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Select Board Public Packet 04.23.24
Page 3 Pages 21-81 Pages 52-223 Pages 224-246 Pages 247-332 Pages 333-432 Pages 433-470 Maura T. Healey Governor Kimberley Driscoll Lieutenant Governor Rebecca L. Tepper Secretary Bonnie Heiple Commissioner This information is available in alternate format. Please contact Melixza Esenyie at 617-626-1282. TTY# MassRelay Service 1-800-439-2370 MassDEP Website: www.mass.gov/dep Printed on Recycled Paper Paul F. Anderson April 5, 2024 Brewster Water Department 165 Commerce Park Rd. Brewster, MA 02631 PANDERSON@BREWSTER-MA.GOV Dear Mr. Anderson: The Massachusetts Department of Environmental Protection’s (MassDEP) Drinking Water Program is pleased to extend its congratulations to the Brewster Water Department for its outstanding performance in 2023. Your system has achieved one of the top scores in the Medium and Large Community System Category of the 2024 Public Water Systems Awards Program. MassDEP realizes that it is no easy task to keep up with the ever-evolving federal and state drinking water regulations. Your compliance efforts have not gone unnoticed as have your efforts to go above and beyond compliance. MassDEP encourages you to continue this level of excellence in carrying out your work of protecting and supplying safe and fit water to our citizens. I look forward to seeing you at the awards ceremony on May 9, 2024, at the Devens Common Center. If you have any questions regarding the Awards Program, please contact Marie.Tennant@mass.gov and Program.Director- DWP@mass.gov. Please R.S.V.P. to New England Water Works by May 1, 2024 as noted on the accompanying invitation. Congratulations, Yvette DePeiza, Program Director Drinking Water Program Attachments Town Of Brewster, Massachusetts Submittal of a De Minimis Watershed Permit Exemption Application for the Swan Pond River Watershed Under the Massachusetts Watershed Permit Regulations (314 CMR 21.00) On April 12, 2024, the Town of Brewster submitted a De Minimis Watershed Permit Exemption Application to the Massachusetts Department of Environmental Protection. This application documents that the controllable nitrogen load from properties in Brewster is less than 3% of the total controllable nitrogen load from the entire Swan Pond River watershed. Most of the Swan Pond River watershed is located in Dennis with a small portion in the southwest corner of Brewster and smaller areas in Harwich. It is defined as a Natural Resource Area that is considered a Nitrogen Sensitive Area according to the State Environmental Code Title 5 (310 CMR 15.214(1)). According to these regulations, existing developed properties in these Natural Resource Areas are required to upgrade their septic systems to incorporate Best Available Nitrogen Reducing Technology within five years of July 7, 2023, the date these regulations were established. Properties with new construction that occurs after January 6, 2024, must also incorporate Best Available Nitrogen Reducing Technology. According to Title 5, and the state’s Watershed Permit Regulations (314 CMR 21), the approval of a De Minimis Watershed Permit Exemption application suspends the requirements for-site septic system upgrades for Brewster’s portion of the Bass River Watershed. Therefore, properties in this portion of the Town of Brewster will not be subject to the Title 5 upgrade and new construction requirements under 310 CMR 15.215(2)(a) and (b). The Notice of Intent can be found on the Town of Brewster website at https://www.brewster- ma.gov/town-projects/pages/integrated-water-resource-management-planning-implementation and is also available in the Town Manager and Board of Health offices at Brewster Town Hall. Questions regarding the Town’s plans for the development of the permit can be directed to Peter Lombardi, Town Manager at plombardi@brewster-ma.gov. Sustainable Environmental Solutions 90 Route 6A, Unit 1 • Sandwich, MA • 02563 Phone - 508-833-6600 • Fax - 508-833-3150 • www.horsleywitten.com Horsley Witten Group De Minimis Nitrogen Load Exemption Application - Swan Pond River Watershed Brewster, MA April 10, 2024 Submitted to: Massachusetts Department of Environmental Protection Prepared by: Horsley Witten Group, Inc. De Minimis Nitrogen Load Exemp�on Applica�on Swan Pond River Watershed Brewster, MA Table of Contents Introduc�on .................................................................................................................................................. 1 Brewster’s Integrated Water Resource Plan ................................................................................................. 1 Overview of Swan Pond River Watershed ..................................................................................................... 2 Pine Pond ..................................................................................................................................... 2 NW Dennis Wells Subwatershed ................................................................................................. 3 Swan Pond Subwatershed ........................................................................................................... 3 De Minimis Nitrogen Load Calcula�ons for Pine Pond, NW Dennis Wells, and Swan Pond GT10 Subwatersheds .............................................................................................................................................. 3 Land Use Assessment .................................................................................................................. 4 Nitrogen Loading Factors ............................................................................................................ 6 Brewster’s Nitrogen Load Contribu�on to The Swan Pond River Watershed ............................. 7 References ................................................................................................................................................... 10 Atachments Figure 1 – MEP Watershed Map Figure 2 – Brewster Parcels Within The Swan Pond River Watershed Appendix A – Summary of Pine Pond Water Quality 1 De Minimis Nitrogen Load Exemp�on Applica�on Swan Pond River Watershed Brewster, MA Introduc�on On behalf of the Town of Brewster, the Horsley Witen Group, Inc. (HW) is submi�ng this applica�on for a De Minimis Nitrogen Load Exemp�on for the Town’s por�on of the Swan Pond River watershed (Figure 1). This applica�on is being submited according to the requirements provided in the Massachusets Watershed Permit Regula�ons (314 CMR 21.12). The regula�ons allow this exemp�on if the Town can document that the baseline and updated nitrogen loads for the Town’s por�on of the watershed do not exceed 3% of the total controllable, atenuated nitrogen load for the en�re Swan Pond River watershed (314 CMR 12.12(2)). This assessment is based on the Massachusets Estuaries Program (MEP) Report for the Swan Pond River watershed prepared by the University of Massachusets Dartmouth School of Marine Science and Technology (SMAST, October 2012). This report documents the nitrogen loading factors used to calculate the nitrogen load from various sources in the watershed and provides the total baseline nitrogen load at the �me of the report. This applica�on has been prepared as part of the Town’s Integrated Water Resource Management Plan (IWRMP, HW, 2013) which is summarized below. Informa�on on the specific Swan Pond River subwatersheds located in Brewster and their associated atenua�on rates is then discussed. This is followed by a summary of the extent of development and the associated nitrogen loads for three scenarios: • Baseline nitrogen load at the �me of the MEP report (2012), • The updated nitrogen load as of September 2023, and • The nitrogen load associated with buildout condi�ons in the Town’s por�on of the watershed. The informa�on provided below demonstrates that the baseline nitrogen load for Brewster’s por�on of the Swan Pond River watershed is 0.65% of the total controllable load. The updated nitrogen load and the buildout controllable nitrogen load are 0.53% and 0.56% of the total controllable load respec�vely. These are both lower than the baseline load and significantly below the 3% exemp�on threshold. Brewster’s Integrated Water Resource Plan Brewster completed its IWRMP in 2013 and it described the water quality issues associated with drinking water, coastal estuaries, and freshwater ponds. This plan was submited to the Massachusets Department of Environmental Protec�on (DEP) for review; however, DEP did not complete the review as there were no proposed ac�ons that required a state permit to implement. Since then, the Town has worked to implement the recommenda�ons in the report which include: 2 • Coordina�on with Chatham, Harwich, and Orleans on the Pleasant Bay watershed permit, including analysis of op�ons to meet the Town’s obliga�ons for nitrogen removal in its por�on of the watershed. This includes changes in fer�lizer applica�ons at the town-owned Captains Golf Course, which has achieved more than 50% of the nitrogen reduc�on goal the Town needs to meet for Pleasant Bay. It also involves development of a plan to meet the remaining nitrogen reduc�on goals including those associated with future, buildout development, poten�ally using a neighborhood wastewater system, innova�ve/alterna�ve sep�c treatment systems or a nitrogen trade with another town. • Ongoing projects to evaluate freshwater ponds and develop plans to protect and restore their water quality. • Passage of a new stormwater management regula�on to minimize water quality impacts to the Town’s water resources. • Upgrades to stormwater treatment facili�es at town-owned landings on freshwater ponds and parking areas adjacent to town beaches. • Updates to the Town’s Water Quality Review bylaw which currently limits nutrient loading in Zone II wellhead protec�on areas and the Pleasant Bay watershed. This informa�on is provided to document the Town’s water resource planning work for estuaries and for the Town’s other important water resources as required in the Watershed Permit Regula�ons (314 CMR 21.2(a)). Overview of Swan Pond River Watershed The Swan Pond River is located along the western border of the Town of Dennis. It originates at Swan Pond and flows south into Nantucket Sound (Figure 1). The watershed is predominantly in Dennis with small areas located in Harwich along the western boundary of the watershed and in Brewster on the northern por�on of the watershed. The land area in Brewster encompasses 162 acres or 6.8 % of the overall watershed (2,379 acres). The por�on of the watershed in Brewster is located at the northern end of the overall watershed. According to the SMAST Report, Brewster ’s land is located in three of the subwatersheds that comprise the overall Swan Pond River watershed. They are the Pine Pond, the NW Dennis Wells and the Swan Pond subwatersheds. Informa�on on each subwatershed is provided below, including how nitrogen loads in Brewster’s por�on of them is reduced by atenua�on and by how these watersheds also contribute a por�on of their load to other watersheds, such that not all of it flows to the Swan Pond River. Pine Pond Pine Pond is located en�rely in Brewster, along the border with the Town of Dennis (Figure 2). Pine Pond has good water quality as described in Appendix A. This is due in part to the limited number of sep�c systems within 300 feet of the upgradient side where groundwater flows towards the pond. The watershed to the pond is located in Brewster and Dennis. The Brewster por�on comprises 41.7 acres. Groundwater and associated nitrogen load flow from the 3 watershed into Pine Pond. The flow through the pond reduces the overall load that can migrate to Swan Pond River through a process known as atenua�on. According to the SMAST report, 50% of the nitrogen that originates in the Pine Pond subwatershed is atenuated in the pond, meaning only half of the nitrogen load flows into areas downgradient of the pond. As required under the watershed permit regula�ons, the atenuated load is used to evaluate the percentage of the nitrogen contribu�on from the Town’s por�on of the watershed. In addi�on, according to the SMAST report, 59% of the atenuated nitrogen load from the Pine Pond subwatershed enters the NW Dennis Wells subwatershed which then flows to both the Swan Pond River and Bass River watersheds as discussed below. The remaining 41% flows to the northeast towards Walkers Pond which then drains to Upper and Lower Mill Ponds before entering Stony Brook and flowing into Cape Cod Bay. This means that only 29.5% of the overall nitrogen load that originates in the Pine Pond subwatershed flows south with a por�on of it entering the Swan Pond River estuary. NW Dennis Wells Subwatershed This subwatershed encompasses the land area from which groundwater flows to a series of public supply wells located in Dennis. The groundwater and associated nitrogen load in this subwatershed then migrates to both the Bass River and Swan Pond watersheds. The SMAST report documents that 70% of the overall nitrogen load that originates in the NW Dennis Wells subwatershed (or upgradient subwatersheds) flows into the Bass River watershed. Thirty percent of the load migrates to the Swan Pond River watershed. Therefore, the nitrogen loading impact from Brewster’s por�on of this subwatershed is reduced by 70%. In summary, only 30% of the nitrogen load that originates in or migrates through the NW Dennis Wells subwatershed remains in the Swan Pond River Watershed. As discussed above, the nitrogen load from Pine Pond is reduced to 29.5% of the total load that originates in this subwatershed before it enters the NW Dennis Wells Subwatershed where the load is again reduced by 70%. These load reduc�on factors are factored into the nitrogen loading calcula�ons used to document the controllable nitrogen load that originates in Brewster and flows to the Swan Pond River. Swan Pond Subwatershed A por�on of one parcel in Brewster is also located in the por�on of the Swan Pond subwatershed where the travel �me through groundwater to Swan Pond is greater than ten years. It is labeled Swan Pond GT 10 in Figure 1. This parcel was undeveloped at the �me of the ini�al SMAST report. Since then, the Town has protected this parcel to prohibit any future development. A por�on of a second parcel is also located in this subwatershed, but it atributed to the NW Dennis Wells subwatershed in the SMAST report. De Minimis Nitrogen Load Calcula�ons for Pine Pond, NW Dennis Wells, and Swan Pond GT10 Subwatersheds The informa�on documen�ng the fact that the overall, controllable nitrogen load from Brewster’s por�on of the Swan Pond River watershed is less than 3% is provided below. A 4 summary of the land use in Brewster is provided first, showing the level of development at the �me of the Swan Pond River SMAST report. This is followed by an updated land use summary for 2023, used to calculate the updated nitrogen load as required by the regula�ons. An overview of the poten�al buildout development for Brewster is also provided. The nitrogen loading calcula�ons are then described, providing a summary of the nitrogen load factors related to each Brewster land use and the overall load by land use in each subwatershed. These loads are then adjusted based on the appropriate atenua�on rate for Pine Pond and the percentages by which the load from the Pine Pond and NW Dennis Wells subwatersheds is split such that part flows to the Swan Pond River and part flows to another watershed. The final loads are used to calculate the percentage of the overall load to Swan Pond River that originates in Brewster. Land Use Assessment Brewster’s baseline land use in the Pine Pond, NW Dennis Wells and Swan Pond GT 10 subwatersheds at the �me of the SMAST report is shown on Figure 2. This figure also shows the changes in land use from the 2012 SMAST report to 2023 that were used to calculate the updated nitrogen load for these subwatersheds. Overall, the land use consists of residen�al proper�es, protected open space, a former cranberry bog, a religious facility, paved roadways, and undeveloped parcels that could poten�ally have a house built on them in the future. The land use data for the baseline condi�ons was taken from the SMAST spreadsheets used to calculate the overall Swan Pond River watershed nitrogen load, which were provided to HW by SMAST. This data, and the updated informa�on of the 2023 and buildout development scenarios are summarized in a separate excel file that documents the land use assessment and nitrogen loading calcula�ons used for this assessment (Swan Pond River Exemp�on Calcula�onss.xlsx). The updated land use data for 2023 was developed by comparing the 2011 SMAST land use informa�on with the current, 2023 data available from the Town’s Board of Assessors database. No new homes were built in the watershed during that �meframe. The only changes are related to the Town’s acquisi�on and protec�on of three parcels for open space preserva�on. A conserva�on restric�on was placed on lot 10-25-0 that prohibits any future use of fer�lizers on the Sarabella Bog, elimina�ng a nitrogen load that was included in the baseline load (see Figure 2 for loca�on). Two other parcels listed as developable in the SMAST baseline data (lots 9-15-0 and 8-4-0) are now owned by the Town of Brewster and have conserva�on restric�ons prohibi�ng future development. These lots were both labeled as vacant land in the baseline load developed by SMAST so there is no increase in the updated or buildout load on these proper�es. HW also analyzed the poten�al for addi�onal development under buildout condi�ons. The en�re watershed area in Brewster is zoned residen�al, with either a 100,000 square foot or 60,000 square foot minimum lot size required for each parcel. For the Pine Pond Subwatershed, all the proper�es are either protected open space or have an exis�ng residence. The only excep�on is an exis�ng church on the property at the northwest corner of the watershed (lot 3- 5 4-0). The four residen�al proper�es par�ally located in the northern por�on of the subwatershed (Figure 2, lots 11-16-0, 12-1-0, 12-2-0, and 12-3-0) could poten�ally be subdivided based on the minimum lot size allowed under zoning. However, the current homes on these proper�es are located within the Pine Pond subwatershed and any addi�onal homes would be built outside the watershed. For this reason, no addi�onal development is expected in the Pine Pond Subwatershed. For the NW Dennis Wells subwatershed, there are two residen�ally zoned parcels that are currently undeveloped as shown on Figure 2. These parcels are listed below with informa�on on their development poten�al. • Lot 10-18-0: This lot is owned by the Town of Brewster but there is no conserva�on restric�on on the property. There could poten�ally be a house built on this property in the future. • Lot 10-22-0: This lot could have a house built on it in the future as there are no development constraints on the property. Overall, two of the undeveloped parcels in the NW Dennis Wells subwatershed could poten�ally have a new home built on them. The one Brewster lot in the Swan Pond River watershed (Lot 8-4) was undeveloped at the �me of the SMAST report. Following that, the property was permanently preserved by the Town of Brewster, so no addi�onal development will occur on this parcel. Finally, there is the poten�al for exis�ng homes to be enlarged with one or more addi�onal bedrooms but, based on the nitrogen loading calcula�ons used in the SMAST report, no addi�onal nitrogen load is assigned to this type of development. The SMAST report calculates the nitrogen load from a home based on the average water use per residence. It does not take into account the number of bedrooms on each parcel. The buildout calcula�ons used by SMAST only involve the poten�al to subdivide a parcel if it can accommodate more than one home under the Town’s zoning requirements. If a house was enlarged, the nitrogen load is also limited under the Town’s Water Quality Review Bylaw which requires a maximum nitrogen concentra�on of 5 mg/L in the mapped Zone II wellhead protec�on areas and the Pleasant Bay Watershed. The Pine Pond and NW Dennis Wells subwatersheds are located in mapped Zone II areas in Brewster, so development in these areas is subject to the Water Quality Review Bylaw. Therefore, if a new bedroom was added to a house, the property owner would have to prove the 5 mg/L standard would be met, and, if not, would have to install an I/A sep�c system or take other ac�ons to reduce the overall load below the 5 mg/L threshold. Therefore, the poten�al new load from any increase in residen�al land use on a parcel would not likely result in an increase in the overall nitrogen load. In summary, the land uses in Brewster’s por�on of the two subwatershed that are or will contribute to the controllable nitrogen load to the Swan Pond River are listed below. 6 Baseline Updated Load Buildout (2011) (2023) Developed Residen�al Lots 41 41 43 Religious Ins�tu�ons 1 1 1 Cranberry Bogs 1 1 1 The major change between the baseline �meframe and the 2023 updated load �meframe is the cessa�on of fer�lizer applica�ons at the Sarabella bog on property owned by the Town. A conserva�on restric�on on this parcel prohibits any future fer�lizer applica�ons. Therefore, the updated and buildout nitrogen loads are less than the baseline load documented in the SMAST report. Nitrogen Loading Factors HW used the nitrogen loading factors used in the SMAST report to calculate the controllable nitrogen load from the proper�es in Brewster and compare them to the total controllable nitrogen load throughout the Swan Pond River watershed. The controllable nitrogen load is defined in the watershed regula�ons as “the total nitrogen load from all controllable loads within the watershed that reaches the embayment or estuary (314 CMR 21.02). The controllable load therefore only includes nitrogen from wastewater discharges, fer�lizer applica�ons and runoff from impervious surfaces including roads, driveways, and roofs. These nitrogen loading factors for these controllable loads are summarized in Table 1, and include the water use and nitrogen concentra�ons used to calculate wastewater loads, the fer�lizer applica�on and leaching rates for lawns, and the nitrogen concentra�ons and recharge rates for impervious surfaces. They also include the fer�lizer applica�on rates for the cranberry bog located within Brewster’s por�on of the NW Dennis Wells subwatershed. SMAST did not include any cranberry bog areas in Brewster’s por�on of the Pine Pond subwatershed. No changes in these nitrogen loading factors were made in the calcula�ons to determine Brewster’s por�on of the Swan Pond River controllable nitrogen load. Brewster’s percentage of the overall load to Swan Pond River is based on the exis�ng and future land uses in Brewster and the nitrogen loading factors shown on Table 2. It is also based on the total, controllable, atenuated load from the en�re Swam Pond River watershed, which is 15, 613 kg/year. The total controllable load for the watershed was calculated by subtrac�ng the loads associated with natural areas and surface water bodies from the 15,956 kg/year overall load calculated by SMAST for the en�re Swan Pond River watershed. 7 Brewster’s Nitrogen Load Contribu�on to The Swan Pond River Watershed HW calculated Brewster’s nitrogen load to the Swan Pond River watershed using the summary nitrogen loading spreadsheet developed by SMAST. Specifically, the land use input worksheet from the file �tled SwanPond_MEP_SummaryDEP.xls was used. It was modified to include only the nitrogen loads from proper�es in Brewster for the baseline condi�ons, and then updated for the minor changes in land use for the updated nitrogen load and the buildout scenario. The results of the calcula�ons are summarized in Table 2 (below) and are based on the calcula�ons provided in the separate Excel workbook submited with this applica�on (Swan Pond River Exemp�on Calcula�onss.xlsx). Table 1: Nitrogen Loading Factors To Calculate De Minimis Nitrogen Load Residential Properties Wastewater Load Effluent Nitrogen Conc.26.25 mg/L Water Use 180 gpd/house Consumptive Water Use Factor 90% Lawn Fertilizer Load Lawn Area per Home 5,000 sq. ft Fertilizer Application Rate 1.08 lbs/1,000 sq.ft Leaching Rate 20% Percentage of Properties that Use Lawn Fertilizers 50% Building Roof Load Nitrogen Concentration 0.75 mg/L Roof Size 1,450 sq. ft Recharage Rate, Impervious Surfaces 40 in/year Driveway Load Nitrogen Concentration 1.5 mg/L Driveway Size 1,500 sq. ft Recharage Rate, Impervious Surfaces 40 in/year Cranberry Bogs Fertilizer Application Rate 0.716 lbs/1,000 sq. ft. Leaching Rate 66% Paved Roads Nitrogen Concentration 1.5 mg/L Driveway Size 1,500 sq. ft Recharage Rate, Impervious Surfaces 40 in/year The Nitrogen Loading Factors are taken from the MEP report for the Swan Pond River Watershed (SMAST October, 2012) 8 Table 2: Summary of Nitrogen Loading Calcula�ons for Brewster’s Por�on of the Swan Pond River Watershed Unattenuated Contribution (kg/yr) Attentuated Load (kg/yr) 59% of Pine Pond Attenuated Load Unattenuated Contribution (kg/yr) Contribution to Swan Pond River Unattenuated Contribution (kg/yr) Attenuated Load (kg/yr) Baseline Nitrogen Load 50%59%30% Wastewater 35.32 17.66 10.42 217.51 68.38 0.00 68.38 Lawn Fertlizer 2.94 1.47 0.87 17.64 5.55 0.00 5.55 Driveways and Roads 1.27 0.64 0.38 25.20 7.67 0.00 7.67 Roofs 0.62 0.31 0.18 3.70 1.16 0.00 1.16 Cranberry Bogs 0.00 0.00 0.00 63.54 19.06 0.00 19.06 Waterbodies 108.71 54.35 32.07 0.00 9.62 0.00 9.62 Natural Areas 3.29 1.65 0.97 22.00 6.89 0.25 7.14 Total Load From Brewster 152.14 76.07 44.88 349.58 118.34 0.25 118.59 Total Controllable Load 40.15 20.07 11.84 327.58 101.83 0.00 101.83 Total Controllable Load to Swan Pond River 15,613 Brewster's Controllable Percent Contribution 0.65% Unattenuated Contribution (kg/yr) Attentuated Load (kg/yr) 59% of Pine Pond Attenuated Load Unattenuated Contribution (kg/yr) Contribution to Swan Pond River Unattenuated Contribution (kg/yr) Attenuated Load (kg/yr) Updated (2023) Nitrogen Load 50%59%30% Wastewater 35.32 17.66 10.42 217.51 68.38 0.00 68.38 Lawn Fertlizer 2.94 1.47 0.87 17.64 5.55 0.00 5.55 Driveways and Roads 1.27 0.64 0.38 26.48 8.06 0.00 8.06 Roofs 0.62 0.31 0.18 3.70 1.16 0.00 1.16 Cranberry Bogs 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Waterbodies 108.71 54.35 32.07 0.00 9.62 0.00 9.62 Natural Areas 3.29 1.65 0.97 21.96 6.88 0.25 7.13 Total Load From Brewster 152.14 76.07 44.88 287.27 99.65 0.25 99.90 Total Controllable Load 40.15 20.07 11.84 265.32 83.15 0.00 83.15 Total Controllable Load to Swan Pond River 15,613 Brewster's Controllable Percent Contribution 0.53% Unattenuated Contribution (kg/yr) Attentuated Load (kg/yr) 59% of Pine Pond Attenuated Load Unattenuated Contribution (kg/yr) Contribution to Swan Pond River Unattenuated Contribution (kg/yr) Attenuated Load (kg/yr) Buildout Nitrogen Load 50%59%30% Wastewater 35.32 17.66 10.42 229.28 71.91 0.00 71.91 Lawn Fertlizer 2.94 1.47 0.87 18.62 5.84 0.00 5.84 Driveways and Roads 1.27 0.64 0.38 29.02 8.82 0.00 8.82 Roofs 0.62 0.31 0.18 3.90 1.22 0.00 1.22 Cranberry Bogs 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Waterbodies 108.71 54.35 32.07 0.00 9.62 0.00 9.62 Natural Areas 3.29 1.65 0.97 21.81 6.84 0.25 7.09 Total Load From Brewster 152.14 76.07 44.88 302.64 104.26 0.25 104.51 Total Controllable Load 40.15 20.07 11.84 280.82 87.80 0.00 87.80 Total Controllable Load to Swan Pond River 15,613 Brewster's Controllable Percent Contribution 0.56% Pine Pond Subwatershed NW Dennis Wells Subwatershed Swan Pond River TotalIncluding Contribution from Pine Pond NW Dennis Wells Subwatershed Including Contribution from Pine Pond Pine Pond Subwatershed Swan Pond River Subwatershed Total Pine Pond Subwatershed NW Dennis Wells Subwatershed Swan Pond River TotalIncluding Contribution from Pine Pond 9 The overall, atenuated nitrogen load origina�ng from Brewster under the baseline, 2012 land use condi�ons is 119 kg/N per year. This is 0.65% of the total atenuated load to the watershed. The calcula�ons include the 50% atenua�on rate associated with Pine Pond and the 59% contribu�on from Pine Pond to the NW Dennis Wells subwatershed. It also includes the 30% contribu�on of nitrogen to Swan Pond River from the NW Dennis Wells subwatershed. Overall, the total baseline nitrogen load from the Pine Pond subwatershed is 40.15 kg/yr (Table 2). Because the load entering the pond is atenuated by 50%, the load is reduced to 20.7 kg/yr. Then only 59% (or 11.8 kg/yr.) of the load con�nues to migrate to the NW Dennis Wells subwatershed with the rest flowing to the northeast towards Cape Cod Bay. Then 30% of the load from the NW Dennis Wells subwatershed flows to the Swan Pond River. Therefore, the overall atenuated load from Pine Pond that travels to Swan Pond River is 3.5 kg/year. The updated nitrogen load using 2023 land use data shows that Brewster’s contribu�on is currently 100 kg/yr. or 0.53% of the total load. The reduc�on in nitrogen load from the baseline to the updated nitrogen load scenarios is due to the placement of a conserva�on restric�on on the town owned parcel that contains the Sarabella cranberry bog. The restric�ons include a provision that no fer�lizers can be used on the bog, lowering the load from this parcel by 63.5 kg/year. Under buildout condi�ons, the poten�al construc�on of two addi�onal homes on currently undeveloped parcels could increase the nitrogen load by approximately 10 kg/yr. Therefore, taking into account the 30% contribu�on from the NW Dennis Wells subwatershed, the controllable buildout load from Brewster is 105 kg/yr. or 0.56% of the nitrogen load to Swan Pond River. This buildout load is s�ll below the baseline load documented in the SMAST report because the new load is offset by the restric�ons on fer�lizer applica�ons to the Sarabella cranberry bog. Each of these scenarios documents that Brewster’s contribu�on to the Swan Pond River watershed is significantly below the 3% threshold that must be met to receive a De Minimis Nitrogen Load Exemp�on under the state’s new watershed permit regula�ons. Therefore, The Town of Brewster requests that DEP approve this applica�on such that a watershed permit will not need to be filed for this watershed, and that the upgrade requirements for sep�c systems in this watershed included in the new Title 5 regula�ons (314 CMR 15.215) will be suspended. The Town will publish a no�ce of this exemp�on request in the Environmental Monitor within 28 days of when it is submited to DEP and will meet the public no�ce requirements for Environmental Jus�ce Popula�ons as required under the regula�ons (314 CMR 21.12 (1)). Copies of the public no�fica�ons will be provided to DEP when they are available. 10 References Horsley Witen Group, Inc. 2013 Integrated Water Resource Management Plan, Town of Brewster, Massachusets. University of Massachusets School of Marine Scient and Technology, October 2012. Linked Watershed-Embayment Model to Determine Cri�cal Nitrogen Loading Thresholds for the Swan Pond River Embayment System. Town of Dennis, Massachusets. Path: H:\Projects\2011\11109 Brewster IntWtrResMgt Plan\GIS\Maps\Swan Pond River Exemption\Figure 1 - MEP fig III-1.mxd Figure 1MEP Wa tershed Map Date:11/29/2023Data Sources:Bureau of GeographicInformation (MassGIS), ESRI This map is for informational purposes andmay not be suitable for legal, engineering,or surveying purposes. de minimis Nitrog en L oad Exemption ApplicationSwan Pond River Watershed, Brewster, MA Figure III-1 from "Howes B., Eichner, H. Ruthven, R. Samimy, D. Schlezinger, and J. S. Ramsey(2011).Massachusetts Estuaries Project Linked Watershed-Embayment Modeling Approach toDetermine Critical Nitrogen Loading Thresholds for the Swan Pond River Embayment System,Town of Dennis, MA Massachusetts Department of Environmental Protection. Boston, MA." Pine PondSubwatershed NorthwestDennis WellsSubwatershed 12-3-0 12-2-03-4-0 12-1-0 11-15-0 11-16-0 11-13-0 11-12-011-14-0 2-2-0 11-18-0 11-17-0 2-1-0 10-45-010-47-0 10-43-0 10-51-010-28-0 10-27-0 10-26-0 10-52-0 10-57-0 10-53-0 10-54-0 10-55-0 10-22-0 10-21-0 10-20-0 10-19-0 10-4-0 10-5-0 10-6-0 10-7-0 10-8-0 10-9-0 9-15-0 9-14-0 9-13-0 9-12-0 8-1-0 9-16-0 10-42-0 10-38-0 10-41-0 10-40-0 10-30-0 10-29-0 10-39-0 10-31-0 10-32-0 10-36-0 10-25-0 10-37-0 10-33-0 10-34-0 10-35-0 10-23-0 10-17-0 10-16-0 10-18-0 10-15-0 10-14-0 10-13-0 10-24-0 10-12-0 10-11-0 10-10-0 BREWSTER DENNIS HARWICH YARMOUTH CHATHAM DENNIS YARMOUTH Path: H:\Projects\2011\11109 Brewster IntWtrResMgt Plan\GIS\Maps\Swan Pond River Exemption\BrewsterParcels.mxd Figure 2Brewster P arcels Within The Swan Pond River Wa tershed Date:12/3/2023Data Sources:Bureau of GeographicInformation (MassGIS), ESRI This map is for informational purposes andmay not be suitable for legal, engineering,or surveying purposes. Service Layer Credits: Sources: Esri, HERE, Garmin, Intermap, increment P Corp., GEBCO, USGS, FAO, NPS, NRCAN, GeoBase, IGN, Kadaster NL, OrdnanceSurvey, Esri Japan, METI, Esri China (Hong Kong), (c) OpenStreetMap contributors, and the GIS User Community Brewster Dennis Harwich0250500 FeetI Undeveloped parcels includeMEP landuse classes:130: Developable residential131: Potentially developable res.132: Undevelopable land903: Municipalities, districts909: Assoc. Exempt930: Vacant, selectment, city council A portion of parcel 10-25-0 (6.77 of 16.71 acres)contained Sarabella Bog. This bog has been converted to protected natural area under current and buildout conditions. 8-4-0 Parcel 8-4-0 w as not i ncluded inthe Bass River watershed calculationsand is instead incl uded i n the Swan River w ater shed calculations. Undeveloped and buildable, now protected Undeveloped, buildout residential Undeveloped, now protected Updat ed ParcelsUnchanged Parcels Road right-ofway Church Residential Accessory building Swan Pond RiverSubwatershed Brew ster Tax Parcels Municipal Boundary Swan Pond River Subwatersheds Appendix A Summary of Pine Pond Water Quality As requested by DEP in their review of the ini�al watershed permit exemp�on applica�on, the Town has prepared the following summary of the poten�al sources of nitrogen and phosphorus in the contribu�ng watershed to Pine Pond, and the water quality in the Pond from tes�ng conducted since 2001. Pine Pond is a great pond with a maximum depth of approximately 18 feet and surface area of 24.2 acres. As shown on Figure 2 in the applica�on there are two developed proper�es in the upgradient watershed where groundwater flows into the pond. The watershed boundary on one of these lots (Lot 11-12-0) is very close to the pond shore. Therefore, while the sep�c system on this lot may be within 300 feet of the pond, the groundwater in this area likely flows to the northeast, away from Pine Pond. Therefore, there is only one sep�c system within 300 feet of the upgradient side of the pond that could poten�ally contribute phosphorus to the pond. Under the Pond and Lake Stewardship (PALS) program, water quality sampling has been performed between 2001-2023 and will con�nue in the future. For most sampling years, both spring and fall samples were collected. The sampling site has an average depth of 16-17 feet, sugges�ng that a full water column profile was obtained. Mean Secchi Depth during the sampling period was 4.9 meters for a % Secchi depth of 87.5%. Botom anoxia was not observed in any sampling year. Mean fall surface chlorophyll-a was 2.7 ug/L, giving a Carlson Trophic Status Index of approximately 42, in the mesotrophic range. In addi�on, between 2019-2023, Pine Pond was regularly monitored for the presence of bloom-forming cyanobacteria. No samples demonstrated excess cyanobacteria biomass during this �meframe. The mean Total Nitrogen concentra�on over �me from the PALS data is 0.4 mg/L which is at or below the Subecoregion 84 Reference Threshold of 0.41 mg/L. Evalua�ng the nitrogen and phosphorus data, the mean Redfield Ra�o (N:P) was 67, indica�ng that the pond is phosphorus limited. Based on this monitoring data, there do not appear to be significant impacts from sep�c system effluent, stormwater runoff or lawn fer�lizers to Pine Pond. The absence of diazotrophic cyanobacteria suggests that there are no excess bio�c nitrogen contribu�ons. 1 Consent Agenda Cover Page April 23, 2024 a. Reappointment to Barnstable County HOME Consortium Advisory Council: Donna Kalinick The Barnstable County HOME Program Manager is requesting that Donna Kalinick be reappointed as Brewster’s alternate representative member. Ms. Kalinick’s current term will expire on June 30, 2024. The new one-year term will run through June 30, 2025. Administrative Recommendation: We recommend the Select Board approve the re-appointment. b. Facility Use Applications: Resident Anna Delude Resident Anna Delude is requesting use of the gazebo at Drummer Boy Park to host a small children’s birthday celebration on Saturday May 4, 2024, from 930am until 1pm. The application was shared with department heads for their feedback and there are no concerns with the application. Administrative Recommendation: We recommend the Select Board approve the facility use application. c. Temporary Closure of Long Pond Landing (May 6 to May 10) The Long Pond Boat Ramp and Landing Renovation project is substantially complete. The contractor, Speakman Excavating, will be returning to the site from May 6th to 10th to finish punch list items and complete additional work on the ramp. We request that the landing be closed during this time frame since heavy equipment will be in use. Administrative Recommendation: We recommend the Select Board approve the temporary closure of Long Pond Landing. d. Temporary Closure of Brewster Dog Park (May 19) The Friends of Brewster Dog Park will be offering an educational event on May 19th from 1:00 to 2:30pm. During this time, the Dog Park will be closed for general use. Administrative Recommendation: We recommend the Select Board approve the temporary closure of the Brewster Dog Park. e. Update Building Department Fee Schedule The Acting Building Commissioner is recommending some adjustments to the current Building Department Fee Schedule for permits related to decks, ADU’s and Energy Storage Systems. Administrative Recommendation: We recommend the Select Board approve the requested fee changes. 2 f. Fee Waiver Request: Ruck4Hit Cape Cod and Brewster Conservation Trust The Select Board approved an event notification form at their meeting on April 8, 2024, to allow Heros in Transition Inc. to pass through Town for their Ruck Relay event on Friday April 26th and Saturday April 27th. For this event, there will be temporary signs placed at 3 locations, the Recycling Center, Town Hall, and Crosby Lane for the van exchange. The organization has completed the process for permission through the Building Department and is requesting a waiver of the permit fees in the amount of $15. The Brewster Conservation Trust is requesting an application fee waiver of $300 for the application for endorsement of a plan believed not to require approval (ANR) for the property located at 3571 Main Street, also known as the former Washington Chase Bogs. Brewster Conservation Trust is scheduled to present the proposed subdivision of the property before the Planning Board on April 24, 2024. Administrative Recommendation: We recommend the Select Board approve the fee waiver requests. g. Declare Surplus Property The Public Works Department requests that their 1999 Gravely Brush Cutter be declared surplus property. Administrative Recommendation: We recommend the Select Board approve this request. h. One Day Liquor License The Cape Cod Museum of Natural History is requesting a one-day liquor license for a volunteer appreciation picnic on May 20th from 4 to 6pm. The application was distributed to various department heads for comment and there were no concerns. Administrative Recommendation: We recommend the Select Board approve the one-day liquor license request. i. Request for Donation: Brewster Conservation Trust The Brewster Conservation Trust recently built an outdoor classroom at the Eddy Sister’s property where the Community Gardens are also located and managed through the Council on Aging. The request is for $1,000 to come from the Community Garden revolving account. Administrative Recommendation: We recommend the Select Board approve the donation request. 3 j. Housing Choice Designation Application The 2024 Housing Choice Designation Application is due on April 26th. The Housing Office has prepared a draft application to be submitted to the Executive Office of Housing and Livable Communities which requires the signature of the Chair of the Select Board. Brewster has worked diligently on its’ housing program and hopes to be designated as a Housing Choice Community, opening grant and other housing opportunities to the Town. Administrative Recommendation: We recommend the Select Board authorize the Chair to sign the application. Main Office: 508-375-6600 | www.capecod.gov Barnstable County Regional Government of Cape Cod 3195 Main Street | Barnstable, Massachusetts 02630 Department of Human Services Joseph R. Pacheco Director Mandi Speakman Deputy Director April 9, 2024 Via email only: plombardi@brewster-ma.gov Select Board, Town of Brewster c/o Peter Lombardi, Town Administrator 2198 Main Street Brewster, MA 02631 RE: Barnstable County HOME Consortium Advisory Council Dear Select Board: I am writing to inform you that the term of Brewster’s alternate representative member, Donna Kalinick, expires on June 30, 2024. Donna has expressed an interest in continuing on as Brewster’s alternate member representative. Therefore, we respectfully request that the Select Board reappoint Donna Kalinick as alternate representative member to the Barnstable County HOME Consortium Advisory Council for a one-year term to run through June 30, 2025. Barnstable County appreciates the Town of Brewster’s support of this regional council. If you have any questions or need additional information, please do not hesitate to contact me. Sincerely, Renie Hamman, HOME Program Manager Renie.hamman@barnstablecounty.org 508-375-6622 cc: Erika Mawn, Jill Scalise, and Donna Kalinick via email only Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Townmanager@brewster-ma.gov TO: Select Board FROM: Donna Kalinick, Assistant Town Manager CC: Peter Lombardi- Town Manager; Griffin Ryder-Public Work Director, Chris Miller-Natural Resources Director RE: Long Pond Town Landing Temporary Closure DATE: 4/17/2024 The Long Pond Town Landing project is substantially complete. Improved safe boat access, parking and circulation and vista enhancement are all elements of the project. The Landing was closed from September 5th through December 31st with the understanding that an additional temporary closure might be required in the spring. Our Contractor, Speakman Excavating will be onsite from May 6th through 10th, completing punch list items and additional work on the ramp. Chris Miller, Natural Resources Director and Griffin Ryder, Public Works Director are continuing to oversee the project, along with the engineering firm, Horsley Witten. The improved landing and boat ramp will be fully open for the summer 2024 season. Office of: Select Board Town Manager 1 Donna Kalinick From:Carmen Scherzo <cssboh2017@gmail.com> Sent:Friday, April 19, 2024 10:17 AM To:Peter Lombardi Subject:Re: FBDP Educational Event Hi Peter, I don't think we have enough time to advertise an April 28, 2024, educational event. I just spoke to Rick Alto and we would like to change the date Sunday, May 19, 2024. Please request the Select Board approval of closure on that date. This would be a one-time event and would be free. Thank you for all you do for BDP, Carmen On Fri, Apr 19, 2024 at 9:55 AM Peter Lombardi <plombardi@brewster-ma.gov> wrote: Hi Carmen, The Select Board would have to approve this closure of a public park for this purpose. They are meeting next Tuesday and we are posting their agenda today. Would this be a regular occurrence going forward or a one-time event? Would it be free? Peter Lombardi Town Manager Town of Brewster 508-896-3701 x. 1128 Brewster Town Offices are open to the public Monday through Thursday from 8:30am to 4:00pm, and by appointment on Fridays. From: Carmen Scherzo <cssboh2017@gmail.com> Sent: Friday, April 19, 2024 9:48 AM To: Peter Lombardi <plombardi@brewster-ma.gov> Subject: Re: FBDP Educational Event 2 Hi Peter, Second request: Is this an option? We don't have a lot of time to advertise the event. Thanks, Carmen On Thu, Apr 18, 2024 at 7:28 AM Carmen Scherzo <cssboh2017@gmail.com> wrote: Good morning, Peter, FBDP Board met last night. Our recent survey indicated that patrons of BDP wanted an Educational Event at a different time, not after BDP was closed for maintenance on the last Thursday of the month. Can we close and have exclusive use of the Small Dog Area only for an Educational Event presented by Rick Alto on Sunday, April 28, 2024, from 1:00 PM to 2:30 PM? Let me know, Carmen Archive d: Tuesday, April 9, 2024 2:25:31 PM From: Richard Leibowitz Se nt: Wed, 6 Mar 2024 19:24:33 To: Peter Lombardi Cc: Victor Staley Thomas Delaney Subje ct: Building Department Fee's Importance : Normal Se ns itivity: None Pe te r, The bui ldi ng departme nt woul d l i ke to change the Deck re surfaci ng expre ss pe rmit to a regul ar ful l bui ldi ng permi t to avoid structural compl i cations whe n work goes be yond surfaci ng al one . Al so, the Bui ldi ng Departme nt Fe e sche dul e does not l i st (ESS’s) Ene rgy storage syste ms. I would ask for a fee of $75 for re si de nti al 1 and 2 fami l y dwel l i ngs or townhouses uni ts. We have n’t se e n Commercial appli cati ons for ESS’s at thi s ti me and woul d l ike to wait to se e what regul ati on apply based on Aggre gate Capacity of Kwh be f ore we assi gn a pri ce . Re spe ctfull y, Ri chard Le ibowitz Acti ng Bui ldi ng Commi ssi one r Archive d: Tuesday, April 9, 2024 2:25:18 PM From: Victor Staley M ail re ce ive d time : Wed, 3 Apr 2024 20:21:03 Se nt: Wed, 3 Apr 2024 20:21:00 To: Richard Leibowitz Cc: Erika Glidden Peter Lombardi Jonathon Idman Subje ct: ADU registration Importance : Normal Se ns itivity: None Hi Ri chard, I agree that the Bui l di ng De partme nt shoul d establ i sh a re gi strati on for Acce ssory Dwel li ng Uni ts (ADUs). Jon create d a re gi strati on form which I can work on a l ittl e more to make sure that it touche s al l of the poi nts nece ssary for an ADU to be re cogni ze d and possi bl y tracke d ove r the ye ars. I be li e ve that a $50.00 fe e woul d be suffici e nt for proce ssi ng by the Bui l di ng De partme nt. I suspect that thi s re gi strati on can be accommodated by our pe rmi t software. The regi strati on is a one -ti me deal and di f fere nt from the annual reporti ng of the owner of the re ntal of an ADU. So, i f you thi nk that this i s okay the n you can l e t Pe te r know of a Bui ldi ng Departme nt f e e sche dul e change of addi ng the li ne i tem for “ADU Regi strati on”……$50.00. Thank you, Vi ctor (Proposed April 2024) RESIDENTIAL USES (1 & 2 Family, Multi-Family, Condominium) $25.00 Deposit Required for Each Building Permit Application Abbreviations: Square Foot = SF; Per Square Foot = PSF Base (Minimum Required) Building Permit Fee $100.00 All New Construction, Additions, Alterations >150 Square Feet $0.70 per SF Fireplace/Chimney (No Fee if included with new dwelling permit) $50.00 Mechanical/Sheet Metal (No Fee if included with new dwelling permit) $50.00 Deck Resurfacing only (no frame or railing work) $50.00 Pool (above and below ground) $100.00 Energy Storage Systems $75.00 Accessory Dwelling Unit (ADU) Registration $50.00 Change of Use/Establishment of Home Occupation $50.00 Demolition (any structure >200 SF, detached or attached) $100.00 Express Permits - Roof, Siding, Window, Door repair or replacement, Deck resurfacing Only (No frame or railing work), Insulation/Weatherization Only (No HVAC/Duct work) Fee is per category and per structure and/or dwelling unit $50.00 Wood, Coal, Pellet Stove $75.00 PV Solar Panel Array – (Roof-Mounted) $75.00 PV Solar Panel Array – (Ground-Mounted) $100.00 Alarm System $50.00 Residential Zoning Permits Shed Registration (up to 120 Square Feet) $50.00 Accessory Structure Registration (120 to 200 Square Feet) $75.00 Sign Permits Up to 4 Square Feet $20.00 Over 4 Square Feet $30.00 Temporary Sign Permit (per sign) $ 5.00 NON-RESIDENTIAL USES (Building Code Uses A, B, F, H, I, M, S, & U)* $50.00 Deposit Required for Each Non-Residential Building Permit Application *Use and Occupancy Groups as defined in Sec. 302 in the 10th Edition of the International Building Code Base (Minimum Required) Permit Fee $125.00 All New Construction, Additions, Alterations >100 Square Feet Base Fee plus .75 per SF Express Permits - Roof, Siding, Window, Door repair or replacement, Deck resurfacing (No frame or railing work), Insulation/Weatherization (No HVAC/Duct work) (NOTE: Commercial Express Permits are not eligible for Homeowner Exemption) Fee is per category and per structure and/or dwelling unit $100.00 Demolition ((any structure >125 SF, detached or attached) $150.00 Change of Use $100.00 Mechanical, Sheet Metal/Flue (per unit) $125.00 PV Solar Panel Array (Roof or Ground Mounted) $100. plus $2. per panel Alarm System $100.00 Annual or Periodic 110 Safety Inspection $50.00 -Page 2 of 2- MISCELLANEOUS FEES Minor Stormwater Permit $50.00 Major Stormwater Permit $100.00 Temporary Construction Trailers, Storage Containers $125.00 Temporary Tent Permit (400 Square Feet or larger) $40.00 Retaining wall per 100 linear feet (over 4 feet of unbalanced fill) $40.00 Trench Permit (Pursuant to MGL 82A & 520 CMR 7) $40.00 First Reinspection Fee $75.00 Second and Subsequent Reinspection Fees $125.00 Copies: Large Format Plan (Per Page) $5.00 General Conditions 1. For all permit types, please register and apply online through the Brewster Online Permit Portal at: https://brewsterma.viewpointcloud.com/ 2. Incomplete Building Permit Applications will be denied after 30 days once the applicant has been informed of additional permit requirements. 3. Building and Zoning Permits listed above are exclusive of other permits that may be required for a given project such as ZBA Special Permits, Old King’s Highway Historic District, Wiring, Plumbing, Gas, or Septic. 4. All permit application fees will be doubled if work is commenced prior to obtaining a permit except where allowed by code. 5. All calculated fees will be rounded to the next highest dollar. 6. Reinspection fees may be charged for each additional inspection if during a requested inspection the work is found to be non-compliant, incomplete, the premises locked or inaccessible, if the scope of the permitted work has been exceeded or if the requested inspection fails. Reinspection fees as noted on this schedule are due prior to reinspection. 7. Permit fees and deposits are non-refundable. 8. Permit fees for unusual or special conditions not itemized herein will be determined by the Building Commissioner. 9. All official research requests should be submitted through the Brewster Town Clerk’s office. 10. The Brewster Building Department is unable to determine the buildability of any given lot without receipt of a completed building permit application. If you are unsure of permitting requirements, or if you require assistance in using the online permitting system, please contact the Building Department PRIOR TO THE START of any work for which a permit may be required. Brewster Building Department 2198 Main Street, Brewster, MA 02631 (508) 896-3701 x1125 building@brewster-ma.gov Open to the public Monday-Thursday 8:30 am to 4:00 pm, and by appointment on Fridays Visit https://brewsterma.viewpointcloud.com/ for more information about who is qualified to register as a permit applicant, becoming a registered user, or the application process itself. Heroes In Transition, Inc. is a Massachusetts nonprofit corporation and is exempt from federal income tax under section 501(c) 3 of the Internal Revenue Code, EIN 27-1981637. April 12, 2024 To Whom It May Concern, On behalf of all of us at Heroes In Transition, thank you for your support of our Annual Ruck4HIT relay. I am writing today to request a fee waiver of $15 for our signs that will be at the exchanges in the town from April 25-27. We appreciate your consideration in this matter. If you have any questions, please do not hesitate to contact me. Sincerely, Nicole Spencer Executive Director|Heroes In Transition 508-360-0994 10 April 2024 Ned Chatelain, Chair Town of Brewster Select Board 2198 Main Street Brewster, MA 02631 Re: Requested Waiver of Application Fees Dear Mr. Chatelain, On behalf of the Brewster Conservation Trust (BCT), I respectfully request a waiver of the $300 application fee associated with the application for endorsement of plan believed not to require approval (ANR) for the properties associated with 3571 Main Street (Assessor’s Map 114, Lot 60; Map 126, Lots 4,5,9), better known as the former Washington Chase Bogs. The proposed subdivision will designate or define two specific lots. The first lot, containing the retired cranberry bogs, will be 12.36-acres and be designated as conservation land. This parcel will be known as the Chase Bogs and protect some very valuable habitat and provide passive recreational activities for residents. The second lot will be a 1.56-acre house lot, which we are partnering with Habitat for Humanity to add two additional single-family dwellings. We are very excited about this project and what it will mean to the Town of Brewster and its residents. We are scheduled to be heard at the April 24, 2024 Planning Board meeting and would appreciate it if you could please add this to your Action Items for the next available Select Board meeting date. If you need any further information, please let me know. Sincerely, Amy Henderson Executive Director Cc: Brewster Planning Board 1 Donna Kalinick From:Mike Richards Sent:Tuesday, April 16, 2024 11:00 AM To:Erika Mawn Cc:Donna Kalinick Subject:Surplus Hi Erika, Could you please add the following item to an upcoming Selectboard agenda for the surplus and auc on on Gov Deals? 1999 Gravely Brush Cu er Formerly of the DPW this unit has been phased out of service and replaced by newer more modern equipment. Thank you Mike Richards Master Mechanic Town of Brewster Department of Public Works 201 Run Hill Road Office: 508-896-3212 Cell: 774-353-7160 10 April 2024 Ned Chatelain, Chair Town of Brewster Select Board 2198 Main Street Brewster, MA 02631 Re: Requested for donation Dear Mr. Chatelain, While the Brewster Conservation Trust (BCT) focuses a lot on the acquisition and protection of open space in perpetuity, I am writing to you today regarding the new Outdoor Classroom at the Eddy Sister’s property, which also hosts the community garden on Lower Road. We hope that the Select Board will consider a donation of $1000 from the Community Garden’s revolving account to support this project. Born from the needs and ideas of all the groups that use the Eddy Sister’s Property, the classroom was designed and developed as a place to build community and offer educational programming related to the natural world. And of course, will offer a little respite and protection from the summer sun for all the community gardeners. As you may know, this property is one of BCT’s signature properties, and was acquired by BCT as a donation by sisters Ruth and Mary Louise Eddy, both of whom were actively involved in service to the town of Brewster and founding BCT trustees. BCT is committed to honoring the sisters’ legacy and generosity by preserving the historical significance of the land, its notable conservation value, and its public accessibility. We look forward to all the future educational and outreach programming that will take advantage of the shelter offered by the outdoor classroom. Thank you for your consideration. If you need any further information, please let me know. In appreciation, Amy Henderson Executive Director Sample 2024 Housing Choice Designation Application March 29, 2024 Welcome to the 2024 Housing Choice Designation Application The Housing Choice Community (HCC) designation has been in place for 6 years and is part of the Housing Choice Initiative. The designation period lasts for 5 years. New designees in 2024 will remain designated until 2029. This designation application will continue to open in the beginning of each year to allow municipalities to apply for designation. Currently designated communities, whose designation does not expire in 2024, do not need to apply until the year of their designation expiration. Verify your community’s designation period at Housing Choice Designation | Mass.gov To complete this application, you will need information about your community's total year-round housing units from the 2020 Census and the cumulative net increase in year-round housing units from January 1, 2019, through December 31, 2023 (referred to below as "additional" units). You may use either A) BUILDING PERMIT data from the US Census Building Permit Survey or B) BUILDING PERMIT records from your municipality as the primary source to document net new housing units in your community. The application must be e-signed and certified by your local Building Official as to the accuracy of the additional unit information. The Chief Executive Officer must also e-sign and certify the application. This application CAN be saved, and you may save your work and return to the form later. IF you use the "Save and Resume" feature, please note that uploaded files will not be saved. Please gather and keep files needed for uploading and only upload them when you are ready to hit the "SUBMIT" button at the END of the application. If you are qualifying based on an increase of 300 units/3% increase in year-round housing stock, you will also need to document your municipalities Best Practices related to housing. Please be sure to upload all documentation needed to demonstrate these best practices at the time you plan to "SUBMIT." While there are no maximum file sizes per file, the maximum file size for ALL uploads is 25 MB per submission (not per file upload field). If you try to submit a form with files totaling more than 25 MB, you will get an error message and you will have to start over. If your total file size is greater than 25 MB, please consider submitting evidence of zoning code only once, highlighting the relevant sections, and noting in the best practices narrative sections of the application where to find the evidence in the submitted document. Finally, only if you continue to have problems uploading files due to large sizes, please notify mckenzie.bell@mass.gov to request to submit files by email. Once your application is submitted, a review panel will evaluate your application for the facts and evidence submitted and evaluate whether your community meets the designation criteria. If additional materials or evidence are needed, the panel may request additional information be submitted by email to complete application review. Access application online at Housing Choice Designation Application | Mass.gov Applications are DUE no later than 5:00 p.m. on Friday, April 26, 2024. To avoid last minute problems submitting this online form, we suggest that you submit as soon as possible and not wait until the last minute. If you have questions, contact McKenzie Bell, Senior Community Grants Coordinator, at mckenzie.bell@mass.gov. Sample 2024 Housing Choice Designation Application March 29, 2024 SAMPLE APPLICATION FORM -- NOT FOR OFFICIAL APPLICATION SUBMISSION Contact & Community Information 1. Submitting Municipality* Choose your City or Town from the drop-down list 2.a. Contact Name* First Name* Last Name* 2.b. Contact Mailing Address* Address Line 1 Address Line 2 City State ZIP Code 2.c. Contact Email* 2.d. Contact Phone Number* 3. Does your community have any ACTIVE housing restrictions such as a moratorium or limitations on the number of new housing units?* Yes No Zoning moratorium makes your community INELIGIBLE for Housing Choice designation IF YES TO 3 THEN ANSWER 3.A. 3.a. If YES, please provide a copy of the ordinance(s) or bylaw(s) that restrict or limit the number of new housing units here.* Upload file here If the restrictions limit new housing to less than 5% growth per year, you will likely be ineligible for Housing Choice Designation 4. Has your community conducted a Self-Evaluation or Transition Plan related to the Americans with Disabilities Act (ADA)?* Yes No More information on ADA requirements for local governments can be found at https://www.mass.gov/how-to/housing-choice- designation-application IF NO TO 4 THEN ANSWER 4.A. 4.a. If NO, is your community willing to enter into a Memorandum of Understanding (MOU) between the Massachusetts Office of Disability and EOHLC, immediately upon receiving the designation, to conduct such study within the next five (5) years?* Yes No Housing Choice Communities must have conducted this ADA review as required by Federal law or agree to conduct such review. A copy of a template MOU and more information about ADA planning can be found at https://www.mass.gov/how-to/housing-choice-designation-application Sample 2024 Housing Choice Designation Application March 29, 2024 Information about your Community's Housing Production The Housing Choice Designation is based on PRODUCTION OF NEW YEAR-ROUND housing units over the last 5-years. The threshold for qualifications is a 5% increase (or 500 units), or a 3% increase (or 300 units) and best practices. This section describes how to calculate and demonstrate the increase in new year- round housing units. (1) Look up your community's 2020 year-round housing units, also the denominator used in the Subsidized Housing Inventory (SHI). The designation application website has a list of 2020 year- round units for all communities here. (2) Calculate the number of additional year-round housing units over the last 5-years using the number of BUILDING PERMITS issued to create the ratio of additional units added over the last 5-years, excluding housing units that replace demolished units at a 1-to-1 ratio. Demolition of one single-family unit and replacement with one single-family unit is an increase of 0 units. If a demolished single-family home is replaced with 3 units, the net increase is +2 units. If building permits for new units replacing a demolished home cannot be easily excluded from your data, please provide data about the number of demolition permits and total units demolished. (3) Data Sources: BUILDING PERMITS are the measurement of additional year-round housing units for this calculation. Your building official should have a record of new residential building permits for year-round housing issued between January 1, 2019 and December 31, 2022. If your building official does not have ready access for this information, another source for this building permit data is information submitted by your community to the U.S. Census in the Building Permit Survey. A copy of the Building Permit Survey for all cities and towns in Massachusetts for 2019 through 2022 can be found on the Housing Choice web site here. 2023 Building Permit Survey data is not yet available through the U.S. Census Building Permit Survey, therefore 2023 building permit data must be provided from your building official. If your community has reason to believe the current Census Building Permit Survey data does not fully reflect the number of building permits in your community, there is a place in the application to add comments and explanation. 5. Provide your community's 2020 year-round housing units.* INSTRUCTIONS: 2020 year-round housing units are available for download at https://www.mass.gov/how-to/apply-for-the- housing-choice-designation 6. Number of net new units that were issued building permits between January 1, 2019 and December 31, 2023* Note: please see the above description of qualifying net new units 7. Here is the percent increase in year-round housing units (net new units/2020 units*100)* Note: this field calculates the % increase automatically. Use this or the number of units over the last 5 years in Question 7 to complete Question 8 in the next section. Sample 2024 Housing Choice Designation Application March 29, 2024 Housing Choice Designation 8. Based on the % increase in Question 7 OR the number of units produced over the last 5 years in Question 6, select the appropriate designation. If you do not meet the numeric standard to qualify to be a Housing Choice Community, visit the Housing Choice Web pages and review the many Technical Assistance opportunities available from many public, quasi-public, and advocacy organizations. You might also talk to your Regional Planning Agency about what steps your community might take to increase housing production so that you may qualify for the designation in the future. 8.a. Choose the Housing Choice Designation for your community based on Questions 6, 7 and 8 * 5% increase OR 500+ units over the last five years 3% increase OR 300+ units over the last five years 8.b. Upload building permit data* Upload file here You must provide detailed back up for all net new units. Please UPLOAD documentation of the building permits issued over the last 5 years as .pdfs of printouts from your building permit software, excel spreadsheets, or other information about building permits in your community. Remember, even if you use Building Permit Survey data for 2019 through 2022, you must upload your community's building permit information for 2023. 8.c. Use the space below to provide information about additional housing units in your community that you believe are not captured by the Building Permit Survey Here you can let us know about the reasons why the Building Permit Survey does not accurately reflect housing production in your community (1000-character limit). Sample 2024 Housing Choice Designation Application March 29, 2024 Housing Choice Best Practices If your community has over 5% increase in housing production or 500 or more net new housing units, please go through all 15 of the best practices below and indicate by checking the box for each of your community's BEST PRACTICES to indicate which ones your City/Town has implemented. You do not have to submit or upload any documentation. While communities with 5%/500 growth in housing units do not need to demonstrate a certain number of best practices to qualify for Housing Choice designation, the best practices are a part of evaluating grant proposals. For Production and Planning (3%/300), which Housing Best Practices do you have? • You MUST select at least 7 of the 15 best practices below to qualify for the 3%/300 unit category. • TWO Best Practices MUST be in the Affordable Category. • You MUST upload documentation to demonstrate achievement of at least 7 of the 15 Best Practices that you select below. NOTE: when uploading required documentation, only one file per upload box is allowed, please scan documents into a SINGLE FILE for uploading to each best practice. Zoning Best Practices 9.a. Multi-Family allowed by right Have at least one zoning district that allows multifamily by right (in addition to 40R districts) where there is capacity to add units and that allows for family housing that is not age restricted and does not restrict units with more than 2 bedrooms (or have a pattern of approving such developments over the last 5 years). IF APPLICANT SELECTS 9.A THEN ANSWER 9.A.1 AND 9.A.2 9.a.1 Upload file here NOTE: For 3%/300 cities and towns, if you choose this Best Practices you MUST submit documentation about the best practice. 9.a.2 Narrative Provide additional narrative here for question 9.a. (500-character limit). 9.b Inclusionary Zoning, with density bonus [Affordable Category] Have Inclusionary Zoning that provides for reasonable density increases so that housing is not unreasonable precluded. INSTRUCTIONS: Please provide a copy of the section in your current zoning ordinance or by-law that addresses inclusionary zoning with density increases for provision of affordable units. IF APPLICANT SELECTS 9.B THEN ANSWER 9.B.1 AND 9.B.2 9.b.1 Upload file here NOTE: For 3%/300 cities and towns, if you choose this Best Practices you MUST submit documentation here. 9.b.2 Narrative Provide additional narrative here for question 9.b. (500-character limit). Sample 2024 Housing Choice Designation Application March 29, 2024 9.c. 40R or 40Y Starter Home District [Affordable Category] Have an approved 40R Smart Growth or 40Y Starter Homes district that remains in compliance with the 40R or 40Y regulations, as applicable. Please note, that if your community repealed its only 40R district, it no longer qualifies for this best practice. INSTRUCTIONS: Provide a copy of the section in your current zoning ordinance or by-law that implements MGL chapter 40R or 40Y provisions. IF APPLICANT SELECTS 9.C THEN ANSWER 9.C.1 AND 9.C.2 9.c.1 Upload file here NOTE: For 3%/300 cities and towns, if you choose this Best Practices you MUST submit documentation here 9.c.2 Narrative Provide additional narrative here for question 9.c. (500-character limit). 9.d. Mixed-Use or Cluster Development Have zoning that allows residential/mixed use or cluster / Open Space Residential development by right that is not part of a 40R district (or have a pattern of approving such developments over the last 5 years). INSTRUCTIONS: Provide a copy of the section in your current zoning ordinance or by-law that allows mixed use or cluster development by right. If you believe your community has demonstrated a consistent pattern over the last 5 years of approving such developments, please provide a table with the following information: project address/name, number of units, action taken (approve, deny, withdrawn, appealed) and date of final board decision. If there are questions about these projects program staff may follow up for additional information. IF APPLICANT SELECTS 9.D THEN ANSWER 9.D.1 AND 9.D.2 9.d.1 Upload file here NOTE: For 3%/300 cities and towns, if you choose this Best Practices you MUST submit documentation here 9.d.2 Narrative Provide additional narrative here for question 9.d. (500-character limit). 9.e Accessory Dwelling Units Have zoning that allows for accessory dwelling units by right (or have a pattern of approving ADUs over the last 5 years). INSTRUCTION: Provide a copy of the section in your current zoning ordinance or by-law that allows ADUs by right. If you believe your community has demonstrated a consistent pattern over the last 5 years of approving ADUs, please provide a table with the following information: project address/name, number of units, action taken (approve, deny, withdrawn, appealed) and date of final board decision. If there are questions about these projects program staff may follow up for additional information. IF APPLICANT SELECTS 9.E THEN ANSWER 9.E.1 AND 9.E.2 9.e.1 Upload file here NOTE: For 3%/300 cities and towns, if you choose this Best Practices you MUST submit documentation here 9.e.2 Narrative Provide additional narrative here for question 9.e (500-character limit). 9.f. Multi-Family Parking Requirement Reduced parking requirement for Multi-Family units within the last 5 years or require no more than 1 parking space per unit for multifamily units. Sample 2024 Housing Choice Designation Application March 29, 2024 INSTRUCTIONS: Provide a copy of the section of your current zoning ordinance or by-law that demonstrates no more than one (1) parking space per unit for multi-family developments and/or describe the reduction in parking requirements that occurred within the last 5 years. IF APPLICANT SELECTS 9.F THEN ANSWER 9.F.1 AND 9.F.2 9.f.1 Upload file here NOTE: For 3%/300 cities and towns, if you choose this Best Practices you MUST submit documentation here 9.f.2 Narrative Provide additional narrative here for question 9.f (500-character limit). Other Best Practices 9.g. Local actions that support housing [Affordable Category] Designated local resources for housing such as established an Affordable Housing Trust, donated or surplus land for re-use or redevelopment of housing, or spent substantial Community Preservation Act (CPA) funds for community housing over the last 5 years. INSTRUCTIONS: Provide a narrative description of designated local resources and upload documentation including but not limited to (1) meeting minutes from meetings of Board of Selectmen, Town Meeting or Affordable Housing Trust board awarding funding, designating CPA funds for Community Housing projects and a list of funds spent for community housing projects including number of units produced if applicable, (2) copy of deed conveying property for nominal value, or for reduced value if accompanied by evidence of value or approving conveyance of land for nominal or reduced value; (3) award letter or other documentation of funding award, or (4) copy of Affordable Housing Trust charter. IF APPLICANT SELECTS 9.G THEN ANSWER 9.G.1 AND 9.G.2 9.g.1 Upload file here NOTE: For 3%/300 cities and towns, if you choose this Best Practices you MUST submit documentation here 9.g.2 Narrative Provide additional narrative here for question 9.g (500-character limit). 9.h. Land Use Board Training Provide evidence of education and training for a majority of members on a land use board (Planning Board, Board of Appeals, Select Board and/or City Council) from Citizen Planner Training Collaborative, Massachusetts Housing Partnership’s Housing Institute, Community Development Partnership’s Lower Cape Housing Institute, or Urban Land Institute’s (ULI’s) Urban Plan Public Leadership Institute over the last 5 years INSTRUCTIONS: Provide evidence of education and training for a majority of members on a land use board (Planning Board, Zoning Board of Appeals, Select Board and/or City Council) from Citizens Planner Training Collaborative (CPTC), Massachusetts Housing Partnership's (MHP's) Housing Institute, Community Development Partnership's Lower Cape Housing Institute, or Urban Land Institute's (ULI's) Urban Plan Public Leadership Institute over the last 5 years. Comparable training will be evaluated on a case by case basis. IF APPLICANT SELECTS 9.H THEN ANSWER 9.H.1 AND 9.H.2 9.h.1 Upload file here NOTE: For 3%/300 cities and towns, if you choose this Best Practices you MUST submit documentation here 9.h.2 Narrative Provide additional narrative here for question 9.h (500-character limit). 9.i 40B pattern or approval [Affordable Category] Sample 2024 Housing Choice Designation Application March 29, 2024 Have a demonstrated pattern of working with 40B developers to achieve greater affordability by accepting 40B projects without imposing conditions that render the projects uneconomic. INSTRUCTIONS: Provide evidence of approved 40B projects in the community over the last 5 years. IF APPLICANT SELECTS 9.I THEN ANSWER 9.I.1 AND 9.I.2 9.i.1 Upload file here NOTE: For 3%/300 cities and towns, if you choose this Best Practices you MUST submit documentation here 9.i.2 Narrative Provide additional narrative here for question 9.i. (500-character limit). 9.j Subsidized Housing Inventory (SHI) at or above 10% [Affordable Category] Have units currently eligible for inclusion in the Subsidized Housing Inventory (SHI) that equal or exceed 10% of total year round housing stock according to the EOHLC subsidized housing inventory, where reaching such 10% threshold was not the result of having a local comprehensive permit decision overturned by the Housing Appeals Committee (HAC). INSTRUCTIONS: Provide a copy of most recently published SHI for your community. If you believe there are additional units eligible for inclusion on the SHI, but not reflected on the SHI, documentation of those units must meet the standards applied by EOHLC under its regulations and guidelines in determining whether units are SHI-eligible. SHI units that are added after Housing Appeals Court (HAC) overturned a local denial or overturned local conditions will NOT COUNT towards your community's SHI totals. Most recent SHI numbers are posted on the EOHLC website here. IF APPLICANT SELECTS 9.J THEN ANSWER 9.J.1 AND 9.J.2 9.j.1 Upload file here NOTE: For 3%/300 cities and towns, if you choose this Best Practices you MUST submit documentation here 9.j.2 Narrative Provide additional narrative here for question 9.j. (500-character limit). 9.k. Subsidized Housing Inventory (SHI) increased at least 2.5% [Affordable Category] Have increased your community’s SHI by at least 2.5% points in the last 5 years where such increase was not the result of having a local comprehensive permit decision overturned by the Housing Appeals Committee (HAC). INSTRUCTION: Provide a copy of most recently published SHI for your community showing at least a 2.5% increase over the last 5 years. If you believe there are additional units eligible for inclusion on the SHI, but not reflected on the SHI, documentation of those units must meet the standards applied by EOHLC under its regulations and guidelines in determining whether units are SHI- eligible. SHI units that are added after Housing Appeals Court (HAC) overturned a local denial or overturned local conditions will NOT COUNT towards this best practice. IF APPLICANT SELECTS 9.K THEN ANSWER 9.K.1 AND 9.k.2 9.k.1 Upload file here NOTE: For 3%/300 cities and towns, if you choose this Best Practices you MUST submit documentation here 9.k.2 Narrative Provide additional narrative here for question 9.k. (500-character limit). 9.l. Participate in one of the following EOHLC Housing Programs The Housing Development Incentive Program (HDIP), have adopted an Urban Center Housing Tax Increment Financing district, approved District Improvement Financing (DIF) related to housing, have adopted an Urban Renewal Plan that includes a significant Housing element. Sample 2024 Housing Choice Designation Application March 29, 2024 INSTRUCTIONS: Provide evidence of participation in one or more of the EOHLC programs. IF APPLICANT SELECTS 9.L THEN ANSWER 9.L.1 AND 9.L.2 9.l.1 Upload file here NOTE: For 3%/300 cities and towns, if you choose this Best Practices you MUST submit documentation here 9.l.2 Narrative Provide additional narrative here for question 9.l. (500-character limit). 9.m. Property tax relief / Community Impact Fee [Affordable Category] Have adopted local option property tax relief programs for income eligible seniors either as provided for by statute (MGL c. 59 section 5) or through a home rule petition; OR have adopted a Community Impact Fee for short term rentals (MGL c. 64G, section 3D) where your community has committed in writing to using a portion of such revenues for affordable housing. INSTRUCTIONS: Provide a copy of local bylaw or ordinance establishing the tax relief program. IF APPLICANT SELECTS 9.M THEN ANSWER 9.M.1 AND 9.M.2 9.m.1 Upload file here NOTE: For 3%/300 cities and towns, if you choose this Best Practices you MUST submit documentation here 9.m.2 Narrative Provide additional narrative here for question 9.m (500-character limit). 9.n. Housing Production Plan Have a CERTIFIED Housing Production Plan which means that you have an EOHLC approved Housing Production Plan and have subsequently seen an increase of 0.5% or 1% in your year round housing units within the required time frame (see https://www.mass.gov/service-details/chapter-40-b-housing- production-plan for more information). INSTRUCTIONS: There is a difference between a CERTIFIED Housing Production Plan (HPP) and one that has been APPROVED by EOHLC. A certified HPP which means that you have an EOHLC approved Housing Production Plan and have subsequently seen an increase of 0.5% or 1% in your year round housing units (see https://www.mass.gov/service-details/chapter-40-b-housing- production-plan for more information). Provide a copy of the EOHLC certification letter. IF APPLICANT SELECTS 9.N THEN ANSWER 9.N.1 AND 9.N.2 9.n.1 Upload file here NOTE: For 3%/300 cities and towns, if you choose this Best Practices you MUST submit documentation here 9.n.2 Narrative Provide additional narrative here for question 9.n (500-character limit). 9.o. Housing Plan Implementation Demonstrated implementation of at least two strategies identified in a Housing Production Plan, housing component of a Master Plan, Housing Needs Assessment, or other housing related plan or analysis, other than adoption of the best practices specifically listed above. INSTRUCTIONS: Housing plans should translate into housing policy. Communities who are implementing strategies of a housing plan and can provide evidence to their implementation should provide said evidence for 2 or more strategies from the most recent approved housing plan to meet this best practice. Please submit a copy of the Strategies section of the HPP. IF APPLICANT SELECTS 9.O THEN ANSWER 9.O.1 AND 9.O.2 9.o.1 Upload file here NOTE: For 3%/300 cities and towns, if you choose this Best Practices you MUST submit documentation here Sample 2024 Housing Choice Designation Application March 29, 2024 9.o.2 Narrative Provide additional narrative here for question 9.o (500-character limit). Sample 2024 Housing Choice Designation Application March 29, 2024 Certification and Signatures The Housing Choice application for Designation requires the e-signatures and attestation of signature of both the Local Building Official and the Chief Executive Officer (Mayor, Select Board Chair, or City/Town Manager). Please complete the signature section below by having the respective signatories type their name, title, email address, and certify their e-signature. 10.a. Local Building Official E-Signature and Attestation First Name* Last Name* Title* Email* I hereby attest that the building permit data for additional year-round housing units over the last 5 years is true and accurate. The data includes only additional year-round housing units, where demolished units were replaced 1:1 the new building permits are not included (or if permits for units replacing tear downs cannot be excluded from other additional unit permits, then demolition data is being provided); and conversions of commercial property to housing are included (such as mill conversions). 11.a. Chief Executive Officer E-Signature and Attestation First Name* Last Name* Title* Email* I hereby attest that I am duly authorized to submit this application. By entering my name in the space above, I further certify, under the pains and penalties of perjury, that the responses to the questions provided in this application, and the attached documentation, are true, accurate, and complete. I understand that the Executive Office of Housing and Livable Communities (EOHLC) will rely on the information provided in this application to make decisions about whether to award the Housing Choice Communities designation. Also, that the Commonwealth reserves the right to take action against me, the applicant organization, and/or any other beneficiary of a grant, if any of the information provided is determined to be false, inaccurate, or misleading. I also affirm that, if designated, the applicant community has the capacity to comply with all applicable laws and regulations. DRAFT: Housing Choice Designation Application 4.19.24 Due Friday April 26th - goal to submit on Thursday April 25th. 1. Brewster 2. Contact information: Jill Scalise, 3701 Main Street, Brewster, MA 02631, Jscalise@brewster-ma.gov , 508-896-3701 X 1169 3. NO 4. YES 5. 5,170 6. # New units produced 1.1.2019- 12.31.2023 = Approximately 215 units (Waiting on final determination) 7. Approximately a 4.2 % increase 8. Building Permit Records: Building Department a. % increase b. Upload: Building Permit Data- Needs confirmation from Victor c. Provide info about additional housing units not captured on Building Permit Survey: An additional 45 units have not yet received building permits but were added to the Brewster Subsidized Housing Inventory by the EOHLC in July 2023. These 45 a ordable units received a comprehensive permit June 14, 2023, and are currently in the EOHLC Winter Funding Round. With these 45 units included, Brewster has produced 5.0 %. Additionally, 8 Habitat homes were constructed in 2020 as part of Phase 2 of a 2016 Comprehensive Permit. These were not included in the building permit data. 9.e. Accessory Dwelling Units. e.1. Upload: Zoning Amendments: 11.13.23 ADU Amendment File e.2. Narrative: Brewster passed an ADU and ACDU bylaw in 2018 that allowed ADUs by right on lots >30,000 square feet provided the property was not in a water resource district. In November 2023, Brewster revised the ADU bylaw to streamline the process, allow ADUs by right on lots >15,000 square feet regardless of water district, and allow part-year residents to create ADUs. At least 13 ADUs have been permitted since 2019. 9.g. Local Actions that support housing (A ordable Category) g.1. Upload: Grant Agreement Habitat Red Top g.2. Narrative: Since 2019 Brewster has approved > $2.2 Million CPA funding to support housing. Funds include Housing Trust grants to preserve a ordable housing, provide rental assistance & run an A ordable Buy-down program; funds for Habitat homes (see attached Grant Agreement), Spring Rock Village & regional housing projects; & funds to support the Lower Cape Housing Institute & Housing Coordinator. Brewster also signed a Land Disposition Agreement to build 45 rental homes on 16+ acres of Town owned land. 9.h. Land Use Board Training h.1. Upload: LCHI Certification from CDP h.2. Narrative: Over 50 Brewster board members have attended Lower Cape Housing Institute Trainings over the past five years, including majorities of the Select & Planning Boards. Additionally, the Select Board, Housing Trust, Housing Partnership and Community Preservation Committee participated in a Brewster specific training on Fair Housing and Local Preference led by Mass Housing Partnership on 3.25.21. 9.i. 40B pattern or approval (A ordable Category) i.1. Upload: Comp Permits for Red Top Road & Spring Rock Village i.2. Narrative: Over the past 5 years Brewster has approved Comprehensive Permits in 2021 for Habitat for Humanity of Cape Cod (2 homes o Red Top Road) and in 2023 for Spring Rock Village (45 rental units on Town land). 9.m. Property Tax Relief/ Community Impact Fee (A ordable Category) m.1. Upload: Select Board Short-Term Rental Revenue Financial Policy 5.3.21. Article 6 Town Budget Town Meeting Vote May 1, 2023. Article 11 Community Preservation Act Surcharge Exemption Special Town Meeting Vote November 13, 2023 . m.2. Narrative: Brewster has a policy (attached) to designate 50% of forecasted Short Term Rental Revenue to the A ordable Housing Trust. Since 2021, the Town has transferred $1,525,000 in Short Term Rental Revenue from free cash to the A ordable Housing Trust. Brewster also approved a CPA surcharge exemption for qualifying low-to-moderate income seniors and low-income residents at 11.13. 23 Special Town Meeting. 9.n. Housing Production Plan n.1. Upload: HPP Certification letters 2022 & 2023. n.2. Narrative: Brewster’s Housing Production Plan has been certified 3 times since 2018. The 2017 Housing Production Plan was certified April 20, 2018 – April 19, 2019, as well as May 16, 2022 – May 15, 2023. The 2022 Housing Production Plan is currently certified: June 14, 2023- June 13, 2024. 9.o. Housing Plan Implementation o.1. Upload: Housing Production Plan Implementation Strategies Table o.2. Narrative: Brewster’s Housing Program is guided by the Town’s Housing Production Plan. The attached Implementation Strategy Table, designed by the Town, is used regularly to chart progress on the Housing Production Plan. The table shows that at least 7 strategies have been implemented. The table was recently discussed and updated at a March 2023 joint meeting of the Housing Partnership and A ordable Housing Trust. 10.a Local Building O icial Signature- Victor Staley signature needed. Victor in o ice April 24th- 26th. 11.a. CEO O icer Signature -Ned Chatelain signature needed. Consent Agenda for Select Board Tuesday April 23rd. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 www.brewster-ma.gov MEMORANDUM To: Select Board From: Erika Mawn, Executive Assistant RE: Transfer of Liquor License – Old Sea Pines Inn Date: April 12, 2024 The Town Manager’s office received an application for a transfer of an Annual On-premises Hotel All Alcoholic Beverages License, Alteration of Premises and a Management/Operating Agreement for the business located at 2553 Main Street, the Old Sea Pines Inn. The applicant seeks to transfer the liquor license from Old Sea Pines Inn Corp., d/b/a Old Sea Pines Inn to OSPI, LLC in connection with the purchase of the Inn property. The applicant is also seeking approval of a Management Agreement between Corcoran Jennison Hospitality LLC and OSPI, LLC. The management company is related to the property owner. The applicant has submitted all required documentation for review and approval by the Local Licensing Authority, the Brewster Select Board. As part of the administrative process, the application has been shared with various department heads for their feedback and comment. The health department has participated in a preliminary walk through of the establishment with the new owners but have not yet received a completed Food Service Permit Application for full review. Town administration requests that there is clear delineation via physical barrier or signage demonstrating where there should be “No Alcohol Beyond This Point.” throughout the property for guests. There were no other comments or concerns about the request as presented. Should the Select Board approve the transfer of liquor license, the alteration of premises and the management/operating agreement, the Town Manager’s office will send the complete application to the Alcohol Beverages Control Commission for final approval. Once the Liquor License is issued, the license will be valid through December 31, 2024. The manager of record will need to renew this license each year in the month of November through the Town Manager’s office. Office of: Select Board Town Manager x alteration of premises CHANGES TO DESCRIPTION ARE IN BOLD. IN TWO BUILDINGS, AS SHOWN ON PLAN DATED 3-22-24, FILED HEREWITH, IN MAIN BUILDING two (2) function rooms, two (2) offices, living room and side deck on first floor with six (6) exits, four (4) back exits, lobby, front hall, kitchen, full cellar with two (2) exits, FOURTEEN (14) guest rooms on 2nd and 3rd floors. 7 GUEST ROOMS WITH FULL BATHS in NORTH COTTAGE, two (2) outside porches. ALSO included is garden AND STONE PATIO, AND lawns.” OLD DESCRIPTION: RETAIL ALCOHOLIC BEVERAGES LICENSE APPLICATION MONETARY TRANSMITTAL FORM APPLICATION SHOULD BE COMPLETED ON-LINE, PRINTED, SIGNED, AND SUBMITTED TO THE LOCAL LICENSING AUTHORITY. ABCC LICENSE NUMBER (IF AN EXISTING LICENSEE, CAN BE OBTAINED FROM THE CITY) ENTITY/ LICENSEE NAME ADDRESS CITY/TOWN STATE ZIP CODE For the following transactions (Check all that apply): APPLICATION FOR A TRANSFER OF LICENSE Change of Class (i.e. Annual / Seasonal)New License Transfer of License Issuance/Transfer of Stock/New Stockholder Alteration of Licensed Premises Management/Operating Agreement Change of Manager Change Corporate Name Change of License Type (i.e. club / restaurant) Change of DBA Pledge of Collateral (i.e. License/Stock) Change of Officers/ Directors/LLC Managers Change of Category (i.e. All Alcohol/Wine, Malt) Change Corporate Structure (i.e. Corp / LLC) Change of Hours Other Change of Location Change of Ownership Interest (LLC Members/ LLP Partners, Trustees) ECRT CODE: RETA Please make $200.00 payment here: ABCC PAYMENT WEBSITE PAYMENT MUST DENOTE THE NAME OF THE LICENSEE CORPORATION, LLC, PARTNERSHIP, OR INDIVIDUAL AND INCLUDE THE PAYMENT RECEIPT The Commonwealth of Massachusetts Alcoholic Beverages Control Commission 95 Fourth Street, Suite 3, Chelsea, MA 02150-2358 www.mass.gov/abcc Alcoholic Beverages Control Commission 95 Fourth Street, Suite 3 Chelsea, MA 02150-2358 THE LOCAL LICENSING AUTHORITY MUST SUBMIT THIS APPLICATION ONCE APPROVED VIA THE ePLACE PORTAL 00010-HT-0134 2553 Main Street MABrewster 02631 OSPI LLC Street Address Entity Name 3. BUSINESS ENTITY INFORMATION FEIN DBA Municipality Manager of Record Phone Add'l Phone Email Website APPLICATION FOR A TRANSFER OF LICENSE 1. TRANSACTION INFORMATION Current or Seller's License Number Pledge of License Change of Location Change of License Type (§12 ONLY, e.g. “club” to “restaurant”) Alteration of Premises Change of Category Change of Class Pledge of Stock Pledge of Inventory 2. LICENSE CLASSIFICATION INFORMATION TYPE CATEGORYON/OFF-PREMISES CLASS Transfer of License Please provide a complete description of the premises to be licensed, including the number of floors, number of rooms on each floor, any outdoor areas to be included in the licensed area, and total square footage. If this application alters the current premises, provide the specific changes from the last approved description. You must also submit a floor plan. 4. DESCRIPTION OF PREMISES Occupancy NumberSeating Capacity Number of Entrances Total Sq. Footage Number of Exits Number of Floors The entity that will be issued the license and have operational control of the premises. Other Please provide a narrative overview of the transaction(s) being applied for. On-premises applicants should also provide a description of the intended theme or concept of the business operation. Attach additional pages, if necessary. 1 Management/Operating Agreement The Commonwealth of Massachusetts Alcoholic Beverages Control Commission 95 Fourth Street, Suite 3, Chelsea, MA 02150-2358 www.mass.gov/abcc 2553 Main Street, Brewster, MA 02631 OSPI LLC 93-4036360 Old Sea Pines Inn Brewster Philip Flath This is a transfer of the On-Premises All Alcoholic Beverages License from Old Sea Pines Inn, Corp. to OSPI, LLC as a result of a purchase of the hotel property. There is also a management agreement between Corcoran Jennison Hospitality LLC, a management entity, and the Applicant, and the two companies are related. The request for an Alteration is to update the description and plan to ensure the license covers changes to the buildings and premises covered by the license and to exclude a resort building not included in this property sale. 508-896-6114 jmostyn@corcoranjennison.com oldseapines.com 00010-HT-0134 On-Premises-12 §12 Hotel All Alcoholic Beverages Annual Two (2) function rooms, two (2) offices, living room and side deck on first floor with six (6) exits, four (4) back exits, lobby, front hall, kitchen, full cellar with two (2) exits. Thirteen (13) guest rooms on 2nd and 3rd floors of main building , ten (10) rooms in outbuilding. Two (2) outside porches, garden and lawn. SEE ADDENDUM FOR UPDATE TO DESCRIPTION. unknown130 12 42,202 12 4 ADDITIONAL INFORMATION Please utilize this space to provide any additional information that will support your application or to clarify any answers provided above. SECTION 4 CONTINUATION: CHANGES TO DESCRIPTION ARE IN BOLD. IN TWO BUILDINGS, AS SHOWN ON PLAN DATED 3-22-24, FILED HEREWITH, IN MAIN BUILDING two (2) function rooms, two (2) offices, living room and side deck on first floor with six (6) exits, four (4) back exits, lobby, front hall, kitchen, full cellar with two (2) exits, FOURTEEN (14) guest rooms on 2nd and 3rd floors. 7 GUEST ROOMS WITH FULL BATHS in NORTH COTTAGE, two (2) outside porches. ALSO included is garden AND STONE PATIO, AND lawns.” x Order Confirmation Not an Invoice Account Number:669892 Customer Name:Brewster Board Of Selectmen/Legals Customer Address: Brewster Board Of Selectmen/Legals 2198 Main ST Town of Brewster Brewster MA 02631-1852 Contact Name:Andreana Sideris Contact Phone: Contact Email: PO Number:Erika Mawn Date:03/28/2024 Order Number:10010275 Prepayment Amount: $ 0.00 Column Count:1.0000 Line Count:40.0000 Height in Inches:0.0000 Print Product #Insertions Start - End Category NEO CAP Cape Codder 2 04/12/2024 - 04/19/2024 Public Notices NEO wickedlocal.com 2 04/12/2024 - 04/19/2024 Public Notices Total Cash Order Confirmation Amount Due $20.80 Tax Amount $0.00 Service Fee 3.99%$0.83 Cash/Check/ACH Discount -$0.83 Payment Amount by Cash/Check/ACH $20.80 Payment Amount by Credit Card $21.63 As an incentive for customers, we provide a discount off the total order cost equal to the 3.99% service fee if you pay with Cash/Check/ACH. Pay by Cash/Check/ACH and save! Order Confirmation Amount $20.80 1/2 Ad Preview 2/2 To: Abutters of 2553 Main Street- OSPI, LLC Re: Public Hearing for a Liquor License Transfer and Alteration of Premises Please note that OSPI LLC, d/b/a Old Sea Pines Inn has filed an application with the Select Board to Transfer an On-Premises, All Alcoholic Beverages Liquor License along with an Alteration of Premises and a Management/Operating Agreement. Below is the legal advertisement that will run in the April 12th and April 19th, edition of the Wicked Local/The Cape Codder. TOWN OF BREWSTER Liquor License Hearing In accordance with MGL Chapter 138, Sections 4-17C, the Brewster Select Board will hold a public hearing on Tuesday April 23, 2024, at 6:10pm to review and vote on an application from OSPI LLC, d/b/a Old Sea Pines Inn located at 2553 Main Street, Brewster. The application is for a transfer of an on-premises hotel all alcoholic beverages annual liquor license, an alteration of premises and a new management/operating agreement. This hearing will be conducted in person at 2198 Main Street, Room A and by remote participation. To participate in this meeting by phone, call 312-626-6799 or 301-715-8592. Webinar ID: 890 9291 0526 Passcode: 509224. To participate by Zoom, please use this link, https://us02web.zoom.us/j/89092910526?pwd=WHM2V3hrVklhSTloWWhVU09kanUzQT09, Passcode: 509224 All interested parties are invited to attend. TOWN OF BREWSTER, MA BOARD OF ASSESSORS 2198 Main Street Brewster, MA 02631 Custom Abutters List for Parcel 78/76/0 Key ZipCd/CountryMailing City STOwnerParcel ID Location Mailing Street MABREWSTER 026310 FLYING DRAGON ROAD PO BOX 1163BELKNAP KATHLEEN M1664 78-74-0-R (15-135) MABREWSTER 026312537 MAIN STREET P O BOX 1026ROWAN MICHELE A TRUSTEE1544 78-75-0-R (15-20-4) MABOSTON 021252553 MAIN STREET 150 MOUNT VERNON STREETOSPI LLC1543 78-76-0-R (15-20-3) SUITE 500 MABOURNE 0253286 SEA PINES DRIVE C/O MERCANTILE PROPERTY MANAGEMENTSEA PINES CONDOMINIUM ASSOCIATIONS15520 78-77-0-E SEA PINES I, II, III, & IV(6-999) PO BOX 790 MADORCHESTER 0212253 LANDING LANE 67 OAKTON AVENUECAHILL MADELINE TRUSTEE552 78-77-552-R 59 LANDING LANE REAL ESTATE TR(6-20-1A) FLHIGHLAND BEACH 3348755 LANDING LANE 3420 S OCEAN BOULEVARDHAYES ALBISTON DEBORAH TRUSTEE553 78-77-553-R ALBISTON CLAYTON TRUSTEE(6-20-1B) UNIT 10W MANEWBURYPORT 0195051 LANDING LANE 82 MIDDLE STREETBAILLY MAGGIE554 78-77-554-R C/O BAILLY 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STOwnerParcel ID Location Mailing Street CASAN FRANCISCO 9415819 LANDING LANE 383 KING STREETHURLEY PETER563 78-77-563-R (6-20-2F) APT 1717 MABREWSTER 0263123 LANDING LANE 23 LANDING LANE UNIT GHEALY ELIZABETH A TRUSTEE564 78-77-564-R ELIZABETH A HEALY REVOCABLE TRUST(6-20-2G) MALEXINGTON 0242121 LANDING LANE 12 SHERBURNE ROADSOYLEMEZ EKREM & LEANNE565 78-77-565-R (6-20-2H) MABREWSTER 0263117 LANDING LANE 17 LANDING LANECARR SARAH E566 78-77-566-R (6-20-2J) MABREWSTER 0263114 LANDING LANE 14 LANDING LANEOOMER IMRAN A & MELISSA567 78-77-567-R (6-20-3A) NYCARMEL 1051212 LANDING LANE 25 PINE TRAILKILLILEA PETER M & MAUREEN S568 78-77-568-R (6-20-3B) MAHINGHAM 0204316 LANDING LANE 5 HERITAGE ROADGALLAGHER ROGER J & JAUCIONE G569 78-77-569-R (6-20-3C) MABREWSTER 0263118 LANDING LANE 18 LANDING LANELEARNED AUTUMN570 78-77-570-R (6-20-3D) MABREWSTER 0263120 LANDING LANE 20 LANDING LANEJAMES ELISABETH I571 78-77-571-R (6-20-3E) CTSOUTH WINDSOR 060746 LANDING LANE 98 CORNERSTONE DRIVEMANNING 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TRUSTEE600 78-77-600-R SHIRLEY STEHMAN 2012 IRREV TR(6-20-7J) #9303 MABREWSTER 0263119 GROVE LANE 19 GROVE LANEGLASER TINA A TRUSTEE &601 78-77-601-R GLASER RAYMOND WILLIAM(6-20-8A) UNIT A BUILDING 8 MACAMBRIDGE 0214021 GROVE LANE 32 MT PLEASANT STREETLEITNER HENRY H &602 78-77-602-R LASERNA CATALINA(6-20-8B) MAFOXBORO 0203523 GROVE LANE 76 BEACH STREETFOLSOM RICHARD S & MELANIE &603 78-77-603-R PAQUIN SHERI(6-20-8C) Page 23/28/2024 Key ZipCd/CountryMailing City STOwnerParcel ID Location Mailing Street GAPEACHTREE CITY 3026927 GROVE LANE 102 BERRYCHECK HILLRAMEY JACKIE & SARAH C604 78-77-604-R (6-20-8F) MABREWSTER 0263129 GROVE LANE 29 GROVE LANESAINT OLWEN605 78-77-605-R (6-20-8H) MABREWSTER 0263125 GROVE LANE 25 GROVE LANEMILLIGAN TERRY W &606 78-77-606-R CHENEY JOSEPH M JR TRUSTEES(6-20-8J) RIPROVIDENCE 0290337 GROVE LANE 200 EXCHANGE STREET UNIT 1511DUCOFF ROBERT J & DIANE607 78-77-607-R (6-20-9A) MAWEST ROXBURY 0213235 GROVE LANE 93 CHESBROUGH ROADKELTON DAMEN E & JILLIAN K &608 78-77-608-R SMITH MARCIA J & WILLIAM H(6-20-9B) MDTAKOMA PARK 2091233 GROVE LANE C/O KAREN E LANGELANGE JOAN C (LIFE ESTATE)609 78-77-609-R (6-20-9C) 41 PHILADELPHIA AVENUE MALEXINGTON 02420-332441 GROVE LANE 7 DEE ROADFLANAGAN MARK D & JOANNA E610 78-77-610-R (6-20-9F) MABREWSTER 0263139 GROVE LANE 39 GROVE LANEBOYLE JEROME F & KATHLEEN R611 78-77-611-R (6-20-9H) UNIT 9H MAFRANKLIN 0203831 GROVE LANE 19 BARON ROADLATSHAW ROBERT F JR & KATHLEEN H TRUSTEE612 78-77-612-R THIRTY ONE GROVE LANE REALTY TRUST(6-20-9J) MABREWSTER 02631213 SEA PINES DRIVE 213 SEA PINES DRIVEAUSTIN CAROL A707 78-77-707-R (6-2003-D01) MABREWSTER 02631215 SEA PINES DRIVE 215 SEA PINES DRIVEWALLACE STEPHEN G708 78-77-708-R (6-2003-D02) CTWESTPORT 06880-640311 DUNEWARD LANE 2 BURRITTS LANDING NJAQUIERY PAUL G & MERYL GOLDEN709 78-77-709-R (6-2003-D03) MAPLYMOUTH 0236034 DUNEWARD LANE 10 GREY SHALELIPTAK DENIS E & KATHLEEN A710 78-77-710-R TRUSTEES DENIS E LIPTAK REV TR(6-2003-D04) MAWINCHESTER 0189030 DUNEWARD LANE 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JOHN F III & DAWN A 13 MITCHELL GRANT WAY BEDFORD, MA 01730 78-77-757-R ROBELEN BENJAMIN F & ROBELEN MAUREEN C TRUSTEES 6117 SOUTHEAST OAKMONT PLACE STUART, FL 34997 78-77-758-R POWERS ALEXANDER D & PAULA M 12 PLEASANT STREET WELLESLEY, MA 02482 78-77-759-R GROTTKAU SHARON M & BRIAN E 11 ZACHARY LANE READING, MA 01867-1081 78-77-760-R REILLY LAWRENCE J & SHANNON 4 CLYDESDALE LANE HOPKINTON, MA 01748 78-77-761-R SPIEGELMAN BRUCE & LOFFREDO SUSAN 271 WABAN AVENUE NEWTON, MA 02468 78-77-762-R SULLIVAN DAVID S & BARBARA H TRUSTEES 865 CENTRAL AVENUE APT. 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JACKSONVILLE, FL 32224 78-77-776-R GRASSILLI PETER C & NANCY B 14 NEWPORT AVENUE WEST HARTFORD, CT 06107 78-77-777-R STUBENHAUS ERIC & BARBARA TRUSTEES STUBENHAUS REALTY TRUST 8 ENFIELD DRIVE ANDOVER, MA 01810 78-77-778-R BAGLIONE RICHARD P & DOLORES V 18639 HORACE STREET NORTHBRIDGE, CA 91326 78-77-779-R GUBALA RONALD A & RUTH M 551 SPENCER DRIVE WYCOFF, NJ 07481 78-77-780-R GARVAN MICHAEL 36 KNOLL LANE BREWSTER, MA 02631 78-77-781-R CROSBY ROBERT D & PATRICIA O TRUSTEES THE CROSBY REVOC FAMILY TRUST 34 KNOLL LANE BREWSTER, MA 02631 78-77-782-R GLOVER J DUNCAN TRUSTEE THE J DUNCAN GLOVER REV TRUST 11 KING PHILIP TRAIL NORFOLK, MA 02056 78-77-783-R FOTI MARY ELLEN 7 SOUTH STONE MILL DRIVE UNIT 532 DEDHAM, MA 02026 78-77-784-R MORRISSEY CHRISTOPHER C & MORRISSEY MARSHA G 49 FISKE HILL ROAD STURBRIDGE, MA 01566 78-77-785-R SEA PINES FAMILY LLC 274 SEA PINES DRIVE BREWSTER, MA 02631 78-77-786-R DONOHUE REGINA M TRUSTEE REGINA M DONOHUE REVOCABLE TRUST 128 WINTERBERRY WAY NORFOLK, MA 02056 78-77-787-R HINTZ JOSEPH C & MARY B. TRUSTEES THE HINTZ 2020 LIVING TRUST 13 OVERLOOK LANE BREWSTER, MA 02631 78-77-788-R BROPHY JOSEPH M & MARY A 11 OVERLOOK LANE BREWSTER, MA 02631 78-77-789-R PESCATORE HENRY G & JACQUELINE M 13 ROWLEY COUNTRY CLUB ROAD ROWLEY, MA 01969 78-77-790-R SEA PINES LLC 7 VILLANOVA DRIVE WESTFORD, MA 01886 78-77-791-R PENNINGTON JAMES W & DEBORAH U 33 STONECLEAVE ROAD BOXFORD, MA 01921 78-77-792-R COHEN PHYLLIS (LIFE ESTATE) & COHEN DAVID J CO-TRUSTEES 19 PINE TREE LANE ALBANY, NY 12208 78-77-793-R CUZZIN CHARLIES INC C/O THOMAS RECHTIENE 1583 W PEARCE BLVD WENTZVILLE, MO 63385 78-77-794-R FORSBERG NANCY E & FORSBERG HARRY JR 6 COUGAR CIRCLE WAYNE, NJ 07470 78-77-795-R ROSS RICHARD G & CAROLYN O 83 CHANBROOK ROAD STRATFORD, CT 06614 78-77-796-R MILLER PAULA L & DAVID W TRUSTEES THE DAVID W MILLER REVOCABLE TRUST 6 OVERLOOK LANE BREWSTER, MA 02631 78-78-0-R SULLIVAN THOMAS M & SULLIVAN CATHERINE A 28 BERLDALE AVENUE BERLIN, CT 06037 78-79-0-R MCCANN WILLIAM O & LINDA A 15 CLAFLIN FARM LANE NORTHBORO, MA 01532 78-80-0-R SCOTT MARY E TRUSTEE THE MARY E SCOTT TRUST 71 BITTERSWEET DRIVE BREWSTER, MA 02631 78-85-0-E ROMAN CATHOLIC BISHOP OUR LADY OF THE CAPE PO BOX 1799 BREWSTER, MA 02631 78-91-0-R SHIPLEY ELIZABETH BOYD & BOYD ELENA KATHRYN 2056 5TH AVENUE, APT 2C NEW YORK, NY 01035 78-92-0-R SHIPLEY ELIZABETH BOYD & BOYD ELENA KATHRYN 2056 5TH AVENUE, APT 2C NEW YORK, NY 01035 78-93-0-R REMY JANE M TRUSTEE MARGARET P DICKEY NOMINEE TRUST 175 A P NEWCOMB ROAD BREWSTER, MA 02631 Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 www.brewster-ma.gov Office of: Select Board Town Manager MEMORANDUM To: Select Board From: Erika Mawn, Executive Assistant RE: Transfer of Liquor License- The Kitchen Café Brewster Date: April 10, 2024 The Town Manager’s office received an application for a transfer of Liquor license for the property located at 2671 Main Street, the Kitchen Café. The Select Board approved the Annual Common Vicualler License on April 1, 2024, and the property is now under the new ownership of the Lliguichuzhca Family LLC. The applicant has submitted all the required documents for review and approval by the Local Licensing Authority, the Brewster Select Board. The new owners are proposing the same hours of liquor sales as the previous owner and the same description of premises. Included in the packet is the 2024 Liquor License for JDT Investments for your review. The property has a Special Permit from 2021 approved by the Planning Board that runs with the land and allows use of an accessory food trailer for sales and service. The new owners intend to continue to exercise the rights under the permit and no additional application is needed. The new owners have been advised that any changes would require them to contact the Planning Department to apply for an alteration of their Special Permit. Under the Special Permit the food trailer may operate seasonally from 11am to sundown between April and October. There is to be no alcohol sales from the food trailer. Additionally, the property has a Special Permit from 2022 (case PB2022-10) approved by the Planning Board which granted a use special permit for the limited-service restaurant use in addition to the existing full-service restaurant use; as outlined in the included site plan; and modification to the 2021 decision concerning the seasonal food trailer’s hours of operation. Please see the attached Case No. PB2022-10 for conditions that were approved. At this time there has been a Superior Court Appeal, see the attached document for details. As part of the administrative process, the application has been shared with various department heads for their feedback and comment. The health department has explained that the “open air patio” is not recognized as an outdoor café seating as there is no wait service. There were no other comments or concerns about the request as presented. Should the Select Board approve the transfer of liquor license the Town Manager’s office will send the complete application to the Alcohol Beverages Control Commission for final approval. Once the Liquor License is issued, the license will be valid through December 31, 2024. The manager of record will need to renew this license each year in the month of November through the Town Manager’s office. Order Confirmation Not an Invoice Account Number:669892 Customer Name:Brewster Board Of Selectmen/Legals Customer Address: Brewster Board Of Selectmen/Legals 2198 Main ST Town of Brewster Brewster MA 02631-1852 Contact Name:Andreana Sideris Contact Phone: Contact Email: PO Number:Erika Mawn Date:03/27/2024 Order Number:10010319 Prepayment Amount: $ 0.00 Column Count:1.0000 Line Count:39.0000 Height in Inches:0.0000 Print Product #Insertions Start - End Category NEO CAP Cape Codder 2 04/12/2024 - 04/19/2024 Public Notices NEO wickedlocal.com 2 04/12/2024 - 04/19/2024 Public Notices Total Cash Order Confirmation Amount Due $20.28 Tax Amount $0.00 Service Fee 3.99%$0.81 Cash/Check/ACH Discount -$0.81 Payment Amount by Cash/Check/ACH $20.28 Payment Amount by Credit Card $21.09 As an incentive for customers, we provide a discount off the total order cost equal to the 3.99% service fee if you pay with Cash/Check/ACH. Pay by Cash/Check/ACH and save! Order Confirmation Amount $20.28 1/2 Ad Preview 2/2 TOWN OF BREWSTER, MA BOARD OF ASSESSORS 2198 Main Street Brewster, MA 02631 Custom Abutters List of Parcel 89/20/0 Key ZipCd/CountryMailing City STOwnerParcel ID Location Mailing Street MASOUTH YARMOUTH 026642639-2655 MAIN STREET P O BOX 524BREWSTER MAIN STREET REALTY LLC1625 89-18-0-R (15-107) MABREWSTER 026312663 MAIN STREET 2663 MAIN STREETBAIER MERIDITH TRUSTEE1436 89-19-0-R CLARMAR TRUST(14-52) MABOSTON 022102671 MAIN STREET 21 WORMWOOD STREETTKC INVESTMENTS LLC1435 89-20-0-R (14-51) APT. 402 MABREWSTER 026312689 MAIN STREET 34 RUSSET ROADN & N REAL PROPERTIES LLC1434 89-21-0-R (14-50) MABREWSTER 026312680 MAIN STREET 2907 MAIN STREETMOSTYN JOHN A TRUSTEE1442 89-24-0-R OLD KING'S HIGHWAY NOM TRUST(14-59) MASOUTH DENNIS 026602672 MAIN STREET 35 ROUTE 134 UNIT 1LEIGHTON KELLER LLC1438 89-25-0-R (14-55) MABREWSTER 0263135 WINSLOW LANDING ROAD P O BOX 687BAERGA LOUIS A & ANDREA C1413 90-15-0-R (14-36-1) MABREWSTER 0263134 WINSLOW LANDING ROAD 34 WINSLOW LANDING ROADELDREDGE MATTHEW R & KRISTINA M1416 90-63-0-R (14-36-5) Page 13/28/2024 89-18-0-R BREWSTER MAIN STREET REALTY LLC P O BOX 524 SOUTH YARMOUTH, MA 02664 89-19-0-R BAIER MERIDITH TRUSTEE CLARMAR TRUST 2663 MAIN STREET BREWSTER, MA 02631 89-20-0-R TKC INVESTMENTS LLC 21 WORMWOOD STREET APT. 402 BOSTON, MA 02210 89-21-0-R N & N REAL PROPERTIES LLC 34 RUSSET ROAD BREWSTER, MA 02631 89-24-0-R MOSTYN JOHN A TRUSTEE OLD KING'S HIGHWAY NOM TRUST 2907 MAIN STREET BREWSTER, MA 02631 89-25-0-R LEIGHTON KELLER LLC 35 ROUTE 134 UNIT 1 SOUTH DENNIS, MA 02660 90-15-0-R BAERGA LOUIS A & ANDREA C P O BOX 687 BREWSTER, MA 02631 90-63-0-R ELDREDGE MATTHEW R & KRISTINA M 34 WINSLOW LANDING ROAD BREWSTER, MA 02631 To: Abutters of 2671 Main Street- The Kitchen Cafe Re: Public Hearing for a Liquor License Transfer Please note that the Lliguichuzhca Family LLC, d/b/a The Kitchen Cafe has filed an application with the Select Board to Transfer an On-Premises, All Alcoholic Beverages Liquor License. Below is the legal advertisement that will run in the April 12th and April 19th, edition of the Wicked Local/The Cape Codder. TOWN OF BREWSTER Liquor License Hearing In accordance with MGL Chapter 138, Sections 4-17C, the Brewster Select Board will hold a public hearing on Tuesday April 23, 2024, at 6:25pm to review and vote on an application from Lliguichuzhca Family LLC, d/b/a The Kitchen Café located at 2671 Main Street, Brewster. The application is for a transfer of an On-premises Restaurant All Alcoholic Beverages Annual Liquor License. This hearing will be conducted in person at 2198 Main Street, Room A and by remote participation. To participate in this meeting by phone, call 312-626-6799 or 301-715-8592. Webinar ID: 890 9291 0526 Passcode: 509224. To participate by Zoom, please use this link, https://us02web.zoom.us/j/89092910526?pwd=WHM2V3hrVklhSTloWWhVU09kanUzQT09, Passcode: 509224 All interested parties are invited to attend. BREWSTER POLICE DEPARTMENT STRATEGIC PLAN 2025-2029 Town of Brewster Select Board Meeting Why a Strategic Plan? •Department has not previously engaged in a Strategic Planning Process. •The firm commitment by the BPD leadership team to embark on a unifying process that would chart a new course for the department for the next five (5) years and bring the team together in full participation and ownership in their future. BPD – Strategic Plan •Initial Meeting With Chief Eldredge and the BPD Senior Team to review process and timeline. •Confidential SWOT Analysis with Department personnel via email. BPD – Strategic Plan Process •1st Department Meeting o Strategic Planning Process o SWOT Analysis Review o Discussion of Mission, Core Values and Vision •2nd Department Meeting o Finalized new Mission and Vision Statements o Finalized Core Values o Developed Strategic Goals o Identified Objectives for each Strategic Goal BPD – Strategic Plan Process •Five (5) Small Working Group Meetings o Developed Strategies and Action Plans for each Objective. •Reviewed Draft Plan with Chief Eldredge and BPD Senior Team •Plan Report Development o Final Plan Content Development o Format & Graphic Design BPD – Strategic Plan Process •Vision - 1 •Strategic Goals - 5 •Objectives - 19 •Strategies - 48 •Action Plans - 157 BPD – Strategic Plan Metrics BREWSTER POLICE DEPARTMENT STRATEGIC PLAN 2025-2029 Strategic Plan Fiscal Year 2025 through 2029 INCORP O RATED 1 803MASSACH U S ETTS B R E WSTER Brewster Police DepartmentHonor, Courage, Commitment Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT2Strategic Plan 2025 - 2029 Mission The Brewster Police Department is a professional organization that preserves the peace and protects the community through crime prevention, emergency response and fair effective law enforcement. As first responders, the Department rapidly assesses and stabilizes a crime or incident scene, deescalates conflict, assists with medical services and ensures the safety of our valued residents, businesses and visitors. Brewster Police is a resource for public safety education and information, problem resolution, and supports the rights, lives and property of all members of the community. Vision A model, progressive and accredited police agency that achieves the high standards and expectations of its connected community through strategic planning, service excellence and effective management of supporting resources. Builds a leadership culture of communication, retention, professional development and opportunity for a highly trained, experienced and collaborative community policing team. Leverages investments in facilities, equipment and technological innovation to support reliable delivery of services. Embraces growth and diversity as it evolves to address societal change in its vital community role. Core Values and Beliefs We Will Build an Enduring Organization that… • Takes Pride in Selfless Service. • Dedicated to Family, Loved Ones and Department Comradery. • Is Accountable to Ourselves, Our Team and Those We Serve. • Authentically Exercises Patience, Sensitivity, Empathy and Compassion. • Consistently Earns the Trust of the Community. • Builds Integrity as Professionals in All Actions and Circumstances. • Is Always Prepared. • Celebrates Achievements and Successes Along the Way. Honor, Courage, Commitment Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 3 Message from the Chief ........................................................................................................................4 BPD Overview .........................................................................................................................................5 Organizational Chart ..............................................................................................................................6 Strategic Planning Process & Implementation ....................................................................................7 Acknowledgments ..............................................................................................................................10 Goals and Objectives ..........................................................................................................................11 Strategic Plan Format .........................................................................................................................12 Detailed Strategy Descriptions Goal 1 Organizational and Professional Development ................................................................................13 Goal 2 Culture and Communication ..............................................................................................................26 Goal 3 Operations Excellence ........................................................................................................................35 Goal 4 Community Connection ......................................................................................................................44 Goal 5 Facilities, Equipment and Technology ...............................................................................................53 TABLE OF CONTENTS Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT4Strategic Plan 2025 - 2029 In the fall of 2023, the members of the Brewster Police Department began the task of building a comprehensive five-year strategic plan. I am pleased to share this document, which is the culmination of the development of that plan. During the process all members of the department were encouraged to participate, and as you will see in the following pages, there are many fingerprints on this plan. Working together, the team members of the Brewster Police Department will carry this plan forward to create a department both they and the community can be proud of. The strategic plan will act as a guiding document for the department for the fiscal years 2025-2029. We will measure success not only by accomplishing the goals and objectives outlined, but also by collecting feedback from various stakeholders in the community to assure that we are providing the level of service that is expected in Brewster. On behalf of all the members of the Department, we are honored to continue to serve the Town of Brewster, assuring it is a safe and welcoming community for all those who live, work, and visit this special place. Sincerely, Heath Eldredge Chief of Police From The Chief Chief Eldredge Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 5 The Brewster Police Department proudly serves the Town of Brewster; a picturesque seaside town on Cape Cod Bay about 90 miles from Boston. The town’s year-round population of about 10,400 swells during the summer to around 30,000, as residents and visitors enjoy Brewster’s renowned natural landscape, recreational and cultural opportunities, restaurants, and shops. The Department is committed to progressive and innovative policing practices, possessing a strong value system that emphasizes serving the community, and protecting the vulnerable from harm. The Brewster Police Department is proud to be certified by the Massachusetts Police Accreditation Commission, reflecting the commitment of the Department to deliver police services with proven and efficient practices of modern policing. The police department is comprised of 29 full-time employees, with an authorized sworn strength of 23 full-time officers. The Department is divided into two distinct divisions, Patrol and Administration. The Patrol division is led by the Patrol Lieutenant and is responsible for all uniformed functions within the organization. The Administration division is led by the Administrative Lieutenant, who oversees Communications, Animal Control, and Accreditation. The Chief of Police directly oversees both Lieutenants and the Detective division. Officers assigned to the Patrol Division are the first responders to calls for service, but also use proactive methods to reduce crime, the fear of crime and provide for the welfare of the community. These proactive methods include enforcement of criminal laws, Town Bylaws and traffic codes; identifying and addressing trends that affect the safety of people BPD OVERVIEW in our community; establishing partnerships with various people and organizations to address issues of concern; and maintaining the peace through problem solving and compassionate policing. Those assigned to the Detective division focus mainly on investigating major crimes committed against persons and property within our town. They also use enforcement techniques to identify and address criminal trends. Detectives cultivate partnerships to address the safety of persons within our community and in the region. Additionally, the Detective division is responsible for the management and security of evidence and found property within the department. Our dispatchers are the first contact point when an individual requests police services. They direct services to the person needing help by various means such as dispatching an officer, taking a report over the phone, or directing them to another department that provides the services they need. Additionally, dispatchers provide support services by monitoring our holding facilities through close circuit TVs and managing our senior reassurance program. Our Animal Control Officer (ACO) responds to a variety of animal-related calls throughout the community, to include both wild and domestic animals. The ACO locates and returns missing pets, provides aid to injured or distressed wildlife, and monitors for compliance with state and municipal animal regulations. Department Facts Department Founded……………. .....................1954 Sworn Officers………………………. ..........................23 Civilian Personnel………………….. .............................6 Part-Time Personnel………………. ..............................3 FY24 Budget…………………………… $3,185,106 Full-Time Personnel Chief of Police………………………… ...........................1 Lieutenant……………………………… ..........................2 Detective Sergeant…………………. ............................1 Patrol Sergeant………………………. ...........................4 Detective……………………………….. ..........................1 Court/IT Officer…………………….................................1 Patrol Officer…………………………. .........................14 Animal Control Officer…………… ...............................1 Dispatcher……………………………... ...........................4 Administrative Assistant…………. ..............................1 Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT6Strategic Plan 2025 - 2029 ORGANIZATIONAL CHART Administrative Assistant Police PByLaw-Part 12 (1) Administrative Lieutenant Police PByLaw-Part 7 (1) Volunteers Detective/Sergeant Police PByLaw-Part 8 (1) Detective Police Union (1) ACO Police PByLaw-Part 9 (1) Dispatcher Police PByLaw-Part 10 (4) Cadet Police PByLaw-Part 10 Temporary Position (0) Community Service Officers (2) Chief of Police Contract Patrol Sergeant Police Union (4) Patrol Officer Police Union (14) Patrol Lieutenant Police PByLaw-Part 7 (1) Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 7 Strategic Planning WHAT IS STRATEGIC PLANNING AND WHY IT IS IMPORTANT? Strategic planning, used by all types of organizations worldwide, is a process that defines the organization’s Identity, Mission, Value and most importantly it’s Vision and the Plan to arrive at a newly defined future-space. Generally, strategic plans are home grown processes, (developed from within an organization), that articulate direction for the next 3-5 years and exist in the form of a governing “living” document that is regularly reviewed and updated. It is the highest level of thinking within an organization, provides the roadmap for all future actions and is the basis for all other related planning, (e.g. Personnel, Budget, Capital). STRATEGIC PLANNING PROCESS (CLASSICAL APPROACH) A “classic” strategic plan has several distinct parts but can be basically viewed as two (2) phases, 1. Visioning, and 2. Planning. Visioning begins with what is commonly referred to as a SWOT Analysis, (Strengths, Weaknesses, Opportunities, Threats), which layout what an organization is defined by today, (S,W), and what the organization may be defined by or encounter in the future,(O,T). The SWOT Analysis becomes the basis for the creation of the Mission and Vision. The Mission, or “Mission Statement”, articulates the fundamental purpose of an organization; what it is and does today, and is the platform for the journey to the future. It defines the organization’s key market/primary stakeholders, contribution (how it provides value), its distinction or differentiation and is designed to be a centering and motivational device, convincing and elemental. The Vision, or “Vision Statement”, is the core element of the strategic plan and articulates what an organization wants to be; a longer-term view of its future and the space it seeks to occupy in the marketplace, community, etc. It defines what the organization wants to accomplish, the potential inherit in its future and, as with the “Mission”, is designed to be a centering and motivational device, convincing and elemental. The Planning phase of the strategic plan process consists of establishing a set of general but clear Strategic Goals, that when attained through the follow on plan, achieve the Vision. These strategic goals define the destination, changes the current organizational direction and the mindset of the personnel. The plan itself is derived from these goals and then drills down from the general to the very specific. For each established strategic goal, a set of Objectives is created to achieve the goal. This portion of the plan creates a series of concrete steps that establish a road to the destination, is inherently shorter term and translates thought into action. Then, within each objective, a set of Strategies is created designed to achieve the objective. Strategies define the methods or plans used to create outcomes, employment of resources and are specific and measurable. Finally, the execution of each strategy is supported by a Tactical Action Plan, which describes or lists what needs to be done, by whom and when. STRATEGIC PLANNING PROCESS & IMPLEMENTATION Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT8Strategic Plan 2025 - 2029 The Brewster Police Department (BPD) strategy planning process was initiated due to two (2) driving forces: 1.) The Department had never previously engaged in a Strategic Planning Process. 2.) The firm commitment by the BPD leadership team to embark on a unifying process that would chart a new course for the department for the next five (5) years and bring the team together in full participation and ownership in their future. The Strategic Planning process for the Brewster Police Department began in January 2023. The development team consisted of the entire BPD membership as the internal “working group” and the services of a strategy and management consultant to design and facilitate the strategic planning process. The consultant had previously developed Strategic Plans for the following municipal organizations: • Orleans, MA Police Department (2014-2019 and 2020-2024) • Orleans, MA Fire Rescue Department (2021-2025) • Brewster, MA Fire Rescue Department (2022- 2026) • Holliston, MA Police Department (2023-2027) • Yarmouth Fire Rescue Department (2024-2028) • Foxborough, MA Police Department (2025-2029) The consultant met virtually via Zoom with Chief Eldredge on January 5, 2023 to initially discuss strategic planning for the BPD. The consultant then met with the BPD Senior Team on February 6, 2023 to introduce them to the strategic planning process and to discuss timeframe. Funding for the process was introduced as a warrant article for the 2023 Spring Town Meeting, was voted and adopted. With the desire to get unvarnished confidential input from department personnel and to strive for full participation and inclusiveness, the full BPD membership was solicited directly by the consultant via email in September 2023 for their confidential SWOT (Strengths, Weaknesses, Opportunities, Threats) input. With 76% department participation, the consultant consolidated the considerable BPD SWOT information for later presentation to the department. Beginning in October, and lasting through December 2023, two (2) full department working group meetings and five (5) small group meetings were held in-person at the BPD training room. The first “live” group meeting was held on October 19, 2023 and covered training on the strategic planning process, a review of the consolidated SWOT analysis, and then focused on the development of a new Mission statement, Core Values and Beliefs and the creation of a Vision statement. The second meeting of the department on October 26, 2023 reviewed the newly created Mission and Vision statements, Core Values and Beliefs, then developed five (5) Strategic Goals as pillars of the new plan and identified Objectives for each Strategic Goal. With the considerable amount of plan material yet to develop, five (5) “small working groups” were then formed to each tackle a specific Strategic Goal to develop Strategies and Tactical Action Plans for each of the associated Objectives within that Goal. These small working groups were comprised of the consultant, Chief Eldredge and 5-7 additional members of the BPD specifically selected for their focus on a particular Strategic Goal subject. The five (5) “small working group” meetings were held on November 2, 9, 16, 30 and December 7. The full plan was reviewed by Chief Eldredge, Lt. O’Leary, Lt. Mawn and the consultant on December 14, 2023 to edit the final version of the plan elements which comprised the first strategic plan draft. The results of two (2) full working group meetings and five (5) small working group meetings were loaded into the strategic plan template that serves as the final plan report. REVIEW, ACCOUNTABILITY & IMPLEMENTATION BPD leadership is committed to the successful communication and implementation of the Strategic Plan. Each tactical action plan, in support of strategies, objectives and goals will have a dedicated accountability within the BPD to ensure its successful execution. The Strategic Plan will be BPD Strategic Process STRATEGIC PLANNING PROCESS AND IMPLEMENTATION Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 9 STRATEGIC PLANNING PROCESS AND IMPLEMENTATION STRATEGIC PLANNING PROCESS AND IMPLEMENTATION reviewed and updated annually prior to the Town’s annual budget review cycle. BUDGET CONSIDERATIONS All initiatives depicted in this Strategic Plan are either currently represented in the existing Town of Brewster Capital Plan or are budget neutral to the Brewster Police Department operational budget for FY 2025. Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT10Strategic Plan 2025 - 2029 Strategy Consultant Per John Ostman Ostman Business Strategy, LLC Administration Heath J. Eldredge .............................................Police Chief Abigail L. Fernandes ........................................Administrative Assistant Dispatchers Deidre D. Schofield ..........................................Dispatcher Leah A. Pelkey ....................................................Dispatcher Alizah R. Packett ...............................................Dispatcher Polina N. Plucinski ...........................................Dispatcher James K. Hughes ...............................................Part Time Dispatcher Animal Control Lynda J. Brogden-Burns ..................................Animal Control Officer Department Members Jonathon P. O’Leary ..........................................Lieutenant Charles M. Mawn ...............................................Lieutenant Sergeant Paul H. Judge Jr. ...............................Detective Sergeant Freddie A. O’Neal ...............................................Sergeant Patrick W. Varley .................................................Sergeant Michael R. Mei ....................................................Sergeant ACKNOWLEDGMENTS Francesco J. Mirisola ........................................Sergeant Shannon C. Parks ...............................................Officer Joseph M. Mashrick ...........................................Officer Matthew B. Marshall ........................................Officer Alden C. Childs ...................................................Officer Andrew J. Dionne ...............................................Officer Brandon L. Rice ..................................................Officer Daniel J. Lanctot ................................................Officer Morgan A. Vermette ..........................................Officer Jacob A. Zontini ..................................................Detective Jessica R. Ahlman ..............................................Officer Joseph W. Thacher .............................................Officer Jorel E. Radke ......................................................Officer Tyler M. Dow ........................................................Officer Jordan T. Frisbie..................................................Officer Special Police Officer Sidney G. Smith .................................................Special Police Officer Photography Shannon Parks Graphic Designer Brian Bierig Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 11 ACKNOWLEDGMENTS Goal 1 Organizational and Professional Development Objective 1 Organization and Staffing Objective 2 Succession Planning Objective 3 Training Objective 4 Career Development and Opportunities Objective 1 Ensure Staff Retention Objective 2 Improve Internal Meetings Objective 3 Leadership and Accountability Objective 1 Strategic Planning Objective 2 Resource Development/ Budget Objective 3 Department Accreditation Objective 4 Review and Update Policies and Procedures Objective 4 Community Outreach Objective 1 Communications Objective 2 Public Education Objective 3 Community Events Objective 1 Police Station Facility Objective 2 Equipment and Maintenance Objective 3 Upgrade Information Technology Goal 2 Culture and Communication Goal 3 Operations Excellence Goal 4 Community Connection Goal 5 Facilities, Equipment and Technology GOALS & OBJECTIVES Objective 5 Delivery of Services Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT12Strategic Plan 2025 - 2029 Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 15 Organizational and Professional Development Strategy 2 Organizational Staffing Target Completion Date 2029 Active Fiscal Year/Funding FY 2029 Action Plan • Command Staff Planning ̶Deputy Chief Position ̶Two (2) Lieutenants ̶Six (6) Sergeants Purpose With planned expansion of patrol and dispatch, commensurate additions to the BPD command staff are required to provide necessary leadership, guidance and oversight. Measures of Success • Deputy Chief position is created and filled. • Two (2) Lieutenant positions are maintained. • Sergeant staff is increased to six (6). Objective 1 Organizational and Staffing GOAL 1 Organizational and Professional Development Strategy Sponsors Chief Heath J. Eldredge Lieutenant Jonathon P. O’Leary Lieutenant Charles M. Mawn Goal Specific statement of intended future results and general and continuing statements of intended future results. Objectives Are broad categories. They are non-measurable, nondated, continuous, and ongoing. Objectives move the agency from motive to action. Strategy Specific measurable activity that supports the objective and ultimately contributes to the achievement of the goal. Target Completion Date Displays when each strategy is slated to take place, in calendar year format. Active Fiscal Year/Funding Graph Depicts when each strategy is expected to be working and how it is funded. Active years are shaded blue; funding sources include general fund, CIP, grant and TBD (to be determined). STRATEGIC PLAN Format Overview Action Plan A description of what needs to be done, when and by whom to achieve the results called for by one or more objectives. Purpose Why the Department is implementing the strategy. Measures of Success Benchmarks that have been set by the Strategy Sponsor in order to evaluate if the strategy is successful. Strategy Sponsor BPD employee who has been tasked with implementing the defined strategy.EXAMPLE Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 13 STRATEGIC PLAN Format Overview Detailed Strategy Descriptions GOAL 1 Objective 1 Organization and Staffing Strategy 1 Shift Staffing Strategy 2 Organizational Staffing Strategy 3 Functional Organization Structure Objective 2 Succession Planning Strategy 1 Establish a process for growth to succession Strategy 2 Leverage Officer in Charge (OIC) role Objective 3 Training Strategy 1 Leverage Training Opportunity Platforms Strategy 2 Mitigate Institutional Vulnerability Strategy 3 External Training Program Strategy 4 Internal Training Program Objective 4 Career Development and Opportunities Strategy 1 Department Development Opportunities Strategy 2 Regional Development Opportunities Strategy 3 Career Development Organizational and Professional Development Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT14Strategic Plan 2025 - 2029 Strategy 1 Shift Staffing Target Completion Date 2027 Active Fiscal Year/Funding FY 2026 Action Plan • Achieve 4 Personnel Minimum Shift Staffing ̶2 Patrol Officers ̶1 Shift Sergeant ̶1 Dispatch • Plan additional staff (Ideally Min. staff +1/reduction in OT) ̶Internal Program Positions/Opportunities ̶Regional Resource Participation ̶Training opportunities Purpose Driven by population, increasing levels of responsibility and training, officer and community safety and the increasing complexity of calls, the BPD must fund and institute improved staffing. Measures of Success • Minimum shift staffing is achieved. • Additional staff are added to the Department roster. • OT is reduced. • Improved participation in training, specialty positions and regional policing programs. Objective 1 Organization and Staffing GOAL 1 Strategy Sponsors Chief Heath J. Eldredge Organizational and Professional Development Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 15 Organizational and Professional Development Strategy 2 Organizational Staffing Target Completion Date 2029 Active Fiscal Year/Funding FY 2029 Action Plan • Command Staff Planning ̶Deputy Chief Position ̶Two (2) Lieutenants ̶Six (6) Sergeants Purpose With planned expansion of patrol and dispatch, commensurate additions to the BPD command staff are required to provide necessary leadership, guidance and oversight. Measures of Success • Deputy Chief position is created and filled. • Two (2) Lieutenant positions are maintained. • Sergeant staff is increased to six (6). Objective 1 Organizational and Staffing GOAL 1 Organizational and Professional Development Strategy Sponsors Chief Heath J. Eldredge Lieutenant Jonathon P. O’Leary Lieutenant Charles M. Mawn Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT16Strategic Plan 2025 - 2029 Objective 1 Organization and Staffing Strategy 3 Functional Organization Structure Target Completion Date 2025 Active Fiscal Year/Funding FY Ongoing Action Plan • Create Functional Teams ̶Community Engagement ̶Recognition ̶Other • Publish new Traditional and Functional Org. Charts Purpose Drive down responsibility and decision-making from administration to the general department to improve engagement and buy-in of personnel in day-to-day operations of the department while leveraging and developing talent. Recognizes the difference between the traditional hierarchy of organizational ranking vs. the actual (functional) way tasks are accomplished and the team efforts involved. Seeks to flatten the organization, make interactions more peer to peer, support improved communication and ability to act. Measures of Success • Team Structure in place. • Assignments and Accountabilities defined. • Administration delegates authority. GOAL 1 Organizational and Professional Development Strategy Sponsors Chief Heath J. Eldredge Lieutenant Charles M. Mawn Officer Morgan A. Vermette • Org chart development. • Display at locations within the Department. • Change of cultural tone that depicts a flat and efficient organizational structure. Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 17 Organizational and Professional Development Strategy Sponsors Chief Heath J. Eldredge Lieutenant Charles M. Mawn Officer Morgan A. Vermette Strategy 1 Establish a process for growth to succession Target Completion Date 2029 Active Fiscal Year/Funding FY 2029 Action Plan • Develop evaluation tool and training opportunities to identify and support high potential candidates: ̶Connect to Performance Review process • Develop succession candidate pool ̶Patrol to Sergeant ̶Sergeant to Lieutenant ̶Lieutenant to Deputy Chief ̶Chief Purpose Identify and develop candidates for succession to positions of higher authority and responsibility within the department. Measures of Success • High Potential employees evaluation tool is developed. • Tool is used in the Performance Review Process. • Candidate pool for various leadership positions is developed and maintained. Objective 2 Succession Planning GOAL 1 Organizational and Professional Development Strategy Sponsors Lieutenant Jonathon P. O’Leary Sergeant Patrick W. Varley Officer Joseph W. Thacher Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT18Strategic Plan 2025 - 2029 Strategy 2 Leverage Officer in Charge (OIC) role Target Completion Date 2027 Active Fiscal Year/Funding FY Ongoing Action Plan • Senior shift patrol officers become candidate pool in preparation to be Sergeant • Provide opportunity for all OIC to go to Sergeant school • Ensure additional responsibilities and experience for improved preparation Purpose As part of the succession planning initiative, leverage the Officer In Charge role in patrol as training and proving ground for future sergeant candidates. Measures of Success • OICs attend Sergeant school. • OIC role becomes trajectory to Sergeant. Objective 2 Succession Planning GOAL 1 Organizational and Professional Development Strategy Sponsors Lieutenant Charles M. Mawn Sergeant Michael R. Mei Officer Morgan A. Vermette Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 19 Organizational and Professional Development Strategy 1 Leverage Training Opportunity Platforms Target Completion Date 2024 Active Fiscal Year/Funding FY Ongoing Action Plan • Full Department Meetings • Roll-Call Informal daily 5-10 min learning/communications opportunity ̶Create Roll-Call Training modules ̶Capture lessons learned • Internal Newsletter • Internal Video modules • MPTC Teaching Certification (Train the Trainer) Purpose Improve training opportunities and information variety and flow through the department through regular meetings, published updates, video modules and training certifications. Measures of Success • Regular standing informational/training meetings are held. • Newsletter is published on a regular basis. • Training Video modules are utilized. • MPTC Teaching certifications are achieved. Objective 3 Training GOAL 1 Organizational and Professional Development Strategy Sponsors Lieutenant Jonathon P. O’Leary Sergeant Freddie A. O’Neal Officer Jordan T. Frisbie Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT20Strategic Plan 2025 - 2029 GOAL 1 Strategy 2 Mitigate Institutional Vulnerability Target Completion Date 2026 Active Fiscal Year/Funding FY 2026 Action Plan • Identify Organizational choke points • Cross-train for major tasks (IT, etc.) • Provide responsibility access to larger group Purpose Personnel changes are a reality of any organization and pose challenges especially when only one person possesses a particularly vital knowledge, experience or training and leaves the organization. Cross-training of multiple individuals in critical BPD functions addresses this institutional vulnerability and makes the department more resilient to change. Measures of Success • BPD department vulnerabilities are identified. • Cross-training is institutionalized at the BPD. • There are no critical functions at the BPD that can be only handled by a single individual. Objective 3 Training Organizational and Professional Development Strategy Sponsors Chief Heath J. Eldredge Lieutenant Jonathon P. O’Leary Officer Shannon C. Parks Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 21 Organizational and Professional Development GOAL 1 Strategy 3 External Training Program Target Completion Date 2025 Active Fiscal Year/Funding FY 2025 Action Plan • Budget for total cost and time of classes • Allow more on-duty training (see staffing) • Ensure full Department POST Certification and re-certification • Provide Opportunities for Leadership (LEEDA) Training to identified candidates Purpose The training demands on the BPD are increasing due to societal and legislative forces and require ongoing sustainable training budget support. Measures of Success • Increased BPD training budget supported by data to achieve training requirements. • Sufficient training time made available to Department personnel. • All BPD personnel are qualified to POST Certification standards. • Leadership training is made available. Objective 3 Training Organizational and Professional Development Strategy Sponsors Lieutenant Charles M. Mawn Sergeant Freddie A. O’Neal Officer Joseph W. Thacher Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT22Strategic Plan 2025 - 2029 GOAL 1 Strategy 4 Internal Training Program Target Completion Date 2025 Active Fiscal Year/Funding FY 2026 Action Plan • Provide opportunities for Department training ̶FTO ̶OUI Refresher ̶Domestic Violence ̶New case law ̶Debrief after major incidents ̶Other Purpose As an integral part of overall training, local Department training opportunities are provided to address law enforcement needs of the community, including review of major incidents. Measures of Success • Regular internal training program is formalized. • Major incidents are debriefed as a training opportunity. Objective 3 Training Organizational and Professional Development Strategy Sponsors Lieutenant Charles M. Mawn Officer Morgan A. Vermette Officer Jordan T. Frisbie Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 23 Organizational and Professional Development GOAL 1 Strategy 1 Department Development Opportunities Target Completion Date 2028 Active Fiscal Year/Funding FY Ongoing Action Plan Purpose Provide experience and exposure to various incidents, task force, specialty and temporary assignments available within the BPD for department officers to strengthen the organization and provide opportunities for career trajectory and advancement.. Measures of Success • Opportunities for experience and advancement are clearly communicated to the department. • Patrol is exposed to various assignment rotation opportunities. Objective 4 Career Development and Opportunities Organizational and Professional Development Strategy Sponsors Lieutenant Charles M. Mawn Officer Morgan A. Vermette Officer Jordan T. Frisbie • Refresh and emphasize current Department Internal Programs ̶Traffic Unit ̶Cruisers ̶Mental Health ̶Animal Control Officer (ACO) ºLook to make this an officer role • Provide additional Department Opportunities ̶School Resource Officer (SRO) ̶All-Terrain Vehicle/ Mounted Unit (ATV) ̶Bike Unit ̶Community Service Officer (CSO) ̶Victim Advocacy-Female Officer ̶Cybercrime ̶Detective Rotation ̶Team Structure Opportunities ̶Comfort Dog • Opportunity Rotations ̶ Patrol (one at a time) rotates through admin. and other operational roles Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT24Strategic Plan 2025 - 2029 GOAL 1 Strategy 2 Regional Development Opportunities Target Completion Date 2024 Active Fiscal Year/Funding FY Ongoing Action Plan • Refresh and emphasize current Regional Programs ̶SWAT ̶Accident Reconstruction ̶Search and Rescue ̶Motorcycle ̶Domestic Violence Task Force ̶Health and Wellness ̶Drug Task Force Purpose Improve and leverage BPD involvement with regional policing programs to achieve better utilization of resources and provide exposure and experiences for officers to enhance career opportunities. Measures of Success • Regular communication of regional participation to the Department. • Vet, train and provide personnel to the regional programs resource pool. • Successful utilization of regional resources to augment Department performance. Objective 4 Career Development and Opportunities Organizational and Professional Development Strategy Sponsors Lieutenant Jonathon P. O’Leary Sergeant Patrick W. Varley Officer Joseph W. Thacher Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 25 Organizational and Professional Development GOAL 1 Strategy 3 Career Development Target Completion Date 2025 Active Fiscal Year/Funding FY Ongoing Action Plan • Create a set of Pathways/Career Trajectories ̶Professional Education and Training ̶Self-development ̶Operational Experience ̶Expectations (staff and supervisor) • Connect to Performance Review Program Purpose Identify and outline progressions and requirements for various career opportunities available to Department personnel. Provide understanding of and support for career advancement opportunities within the department. Create, review and update individual Career Development programs through the Performance Review process. Measures of Success • Publish traditional and specialty career pathways guidance document. • Improved recruitment of candidates. • Improved retention of Department personnel. • Improved overall staff advancements. • Improved operational performance. • Improved morale. Objective 4 Career Development and Opportunities Organizational and Professional Development Strategy Sponsors Chief Heath J. Eldredge Lieutenant Jonathon P. O’Leary Officer Joseph W. Thacher Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT26Strategic Plan 2025 - 2029 Objective 1 Ensure Staff Retention Strategy 1 Recognition Strategy 2 Pay and Benefits Strategy 3 Onboarding Objective 2 Improve Internal Meetings Strategy 1 Meetings Strategy 2 Newsletter Objective 3 Leadership and Accountability Strategy 1 Develop a Coaching Culture Strategy 2 Team Building Strategy 3 Performance Review Detailed Strategy Descriptions GOAL 2 Culture and Communication Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 27 Culture and Communication Strategy 1 Recognition Target Completion Date 2024 Active Fiscal Year/Funding FY Ongoing Action Plan • Re-institute Recognition Committee ̶Identify various Service Award Categories ̶Create standards and criteria for recognition ̶Publicize Recognition ̶Hold Recognition Events • Leadership/Supervision provides informal feedback on performance Purpose Resurrect committee with the responsibility to improve and sustain morale of the Department by providing and publicizing recognition of performance, service and other significant contribution. Measures of Success • Committee is re-engaged. • A regular flow of valued recognition awards and commendations. • Improved Morale. Objective 1 Ensure Staff Retention GOAL 2 Culture and Communication Strategy Sponsors Lieutenant Jonathon P. O’Leary Detective Sergeant Sergeant Paul H. Judge Jr. Officer Matthew B. Marshall Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT28Strategic Plan 2025 - 2029 Objective 1 Ensure Staff Retention GOAL 2 Culture and Communication Strategy 2 Pay and Benefits Target Completion Date 2026 Active Fiscal Year/Funding FY 2027 Action Plan • Improve education reimbursement timeframe • Develop and communicate competitive salary/benefits statistical data • Develop and communicate cost of living/housing statistical data • Prepare for next contract negotiations Purpose An important key to retaining talent in the BPD is to provide a competitive pay and benefits package. To ensure the BPD stays competitive, other market similar communities will be examined annually to analyze their remuneration packages, this information will be made available to the Town and will also be used in preparation for union contract negotiations. Measures of Success • Annual pay and benefits review of market competitive communities is performed. • Competitive analysis is communicated to the Town. • BPD stays competitive with minimal personnel attrition due to pay and benefits. Strategy Sponsors Chief Heath J. Eldredge Officer Matthew B. Marshall Officer Jorel E. Radke Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 29 Culture and Communication GOAL 2 Culture and Communication Objective 1 Ensure Staff Retention Strategy 3 Onboarding Target Completion Date 2024 Active Fiscal Year/Funding FY Ongoing Action Plan • Consistent communications with cadets while in the Academy • Improve consistency of FTO program-Limit # of FTOs • Assign mentor for first year (New Recruits/New to the Department) Purpose Bringing new recruits into the BPD is a process and not an event. Starting while cadets are in the academy, onboarding is a process that introduces cadets to the BPD (and the profession) and continues through field training. Also of importance to new recruits, and those new to the department, is the assignment of a mentor to provide guidance and support through the first year. Measures of Success • Academy cadets are regularly contacted by the BPD to keep track of progress and provide mentoring and guidance. • Field training is conducted for every new recruit. • A mentor is assigned to every new Department member. • Staff Retention is improved. Strategy Sponsors Lieutenant Charles M. Mawn Sergeant Freddie A. O’Neal Officer Matthew B. Marshall Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT30Strategic Plan 2025 - 2029 GOAL 2 Culture and Communication Objective 2 Improve Internal Communications Strategy 1 Meetings Target Completion Date 2024 Active Fiscal Year/Funding FY Ongoing Action Plan • Continue with daily shift Rollcall as informal informational handoff • Conduct Department Meetings in November and in May ̶Budget considerations ̶Tourist season preparations ̶Other Police events, activities, recognition • Conduct Supervisor Meetings (Chief, Lts and Sgts) ̶Every four months (3/yr) ̶Publish meeting minutes to the Department ̶OIC or senior officer attends public portion of the meeting with rotation of attendance Purpose Improve information variety and flow through the department through regular meetings and published updates. Measures of Success • Regular standing informational meetings are held, including new full department meetings. • Supervisor meeting minutes are published to the full Department. Strategy Sponsors Chief Heath J. Eldredge Lieutenant Charles M. Mawn Sergeant Patrick W. Varley Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 31 Culture and Communication GOAL 2 Culture and Communication Objective 2 Improve Internal Communications Strategy 2 Newsletter Target Completion Date 2025 Active Fiscal Year/Funding FY Ongoing Action Plan • Develop internal Department Newsletter • Publish Quarterly • Contents ̶Leadership meeting minutes ̶Staff Recognition ̶Significant events Purpose Create an internal communications platform for the Department that summarizes significant personnel activity and achievement. Measures of Success • Newsletter is published on a regular basis. • Improved communications and morale. Strategy Sponsors Chief Heath J. Eldredge Lieutenant Jonathon P. O’Leary Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT32Strategic Plan 2025 - 2029 Objective 3 Leadership and Accountability Strategy 1 Develop a Coaching Culture Target Completion Date 2024 Active Fiscal Year/Funding FY Ongoing Action Plan Purpose Instill coaching approach/culture to achieve fairness in the administration of Department discipline through clear definitions of accountability and nurturing of personnel. Drive down responsibility, decision-making and disciplinary action from administration to supervisors to improve engagement and buy-in of personnel in day-to-day operations of the department while leveraging and developing talent. Measures of Success • Establish clear definitions of what is formal vs. informal disciplinary action. • Discipline is delegated to direct supervision. • Improved morale. GOAL 2 Culture and Communication Strategy Sponsors Lieutenant Charles M. Mawn Sergeant Freddie A. O’Neal Officer Matthew B. Marshall• Peer to Peer Accountability ̶ Develop Functional vs. Traditional Organization Structure ̶Team/Committee Focus • Supervisory Accountability ̶“Open door” availability/approachability ̶Convey Realities of the organization ̶Uniform administration of discipline ̶Positive view of behavior ̶Constructive criticism ̶ Explain “why” concerning flexibility and accommodation Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 33 Culture and Communication GOAL 2 Culture and Communication Objective 3 Leadership and Accountability Strategy 2 Team Building Target Completion Date 2024 Active Fiscal Year/Funding FY Ongoing Action Plan • Focus on the shifts as Teams ̶Meals together ̶Education, training and experiential learning • Shifts remix every 3-4 months • Leadership attends start of each new shift rotation ̶Increase communications ̶Clarifies expectations Purpose Build and improve Department morale through focus on Team oriented training, communications and activities. Measures of Success • Improved morale. • Improved staff retention. Strategy Sponsors Lieutenant Charles M. Mawn Sergeant Michael R. Mei Officer Jorel E. Radke Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT34Strategic Plan 2025 - 2029 GOAL 2 Culture and Communication Objective 3 Leadership and Accountability Strategy 3 Performance Review Target Completion Date 2025 Active Fiscal Year/Funding FY Ongoing Action Plan • Formal Review every June • Utilize Town documentation system, tweaked for the Department includes ̶Self-evaluation ̶Supervisor input • Chief reviews Lts., Lts. review Sergeants, Sergeants review patrol officers • Review includes goal setting, career development, training and follow-up/follow through • Supervisors document performance information year-round • Three (3) Quarterly check-ins with supervisor to monitor achievement of goals and performance Purpose Feedback, goal setting and career development planning are crucial to the growth and the success of BPD officers. Provides for annual performance evaluation and future career trajectory planning with opportunities during the year for progress check-ins and feedback. Measures of Success • Annual performance review for all department personnel that includes feedback, goal setting and career planning. • Regular check-ins during the year occur between supervisors and subordinates. • Improved morale and performance. Strategy Sponsors Chief Heath J. Eldredge Lieutenant Jonathon P. O’Leary Lieutenant Charles M. Mawn Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 35 Culture and Communication Detailed Strategy Descriptions GOAL 3 Operations Excellence Objective 1 Strategic Planning Strategy 1 Institute Strategic Planning Process Objective 2 Resource Development/Budget Strategy 1 Budget Development Objective 3 Department Accreditation Strategy 1 Achieve Industry Accreditation Strategy 2 Maintain Accreditation Status Objective 4 Review and Update Policies and Procedures Strategy 1 Policies and Procedures Management Strategy 2 Align Culture and Policies Objective 5 Delivery of Services Strategy 1 Manage BPD Brand - Position BPD as a Customer/Constituent Service Organization Strategy 2 Performance Measurements and Feedback Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT36Strategic Plan 2025 - 2029 GOAL 3 Operations Excellence Objective 1 Strategic Planning Strategy 1 Institute Strategic Planning Process Target Completion Date 2029 Active Fiscal Year/Funding FY Ongoing Action Plan Purpose Provide a holistic vision-driven and participatory process in Department planning and decision making. Measures of Success • Produce a 5-year Strategic Plan. • Annually review the plan for progress and updates. • Use the plan as a driver of accountability. • Use the plan to achieve the Goals and Objectives of the Department. Strategy Sponsors Chief Heath J. Eldredge Lieutenant Charles M. Mawn Administrative Assistant Abigail L. Fernandes• Conduct Strategic Planning every 5 years • Annual review/update of plan • Establish Scorecard of progress toward achievement of Goals, Objectives and Action Plans • Use the Strategic Plan to drive ̶The Operating Budget ̶The Capex Plan ̶Staffing ̶Training ̶Community Engagement ̶Accreditation • Tie to Performance Review Program and Accountability Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 37 Operations Excellence GOAL 3 Operations Excellence Strategy Sponsors Chief Heath J. Eldredge Lieutenant Jonathon P. O’Leary Administrative Assistant Abigail L. Fernandes Strategy 1 Budget Development Target Completion Date 2029 Active Fiscal Year/Funding FY Ongoing Action Plan • Coordinate and build Department Expense Budget and Capital Plan with annual Strategic Plan Review and Vision • Command Staff develops the budget with coordinated input from Sergeants, Patrol and Dispatch • Attract investment through strategically based budgetary process Purpose Coordinate development of the annual BPD Departmental budget with review of the Strategic Plan and include appropriate input from the Department. Ensure funding from the Town to support annual budgets, capital projects and strategic plan initiatives. Measures of Success • Strategic Plan is reviewed annually for progress and timing of action plans. • Annual Department budget is developed. • Annual Town funding supports strategic plan driven Department expense and capital requirements. Objective 2 Resource Development/Budget Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT38Strategic Plan 2025 - 2029 GOAL 3 Operations Excellence Strategy Sponsors Chief Heath J. Eldredge Lieutenant Jonathon P. O’Leary Strategy 1 Achieve Industry Accreditation Target Completion Date 2024 Active Fiscal Year/Funding FY 2025 Action Plan • Continue Accreditation Process and Documentation • Target June 2024 Evaluation • Achieve Accreditation Purpose A stretch goal and framework for self-evaluation that drives many strategic plan initiatives. This unique recognition would be a major achievement for the BPD and would result in the recognition of a superior functioning Community Policing organization and also enhances the success of future grant funding. Measures of Success • Complete Accreditation process. • Receive Accreditation. • Improved grant funding. Objective 3 Department Accreditation Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 39 Operations Excellence GOAL 3 Operations Excellence Objective 3 Department Accreditation Strategy 2 Maintain Accreditation Status Target Completion Date 2027 Active Fiscal Year/Funding FY Ongoing Action Plan • Identify Accreditation Manager and Team • Conduct Accreditation reassessment every three (3) years • Review and keep current on required Policies and Documentation Purpose Ensure that achieved accreditation status is maintained through reassessment cycles by focused attention from dedicated manager and team. Measures of Success • Team and Leadership identified. • Implementation of the Strategic Plan. • Successful reassessments to continue accreditation. Strategy Sponsors Lieutenant Jonathon P. O’Leary Sergeant Patrick W. Varley Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT40Strategic Plan 2025 - 2029 GOAL 3 Operations Excellence Strategy Sponsors Chief Heath J. Eldredge Lieutenant Jonathon P. O’Leary Objective 4 Review and Update Policies and Procedures Strategy 1 Policies and Procedures Management Target Completion Date 2029 Active Fiscal Year/Funding FY Ongoing Action Plan Purpose Conduct a thorough review of the rules, regulations, methods and procedures that guide the performance of the team and update them on a regular basis. Empower the organization for suggestions that can be initiated from any level or position in the department. Measures of Success • Identify Policy and Procedures Team. • Complete review and update of rules, regulations, methods and procedures on a regular basis. • Create new Policies and Procedures based on department feedback. • Continued alignment with accreditation process and State guidance. • Identify Team ̶Chief ̶Accreditation Manger ̶ Department members involved with policies ̶ Other small teams as required to work on projects • Review Policies and Procedures ̶Annual cycle ̶Three (3) Year cycle • Leverage Power (DMS) Database ̶Automated Review Time ̶ Automated Distribution into Email for Review and Feedback • Ensure Alignment of Policies and Procedures ̶Accreditation Status ̶State Guardrails ̶Must be Practical and Deployable ̶ Engage LEXIPOL for development of Policies and Procedures Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 41 GOAL 3 Operations Excellence Objective 4 Review and Update Policies and Procedures Strategy 2 Align Culture and Policies Target Completion Date 2029 Active Fiscal Year/Funding FY Ongoing Action Plan • Use Platform and opportunities of Meetings and Training to Review Policies and Procedures • Discuss and implement “sweet spot” of Policy vs. Flexibility to achieve balance • Utilize Development of new Policies as opportunities to engage multi-level teams Purpose Collaborative effort to balance the development of and adherence to policies and procedures with institutional flexibility to support a coaching culture and tempered consistent discipline. Measures of Success • Policies and Procedure are reviewed at various meetings and training opportunities. • Balance of following polices vs. coaching opportunities is achieved. • Morale is improved. Strategy Sponsors Lieutenant Jonathon P. O’Leary Lieutenant Charles M. Mawn Sergeant Patrick W. Varley Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT42Strategic Plan 2025 - 2029 GOAL 3 Operations Excellence Strategy 1 Manage BPD Brand - Position BPD as a Customer/Constituent Service Organization Target Completion Date 2029 Active Fiscal Year/Funding FY Ongoing Action Plan Objective 5 Delivery of Services • Deliver of BPD Culture ̶ Communicate Internally BPD Philosophy of Service/Meaning of Professional Community Service ºAt Meetings ºDuring Training ̶ Patrol Field Training (FTO) – Engrain BPD Culture ̶Share Positive Interactions • Achieve Awareness of Customer/Constituent Touchpoints ̶Patrol-Calls for service ̶ Digital Platforms - Social Media, PR, Website, Email ̶Town Government Purpose Elevate the Department from basic Law Enforcement agency to engaging Service organization in the Community. Promote the BPD culture/brand internally and through various “customer” touchpoints in personnel contacts and media. Measures of Success • Service Culture and attitude is propagated and sustained throughout th e organization. • Department understanding of Community/Customer Touchpoints and also as opportunities to provide positive interactions and display the BPD culture. • Customers/Constituents/Community enjoy unique PD service experience. ̶Detectives, Crime, Courts ̶Traffic ̶SRO – School Support ̶Regional Teams Support • Positive Attitude in all Interactions/At all Customer Touchpoints ̶Listen ̶Empathize ̶Exude Professionalism • Follow-up in all interactions • Achieve WOW (On and Off Duty) ̶Bicycle, Motorcycle, ATV ̶Other Town Agencies ̶Other BPD Connections ̶Understand ̶Be Approachable Strategy Sponsors Chief Heath J. Eldredge Lieutenant Charles M. Mawn Sergeant Freddie A. O’Neal Sergeant Patrick W. Varley Officer Tyler M. Dow Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 43 Operations Excellence GOAL 3 Operations Excellence Strategy Sponsors Chief Heath J. Eldredge Lieutenant Jonathon P. O’Leary Officer Matthew B. Marshall Objective 5 Delivery of Services Strategy 2 Performance Measurements and Feedback Target Completion Date 2025 Active Fiscal Year/Funding FY Ongoing Action Plan • Develop and deploy community survey • Track and follow-up on Comments, complaints, other feedback ̶Town Hall Public Comment ̶Service Calls ̶Forms ̶Other • Develop One-on-One/Small contact events to gage community temperature ̶Coffee-with-a-cop ̶Expand “on foot/Beat” special events ̶Other Purpose Survey, track and follow-up on feedback and input from the community to gage and refine performance of the Department. Measures of Success • Community input survey completed. • Track and follow-up on Community feedback. • Develop and participate in personal Community events. Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT44Strategic Plan 2025 - 2029 Objective 1 Communications Strategy 1 Formalize BPD Communications Team Strategy 2 Enhance External Communications Objective 2 Public Education Strategy 1 Conduct Police Academies and Forums Strategy 2 Conduct Public Education and Training Programs Objective 3 Community Events Strategy 1 BPD Community Events Coordination and Participation Objective 4 Community Outreach Strategy 1 Leverage BPD Community Services Team Strategy 2 Community Resource Officers Strategy 3 Comfort Dog Program GOAL 4 Community Connection Detailed Strategy Descriptions Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 45 Community Connection Strategy 1 Formalize BPD Communications Team Target Completion Date 2024 Active Fiscal Year/Funding FY 2025 Action Plan • Identify Team of 2-3 officers • Develop Department charge, guidelines, rules and guardrails • Provide training to department personnel ̶What content to provide ̶How to provide content Purpose Provide a focus for all external communications through a Team that will develop and organize BPD’s information flow for the community. Measures of Success • BPD Communications Team is formed. • Rules of engagement are developed. • Department content training is conducted. • Information flows regularly and smoothly to the community through enhanced social media, website and other communications platforms. Objective 1 Communications GOAL 4 Community Connection Strategy Sponsors Chief Heath J. Eldredge Lieutenant Jonathon P. O’Leary Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT46Strategic Plan 2025 - 2029 Strategy 2 Enhance External Communications Target Completion Date 2024 Active Fiscal Year/Funding FY 2025 Action Plan Purpose Refresh and maintain marketing and communications platforms to support improved BPD community engagement though focus of social media, website and public relations responsibilities with the Communications Team. Provide regularly updated public relations content to improve community access and utilization of Departmental information and services. Measures of Success • Social media content is regularly updated. • Website content is regularly updated. • Quarterly newsletter is produced. • Press releases are produced on a regular basis. • Improved community outreach and Department visibility. • Improved Department participation and morale. Objective 1 Communications GOAL 4 Community Connection Strategy Sponsors Chief Heath J. Eldredge Officer Shannon C. Parks Officer Jessica R. Ahlman• Refresh Social Media Program ̶Facebook, Instagram platforms ̶Regular content updates • Maintain Website Activity • Produce Quarterly Newsletter • Produce Press Releases ̶Noteworthy public interest activity ̶“Great Saves” ̶Other Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 47 Community Connection GOAL 4 Community Connection Strategy 1 Conduct Police Academies and Forums Target Completion Date 2026 Active Fiscal Year/Funding Ongoing 2026 Action Plan • Conduct Citizens Police Academy • Conduct Youth Police Academy • Develop Shortened Version of Formal Academies (Forums) ̶Hold Police Forums 1-2/yr ̶Police Q&A ̶Leading up to Town Meetings ̶Forums Upon Request ºBoy Scouts ºCouncil on Aging ºOther Purpose As part of the overall public education effort, BPD conducts Citizens and Youth Academies, and other shorter forum events to train and inform the community on policing activities and responsibilities. Measures of Success • Conduct Police Academies on a regular basis. • Hold forum and other informational events. • Community is well informed on policing activities and responsibilities. Objective 2 Public Education Strategy Sponsors Lieutenant Charles M. Mawn Officer Matthew B. Marshall Officer Jordan T. Frisbie Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT48Strategic Plan 2025 - 2029 GOAL 4 Community Connection Strategy 2 Conduct Public Education and Training Programs Target Completion Date 2024 Active Fiscal Year/Funding FY 2025 Action Plan • Public Education Coordinated by BPD Lieutenant with Ad Hoc teams • Biking Education • J-1 Foreign Student Education • Community Service Officer Program ̶Patrol Parking lots and Bike paths • Rape Aggression Defense (RAD) Training for Adults and kids • Criminal Justice Education Focused on Youth ̶High School/Middle School • Shadow an Officer Program • Police/Criminal Justice Internships • Firearms Safety Training • Instructor Development Training (Train the Trainer) Purpose The BPD coordinates, provides and expands educational classes and programs to promote safety, awareness and risk reduction in the community. Measures of Success • Provide an effective well publicized and attended community educational program. • Loss of life, property and injuries are reduced. Objective 2 Public Education Strategy Sponsors Lieutenant Charles M. Mawn Officer Matthew B. Marshall Officer Jessica R. Ahlman Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 49 Community Connection GOAL 4 Community Connection Strategy 1 BPD Community Events Coordination and Participation Target Completion Date 2025 Active Fiscal Year/Funding FY Ongoing Action Plan Purpose BPD improves participation in existing community events, by formalizing the program and incentivizing participation, and investigates additional participation opportunities to promote good will and connection with the community. Measures of Success Objective 3 Community Events • Formalize Community Events Participation ̶ Move from Ad Hoc to focused responsibility • Participate in Community Events ̶Council on Aging ºWellness Fair ºReassurance Luncheon ̶“Coffee with a Cop” º At Assisted Living establishments ºMultiple other venues ̶Block Party ̶Honor Guard ̶Toy Drives ̶Special Olympics Torch Run ̶Polar Plunge ̶Relay for Life ̶National Police “Night Out” ºAt Police Station or Park ̶“Trunk or Treat” ºBrewster Baptist Church ̶ Events in coordination with the Brewster Fire Department • Participate in other Events to be developed. • Incentivize staff participation ̶ Strategic use of OT/Other compensation ̶Performance review • Develop Community Calendar ̶ Organize/schedule event participation ̶ Identify responsible individual(s) ̶ Available internally and externally (website) • Focused responsibility for Community Events program. • Improved participation by BPD personnel in community events. • BPD develops additional community event opportunities. • Community Calendar is developed. • BPD community profile and value is raised. Strategy Sponsors Lieutenant Charles M. Mawn Officer Matthew B. Marshall Dispatcher Deidre D. Schofield Lieutenant Jonathon P. O’Leary Officer Jessica R. Ahlman Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT50Strategic Plan 2025 - 2029 GOAL 4 Community Connection Strategy 1 Leverage BPD Community Services Team Target Completion Date 2025 Active Fiscal Year/Funding FY 2025 Action Plan Purpose In connection with BPD’s operational delivery of services, the Community Services Team manages critical interventions and incidents and coordinates resources with Town and other community service organizations while extending BPD’s culture throughout the community. Measures of Success • Formalized follow-up process for critical incidents, interventions and other crisis events. • Coordination of Town and other community service resources. • Propagation of BPD’s service culture. Objective 4 Community Outreach Strategy Sponsors Sergeant Freddie A. O’Neal Officer Matthew B. Marshall Officer Jessica R. Ahlman• Formalize follow-ups ̶Crisis interventions ̶Critical Incidents ºDrug OD (Narcan) ºMental Health (Gosnold) ̶IMC – Flag a case ̶Share Communications • Coordinate with Town Community Services ̶Board of Health ̶Fire Department ̶Council on Aging ̶Elder Services • Extend BPD Culture to build Community Connection: ̶Community outreach introduced in FTO program for new officers ̶ Attitude to people in trouble/vulnerable - a future source of community support, information, etc. Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 51 Community Connection GOAL 4 Community Connection Strategy 2 Community Resource Officers Target Completion Date 2029 Active Fiscal Year/Funding FY 2029 Action Plan • Identify and assign School Resource Officer (SRO) to Elementary School • Provide victim advocacy resource ̶Department and/or regionalized Purpose Building on the Community Services Team, assign a dedicated School Resource Officer (SRO) and Victim Advocacy resource. Measures of Success • Institute an Elementary School SRO resource. • Institute a Victim Advocacy resource. • Improve BPD’s Community service/Delivery of services. Objective 4 Community Outreach Strategy Sponsors Lieutenant Charles M. Mawn Sergeant Freddie A. O’Neal Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT52Strategic Plan 2025 - 2029 GOAL 4 Community Connection Strategy 3 Comfort Dog Program Target Completion Date 2026 Active Fiscal Year/Funding FY 2027 Action Plan • Identify Comfort dog for BPD ̶For internal and external availability ̶Differentiate between “Comfort” and “Station” dog • Assign handler responsibility Purpose Augment BPD’s community connection by providing the services of a Comfort Dog as a soothing influence in crisis and critical situations and/or interactions. Measures of Success • Add comfort dog to BPD community service resource. • Assign responsibility. • Support BPD service culture in the community. Objective 4 Community Outreach Strategy Sponsors Lieutenant Jonathon P. O’Leary Officer Matthew B. Marshall Officer Jordan T. Frisbie Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 53 Community Connection Objective 1 Police Station Facility Strategy 1 Overhaul HVAC System Strategy 2 Building Space Re-Allocations Strategy 3 Building Exterior Requirements Objective 2 Equipment and Maintenance Strategy 1 Vehicle Fleet Strategy 2 Equipment Acquisitions/Upgrades Strategy 3 Building Refreshing, Maintenance and Organization Objective 3 Upgrade Information Technology Strategy 1 Modernize Dispatch Strategy 2 Body Cam System Strategy 3 Video Wall for Training Room Strategy 4 Replace Computers Strategy 5 Replace IMC Data Management System Strategy 6 Other Technology Upgrades Detailed Strategy Descriptions GOAL 5 Facilities, Equipment and Technology Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT54Strategic Plan 2025 - 2029 Objective 1 Police Station Facility Strategy 1 Overhaul HVAC System Target Completion Date 2027 Active Fiscal Year/Funding FY 2027 Action Plan • Replace/upgrade HVAC Controls • Air Balance delivery system • Replace Basement Dehumidification • Fix/replace reheating/re-cooling and fan-coils • Replace A/C in Server rooms • Replace heat system in Equipment Bay Purpose The existing BPD HVAC system is unbalanced and inefficient, wasting energy and providing poor temperature/humidity results. The system needs to be upgraded and modernized with effective system controls. Measures of Success • Analysis of current system. • Upgrade/replacement of HVAC system. • System meets current industry performance requirements. GOAL 5 Facilities, Equipment and Technology Strategy Sponsors Chief Heath J. Eldredge Lieutenant Jonathon P. O’Leary Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 55 Facilities, Equipment and Technology Objective 1 Police Station Facility Strategy 2 Building Space Re-Allocations Target Completion Date 2028 Active Fiscal Year/Funding FY 2028 Action Plan • Review/leverage Building space re-allocations ̶Locker Rooms ºMore space for female officers ºRefresh male locker room ̶Space for Patrol reports ̶Storage ̶Re-purpose empty bay Purpose The BPD has and will continue to grow, both in numbers, and in the ratio of female officers. The layout of the existing Station is insufficient and can be improved to increase efficiency and utilization. Measures of Success • Develop design re-layout of the existing Police Station. • Additional Station space is created through re-purpose of empty storage bay. • Additional female BPD personnel are properly accommodated. GOAL 5 Facilities, Equipment and Technology Strategy Sponsors Chief Heath J. Eldredge Sergeant Michael R. Mei Officer Shannon C. Parks Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT56Strategic Plan 2025 - 2029 Objective 1 Police Station Facility Strategy 3 Building Exterior Requirements Target Completion Date 2028 Active Fiscal Year/Funding FY 2028 Action Plan • Fix exterior drainage/Basement leakage • Reset/re-pitch septic system piping to tank • Consider new Septic system • Parking Lot re-design for more space • New Roof • Replace Exterior Security doors (Sallyport, Rear Employee Entrance) Purpose Exterior elements of the police station facility are in need of repair or replacement, particularly basement leakage issues. Measures of Success • Basement leakage issues are eliminated. • Roof is replaced. • Parking lot expanded. • Septic system replacement feasibility. GOAL 5 Facilities, Equipment and Technology Strategy Sponsors Chief Heath J. Eldredge Lieutenant Jonathon P. O’Leary Sergeant Michael R. Mei Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 57 Facilities, Equipment and Technology Objective 2 Equipment and Maintenance Strategy 1 Vehicle Fleet Target Completion Date 2026 Active Fiscal Year/Funding FY Ongoing Action Plan • Cruiser Fleet is identically outfitted • Add ATV (All terrain Vehicle) • Add Pickup Truck • Begin transition to Hybrid/EV Purpose Bring the BPD vehicle fleet into alignment with the needs of the department with all cruisers uniformly outfitted and the addition of utility vehicles. In concert with the Town’s energy efficiency and green energy utilization strategies, begin the process of conversion of the police cruiser, support and administrative vehicles fleet to Hybrid/EV with the associated infrastructure. Measures of Success • All cruisers are fully outfitted. • Utility vehicles are added to the fleet. • Transition plan is developed for conversion to a Hybrid/EV fleet which includes infrastructure. GOAL 5 Facilities, Equipment and Technology Strategy Sponsors Sergeant Patrick W. Varley Sergeant Michael R. Mei Officer Shannon C. Parks Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT58Strategic Plan 2025 - 2029 Objective 2 Equipment and Maintenance Strategy 2 Equipment Acquisitions/Upgrades Target Completion Date 2027 Active Fiscal Year/Funding FY 2027 Action Plan • Kevlar slip-in plate to supplement body armor • Night Vision goggles • Thermal Imaging equipment • Upgrade tasers Purpose Addition of equipment to aid in the protection and effectiveness of the BPD. Measures of Success • Equipment is obtained. • Personnel safety is improved. • Department effectiveness is improved. GOAL 5 Facilities, Equipment and Technology Strategy Sponsors Lieutenant Jonathon P. O’Leary Sergeant Michael R. Mei Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 59 Facilities, Equipment and Technology Objective 2 Equipment and Maintenance Strategy 3 Building Refreshing, Maintenance and Organization Target Completion Date 2025 Active Fiscal Year/Funding FY 2025 Action Plan • Dedicated and consistent custodial support • Facility-wide mildew removal, vent and duct cleaning • Cleanout and Reorganization of reference material, old files, etc. • Refresh building interior • New Furniture • New Carpeting Purpose The BPD police station facility has degraded in interior upkeep and requires major cleaning initiatives and consistent attention going forward. As it has been significant time since the facility was built and outfitted, interior upgrades are also required along with a reorganization of storage and other materials. Measures of Success • Custodial resources are provided. • Facility interior health-related cleaning is completed and continues on a regular basis. • Building interior components are refreshed/replaced. • Old files and reference materials are sorted and reorganized. GOAL 5 Facilities, Equipment and Technology Strategy Sponsors Chief Heath J. Eldredge Lieutenant Jonathon P. O’Leary Officer Shannon C. Parks Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT60Strategic Plan 2025 - 2029 Objective 3 Upgrade Information Technology Strategy 1 Modernize Dispatch Target Completion Date 2025 Active Fiscal Year/Funding FY 2025 Action Plan • Replace entire Dispatch system and consoles Purpose The BPD dispatch equipment is old and antiquated technology that requires an entire system replacement. Measures of Success • Dispatch system replacement project is costed and approved. • Dispatch system is totally replaced with modern digital technology. • Reliable system performance. GOAL 5 Facilities, Equipment and Technology Strategy Sponsors Chief Heath J. Eldredge Officer Shannon C. Parks Dispatcher Deidre D. Schofield Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 61 Facilities, Equipment and Technology Objective 3 Upgrade Information Technology Strategy 2 Body Cam System Target Completion Date 2026 Active Fiscal Year/Funding FY 2026 Action Plan • Transition to Body Cam in combination with Cruiser Cam • Ensure both systems operate on the same platform • Replace old cruiser cam equipment • Ensure upgraded WiFi to handle data uploads Purpose Body Cam/Cruiser Cam programs are becoming more widely used by US law enforcement agencies to protect individuals, as well as police officers. In addition to an upgraded Cruiser Cam program, BPD will transition to additional utilization of Body Cam where both systems are on the same platform. Measures of Success • Secure deployment of Body Cam and upgrade of Cruiser Cam program funding. • Full department rollout of the program on common platform. • Upgrade WiFi. GOAL 5 Facilities, Equipment and Technology Strategy Sponsors Chief Heath J. Eldredge Sergeant Freddie A. O’Neal Officer Shannon C. Parks Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT62Strategic Plan 2025 - 2029 Objective 3 Upgrade Information Technology Strategy 3 Video Wall for Training Room Target Completion Date 2026 Active Fiscal Year/Funding FY 2026 Action Plan • Install Video Wall in Training Room • Provide Bluetooth and other information connection and access Purpose Necessary upgrade and enhancement of training and meeting room utilization and capabilities. Measures of Success • Video Wall installed. • Connectivity established. • Enhanced training, informational meetings and presentations. GOAL 5 Facilities, Equipment and Technology Strategy Sponsors Chief Heath J. Eldredge Lieutenant Jonathon P. O’Leary Officer Shannon C. Parks Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 63 Facilities, Equipment and Technology Objective 3 Upgrade Information Technology Strategy 4 Replace Computers Target Completion Date 2028 Active Fiscal Year/Funding FY Ongoing Action Plan • Replace Cruiser Laptops and upgrade mounts • Replace Office Desktops • Ensure all platforms are running on the latest op systems and software Purpose Department IT equipment and software needs to be replaced with current technology to keep up with data and processing demands as well as cybersecurity protection. Measures of Success • All Department computers are replaced. • IT issued are reduced ̶Systems run effectively and are supported. ̶More robust cybersecurity. GOAL 5 Facilities, Equipment and Technology Strategy Sponsors Chief Heath J. Eldredge Officer Shannon C. Parks Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT64Strategic Plan 2025 - 2029 Objective 3 Upgrade Information Technology Strategy 5 Replace IMC Data Management System Target Completion Date 2028 Active Fiscal Year/Funding FY 2029 Action Plan • Review options for new data management system ̶New Version of IMC ̶Other equivalent and State approved system Purpose Review viability of IMC internal records system upgrade or replacement opportunities as current system is outdated. Measures of Success • Determination is made to either upgrade or replace IMC system. GOAL 5 Facilities, Equipment and Technology Strategy Sponsors Chief Heath J. Eldredge Lieutenant Jonathon P. O’Leary Officer Shannon C. Parks Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 65 Facilities, Equipment and Technology Objective 3 Upgrade Information Technology Strategy 6 Other Technology Upgrades Target Completion Date 2026 Active Fiscal Year/Funding FY 2026 Action Plan • Upgrade Facility-wide WiFi. • Full conversion to Flash/thumb drives and discontinue DVD • New Booking Camera with integration to new Data Management System • New upgraded data wiring and ports throughout facility. • Upgrade to full HD/Expand Security Camera system Purpose Complete and compliment the upgrade of the police station’s full IT functionality with required support hardware. Measures of Success • IT Hardware upgraded to current digital technology requirements. • Data and security systems fully supported. GOAL 5 Facilities, Equipment and Technology Strategy Sponsors Chief Heath J. Eldredge Officer Shannon C. Parks Honor, Courage, Commitment BREWSTER POLICE DEPARTMENT Strategic Plan 2025 - 2029 66 Brewster Police Department 631 Harwich Road Brewster, MA 02631 P (508) 896-7011 F (508)-896-4525 brewster-ma.gov/police ©Brewster Police Department 2024. Proprietary, all rights reserved.INCORP O R ATED 1 803MASSACH U S ETTS B R E WSTER Brewster Police Department Town of Brewster ANNUAL TOWN MEETING WARRANT for May 11, 2024 at 1:00 PM STONY BROOK ELEMENTARY SCHOOL 384 UNDERPASS ROAD Please bring this copy of the warrant to Town Meeting Large print copies of the warrant are available at the Brewster Town Offices TOWN OF BREWSTER ANNUAL TOWN MEETING WARRANT May 11, 2024 TABLE OF CONTENTS A INDEX 1 B ANECDOTES FROM THE ARCHIVES 3 C INFORMATION & MODERATOR’S STATEMENT FOR VOTERS 5 D FINANCE COMMITTEE REPORT 8 E TAX RATE INFORMATION 12 F CAPITAL PROJECTS REPORT 13 G HEALTH & HUMAN SERVICES REPORT 14 H 2024 ANNUAL TOWN MEETING WARRANT ARTICLES ARTICLE DESCRIPTION SPONSOR PAGE 1 Outstanding Obligations Select Board 18 2 Budgetary Transfers Select Board 18 3 Cape Cod Regional Technical High School Budget Cape Cod Technical School Committee 19 4 Elementary Schools Budget Brewster Elementary School Committee 20 5 Elementary Schools Operating Override Brewster Elementary School Committee 21 6 Nauset Regional Schools Budget Nauset Regional School Committee 21 7 Town Operating Budget Select Board 22 8 Water Department Enterprise Fund Operating Budget Select Board 25 9 Golf Department Enterprise Fund Operating Budget Select Board 25 10 Community Preservation Act Funding Community Preservation Committee 26 11 Community Preservation Act Land Acquisition: 3571 Main Street Community Preservation Committee 30 1 Capital & Special Projects Expenditures Select Board 13 Overlay Appropriation: Preschool Family Support Pilot Program Select Board 41 14 Special Revenue Fund: Cable Franchise Fee Select Board 41 15 Recreation Revolving Fund Select Board 42 16 Adoption of Local Option - Massachusetts General Law Ch. 59, Sec. 5K: Senior Tax Work- off Designee Select Board 42 17 Adoption of Local Option - Massachusetts General Law Ch. 59, Sec. 5N: Veterans Tax Work-off Designee Select Board 43 18 Sea Camps Comprehensive Plan: Bay Property (3057 Main Street) Select Board 44 19 Sea Camps Comprehensive Plan: Pond Property (500 W.B. Besse Cartway) Select Board 46 20 Temporary Easements: Millstone Road Improvement Project Select Board 48 21 Private Road Betterment: Vesper Pond Neighborhood Select Board 48 22 Drummer Boy Park Advisory Committee Report Select Board 49 23 Citizens Petition: Short-Term Rental Registration General Bylaw Citizens Petition 51 24 Citizens Petition: Short-Term Rental Restrictions General Bylaw Citizens Petition 57 I APPENDIX A: SEA CAMPS COMPREHENSIVE PLANS EXECUTIVE SUMMARY 61 J APPENDIX B: DRUMMER BOY PARK ADVISORY COMMITTEE REPORT 70 K TOWN MODERATOR’S RULES 89 L GLOSSARY OF FINANCIAL TERMS 91 12 33 2 Anecdotes from the Archives Spiritual Connections; The Missionaries of La Salette in East Brewster 1944-1978 Fieldstone Hall Two of the most recognizable buildings in East Brewster, Fieldstone Hall and its Carriage House, were built on the north side of 6A as a summer retreat for the Nickerson family. Now owned by the Ocean Edge Resort, the 41-acre property was originally owned by Samuel Nickerson and Mathilda Crosby Nickerson of Brewster and Chatham. An 1880 map shows the property as one of only a few owned independently by one family stretching from Route 6A to Cape Cod Bay. Early photos show the hall as a wooden structure with four chimneys and a wide veranda built on a fieldstone and mortar foundation. In 1906, a fire destroyed the building and it was rebuilt in 1907 on the original foundation but constructed of limestone and other fire-resistant materials. The name “Fieldstone Hall” remains etched into the concrete and fieldstone posts at the entrance to the property. The property stayed within the family until the 1940s when Ann Nickerson Sears, then age seventeen, inherited it. Changes in tradition and social structure, plus the national economic challenges in the early 20th century, caused her to sell the main buildings and surrounding property. The Missionaries of La Salette According to a local legend, fueled by an account published in the Cape Cod Times, a group of local fishermen visited Fieldstone Hall to look at the property. The men, however, were really priests from the La Salette religious order in Attleboro, Massachusetts who were afraid that if the owner knew that they were priests it might drive up the price. Their true identities revealed, and in cooperation with the Nickerson family and the Diocese of Fall River, the Missionaries of La Salette, a Catholic community of priests and brothers, purchased the main Nickerson estate in 1944 for $25,000. The story of Our Lady of La Salette traces its beginnings to September 19, 1846, when the Virgin Mary appeared to two shepherd children at La Salette, a small hamlet in the French Alps. Through the children she gave her message of "Reconciliation.” In 1852, the Missionaries of Our Lady of La Salette was founded to take this message to the world through service to others. In 1892, two La Salette missionaries arrived to explore possible settlement in the United States and Canada, ultimately settling in Hartford, Connecticut and then continuing with other communities in New England and across the country. With the purchase of the Nickerson property, the Missionaries of La Salette established a seminary and retreat house in East Brewster. East Brewster In 1945, the first students began studies to prepare for religious life. Soon the seminary expanded and not only taught philosophy and theology but also Greek, French, American 3 History and English literature. The East Brewster seminary, as it was known, became especially popular with both students and teachers in the 1950s and 1960s. Fieldstone Hall, sometimes referred to as The Mansion, and the Carriage House, housed chapels, dormitories and classrooms. Daily life included prayer, studies, recreation and maintenance of the property. Students would often be seen playing football on the lawn, walking in town and swimming in the bay. The property also included a half-court basketball area. The Missionaries of La Salette maintained a farm which included farm animals, chickens, ducks and vegetable gardens. Pigs were kept until the 1960s, fed with bread from the local A&P Grocery and leftovers from the priests and students. During the day, cows were moved across 6A to graze in a meadow and then moved back at night. Numerous grape vines grew down the hill to the beach. The pond, northeast of the mansion, was stocked with herring and trout as a primary source of food. In 1951, the La Salette farm qualified in the Massachusetts Green Pastures Program, receiving a seal of achievement. Priests and students were active in the life of Brewster. Events included visits to local nursing homes as well as concerts and plays to which the town was invited. The La Salette priests served in the Immaculate Conception Chapel on Route 6A. Soon this chapel was not suitable for the growing number of parishioners; in 1961, Our Lady of the Cape was built on Stony Brook Road. Pastoral care continues to be entrusted to the priests of the Missionaries of La Salette, with the Immaculate Conception Chapel celebrating masses seasonally to the summer population of Brewster. Today, this parish serves over 3,200 registered Catholic families in Brewster, Dennis and Harwich. The East Brewster Seminary closed in 1973 but the property continued as a retreat center for another few years. In 1980, Ocean Edge Resort bought the property and continues to embrace the history of both the Nickerson family and the Missionaries of La Salette. It is interesting to note that the Nickerson family crest of a dove with an olive branch symbolizing peace, grace and mercy and the La Salette Mission of Reconciliation seem to be at home with each other. Patricia Hess and Renée Dee are members of the Brewster Historical Commission. Renée is the author of The Nickerson Family of Brewster and Chicago which is in the reference section of the Brewster Ladies Library. She is currently researching the Missionaries of La Salette in Brewster. 4 INFORMATION FOR MAY 11, 2024 ANNUAL TOWN MEETING Services Available to the Public During Town Meeting TRANSPORTATION: The Council on Aging offers rides to and/or from Town Meeting. For information or to schedule a ride to and/or from Town Meeting please call the Council on Aging at 508-896-2737 by noon on Wednesday, May 8th. CHILD CARE SERVICES: Nauset Youth Alliance provides free childcare services for children ages 5 – 14 in the Stony Brook School Art Room during Town Meeting. If you would like to take advantage of this service, please call or email the NYA before 4pm on Wednesday, May 8th; 508-896-7900 or drost@nausetyouthalliance.org FOOD & BEVERAGES: Nauset Youth Alliance provides food and beverages for purchase during Town Meeting. Items include sandwiches, chips, desserts, water, coffee, tea, and juice. These refreshments are generously provided by Ocean Edge Resort. 5 TOWN MODERATOR INFORMATION FOR BREWSTER VOTERS Brewster Voters: To prepare residents in advance, we are providing information here that will be helpful to everyone who plans to attend. In the interest of expediting introductory remarks, we appreciate your attention to the following procedures for the May 2024 Annual Town Meeting: 1.Attendance: Please do not attend Town Meeting if you have recently tested positive for COVID, have any COVID symptoms, or have recently been in contact with a person diagnosed with COVID. 2.Check-in: Will start at 12:00 pm in the hallway above the library. If you have a mobility issue, please move to the beginning of the check-in line. 3.Town Warrants: Copies of the Town Warrant will be available; voters are invited to bring their own copy. 4.Town Officials Participating in Town Meeting Select Board: Chair Ned Chatelain, Mary Chaffee, Kari Hoffmann, Cynthia Bingham, and David Whitney Town Manager: Peter Lombardi Assistant Town Manager: Donna Kalinick Town Clerk: Colette Williams Finance Committee: Chair Pete Dahl, Frank Bridges, William Meehan, Robert Young, Alex Hopper, Robert Tobias, Andrew Evans, William Henchy, and Patrick Buckley Finance Director: Mimi Bernardo Town Counsel: Jonathan Murray of KP Law Constable: Roland Bassett, Jr. 5.Meeting Rules of Order Brewster uses “Town Meeting Time: A Handbook of Parliamentary Law” as well as local practice and tradition. Please be respectful and courteous to others. All questions or comments should be directed only to the Moderator. 6.Time Clock: Under our bylaw, presenters may speak for up to 5 minutes, and residents may speak for or against an article for up to 3 minutes. 7.Voting All voting will be done by a show of hands using voter tickets. The Moderator will evaluate the show of hands and announce the result. 6 Voters may challenge the Moderator’s result; if more than 7 voters request a count, one will be done. 8.Microphones Stationary microphones will be set up at the front of each aisle in the voter seating area. Please state your name and address when you speak. 9.Motions Amendments: o If a minor amendment is proposed, the Moderator may accept it verbally. o If a longer amendment is offered, provide it in writing to the Town Clerk or her staff. If you are unclear at any time about an action, raise your voter ticket to be recognized and state, “Point of Order.” 10.Services If you need handicapped parking, special seating, or any other type of assistance, please contact the Town Manager’s office (508-896-3701 ext. 1100) before Town Meeting. Handicapped parking will be available in the front of the school in the bus drop-off area. Space will be available for voters using wheelchairs. Those with impaired mobility can access the check-in line via the main entrance at the front of the building. Nauset Youth Alliance provides free childcare services for children ages 5 – 14 in the Stony Brook School Art Room during Town Meeting. If you would like to take advantage of this service, please call or email the NYA before 4pm on Wednesday, May 8th; 508-896-7900 or drost@nausetyouthalliance.org Nauset Youth Alliance also provides food and beverages for purchase during Town Meeting. The Council on Aging offers rides to and/or from Town Meeting. For information or to schedule a ride to and/or from Town Meeting please call the Council on Aging at 508-896-2737 by noon on Wednesday, May 8th. 11.Handouts/Flyers: A designated area will be available for distribution of materials to voters. 12.Thank you. I appreciate your commitment to conducting the Town’s business and participating in our local democracy in a respectful manner. Charles Sumner, Town Moderator 7 REPORT OF THE FINANCE COMMITTEE Town Meeting 2024 Dear Town Meeting Members: The Town of Brewster’s Finance Committee consists of up to nine members appointed by the elected Town Moderator. Our primary role is to advise Town Meeting voters on all the articles contained in the Town Meeting Warrant and inform your debate and deliberations with our reviews and recommendations. This committee takes that role seriously. Since the Annual Town Meeting on May 1, 2023, the Finance Committee met over 20 times. The Finance Committee has reviewed, analyzed, and voted on every article that appears before this Town Meeting. Town Operating Budget Our votes recommending your approval of the Town Operating Budget for FY2025 as well as those in support of Golf Department, Water Department, & Capital and Special Projects Expenditures are the result of our having the opportunity to meet jointly with the Select Board to hear budget presentations by, and ask questions of, Town Department Heads. You may watch the video recordings of these meetings and we think you will agree with our recommendations. Our award-winning Town Administration and Finance Department (GFOA Budget Award 2024) presents the current town budget in the context of a 5-year plan. Long-term planning is critical to the Town’s financial stability as it helps us understand if the current budget is sustainable; and indicates the direction the town is taking regarding critical services and projects. The operating budget requested for FY 2025 is $26,523,727 and represents a 5.3% increase over the prior period. In this inflationary period, the Finance Committee considered this budget reasonable and recommended Town Meeting support it by a vote of 8-0-0. The Finance Committee voted to recommend approval of the Water Department Budget of $2,986,144 and the Golf Department budget of $4,606,233 each by a vote of 8-0-0. Both departments are enterprise funds and are self-sustaining. Capital Requests For FY2025, the Town is requesting $1,436,212 for various capital expenditures (Article 12). The Finance Committee supports this investment in our infrastructure. It is important to continually upgrade the assets of our Town for both safety and efficiency. The use of Free Cash for much of this expenditure represents a prudent approach to Capital Spending. The Finance Committee voted unanimously in support of these projects. School Operating Budgets School budgets represent a significant share of the spending you will vote on at Town Meeting. 8 Brewster is one of twelve towns in the Cape Cod Regional Technical High School District; Brewster’s assessment is based on enrollment and appears in Annual Town Meeting Warrant Article 3. The budget for Cape Tech budget is $17,484,000 and once again, the school administration has been able to hold the overall increase to a reasonable 4.38%. The increase in Brewster’s Assessment is negligible at $3,109 due to a favorable shift in enrollment and continued debt service reduction. The Finance Committee applauds the work of the administration and staff of Cape Cod Technical High School and voted 7-0-0 to support their budget. The funding request for Brewster Elementary Schools – the Stony Brook School (grades PreK-2) and the Eddy School (grades 3-5) – appears in warrant Articles 4 & 5. Brewster Elementary Schools are administered as part of the Nauset Public School under a shared superintendent agreement but Town Meeting votes on their budget separately. The Brewster School Committee is requesting $12,447,164 to operate the schools during FY2025. The Select Board has decided that a 4.5 % increase can be supported within the levy limit and an operating override of $758,091 is required to fully fund the budget request. The School Department points to significant increases in special education costs as a primary driver of the increase requested. The Finance Committee voted 7-1-0 to support the budget, and 5-3-0 to support the override. The Finance Committee voiced concern over the significant funding request and the frequent need to ask the voters for overrides. The Finance Committee was united in their request that the Brewster School Committee provide at least a 3-year forecast so that an override request can be seen in the context of a three-year plan. Finally, Brewster is one of four towns in the Nauset Regional School District that includes a Regional Middle School and a Regional High School. Brewster’s assessment, based on enrollment, appears in warrant Article 6. Note that you elect representatives to school committees overseeing each of these two school districts in the annual Town Election. The Finance Committee members voted not to recommend the Nauset Regional Public School’s budget by a vote of 1-7-0. The Finance Committee pointed out that the NRSD budget uses approximately $940,000 of funds generated by reallocating interest income generated from unspent construction bond funds. The Finance Committee pointed out that those funds should be used to fund the high school construction project and reduce debt. The Finance Committee disapproved of using one-time revenues to fund operations and view this as an unsustainable practice. A majority of the Committee feels that increases in the Nauset operating budget are not supported given continued and projected declines in District enrollment. Additionally, earlier this year, the NRSD Administration decided to renew the 5-year tuition agreements (a major source of operating revenue) without including compensatory charges for construction of the new high school. The Finance Committee notes that the Nauset District cost per student is 9 among the highest in the state, compelling the Finance Committee to seek a better understanding of the value - costs and benefits – of School Choice. The Finance Committee is united in its request that the NRSC provide a 3-year forecast so the towns in the district have a better idea concerning future spending needs (see Figure 1). The Finance Committee applauds the hard work that all the staff and teachers at the Brewster Schools, the Nauset Regional Schools, and the Cape Cod Technical High School provide to the students of Brewster. They continue to provide our children with a first-class education. Closing In closing, the Finance Committee applauds the work of so many Town and School employees for their efforts in service to the residents of Brewster. We especially acknowledge and appreciate our close working relationship with the Select Board, the Town Manager, Finance Director, Assistant Town Manager, and the many Department Heads and their staff who helped us understand the work they do, and the budgets and other warrant articles here presented. The effort put forward by this team has been extraordinarily effective in keeping the Town of Brewster moving in the direction both desired and expected by the citizens and taxpayers of Brewster. Finally, we thank you, the voters who attend Town Meeting and undertake to do the business of the Town. We are proud to serve you and the Town of Brewster. Respectfully submitted, Harvey (Pete) Dahl, Chairman Frank Bridges, Vice Chair William Meehan, Clerk Patrick Buckley Andrew Evans Alex Hopper Robert Tobias Robert Young William Henchy 10 TAX RATE MEDIAN SINGLE FAMILY INCREASE TAX BILL IMPACT $250,000 = $0.04 $27 $500,000 = $0.08 $54 $750,000 = $0.11 $82 $1,000,000 = $0.15 $109 $1,250,000 = $0.19 $136 $1,500,000 = $0.23 $163 $1,750,000 = $0.27 $191 $2,000,000 = $0.31 $218 $2,250,000 = $0.34 $245 $2,500,000 = $0.38 $272 $2,750,000 = $0.42 $300 $3,000,000 = $0.46 $327 $3,250,000 = $0.50 $354 $3,500,000 = $0.54 $381 $3,750,000 = $0.57 $409 $4,000,000 = $0.61 $436 $4,250,000 = $0.65 $463 $4,500,000 = $0.69 $490 $4,750,000 = $0.73 $518 $5,000,000 = $0.77 $545 As you consider budget-related articles included in this year's Annual Town Meeting warrant, this chart identifies the anticipated tax rate and tax bill impacts on a property valued at $710,900, the current median single-family residential property value. This chart only applies to the budget articles funded by property taxes – Articles 3-7. Articles 1-2 & 8-14 are financed through other funding sources. The above calculations are based on the Town's total property valuation of $6,523,093,480 for Fiscal Year 2024, which is updated on an annual basis. TOWN OF BREWSTER FISCAL YEAR 2025 TAX LEVY INCREASE IN 12 DEPARTMENTAL INDEX FY2024 FY2025 FY2026 FY2027 FY2028 SELECT BOARD/ TOWN ADMINISTRATION Integrated Water Resource Planning/Implementation 150,000 100,000 100,000 100,000 100,000 Golf Course Septic Upgrade (IWRMP)200,000 200,000 Ponds Alternative Septic Pilot (IWRMP)150,000 Electronic Records Archival Database Project 100,000 100,000 100,000 Community Center Feasibility Study 300,000 Ponds Management Plan & Pilot Pond Study 100,000 Nauset Elementary School Regionalization & Effciency Study 100,000 BREWSTER AFFORDABLE HOUSING TRUST Millstone Road Housing 1,507,500 COUNCIL ON AGING COA Roof Replacement 170,000 NATURAL RESOURCES Stony Brook Mill Retaining Wall & Fishway Improvements 939,000 Low Lying Roads Improvements -100,000 Freemans Pond Culvert Wing Walls 480,000 - Bike Trail Extension (Linnell Landing)-800,000 1,100,000 DEPARTMENT OF PUBLIC WORKS Drainage/Road Maintenance 250,000 275,000 300,000 325,000 350,000 P-2 One Ton Dump Truck 2012 220,000 H-11 15" Chipper 150,000 H-9 Silverado 1 ton 2015 250,000 H-6 Dodge Ram 2015 260,000 G-12 Chevy 2016 Foreman Vehicle 100,000 L-5 BRC Rolloff Truck Replacement 225,000 Multi-Purpose Tractor 250,000 Replace Concrete Stanchions & Guardrail 100,000 100,000 100,000 DPW & BRC Buiding Maintenance/Site Improvements 250,000 250,000 250,000 Dumptruck (H8 replacement) -275,000 Front End Loader (H2 replacement)-250,000 Route 137 Design & Construction -2,750,000 Other State Aid (Ch 90) Road Projects 315,000 485,000 485,000 485,000 485,000 Millstone Road Construction 10,295,463 FACILITIES Crosby Cottage #3 Renovation 200,000 FIRE Engine Replacement (234/239)1,300,000 Ladder Truck Replacement (237)2,400,000 BREWSTER LADIES LIBRARY Exterior Trim Repairs & Replacement / Painting 200,000 Elevator Replacement (Design & Construction)225,000 Roof Replacement - Construction 750,000 POLICE Vehicle Replacement 140,000 140,000 145,000 150,000 155,000 Dispatch Console 225,000 RECREATION Town Hall Fields ADA & Upgrade Project 250,000 BREWSTER ELEMENTARY SCHOOLS Stony Brook School Roof Design 450,000 Stony Brook School Asphalt & Rubber Roof Replacement 3,000,000 Eddy School Resurface Parking Lot & Drive 250,000 Eddy School Sidewall Shingle Replacement 400,000 Stony Brook HVAC Replacement 8,042,362 Stony Brook Replace Generator 300,000 Stony Brook HVAC Design 804,236 Stony Brook Playground Improvements 500,000 NAUSET REGIONAL SCHOOLS High School Renovation 2,083,175 3,621,965 3,622,313 3,621,849 3,622,777 NRHS Annual Capital Allocation 279,645 286,636 293,802 301,147 308,676 GOLF ENTERPRISE FUND Maintenance Building Design 400,000 Maintenance Building Replacement 300,000 300,000 300,000 300,000 Maintenance Building Construction Management 175,000 Irrigation Pump Reconditioning 100,000 Cart Path Improvements -120,000 Equipment Replacement 350,000 400,000 400,000 400,000 350,000 Irrigation Replacement Construction (36 holes)625,000 625,000 Irrigation Replacement Construction Management 100,000 100,000 Clubhouse Roof Replacement 125,000 Windows & Doors (additional funding)700,000 Irrigation Water Source & Supply Study 100,000 WATER ENTERPRISE FUND Master Plan Update 327,066 Vehicle Replacement (truck 1930)150,000 TOTAL REQUESTS 17,892,849 10,931,837 19,113,477 15,257,996 8,446,453 SOURCE OF FUNDS FY24 FY25 FY26 FY27 FY28 American Rescue Plan Act Brewster Affordable Housing Trust 1,000,000 Cell Tower Revenues 150,000 Chapter 90 (State Aid for Roads)2,265,000 485,000 485,000 485,000 485,000 Community Preservation Funds 507,500 500,000 100,000 250,000 Donated Funds (from BLLA)50,000 Excluded Debt 2,083,175 4,876,201 14,664,675 8,151,849 3,622,777 Federal Grants 1,179,000 1,920,000 Free Cash 3,130,463 1,540,000 1,525,000 1,675,000 1,055,000 Golf Retained Earnings 1,650,000 875,000 945,000 1,425,000 1,375,000 Road Betterment Fund 300,000 Raise & Appropriate 279,645 286,636 293,802 301,147 308,676 Re-appropriate Existing Articles 250,000 Road Bond 5,750,000 Short Term Debt 650,000 1,000,000 250,000 250,000 State Grants 250,000 240,000 800,000 1,100,000 Water Quality Stabilization 50,000 150,000 Water Retained Earnings 327,066 150,000 Crosby Revolving Fund 200,000 TOTAL REVENUES 17,892,849 10,931,837 19,113,477 15,257,996 8,446,453 * This chart reflects the major potential projects on the Town's 5 Year Capital Improvement Plan as of January 2024 TOWN OF BREWSTER PROJECTED CAPITAL PROJECTS IN EXCESS OF $100,000 13 HEALTH AND HUMAN SERVICES REPORT Below please find the Health and Human Services Committee’s funding recommendations for 20 non-profit agencies that support Brewster citizens. The organizations offer a variety of services and range in scope from assisting individuals with housing, health concerns, to a lunch program for kids, food for our seniors, substance disorder support and this year we have three new agencies that have made requests. They include Housing Assistance Corporation, Pause A While, and Society of St. Vincent de Paul. Housing Assistance Corporation provides housing support in the form or rental units, counseling, and stabilization services. Pause A While provides a space for recovery meetings and support for individuals in Brewster and neighboring communities. The Society of St. Vincent de Paul is a Catholic Lay organization offering financial support around housing and food and collaborates with organizations we currently fund. Overall, in Calendar Year 2023 over 3,000 Brewster residents received services from these non-profits. AGENCY FY25 Recommend FY25 Request FY24 Award Aids Support Group of Cape Cod $5,000 $7,500 $5,000 Alzheimer’s Family Support $11,550 $12,000 $11,000 Cape Abilities $7,000 $7,000 $7,000 Cape Cod Children’s Place $11,000 $11,000 $10,500 Food 4 Kids Church of the Holy Spirit $3,675 $5,750 $3,500 Consumer Assistance Council $630 $1,175 $600 Duffy Health Center $500 $1,500 $1,500 Elder Services $9,576 $10,500 $9,100 Family Pantry of Cape Cod $5,250 $6,000 $5,000 Homeless Prevention Council $15,750 $18,000 $15,000 Housing Assistance Corporation $5,000 $10,000 0 Independence House $12,000 $12,360 $12,000 Lower Cape Outreach Council $12,600 $15,000 $12,000 Nauset Together We Can $1,500 $3,000 $1,500 Nauset Youth Alliance $16,000 $16,000 $16,000 14 AGENCY FY25 Recommend FY25 Request FY24 Award Outer Cape Health Services $15,750 $18,000 $15,000 Pause A While $3,000 $12,000 0 Sight Loss Services $2,000 $2,000 $2,000 Society of St. Vincent de Paul $2,050 $15,000 0 South Coastal Counties Legal Services $4,350 $4,350 $4,350 Total $144,181 $188,135 $131,050 With the addition of three new agencies requesting funds, and previous agencies requesting increases, the Committee faced the challenge of meeting the 10% allotted increase of $13,107 more than last year for the sum of $144,181 for FY25. As a result, the Health and Human Services Committee recommends a 2.34% for existing agencies requesting increases with the remaining $10,050 used to support the new organizations. Following is but one highlight from each agency that applied for funding: Aids Support Group of Cape Cod, in FY2023, provided services for medical case management and related support specifically harm reduction services to 45 unduplicated Brewster residents. Recommended Funding: $5,000 Alzheimer’s Family Support, in FY2023, served 210 Brewster residents with support groups, ongoing phone support, counseling, care consultation, memory screenings, education, outreach and social and cultural events with a conservatively estimated total cost of direct services at $81,120 per year. Recommended Funding: $11,550 Cape Abilities, in FY2023, served 23 Brewster residents with vocational training, supported employment, day habilitation, life skills, community-based day supports, residential services, adult family care and shared living. Recommended Funding: $7,000 Cape Cod Children’s Place, in FY2023, served 95 unduplicated Brewster parents and children with family support visits, play groups, and parenting education classes (634 Units of Service). Recommended Funding: $11,000 Food 4 Kids – Church of the Holy Spirit, in Summer 2023, provides lunch and snacks to children and teens in summer months for a total combined meal of 8,944 at a cost of $38,347. Recommended Funding: $3,675 15 Consumer Assistance Council, in FY2023, served as consumer advocate for 29 Brewster cases (266 units of service) including dealing with time-share contracts, internet scams and promised Mass Save refunds. Recommended Funding: $630 Duffy Health Center, through their “In From The Streets Program” in FY2023 served 1 Brewster client by providing 1 nights of emergency safe shelter with a conservatively estimated total cost of $295. Recommended Funding: $500 Elder Services, in FY2023, provided 10,523 Meals on Wheels to 95 Brewster residents, 20% increase over previous year. Recommended Funding: $9,576 Family Pantry of Cape Cod, in FY2023, provided food, clothing, healthy-eating education and a mobile pantry to 623 Brewster households, for an estimated total cost of $67,841. Recommended Funding: $5,250 Homeless Prevention Council, in FY2023, provided case managers for homeless assistance and personalized services to promote stability for 282 Brewster families with a conservatively estimated total cost of $75,130. Recommended Funding: $15,750 Independence House, in FY2023, provided an array of services including counseling, advocacy and basic needs to 237 Brewster children and adult survivors through various programs including crisis intervention, counseling and advocacy, the Child Witness to Violence Program and Child Sexual Assault Services, housing stabilization, education, and emergency shelter with an estimated total value of $209,544. Recommended Funding: $12,000 Lower Cape Outreach Council, in FY2023, served 268 Brewster households through cash assistance, food, clothing, Thanksgiving baskets and holiday toys with an estimated total cost of $131,875. Recommended Funding: $12,600 Nauset Together We Can, in FY2023, served 15 Brewster middle schoolers providing free Youth After School Program which provides a safe, healthy, social environment for students to do homework, play and relax with adult supervision and mentoring. Recommended Funding: $1,500 Nauset Youth Alliance, in the School Year 2023, served 137 Brewster children by providing after-school care and summer programming serving 78% of Brewster’s elementary students. Recommended Funding: $16,000 Outer Cape Health Services, in CY2022, 1926 Brewster residents received 5,778 billable visits and 422 unbillable encounters (including uninsured patients and interactions with phone callers, web users, lab staff, pharmacy staff etc.). Recommended Funding: $15,750 Sight Loss Services, in CY2020, provided 544 units of service (support groups, education, referrals, home independence, adaptive aids and advocacy) to 104 Brewster residents with an estimated total cost of $14,726. Recommended Funding: $2,000 16 South Coastal Counties Legal Services, in CY22, provided free legal services to 45 low-income and/or elderly Brewster residents with an estimated total cost of $4,350. Recommended Funding: $4,350 3 New Agencies Requesting Funding Housing Assistance Corporation mission is to provide affordable housing opportunities. In FY2023 provided 225 Brewster residents with rental assistance including vouchers and shallow subsidies along with counseling and energy audits. Recommended Funding: $5,000 Pause A While, Inc. mission is to encourage the recovery from drugs and alcohol abuse by providing a permanent place for a variety of 12-step recovery meetings. There are no paid staff and funds are requested for operational needs. Recommended Funding: $3,000 Society of St. Vincent de Paul mission is to grow in holiness and build a more just world through personal relationships and service to people in need. They provided $34,835 in housing assistance to 116 Brewster residents. Recommended Funding: $2,050 The members of the HHS Committee recognize the financial challenge many of the organizations faced in the last year due to inflationary issues, the cost of food and housing and the difficulty of recruiting staff to name a few. Despite these challenges the Committee remains impressed by the work and diligence of the organization’s commitment to Brewster residents. The Committee was also faced with budgetary concerns in meeting funding requests but feel we deliberated fairly and within the Town budget of an overall 10% from last year. We hope you will approve our recommendation. 17 TOWN OF BREWSTER ANNUAL TOWN MEETING MAY 11, 2024 Barnstable, ss To: Roland W. Bassett, Jr. Constable of the Town of Brewster Greetings: In the name of the Commonwealth of Massachusetts, you are hereby directed to notify and inform the Town of Brewster inhabitants qualified to vote in Town affairs to meet in the Cafetorium at the Stony Brook Elementary School, 384 Underpass Road, on Saturday, May 11, 2024, next, at 1 p.m. o’clock in the afternoon, then and there to act upon the following articles: OUTSTANDING OBLIGATIONS ARTICLE NO. 1: To see what sums the Town will vote to appropriate from available funds for the payment of unpaid obligations from previous fiscal years, including any bills now on overdraft: Department Outstanding Obligations Amount a. Golf Department Columbia Laboratories $615.00 Total $615.00 or to take any other action relative thereto. (Select Board) (Four-Fifths Vote Required) COMMENT This article will authorize the payment of outstanding bills from a previous fiscal year. According to Massachusetts General Laws, a Town cannot pay a bill from a previous fiscal year with the current year’s appropriation. Therefore, Town Meeting authorization is required. Select Board: Yes 4, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 BUDGETARY TRANSFERS ARTICLE NO. 2: To see what sums the Town will vote to transfer into various line items of the Fiscal Year 2024 General Fund operating budget from other line items of said budget and from other available funds: FROM TO Amount a. Ambulance Receipts Fire Department Overtime $150,000 Total $150,000 or to take any other action relative thereto. (Select Board) (Majority Vote Required) 18 COMMENT This article would authorize the transfer of surplus funds from certain departments’ budgets and/or accounts and Free Cash for Fiscal Year 2024 to other accounts which are experiencing unanticipated shortfalls and/or require additional funding for new programs and/or initiatives. The following is a brief review of these requests: a. This sum is required to cover additional Fire Department personnel expenses stemming from employee turnover and necessary increases in minimum staffing levels. The Ambulance Receipts account has a current balance of just over $2M. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 CAPE COD REGIONAL TECHNICAL HIGH SCHOOL OPERATING BUDGET ARTICLE NO. 3: To see what sums the Town will vote to raise and appropriate and/or transfer from available funds to defray Cape Cod Regional Technical High School charges and expenses for the Fiscal Year ending June 30, 2025, as follows: DEPARTMENT EXPENDED FY2023 APPROPRIATED FY2024 REQUESTED FY2025 CAPE COD TECH ASSESSMENT 963,235 992,867 1,025,821 DEBT ASSESSMENT 549,461 471,498 441,653 TOTAL ASSESSMENT 1,512,696 1,464,365 1,467,474 or to take any other action relative thereto. (Cape Cod Technical School Committee) (Majority Vote Required) COMMENT This article will provide funding for the Fiscal Year 2025 budget for the Cape Cod Regional Technical High School District. This district consists of the Towns of Barnstable, Brewster, Chatham, Dennis, Eastham, Harwich, Mashpee, Orleans, Provincetown, Truro, Wellfleet and Yarmouth. The overall district-wide budget has increased by 4.38% over Fiscal Year 2024. District-wide enrollment has slightly decreased from 664 students to 662 students, while Brewster’s enrollment has decreased from 53 to 51 students for this same period. Brewster’s operating assessment has increased by a sum of $32,954, or 3.3%, over Fiscal Year 2024. Brewster’s debt assessment has decreased by $29,845, or -6.3%, based on the level principal debt schedule for the Cape Cod Tech School. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 19 ELEMENTARY SCHOOLS BUDGET ARTICLE NO. 4: To see what sums the Town will vote to raise and appropriate and/or transfer from available funds to defray the Elementary Schools’ charges and expenses, for the Fiscal Year ending June 30, 2025, as follows: DEPARTMENT EXPENDED FY2023 APPROPRIATED FY2024 REQUESTED FY2025 ELEMENTARY SCHOOL BUDGET 8,191,674 8,474,932 9,187,442 SCHOOL FRINGE BENEFITS 2,114,070 2,280,746 2,531,631 TOTAL ELEMENTARY SCHOOL BUDGET (ARTICLE 4) 10,305,744 10,755,678 11,719,073 ELEMENTARY SCHOOL BUDGET OVERRIDE (ARTICLE 5) 0 316,878 758,091 TOTAL ELEMENTARY SCHOOL BUDGET (ARTICLES 4 + 5) 10,305,744 11,072,556 12,477,164 or to take any other action relative thereto. (Elementary School Committee) (Majority Vote Required) COMMENT This article provides partial funding for the Fiscal Year 2025 operating budget for the Stony Brook and Eddy Elementary Schools. The Fiscal Year 2025 budget request for the Elementary Schools, as approved by the Brewster School Committee, is $9,187,442, a $1,153,722 or 13.1% increase over Fiscal Year 2024 operating expenses. The Town’s total elementary school assessment is increasing by 12.6% when the schools’ proportionate shares of fringe benefits expenses is applied. This article will fund the portion of the Elementary Schools’ Fiscal Year 2025 budget that can be raised and appropriated within the Town’s current levy limit, a 4.5% increase in their operating budget. Approval of supplemental funding in Article 5 and at the local ballot on May 28, 2024 is required to fully fund the $758,091 balance of the FY25 Elementary School budget to match the amounts voted by the Brewster School Committee. Select Board: Yes 3, No 2, Abs 0 Finance Committee: Yes 7, No 1, Abs 0 20 ELEMENTARY SCHOOLS OPERATING OVERRIDE ARTICLE NO. 5: To see if the Town will vote to raise and appropriate the sum of $758,091 to defray the Elementary Schools’ charges and expenses, for the Fiscal Year ending June 30, 2025, provided however that such appropriation shall be expressly contingent upon approval by the Town at a Regular or Special Election to authorize such sums to be raised outside the limits of General Laws Chapter 59 Section 21C, Paragraphs (g) and (m) (Proposition 2½ so called), or to take any other action relative thereto. (Elementary School Committee) (Majority Vote Required) COMMENT This article will provide the balance of funding needed for the Fiscal Year 2025 operational budget for the Stony Brook and Eddy Elementary Schools. This appropriation is subject to approval of a Proposition 2 ½ override question on the May 28, 2024 local election ballot. Select Board: Yes 3, No 2, Abs 0 Finance Committee: Yes 5, No 3, Abs 0 NAUSET REGIONAL SCHOOLS OPERATING BUDGET ARTICLE NO. 6: To see what sums the Town will vote to raise and appropriate and/or transfer from available funds to defray the Nauset Regional School District charges and expenses for the Fiscal Year ending June 30, 2025, as follows: DEPARTMENT EXPENDED FY2023 APPROPRIATED FY2024 REQUESTED FY2025 NAUSET OPERATING ASSESSMENT 12,222,619 12,711,524 13,526,296 NAUSET DEBT ASSESSMENT 139,228 2,194,957 3,492,908 TOTAL NAUSET ASSESSMENT (ARTICLE 6) 12,361,847 14,906,481 17,019,204 NAUSET OVERRIDE 0 647,720 0 TOTAL NAUSET ASSESSMENT 12,361,847 15,554,201 17,019,204 or to take any other action relative thereto. (Nauset Regional School Committee) (Majority Vote Required) 21 COMMENT This article provides funding for the Fiscal Year 2025 budget for the Nauset Regional School District. The overall operating budget for the Nauset Regional Schools, as approved by the Nauset Regional School Committee, is $29,243,858, a $1,479,864 or 5.3% increase over Fiscal Year 2024 operating expenses. Brewster’s share of the Nauset Schools budget is $13,526,296. Brewster’s proportionate share of total student enrollment has decreased from 48.1% in Fiscal Year 2024 to 46.4% in Fiscal Year 2025. Brewster’s FY25 Nauset debt assessment is increasing by $1,297,591 to $3,492,907 in anticipation of long-term excluded debt for the high school project being issued this year. This new amount should reflect the full tax impacts of this project on residents, which will continue at these levels until the debt is fully retired in 25 years. Select Board: Yes 3, No 2, Abs 0 Finance Committee: Yes 1, No 7, Abs 0 TOWN OPERATING BUDGET ARTICLE NO. 7: To see what sums the Town will vote to raise and appropriate, transfer from available funds, or borrow pursuant to any applicable statute, for the purposes of supporting the offices, departments, boards, and commissions of the Town of Brewster for Fiscal Year 2025, including authorization for lease purchases of up to five years, as follows: EXPENDED APPROPRIATED REQUESTED DEPARTMENT FY 2023 FY 2024 FY 2025 GENERAL GOVERNMENT Finance Committee 19,329 105,500 105,500 Assessors 146,594 161,716 175,464 Accounting 240,171 258,426 276,889 Treasurer/ Collector 333,755 367,127 388,608 Information Technology 405,368 438,384 459,000 Legal 82,982 172,026 135,300 Moderator 300 300 300 Planning 206,045 218,325 237,312 Select Board / Town Administration 537,071 613,872 664,687 Human Resources 150,887 175,766 196,636 Town Clerk 232,527 254,921 275,930 Public Buildings 278,830 295,125 360,077 SUBTOTAL GENERAL GOVERNMENT 2,633,859 3,061,488 3,275,703 22 EXPENDED APPROPRIATED REQUESTED DEPARTMENT FY 2023 FY 2024 FY 2025 PUBLIC SAFETY Building Department 392,540 431,967 466,334 Fire Department 3,130,647 3,273,347 3,403,173 Emergency Management 0 2,500 2,500 Natural Resources 460,763 515,732 546,710 Police Department 2,991,215 3,101,642 3,425,671 Sealer of Weights & Measures 9,691 9,934 10,234 SUBTOTAL PUBLIC SAFETY 6,984,856 7,335,122 7,854,622 PUBLIC WORKS Public Works 2,017,822 2,280,016 2,521,255 Snow & Ice Removal 83,870 173,410 178,616 Streetlights 2,627 5,515 5,515 SUBTOTAL PUBLIC WORKS 2,104,319 2,458,941 2,705,386 HUMAN SERVICES Council on Aging 375,475 392,572 433,401 Board of Health 257,837 315,248 337,437 Veteran’s Services 82,140 101,693 106,205 Public Assistance 136,950 146,070 159,481 SUBTOTAL HUMAN SERVICES 852,402 955,583 1,036,524 CULTURE & RECREATION Brewster Ladies Library 711,558 765,424 825,586 Recreation 223,912 254,337 300,041 Parades & Events 0 1,500 5,000 SUBTOTAL CULTURE & RECREATION 935,470 1,021,261 1,130,627 23 EXPENDED APPROPRIATED REQUESTED DEPARTMENT FY 2023 FY 2024 FY 2025 DEBT SERVICE Principal & Interest 3,312,197 2,957,645 2,855,581 SUBTOTAL DEBT SERVICE 3,312,197 2,957,645 2,855,581 INSURANCE, UTILITIES & FRINGE BENEFITS General Insurance 434,960 561,201 589,264 Utilities 495,726 538,784 629,113 Fringe Benefits 4,154,606 5,169,307 5,149,166 SUBTOTAL INSURANCE & FRINGE 5,085,292 6,269,292 6,367,543 OTHER OPERATING EXPENSES & ASSESSMENTS Assessments 29,271 31,467 33,891 Alewives 3,300 4,350 4,350 Local Service Funding 40,000 48,000 50,500 Transfer to Capital Stabilization 187,500 250,000 262,500 Transfer to General Stabilization 0 0 0 Transfer to Housing Trust 375,000 500,000 525,000 Transfer to OPEB Trust 267,000 267,000 264,000 Transfer to Brewster Elementary Schools SPED Stabilization 100,000 0 0 Transfer to Water Quality Capital Stabilization 112,500 150,000 157,500 SUBTOTAL OTHER OPERATING EXPENSE & ASSESSMENTS 1,114,571 1,250,817 1,297,741 GRAND TOTAL OF GENERAL FUND OPERATING BUDGETS 23,022,966 25,310,149 26,523,727 or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT This article will provide funding for the Fiscal Year 2025 operational budget for the Town boards, committees, and departments. The Town’s operational budget, as presented in this 24 article, has increased by 5.3%. Much more information can be found on the Town’s online budget & finance page at https://stories.opengov.com/brewsterma/published/WLv2YNJWU. Please note the following details on several of the budget line items listed above: Public Assistance includes funding for Health & Human Service organizations and fuel assistance. Assessments include funding for the Pleasant Bay Alliance, Greenhead Fly, and Historic District. Local Services includes funding for the Chamber of Commerce, Town Band, Cultural Council, Skipping Program, and Millsites. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 WATER DEPARTMENT ENTERPRISE FUND OPERATING BUDGET ARTICLE NO. 8: To see if the Town will vote, in accordance with General Law Chapter 44 Section 53F½, to appropriate from Water Department receipts, transfer from available funds or otherwise fund the sum of TWO MILLION NINE HUNDRED EIGHTY SIX THOUSAND ONE HUNDRED FORTY FOUR DOLLARS ($2,986,144) for Fiscal Year 2025 costs associated with the operation of the Water Department including, but not limited to acquiring professional services and equipment, personnel and maintaining facilities and operations, including authorization for lease purchases of up to five years; all expenditures to be made by the Water Department, subject to the approval of the Town Manager, or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT In accordance with Massachusetts General Laws Chapter 44, Section 53F½, receipts from Water Department related activities are used to directly offset Water Department related expenditures including capital and infrastructure costs. Voting a spending amount within the Water Department Enterprise Fund allows receipts and related expenditures to be recorded in one fund. The Water Department’s operating budget, as presented in this article, has increased by 2.7%. Water Department expenses are fully covered by user fees. Select Board: Yes 4, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 GOLF DEPARTMENT ENTERPRISE FUND OPERATING BUDGET ARTICLE NO. 9: To see if the Town will vote to appropriate from the Golf Fund, in accordance with General Law Chapter 44 Section 53F½, the sum of FOUR MILLION SIX HUNDRED AND SIX THOUSAND TWO HUNDRED THIRTY THREE DOLLARS ($4,606,233) for Fiscal Year 2025 costs associated with Golf Department related expenses including, but not limited to acquiring professional services and equipment, personnel and maintaining facilities and operations, including authorization for lease purchases of up to five years; all expenditures to be made by 25 the Golf Department, subject to the approval of the Town Manager, or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT In accordance with Massachusetts General Laws Chapter 44, Section 53F½, receipts from Golf Department related activities are used to directly offset Golf Department related expenditures, including some capital and infrastructure costs. Voting a spending amount within the Golf Department Enterprise Fund allows receipts and related expenditures to be recorded in one fund. The Golf Department’s operating budget, as presented in this article, has increased by 4.9%. Golf Department expenses are fully covered by user fees. Select Board: Yes 4, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 COMMUNITY PRESERVATION ACT FUNDING ARTICLE NO. 10: To see if the Town will vote to act on the report of the Community Preservation Committee on the Fiscal Year 2025 Community Preservation Budget and to appropriate or reserve for later appropriation monies from the Community Preservation Fund annual revenues or available funds for the administrative and operating expenses of the Community Preservation Committee, the undertaking of Community Preservation Projects and all other necessary and proper expenses for the year, with each item considered a separate appropriation to be spent by the Community Preservation Committee, all as set forth below: FY25 Estimated Revenues a. Estimated FY25 tax surcharge $1,254,583 b. Estimated FY25 state contribution (20%) $ 250,857 c. FY25 Estimated Total: $1,505,140 FY25 Appropriations and Allocations a. Historic Preservation Reserve appropriation (10%) $ 150,514 b. Community Housing Reserve appropriation (10%) $ 150,514 c. Open Space/Recreation Reserve appropriation (10%) $ 150,514 d. Budgeted Reserve (65%) $ 978,341 e. Administrative Expense (Budgeted Reserve) ( 5%) $ 75,257 f. Designated Reserves for Open Space $ 32,094 g. Undesignated Fund Balance $ 102,089 h. Total $1,639,323 26 Purpose Item Funding Source(s) Amount 1 Historic Preservation a. Designated Reserves for Historic Preservation Transfer to reserve from estimated annual revenues in accordance with MGL Ch. 44B Sec. 6 Fiscal Year 2025 CPA estimated annual revenues $150,514 Sub-total $150,514 2 Community Housing a. Designated Reserves for Housing Transfer to reserve from estimated annual revenues in accordance with MGL Ch. 44B Sec. 6 Fiscal Year 2025 CPA estimated annual revenues $150,514 Sub-total $150,514 3 Open Space a. Community Preservation Bonded Debt Service Payment of debt principal and interest for the BBJ Property, & Bates Property bonds $150,514 from Fiscal Year 2025 CPA estimated annual revenues and $32,094 from Designated Reserves for Open Space $182,608 Sub-total $182,608 4 Budgeted Reserve a. Administration Expense Administration and operating expenses for Community Preservation Committee Fiscal Year 2025 CPA estimated annual revenues $75,257 b. Designated for Budgeted Reserve Transfer to reserve from estimated annual revenues in accordance with MGL Ch. 44B Sec. 6 Fiscal Year 2025 CPA estimated annual revenues $978,341 Sub-total $1,053,598 5 Undesignated Fund Balance a. Community Development Partnership (CDP) 2 Years of funding for Cape Housing Institute Undesignated Balance CPA Reserves $20,000 b. Town of Brewster Administration- Housing Coordinator Payroll and operating costs for Housing Coordinator position to assist public with affordable housing program Undesignated Balance CPA Reserves $74,589 c. Nauset Together We Can Prevention Council, Inc. Renovations to Finch Skateboard Park in Orleans Undesignated Balance CPA Reserves $7,500 Sub-total $102,089 Grand Total $1,639,323 27 For Fiscal Year 2025 Community Preservation purposes, each item is considered a separate appropriation to be spent by the Community Preservation Committee; provided however, that the above expenditures may be conditional on the grant or acceptance of appropriate historic preservation restrictions for historic resources, open space restrictions for open space reserves, and housing restrictions for community housing, running in favor of an entity authorized by the Commonwealth to hold such restrictions for such expenditures, meeting the requirements of G.L. c.184 and G.L. c.44B, Section 12, and/or a grant agreement and to authorize the Select Board to convey or accept such restrictions and enter in grant agreements as needed; And further, any revenues received in excess of the estimated receipts are transferred to their respective reserve fund balance(s) for future appropriation using the allocation formula of 10% Open Space/Recreation, 10% Housing, 10% Historical, and 70% for Budgeted Reserve for CPA. Or to take any other action relative thereto. (Community Preservation Committee) (Majority Vote Required) COMMENT In May of 2005, Brewster voters approved a ballot question which allowed for the adoption of the modified Community Preservation Act (CPA). The act appropriates a 3% surcharge on the Town’s real estate tax revenues, which are reserved in a special fund in order to finance projects and programs for the purposes of preservation of open space, recreation, community housing, and historic preservation. Brewster is also eligible to receive up to 100% in matching funds from the State, although we anticipate a reduced reimbursement rate from the State for Fiscal Year 2025, which is projected at 20%. In Fall 2022, Brewster adopted, through a local bylaw, a distribution schedule for the annual CPA funds beginning in FY24 as follows: 10% of the funds for open space and recreation, 10% for community housing, 10% for historic preservation, and the 70% undesignated reserve balance is available for any CPA eligible project. The 2022 bylaw also established a non-binding 2023-2027 Target Allocation Policy as follows: 30% for Open Space, 30% for community housing, 10% historic preservation, 10% recreation, and 20% for any CPA eligible project. At the beginning of FY24, Reserve balances were as follows: Historic Preservation $ 460,039 Affordable Housing $ 302,973 Open Space and Recreation $1,971,368 Undesignated Reserve $1,174,593 1. Historic Preservation: a. Designated Reserves for Historic Preservation – This item transfers money from FY25 estimated annual revenues to the Historic Preservation reserve for future appropriation to meet the minimum 10% statutory allocation. Select Board: Yes 4, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 28 2. Community Housing: a. Designated Reserves for Community Housing – This item transfers money from FY25 estimated annual revenues to the Community Housing reserve for future appropriation to meet the minimum 10% statutory allocation. Select Board: Yes 4, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 3. Open Space: a. Community Preservation Bonded Debt Service – This item pays for the $182,608 in FY 2025 principal and interest on 3 CPA (BBJ 1 and 2 and Bates) open space acquisitions that were financed via long-term bonding. Select Board: Yes 4, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 4. Reserves for Community Preservation: a. Administrative Expense – This item will fund the costs associated with general administrative and operating expenses, including but not limited to legal and other professional consulting services, related to carrying out the operations of the Community Preservation Committee. The Community Preservation Act allows up to 5% of expected annual revenues for this purpose. Select Board: Yes 4, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 b. Designated for Budgeted Reserve – This item transfers money from FY25 estimated annual revenues to the Budgeted Reserve for future appropriation to meet the minimum statutory allocation. Select Board: Yes 4, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 5. Undesignated Balance/CPA Reserves: a. Community Development Partnership (CDP) – Lower Cape Housing Institute: The CDP’s Lower Cape Housing Institute is one of three components of Lower Cape Community Housing Partnership (LCCHP). The LCCHP harnesses the urgency to address the deepening housing crisis by providing opportunities for business owners, low-moderate income households, historically marginalized communities and year-round residents to advocate for housing production and related policies at annua town meetings. Since 2017, the CDP has offered an annual Lower Cape Housing Institute (LCHI) to educate at least 40 local elected and appointed officials per year from the eight towns on the Lower Cape including the Town of Brewster. Over the past six years, 306 Lower and Outer Cape individuals have attended the LCHI, including 45 from Brewster. Through quality training, peer-to-peer learning, and technical assistance, the LCHI 29 The Chase Bog Total: 12.362-acres Wetlands: 5.036 acres Upland: 7.326 acres 31 Department Item Funding Source(s) / Appropriation or Transfer Amount 2 Elementary School Department a. Combined Technology Ongoing information technology system and equipment improvements at Eddy & Stony Brook Elementary Schools Free Cash $40,000 b.Combined HVAC/Plumbing/ Electrical Repairs Professional services and costs for upgrades, repairs & replacement of HVAC, plumbing, and electrical systems at Eddy & Stony Brook Elementary Schools Free Cash $10,000 c. Combined Painting Professional services and costs for interior/exterior painting at Eddy & Stony Brook Elementary Schools Free Cash $20,000 d. Combined Security Professional services and costs for upgrades to security systems at Eddy & Stony Brook Elementary Schools Free Cash $20,000 e. Stony Brook Flooring Replacement Professional services and costs for replacing flooring at the Stony Brook Elementary Schools Free Cash $40,000 f. Stony Brook Hazardous Waste Abatement Professional services and costs for abating hazardous waste materials at the Stony Brook Elementary School Free Cash $25,000 g. Combined Textbooks Professional services and costs for textbooks and related educational materials Free Cash $50,000 Sub-Total $205,000 3 Nauset Regional School District a. Nauset Region Annual Capital Allocation Professional services and costs, including procuring, engineering, permitting, repairing and maintaining buildings, grounds, and equipment within the Nauset Middle School and Nauset High School Tax Levy $279,645 Sub-Total 279,645 34 Department Item Funding Source(s) / Appropriation or Transfer Amount 4 Natural Resources a. Fire Panel Replacement Costs for goods, materials, and professional services to maintain, repair, and/or upgrade the fire panel at the Natural Resources Building Re-appropriate existing articles & Free Cash $22,000 Sub-Total $22,000 5 Media Services a. Camera Upgrade (Meeting Room A) Costs for goods, materials, and professional services to maintain, repair, and/or upgrade AV systems in Town Hall Cable Fund $17,500 Sub-Total $17,500 6 Water Department a. Distribution Infrastructure Costs for goods, materials, and professional services to maintain, repair, and upgrade the Town’s water distribution system Water Retained Earnings $50,000 b. Buildings & Treatment Facilities Costs for goods, materials, and professional services to maintain, repair, and/or upgrade the Water Department’s buildings and treatment facilities Water Retained Earnings $50,000 c. Master Plan Update Costs for materials and professional services to develop a master plan Water Retained Earnings $327,066 Sub-Total $427,066 7 Department of Public Works a. MS4 Stormwater Compliance Costs for goods, materials, and professional services associated with MS4 stormwater compliance Free Cash $60,000 Sub-Total $60,000 8 Facilities a. Meeting Room Divider Wall Costs for goods and materials to replace the wall divider in Town Hall meeting rooms Free Cash $40,000 Sub-Total $40,000 35 Department Item Funding Source(s) / Appropriation or Transfer Amount 9 Library a. Auditorium AV Upgrade Costs for goods, materials, and professional services to maintain, repair, and/or upgrade Library AV systems Cable Fund $10,000 b. Facility Evaluation Costs for professional services for a facility conditions assessment Free Cash $30,000 c. Building Safety & Security Improvements Costs for goods, materials, and professional services to complete safety and security improvements at the library Free Cash $25,000 Sub-Total $65,000 10 Recreation Department a. Guard Rail Replacement (Freemans Way Fields) Costs for good and materials to replace wood guardrails at Freemans Fields complex Free Cash $20,000 Sub-Total $20,000 11 Fire Department a. Personal Protective Equipment Costs for personal protective equipment and gear for fire, special operations, hazardous material, EMS, and rescue responses Ambulance Receipts $50,000 Sub-Total $50,000 Grand Total $1,436,211 Or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT 1. SELECT BOARD 1a. Integrated Water Resource Management Planning and Implementation - These funds will be used to complete a comprehensive update to the Town’s Integrated Water Resource Management Plan, which was first developed over a decade ago, including an overview of relevant state regulations; town regulations related to water quality protection; contaminant sources and their impacts on Brewster’s water quality; coastal estuary watershed management; 36 pond watershed planning, evaluation, restoration, and management; wastewater management; drinking water protection; and stormwater management. The updated plan will identify potential funding sources and a proposed implementation schedule. Funding from this annual article will also be used to provide support and technical assistance to the Town’s Water Resource Task Force and Pleasant Bay Alliance, responding to new MA Department of Environmental Protection watershed regulations for Herring River, Bass River, and Swan Pond, and working on related water quality improvement projects. The Town secured $77,053 in state grant funding this spring for preliminary watershed planning and analysis work in these areas this year. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 1b. Nauset Elementary School Regionalization & Efficiency Study - These funds will be used to gather and analyze data for the elementary schools in all four towns regarding operating expenses, staffing levels, student-to-teacher ratios, enrollment trends, facility utilization, physical building conditions, anticipated capital expenditures, and student transportation systems to identify potential efficiencies across the schools and help inform future decision making about opportunities to reduce elementary school capital and operating expenses while maintaining the district’s high educational standards. These funds will also help assemble and account for similar data for the middle school, which is facing comparable challenges in terms of managing operating expenses, declining enrollments, and looming capital needs to better understand the extent to which greater efficiencies could be gained across the entire district. This project seeks to broadly examine advantages and challenges to some form of consolidation and/or regionalization across our elementary schools. In coordination with the School Committees in all four towns in the district, the Towns submitted a joint application for state grant funding to advance this initiative in Winter 2024. The grant funding was not awarded based on a lack of available funds, so the towns are now seeking to secure local appropriations to undertake this study. We expect that Orleans will request $50,000 at their Town Meeting this spring and Wellfleet and Eastham will each request $25,000 to share the costs. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 6, No 0, Abs 0 2. ELEMENTARY SCHOOL DEPARTMENT 2a. Combined Technology Upgrades and Improvements – These funds will be used to continue with the K-5 technology plan for both Eddy and Stony Brook Elementary Schools, including replacing iPads, computers, network printers and laptops, switches and access points for wi-fi. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 37 2b. Combined HVAC, Plumbing, Electric Maintenance & Repairs – These funds will be used to make repairs to the mechanical systems at both Elementary Schools as needed. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 2c. Combined Painting – These funds will be used for regularly scheduled interior and exterior painting at the Stony Brook and Eddy Schools. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 2d. Combined Security – These funds will be used to make necessary improvements to both Eddy and Stony Brook Elementary security systems that monitor who enters the buildings and classrooms to enhance school safety. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 2e. Stony Brook Flooring Replacement – These funds will be used to replace flooring at the Stony Brook Elementary School. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 2f. Stony Brook Hazardous Material Abatement – These funds will be used to abate hazardous material related to the flooring replacement project at the Stony Brook Elementary School. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 2g. Combined Textbooks – These funds will be used to purchase new textbooks and related educational materials for students and teachers at the Stony Brook & Eddy Schools. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 3. NAUSET REGIONAL SCHOOL DISTRICT 3a. Annual Capital Plan Allocation – These funds, in the amount of $279,646 for Fiscal Year 2025, are an assessment for the capital equipment and facilities budget for the Nauset High and Middle Schools. This program was originally approved by means of a Proposition 2 ½ override question in May of 2005, which included an annual 2.5% escalator. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 4. NATURAL RESOURCES 4a. Fire Panel Replacement - These funds will be used to replace the fire alarm panel in the Natural Resources Building. It was first installed in 1985 and it is no longer able to be repaired. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 38 5. MEDIA SERVICES 5a. Camera Upgrade (Meeting Room A) – These funds will be used to upgrade audio-visual systems in committee meeting rooms in Town Hall. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 6. WATER DEPARTMENT 6a. Distribution Infrastructure - These funds will be used to pay for goods, materials, and professional services to maintain, repair, and upgrade the Town’s water distribution system. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 6b. Buildings & Treatment Facilities - These funds will be used to pay for goods, materials, and professional services to maintain, repair, and upgrade the Water Department’s buildings and treatment facilities. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 6c. Master Plan Update – These funds will be used to undertake the first comprehensive update evaluating all aspects of the Water Department since 2006. The study will analyze existing operations and infrastructure, and it will provide a long-term, strategic roadmap for the department. The Town has secured $150,000 in state grant funding for this project, which will be reimbursed once it is complete. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 7. DEPARTMENT OF PUBLIC WORKS 7a. MS4 Stormwater Compliance - These funds will be used to pay for services for MS4 stormwater compliance including monitoring, design, permitting and construction for stormwater related projects. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 8. FACILITIES 8a. Meeting Room Divider Wall - These funds will be used to pay for the replacement of the current folding acoustic panel (room divider) for the public meeting rooms at Town Hall. The current system is 25 years old and it’s showing significant signs of wear. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 39 9. LIBRARY 9a. Auditorium AV Upgrade – These funds will upgrade the audio-visual systems in the Library Auditorium. This room is often used for community forums and programs, but it does not currently have adequate AV systems to broadcast or tape these events. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 9b. Facility Evaluation – These funds will be used to complete a facility conditions assessment to provide a comprehensive evaluation of the Brewster Ladies’ Library’s current physical condition and existing/potential issues and recommendations for addressing and prioritizing repairs and upgrades. With the most recent library renovation occurring nearly 30 years ago and the deferred building maintenance resulting from an anticipated new renovation that is no longer viable, this building needs to be evaluated for potential future rehabilitation. This study will identify the building’s current condition in order to prioritize repairs and devise a long-term facility plan. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 9c. Building Safety & Security Improvements – These funds will be used to install several important safety and security enhancements at the Library to improve patron and staff safety. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 10. RECREATION 10a. Guard Rail Replacement (Freemans Way Fields) - These funds will be used to remove and replace old wood guardrails at the Freemans Way fields which are a safety hazard. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 11. FIRE DEPARTMENT 11a. Personal Protective Equipment - These funds will be used to purchase new and/or replacement personal protective equipment and gear for fire, special operations, hazardous material, EMS, and rescue responses. These need to be replaced due to the extended age and condition of our water/ice rescue suits and recent repairs to this essential rescue equipment. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 40 OVERLAY APPROPRIATION: PRESCHOOL FAMILY SUPPORT PILOT PROGRAM ARTICLE NO. 13: To see if the Town will vote to transfer the sum of TWO HUNDRED FIFTY THOUSAND DOLLARS ($250,000) from available overlay funds, for the purpose of funding pre- school educational opportunities for the 3- and 4-year-old population within the Town of Brewster, including all expenses incidental and related thereto, or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT Brewster is looking to establish a new preschool family support program starting in FY25. Over the past several years, all other Outer and Lower Cape towns have designed and implemented similar programs. Brewster’s program would provide up to $3,000 in funding for families with children ages 3 or 4 years old to help cover the costs of preschool services by a certified childcare provider. There are no income eligibility standards for this pilot program, but the Town will collect basic demographic data from program participants. The program will be administered by a third-party provider. Funded at $250,000 this first year, up to 75 families may be eligible to receive this financial support. Based on anticipated demand, program participants will be selected through a lottery process. Funding for the first year of this program is from available overlay funds. This account is used to cover the costs of real estate tax abatements and exemptions. The current balance in this account is approximately $1M. Accordingly, the costs of this program will not impact next year’s tax rate. The Town will evaluate the need for long-term funding solutions once the pilot program has been implemented. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 SPECIAL REVENUE FUND: CABLE FRANCHISE FEE ACCOUNT ARTICLE NO. 14: To see if the Town will vote to appropriate the sum of FOUR HUNDRED THOUSAND DOLLARS ($400,000) from the Cable Franchise Fee Special Revenue Fund, for the purpose of offsetting costs associated with providing local cable television related purposes, including, but not limited to, the general public purpose of supporting and promoting public access to the Brewster cable television system; training in the use of local access equipment and facilities; access to community, municipal and educational meeting coverage; use and development of an institutional network and/or municipal information facilities; contracting with local cable programming services providers and/or any other appropriate cable related purposes, and including all incidental and related expenses, or to take any other action relative thereto. (Select Board) (Majority Vote Required) 41 Select Board: Yes 4, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 RECREATION REVOLVING FUND COMMENT Each resident’s cable bill includes a line item to provide for the costs of local cable television services. These monies are retained in a special revenue account and are used to enhance local cable programming for the Town’s public, education, and government channels. These funds will be used to continue these informational and educational services, and may include equipment purchases, contracted services, construction services, and labor expenses. ARTICLE NO. 15: To see if the Town will vote pursuant to General Laws Chapter 44, Section 53E ½, and Sections 21-5 through 21-8 of the Town of Brewster’s General Bylaws (“Revolving Funds”), to increase the Fiscal Year expenditure limit for the Recreation Revolving Fund to $300,000, with such expenditure limit to be applicable from fiscal year to fiscal year, until such time as it may later be amended by Town Meeting, or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT The Recreation Revolving Fund provides funding collected from user fees to support Recreation Department programs. It is self-sustaining and separate from the General Fund. Per state law, the total amount expended from revolving funds each fiscal year must be capped through a Town bylaw. Annual spending from the Recreation Revolving Fund has historically been limited to $200,000. Over the past several years, the Recreation Department has expanded its program offerings, increasing both revenues and expenses related to these activities. The Town expects that trend to continue next year and beyond. Accordingly, this article seeks to increase the annual spending limit for this fund to $300,000. Select Board: Yes 4, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 LOCAL OPTION: SENIOR TAX WORK-OFF DESIGNEE (MGL CH 59, SEC 5K) ARTICLE NO. 16: To see if the Town will vote, pursuant to General Laws Chapter 59, Section 5K, Paragraph 3, Subclause (1), the so-called “Senior Tax Work-off Program,” to adjust the exemption to allow an approved representative, for persons physically unable, to provide such services to the Town, or to take any other action relative thereto. (Select Board) (Majority Vote Required) 42 COMMENT Brewster’s tax work-off program for seniors and veterans matches municipal volunteer opportunities in the Town with eligible senior citizens and/or veterans who are qualified and able to volunteer their services in exchange for a reduction in their real estate tax bills. Program participants work in a variety of capacities for the Town. Residents receive a $1,000 reduction in their tax bill in exchange for 67 hours of service or a $500 reduction in exchange for 33.5 hours. The Town provides up to $30,000/year for this popular program. A provision in the state law that established these programs gives towns the option to allow persons who are physically unable to directly provide these volunteer services to designate a representative to serve on their behalf. Approval of this article would allow Brewster to give senior residents this option. Select Board: Yes 4, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 LOCAL OPTION: VETERANS TAX WORK-OFF DESIGNEE (MGL CH 59, SEC 5N) ARTICLE NO. 17: To see if the Town will vote, pursuant to General Laws Chapter 59, Section 5N, Paragraph 3, Subclause (1), the so-called “Veterans Tax Work-off Program,” to adjust the exemption to allow an approved representative, for persons physically unable, to provide such services to the Town, or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT Brewster’s tax work-off program for seniors and veterans matches municipal volunteer opportunities in the Town with eligible senior citizens and/or veterans who are qualified and able to volunteer their services in exchange for a reduction in their real estate tax bills. Program participants work in a variety of capacities for the Town. Residents receive a $1,000 reduction in their tax bill in exchange for 67 hours of service or a $500 reduction in exchange for 33.5 hours. The Town provides up to $30,000/year for this popular program. A provision in the state law that established these programs gives towns the option to allow persons who are physically unable to directly provide these volunteer services to designate a representative to serve on their behalf. Approval of this article would allow Brewster to give veteran residents this option. Select Board: Yes 4, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 43 SEA CAMPS COMPREHENSIVE PLAN: BAY PROPERTY (3057 MAIN STREET) ARTICLE NO. 18: To see if the Town will vote to accept the comprehensive plan for the Bay Property previously owned by the Cape Cod Sea Camps located at 3057 Main Street, or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT The Town acquired the 55-acre Cape Cod Sea Camps property on Main Street in Fall 2021. The property was purchased for the following potential uses: habitat protection, watershed protection, open space, conservation, passive recreation, active recreation, community housing, general municipal purposes, and a community center. Since 2022, the Town has worked on developing a comprehensive plan identifying long-term future uses for the Bay Property. The plan for this property represents the recommendations of the Bay Property Planning Committee, an advisory committee of 11 volunteers from the community. The plan was informed by extensive community input. The plan, summarized in the accompanying map, would create a community campus with numerous amenities. Over an approximately 10-year period, almost 50 camp buildings would be removed to expand green space and restore habitat, additional recreational facilities like tennis courts, athletic fields, and walking trails would be added, and a new Mass Audubon nature center would be built. Reusing some of the existing buildings, event and program space for arts and cultural activities would be created. A new playground, picnic areas, and community garden would also be constructed. Up to 7 buildings would be repurposed as workforce housing. Public enjoyment of First Light Beach and the Brewster Community Pool would continue. An 8-acre area would be held in reserve for future municipal uses and at least 10 acres would be protected by a conservation restriction. If the Bay Property plan is approved, the Town would seek voter approval of funding for a feasibility study to gather more information to help determine if a new community center should be built on this property. No funding is associated with the adoption of this plan. If the plan is approved, funding requests would come before voters at several points in the future. More information about the plans, including details about preliminary phasing and financing, can be found in Appendix A of the warrant which is an Executive Summary of the plans for both Sea Camps properties developed by Reed Hildebrand, the landscape architect consulting team that supported both Town committees throughout the planning process. Much more information about the properties and the plans can be found on the Town website at https://www.brewster-ma.gov/town-projects/cape-cod-sea-camps-properties. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 44 0 200’100’MILLSTONE ROAD ROUTE 6A SPRUCE HILL PARTIAL REWILD + SEASONAL COMMUNITY USE TENNIS COMMUNITY COMMONS NATURE BASED PROGRAMS NEW TRAILS & ACCESSIBLE PATHS POOL & PICNIC FUTURE MUNICIPAL USES RESTORE COASTAL DUNE FLEXIBLE SPACE POLLINATOR MEADOW COMMUNITY GARDENS AREA FOR NEW COMMUNITY CENTER (INCLUDES COA, REC DEPT) BAY PROPERTY COMPREHENSIVE PLAN 45 SEA CAMPS COMPREHENSIVE PLAN: POND PROPERTY (500 W.H. BESSE CARTWAY) ARTICLE NO. 19: To see if the Town will vote to accept the comprehensive plan for the Pond Property previously owned by the Cape Cod Sea Camps located at 500 W.B. Besse Cartway, or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT The Town acquired the 66-acre Cape Cod Sea Camps property on Long Pond in Fall 2021. The property was purchased for the following potential uses: habitat protection, watershed protection, open space, conservation, passive recreation, active recreation, community housing, and general municipal purposes. Since 2022, the Town has worked on developing a comprehensive plan identifying long-term future uses for the Pond Property. The plan for this property represents the recommendations of the Pond Property Planning Committee, an advisory committee of 11 volunteers from the community. The plan was informed by extensive community input. The plan, summarized in the attached map, would result in 56 acres being permanently protected by a conservation restriction. Walking trails through the wooded upland would be added, connecting to the adjacent Town owned 41-acre Long Pond Woodland conservation land. Nature-based programs would be offered through Mass Audubon and Brewster Conservation Trust. A small public beach on Lond Pond would be available, and access and parking would be improved and expanded as well. Community housing would be built on a 10-acre portion of the property closest to Route 137. New wastewater treatment infrastructure would also be constructed in this area. If the Pond Property plan is approved, the Town would seek voter approval of funding for feasibility studies to more fully define what community housing and wastewater would look like on this property. No funding is associated with the adoption of this plan. If the plan is approved, funding requests would come before voters at several points in the future. More information about the plans, including details about preliminary phasing and financing, can be found in Appendix A of the warrant which is an Executive Summary of the plans for both Sea Camps properties developed by Reed Hildebrand, the landscape architect consulting team that supported both Town committees throughout the planning process. Much more information about the properties and the plans can be found on the Town website at https://www.brewster-ma.gov/town-projects/cape-cod-sea-camps-properties. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 46 PARKING~ 8 SPOTS(0.5 MILES FROM BEACH)PARKING~ 16 SPOTS(0.3 MILES FROM BEACH)EXPANDED TRAILSIMPROVED GRAVEL DRIVECONSERVATION & NATUREPARTNERSHIPS(MASS AUDUBON & BREWSTER CONSERVATION TRUST)PUBLIC BEACH10 ACRESCOMMUNITY HOUSING AND WASTEWATERTREATMENTADA PARKING & DROP OFF ZONE~ 4 SPOTS(0.1 MILES FROM BEACH)LONG PONDWOODLANDSPOND PROPERTY COMPREHENSIVE PLAN MASS AUDUBONPROGRAMMING0400’200’47 TEMPORARY EASEMENTS: MILLSTONE ROAD IMPROVEMENT PROJECT ARTICLE NO. 20: To see if the Town will vote to authorize the Select Board to acquire, by eminent domain, temporary easements for the purpose of rehabilitating Millstone Road, including, without limitation, easements for right of way, utility, drainage, access, construction, and any and all purposes and uses incidental or related thereto, in, on, under, and across those parcels of land at or near Millstone Road, or to take any other action related thereto. (Select Board) (Majority Vote Required) COMMENT The Town of Brewster is undertaking a road improvement project on Millstone Road that will include the installation of sidewalks and the creation of a consistent roadway shoulder. The roadway layout of Millstone Roads consists of a variable 40- to 50-foot-wide Town owned right- of-way. The project design has been modified to ensure no permanent easements related to sidewalk construction and drainage improvements will not be required on any residential property on Millstone Road. However, limited temporary impacts will occur on residential properties while construction is ongoing. Over the past several months, the Town sent correspondence on multiple occasions to all impacted residents along Millstone Road to enter into right of entry and/or temporary easement agreements, but we only heard back from a limited number of residents. This article authorizes the Town to acquire temporary easements by eminent domain for the remaining properties in order to allow the contractor necessary access to undertake and complete the site work along the edge of the public right-of-way. The Town has developed a standard methodology to calculate financial reimbursement for this temporary access with will apply to all impacted residents. Copies of the project plans are available at Town offices. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 PRIVATE ROAD BETTERMENT: VESPER POND NEIGHBORHOOD ARTICLE NO. 21: To see if the Town will vote to raise and appropriate, transfer from available funds, and/or borrow a sum of money pursuant to General Laws Chapter 40, Sections 7 and 8, Chapter 297 of the Acts of 2002, Chapter 373 of the Acts of 2006, and/or any other enabling authority, said sum to be spent by the Town Manager with the approval of the Select Board, to finance temporary road repairs to the private ways known as Vesper Pond Drive, Mayflower Circle, Cranberry Lane, Deer Path Circle, Jam Lane, and Bay View Drive, including, without limitation, costs associated with engineering, construction, and reconstruction of said way, and costs incidental or related thereto, which costs shall be assessed by the Select Board as a betterment under General Laws Chapter 80, Section 1, on each parcel within the area benefiting from the improvement, all in compliance Brewster General Bylaws, Article VIII, Section 157-20, or to take any other action relative thereto. (Select Board) (Two-Thirds Vote Required) 48 COMMENT The Town adopted a General Bylaw at the 1996 Annual Town Meeting which allows citizens to petition Town Meeting to obtain financing assistance to undertake repairs to private ways. In June 2022, the Select Board received a petition from residents for proposed road and drainage improvements in the Vesper Pond neighborhood, including Vesper Pond Drive, Mayflower Circle, Cranberry Lane, Deer Path Circle, Jam Lane, and Bay View Drive. The Planning Board approved the proposed plan in August 2022. Town Meeting in November 2022 endorsed the betterment by a 2/3 vote and authorized financing in the amount of $785,566.00. However, every construction bid subsequently received for the project exceeded the funding authorized by Town Meeting. Based upon the latest quotes, the total project cost is now estimated at $1,256,636.88, including administrative expenses. Therefore, in order for the process to proceed, Town Meeting must appropriate an additional $471,070.88. If approved, the Town, in coordination with impacted residents, will contract out for the repair work. Once completed, the abutting property owners will then be required to reimburse the Town for the full project costs, plus interest and administrative expenses, by means of betterment assessments over a period of time. There will be no tax impacts to other residents. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 8, No 0, Abs 0 DRUMMER BOY PARK ADVISORY COMMITTEE REPORT ARTICLE NO. 22: To see if Town will vote to accept the report of the Drummer Boy Park Advisory Committee or to take any other action relative thereto. (Select Board) (Majority Vote Required) COMMENT Originally purchased by the Town in 1988, the first Master Plan for Drummer Boy Park was adopted by Town Meeting in 1995 and has informed the Town’s overall approach to the property since. In Summer 2020, the Town received state grant funds to develop an updated Master Plan for Drummer Boy Park. To shepherd this important work, the Select Board formed an ad hoc Drummer Boy Park Advisory Committee charged with evaluating existing and potential future uses of the Drummer Boy Park property and developing an updated Master Plan to present to Town Meeting. The Committee was appointed in Fall 2020. From December 2020 through June 2021, the Committee met and developed a series of schematic concept plans that culminated in the presentation of a recommended plan to the Select Board in June 2021. The plan was presented to and unanimously adopted by Town Meeting in November 2021. Following the Town Meeting vote, the Select Board disbanded the Committee in December 2021. 49 In March 2023, a Special Town Meeting was convened to act on three citizens petitions related to the proposed Wing Island boardwalk. Article 3 originally sought to rescind the Drummer Boy Park Master Plan vote by Town Meeting of November 2021. Ultimately, Town Meeting voted to refer the 2021 Master Plan to a newly reconstituted committee to be appointed by the Select Board in consultation with the Moderator to report back to Town Meeting in May 2024. Following the March Special Town Meeting, the Select Board approved an updated charge for a new ad hoc Drummer Boy Park Advisory Committee to re-evaluate the 2021 Drummer Boy Park Master Plan. The Select Board directed that their report may include an updated Master Plan, but any such plan shall not incorporate or include any new means of access to Wing Island. The Committee was tasked with reviewing the overall goals and recommendations identified in the 2021 Master Plan and determining whether any changes would be appropriate. The Select Board encouraged the Committee to conduct public outreach and solicit resident feedback in developing their report for Town Meeting. Members were appointed to the new Committee in July 2023 and they held their first meeting in September 2023. Recognizing the importance of gathering the community’s preferences for determining priorities for Drummer Boy Park moving forward, the Committee designed and issued a survey in Winter 2024 to gauge visitor use patterns and the importance of potential improvements at the park. Almost 1500 residents responded to the survey. Public feedback from the survey informed the recommendations of the Committee. The Committee established the following goals regarding the selection of recommended actions and their priority: Preserve the character of the park and retain its open setting Maintain existing infrastructure, making improvements where they improve safety and enhance usability Explore a range of implementation solutions where needed from conventional to low cost, emphasizing green techniques where possible Seek alternative funding sources and implement improvements in phases within the context of other town projects The Committee ultimately agreed on the following recommendations for Drummer Boy Park: Parking Preserve formal and informal parking as it is – maintain the status quo but continue to monitor impacts on the park Consider adding limited traffic calming measures Stormwater Maximize low-impact, cost-effective solutions to improving drainage, including addition of rain gardens and/or vegetated swales where possible and appropriate Communicate educational value of stormwater management techniques 50 Accessibility Add several accessible benches to the existing paved loop trail to make it more user friendly Replace the existing sign on RT. 6A with a sign that is consistent with other recent Town signs Amenities Continue to selectively prune and/or remove invasive species, especially to maintain marsh vista Improve the playground to make it safe and accessible to all, shifting the new structures away from wetlands and/or to a slightly higher elevation Repurpose the existing building to a shade pavilion or build new open-air structure (re- using existing concrete slab) and provide several new accessible picnic tables for use there Maintain the bandstand/gazebo as needed and add a new small storage shed for the Brewster Band Extend portable toilet availability to year-round Install a water station and additional bike racks In response to public input, the Committee is expressly not recommending the addition of any new paved walking trails or parking areas. In the Committee’s view, their remaining recommendations represent the minimum investments in the park to ensure it can continue to serve as a community treasure and destination for residents and visitors. A copy of the Committee’s full report can be found in Appendix B of the warrant. Select Board: Yes 5, No 0, Abs 0 Finance Committee: Yes 6, No 0, Abs 0 CITIZENS PETITION: SHORT-TERM RENTAL REGISTRATION GENERAL BYLAW ARTICLE NO. 23: To see if the Town will vote to create a registration system for short-term rentals by adopting a new General Bylaw entitled “Chapter 180 – Short-Term Rental Registration,” as printed below, or take any other action relative thereto. CHAPTER 180 SHORT-TERM RENTAL REGISTRATION § 180-1 Purpose A.To create a registration system for short-term rentals in order to protect the health, safety, and welfare of both the occupant(s) of those rental housing units and the general public, and to maintain the quality of life in residential neighborhoods in the Town. 51 B.The bylaw seeks to provide for orderly operation of short-term rentals within the Town and prevent any negative impacts on neighborhood character, housing availability, house prices, availability of long-term rental units, and impacts on infrastructure systems such as sewer/water, parking, access, fire codes, and building code enforcement. C.The bylaw also seeks to provide a method for correcting violations when conditions warrant and to help enforce local and state laws, codes, and regulations. D.The bylaw seeks to create a registration system for short-term rentals so that accurate data about how many short-term rentals are operating within the Town may be gathered, as well as to ensure public health and safety. This would also provide data to the town on who operates short-term rentals within the town. E.Registrations would be subject to an annual fee that would cover costs of enforcement. Fines collected would be designated for use for enforcement costs in subsequent years. Registration fees would be set by the enforcing authority at a level sufficient to cover associated costs of enforcement and registration. § 180-2 Definitions. A.As used in this chapter, the following terms shall have the meanings indicated: “Corporation” is defined as any business or charitable entity that is required to file Articles of Incorporation and Annual Reports with the Massachusetts Secretary of State or an equivalent agency of another state, pursuant to G.L. c. 156D,§ 2 or G.L. c. 180, § 4, respectively. “Dwelling” is defined by the Town of Brewster as a building containing three or more dwelling units. This definition includes “Dwelling, One Family Detached” and “Dwelling, One Family Security” (defined below). DWELLING, ONE FAMILY DETACHED: A single, separate dwelling unit, designed for occupancy by one family. [Added 5-7-2012 ATM, Art. 23] DWELLING, ONE FAMILY SECURITY: One family dwelling unit for owner occupancy or for occupancy by personnel hired by the owner for the protection of property and safe operation of a permitted use. [Added 5-7-2012 ATM, Art. 23] DWELLING UNIT: One or more living and sleeping rooms providing complete living facilities for the use of one or more individuals constituting a single housekeeping unit, with permanent provisions for living, sleeping, eating, cooking and sanitation. “Fit for winter habitation” refers to a dwelling unit that is suitable for habitation in the winter in so much as that it has a heating system and proper insulation. 52 “Full-Time Resident” is defined as a person who either lives in Brewster for the entire tax year or who maintains a permanent place of abode in Brewster that they spend at least 183 days per year in, as attested by where the domicile of the responsible party is given according to tax records in the state of Massachusetts. From mass.gov, “Your domicile, or legal residence, is your true home or main residence. You may have multiple residences at one time, but only 1 domicile. You can't choose to make your home one place for general living purposes and in another for tax purposes. Your legal residence is usually where you maintain your most important family, social, economic, political, and religious ties, and it depends on all the facts and circumstances per case, including good faith.” “Occupancy” is defined as the use or possession, or the right to the use or possession, of a room in a bed and breakfast establishment, hotel, lodging house or motel designed and normally used for sleeping and living purposes for a period of not more than 90 consecutive calendar days, regardless of whether such use and possession is as a lessee, tenant, guest or licensee, or the use or possession or the right to the use or possession of a room in a short term rental normally used for sleeping and living purposes for a period of not more than 31 consecutive calendar days, regardless of whether such use and possession is as a lessee, tenant, guest or licensee; provided, however, that “occupancy” shall include the right to the use or possession of the furnishings or the services and accommodations, including breakfast in a bed and breakfast establishment, accompanying the use and possession of such a room. § 1. Definitions, MA ST 64G § 1 “Occupant” is defined as a person who uses, possesses or has a right to use or possess a room in a bed and breakfast establishment, hotel, lodging house, short-term rental, or motel for rent under a lease, concession, permit, right of access, license or agreement. “Operator” is defined as a person operating a bed and breakfast establishment, hotel, lodging house, short-term rental, or motel in the Commonwealth including, but not limited to, the owner or proprietor of such premises, the lessee, sublessee, mortgagee in possession, licensee or any other person otherwise operating such bed and breakfast establishment, hotel, lodging house, short-term rental, or motel. “Operator’s Agent” is defined as a person who on behalf of an operator of a bed and breakfast establishment, hotel, motel, short-term rental, or lodging house: (i) manages the operation or upkeep of a property offered for rent; or (ii) books reservations at a property offered for rent; provided, however, that an “operator’s agent” shall include, but not be limited to, a property manager, property management company or real estate agent. “Owner” is defined as the duly authorized agent, attorney, purchaser, devisee, trustee, lessor or any person having vested or equitable interest in the use, structure, or lot in question. 53 “Permanent Place of Abode” is defined as a dwelling place that someone, not necessarily the owner, continually maintains. This includes a place owned or leased by a spouse. This does not include a camp, military barracks and housing, dormitory room, hospital room or room in any other similar temporary institutional setting; a university owned studio apartment available only to a university affiliated student, faculty and staff; a dwelling place completely lacking both kitchen and bathing facilities, or a dwelling place that is not prepared for winter; a hotel or motel room (but facts and situational circumstances will be taken into account before deciding); dwelling place owned by someone who, during the term of a lease, leases it either to others not related to the owner or their spouse by blood or marriage, for at least 1 year, or where the individual has no right to occupy any portion of the premises and who does not use such premises as his or her mailing address during the term of the lease; dwelling place that is maintained only during a temporary stay in Massachusetts for accomplishing a particular documented purpose. A temporary stay is defined as a predetermined period of time not to exceed 1 year. "Person" is defined as an individual, partnership, trust or association, with or without transferable shares, joint-stock company, corporation, society, club, organization, institution, estate, receiver, trustee, assignee or referee and any other person acting in a fiduciary or representative capacity, whether appointed by a court or otherwise, or any combination of individuals acting as a unit. “Property Owner” is defined as any person who alone, or severally with others, has legal or equitable title or a beneficial interest in any dwelling unit; a mortgagee in possession; or agent, trustee, or other person appointed by the courts. “Short-Term Rental” is defined as an owner-occupied, tenant-occupied, or non-owner occupied property including, but not limited to, an apartment, house, cottage, condominium, or a furnished accommodation (such as a bedroom within a residential dwelling) that is not a hotel, motel, lodging house or bed and breakfast establishment, where: (i) at least 1 room or unit is rented (for a fee) to an occupant or sub-occupant for a period of not more than 31 consecutive calendar days; and (ii) all accommodations are reserved in advance; provided, however, that a private owner-occupied property shall be considered a single unit if leased or rented as such. Excludes hotels licensed under M.G.L. Chapter 140, section 6; motels licensed under M.G.L. Chapter 140, section 32B; lodging establishments licensed under M.G.L. Chapter 140, section 23. “Unfit for winter habitation” refers to a dwelling unit that is not suitable for habitation during the winter, in that the dwelling lacks a heating system and/or lacks proper insulation. 54 § 180-3 Registration Requirements. A.Any property owner seeking to offer a short-term rental needs to register annually with the town of Brewster for a fee set by the enforcing authority. The fees collected are solely to pay for costs associated with enforcement, such as compliance software and any positions that need to be hired. All properties that are registered would need to be in compliance with local and state ordinances, zoning bylaws, and the State Sanitary Code. B.The registrants need to apply prior to Feb. 28 of each year, with the rental period running from Mar. 1 to Feb. 28 of the following year. Registrations are subject to annual renewal and fees. Registrations cannot be transferred to any other person, legal entity, or address. The registration shall be terminated upon sale or transfer of the property for which the registration has been issued. Properties purchased after Feb. 28 will not be able to obtain a short-term rental certificate for the current registration year; owners will be able to obtain short-term rental certificates for the following registration year. C.Each registrant is required to submit a sworn affidavit of compliance with their registration. The enforcing authority reserves the right to conduct inspections of properties to ensure compliance, including, but not limited to, when complaints have been made. D.All short-term rentals are required to include the town-issued registration certificate number on their listings. E.Contact information for the owner of a short-term rental shall be provided to the town with a current address and phone number, as well as an attestation that all persons’ and entities with an ownership interest in the unit have been notified that a certificate of registration has been applied for. If the owner is a corporation (includes LLCs), the name, address, and phone number of the president and legal representative of the corporation shall be provided. If the owner is a realty trust or partnership, the name, address, and phone numbers of the managing trustee or partner shall be provided. F.The name and contact information of the operator, and the operator’s agent if different from the operator, must be provided to ensure that the person can respond to any emergencies that arise during occupancy within 2 hours of contact by the Town’s Health Division or Police or Fire Department to complaints regarding the condition or operation of the property. Contact information must include a phone number that is available 24/7 to occupants and the above-stated public safety agencies and the information shall be posted conspicuously in the unit. G.Operators will be responsible for trash removal after conclusion of an occupancy or once per week, whichever is more frequent. 55 H.The maximum number of occupants in a short-term rental shall be 2 per bedroom, plus 2 additional occupants. I.Parking on-site shall be provided and must not impede traffic or traffic safety. J.Rental Certificates may be suspended or revoked for violations of the bylaw, State Sanitary Code, or any other applicable General Law, regulation, or bylaw intended to protect public health, safety, and/or the environment. Additional conditions may be imposed on the Rental Certificate in lieu of suspension or revocation. § 180-4 [Reserved]. § 180-5 Violations; Enforcement. A.Violators will be subject to fines of $200 per day, with each day of the violation constituting a separate offense. Any short-term rental found to be operating without a rental certificate will be subject to these fines. Violations of this regulation will be subject to the Regulation of the Town of Brewster regarding non-criminal disposition, according to Massachusetts General Laws, Chapter 40, Section 21D, and the town of Brewster’s bylaw concerning non-criminal disposition, where applicable. B.The enforcing and regulatory authority for the registration program is to be the Brewster Health Department. § 180-6 Effective Date. A.This bylaw shall take effect on January 1, 2025. (Citizens Petition) (Majority Vote Required) COMMENT Creating a registration system for short-term rentals would ensure that there is a way to collect data about short-term rentals, which is beneficial when assessing the housing needs of the community. A registration system also provides a way to track short-term rentals and ensure compliance with local rules and regulations by providing guidelines that short-term rentals need to comply with in order to keep their certificate. The fee for the registration system would be set by the enforcing authority (the Board of Health) to an amount reasonable to cover associated expenses. Of the 15 towns on the Cape, only 3 have no registration system in place – Brewster, Wellfleet, and Sandwich. 80% of the towns on the Cape have some sort of registration system in place; it is time Brewster adopted one as well. Brewster should not be lagging behind our neighbors; registration systems allow towns to obtain accurate figures on the number of short-term rentals within the town, as well as accurate information about who owns and operates short- term rentals, and having a registration system in place provides a means for towns to enforce local rules and regulations. 56 Language in the bylaw states that property owners are required to submit a sworn affidavit of compliance with their registrations. This language is included so that not every property that is registered needs to be inspected, and instead be inspected on a case-by-case basis, such as when it is suspected that a property is not in compliance. Currently, Brewster has nearly 1,100 short-term rentals (according to the Mass Public Registry of Lodging Operators) that are registered in the Commonwealth of Massachusetts, although the number likely exceeds that figure, as not all short-term rentals are officially registered. Given the current housing crisis, Brewster should be proactive in taking steps to collect data about housing usage in the town to better inform public policy decisions, as well as making sure short- term rentals are in compliance with local rules and regulations. Having a registration system is a way to effectively track short-term rentals and make sure that they are operating in a way that minimizes impact to the town. Brewster also passed an ADU bylaw at Fall Town Meeting where it was specified that ADUs would need to be long-term properties. Without a registration system, there is no oversight to make sure the ADUs that are created will not be converted to STRs. This registration system provides a means of monitoring short-term rentals and a means to address violations, such as properties operating as STRs without registering. Select Board: Yes 1, No 3, Abs 1 Finance Committee: Yes 0, No 8, Abs 0 CITIZENS PETITION: SHORT-TERM RENTAL RESTRICTIONS GENERAL BYLAW ARTICLE NO. 24: To see if the Town will vote to limit the number of short-term rentals that a property owner can operate within the town of Brewster to one per property owner unless the property owner is a full-time resident of the town of Brewster, in which event they may then operate two properties as short-term rentals, and to amend Section 180-4 of the Town’s General Bylaws accordingly by deleting the strikethrough language, and inserting the bold and underlined language, or take any other action relative thereto. CHAPTER 180 SHORT-TERM RENTAL REGISTRATION § 180-4 [Reserved] Limitations; Maximum Number of Short-Term Rentals. A. A property owner can operate within the town of Brewster one Short-Term Rental per property owner unless the property owner is a full-time resident of the town of Brewster, in which event they may then operate two properties as short-term rentals. B. In the event that an owner has properties unfit for winter habitation in excess of the short-term rental limits (1 per non-resident, 2 per Brewster resident), an exception may be granted by the enforcing authority (Brewster Health Department) so that those properties may be registered as short-term rentals in excess of the limit, if certain criteria are met. 57 (1) To qualify for an exception to the limit, a property owner must only operate registered short-term rentals in properties that are unfit for winter habitation; no exception will be granted if a property owner has a registered short-term rental in a property that is fit for winter habitation. All short-term rentals must be registered in accordance with the bylaw. (2) An owner may only exceed the limit if all their registered short-term rental properties are properties that are unfit for winter habitation. If an owner has a registered short-term rental that is fit for winter habitation, they will not be eligible for an exception to the limit, even if their other registered properties are unfit for winter habitation (3) If an exception is granted, it can be revoked if the owner attempts to register a property fit for winter habitation as a short-term rental. The exception may be revoked at the discretion of the enforcing authority if the property owner violates any part of the registration bylaw. If an exception is granted, all properties unfit for winter habitation will still need to be registered as short-term rentals and will be subject to registration fees and all other parts of the registration bylaw. C. Short-term rentals are prohibited in dwelling units owned by a corporation. Short-term rentals are permitted in dwelling units owned by an LLC, Trust, or S-Corp only when every shareholder, partner, or member of the legal entity is a natural person, as established by documentation provided by the applicant at time of registration. If any shareholder, partner, or member of the legal entity already has registered short- term rentals under their own name, those will count toward the limit for the legal entity they are trying to register with. (Citizens Petition) (Majority Vote Required) COMMENT The proposed restriction bylaw is an addendum to the registration bylaw. Passing the registration bylaw does not automatically pass the restriction bylaw. The restriction bylaw seeks to limit the number of properties an owner can operate to one per owner, unless the owner is full-time Brewster resident, in which event they may operate two short-term rentals. The goal is not to stop short-term rentals, as that is unrealistic. The goal is to preserve the ability of owners to continue with short-term rentals on a small-scale, while stopping large investment groups, LLCs, corporations, and other big owners, from operating on a large-scale in Brewster. 58 An exception (to be made at the discretion of the enforcing authority) has been included to address properties that are unfit for winter habitation. If an owner ONLY has STRs in properties that are “unfit for winter habitation”, the enforcing authority may allow the owner to register STRs beyond the limit (1 for non-residents, 2 for residents). However, if an owner wishes to operate an STR in a property that is “fit for winter habitation”, no exemption will be granted. All properties would still need to be registered with the town and would be subject to all rules and regulations. There is also language (taken from the Provincetown ban on corporate operation of STRs) to prevent owners from forming LLCs to skirt the restrictions. In analyzing the assessor’s data from Brewster for FY 2022, it appears there would be 100 or fewer owners who would be impacted by the proposed bylaw, while most short-term rental operators would be able to continue their small-time operations. The intent of the restrictions is to create more year-round housing (either as rentals or as properties for sale). Having more available properties would lower rents (or home prices), which would be beneficial to the area as a whole. Workers could stay in the towns they work in, spending their money on local goods and services, while employers would be able to stabilize wages without worrying about employee retention. This is a cost-effective way to potentially create more housing opportunities, as building more units is not only costly, but the projects themselves also take a long time to build (and are taxing to the water table). The homes already exist, and some were once used for year-round housing. This is a way to increase year-round housing without a large capital expenditure. Select Board: Yes 0, No 4, Abs 1 Finance Committee: Yes 0, No 8, Abs 0 59 You are hereby directed to serve this Warrant with your doings thereon to the Town Clerk at the time and place of said meeting as aforesaid. Given under our hand and Seal of the Town of Brewster affixed this 8th day of April 2024. ___________________________________ Edward B. Chatelain, Chair ___________________________________ Mary W. Chaffee, Vice-Chair ___________________________________ Kari Sue Hoffmann, Clerk ___________________________________ Cynthia A. Bingham ___________________________________ David C. Whitney I, Roland W. Bassett Jr, duly qualified Constable for the Town of Brewster, hereby certify that I served the Warrant for the Town Meeting of May 11, 2024 by posting attested copies thereof, in the following locations in the Town on the 12thday of April, 2024. Brewster Town Offices Café Alfresco Brewster Ladies Library Brewster Pizza House The Brewster General Store Millstone Liquors U. S. Post Office _________________________________ Roland W. Bassett, Jr. Constable 60 APPENDIX A: SEA CAMPS COMPREHENSIVE PLANS EXECUTIVE SUMMARY 61 Town of Brewster – Cape Cod Sea Camps Comprehensive Planning Executive Summary INTRODUCTION: PURSUING THE TOWN’S VISION In 2020, The Cape Cod Sea Camps ceased operations after a century in business, and the two properties owned by the Delahanty family — the 55-acre Bay Property and the 66-acre Long Property — were listed for sale. The Town made the successful bid, and then received the overwhelming endorsement of voters at Town Meeting in September and at the ballot in October 2021. The purchase was strategic, affording the Town a large, highly visible opportunity to apply the principles of the 2018 Vision Plan and other relevant town strategic plans, and to meaningfully expand public amenities. In the 2021 Warrant Article approved at Town Meeting, potential uses for both properties included habitat protection, watershed protection, open space, conservation and passive recreation, active recreation, community housing, and/or general municipal purposes. Potential uses for the Bay Property also included a community center. Seeking to shape its future more proactively, in 2023 the Brewster Vision Planning Committee developed a Local Comprehensive Plan consistent with the community goals and values identified in the 2018 Vision Plan, which was adopted at Town Meeting in Fall 2023. The planning and design of the former Sea Camps figures prominently in the realization and implementation of the vision. TOWN OF BREWSTER SEA CAMPS Comprehensive Planning Executive Summary April 2024 62 Town of Brewster – Cape Cod Sea Camps Comprehensive Planning Executive Summary PLANNING PROCESS: INFORMED BY RESIDENT INPUT The Town of Brewster partnered with Reed Hilderbrand in 2022 to guide a comprehensive, community-led planning effort to help envision and prioritize future uses for both properties. The 14-month planning process included monthly meetings with the Bay and Pond Planning Committees as stakeholders and representatives of the community, 4 community forums, 2 online surveys, and weekly design review with relevant Town Staff. Through this process, community feedback was distilled into the following set of guiding principles: Community engagement was central to developing the final comprehensive plans for the properties. The team used in-person and virtual community forums to educate the community on existing site conditions, gain insight into community interests and concerns, share in-progress plans, and workshop different planning scenarios. In-person forums included interactive stations where over 450 attendees shared their input. Virtual forums included breakout groups and question and answer sessions where attendees shared feedback. Two online surveys also elicited community feedback. • Expand opportunities for community use with a focus on wellness, recreation, arts and education • Foster awareness of the sensitive ecologies and demonstrate sustainability • Protect and conserve important natural habitat • Contribute to the Town’s affordable housing goals • Build upon Brewster’s historic, small-town, and socially inclusive character • Build partnerships for activities and stewardship • Re-use buildings and amenities where feasible • Plan for long-term needs of the Town • Balance cost with revenue generation COMPREHENSIVE PLANS The final comprehensive plans respond to the unique qualities of each property, aligning proposed improvements with each location’s unique natural qualities, past uses, and character. Together, the Bay and Pond Property comprehensive plans balance the interests of the Town’s long-term goals by meaningfully expanding multi-generational community benefits and planning for long-term social, economic, and ecological resilience. 63 Town of Brewster – Cape Cod Sea Camps Comprehensive Planning Executive Summary COMMUNITY AMENITIES The Bay Property comprehensive plan includes a variety of activities serving people of all ages, abilities and interests, positioning the property to become a community and cultural hub for the Town of Brewster. Community amenities would include: COMPREHENSIVE PLAN: BAY PROPERTY • 2.4 miles of walking trails • 0.6 miles of biking trails and increased access from the rail trail to the Bay Property • Mass Audubon Nature Center and nature-based programs • Continued beach and outdoor pool access • Fitness station loop • Tennis courts • Playground • Community garden plots • Picnic and events space at the existing outdoor pavilion • Flexible outdoor space for athletic fields, large gatherings and events • Flexible community-uses cabins (potential for arts studios or residencies, pop-up events, smaller gathering spaces, or other possibilities) • Event and concessions space at the existing boathouse • Educational and events space at the existing Arts Center • Interim recreational uses or temporary office, classroom, or meeting space at the existing Administration building • Potential new community center • Re-use of up to 7 buildings for seasonal and year round workforce housing • 8-acre area for future municipal uses Mass Audubon would partner with the Town at the Bay Property, contributing $2 million and resources towards ecological restoration, conservation, wayfinding and trails, and educational programming. Mass Audubon’s partnership would include the funding of a new nature center and Mass Audubon office space on the northeast corner of the site, as well as a 10+ acre conservation restriction area around the existing pond. PARTNERSHIPS 64 Town of Brewster – Cape Cod Sea Camps Comprehensive Planning Executive Summary The Bay Property plan includes habitat restoration along the Cape Cod Bay dunes, introduction of a pollinator meadow within the existing expansive turf lawn, expansion of the existing woodland, and a 10-acre conservation restriction in partnership with Mass Audubon in the northeast corner of the site to protect the existing pond and wetlands. • Three cabins for Mass Audubon seasonal employee housing to support the future Nature Center The final comprehensive plan designated seven existing buildings for housing including: COMPREHENSIVE PLAN: BAY PROPERTY SEASONAL AND YEAR-ROUND WORKFORCE HOUSING COMMUNITY CENTER FUTURE MUNICIPAL USES ECOLOGICAL RESTORATION AND CONSERVATION Both the 2018 Town Vision Plan and the 2023 Local Comprehensive Plan identify a new, multi- generational community center as a priority goal for the Town. Similarly, throughout the Sea Camps community-led planning process, the community expressed widespread interest in social, recreational and educational activities that would be supported by a new community center. Given this feedback, the Bay Property comprehensive plan designates an area for a future multi-generational community center. Prior to pursuing a community center, the Town would undertake a feasibility study to confirm the programs and facilities desired by the community, the Council on Aging and Recreation Department. The reserved zone is adjacent to the existing pool parking area and its proximity to the outdoor pool, arts center, tennis courts, and athletic fields, would provide a central location for all recreational and educational programs on the Bay Property. The comprehensive plan builds flexibility into the plan by reserving an approximately 8-acre zone in the southeast corner of the site for Future Municipal Uses, which would be determined at a later date. Since community and Town needs are constantly changing, this allows the Town to revisit the best use for this zone in the future. The community will have input on these uses through a separate future community planning process and Town Meeting vote for approval. • Two cabins for staff housing • Two buildings whose housing type is to be determined, including the Spruce Hill House and the Westcott House 65 Town of Brewster – Cape Cod Sea Camps Comprehensive Planning Executive Summary ABOUT THE PLAN Today, the Pond Property includes a winding access drive and trail network through sixty-six acres of woodland and a former cranberry bog to reach a sheltered beach at the Cape’s largest freshwater pond. The property features upland deciduous forest, pitch pine oak forest, and freshwater wetlands, all supporting a diversity of ecological communities. The comprehensive plan for the Pond Property respects the secluded nature and ecological value of the Property by carefully balancing areas for conservation and areas for future development. Access to the property is improved by widening the existing gravel drive and by providing a few parking pull-off areas for trail and beach access. This includes a small ADA parking area with an ADA-accessible pathway to the beach. PARTNERSHIPS The Town’s partners on this property include Mass Audubon and the Brewster Conservation Trust, who would contribute resources toward ecological restoration, conservation, wayfinding and trails, and educational programming. Mass Audubon would contribute $1.5 million and the Brewster Conservation Trust would contribute at least $1 million towards the cost of acquiring the property. Their partnerships would include a conservation restriction on 56 acres (85% of the site), recognizing that the remaining 10 acres are designated for community housing and wastewater treatment. The proposed conservation restricted area on the Pond Property is adjacent to the Long Pond Woodland, a 41-acre Town owned conservation restricted area held by the Brewster Conservation Trust. Through their partnership on the Pond Property, the Brewster Conservation Trust would increase trail connectivity to the Long Pond Woodlands. On the southwestern edge of the Pond Property, Mass Audubon would provide nature-based educational programming including small seasonal day camp, adult nature study workshops, field trips for their Wellfleet Bay camp, afterschool programs, guided walks, kayak trips, and children’s and adult programming in partnership with the Brewster Recreation Department. COMPREHENSIVE PLAN: POND PROPERTY 66 Town of Brewster – Cape Cod Sea Camps Comprehensive Planning Executive Summary COMPREHENSIVE PLAN: POND PROPERTY HOUSING AND WASTEWATER TREATMENT Throughout the community-led planning process, affordable housing came forward as a community priority. Providing affordable housing is also supported by the Town Vision Plan, the Local Comprehensive Plan, the Housing Production Plan, and the Select Board Strategic Plan. The Pond Property comprehensive plan carefully balances areas for conservation and areas for future development by reserving a 10-acre zone adjacent to Route 137 for affordable housing. The creation of new housing on municipal owned land is in line with the goals of the Town’s Housing Production plan to diversify housing options in Brewster by expanding access for a range of income levels, preventing displacement of current residents and facilitating housing mobility. Housing would be accompanied by a wastewater treatment plant to serve new housing development on the Pond Property, and eventually connect to other residences in the surrounding neighborhoods to replace traditional septic systems. Wastewater infrastructure would fully offset any impacts of new housing units and may help the Town meet nitrogen mitigation requirements of Pleasant Bay and/or Herring River watershed permits. BAY AND POND PROPERTY IMPLEMENTATION: PHASING AND COST PHASING The Bay and Pond Property comprehensive plans would be realized through a phased implementation focused on near-term recreational, arts and educational programming and long-term partnerships toward restoration of natural habitat, contribution to affordable housing goals, and revenue generation. The Pond Property would be implemented over ~5 years and the Bay Property would be implemented over ~10 years. For the Bay Property, Phase 1 would include a community center feasibility study. Phase 3 would include community center design and Phase 5 would include community center construction, both of which would only be pursued if Brewster voters decide to move forward following the feasibility study. 67 Town of Brewster – Cape Cod Sea Camps Comprehensive Planning Executive Summary BAY PROPERTY COST ESTIMATION POND PROPERTY COST ESTIMATION Phase 1 Phase 3 Phase 2 Phase 4 Phase 5 Total CONSTRUCTION ADDITIONAL COSTS TOTAL PER PHASE POTENTIAL OTHER FUNDING BALANCE TO BE FINANCED (DESIGN AND CONTRACTOR FEES, PERMITTING, CONTINGENCY, ESCALATION) $4,700,000 $2,800,000 $19,300,000 $3,500,000 $3,500,000 $33,800,000 $6,700,000 $3,600,000 $1,500,000 $2,700,000 $1,400,000 $1,100,000 $6,800,000 $2,700,000 $9,000,000 $5,500,000 $31,000,000 $8,300,000 $7,600,000 $11,700,000 $10,400,000 $31,000,000 $1,900,000 $5,400,000 $3,100,000 $6,600,000 $27,900,000 $55,000,000$61,700,000 2025-2027 (Community Center Construction) 2027-2029 2029-2031 2031-2033 2033-2035 (0% escalation) (5% escalation) (10% escalation) (15% escalation) (20% escalation) Phase 1 2025-2027 (0% escalation) (5% escalation) (10% escalation) Phase 3 Phase 2 Phase 4 *Cost TBD (cost to connect residents to new wastewater treatment plant) Total CONSTRUCTION ADDITIONAL COSTS TOTAL PER PHASE POTENTIAL OTHER FUNDING BALANCE TO BE FINANCED (DESIGN AND CONTRACTOR FEES, PERMITTING, CONTINGENCY, ESCALATION) $1,400,000 $900,000 $2,300,000 $500,000 $300,000 $5,300,000 $4,500,000 $0 $1,800,000 $200,000 $2,000,000 $2,100,000 $2,400,000 $4,500,000 $100,000 $400,000 $500,000 $3,600,000 $3,700,000 $7,300,000 2027-2029 2029-2031 2031-2033 68 Town of Brewster – Cape Cod Sea Camps Comprehensive Planning Executive Summary • Round 1 would include funding for all phases of the pond plan and the first two phases of the bay plan, including the community center feasibility study ($300,000). It would be brought to Town Meeting and the ballot in Fall 2024. • Round 2a would include phases 3 and 4 of the bay plan, excluding the community center design. • Round 2b would include the community center design. These debt exclusions would likely be brought to Brewster voters in 2028. • Round 3 would fund phase 5 of the bay plan, which is construction of the new community center (if applicable). Based on the current timeline, this final funding request would be around 2031. Round 1 Round 3 Round 2a Round 2b * would impact the following fiscal year tax bills - eg. 2024 approval would impact FY26 tax bills (Fall 2025) ** assumes 25 year level debt term and conservative 3.85% interest rate (Brewster has the highest possible bond rating, AAA, which helps secure the lowest possible interest rates) NOTE: Current median residential home value in Brewster is $710,000. PHASES YEAR ANTICIPATED DEBT ISSUANCE TAX RATE IMPACT* TAX BILL IMPACT ON MEDIAN HOME** All Pond + Bay 1&2 2024 $11.4M +$.11/1000 +$.09/1000 ($.20 total) +$.05/1000 ($.25 total) +$63 ($140 total) +$34 ($174 total) +$216 ($390 total) +$.30/1000 ($.55 total) +$77 Bay 5 2031 $31M Bay 3&4 Bay 3&4 2028 2028 $9.2M $5.3M FINANCING If the plans are approved by Town Meeting in May, the Town anticipates asking Brewster voters to approve up to three rounds of excluded debt to help finance the plans over the next decade. (no community center design) (community center design) The phasing and financing plans are based on current information and may change over time based on community feedback and available resources. The total estimated cost to implement both plans except for community center design and construction is $20.6M. Total projected tax impacts of this work would be $.20/1000 or $140/year for 25 years for the average resident. 69 APPENDIX B: DRUMMER BOY PARK ADVISORY COMMITTEE REPORT 70 Report on the 2021 Drummer Boy Park Master Plan Submitted by Drummer Boy Park Advisory Committee April 8, 2024 71 Drummer Boy Park Advisory Committee Members Katharine Scott, Chair Devin McGuire, Vice Chair Chris Ellis (Recreation Committee), Clerk Jillian Douglass Allyson Felix Jay Green (Council on Aging) Patricia Hughes (Natural Resource Commission) Liaisons/Representatives (non-voting) Select Board: David Whitney Cape Cod Museum of Natural History Representative: Ray Hebert Brewster Conservation Trust: Hal Minis Brewster Historical Society: Sally Gunning Town Support Sta Town Manager: Peter Lombardi Natural Resources Director: Chris Miller DPW Director: Gri in Ryder Recreation Director: Mike Gradone COA Director: Elton Cutler 72 Table of Contents 1. Background and Charge 2. Committee Planning Process 3. Recommendations for Action Appendices A: Summary of 2021 Master Plan Actions B. Survey Results 73 1. Background and Charge In 1946, Ocean Acres, a 52 lot subdivision was approved for what is now Drummer Boy Park. Fortunately, the subdivision was never built. In 1974, the Brewster Historical Society (BHS) received a deed for one acre from then owner Tony McGowan, and subsequently moved the Nickerson Windmill to the site from East Brewster. Seeking to protect the view of the windmill, the Brewster Conservation Trust (BCT) purchased an acre house lot running from Rt 6A to the BHS property in 1986. Then in 1988, the Town successfully negotiated the purchase of the full 17 acre parcel, including the museum/gift shop for a public park, currently Drummer Boy Park. Adding to the complex, BCT purchased an additional abutting house lot to further protect the view of the park in 2013 and in 2014 the Town purchased the Cedar Ridge parcel to the east, now under the custody of the Conservation Commission. Together, all of these parcels constitute what can be called the Drummer Boy complex. Drummer Boy Park is under the care and custody of the Brewster Select Board which is responsible for the Park’s management and issuing permits for all large events. The first master plan for the park was adopted in 1995. In the summer of 2020, the Town received a state grant to develop an updated Master Plan for Drummer Boy Park. With these grant funds, the Town hired a consultant to review the park’s condition and uses, help develop plans and designs for expanded or alternative uses, estimate costs for such plans, and conduct public outreach regarding the park’s future. The Select Board formed an ad hoc Drummer Boy Park Advisory Committee (DBPAC) charged with evaluating existing and potential future uses of the Drummer Boy Park property and developing an updated Master Plan to present to Town Meeting. The committee was appointed in Fall 2020 and produced their recommended Master Plan in Summer 2021. The Plan was unanimously adopted by Town Meeting in November 2021 and the original committee was disbanded shortly thereafter. Recognizing that the Town was also in the early stages of planning for a potential elevated boardwalk to Wing Island via the adjacent Cedar Ridge Reserve property, that possibility was referenced in the Plan. Due to resident concerns about the connections between the Master Plan and the proposed boardwalk in Summer/Fall 2022, funding to implement Phase I of the Plan was rejected by Town Meeting in November 2022. A Special Town Meeting was then convened in March 2023 to act on three citizen petitions. Article 3 of that warrant originally sought to rescind the Drummer Boy Master Plan vote of 2021. Town Meeting ultimately voted to refer the 2021 Drummer Boy Master Plan to a new committee to be appointed by the Select Board in conjunction with the Moderator, to study and report to the May 2024 Annual Town Meeting. In March 2023, the Select Board approved an updated charge for a new Drummer Boy Park Advisory Committee: The Drummer Boy Park Advisory Committee will re-evaluate the 2021 Drummer Boy Park Master Plan and will deliver a report to the May 2024 Annual Town 74 Meeting. This report may include an updated Master Plan, but any such plan shall not incorporate or include any new means of access to Wing Island. The DBP Advisory Committee is an ad hoc committee. The Committee was tasked with reviewing the overall goals and recommendations identified in the 2021 Master Plan and determining whether any changes would be appropriate. The Select Board encouraged the Committee to conduct public outreach and solicit resident feedback in developing their report for Town Meeting. After interviewing candidates with the Moderator, the Select Board appointed members to the Committee in July 2023 and they held their first meeting in September 2023. 2. Committee Planning Process The DBPAC went through a multi-step process to complete its review of the 2021 DB Master Plan and develop recommendations for actions. First, the committee reviewed the relevant aspects of several existing Town of Brewster plans. These included the following: Open Space and Recreation Plan Coastal Management Plan Local Comprehensive Plan Updates on the Sea Camps Planning processes In addition, the committee conducted an extensive site visit to Drummer Boy Park including walking the existing trails, inspecting the parking areas, and viewing the existing structures (storage building/gift shop and gazebo) and playground. During the visit, the committee members also were briefed by representatives of the Brewster Historical Society and Brewster Conservation Trust about their respective activities at the Drummer Boy complex. The committee met twelve times between September 2023 and April 2024. Most of their time was spent reviewing the 2021 Drummer Boy Park Master Plan and analyzing the results of the committee’s community survey. 2.1 2021 Drummer Boy Park Master Plan The goals of the 2021 plan were to: Preserve the character of the park and enhance the views of the Bay Collaborate with the Brewster Historical Society and the Brewster Conservation Trust in preserving the character of the complex and enhancing its use Plan for increased use and provide additional access to and throughout the park Identify park use areas. The original Committee identified opportunities and constraints at Drummer Boy, based on the existing conditions and uses of the park itself and the adjacent properties owned by the Brewster Historical Society (Windmill Village) and the Brewster Conservation Trust 75 (Windmill Meadows). The Committee also considered use patterns of visitors to the park and of the large events which are held there over the course of the year, primarily during the summer months. Drawing on Figure 4.1 in the Master Plan document, the Committee recommended actions covered four general issues: parking, stormwater, accessibility and connectivity, and amenities. The plan identified two implementation phases. The first focused on improving parking, pedestrian access, and stormwater infrastructure. The second identified amenity up-grades to the playground, gazebo, and replacing the storage building (old gift shop) with a shade pavilion. A summary of the actions which the current Committee used as a general framework for their review is found in Appendix A. 2.2 Drummer Boy Park Survey Recognizing the importance of gathering the community’s preferences for determining priorities for Drummer Boy Park moving forward, the Committee designed and issued a survey to gauge visitor use patterns and the importance of potential improvements at the park. The survey was live from January 29 to February 14, 2024. It contained both scaled responses on agreement or importance of issues and space for open comments. A summary of the survey results is attached as Appendix B. With 1,470 respondents, or approximately 15% of the age eligible population, the Committee was pleased with the high turnout for the survey. While all segments of the population were represented, the 60 to 81 age range was well above its proportion of the population as per the census (56% of respondents versus 42% of the population) whereas the 15-25 age group was underrepresented (0.6% of respondents compared to 6.8% of the population). Those who took the survey were generally full-time residents (78%) who have been in town for more than 20 years (43.5%). Unfortunately, a majority of respondents indicated that they only visit Drummer Boy occasionally or infrequently. The majority of respondents preferred no change to the current parking arrangements, maintaining the current number of spaces, and using “green”/permeable materials if changes are made. There was very little support for the curbing and parking arrangements shown on the 2021 Master Plan. There were several comments about moving large events to the Sea Camps. The majority of respondents were neutral about current stormwater conditions at Drummer Boy, although there was slight to moderate support for establishing stormwater management features. There was a clear preference for alternative or “green” stormwater techniques such as rain gardens. There were several comments about addressing stormwater issues on the playground. Most people were satisfied or neutral about current accessibility and connectivity at Drummer Boy. There was moderate support for placing additional benches along the trails 76 and for selective clearing of understory and invasive vegetation to maintain/enhance the view of the marsh and bay. Among the amenities at the park, putting in year-round toilets, installing a water station, and renovating and relocating the playground closer to a shade pavilion (repurposed existing building) near the playground were slightly to moderately important. Overall, the sentiments expressed through the survey responses convey the message that residents want the park to remain largely as it is now and that improvements at Drummer Boy should not be prioritized over other projects in Brewster. 3. Recommendations for action 3.1 Framework for actions The planning process has revealed several key considerations which frame how improvements or changes at Drummer Boy should be evaluated. The Committee has taken these into account in developing their recommendations. Drummer Boy Park is a community treasure, and the preference is to maintain its natural character and to minimize formal improvements. The Committee recognizes how special the park is to our residents and they want to make recommendations that are responsive to recent public feedback. The Town is facing significant demands on its financial resources, including potential improvements on the Sea Camps properties, ongoing renovation of Nauset Regional High School, anticipated capital investments in the Stony Brook Elementary School, and others. Recommendations for Drummer Boy Park must be considered in this context as the Town balances competing capital project priorities. There is a clear preference for low-cost solutions where they may be available and e ective, and to try to identify alternative funding sources to help o set costs. In addition to the preferences expressed in the survey, the condition and safety of infrastructure at Drummer Boy has to be taken into account in assigning priorities. Infrastructure that is increasingly unsafe or that is deteriorating to the point that it may not be used or re-purposed should be considered in the near term rather than the long term. In the design and implementation of actions, the Town should strive to identify alternative solutions and “green” techniques. With these points in mind, the following goals guide the Committee’s selection of recommended actions and their priority: Preserve the character of the park and retain its open setting 77 Maintain existing infrastructure, making improvements where they improve safety and enhance usability Explore a range of implementation solutions where needed from conventional to low cost, emphasizing green techniques where possible Seek alternative funding sources and implement improvements in phases within the context of other town projects 3.2 Committee Recommendations Based on the totality of these considerations, the Committee identified the following recommendations for each of the four areas to include in their report to the 2024 Annual Town Meeting: Parking Preserve formal and informal parking as it is – maintain the status quo but continue to monitor impacts on the park Consider adding limited tra ic calming measures Stormwater Maximize low-impact, cost-e ective solutions to improving drainage, including addition of rain gardens and/or vegetated swales where possible and appropriate Communicate educational value of stormwater management techniques Accessibility Add several accessible benches to the existing paved loop trail to make it more user friendly Replace the existing sign on RT. 6A with a sign that is consistent with other recent Town signs Amenities Continue to selectively prune and/or remove invasive species, especially to maintain marsh vista Improve the playground to make it safe and accessible to all, shifting the new structures away from wetlands and/or to a slightly higher elevation Repurpose the existing building to a shade pavilion or build new open-air structure (re-using existing concrete slab) and provide several new accessible picnic tables for use there Maintain the bandstand/gazebo as needed and add a new small storage shed for the Brewster Band Extend portable toilet availability to year-round Install a water station and additional bike racks 78 In 2022, the playground was identified as nearing the end of its useful life by a certified playground safety inspector. While the Committee recognizes that the playground will be the largest cost element of these recommendations, they also believe those improvements can likely be funded through a variety of alternative sources, thereby reducing the impact on Brewster finances and taxpayers. While the playground and shade pavilion are viewed as priority initiatives, those improvements will also require the greatest additional planning. In the meantime, many of the other recommendations are relatively low cost and could be implemented sooner than later. In response to public input, the Committee is expressly not recommending the addition of any new paved walking trails or parking areas. In the committee’s view, their remaining recommendations represent the minimum investments in the park to ensure it can continue to serve as a community treasure and destination for residents and visitors. 79 DBP:APPENDIX A 2021 Drummer Boy Park Master Plan Recommended Actions (Summarized from Figure 4.1, Recommended Master Plan, of the 2021 Master Plan) Issue Action Phase Parking 1. Install curbing along entry driveway and around perimeter of parking area 1 2. Create parallel bus parking places on both sides of entry driveway 1 3. Create controlled access point to open space lawn at end of entry driveway 1 4. Create formal parking spaces around circle 1 Stormwater 1. Create rain gardens: southern side of circle, northern side of Rt 6A, on either side of entry driveway 1 Accessibility 1. Add new asphalt walking trail along eastern stonewall to sidewalk on Rt 6A at southeast corner, continue around northern side of circle, along boundary of Historic Village and Windmill Meadows and then back along Rt 6A to entry driveway 1 2. Accessibility improvements on nature trail 1 3. Create defined access point to Windmill Village 1 4. Create connector from Windmill Meadows trail to asphalt walkway 2 Amenities 1. Convert existing storage building to shade pavilion 1 2. Create new accessible restrooms 1 3. Gazebo improvements and construction of small storage shed for gazebo 2 4. Install water station near shade pavilion 1 5. Install bike rack at circle 1 6. Selective pruning and invasive species removal for marsh vista improvement 1 7. New playground integrated with new pavilion and picnic tables 2 80 DBP:APPENDIX B SURVEY RESULTS RESPONDENT CHARACTERISTICS AGE n % Town Census % 15-25 9 0.6 6.8 26-40 189 13.0 14.3 41-60 360 24.7 20.8 61-80 816 56.0 42.6 Over 80 83 5.7 10.1 RESIDENCE n % Full-time 1126 78.8 Part-time 321 22.2 YEARS OF RESIDENCE n % 5 or less 278 19.2 6-10 252 17.4 11-20 289 19.9 More than 20 630 43.5 FREQUENCY OF PARK VISIT n % Frequently (a few times each month 356 24.2 Sometimes (several times a year) 781 53.1 Occasionally (once or twice a year) 308 21.0 Never 25 1.7 81 WHAT RESIDENTS LIKE / WOULD LIKE TO DO AT THE PARK USERS n=1412 NON-USERS n=25 n % n % Walk or run on paved paths 659 46.7 7 29.2 Walk woodland trail 818 57.9 7 29.2 Picnic 300 21.3 11 45.8 Visit the playground 570 40.4 0 --- Play on grassy fields 391 27.7 1 4.2 Walk a dog 389 27.6 5 20.8 Organized group activities 182 12.9 3 12.5 Meet / visit with family or friends 514 36.4 3 12.5 Enjoy the vista 729 51.6 4 16.7 Attend events (concerts, craft fairs, Conservation Day, Holiday tree lighting) 1006 71.3 11 45.8 Visit the Historical Village and Windmill 620 43.9 3 3 Visit the Whale Rock and trail on Windmill Meadow 339 24.0 4 4 Visit the Cedar Ridge Preserve 240 17.0 3 3 Other 88 6.2 0 --- 82 PARKING Satisfaction with Current Parking (5-point measure) n Mean SD 1352 3.8 1.0 Potential Improvements (4-point Measure of Importance) n Mean SD Designating and marking paved parking spots to improve safety, circulation, and availability of parking spaces 1342 1.9 1.1 Using materials other than asphalt pavement, such as crushed stone or permeable pavement or pavers, for parking areas 1321 2.5 1.2 Maintaining a similar number of parking spaces as available now 1332 3.0 1.0 Adding curbing to prevent parking on grassy fields (except for planned large events) 1327 1.6 1.0 Making no changes to the informal parking arrangement currently available 1324 3.0 1.1 83 STORMWATER MANAGEMENT Satisfaction with Current Stormwater Conditions (5-point measure) n Mean SD 1269 3.2 1.0 Potential Improvements (4-point Measure of Importance) n Mean SD Establishing stormwater management features (drainage improvements such as catch basins) to minimize flooding and ponding and to remove stormwater from heavily used areas 1300 2.5 1.1 Using a variety of alternative stormwater management techniques, including "green" techniques such as rain gardens and vegetative swales wherever possible 1306 2.9 1.1 84 ACCESSIBILITY AND CONNECTIVITY Satisfaction with Current Accessibility and Connectivity (5-point measure) n Mean SD 1228 3.6 1.1 Potential Improvements (4-point Measure of Importance) n Mean SD Extending current network of paved paths 1261 2.0 1.1 Adding distance markers on paved paths 1271 1.7 1.0 Placing additional benches at spaced intervals for those with mobility challenges 1278 2.6 1.0 Making the woodland trail more accessible 1273 2.4 1.2 Establishing more formal connections to the Brewster Historical Society and Brewster Conservation Trust properties 1273 2.2 1.1 Creating a trail to the adjacent Cedar Ridge property 1273 2.3 1.1 85 Selectively clearing some understory vegetation and invasive species to enhance the marsh and bay views 1278 2.6 1.1 Selectively clearing some trees and shrubs along Route 6A to enhance the roadside view 1279 1.6 1.0 86 PARK AMENITIES Satisfaction with Current Amenities (5-point measure) n Mean SD 1196 3.5 1.0 87 Amenities - Potential Improvements (4-point Measure of Importance) n Mean SD Building an ADA compliant covered pavilion with picnic tables on the site of the current storage building 1265 2.2 1.1 Putting in year-round toilet facilities 1268 2.5 1.2 Installing a water station 1267 2.7 1.1 Relocating and renovating the playground to be ADA- compliant and closer to the shade pavilion for better drainage 1264 2.5 1.2 Upgrading or improving the bandstand /gazebo 1268 2.1 1.0 Adding appropriately sized signage to identify all of the amenities at the park 1269 2.0 1.0 Adding appropriately sized signage to explain the history and ecology of the area 1268 2.4 1.0 Adding a viewing platform overlooking the marsh 1266 2.3 1.2 Moving some large events to other locations in town 1266 1.9 1.1 88 MODERATOR’S RULES REGARDING TOWN MEETING Priority shall be given to registered voters of the Town for admission to all Town Meetings, whether annual or special meetings. Therefore, the following rules shall apply: 1. Prior to admission, persons desiring admission shall check in with the Town Meeting Tellers, who will be present at the main entrance with voter registration lists. 2. Non-voters, who desire to be present, will be seated in the area designated as the non-voter section. Voters take priority seating. 3.Non-voters will not address the Town Meeting without the unanimous consent of all voters present and will not participate in voting. Non-Resident Town staff will be permitted to address Town Meeting as appropriate and consistent with past precedent. TOWN MEETING PROCEDURE THE MODERATOR has absolute control of the town meeting. GENERAL LAWS CHAPTER 39 SECTION 15: The Moderator shall preside and regulate the proceedings, decide all questions of order, and make public declaration of all votes. The Moderator recognizes speakers from the floor, and while they are speaking allows no interruptions except when a point of order is raised. WHEN A VOTER WISHES TO SPEAK, the voter may rise, say, "Mr. Moderator," and wait for recognition. Then, with the microphone, please give your name. The voter may continue with due regard to reasonable brevity, as long as the voter speaks directly to the question under discussion. THERE WILL BE NO SMOKING OR STANDING in the meeting location. ANYTIME THE MOTION TO BE VOTED ON IS UNCLEAR, ask the Moderator before voting. VOTERS WILL PLEASE HOLD THEIR BREWSTER VOTER TAG in their right hand, so that the tellers when counting hand votes will count them. NO PERSON IS TO INDULGE IN PERSONALITIES OR DEROGATORIES. Let us maintain decorum and reason together. MOTIONS MAIN MOTIONS are always on articles in the Town warrant. They are made, seconded, and then opened for consideration. SECONDARY MOTIONS are motions which refer to main motions. Secondary motions usually amend, postpone, or limit consideration. AMENDMENTS may be offered by any voter to the motion under discussion, provided the scope of the original motion is not enlarged or altered. Amendments are seconded and discussed; they require a majority vote to carry (pass). An amendment need not be voted upon if the proposed change is agreeable to the proponents of original motion. Voters must submit amendments in legible writing. 89 POSTPONE TO REFER TO COMMITTEE "COMMIT" if changes in a main motion are numerous, take too much time, or require additional information, it is wise to commit the article to a committee. This secondary motion should specify which board or committee. If proposing a new committee, specify how many members, how appointments are to be made and when the committee should report. POSTPONE TO A DEFINITE TIME: defers action on a main motion to a stated hour, usually during the meeting. At the hour specified, it is returned to the floor when a motion is made that the deferred article be considered. "LAY ON TABLE" intends to temporarily lay aside an article. Not debatable; two-thirds vote carries. An article not taken from table before the meeting adjourns is not actionable. To be considered at a subsequent meeting, it must reappear in the warrant for that meeting. "TAKE NO ACTION" "PASS OVER" "POSTPONE INDEFINITELY" are debatable motions and require majority vote. The intent is to defeat the motion. LIMIT CONSIDERATION LIMIT DEBATE. This secondary motion requests a vote to be taken at a specific time. Requires a 2/3 majority vote. "MOVE THE PREVIOUS QUESTION" demands an immediate vote on any motion under consideration without further debate on the motion. May not be debated or amended. Requires 2/3 vote to carry. If it carries, we vote on the main motion that we voted to end the debate on. POINT OF ORDER IF A VOTER QUESTIONS THE LEGALITY or propriety of the proceedings, the voter may rise, interrupt the speaker and say, "I rise to a point of order" or "question of privilege." VOTES ON MAIN MOTIONS Usually carries (passes) with the majority of those attending. Quantum of vote for each article is noted in the warrant book. EXCEPTIONS 2/3 MAJORITY VOTE REQUIRED for borrowing of money appropriations for land purchases; land purchase for public domain; sale or abandonment of unneeded land; abandonment of projects for which money has been borrowed; appropriation for celebration of settlement or incorporation; zoning bylaws. 4/5 USUALLY REQUIRED payment of a bill for which insufficient appropriations made in a previous year, at the Annual Town Meeting. A 9/10 vote is required at a Special Town Meeting. POSTPONE INDEFINITELY requires a majority vote, may be debated, and may not interrupt the speaker. 90 GLOSSARY OF FINANCIAL TERMS Appropriation An authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. An appropriation is usually limited in amount and as to the time when it may be expended. Only town meeting can authorize money appropriated for one purpose to be used for another. Any amount that is appropriated may be encumbered (see encumbrance). Any part of an annual operating appropriation not spent or encumbered by June 30 automatically reverts to the undesignated fund balance that may result in free cash. If departments know of remaining unpaid bills at the close of the fiscal year and properly notifies the Town Accountant (MGL Ch. 41 ss. 58), the departmental appropriation is encumbered. This action extends the annual spending authorization until such time that the bill is paid or it is decided not to spend the funds. If these encumbrances are not acted on within ninety days, the Town Accountant generally notifies the department and closes them out. A special purpose appropriation, on the other hand, may carry forward from year to year until spent for the designated purpose or transferred by town meeting vote to another account. Audit An examination of systems, procedures, and financial data by a certified public accountant, reporting on the fairness of financial statements and compliance with statutes and regulations. The audit is a valuable management tool for evaluating the fiscal performance of a community. Available Funds Funds established through previous appropriations or resulting from financial operations. They may be appropriated to meet unforeseen expenses, or large non-recurring or capital expenditures. Examples include free cash, stabilization fund, overlay surplus, water surplus, and enterprise retained earnings. Betterments (Special Assessments) Whenever a limited area of a community receives benefit from a public improvement (e.g., water, road, sewer, sidewalk, etc.), special property taxes may be assessed to reimburse the governmental entity for all or part of the costs it incurred. Each parcel receiving benefit from the improvement is assessed for a proportionate share of the cost of such improvements. The proportionate share may be paid in full, or the property owner may request the assessors to apportion the betterment over a period of up to 20 years. Over the lifetime of the betterment, one year’s apportionment along with one year’s committed interest computed from October 1 to October 1 is added to the tax bill until the betterment has been paid. Bond A written promise to pay a specified sum of money, called the face value (par value) or principal amount, at a specified date in the future, called the maturity date, together with periodic interest at a specified rate. The difference between a note and a bond is that the latter runs for a longer period of time. Bond Anticipation Note (BAN) A short-term note to provide cash for initial project costs issued in anticipation of bond proceeds. BANs may be issued for a period not to exceed five years, provided principal repayment begins after two years. Communities with approved projects on the School Building Assistance (SBA) priority list may defer principal payments up to five years (approved annually in outside sections of the budget). The final maturity date of the project borrowing, beginning from the date the short-term note was issued, may not exceed the term specified by statute. BANs are full faith and credit obligations. Bond Authorized And Unissued Bond authorized but not yet sold. Issuance is contingent only on action by the Town Treasurer and a majority of the Board of Selectmen. Bond Counsel An attorney or law firm engaged to review and submit an opinion on the legal aspects of a municipal bond or note issue. Bond Issue Generally represents the sale of a certain number of bonds at one time by a governmental unit. Bond Rating (Municipal) A credit rating to help investors determine the risk of losing money in a given fixed-income investment. Agencies specializing in municipal bonds assign a rating, designated by letters or a combination of letters and numerals, based on their opinion of the future ability, legal obligation, and willingness of a bond issuer to make timely debt service payments. 91 Budget A plan of financial operation embodying an estimate of proposed revenues and expenditures for a given period and the proposed means of financing them. A budget may be “preliminary” (the financial plan presented to the town meeting), or “final” (the plan approved by that body). The budget should be separated into basic units, either by department, program, or service. Formatting the budget in this way helps local officials and citizens make policy decisions when allocating scarce resources. It is also important to include as much information as possible concerning the output or accomplishments expected of a given program or department during the year. Capital Improvements Program A comprehensive plan for planning a community’s capital expenditures. It coordinates community planning, fiscal capacity and physical development. While all of the community’s needs should be identified in the program, there is a set of criteria that prioritizes the expenditures. The capital program is a plan for capital expenditures that usually extends at least five years beyond the capital budget. Capital Outlay Expenditure Exclusion A vote by a community at an election to exclude payments for a capital project from the levy limit. The exclusion may temporarily increase the levy above the levy ceiling. Cash Currency, coin, checks and bankers’ drafts on hand or on deposit with an official or agent designated as custodian of cash and bank deposits. Cash Management The process of managing a local government’s money in order to ensure maximum cash availability and maximum yield on short-term investment of idle cash. Cemetery Perpetual Care Funds donated by individuals for the care of gravesites. According to MGL, funds from this account must be invested and spent as directed by perpetual care agreements. If no agreements exist, the interest (but not principal) may be used as directed by the Cemetery Commissioners for the purpose of maintaining cemeteries. Chapter 90 Highway Funds The state legislature authorizes and issues transportation capital bonds every few years. In each Transportation Bond, funds are apportioned to communities based upon a formula under the provisions of MGL Ch. 90 ss. 34, hence the terms Chapter 90 funds. The Chapter 90 highway formula is comprised of three variables: local road mileage as certified by the Massachusetts Highway Department (MHD), employment figures from the Department of Employment and Training (DET), and population estimates from the U. S. Census Bureau. Under this formula, those communities with a larger number of road miles receive proportionately more aid than those with fewer road miles. These funds are reimbursed to communities based upon certified expenditure reports submitted to MHD. Cherry Sheets Named for the cherry colored paper on which they were originally printed, the Cherry Sheets are the official notification of the next fiscal year’s state aid and assessments to communities and regional school districts from the Commissioner of Revenue. State aid to municipalities and regional school districts consist of two major types – distributions and reimbursement. Distributions provide funds based on formulas while reimbursements provide funds for costs incurred during a period for certain programs or services. In addition, communities may receive “offset items” that must be spent on specific programs. Cherry Sheet assessments are advance estimates of state assessments and charges. Local assessors are required to use these figures in setting the local tax rate. Because these figures are estimates, it should be noted that based upon filing requirements and/or actual information, the final aid or assessment may differ. Cherry Sheet Offset Items Local aid accounts that may be spent without appropriation in the budget, but which must be spent for specific municipal and regional school district programs. Current offset items include racial equality grants, school lunch grants, and public libraries grants. Collective Bargaining The negotiations between an employer and union representative regarding wages, hours, and working conditions. Conservation Fund This fund may be expended for lawful conservation purposes as described in MGL Ch. 40 ss. 8C. It may also be expended for damages related to the taking of land by eminent domain provided that such taking has first been approved by two-thirds vote of town meeting. Contingent Appropriation An appropriation that authorizes spending for a particular purpose upon the occurrence of a later event. The grant of spending authority made by an appropriation must be certain at the time of 92 the vote and, therefore, contingent appropriations are not generally permissible. Under MGL Ch. 59 ss. 21C(m), however, towns may make appropriations from the tax levy, available funds or borrowing, contingent upon the subsequent passage of a Proposition 2-½ override or exclusion question for the same purpose. Debt Authorization Formal approval by a two-thirds vote of town meeting to incur debt, in accordance with procedures stated in MGL Ch. 44. Debt Exclusion A vote by a municipality at an election to exclude debt service payments for a particular capital project form the levy limit. The amount necessary to cover the annual debt service payment is added to the levy limit for the life of the debt only. A debt exclusion may temporarily increase the levy above the levy ceiling. Debt Limit The maximum amount of debt that a municipality may have authorized for qualified purposes under state law. Debt Service The cost usually stated in annual terms, of the principal repayment and interest of any particular issue. Deficit The excess of expenditures over revenues during an accounting period. Also refers to the excess of the liabilities of a fund over its assets. Education Reform Act Of 1993 An act that seek to remedy educational funding inequities between local communities by providing adequate state funding over a seven year period for all local and regional school districts and by mandating equity based upon a particular community’s ability to pay. One of the Act’s major goals is to improve student achievement. Eminent Domain The power of a government to take property for public purposes by condemnation provided that fair compensation is paid to the owner. This method is frequently used to obtain real property that cannot be purchased from owners by means of a voluntary transaction. Encumbrance Obligations in the form of purchase orders, contracts, or salary commitments that are chargeable to an appropriation and for which a part of the appropriations is reserved. Enterprise Fund Those funds which are established for specific uses under M.G.L. c.44, §53F1/2 that require an annual appropriation to operate (i.e. The Brewster Water Department). Enterprise fund revenue streams are segregated from the general fund into a separate fund and available as a separate financing source for services that generate, or for purposes supported by, those revenues. These include the revenues of enterprise funds established for services typically financed and delivered in a manner similar to private enterprises for the purpose of accounting for all costs, direct or indirect, of providing the services. Estimated Receipts An estimate of state and local miscellaneous receipts based upon the previous year’s receipts that assessors deduct from the gross amount to be raised in order to arrive at the tax levy. Excess And Deficiency Also called the “surplus revenue” account, this is the amount by which cash, accounts receivable, and other assets exceed a regional school district’s liabilities and reserves as certified by the Director of Accounts. The calculation is made based upon the balance sheet that is submitted by the district’s auditor, accountant, or comptroller as of June 30. The regional school committee must apply certified amounts exceeding five percent of the district’s prior year operating and capital costs to reduce the assessment on member cities and towns. Excess Levy Capacity The difference between the levy limit and the amount of real and personal property taxes actually levied in a given year. Annually, the Board of Selectmen must be informed of excess levy capacity and their acknowledgment must be submitted to the Department of Revenue when setting the tax rate. Fiscal Year Since 1974, the Commonwealth and municipalities have operated on a budget cycle that begins Ju ly 1 and ends June 30. The designation of the fiscal year is that of the calendar year in which the fi scal year ends. For example, the 2023 fiscal year is July 1, 2022 to June 30, 2023 and is usually written as FY2023. Since 1976, the federal government has had a fiscal year that begins October 1 and ends September 30. Fixed Costs Costs that are legally or contractually mandated such as retirement, FICA/Social Security, insurance, debt service or interest costs. 93 Foundation Budget The target imposed by the Education Reform Act of 1993 for each school district, defining the spending level necessary to provide an adequate education for all students. Free Cash Unrestricted funds from operations of the previous fiscal year that are certified by the Director of Accounts as available for appropriation. Remaining funds include unexpended free cash from the previous year, receipts in excess of estimates shown on the tax recapitulation sheet, and unspent amounts in budget line-items. Unpaid property taxes and certain deficits reduce the amount that can be certified as free cash. The calculation of free cash is based upon the balance sheet as of June 30, which is submitted by the Town Accountant. A community should maintain a free cash balance to provide a hedge against unforeseen expenditures and to ensure there will be an adequate reserve to prevent sharp fluctuations in the tax rate. Maintenance of an adequate free cash level is not a luxury but a necessary component of sound local fiscal management. Credit rating agencies and other members of the financial community expect municipalities to maintain free cash reserves and make judgments regarding a community’s fiscal stability, in part, on the basis of free cash. Fund An accounting entity with a self-balancing set of accounts that are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with specific regulations, restrictions, or limitations. Fund Accounting Organizing the financial records of a municipality into multiple funds. A fund is a distinct entity within the municipal government in which financial resources and activity (assets, liabilities, fund balances, revenues and expenditures) are accounted for independently in accordance with specific regulations, restrictions and limitations. Examples of funds include the general fund and enterprise funds. General Fund The fund used to account for most financial resources and activities governed by the normal town meeting appropriation process. General Obligation (GO) Bonds Bonds issued by a municipality that are backed by the full faith and credit of its taxing authority. Hotel/Motel Excise A local option that allows a community to assess a tax on room occupancy. The community may levy up to 6% of the taxable rents of hotels, motels and lodging houses in that community. Indirect Cost Costs of a service not reflected in the service’s operating budget. An example of an indirect cost of providing water service would be health insurance costs for water department employees. A determination of these costs is necessary to analyze the total cost of service delivery and a Mutual Agreement for reporting and paying indirect costs is required between the Select Board and respective Department / Committee. Interest Compensation paid or to be paid for the use of money, including amounts payable at periodic intervals or discounted at the time a loan is made. Interest Rate The interest payable, expressed as a percentage of the principal available, for use during a specified period of time. It is always expressed in annual terms. Law Enforcement Trust Fund A revolving fund established to account for a portion of the proceeds from the sale of property seized from illegal drug-related activities. Funds may be expended to defray certain qualified law enforcement costs as outlined in MGL Ch. 94C ss. 47. Funds from this account may be expended by the Police Chief without further appropriation. Levy The amount a community raises through the property tax. The levy can be any amount up to the levy limit. Levy Ceiling The maximum levy assessed on real and personal property may not exceed 2 ½ percent of the total full and fair cash value of all taxable property (MGL Ch. 59 ss. 21C). Property taxes levied may exceed this limit only if the community passes a capital exclusion, a debt exclusion, or a special exclusion. Levy Limit The maximum amount a community can levy in a given year. The limit can grow each year by 2 ½ percent of the prior year’s levy limit plus new growth and any overrides. The levy limit can exceed the levy ceiling only if the community passes a capital expenditure exclusion, debt exclusion, or special exclusion. 94 Line-Item Budget A budget that focuses on inputs of categories of spending, such as supplies, equipment, maintenance, or salaries, as opposed to a program budget. Local Aid Revenue allocated by the commonwealth to cities, towns, and regional school districts. Estimates of local aid are transmitted to cities, towns, and districts annually by the “Cherry Sheets”. Most Cherry Sheet aid programs are considered revenues of the municipality’s or regional school districts’ general fund and may be spent for any purpose, subject to appropriation. Local Receipts Locally generated revenues, other than real and personal property taxes and enterprise fund revenues. Examples include motor vehicle excise, investment income, hotel/motel tax, fees, rentals, and charges. Annual estimates of local receipts are shown on the tax rate recapitulation sheet. Motor Vehicle Excise (MVE) Every motor vehicle and trailer registered in the Commonwealth is subject to the MVE unless expressly exempted. MVE is imposed for the privilege of registering a motor vehicle. Registering a motor vehicle automatically triggers the assessment of the excise. Municipal(s) Municipal refers to any state or subordinate governmental unit. “Municipals” (i.e., municipal bonds) include not only the bonds of all local subdivisions, such as cities, towns, school districts, special districts, but also bonds of the state and agencies of the state. Municipal Revenue Growth Factor (MRGF) An estimate of the percentage change in a municipality’s revenue growth for a fiscal year. It represents the combined percentage increase in the following revenue components; automatic 2 ½ percent increase in the levy limit, estimated new growth, the change in selected unrestricted state aid categories, and the change in selected unrestricted local receipts (Education Reform Act of 1993). Net School Spending (NSS) School budget and municipal budget amounts attributable to education, excluding long-term debt service, student transportation, school lunches and certain other specified school expenditures. A community’s NSS funding must equal or exceed the NSS Requirement established annually by the Department of Education (DOE) (Education Reform Act of 1993). New Growth The taxing capacity added by new construction and other increases in the property tax base. New growth is calculated by multiplying all increases in value which are not the result of revaluation by the tax rate of the previous fiscal year, for example, FY2023 new growth is determined by multiplying the value on January 1, 2022 by the FY2022 tax rate. Assessors must submit documentation of new growth to the BLA annually before setting the tax rate. Documentation sh ould be retained for five years in the event of a BLA audit. Operating Budget A plan of proposed expenditures for personnel, supplies, and other expenses for the coming fiscal year. Overlay (Overlay Reserve or Allowance for Abatements and Exemptions) An account established annually to fund anticipated property tax abatements, exemptions and uncollected taxes in that year. The overlay reserve is not established by the normal appropriation process, but rather is raised on the tax rate recapitulation sheet. Overlay Surplus Any balance in the overlay account in excess of the amount remaining to be collected or abated can be transferred into this account. Within ten days of a written request by the chief executive officer of a city or town, the Board of Assessors must provide a certification of the excess amount of overlay available to transfer. Overlay surplus may be appropriated for any lawful purpose. At the end of each fiscal year, unused overlay surplus is “closed” to surplus revenue. Override A vote by a community at an election to permanently increase the levy limit. An override vote may increase the levy limit no higher than the levy ceiling. The override question on the election ballot must state a purpose for the override and the dollar amount). Override Capacity The difference between a community’s levy ceiling and its levy limit. It is the maximum amount by which a community may override its levy limit. Payments In Lieu Of Taxes (PILOT) An agreement between a municipality and an entity not subject to taxation, such as charitable or educational organizations, in which the payer agrees to make a voluntary payment to the municipality. By law, a city or town must make such payment to any other community in which it owns land used for public purposes. 95 Proposition 2 ½ (Prop 2 ½) M.G.L. c.59, §21C was enacted in 1980 and limits the amount of revenue a city or town may raise from local property taxes each year. This amount is the community’s annual levy limit. The law allows the levy limit to increase each year by 2.5% plus any new growth revenue derived from taxes from new construction and alterations. This amount may not exceed the community’s levy ceiling. Proposition 2 ½ also established two types of voter approved increases in local taxing authority – overrides and exclusions. Receipts Reserved Proceeds that are earmarked by law and placed in separate accounts for appropriation for particular purposes. For example, parking meter proceeds may be appropriated to offset certain expenses for parking meters and the regulation of parking and other traffic activities. Reserve Fund An amount set aside annually within the budget of a city (not to exceed 3% of the tax levy for the preceding year) or town (not to exceed 5% of the tax levy for the preceding year) to provide a funding source for extraordinary or unforeseen expenditures. In a town, the Finance Committee can authorize transfers from this fund for “extraordinary or unforeseen” expenditures. Other uses of the fund require budgetary transfers by town meeting. Revenue Anticipation Borrowing Cities, towns and districts may issue temporary notes in anticipation of taxes (TAN’s) or other revenue (RAN’s). The amount of this type of borrowing is limited to the total of the prior year’s tax levy, the net amount collected in motor vehicle and trailer excise in the prior year and payments made by the Commonwealth in lieu of taxes in the prior year. According to MGL Ch. 44 ss. 4, cities, towns and districts may borrow for up to one year in anticipation of such revenue. Revenue Anticipation Note (RAN) A short-term loan issued to be paid off by revenues, such as tax collections and state aid. RANs are full faith and credit obligations. Revenue Bond A bond payable from and secured solely by specific revenues and thereby not a full faith and credit obligation. Revolving Fund Allows a community to raise revenues from a specific service and use those revenues without appropriation to support the service. For departmental revolving funds, MGL Ch 44 ss. 52E ½ requires each revolving fund must be established by ordinance or charter and stipulates that each fund must be re-authorized each year at annual town meeting action, and that a limit on the total amount that may be spent form each fund must be established at that time. The aggregate of all revolving funds may not exceed ten percent of the amount raised by taxation by the town in the most recent fiscal year, and not more than one percent of the amount raised by taxation may be administered by a single fund. Wages and salaries for full-time employees may be paid from the revolving fund only if the fund is also charged for all associated fringe benefits. Revolving funds for other programs as provided by statute are still allowed, and a departmental revolving fund may be implemented in addition to or in conjunction with other existing statutory revolving funds, provided that the departmental revolving fund does not conflict with provisions of other revolving funds. Sale Of Cemetery Lots Fund A fund established to account for proceeds of the sale of cemetery lots. The proceeds may only be appropriated to pay for the cost of the land, its care and improvement or the enlargement of the cemetery under provisions of MGL Ch. 144 ss. 15. Stabilization Fund A fund designed to accumulate amounts for capital and other future spending purposes, although it may be appropriated for any lawful purpose. Communities may appropriate into this fund in any year an amount and any interest shall be added to and become a part of the fund. A two-thirds vote of town meeting is required to appropriate money from the Stabilization Fund. State Aid Anticipation Note (SAAN) A short-term loan issued in anticipation of a state grant or aid (MGL Ch. 44 ss. 6A). State House Notes Debt instruments for cities, towns, counties and districts certified by the Director of Accounts. State House Notes, payable annually, are usually limited to maturities of five years. The notes are generally less costly and easier to issue than conventional issues for borrowing. They are commonly used for temporary loans and smaller long-term issues. Tax Rate The amount of property tax stated in terms of a unit of the municipal tax base; for example, $14.80 per $1,000 of assessed valuation of taxable real and personal property. 96 Tax Rate Recapitulation Sheet (Recap Sheet) A document submitted by a city or town to the Department of Revenue in order to set a property tax rate. The recap sheet shows all estimated revenues and actual appropriations that affect the property tax rate. The recap sheet should be submitted to the Department of Revenue by September 1 (in order to issue the first-half semiannual property tax bills before October) or by December 1 (in order to issue the third quarterly property tax bills before January 1). Five Year Valuation Certification The Commissioner of Revenue is required to review local assessments every five years and to certify that they represent FFCV. The Bureau of Local Assessments is responsible for this process. Trust Fund In general, a fund held for the specific purpose stipulated by a trust agreement. The Town Treasurer acts as a custodian of trust funds and invests and expends such funds as stipulated by trust agreements or as directed by the Commissioners of Trust Funds or by town meeting. Both principal and interest may be used if the trust is established as an expendable trust. For non-expendable trust funds, interest but not principal may be expended as directed. Underride A vote by a community to permanently decrease the tax levy limit. As such, it is the exact opposite of an override. Unfunded Pension Liability Unfunded pension liability is the difference between the value assigned to the retirement benefits already earned by a municipality’s employees and the assets the local retirement system will have on hand to meet these obligations. The dollar value of the unfunded pension liability is driven by assumptions about interest rates at which a retirement system’s assets will grow and the rate of future costs of living increases to pensioners. Uniform Municipal Accounting System (UMAS) The Department of Revenue regards UMAS as the professional standard for municipal account system that conforms to Generally Accepted Accounting Principles modern municipal accounting in Massachusetts. Among the benefits of conversion to UMAS is increased consistency in reporting and record keeping and enhanced comparability of data among cities and towns. Unreserved Fund Balance (Surplus Revenue Account) The amount by which cash, accounts receivable, and other assets exceed liabilities and restricted reserves. It is akin to a “stockholders’ equity” account on a corporate balance sheet. It is not, however, available for appropriation in full because a portion of the assets listed as “accounts receivable” may be taxes receivable and uncollected. Warrant An authorization for an action. For example, a town meeting warrant establishes the matters that may be acted upon by that town meeting. A treasury warrant authorizes the treasurer to pay specific bills. The assessors’ warrant authorizes the tax collector to collect taxes in the amount and from the persons listed, respectively. Water Surplus For water departments operating under MGL Ch. 41 ss. 69B, any revenues in excess of estimated water receipts or unspent water appropriations closeout to a water surplus account. Water surplus may be appropriated to fund water-related general and capital expenses or to reduce water rates. Waterways Improvement Fund An account into which fifty percent of the proceeds of the boat excise is deposited. Use of these proceeds is limited to certain waterway expenses as outlined in MGL Ch. 40 ss. 5G. 97 For Your Information April 23, 2024 1. Joint Base Cape Cod website launch and open house sessions 2. MassDOT Administrator’s Report 3. Cape Cod Bridges Program Outreach Events 4. Health and Human Ser vices Grant Report (South Coastal Counties Legal Services) 5. Alewife Committee Applications a. Abigail Archer b. Owen Nichols 6. Letter of Resignation from the Cultural Council 7. Memo Re. Additional Sand at Paine’s Creek 8. Resident email regarding leaf blowers 9. Disposal fee waiver Cape Cod Sea Camps Archive d: Friday, April 12, 2024 1:37:37 PM From: Hokenson, Erikk Se nt: Friday, April 12, 2024 10:21:06 AM To: Hokenson, Erikk Subje ct: JointBaseCC.com is Live! Importance : Normal Se ns itivity: None Attachme nts : JBCC O pen House Flyer 5-8-24.pdf; Thank you for your inte re st i n Joint Base Cape Cod. MassDevel opment, in partne rshi p wi th Joi nt Base Cape Cod, the Commonweal th of Massachuse tts, and othe r stake holders, i s anal yzi ng pote nti al sce nari os f or the redevel opment of l and no l onger re qui red by JBCC. Our we bsi te , joi ntbase cc.com, i s now l ive and we’d l ove to he ar from you. Pl ease vi si t to learn more about the study, ask any que sti ons you have , and share your i deas, whi ch wi l l be se nt straight to us. You can al so subscri be for f uture update s. MassDe ve lopme nt is hosting two ope n house sessions on Wednesday, May 8. The fi rst se ssi on wi ll be 2:30-4 PM at the Bourne Communi ty Cente r, 239 Main Stre e t, Buzzards Bay. The second se ssi on wil l be 5:30-7 PM at the JBCC Wel come Ce nter, Bui l di ng 1805, Buzzards Bay. Each se ssi on wi ll begi n wi th a bri ef pre se ntati on and provi de an opportuni ty to share your thoughts about the future re de ve lopme nt of JBCC. (Both se ssi ons wi ll be the same .) You can RSVP for ei the r session he re. Pl e ase l e t me know i f you have any que stions. Thanks agai n, Eri kk Erikk Hokenson Vi ce Presi de nt, Real Estate Deve l opme nt MassDev elopment The Commonwealth’s Developmen t Finan ce Agency & Lan d Bank 99 Hi gh Street, Boston MA 02110 Direct: 617.330.2038 Mobile : 857.202.9809 e hoke nson@massdeve l opme nt.com massde ve lopme nt.com Community Forum JOINT BASE CAPE COD DIVESTMENT PARCELS ANALYSIS UPDATE MAY 8, 2024MAY 8, 2024 We want to hear from you! Please join us for an open house session on We want to hear from you! Please join us for an open house session on Wednesday, May 8, 2024. Wednesday, May 8, 2024. Each Each session will begin with a brief presentation about the session will begin with a brief presentation about the Divestment Parcels Analysis Update Divestment Parcels Analysis Update and provide and provide opportunity to share your thoughts about future redevelopment opportunities at JBCC.opportunity to share your thoughts about future redevelopment opportunities at JBCC. There are two opportunities to participate: 1. Afternoon Session: 2:30-4:00 PM Bourne Community Center 239 Main Street, Buzzards Bay, MA 2. Evening Session: 5:30-7:00 PM JBCC Welcome Center, Building 1805 Connery Avenue, Buzzards Bay, MA Questions? Erikk Hokenson Vice President, Real Estate Development ehokenson@massdevelopment.com More details at jointbasecc.com RSVP’s are encouraged at tinyurl.com/jointbasecc or by scanning the QR code Administrator’s Report April 17, 2024 MassDOT Program Preview On March 27th, we had our annual Program Preview with MassDOT. The Program Preview gives CCRTA a chance to highlight our previous year’s accomplishments and highlights, how we have dealt with the workforce shortage, planned goals and objectives for the upcoming fiscal year. We also reviewed the FY 2024- 2025 SCA MOU performance metric reporting, monthly ridership for September 2013 – 2023, Low/Zero Emission Fleet transition and our Fare Free program. MassDOT was exceptionally happy with our past, present and future plans. They commended CCRTA for paying off the Revenue Anticipation Notes in its entirety, the only Regional Transit Authority to accomplish that outcome. MassDOT Audit Beginning in December, the MassDOT started their own audit. Following collection of many documents electronically, the auditor was at CCRTA for two days at which time he interviewed various personnel about various systems and processes. They also did site visits at both Hyannis Transportation Center and our Operations Center in Dennis. In the exit audit conference, the MassDOT auditors indicated they were very pleased with the cooperation of the CCRTA team, the quality of the documentation provided and indicated there were no audit findings. We are currently awaiting our draft report. SmartDART Expansion The CCRTA's expansion of its SmartDART service across Cape Cod, slated for June coinciding with summer schedules, marks an exciting development for local transportation. With coverage extending to the lower and upper cape, this expansion promises enhanced accessibility for residents and visitors alike. The bolstering of resources for micro-transit services in the upper and mid Cape areas reflects a commitment to meeting the diverse needs of the community. SmartDART's on-demand booking feature offers flexibility, catering to the dynamic travel requirements of customers. Efforts to integrate SmartDART with existing fixed route and Dial-a-Ride (DART) transit services underscore a holistic approach to transportation solutions. By leveraging synergies between different transit options, the CCRTA aims to optimize efficiency and convenience for passengers. The continued growth in SmartDART ridership underscores its popularity and utility among commuters. As the CCRTA explores innovative ways to further integrate SmartDART with its fleet and service demands, the expansion represents a significant milestone in Cape Cod's transportation landscape. New Fare Collection System – “Go Card” New fare collection equipment is being installed on fixed route vehicles that will allow customers to use an account-based fare system. This system will provide much more flexibility to our customers and make fare management and data collection easier for our staff. Customers will be able to manage their account via smartphone app and will present their new smartcard upon boarding the bus. Equipment will continue to be installed over the spring as CCRTA plans transition from the existing fare systems to the new one. Older Adults and Persons with a Disability Fixed Route Free Fare Program The Free Fare Program implemented on February 1st has proved to be very effective with almost 800 older adults and over 200 people with a disability registering in the program as of the writing of this report. The success of the Free Fare Program can also be attributed, in part, to our community outreach. Through our collaboration with the Councils on Aging, we have been able to effectively reach out to older adults and persons with a disability, ensuring they are aware of and able to access the program. By conducting Go Card registration sessions in coordination with our Travel Training assemblies, we have not only provided practical assistance in signing up for the program but also offered valuable education on how to navigate public transportation effectively. This approach has not only increased participation but has also empowered individuals to confidently utilize public transportation, thereby enhancing their mobility and overall quality of life. We have enjoyed a 14% increase in fixed route ridership year over year since the implementation of the program. Electric Vehicle/Zero Emission Vehicle and Supporting Infrastructure Update The CCRTA continues to make substantial progress on its migration from fossil fuel vehicles to battery electric and zero emission vehicles, including the required supporting infrastructure. In support of this goal, the CCRTA undertook a comprehensive effort to review and fine-tune the November 2023 vehicle migration plan issued by Hatch, the consulting firm the CCRTA engaged to conduct this study. The CCRTA’s updated plan provides detailed recommendations on vehicle replacements through 2030. While a large share of the transit service vehicles replaced over this time period will be electric and hybrid buses, there is recognition that vehicle battery technology has not sufficiently advanced to support the distances traveled by CCRTA’s buses on all fixed routes and, in many cases, for on-demand DART/SmartDART transit services. For that reason, a share of the smaller and medium sized transit vehicles replaced in the near future will be fossil fuel vehicles. However, we expect battery technology to advance rapidly over the next few years, and we will continually evaluate our vehicle migration/replacement plan to adjust as needed. A summary of past accomplishments and current efforts underway is provided as follows: Previously installed 20 Level-2 EV charging units at the Hyannis Transportation Center with funding fully covered by the Eversource “Make Ready” program. There has been a continuous year-over-year increase in the publics use of the EV charging units since installation in 2019. Through April 5, 2024, 16 Ford Transit EVs have been delivered to the CCRTA’s Operations facility in South Dennis, MA, with an additional 4 EVs expected within the next month. Along with the EVs, 20 Level-2 chargers were supplied: 10 units which have been installed and are in use at the Operations facility and 10 units presently under discussion for future installation in strategic locations across the Cape. Full funding for the EVs and EV charging units provided through the MassDOT Mobility Assistance Program (MAP). CCRTA is in the process of outfitting these vehicles, with deployment in its paratransit system occurring in the upcoming months. Placed an order for 6-Gillig 35’ electric buses, fully funded through a $7.6 million grant provided under the VW settlement agreement. VW settlement funding includes the procurement and installation of 6 Level-3 Fast Chargers, which will be installed at the Operations facility within the next year. Gillig’s EV bus production “build-out” timeline is 22-months, with an expected delivery date in early 2026 and deployment shortly thereafter. Over the next 18 months, will be installing an additional 32 Level-2 EV charging units at the Operations facility in South Dennis, MA and 4 Level-3 Fast Chargers at the Hyannis Transportation Center, in support of the continued migration to electric vehicles. Working in close collaboration with Eversource to request funding through the “Make Ready” program to cover most of the costs associated with this initiative. Over the next 2-years, the CCRTA will be ordering 18-low emission 35’ Gillig hybrid buses, to replace the existing fleet of fossil fuel Gillig buses that have exceeded their useful life in both age and milage. CCRTA is in the process of submitting a grant application under the Federal Transit Administration’s “Low-No” grant to cover the cost of this procurement. Gillig’s hybrid bus production “build-out” timeline is 22-months from the date the order is placed. In preparation towards the migration to electric-powered vehicles, CCRTA has worked closely with the Operating company to provide extensive training for the implementation, operation, storage, charging, and maintenance of the EV buses. The EV training program is currently underway and consists of both hands-on and didactic instruction for each employee craft, including drivers, mechanics, supervisors, trainers, dispatchers, administrative staff and managers. Each team member is required to attend multiple classes over the course of the next two months. Drivers and mechanics will receive continued monthly EV instruction thereafter, in addition to the traditional safety training. We are in the process of a paced implementation of electric vehicles as the teams become fully trained. Further complementing the CCRTA’s migration to electric and hybrid buses, several collaborations are in place, including: Involvement with Cape Tech Schools and Cape Cod Community College regarding EV/ZEV training programs. In partnership with the Cape Cod Gateway Airport, secured grant funding for a study and construction of a microgrid on airport property that will support CCRTA’s electric bus charging needs in the event of an emergency power failure. Work closely with the Cape Cod Climate Change Collaborative (i.e. 5Cs) and our multi-modal transportation partners on numerous topics involving electric vehicle charging infrastructure. Cape Cod Climate Change Collaborative I have been asked to be a panelist at the Big Blue Conference which will be held on April 30th at Aloft Aviation at the Cape Cod Gateway Airport. The Big Blue Conference is the Cape Cod Blue Economy Foundation's annual conference curated to spark conversations and inspire actions relevant to the vitality of Cape Cod and the surrounding Blue Economy. Presenters and attendees are community leaders, industry professionals, global experts and advocates as well as Cape Cod marine businesses and workers. Archive d: Friday, April 12, 2024 1:36:49 PM From: MassDO T M ail re ce ive d time : Fri, 12 Apr 2024 14:51:42 Se nt: Friday, April 12, 2024 10:51:43 AM Subje ct: Cape Cod Bridges Program - Spring O utreach Events Importance : Normal Se ns itivity: N one T he Cape Cod Br id ges Pro gr a m This noti ce is to inform you of upcoming spri ng publi c outreach events for the Massachusetts Department ofTransportation's (MassD OT's) C ape Cod Bridges Program. Thi s Program wi ll include the replacement of theBourne and Sagamore bri dges, new connecti ons to the local roadway network, and i mproved multimodalaccommodations wi thin the Cape Cod Canal area. On April 25, MassDOT will host a Virtual Publi c Meeti ng, and on May 13, MassD OT wi ll host an in-person OpenHouse in Bourne. At these events, there will be information on the status of the Program, project funding andfederal grants, scopi ng of the Environmental Impact Statement (EIS) under the National Environmental PolicyAct (NEPA), and next steps. All views and comments submitted in response to these events will be revi ewedand consi dered to the maximum extent possible. Virtual Public Information MeetingDate: Thursday, April 25, 2024Time: 6:00 p.m., ESTLocation: ZoomTo Regi ster: https://www.mass.gov/event/cape-cod-bridges-program-bourne-vi rtual-public-informati on-meeting-42524-2024-04-25t180000-0400-2024-04-25t200000-0400 In-Person Open HouseDate: May 13, 2024Time: Afternoon: 12 p.m. to 3 p.m., and eveni ng: 5 p.m. to 8 p.m. ESTLocation: Bourne Veteran's Memorial Community Center, 239 Mai n Street, Buzzards Bay, MANote: This event includes di splay stati ons wi th visuals and team members, rather than a formal presentation,and the publi c is encouraged to attend at the most convenient time. Engli sh Event Flyer Engli sh Event FlyerPortuguese Event FlyerSpanish Event Flyer To sign up to recei ve Program updates please vi sit: http://tiny.cc/CapeCodProgramSub. For more i nformationon the Program please visit the Program web site: https://www.mass.gov/cape-bri dges. Please feel free toextend thi s meeting invi tati on to others that may have an interest i n attending. In the interim, please use theProgram's comment form for any questi ons or concerns at: http://tiny.cc/CapeC odProgramC F. Ques tions ?Contact Us STAY CONNECTED: T hi s e m ai l was sen t u si ng PIM A on b eha l f of the: M assach usetts De pa rtm e nt o f T ra nsportati on - 10 Park Pl aza - Boston, M A 02 11 6 877-623 -684 6 If y ou would like t o unsubscribe p lease click here. 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 résumé 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: Cell: 4. Email: 5. This is an application for: Full member status Alternate status 6. Are you a full-time Brewster resident? Yes No 7. Years you’ve lived in Brewster: 8. Are you registered to vote in Brewster? Yes No 9. Committees you are interested in serving on in order of preference: a. b. c. NOTE: You may attach a résumé 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 Date of Completion 11. OCCUPATION: ______________________________________________________ Active Retired Not currently working 12. EMPLOYMENT EXPERIENCE. List employers, job titles and dates of employment for at least previous 3 years. Name of Employer Job Title Dates of Employment 13. GOVERNMENT POSITIONS. List any Town of Brewster or other government volunteer, elected, or appointed positions you now hold or have held. 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: 15. GOALS: Please explain why you’d like to serve on a particular committee. 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 No 19. LOCAL REFERENCES: Please provide the names and contact information for references (Brewster residents preferred): 20. ADDITIONAL INFORMATION. Please add any additional information you’d like. a. Name: Address: Phone: Email: Relationship to you: b. Name: Address: Phone: Email: Relationship to you: 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: ABIGAIL FRANKLIN ARCHER . Brewster, MA 02631 Formal Education • Master of Science, Wildlife and Fisheries Conservation, University of Massachusetts, Amherst, Amherst, MA 2009. • Bachelor of Arts, Natural Science, Hampshire College, Amherst, MA 2002. • John A. Knauss Sea Grant Marine Policy Fellowship, NOAA, NMFS, Office of Sustainable Fisheries, Domestic Division, Silver Spring, MD 2009-2010. Experience Fisheries & Aquaculture Specialist, Cape Cod Cooperative Extension Marine Program & Woods Hole Oceanographic Institution Sea Grant Program, Barnstable, MA October 2019 – present • Principal Investigator (PI) of 5 year fish passage evaluation project on Town Brook in Plymouth • Co-lead WHSG Covid-19 financial response to economic effects of the pandemic to shellfish aquaculture industry, commercial shellfish harvesters, and municipal recreational shellfish programs • Coordinate teaching of a 10 week “Fundamentals of Shellfish Farming” course • Continue with the activities listed under the ‘Marine Resource Specialist’ position below Extension Lead, Woods Hole Oceanographic Institution Sea Grant Program, Barnstable, MA October 2019 – present • Direct and track the WHSG budget expenditures and lead the reporting of Extension activities • Serve as PI and Project Manager of topic-specific National Sea Grant funded projects • Coordinate the activities of and support the other 4 staff of the WHSG/CCCE Extension Program • Represent the WHSG Extension Program at Regional & National Sea Grant meetings Marine Resource Specialist, Cape Cod Cooperative Extension Marine Program & Woods Hole Oceanographic Institution Sea Grant Program Barnstable, MA January 2013 – September 2019 • Conduct applied research on marine resource issues • Communicate results of research projects to residents via presentations, website, social media • Coordinate a professional association of municipal river herring wardens • Develop and implement outreach programs Anadromous Fish Restoration Project Manager, Cape Cod Conservation District, Hyannis, MA December 2010 – September 2013 • Coordinated implementation of six fish passage restoration projects • Provided technical information on fishes’ life history, behavior, & performance in fish ladders • Tracked permitting, licensing, and funding for restoration projects Fishery Policy Analyst, Earth Resources Technology, Inc., at National Oceanic and Atmospheric Administration (NOAA), National Marine Fisheries Service (NMFS), Office of Sustainable Fisheries, Domestic Division, Silver Spring, MD February 2010 – December 2010 • Co-wrote Report to Congress on recreational fisheries issues • Developed briefing papers on fisheries management issues for NMFS Leadership • Responded to letters from members of Congress and citizens • Volunteer member of scientific crew on NOAA vessel Henry B. Bigelow, Leg I of Northeast Groundfish Survey Cruise John A. Knauss Sea Grant Marine Policy Fellowship, NOAA, NMFS, Office of Sustainable Fisheries, Domestic Division, Silver Spring, MD February 2009 – February 2010 • Researched & wrote paper on the history of optimum yield definitions in Fishery Management Plans ⚫ Attended meetings of the New England, Mid Atlantic, Gulf of Mexico, and Pacific Fishery Management Councils and the Atlantic States Marine Fisheries Commission • Engaged in strategic planning, including assessing and developing budget and personnel needs for specific activities in FY 2012-2016 Research Assistant, Silvio O. Conte Anadromous Fish Research Laboratory (U.S. Geological Survey- Biological Resources Division) Turners Falls, MA January 2006 –December 2008 • Evaluated performance of fish through fish ladder designs using video monitoring, and PIT and radio telemetry • Evaluated and presented physical and biological data using Hoboware data logger, Microsoft Access, SAS and Sigma Plot software Policy Specialist/Sanctuary Advocate, Wellfleet Bay Wildlife Sanctuary (WBWS), Massachusetts Audubon Society, Wellfleet, MA September 2002 – December 2005 • Analyzed Wellfleet Harbor and Shellfish Management and Area of Critical Environmental Concern draft plans and developed WBWS comments • Organized lecture series to inform public about issues addressed in plan • Coordinated and planned for State of Wellfleet Harbor Conference (SWHC) 2003-2005 Children’s and Family Naturalist, Wellfleet Bay Wildlife Sanctuary, Massachusetts Audubon Society, Wellfleet, MA Spring and Summer 1999 – 2005 • Communicated scientific information to non-scientific audiences • Taught aquatic and terrestrial ecology to K-12 children on field trips at the Sanctuary • Interpreted natural history of salt marsh and barrier beach environments to groups of 25-45 people aboard boats, in the field, and in lecture halls and classrooms Community Outreach Intern, New England Board of Higher Education Environmental Internship Program, Fore River Watershed Association, Weymouth, MA June-August 2001 • Tracked potential impacts of MBTA Greenbush commuter rail project on local waterways by attending public meetings and analyzing draft reports • Directed teams to conduct trash clean ups along Monatiquot and Fore Rivers Volunteer Coordinator, Hitchcock Center for the Environment, Amherst, MA Sept 2000-May 2001 • Developed and conducted training for volunteers to staff the front desk and library • Maintained and communicated volunteer schedule Student Assistant, Fore River Watershed Association, Braintree, MA February-June 1997 • Designed and coordinated production of, with grant from MA Coastal Zone Management, two interpretive signs to educate the public about the Fore River Watershed Volunteer Service, Professional, American Fisheries Society • Southern New England Chapter Secretary, 2022-2023, Vice President 2023-present Webmaster, 2016-present Communications Committee Chair, 2018-present Diversity Equity & Inclusion Committee Chair, October 2021-present • Membership Committee, Co-Chair 2022-present • Estuaries Section Webmaster, 2017-2021 President & Past-President, August 2013 – August 2017 Secretary, August 2008- July 2013 • Program Co-Chair, American Fisheries Society 2016 Annual National Meeting at Kansas City, Missouri, July 2015-May 2016 • Joint Committee on Fisheries Engineering and Science. American Fisheries Society and American Society of Civil Engineers, Member and Webinar Committee Chair, June 2013- June 2015 • Ad Hoc Committee on Fish Passage, American Fisheries Society Bioengineering Section and American Society of Civil Engineers Environmental and Water Resources Institute. Secretary, February 2011 – June 2013 Volunteer Service, Town & Community Board of Directors & Website Committee Chair, Cape Cod Salties Sportfishing Club, Nov 2020-present Secretary, Coastal Committee, Town of Brewster, MA July 2014- September 2017 Member, February 2017 – May 2019 Member, Brewster Coastal Advisory Group, Town of Brewster, MA Sept 2015- Sept 2016 Conservation Commissioner, Town of Wellfleet, MA October 2003 – January 2005 Selected Continuing Education/Training • National Association of Counties, High Performance Leadership Master Certificate, 2020. • LGBTQIA2s+ Safe Spaces Workshop, American Fisheries Society, 2022 • Strategies for Communicating Science & Data to Non-Scientists, Cathy Angell, 2020 • How to Design & Deliver an Engaging Virtual Training, Cathy Angell, 2020 • How to Plan & Facilitate an Engaging Virtual Meeting, Cathy Angell, 2020 • Conflict Management Skills for Fisheries Professionals, American Fisheries Society, 2019 • Navigating in Rough Seas: Public Issues & Conflict Management, NOAA Coastal Services, 2015 • Project Design & Evaluation, NOAA Coastal Services, 2005, 2013 • Water Words that Work - Communications Training, 2011, 2015 Peer Reviewed Publications Reitsma, J., Diane C. Murphy, Abigail F. Archer, Richard H. York. 2016. Nitrogen extraction potential of wild and cultured bivalves harvested from nearshore waters of Cape Cod, USA, Marine Pollution Bulletin. 116(1-2) 175-181. http://dx.doi.org/10.1016/j.marpolbul.2016.12.072 Franklin, Abigail, Alex Haro, Ted-Castro Santos and John Noreika. 2012. Evaluation of nature-like and technical fishways for the passage of alewife (Alosa pseudoharengus) at two coastal streams in New England. Transactions of the American Fisheries Society. 141(3) 624-637. Extended Abstract; Franklin, Abigail, Alex Haro and Ted Castro-Santos. 2008. An evaluation of nature-like fishways for passage of anadromous alewife (Alosa pseudoharengus). In Challenges for Diadromous Fishes in a Dynamic Global Environment. Edited by A. Haro. American Fisheries Society, Bethesda, MD. Haro, Alex, Abigail Franklin and Tony Williams. Evaluation of Fish Migration in the Achushnet River. Final Report. December 2008. United States Geological Survey Silvio O. Conte Anadromous Fish Research Laboratory. Submitted to: NOAA National Marine Fisheries Service Office of Habitat Conservation. Outreach Publications Reitsma, J., A. Archer, and D. Murphy. 2020. Growing Methods for Petite Atlantic Surf clams (Spisula solidissima). Woods Hole Sea Grant Marine Extension Bulletin. Archer, Abigail, Joshua Reitsma, and Diane Murphy. 2014. A Comparison of Bottom and Floating Gear for Growing American Oysters (Crassostea virginica) in Southeastern Massachusetts. Woods Hole Sea Grant Marine Extension Bulletin. Franklin, Abigail. Mills and Muskrats on the Monatiquot: The Story of Braintree’s River. Braintree Historical Society, 2003. Selected Video Presentations & Interviews Rivers Full of Fish Webinar October 22, 2020 - World Fish Migration Day. Presentation starts at minute 59:00 Title: "Town Brook Plymouth, Did the removal of Holmes Dam improve river herring passage?" Outreach Video - River Herring with Abigail Archer. Association to Preserve Cape Cod, Massachusetts Environmental Trust Project. June 2019. Interview with Kyle Hinkle, Lower Cape TV, Best of Brewster – Coastal Life. Brewster Coastal Committee, May 2018 Stony Brook Brewster circa 1985. Abigail Franklin Archer, Cynthia Vondal Franklin, Jonathan Franklin 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 résumé 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: Cell: 4. Email: 5. This is an application for: Full member status Alternate status 6. Are you a full-time Brewster resident? Yes No 7. Years you’ve lived in Brewster: 8. Are you registered to vote in Brewster? Yes No 9. Committees you are interested in serving on in order of preference: a. b. c. NOTE: You may attach a résumé 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 Date of Completion 11. OCCUPATION: ______________________________________________________ Active Retired Not currently working 12. EMPLOYMENT EXPERIENCE. List employers, job titles and dates of employment for at least previous 3 years. Name of Employer Job Title Dates of Employment 13. GOVERNMENT POSITIONS. List any Town of Brewster or other government volunteer, elected, or appointed positions you now hold or have held. 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: 15. GOALS: Please explain why you’d like to serve on a particular committee. 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 No 19. LOCAL REFERENCES: Please provide the names and contact information for references (Brewster residents preferred): 20. ADDITIONAL INFORMATION. Please add any additional information you’d like. a. Name: Address: Phone: Email: Relationship to you: b. Name: Address: Phone: Email: Relationship to you: 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: Owen C. Nichols Center for Coastal Studies e E-mail: PROFESSIONAL EXPERIENCE: 2019 – present: Center for Coastal Studies, Provincetown, MA Coordinator, Interdisciplinary Research: works with department chairs and program heads to organize interdisciplinary studies that are beyond the scope of a single department or program, specific duties include developing research collaborations, facilitating intra- and inter-agency communications, stakeholder engagement, preparation and review of research proposals or other technical documents, pursuing opportunities to attain new technologies, and developing advanced educational programming. 2015 – present: Woods Hole Oceanographic Institution, Woods Hole, MA Guest Investigator, Biology Department: conducts and facilitates collaborative research, participates in interdisciplinary research consortium as steering committee member, organizes meetings and chairs working groups and workshops. 2008 – present: Center for Coastal Studies, Provincetown, MA Director, Marine Fisheries Research: directs program to conduct cooperative research with local fishermen and aquaculturists. Responsible for administration of multiple projects and grants, supervision of staff, undergraduate and graduate student interns, and volunteers. 2007 – 2016: School for Marine Science and Technology, University of Massachusetts, New Bedford, MA Graduate Research Assistant, Department of Fisheries Oceanography: participated in cooperative research projects - duties included sea sampling, deployment of advanced sensing/imaging equipment, and data analysis/management. 1999 – 2006: Center for Coastal Studies, Provincetown, MA Research Assistant II, Right Whale Research: Coordinator/Co-Investigator, Right Whale Aerial Survey Program; proficient in field research techniques including systematic aerial and shipboard surveys, oceanographic sampling, and photo-identification; data analysis/management including database maintenance and Geographic Information Systems (GIS); responsible for supervision of laboratory and 3 staff, administration of multiple projects and grants, interagency communication and collaboration, preparation of research proposals, reports, presentations and manuscripts; participated in Center education programs as a naturalist and lecturer. ACADEMIC APPOINTMENTS: 2018 – present: University of Massachusetts, Boston, MA Adjunct Faculty, Coastal Processes and Ecosystems Laboratory (CaPE Lab): Advises graduate students, conducts collaborative research. 2017 – present: Shoals Marine Lab, Durham, NH Adjunct Professor: teaches lecture and field-based undergraduate course in Sustainable Fisheries. 2017 – present: Massachusetts Maritime Academy, Bourne, MA Adjunct Professor: teaches lecture and field-based undergraduate course in Marine Mammal Biology and Ecology. EDUCATION: Ph. D. candidate, Marine Sciences and Technology, University of Massachusetts – Dartmouth, anticipated completion date September 2024. M. Sc. Marine Sciences and Technology, University of Massachusetts – Dartmouth, September 2012. B. A. Marine Affairs, University of Rhode Island, May 1998. RESEARCH: Owen conducts community-based collaborative research with local fishermen and shellfish farmers, taking a naturalist’s approach to developing a shared understanding of marine ecosystems. Primary research interests include fisheries oceanography and marine mammal/fishery interactions. Current focus is the distributional ecology of invertebrates and finfish and implications for fishery management. Primary dissertation research includes a study of longfin inshore squid (Doryteuthis pealeii) distribution relative to environmental variables in Nantucket Sound, Massachusetts, conducted in collaboration with local fishermen. Key elements of research are direct involvement of fishermen in sampling design and data collection and the application and deployment of advanced sensing/imaging technology for fisheries research/stock assessment. PEER-REVIEWED PUBLICATIONS: Legare, B.J., O.C. Nichols, and L. Ludwig. 2024. Ageing abandoned, lost and discarded lobster fishing gear based on fouling assemblages. Aquatic Conservation: Marine and Freshwater Ecosystems 34(1): e4028. https://doi.org/10.1002/aqc.4028 Jackman, J.L., R. Bratton, S. Dowling-Guyer, J.J. Vaske, L. Sette, O.C. Nichols, and A. Bogomolni. 2023. Mutualism in marine wildlife value orientations on Cape Cod: Conflict and consensus in the sea and on the shore. Biological Conservation 288: 110359. https://doi.org/10.1016/j.biocon.2023.110359 Bratton, R., J.L. Jackman, S.A. Wood, S. Dowling-Guyer, J.J. Vaske, A. Bogomolni, M.V. Winton, M.A. Sanderson, O.C. Nichols, and L. Sette. 2023. Conflict with rebounding populations of marine predators: Management preferences of three stakeholder groups on Cape Cod, Massachusetts. Ocean and Coastal Management 244: 106800. https://doi.org/10.1016/j.ocecoaman.2023.106800 Scully, M.E., W.R. Geyer, D. Borkman, T.L. Pugh, A. Costa, and O.C. Nichols. 2022. Unprecedented summer hypoxia in southern Cape Cod Bay: An ecological response to regional climate change? Biogeosciences 19: 3523-3536. https://doi.org/10.5194/bg-19-3523-2022 Pershing, A., M. Alexander, D.C. Brady, D. Brickman, E. Curchitser, T. Diamond, L. McClenachan, K.E. Mills, O.C. Nichols, D.E. Pendleton, N.R. Record, J.D. Scott, M.D. Staudinger, and Y. Wang. 2021. Climate impacts on the Gulf of Maine ecosystem: A review of observed and expected changes in 2050 from rising temperatures. Elementa: Science of the Anthropocene 9(1): 00076. https://doi.org/10.1525/elementa.2020.00076 Bogomolni, A., O.C. Nichols, and D. Allen. 2021. A community science approach to conservation challenges posed by rebounding marine mammal populations: seal-fishery interactions in New England. Frontiers in Conservation Science 2: 696535. https://doi.org/10.3389/fcosc.2021.696535 Legare, B.J., O.C. Nichols, and M. Borrelli. 2020. Persistence of hydraulic dredge tracks following surf clam harvesting in shallow water. Journal of Shellfish Research 39(2): 331-336. https://doi.org/10.2983/035.039.0214 Legare, B.J., O.C. Nichols, L. Sette, A. Mittermayr, and M. Borrelli. 2020. Relationships between species communities as determined by analysis of data from multiple surveys of Pleasant Bay, Cape Cod, Massachusetts. Northeastern Naturalist 27(Special Issue 10): 114-131. https://doi.org/10.1656/045.027.s1005 Nichols, O.C., B.J. Legare, T. Famulare, E. Sgarlat, and T. Lucas. 2020. Seasonal occurrence and relative abundance of fishes and macroinvertebrates in Pleasant Bay, Cape Cod, Massachusetts. Northeastern Naturalist 27(Special Issue 10): 76-97. https://doi.org/10.1656/045.027.s1004 Jacobson, S.K., J. Seavey, J. Goodman, O.C. Nichols, L.C. Williams, M. Márquez-García, and O. Barbosa. 2020. Integrating entrepreneurship and art to improve creative problem-solving in fisheries education. Fisheries 45(2): 84-89. https://doi.org/10.1002/fsh.10351 Bisagni, J.J., O.C. Nichols, and R. Pettipas. 2019. Inter-annual variability of Gulf Stream warm-core ring interactions with the outer continental shelf and potential broad scale relationships with longfin squid (Doryteuthis pealeii) relative abundance, 1981-2004. ICES Journal of Marine Science 76(5): 1257-1270. https://doi.org/10.1093/icesjms/fsz144 Nichols, O.C., K. Groglio, and E. Eldredge. 2019. In situ monitoring of longfin inshore squid egg deposition and embryonic development. Journal of Shellfish Research 38(2): 371-374. https://doi.org/10.2983/035.038.0217 Staudinger, M.D., K. Mills, K. Stamieszkin, N.R. Record, C.A. Hudak, A. Allyn, A. Diamond, K. Friedland, W. Golet, M. Henderson, C.M. Hernandez, T.G. Huntington, R. Ji, C.L. Johnson, D.S. Johnson, A. Jordaan, J. Kocik, Y. Li, M. Liebman, I. Mlsna, O.C. Nichols, D. Pendleton, R.A. Richards, T. Robben, A.C. Thomas, H.J. Walsh, and K. Yakola. 2019. It’s about time: A synthesis of changing phenology in the Gulf of Maine ecosystem. Fisheries Oceanography 28(5): 532-566. https://doi.org/10.1111/fog.12429 Nichols, O.C., E. Eldredge, and S.X. Cadrin. 2014. Gray seal behavior in a fish weir observed using Dual- frequency Identification Sonar. Marine Technology Society Journal 48(4): 72-78. https://doi.org/10.4031/MTSJ.48.4.2 Rodhouse, P.G.K., G.J. Pierce, O.C. Nichols, and 15 others. 2014. Environmental effects on cephalopod population dynamics: implications for management of fisheries. Advances in Marine Biology 67: 99-233. Nichols, O.C., H. Lind, J. Baldwin, A.R. Jackett, M. Borrelli, and P.A. Small, Jr. 2011. Site selection for sustainable aquaculture development areas: a practical mapping approach. Journal of Ocean Technology 6(3): 60-70. Nichols, O.C. and U.T. Tscherter. 2011. Feeding of sea lampreys, Petromyzon marinus on minke whales, Balaenoptera acutorostrata in the St. Lawrence Estuary, Canada. Journal of Fish Biology 78(1): 338-343. Nichols, O.C., R.D. Kenney and M.W. Brown. 2008. Spatial and temporal distribution of North Atlantic right whales (Eubalaena glacialis) in Cape Cod Bay, USA, and implications for management. Fishery Bulletin 106(3): 270-280. Nichols, O.C. and P.K. Hamilton. 2004. Occurrence of the parasitic sea lamprey (Petromyzon marinus) on western North Atlantic right whales (Eubalaena glacialis). Environmental Biology of Fishes 71(4): 413-417. BOOK REVIEWS: Lucey, S. M, W. J. Duffy, E. Adams, H. Marshall, O. Nichols, and K. Thompson. 2013. A review of “Scientific communication for natural resource professionals”, Transactions of the American Fisheries Society 142(4): 1154-1155. NON-TECHNICAL ARTICLES: Nichols, O. C. 2012. Seal/fisheries workshop fosters common ground. Commercial Fisheries News 39 (9): 29. Nichols, O. C. 2011. Involve fishermen from the start to build strong research partnerships. Commercial Fisheries News 38 (7): 24. RECENT PRESENTATIONS: Nichols, O.C., A. Mittermayr, T. Tucker, B.J. Legare, and T. Lucas. 2024. Shift happens: Seasonal distribution and relative abundance of fishes and invertebrates in Nauset Harbor during climate change. 27th Annual Cape Cod Natural History Conference, Barnstable, Massachusetts, March 9, 2024. Nichols, O.C., A, Mittermayr, B.J. Legare, and T. Lucas. 2023. Intra-annual distribution and relative abundance of fishes and macroinvertebrates in Nauset Harbor. Northeast Natural History Confer ence, Burlington, Vermont, April 21-23, 2023. Nichols, O.C. and S.D. Oktay. 2023. A Laboratory at Land’s End: Community-based shellfish research at the Center for Coastal Studies. 115th Annual Meeting of the National Shellfisheries Association, Baltimore, Maryland, March 26-30, 2023. Nichols, O.C. 2023. Community-based collaborative fisheries research: Successes, challenges and implications for regional natural resource management. New England Cooperative Research Summit, Providence, Rhode Island, February 15, 2023. Jackman, J., R. Bratton, L. Sette, S. Wood, A. Bogomolni, M. Sanderson, O.C. Nichols, M. Winton, M. Long, S. Dowling-Guyer, S. Sykes, C. Wigren, A. Rutberg, D. Baseman, C. Cummings, V. Bramante, and V. Kako. 2022. Human dimensions of rebounding populations of seals and white sharks on Cape Cod. 20th Annual State of Wellfleet Harbor Conference, Wellfleet, Massachusetts, November 5, 2022. Jackman, J., R. Bratton, L. Sette, S. Wood, A. Bogomolni, M. Sanderson, O.C. Nichols, M. Winton, M. Long, S. Dowling-Guyer, S. Sykes, C. Wigren, A. Rutberg, D. Baseman, C. Cummings, V. Bramante, and V. Kako. 2022. Human dimensions of rebounding populations of seals and white sharks on Cape Cod, MA. Summer Meeting of the Southern New England Chapter of the American Fisheries Society, Narragansett, Rhode Island, June 22, 2022. Nichols, O.C. 2022. Environmental and fishery effects on Doryteuthis pealeii eggs: in situ monitoring and field experiments. Cephalopod International Advisory Council Conference (Workshop 2: Collection, Handling and Care of Cephalopod Eggs and Egg Masses), Sesimbra, Portugal, April 2-8, 2022. Nichols, O.C. 2021. A year-round survey of the inshore fish community in Wellfleet Harbor. 19th Annual State of Wellfleet Harbor Conference (online), November 6, 2021. Nichols, O.C. 2021. Pearlside story: A beach-cast mesopelagic fish, valuable naturalists’ observations, and a call for citizen science. Northeast Natural History Conference (online), April 15-18, 2021. Staudinger, M.D., K. Mills, K. Stamieszkin, N.R. Record, C.A. Hudak, A. Allyn, A. Diamond, K. Friedland, W. Golet, M. Henderson, C.M. Hernandez, T.G. Huntington, R. Ji, C.L. Johnson, D.S. Johnson, A. Jordaan, J. Kocik, Y. Li, M. Liebman, I. Mlsna, O.C. Nichols, D. Pendleton, R.A. Richards, T. Robben, A.C. Thomas, H.J. Walsh, and K. Yakola. 2019. It’s about time: A brief overview of changing phenology in the Gulf of Maine ecosystem. 17th Annual State of Wellfleet Harbor Conference, Wellfleet, Massachusetts, November 2, 2019. Nichols, O.C. 2019. Community-based collaborative fisheries research: Successes, challenges and management implications. Lowell Wakefield Fisheries Symposium, Anchorage, Alaska, May 7-9, 2019. Bogomolni, A. and O.C. Nichols. 2019. Addressing rebounding marine mammal populations through community science. Lowell Wakefield Fisheries Symposium, Anchorage, Alaska, May 7-9, 2019. Nichols, O.C. and J.L. Van Tassell. 2019. Seasonal occurrence of a cryptobenthic fish, the seaboard goby, at its northern range limit. 24th Annual Cape Cod Natural History Conference, Barnstable, Massachusetts, March 9, 2019. Nichols, O. C. 2018. Diamondback squid biology, ecology and fisheries: what do we know globally and what do we need to know locally? Workshop: El Calamar Diamante: Biología, Ecología y Pesquería, Santo Domingo, Dominican Republic, November 30, 2018. *With accompanying dissection. Nichols, O. C. 2018. Working with the Cape Cod (USA) fishing community to study squid fisheries, oceanography and distributional ecology. Workshop: El Calamar Diamante: Biología, Ecología y Pesquería, Santo Domingo, Dominican Republic, November 30, 2018. Nichols, O. C., and J. J. Bisagni. 2018. Offshore influences on inshore squid: Linkages between water mass dynamics and Doryteuthis pealeii distribution. Cephalopod International Advisory Council Conference, Saint Petersburg, Florida, November 12-16, 2018. **Winner, Best Presentation Award (Student). Nichols, O.C., B.J. Legare, T. Famulare, E. Sgarlat, and T. Lucas. 2018. Seasonal distribution and abundance of fishes and macroinvertebrates in Pleasant Bay. 8th Annual Science in the Seashore Symposium, Eastham, Massachusetts, September 13, 2018. Nichols, O.C. 2018. Stakeholder and partner engagement in community-based collaborative fisheries research: Successes, challenges and management implications. 148th Annual Meeting of the American Fisheries Society, Atlantic City, New Jersey, August 19-23, 2018. Nichols, O.C. and J.L. Van Tassell. 2018. Seasonal occurrence of a cryptobenthic fish, the seaboard goby, at its northern range limit. 148th Annual Meeting of the American Fisheries Society, Atlantic City, New Jersey, August 19-23, 2018. Nichols, O.C., B.J. Legare, T. Famulare, E. Sgarlat, and T. Lucas. 2018. Seasonal distribution and abundance of fishes and macroinvertebrates in Pleasant Bay (Massachusetts, USA). Northeast Natural History Conference, Burlington, Vermont, April 13-15, 2018. Nichols, O.C. and J.L. Van Tassell. 2018. Seasonal presence and habitat association of a cryptobenthic fish, the seaboard goby, at its northern range limit. Northeast Natural History Conference, Burlington, Vermont, April 13-15, 2018. Nichols, O.C. 2018. Working with the fishing community to study squid fisheries, oceanography and distributional ecology. TonmoCon VII Biennial Cephalopod Conference, Woods Hole, Massachusetts, April 6- 8, 2018. Nichols, O.C., K. Groglio, and E. Eldredge. 2018. Babysitting baby squid: in situ monitoring of longfin inshore squid egg deposition and embryonic development. 110th Annual Meeting of the National Shellfisheries Association, Seattle, Washington, March 18-22, 2018. Nichols, O.C. and C.A. Hudak. 2018. A novel low-volume portable pump system for shellfish larval sampling in shallow, turbulent, ‘dirty’ environments. 110th Annual Meeting of the National Shellfisheries Association, Seattle, Washington, March 18-22, 2018. Nichols, O.C., M.V. Pol, D.M. Chosid, and B. Gribbin. 2018. Chain reaction? Development and testing of a modified sea scallop dredge to reduce flatfish bycatch. 110th Annual Meeting of the National Shellfisheries Association, Seattle, Washington, March 18-22, 2018. Nichols, O.C., M. Borrelli, B. Legare, A. Mittermayr, L. Sette, and P. Hughes. 2017. Using ecosystem assessments to guide development of coastal resilience strategies: Pleasant Bay case study. 5th Annual Cape Coastal Conference, Hyannis, Massachusetts, December 5-6, 2017. Nichols, O.C. 2017. Community-based cooperative fisheries research: Small scales, big implications. 147th Annual Meeting of the American Fisheries Society, Tampa, Florida, August 20-25, 2017. Nichols, O. C. 2017. Shellfish and horseshoe crab larval flux at the East Harbor tidal restoration site: A pilot study. 22nd Annual Cape Cod Natural History Conference, Barnstable, Massachusetts, March 11, 2017. Nichols, O. C. 2016. Shellfish and horseshoe crab larval flux in East Harbor: A pilot study. 6th Annual Science in the Seashore Symposium, Eastham, Massachusetts, August 25, 2016. Nichols, O. C., J. R. King, J. A. Hare, and S. X. Cadrin. 2016. Environmental effects on squid availability to a seasonal inshore fishery: Untangling drivers, mechanisms and scales. University of Massachusetts 2016 Intercampus Marine Science Research Symposium, North Dartmouth, Massachusetts, March 25, 2016. **Winner, Best Presentation Award (PhD Student). Nichols, O. C. 2016. A gateway to mutual trust and understanding: Fishermen and scientists working together for sustainable fisheries. Slow Fish 2016 Conference, New Orleans, Lousiana, March 10-13, 2016. Nichols, O. C., T. Famulare, E. Sgarlat, and T. Lucas. 2016. One fish, two fish, red fish, new fish: Fisheries habitat investigations in Pleasant Bay: 2014-2016. 21st Annual Cape Cod Natural History Conference, Barnstable, Massachusetts, March 5, 2016. Nichols, O. C., and S. X. Cadrin. 2016. Localized depletion of squid around Nantucket Island: are we asking the right questions at the right scales? 21st Annual Cape Cod Natural History Conference, Barnstable, Massachusetts, March 5, 2016. Nichols, O. C., and S. X. Cadrin. 2016. Localized depletion of squid around Nantucket Island: are we asking the right questions at the right scales? Winter Meeting of the Southern New England Chapter of the American Fisheries Society, Groton, Connecticut, January 14, 2016. Nichols, O. C., and S. X. Cadrin. 2015. Localized depletion of an important forage species (Doryteuthis pealeii): Perceptions, processes, and policies. Cephalopod International Advisory Council Symposium, Hakodate, Japan, November 5-15, 2015. Nichols, O. C., J. R. King, J. A. Hare, and S. X. Cadrin. 2015. Environmental effects on squid availability to a seasonal inshore fishery: Untangling drivers, mechanisms and scales. Cephalopod International Advisory Council Symposium, Hakodate, Japan, November 5-15, 2015. Nichols, O. C., J. R. King, J. A. Hare, and S. X. Cadrin. 2015. Untangling drivers, mechanisms and scales of environmental effects on squid availability to a seasonal inshore fishery. Summer Meeting of the Southern New England Chapter of the American Fisheries Society, Dartmouth, Massachusetts, June 25, 2015. Nichols, O. C., and C. Beggs. 2015. Is Pleasant Bay a lobster nursery? Results of a pilot settlement study. 20th Annual Cape Cod Natural History Conference, Barnstable, Massachusetts, March 14, 2015. RECENT RESEARCH SUPPORT: Town of Wellfleet, Massachusetts: 2024 “Wellfleet Harbor Survey: Research Needs, Scope of Work and Next Steps” NOAA Marine Debris Program: 2023-2026 “New England Regional Fishing Gear Response and Removal Team” (Co-Investigator) MIT Sea Grant: 2023-2024 “Testing an Acoustic Method to Detect and Quantify Abundance of Longfin Squid Egg Masses Using Sidescan Sonar” (Co-Investigator) Bilezikian Family Foundation: 2022-2023 “Derelict Fishing and Aquaculture Gear Removal and Recycling” NOAA Marine Debris Program: 2021-2023 “Removal of Fishing Gear from Sensitive Cape Cod Marine and Terrestrial Habitats” (Co-Investigator) Town of Eastham, Massachusetts: 2020-2023 “Nauset Barrier Evolution and Ecosystem Assessment” (Co- Investigator) National Park Service Cape Cod National Seashore: 2017-2023 “Assessing the Benthic Community in a Partially Restored Lagoon to Improve Management Decision-Making” (Co-Investigator) National Science Foundation: 2021-2023 “Enhancing Research Capacity on Cape Cod for Studies of Coastal Ecosystems that are at Risk from Climate Change and Other Human Impacts” (Co-Investigator) Restore America’s Estuaries/Southeast New England Program Watershed Grant: 2020-2022 “Ecosystem Research in the Pleasant Bay Watershed: The State of the Science and the Future of Monitoring” National Sea Grant Program: 2020-2022 “Understanding the Cause of Low Dissolved Oxygen in Cape Cod Bay and Initiating a Hypoxia Warning System for the Lobster Fishery” (Co-Investigator) Woods Hole Sea Grant: 2019-2022 “Human Dimensions of Rebounding Population of Seals and White Sharks on Cape Cod, MA” (Co-Investigator) U.S. Marine Mammal Commission: 2020-2021 “A Cooperative Training Workshop on Seal-Fisheries Interactions for Fishermen, Scientists, Marine Mammal Stranding Network Personnel and Fisheries Managers” Friends of Herring River Donald Palladino Fellowship: 2020-2021 “A year-round survey of the inshore fish community in Wellfleet Harbor” AWARDS: International Council for Exploration of the Seas Annual Science Conference Travel Award (2014, 2010), American Fisheries Society Marine Fisheries Section Student Travel Award (2014), American Fisheries Society Southern New England Chapter Student Travel Award (2014), Marine Technology Society Graduate Scholarship (2012), Friends of Chatham Waterways Kimball Scholarship (2012), American Institute of Fishery Research Biologists Clark Hubbs Research Assistance Award (2011), New England Estuarine Research Society Niering Student Travel Award (Spring 2011). TEACHING EXPERIENCE: Co-Instructor (undergraduate course): Sustainable Fisheries, Shoals Marine Laboratory, Summer 2017-2019, 2021-2022, 2024. Guest Instructor (grade 4): Eastham Elementary School, 2023-2024. Instructor (undergraduate course): Marine Mammals, Massachusetts Maritime Academy, Spring 2017, Fall 2018. Co-Instructor (grades 6-10): Fins, Whiskers and Claws: The Lives and Haunts of Marine Animals of Pleasant Bay, Summer 2017-2018. Whale Watch Naturalist and Classroom Lecturer: Marine Mammal Biology and Ecology; Center for Coastal Studies/Dolphin Fleet Whale Watch, 1999-2019 SYNERGISTIC ACTIVITIES: Professionalism Chair, American Fisheries Society Southern New England Chapter, April 2023 – present. Session Co-Convener, “Shifting Sands to Submerged Habitats: The Marine Ecosystem of Nauset Harbor, Cape Cod,” Northeast Natural History Conference, Burlington, Vermont, April 21-23, 2023. Invited Panelist, “Fishing Industry-Based Environmental Data Collection in the Northeastern United States,” Maine Fishermen's Forum, March 4, 2023. Conference Co-Chair/Organizer, “The Pleasant Bay Ecosystem: Past, Present, and Future,” Chatham, MA, March 26, 2022. Workshop Co-Chair/Organizer, “A Cooperative Training Workshop on Seal - Fisheries Interactions for Scientists, Fishermen, Marine Mammal Stranding Network Personnel and Fisheries Managers” (online), December 9-10, 2021. Invited Panelist, Global Ghost Gear Initiative/Commercial Fisheries Research Foundation Workshop on the Best Practices to Prevent and Reduce Lost and Abandoned Fishing Gear, September 21, 2021. Session Convener, “Beach-stranded Marine Fishes: Lessons Learned about Poorly Understood Species,” Northeast Natural History Conference (online), April 15-18, 2021. Session Convener, Regional Association for Research on the Gulf of Maine (RARGOM) Annual Science Meeting, October 14-16, 2020. Service Partner, AmeriCorps Cape Cod, October 2019 – present. Invited Presenter, Marine Resource Education Program (Greater Atlantic), Science Workshop February 25-27, 2020, Woods Hole, MA. Board of Directors (Founding Member), Sipson Island Trust, March 2019 – October 2021; Fundraising/Transition Committee Chair, November 2019 – January 2021. Invited Participant, Gulf of Maine 2050 Science Planning Workshop, Saint Andrews, New Brunswick, Canada, March 25-26, 2019. Board of Directors, Regional Association for Research on the Gulf of Maine (RARGOM), September 2018 – present. President, American Fisheries Society Southern New England Chapter, June 2018 – June 2019; President-Elect, July 2017 – June 2018. Technical Advisor, Cape Cod Fishing Project (“Boundless”), Cape Rep Theatre, April 2016-December 2017. Workshop Co-Chair, Rhode Island Fisheries in a Changing Climate: Focus on Squid, Point Judith, Rhode Island, January 30, 2017. Conference Session Organizer/Chair, Change is the Only Constant: The Past, Present and Future of the Cape’s Fisheries, 4th Cape Coastal Conference, Hyannis, Massachusetts, December 6-7, 2016. Workshop Co-Organizer, A Cooperative Training Workshop on Marine Animal - Fisheries Interactions for Scientists, Fishermen, Marine Mammal Stranding Network Personnel and Fisheries Managers, Chatham/Woods Hole, Massachusetts, December 1-2, 2015. Workshop Co-Organizer, Northeast Coastal Acidification Network Stakeholder Workshop: Massachusetts- South, Barnstable, Massachusetts, April 27, 2015. Workshop Co-Organizer, Seal Interactions with Commercial Fisheries, Halifax, Nova Scotia, Canada, January 28-29, 2015. Symposium Co-Organizer/Co-Chair, Marine Mammal and Fisheries Interactions: Management Challenges in a Changing World, 144th Annual Meeting of the American Fisheries Society, Quebec City, Canada, August 17- 21, 2014. Published summary: Fisheries 39(12): 598. Conference Co-Organizer, World Conference on Stock Assessment Methods, Boston, Massachusetts, July 15- 19, 2013. Workshop Co-Organizer, Marine Animal Entanglement Mitigation for Subtidal Shellfish Aquaculture, Provincetown, Massachusetts, May 22, 2013. Invited Panelist, Incorporating Environmental Change in Assessments and Management: A Workshop in the Massachusetts Marine Fisheries Institute’s End-to-End Review of New England Groundfish Stock Assessments. Fairhaven, Massachusetts, May 7-8, 2013. Co-Founder/Steering Committee, Northwest Atlantic Seal Research Consortium, November 2012 – present. Workshop Organizer, Economically and Environmentally Sustainable Subtidal Aquaculture Techniques, Provincetown, Massachusetts, May 5, 2012. Workshop Co-Organizer, Gulf of Maine Seals: Fisheries Interactions and Integrated Research, Provincetown, Massachusetts, October 28, 2011. Invited Panelist, Northeast Regional Collaborative Research Conference, Portsmouth, New Hampshire, October 27-28, 2011 Invited participant, OES-IA Annex IV Expert Workshop on Environmental Effects of Marine Hydrokinetic Energy (MHK) Devices, Dublin, Ireland, September 27-28, 2010. Chair, Human Interaction Working Group, Gulf of Maine Seals: Populations, Problems, and Priorities, Woods Hole, Massachusetts, May 28-29, 2009. Board of Directors, American Fisheries Society Southern New England Chapter, March 2012 – present. PEER REVIEW ACTIVITIES: Journal Review: Biodiversity and Conservation, Biological Conservation, Cahiers de Biologie Marine, Endangered Species Research, Fisheries Research, Hydrobiologia, ICES Journal of Marine Science, New Zealand Journal of Marine and Freshwater Research Proposal Review: NOAA RESTORE Science Program 2023, North Pacific Research Board 2015, Northeast Sustainable Agriculture Research & Education Farmer Grants 2014. Stock Assessment Review, International Council for Exploration of the Seas: Bay of Biscay and Iberian Sea 2014, North Sea 2010. HONORS: Best Presentation Award (Student). Cephalopod International Advisory Council Conference, Saint Petersburg, Florida, November 12-16, 2018. “Offshore influences on inshore squid: Linkages between water mass dynamics and Doryteuthis pealeii distribution.” John H. Annala Fishery Leadership Award, Gulf of Maine Research Institute, 2016. Best Presentation Award (PhD Student), University of Massachusetts 2016 Intercampus Marine Science Research Symposium, North Dartmouth, Massachusetts, March 25, 2016. “Environmental effects on squid availability to a seasonal inshore fishery: Untangling drivers, mechanisms and scales.” Saul B. Saila Best Student Paper Award, Winter Meeting of the Southern New England Chapter of the American Fisheries Society, Woods Hole, Massachusetts, January 20, 2011. “Application of Dual-frequency Identification Sonar (DIDSON) to monitor gray seal (Halichoerus grypus) occurrence at commercial fish weirs”. PROFESSIONAL SOCIETIES: American Fisheries Society American Institute of Fishery Research Biologists Fish Locally Collaborative Fishermen and Scientists Research Society National Shellfisheries Association Brewster, MA, 02631 Re: Resignation from Brewster Cultural Council Dear Colleagues, Very much due to the growth experienced as a culture creator & producer during my tenure on the Brewster Cultural Council, I am in the interesting position of having to shift focus from the more general task of local cultural development, to cultivating the two organizations that need my immediate care and are growing exponentially, which are the Movimento Project and the 501c3 Movement Arts Cape Cod, Inc. I believe I can best contribute as a resource person to the Council by continuing to remain available for collaborations, and by opening a position for the next person who can both contribute and gain experience in the fostering of relevant, rich and inclusive cultural projects and programs for our town. It is with mixed feelings, but also the belief that I’m moving in the best direction, that I tender my resignation from the Brewster Cultural Council, effective May 1st, 2024. Gratitude to the Council and all the members of town administration that contribute to the vibrancy of cultural programming in Brewster! Cordially, David Iannitelli Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 MEMORANDUM TO: Select Board FROM: Conor Kenny, Town Project Manager RE: Additional Sand for Nourishment at Paine’s Creek DATE: 4/12/2024 At the April 8, 2024, meeting, the Select Board approved the closure of Paine’s Creek from Monday, April 22, 2024, to sunset, Friday, April 26, 2024 in order for SumCo Eco- Contracting to perform sand nourishment on behalf of Mr. Craig Pfannenstiehl.Due to access issues with delivering sand to Mr. Pfannenstiehl’s beach from other landings, the Conservation Administrator recommended that the annual nourishment requirements be satisfied instead through the placement of sand at Paine’s Creek beach. Due to the volume of sand being delivered and the number of machines being utilized, it was also determined that the landing should be closed to the public while this work took place.Overnight parking for three machines and storage of 661 cubic yards of sand was also approved. The Town has since received a similar request from Sumco Eco-Contracting to add 117 cubic yards of sand to this project on behalf of Mr. Robert Rosadini of Brewster Park Club. As the landing has already been approved for use on behalf of this contractor, and the plan of work and vehicles being used are not being altered, this does not require Select Board approval. 1 Donna Kalinick From:Pete Dahl Sent:Monday, April 15, 2024 11:09 AM To:Ned Chatelain; Mary Chaffee; David Whitney; Cynthia Bingham Cc:Peter Lombardi; Donna Kalinick Subject:Leaf Blowers To the Select Board, I hope we will consider a leaf blower ban sometime this year. I not only hear three of them simultaneously on one yard, but the smell of their gas engines makes it impossible to be outside. And if the leaves are wet/damp they will spend hours blowing the leaves dry so that they will then blow in the right direction. This went on for more than 4 hours yesterday and will most likely do the same today. This has to be damaging to our hearing and the environment. When did this become this crazy? Best regards, Pete Dahl and Fran Weidman-Dahl Harvey (Pete) Dahl, Chair Brewster Finance Committee 54 Wynn Way Brewster, MA 02631 pdahl@brewster-ma.gov 781.608.1085 1 Donna Kalinick From:Donna Kalinick Sent:Thursday, April 18, 2024 2:44 PM To:James Jones; Edward Barber Cc:Tom Thatcher Subject:RE: Waver of fee request. Fees for town building/projects are waived through the Select Board fee waiver policy. We are now just putting these as an FYI when it is for a town building which I will do. Donna From: James Jones <jjones@brewster-ma.gov> Sent: Thursday, April 18, 2024 2:13 PM To: Donna Kalinick <dkalinick@brewster-ma.gov>; Edward Barber <ebarber@brewster-ma.gov> Cc: Tom Thatcher <tthatcher@brewster-ma.gov> Subject: RE: Waver of fee request. $270.00 for 6 ma resses. Jimmy From: Donna Kalinick <dkalinick@brewster-ma.gov> Sent: Thursday, April 18, 2024 2:12 PM To: Edward Barber <ebarber@brewster-ma.gov> Cc: James Jones <jjones@brewster-ma.gov>; Tom Thatcher <tthatcher@brewster-ma.gov> Subject: RE: Waver of fee request. Hi Ed, what was the fee for disposal? Donna From: Edward Barber <ebarber@brewster-ma.gov> Sent: Thursday, April 18, 2024 2:05 PM To: Donna Kalinick <dkalinick@brewster-ma.gov> Cc: James Jones <jjones@brewster-ma.gov>; Tom Thatcher <tthatcher@brewster-ma.gov> Subject: Waver of fee request. Donna, Can the fee be waved for the disposal of 6 mattresses. These mattresses are left over from the Sea Camps, cabin 5. They were dropped o at the recycle center this morning. Thank You Ed Sea Camps Manager Town of Brewster ebarber@brewster-ma.gov 774-212-1057 cell Work Request for Sea Camps Property