERSITY AND CULTURAL AWARENESS ......................................................................................... 87 ADMINISTRATIVE SERVICES ............................................................................................................ 88 BREWSTER INTERDEPARTMENTAL RELATIONS ............................................................................... 88 RECOMMENDATIONS ..................................................................................................................... 89 Town of Brewster, MA – Fire Department Staffing Analysis Page 4 Prepared by Municipal Resources, Inc. November 2023 CHAPTER V - FIRE DEPARTMENT FINANCIAL OPERATIONS .................................................................. 94 ANNUAL BUDGET ........................................................................................................................... 94 CAPITAL PLANNING ........................................................................................................................ 95 AMBULANCE BILLING & REVENUE .................................................................................................. 95 PERMITS: ....................................................................................................................................... 99 GRANTS: ........................................................................................................................................ 99 SOURCES OF ADDITIONAL FUNDING: ............................................................................................ 100 RECOMMENDATIONS …………………………………………………………………………………………………………………….101 CHAPTER VI - SUMMARY OF RECOMMENDATIONS .......................................................................... 103 CHAPTER III - BREWSTER COMMUNITY RISK AND HAZARD PROFILE ............................................. 103 CHAPTER IV - BREWSTER FIRE DEPARTMENT ORGANIZATION, MANAGEMENT, AND OPERATIONS103 CHAPTER V - FIRE DEPARTMENT FINANCIAL OPERATIONS ............................................................ 108 CHAPTER VII - SUMMARY AND LOOKING TO THE FUTURE ................................................................ 111 CURRENT STATE OF THE FIRE AND EMS DELIVERY SYSTEM ........................................................... 111 STRATEGIC PLANNING (AKA LOOKING TO THE FUTURE) ............................................................... 112 MRI’S VIEW OF THE FUTURE ......................................................................................................... 113 FIRE SERVICE ACCREDITATION ...................................................................................................... 119 CONCLUSION ................................................................................................................................ 120 CHAPTER VIII - PROJECT TEAM ......................................................................................................... 122 TEAM LEADER: ............................................................................................................................. 122 PROJECT TEAM ............................................................................................................................. 123 Town of Brewster, MA – Fire Department Staffing Analysis Page 5 Prepared by Municipal Resources, Inc. November 2023 REPORT Town of Brewster, MA – Fire Department Staffing Analysis Page 6 Prepared by Municipal Resources, Inc. November 2023 CHAPTER I PROJECT OVERVIEW, SCOPE, AND METHODOLOGY Municipal Resources, Inc. (MRI) was engaged by the Town of Brewster, Massachuse>s, to undertake an organizaAonal and operaAonal assessment including an analysis of the effecAveness, and overall efficiency study of the Town’s fire, rescue, and emergency medical services (EMS) delivery systems, to idenAfy any gaps or deficiencies, and to make recommendaAons for improvement. Projected growth in area services due to increases in populaAon and increased service levels were also included to provide recommendaAons on the Department’s long-range planning needs. The primary intent and goal of this project was to determine whether the exisAng organizaAonal structure and operaAons of the Brewster Fire Department including levels of staffing, faciliAes, equipment, funding, management pracAces, and deployment of resources are adequate to provide a level of service within Brewster, that is in line with generally accepted standards and benchmarks uAlized by comparable fire departments in similar communiAes; and based on standards and best pracAces for modern-day fire services currently in pracAce in Massachuse>s and the United States. To these ends, MRI looked to provide informaAon relaAve to: 1. Short-term opportuniAes for improvement of the Department’s service delivery capabiliAes. 2. Present short and long-term organizaAonal and operaAonal adjustments that seek to improve service delivery to the Town. These acAviAes are part of the Town of Brewster’s ongoing fire and emergency services oversight and planning responsibiliAes. They are focused on idenAfying the risks that residents, visitors, and firefighters are currently exposed to, as well as the potenAal future risks, and the development of an appropriate set of responses to those threats in a fiducially responsible manner. Through the strategic planning aspect, the project team makes recommendaAons for long-term success, viability, and stability, together with improved efficiency, operaAons, and safety for firefighters and ciAzens today, as well as projecAng future needs for the provision of fire and emergency medical services throughout the community. The MRI project team has a>empted to produce a report containing recommendaAons, focused primarily on long-range strategic planning, that will assist the Brewster Fire Department, and the Town of Brewster, to set a clear course of acAon for future service improvements and delivery. Town of Brewster, MA – Fire Department Staffing Analysis Page 7 Prepared by Municipal Resources, Inc. November 2023 ABOUT MRI MRI was founded in 1989 by six former municipal and state government managers, with both public and private, professional experience. MRI provides professional, technical, and management support services to municipaliAes, schools, and non-profit organizaAons throughout the Northeast. MRI provides technical knowledge and pracAcal experience that others cannot offer because it hires the best in the municipal consulAng industry. This is evidenced by a high level of implementaAon of MRI’s recommendaAons by its clients. MRI’s clients have come to expect the organizaAon to provide whatever they need, and it fulfills their expectaAons. MRI’s dynamic management staff adapts services to specific client needs. Clients realize that MRI has been in their shoes and has the experience, sensiAvity, and desire that it takes to develop and deliver services that specifically meets their needs. The depth of MRI’s experience is reflected not only in the experiences of its associates, but in the scope of services it provides its clients, from professional recruitment to organizaAonal and operaAonal assessments of individual municipal departments and school districts; or ongoing contracted services for various municipal government and school business support acAviAes. Municipal Resources has a parAcularly strong public safety group with naAonally recognized experAse in fire and emergency medical services. MRI’s professional staff is always focused on helping its clients solve problems and provide soluAons for their future success. We simply work to gain an understanding of past events to build a framework for future success. We do not put forth idealisAc, unachievable, or narrowly focused soluAons. MRI’S PHILOSOPHY Municipal Resources, Inc. is commi>ed to providing innovaAve and creaAve soluAons to the problems and issues facing local governments and the agencies that serve them. The purpose of MRI’s approach is to supplement the efforts of municipal employees and other personnel and enable them to do their jobs well. MRI is commi>ed to supporAng and enhancing posiAve, sustainable communiAes through be>er organizaAon, operaAons, and communicaAon. This is achieved by: Ø SupporAng towns, ciAes, counAes, school districts and other community service agencies with management and technical services to facilitate construcAve change within client organizaAons. Ø ConducAng studies and analyses designed to assist clients in achieving organizaAonal improvement. Town of Brewster, MA – Fire Department Staffing Analysis Page 8 Prepared by Municipal Resources, Inc. November 2023 Ø AdvocaAng and advancing cooperaAon, coordinaAon, and collaboraAon between government organizaAons and related community support agencies. Ø Maintaining a staff of highly qualified professional, experienced and open-minded life-long learners to serve as consultants and advisors to clients. Ø Maintaining awareness and understanding of advances in “best pracAces” for delivery of all levels of core community services and related professional management. Ø Developing and refining techniques for effecAve community engagement, informaAon disseminaAon, and construcAve change. OBJECTIVES 1. To help municipaliAes and agencies obtain maximum value for limited tax dollars. 2. To idenAfy and help communiAes manage the risks associated with public safety funcAons. 3. To raise public awareness of the value and professionalism of their municipal resources. 4. To help local leaders develop and execute plans that best meet their community’s needs, given available resources. FIGURE I-1: MRI PROJECT IMJPLEMENTATION PLAN Town of Brewster, MA – Fire Department Staffing Analysis Page 9 Prepared by Municipal Resources, Inc. November 2023 SCOPE OF WORK To be effecAve, a project of this type requires a thorough assessment to determine a baseline of current operaAons. ProjecAons for community populaAon growth that can translate into increased requests for service, the need for expanded levels of service, and evolving community expectaAons were necessary to develop recommendaAons for the department’s long-range plans. A thorough review of exisAng staffing, funding, management pracAces, and regulatory environment was undertaken to determine whether the department can provide a level of service that is in line with generally accepted standards and benchmarks for a community of like character. An evaluaAon of the following informaAon and topics were all components of this review: An evaluaAon of the following informaAon and topics were all components of this review: 1. A review of background informaAon that impacts the Brewster Fire Department including: a. Fire service data and informaAon provided by the fire department and the Town; b. Community populaAon and demographics; c. ResidenAal, commercial, industrial, and municipal features of the community including a community tour; d. Review of incident response staAsAcs volume and trends; e. Review of response Ames; f. Policies and agreements that may determine staffing levels and pracAces; g. EvaluaAon of the provision and use of fiscal resources including the amount of overAme; h. Assess and evaluate the department’s current scheduling, staffing, organizaAonal structure and delivery of services; i. Assess service demand trends, including demographic and service demand increases; including those a>ributed to societal adjustment due to the Covid19 pandemic; j. Municipal ordinances related to fire and EMS delivery; k. Mutual aid agreements and resources; l. Standard OperaAng Guidelines (SOGs) for the Fire Department; m. Vehicles and staffing/run assignments; n. Fire department operaAonal plans; o. Adequacy of the department’s training and fire prevenAon funcAons; p. Current deployment of resources along with a future needs assessment; q. IdenAficaAon of the level of service provided to, and expected by, the Town, r. The Brewster Fire Department’s current Strategic Plan 2022 – 2026, and; Town of Brewster, MA – Fire Department Staffing Analysis Page 10 Prepared by Municipal Resources, Inc. November 2023 s. Developed a report that will address short- and long-term staffing needs, organizaAonal structure, service and demand trends, over the next decade. 2. Input was solicited from a range of stakeholders through personal interviews, including: Ø Chairman of the Select Board Ø Town Manager Ø Fire Chief Ø Deputy Fire Chief Ø Fire Department Career Captains Ø Town Human Resources Director Ø Town Finance Director Ø Police Chief Ø InternaAonal AssociaAon of Fire Firefighters Local 3763 E-Board Ø Mutual Aid Fire Chiefs Ø Open Session for Fire Department Members In performing this study MRI focused on the following aspects of the fire and emergency medical services and their operaAons: Ø OrganizaAonal structure and governance; Ø OrganizaAonal, managerial, and operaAonal pracAces including policies, rules and regulaAons, and standard operaAng procedures/guidelines (SOPs/SOGs); Ø Fire department staffing pracAces and personnel scheduling; Ø Lack of viability of the department’s call component; Ø Community profile and characterisAcs, risks, vulnerabiliAes, and concerns; Ø Fire and EMS operaAons, including response Ames, NFPA 1710 and OSHA Two-in/Two-out compliance, standards of cover, incident and response Ame analysis, designaAon of operaAonal responsibiliAes, and deployment of resources; Ø Training and professional development; Ø Fire prevenAon and code enforcement; Ø BudgeAng; Town of Brewster, MA – Fire Department Staffing Analysis Page 11 Prepared by Municipal Resources, Inc. November 2023 Ø External stakeholders’ percepAons concerning the fire department and relaAonships with various officials; and, Ø Sense of common vision among internal stakeholders. At the compleAon of each key component of the Department’s operaAons, the project team has a>empted to provide a status and/or “gap” statement which indicates the current status of that acAvity, any gaps between that acAvity and expected performance (as defined by regulaAons, standards, industry best pracAces, or organizaAonal policy), and recommendaAons that should be implemented to close the “gaps” or correct the deficiency. METHODOLOGY/PROJECT APPROACH MRI’s project methodology and approach was targeted to fulfill the scope of work in a thorough and comprehensive manner. MRI consultants performed several days of on-site work, interviews, and observaAons in Brewster. The assessment employed the following methodologies: Ø On-site visit to Brewster that included in-person meeAngs, tour of fire department faciliAes, and tour of Brewster to observe target hazards, community risks, and building density and type, Ø Review of the fire department’s faciliAes, apparatus, and equipment, Ø Analysis of fire department staffing, including current operaAons, scheduling, use of overAme, organizaAonal structure and future needs based on risk, current operaAonal experience, and projected community growth and development, Ø Analysis of community demographics and projected growth and development, Ø Interviews with fire chief and deputy fire chief, Ø Interviews with the town manager, Ø Interview with Chairman of the Select Board, Ø Interviews with other key fire department personnel including members of the Brewster Fire Department command/supervisory staff, EMS coordinator, administraAve assistant, union leadership and other department members having direct knowledge and understanding of the subject areas, Town of Brewster, MA – Fire Department Staffing Analysis Page 12 Prepared by Municipal Resources, Inc. November 2023 Ø Interviews with other key town officials including the finance director and human resources director, Ø Interviews with fire chiefs of neighboring mutual aid fire departments, Ø Review of mutual aid and regional operaAons, Ø Review of exisAng department incident staAsAcs, standard operaAng procedures/guidelines, budget, and other records, Ø Review of the applicability of various naAonal standards and best pracAces for municipal fire and EMS services, such NFPA 1710, Standard for the OrganizaAon and Deployment of Fire Suppression OperaAons, Emergency Medical OperaAons, and Special OperaAons to the Public by Career Fire Departments, NFPA 1500, Standard on Fire Department OccupaAonal Safety, Health, and Wellness Program, and NFPA 1300, Standard on Community Risk Assessment and Community Risk ReducAon Plan Development. These discussions focused on the current fire and EMS delivery system and structure to idenAfy any concerns or areas requiring special focus, and to gather thoughts and ideas about areas of potenAal improvement and long-range visions, needs, goals, and objecAves. The team spent significant Ame with the fire chief and deputy fire chief to gain an understanding of the organizaAonal, operaAonal, and management systems and approaches currently in place, and then compared the current structures against contemporary pracAce and convenAon. There were also reviews of relevant staAsAcs, and operaAonal data that was furnished by the Department. MRI’s project team uAlized a seven-phase process to conduct the assessment of the Brewster Fire Department and to develop the planning recommendaAons. The seven phases include: 1. Development of an acAon plan. 2. OrientaAon, stakeholder input, data gathering, and idenAficaAon of significant issues facing the Town of Brewster and the Brewster Fire Department. 3. InformaAon review, inventory, and assessment of the emergency risks and target hazards located within the Town, and effecAveness and current operaAonal readiness of the Brewster Fire Department. 4. Development of an assessment and inventory of current fire department operaAons including the adequacy of current staffing/deployment models and organizaAonal structure. Town of Brewster, MA – Fire Department Staffing Analysis Page 13 Prepared by Municipal Resources, Inc. November 2023 5. EvaluaAon of the overall effecAveness, efficiency, and quality of service of the fire protecAon and EMS delivery systems within the Town of Brewster. 6. PreparaAon of a final evaluaAon report including planning recommendaAons for the Town of Brewster and the Brewster Fire Department. 7. PresentaAon of a final project report to the Brewster Town Manager and other selected stakeholders. During this study, the MRI team invesAgated areas such as the organizaAonal and command structures of the fire department, chain of command, budgeAng, staffing, service demands, deployment of personnel, standards of cover, percepAons within the community, working relaAonships with other persons and agencies, responsiveness, internal policies and procedures, and compliance with various state and federal regulaAons. Following the on-site visits, the data and documentaAon collected, and observaAons made, were subjected to analysis by the project team, both individually and collecAvely. The informaAon was then compared with contemporary fire service and public safety standards, recommendaAons, and best pracAces, to formulate the recommendaAons contained in this report, and uAlized for the development of this document. Using this review as a basis, the project team made recommendaAons for improvements that take into consideraAon the current and future financial ability of the Town, appropriate modificaAons to the delivery systems to provide opAmum service to the enAre community, efficient use of resources, and whether the current organizaAonal structure is appropriate or should be modified. We have produced a comprehensive report containing recommendaAons that will assist the Town of Brewster and its fire department, to set a clear course of acAon for future service improvements and delivery. All recommendaAons for improvement are based on various administraAve regulaAons promulgated at the federal and state levels, naAonally accepted consensus standards developed by the Insurance Services Office (ISO), NaAonal Fire ProtecAon AssociaAon (NFPA), Commission on Fire AccreditaAon InternaAonal (CFAI), Commission on AccreditaAon of Ambulance Services (CAAS), and industry best pracAces and procedures. However, since every community has unique characterisAcs, challenges, and resource limitaAons, our recommendaAons are specifically designed to address the immediate and long- term needs of the Town of Brewster. When appropriate, MRI’s evaluaAon and recommendaAons include mulAple opAons, idenAfy potenAal implicaAons of opAons, and suggest what is believed to be the most appropriate opAon. The project team has a>empted to provide a series of recommendaAons for an organizaAonal Town of Brewster, MA – Fire Department Staffing Analysis Page 14 Prepared by Municipal Resources, Inc. November 2023 structure that can provide a high level of service today, and five to ten years into the future; constrained by anAcipated fiscal and economic projecAons; expand and contract with future needs; and be able to navigate any fiscal constraints of reimbursements from public and private sources, parAcularly with the unknown long-term implicaAons of the COVID-19 pandemic. To these ends, MRI looked to provide informaAon relaAve to: 1. Short-term opportuniAes for improvement of the Department’s service delivery capabiliAes. 2. Present short and long-term organizaAonal and deployment adjustments that seek to improve service delivery to the Town. 3. Develop a report that will address operaAons, staffing, organizaAonal structure, and service demand trends, needs over the next decade. The resulAng recommendaAons are also based upon an acknowledgement that fire departments are living and constantly evolving organizaAons. They must constantly change and adapt to current, and anAcipated, condiAons and realiAes. A municipal fire department, while steadfastly holding onto tradiAons, is an organizaAon that must be progressive and proacAve, and requires a perpetual commitment to improvement. The modern fire and emergency service is constantly besieged with ever increasing demands from the public and must readily adapt to changes in technology, constantly evolving risks and hazards, and new generaAons of men and women entering this highly rewarding and challenging public service avocaAon. The delivery of high- quality fire and emergency medical services requires energeAc, enlightened, progressive, and proacAve leadership at all levels of the fire and rescue services delivery system. Every day must include an effort to improve and move forward. ACKNOWLEDGEMENTS The MRI project team would like to thank Brewster Town Manager Peter Lombardi, Select Board Chair David Whitney, Fire Chief Robert Moran, Deputy Fire Chief Kevin Varley, Police Chief Heath Eldredge, Finance Director Mimi Bernardo, Human Resources Director Susan Broderick, the officers and firefighters of the Brewster Fire Department, and the Orleans and Harwich fire chiefs who took the Ame to speak with us, and for their cooperaAon and assistance in preparing this report. Brewster is a proud and vibrant community with high expectaAons for the performance and professionalism of its public servants. It is MRI’s goal to provide the town and fire department with a road map and template for strengthening the level of fire and emergency medical services available to the community. As with any public safety organizaAon, there is always room for improvement, but the ciWzens of the Town of Brewster should be proud of the high quality and Town of Brewster, MA – Fire Department Staffing Analysis Page 15 Prepared by Municipal Resources, Inc. November 2023 exemplary performance of the members of the Brewster Fire Department who provide round- the-clock fire protecWon and emergency medical care. Town of Brewster, MA – Fire Department Staffing Analysis Page 16 Prepared by Municipal Resources, Inc. November 2023 CHAPTER II COMMUNITY OVERVIEW TOWN OF BREWSTER The Town of Brewster is located in Brewster County, on Cape Cod (Figure II-1), approximately 85 miles southeast of Boston. It is located in what is referred to as the mid Cape area, just prior to the “elbow”. According to the United States Census Bureau, the Town had a 2020 populaAon of 10,318, an increase of 5.1% from the 2010 United States Census Bureau populaAon of 9,8261. The town covers an area of 25.4 square miles, of which 22.9 square miles is land and 2.5 square miles, or 10.07%, is water. With a permanent populaAon density of 450 people per square mile, the town is sAll classified as a rural community. In reality, with the seasonal influx of tourists, longer tourist seasons, and people spending more Ame at what have tradiAonally been vacaAon homes on Cape Cod, the town is much more suburban in nature. FIGURE II-1: LOCATION OF BREWSTER ON CAPE COD Brewster is bordered on the north by Cape Cod Bay, on the west by Dennis, on the south by Harwich, and on the east by Orleans. The town is separated into two villages, West and East 1 h#ps://www.census.gov/quickfacts/fact/table/brewstertownBrewstercountymassachuse#s/BZA010221 Town of Brewster, MA – Fire Department Staffing Analysis Page 17 Prepared by Municipal Resources, Inc. November 2023 Brewster, both of which comprise the Brewster census-designated place. Brewster is 31 miles south of Provincetown, 14 miles east of Hyannis, and 31 miles east of the Sagamore Bridge. U.S. Route 6 passes through the southeast corner of Brewster from southwest to northeast, as a two-lane expressway; however, there are no exits within the town borders. Massachuse>s Route 6A passes through the town from east to west as Main Street through the town center. Routes 124 and 137 both have a northern terminus along Route 6A in town; short porAons of Routes 28 and 39 also pass through the southeastern corner of town. As with all communiAes on Cape Cod, Brewster’s populaAon increases significantly – esAmated to approximately 30,000 - during the warm weather months when large numbers of people vacaAon in the area. BREWSTER FIRE DEPARTMENT The Brewster Fire Department is sAll technically a combinaAon (career/call) department. In reality it has evolved into a fully career emergency services organizaAon that delivers fire, rescue, and emergency medical services (EMS) to the Town of Brewster. The Department is currently authorized for a total of twenty- three full-Ame, career firefighters, who perform firefighAng, rescue, and emergency medical care duAes, and fire prevenAon funcAons. The uniformed personnel are assisted by one civilian support person. The department operates out of a single, state of the art staAon located at 1671 Main Street, protecAng a year-round populaAon of 10,318 in an area of 25.4 square miles. With a populaAon density of about 450 people per square mile the district would be considered rural in nature. However, as already noted, based upon the conAnued residenAal growth that is occurring in the town, along with the significant populaAon increase during the warm weather months (populaAon swelling to 30,000), the district’s character is more suburban in nature. This dramaAc seasonal increase in populaAon significantly impacts the department as the number of fire and EMS runs also increase significantly during the months of June, July, and August. The fire headquarters houses all the administraAve offices, training areas, living quarters for the on-duty personnel assigned there, and all equipment and apparatus. The Brewster Fire Department operates three engines (one equipped as a rescue pumper and referred to as a Squad and one reserve), one - 109’ aerial ladder, three Advanced Life Support (ALS) ambulances, Town of Brewster, MA – Fire Department Staffing Analysis Page 18 Prepared by Municipal Resources, Inc. November 2023 one brush/forestry truck, one UTV for off road use, two rescue boats, and several other command/staff/uAlity vehicles. During the five-year period from March 27, 2018, through March 27, 2023, the Brewster Fire Department responded to a total of 15,250 calls for emergency service, an average of 3,050 per year, or 8.4 per day. In 2022, the department responded to 3,236 incidents, an average of 8.9 per day, which is about 6.1% higher than the five-year average. As with most departments that provide the primary EMS service for their community, the majority of these incidents (11,133/73%) are emergency medical related. This includes 280 mutual aid ambulance responses. The department’s Fiscal Year 2023 annual operaAng budget is $3,123,820. The department provides EMS treatment and transport services to the community at the Advanced Life Support (ALS) level. All Brewster Fire Department personnel are required to possess a minimum of Emergency Medical Technician (EMT) training and cerAficaAon. Eleven of the department’s personnel are cerAfied to provide ALS (paramedic) level care with one addiAonal member in medic school. The Brewster Fire Department is an all-hazards response agency that responds to a wide range of emergency incidents and requests for assistance each year from within its primary protecAon area. It also provides automaAc and mutual aid to (and receives from) all surrounding municipaliAes. Department personnel are trained to operate at the hazardous materials operaAons level, and to miAgate a wide range of specialized types of technical emergencies including various water rescue incidents. COMMUNITY GROWTH AND DEVELOPMENT The Town of Brewster, like many on Cape Cod, remains a growing community which conAnues to experience growth, albeit slowly. It also remains a vacaAon desAnaAon during the warm weather months. However, like many other communiAes located on Cape Cod, it is experiencing an increase in formerly seasonal residents who are now making their vacaAon homes their primary domicile. During the site visit to Brewster and tour of the fire department’s response area, the MRI team was made aware of several large residenAal projects that have been completed or are sAll in development within the Brewster Fire Department’s first due response area. These include several communiAes targeAng the growing over 55 populaAon along with mulAple affordable housing developments that are projected to bring approximately 200 addiAonal housing units to the Town. In addiAon, in late 2021, the ciAzens of Brewster gave permission to purchase the two Cape Cod Sea Camp properAes which cumulaAvely total about 121 acres. Among mulAple goals for the town was to protect the properAes from commercial development. Subsequently, the Select Board created two new advisory commi>ees to, among other charges, develop Town of Brewster, MA – Fire Department Staffing Analysis Page 19 Prepared by Municipal Resources, Inc. November 2023 comprehensive long-term plans for Town MeeAng consideraAon. They also hired a landscape architect to provide expert support and design guidance to the commi>ees as the Town plans future uses of the properAes. It is unknown what impact this project will have on the fire department, but the department should remain engaged in the process as an important stakeholder. Town of Brewster, MA – Fire Department Staffing Analysis Page 20 Prepared by Municipal Resources, Inc. November 2023 CHAPTER III BREWSTER COMMUNITY RISK AND HAZARD PROFILE Fire and rescue services protecAng all communiAes generally have a common overall mission, the protecAon of life and property; but different community profiles in which they operate. These dissimilariAes create vastly different fire and rescue services operaAonal needs based on a unique community risk profile, service demands, and stakeholder expectaAons. A community risk assessment is a comprehensive process to idenAfy the hazards, risks, fire, and life safety problems, and the demographic characterisAcs of those at risk in a community. In each community, there are numerous hazards and risks to consider. For each hazard, there are many possible scenarios and potenAal incidents that could be encountered depending on Aming, magnitude, and locaAon of the hazard or incident. A thorough risk analysis provides insight into the worst fire and life safety problems and the people who are affected. The analysis results create the foundaAon for developing risk-reducAon and community educaAon programs. ConducAng a community risk analysis is the first step toward deciding which potenAal fire or injury problem needs to be addressed. Risk analysis is a planned process that must be ongoing, as communiAes and people are constantly changing. Too oqen, an objecAve and systemaAc community risk analysis is a step that is overlooked in the community educaAon process. Many emergency service organizaAons address risks based on a perceived need for service that is not there. This approach can be costly (i.e., misdirected resources, conAnued property loss, injuries, or deaths). In short, a good community risk assessment will produce a realisAc picture of what the hazards and potenAals for incidents are, idenAfy who is at risk, and a>empt to quanAfy the expected impacts (Figure III-1). Understanding the definiAon of hazards and risks is criAcal to the risk assessment process. Hazards are physical sources of danger that can create emergency events. Hazards can be items such as buildings, roadways, weather events, fires. Risk relates to the probability of a loss due to exposure to a hazard. People and property can be at risk. Consequences for the community are also factors to consider. Each of these factors are assessed during the community risk process (Figure III-2). Town of Brewster, MA – Fire Department Staffing Analysis Page 21 Prepared by Municipal Resources, Inc. November 2023 In performing a risk assessment, a community determines which hazard may occur, how oqen it is likely to occur, and the potenAal impact of that hazard. Most municipaliAes’ hazard miAgaAon plans address numerous natural hazards, including but not limited to, floods, hurricanes, tornadoes, and winter storms. They also usually cover a wide variety of human-caused hazards such as fire, hazardous materials releases, and transportaAon incidents. Almost any of the comprehensive list of potenAal hazards idenAfied in these plans will involve the community’s fire and EMS responders, at least during the iniAal stages. A more focused community fire risk assessment is performed by assessing such factors as the needed fire flow, probability of an incident, consequences of an incident, and occupancy risk. The “score” established is then uAlized to categorize the area, or even individual properAes, as one of low, moderate, or high/maximum risk. This categorizaAon can assist a fire department in establishing fire risk/demand areas or zones. Having this informaAon readily available provides the community and the fire department with a be>er understanding of how fire staAons, response run cards, and staffing pa>erns can be used to provide a higher concentraAon of resources for higher-risk scenarios or, conversely, fewer resources for lower levels of risk.2 The community fire risk assessment may also include 2 Fire and Emergency Service Self-Assessment Manual, Eighth EdiDon, (Commission on Fire AccreditaDon InternaDonal, 2009) FIGURE III-2: FIRE PROBABILITY AND CONSEQUENCES MATRIX Image credit: Commission on Fire Accredita3on Interna3onal FIGURE III-1: RISK ASSESSMENT PROCESS Image credit: www.ready.gov/risk-assessment Town of Brewster, MA – Fire Department Staffing Analysis Page 22 Prepared by Municipal Resources, Inc. November 2023 determining and defining the differences in fire risk between a detached single-family dwelling, a mulA-family dwelling, an industrial building, and a high-rise building by placing each in a separate category. According to the NFPA Fire Protec*on Handbook, these hazards are defined as: High-hazard occupancies: Schools, hospitals, nursing homes, high-rise buildings, and other high life-hazard or large fire-potenAal occupancies. Medium-hazard occupancies: Apartments, offices, mercanAle, and industrial occupancies not normally requiring extensive rescue by firefighAng forces. Low-hazard occupancies: One-, two-, or three-family dwellings and sca>ered small business and industrial occupancies3. The NFPA also idenAfies a key element of assessing community vulnerability as fire department operaAonal performance, which is comprised of three elements: resource availability/ reliability, department capability, and operaAonal effecAveness4. Resource availability/reliability: The degree to which the resources are ready and available to respond. Department capability: The ability of the resources deployed to manage an incident. OperaWonal effecWveness: The product of availability and capability. It is the outcome achieved by the deployed resources or a measure of the ability to match resources deployed to the risk level to which they are responding.5 The Town of Brewster is a rural coastal community with a land area of 22.94 square miles. The town is known for its natural beauty, relaxed lifestyle, and outdoor recreaAonal opportuniAes. Brewster is a community with a rich history and excellent community services and ameniAes that contribute to a high quality of life. The town is home to Nickerson State Park, which is the second largest State Park in Massachuse>s, over 15 miles of the popular Cape Cod Bike Trail, eight miles of beaches facing Cape Cod Bay, and one of the top three rated vacaAon resorts in Massachuse>s. Brewster has a year-round permanent populaAon of approximately 10,444 residents (2022 U.S. Census). It is esAmated that the populaAon almost triples to over 30,000 people between the 3 Cote, Grant, Hall & Solomon, eds., Fire Protec;on Handbook (Quincy, MA: NaDonal Fire ProtecDon AssociaDon, 2008), p. 12. 4 h#p://www.nfpa.org/assets/files/pdf/urbanfirevulnerability.pdf 5 NaDonal Fire Service Data Summit Proceedings, U.S. Department of Commerce, NIST Tech Note 1698, May 2011. Town of Brewster, MA – Fire Department Staffing Analysis Page 23 Prepared by Municipal Resources, Inc. November 2023 months of May through September. More than one third (35.1%) of Brewster’s populaAon is 65 years of age or older as compared to the statewide average of 18.1%. The town has draqed a Local Comprehensive Plan (LCP) that establishes the community’s vision for future growth and development. The LCP focuses on the preservaAon of open space, the current and future impact of climate change, a desire to maintain the rural, small-town feel of Brewster, and a recogniAon that growth should be managed appropriately. The vision statement in the LCP states, in part, that: Within our fiscal capabili*es, we strive to provide the infrastructure necessary to ensure public health and safety and to support the ability of our en*re community, from older people to families with children, to live, work, learn, recreate, and gather in the town.6 Provided that the town adheres to the vision, goals, and objecAves laid out in the LCP, it is not anAcipated that the town will experience major industrial and commercial growth or allow high- rise buildings or mega-warehouse type faciliAes in the foreseeable future. The most significant development project currently underway is the revitalizaAon of the former Sea Camps property that was recently acquired by the town. As with most communiWes, the greatest fire safety concern in Brewster is the potenWal life loss in fires that occur in non-sprinklered, single, and mulW-family residenWal dwellings during sleeping hours, which is consistent with naWonal trends. These fires are fueled by new “lightweight” construcAon and more flammable home contents. The Ame to escape a house fire has dwindled from about 17 minutes, 20 years ago, to three to five minutes today. This poses a severe risk not only to occupants but also to firefighters as they now have less Ame to do their job and save residents’ lives and property. AutomaAc sprinklers are highly effecAve elements of total system designs for fire protecAon in buildings. They save lives and property, producing large reducAons in the number of deaths per thousand fires, in average direct property damage per fire, and especially in the likelihood of a fire with a large loss of life or large property loss. They do so much quicker, oqen more effecAvely, and with less damage than firefighters do. No fire safety improvement strategy has as much documented life safety effecAveness as fire sprinklers because they exAnguish the fire, or, at a minimum hold it in check and prevent flashover, unAl the arrival of the fire department. Current Massachuse>s codes prohibit municipaliAes from requiring residenAal sprinkler systems in all new occupancies. However, the fire department can approach the developer/builder/owner to discuss the pros and cons of residenAal sprinkler systems during the 6 2022 Brewster Local Comprehensive Plan (dra[), p.9 Town of Brewster, MA – Fire Department Staffing Analysis Page 24 Prepared by Municipal Resources, Inc. November 2023 approval process for subdivisions and large single-family residences and encourage them to consider the installaAon of these life safety systems regardless of where they are located. There are several publicaAons that the fire department can use as resources to market the benefits of residenAal fire suppression systems including NFPA, which has developed the standards for their design and installaAon. Newer mulA-family residenAal/apartment complexes are generally fully protected by fire suppression and detecAon systems. However, these systems have limitaAons as they may not protect all areas of the building or are not always properly maintained. According to Data USA, the economy of Brewster employs 503 people. The largest industries are professional, scienAfic, and technical services (146 people); construcAon (125 people); and health and social assistance (81 people). The Town’s Hazard MiAgaAon Plan (HMP) idenAfies and ranks the natural hazards that pose a threat to the community (Figure III-3). The HMP provides and idenAfies the steps that the town can take to lessen the seriousness of these hazards before a disaster strikes. It also provides guidance to the town’s public safety services as they idenAfy their needs for staffing, equipment, training, and planning. Town of Brewster, MA – Fire Department Staffing Analysis Page 25 Prepared by Municipal Resources, Inc. November 2023 FIGURE III-3: NATURAL HAZARDS RANKING MATRIX, TOWN OF BREWSTER HAZARD MITIGATION PLAN Other hazards that the public safety services in Brewster are likely to encounter include the following: Ø Structure fires ü Single- and two-family homes ü MulA-family occupancies (apartments, condominiums) ü Health care (including senior living/assisted living) ü EducaAonal occupancies (public school, day care) ü Commercial buildings ü Storage, agricultural Ø Vehicle fires (including the unique challenges of alternaAve fuel vehicle fires) Ø Motor vehicle crashes Town of Brewster, MA – Fire Department Staffing Analysis Page 26 Prepared by Municipal Resources, Inc. November 2023 Ø Mass casualty incidents7 Ø Hazardous materials incidents (highway and fixed facility) Ø Open water incidents (drownings, boat fires, petroleum spills) Ø Ice rescue Ø Technical rescue (high-angle, below grade, building collapse) Ø Search and rescue Ø AcAve shooter and hosAle events Although many of the hazards idenAfied above occur infrequently in Brewster, there is sAll a need for the fire and EMS services to be equipped and trained to handle a wide variety of incidents. Fortunately, responsibility for unique events that require specialized training and equipment is shared with specialized regional teams as discussed in later secAons of this report. The following factors will impact the number and type of fire incidents in Brewster: Ø New commercial development. New commercial buildings that are built to the latest fire and building codes and are equipped with fire detecAon or fire sprinkler systems, will have a lower risk for a catastrophic fire. However, unintenAonal, or false alarms involving the fire protecAon systems could increase the number of calls for fire department response. Manufacturing processes and hazardous materials transportaAon, use, and storage increase fire risk. Ø Lightweight construc*on. While efficient and economical, modern lightweight construcAon methods pose serious risks to firefighters because of the probability of building collapse during the early stages of a fire. Ø Interior building contents. Today’s furnishings, ma>resses, and other interior contents that are made of petroleum-based materials (plasAcs, foams, etc.) burn more quickly, with higher heat release and more toxic smoke than pre-1960s materials. Flashover8 can occur in a bedroom or living room before the arrival of the fire department or during 7 A mass casualty incident (MCI) is an event which generates more paDents at one Dme than locally available resources can manage using rouDne procedures. 8 A flashover is the near-simultaneous igniDon of most of the directly exposed combusDble material in an enclosed area. Town of Brewster, MA – Fire Department Staffing Analysis Page 27 Prepared by Municipal Resources, Inc. November 2023 iniAal fire a>ack, thus creaAng an extremely lethal environment for building occupants and firefighters. Ø Aging building stock. The fire risk in exisAng commercial and residenAal buildings increases unless heaAng systems and electrical systems are properly maintained and updated. Ø Aging popula*on. Older people are at a higher risk from fires due to mobility issues, cooking fires, smoking, and improper use of oxygen systems. Ø Increased traffic. Increased traffic in the community can result in more frequent and more serious vehicle crashes and fires. Ø Alterna*ve fuel vehicle fires. AlternaAve fuel vehicles, such as electric, hydrogen, and compressed natural gas, present unique and dangerous firefighAng challenges. The following factors will impact the number and type of EMS incidents in Brewster: Ø Aging popula*on. Brewster’s populaAon is considerably older than the statewide average. As the populaAon conAnues to age, there will be an increased demand on EMS. Ø Increased traffic. Increased traffic in the community can result in more frequent and more serious vehicle crashes and fires. Ø Increased seasonal popula*on. Increases in the seasonal populaAon will result in addiAonal EMS calls due to increases in motor vehicle crashes and incidents involving outdoor recreaAon (hiking, boaAng, swimming), intoxicaAon, overdoses, and health- related medical emergencies. All communiAes on Cape Cod are faced with the geographic challenge of having a limited number of communiAes to share emergency services resources through automaAc and mutual aid. In addiAon, fire and EMS services in Massachuse>s and across the U.S. are facing serious difficulAes in recruiAng and retaining qualified personnel. The problem is parAcularly acute on Cape Cod due to housing costs and recruitment compeAAon between municipaliAes. A recent arAcle in the Boston Globe highlights the fact that many firefighters now live off-Cape, which reduces their availability for callbacks for staAon coverage during rouAne incidents or to respond to major fires.9 9 h#ps://www.bostonglobe.com/2023/07/11/business/cape-cod-housing-costs/?p1=BGSearch_Advanced_Results Town of Brewster, MA – Fire Department Staffing Analysis Page 28 Prepared by Municipal Resources, Inc. November 2023 Looking ahead, the Town of Brewster will continue to experience some limited growth and development. While this development will have a definitive impact on the Brewster Fire Department, the exact amount is difficult to quantitatively and accurately predict. Increased development of any type will mean an increase in the number of people living, working, and traveling within the area. Each of these will reasonably be expected to result in an increased number of requests for services from the fire department. They can also impact response times through increased traffic and congestion. It is likely the most significant increase in requests for emergency services will be EMS related. More people simply increase the number of medical emergencies that occur. It would not be unreasonable to expect that the increase in EMS incidents would be proportional to the increase in population; however, that is not always the case. Although a number of factors can ultimately impact the requests for service, such as ages or socio-economic status of new residents, or an aging population, it could reasonably be anticipated that an increase in population, along with potential increases in employment from any significant commercial development, would translate into an increase in emergency medical incidents. Persons over the age of 65 are considered in a higher risk group both from the perspective of fire and medical emergencies. An aging population group, along with the potential for the number of senior citizens in the age 65 and over group to increase with new developments, or with people who turn what was a vacation home into their permanent retirement residence, also suggests that the number of responses will continue to increase. The above information is intended to provide a community “snapshot” of the Town of Brewster. It is not intended to be all-inclusive or comprehensive. For the Town’s governing body and first responders it serves to put the community, and its associated hazards and risks, into some context as the Town and the fire department work to carry out the recommendations of this study and implement their long-range plans. Looking ahead, as it develops a more in-depth risk management plan, that assessment should be include: Ø clearly identify and classify the Town’s current risks, Ø place the risks in context with the fire department’s current operational capabilities and procedures, Ø reflect what the Select Board feels is an acceptable level of risk for the Town of Brewster, Ø implement short- and long-range plans based upon a desire to reduce those risks and/or improve service delivery levels. Town of Brewster, MA – Fire Department Staffing Analysis Page 29 Prepared by Municipal Resources, Inc. November 2023 RECOMMENDATIONS III-1: The Brewster Fire Department should make it a priority to complete a comprehensive fire and rescue community risk assessment. This assessment should be done in conjuncAon with a fire and EMS calls for service demand analysis, including the development of a wide-ranging pre-incident planning program for target and high hazard locaAons in the Town, and take into consideraAon the fire department’s operaAonal capabiliAes and preparedness. III-2: The Brewster Fire Department should develop a compelling public educaAon program that includes discussing the benefits of installing residenAal fire sprinklers in new one- and two-family dwellings. Although MassachuseLs’s construcAon codes do not allow residenAal fire sprinkler systems to be mandated, there is no prohibiAon for property owners to install them if they determine that it is in their best interest. Town of Brewster, MA – Fire Department Staffing Analysis Page 30 Prepared by Municipal Resources, Inc. November 2023 CHAPTER IV BREWSTER FIRE DEPARTMENT ORGANIZATION, MANAGEMENT, AND OPERATIONS BREWSTER FIRE DEPARTMENT OVERVIEW The organizaAonal structure of any organizaAon or enAty, whether public or private, establishes and illustrates the important hierarchical relaAonships between various personnel, supervisors/subordinates, levels, divisions, and bureaus within the organizaAon that allow it to funcAon properly, and operate effecAvely and efficiently in its daily operaAons or the pursuit of its mission. It also helps to clearly define the organizaAonal chain of command from top to bo>om, an especially important consideraAon in a quasi-military public safety organizaAon such as a fire department where everyone from the highest rank to the lowest is subject to receiving orders, and with the excepAon of the lowest rank, also issues them. EffecAve communicaAons in any organizaAon, but especially public safety agencies, are essenAal. A cohesive chain of command allows everyone to know exactly who they report to and/or who reports to them. The Brewster Fire Department was established in 1928. The department remained staffed primarily by on-call firefighters unAl recent years. As recently as about 2011, the department was sAll primarily on-call with 37 call personnel supplemented by 12 career firefighters. The department conAnues to nominally funcAon as a combinaAon fire department uAlizing a mix of both career and on-call firefighters; however, as of Spring 2023 when MRI was conducAng this staffing analysis, the call force had declined to just two members. One of those two was most Town of Brewster, MA – Fire Department Staffing Analysis Page 31 Prepared by Municipal Resources, Inc. November 2023 likely going to be hired as the Department’s Fire PrevenAon/Community Risk ReducAon Officer, while the other no longer possessed the minimal requisite requirements to remain a member. At the Ame of this assessment, the Brewster Fire Department is authorized a total staffing complement of twenty-three full-Ame, career personnel, plus one civilian administraAve assistant. These personnel include: Ø One (1) Chief of Department Ø One (1) Deputy Fire Chief Ø Four (4) Captains are each assigned to supervise an on- duty group and serve in the dual role of engine company officer. Ø One (1) Fire PrevenAon Officer Ø Sixteen (16) Career Firefighters Ø Two (2) Call Firefighters Ø One (1) AdministraAve Assistant (civilian) MRI was informed that unlike many departments on Cape Cod that the Brewster Fire Department does have two authorized part Ame seasonal posiAons for the summer vacaAon season. These personnel are normally uAlized from Memorial Day to Columbus Day to supplement staffing during the busy vacaAon season. However, this year, due to mulAple staffing challenges related to recruitment and filling vacant posiAons, in 2023 these personnel were not slated to start unAl around July 4th. Being a tourist and vacaAon desAnaAon, the incident staAsAcs illustrate the Brewster Fire Department’s call volume increases between May and October each year, so the use of these seasonal personnel is an excellent way to increase staffing during the busiest months but do so in a more fiscally prudent manner. The Brewster Fire Department should be commended for this procedure which MRI considers to be Best PracWce. Similar communiAes along the New Jersey shore such as Wildwood, North Wildwood, and Cape May have used a similar pracAce to bolster their seasonal on duty staffing with part Ame or per diem personnel. They oqen move into full- Ame posiAons when they become available. The Fire PrevenAon Officer is also uAlized to provide addiAonal dayAme staffing. It is supposed to be primarily for the second or third ambulance, however, staffing shortages had caused them to frequently be used to maintain minimum shiq staffing. At the Ame of MRI’s field visit to Brewster this posiAon was vacant as the previous incumbent had resigned. We were informed that although the person in this posiAon is compensated as a Captain, tradiAonally the posiAon has been difficult to fill. The department was hoping that one of the two remaining on call firefighters was going to accept the posiAon. Town of Brewster, MA – Fire Department Staffing Analysis Page 32 Prepared by Municipal Resources, Inc. November 2023 Figure IV-1 illustrates the Brewster Fire District’s organizaAonal structure that was in effect in 2023. FIGURE IV-1: CURRENT BREWSTER FIRE DEPARTMENT ORGANIZATIONAL CHART The department and its personnel are not a part of the Massachuse>s civil service system. As such, the town must establish its own specific requirements for recruiAng, hiring, promoAng, disciplining, and terminaAng fire department employees. It should also be noted that at the Ame of this assessment, the Department was four personnel short. This caused the department to temporarily drop the minimum staffing at night to four personnel. Fire Chief Robert Moran is the department’s highest-ranking officer and serves as the administraAve and operaAonal head of the department. Chief Moran possesses a basic Emergency Medical Technician (EMT) cerAficaAon and also serves as the Town’s Director of Emergency Management as assigned by the Town Manager. The Fire Chief is appointed by, and reports to, the Town Manager under MGL Chapter 48, SecAon 42, also known as the “strong chief” law. Under this statute the chief “..shall have full and absolute authority in the administra*on of the department, shall make all rules and regula*ons for its opera*on, shall report to the Town Manager/Select Board from *me to *me as they may require, and shall annually report to the town the condi*on of the department with his recommenda*ons Town of Brewster, MA – Fire Department Staffing Analysis Page 33 Prepared by Municipal Resources, Inc. November 2023 thereon…” The chief is a highly experienced and regarded chief officer who appears to be an effecAve advocate for the organizaAon, who is trying to bring the department to a higher level of service and effecAveness. Chief Moran works a straight day work schedule, Monday through Friday. The Deputy Fire Chief, who is a licensed advanced life support (ALS) provider (paramedic), also work straight daywork and serves as the second in command of the Department. This posiAon was created as a full-Ame posiAon in 2016. The Deputy Chief handles the department’s day-to- day emergency operaAons and assumes the chief’s duAes in his/her absence. Both the Chief and the Deputy Chief are considered to be management and are not a part of the collecAve bargaining unit. As a management team, they share responsibiliAes for confidenAal personnel ma>ers, supervision, handling grievances or potenAal grievances, administering the collecAve bargaining agreement, overseeing budgetary expenditures, assisAng with the development of policies and procedures, and the myriad of administraAve and management tasks that are associated with running a significant sized, modern, full-service emergency services provider. They also appear to form a capable, well respected, and effecAve command team. They frequently respond to emergency incidents when appropriate, parAcularly when staffing is insufficient. Overall, the department appears to work diligently to meet the needs of the community. The chiefs are assisted by a civilian administraAve assistant who provides a wide range of administraAve and support funcAons. The department is authorized to have a total of four (4) captains who are assigned as supervisors on each of the four (4) platoons/units, and funcAon as the shiq commanders. The captains serve as the department’s first line supervisors, providing criAcal direcAon and direct oversight to the firefighters assigned to that platoon while also providing iniAal incident command and management. They form an integral part of their company or unit, and it is oqen necessary for them to assume hands-on involvement in operaAons while simultaneously providing oversight and direcAon to their personnel. Captains must be able to focus on the compleAon of specific tasks that have been assigned to their respecAve companies, such as interior fire a>ack, rescue, venAlaAon and/or water supply. During structure fires and other dangerous technical operaAons, it is imperaAve that these officers accompany and operate with their crew to monitor condiAons, provide situaAon reports, and assess progress toward incident miAgaAon. During structure fires they must be capable of operaAng inside of the fire building with their crews, the most dangerous place on the incident scene. Consequently, it is imperaAve that they are highly qualified and experienced and can command the confidence of their personnel. Consistent with most modern fire departments, the Brewster Fire Department provides numerous services beyond tradiAonal firefighAng. The fire department operates the town’s transport ambulance service at the advanced life support (ALS) level. Therefore, officers and Town of Brewster, MA – Fire Department Staffing Analysis Page 34 Prepared by Municipal Resources, Inc. November 2023 firefighters are also cerAfied to provide emergency medical care. The above-listed posiAons include eleven (11) paramedics (with one more in training), and eleven (11) basic emergency medical technicians (EMTs) 10. The department provides a wide range of services under the umbrella of “community risk reducAon” including tradiAonal fire prevenAon acAviAes, community cardio-pulmonary resuscitaAon (CPR) training programs, management of facility Tier II reports for storage of hazardous materials pursuant to the federal Emergency Planning and Community Right-to-Know Act, and numerous public educaAon programs. The on-duty response staff is organized into four (4) shiqs of five (5) members each. Each shiq consists of one (1) captain (shiq commander), and four (4) firefighter-paramedics, or EMTs. There must be a minimum of one paramedic on duty at all Ames. ArAcles 34 and 44 of the current collecAve bargaining agreement sApulates the number of personnel who may be off on scheduled leave at any given Ame. The Brewster Fire Department uAlizes a constant staffing model in which the number of personnel assigned to each shiq is also the minimum staffing level. This requires that any Ame a member is off on any type of leave, scheduled or unscheduled, another member is called in to work to fill that vacancy and bring the on-duty staffing back to the minimum level. Duty shiqs are 24 hours in length. The shiq schedule is 24 hours on duty, followed by 48 hours off duty, followed by 24 hours on duty which is then followed by 96 hours off. This 8-day rotaAon results in an average 42-hour work week. This type of schedule is highly typical for fire departments in the northeastern United States. The one downside to the 24-hour schedule is that there can be a tendency for conAnuity and/or progress on projects to be slowed by the fact that the personnel assigned to or working on them, are only available every third or fiqh day. Personnel working weekends and holidays, when the fire chief is not normally working is factored in; communicaAons can be problemaAc, as the fire chief may go a week or longer without seeing certain personnel who he may need to get updates from and provide direcAon/instrucAon to. While there is a wide array of alternaAve communicaAons mediums available today that can minimize these issues, there is sAll no form of communicaAon that is as effecAve as face-to-face communicaAons. Because all uniformed personnel are cross trained with fire, rescue, and EMS skills, the department is well-posiAoned to respond effecAvely to the expected wide range of emergency events. A few parAcipate in specialized regional teams and operaAons and perform various addiAonal duAes for the department. Some, but not all, of the department’s personnel have 10 Paramedics are trained and cerDfied to provide advanced life support (ALS) care, which can include the administraDon of life- saving drugs, airway intubaDon, intravenous fluid therapy, and specialized cardiac and stroke care. Emergency Medical Technicians (EMTs) provide basic life support (BLS) care, including airway management, cardio-pulmonary resuscita3on (CPR), automa3c external defibrilla3on (AED), fracture stabiliza3on, and wound care. Town of Brewster, MA – Fire Department Staffing Analysis Page 35 Prepared by Municipal Resources, Inc. November 2023 ancillary duAes they have been assigned, that assist with coordinaAng or managing various aspects of the department’s operaAons. The fire department is unionized except for the fire chief, and deputy fire chief. Captains, the Fire PrevenAon Officer, and firefighters are represented by Local 3763 of the InternaAonal AssociaAon of Fire Fighters (IAFF). There is a current collecAve bargaining agreement in place. New employees serve as probaAonary employees for one year. The promoAonal process is addressed in the collecAve bargaining agreement. The current representaAon arrangement where rank and file firefighters, and supervisors (captains) are all in the same union – while very common – does have the potenAal to create problems and conflicts of interest within the department, parAcularly when it comes to the administraAon of discipline. Off-duty personnel are recalled when there are mulAple calls or major emergencies such as structure fires. The typical recall may result in one or two off-duty personnel returning to the staAon although it is not uncommon for no one to return. Structure fire recalls may have a few more off-duty personnel returning to duty, but even then those numbers are limited. Recall response Ame is conAngent on the availability of personnel and their locaAon at the Ame of the incident. Because of the cost of housing not only in Brewster, but on Cape Cod in general, few of Brewster’s personnel live in or near the town. In fact, about 40% of the department’s current personnel live over the Sagamore Bridge, so more than 30 miles away. MRI was advised this situaAon is becoming more common on Cape Cod. While the need for personnel to be able to find affordable housing is very important, it limits the department’s flexibility in having personnel available for off duty responses. Many communiAes in the United States (but not necessarily Massachuse>s) that are similar sized to Brewster are protected by combinaAon fire departments comprised of both career and call/volunteer personnel, or, in some instances fully call/volunteer fire departments. The project team is oqen quesAoned by municipal leaders if maintaining a call conAngent in their local fire department would be a viable opAon to supplement the career staffing levels. However, MRI rarely ever believes this would be a feasible opAon in the 21st century and Brewster provides no excepAon. There are several factors that lead to this conclusion, chief among them the Ame commitment necessary to complete iniAal training (up to 550 hours to earn basic cerAficaAons for both firefighAng and EMT); no long deep tradiAon of a call or division within the department that would a>ract and keep members; and a general steep decline in volunteerism throughout the country. Many chiefs who lead combinaAon departments report that they invest considerable resources, both Ame and financial, in training people to be call firefighters only for them to use it as nothing more than a stepping-stone to a career job. These factors are parAcularly relevant Town of Brewster, MA – Fire Department Staffing Analysis Page 36 Prepared by Municipal Resources, Inc. November 2023 in Massachuse>s where the majority of communiAes have career firefighters and there are a large number of opportuniAes for those who wish to pursue a career in the fire service. As noted above, for most of its history, in past years, the fire department primarily uAlized part- Ame “on-call” firefighters. However, as emergency calls and training requirements increased, parAcularly over the past decade, on-call firefighters reAred, resigned, accepted career posiAons, and the town increased the number of full-Ame personnel. Like many other municipaliAes throughout the United States, Brewster has been unsuccessful at recruiAng new call firefighters and has arrived at the realizaAon that it is no longer feasible or pracAcal to recruit and retain on- call firefighters and EMTs. Over the past decade, the town has been unsuccessful in recruiAng call firefighters while nearly doubling the size of the career force. In the opinion of the MRI project team, the use of call firefighters is no longer part of recommended fire protecAon and EMS service delivery model for Brewster. Today’s training requirements for firefighAng, EMS, rescue, and hazardous materials, and the frequency of emergency calls are just two of the barriers to maintaining an effecAve and reliable call firefighAng force. Overall, during the MRI study team’s fieldwork, the Brewster Fire Department appears to have a posiAve organizaAonal culture. During the interviews with stakeholders, the MRI study team was informed that labor/management relaAons are generally good and posiAve. There was a posiAve artude about the changes the department was making and in the past few years, the chief and deputy chief along with most of its members were trying to raise the department to an even higher level. The project team found members that appeared to be engaged in the department besides just being employees. The above posiAve a>ributes notwithstanding, the Brewster Fire Department is not without challenges (other than staffing) that can have an impact on it as it tries to move forward. The MRI team was informed by mulAple stakeholders that several very senior (and unfortunately supervisory) members of the department tend to immediately be negaAve about any change that is implemented and try to place obstacles in the way of implementaAon. Because of their seniority and supervisory status, they have the ability to influence other members of the department many of whom have only been on the job for a few years. This type of situaAon can oqen create a divided organizaAon as various “adversaries” seek to increase the number of personnel they perceive as loyal to them and thus against “the enemy”. Changing this type of culture and minimizing the influence of these negaAve forces within the department will be criAcal if the Brewster Fire Department is to realize its full potenAal. In addiAon, the Brewster Fire Department is one of the lower paid departments on Cape Cod. While the town has made a concerted effort to gradually increase the pay scale, it sAll lags behind most other departments in the area. That is a major reason that MRI was informed that more than 20 personnel have leq the Brewster Fire Department over the previous five years, most of Town of Brewster, MA – Fire Department Staffing Analysis Page 37 Prepared by Municipal Resources, Inc. November 2023 them to employment with other fire departments on the Cape. During one stretch in 2021, four members leq in a short period of Ame. This type of turnover is unhealthy to an organizaAon. In addiAon, in early 2023 the department had four vacant (including one on long term military leave) posiAons it was struggling to fill. With the constant staffing model described previously, this situaAon creates the need for a high amount of overAme. The amount of mandatory overAme has been cited by personnel who have recently leq Brewster for other fire departments. High levels of overAme, parAcularly mandatory or forced overAme can have implicaAons both fiscally, as well as for firefighter safety and paAent care outcomes. For the former, in FY 2023, the Brewster Fire Department had $424,700 budgeted for overAme. However, due to the need for constant overAme, as of 3/31/23, so with a full ¼ of the year remaining, there was only $11,000 leq in that account. The firefighter safety issue is even more of a concern. The consequences of the COVID pandemic have created some unique staffing challenges for many fire departments, Brewster included. During the early days of the pandemic many days fire departments had mulAple shiqs filled by personnel working overAme just to fill vacancies created by personnel on both regularly scheduled, as well as unscheduled/sick leave. Today, many fire departments are having difficulty filling shiqs and in some places are gerng involved in bidding wars in efforts to a>ract the most qualified candidates. In addiAon to the financial implicaAons to the municipality of the need for personnel to work numerous overAme shiqs, there is growing evidence to suggest there are very real health and safety implicaAons for firefighters as well, and which could end up having tragic consequences. In a recent arAcle Atled "What Firefighters Really Want in 2023”11 published in Fire Rescue 1 magazine, the results of a naAonwide survey of firefighters indicated some concerning data that could have applicability in Brewster as much as any other fire department. This includes: Ø 64% of respondents rate their job-related stress level at seven or above (on a scale of 1 to 10) with 41% raAng an eight or above. Ø 57% selected staffing challenges among their top three least-saAsfying aspects of the job, with one-quarter selecAng this issue as their top issue. Ø 46% have considered leaving their current department; and 42% are considering leaving the fire service altogether. Ø 32% state that stress is negaWvely impacWng the quality of service they provide. Ø 54% of respondents reported that, due to staffing challenges, they believe their personal safety is at greater risk; 50% described their stress level as negaAvely impacAng their ability to engage in non-fire department acAviAes such as hobbies, vacaAons and Ame with friends; 47% indicated that stress is negaAvely 11 hKps://www.firerescue1.com/what-firefighters-want/ Town of Brewster, MA – Fire Department Staffing Analysis Page 38 Prepared by Municipal Resources, Inc. November 2023 impacAng relaAonships with their families; 67% say their stress level negaAvely impacts other aspects of their health, like ability to sleep and Ame to exercise. In addiAon, other studies suggest: Ø The PTSD rate for firefighters has been esAmated anywhere from 7% to 37% compared to about 6.8% for the general populaAon.12 Ø A recent survey found that 6.6% of first responders had a>empted suicide at least once, 10 Ames the rate of the general populaAon.13 Chief Don Abbo> was a well-known fire service leader, author, and instructor who is regarded as a leading authority regarding MAYDAY14 facts in the fire service in North America. Chief Abbo>’s analysis of data submi>ed to him by career fire departments noted a 35 percent increase in MAYDAYS during a 13-week period from March through June of 2020. This was during the iniAal surge of the COVID-19 pandemic as well as during social issues, protests, and related civil emergencies. Based upon interviews conducted with 156 personnel (primarily those firefighters who transmi>ed the MAYDAY) Chief Abbot idenAfied some trends, several of which could have applicability to Brewster: Ø Lack of control over excessive overAme, relaxing the rules because of current civil, COVID, or related situaAons and condiAons. There was one incident in which a firefighter had a MAYDAY during his 71st-straight hour of being on duty. Ø There were several MAYDAYS (39%) where crews were working short-handed. Ø 81% occurred between 9:00 p.m. and 6:00 a.m. Ø 77% occurred during an overWme shif; 43% while working a 24 hour + hour shif. Ø Average runs prior to MAYDAY (during a 24-hour period) were 16 runs/or standby on protest rallies (low of 9 runs / high of 26 in 24 hours). 12 hKps://www.jems.com/administra3on-and-leadership/post-trauma3c-stress-disorder- comparison/#:~:text=Introduc3on,U.S.%20is%20es3mated%20at%206.8%25.&text=The%20rate%20for%20firefigh ters%20has,anywhere%20from%207%25%2D37%25. 13 hKps://www.defeatsuicide.com/suicide-first- responders#:~:text=First%20responders%20are%20more%20likely,rate%20of%20the%20general%20popula3on! 14 A fire department MAYDAY is any situa3on where a firefighter or firefighters is/are unable to safely exit a hazard zone (including inside of any structure on fire) on their own, or an event that cannot be resolved by that/those individual(s) within 30 seconds and/or has the poten3al to result in serious injury or death. Town of Brewster, MA – Fire Department Staffing Analysis Page 39 Prepared by Municipal Resources, Inc. November 2023 Ø 37% of the MAYDAY vicAms reported working short a crew member. Ø 15% reported they didn't remember the dispatch informaAon (address, reason for the run). Ø 37% reported using more air than normal. Ø THE NUMBER ONE cause of their MAYDAY was becoming lost or separated from a hose line. Ø 43% reported difficulty sleeping during their overAme shiq. Ø OverAme ranged from working 48 hours (36%), 60 hours (23%), and 72 hours (17%) straight. The criAcal message here related to staffing pracAces, and personnel working large amounts of overAme to fill vacancies, is that while each community challenge is different, and Brewster is no excepAon, the fact is that firefighters require adequate rest (on AND off duty) to ensure they are physically and mentally prepared for duty. Thus, adequate staffing must be planned for in advance based upon the unique needs of the community. With support from the Town of Brewster and its ciAzens, the BFD has gradually been able to increase its staffing levels over the past 12 years. This has been accomplished through internal budget transfers, budget overrides, receipt of a federal Staffing for Adequate Emergency Response (SAFER) grant15, and the use of ambulance billing revenues. The most recent increases occurred in 2019 when two addiAonal firefighters were hired aqer receipt of a SAFER grant and a successful budget override; and in 2020 when two more personnel were hired uAlizing ambulance revenues. Generally, the MRI study team believes that the current Brewster Fire Department’s overall organizaAonal structure is appropriate for department’s current needs and operaAons. However, the department is struggling with adequate staffing to conAnue to perform its mission in the community. In this secAon of the report we will make several recommendaAons relaAve to staffing and organizaAonal structure, they primarily serve to enhance current, and mid term operaAons rather than indicate a need for major changes. As with any organizaAon that conAnues to grow and evolve based upon the expanding needs of its customers, the Brewster Fire Department’s organizaAonal structure should conAnue to be evaluated in an ongoing manner to ensure it is sAll appropriate and meeAng the department’s needs. If, in the future, revisions are deemed appropriate, they can be considered at that Ame. 15 The goal of SAFER is to enhance the local fire departments' abiliDes to comply with staffing, response and operaDonal standards established by the NFPA 1710. Town of Brewster, MA – Fire Department Staffing Analysis Page 40 Prepared by Municipal Resources, Inc. November 2023 RESPONSE METRICS A community’s demand for fire and EMS services are based on that community’s demographics, socio-economic factors, the percentage of commercial, industrial, and residenAal properAes, as well as, the district’s infrastructure. By reviewing the historical demand for fire and EMS services and the fire department’s ability to respond to those needs within the expressed expectaAons of that community; a fire department can evaluate what types and levels of services that they will need to provide. Though fire and EMS standards are helpful for modeling those services, no two communiAes are exactly alike. BudgeAng and resources oqen determine what level of service a community expects and can afford. Fire departments, in conjuncAon with their governing bodies and community poliAcal leaders, should work to establish plans that can deliver fire protecAon and emergency medical services at a point that meets the level of expectaAon that the community has established. One of the best ways to get a broad overview picture of an emergency services organizaAon is to look at, and analyze, their emergency response/incident staAsAcs. Looking at staAsAcal data that is compiled from incident reports that are generated for each and every emergency response, and /or request of assistance, will assist with determining the adequacy of current operaAons, as well as, to idenAfy trends in responses (i.e., increasing vs. decreasing volume, changing types of incident requests, increasing or unacceptable response Ames, frequency of simultaneous incidents). UAlizing current trends to help predict future events, while not an exact science, can be helpful to communiAes and fire departments. This informaAon can be uAlized to plan for future operaAonal needs, such as addiAonal staAons. However, as with any other type of staAsAcal analysis, the informaAon that is produced is only as good and/or reliable as the data that was originally entered and provided for evaluaAon. The data that was analyzed for this report was provided to the MRI study team by the Brewster Fire Department. The reports developed were automaAcally compiled through the report generaAon features of the Image Trend Soqware fire records management system, and electronic paAent care reporAng for EMS, uAlized by the Brewster Fire Department. Each emergency incident that the Brewster Fire Department responds to results in the generaAon of a NaAonal Fire Incident ReporAng System (NFIRS) report. The project team believes that the data that it analyzed is, for the most part, relaAvely accurate; however, the chief reported that improving data entry has been an ongoing project for the department over several years. During the five-year period from 2018 - 2022, the Brewster Fire Department responded to a total of 15,329 calls for emergency service, an average of 3,065.8 per year, or 8.4 per day (Figure IV- 2). In 2022, the department responded to 3,235 incidents which is 169 (5.5%) higher than the five-year average. Overall, the Brewster Fire Department responds to about 74.7% medical related calls and 25.3% for fires and other emergencies (Figure IV-3). The yearly percentage of EMS calls compared to total call volume ranged from a low of 72.1% in 2018 to a high of 78% in Town of Brewster, MA – Fire Department Staffing Analysis Page 41 Prepared by Municipal Resources, Inc. November 2023 2022. The percentage of EMS related incidents is consistent with naAonwide trends where EMS related calls oqen account for between 70% to 80% of responses. This indicates that the department needs to remain focused on not only the EMS aspect of its operaAons, but also its fire suppression mission. The year-to-year incident staAsAcs showed a fluctuaAon from year to year instead of a steady upward trajectory as is oqen observed. The number of incidents decreased by 13.7% from 2018 to 2019 then another 10.7% in 2020 before increasing by 15.5% in 2021 and another 5.9% in 2022. In 2020, many EMS providers experienced significant declines in the number of responses which is being a>ributed to the COVID pandemic. They are expected to conAnue to increase annually now that the pandemic is over, and life has returned to the new normal. It is MRI’s experience that nearly every community conAnues to see annual increases in call volume, and we believe this trend will conAnue in Brewster. This will most likely be driven primarily by the older populaAon demographic found in Brewster, and people spending more Ame at what used to tradiAonally be seasonal vacaAon homes. FIGURE IV-2: BREWSTER FIRE DEPARTMENT TOTAL INCIDENT TREND 2018 –2022 3,434 2,961 2,644 3,055 3,235 2,476 2,185 1,997 2,272 2,523 958 776 647 783 712 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 2018 2019 2020 2021 2020 TOTAL ANNUAL INCIDENTS BY YEAR 2018 -2022 TOTAL RESPONSES EMS RESPONSES FIRE RESPONSES Town of Brewster, MA – Fire Department Staffing Analysis Page 42 Prepared by Municipal Resources, Inc. November 2023 FIGURE IV-3: BREWSTER FIRE DEPARTMENT GENERAL INCIDENT CATEGORIES 2018 – 2022 For actual fire incidents, the staAsAcal sample is small. Per NFIRS protocols, the category for “Fire Incident” must be an actual fire situaAon, that in many, but not all situaAons caused some type of damage. Many of the incidents that are classified under other types of incidents were also probably iniAally dispatched as some type of fire incident, but ulAmately were classified otherwise, for reporAng purposes, based upon the situaAon actually found at the scene. From 2018 through 2022, the department responded to a total of 287 actual fire incidents, an average of 57.4 per year, or about 1.1 per week. Actual fires accounted for 1.9% of the fire department’s total responses during these years. Significant structure fire incidents were a much smaller percentage of the actual fires. In the five- year period analyzed the Brewster Fire Department experienced just 56 significant structure fires, an average of 11.2 per year. These annual numbers ranged from 5 in 2020 and 6 in 2022, to 17 in both 2018 and 2021. The number of incidents that the Brewster Fire Department responded to each month over the fire year period is mostly consistent with what would be expected of an area that experiences an influx of part-time residents and visitors during the warm weather months. Over the five-year period, incident activity began to increase in May, peaking in July and August, before beginning to decrease again in September (Figure IV-4). There are a couple of exceptions though. As seen on the chart, activity spiked in March which is due to March 2018 having an extraordinarily high number of incidents – 439 – more than double the normal number. This was due mainly by multiple Nor’easters hitting the area in rapid succession over several weeks. Also, the number of 25.3% 74.7% INCIDENT CATEGORIES 2018 -2022 FIRE INCIDENTS EMS INCIDENTS 15,329 TOTAL INCIDENTS Town of Brewster, MA – Fire Department Staffing Analysis Page 43 Prepared by Municipal Resources, Inc. November 2023 incidents increases again near the end of the year, most likely caused by people spending the holidays at their vacation homes. FIGURE IV-4: RESPONSES BY MONTH 2018 - 2022 The number of incidents that the department responded to each day of the work week, Monday through Friday is very consistent with just 138 incidents difference in the five-year period between the slowest day, Wednesdays, and the busiest day, Monday (Figure IV-5). Surprisingly, 2018-2022 JANUARY 1,152 FEBRUARY 991 MARCH 1,308 APRIL 1,003 MAY 1,238 JUNE 1,409 JULY 1,640 AUGUST 1,582 SEPTEMBER 1,240 OCTOBER 1,048 NOVEMBER 1,141 DECEMBER 1,181 1,152 991 1,308 1,003 1,238 1,409 1,640 1,582 1,240 1,048 1,141 1,181 0 100 200 300 400 500 600 700 800 900 1,000 1,100 1,200 1,300 1,400 1,500 1,600 1,700 1,800 RESPONSES BY MONTH 2018 -2022 Town of Brewster, MA – Fire Department Staffing Analysis Page 44 Prepared by Municipal Resources, Inc. November 2023 the weekends tended to have fewer calls with 162 fewer incidents on Saturdays than on Mondays, and another 108 fewer on Sundays than Saturdays and 270 less than Mondays. With the Brewster area being a vacation and tourist destination during the warm weather months it would be reasonable to expect the weekends to be busier. FIGURE IV-5: RESPONSES BY DAY OF THE WEEK 2018 - 2022 Incident activity rose and fell throughout the day depending upon the hour. The busiest hours of the day were between about 0800 hours and 1900 hours, with the height of activity occurring between 0900 hours and 1400 hours. (Figure IV-6). 2018-2022 SUNDAY 1,989 MONDAY 2,259 TUESDAY 2,253 WEDNESDAY 2,121 THURSDAY 2,173 FRIDAY 2,220 SATURDAY 2,097 1,989 2,259 2,253 2,121 2,173 2,220 2,097 1,800 1,900 2,000 2,100 2,200 2,300 RESPONSES BY DAY OF THE WEEK 2018 -2022 Town of Brewster, MA – Fire Department Staffing Analysis Page 45 Prepared by Municipal Resources, Inc. November 2023 FIGURE IV-6: RESPONSES BY TIME-OF-DAY 2018 - 2022 2018 - 2022 0:00 271 1:00 282 2:00 250 3:00 262 4:00 262 5:00 262 6:00 353 7:00 623 8:00 867 9:00 962 10:00 995 11:00 1,053 12:00 980 13:00 956 14:00 858 15:00 859 16:00 843 17:00 775 18:00 801 19:00 713 20:00 602 21:00 542 22:00 414 23:00 358 271 282250 262 262 262 353 623 867 962 995 1,053 980 956 858 859 843 775 801 713602 542 414 358 0 200 400 600 800 1000 1200 RESPONSES BY TIME OF DAY 2018 -2022 Town of Brewster, MA – Fire Department Staffing Analysis Page 46 Prepared by Municipal Resources, Inc. November 2023 One issue in Brewster, as with many communiAes, is either actual or anAcipated call volume growth. The five-year incident trend analysis did not indicate a definiAve trend, although in the last two years the numbers have increased each year as would be expected. indicaAng that incidents are generally on an upward trajectory. It is our belief that the decrease in incidents from 2019 to 2020 is an anomaly resulAng from the COVID pandemic. Many other departments have experienced similar declines in responses. Overall experience shows, parAcularly considering some development is sAll occurring in the town, and with an older populaAon, that call volume will conAnue to increase. Looking forward, if this growth in service demand conAnues, maintaining the current service level will only be possible if the level of resources dedicated to these services increase. Every emergency services organizaAon periodically experiences simultaneous, or overlapping, incidents. Whether they are handled by that department themselves, or, through automaAc/ mutual aid provisions need to be made to ensure that these incidents are handled effecAvely, efficiently and, in a Amely manner. However, as the number of simultaneous, or overlapping, incidents increase, that community and/or department can no longer rely on their neighboring communiAes/departments to handle an ever-increasing percentage of their incidents. This a key benchmark in the need to consider increasing the number of available resources that are in service. The MRI study team’s evaluaAon found that the number of simultaneous, or overlapping incidents handled by the Brewster Fire Department is increasing and becoming a significant operaAonal concern. This has added a stress factor to the department as the occurrence of mulAple overlapping calls over the five-year period analyzed stands at 18.8%, or just under one in every five incidents. This means that 18.8% of the Ame the department is asked to answer not only one, but two, and occasionally three or more incidents at the same Ame with their resource set, and the assistance on off duty personnel, automaAc, and mutual aid. The number of simultaneous calls averages about 1.6 per day, and 48 per month over the five- year period. In three of the five years (2018, 2021, 2022), the number of simultaneous or overlapping calls exceeded 600 per year. This is a disturbing trend, parAcularly with Brewster currently staffed at a bare bones level. While it is not unusual – it is generally expected - to see total incident volume rise, the rate of simultaneous events indicates that the current resource set of the organizaAon will be unable to maintain the current service level as this staAsAc expands toward 20% (in 2021 the number stood at 19.8% before deceasing slightly in 2022) and possibly beyond. Figure IV-7 illustrates the annual frequency of these events for the five-year period. Figure IV-8 shows the number of overlapped calls from by number of simultaneous/ overlapped incidents. These incident response metrics support the overall need to increase the human resources set provided to the department as will be discussed in detail in the Staffing Cri*cal Tasking, and Deployment secAon later in this chapter of the report. Town of Brewster, MA – Fire Department Staffing Analysis Page 47 Prepared by Municipal Resources, Inc. November 2023 FIGURE IV-7: OVERLAPPING/SIMULTANEOUS INCIDENT VOLUME – 2018 - 2022 SIMULTANEOUS/OVERLAPPING INCIDENTS (2018-2022) Number of Simultaneous/ Overlapping Incidents 2018 2019 2020 2021 2022 2 437 404 369 434 459 3 121 119 88 132 105 4 33 25 17 27 29 5+ 26 18 7 13 8 FIGURE IV-8: OVERLAPPING/SIMULTANEOUS INCIDENT VOLUME BY NUMBER OF CALLS – 2018 – 2022 2,434 2,961 2,644 3,055 3,235 617 566 481 606 609 0 500 1,000 1,500 2,000 2,500 3,000 3,500 2018 2019 2020 2021 2022 Town of Brewster, MA – Fire Department Staffing Analysis Page 48 Prepared by Municipal Resources, Inc. November 2023 FIRE OPERATIONS Fire, rescue, and emergency medical system (EMS) incidents and the fire department’s ability to respond to, manage, and miAgate them effecAvely, efficiently, and safely are mission-criAcal components of the emergency services delivery system. In fact, fire, rescue, and EMS operaAons provide the primary, and certainly most important basis for the very existence of the fire department. As with many fire departments today, the majority of responses are emergency medical service related. Improved building construcAon, code enforcement, automaAc sprinkler systems, and aggressive public educaAon programs have contributed to a decrease in serious fires in many communiAes and more importantly, fire deaths among civilians. However, while no longer generaAng the majority of most departments’ responses as they once did, fire-related incidents are sAll jusAfiably an extremely high priority for the “fire” department and comprise a significant part of their operaAonal missions. These trends and improvements in the overall fire protecAon system notwithstanding, fires sAll do occur and the largest percentage of those occur in residenAal occupancies where they place the civilian populaAon at risk. Although they occur with less frequency than they did several decades ago, when they occur today, they grow much quicker and burn more intensely than they did in the past. As will be discussed later in this report, it is imperaAve that the fire department is able to assemble an effecAve response force (ERF) within a reasonable Ame period in order to successfully miAgate these incidents with the least amount of loss possible. NFPA 1710, Standard for the Organiza*on and Deployment of Fire Suppression Opera*ons, Emergency Medical Opera*ons and Special Opera*ons to the Public by Career Fire Departments, 2020 ediAon (NaAonal Fire ProtecAon AssociaAon, Quincy, MA) addresses the organizaAon and deployment of fire suppression operaAons, emergency medical operaAons, and special operaAons to the public by career fire departments to protect ciAzens and the occupaAonal safety and health of fire department employees. It is the benchmark standard that the United States Department of Homeland Security uAlizes when evaluaAng applicaAons for staffing grants under the Staffing for Adequate Fire and Emergency Response (SAFER) grant program. The ability to get a sufficient number of personnel, along with appropriate apparatus, to the scene of a structure fire is criAcal to operaAonal success and firefighter safety. Accomplishing this within the 8-minute Ame frame specified in NFPA 1710 is an important operaAonal benchmark. In addiAon to structural firefighAng and emergency medical services, the fire department is tasked with responding to and managing a broad spectrum of other types of emergencies, including, but not limited to, vehicle crashes, building collapse, water and ice rescue, mass casualty incidents, weather-related emergencies, and natural and technological disasters. These types of incidents require specialized equipment and specialized training. In all types of emergency responses, an incident command system (ICS) should be uAlized that conforms to the NaAonal Incident Management System (NIMS) guidelines that have been promulgated by the Town of Brewster, MA – Fire Department Staffing Analysis Page 49 Prepared by Municipal Resources, Inc. November 2023 U.S. Department of Homeland Security. Since safety is the primary focus throughout all operaAons, a formal component of the ICS program includes the consistent assignment of an on- scene safety officer when appropriate. The strategic and tacAcal challenges that the various hazards the department protects need to be idenAfied and planned for through a community risk analysis planning and management process. The community risk and vulnerability assessment evaluates the community as a whole, and regarding property, measures all property and the risks associated with that property, and then segregates the property as either a high-, medium-, or low-hazard, which are further broken down into varying degrees of risk. Community Risk Assessment was discussed in detail in Chapter III. The development of a community risk and vulnerability assessment should drive many of the key decisions associated with the deployment of resources for fire and medical emergencies. The Brewster Fire Department is equipped and staffed to respond to a wide variety of emergency incidents. Although EMS calls are more prevalent, the department must sAll be prepared to fulfill its core firefighAng mission. As with most communiAes in the United States, the primary focus of firefighAng operaAons is on fires in residenAal occupancies (single- and two-family dwellings, mulA-family units) due to the high potenAal for loss of life. UnAl residenAal fire sprinkler systems become commonplace as a criAcal lifesaving feature in homes, the fire department will conAnue to be the only “front-line” resource available for firefighAng and rescue. The fire codes in the Commonwealth of Massachuse>s do not require residenAal sprinklers and do not allow communiAes to mandate them through local codes or ordinances. Structural firefighAng has become far more challenging and dangerous in the last thirty years with the introducAon of significant quanAAes of plasAc and foam-based products into homes and businesses (e.g., furnishings, ma>resses, bedding, plumbing, electrical components, home and business electronics, decoraAve materials, insulaAon, and structural components). These materials ignite, burn quickly, and produce extreme heat and toxic smoke. A fire can easily double in size and intensity every 30 seconds. If firefighters cannot arrive in a Amely manner and a>ack the fire quickly, a strong possibility exists that a dangerous flashover (simultaneous igniAon of all combusAble materials in a room) will occur. Flashover can occur in as li>le as five to seven minutes aqer fire igniAon and is one of the most dangerous events that a firefighter can face. When a flashover occurs, iniAal firefighAng forces are generally overwhelmed and will require significantly more resources to affect fire control and exAnguishment. Flashover occurs quicker and more frequently today and is caused at least in part by the introducAon of significant quanAAes of plasAc- and foam-based products into homes and businesses (e.g., furnishings, ma>resses, bedding, plumbing and electrical components, home and business electronics, decoraAve materials, insulaAon, and structural components). These materials ignite and burn quickly and produce extreme heat and toxic smoke. Town of Brewster, MA – Fire Department Staffing Analysis Page 50 Prepared by Municipal Resources, Inc. November 2023 Figure IV-9 illustrates the Ame progression of a fire from incepAon through flashover. The Ame versus products of combusAon curve shows acAvaAon Ames and effecAveness of residenAal sprinklers (approximately one minute), commercial sprinklers (four minutes), flashover (eight to ten minutes), and firefighters applying first water to the fire aqer noAficaAon, dispatch, response, and set up (ten minutes). It also illustrates that the fire department’s response Ame to the fire is one of the only aspects of the Ameline that the fire department can exert direct control over. It is also important to keep in mind that once units arrive on the scene, they will need to get set up to commence operaAons. NFPA recommends that units be able to commence an iniAal a>ack within two minutes of arrival, 90% of the Ame. FIGURE IV-9: HOME FIRE TIMELINE CURVE SHOWING ACTIVATION TIMES AND EFFECTIVENESS OF RESIDENTIAL SPRINKLERS (APPROXIMATELY 1 MINUTE), FLASHOVER (3 TO 5 MINUTES) AND FIREFIGHTERS APPLYING FIRST WATER TO THE FIRE AFTER NOTIFICATION, DISPATCH, RESPONSE, AND SET UP (10 MINUTES). Image credit: Home Fire Sprinkler Coali3on The Brewster Fire Department is dispatched by, and emergency communications are handled by, the Brewster County Sheriff’s Office (BCSO) Department Regional Emergency Communications Center (RECC) which is located at Joint Base Cape Cod. The BCSO RECC handles emergency Town of Brewster, MA – Fire Department Staffing Analysis Page 51 Prepared by Municipal Resources, Inc. November 2023 dispatch for nine communities and coordinates regional mutual aid operations throughout Cape Cod. Response time data that was provided to the MRI study team by the Brewster Fire Department only reflects the time from when the Department received the call. It does not reflect the alarm processing or dispatch time at the BCSO RECC. The dispatch center dispatches the station as a whole, and not individual apparatus. In addition, the times reflected the total time from when the department received the call until the first unit arrived on the scene. It did not break these times out into turnout time, and travel time components. It appears when the apparatus signs on, the dispatch center is then recording dispatched and responding times simultaneously. Finally, for fire calls, the first arriving unit could be an ambulance or chief officer, not necessarily a fire suppression unit. As a result, especially with the department operating from a single station with no options to really change the response times we opted not to utilize the data since its benefit would be limited. Interviews that were conducted by the MRI project team revealed that the Department appears well versed in the use of the NaAonal Incident Management System (NIMS) and works well with mulAple agencies to provide effecAve and efficient emergency response services to the community. Through discussions with the department’s officers, it appears that though the department has adopted, and is trained, and is aware and understands the importance of using an Incident Command System (ICS), it is oqen difficult to implement it iniAally on every incident because of limited staffing. One of the most effecAve tools the fire department has to assist them with handling fires and other emergencies in mulA-family residenAal complexes and commercial faciliAes, are pre-fire plans. The purpose of a fire pre-planning program is to allow firefighters to become familiar with buildings and/or faciliAes within their response area prior to an emergency, alert them to on-site hazards and risks, and develop a detailed fire response plan for them that includes specific tacAcs that will be required to miAgate fires or other emergencies. A comprehensive pre-fire plan includes as much data about the building as possible. The informaAon contained in pre-fire/incident plans allow firefighters and officers to have a familiarity with the building/facility, its features, characterisAcs, operaAons, and hazards, thus enabling them to more effecAvely, efficiently, and safely, conduct firefighAng and other emergency operaAons. Pre-fire plans should be reviewed and updated regularly. They should be tested and validated by table-top exercises and on-site drills. Lack of an up-to-date pre-fire plan is oqen a>ributed to being one of the primary contribuAng factors in large fire losses. It was reported to MRI that the Brewster Fire Department has done limited pre-planning on some of the target hazards in the town (there are only a limited number of commercial occupancies). To derive maximum benefit from the pre-fire plans, the department should make pre-fire plans Town of Brewster, MA – Fire Department Staffing Analysis Page 52 Prepared by Municipal Resources, Inc. November 2023 accessible on mobile data terminals (MDTs) (notebook/laptop computers) on fire apparatus, and in the command vehicle(s) for use in-route to an incident, and while on-scene. The informaAon can also be sent to smart phones. With a cloud-based system all the informaAon would be available in real Ame. Performance improvement for fire suppression will become even more important in the coming years as the fire department command structure evolves from being a group with significant firefighAng experience, to a group with stronger EMS experience. Major fire incidents conAnue to decline because of be>er fire prevenAon and building code compliance, the advent of advanced fire detecAon and suppression systems, and fire-retardant building components and contents. As a result, the fire service will be challenged in the future to maintain the necessary skill sets to properly command and control major fire incidents. Training and performance improvement strategies must be aggressively enhanced in anAcipaAon of this paradigm shiq in fire department capabiliAes and experience. The point of the performance measures is to idenAfy the community’s expectaAons in a quanAfiable way, and to use the measurement of the fire department’s performance against these objecAves to idenAfy areas, which may need improvement or addiAonal resources. The process should also include a provision for modifying SOGs, training prioriAes, and equipment as determined by the performance improvement program. The Department recently purchased the SOG/Policy soqware system Lexipol. At the Ame of this study the Chief and Deputy Chief have been meeAng with the reps from Lexipol to get the program implemented. In the near future, they will begin a process including department members to modify, develop, and implement, exisAng and new SOGs and policies into this state of the art, cloud-based system. The chiefs believe that once fully implemented this program will significantly increase operaAon effecAveness, as well as improve the department’s SOGs and policies. Brewster Fire Department staffing for fire operaAons will be further discussed later in this chapter in the secAon on Staffing, Cri*cal Tasking, and Deployment. EMS OPERATIONS Emergency Medical Services (EMS) operaAons are an important component of the comprehensive emergency services delivery system in any community. Together with the delivery of police and fire services, it forms the backbone of the community’s overall public safety life net. As noted in several chapters of this report, the Brewster Fire Department like many, if not most fire departments, responds to significantly more emergency medical incidents than actual fires, or other types of emergency incidents. Town of Brewster, MA – Fire Department Staffing Analysis Page 53 Prepared by Municipal Resources, Inc. November 2023 As a percentage of overall incidents responded to, it could be argued that EMS incidents consAtute the greatest number of “true” emergencies, where intervenAon by trained personnel truly makes a difference, someAmes literally between life and death. Heart a>ack and stroke vicAms require rapid intervenAon, care, and transport to a medical facility (Figure IV-10). The longer the Ame duraAon without care, the less likely the paAent is to fully recover. Numerous studies have shown that irreversible brain damage can occur if the brain is deprived of oxygen for more than four minutes. In addiAon, the potenAal for successful resuscitaAon during cardiac arrest decreases exponenAally with each passing minute that cardio-pulmonary resuscitaAon (CPR), or cardiac defibrillaAon, is delayed. Ø The potenAal for successful resuscitaAon during cardiac arrest decreases exponenAally, 7% to 10% with each passing minute, that cardio-pulmonary resuscitaAon (CPR) or cardiac defibrillaAon and advanced life support intervenAon is delayed. Ø Few a>empts at resuscitaAon aqer 10 minutes are successful. FIGURE IV-10: CARDIAC ARREST SURVIVAL TIMELINE The EMS component of the emergency services delivery system is more heavily regulated than the fire side. In addiAon to NFPA 1710, NFPA 450 Guidelines for Emergency Medical Services (EMS) and Systems, (2009 ediAon), provides a template for local stakeholders to evaluate an EMS system and to make improvements based on that evaluaAon. The Commission on AccreditaAon of Ambulance Services (CAAS)16 also establishes benchmarks for EMS operaAons, however, their focus is primarily on ambulance response Ames which is not a component of this analysis. Massachuse>s regulates EMS agencies, and certain federal Medicare regulaAons are also applicable. 16 The Commission on AccreditaDon of Ambulance Services (CAAS) is an independent commission that established a comprehensive series of standards for the ambulance service industry. Town of Brewster, MA – Fire Department Staffing Analysis Page 54 Prepared by Municipal Resources, Inc. November 2023 Typically, less than 10% of 9-1-1 paAents have Ame-sensiAve ALS needs. However, for those paAents who do, Ame can be a criAcal issue of morbidity and mortality. For the remainder of those calling 9-1-1 for a medical emergency, though they may not have a medical necessity, this ninety percent, sAll expects rapid customer service. Response Ames for paAents and their families are oqen the most important issue regarding the use of the fire department’s services and are what is most oqen referred to when they “rate” their local emergency responders. Regardless of the service delivery model, appropriate response Ames are more than a clinical issue; they are also a customer service issue. Emergency medical services (EMS) for the Town of Brewster are provided at the advanced life support (ALS)/paramedic level by the Brewster Fire Department. Advanced life support or ALS- level care refers to prehospital intervenAons that can be brought into the field by paramedics. Typically, this service level includes the ability to bring much of the emergency room capability to the paAent. Paramedics can administer intravenous fluids, manage a paAent’s airway, provide drug therapy, uAlize the full capabiliAes of a 12-lead cardiac monitor, and provide a vital communicaAon link to the medical control physician who can provide specific medical direcAon based on the situaAon. Primary EMS ambulance transport services to the Town are also provided by the Brewster Fire Department. The department can staff either one or two ambulances depending upon the Ame of day and staffing levels. It operates under a license from the Massachuse>s Office of Emergency Medical Services (OEMS) which designates the service as ALS level with ambulances staffed with one EMT and one paramedic. The ciAzens of Brewster benefit greatly by having firefighters provide emergency medical services at the advanced life support (ALS) level. This is an efficient use of personnel resources since approximately 74.7% of all emergency calls are for EMS incidents. This is somewhat higher than the naAonal average as reported by the US Fire AdministraAon (64%) and the NaAonal Fire ProtecAon AssociaAon (65%). AddiAonally, Brewster’s EMS revenue from insurers, Medicaid/Medicare, and direct paAent billing provides a significant offset to fire-rescue department operaAng and capital expenses. As is the common pracAce on Cape Cod, the Brewster Fire Department normally staffs their first out ambulance with three personnel, regardless of the severity of the incident. If shiq staffing is at four personnel, the captain will also response in an SUV to supervise and assist. If staffing is at five, the two addiAonal personnel may respond in a second ambulance to assist. These procedures effecAvely place the fire suppression funcAon out of service unAl personnel who have been recalled on overAme report to the staAon for back-up (for a number of reasons, oqen no one responds back to the staAon for these recalls, parAcularly when there are mulAple in the same day). When needed, the second ambulance is usually staffed with two personnel. The MRI study team was advised that the department will occasionally send only two personnel to the Town of Brewster, MA – Fire Department Staffing Analysis Page 55 Prepared by Municipal Resources, Inc. November 2023 hospital, depending upon the severity of the paAent’s condiAon; however, this is an excepAon rather than the normal pracAce. The raAonale for this procedure is that these addiAonal personnel help the ambulance crew with medical care, carrying equipment, liqing paAents, and driving the ambulance to the hospital when the ambulance crew, parAcularly the paramedic(s) are commi>ed to the care of criAcally ill paAents. Medical calls are generally classified from Alpha (minor/least severe) to Echo (life threatening/most severe). On Cape Cod EMS calls are categorized Priority 1 (most serious) to Priority 3 (non-life threatening). Certain assist type calls are categorized Priority 4. In many locaAons (not necessarily New England) normal procedures send only an ambulance, with two personnel, to the minor nature, Alpha and Bravo calls, or Priority 3 level calls unless the arrival of an ambulance will be delayed (Figure IV-11). FIGURE IV-11: EMS RESPONSE MATRIX Note: Priority 1 & 2 equates to Charlie, Delta, and Echo response determinants while Priority 3 calls equate to Alpha and Bravo level response determinants. Dispatching an engine company also to Priority 1 and 2 calls is a best pracAce that ensures that sufficient personnel are on-scene to provide criAcal care to seriously ill or injured paAents. The firefighter-paramedics assigned to the ambulance can focus on direct paAent care, while other personnel are responsible for incident command, scene safety, delivering and serng up equipment, and liqing and carrying the paAent(s). An engine company is requested for Priority 3 calls when the ambulance response is delayed, personnel is needed for liqing and carrying a paAent, forcible entry to a residence or vehicle is required, or when the condiAon of the paAent is found to be more serious than the iniAal dispatch assessment. This is illustrated in the following graphic: Town of Brewster, MA – Fire Department Staffing Analysis Page 56 Prepared by Municipal Resources, Inc. November 2023 FIGURE IV-12: TYPICAL EMS RESPONSE MATRIX/ALGORITHM While we acknowledge that changing this procedure is likely to be met with resistance, we believe the Brewster Fire Department should consider revising this procedure. The number of incidents is increasing each year, and a significant percentage of these incidents are resulAng in overlapping calls. In addiAon, in large part due to the change in procedure that temporarily reduced nighrme staffing to four personnel to assist with reducing overAme and related personnel faAgue, staffing challenges related to simultaneous calls are going to be even more pronounced. To that end, the MRI study team suggests the following revision to the current EMS response procedures and with the current staffing levels: Ø When staffing is at five personnel: v Two personnel respond on the ambulance to Alpha and Bravo, or Priority 3 calls. The three personnel remaining are now available for fire duty, or can handle a second ambulance call, if necessary. If they require addiAonal assistance, they can request the engine to respond. v Two personnel respond on the ambulance and three personnel respond on the engine to Charlie, Delta, and Echo, or Priority 1 and 2 calls. If an addiAonal person is needed on the ambulance they can be sent to the hospital with the ambulance crew. The two other personnel can return to staAon with the engine and handle a second call without the need to recall off duty personnel. § An alternaAve would be to call just one person back to work to bring staffing back up to three personnel. Town of Brewster, MA – Fire Department Staffing Analysis Page 57 Prepared by Municipal Resources, Inc. November 2023 Ø When staffing is at four personnel: v Two personnel respond on the ambulance to Alpha and Bravo, or Priority 3 calls. If they require addiAonal assistance, they can request the engine to respond. The remaining two personnel are sAll available for limited fire duty, unAl one or two off duty personnel arrive at the staAon, or they can handle a second ambulance call. v Two personnel respond on the ambulance and two personnel respond on the engine to Charlie, Delta, and Echo, or Priority 1 and 2 calls. If an addiAonal person is needed on the ambulance they can be sent to the hospital with the ambulance crew. If only two personnel are needed on the ambulance, the other two person can return to staAon with the engine and handle a second ambulance call without the need to recall off duty personnel. § An alternaAve would be to call just one person back to work to bring staffing back up to three personnel. In either scenario suggested above, the current pracAce of recalling off duty personnel to provide coverage when the ambulance transports to the hospital should be conAnued. However, there would be less of a reliance on it as revising the staffing model should reduce the number of Ames the Town is stripped of all fire and EMS protecAon. Following current department pracAce, the ambulance responds with lights and sirens to every call. Though a medical priority dispatch system is in place that would allow for potenAal non- emergency response to occur without lights, sirens and within normal traffic flow, there are no protocols or procedures to do so. The MRI team was told that most oqen all transports with paAents to the hospital is done with lights and sirens in order to get to the hospital as quickly as possible. This is not only done in order to get the paAent to the hospital in a Amely manner, but also to expedite the Ame that the ambulance is out of service and unable to respond to another call. These pracAces are being phased out by most progressive fire departments for safety reasons. It is safer for responding personnel, general ciAzens, and the paAent, to reduce the number of Ames that red lights and sirens are uAlized. Conversely, ambulance turn-around Ame is an important staffing factor to consider since it affects the availability of personnel and equipment for other emergencies. This is the Ame an ambulance is occupied on a medical emergency starAng with the Ame the call is received; and ending aqer the transport, when the ambulance is back in Brewster and available for emergency calls. This is Ame that is parAcularly important when the hospital is a significant distance from the Town, and personnel oqen encounter heavy traffic condiAons to and from its locaAon in Town of Brewster, MA – Fire Department Staffing Analysis Page 58 Prepared by Municipal Resources, Inc. November 2023 Hyannis. The turn-around Ame for Brewster ambulances averages between 60 and 70 minutes, however, they can be as high as two hours, twenty-one minutes (02:21:53). Higher turnaround Ames can be the result of lengthy on-scene care (e.g., extricaAon from a motor vehicle crash), longer travel Ames to or from an incident, or paAent admission delays at a hospital. As was discussed previously, the total number of calls is the primary reason for simultaneous incidents, however ambulance hospital transport turn-around Ames certainly contribute to the impact of the overlapping call rate. The following figure illustrates the number of EMS calls, number of ALS and BLS transports, and the average ambulance turnaround time for the five years period of 2018 – 2022. Year EMS Responses ALS Transports BLS Transports Average Turn- around Time Total Annual Turn- around Time 2018 2,476 1,128 454 70.15 minutes 1,849.6 hours 2019 2,185 1,003 332 70.05 minutes 1,558.6 hours 2020 1,997 885 357 66.75 minutes 1,381.7 hours 2021 2,272 1,053 441 63.95 minutes 1,592.4 hours 2022 2,523 1,024 461 60.85 minutes 1.506.0 hours 5-year average 2,291 1,019 409 66.35 minutes 1,577.7 hours FIGURE IV-13. EMS TURN-AROUND TIME The data in the above figure indicates several things. Ø The proportion of ALS level transports to BLS levels transports is much higher than we normally see. In fact, it is really the inverse of what data sets we analyze usually illustrate. Over the five-year period, BLS transports accounted for just 28.6% of the Department’s EMS transports, while ALS transports accounted for 71.4%. Long term, statistical data indicates that ALS criterion incidents usually account for about 30% to 35% of EMS responses. Given Brewster’s higher than average older population, a somewhat higher percentage of ALS could be reasonably expected; however, we don’t believe it would reach the proportions indicated in this data. Ø The ambulance turn-around times have improved steadily over the five-year period and show a total reduction of over nine minutes. The expansion of the emergency department facilities at Cape Cod Hospital in Hyannis has probably played at least some role in this reduction. Ø Given an estimated average ambulance turn-around time of 66.35 minutes (annual maximum time: 02:06:23 – 02:21:53) and a 5-year average annual ambulance transport total of 1,428 transports; Brewster ambulances are occupied on EMS transport calls for Town of Brewster, MA – Fire Department Staffing Analysis Page 59 Prepared by Municipal Resources, Inc. November 2023 approximately 1,577.7 hours annually. This represents an average of 4.3 hours per 24- hour shift. Many of these calls come in during the busier daylight hours contributing to the high percentage of overlapping calls. The data relative to the number of total incidents, number of EMS transports, and the time dedicated to EMS calls supports the need for the fire department to staff two (2) ambulances 24/7 while still maintaining a simultaneous fire response capability. The benefits of increasing staffing and the number of resources deployed include: Ø Significantly reduce the number of times when the Town is without ambulance coverage due to simultaneous fire and/or EMS calls. Ø Significantly reduce the number of times when the Town is without adequate fire coverage due to simultaneous fire and/or EMS calls. Ø Provide additional fire staffing commensurate with the risk. Ø Increase ambulance revenues by reducing the number of times that a mutual aid EMS service is called to provide ambulance transport services. To accomplish this goal, the Department’s staffing should be incrementally increased with the hiring of additional personnel over the next several budget cycles. This in combination with the supervisory staffing changes is recommended later in this report. Overall, the EMS operaAons appear to be well run, and the Town is happy with the service that is being provided. There is also reported to be a low level of system abuse in Brewster which reduces the number of unnecessary responses and contributes to be>er resource availability for actual medical emergencies. All Brewster Fire Department personnel possess a minimum of emergency medical technician- basic (EMT-B) cerAficaAon. At the Ame of this study, 11 of the department’s personnel, including the Deputy Chief possessed paramedic cerAficaAon. There are a minimum of two paramedics assigned to each shiq, with a minimum of one on duty at all Ames. One quesAon that the MRI study team is oqen asked to provide an opinion on was what the recommended mix of ALS versus BLS trained personnel should be in a parAcular Fire Department. At the Ame of this study approximately 50% of the Brewster Fire Department’s personnel possessed ALS/paramedic cerAficaAon. Several stakeholders informed the study team that they would like to eventually see all department personnel required to be paramedics. UlAmately, with the majority of incidents the department responds to being EMS related, having all personnel trained and cerAfied at the ALS level allows the highest level of care to be always available, and on every incident. However, there can be several caveats to that IniAal answer. Town of Brewster, MA – Fire Department Staffing Analysis Page 60 Prepared by Municipal Resources, Inc. November 2023 The Brewster Fire Department is a small organizaAon with a relaAvely low call volume, averaging about 8.4 calls per day, of which 73% are EMS related. If 50% of the EMS calls are ALS criterion calls (which is higher than the typical average) that equates to about four ALS calls per day. One of the concerns that are expressed by some within the EMS community is the difficulty in keeping the ALS skills of personnel sharp when they have only limited opportuniAes to uAlize them. In addiAon, there is a significant cost factor associated with iniAal ALS training for personnel, frequent conAnuing educaAon classes necessary to maintain cerAficaAon, and a significant pay differenAal for those who are cerAfied. Finally, many fire department personnel prefer not to be paramedics and a significant number choose to allow their cerAficaAons to lapse once they are no longer mandated to maintain them, so they can get off of the ambulance. It is MRI’s opinion that the Brewster Fire Department would not be unreasonable if it decided to a>empt, long term, to have all personnel cerAfied as paramedics, by requiring all future hires to either possess, or obtain and maintain paramedic cerAficaAon as a condiAon of employment. However, we believe a be>er opAon would be to maintain around 12-16 paramedics and a>empt to have a minimum of three on duty at all Ames. By increasing the number of paramedics on duty at all Ames, one could be assigned to the primary ambulance as is done now, while a second one is assigned to the second ambulance, while the third one is assigned to the engine, thus providing both of those units with ALS capability resulAng in an increased level of service. If addiAonal personnel wanted to maintain their ALS cerAficaAons, the department should a>empt to accommodate them and encourage them to do so. With the majority of the Department’s responses being EMS related, the MRI study team believes that the Town of Brewster should consider making an organizational change by redefining the position of EMS Officer into a full time position. The EMS Officer would handle the day to day oversight of the department’s EMS functions including QA, personnel training and certification, infection control, managing inventory and drugs, attending meetings, and serving on committes. The officer should work a daywork schedule providing an additional member available for response during the day. We believe that making this change will result in more effective and efficient emergency medical service delivery by the department. It is MRI’s experience that when department’s create these positions that they are normally designated at an officer’s rank, and as such, are tested for (although in some places even though the position has rank, they are designated as a ‘staff” officer with no real fireground authority). Other departments designate the EMS coordinator with just that title but compensate them at an officer’s pay grade, in this case as a Captain (the same as the Fire Prevention Officer). The current CBA designates the “EMS Officer” as receiving a stipend over their base pay, however, that assumes that the person filling the position remains on their assigned shift. While we understand this would also need to be impact bargained with the union (as any change needs to be) it is our opinion that this position would be best designated as a Captain’s position Town of Brewster, MA – Fire Department Staffing Analysis Page 61 Prepared by Municipal Resources, Inc. November 2023 within the Brewster Fire Department, reporting directly to the Deputy Fire Chief. Doing this would help to emphasis the importance of the department’s EMS mission, allow the EMS coordinator to have an equal peer relationship with the other Captains, and allow for the implementation of more department wide continuity of EMS operations. One thing the fire department will need to monitor very closely are any impacts of the ongoing debates over funding the Affordable Care Act (ACA) may have on their billing and revenues. Over the past several years with the changes in insurance reimbursements brought about by the ACA, a growing number of EMS providers are looking to get out of the ALS business. Increasingly, private insurance companies and the government have reduced (or are considering reducAons in) reimbursement rates, and are becoming more reluctant in general, to compensate departments for the full cost of emergency room transportaAon fees, especially for non- emergency treatment. CommuniAes that provide EMS transport services are therefore facing pressure on their transport revenues. One of the fastest growing value-added service enhancements in EMS is the development of Mobile Integrated Healthcare/Community Paramedicine (MIH/CP) programs. Mobile Integrated Healthcare is defined by the NaAonal AssociaAon of EMTs (NAEMT) as “the provision of healthcare using paAent-centered, mobile resources in the out of hospital environment.” MIH/CP is comprised of a suite of potenAal services that EMS could provide to fill gaps in the local healthcare delivery system. In essence, MIH/CP is intended to be>er manage the increasing EMS call volume and be>er align the types of care being provided with the needs of the paAent. To be effecAve, MIH/CP is commonly accomplished through a collaboraAve approach with healthcare and social service agencies within the community. It can be provided through community paramedicine programs, which are programs that use EMTs and paramedics to provide this out-of-hospital health care. MIH/CP programs help facilitate more appropriate uses of emergency care resources and enhance access to primary care, parAcularly for underserved populaAons, by focusing on chronic disease management, post-discharge follow up, and transport to non-emergency care serngs. The benefits of MIH/CP are therefore two-fold. These programs potenAally help provide more appropriate health care to community residents, and if reimbursement arrangements can be agreed upon, also offer a subsAtute funding stream, separate from emergency transport, for community-based EMS transport programs. Town of Brewster, MA – Fire Department Staffing Analysis Page 62 Prepared by Municipal Resources, Inc. November 2023 In 2009 there were four programs like this in the country, but a recent survey by the NaAonal AssociaAon of EMTs idenAfied more than 250 acAve MIH/CP programs now operaAng across the U.S.17 FIGURE IV-14: MOBILE INTERGRATED HEALTHCARE/COMMUNITY PARAMEDICINE BENEFITS A consideraAon for a potenAal role for an MIH/CP program in Brewster could include a specialized response for behavioral health emergencies, in partnership with the Brewster Police Department and community mental health resources. SomeAmes referred to as a Crisis IntervenAon Team (CIT), specialized units such as these have been effecAve in other communiAes across the country to reduce the risks associated with behavioral health-related responses.18 There may be government funds available for implementaAon of these types of programs, and some recent changes to the Medicare regulaAons indicate a possibly favorable view on billing for these services. The Foxborough Fire Department obtained a grant to implement this type of program effecAve as of July 1, 2019. With the addiAon of a new full-Ame paramedic who was designated a special agent of the board of health, the department implemented a community/public health program to address these types of needs within the town. It is MRI’s belief that a program of this type in Brewster – parAcularly with its high percentage of residents over the age of 65 - would improve both levels of service offered to the community and EMS revenues generated. This could be another potenAal duty for the EMS officer to undertake. 17. h#p://www.naemt.org/docs/default-source/2017-publicaDon-docs/mih-cp-survey-2018-04-12-2018-web-links- 1.pdf?Status=Temp&sfvrsn=a741cb92_2 18. h#ps://www.psychiatricDmes.com/view/cahoots-model-prehospital-mental-health-crisis-intervenDon Town of Brewster, MA – Fire Department Staffing Analysis Page 63 Prepared by Municipal Resources, Inc. November 2023 STAFFING, CRITICAL TASKING, AND DEPLOYMENT The issue of fire department staffing has, over the past three or four decades, become one of the most widely and frequently debated topics in fire service history. This debate has intensified over the past several years as tax collecAon revenues have declined precipitously in many communiAes and governmental enAAes seek to reduce expenses. Personnel costs account for the largest percentage of the operaAng budgets of career fire departments. In many cases this one line item is 90% or more of the total budget. The debate becomes intense when the discussion turns to how many firefighters are necessary to provide adequate levels of service, fulfill the department’s core mission(s), and how those firefighters are deployed. This is a basic risk assessment and management decision. UlAmately, determining the acceptable level of risk they are willing to assume for the ciAzens they represent, is a key decision that is made by the Brewster Select Board through the town meeAng process. The operaAons necessary to fully exAnguish a structure fire, and do so effecAvely, efficiently, and safely, requires a carefully coordinated, and controlled, plan of acAon, where certain operaAons, such as venAng ahead of the advancing interior hose line(s), must be carried out with a high degree of precision and Aming. MulAple operaAons, frequently where seconds count, such as search and rescue operaAons and trying to cut off a rapidly advancing fire, must also be conducted simultaneously. If there are not enough personnel on the incident iniAally to perform all the criAcal tasks, some will, out of necessity, be delayed. This can result in an increased risk of serious injury, or death, to building occupants and firefighters, and increased property damage. There has been much research done by a number of fire departments on the effects of various staffing levels. One constant that has emerged is that company efficiency and effecAveness decrease substanAally, while injuries increase, when company/unit staffing falls below four personnel. A 2010 comprehensive yet scienAfically conducted, verified, and validated study Atled Mul*-Phase Study on Firefighter Safety and the Deployment of Resources, was performed by the NaAonal InsAtute of Standards and Technology (NIST) and Worcester Polytechnic InsAtute (WPI), in conjuncAon with the InternaAonal AssociaAon of Fire Chiefs (IAFC), the InternaAonal AssociaAon of Fire Fighters, and the Center for Public Safety Excellence. This landmark study researched residenAal fires, where the majority of fire, injuries, and fataliAes occur. The study concluded that the size of firefighter crews has a substanAal effect on the Fire Department’s ability to protect lives and property in residenAal fires and occupancies. Several key findings of the study include: Ø Four-person firefighAng crews were able to complete 22 essenAal firefighAng and rescue tasks in a typical residenAal structure 30% faster than 2-person crews, and 25% faster than 3-person crews. Town of Brewster, MA – Fire Department Staffing Analysis Page 64 Prepared by Municipal Resources, Inc. November 2023 Ø The 4-person crews were able to deliver water to a similar sized fire 15% faster than the 2-person crews, and 6% faster than 3-person crews, steps that help to reduce property damage and reduce danger/risks to firefighters. Ø Four-person crews were able to complete criAcal search and rescue operaAons 30% faster than 2-person crews, and 5% faster than 3-person crews. The United State Fire AdministraAon, part of the Federal Emergency Management Agency, in the Department of Homeland Security, recommends that a minimum of four firefighters respond on or with each apparatus. In its respected textbook Managing Fire Services, the InternaAonal City/County Management AssociaAon (ICMA) states, “that at least 4 and oYen 8 or more firefighters under the supervision of an officer should respond to fire suppression opera*ons”. They further state, “If about 16 firefighters are not opera*ng at the scene of a working fire, within the cri*cal *me period, then dollar loss and injuries are significantly increased, as is fire spread”. Many communiAes conAnue to struggle to generate a sufficient response. The current career staffing pa>ern In the Brewster Fire Department consists of four work groups that work an average of 42 hours per week. These groups work rotaAng 24-hour shiqs. This schedule provides the community with 24/7 coverage. Presently, each shiq is staffed with a captain (shiq commander) and four firefighters. The five personnel on shiq are supported by the following addiAonal personnel resources: Ø Two command officers (fire chief and deputy chief) that work an administraAve schedule and provide an on-call command officer when off duty. Ø One Fire PrevenAon Officer. Ø AutomaAc/mutual aid from surrounding communiAes The MRI study team was informed that the department does not generally have a sick or injury leave problem. It had $444,700 budgeted for overAme in a FY 2023 which is high for a department the size of Brewster. The department ended up spending $562,956, which is 32.5% more than what was budgeted. This is due in large part to not only the Department’s constant staffing model where every vacancy created by any type of leave must be filled by another member on overAme, but also to the department’s difficulty retaining personnel. To effecAvely respond to and miAgate requests for emergency services, an agency must have a thorough understanding of its community’s risk factors, both fire and EMS. Once idenAfied and understood, each category or level of risk is associated with the necessary resources and acAons required to miAgate it. This is accomplished through a criAcal task analysis. The exercise of Town of Brewster, MA – Fire Department Staffing Analysis Page 65 Prepared by Municipal Resources, Inc. November 2023 matching operaAonal asset deployments to risk, or criAcal tasking, considers mulAple factors including naAonal standards, performance measures, and the safety of responders. CriAcal tasks are those acAviAes that must be conducted in a Amely manner by responders at emergency incidents to control the situaAon and stop loss. CriAcal tasking for fire operaAons is the minimum number of personnel needed to perform the tasks required to effecAvely control a fire. The same is true for EMS as there are specific paAent care tasks that must be completed in succession and oqen together to support posiAve prehospital care. The specific number of people required to perform all the criAcal tasks associated with an idenAfied risk is referred to as an EffecAve Response Force (ERF). The goal is to deliver an ERF within a prescribed Ame frame. NFPA 1710, as a naAonally recognized consensus standard on staffing and deployment for career fire departments, provides a benchmark for ERF.19 During fire incidents, to be effecAve, criAcal tasking must assign enough personnel so that all idenAfied funcAons can be performed simultaneously. However, it is important to note that secondary support funcAons may be handled by iniAal response personnel once they have completed their primary assignment. Thus, while an incident may end up requiring a greater commitment of resources or a specialized response, a properly executed criAcal task analysis will provide adequate resources to immediately begin bringing the incident under control. The NFPA Fire Protec*on Handbook20 classifies buildings and occupancies by their relaAve risk and provides recommendaAons on the minimum ERF that will be needed to handle fire incidents in them. These include: High-hazard Occupancies: Schools, hospitals, nursing homes, high-rise buildings, and other high life safety-hazard or large fire-potenAal occupancies. The Brewster Fire Department has a very limited number of these occupancies in its response district. OperaAonal Response: at least 4 pumpers, 2 ladder trucks (or combinaAon apparatus with equivalent capabiliAes), 2 chief officers and other specialized apparatus as may be needed to cope with the combusAble involved; not less than 24 firefighters and 2 chief officers plus a safety officer and a rapid intervenAon team. Medium-hazard Occupancies: Apartments, offices, and mercanAle and industrial occupancies, not normally requiring extensive rescue by firefighAng forces. The Brewster Fire Department also has a limited (although slightly growing) number of occupancies of these types. OperaAonal Response: At least 3 pumpers, 1 ladder truck (or combinaAon apparatus with equivalent capabiliAes such as a quint), 1 chief officer, and other specialized apparatus as 19 It is important to note that compliance with NFPA 1710 has not been mandated in the Commonwealth of Massachuse#s or by the federal government. It is considered a “best pracDce” that fire departments strive to achieve. 20 Cote, Grant, Hall & Solomon, eds., Fire Protec;on Handbook (Quincy, MA: NFPA 2008), 12-3 Town of Brewster, MA – Fire Department Staffing Analysis Page 66 Prepared by Municipal Resources, Inc. November 2023 may be needed or available; not less than 16 firefighters and 1 chief officer plus a safety officer and a rapid intervenAon team. Low-hazard Occupancies: One-, two-, or three-family dwellings and sca>ered small business and industrial occupancies. OperaAons Response Capability: At least 2 pumpers, 1 ladder truck (or combinaAon apparatus with equivalent capabiliAes such as a quint), 1 chief officer, and other specialized apparatus as may be needed or available; not less than 12 firefighters and 1 chief officer, plus a safety officer, and a rapid intervenAon team. The Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments (NFPA 1710, 2020 edition), establishes the minimum criteria for a career fire department to effectively and safely respond to an emergency incident. Municipalities should base their fire department staffing decisions based on such factors as local risks and hazards, response times, incident frequency, and mutual aid availability. Of course, financial considerations do affect the ability of a community to comply with NFPA 1710. However, the Brewster Fire Department should continue to include compliance with NFPA 1710 in its long-range strategic planning and goal setting. At the Ame of this assessment the Brewster Fire Department responded with one engine staffed with three personnel, and one ladder with two members to reported structure fires, provided all on duty members are immediately available. The Chief and Deputy Chief also respond. In addiAon, Harwich and Dennis respond with engines, Orleans responds a ladder, and off duty Brewster personnel are recalled. This will provide an iniAal response between 16 and 19 personnel depending on whether mutual aid units respond with three or four personnel. If sufficient off duty Brewster personnel (four) respond to staff an addiAonal engine, this response matrix provides at least 20 personnel on the incident. However, off duty personnel responding from home back to the staAon to staff apparatus and then responding will cause at least some extension of response Ames to get all units and personnel on the incident scene. If the incident is determined to be a working fire, addiAonal resources are also dispatched including Eastham for an engine, and Chatham for an ambulance. The Harwich and Orleans Chiefs also respond to assist with incident management. NFPA 1710 suggests that the following personnel are needed to safely miAgate a structure fire involving several rooms in a 2,000-square foot dwelling (Figure IV-15). Obviously, this number dramaAcally increases based on the extent of involvement, size of the structure, presence of hazardous materials, and use of the occupancy. As an example, a significant fire within a garden style apartment complex or an open-air strip mall commercial requires a minimum of 27/28 personnel based on the potenAal hazards that could be encountered. Town of Brewster, MA – Fire Department Staffing Analysis Page 67 Prepared by Municipal Resources, Inc. November 2023 CRITICAL TASK NEEDED PERSONNEL Incident Commander 1 Amack engine driver/operator 1 Two handlines with two personnel each 4 Support/back-up firefighter for each handline 2 Search & rescue team 2 VenWlaWon team 2 Ladder company driver/operator 1 Rapid intervenWon team (RIT) 2 EFFECTIVE RESPONSE FORCE 14/15 FIGURE IV-15: NFPA 1710 MINIMUM STRUCTURE FIRE STAFFING NEEDS Personnel needs for a fire involving several rooms in a 2,000-square foot, one-family, residen3al occupancy. These are the proverbial “bread and buKer” structural fire incidents that fire departments respond to, and are by far, the most common type of structure fire, accoun3ng for around 70% of those types of incidents. Figure IV-16 illustrates in a different way the criAcal tasks and resource deployment required on low and moderate-hazard incidents such as residenAal and small commercial structure fires. Although some people advocate that these types of incidents can be handled with fewer personnel, unless it is a small fire, there is the possibility there will not be sufficient personnel available to perform all the criAcal tasks necessitaAng that some be delayed. UlAmately, determining the acceptable level of risk they are willing to assume for the ciAzens they represent will be a key decision that the Brewster Select Board will need to make. Town of Brewster, MA – Fire Department Staffing Analysis Page 68 Prepared by Municipal Resources, Inc. November 2023 FIGURE IV-16: LOW TO MODERATE RISK RESPONSE-INTERIOR FIRE ATTACK Typical minimum staffing needs career or primarily career fire departments for a fire involving several rooms in a 2,000-square foot, one-family residen3al occupancy. These are the proverbial “bread and buKer” structural fire incidents that fire departments respond to, and are by far, the most common type of structure fire, accoun3ng for around 70% of those types of incidents. The full first alarm assignment should arrive on scene within eight minutes of dispatch. Image credit: IAFF 266 The ability to get a sufficient number of personnel, along with appropriate apparatus, to the scene of a typical residenAal structure fire is criAcal to operaAonal success and firefighter safety. Accomplishing this within the eight-minute Ame frame (to have 16 – 17 personnel on scene) as specified in NFPA 1710 is an important operaAonal benchmark. The Brewster Fire Department should make achieving this goal its highest priority. Based on conversaAons with the department’s senior officers they understand this and would like to achieve this goal. The 2020 ediAon of NFPA 1710 recommends a minimum of 27/28 personnel on the iniAal response for fires involving moderate hazard garden-style apartments and strip shopping centers (Figure IV-17). Town of Brewster, MA – Fire Department Staffing Analysis Page 69 Prepared by Municipal Resources, Inc. November 2023 CRITICAL TASK NEEDED PERSONNEL Incident Command 2 2 – Independent Water Supply Lines/Pump Operators 2 Fire Amack via Three Handlines 6 Support Firefighter for each Handline 3 2 – Search and Rescue Teams 4 2 – Ground Ladders and VenWlaWon Teams 4 Aerial Operator (if Aerial is Used) 1 Rapid IntervenWon Team (1 Officer/3 Firefighters) 4 EMS/Medical 2 EFFECTIVE RESPONSE FORCE 27/28 FIGURE IV-17: STRUCTURE FIRE – MODERATE RISK Beyond the NFPA standard(s) which as standards, do not carry the weight of regulaAon or law, is the OccupaAonal Safety and Health AdministraAon (OSHA) Respiratory ProtecAon Standard, CFR 1910.134, which carries the weight and force of regulaAon, thus making compliance mandatory. One key provision of the Respiratory ProtecAon Standard that is directly applicable to fire department staffing is known as the “Two-In/Two-Out” rule. In brief, this regulaAon specifies that anyAme firefighters operate in an environment/atmosphere that is “immediately dangerous to life and health” (IDLH), whenever two members enter the IDLH area together/as a team, they must maintain visual or voice communicaAon with two addiAonal firefighters who must remain outside of the IDLH atmosphere, prepared to render immediate emergency assistance to those inside (Figure IV-18). The OSHA rule does provide an excepAon however, which states that the rule does not apply in emergency rescue situaAons where a person is visible and in need of immediate rescue, or there is credible and reasonable informaAon that potenAally viable vicAms are sAll in need of rescue. It is important to note that the potenAal for an IDLH to exist is not just limited to structure fires. They can exist on natural gas leaks, carbon monoxide incidents, confined space emergencies, chemical spills, and even automaAc fire alarm acAvaAons where there is an actual fire in progress. To comply with the “Two-In/Two-Out” rule, a team of four firefighters must be assembled before an interior fire a>ack can be made when the fire has progressed beyond the incipient stage, except in an imminent life-threatening situaAon when immediate acAon could prevent the loss of life or serious injury, before the team of four firefighters are assembled. The serious concern of the MRI project team is that the OSHA “Two-In/Two-Out” rule permits an excepAon for life Town of Brewster, MA – Fire Department Staffing Analysis Page 70 Prepared by Municipal Resources, Inc. November 2023 hazard or rescue situaAons. The reality is that in one of the most serious life hazard fire situaAons that can be encountered, trapped civilians, a firefighter may need to place himself/herself in extreme danger by entering the structure alone. FIGURE IV-18 OSHA TWO-IN/TWO-OUT Image Credit: IAFF 266 When looking at Brewster Fire Department staffing, it is very important to note that if the department experiences simultaneous or overlapping calls or calls that require two ambulances this will usually exhaust all on duty resources and leave no fire protecAon capabiliAes with the town itself. While Brewster does not have many fires, no one can predict when one may occur. DepleAng all fire protecAon resources to cover ambulance calls does not appear to be a good risk assessment and management pracAce. With no viable on call force leq, and few off duty personnel responding back to recalls, this is a policy or pracAce the Brewster Fire Department should consider revising. Based on the criteria established in NFPA 1710 and detailed above, the MRI study team recommends that the following aspirational benchmarks be established by the Town: Ø For structure fires, each engine company and ladder company should be staffed with no less than three (3), and preferably four (4) personnel, including an officer (lieutenant or higher rank). It should be noted that NFPA 1710 does not require all personnel to be transported to the scene on the same apparatus. As such, a three-person engine company Town of Brewster, MA – Fire Department Staffing Analysis Page 71 Prepared by Municipal Resources, Inc. November 2023 can be supplemented by personnel who arrive in the ambulance (provided that they are committed to engine company duties). Ø Minimum response to a single-family dwelling fire should include a total of 17 firefighting personnel (including an incident commander [Chief or Deputy Chief] and company officers). This complement of personnel should continue to be accomplished through the use of automatic or mutual aid. To the extent possible, the fire department should base its strategic planning, goal setting, standard operating procedures and guidelines, safety and health policies, training, and deployment of apparatus and equipment on the guidance found in NFPA 1710 as well as other NFPA standards such as Standard on Fire Department Occupational Safety, Health, and Wellness Program (NFPA 1500, 2021 edition) and Guide for Structural Firefighting (NFPA 1700, 2021 edition). The implementation of these best practices will result in a measurable improvement in the delivery of services to the citizens of Brewster, will enhance firefighter safety, and will mitigate risk to the community. The current staffing levels of the Brewster Fire Department are deficient in the following respects: Ø The minimum staffing level of five (5) personnel means that the engine is, at best, staffed with an officer and two (2) firefighters, which is below the practice recommended in NFPA 1710. The ladder is staffed with just two firefighters and no officer. o If just one ambulance is out on a call, usually only one engine, now inadequately staffed with just two (2) personnel may be available. o If two ambulances are on a call, there may be no fire suppression capability at all left to cover the Town. Ø During nighttime and weekends, there is no incident commander on duty, since the Captain is assigned to the engine. This means that overall, all incident command is delayed until the arrival of an off-duty fire chief officer or a mutual aid chief officer. Critical decisions that must be made to ensure effective tactics and fire ground safety cannot be made because the Captain is committed to interior firefighting efforts. It is not realistic to have the Captain involved in evolutions such as forcible entry, hose line advancement, and/or search and rescue while expecting him/her to lead the overall strategic direction of the incident. o The Captain (shift commander) does have the flexibility to respond where his/her command capabilities are most needed, which is a practice that should be continued. In addition, there are numerous administrative functions that a shift commander is responsible for. Town of Brewster, MA – Fire Department Staffing Analysis Page 72 Prepared by Municipal Resources, Inc. November 2023 The Town previously received a Staffing for Adequate Fire and Emergency Response (SAFER) grant in 2016 for two (2) firefighter/ paramedic positions. SAFER grants are highly sought after and highly competitive, and cover all or most of new firefighters’ salaries and benefits over a defined time period, typically three to five years. Once the grant expires, the Town is fully financially responsible for the additional personnel which is always a factor that must be given careful consideration. Brewster would like to apply for a future grant dependent upon the recommendations contained within this report. One concern that was expressed to the MRI Study team was that when there are simultaneous calls, and the second one is a motor vehicle crash, the ambulance may iniAally respond alone except on Route 6 where a line box response brings either an engine or an ambulance from a conAguous community. In this situaAon the engine responds with call back personnel, or mutual aid is requested from a neighboring community. Current industry pracAce in the fire and emergency services is for a minimum of one engine to respond with the ambulance to every motor vehicle accident, parAcularly on higher speed, more limited access roads and highways. While the addiAonal personnel can help the ambulance crew by performing hazard evaluaAon and abatement, as well as paAent care (Figure IV-19) an addiAonal important consideraAon is to provide a blocking vehicle to protect the ambulance and personnel operaAng on the incident scene from being struck by an ina>enAve motorist. Highway safety is a major concern not only for motorists, but also for the fire, EMS, and police personnel who respond to unplanned traffic incidents. As the number of responders being struck on the highways and being seriously injured or killed has increased significantly over the past decade, the need for the use of blocking vehicles to help keep them safe has become a much more important necessary and important part of the emergency response system (Figure IV-20). CRITICAL TASK NEEDED PERSONNEL Incident Command 1 Hazard evaluaaon/Abatement 2 Paaent Evaluaaon/Care 2-3 EFFECTIVE RESPONSE FORCE 5-6 FIGURE IV-19: CRITICAL TASKING – MOTOR VEHICLE CRASH Town of Brewster, MA – Fire Department Staffing Analysis Page 73 Prepared by Municipal Resources, Inc. November 2023 FIGURE IV-20: FIRE APPARATUS SERVING AS A BLOCKING VEHICLE ON A ROADWAY INCIDENT Based upon the increasing incident volume, and the planned growth within the town, the MRI team believes that career staffing within the organizaAon will probably need to be bolstered through an incremental and fiscally realisAc process, starAng in 2024. The specifics of these increases are detailed later in the Recommenda*ons secAon of this chapter and Chapter VII, Summary and Looking to the Future. COMPARATIVE ANALYSIS The process of benchmarking, also known as comparaAve analysis, is an effecAve way of making general comparisons between similar communiAes and idenAfying trends and pa>erns, but there are limitaAons as to how the data should be used. The data gathered through this process provides a perspecAve on organizaAonal norms and best pracAces. Ideally, a community would uAlize this informaAon to idenAfy needed change and through paced acAon, work incrementally toward implementaAon. The information in the next table provides very basic staffing comparisons, including administrative staff for communities that surround Brewster. There are similarities between each of these departments, but it should be noted that there are also differences in how each community delivers fire and EMS services. Each municipality and its fire department provide emergency and other public services based on the expressed desires of that community and its citizens. What may be effective in one community may not be in a neighboring town or city. The ability of the fire department to provide the services desired by the community it serves is based on its perceived risk and available funding and resources. Town of Brewster, MA – Fire Department Staffing Analysis Page 74 Prepared by Municipal Resources, Inc. November 2023 DE P A R T M E N T PO P U L A T I O N CY 2 2 R U N S *FU L L T I M E STA F F # O F FIR E F I G H T E R S PE R 1 , 0 0 0 RE S I D E N T S # O F FIR E F I G H T E R S PE R S H I F T *A D D I T I O N A L DA Y S H I F T PE R S O N N E L DU T I E S O F DA Y T I M E PE R S O N N E L Brewster 10,318 3,236 23 2.23 5 1 Fire Prevenaon Officer Chatham 6,600 3,240 32 4.85 7 2 Fire Prevenaon Officer EMS Coordinator Orleans 6,307 2,683 36 3.8 8 2 Fire Prevenaon Officer EMS Coordinator Eastham 5,752 2,236 24 4.17 5 2 2 Firefighters Wellfleet 3,500 1,311 22 5.71 5 1 Captain – Fire Prevenaon Harwich 13,441 4,850 40 2.68 9 2 Fire Prevenaon Officer EMS Coordinator *Includes Chief Officers ** Does not include Chief Officers FIGURE IV-21: FIRE DEPARTMENT REGIONAL STAFFING COMPARISON AUTOMATIC/MUTUAL AID AND REGIONAL OPERATIONS Mutual aid is an essenAal component of almost every fire department’s operaAons. With the excepAon of the largest ciAes, no municipal fire department can, or should, be expected to have adequate resources to respond to miAgate large scale complex incidents safely, effecAvely and efficiently. Mutual aid is shared between communiAes when their day-to-day operaAonal fire rescue and EMS capabiliAes have been exceeded and ensure that the ciAzens of the community are protected, even when local resources are overwhelmed. Fire department mutual aid is provided without financial charge. AutomaAc Aid is assistance that is dispatched automaAcally by agreement between two or more communiAes or fire districts to all first alarm structural fires. The automaAc aid will depend upon the locaAon in the community and the type of equipment that each department can share as well Town of Brewster, MA – Fire Department Staffing Analysis Page 75 Prepared by Municipal Resources, Inc. November 2023 as staff. It is predetermined by each community’s fire department so that on the iniAal noAficaAon through 9-1-1 the neighboring department is also noAfied and responds as long as they are able to. If they are unable to respond because they are not available due to an incident in their own community, Brewster would rely on the regional mutual aid agreements and go further out to other fire departments. As a hallmark of fire department operaAons throughout Massachuse>s (and in most other areas of the country as well) the Brewster Fire Department engages in robust mutual aid relaAonships with all its surrounding communiAes and departments. These departments respond together regularly to a wide range of incidents. The departments operate seamlessly together, even with regard to chief/command level officers responding to and assisAng with managing incidents, regardless of which community it is occurring in. In most cases they respond immediately, or simultaneously upon the report of any structure fire. Doing so quickly increases the number of firefighAng personnel who are available. This is the case in Brewster as units from Dennis, Harwich, and Orleans respond automaAcally to reported structure fires. NFPA 1710 also recommends that the appropriate number of personnel (17) arrive on scene within eight minutes (480 seconds) travel Ame. The use of extensive automaAc aid is an excepAonal pracAce uAlized in many locaAons that has served to increase the service level to all parAcipaAng communiAes while reducing the cost of individual fire services. In many cases this pracAce is viewed as a means for “mutual survival” by chief officers. The MRI project team views it as a mechanism to not only enhance operaAonal safety, but a major factor in future operaAonal success. Like many communiAes in Massachuse>s, Brewster uAlizes a Metro Card mutual aid response system to determine responses to various types of incidents. These cards are revised on an annual basis, as necessary. Mutual and automaAc is provided reciprocally throughout the municipaliAes on Cape Cod. Many organizaAonal assessments suggest that automaAc aid pracAces should be developed further as they reflect an industry best pracAce. Moving forward, the Brewster Fire Department should a>empt to enter into enhanced automaAc aid agreements with surrounding communiAes to provide for the simultaneous dispatch of addiAonal resources to a>empt to be>er achieve the recommended benchmarks – both personnel and Ame on locaAon – for each specific type of structure fire. These revised response assignments should be based upon criAcal staffing needs as idenAfied in this report. Town of Brewster, MA – Fire Department Staffing Analysis Page 76 Prepared by Municipal Resources, Inc. November 2023 Overall, between 2018 and 2022, the Brewster Fire Department received automaAc or mutual aid 618 Ames, an average of 124 Ames per year (Figure IV-22). Conversely, the department provided automaAc/mutual aid 565 Ames, an average of 113 Ames per year. The most frequent automaAc/mutual aid partners were the Dennis, Harwich, and Orleans Fire Departments which makes sense as their districts are adjacent to the Town. Fire and EMS mutual aid is an essenAal component of every community’s public safety capabiliAes. The coordinaAon and sharing of services for large fires, mass casualty incidents, unusual events that require specialized equipment and training, disasters, and simultaneous emergency calls is an efficient and cost-effecAve way to manage and miAgate significant events. Brewster provides and receives mutual aid on a rouAne basis. The Brewster Fire Department parAcipates in the Massachuse>s Fire District 1 and Barnstable County mutual aid networks. In addiAon to coordinaAng fire mutual aid services, District 1 has established a number of specialized rescue and technical support teams. Trained personnel from Brewster are members of the county technical rescue team, and the county dive team. The County coordinates mutual aid responses to major incidents through its communicaAons control point that is operated by the BCSO RECC. The control point has had no negaAve experience when Brewster requests addiAonal resources. Mutual Aid Provided to Brewster Total Per Year Brewster Mutual Aid Provided Net Mutual Aid Dennis Harwich Orleans 2018 45 47 33 125 112 Brewster +13 Received 2019 31 72 47 150 122 Brewster +28 Received 2020 19 38 20 77 86 Brewster +9 Given 2021 33 62 31 126 115 Brewster +11 Received 2022 41 59 40 140 130 Brewster +10 Received FIGURE IV-22: MUTUAL AID RECEIVED BY BREWSTER Town of Brewster, MA – Fire Department Staffing Analysis Page 77 Prepared by Municipal Resources, Inc. November 2023 FIGURE IV-23: MASSACHUSETTS FIRE DISTRICT 1 MAP. Brewster Fire is well respected among its peer mutual aid communiAes. The MRI study team reached out to the following fire and EMS agencies for feedback concerning mutual aid operaAons: Dennis Fire Department, Harwich Fire Department, and Orleans Fire Department. Brewster fulfills its mutual aid responsibiliAes and is a full player in the mutual aid district. Without excepAon, mutual aid communiAes contacted feel confident they are gerng competent, professional service when Brewster responds to support their community. Brewster also calls for EMS or fire mutual aid from area communiAes when needed. Mutual aid should be a shared responsibility, that is, each community must give and receive emergency assistance but not depend on mutual aid for day-to-day incidents. Town of Brewster, MA – Fire Department Staffing Analysis Page 78 Prepared by Municipal Resources, Inc. November 2023 INSURANCE SERVICES OFFICE (ISO) The Insurance Services Office’s (ISO) Public ProtecAon ClassificaAon (PPC) program evaluates communiAes according to a uniform set of criteria defined in the Fire Suppression RaAng Schedule (FSRS). This criterion incorporates naAonally recognized standards developed by the NaAonal Fire ProtecAon AssociaAon (NFPA) and the American Water Works AssociaAon (AWWA). Using the FSRS, ISO evaluates the fire suppression capabiliAes of a community and assigns a PPC classificaAon; a number raAng from 1 to 10. Class 1 represents exemplary fire protecAon (by ISO’s standards), and Class 10 indicates that the area or community’s fire suppression program does not meet minimum recognized criteria or standards. In most cases, this means there is no recognized fire department or formal fire protecAon. Any building more than five road miles from a fire staAon or outside the boundary of a fire protecAon area is rated 10. Generally, areas of a community that are more than 1,000 feet from a fire hydrant, but within five road miles from a fire staAon, are rated Class 9. The FSRS allocates credit for fire protecAon by evaluaAng these three major categories (Figure IV-24): 1. Fire Alarm and CommunicaWon System: This aspect of the evaluaAon examines a community’s faciliAes and support for handling and dispatching fire alarms. This includes telephone lines and systems, staffing, dispatching systems, and equipment. This component equates to 10% (10 points) of the evaluaAon. 2. Fire Department: This component of the evaluaAon, which accounts for 50% of the total classificaAon (50 points), focuses on the Fire Department and its operaAons. Areas that are examined include the number of engine and ladder/service companies, distribuAon of fire staAons and fire companies, equipment carried on the apparatus, pumping capacity, tesAng of hose, pumps and ladders, reserve apparatus, department and on-duty staffing, and training. 3. Water Supply System: The third component of the evaluaAon is an analysis of the community’s water supply system for fire protecAon. Chief among the areas that are examined include fire hydrant size, type, flow, and installaAon. In addiAon, the condiAon and frequency of inspecAon of the hydrants is evaluated. Finally, the overall capabiliAes of the water supply system are assessed in comparison to the needed fire flow for target hazards in the community. Forty percent of the final raAng (40 points) is based on the water supply system. A relaAvely new addiAon to the FSRS, the Community Risk ReducAon secAon offers a maximum of 5.5 points, resulAng in 105.5 total points now available in the FSRS. The inclusion of this secAon Town of Brewster, MA – Fire Department Staffing Analysis Page 79 Prepared by Municipal Resources, Inc. November 2023 for “extra points” allows recogniAon for those communiAes that employ effecAve fire prevenAon pracAces, without unduly affecAng those who have not yet adopted such measures. The addiAon of the Community Risk ReducAon secAon gives incenAves to those communiAes who strive proacAvely to reduce fire severity through a structured program of fire prevenAon acAviAes. The areas of community risk reducAon evaluated in this secAon include: Ø Fire prevenAon Ø Fire safety educaAon Ø Fire invesAgaAon FIGURE IV-24: FOUR KEY PARTS OF ISO PPC EVALUATION PROCESS Source: ISO Every city, town, or area that provides fire protecAon services is subject to being graded to establish a PPC. Individual buildings, both residenAal and commercial, are subject to the community's PPC. When calculaAng property insurance premiums, insurance companies using the PPC apply a factor that reflects a parAcular community's PPC. Some individual faciliAes within a community may also be individually assessed and assigned a specific raAng. Although there may be validity to the argument that this raAng is no longer uAlized by all insurance companies that issue policies to commercial faciliAes within Brewster, ISO is sAll recognized as a comparaAve benchmark of public fire protecAon. Moreover, within the past several years, ISO has significantly revised its FSRS, and as a result, the PPC to reflect new Town of Brewster, MA – Fire Department Staffing Analysis Page 80 Prepared by Municipal Resources, Inc. November 2023 innovaAons and technology, and the evolving standards and industry best pracAces within the fire service. Among these changes are: Ø Greater reference to naAonally accepted consensus standards; NFPA and AWWA. Ø Increased recogniAon of automaAc fire sprinklers. Ø Greater reliance on technology-based soluAons (e.g., GIS, thermal imaging cameras). Ø Increased emphasis on fire training acAviAes. Ø New reference to naAonal standard safety requirements. Ø New reference to accreditaAon; focus on master/strategic planning. According to ISO, the PPC helps measure the effecAveness of fire protecAon and provides an important advisory evaluaAon to both insurers and communiAes. It is applied naAonwide, and more than ever incorporates accepted naAonal consensus standards. The PPC is used in markeAng, underwriAng, and pricing of both homeowners and commercial lines of fire/property insurance. Broadly speaking, the cost of insurance premiums is generally lower with be>er protecAon which translates into lower losses; the cost is higher in areas that have lower levels of protecAon which oqen translates into higher losses. Many insurers sAll rely on this informaAon, at least parAally, to set their fire insurance rates. According to ISO, many communiAes receive split classificaAons which were revised in 2014 to reflect the risk of loss, more precisely. An example of the split classificaAon is 4/4X. The first number refers to the classificaAon of properAes within 5 road miles of a fire staAon and within 1,000 feet of a creditable water supply. The second number applies to properAes within 5 road miles of a fire staAon, but beyond 1,000 feet of a creditable water supply. ISO generally assigns Class 10 to properAes beyond 5 road miles. The X classificaAon replaced the former 9 porAons of a split classificaAon, respecAvely. For example, a community formerly graded as a split 4/9 will change to a split 4/4X. Based on the most recent November 2019 ISO evaluaAon (which was effecAve 3/1/2020), the Brewster Fire Department was awarded 83.11 points out of a possible 105.5 for a raAng of Class 2/2X. This placed the Department in the top 5% of fire departments across the country. This is an excellent raAng that reflects the overall quality of the department and the systems that have been put into place. The Brewster Fire Department should be commended for this accomplishment. Figure IV-25, below, provides a graphical representaAon of the raAng distribuAon across the United States while Figure IV-26 shows the same informaAon for Massachuse>s. Town of Brewster, MA – Fire Department Staffing Analysis Page 81 Prepared by Municipal Resources, Inc. November 2023 FIGURE IV-25: INSURANCE SERVICE OFFICE RATING DISTRIBUTION CHART - COUNTRYWIDE Source: ISO FIGURE IV-26: INSURANCE SERVICE OFFICE RATING DISTRIBUTION CHART - MASSACHUSETTS Source: ISO Town of Brewster, MA – Fire Department Staffing Analysis Page 82 Prepared by Municipal Resources, Inc. November 2023 Looking deeper into the raAngs, the Brewster Fire Department is currently rated with 35.77 out of a possible 50 points; Emergency CommunicaAons (E-911, dispatch and communicaAons) – 9.78 points out of a possible 10 points; and Water Supply is rated at a 38.00 out 40 points (Figure IV- 27). This means that the most improvement is possible within the areas of the fire department. For the 2019 evaluaAon the areas where Brewster was the weakest and consequently lost the most points was for company personnel, and deployment analysis. Based upon the ISO evaluaAon if the Town of Brewster adopts future staffing recommendaAons for the Brewster Fire Department contained within this report, the department should receive addiAonal credit for both Deployment Analysis and Company Personnel. The Community Risk ReducAon secAon of the FSRS offers a maximum of 5.5 points, resulAng in 105.5 total points available in the FSRS. The inclusion of this secAon for “extra points” allows recogniAon for those communiAes that employ effecAve fire prevenAon pracAces, without unduly affecAng those who have not yet adopted such measures. In 2019, the Brewster Fire Department received 4.25 points for community risk reducAon. This suggests that as indicated in other areas of this report, the Brewster Fire Department has a well-developed and well managed fire prevenAon funcAon. FSRS Feature Credit Granted to Brewster Credit Available Emergency Communicaaons • Credit for Emergency Reporang • Credit for Tele-communicators • Credit for Dispatch Circuits 3.00 4.00 2.78 3 4 3 Communicaaons Total 9.78 10 Fire Department • Credit for Engine companies • Credit for Reserve Pumpers • Credit for Pump Capacity • Credit for Ladder Service • Credit for Reserve Ladder, Service Trucks • Credit for Deployment Analysis • Credit for Company Personnel • Credit for Training • Credit for Operaaonal Consideraaons 6.00 0.50 3.00 3.85 0.00 3.36 9.15 7.91 2.0 6 0.5 3 4 0.5 10 15 9 2.0 Fire Department Total 35.77 50 Water Supply Town of Brewster, MA – Fire Department Staffing Analysis Page 83 Prepared by Municipal Resources, Inc. November 2023 FSRS Feature Credit Granted to Brewster Credit Available Emergency Communicaaons • Credit for Supply System • Credits for Hydrants • Credit for Inspecaon and Flow Tesang 30.00 3.00 5.00 30 3 7 Water Supply Total 38.00 40 Divergence -4.69 --- Community Risk Reducaon 4.25 5.50 Total FSRS Credit 83.11 105.5 FIGURE IV-27: BREWSTER FIRE DEPARTMENT ISO FSRS ANALYSIS – 2019 RECRUITMENT, TRAINING & PROFESSIONAL DEVELOPMENT It is essenAal for modern fire departments to maintain state-of-the-art recruitment, training, and professional development iniAaAves. The Brewster Fire Department has a reputaAon for having a posiAve and professional work environment; however, the department has struggled with recruitment and retenAon as the department is slower than many other Cape departments, the Town has few fires, and the pay scale has significantly lagged behind other area fire departments. The Town is aware of the la>er issues and is taking steps to incrementally increase pay to make Brewster’s compensaAon package more compeAAve, and thus a more desirable place to work. As a non-civil service agency, the fire department can conduct its own recruiAng, background checks, psychological profile, and pre-employment physical examinaAon. Because of difficulAes with recruiAng personnel who are already firefighter/paramedics, and the Ame commitment for firefighters to earn paramedic cerAficaAon (2,000 +/- hours), the department a>empts to recruit personnel who are already cerAfied paramedics but not firefighters. The theory is that it is less Ame consuming to send these personnel to the firefighAng academy than vice versa. This is an innovaAve approach that may be beneficial to the Department’s recruitment and retenAon. Captains are promoted based on the results of an independent third party wri>en examinaAon based upon a reading list designated by the Fire Chief. This is followed by an assessment center examinaAon uAlizing independent, outside evaluators along with a review of their educaAon and personnel record. In order to be eligible for promoAon to captain, a firefighter must have served as a Brewster firefighter for at least two (2) years. There are no other pre-requisites at the current Ame. Town of Brewster, MA – Fire Department Staffing Analysis Page 84 Prepared by Municipal Resources, Inc. November 2023 The coordinaAon of fire training is assigned to a Captain in addiAon to their normal shiq responsibiliAes. They prepare a monthly training calendar that is followed by each shiq officer daily. This calendar covers all required ISO training, along with an array of other firefighAng topics. Although not a formal lesson plan, the training calendar summarizes what should be done and establishes the training objecAves that are to be met. Daily training acAviAes are frequently interrupted by emergency calls, which makes it difficult at Ames for officers to complete the required training regimen each month. The fire department has the advantage of having its own training facility including a smoke room located in the staAon. As a result, Brewster firefighters can conduct more extensive drills and exercises than most fire departments of similar size. Mutual aid departments can use the facility on request. Each Firefighter receives 36 hours of training Ame annually (July to June). This Ame is for parAcipaAon in any department offered training outside the normally required daily training. These funds are included in the overAme budget and are available for any offered or approved third party training. The department received an AFG grant in the amount of $152,674 for overAme and related expenses for Fire Instructor and Fire Officer training that was offered in 2021 and 2022 and was made available to other fire departments in the mutual aid system. The department also provides Ame off for a>ending regional and naAonal conferences, seminars, and advanced training programs such as those offered by the Massachuse>s FirefighAng Academy or the NaAonal Fire Academy. In addiAon, the department brings in third-party experts to conduct hands-on training in Brewster. In 2023, the department hosted training on man in machine, forcible entry, and live fire training opportuniAes. Dive and technical rescue personnel also train monthly. As this report was being finalized in August 2023, the BFD was awarded a 2022 AFG grant for $91,579.79. The grant will cover instructor costs, and overAme/coverage overAme for all department personnel to receive 61.5 hours of NFPA/ISO compliant driver training, and pump and aerial operator training provided by the Massachuse>s Fire Academy. The Department’s EMS Coordinator offers high-quality EMS training and conAnuing educaAon to the Department’s personnel. This ensures that EMS personnel maintain their skills and acquire the necessary training hours for their biennial re-cerAficaAon. Town of Brewster, MA – Fire Department Staffing Analysis Page 85 Prepared by Municipal Resources, Inc. November 2023 FIRE PREVENTION AND COMMUNITY RISK REDUCTION The core service that a fire department provides to the public it serves begins with fire prevenAon. As with training in the previous secAon, fire prevenAon acAviAes – also referred to today as Community Risk ReducAon or CRR acAviAes - likewise are one of the most important missions that the modern-day fire and rescue service is involved in. A comprehensive fire protecAon system needs to include, at a minimum, the key funcAons of fire prevenAon, code enforcement, inspecAons, and public educaAon. PrevenAng fires before they occur and limiAng the impact of those that do should be priority missions of every fire rescue organizaAon. EducaAng the public about fire safety and teaching them appropriate behaviors on how to react should they be confronted with a fire is also an important life safety responsibility of the fire department. Fire suppression and response, although necessary to protect property, have minor impact on prevenAng fires. Rather, it is public fire educaAon, fire prevenAon, and built-in fire protecAon systems that are essenAal elements in protecAng ciAzens from death and injury due to fire, smoke inhalaAon, and carbon monoxide poisoning. The fire prevenAon mission is of utmost importance, as it is the only area of service delivery that dedicates 100 percent of its effort to the reducAon of the incidence of fire. Fire prevention should continue to be promoted as a key component of services provided by the Brewster Fire Department and should be designated as a major aspect of its primary mission. Aggressive fire prevention programs are the most efficient, and cost-effective, way to reduce fire risks, fire loss, and fire deaths and injuries in the community. Fire prevenAon is a key responsibility of every member of the fire service, and fire prevenAon acAviAes should, to the extent possible, include all personnel. Fire prevenAon should truly be approached in a systemaAc manner and various community stakeholders have a vested interest and/or responsibility in this endeavor. It has been esAmated that 70% to 75% of all the requirements found in building/construcAon and related codes are related in some way to fire protecAon and safety. Figure IV-28: FIVE ES OF PREVENTION IN A COMMUNITY RISK REDUCTION PROGRAM. Image credit: www.beaherosaveahero.org Town of Brewster, MA – Fire Department Staffing Analysis Page 86 Prepared by Municipal Resources, Inc. November 2023 Understanding and addressing only one element will not lead to a successful program. All five “E’s” must be integrated into every program for it to be effecAve21 (Figure IV-28). Strong fire prevenAon codes have been shown to be extremely effecAve means to reduce risk in a community. Fire alarm and sprinkler system mandates for not only commercial buildings but all occupancies including single family dwellings dramaAcally reduces fire risk and increases life safety. Code implementaAon that does not require these creates an increased risk. Strong code provisions and enforcement have demonstrated a greater ability to decrease fire problems than conAnuing to acquire more tradiAonal fire department resources. The Brewster Fire Department does have an active fire prevention and community risk reduction program in place. These include fire prevention and code enforcement functions, along with an all-hazards risk reduction approach to public education. The bureau is responsible for fire safety inspections, fire code compliance, fire protection system plans reviews, fire code permits, the community risk reduction initiative, fire investigations, and public fire safety education. The Fire Prevention Bureau coordinates its activities closely with the town’s Building Department and participates in the review of new residential and commercial construction and all projects that go before the Planning Board and the Zoning Board of Appeals. These activities are carried out by the Department’s fire inspector, a position that was vacant at the time of this study. At the time of this assessment the department was in the process of hiring one of the two remaining call personnel to fill the vacancy. In the interim these duties were being handled by the Chief or Deputy Chief. Public education efforts focus on youth fire prevention education, juvenile fire setter intervention, senior citizen fire and safety education, and overall community health and wellness. The public education program presentations include the state sponsored SAFE and senior SAFE programs, Home Forever Program, ALICE, Stop the Bleed, CPR/AED, Citizens Fire Academy, Fire Extinguisher Training, and the traditional Fire Safety in Schools Programs. Commendably, the fire department has expanded its fire prevention activities by embracing the relatively new concept of community risk reduction (CRR). CRR is a process to identify and prioritize local risks, followed by the integrated and strategic investment of resources to reduce their occurrence and impact. A CRR program enables the town to identify risks and develop preventive strategies to mitigate those risks. Risk reduction initiatives will help to contain the impact of growth, demographic changes, and climate change (e.g., increase in magnitude and frequency of severe weather events, etc.) on emergency response agencies. Code enforcement and public fire safety education efforts are effective strategies to reduce serious fire events. As 21 h#p://www.beaherosaveahero.org/2013/10/community-risk-reducDon-crr-overview/ February 5, 2016 Town of Brewster, MA – Fire Department Staffing Analysis Page 87 Prepared by Municipal Resources, Inc. November 2023 existing building stock is replaced, renovated, or updated, it can be brought into compliance with modern building and fire codes, thus reducing risk. The fire department is ideally positioned to lead the town’s CRR efforts because of its knowledge of community risks (natural, manmade, and technological), its track record in fire prevention and public education, and its role in emergency medical services. Guidance on the development and implementation of a CRR program is found in Standard on Community Risk Assessment and Community Risk Reduction Plan Development (NFPA 1300, 2020 edition). The CRR initiative will complement and enhance other strategic planning initiatives, such as economic development, hazard mitigation, emergency management, and capital improvement. The fire department should be given a broad mandate to lead the town’s CRR initiative, which should include a wide range of town departments and community stakeholder groups. DIVERSITY AND CULTURAL AWARENESS Diversity and cultural awareness are important consideraAons in communiAes that wish to provide the highest level of equitable services to all of its ciAzens. Many fire departments throughout the U.S. have learned the value of a diverse workforce and know that they can provide a higher level of service when its members can self-idenAfy with the populaAon they serve. Customer saAsfacAon and community acceptance and support generally increase with diversity. In parAcular, the delivery of emergency medical care has been shown to improve, parAcularly when barriers such as gender, language, and physical appearance are removed. Most fire departments in the United States are predominantly white and male, and the Brewster Fire Department is no excepAon. This is not a criAcism, but simply a recogniAon that the current workforce could face significant challenges as it provides emergency services. However, with three female firefighters which represent 13.0% of the department’s operaAons staffing, the department is ahead of many other departments MRI has evaluated. The Town of Brewster and Brewster Fire Department should be commended for this diversity. ConAnuing to increase diversity within the workforce of the Brewster Fire Department and ensuring equity in the delivery of fire department services should be a long-term goal of the town, but the first steps should be iniAated immediately. For example, a vision for diversity should be established; recruitment efforts should include enthusiasAc outreach to women and community- based minority partners; all personnel, especially supervisors, should receive ongoing training and awareness on diversity and equity; and policies and procedures should be updated to ensure equity in the workplace. Numerous resources for strengthening fire service diversity are available from organizaAons such as the InternaAonal AssociaAon of Fire Chiefs, InternaAonal AssociaAon Town of Brewster, MA – Fire Department Staffing Analysis Page 88 Prepared by Municipal Resources, Inc. November 2023 of Fire Fighters, InternaAonal AssociaAon of Women in Fire & Emergency Service, and the U.S. Fire AdministraAon. ADMINISTRATIVE SERVICES Fire department administraAve services and office management acAviAes are handled by an administraAve assistant at fire headquarters. The primary responsibiliAes of the administraAve assistant include, but are not limited to, the following: Ø Payroll Ø Billing and accounts payable Ø AdministraAve support to the Fire Chief and Deputy Fire Chief Ø Fire department and emergency management budget support Ø AdministraAve support to fire prevenAon bureau (scheduling of inspecAons, permirng, etc.) Ø Grant support Ø Answering public inquiries The administraAve assistant performs her funcAons with a combinaAon of computerized and manual funcAons. Financial transacAons are handled on the town’s Munis enterprise resource planning system. Because the Munis system does not recognize the fire department's 42-hour average workweek schedule, payroll must be calculated manually before being submi>ed to the finance department. Many of the procedures and acAviAes of the administraAve assistant are not documented and backup support when she is on personal leave is limited to the Fire Chief and Deputy Chief. BREWSTER INTERDEPARTMENTAL RELATIONS Interviews with the Town Manager, Assistant Town Manager, several other department heads, and the Chairman of the Select Board revealed that the fire department is highly respected within the town government and the Fire Chief and Deputy Fire Chief are known for their cooperaAon, collaboraAon, and support of their colleagues. The MRI study team was impressed with the high level of professionalism, collaboraAon, and mutual respect that was exhibited by all department heads. Town of Brewster, MA – Fire Department Staffing Analysis Page 89 Prepared by Municipal Resources, Inc. November 2023 RECOMMENDATIONS IV-1: The Brewster Fire Department should conAnue its pracAce of uAlizing part-Ame seasonal personnel to maintain/enhance minimum shi] staffing parAcularly during the busy vacaAon/tourist season. IV-2: While the Fire PrevenAon Officer can be uAlized to assist with staffing the second or third ambulance, when necessary, during simultaneous or overlapping incidents, he/she should not normally be uAlized to maintain minimum shi] staffing as this takes him/her away from his/her primary CRR responsibiliAes. IV-3: As part of its ongoing staAsAcal analysis of operaAonal performance, the Brewster Fire Department should track the number of call backs that are sounded each year and the number of personnel who respond. IV-4: The Chief and Deputy Fire Chief, in conjuncAon with the Town’s Human Resources Director, should explore ways to address/improve the underlying organizaAonal culture that can impact internal morale. IV-5: The Town of Brewster should conAnue to work to incrementally improve the compensaAon package for members of the Brewster Fire Department in an effort to make it more compeAAve with other Cape Cod departments and assist with beLer recruiAng and retaining personnel long-term. IV-6: The Town of Brewster should conAnue to evaluate the organizaAonal structure of the Brewster Fire Department in an ongoing maLer to ensure that it meets the needs of the community it services, the expectaAons of the community, and the department itself. IV-7: The Brewster Fire Department should work with the BCSO RECC leadership to identify any potential ways to reduce call processing time (from receipt of the call to dispatch of the incident) with the goal of attempting to achieve a 90th percentile time of not more than 64 seconds as recommended in NFPA 1710. Reducing call processing time can assist with leading to improved overall response times. IV-8: The Brewster Fire Department should work with the BCSO RECC leadership to ensure that incident turnout and travel times are recorded separately for each incident to allow proper analysis of response data. In addition, the first unit on scene time for fire incidents should be a fire truck not an ambulance or command/staff officer. IV-9: After the above recommendation is implemented the Brewster Fire Department should further analyze their response time data, and if necessary, work to identify potential Town of Brewster, MA – Fire Department Staffing Analysis Page 90 Prepared by Municipal Resources, Inc. November 2023 ways to reduce incident turnout time with the goal of attempting to achieve a 90th percentile time of not more than 60 seconds for EMS incidents and 80 seconds for fire incidents as recommended in NFPA 1710. Turnout time is the response time component that the agencies have the most direct control over which can lead to reduced overall response times. IV-10: The Brewster Fire Department should enhance their data collection and analysis to include 80th and 90th percentile turnout and travel times as recommended in NFPA 1710. Having these more conservative times available will provide a more accurate response assessment and allow for better long- range master planning. IV-11: The Brewster Fire Department should enhance its existing pre-fire planning program into a comprehensive one for all structures other than one (1) and two (2) family dwellings. This includes every business, commercial and industrial occupancy (including schools, churches, etc.) in the town. Pre-planning will improve the firefighters’ knowledge of the specific tactics needed to handle a fire or other emergency at a facility and will alert them to on-site hazards and risks. Pre-fire/incident plans should be reviewed regularly and tested by periodic table-top exercises and on-site drills. IV-12: Appropriate pre-planning software – such as the AWARE module for Mobile CAD - should be obtained and installed in apparatus mobile data terminals (MDTs) in all apparatus and command/staff vehicles including ambulances. IV-13: The Brewster Fire Department should continue to pursue the acquisition of mobile data terminals (MDT’s) in all frontline apparatus and supply each unit with reliable mobile internet connectivity such as the AT&T FirstNet network which includes mobile hot spots or routers for in vehicle use throughout the district. IV-14: The Brewster Fire Department should establish a formal “performance “improvement” process for fire suppression operations. The process should include the adoption of performance standards such as NFPA 1710, including on scene performance indicators such as: Ø On-scene to charged line at the front door of a structure fire: two minutes or less, 90% of the time. Ø Water from hydrant to supply engine: three minutes or less, 90% of the time. IV-15: The Brewster Fire Department should consider revising their EMS response procedures as follows: Ø When staffing is at five personnel: Town of Brewster, MA – Fire Department Staffing Analysis Page 91 Prepared by Municipal Resources, Inc. November 2023 v Two personnel respond on the ambulance to Alpha and Bravo, or Priority 3 calls. The three personnel remaining are now available for fire duty, or can handle a second ambulance call, if necessary. If they require additional assistance, they can request the engine to respond. v Two personnel respond on the ambulance and three personnel respond on the engine to Charlie, Delta, and Echo, or Priority 1 and 2 calls. If an additional person is needed on the ambulance they can be sent to the hospital with the ambulance crew. The two additional personnel can return to station with the engine and await the arrival of off duty personnel. They can also handle a second ambulance call. Ø When staffing is at four personnel: v Two personnel respond on the ambulance to Alpha and Bravo, or Priority 3 calls. If they require additional assistance, they can request the engine to respond. The remaining two personnel are still available for fire duty, or, can handle a second ambulance call. v Two personnel respond on the ambulance to Charlie, Delta, and Echo, or Priority 1 and 2 calls. The remaining two personnel respond with the engine to assist. If an additional person is needed on the ambulance they can be sent to the hospital with the ambulance crew. The one remaining person can return to station with the engine and await the arrival of off duty personnel. Off duty personnel reporting back for duty would now provide fire response, or response to a second ambulance call. IV-16: The Brewster Fire Department should consider a procedure that Alpha level, or Priority 3 EMS calls are responded to without light or sirens. Consideration should also be given to making hospital transport calls that are non-emergent and the patient is stable, without lights and sirens. It is safer for responding personnel, general citizens, and the patient, to reduce the number of times that red lights and sirens are utilized. IV-17: The Brewster Fire Department should work internally to ensure all EMS related incidents are properly classified as either advanced life support (ALS) or basic life support (BLS) criterion, based upon the actual situation found on scene. IV-18: The Town of Brewster and Brewster Fire Department should consider designating the position of EMS coordinator as a full time, Captain (or Captain equivalent) position which is tested for as part of a promotional process. This position should continue to Town of Brewster, MA – Fire Department Staffing Analysis Page 92 Prepared by Municipal Resources, Inc. November 2023 have the requirement that the person holding it must be a currently certified paramedic and hold that certification for the duration of their time in the position. IV-19: The Town of Brewster and Brewster Fire Department should actively explore the feasibility of implementing some type of community based mobile integrated health care (Community Paramedicine) in an attempt to provide better service to the community, and possibly increase their EMS revenue. IV-20: The Brewster Fire Department should strive to have a minimum of 16/17 firefighting personnel on the scene of every single-family residential structure fire within 8 minutes of the time that units are responding. For fires in multi-family residential buildings and commercial occupancies, a minimum of 27/28 personnel should be on scene within 8 minutes of the time that units are responding in order to be able to establish a full effective response force. Even if additional permanent staffing is added to the BFD as recommended in this report the use of automatic aid and mutual aid will need to continue and should be enhanced, based upon the type of occupancy a reported fire is in. This should be the department’s highest priority. IV-21: The Town of Brewster and Brewster Fire Department should incrementally hire additional firefighters to enhance daily on duty staffing to an eventual level of seven (7) personnel assigned to each shift. IV-22: The Town of Brewster should authorize the Brewster Fire Department to apply annually over the next several application periods for a federal Staffing for Adequate Fire and Emergency Response (SAFER) grant to fund the incremental hiring of a total of nine (9) additional personnel (two per shift plus a full-time EMS Officer) over the next several fiscal years citing an increasing call volume, a high percentage of senior citizens, loss of the department’s call force, and a desire to improve overall operational effectiveness, efficiency, and safety. IV-23: Even if the application for the SAFER grant is not successful, the Town of Brewster should still provide funding to incrementally increase Brewster Fire Department staffing over the next several fiscal years. A suggested timeline would be: Ø FY 2025 – Hire four (4) additional personnel to increase shift staffing to six (6) personnel with a minimum of five (5) on duty (off season only). Ø FY 2026 – Hire one (1) additional person to allow for the creation of the full-time EMS officer position and the possible implementation of a MICU/CIP program. Promote four (4) firefighters to the rank of Lieutenant. Town of Brewster, MA – Fire Department Staffing Analysis Page 93 Prepared by Municipal Resources, Inc. November 2023 Ø 2028 – Hire four (4) additional personnel to increase shift staffing to seven (7) personnel with a minimum of six (6) on duty (off season only). IV-24: As recommended above, in FY 2026, the Town of Brewster should consider creation of the position of Lieutenant on each shift in the Brewster Fire Department to allow for a continued appropriate span of control as recommended under the Incident Management System (IMS). The position of Lieutenant will also ensure that all persons serving in the capacity of an officer and/or shift commander has an adequate level of training and experience to fulfill the myriad additional duties and responsibilities of officer positions competently and confidently. IV-25: In FY 2029 and/or 2030, after the above recommended staffing increases are implemented the Town of Brewster and Brewster Fire Department should evaluate the impact of the enhanced staffing levels and its impact on both fire and EMS operations. The purpose of this evaluation will be to determine if seven (7) personnel per shift is adequate, or if additional staffing may still be indicated. IV-26: At all staffing levels, the Brewster Fire Department should continue to utilize part-time personnel to supplement staffing level and maintain maximum shift staffing during peak season between Memorial Day and the end of September. IV-27: Even if the Town of Brewster is unsuccessful at its first SAFER application, the Town and Brewster Fire Department should apply again in subsequent years to seek funding for the recommended increase in personnel to provide enhanced operations to the Town. IV-28: The Brewster Fire Department should implement an operational procedure to have an engine respond immediately (even if it must be requested from mutual aid) with the ambulance on every motor vehicle crash to provide a blocking vehicle to protect the ambulance and personnel operating on the incident scene from being struck by an inattentive motorist. The need for the use of blocking vehicles to help keep emergency responders safe during highway and roadway incidents has become a much more important necessary and significant part of the emergency response system. IV-29: The Brewster Fire Department should consider the implementaAon of a company-level inspecAon program, integrated with a pre-fire/incident planning program as part of its comprehensive community risk reducAon program. IV-30: The Brewster Fire Department should consider the implementaAon of a voluntary home survey/inspecAon program with an all-hazards focus. This type of program can be parAcularly beneficial in a community with a high percentage (35.1%) of senior ciAzens. Town of Brewster, MA – Fire Department Staffing Analysis Page 94 Prepared by Municipal Resources, Inc. November 2023 CHAPTER V FIRE DEPARTMENT FINANCIAL OPERATIONS Financial operations in the Brewster Fire Department are not limited to developing and implementing an annual budget. Revenue from ambulance transports provide a significant offset to fire department expenditures but requires oversight of a complex third-party billing system. In addition to ambulance billing revenue, the department receives supplemental Medicaid funding through the MassHealth Ambulance Certified Public Expenditure (CPE) program. The fire department has been highly successful in applying for and receiving grants for equipment and personnel from both federal and state government sources. Fees for various permits that are issued by the fire department provide a modest revenue source. ANNUAL BUDGET The town website provides a transparent view of all department budgets and total expenditures for the previous three (3) fiscal years. The budget narrative includes each department’s mission statement, previous fiscal year accomplishments, current fiscal year goals and initiatives, and budget highlights. Citizens can easily refer to the “Budget Increase Rationale Forms” in order to understand the reasons for a specific request for increased funding. The BFD strategic plan (2022-2026) calls for the coordination of departmental budget planning with an annual review of the strategic plan. A three (3) year look-back forms the basis for the proposed fiscal year operating and capital budgets, and department members provide input on major capital acquisitions. As with any career fire department, the majority of the BFD budget is dedicated to wages and salaries. In the FY 2023 budget, wages and salaries account for 79% of the total budget. Until FY 2023, overtime expenditures have been proportionately stable, accounting for 14% of salaries and wages in FY 2020 and FY 2021, and 13% of salaries and wages in FY 2022. The FY 2023 overtime budget has been increased by $120,000 to $424,700, or 17% of overall wages and salaries (note: $20,000 of the overtime increase was transferred from the part-time wage account). The department has justified this increase with the following rationale: Ø Reduced call firefighter staff. Ø Need to provide mandatory five (5) man minimum staffing levels [i.e., filling shift vacancies caused by vacations, sick leave, injury, resignations/retirements, etc.].22 Ø Contractual COLA and step increases that impact overtime rates. Ø Contractual increase in firefighter elective training time (from 24 to 36 hours). 22 Bracketed [] language added by MRI study team. Town of Brewster, MA – Fire Department Staffing Analysis Page 95 Prepared by Municipal Resources, Inc. November 2023 Ø Cost of regional housing preventing members from living within the required 15 miles living radius requiring additional on duty staff. Ø Lack of year-round rental opportunities preventing members from living within the requirement 15 mile living radius requiring additional on-duty staff. Ø Reduced numbers of staff available for off-duty callback. In spite of the increase in overtime wages, the BFD FY 2023 budget reflected just a 0.65% increase over the FY 2022 budget, which is remarkable given the increased labor costs and inflationary increases in equipment and supplies. The MRI study team is concerned that future “level funding” initiatives will result in on-going cuts to discretionary expenditures such as training, equipment, and fire prevention that will result in decreased departmental readiness and skill levels. CAPITAL PLANNING Long-range capital planning ensures that apparatus and major equipment is replaced on a timely basis based on usage and condition and in accordance with best practices and nationally recognized standards, such as NFPA 1901, Standard for Automotive Fire Apparatus. Fire department capital planning efforts are coordinated with the town’s capital planning to ensure that capital budgets are stabilized to avoid large swings from year-to-year. The BFD strategic plan (2022-2026) calls for the department to maintain a comprehensive plan for replacing ambulance, fire service, and support vehicles and equipment. Fire department capital planning is especially important due to the extended time for delivery of fire apparatus and ambulances, which is currently two (2) to three (3) years. Delivery time frames should be built into the capital acquisition schedule, and higher than inflation cost increases should be anticipated. AMBULANCE BILLING & REVENUE The Brewster Fire Department provides both basic life support (BLS) and advanced life support (ALS) emergency medical services. BLS can be provided by personnel who are certified as emergency medical technicians-basic (EMT-B), while ALS can only be provided by paramedics. All Brewster firefighters are certified as EMTs or as paramedics. Billing rates are aligned with the framework established by the Centers for Medicare and Medicaid Services (CMS) (Figure V-1). The rates were last revised by the town in 2019 and are comparable to the rates charged by neighboring communities. Town of Brewster, MA – Fire Department Staffing Analysis Page 96 Prepared by Municipal Resources, Inc. November 2023 FIGURE V-1: BREWSTER AMBULANCE BILLING RATES The billing categories are defined by CMS regulations found in 42 CFR Ch. IV §414.601 Subpart H: Advanced life support (ALS) intervention means a procedure that is, in accordance with State and local laws, required to be furnished by ALS personnel. Advanced life support, level 1 (ALS1) means transportation by ground ambulance vehicle, medically necessary supplies and services and either an ALS assessment by ALS personnel or the provision of at least one ALS intervention. Advanced life support, level 2 (ALS2) means either transportation by ground ambulance vehicle, medically necessary supplies and services, and the administration of at least three medications by intravenous push/bolus or by continuous infusion, excluding crystalloid, hypotonic, isotonic, and hypertonic solutions (Dextrose, Normal Saline, Ringer's Lactate); or transportation, medically necessary supplies and services, and the provision of at least one of the following ALS procedures: (1) Manual defibrillation/cardioversion. (2) Endotracheal intubation. (3) Central venous line. (4) Cardiac pacing. Type of Charge HCPCS* Amount Charged ALS Non-Emergency Basic Rate A0426 $ 1,950.00 ALS1 Emergency Basic Rate A0427 $ 1,950.00 ALS2 Emergency Basic Rate A0433 $ 3,037.99 BLS Emergency Basic Rate A0429 $ 1,205.00 BLS Non-Emergency Basic Rate A0428 $ 1,205.00 Mileage A0425 $ 32.00 Non-Covered Mileage A0888 $ 32.00 Specialty Care A0434 $ 3,462.00 *Healthcare Common Procedures Coding System Town of Brewster, MA – Fire Department Staffing Analysis Page 97 Prepared by Municipal Resources, Inc. November 2023 (5) Chest decompression. (6) Surgical airway. (7) Intraosseous line. Basic life support (BLS) means transportation by ground ambulance vehicle and medically necessary supplies and services, plus the provision of BLS ambulance services. The ambulance must be staffed by at least two people who meet the requirements of state and local laws where the services are being furnished. Also, at least one of the staff members must be certified, at a minimum, as an emergency medical technician-basic (EMT-Basic) by the State or local authority where the services are furnished and be legally authorized to operate all lifesaving and life-sustaining equipment on board the vehicle. Specialty care transport (SCT) means interfacility transportation of a critically injured or ill beneficiary by a ground ambulance vehicle, including medically necessary supplies and services, at a level of service beyond the scope of the EMT-Paramedic. SCT is necessary when a beneficiary's condition requires ongoing care that must be furnished by one or more health professionals in an appropriate specialty area, for example, nursing, emergency medicine, respiratory care, cardiovascular care, or a paramedic with additional training. The town bills for ambulance transport services in accordance with the above rate schedule. However, Medicare, Medicaid, and private insurance companies establish allowable rates, i.e., the amount that they actually pay, that are significantly lower than the town’s rate schedule. The town has established an ambulance fee waiver policy that establishes the criteria for “writing off” billed amounts based on hardship or other conditions as approved by the Select Board. Because of the complexities of CMS and state regulations, the wide range of procedures, established by private insurance companies, and the confidentiality requirements of the Health Insurance Portability and Accountability Act (HIPAA), the town has contracted with a third-party billing service that specializes in ambulance billing. The current contractor, COMSTAR Ambulance Billing Service, is paid 2.5% of the amount it collects, which is competitive with similar ambulance billing companies. The MRI study team reviewed ambulance transport revenues for the past three (3) years. Collection rates improved significantly between FY 2021 and FY 2022. Payments continue to be received for FY 2023, but the most recent revenue numbers indicate that the collection rates are on track to be at least equal to or better than FY 2022. Uninsured individuals account for the greatest amount of uncollected (or written-off) revenue, while the highest proportion of revenue (97.28% over three years) comes from Medicare, Medicaid, and private insurers. The average collection rate based on allowable rates over the past three (3) years is 75.52%. Town of Brewster, MA – Fire Department Staffing Analysis Page 98 Prepared by Municipal Resources, Inc. November 2023 PAYMENT TYPE TRANSPORTS CHARGES ALLOWABLE COLLECTED % COLLECTED FY 2021 Insurance 1234 $2,766,320.13 $832,077.78 $751,867.30 90.36% Veterans Administration 2 $4,924.00 $4,924.00 $- 0 0.00% Self-Pay 136 $315,060.96 $305,987.26 $16,498.39 5.39% Total FY 2021 1372 $3,086,305.09 $1,142,989.04 $768,365.69 67.22% FY 2022 Insurance 1432 $3,215,136.46 $957,423.36 $914,549.42 95.52% Veterans Administration 3 $5,736.00 $5,736.00 $5,736.00 100.00% Self-Pay 74 $164,564.95 $153,970.63 $23,906.98 15.53% Total FY 2022 1509 $3,385,437.41 $1,117,129.99 $944,192.40 84.52% FY 2023 Insurance 1448 $3,330,617.82 $1,076,397.50 $901,006.13 83.71% Veterans Administration 4 $10,008.00 $10,008.00 $5,180.00 51.76% Self-Pay 68 $154,608.98 $148,035.38 $20,392.78 13.78% Total FY 2023 1520 $3,495,234.80 $1,234,440.88 $926,578.91 75.06% 3-YR AVERAGE TOTAL 1467 $3,322,325.77 $1,164,853.30 $879,712.33 75.52% FIGURE V-2: AMBULANCE TRANSPORT REVENUES The average total charge per ambulance transport has remained relatively stable over the past three (3) years with a modest increase in FY 2023. The average allowable charge per transport has decreased slightly since FY 2021. FY 2022 saw the highest average collected revenue of the past three years. FISCAL YEAR AVERAGE CHARGE AVERAGE ALLOWABLE AVERAGE COLLECTED 2021 $2,249.49 $833.08 $560.03 2022 $2,243.50 $740.31 $625.71 2023 $2,299.50 $812.13 $609.59 3-YR Average $2,264.16 $795.18 $598.44 FIGURE V-3: AVERAGE AMBULANCE CHARGES & COLLECTIONS, FY 2021-2023 Town of Brewster, MA – Fire Department Staffing Analysis Page 99 Prepared by Municipal Resources, Inc. November 2023 Each year, the fire department applies for and receives supplemental Medicaid funding through the MassHealth CPE for Public Ambulance program. This year, the town received $136,529.00 which was deposited in the ambulance revenue account. Ambulance transport revenues are robust and offset a significant portion of the fire department annual budget. However, EMS services throughout the United States are facing significant challenges to their financial stability. These challenges include: Ø Reduction in allowable amounts paid by private insurance companies. Ø Delays in payments by private insurance companies. Ø Medicare/Medicaid allowable costs do not keep pace with inflation or operational cost increases. Ø Significant increases in the cost of EMS supplies and equipment. Ø Significant increases in the cost of new ambulances and ambulance refurbishment. The fire department and the Town are not immune to these challenges, which in future years could result in reductions in revenue and increases in operational costs that outpace current expectations. The BFD strategic plan (2022-2026) includes an action plan for ambulance reimbursements, with a focus on staying competitive with ambulance billing rates and fostering a strong relationship with the third-party ambulance billing party. PERMITS: BFD issues permits for several types of inspections or hazardous processes that require fire department oversight. A fee of $40 is charged for oil tank inspections, certificates of compliance for smoke and carbon monoxide alarms (required at the time of real estate transfer), and fire alarm installation final inspection. A fee of $10 is charged for open burning permits. A total of $19,320 was collected for permit fees in FY 2023. GRANTS: BFD has been aggressive and forward-thinking in seeking and receiving grants for equipment and personnel. Since 2010, the town has received a total of $2,021,879.71 in grants. The BFD should be commended for these efforts and their success at obtaining these very competitive grants. The primary source of the grant funds has been the Assistance to Firefighters (AFG) grant program that is administered by the Federal Emergency Management Agency (FEMA). The goal Town of Brewster, MA – Fire Department Staffing Analysis Page 100 Prepared by Municipal Resources, Inc. November 2023 of the AFG program is to fund critically needed resources to equip and train emergency personnel, enhance efficiencies, and support community resilience. With AFG funds, BFD has obtained communications equipment, personal protective equipment (PPE), personal escape devices and training, self-contained breathing apparatus (SCBA), cardiac monitors, electrically powered ambulance stretchers/loading devices, extrication equipment, a fire safety education trailer. Most impressively, the department received $152,674.00 for fire instructor and fire officer training that was made available to other fire departments in the mutual aid system. As this report was being finalized in August 2023, the BFD was awarded a 2022 AFG grant for $91,579.79. The grant will cover instructor costs, and overtime/coverage overtime for all department personnel to receive 61.5 hours of NFPA/ISO compliant driver training, and pump and aerial operator training provided by the Massachusetts Fire Academy. In 2016, BFD was successful in receiving a FEMA Staffing for Adequate Fire and Emergency Responses (SAFER) grant, which supported funding two (2) firefighter/paramedic positions for three (3) years. Future SAFER grants could provide the initial funding for expanding fire and EMS staffing in Brewster. BFD has also received grant funding from state sources that included a SCBA mask fit decontamination machine, portable radios, mobile communication equipment, rescue saws, and radio software. The BFD strategic plan (2022-2026) calls for continued efforts to pursue federal and state grant funding, investigate untapped grant funding sources, and utilize the expertise of the town’s project manager. While obtaining grants for essential equipment, training, and staffing is highly commendable, the department and the town should always be prepared to fund these activities with the town budget. There is no guarantee that grant funds will be available in the future at the state or federal level, and there is no guarantee that the town will be a successful applicant. SOURCES OF ADDITIONAL FUNDING: The BFD strategic plan (2022-2026) has identified several potential sources of revenue that could be explored by the town: Ø Retail marijuana tax directed to offset public safety costs. Ø Short-term rental tax. Ø Establishment of a community paramedicine program. Town of Brewster, MA – Fire Department Staffing Analysis Page 101 Prepared by Municipal Resources, Inc. November 2023 In assessing the feasibility of alternative revenue sources, consideration should be given to the cost of administering the collection of revenue, both in terms of direct costs as well as administrative time that detracts from the primary mission of the fire department. Community paramedicine calls for the use of fire department paramedics to provide in-home follow-up care to patients as an alternative to traveling to a medical facility or doctor’s office. Patients may need medical attention post-surgery or due to a chronic condition, and a fire department community paramedicine program is a cost-effective and easily scheduled alternative to treatment in an out-patient facility or live-in nursing home. Community paramedicine pilot programs can be initiated under the auspices of a local hospital and are an effective use of paramedic resources when not responding to emergencies. RECOMMENDATIONS V-1: The Town of Brewster should continue to closely monitor the use of overtime and identify strategies to contain overtime costs. Such strategies could include the following: Ø Calculate the “break-even” point where the establishment of additional firefighter-paramedic positions would make it possible to allow time-off without creating overtime replacements. Ø Continue to monitor the appropriate use of sick time. Excessive use of sick time, or identifiable patterns of sick time usage can be indicators of employee performance or health issues that require intervention and support. Ø Continue the use of seasonal personnel during peak vacation/tourist seasons which equates to increased response volumes. Ø Management of an occupational safety and health program that includes aggressive enforcement of standard operating procedures (SOPs), training, updated PPE, documentation of occupational injuries and illnesses (including incidents involving department-owned motor vehicles), and investigation of job- related injuries and motor vehicle incidents that includes a lessons-learned after- action report. V-2: The Town of Brewster and Brewster Fire Department should update their ambulance fee schedule (last updated in 2019) based on increases in service delivery costs and consistent with rates charged by EMS services in the region. Town of Brewster, MA – Fire Department Staffing Analysis Page 102 Prepared by Municipal Resources, Inc. November 2023 V-3: The Town of Brewster and Brewster Fire Department should continue to seek competitive bids from qualified third-party ambulance billing companies every three (3) to five (5) years. This will ensure that the town is receiving the highest possible level of service at the best possible price. Consideration should be given to establishing a group bid with neighboring communities, which increases the potential for further contract cost reductions. V-4: The Brewster Fire Department should consider requiring additional permits as authorized by the Massachusetts Comprehensive Fire Safety Code (MGL Chapter 148:527 CMR Board of Fire Prevention Regulations). The department should determine what permits should be required based on risk and common practices in the community. V-5: The Town of Brewster should consider increasing fire department permit fees based on a review of fee schedules that have been adopted by neighboring communities. V-6: The Town of Brewster and Brewster Fire Department should continue to aggressively pursue grants from federal, state, and private sources for apparatus, staffing, equipment, training, fire prevention and community risk reduction programs, and EMS services to the community. Specifically, the town should apply for a FEMA SAFER grant to fund the additional firefighter-paramedic positions identified in several recommendations including Recommendation IV-22 of this report. V-7: The Town of Brewster and Brewster Fire Department should explore addiAonal potenAal ways to generate revenue to offset the fire department’s operaAng costs. ConsideraAon could be given to billing insurance companies for response to motor vehicle accidents; registraAon fees for fire alarm systems; the aggressive pursuit of non- residents who have been billed for ambulance transportaAon; and the implementaAon of a fee for ambulance responses that do not result in a transport. Town of Brewster, MA – Fire Department Staffing Analysis Page 103 Prepared by Municipal Resources, Inc. November 2023 CHAPTER VI SUMMARY OF RECOMMENDATIONS This chapter contains a lisAng of the 39 recommendaAons related to the various chapters in this report. Please refer to the body of the report for addiAonal explanaAon and jusAficaAon for each recommendaAon. CHAPTER III - BREWSTER COMMUNITY RISK AND HAZARD PROFILE III-1: The Brewster Fire Department should make it a priority to complete a comprehensive fire and rescue community risk assessment. This assessment should be done in conjuncAon with a fire and EMS calls for service demand analysis, including the development of a wide-ranging pre-incident planning program for target and high hazard locaAons in the Town, and take into consideraAon the fire department’s operaAonal capabiliAes and preparedness. III-2: The Brewster Fire Department should develop a compelling public educaAon program that includes discussing the benefits of installing residenAal fire sprinklers in new one- and two-family dwellings. Although MassachuseLs’s construcAon codes do not allow residenAal fire sprinkler systems to be mandated, there is no prohibiAon for property owners to install them if they determine that it is in their best interest. CHAPTER IV - BREWSTER FIRE DEPARTMENT ORGANIZATION, MANAGEMENT, AND OPERATIONS IV-1: The Brewster Fire Department should conAnue its pracAce of uAlizing part-Ame seasonal personnel to maintain/enhance minimum shi] staffing parAcularly during the busy vacaAon/tourist season. IV-2: While the Fire PrevenAon Officer can be uAlized to assist with staffing the second or third ambulance, when necessary, during simultaneous or overlapping incidents, he/she should not normally be uAlized to maintain minimum shi] staffing as this takes him/her away from his/her primary CRR responsibiliAes. IV-3: As part of its ongoing staAsAcal analysis of operaAonal performance, the Brewster Fire Department should track the number of call backs that are sounded each year and the number of personnel who respond. Town of Brewster, MA – Fire Department Staffing Analysis Page 104 Prepared by Municipal Resources, Inc. November 2023 IV-4: The Chief and Deputy Fire Chief, in conjuncAon with the Town’s Human resources Director, should explore ways to address/improve the underlying organizaAonal culture that can impact internal morale. IV-5: The Town of Brewster should conAnue to work to incrementally improve the compensaAon package for members of the Brewster Fire Department in an effort to make it more compeAAve with other Cape Cod departments and assist with beLer recruiAng and retaining personnel long-term. IV-6: The Town of Brewster should conAnue to evaluate the organizaAonal structure of the Brewster Fire Department in an ongoing maLer to ensure that it meets the needs of the community it services, the expectaAons of the community, and the department itself. IV-7: The Brewster Fire Department should work with the BCSO RECC leadership to identify any potential ways to reduce call processing time (from receipt of the call to dispatch of the incident) with the goal of attempting to achieve a 90th percentile time of not more than 64 seconds as recommended in NFPA 1710. Reducing call processing time can assist with leading to improved overall response times. IV-8: The Brewster Fire Department should work with the BCSO RECC leadership to ensure that incident turnout and travel times are recorded separately for each incident to allow proper analysis of response data. In addition, the first unit on scene time for fire incidents should be a fire truck not an ambulance or command/staff officer. IV-9: After the above recommendation is implemented the Brewster Fire Department should further analyze their response time data, and if necessary, work to identify potential ways to reduce incident turnout time with the goal of attempting to achieve a 90th percentile time of not more than 60 seconds for EMS incidents and 80 seconds for fire incidents as recommended in NFPA 1710. Turnout time is the response time component that the agencies have the most direct control over, which can lead to reduced overall response times. IV-10: The Brewster Fire Department should enhance their data collection and analysis to include 80th and 90th percentile turnout and travel times as recommended in NFPA 1710. Having these more conservative times available will provide a more accurate response assessment and allow for better long- range master planning. IV-11: The Brewster Fire Department should enhance its existing pre-fire planning program into a comprehensive one for all structures other than one (1) and two (2) family Town of Brewster, MA – Fire Department Staffing Analysis Page 105 Prepared by Municipal Resources, Inc. November 2023 dwellings. This includes every business, commercial and industrial occupancy (including schools, churches, etc.) in the town. Pre-planning will improve the firefighters’ knowledge of the specific tactics needed to handle a fire or other emergency at a facility and will alert them to on-site hazards and risks. Pre-fire/incident plans should be reviewed regularly and tested by periodic table-top exercises and on-site drills. IV-12: Appropriate pre-planning software – such as the AWARE module for Mobile CAD - should be obtained and installed in apparatus mobile data terminals (MDTs) in all apparatus and command/staff vehicles including ambulances. IV-13: The Brewster Fire Department should continue to pursue the acquisition of mobile data terminals (MDT’s) in all frontline apparatus and supply each unit with reliable mobile internet connectivity such as the AT&T FirstNet network which includes mobile hot spots or routers for in vehicle use throughout the district. IV-14: The Brewster Fire Department should establish a formal “performance “improvement” process for fire suppression operations. The process should include the adoption of performance standards such as NFPA 1710, including on scene performance indicators such as: Ø On-scene to charged line at the front door of a structure fire: two minutes or less, 90% of the time. Ø Water from hydrant to supply engine: three minutes or less, 90% of the time. IV-15: The Brewster Fire Department should consider revising their EMS response procedures as follows: Ø When staffing is at five personnel: v Two personnel respond on the ambulance to Alpha and Bravo, or Priority 3 calls. The three personnel remaining are now available for fire duty, or can handle a second ambulance call, if necessary. If they require additional assistance, they can request the engine to respond. v Two personnel respond on the ambulance and three personnel respond on the engine to Charlie, Delta, and Echo, or Priority 1 and 2 calls. If an additional person is needed on the ambulance they can be sent to the hospital with the ambulance crew. The two additional Town of Brewster, MA – Fire Department Staffing Analysis Page 106 Prepared by Municipal Resources, Inc. November 2023 personnel can return to station with the engine and await the arrival of off duty personnel. They can also handle a second ambulance call. Ø When staffing is at four personnel: v Two personnel respond on the ambulance to Alpha and Bravo, or Priority 3 calls. If they require additional assistance, they can request the engine to respond. The remaining two personnel are still available for fire duty, or, can handle a second ambulance call. v Two personnel respond on the ambulance to Charlie, Delta, and Echo, or Priority 1 and 2 calls. The remaining two personnel respond with the engine to assist. If an additional person is needed on the ambulance they can be sent to the hospital with the ambulance crew. The one remaining person can return to station with the engine and await the arrival of off duty personnel. Off duty personnel reporting back for duty would now provide fire response, or response to a second ambulance call. IV-16: The Brewster Fire Department should consider a procedure that Alpha level, or Priority 3 EMS calls are responded to without light or sirens. Consideration should also be given to making hospital transport calls that are non-emergent and the patient is stable, without lights and sirens. It is safer for responding personnel, general citizens, and the patient, to reduce the number of times that red lights and sirens are utilized. IV-17: The Brewster Fire Department should work internally to ensure all EMS related incidents are properly classified as either advanced life support (ALS) or basic life support (BLS) criterion, based upon the actual situation found on scene. IV-18: The Town of Brewster and Brewster Fire Department should consider designating the position of EMS coordinator as a full time, Captain (or Captain equivalent) position which is tested for as part of a promotional process. This position should continue to have the requirement that the person holding it must be a currently certified paramedic and hold that certification for the duration of their time in the position. IV-19: The Town of Brewster and Brewster Fire Department should actively explore the feasibility of implementing some type of community based mobile integrated health care (Community Paramedicine) in an attempt to provide better service to the community, and possibly increase their EMS revenue. Town of Brewster, MA – Fire Department Staffing Analysis Page 107 Prepared by Municipal Resources, Inc. November 2023 IV-20: The Brewster Fire Department should strive to have a minimum of 16/17 firefighting personnel on the scene of every single-family residential structure fire within 8 minutes of the time that units are responding. For fires in multi-family residential buildings and commercial occupancies, a minimum of 27/28 personnel should be on scene within 8 minutes of the time that units are responding in order to be able to establish a full effective response force. Even if additional permanent staffing is added to the BFD as recommended in this report the use of automatic aid and mutual aid will need to continue and should be enhanced, based upon the type of occupancy a reported fire is in. This should be the department’s highest priority. IV-21: The Town of Brewster and Brewster Fire Department should incrementally hire additional firefighters to enhance daily on duty staffing to an eventual level of seven (7) personnel assigned to each shift. IV-22: The Town of Brewster should authorize the Brewster Fire Department to apply annually over the next several application periods for a federal Staffing for Adequate Fire and Emergency Response (SAFER) grant to fund the incremental hiring of a total of nine (9) additional personnel (two per shift plus a full-time EMS Officer) over the next several fiscal years, citing an increasing call volume, a high percentage of senior citizens, loss of the department’s call force, and a desire to improve overall operational effectiveness, efficiency, and safety. IV-23: Even if the application for the SAFER grant is not successful, the Town of Brewster should still provide funding to incrementally increase Brewster Fire Department staffing over the next several fiscal years. A suggested timeline would be: Ø FY 2025 – Hire four (4) additional personnel to increase shift staffing to six (6) personnel with a minimum of five (5) on duty (off season only). Ø FY 2026 – Hire one (1) additional person to allow for the creation of the full-time EMS officer position and the possible implementation of a MICU/CIP program. Promote four (4) firefighters to the rank of Lieutenant. Ø 2028 – Hire four (4) additional personnel to increase shift staffing to seven (7) personnel with a minimum of six (6) on duty (off season only). IV-24: As recommended above, in FY 2026, the Town of Brewster should consider creation of the position of Lieutenant on each shift in the Brewster Fire Department to allow for a continued appropriate span of control as recommended under the Incident Management System (IMS). The position of Lieutenant will also ensure that all persons serving in the capacity of an officer and/or shift commander has an adequate level of Town of Brewster, MA – Fire Department Staffing Analysis Page 108 Prepared by Municipal Resources, Inc. November 2023 training and experience to fulfill the myriad additional duties and responsibilities of officer positions competently and confidently. IV-25: In FY 2029 and/or 2030, after the above recommended staffing increases are implemented the Town of Brewster and Brewster Fire Department should evaluate the impact of the enhanced staffing levels and its impact on both fire and EMS operations. The purpose of this evaluation will be to determine if seven (7) personnel per shift is adequate, or if additional staffing may still be indicated. IV-26: At all staffing levels, the Brewster Fire Department should continue to utilize part-time personnel to supplement staffing level and maintain maximum shift staffing during peak season between Memorial Day and the end of September. IV-27: Even if the Town of Brewster is unsuccessful at its first SAFER application, the Town and Brewster Fire Department should apply again in subsequent years to seek funding for the recommended increase in personnel to provide enhanced operations to the Town. IV-28: The Brewster Fire Department should implement an operational procedure to have an engine respond immediately (even if it must be requested from mutual aid) with the ambulance on every motor vehicle crash to provide a blocking vehicle to protect the ambulance and personnel operating on the incident scene from being struck by an inattentive motorist. The need for the use of blocking vehicles to help keep emergency responders safe during highway and roadway incidents has become a much more important necessary and significant part of the emergency response system. IV-29: The Brewster Fire Department should consider the implementaAon of a company-level inspecAon program, integrated with a pre-fire/incident planning program as part of its comprehensive community risk reducAon program. IV-30: The Brewster Fire Department should consider the implementaAon of a voluntary home survey/inspecAon program with an all-hazards focus. This type of program can be parAcularly beneficial in a community with a high percentage (35.1%) of senior ciAzens. CHAPTER V - FIRE DEPARTMENT FINANCIAL OPERATIONS V-1: The Town of Brewster should continue to closely monitor the use of overtime and identify strategies to contain overtime costs. Such strategies could include the following: Town of Brewster, MA – Fire Department Staffing Analysis Page 109 Prepared by Municipal Resources, Inc. November 2023 Ø Calculate the “break-even” point where the establishment of additional firefighter-paramedic positions would make it possible to allow time-off without creating overtime replacements. Ø Continue to monitor the appropriate use of sick time. Excessive use of sick time, or identifiable patterns of sick time usage can be indicators of employee performance or health issues that require intervention and support. Ø Continue the use of seasonal personnel during peak vacation/tourist seasons which equates to increased response volumes. Ø Management of an occupational safety and health program that includes aggressive enforcement of standard operating procedures (SOPs), training, updated PPE, documentation of occupational injuries and illnesses (including incidents involving department-owned motor vehicles), and investigation of job- related injuries and motor vehicle incidents that includes a lessons-learned after- action report. V-2: The Town of Brewster and Brewster Fire Department should update their ambulance fee schedule (last updated in 2019) based on increases in service delivery costs and consistent with rates charged by EMS services in the region. V-3: The Town of Brewster and Brewster Fire Department should continue to seek competitive bids from qualified third-party ambulance billing companies every three (3) to five (5) years. This will ensure that the town is receiving the highest possible level of service at the best possible price. Consideration should be given to establishing a group bid with neighboring communities, which increases the potential for further contract cost reductions. V-4: The Brewster Fire Department should consider requiring additional permits as authorized by the Massachusetts Comprehensive Fire Safety Code (MGL Chapter 148:527 CMR Board of Fire Prevention Regulations). The department should determine what permits should be required based on risk and common practices in the community. V-5: The Town of Brewster should consider increasing fire department permit fees based on a review of fee schedules that have been adopted by neighboring communities. V-6: The Town of Brewster and Brewster Fire Department should continue to aggressively pursue grants from federal, state, and private sources for apparatus, staffing, equipment, training, fire prevention and community risk reduction programs, and EMS Town of Brewster, MA – Fire Department Staffing Analysis Page 110 Prepared by Municipal Resources, Inc. November 2023 services to the community. Specifically, the town should apply for a FEMA SAFER grant to fund the additional firefighter-paramedic positions identified in several recommendations including Recommendation IV-22 of this report. V-7: The Town of Brewster and Brewster Fire Department should explore addiAonal potenAal ways to generate revenue to offset the fire department’s operaAng costs. ConsideraAon could be given to billing insurance companies for response to motor vehicle accidents; registraAon fees for fire alarm systems; the aggressive pursuit of non- residents who have been billed for ambulance transportaAon; and the implementaAon of a fee for ambulance responses that do not result in a transport. Town of Brewster, MA – Fire Department Staffing Analysis Page 111 Prepared by Municipal Resources, Inc. November 2023 CHAPTER VII SUMMARY AND LOOKING TO THE FUTURE CURRENT STATE OF THE FIRE AND EMS DELIVERY SYSTEM The mission performed by the fire department is one of the fundamental funcAons of government: to ensure the safety and protecAon of its residents and visitors. The expectaAons for the quality and quanAty of fire and EMS services must come from its residents and other taxpayers. There is no “right” amount of fire protecAon and EMS delivery. It is a constantly changing level based on the expressed needs of the community. Each community determines the composiAon of fire services that residents receive by balancing the level of risk against the cost to provide these criAcal services. It is the responsibility of elected officials – in this case the Board of Selectmen - to translate community needs into reality through direcAon, oversight and the budgetary process. It is their unenviable task to maximize fire, EMS, and other services within the reality of the community’s ability and willingness to pay, parAcularly in today’s economic environment. During this assessment of the Brewster Fire Department, MRI observed a highly functional fire and EMS organization that strives to provide a high level of service to the community and the region. The Brewster Fire Department is confronted by multiple challenges; however, those same challenges are facing fire service organizations across America. These challenges include: Ø An increasing all-hazards focus. Ø Decreased frequency of serious structure fires. Ø Increased pressure to reduce resource consumption. Ø Increasing technical expectations. Ø An increasing focus on documentation, training, and certification of personnel. Ø A growing expectation to provide advanced level patient care. Ø Increased call volume and simultaneous incidents. Ø Lack of a call force to supplement the career staff. Specific to the Brewster Fire Department, and the 2019 and 2020 response numbers notwithstanding, it is clear that service demand is increasing and that the ability to match resources against the service demand is straining the organization, particularly during the day. As the fire service as a whole has entered into an all-hazards environment, the public has come to expect increased knowledge, skills and abilities from their firefighters. In Brewster, this trend has increased both training and certification requirements. Town of Brewster, MA – Fire Department Staffing Analysis Page 112 Prepared by Municipal Resources, Inc. November 2023 The Brewster Fire Department appears to be an excellent organizaAon that provides a high-level of service to the town it serves. However, due to increasing requests for service, a defunct on- call force, and limited on-duty staffing, it is struggling to keep up with meeAng the growing needs of the community. The department is led by Chief Robert Moran who has been the chief since 2010. Chief Moran is a passionate advocate and energeAc leader that is clearly honored to have an excepAonal staff and serve his community. Under Chief Moran’s leadership the department is trying to get to the proverbial “next level”. The officer corps including Deputy Chief Varley and the Captains appear to work as a team to provide criAcal, and it appears effecAve, leadership to the department. All members of the department work as a team to produce a high quality, effecAve, and efficient response that serves the Town well. Overall, the department works diligently to meet the needs of the community and projects a “can do artude”. This posiAve artude translates into the organizaAon being very highly regarded and respected within the community. This high-level of community support is complemented by a most posiAve internal culture; however, there are some internal culture issues that were previously discussed that do place some negaAve drag on the organizaAon. That challenge notwithstanding, overall, it is apparent that the Brewster Fire Department is a well- organized, and well-run organizaAon that strives to provide the best possible services with the resources provided. However, the numerous posiAve aspects of the department and its operaAons notwithstanding, MRI’s evaluaAon has idenAfied several areas of risk that we believe the Town of Brewster will need to address in the coming years. These include: 1. The potenAal for a diminished level of service based on a shortage of available resources, primarily from a career staffing perspecAve and the annual requests for service conAnue to increase, coupled with the absence of a viable call force to provide supplemental staffing during fire incidents and Ames of high acAvity. 2. A need to conAnue the widespread use of automaAc aid at the Ame of dispatch to reported structure fires to a>empt to assemble an effecAve response force within the benchmark Ame frames. 3. PotenAally increasing response Ames based on a growing number of overlapping calls (approaching 20% of annual responses). STRATEGIC PLANNING (AKA LOOKING TO THE FUTURE) Strategic planning is an organizaAon’s process of defining its direcAon, and making decisions relaAve to the opAmizaAon of limited resources. A strategic plan also contains tools that can Town of Brewster, MA – Fire Department Staffing Analysis Page 113 Prepared by Municipal Resources, Inc. November 2023 guide the implementaAon of the strategy. Strategic planning became prominent in corporaAons during the 1960s and remains an important aspect of organizaAonal planning. A 2006 Volunteer Fireman’s Insurance Service (VFIS) report notes: “No business is successful without some type of strategic planning – making sure that the business will survive. The ESO is no different. Strategic Plans in business (and ESOs) lay the groundwork for effecAve organizaAonal management and performance.”23 Strategy has many definiAons, but generally involves serng goals, determining acAons to achieve the goals, and mobilizing resources to execute the acAons. A strategy describes how the ends (goals) will be achieved by the means (resources). Strategy can be planned (intended) or can be observed as a pa>ern of acAvity (emergent) as the organizaAon adapts to its environment or competes. The strategy currently in place in the Brewster Fire Department is a progressive and forward thinking one. The Brewster Fire Department has an excellent five-year strategic plan that covers the period of 2022 through 2026. With this report, it is MRI’s goal to assist the Town of Brewster and the Brewster Fire Department in moving forward in a planned or intended strategic manner through support for the plan in place with enhancements through the recommendaWons contained herein. Fire and rescue operaAons and service delivery is dramaAcally improved in those departments that commit resources to goal serng, master planning, risk assessment, and performance measurement. The Brewster Fire Department should be commended for their commitment to this process and the development of an excellent document to help them conWnue to move forward. Performance measures should be easily understood and easily calculated. Suggested performance measures for the fire and rescue services oqen have a range depending on local factors. The point of the performance measures is to idenAfy the community’s expectaAons in a quanAfiable way, and to use the measurement of the fire and rescue’s performance against these objecAves to idenAfy areas, which may need improvement, or require addiAonal resources. MRI’S VIEW OF THE FUTURE Looking ahead, the Town of Brewster will continue to experience some limited growth and development, probably about 1% per year. The Town is committed to maintaining its rural Cape Cod character so it is unlikely that any major developments will be approved, especially commercial or industrial projects. While even limited development will have some impact on the Brewster Fire Department, the exact amount is difficult to predict quantitatively and accurately. 23 h#p://www.msfa.org/content/recruit/file/CEO%20MANUAL%20ARIAL%20-%20disc.pdf Town of Brewster, MA – Fire Department Staffing Analysis Page 114 Prepared by Municipal Resources, Inc. November 2023 The five-year data review of Brewster Fire Department responses did not show any definitive pattern; however, that is frequently seen right now with the COVID pandemic having significantly skewed responses for 2020. Our long-term experience suggests it is likely that emergency responses will increase several percent (3% to 5%) annually with the most significant increase in requests for emergency services will be EMS related. As previously noted, people over the age of 65 are considered in a higher risk group both from the perspective of fire and medical emergencies. An aging population group, along with the potential for the number of senior citizens in the age 65 and over group – currently at 35.1% of the population - to increase with new development, or with people who turn what was a vacation home into their permanent retirement residence, also suggests that the number of responses will continue to increase. As currently configured and staffed, the Brewster Fire Department is struggling to keep up with demand. Just two simultaneous or overlapping end up utilizing all of the on-duty resources. This often effectively leaves the Town without any fire protection capabilities available except from mutual aid departments. In addition, the Town and the Department are facing the following challenges related to the emergency response system. Ø The loss of the call component of the Department over the past 10 years. This results in the only emergency response personnel immediately available (not counting mutual aid) being the on-duty personnel. There are no longer call personnel who respond to provide coverage or assist with multiple incidents. Ø Housing and rental costs in Brewster and surrounding communities, and to a larger extent Cape Cod in general, are extremely high and thus unaffordable for most public safety personnel especially those who are just starting out. This results in many firefighters living on the other side of the Sagamore Bridge, more than 30 minutes from town and of limited to no value in a call back situation. Ø The department has struggled to retain personnel. Frequent vacancies and a constant staffing deployment model has resulted in a high level of mandatory holdover and order- in overAme which can have a significant impact on firefighter health and wellness, as well as morale within the Department. Ø As noted above, any future housing or land use development coupled with an aging resident populaAon will most likely result in increased requests for services further straining the system. Based upon these factors, and as discussed throughout this report, MRI strongly believes that the Town needs to incrementally increase Brewster Fire Department staffing over the next several Town of Brewster, MA – Fire Department Staffing Analysis Page 115 Prepared by Municipal Resources, Inc. November 2023 years in order to arrive at what we believe is an enhanced and sustainable organizaAonal and deployment model. The key recommendations found in this report related to staffing are illustrated below. Please refer to the body of the report for additional explanation and justification for each recommendation. Figure VII-1 illustrates the suggested Ameline for the Brewster Fire Department to increase staffing to seven (7) personnel per shiq between FY 2024 and FY 2028. The Town and BFD should apply annually for a SAFER grant. However, MRI strongly recommends that even if they are not successful at obtaining a SAFER grant FY 2025 that the Town of Brewster and Brewster Fire Department should conWnue to apply in each subsequent year unWl they reach recommended staffing levels. If a later successful SAFER grant award is received this Ameline can then be adjusted – and possibly accelerated - based upon that award. Under this scenario, the number of paramedics will ulAmately be decided by the Town of Brewster. MRI strongly recommends that the department have a sufficient number of paramedics to opAmally have a minimum of three (3) on duty at all Ames. This would allow one each for two ambulances and one on the engine giving it ALS capability as well. * Considerafon to moving FY 2028 Phase 3 hires up to FY 2027 could be given through applicafon for a SAFER grant and/or if the Town’s fiscal factors, needs, and priorifes permit. * * FY 2029/2030 - Evaluate the impact of the enhanced staffing levels and its impact on both fire and EMS operafons. The purpose of this evaluafon will be to determine if seven (7) personnel per shik is adequate, or if addifonal staffing may be indicated. FIGURE VII-1: RECOMMENDED STAFFING INCREASE TIMELINE Figure VII-2 shows the recommended BFD organizaAonal structure – illustrated by phase - based upon a>empAng to achieve the staffing levels recommended in this report. The figure does not show part-Ame/seasonal personnel. The Brewster Fire Department is encouraged to conAnue to uAlize these personnel to maintain maximum shiq staffing levels during peak vacaAon/ tourist season from Memorial Day through the end of September. It is also our recommendaAon that shiq minimum staffing levels outside of peak season can be one person below opAmal shiq staffing level. So, when shiq staffing is at six (6) minimum staffing can be five (5); when it is seven (7) it can be six (6). This allows the first vacancy on the shiq caused by any type of leave to not be filled with overAme. During peak season the maximum staffing levels should be maintained through a combinaAon of overAme and the use of the part- Ame seasonal personnel. Town of Brewster, MA – Fire Department Staffing Analysis Page 118 Prepared by Municipal Resources, Inc. November 2023 FIGURE VII-2: PHASE 1 – FY 2025 THROUGH PHASE 3 – 2028 STAFFING ORGANIZATIONAL CHART Fire Chief Deputy Fire Chief Group 1 Captain Lieutenant Firefighter Firefighter Firefighter Firefighter Firefighter Group 2 Captain Lieutenant Firefighter Firefighter Firefighter Firefighter Firefighter Group 3 Captain Lieutenant Firefighter Firefighter Firefighter Firefighter Firefighter Group 4 Captain Lieutenant Firefighter Firefighter Firefighter Firefighter Firefighter Fire Prevention Officer EMS Officer Administrative Assistant Phase 1 – FY 2025 Phase 2 – FY 2026 Phase 3 – FY 2028 Town of Brewster, MA – Fire Department Staffing Analysis Page 119 Prepared by Municipal Resources, Inc. November 2023 Once a staffing level of seven (7) is achieved the Brewster Fire Department will be able to staff: ü Two ambulances with two (2) personnel each. o If a third ambulance is needed during the day, it can be staffed with administraAve personnel if they are available. ü One engine with three personnel. ü For structure fire calls, alarm systems, etc., if all personnel are available then the engine can respond with four (4) personnel and the ladder with three (3). o If one ambulance is commi>ed on a call, while less than opAmal, the engine can respond with three (3) and the ladder with two (2). In FY 2029 and/or FY 2030 the BFD should evaluate the impact of the enhanced staffing levels and its effect on both fire and EMS operaAons. The purpose of this evaluaAon will be to determine if seven (7) personnel per shiq is adequate, or if addiAonal staffing may be indicated at that Ame. If it is determined at that point that addiAonal staffing may be necessary, the following provides a snapshot of what a staffing level of eight (8) personnel would look like. ü Two ambulances with two (2) personnel each. o If a third ambulance is needed during the day, it can be staffed with staff personnel if they are available and/or a combinaAon of shiq and administraAve personnel. ü One engine with four personnel. ü For structure fire calls, alarm systems, etc., if all personnel are available then the engine and ladder can both respond with four (4) personnel. o If one ambulance is commi>ed on a call, the engine and ladder can both sAll respond with three (3) personnel. FIRE SERVICE ACCREDITATION AccreditaAon is a comprehensive self-assessment and evaluaAon model that enables organizaAons to examine past, current, and future service levels and internal performance and compare them to industry best pracAces. This process leads to improved service delivery.24 The Center for Public Safety Excellence’s (CPSE) accreditaAon program, administered by the Commission on Fire AccreditaAon InternaAonal (CFAI) allows fire and emergency service agencies to compare their performance to industry best pracAces in order to: Ø Determine community risk and safety needs and develop community- specific Standards of Cover. Ø Evaluate the performance of the Department. 24 h#p://www.publicsafetyexcellence.org/agency-accreditaDon/about-accreditaDon-cfai.aspx Town of Brewster, MA – Fire Department Staffing Analysis Page 120 Prepared by Municipal Resources, Inc. November 2023 Ø Establish a method for achieving conAnuous organizaAonal improvement.25 ParAcularly for emergency services, local officials need criteria to assess professional performance and efficiency. The CFAI accreditaAon process provides a well-defined, internaAonally recognized benchmark system to measure the quality of fire and emergency services.26 The Brewster Fire Department is operaAonally and administraAvely a well-managed and operated, full-service emergency provider. Based upon that premise, at some point in the future (perhaps aqer staffing levels are increased), the department, with support from the Town of Brewster, should consider undertaking the accreditaAon process. Although Ame consuming and labor intensive it would allow the department to be recognized for its excellence. CONCLUSION The Town of Brewster is well served by its fire department. The department provides a highly proficient level of fire and EMS services and has readily adapted to the demands placed on it in an ever-changing environment. Although service demands and capabiliAes were severely stretched by the impact of the Covid pandemic, the department conAnued to provide superior service. Unfortunately, staffing levels have not kept up with the increase in emergency calls, and the Town is frequently leq with inadequate coverage for both fire and emergency medical incidents. The on-duty staffing structure should be increased, and the Town should move toward staffing two ambulances while not sacrificing conAnuous fire coverage. The fire department’s community risk reducAon program (CRR) has the potenAal for strengthening the town’s resilience against all types of threats, both natural and manmade, and for training the public to deal with medical emergencies. Labor-management relaAons are mostly stable, and the department’s training and quality assurance iniAaAves help to ensure that personnel operate safely and effecAvely at fire scenes. Self-assessment and strategic planning iniAaAves will enable the fire department to evaluate its performance in comparison to naAonal standards, best pracAces, and other fire departments. The report should be studied in its enArety to gain a complete picture of MRI’s recommendaAons and the raAonale behind them. Town and fire department leaders may develop their own prioriAes; modify the recommendaAons based on the ever-changing needs of the town and the department; and coordinate soluAons based on Ame, personnel, and fiscal realiAes. 25 h#p://www.publicsafetyexcellence.org/agency-accreditaDon/about-accreditaDon-cfai.aspx 26 h#p://www.publicsafetyexcellence.org/agency-accreditaDon/about-accreditaDon-cfai.aspx Town of Brewster, MA – Fire Department Staffing Analysis Page 121 Prepared by Municipal Resources, Inc. November 2023 The MRI project team must stress again the ciWzens of the Town of Brewster should feel confident, and be proud of the fact, that the Brewster Fire Department is an extremely professional and capable public safety organizaWon that is providing a criWcal service to the community, day in and day out. The team conWnues to be impressed with the dedicaWon and commitment of its members. In order to address the 39 recommendaAons that have been idenAfied in this report, the Town of Brewster and the Brewster Fire Department should: 1. Approach them strategically and systemaAcally. 2. Use them as a roadmap to guide change and improvement within the department focused on service enhancement. 3. Refer to them when making recommendaAons, check them off as they are accomplished, and most importantly, recognize the posiAve achievements publicly. Town of Brewster, MA – Fire Department Staffing Analysis Page 122 Prepared by Municipal Resources, Inc. November 2023 CHAPTER VIII PROJECT TEAM The following members of our staff parAcipated in this project: TEAM LEADER: Peter J. Finley, Jr. most recently served as Chief of the Winslow Township Fire Department in New Jersey, where he was responsible for the planning, establishment, and iniAal deployment of the career component of the department. He previously served for 4 ½ years as the Chief of Department for the City of Vineland, New Jersey Fire Department where he iniAated significant changes within the department including updaAng and modernizing equipment, providing the department’s first ever formal officer training, and significantly increasing the capabiliAes of the regional hazardous materials response team. During his tenure the department received more than one million dollars in various grants. He formerly commanded the Vineland Rescue Squad gaining significant EMS operaAons and command experience, as well as compleAng an overhaul of that organizaAon’s operaAons. Chief Finley serves as an Adjunct Professor in the Fire Science Program at Camden County College. Chief Finley received his Associate in Applied Science degree from AtlanAc Community College in New Jersey, and earned his Bachelor of Science degree in Fire Science/AdministraAon from the University of Maryland. He is a graduate of the NaAonal Fire Academy’s ExecuAve Fire Officer Program, earning perfect scores on three of his four Applied Research Projects. He was awarded an Outstanding Research Award for his 2002 paper Atled, “ResidenAal Fire Alarm Systems: The VerificaAon and Response Dilemma”. Chief Finley holds nearly two dozen state and naAonal cerAficaAons and is a member of a number of fire service organizaAons, including achieving the presAgious Chief Fire Officer designaAon from the Commission on Fire AccreditaAon InternaAonal. He is a member of a number of fire service organizaAons and is currently serving as President of the New Jersey Career Fire Chiefs AssociaAon where he has been involved in the development and administraAon of fire service promoAonal examinaAons. From 2003–2005 he served on the Training and EducaAon Commi>ee of the Governor’s Fire Service and Safety Task Force. He also previously served on the state commi>ee that developed New Jersey’s first Firefighter I Instructor Manual. Town of Brewster, MA – Fire Department Staffing Analysis Page 123 Prepared by Municipal Resources, Inc. November 2023 PROJECT TEAM Donald P. Bliss reAred in July 2019 as vice president for field operaAons at the NaAonal Fire ProtecAon AssociaAon, Quincy, MA where he oversaw NFPA’s internaAonal division and NFPA’s regional operaAons in the U.S. and Canada. Prior to joining NFPA, Bliss was a senior project manager and public safety consultant with Municipal Resources, Inc., a municipal management consulAng firm based in Plymouth, NH. He also chaired various technical commi>ees at NFPA and served on the NFPA board of directors and the Fire ProtecAon Research FoundaAon board of trustees. From 2003 to 2012, he served as the director of the NI2 Center for Infrastructure ExperAse, a not- for-profit applied research group based in Portsmouth, NH dedicated to strengthening the security and resiliency of the naAon’s built criAcal infrastructure and key resources. Bliss served as the New Hampshire State Fire Marshal from 1992 unAl 2003. In the wake of the tragic events of September 11, 2001, he took over responsibility for New Hampshire’s emergency management and homeland security efforts. From 1983 to 1992, Bliss served as the fire chief in Salem, New Hampshire. From 1989 to 1992, he served as both fire chief and the town’s emergency management director. From 1980 to 1983, Bliss served as the director of the University of ConnecAcut Fire Department and as fire marshal for the University of ConnecAcut System. He began his career with the Durham-UNH Fire Department in 1970, rising from call firefighter to fire marshal/deputy chief. During his Ame in Durham, he also volunteered as an EMT with the Durham Ambulance Corps (now known as McGregor EMS) and served in various leadership posiAons, including president. Bliss has served as a subject ma>er expert on criAcal infrastructure protecAon with the Mobile EducaAon Team of the Center for Homeland Defense Studies at the U.S. Naval Postgraduate School and was an adjunct professor in the graduate public administraAon program at the University of New Hampshire. He currently serves on the Federal Emergency Management Agency (FEMA) NaAonal Advisory Council; the board of directors of McGregor EMS; and is a DisAnguished Senior Fellow at Northeastern University’s Global Resilience InsAtute. In 2020, he was named to the NaAonal Fire Heritage Center’s Hall of Legends, Legacies and Leaders. Bliss received a Bachelor of Arts in poliAcal science from the University of New Hampshire in 1973 and a Master of Public AdministraAon degree, also from the University of New Hampshire, in 1979. He has completed numerous courses at the NaAonal Fire Academy in Emmitsburg, Maryland. Town of Brewster, MA – Fire Department Staffing Analysis Page 124 Prepared by Municipal Resources, Inc. November 2023 Brian P. Duggan, Director Fire Services Group, reAred from the Fire Department in Northampton, Massachuse>s, where he insAtuted substanAal changes to modernize and restructure the enAre department including equipment, faciliAes, personnel, and training. In conjuncAon with his staff, Brian integrated Emergency Medical Services (EMS) into the organizaAon and created a regional Advanced Life Support (ALS) Program that currently serves 18 communiAes within the Northampton Area. He formerly commanded the Northborough, Massachuse>s, Fire Department, and has significant experience with the Massachuse>s Department of Fire Services where over three decades, he held several key posiAons. Following his reArement, Brian has conAnued his acAve fire service involvement by serving as both a volunteer chief fire officer and through conAnuing to develop training and cerAficaAon programs as a program Coordinator for the Massachuse>s Department of Fire Services. Mr. Duggan developed and directed the Graduate and Undergraduate Fire Science Programs at Anna Maria College in Paxton Massachuse>s from 1995 - 2003. Mr. Duggan has a Business Management/Fire Science degree from Providence College and a Master’s Degree of Business AdministraAon (MBA) from Nichols College in Dudley, Massachuse>s. He is also a graduate of the NaAonal Fire Academy ExecuAve Fire Officer Program and the Senior ExecuAve Program for State and Local Leaders at Harvard University. In December 2012, Mr. Duggan received a Master’s Degree in Homeland Security through the Naval Post Graduate School based in Monterey, California, where his thesis enAtled “Enhancing Decision-making during the First Opera*onal Period of Surge Events” was selected as an outstanding thesis. He was one of the first fire service professionals to be designated as a Chief Fire Officer by the Commission on Fire AccreditaAon InternaAonal. Brian led the Massachuse>s fire service through his affiliaAon as Chairman of the Fire Chief AssociaAon of Massachuse>s Technology Commi>ee and as a Regional Director on the Massachuse>s State Fire MobilizaAon Commi>ee. Mr. Duggan has authored several publicaAons, inclusive of wriAng SecAon 7, Chapter 3, Fire Department InformaAon Systems, in the Nineteenth and TwenAeth EdiAons of the NaAonal Fire ProtecAon AssociaAon’s Fire ProtecAon Handbook. Chief Duggan has been affiliated with MRI as a subject ma>er advisor since 2002 and he has served as Director of Fire Services since 2015. Currently, Mr. Duggan is regarded as an expert specific to fire service response to photovoltaic and ba>ery energy storage system (BESS) emergencies. He has developed several naAonwide training programs providing first responders with new insight on these emerging challenges. Select Board Meeting 12.04.23 For Your Information (FYIs) 1.October 2023 Housing Coordinator Update 2.Brewster CDBG Program Monthly Update 3.Housing Assistance Affordable Single Family Home for Sale -212 Yankee Drive 4.Application for Appointment to Zoning Board of Appeals (Corey Gill) 5.Xfinity Price Changes 6.Cape Light Compact Update on Rebate Processing 7.State Broadband Infrastructure Grant (MBI)- Comcast/Brewster 8.Cape Cod Metropolitan Planning Organization Sub-Regional Representative Election Results Housing Coordinator Update October 2023 Jill Scalise Ongoing Activities/ Projects 1.Community Outreach and Education (Housing Production Plan (HPP) Strategy #14 & 15) Responded to email, phone & in person requests for information and assistance, 72 total requests for housing information (48) or assistance (24). Open office hours Thursdays from 10-noon. Presented Brewster Housing update to over 20 realtors at the Brewster Realtors Tour gathering. Website announcement for Habitat Community Kickoff & outreach for surveys. Interview with CC Times. 2.Brewster Affordable Housing Trust (BAHT) (HPP assorted strategies, Select Board (SB) Strategic Plan H-1) Trust’s Affordable Buydown Program CPA funding on Town Meeting Warrant, has been recommended for approval by BHP, Community Preservation Committee(CPC), Finance Committee and Select Bord. Housing Program Assistant resumes reviewed, and initial interviews held. Trust working on additional items throughout this report and setting priority goals for FY24-25. 3.Spring Rock Village- comp permit for 45 affordable rental units off Millstone (SB H-4, HPP #12 & 16) Spring Rock Village $500,000 CP funding on Town Meeting Warrant, has been recommended for approval by Housing Partnership (BHP), CPC, Finance Committee and Select Board. 4.Comprehensive Permit Projects (HPP Strategy #16): Habitat for Humanity, Phoebe Way: Attended eligible applicant drawing for two homes. 5.Preservation of Housing and Related Support of Brewster Residents (SB H-3, HPP Strategies #20, 21 & 22) Community Development Block Grant (CDBG)- Completed outreach survey for Executive Office of Housing & Livable Communities (EOHLC). FY21 Housing Rehab moving towards closeout. 19 approved projects. 37 children utilizing childcare assistance funds. FY22/23 Grant administration RFP advertised. 6.Subsidized Housing Inventory (SHI) (HPP Strategies #21 & 22) 212 Yankee Drive- Pearl Construction continuing work and making great progress. Site visit with Assistant Town Manager Donna Kalinick. Communication with legal counsel regarding Barbie dolls and with Housing Assistance Corporation about home resale process. 6 Sachemus Trail- Affordable home resold. Compliance certificate signed by Town. As part of a deed violation agreement, a $1,000 payment was made to Brewster Affordable Housing Trust. Serenity Apartments at Brewster (27 affordable units)- Elevation Financial presented Serenity update & rent increase request to Select Board. Increase was approved as it’s below the allowable 80% AMI rent limit. 11 Sean Circle- communicated with EOHLC and realtor representing Freddie Mac. They are in the process of completing the final requirements prior to resale. 7.Housing Production Plan (HPP) (Select Board Strategic Plan Goal H-2) ADU: Bylaw revisions are on Town Meeting warrant. With Ms. Kalinick, visited recently built ADU. Brewster awarded $65,000 One Stop grant to examine Town zoning bylaws with a focus on multi-unit and mixed -use residential. Lead on grant and project: Town Planner, Jon Idman. 8.Collaboration and Education (HPP Strategies #7 &15) Participated in Housing 101 Training, Housing to Protect Cape Cod gathering, HOME Consortium and Brewster local business semi-annual roundtable. With Ms. Kalinick, presented Brewster Housing initiatives and CPC funding at the CPC Annual Hearing. Continued library discussion about potential housing Town book theme emphasis. Upcoming Events & Announcements: Habitat for Humanity’s Brewster Phoebe Way Community Kick-Off November 6th at 4PM at Brewster Baptist Church. Wall Raisings on Saturday November 11th at 8AM. Personnel Participated in Select Board, Housing Partnership & CPC meetings. Also worked with: Assessors, Building, Council on Aging, CPC, Finance, Health, Housing Partnership, Human Resources, Library, Planning, Public Works, Town Administration, & Water. Attended Open Meeting Law training and community briefing on Census data. TO: Donna Kalinick, Jill Scalise, Town of Brewster FROM: Cassie Boyd Marsh, Bailey Boyd Associates, Inc. DATE: December 1, 2023 RE: Brewster CDBG Program Monthly Update Administration: The administration of the grant continues to go well, with funds moving steadily and EOHLC reports submitted on time with positive feedback. We’re thrilled to begin moving forward with the FY22/23 grant as well. The RFP for HR Subgrantee has been posted and all start-up requirements have been submitted to EOHLC. Housing Rehabilitation: The FY21 Housing Rehab program continues to move toward the finish line. Of the 20 projects in total, 15 are complete and another 4 are under construction & on track. EOHLC recently approved the extension request for this program, which will allow the final project to finish after 12/31/23 if necessary. An unexpected family tragedy has delayed the last project, though they are now back and have chosen their materials, so progress is being made. For the grant year, elderly homeowners represent 80% of the projects. The program has also served two families with children. The majority of repairs & improvements have been focused on septic systems, barrier removal (accessibility), siding & windows. While delays in receiving supplies still impact forward momentum, TRI has successfully added several qualified General Contractors to the bidding pool which helps spread the workload and ensure fair bid prices. The projects this year are spread as follows: Brewster: 6, Dennis: 9, Wellfleet: 5. Childcare Subsidy Program: The Childcare Subsidy Program continues to move forward on multiple fronts. The FY21 program is beginning to wind down, with all funds encumbered. At this point, we work with families to ensure they can utilize their funding before the program ends. For those who will not need a portion of their allotted funds, we request permission to reallocate the unused amount to an approved family in need. We’ve received 37 family applications, of which 25 have been approved. 37 children have accessed funding through this grant year. The breakdown of children by town of residence is: Brewster: 18 Dennis: 18 Wellfleet:1 Meanwhile, the FY22/23 program is just beginning. Earlier this week, full applications & notifications were sent to all families who have submitted a pre-application or participated in this program in the past. The application is also available on our website for download. Childcare providers throughout the region were notified that new funding is available and we are already receiving inquiries! We’re looking forward to a busy first month or two reviewing applications, assisting families and allocating funding! Applications are available at: Housing Assistance Corporation Offffices, Brewster Town Hall,&Brewster Ladies Library. To requeesstt aa mailed application: Call:55008-771-540000 TTY on all lines or Email:lotteries@haconcapeecod.org. AFFORDABLE SINGLE FAMILY HOME FOR SALE 212 Yankee Drive,Brewster MA 02631 Price: $237,900 Deadline to Apply: February 2 @ 5PM This newly renovated 3-bedroom, 2-bathroom home is located in the heart of Brewster and offers a one-car garage and a charming back deck. Resale restriction. Income and asset guidelines apply. ->Eligible applicants can obtain a loan for the purchase price of the property. Primary residence only. First-time buyer with exceptions. The type of loan must comply with the Deed Restriction. Household income must be at or below 80% of the Area Median Income of Barnstable County. 1 person: $64,450, 2 persons: $73,650, 3 persons: $82,850, 4 persons: $92,050, 5 persons: $99,450, 6 persons: $106,800. Household assets must be no more than $75,000. Sign up for the Information Session on our website: haconcapecod.org/lotteries Date: January 10 at 6:00PM via Zoom FINAL Select Bd Appt Policy; version Oct. 28 Appendix C SELECT BOARD COMMITTEE APPLICATION SCREENING FORM Applicant Name Requested Committee 1. TOWN CLERK REVIEW a. Applicant is a registered Brewster voter: Yes No b. Date confirmed 2. SELECT BOARD LIAISON RECOMMENDATION TO SELECT BOARD a. Select Board Liaison Applicant Interview: i. Interviewer name (Select Board Liaison): ii. Interview date: b. Select Board Liaison Consultation with Committee Chair: iii. Committee Chair name: iv. Consultation date: v. Did Committee Chair also interview applicant? Yes No c. Was at least 1 Brewster reference contacted: Yes No N/A d. Select Board Liaison Recommendation: i. Recommend appointment. ii. Recommend appointment to other committee that is a better fit for applicant qualifications. iii. Recommend holding application for future opening. iv. Not recommended. 3. SELECT BOARD ACTION a. At a Select Board meeting held , the Applicant was appointed to for a term ending year term. 4. NOTIFICATION OF APPOINTEE AND TOWN CLERK a. Date notification of appointment sent to appointee and Town Clerk: FINAL Select Bd Appt Policy; version Oct. 28 Appendix B Town of Brewster SELECT BOARD COMMITTEE APPOINTMENT APPLICATION APPLICANT DIRECTIONS: • Thank you for your interest in serving Brewster. The Town aims to match applicants with committee service best aligned to your skills and interests as well as the committee's needs. • The Town may consider the information in this application, any supplemental information, and any other publicly available information. An appointment to any committee, board or commission is at the discretion of the Select Board. • Please complete this form online, or on paper, and submit a resume if desired to Erika Mawn, Town Administrator's Executive Assistant: o Email: EMawn ..Brewster-MA.gov o Mail: Erika Mawn, 2198 Main St., Brewster, MA 02631, or o In person: Town Administrator's Office or drop -box outside Town Hall. • After your application materials are received, you'll be contacted regarding next steps. Vacancies will be filled by applicants deemed best qualified to serve in a particular capacity, which discretion lies solely with the appointing authority. Submitting this form does not guarantee appointment. 1. Applicant name: 2. Address: 3. Phone Numbers: Home: 4. Email: Cell: 5. This is an application for: Full member status 6. Are you a full-time Brewster resident? 7. Years you've lived in Brewster: X Altemate status Yes No 5 8. Are you registered to vote in Brewster? X Yes No 9. Committees you are interested in serving on in order of preference: a I Zipliin Rokrr. b. c. NOTE: You may attach a resume or CV instead of completing items 10-14. FINAL Select Bd Appt Policy; version Oct. 28 10. EDUCATION. List schools attended, degrees/diplomas/certificates received, and date of completion. Name of School Degree/Diplomas Certificates Di lo oho. IV0.As44 Hi 1,1 NETT A 3 S o C;.jr D e rte Of SC, enLe Ai-tv.b.(t Ah+ fro-i'ive.Teclq o 11.00CUPATION: A o TeL1. ; civrr� Active Retired Date of Completion oo Not currently working 12. EMPLOYMENT EXPERIENCE. List employers, job titles and dates of employment for at least previous 3 years. Name of Employer l -A A law►0%;►e Job Title Dates of Employment OtAL C loo g - f rmvti- 13.GOVERNMENT POSITIONS. List any Town of Brewster or other government volunteer, elected, or appointed positions you now hold or have held. . i • . • 14. COMMUNITY ACTIVITIES. List all civic, non-profit, or other organizations that you belong to or have belonged to in the previous 5 years: a. Organizations and dates: (lusir ©F 2nerrll 44 ;so ;fie i4t' tLe. f►Nio TeJ. 9 r.-L►M al- +Le. IN/Q, c,p,, iz.d I,;51, ri1,41 �. 15.GOALS: Please explain why you'd like to serve on a particular committee. 4 Vol'"n+eer %A,/ fi e 'i�� +ti@ bvc.1 Wr prese.t✓;^� He cow - Of &re -v Sher, 16. EXPERIENCE & SKILLS: Please list any experience, achievements, skills, or interests you have that would assist you to serve effectively on the committee you wish to serve on. 17.TOWN EMPLOYMENT: Are you or any member of your immediate family employed by or receiving financial consideration from the Town of Brewster? Yes No 18. CONFLICTS OF INTEREST. Do any of your activities or relationships present the possibility or probability of a conflict of interest if you are appointed?(Does not automatically disqualify but may need to be disclosed) Yes J No 19. LOCAL REFERENCES: Please provide the names and contact information for references (Brewster residents preferred): a. Name: Address: Phone: Email: iZifz 14.1 4 . Relationship to you: L b. Name: Address: Phone: Email: i _ 1 Relationship to you: ro fok ^e.0.41-Cr /? Q ai 3l 20.ADDITIONAL INFORMATION. Please add an additional information you'd like. FINAL Select Bd Appt Policy; version Oct. 28 20. SIGNATURE. By signing below, you state that you understand and agree. • My completion of this form does not guarantee my appointment and my application will be kept on file for two (2) years. • If appointed to a position, I will be considered a Municipal Employee under MGL Ch. 268A and will be subject to: • Massachusetts Conflict of Interest Law, MGL Ch. 268A; • Massachusetts Financial Disclosure Law, MGL Ch. 268B; • Massachusetts Open Meeting Law, MGL Ch. 30A, Sections 18-25, and the implementing regulations, 940 CMR 29.00; • Massachusetts Public Records Law, MGL Ch. 66, and the implementing regulations, 950 CMR 32.00; • Massachusetts Campaign Finance Law, MGL Ch. 55; and • Brewster Charter, when in force, and Town bylaws, and all other applicable federal, state, and local laws or regulations. • If appointed, I must be sworn in by the Town Clerk before serving, and I will complete State Conflict of Interest training after appointment, as well as any other certifications required by law. • When submitted, I understand that this form becomes a public document. Signature: Date: xfIflIty November 17, 2023 Select Board Town of Brewster 2198 Main Street Brewster, MA 02631 Re: Important Information —Price Changes Dear Members of the Board: At Comcast, we are always committed to delivering the entertainment and services that matter most to our customers in your community, as well as exciting experiences they won't find anywhere else. We are also focused on making our network stronger in order to meet our customers' current needs and future demands. As we continue to invest in our network, products, and services, the cost of doing business rises. Rising programming costs, most notably for broadcast TV and sports, continue to be the biggest factors driving price increases. While we absorb some of these costs, these fee increases affect service pricing. As a result, starting December 20, 2023, prices for certain services and fees will be increasing, including the Broadcast TV Fee and the Regional Sports Network Fee. Please see the enclosed Customer Notices for more information. Should you have any questions, please do not hesitate to contact me at Michael_Galla@comcast.com. Very truly yours, Michael Galla, Sr. Manager Government Affairs Important information regarding your Xfinity services and pricing Effective December 20, 2023 Xfinity TV Services Current New Broadcast TV Fee Franchise Costs Brewster Moshpee Truro Regional Sports Fee Choice TV Select Choice TV Select - with TV Box (Flex upgrade) HBO, MGM+, and DVR Netflix, HBO, Showtime, and DVR $24.70 528.25 $0.51 $0.57 50.66 S0.73 $0.39 $0.44 $14.45 514.95 537.50 $43.50 547.50 $53.50 $30.98 $31.98 558.47 $59.47 Xfinity Internet Current New Connect Connect More Fast Superfast Gigabit Gigabit Extra Gigabit x2 $65.00 $68.00 587.00 $90.00 $102.00 $105.00 $107.00 $110.00 $112.00 5115.00 $117.00 $120.00 $130.00 $120.00 Xfinity Home Current New Pro Protection Pro Protection Plus Brewster, MA 87731000 (2630,2650,2680) $50.00 $55.00 $60.00 $65.00 P188AJ24 Important Information - Price Changes December 20, 2023 Additional Information Continued SERVICES NO LONGER AVAILABLE FOR NEW SUBSCRIPTIONS 1 Current New Extreme 150 _ $ 38.00 $ 35.00 Digital Preferred Tier w/HBO $ 34.99 $ 35.99 Choice TV Select $ 32.50 $ 43.50 Pro Protection $ 50.00 $ 55.00 Digital Preferred Tier w/Sports and 4 Premiums $ 62.00 $ 65.00 Performance Starter $ 65.00 $ 68.00 Digital Preferred Tier w/Sports and 5 Premiums $ 66.00 $ 69.00 Performance Internet Additional Outlet with TV or Voice service $ 67.00 $ 70.00 Digital Preferred Tier w/ 5 Premiums $ 67.00 $ 70.00 HSD AO $ 87.00 $ 90.00 Internet Plus Double Play with HBO $ 90.99 $ 96.99 Choice TV Double Play $ 90.99 $ 96.99 Internet Pro Plus w/Showtime Double Play $ 94.99 $ 100.99 Internet Pro Plus Double Play with HBO $ 97.99 $ 103.99 Choice TV Triple Play $ 100.99 $ 106.99 Economy Double Play $ 102.99 $ 108.99 Performance Internet and Unlimited Voice Double Play $ 111.95 $ 114.95 Blast Plus Double Play with HBO $ 112.99 $ 118.99 Standard+ Double Play $ 114.99 $ 120.99 Basic Pro Triple Play $ 115.99 $ 121.99 Select Double Play $ 122.99 $ 128.99 Economy Pro Triple Play $ 123.99 $ 129.99 Digital Premier with Sports and 4 Premiums $ 129.27 $ 132.27 Blast Internet and Unlimited Voice Double Play $ 131.95 $ 134.95 Digital Premier with Sports and 5 Premiums $ 133.27 $ 136.27 Extra Double Play w/ Performance Internet $ 134.27 $ 137.27 SERVICES NO LONGER AVAILABLE FOR NEW SUBSCRIPTIONS Current New Digital Premier With 5 Premiums $ 134.27 $ 137.27 Standard+ More Triple Play $ 131.99 $ 137.99 Preferred Extra Triple Play $ 132.99 $ 138.99 Select+ Double Play $ 141.99 $ 147.99 Signature Double Play $ 142.99 $ 148.99 Value Plus Triple Play $ 145.99 $ 151.99 Select Triple Play $ 151.99 $ 157.99 Digital Preferred Double Play w/Performance Pro Internet $ 154.99 $ 160.99 Starter Triple Play $ 157.99 $ 163.99 Select+ More Triple Play $ 160.99 $ 166.99 HD Starter Triple Play $ 165.99 $ 171.99 Preferred Triple Play $ 170.99 $ 176.99 Signature Triple Play $ 171.99 $ 177.99 Signature+ Double Play $ 171.99 $ 177,99 Super Double Play $ 172.99 $ 178.99 HD Preferred Triple Play with Hitz $ 180.99 $ 186.99 HD Preferred Plus Triple Play $ 190.99 $ 196.99 Signature+ More Triple Play $ 190.99 $ 196.99 Super+ Double Play $ 191.99 $ 197.99 Premier Double Play w/Performance Pro Internet $ 192.99 $ 198.99 HD Preferred Extra Triple Play $ 197.99 $ 203.99 HD Preferred Plus Triple Play with Hitz $ 200.99 $ 206.99 Super Triple Play $ 201.99 $ 207.99 Super+ More Triple Play $ 201.99 $ 207.99 HD Premier Triple Play w/ Blast! Internet $ 225.99 $ 231.99 HD Premier XF Bundle Triple Play $ 225.99 $ 231.99 HD Complete XF Triple Play $ 244.99 $ 250.99 GBR-188 PRESS RELEASE For Immediate Release: November 30, 2023 An Update on Rebate Processing from the Cape Light Compact South Yarmouth, MA – In July 2023, The Cape Light Compact along with the other Sponsors of Mass Save® switched to a new rebate processor. This was done with the intent to improve the existing rebate process, but the transition has resulted in delays in rebate payments for customers. The current processing time for rebates is 8-12 weeks from the date of the rebate application submission. Applications that are incomplete or flagged for an inspection may take additional time to resolve. The Compact is working diligently with the processor to get checks to customers, but if you have constituents who are having trouble with the rebate process, we encourage them to contact the appropriate organization. Customers seeking rebates for heat pumps displacing oil, propane, or electric resistance; oil or propane boilers; and furnaces as well as rebates for thermostats or any eligible appliances or products who have not received their check in the 8-12 week timeframe should contact the Compact at info@capelightcompact.org or by calling 1-800-797-6699. The Compact does not oversee rebates for natural gas equipment, including boilers, furnaces, thermostats, or heat pumps displacing natural gas systems. National Grid manages these, and customers who do not receive their rebate in 8-12 weeks should call 1-888-855- 0340 or email MARebates@resource-innovations.com. The following are tips for customers to ensure rebates are processed promptly: 1. The Compact always recommends submitting online through the rebate portal found at www.masssave.com/savings. Online submissions are instantly trackable compared to mail-in applications. For More Information Contact: Dan Schell Senior Analyst – Retail Programs & Demand Response dan.schell@capelightcompact.org 508-744-1275 2. Ensure you have provided all required documents and met all the eligibility criteria listed on the equipment page on the Mass Save site or the rebate form. 3. If you have a mailing address different than your service address, ensure you include both on the application. Customers can check their status at www.masssave.com/savings using their reference number, provided during submission, and their zip code. The Cape Light Compact is dedicated to working with our customers and your constituents to ensure that they receive their rebate applications in a timely manner. ABOUT CAPE LIGHT COMPACT JPE Cape Light Compact JPE, is an award-winning energy services organization operated by the 21 towns on Cape Cod and Martha’s Vineyard and Dukes County. The Compact’s mission is to serve its 205,000 customers through the delivery of proven energy efficiency programs, effective consumer advocacy and renewable competitive electricity supply. For more information, visit www.capelightcompact.org. ### Archive d: Friday, December 1, 2023 3:08:15 PM From: Galla, Michael Se nt: Friday, December 1, 2023 3:01:38 PM To: townmanager Cc: Donna Kalinick Subje ct: Comcast GAP Funding Application Importance : Normal Se ns itivity: None Good Afte rnoon, Comcast is pl anning to submit an appl i cation for the MA GAP Funding Grant to provi de service to the unserve d are as withi n Cape Cod. Our appl i cation is due by Dece mber 11th . Whi le the vast majority of Cape Cod and Bre wster has been buil t, this appli cati on wi ll be used to provi de se rvi ce to all Cape and Brewster re si de nts. We greatl y appre ci ate the Town provi di ng Comcast wi th a l e tte r of support for our appl i cation. Be l ow is a draft lette r that can be copi e d onto Town lette rhead or modi f i ed as you se e f i t. Pl e ase contact me wi th any que sti ons you may have . DATE Re : MBI Broadband Inf rastructure Gap Ne tworks Grant Program To whom i t may concern, The Commonwe al th of Massachusetts through i ts Capi tal Projects Fund has e stabl ishe d the Broadband Infrastructure Gap Networks Grant Program. Thi s program wi l l f und broadband to unserve d are as and the Town of Brewste r i s ve ry happy to he ar that Comcast i s planni ng to submi t an appli cati on. Comcast is an e x tre mel y valuabl e company and partne r wi thi n the Town of Bre wster whi ch re li e s he avil y upon Comcast’s i nfrastructure . The y have conti nuall y i nve ste d i n the ir network provi di ng a fast, se cure and rel iabl e product that can meet the growing busi ne ss and re si de nti al ne e ds. Comcast se rvi ces prove d critical duri ng the Covi d pande mi c. The community was abl e to succe ssfull y transiti on to re mote l e arni ng and working by uti l i zing Comcast’s robust ne twork. Broadband conti nue s to be i ntegral to our communi ty’s ne e ds and Comcast i s the be st company to provi de the “l ast mi l e ” conne ctions. We hi ghl y support Comcast’s Broadband Inf rastructure Gap Ne tworks Grant Program appl i cati on and re comme nd the y re cei ve the f undi ng needed to conne ct unse rve d re si de nts withi n the Town of Brewste r. Thank you, Name Se lect Board Chair Town of Brewste r Mi chae l Gal l a Sr. Manage r Gove rnme nt & Regul atory Affai rs Comcast Cable Communi cati ons Inc. Phone : (508) 732-1536 Ce l l : (339) 832-7395 Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 brewster-ma.gov Office of the: Select Board Town Manager Massachusetts Broadband Institute (MBI) Massachusetts Technology Collaborative 75 North Drive Westborough, MA 01581 RE: Letter of Support for Comcast Application to the Massachusetts Broadband Institute for the Broadband Infrastructure Gap Networks Grant Program December 4, 2023 To whom it may concern, The Commonwealth of Massachusetts through its Capital Projects Fund has established the Broadband Infrastructure Gap Networks Grant Program. This program will fund broadband to unserved areas and the Town of Brewster is very happy to hear that Comcast is planning to submit an application. Comcast is an extremely valuable company and partner within the Town of Brewster which relies heavily upon Comcast’s infrastructure. They have continually invested in their network providing a fast, secure, and reliable product that can meet the growing business and residential needs. Comcast services proved critical during the Covid pandemic. The community was able to successfully transition to remote learning and working by utilizing Comcast’s robust network. Broadband continues to be integral to our community’s needs and Comcast is the best company to provide the “last mile” connections. We highly support Comcast’s Broadband Infrastructure Gap Networks Grant Program application and recommend they receive the funding needed to connect unserved residents within the Town of Brewster. If you have any further questions or concerns related to this letter, please feel free to contact Peter Lombardi, Town Manager at (508) 896-3701. Sincerely, Peter Lombardi Town Manager Town of Brewster Archive d: Friday, December 1, 2023 3:37:30 PM From: Steven Tupper Se nt: Friday, December 1, 2023 3:25:58 PM To: Steven Tupper Cc: Kristy Senatori Subje ct: CCMPO Sub-Regional Representative Election Results Importance : Normal Se ns itivity: None Notice to Sel e ct Board Me mbe rs, Thank you to everyone who partici pated i n the Cape Cod Me tropoli tan Pl anni ng Organi zati on (CCMPO) el e cti on of sub- re gi onal repre se ntatives for the three-ye ar term be gi nni ng January 1, 2024. A spe ci al thanks to all of the candidate s who ran i n the e lection. We conti nue to we lcome and encourage partici pati on in the CCMPO meeti ng by all me mbers of the community and are happy to re cogni ze Sel e ct Board me mbers i n atte ndance at the meeti ngs. I am pl ease d to announce the re sul ts of the e lecti on that took place at the Novembe r 20, 2023 CCMPO me e ti ng: * Sub-re gi on A: Towns of Bourne, Fal mouth, Mashpe e and Sandwi ch * Edwin P. Zyl inski (Fal mouth) * Sub-re gi on B: Towns of Yarmouth, and Denni s * Pe ter Q. Smi th (Yarmouth) * Sub-re gi on C: Towns of Brewste r, Harwi ch, Chatham, and Orl e ans * Ke vi n Gal li gan (Orl e ans) – returni ng re pre sentati ve * Sub-re gi on D: Towns of Eastham, We ll fl e e t, Truro and Provi nce town * Art Autori no (Eastham) I also would l i ke to se nd a thank you to outgoing me mbe rs, Judi th Froman (Bourne), She ryl McMahon and al ternate Jame s Pl ath (Denni s), and Robert Wei nstei n (Truro), for the i r se rvi ce on the CCMPO. Over the past thre e years the CCMPO has had a numbe r of si gni ficant achi e ve ments i ncl uding the adopti on of the 2024 Cape Cod Re gi onal Transportati on Pl an, fundi ng wel l ove r $100 mi ll ion i n transportati on projects ove r the l ast thre e years of the Transportati on Improve me nt Program with $430 mi l l i on in proje cts funde d for the ne x t f i ve years, and pl anning and data col lection e fforts i n al l fi fte e n towns. I am l ooki ng forward to some busy ye ars ahead with the CCMPO taking on some si gnificant transportati on chal l enge s faci ng the re gi on. As al ways, pl e ase let me know if you have any que sti ons about the CCMPO. Thank you, Ste ven CCMPO El e ction Of fi ci al Steven TupperDeputy DirectorCape Cod Commis s ion508-744-1232stupper@capeco dcommiss ion.o rg