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HomeMy Public PortalAboutSelect Board -- 2023-12-04 Minutes,41'"'' , E w V,mu�+ Town of Bre�r$te�° �Wr, 1�,, ° 2198 Main Street A = Brewster, MA 02631-1898 o _Phone: (508) 896-3701 www.brewster-ma.gov RP9 Rte' e MINUTES OF THE SELECT BOARD MEETING DATE: December 4, 2023 TIME: 6:00 PM PLACE: 2198 Main Street, Room A Office Select Board Town Manager REGULAR SESSION Participants: Chair Chatelain, Selectperson Chaffee, Selectperson Hoffmann, Selectperson Whitney, Selectperson Bingharp, Town Manager Peter Lombardi, Assistant Town Manager Donna Kalinick, Finance Director Mimi Bernardo, Finance Committee Members: Chair Pete Dahl, Frank Bridges, Alex Hopper, Bill Meehan, Patrick Buck:ey, Robert Tobias, Bob Young, Andy Evans, Peter Finlay (Municipal Resources Inc.), Fire Chief Robert Moran Remote Participants: Finance Committee member Bill Henchy Call to Order Declaration of a Quorum, Meeting Participation Statement and Recording Statement Chair Chatelain called.`the meeting to order at 6:00pm, declared a quorum and read both the meeting participation and recording statement. Public Announcements and Comment None w. Select Board Annountements and Liaison Reports - r None Town Manager's Report Mr. Lombardi shared that the Board for the Nauset Youth Alliance (NYA) has communicated that they have up to $350K available`to help with the costs of a new playground at the Stony Brook Elementary School. The Town will be working,with the schools and NYA through the process and in coordination with the Whitecaps. ConsentAgenda a. Approval of 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 Ladle Library d. One Day Liquor License Applications: Maplewood Senior Living and Brewster Sportsman's Club e. Request to Utilize Town Equipment: Homeless for the Holidays (Brewster Fire/Rescue Association) f Selectperson Hoffmann moved to approve the Consent Agenda of December 4, 2023, with conditions as outlined in the packei. Selectperson Bingham second. A roil 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. Select Board 12.04.2023 www.brewster-ma.gov Page 1 of 10 Vote to Disband Vision Planning Committee and Amend Bay Property Planning Committee and Pond Property Planning Committee Charge Mr. Lombardi noted that the amended charge of the Vision Planning Committee (VPC) last Spring was to take the Local Comprehensive Planning (LCP) process through to completion, which was accomplished with the adoption of the LCP at Town Meeting. The Select Board will take formal action to disband the VPC, while recognizing that., membership of the Bay Property Planning Committee (BPPC) included a member of the VPC. The VPC representative to the Pond Planning Committee served as a liaison role. The recommendation is tliat the Select Board disband the VPC, thank them for their outstanding work over the past several years ancf to create an at large seat on the BPPC. The goal is to keep the individual who has been serving in that capacity for the past couple of years in the role. The Board will take formal action next week on this appointment. Selectperson Hoffmann moved that the Board vote to disband the Vision Planning Committee. Selectperson Bingham second. A rdII 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 amend the Bay Property Planning Committee and the Pond Property Planning Committee charges as outlined in the memorandum in the packet. Selectperson Bingham second. A roll call vote was taken. Selectperson Bingham -yes, Selectperson Hoffmann -yes, Selectperson Chaffee -yes, Selectperson Whitneyyes, Chair Chatelain-yes. The Board vote was 5 -Yes, 0 -No. FY25-29 Financial Forecast Presentation, Discuss FY25 Budget Development Guidelines and Review FY25 Budget Calendar Joint with Finance Committee Chair Dahl called the Finance Committee meeting to order and declared a quorum with one member ;f remote. is Mr. Lombardi noted that the FY25 Operating Budget development process includes a 5 -year Financial Forecast. The Brewster Finance Team was the recipient of the 2024 Government Finance Officers Association (GFOA) distinguished budget presentation award. This is both a reflection on the transparency and thoroughness to the budgeting process and how the Town communicates to our residents. The process brings value to residee is and demonstrates how the Town works within the tax levy. Finance Director, Mimi Bernardo started with a FY24 Budget recap: • Continued conservative in revenue estimates due to uncertainty of continued pandemic impacts, supply chain issues, and concerns about possible recession. • Personnel expenses increased by 2.5% for COLA, contractual step increases, and the implementation of recommendations from the compensation and classification study. There are no more financial implications of the compensation and classification study. • Contributed $300K to Town OPER, divided fairly between General Fund (89%),`Water (7%) and Golf (4%) based on`rtotal budget and allocated portions between the three. • Based on antilipated revenues from Short -Term Rentals (STR) the Town appropriates 50% to the Affordable Housing Trust ($500K), 25% to Capital Stabliszation ($250K) and 15% to the Water Quality i` f.' Select Board 12.04.2023 www.brewster-ma.gov Page 2 of 10 Town of Brewster 9f° �4"\��OVIE"'sr"'//0'; ��q % Select Board 3 `er 2198 Main Street Town Manager Brewster, MA 02631-1898 > = 0% — _ y Phone: (508) 896-3701 ^- www.brewster-ma.gov /�%�/llli Vote to Disband Vision Planning Committee and Amend Bay Property Planning Committee and Pond Property Planning Committee Charge Mr. Lombardi noted that the amended charge of the Vision Planning Committee (VPC) last Spring was to take the Local Comprehensive Planning (LCP) process through to completion, which was accomplished with the adoption of the LCP at Town Meeting. The Select Board will take formal action to disband the VPC, while recognizing that., membership of the Bay Property Planning Committee (BPPC) included a member of the VPC. The VPC representative to the Pond Planning Committee served as a liaison role. The recommendation is tliat the Select Board disband the VPC, thank them for their outstanding work over the past several years ancf to create an at large seat on the BPPC. The goal is to keep the individual who has been serving in that capacity for the past couple of years in the role. The Board will take formal action next week on this appointment. Selectperson Hoffmann moved that the Board vote to disband the Vision Planning Committee. Selectperson Bingham second. A rdII 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 amend the Bay Property Planning Committee and the Pond Property Planning Committee charges as outlined in the memorandum in the packet. Selectperson Bingham second. A roll call vote was taken. Selectperson Bingham -yes, Selectperson Hoffmann -yes, Selectperson Chaffee -yes, Selectperson Whitneyyes, Chair Chatelain-yes. The Board vote was 5 -Yes, 0 -No. FY25-29 Financial Forecast Presentation, Discuss FY25 Budget Development Guidelines and Review FY25 Budget Calendar Joint with Finance Committee Chair Dahl called the Finance Committee meeting to order and declared a quorum with one member ;f remote. is Mr. Lombardi noted that the FY25 Operating Budget development process includes a 5 -year Financial Forecast. The Brewster Finance Team was the recipient of the 2024 Government Finance Officers Association (GFOA) distinguished budget presentation award. This is both a reflection on the transparency and thoroughness to the budgeting process and how the Town communicates to our residents. The process brings value to residee is and demonstrates how the Town works within the tax levy. Finance Director, Mimi Bernardo started with a FY24 Budget recap: • Continued conservative in revenue estimates due to uncertainty of continued pandemic impacts, supply chain issues, and concerns about possible recession. • Personnel expenses increased by 2.5% for COLA, contractual step increases, and the implementation of recommendations from the compensation and classification study. There are no more financial implications of the compensation and classification study. • Contributed $300K to Town OPER, divided fairly between General Fund (89%),`Water (7%) and Golf (4%) based on`rtotal budget and allocated portions between the three. • Based on antilipated revenues from Short -Term Rentals (STR) the Town appropriates 50% to the Affordable Housing Trust ($500K), 25% to Capital Stabliszation ($250K) and 15% to the Water Quality i` f.' Select Board 12.04.2023 www.brewster-ma.gov Page 2 of 10 rsr°a',%� Office of: Town of Brewster o�F;rA aF9 �,, Select Board 2198 Main Street Town Manager a n = Brewster, MA 02631-1898 o es Phone: (508) 896-3701 _ www.brewster-ma.gov Stabilization ($1501K) account. The remaining 10% goes to the General Fund to support programs and initiatives identified in the Select Board's Strategic Plan. • Targeted staffing enhancements include an additional full-time employee, 3 additional part-time employees, and increased hours for three positions. • Cape Cod Tech', assessment decreased by 11% ($122,766) due to enrollment decrease from Brewster residents. • Between the Brewster Elementary Schools and Nauset Regional Schools there was an operating override of just under $1M, a forever increase to the tax levy. The total increases for Nauset were just under 8% as well as the Brewster Elementary Schools. • The Median Single Family home value increased by 11.7% to $710,900, the FY24 Tax Rate decreased by 2.6% to $6.81 per $1000. The Medium Single Family Tax Bill increased by $390 to $4,841: o 50% of. increase from the Nauset High School Building project debt exclusion o 25% dIncrease from Nauset School overrides (District & Elementary) o 25% of'increase from the general Proposition 2'/: increase to support all Town increases and 4% school increases Mr. Lombardi presented the revenue assumptions for FY25: • New Growth (new construction) = $250K • State Aid (cherlry sheet) =2% increase, last year's increase was under 2%. State aid is less than $31VI total, doesn't have much of an impact on the revenue side. • Local Receipts - o Free Cash totals have come in high over the past couple of years, one major reason is that local receipts, looking at our trends, felt we could increase our projections for FY25 to a 7.5% increase. For FY26, 6.75% increase and in FY27-29 about a 4.75% increase for local receipts. • Short -Term Rental revenues greatly exceeded'our projections, the challenging part is that they came down Q1 this past summer by about 20%. More conservative on this and assumed $1M for FY24, up just 5% for FY25 and then annual increases of 5%. Only 10% of these revenues go to supporting operating expenditures, the rest other allocated to the three other funding sources through transfers. • Solar Revenues: 20 -year lease agreement for the solar carports at Captains, $70K go to the Enterprise fund for the golf course and the remaining about $20K is included in the General Fund for gV shared Ener ''Mana ger. • New Marijuana Revenues: both licensed Brewster facilities have been open for several months, the State requires'a full year of revenues before we project any revenues in building the operating budget. Looking at $150K/year starting in FY26 and increasing by $50K for FY27-29. • Indirects for Water Department and Golf Enterprise Fund, assuming a 5% increase in FY25 and beyond, to track increases in personnel costs. C • Overlay Reserves: assuming $250K/year (includes abatements), the Town is proposing a childcare subsidy pilot program, based on the current balance there will be sufficient funding to cover current costs and support year one of the subsidy program. Select Board 12.04.2023 :a www.brewster-ma.gov Page 3 of 10 Ms. Kalinick presented on General Expenses, noting that the Town is looking at a 3% increase and has targeted increases that we know will occur in FY25, particularly for the utilities. The Natural Gas agreement is expected to increase, as well as our electric power supply, an approximate 55% increase, on the supply side, not the rate side;: Health and Human Services increased by 10% and there was a decrease in the legal budget based on previous years' actuals, which helps to offset other increases. • Personnel will have a 2.5% COLA increase in FY25-26, plus annual step increases. • Nauset Schools carried a 3% increase for both the Region and the Elementary schools from FY25-29 • Cape Cod Techincrease of 2.5% in FY25-29 • Benefits: o Pension assessment assumed at 11% increase based on past actuals, with 10% in FY26-27 and 9% in FY28-29. o Health insurance increase of 4% in FY25-29, we have seen modest rate increases over the past couple of years. • Transfer Expense Assumptions include: o OPEB-$300K, with $264K from General Fund o Housing Trust - $525K, which is 50% of Short -Term Rental revenues o Capital�Stabilization- $262.5K, which is 25% of Short -Term Rental revenues o. (Nater huality Stabilization - $157.51K, which is 15% of Short -Term Rental revenues Ms. Kalinick shared Wat a large portion of our overall expense budget, about $65M, goes to education, followed by Employee; benefits, public safety, and general government. Important to note that our Town debt had an increase over the last two fiscal years tied to the Sea Camps purchase, around 6% of general fund debts as it relates to the overall operating budget. a Ms. Bernardo presented the excluded debt, noting that almost all of the Town's debt is excluded debt, which means that we;`are allowed to raise the tax levy by the amount of the payments each year. The only two items that are not excluded debt are from the library parking lot and the demolition of the tri -town septage facility. • Sea Camps BaY Property -first payment in FY23, just under $1.3M, second payment in FY24 was $9811(and thetpayment in FY25 will be the same. • Nauset High School - $133M debt issues with an assumed 25 -year level debt term starting in FY24 o First payment in FY24 was just under $2.1M, for FY25 the payment will increase to just over $4M, the tax impact on the average median home in FY25 is just under $500. • Cape Cod Tecli High School- $81M debt issuance 0 20 -year term, level principal, started in FY20 o FY25 payment is $441,653, down $30K from FY24 Mr. Lombardi pointed�out the Town's purchase of the Sea Camps was $26M, all was excluded, and we have only been taxing on the $20M for the Bay property. The Town Meeting plan was to finance the $6M for the Pond Property within'in the tax levy. Since that time, we have been allocating several $100K within the tax levy to cover the ann dal payments. Adding that as we near finalizing the plans for the properties, we will know what our funding partners financial contributions are, who had originally committed over $31VI in 5; Select Board 12.04.202 www.brewster-ma.gov Page 4 of 10 is Town of BrewsterOffice of - ,.•�°°E"'.sr�%, Select Board 3 ` 2198 Main Street Town Manager Brewster, MA 02631-1898 a a ° y r Phone: (508) 896-3701 www.brewster-ma.gov Ms. Kalinick presented on General Expenses, noting that the Town is looking at a 3% increase and has targeted increases that we know will occur in FY25, particularly for the utilities. The Natural Gas agreement is expected to increase, as well as our electric power supply, an approximate 55% increase, on the supply side, not the rate side;: Health and Human Services increased by 10% and there was a decrease in the legal budget based on previous years' actuals, which helps to offset other increases. • Personnel will have a 2.5% COLA increase in FY25-26, plus annual step increases. • Nauset Schools carried a 3% increase for both the Region and the Elementary schools from FY25-29 • Cape Cod Techincrease of 2.5% in FY25-29 • Benefits: o Pension assessment assumed at 11% increase based on past actuals, with 10% in FY26-27 and 9% in FY28-29. o Health insurance increase of 4% in FY25-29, we have seen modest rate increases over the past couple of years. • Transfer Expense Assumptions include: o OPEB-$300K, with $264K from General Fund o Housing Trust - $525K, which is 50% of Short -Term Rental revenues o Capital�Stabilization- $262.5K, which is 25% of Short -Term Rental revenues o. (Nater huality Stabilization - $157.51K, which is 15% of Short -Term Rental revenues Ms. Kalinick shared Wat a large portion of our overall expense budget, about $65M, goes to education, followed by Employee; benefits, public safety, and general government. Important to note that our Town debt had an increase over the last two fiscal years tied to the Sea Camps purchase, around 6% of general fund debts as it relates to the overall operating budget. a Ms. Bernardo presented the excluded debt, noting that almost all of the Town's debt is excluded debt, which means that we;`are allowed to raise the tax levy by the amount of the payments each year. The only two items that are not excluded debt are from the library parking lot and the demolition of the tri -town septage facility. • Sea Camps BaY Property -first payment in FY23, just under $1.3M, second payment in FY24 was $9811(and thetpayment in FY25 will be the same. • Nauset High School - $133M debt issues with an assumed 25 -year level debt term starting in FY24 o First payment in FY24 was just under $2.1M, for FY25 the payment will increase to just over $4M, the tax impact on the average median home in FY25 is just under $500. • Cape Cod Tecli High School- $81M debt issuance 0 20 -year term, level principal, started in FY20 o FY25 payment is $441,653, down $30K from FY24 Mr. Lombardi pointed�out the Town's purchase of the Sea Camps was $26M, all was excluded, and we have only been taxing on the $20M for the Bay property. The Town Meeting plan was to finance the $6M for the Pond Property within'in the tax levy. Since that time, we have been allocating several $100K within the tax levy to cover the ann dal payments. Adding that as we near finalizing the plans for the properties, we will know what our funding partners financial contributions are, who had originally committed over $31VI in 5; Select Board 12.04.202 www.brewster-ma.gov Page 4 of 10 is 40"oo � 3 r „h///�G. V11' F�, ice of: Town of Brewster Select Board m 2198 Main Street Town Manager 3� ° Brewster, MA 02631-1898 = rV– 0 Phone: (508) 896-3701 a _— www.brewster-ma.gov A pledges. We will thendecide on what the plan is to cover any balance, Mr. Lombardi feels confident we will be able to finance without impacting the tax rate. There was clarification on Nauset High School, the total project costs is $180M, debt issuance is expected around $133M and Brewster's share of the debt is about $65M. It was acknowledged that there are no assumptions in the operating budget relative to the costs of the Sea Camps planning process, these will be incorporated into the Capital plan and the operating budget to the extent that we'will be relying on excluded debt to finance costs. Mr. Lombardi reviewed the forecast implications, noting that the Town is in a good position and a similar place to last year. in FY26 levy capacity is down to $150K and starting in FY27 our expenses outpace revenues by about $5OK on a $60M budget, this is a comfortable position to be in overall. • Estimated FY25 General Fund revenue totals equals about $58M • Projected FY25 expenses is about $57.9M , • Estimated available FY24 levy capacity a little over $200K t t The FY25 Operating Bdget development gives the Finance team direction for recommended guidance, which includes targeting school expense increases at 3%, any more than this will likely need to be funded via an operating override. The recommended message to Town Departments is to deliver a level service budget and provide substantial compelling rational for any kind of significance. Mr. Lombardi reviewed the schedule for the budget development with presentations in early February. All presentations will be available on the Open�Gov platform. The Capital budgeting is underway as most requests are brought to the Fall Town Meeting. The Town Finance team has been working with department heads on refining their FY24 capital requests,`the goal is to try to bring in the request at about $2M in Free Cash. With the Select Board's financial reserves policy, the Town should be able to close out FY24 with around $1M. 3 Mr. Lombardi'reviewed the Select Board's FY24-25 Strategic Plan goals and how they connect to the Operating Budget and°approach. Areas that might have staffing implications for the FY25 budget include: • Providing interim public access to and activities on both Sea Camps properties. • Recreation Department review for support that is needed for them to deliver current and enhanced programs, recognizing it will look different when we get through the Sea Camps planning process. o Conduct assessment of community recreation needs, develop implementation plan and provide staffing support to deliver enhanced recreation services. • Identity areas and evaluate the needs to increase incremental staffing to meet the demands of our residents and maintain standards. • Evaluate impacts of Shor-term Rentals on the community, including registration program or other local regulatioCs or bylaws which would require staffing support. This is not a FY25 operating impact, but somethingto keep in mind when we work through the policy issue. There was a review of operating budget tax relief, goals include: • Exploring potential partnerships and revenue generating opportunities specific to the Sea Camps. The Town recently announced a partnership with Mass Audubon who are committed to contributing $3.5M in total.` i Select Board 12.04.2023` www.brewster-ma.gov Page 5 of 10 e2 (Wice of* V F Iva? - % Town of Brewster Select Board 2198 Main Street Town Manager Brewster, MA 02631-1898 0 Phone: (508) 896-3701 www.brewster-ma.gov ,�co PO • Evaluate strategies to reduce the tax burden on our residents, which include the Board's interest in opening the Re ' ginal School Agreement and interest in submitting for State grant to examine regionalization of elementary schools across the district. • Launching a pil,ot program for childcare subsidy and implementing it in equitable and sustainable manner. Selectperson Hoffmafth' asked about Brewster's share of the current debt payment for the Nauset High School. In FY24, Brew4er's share of the debt payment is just over $2M, in FY25 for the full load of the debt, the payment is just over $4M, for the medium-priced homeowner it will be about $500. Mr. Lombardi added that the numbeirs for FY25 are estimated numbers based on the most recent information, the debt will be issued at the end of the fiscal year. Selectperson Whitney inquired about the new growth forecast, Mr. Lombardi noted that part of the reason that new growth projects are up is that it is not just about the volume, but the value.bs well. Finance Committee member Meehan asked if the guidance to the Nauset Regional School Administration to keep increases at 3% has been communicated to them. Mr. Lombardi noted that not at this time, and it will happen after this meeting. Member Hooper aske8l about the two marijuana facilities and when the Town can budget for the revenues. Due to the'op�ning ofthe facilities, the Town won't get the revenues until quarter two of this fiscal year Since this is not a full �ear's worth of revenues, we won't be able to use them for FY25 purposes. Member Young revieWed Nauset's operating budget, noting that in the last five years their budget is up 18% while enrollment is down 17% (excluding debt and the high school project). He stated that he fundamentally has an )ssue with providing school committees with guidance of taking a 3% increase. Mr. Lombardi responded that the Town wants to convey accurately based on the assumptions of what capacity we could support with�in the levy. Adding that we are asking that the schools come in with an increase that is less than half of wh�t they did last year and feels this is appropriate and realistic. Member Bridges requ9sted some future changes to the presentation including addingfund balances for the key funds and the sal4iy impact on the budget across the categories, which will help to focus on the things that are not salary related that could be theoretically controlled. Mr. Lombardi and Ms. Bernardo shared that it is hard to trackbe data in a contract year. Otherwise, the Town has to make assumptions as employees step out oyertime and salaries start to level off. Member Bridges asked about changes in the marijuana tax, Mr. Lo" bardi noted that for our assumptions, we are counting on the taxes, which is MI I' memorialized in the law and not going away. Member Bridges provided his thoughts on the revenue and expense impacts of what the new school district agreements might look like. Noting that a numerical escalator doesn't reflect the cost of educating a district student. Chair Dahl inquired al3out PILOT (payment in lieu of taxes), Mr. Lombardi shared that this is not something i the Board or the Town has had conversations about. Select Board 12.04.2023, www.brewster-ma.gov Page 6 of 10 Presentation and Discussion on Fire Department Staffing Study Joint with Finance Committee).— Select Board FY24-25 Strategic Plan Goal G-3 Peter Finlay, Municipal Resources Inc. (MRI), stated that they were hired to review the fire department's organizational structure, administration, and management, with one of the primary focuses is to evaluate the department's staffing and provide recommendations for improvement. The goal was to creato a report that becomes a useful guide and a resource for the community that shares a vision for the success;' f the organization as it approaches the challenges and transitions of the future. The analysis provides 39 recommendations for the town. Mr. Finlay reviewed the methodology used by MR] to arrive at the final report. All recommendations for improvement are based on various administrative regulations that are in place either at the federal or state levels and nationally accepted consensus standards. Mr. Finlay :'observed that Brewster Fire Department has a well-equipped state-of-the-art fire station with a high functioning leadership team. The department consists of a 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. The Fire Department appears to have a positive public image and is respected for its long -"standing service to the community. Noting that the strategic plan in place is progressive and forwJrd thinking. s The Key Areas of Conr ern were reviewed. • The potential for a diminished level of service based on a shortage of available resources primarily forms a career" staffing perspective and the annual requests for service continue to increase. o Based on the loss of the call component over the past 10 years. • High turnover iFate among career staff. Frequent vacancies have 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. • Housing and rental costs in Brewster and surrounding communities are extremely high and thus unaffordable for most public safety personnel. This also has challenges in recruiting qualified personnel. • Widespread use of automatic aid at the time of dispatch to assemble enough personnel for an effective response force. If there were two simultaneous EMS calls, there would be no fire protection in Town. • Potentially increasing response times based on a growing number of overlapping calls. • An aging resident population (35.1% of population is age 65 or over) will likely result in increased requests for services further straining the system. This report can be anlidle source of conservation or a means to engage the organization to plan for the future to enhance the level of service for the residents of Brewster. Mr. Finlay provided key recommendations: • With lower pri1ority calls, only two people respond by ambulance, which would leave three staff remaining forfire duty and to handle a second ambulance call, if necessary. r w Select Board 12.04.2023 www.brewster-ma.gov Page 7 of 10 4 Town of Brewster OfFce_of J £�� aF9,, °Q° "A$a Select Board 2198 Main Street Town Manager n = Brewster, MA 02631-1898 Os _ Phone: (508) 896-3701 www.brewster-ma.gov x HPry� p Presentation and Discussion on Fire Department Staffing Study Joint with Finance Committee).— Select Board FY24-25 Strategic Plan Goal G-3 Peter Finlay, Municipal Resources Inc. (MRI), stated that they were hired to review the fire department's organizational structure, administration, and management, with one of the primary focuses is to evaluate the department's staffing and provide recommendations for improvement. The goal was to creato a report that becomes a useful guide and a resource for the community that shares a vision for the success;' f the organization as it approaches the challenges and transitions of the future. The analysis provides 39 recommendations for the town. Mr. Finlay reviewed the methodology used by MR] to arrive at the final report. All recommendations for improvement are based on various administrative regulations that are in place either at the federal or state levels and nationally accepted consensus standards. Mr. Finlay :'observed that Brewster Fire Department has a well-equipped state-of-the-art fire station with a high functioning leadership team. The department consists of a 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. The Fire Department appears to have a positive public image and is respected for its long -"standing service to the community. Noting that the strategic plan in place is progressive and forwJrd thinking. s The Key Areas of Conr ern were reviewed. • The potential for a diminished level of service based on a shortage of available resources primarily forms a career" staffing perspective and the annual requests for service continue to increase. o Based on the loss of the call component over the past 10 years. • High turnover iFate among career staff. Frequent vacancies have 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. • Housing and rental costs in Brewster and surrounding communities are extremely high and thus unaffordable for most public safety personnel. This also has challenges in recruiting qualified personnel. • Widespread use of automatic aid at the time of dispatch to assemble enough personnel for an effective response force. If there were two simultaneous EMS calls, there would be no fire protection in Town. • Potentially increasing response times based on a growing number of overlapping calls. • An aging resident population (35.1% of population is age 65 or over) will likely result in increased requests for services further straining the system. This report can be anlidle source of conservation or a means to engage the organization to plan for the future to enhance the level of service for the residents of Brewster. Mr. Finlay provided key recommendations: • With lower pri1ority calls, only two people respond by ambulance, which would leave three staff remaining forfire duty and to handle a second ambulance call, if necessary. r w Select Board 12.04.2023 www.brewster-ma.gov Page 7 of 10 4 • For the more serious calls, two people on the ambulance initially, with three on the engine, can respond at the same time. The decision can be made on the scene on how many people would need to bring the patient(s) to the hospital. • The 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. The only way to accomplish this is through automatic aid. • 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 to be able to establish a full:�effective response force. The presentation included a review of staffing comparisons to surrounding Towns, Brewster is the second largest in population and has the second smallest career contingent. Suggestions for staffing include: • FY2025 – hire iour additional personnel to increase shift staffing to six personnel with a minimum of five on duty (dff season only). Continuing with the practice of seasonal personnel. • FY2026- hire o'ne additional person to allow for the creation of the full-time EMS officer position and the possible implementation of a Mobile Intensive Care Unit/Community Paramedicine program. Promote four firefighters to the rank of Lieutenant. o The position of Lieutenant on each shift allows for a continued appropriate span of control as recommended under the Incident Management System (IMS). Ensures.that at all times there is someone on duty who has experience, training and education. • FY2028- hire 4.. additional personnel to increase shift staffing to seven personnel with a minimum of six on duty (off season only). • At all staffing levels, the fire department should continue to utilize part-time personnel to supplement staiffing level and maintain maximum shift staffing during peak season. • In FY2029 and :FY2030, the department should conduct an evaluation on the impact of the increased staffing levels on overall fire and EMS operations. Mr. Finlay noted that the Federal Government has a grant program which provides funding to hire and retain personnel and suggested that the department apply annually over the next several years. Community Paramedicine is a program gaining in popularity, where paramedics visit people in the community who frequently call the fire department or senior citizens who may live alone. The paramedics visit on a regular basi$", check their vitals, make sure they are taking their medications, and assist them so that they don't have the need to call emergency services on a regular basis. The program is comprised of a suite of potential services that EMS can provide that help fill the gap with the local health care system, it is designed to better manage the increase in EMS call volume and aligns the type of care that is being provided with the needs of the patient. Mr. Finlay shared that fire departments have been able to arrange reimbursement with insurance providers which offers a funding stream to help offset some of the increases. Mr. Finlay expressed that planned growth is essential to provide a consistent service level to the community, while keeping pace with increased demands for service. While there is no right amount of fire protection or EMS delivery, it is a constantly changing level based upon the expressed needs of the i Select Board 12.04.202 www.brewster-ma.gov Page 8 of 10 Town of Brewster Office of: o� of �`0EA tl`yst gyp'% ° Select Board 2198 Main Street Town Manager 3®; y Brewster, MA 02631-1898 Phone: (508) 896-3701 — s� ' www.brewster-ma.gov APOR • For the more serious calls, two people on the ambulance initially, with three on the engine, can respond at the same time. The decision can be made on the scene on how many people would need to bring the patient(s) to the hospital. • The 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. The only way to accomplish this is through automatic aid. • 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 to be able to establish a full:�effective response force. The presentation included a review of staffing comparisons to surrounding Towns, Brewster is the second largest in population and has the second smallest career contingent. Suggestions for staffing include: • FY2025 – hire iour additional personnel to increase shift staffing to six personnel with a minimum of five on duty (dff season only). Continuing with the practice of seasonal personnel. • FY2026- hire o'ne additional person to allow for the creation of the full-time EMS officer position and the possible implementation of a Mobile Intensive Care Unit/Community Paramedicine program. Promote four firefighters to the rank of Lieutenant. o The position of Lieutenant on each shift allows for a continued appropriate span of control as recommended under the Incident Management System (IMS). Ensures.that at all times there is someone on duty who has experience, training and education. • FY2028- hire 4.. additional personnel to increase shift staffing to seven personnel with a minimum of six on duty (off season only). • At all staffing levels, the fire department should continue to utilize part-time personnel to supplement staiffing level and maintain maximum shift staffing during peak season. • In FY2029 and :FY2030, the department should conduct an evaluation on the impact of the increased staffing levels on overall fire and EMS operations. Mr. Finlay noted that the Federal Government has a grant program which provides funding to hire and retain personnel and suggested that the department apply annually over the next several years. Community Paramedicine is a program gaining in popularity, where paramedics visit people in the community who frequently call the fire department or senior citizens who may live alone. The paramedics visit on a regular basi$", check their vitals, make sure they are taking their medications, and assist them so that they don't have the need to call emergency services on a regular basis. The program is comprised of a suite of potential services that EMS can provide that help fill the gap with the local health care system, it is designed to better manage the increase in EMS call volume and aligns the type of care that is being provided with the needs of the patient. Mr. Finlay shared that fire departments have been able to arrange reimbursement with insurance providers which offers a funding stream to help offset some of the increases. Mr. Finlay expressed that planned growth is essential to provide a consistent service level to the community, while keeping pace with increased demands for service. While there is no right amount of fire protection or EMS delivery, it is a constantly changing level based upon the expressed needs of the i Select Board 12.04.202 www.brewster-ma.gov Page 8 of 10 community. Some of the challenges that lie ahead for the department include defining the acceptable level of service, and the long-term development of its officers and personnel. Mr. Finaly shared that the goal is to assist the Town of Brewster and the Fire Department in moving forward in a planned or intended strategic manner to reinforce the existing strategic plan. Chief Moran stated tlrat the study is important for the department's future. This study was one component of the strategic plan and none of the recommendations are a surprise. The Chief is proactive to the recommendations ani sees the biggest issue is the additional staffing needs. Chair Chatelain inquired about how response times have changed with mutual aid over the past few years. Chief Moran noted that the department has been able to provide more mutual aid, the challenge is simultaneous or multiple calls where they must divide and conquer to provide adequate service. The department is neutraf whether they receive or provide mutual aid. If headquarters is staffed with five members, both ambulances can respond appropriately within the 901h percentile that they're supposed to. Chair Chatelain askedabout the staffing levels and the impact on the department over the summer months. Chief Moran shared that the summer months are a difficult time as they were down staff, creating morale and stress problems. Adding that full staffing is very important, when you get stressed and over -strained, it drives people from Brewster Fire Department to other departments. Selectperson Chaffee inquired about the recommendation to supplement summer needs with temporary staffing. Chief Moran noted that last year they were able to recruit one individual, 6uut it is very, difficu It to secure temporary staffing. Selectperson Hoffman expressed interest in the Paramedicine program and interdepartmental support (Council on Aging, Health Department, Police Department) and if there is any consideration on how we can band together to protide the services. Chief Moran responded that the goal for when there is staffing, to have an EMS coordinator who would be able to get involved in the program and coordinate with other departments and agencies, a team -oriented approach to taking care of our residents. Chief Moran shared that the new program at Cape Cod Tech is designed to try to recruit 18-year-olds to become EMTs, medics and firefighters. These individuals would be certified as EMTs and firefighters when they graduate. This is -'11: first year of the program, so we are not there yet, but it will provide recruiting for those that already liv� on Cape. Additionally Cape Cod Community College has revised their paramedic program and the fire association provides financial incentive towards the program. ,3 His None Matters Not Reasonibly Anticipated by the Chair None 11 !u Select Board 12.04.202;3 www.brewster-ma.gov Page 9 of 10 Town of Brewster Office of: Select Board 2198 Main Street Town Manager 3.� y Brewster, MA 02631-1898 °s ; w ` r Phone: (508) 896-3701 www.brewster-ma.gov FE.B R 9 R, community. Some of the challenges that lie ahead for the department include defining the acceptable level of service, and the long-term development of its officers and personnel. Mr. Finaly shared that the goal is to assist the Town of Brewster and the Fire Department in moving forward in a planned or intended strategic manner to reinforce the existing strategic plan. Chief Moran stated tlrat the study is important for the department's future. This study was one component of the strategic plan and none of the recommendations are a surprise. The Chief is proactive to the recommendations ani sees the biggest issue is the additional staffing needs. Chair Chatelain inquired about how response times have changed with mutual aid over the past few years. Chief Moran noted that the department has been able to provide more mutual aid, the challenge is simultaneous or multiple calls where they must divide and conquer to provide adequate service. The department is neutraf whether they receive or provide mutual aid. If headquarters is staffed with five members, both ambulances can respond appropriately within the 901h percentile that they're supposed to. Chair Chatelain askedabout the staffing levels and the impact on the department over the summer months. Chief Moran shared that the summer months are a difficult time as they were down staff, creating morale and stress problems. Adding that full staffing is very important, when you get stressed and over -strained, it drives people from Brewster Fire Department to other departments. Selectperson Chaffee inquired about the recommendation to supplement summer needs with temporary staffing. Chief Moran noted that last year they were able to recruit one individual, 6uut it is very, difficu It to secure temporary staffing. Selectperson Hoffman expressed interest in the Paramedicine program and interdepartmental support (Council on Aging, Health Department, Police Department) and if there is any consideration on how we can band together to protide the services. Chief Moran responded that the goal for when there is staffing, to have an EMS coordinator who would be able to get involved in the program and coordinate with other departments and agencies, a team -oriented approach to taking care of our residents. Chief Moran shared that the new program at Cape Cod Tech is designed to try to recruit 18-year-olds to become EMTs, medics and firefighters. These individuals would be certified as EMTs and firefighters when they graduate. This is -'11: first year of the program, so we are not there yet, but it will provide recruiting for those that already liv� on Cape. Additionally Cape Cod Community College has revised their paramedic program and the fire association provides financial incentive towards the program. ,3 His None Matters Not Reasonibly Anticipated by the Chair None 11 !u Select Board 12.04.202;3 www.brewster-ma.gov Page 9 of 10 °'9 Town of Brewster Offilm of, I ect Board t,rF Q �, 2198 Main Street Town Manager Brewster, MA 02631-1898 Phone: (508) 896-3701 www.brewster-ma.gov z. Questions from the Media None E Finance Committee member Evans moved to adjourn at 8:50pm. Member Bridges second. A roll call vote was taken. Member Bridges -yes, Member Buckley -yes, Member Meehan -yes, Member Tobias -yes, Member Evans -yes, Member Young -yes, Member Hooper -yes, Member Henchy-yes, Chair Dahl -yes. The Committee vote was 9 -Yes, 0 -No. Next Meetings December 18, 2023, and January 8, and January 22, 2024 Adjournment Selectperson Chaffee Proved to adjourn at 8:51pm. 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. Respectfully submitted by Erika Mawn, Executive Assistant n Approved: DatJ Selectperson Hoff n, Clerk of the Select Board Accompanying Documents in Packet: Agenda, TM Report, Consent Agenda items, Committee Changes (VPC, BPPC, PPPC), FY25-29 Financial Forecast, Fire Dep9rtment Staffing Study, FYIs. k' f11� it j Select Board 12.04.202 www.brewster-ma.gov Page 10 of 10