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DEPARTMENT OF COMMUNITY DEVELOPMENT AND PLANNING,
BUILDING/INSPECTIONS/ZONING/PLANNING—PERMIT TYPES& PRICING
IILDING PERMIT COST
1. BUILDING (INCLUDING INTERIOR DEMOLITION)
2. FIRE ALARM (ALSO REQUIRES SEPARATE ELECTRICAL PERMIT)
3. SHEET METAL
4. SPRINKLER
ALL CONSTRUCTION $15/PER$1,000 OF ESTIMATED CONSTRUCTION COST
RE-INSPECTION $30/EACH INSPECTION
DEMOLITION PERMIT(FULL STRUCTURE)
' $15.00 per 1st$1,000 Assessed Value of Bldg./$7.50 for each$1,000 up to$100,000/$4.50 for each$1,000 over$100,000
TRENCH PERMIT
ALL $100/FLAT FEE
i
1
CERTIFICATE OF OCCUPANCY
RESIDENTIAL $20/PER UNIT
( COMMERCIAL $50/FLAT FEE
CERTIFICATE OF INSPECTION.
COMMERCIAL $50/FLAT FEE
RESIDENTIAL
SIGN PERMIT $50 BASE FEE+$5.00 PER$100 ESTIMATED CONSTRUCTION COST,
NON-REFUNDABLE
PLUMBING PERMIT
RESIDENTIAL $30 11T FIXTURE;$7 EACH ADDITIONAL FIXTURE
COMMERCIAL $50 VT FIXTURE;$10 EACH ADDITIONAL FIXTURE
RE-INSPECTION $30 EACH INSPECTION
GAS PERMIT
RESIDENTIAL $30 1'FIXTURE;$7 EACH ADDITIONAL FIXTURE
COMMERCIAL $50 1'FIXTURE; $10 EACH ADDITIONAL FIXTURE
RE-INSPECTION $30 EACH INSPECTION
WIRING/ELECTRICAL PERMIT
' RESIDENTIAL $25 BASE FEE/$30 PER EACH $1,000 UP TO$5,000 ESTIMATED VALUE
OF WORK;$15 EACH $1,000 OVER$5,000
COMMERCIAL/ INDUSTRIAL $50 BASE FEE/$30 PER EACH $1,000 UP TO$5,000
$20 EACH $1,000 OVER$5,000 ESTIMATED VALUE OF WORK
RE-INSPECTION $30 EACH INSPECTION
SINGLE APPLIANCE REPLACEMENT $25
ELECTRICAL WORK SIDING $25
ANNUAL PERMITS $150
OFF HOUR SHUTDOWN $400
L'.__.1.
RESIDENTIAL ALARM &SECURITY $50 BASE FEE
SEE SIDE 2 FOR ZONING AND PLANNING FEES
DEPARTMENT OF COMMUNITY DEVELOPMENT AND PLANNING
BUILDING/INSPECTIONS/ZONING/PLANNING-PERMIT TYPES & PRICING
PAGE 2
,
ZONING AND PLANNING
DIMENSIONAL VARIANCE $250 BASE FEE+$20/100 SQ. FT. OF RELIEF; MAXIMUM FEE$10,000
i
PARKING VARIANCE '$250 BASE FEE+$100/PARKING SPACE REQUIRING RELIEF;
MAXIMUM FEE$10,000
l
,
SIGN VARIANCE $250 BASE FEE+$5/SQ. FT. OF RELIEF; MAXIMUM $10,000
DEVELOPER'S CONFERENCE $250 EACH
(A/K/A SITE PLAN REVIEW)
I SPECIAL PERMIT/FINDING OR SITE $150 BASE FEE+$75/NEW DWELLING UNIT; MAXIMUM
REVIEW-RESIDENTIAL $10,000 PER TYPE
'ESPECIAL PERMIT/FINDING OR SITE $150 BASE FEE+$150 UP TO 4,000 SQ. FT.;$250 4,001-10,000 SQ. FT.
REVIEW-NON-RESIDENTIAL $250 EACH ADD'L 10,000 SQ.FT.; MAXIMUM $10,000 PER TYPE
WIRELESS TELECOMMUNICATIONS $2,500 BASE FEE
AFFORDABLE HOUSING REVIEW $250 NEW DEVELOPMENT;$100 AMENDMENT TO EXISTING
AGREEMENT
ABUTTER'S LIST $15 PER LIST
i
`FEES MAY ALSO BE REQUIRED FOR PEER REVIEW, DESIGN REVIEW AND TRAFFIC SAFETY&INFRASTRUCTURE
REVISED 12/30/2020 FEE SCHEDULE EFFECTIVE 09/30/2013
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P-1 4
Fiscal Year 2022
LEVEL SERVICE BUDGERT SCENARIO
Budget Narrative
Background
Watertown is an attractive place to be for many reasons, and as such has become a magnate
for new development proposals. While the Town is making every effort to retain the things
that make this a wonderful community, we also want to continue the economic development
and investment that contributes to the vibrancy of our community on our terms. The
Department of Community Development and Planning takes on tremendous responsibility in
balancing these often conflicting goals. This responsibility and the importance of this role is
reflected in the Budget and Policy Guidelines of the Town Council.
For this fiscal year I am proposing a budget that includes making the part time position of
Principal Account Clerk in the Building Office full time, and adjusting the organization to reflect
the.Deputy Planning Director role that has evolved for the Senior Planner.(.BPG 11.J.) The
budget also includes increases associated with several line items that reflect the increase in
staffing,the increases associated with the collective bargaining agreements related to step
increases, longevity payments and other previously negotiated items.
The upgraded position will allow us to keep pace with the volume of work that the department
faces by adding capacity. There are things that are not getting the attention that is required in
order to appropriately address our growing needs. There are also additional or new demands
that are important for us to consider as we move forward. The level of permitting activity that
has fueled our new growth revenues has seen steady growth for a number of years, even
through this pandemic. Increasing the staff resources available to process this work is at a
critical stage. There are also broader planning initiatives that we would like to pursue, such as
administration of public art,the development of residential design guidelines, the
administration of additional zoning changes, and assistance with new housing policies. Staff
will continue to work on these efforts as we can within the limitation of resources.
The changes to the Department proposed in this budget are intended to address the ongoing
pressures and the needs that the level of investment in our community creates within the
Department. We are thrilled with the work of our new Senior Housing Planner, Larry Field, who
has brought tremendous skills and energy to the office. He has provided excellent work in
establishing a number of housing initiatives while also performing general senior planner
responsibilities.
I have also requested re-accuring funding of$30,000 for capital items for the Commanders
Mansion and $15,000 to provide for public art in Town. The Mansion facility is a treasured
landmark in Watertown, and the improvements made in the late 1990's are in need of work.
This infusion of capital spending will allow for the revenues generated to support the ongoing
operation of the facility, which should be sufficient if we return to a normal level of activity as
vaccines are available.
Although the Public Art Master Plan has yet to be adopted,the work creating the Plan is
complete, and we look forward to implementation. It will be important that we have some
funding in place in the next fiscal year to begin implementation and create public art here in
Watertown ( BPG ll. L).
These adjustments, a global pandemic, and the unabated activity have made for exciting times
in the Department, and the staff has been excellent at taking the changes in stride while also
dealing with the extensive work associated with providing the citizens of Watertown with the
services they deserve amid very uncertain times. The significant development pressures that
exist have created stress and strain within the community and the staff of this department
continues to produce at a very high level creating the results in the best interest of the
community.
Conclusion
I think that the organizational changes and the added resources for the Department of
Community Development and Planning are what is needed in order to provide the level of
information and support that the community needs and expects, particularly in light of the
continued development pressures that we face.
With this Level Service budget we will continue to address the community needs and the
priorities as established by the policy guidelines of the Town Council. These efforts will include
full utilization of department staff to create and implement long range planning strategies for .
our community. The following goals and objectives for the departmental staff are for fiscal year
2022. This is a general list of activities, although not all inclusive and not in priority order, and I
have included Town Council Budget and Policy Guideline references:
® Work to implement the Comprehensive Plan and other long range planning documents,
including beginning an update of the Comprehensive Plan (Strategic Framework for
Economic Development, Open Space and Recreation Plan, Housing Plan, Bicycle and
Pedestrian Plan, etc.)for the Town. BPG 1. A.
• Perform Transportation Planning at*various levels to support Town interests, including
implementation of the TMA with shuttle service. Service exists in the Arsenal corridor,
and various funding sources are being used to create the Pleasant Street service. BPG 11 F.
• Implement the adopted Parking Study for Watertown and Coolidge Squares, completion
of the Community Path and other multi modal network connections, work with MBTA to
improve transit service, implement Complete Streets. BPG II. F., BPG Il. G.
• Implement the Design Standards and Guidelines as adopted and continue to expand their
coverage to additional land uses in Town. Staff will implement these new standards in
concert with our economic development efforts. BPG 1. A.
• Provide the Town with expertise regarding land use and planning matters and help to
coordinate staff efforts to accomplish various project goals. BPG 1. A. BPG I. B.
• Continue to implement economic development strategies to increase revenues to the
Town while maintaining the quality of life for residents. BPG 1.A. BPG 1. B. BPG 1. C.
• Provide on-going assistance to the Planning board, Historical, and Historic District
Commissions, and Zoning Boards relating to review and approval of development projects
which have petitioned the Town as well as the preservation of our historical assets.
• Provide on-going assistance to the Conservation Commission on projects and studies
relating to the preservation and enhancement of the Town's natural assets. BGP 11. E.
• Coordinate the development of a Climate and Energy Plan for the Town which will build
on the completed MVP (municipal vulnerability preparedness) document. The Plan will
include a wide range of related issues, including climate change, energy, hazard
mitigation, and MVP grant opportunities. BPG 1. C.
• Conduct planning studies and implement solutions for various parks, including Arsenal,
Whitney Hill, and Filippello. BPG II.E.
• Work to help the new Public Facilities Department to provide ongoing facility
management to improve energy efficiency in Town facilities.
• Provide staff support to various committees, such as the Stormwater Advisory, Bike and
Pedestrian, Watertown Energy Efficiency and Environment Committee, Victory Field Ad
Hoc Committee'.
• Provide enforcement of various codes,ordinances, and approvals applicable to the Town,
and increase proactive enforcement. Additional staffing has allowed for more effective
and complete inspections and enforcement efforts, as well as improved coordination with
other departments. This has addressed some longterm issues, like commercial snow
shoveling and front yard parking violations.
• Implementing increased use of People GIS, including permitting, to create additional
permitting efficiencies across Town government. Also implement more public access
online BPG ll. H..
• Acquisition and coordination of various state and federal grants for economic
development, open space, infrastructure, transportation, affordable housing, and other
community needs. BPG 1. C. BPG 11. F., BPG 11. M.
• Oversee activities at the Commander's Mansion, ensuring the long term viability of this
community asset, and including special events like the Events Fair, holiday event with
Santa, haunted Halloween, and Arbor Day celebration.
® Provide support to secure funds and work with DPW to implement the improvements
from various sources, including grants, and developer mitigation. BPG I. B, BPG 11. K.
® Provide on-going assistance to the Watertown Housing Partnership and the
administration of affordable housing initiatives under HOME, MHFA, CPA, and
inclusionary housing programs, and workto update and implement the Housing Plan. BPG
1. C.
® Continue to work with various organizations to provide for and promote opportunities for
public art, including implementation of the Public Art Master Plan. BPG 11. L.
® Coordination and implementation of various capital improvements to Town facilities, and
the potential reuse of facilities including the old Police Station, and North Branch Library,
and the purchase of other properties for Town use. BPG ILM, BPG 11. E.
® Evaluate locations for DPW staging yard and Open space acquisitions. BPG 11. K, BPG U. M.
• Process applications to the Town for medical and adult use marijuana facilities.
® Work with the School Administration on .enrollment projections and facility planning,
including the Building for the Future Project for the renovation or new construction of all.
three elementary schools and the MSBA process for the High School, and representation
on the School Building Committee: BPG 11. A.
® Review and propose amendments to the Town's Zoning Ordinance to improve clarity,
correct errors/omissions, keep updated and relevant, etc.
• Continue to assist the Public Works Committee of the Council to address dog parks in
Town, road projects, and other public work items. BPG II.D.
Work with the Council on long range transportation planning, including the
implementation of a new Bike and Pedestrian Plan.
• Collaborate with other Town departments and organizations in order to maximize
effectiveness. Work with the Public Works Department,the Health Department and Fire
Department on safety issues, particularly those observed during site visits.
• Continue to monitor and improve our portion of the Town website to provide clear and
useful information to the public in coordination with the CIO. Also continue to develop
additional web pages to make more information readily available to both Town
employees and the public. This includes GIS, transportation planning, zoning
enforcement, as well as committees that we staff. BPG 11. H.
® Work with the Health Department to continue and improve the Farmers market.
o Please note that the above list is not complete list or in a priority format.
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Osmond, Marsha
rom: Driscoll, Michael
Sent: Monday, February 8, 2021 9:07 AM
To: Osmond, Marsha; Hand,JoAnna
Cc: Tracy,Thomas
Subject: FW: Consultant Services
Please place in the community development& planning department section of the black budget book.
From: Magoon,Steven
Sent: Friday, February 05, 20219:53 AM
To: Driscoll, Michael<mdriscoll@watertown-ma.gov>;Tracy,Thomas<ttracy@watertown-ma.gov>
Cc: Marchesano, Ingrid <iarchesano@watertown-ma.gov>
Subject: Consultant Services
As discussed at my budget review meeting,there are a number of uses for this line item in recent past or projected for
next year.
Match for grant received from MAPC for Public Arts Master Plan, $8600
Consultant contract for the Bicycle and Pedestrian Master Plan,$53,750
Contribution for the Climate and Energy Master Plan (original grant had a match,when Town funding replaced the grant,
still need to make up the match amount)—$20,000
Farmers Market operation$7500
+nnual AMTL inspection of the Arsenal,$10,000
Fill in Inspectors for Plumbing and Wiring Inspections when our inspectors are not available,varies
Match for the MassDOTgrant for Shared Streets Shared Spaces and shuttle grants
May need some for TMA dues if the TNC funds are insufficient as ridership for Uber and Lift has declined.
Steve Magoon
Assistant Town Manager, Director, Community Develoopment and Planning
Administration Building
149 Main Street
Watertown, MA 02472
Office 617 972-6417
Cell 617 987-1136
1
Hand, „
,"W�. „,�. ,, .
tom: Driscoll, Michael
Sent: Friday, February 12, 2021 10:07 AM
To: Osmond, Marsha; Hand,JoAnna
Cc: Magoon, Steven;Tracy,Thomas
Subject: Annual Whitney Hill Report for 2020
Attachments: Whitney Hill Park Annual Report 2021-Is-2.10.2021.pdf
PLEASE PLACE IN THE COMMINITY DEVELOPMENT& PLANNING SECTION OF THE BLACK BUDGET BOOK.
THANKS.
From: Driscoll, Michael
Sent: Friday, February 12, 20219:29 AM
To: Osmond, Marsha <mosmond@watertown-ma.gov>; Hand,JoAnna <jhand@watertown-ma.gov>
Cc: Magoon, Steven <smagoon@watertown-ma.gov>; Comm Dev& Develope<CommDev&Develope@watertown-
ma.gov>; Dept. Heads<Dept.Heads @watertown-ma.gov>; DPW1<DPW1@watertown-ma.gov>; Health
<Health @wate rtown-ma.gov>
Subject:Annual Whitney Hill Report for 2020
Please include in today's Misc Items to Council.
'rom:Jenness, Susan
jent: Friday, February 12, 2021 8:48 AM
To: Osmond, Marsha <mosmond(@watertown-ma.gov>; Hand,JoAnna <ihand@watertown-ma.gov>
Cc: Driscoll, Michael<mdriscoll@watertown-ma.gov>; Magoon,Steven<smaQoon@watertown-ma.gov>; Schwab, Laurel
<Ischwab@watertown-ma.gov>
Subject:Annual Whitney Hill Report for 2020
Good Morning:
On behalf of Conservation Agent Laurel Schwab,this morning I deliver the Annual Whitney Hill Report for the
year 2020 to Mr. Driscoll.
I will also send a copy of this same report on to the Honorable Town Council, this morning.
Please reach out to our office, if there are any questions or concerns.
Sincere Regards,
Susan C. Jenness
Office of Conservation and Historic Preservation
i
TOWN OF WATERTOWN
Conservation Commission
Administration Building
149 Main Street
WATERTOWN, MASSACHUSETTS 02472
Leo Martin,Chair
Maria Rose,Vice Chair
Charles C.Bering,Member
Patrick W.Fairbairn,Member
Jamie O'Connell,Member
TO: Michael Driscoll,Town Manager and the Honorable Town Council
FROM: Laurel Schwab, Senior Environmental Planner/Conservation Agent
RE: Whitney Hill Park Annual Report 2020
DATE: February 12, 2021
Whitney Hilt Park Annual Report,2020
Background: On 8 January 2013 the Watertown Town Council, by unanimous vote, adopted Resolution
No.3 (R-2913-3),A Resolution Preserving the Property Known as Whitney Hill Park. The resolution
directs the Watertown Conservation Commission (WCC)to submit, each year prior to 31 December, "a
recommended plan for maintenance and educational activities"for Whitney Hill Park. For a
comprehensive, long-term outline of the WCC's response to this directive,see Appendix A herewith,
Whitney Hill—A Proposal for Development of a Stewardship Plan,
SUMMARY
Activities in 2020: As in 2019,conditions in 2020 caused an indefinite pause in coordination with the
Watertown High School(WHS) biology department and the Department of Public Works (DPW) Forestry
Division owing to curriculum change and/or personnel departures and changes, all complicated by the
COVID-19 pandemic. There has been a consequent slowdown in the planning and implementation of
many activities.
• Routine annual inspection and maintenance of sample plot markings.
• Preparation of text for information signage.
• Installation of information signboards at main Park access points.
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• Draft mapping of existing footpath system.
• Recommended installation of a third sign at Marshall Street-Oliver Road public access point.
• Initial communications regarding the Park with new DPW Forestry Supervisor-Tree Warden.
Plans for 2021:
• Resumption of dialogue with WHS biology department to determine nature and extent of
potential collaboration on ecological studies there during 2021. The following two items are
examples of such collaboration.
• Herbaceous plant survey by site-wide inventory and/or sample plot,with special attention to
invasives.
• Red-backed Salamander survey.
• Repeat of 2015 woody vegetation survey.
• Completion of mapped woody plant material collection for WHS biology department herbarium.
• Refinement of draft footpath map for inclusion on information signboards.
• Installation of the third information sign at junction of Marshall Street and Oliver Road.
• Investigation of erosion-control measures and means of implementing them.
FULL REPORT
Activities in 2020:The onset of precautions taken in response to the COVID-19 pandemic in March 2020
confounded hopes of resuming ecological research in partnership with WHS for the duration of the year.
Collaboration with relevant DPW personnel only began in earnest during December,shortly after the
post of Forestry Supervisor/Tree Warden,vacant for over a year,was finally filled. For the indefinite
future,group activities in the Park will remain highly dependent on public policy designed to combat the
current and future threat of COVID-19 to community health.
Individual activities included sample plot monitoring and maintenance, and mapping. In March and
April the WCC monitored the 32 sample plots and renewed selected flagging to facilitate their field
identification. Five amphibian cover boards were not found. In collaboration with computer scientist
Ray Smith,the WCC prepared a draft map of the existing footpath system superposed on a recent aerial
photograph.
The WCC recommended and collaborated on the installation of two information signboards at the
abutting ends of Marion Road on the east and Marlboro Terrace on the west,then developed and
posted text for the signboards bearing relevant Park regulations. The WCC also recommended
installation of a third, smaller sign at the third public access point to the Park,where Marshall Street and
Oliver Road meet and expand to provide layby parking for about six cars.
Plans for 2021:A survey of the Park's herbaceous community,at least its invasive species, had been
proposed for 2020, but this activity depended largely on use of WHS GPS units purchased for the
Whitney Hill work, and a modicum of related WHS collaboration, regrettably discouraged by the COVID-
19 pandemic. initiation of such research appears problematic, as may Red-backed Salamander
monitoring. Replacement of missing cover boards, and the affixing of new laminated labels for all 32
2
(made ready in 2019) depend on the prospect of their future educational use. Since the boards age with
exposure to weathering and risk loss from human disturbance,they will all be removed for safe-keeping
if not likely to be usefully employed during the upcoming spring through early fall.
Since the 2015 woody vegetation database represents the fundamental analysis of Park habitat with full
quality control by the WCC, a repeat survey would yield the most valuable results of any survey that
could conceivably be undertaken. Failing participation of a full student class,the alternative of
recruiting a team of student volunteers enlisted for Community Service over summer is a possibility. As
a last(but arguably best, because most efficient) resort,several adult volunteers willing to commit a
minimum of ten hours apiece could be organized overthe course of several months, under
contemporaneous WCC supervision. By whatever means an updated survey of woody vegetation can be
achieved,this exercise should be the research priority for 2021. In the process of recording these data,
woody plant specimens can be collected to complete the WHS herbarium holdings.
The draft map of the Park's major footpaths needs GPS skills to realign selected path segments relative
to a few of the sample plot centers,which have been mapped with superior accuracy. The footpath
map is relatively schematic. Footpaths simply need reconciliation with sample plot centers where their
respective locations fail to sufficiently match the ground truth. This task needs completion so that the
final map can be added to the information signboards.
The sign that has been proposed for the parking layby at Marshall Street and Oliver Road would be far
simpler than the two weatherproof signboards already in place. A standard metal sheet would suffice,
bearing a list of only essential Park regulations,the most important of which is the reminder that dogs
must be kept on leash. Installation of the sign will follow the drafting of this list by the WCC.
Over the past few years, a frequent observation among WCC members as well as regular Park users has
been that some footpath segments need management to control erosion. The WCC recommends
securing the services of a consultant with experience in such matters,with the prospect of
implementation either by the DPW or others,or some combination thereof. Since some of the erosion-
prone footpaths currently run straight up and down steep slopes, reorientation of such segments should
be among the remedial measures considered.
3
APPENDIX A
Whitney Hill—A Proposal for Development of a Stewardship Plan
Phase 1 General public meeting,to hear citizen opinion about the future of Whitney Hill, and citizen
response to the Conservation Commission's proposal for that future. Meetings thereafter to be held
periodically as needed, preceded by adequate publicity promulgated through official Town
announcement, press notice and communication directly with individual abutters.
Phase 2 Inventory(—two-year data collection):
Site history from earliest records, investigation of site natural history.
History
Written references
Maps (e.g.Sanborn property maps)
Aerial imagery ca. 1920s to present
Tree aging by selective core borings
Site ecology
Geology(at least surficial characteristics)
Hydrology(e.g. catchment identification)
Soils (e.g. organic content, pH, major nutrients)
Vegetation
Major strata (trees,saplings,shrubs,vines, herbs-seedlings)
Dominant species(size,distribution)
Invasive exotic species (incl. ranking by degree of threat)
Others (e.g. mosses,fungi)
Standing dead trees
Downed dead wood
Creation of site-specific herbarium to facilitate consistent identification
Animals
Birds (species,seasonality, breeding observations)
Mammals (species observations incl. baiting,tracking, live trapping)
Invertebrates
Decomposers in topsoil and organic debris
Pest species (e.g.Winter Moth periodicity,Asian Long-horned Beetle
watch)
Butterflies, dragonflies
Nocturnal insects by night-lighting
Human use I
Tracks ("desire lines"), major and minor
Waste disposal (e.g.gardening and construction debris,stump dumping,
littering)
Other
Adverse impacts (e.g. soil erosion,disturbance of natural vegetation, spread of
invasive species).
4
Mapping
Topography
Location of major invasive species zones
Location of long-term monioring quadrats
Location of existing human tracks
Aesthetics
Identification of landscape value (e.g. autumn foliage, picturesque trees, unusual wild
flowers,tranquility),with heavy reliance on citizen input.
Photographic record of these assets
Identification and refinement of educational opportunities to pursue
Phase 3 Analysis of findings:establishment of an ecological baseline for study of future change,with
provision for management as necessary for preservation of its general character.
Listing of the site's most important aspects
Management concerns
Management resources(e.g. individual specialists,volunteer groups, school programs)available
to help solve perceived problems.
Management solutions
Phase 4 Stewardship goals and objectives.
Goals:Overall purpose (e.g. enhance public understanding and appreciation of the site, establish
the basis of long-term ecological research, reduce unplanned disturbance,control invasive
plants).
Objectives:Specifictasks to achieve the goals in measurable steps (e.g. interpretative labeling,
ranking of invasive species and zones by degree of threat for priority control).
Stewardship Chart:Assignment of responsibility,time frame, and budget for achieving each
objective.
References: Sources of supporting information
Appendices: Additional useful information
5