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2019 MASTER PLAN
Prepared for the Town of Cohasset by the Metropolitan Area Planning Council
Acknowledgements
TOWN OF COHASSET
Chris Senior, Town Manager
Peter Matchak, Town Planner
Kevin McCarthy, Chairman, Board of Selectmen
Paul Schubert, Vice-Chairman, Board of Selectmen
Diane Kennedy, Board of Selectmen
Jack Creighton, Board of Selecten
Keri Thompson, Board of Selectmen
MASTER PLAN STEERING COMMITTEE
Clark Brewer, Chair, Planning Board
Patrick Kennedy, Vice-Chairman, Conservation Commission
Amy Glasmeier, Planning Board
Katie Dugan, School Committee
Kevin McCarthy, Board of Selectmen
Paul Schubert, Board of Selectmen
Charles Higginson, Zoning Board of Appeals
Peter Hobson, Affordable Housing Steering Committee
Lynne Schwandt, Citizen-at-Large
Eric Seuss, Alternative Energy Committee
Thanks to the Harbor Committee, Open Space and Recreation Committee,
Historical Commission, and Cohasset Historical Society for their contributions!
MAPC LEADERSHIP
President, Keith Bergman, Town of Littleton
Vice President, Erin Wortman, Town of Stoneham
Secretary, Sandra Hackman, Town of Bedford
Treasurer, Taber Keally, Town of Milton
Executive Director, Marc Draisen, MAPC
MAPC STAFF
Ralph Willmer, FAICP, Principal Planner and Project Manager
Joe Sacchi, Regional Land Use Planner
Barry Keppard, AICP, Public Health Director
Chris Kuschel, AICP, Senior Regional Planner
Cara Goodman, Clean Energy Coordinator
Raul Gonzalez, Economic Development Planner
Alexis Smith, Senior Regional Housing and Land Use Planner
Daniel Koff, Regional Arts and Culture Planner
Table of Contents
EXECUTIVE SUMMARY 1
LAND USE 9
HOUSING 28
ECONOMIC DEVELOPMENT 50
HISTORIC & CULTURAL RESOURCES 69
OPEN SPACE & RECREATION 87
TRANSPORTATION & CIRCULATION 105
PUBLIC FACILITIES & SERVICES 125
ENERGY & SUSTAINABILITY 155
PUBLIC HEALTH 173
IMPLEMENTATION 195
1
Executive Summary
Cohasset Community Vision
Cohasset’s Master Plan envisions a vibrant and engaging community. Cohasset is a unique seaside community
known for its panoramic beauty, plentiful open space, natural resources and a firm commitment to providing
a high quality of life for all its residents. As depicted on the town seal, the Master Plan fosters stewardship of
Cohasset’s core assets: coastline and topography, town governance, community and education, and our New
England heritage. By harnessing these core assets and working with mutual respect, the Master Plan seeks to
preserve and promote the ideals that are most highly valued by our community.
C hasset
2019 MASTER PLAN
Cohasset Today
The Town of Cohasset has a total area of 31.5 square miles. Of the total area, approximately 9.9 square miles is
land (31.4%) and 21.6 square miles (68.6%) is water. It is bordered on the west by Hingham, on the northwest
by Hull, on the north and northeast by Massachusetts Bay and on the east and south by Scituate. Cohasset is
approximately twelve miles east of Braintree and twenty miles southeast of Boston. Cohasset is a residential
community with limited commerce or industry.
2
Housing
Cohasset is a small town that has experienced population growth in recent years, which is projected to continue. Its largest
age groups are children under the age of 20 and adults aged 40-59, though the share of seniors over the age of 60 is
projected to increase in the coming years.
Cohasset’s median income roughly doubled in the past three decades, and is now substantially higher than that of the
state and region. However, Cohasset is not universally affluent; 21% of all households are low- income. In general, senior
households in Cohasset earn less than the overall population.
While Cohasset’s housing stock has grown and diversified in recent years, including an increase in the number of
multifamily and rental units, the majority of Cohasset’s housing is still large, detached, single-family housing.
The median home price in Cohasset is substantially higher than in the surrounding area. Even with Cohasset’s high median
income, a family earning Cohasset’s median income could not afford to purchase a house at Cohasset’s median home
price. One-third of Cohasset households experience some degree of cost burden.
The Town’s physical coastal character consists of rocky shores and shoals,
numerous coves, wetlands, and protected harbors. The Town of Cohasset shares
features to the north in Hull and to the south in Scituate, including Straits Pond,
Bassing Beach, the Gulf River and Rocky Beach. Away from the coast, the Town
shares regional open space resources such as the forests of Wompatuck State Park,
Whitney and Thayer Woods (including portions known as Turkey Hill and Weir River
Farm) and the Aaron River and Lily Pond watersheds with Hingham and Scituate.
When considering the character of Cohasset, a number of factors come into play
such as the nature of the residential development, Cohasset Village, the Town’s
coastline and waterfront resources, its natural beauty and open spaces, and the
commercial districts along Route. 3A. Many historic buildings and sites have also
been preserved for future generations. Cohasset Village serves the community
with the variety and number of successful businesses appropriate to its scale and
character. The active harbor reflects Cohasset’s heritage as a fishing village, as
well as providing for recreational boaters and commercial fishermen, community
meeting places and outdoor public spaces for residents and visitors.
Key Findings
Land Use
The Town has experienced substantial new growth during the last 15
years, particularly in terms of residential development. Over half of
the residential land identified in the draft 2003 Master Plan build-out
analysis has been developed.
The 2019 build-out analysis shows that there is potential for a maximum of over
470 new homes if all potentially developable land is developed pursuant to the
current zoning bylaw. This does not include the potential development of over 150
acres currently designated undevelopable.
Nearly half of Cohasset’s land mass is categorized as open space, much of which
is permanently protected. There is a desire by the community to continue to find
ways to protect and put additional land into conservation.
Plan Elements
Land Use
Housing
Economic
Development
Historic & Cultural
Resources
Open Space &
Recreation
Transportation &
Circulation
Public Services
& Facilities
Energy &
Sustainability
Public Health
Cohasset Master Plan Executive Summary
3
Cohasset should continue to seek opportunities to expand
the diversity of its housing stock to meet the needs
of households of varying sizes, incomes, tenures, and
ages, with a particular focus on low-income families and
downsizing seniors.
Economic Development
Cohasset has a modest local economy and a low jobs-
to-resident ratio of 0.32. Employment opportunities are
primarily in the retail sector, and of those jobs, mostly pay
lower than average wages. Less than 15 percent of people
who work in town live in Cohasset. A large share of the
Town’s labor force commutes to Boston.
The Town primarily relies on the property tax to fund
public services and schools. Only a small share of total tax
value comes from commercial, industrial, and personal
property funds. Economic development planning
should focus on “branding” Cohasset more effectively,
highlighting the many available resources, history,
aesthetics, and wilderness experiences attractive to
residents and visitors alike. To build a stronger economy,
the community needs to effectively communicate the
virtues of the Town as a whole and shape the story in-line
with the Town’s collective aspirations.
Growing the Town’s economy is a strong desire expressed
by residents who are seeking opportunities to enjoy the
Village and the harbor areas.
Revitalizing the Town’s economic development
committee is critical to enhancing the availability of
goods and services as well as entertainment options for
families and visitors. Linking the production of affordable
housing within walking distance of the Village will help
boost demand for goods and services while providing
ease of access for residents, especially the elderly.Key FindingsCohasset Master Plan Executive Summary
Improving the visibility of the Town’s many attractive
qualities including its historic Village Common, Harbor
and coastline requires connecting to economic
development resources and organizations around
the state and by expanding the variety of business
opportunities for local residents.
Historical & Cultural Resources
Cohasset will celebrate and commemorate its 250th
anniversary in 2020 with a variety of community activities.
First settled in 1670, a century later, the Town officially
separated from Hingham. Cohasset’s subsequent
subsequent growth as vibrant community centered
around the Village and Harbor, Beechwood and North
Cohasset with year-round residents who worked in local
industries such as agriculture and fishing.
More than 2,200 historical properties have been
inventoried and a significant number of historic
properties have been preserved and well maintained,
but a demolition delay, affirmative maintenance bylaw,
and other recommendations could help ensure that the
historic town centers continue to exist.
A variety of longstanding cultural activities and
annual traditions continue to operate in the Town, but
more could be done to cross-promote and highlight
complementary resources during those events.
Open Space & Recreation
Cohasset has approximately 2,900 acres of open space
and recreational lands (including public and private
conservation land), which comprises approximately 46%
of the Town’s total land area (excluding coastal waters
such as Cohasset Harbor). 1,965 of those 2,935 acres of
4Key Findingsopen space is permanently protected.
The number of children and elders in Cohasset grew from
2000 to 2010. To meet the needs of its population, the
Town’s recreation and open space resources must serve
both an older adult population and a growing number of
families with children.
Cohasset’s Department of Public Works (DPW) has the
primary responsibility for maintaining the Town’s parks
and open space. More resources are needed to effectively
manage these properties.
Transportation & Circulation
Route 3A is the Town’s most important roadway. State
and municipal efforts to reconstruct the roadway will
result in it being safer and more comfortable for vehicles,
pedestrians, and cyclists.
Although driving is the most common means of
commuting to work, a higher percentage of Cohasset
residents use public transportation (commuter rail and
ferry) than in the South Shore Coalition subregion and the
Metropolitan Area Planning Council (MAPC) metropolitan
Boston region.
The top transportation needs, as cited by participants in
the Master Plan public input process, relate to pedestrian
and cycling improvements, including new sidewalks,
crosswalks, and other facilities that improve pedestrian
safety.
The high number of private roadways throughout the
Town has created unique challenges. Cohasset has
developed a policy related to private roadways and should
continue to improve the mechanisms for maintenance
and operations.
Public Facilities & Services
The Town benefits from professional and capable staff
and volunteers, but the condition of several departments’
facilities inhibit their operational efficiency.
Aging infrastructure and the need for modernization of
key municipal facilities in the next 10-30 years present
challenges that will need to be balanced against the
Town’s fiscal management policies.
Town residents and organizations have generously
provided material philanthropic support for capital
improvements to Town facilities.
Communication between Town officials and residents is a
critical component of building support for major projects.
Opportunities to expand and improve upon existing
outreach and education strategies should be pursued.
Cohasset Master Plan Executive Summary
5
include consideration of climate change and rising sea
level in all local planning and permitting processes.
Public Health
Cohasset is served by strong Health Department and
Board of Health that addresses environmental health
and community health issues.
Residents of Cohasset generally enjoy healthier
outcomes and engage in healthy behaviors more than
residents of other towns in the Commonwealth.
Health issues that could pose potential risks include
premature mortality, substance use disorder, mental
health challenges, an elevated cancer rate, and an aging
population.
The Town has the opportunity to explicitly integrate
more health considerations into its planning and
development processes in order to reduce the risk of
injury, increase daily physical activity and health eating,
and become a more age friendly community.
Energy & Sustainability
Participation in the Department of Energy Resources
(DOER) Green Communities program has helped Cohasset
better track its energy use and provide significant grants
to fund energy-saving projects. Cohasset will need to pay
careful attention to and monitor energy use to ensure
that recently implemented measures perform as expected
and deliver substantial savings. Energy efficiency should
be a top consideration in any building construction or
renovation project going forward.
Cohasset’s municipal landfill solar project represents a
great success for the Town’s budget and the environment.
Serious consideration should be given to constructing
additional solar projects, particularly rooftop arrays,
whenever a municipal roof is replaced or updated.
Opportunities to further promote residential and
commercial solar installations should also be pursued.
Cohasset’s coastal location leaves it particularly
vulnerable to the effects of climate change and sea level
rise. Cohasset should continue its planning processes to
prepare for the specific severe weather possibilities, and
Cohasset Master Plan Executive Summary Key Findings
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Cohasset Master Plan Executive Summary
Master Plan Goals
In light of the public input from the community, the analysis of past and current economic, housing, natural resources,
infrastructure and land use trends and needs, the Master Plan sets out the following goals for each chapter in the Plan.
These goals drive the specific strategies and action items that are designed to implement the Plan.
Land Use Goals
In Phase I of the master plan process, the citizens of Cohasset identified several opportunities including:
developing a land use plan before the Town is overdeveloped, increasing affordable housing for people with
lower incomes, and retaining the traditional small town feeling.
• Goal 1: Plan and invest strategically for smart growth in order to preserve Cohasset’s community character
• Goal 2: Revitalize the Harbor area in accordance with the Harbor Plan vision and landside development and
infrastructure recommendations
• Goal 3: Protect open space in all town-wide land use decisions in order to preserve access and scenic
beauty in accordance with the OSRP
• Goal 4: Attract and retain diverse business in Cohasset while retaining small town character
Housing Goals
The analysis of housing needs and development constraints, as well as input from the public forums,
indicate the need for more housing options in Cohasset, whether that be increased affordability, additional
rental opportunities, more housing appropriate for smaller households, or more options for seniors. These
goals will position the Town to best address these needs in a way that complements its unique character.
• Goal 1: Diversify Cohasset’s housing stock and promote increased options for households of varying
sizes, incomes, tenures, and ages
• Goal 2: Increase the supply of deed-restricted affordable housing qualified for the state Subsidized
Housing Inventory
• Goal 3: Support seniors as they age and provide housing options that will enable them to live and
thrive in Cohasset
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Economic Development Goals
During the public comment period, residents spoke of the desire to have more and varied types of economic
activities in the Village and around the Harbor, especially those that cater to families and children and can support
tourism. Evidence derived from commercial real estate studies suggest there is room for a more diversified
commercial and retail sector. The high percentage of residents who work from their homes and the Town’s limited
supply of rental office space suggest more and varied accommodations may improve the business climate in town.
• Goal 1: Create a variety of economic activities in town to satisfy citizen’s desires for more varied experiences
in the Village, the Harbor and along the commercial corridor of Route 3A
• Goal 2: Reimagine the Town’s Engagement with Economic Development
• Goal 3: Strengthen the traditional economic development organizations including the Cohasset Chamber of
Commerce and the local Downtown Business Association (DTBA)
• Goal 4: Increase the number of visitors traveling to Cohasset for enjoyment and to use the Town’s resources
• Goal 5: Implement the economic development recommendations of the Master Plan and the Harbor Plan,
focusing on the greatest strengths of businesses that operate formal and informal establishments, including
in-home enterprises
Cohasset Master Plan Executive Summary
Historical & Cultural Resources Goals
Documentation of the Town’s historic properties has created interest in preserving them. Furthermore, the
historic consistency of the built environment may be maintained through the enactment of regulatory guidelines
that include design standards. Additionally, more programs could be developed by the Historical Society, the
Historical Commission, and the Cohasset Common Historic District Commission to connect town residents who
are interested in preserving the historic character of their homes with information and coordinated planning
efforts to celebrate the Town’s rich history and cultural heritage.
• Goal 1: Preserve the historic residential character of Cohasset
• Goal 2: Develop additional local capacity to manage and enhance historic and cultural resources
• Goal 3: Enhance Cohasset’s historic and cultural resources
• Goal 4: Enhance creative and cultural economic development
Open Space & Recreation Goals
Cohasset recently completed an update to their Open Space and Recreation Plan (OSRP). The OSRP provides a
comprehensive overview of the Town’s natural history, a detailed inventory of all open space and recreational
resources in Cohasset, and recommendations for protecting and improving these resources. During the public
input process for both the OSRP and the Master Plan, the residents of Cohasset expressed concern about
encroachment of new development on the scenic vistas and character of the Town and its quality of life.
• Goal 1: Make protection of open space and the character of the town a priority in all town-wide land use
decisions, in keeping with citizens’ wishes, to preserve access and scenic beauty
• Goal 2: Protect and maintain the natural environment
• Goal 3: Improve recreational opportunity and access
Transportation & Circulation Goals
Cohasset residents want to think creatively and holistically about the Town’s transportation network, creating
a multi-pronged strategy both to address major concerns and to improve Cohasset’s quality of life. Improving
pedestrian and bicycle connectivity enhances safety, positively impacts economic development in commercial
areas, and reduces congestion. While Cohasset deals with typical issues related to maintaining and operating its
roadways and parking lots as other communities, it also has a high number of private roadways.
• Goal 1: Improve pedestrian connectivity throughout the Town
• Goal 2: Improve bicycle access and safety
• Goal 3: Improve how roadways in Town operate
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Cohasset Master Plan Executive Summary
Energy & Sustainability Goals
There are many opportunities for residents, businesses, and the Town to reduce their use of energy, including
electricity, heating oil, natural gas, and gasoline. The goals focus on reductions in energy use, switching to cleaner
sources of energy, and increasing resiliency in the face of a changing climate, while taking advantage of existing
state programs and incentives.
• Goal 1: Reduce municipal energy use
• Goal 2: Reduce residential and commercial energy use
• Goal 3: Prepare for climate change and increase Town resiliency
• Goal 4: Promote the use of additional renewable energy to reduce emissions and costs
• Goal 5: Reduce vehicle fuel use, support transition to electric vehicles (EVs)
Public Health Goals
Current conditions suggest that the Town of Cohasset’s residents experience physical, social, and mental health
outcomes that are equal to or better than the average of the Commonwealth. The Town’s economic, housing,
and environmental conditions support these beneficial outcomes and represent conditions that are supportive
of wellness. Although residents in the town generally enjoy better health, there are actions that Cohasset can
undertake to prevent future threats to the health of residents and help all enjoy greater wellbeing.
• Goal 1: Sustain and expand access to locally produced and healthy foods in town
• Goal 2: Sustain support for actions to monitor and respond to issue related to the mental and
emotional wellness of residents, particularly that of youth and older adults
• Goal 3: Prioritize active transportation (walking, biking, and transit use) and open space access
to promote physical activity and exposure to outdoor natural environments
• Goal 4: Address environment hazards to reduce resident exposure to substances that reduce
the quality of life in town
• Goal 5: Assess potential health impacts of proposed projects and policies by integrating a
health and equity lens into local decision-making
Public Facilities & Services Goals
Regular assessment of and investment in the Town of Cohasset’s physical facilities are required to support
the efficient operation of the staff who rely on them, and their use as community resources. Efforts to
maintain and improve Cohasset’s public facilities should continue to be guided by well-developed capital
planning and budgeting processes which identify future needs, as well as wants, while offering a framework
to evaluate individual priorities in the context of Town wide planning activities. Effective service delivery relies
on the availability and provision of operational resources, such as sufficient funding, personnel, and access
to appropriate work space. Effective communication and transparent working relationships between Town
departments, boards, committees, and the broader public is important in achieving these goals.
• Goal 1: Ensure Cohasset’s public infrastructure and facilities meet community and departmental needs
• Goal 2: Secure and supply adequate resources to provide high quality facilities, services, and programs
that serve the needs of Cohasset’s residents
• Goal 3: Enhance communication and improve transparency of town processes
• Goal 4: Explore collaborative solutions to address regional issues facing the Town of Cohasset and
neighboring communities
9TOWN OF COHASSET 2019 MASTER PLAN
Land Use
10
Geographic Characteristics
The Town of Cohasset has a total area of 31.5 square miles. Of the total area, approximately 9.9 square
miles is land (31.4%) and 21.6 square miles (68.56%) is water1 - mostly territorial ocean boundaries.
It is bordered on the west by Hingham, on the northwest by Hull, on the north and northeast by
Massachusetts Bay and on the east and south by Scituate. Cohasset is approximately twelve miles
east of Braintree and twenty miles southeast of Boston. Cohasset is a residential community with little
commerce or industry.
1 Territorial water extends three miles off the coast and include waters of Massachusetts Bay.
Cohasset Master Plan – Land Use
Introduction
As stated in the draft 2003 Master Plan:
The ocean, natural resources, open spaces and cultural legacy inherited from the past are the
dynamic context for the many activities that make up how people live and work in Cohasset. In
some respects, Cohasset has avoided the worst manifestations and consequences of suburban
sprawl. The town center has retained a viable business mix with stores and services for the
local market and the residential areas around the Village and Harbor reflect the compact and
walkable character of their pre-twentieth century origins. The newer residential areas and
the commercial strip on Route 3A have the more sprawling appearance of post World War II
development.
Preserving the community character of Cohasset has been a common theme throughout the visioning
process that preceded the development of this Master Plan and has been echoed at the public meetings
during the planning process.
The Land Use element of this Master Plan provides additional focus on the Town’s overall land use
policies. Land use refers to the development character within a municipality after consideration of the
amount, type, and intensity of commercial, industrial, residential and institution development, as well
as open space, and key natural resources features. This chapter provides an analysis of current overall
land use within the Town of Cohasset and the Town’s potential build-out.
Key Findings
• The Town has experienced substantial new growth during the last 15 years, particularly in
terms of residential development. Over half of the residential land identified in the draft
2003 Master Plan build-out analysis has been developed.
• The build-out analysis shows that there is potential for a maximum of over 470 new homes
if all potentially developable land is developed pursuant to the current zoning bylaw.
This does not include the potential development of over 150 acres currently designated
undevelopable.
• A substantial portion of Cohasset is categorized as open space, much of which is
permanently protected. There is a desire by the community to continue to find ways to
protect and put additional land into conservation.
11
The Town’s physical coastal character consists of rocky shores and shoals, numerous coves, wetlands,
and protected harbors. Features to the north in Hull and to the south in Scituate shared with the Town
of Cohasset include Straits Pond, Bassing Beach, the Gulf River and Rocky Beach. Away from the coast,
the Town shares regional open space resources such as the forests of Wompatuck State Park, Whitney
and Thayer Woods (including portions known as Turkey Hill and Weir River Farm) and the Aaron River
and Lily Pond watersheds with Hingham and Scituate.
Land Use
When considering the character of Cohasset, a number of factors come into play such as the nature
of the residential development, Cohasset Village, the Town’s coastline and waterfront resources, its
natural beauty and open spaces, and the commercial districts along Route 3A. Historic buildings and
sites have been preserved for future generations. Cohasset Village serves the community with the
variety and number of successful businesses appropriate to its scale and character. The active harbor
reflects Cohasset’s heritage as a fishing village, which supports the needs of recreational boaters
and commercial fishermen, and provides community meeting places and outdoor public spaces for
residents and visitors. These are values that were confirmed throughout the planning process.
Land use acreage for different land use categories has not changed much in Cohasset since 1971. This is
reflected in the breakdown of land uses in Figure 1 below.
• Approximately 1/3 of the land in Cohasset is
categorized as residential; however, this land
represents over 90% of the total assessed
value in Town. In terms of developed land,
residential uses are the predominant one in
Cohasset.
• Commercial and industrial uses occupy a
total of 3.3%, representing approximately 5%
of the total assessed land value in Town.
• Almost half of the land in Cohasset is
categorized as open space (2,935 acres
according to the OSRP). In recent years,
the Town has made an effort to increase its
inventory of open spaces, some public and
some privately owned. Recent acquisitions
include Barnes Wildlife Refuge, Ingram Park,
Brewster Woods, and land at King St. and
Brass Kettle Brook.
• Land characterized as exempt represents
15% of the Town’s land area. Exempt land includes municipally-owned land and institutional uses
such as churches.
Cohasset Master Plan – Land Use
Figure 1: Cohasset Land Use Breakdown by Acreage - 2018
Source: Town of Cohasset Assessor’s records and Cohasset 2018 Open
Space and Recreation Plan
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Growth and Development
The earliest settlements in Cohasset were the village center, the harbor, and the Beechwood area,
where farms were first carved out. Jerusalem Road began to see the establishment of inns and summer
lodging houses in the early decades of the 19th century. This was the area where private summer
cottages were first constructed. The arrival of the railroad in 1849 attracted even more summer visitors
to Cohasset adding to the already established year-round residents in Cohasset working in farming,
fishing and other local industries.
The Town continued to grow and, in the last quarter of the 19th century, new roads were laid out.
Between 1876 and 1891, Doane Street, Forest Avenue, Atlantic Avenue, and Nichols Road were built.
The last three were planned to accommodate summer houses, which in some cases took several
decades before houses were constructed.
By the end of the Korean War, the Town of Cohasset began to transition to a bedroom community.
While a small fishing industry, agricultural, and summer colony continued to operate as before, the
Town increased its population in the post-World War II era. Summer cottages and other buildings were
adapted into year-round residences, historic preservation emerged as a priority, and additional cultural
institutions sprang up to provide cultural enrichment for local residents.
Residential Development
The combination of large areas of public land in the southern part of the town and environmental
constraints, both wetlands and rock ledge, has historically limited the opportunities for large
development projects. Septic requirements, especially with the more stringent Title 5 regulations now
in force, have posed another barrier to development. Recently, new construction techniques have
allowed development on properties that previously could not pass percolation tests. Additionally, a
sewer treatment facility expansion facilitated connections to existing residences along Little Harbor
and Atlantic Avenue and has added 150,000 gallons per day of excess capacity that has allowed for
further residential development.
In recent years, the issuance of building permits for new residential construction has increased.
Between the years of 2006 and 2009, an average of twelve permits for new housing construction
were issued annually. Between 2010 and 2015, building permit issuance for new housing construction
increased to 26 permits per year, in part due to the permitting of larger residential projects such as
the Cook Estates on Sohier Street, the Toll Brothers development (Estates at Cohasset) off lower
Beechwood Street, and the Avalon multi-family development on Route 3A. Over the last five years,
excluding these large developments, the Town has averaged 17 new building permits per year. The
size of single-family homes has increased as well resulting in the adoption of the Large Home Review
provision in the Zoning Bylaw. As shown in Figure 2 below, the average permit value for new house/
construction has increased from an average of $460,000 to an average of $720,000 since 2013.
Commercial Development
ROUTE 3A CORRIDOR
Commercial development along Route 3A has increased substantially since the 1990s and that
section represents the most concentrated area for retail and personal services in Cohasset. Larger
developments including Stop & Shop, Shaw’s and Cohasset Storage have been built along the Route
3A corridor. Other commercial developments that have been constructed or approved in recent years
along Route 3A include Old Colony Square Plaza, Hingham Lumber Company, King Jewelers Company,
Aubuchon Hardware, and the Rosano office/residential mixed-use building. Avalon recently developed
a residential complex on Route 3A that is the Town’s most densely developed residential project.
Sunrise of Cohasset is an assisted living facility is located just north of the Avalon project.
Cohasset Master Plan – Land Use
13
Cohasset Master Plan – Land Use
COHASSET VILLAGE
Additional commercial development can be found in Cohasset Village, a small downtown center with
smaller scale retail shops, real estate offices and restaurants with some residential development around
the periphery. Participants in the visioning phase for the Master Plan valued what Cohasset Village
offers to residents, as well as its character, and suggested that the plan include policies that preserve
and enhance that part of town. This includes preservation of existing buildings, particularly if found to
be historically or architecturally significant, while allowing for some more densely developed mixed use
buildings where appropriate.
HARBOR AREA
Cohasset has an active harbor area which reflect Cohasset’s heritage as a fishing village. Starting in
2018, the Town began work on a Municipal Harbor Plan. Currently the land around the harbor includes
facilities to support commercial fishing and recreational boating, and the scientific research of CSCR.
The Atlantica, the Olde Salt House, and the Cohasset Inn are remnants of the Harbor’s past and
important components of its future: the restaurants could draw transient boaters and inland visitors
while anchoring physical and economic links to the Cohasset Village. Redevelopment of the Cohasset
Harbor Inn has the potential to transform the hinge of the waterfront, opening up views of the Harbor
from Elm and Margin Streets while adding new life to the Harbor economy and anchoring Elm Street as
a physical connection between the Village and the Harbor.
Cohasset Zoning
The Town of Cohasset Zoning Bylaw was first adopted in 1955. Numerous additions and amendments
have been made over the years, with the latest revisions having occurred at the 2019 Annual Town
Meeting. Recent amendments included adjustments to the use and dimensional regulations,
inclusionary housing, medical and recreational marijuana, scenic roads and large house plan review.
The Zoning Bylaw establishes ten districts and five overlay districts. Most of the Town is zoned for
residential use, primarily as Residence B (R-B). There are three residential districts (R-A, R-B, and R-C).
The minimum lot size in the R-A district is 18,000 sq. ft. (0.4 acres); in the R-B district it is 35,000 Sq. ft.
(0.8 acres); and in the R-C district, the minimum lot size is 60,000 sq. ft. (1.38 acres).
Figure 2: Average Permit Value for New Home Construction
Source: Town of Cohasset Building & Inspections data
Individual House
Average Permit
Value = $460k
Individual House
Average Permit
Value = $720k
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Cohasset Master Plan – Land Use
There are five business districts:
• The Downtown Business (DB) District includes three smaller nodes along upper Beechwood Street,
Summer Street (Cohasset Harbor), and Route 228 (West Corner) near the Cohasset-Hingham-Hull
town lines.
• The Waterfront Business (WB) District is generally located in the area surrounding Cohasset Harbor.
• Village Business (VB) encompasses the area known as Cohasset Village, which is generally located
in the area immediately adjacent to the intersection of N. Main Street, Elm Street, and Ripley Road.
• The Highway Business (HB) District are generally located along two sections of Chief Justice
Cushing Highway (Route 3A). The north and south sections of this district are separated by land
zoned Residence B.
• The Technology Business (TB) District is located along west side of the northern portion of Chief
Justice Cushing Highway between Sohier Street and Whitney Spur Rail Trail.
Additionally, there is one light industrial zoning district:
• The Light Industry (LI) District is generally located in the area west of King Street between N. Main
Street and Chief Justice Cushing Highway.
• The overlay districts include:
• Floodplain and Watershed Protection District
• Water Resource District
• Residential Cluster Development District
• Senior Multifamily Residence Overlay District
• Transit-Oriented Development Overlay District
• Ground-Mounted Solar Photovoltaic Installations Overlay District
Residential Zoning
The Residence A (R-A) District allows single-family dwellings on a single lot by right and community
facilities that include but are not limited to religious institutions and nonprofit educational
organizations. Pursuant to §300-4.3E of the Zoning Bylaws home occupations are also permitted in the
district. The minimum lot size is 18,000 sq. ft. (0.4 acres) with a minimum frontage of 50 feet and a 30%
maximum lot coverage. Accessory dwelling units are allowed by Special Permit granted by the Zoning
Board of Appeals (ZBA).
The Residence B (R-B) District allows single-family dwellings on a single lot by right and community
facilities that include but are not limited to religious institutions and nonprofit educational
organizations. Pursuant to § 300-4.3E of the Zoning Bylaws home occupations are also permitted in the
district. The minimum lot size is 35,000 sq. ft. (0.8 acres) with a minimum frontage of 50 feet and a 30%
maximum lot coverage. Accessory dwelling units are allowed by Special Permit granted by the ZBA.
The Residence C (R-C) District allows single-family dwellings on a single lot by right and community
facilities that include but are not limited to religious institutions and nonprofit educational
organizations. Pursuant to § 300-4.3E of the Zoning Bylaws home occupations are also permitted in the
district. The minimum lot size is 60,000 sq. ft. (1.38 acres) with a minimum frontage of 50 feet and a 30%
maximum lot coverage. Accessory dwelling units are allowed by Special Permit granted by the ZBA.
OTHER PROVISIONS OF NOTE
The zoning bylaw includes a provision for a large house plan review to be conducted by the Planning
Board when new construction or “an exterior alteration, expansion/extension/enlargement,
reconstruction or replacement of an existing residential building” exceeds the greater of 3,500 square
feet or 10% of the area of the lot up to a maximum of 6,000 square feet. In conducting its review, the
Board can review the scale of the building, preservation of landscape, lighting, and circulation. Almost
15
Cohasset Master Plan – Land Use
Figure 3: 2015 Cohasset Official Zoning Map
16
Cohasset Master Plan – Land Use
Figure 4: 2015 Cohasset Zoning Map (Residential)
Cohasset Residential Zoning
17
Cohasset Master Plan – Land Use
Figure 5: 2015 Cohasset Zoning Map (Commercial and Industrial)
Cohasset Commercial Zoning
18
50 large home reviews have been conducted over the last ten years and concerns are frequently
raised that many of these expansions are out of character with the surrounding neighborhoods. These
sentiments were echoed by the public at the forums for both the visioning process and the Master Plan.
A number of vacant residential lots do not meet the minimum lot size requirements of their respective
zoning districts. The single lot exemption provides that a single-family dwelling may be allowed on lots
that have “less than the required area, width, depth and/or frontage”, if the land was laid out in a plan
and recorded at the Registry, was in conformity with applicable regulations at the time of the recording,
and still met minimum lot size requirements set forth in this section of the bylaw (9,000 square feet in
the RA district, 15,000 square feet in the RB district and 20,000 square feet in the RC district).
Commercial Zoning
VILLAGE/DOWNTOWN BUSINESS
Zoning for Cohasset Village is within the Downtown Business (DB) and the Village Business (VB)
Districts, where the following uses are permitted by right: retail stores and service establishments;
professional offices; banks; restaurants, catering services and other places where food is served for
consumption on the premises; religious and nonprofit educational organizations; parking areas or
garages; and medical uses. The ZBA may allow single-family dwelling, boat yard or marina uses by
Special Permit. The Planning Board may issue Special Permits for multi-family “including those in
combination with stores or other permitted uses…” in the VB district. The minimum lot size in this
district is 5,000 sq. ft. with a maximum building height of 35 feet and lot coverage of 80%. Article 18 of
the bylaw sets forth performance standards for special permits in the Village Business district regarding
floor area ratio.
Note that according to the zoning map, there are two other small areas designated as Downtown
Zoning. The use and dimensional regulations are virtually the same between the Downtown Business
and Village Business districts, with the exception of jurisdiction over certain special permit reviews.
In 2017, the Planning Board adopted the Village Business District design guidelines to be used by the
Board in its review of special permit applications in the Village Business District. The design guidelines
address factors such as building materials, height, massing, facades, roofing, windows and doorways.
They also incorporate site design features including pedestrian networks, signage, landscaping,
parking, lighting, and stormwater management.
The general policy objectives of the guidelines are to:
• Preserve and enhance the historical and cultural heritage of the Village
• Promote the mix of uses
• Promote variety in future development
• Encourage sustainability
• Promote coordination with infrastructure improvements
• Encourage affordable and moderately priced housing
• Create open spaces and pedestrian accessibility
• Encourage sensitivity to adjacent residential neighborhoods.
HIGHWAY BUSINESS
The Highway Business district covers the north and south sections of the Route 3A corridor. Uses
permitted by right include retail stores and service establishments; restaurants without entertainment;
retail sale of marina supplies; building supplies showroom; miscellaneous trade and repair service and
shops; business offices; banks; printing establishments; and community facilities such as religious
institutions. Special permit uses include single- and multi-family dwellings; hospitals; restaurants
Cohasset Master Plan – Land Use
19
Cohasset Master Plan – Land Use
that include entertainment; automobile sales; hotels and motels; and auto service stations and repair
garages. The minimum lot size in the district is 10,000 square feet, although if housing is included, the
minimum lot size is 88,000 square feet. There is a 25% maximum structural coverage standard, or 60%
for the entire lot (including all impervious surfaces such as parking lots). The maximum building height
is 35 feet.
WATERFRONT BUSINESS
The Waterfront Business district generally includes the area around Cohasset Harbor. Uses allowed
by right include retail sales of marina supplies and community facilities such as religious institutions.
Additionally certain uses such as retail stores; restaurants; and hotels and motels may be allowed by
special permit. Residential uses currently are not allowed within this district. There is no minimum lot
size in this district. The maximum building height is 35 feet and the lot coverage maximum is 80%.
A small portion of this district includes land subject to Chapter 91, which governs the use of
Commonwealth tidelands and protects the public’s right to access those tidelands. The regulations
governing Chapter 91 land requires that the land be preserved for water-dependent uses and designates
land that can provide direct access to the waterfront. According to the Municipal Harbor Plan, the
primary parcels affected are the Cohasset Harbor Inn, Olde Salt House, and Atlantica sites, and three
Town-owned properties: the site of the John Smith marker, the war memorial, and Government Island.
The zoning changes proposed in the Municipal Harbor Plan and described below would require changes
to the Chapter 91 license that governs this area, which is described in more detail in that plan.
At the 2019 Town Meeting, the Town adopted changes to the Waterfront Business District. The
zoning amendment would create a new Harbor Village Business Overlay (HVB) district that will allow
multifamily residential uses in a mixed-use building within the boundary of the overlay district. Allowed
commercial uses include retail, professional offices and services, seasonal and permanent public
amenities, and restaurants. A Planning Board special permit would be required along with conformance
with applicable dimensional and design standards.
TECHNOLOGY BUSINESS
The Technology Business (TB) District is located along Route 3A north of the intersection with Sohier
Street. Permitted uses by right include retail stores and service establishments; retail sales of marina
supplies; nursing home; medical offices; miscellaneous trade and repair service and shops; boat yards;
business offices; and banks. Special permit uses include restaurants; automobile sales; and auto service
stations and repair garages. The minimum lot size is 80,000 square feet. The maximum building height
is 45 feet. The lot coverage standard is 25% for structures and 60% for all impervious surfaces on a lot.
Industrial Zoning
In the Light Industry (LI) District, business and/or professional office buildings with a maximum building
height of 45 ft. are allowed by right. Additionally, wholesale and manufacturing enterprises; home
occupations and agricultural uses, community facilities that include but are not limited to religious
institutions, nonprofit educational organizations, and golf courses are permitted. Special permit uses,
if approved by the Planning Board include but are not limited to cemeteries; hospitals; solid waste
facilities; kennels; veterinary hospitals; and fast food restaurants. The minimum lot size in this district is
80,000 sq. ft. with a maximum lot coverage of 60%.
Overlay Districts
FLOODPLAIN AND WATERSHED PROTECTION DISTRICT
20
Cohasset Master Plan – Land Use
The Floodplain and Watershed Protection District includes all special flood hazard areas within the
Town of Cohasset designated as Zone A, AE, AO, or VE on the Norfolk County Flood Insurance Rate
Map issued by the Federal Emergency Management Agency (FEMA) for the administration of the
National Flood Insurance Program. The purpose of the district is to protect persons and property from
the hazards of flood and pollution; to protect, preserve, and maintain the Town’s water table and water
recharge areas; to assure the continuation of the Town’s natural water flow patterns and to provide
adequate and safe water storage and runoff capacity. The Special Permit Granting Authority in this
district is the Zoning Board of Appeals. Allowed uses include outdoor recreation including, but not
necessarily limited to boating, golfing, fishing, hunting, nature study, and bicycle and horseback riding;
wildlife conservation shelters; and dams and other water control devices.
WATER RESOURCE DISTRICT
The Water Resource District includes all areas designated on the Zoning Map. The purpose of the
district is to preserve, protect, and maintain an adequate quality and quantity of drinking, ground and
surface water for the residents, institutions, and businesses of the Town of Cohasset; as well as conserve
natural resources and prevent temporary and permanent contamination of the environment. The
Special Permit Granting Authority in this district is the ZBA. This section of the bylaw includes a list of
uses that are deemed to be hazardous to the Town’s water supply and are prohibited.
RESIDENTIAL CLUSTER DEVELOPMENT DISTRICT
The Zoning Bylaw provides for a Residential Cluster Development (RCDD) District by Special Permit
and Site Plan Approval from the Planning Board in a R-B or R-C District. As described in the bylaw,
the purpose of the district is to encourage the more efficient use of land in harmony with its natural
features; encourage creativity in the design of developments through a carefully controlled process;
encourage a less sprawling form of development, a shorter network of streets and utilities, more
economical development of land with less consumption of open space; permanently preserve natural
topography and wooded areas within development areas and to preserve usable open space and
recreation facilities close to homes; provide an efficient procedure to ensure appropriate high-quality
design and site planning to enhance the neighborhoods in which they occur and to the Town as a whole;
and promote diverse and energy-efficient housing at a variety of costs. The RCDD requires a minimum
area of 10 acres and a maximum building height of 35 ft. Additionally, the minimum width of open land
between any group of lots and adjacent property shall be 30 ft. and between each group of clustered
buildings shall be 30 ft. Single- and multi-family dwellings are allowed however, multi-family dwelling
units cannot exceed 30% of the units in a residential cluster development.
SENIOR MULTIFAMILY RESIDENCE OVERLAY DISTRICT
The Senior Multifamily Residence Overlay District (SMRD) was allowed until 2018 with the issuance of
a Special Permit and Site Plan Approval from the Planning Board in a R-B or R-C District. The purpose
of a SMRD was to provide alternative housing for residents who are 55 years in age or older. The bylaw
required that at least 25% of the dwelling units be affordable to persons who met or qualified under
the bylaw’s definition of low- or moderate-income housing for a period not less than 30 years. The
minimum acreage for such a development was 10 acres with a maximum density of 10 dwelling units
per acre and a maximum building height of 35 ft.
Pursuant to §300-16.10 of the bylaw, the Planning Board provided a density bonus of two units per
acre when at least 25% of the dwelling units, in addition to affordable units as per Subsection A, were
affordable to persons who met or qualified under the bylaw’s definition of median-income housing for a
period not less than 30 years.
TRANSIT-ORIENTED DEVELOPMENT OVERLAY DISTRICT
The Zoning Bylaw provides for a Transit-Oriented Development Overlay (TOD) District by Special
21
Cohasset Master Plan – Land Use
Permit and Site Plan Approval from the Planning Board. The district’s boundaries include the Light
Industry District to the north of Chief Justice Cushing Highway (Route 3A) as designated on the
Zoning Map and encompasses the area around the MBTA commuter rail station. The purpose of the
TOD district is to reduce automobile dependency; encourage a mix of moderate- to high-density
development near transit, and create safe and pedestrian-friendly neighborhoods. Allowed uses include
retail, civic, office, and multi-family dwellings.
GROUND-MOUNTED SOLAR PHOTOVOLTAIC INSTALLATIONS
OVERLAY DISTRICT
The purpose of the Ground-Mounted Solar Photovoltaic Installations Overlay District is to create a
zoning overlay district that allows the installation, operation, maintenance and decommissioning of
ground-mounted solar photovoltaic (GMSP) arrays. The Planning Board is the site plan review authority
in this district.
Recent Zoning Amendments
In recent years, the Town considered and adopted the following amendments to the Zoning Bylaw:
• Scenic byways – designated four roadways with scenic attributes where stricter regulations apply to
residential development to protect the character and environment of the Town
• Medical and recreational marijuana uses – regulates where such uses can be located in Cohasset
• Zoning for wind energy – accommodates the construction of wind turbines in appropriate locations
• Zoning Bylaw reconciliation and recodification – make the bylaw easier to read and use
• Miscellaneous changes to definitions and dimensional regulations
Potential Build-out in Cohasset
Residential Build-Out
Based on data reviewed from the Long Range Planning Group and the Assessors’ Office, MAPC identified a total
of 103 residential parcels as vacant, covering 357 acres. There were 96 parcels, totaling 204 acres classified as
either developable or potentially developable and were included in the future build-out analysis for residential
land (Assessors’ codes 130 and 131).
Ten of those lots or a total of 157 acres, are classified as undevelopable according to the Assessors’
records. While the undevelopable land (Assessor’s Code 132) is not included in the build-out analysis,
it is certainly possible that a portion of this land does convert into further residential development.
During the period 2004 to 2018, 280 acres designated code 132 became developed.
Figure 6: Lots per Residential Zoning District
Zoning
District
Min. lot size (sq.
ft./acres)*
Developable
lots
Potentially
developable lots
Area
(sq. ft.)
Area (acres)*
RA 18,000/0.41 8 2 437,072 10.0
RB 35,000/0.8 47 24 5,825,833 133.7
RC 60,000/1.38 11 4 2,622,830 60.2
Total 66 30 8,885,735 203.9
* 1 acre = 43,560 square feet
22
Cohasset Master Plan – Land Use
The 204 acres classified as developable or potentially developable were further refined when examining
the Assessors’ data in more detail. Despite being listed as developable or potentially developable, a
number of lots fell below the minimum lot size for the district in which they are located, including those
that fall below the threshold for consideration under the single lot exemption clause of the zoning
bylaw. See Figure 6 below for the breakdown of lots within each zoning district.
In assessing the potential build-out in Cohasset, it is important to understand the existing zoning
regulations, especially those governing permitted uses and the dimensional regulations (frontage;
front, side and rear yard setbacks, lot coverage, height, etc.). It is important to note that this analysis
is based on the current zoning provisions. The vacant parcels fall within each of the three residential
zoning districts – RA with a minimum lot size of 18,000 square feet; RB with a minimum lot size of
35,000 square feet; and RC with a minimum lot size of 60,000 square feet.
Additionally, residential lots that contain one single-family house but exceed four acres in size were
considered as potentially developable under the assumption that the property owner could subdivide
the land and build additional houses (Assessor’s land use codes 101-106). In reviewing the relevant
parcels and the minimum lot size for each district, environmentally constrained land (wetlands, etc.)
Figure 8 – Residential Build-Out Projections Based on Current Zoning
Zoning
District
# of
Developable
Units
(LUC 130)
# of
Single Lot
Exemption
Units*
# of
Potentially
Developable
Units
(LUC 131)
# of
Single Lot
Exemption
Units*
# of
Units for
Potentially
Subdivided
Parcels
(LUC 101-
106)
Total build-
out per
district
RA 10 1 10 0 9 30
RB 88 16 48 8 220 380
RC 12 4 27 0 21 64
Total
Build-out
110 21 85 8 250 474
* Single lot Exemption units are based on lots that are at least 9,000 sq. ft. in RA; 15,000 sq. ft. in RB; and 20,000 sq. ft. in RC,
but do not meet the minimum lot size for the district.
Figure 7: Potential New Units on Parcels Larger than 4 Acres
Zoning District Min. lot size
(sq. ft./acres)*
Potential New Units
RA 18,000/0.41 9
RB 35,000/0.8 220
RC 60,000/1.38 21
Total 250
23
was subtracted to determine how much land would be potentially developable. The numbers below are
the potential new houses if the remaining land was to be subdivided (they do not include the existing
structure).
The build-out for residential properties is summarized in the table below. For each of the three
residential zoning districts, the build-out is shown for developable lots, potentially developable lots and
the number of lots that could potentially be approved pursuant to the single lot exemption provision of
the bylaw. (Note that this analysis does not include a review of any recorded plans for these undersized
lots to determine whether the lots comply with the standards for the exemption.)
Thus the total build-out for the number of residential units (developable and potentially developable)
is 195 units. For parcels that exceed four acres in size that could be subdivided, and additional 250 units
could potentially be constructed, although it is unlikely that all of these properties would be subdivided
and built-out. When all of the single lot exemption lots are added, the build-out reaches 474 single-
family units.
In contrast, the build-out potential as analyzed in the draft 2003 master plan, 374 units were projected
on vacant residential parcels plus 607 homes on potentially land that had potential to be subdivided
for a total number of 981 new single-family homes. These updated build-out projections suggest that
approximately half of those parcels with build-out potential have been developed although a strict
comparison is difficult since different methodologies were employed in the analysis.
Cohasset Master Plan – Land Use
24
Figure 9: Commercial Build-Out Projections Based on Current Zoning
Total area
(sq. ft.)
25%
coverage
structural
(sq. ft.)
One-story
building
(sq. ft.)
Two-story
building
(sq. ft.)
Three-story
building
(sq. ft.)
1,585,649 396,412 396,412 792,824 1,189,236
Cohasset Master Plan – Land Use
Commercial Build-Out
The commercial build-out is based on the assessment of 14 vacant developable lots in the Highway
Business District. This covers approximately 1,585,649 square feet of land or 36.4 acres. There are a
few lots that are split between two zoning districts, so only the land actually within the HB district was
counted. The minimum lot size within the HB district is 10,000 square feet. For the build-out calculation,
it was assumed that any development would be built to maximize the 25% structural coverage standard
in the dimensional regulations. Although many of the buildings within this district are one- or two-story
buildings, build-out projections are also made for buildings that reach the 35 foot maximum height
standard (equivalent to three stories). The build-out is summarized in the table below.
Another factor to consider regarding potential build-out along Route 3A is the ongoing feasibility study
for the construction of a new sewer line along the roadway corridor. Connecting commercial properties
along 3A to the sewer system would support existing business that have struggled with septic issues
and may create an opportunity for more intensive development that could result in greater build-out
potential by opening up land for development that might otherwise be constrained by the necessity of
siting a septic system. The ramifications of running a sewer line along Route 3A should be considered as
part of the feasibility study.
To illustrate recent commercial developments on Route 3A, a mixed-use building was permitted 132
Chief Justice Cushing Highway after Cohasset adopted the Transit Overlay District. The development
created a two-story building containing 34,000 sq. ft. of ground floor retail space and 23,000 sq. ft. of
residential space on the second floor. After receiving a Special Permit from the Zoning Board of Appeals
allowing the combination of commercial and residential land uses on the site, the Planning Board
approved a mixed-use development at 380-400 Chief Justice Cushing Highway. This approval allowed
a 60,000 sq. ft. two-story building comprised of retail space and 20 local action rental-housing units,
which will be included in Cohasset’s Subsidized Housing Inventory (SHI).2
Land Use Goals and Recommendations
Goal 1: Plan and invest strategically for smart growth in order
to preserve Cohasset’s community character
In Phase I of the master plan process, the citizens of Cohasset identified several opportunities including:
developing a land use plan before the Town is overdeveloped, increasing affordable housing for people
with lower incomes, and retaining the traditional small town feeling. Identify environmental constraints
2 2018 Cohasset Open Space and Recreation Plan
25
Cohasset Master Plan – Land Use
to prevent development of unsuitable parcels.
Strategy 1.1: Complete study of Cohasset residential land use patterns
Develop clearer picture of maximum build-out potential of Town including strategies to manage growth
and impact to specific neighborhoods of potential regional sewer agreement.
Strategy 1.2: Review existing zoning bylaw on accessory dwelling units
(ADUs)
Encourage ADUs as an additional way to create more alternative housing options (see Housing
chapter).
Strategy 1.3: Review zoning bylaw to allow greater housing options in certain
areas along Route 3A and near the train station (see Housing chapter)
This could include more diverse housing types such as cottage-style development, clustered single-
family housing, townhouses, single-family on smaller lots, and mixed-use developments.
Strategy 1.4: Review and revise the zoning bylaw to ensure desired smart
growth and enforcement of zoning bylaws
• Consider separating zoning enforcement from building inspector function.
• Review and discuss increasing RB and RC frontage requirements
• Update the use regulations to delete out-of-date uses and include new land uses that the Town
might expect and consolidate zoning districts, especially the DB and VB districts since the use and
dimensional regulations are virtually the same.
• Review parking requirements.
• Evaluate pros and cons of a Demolition Moratorium Bylaw.
• Evaluate pros and cons of a Ledge Removal Bylaw.
• Evaluate pros and cons of eliminating the Single Lot Exemption.
• Evaluate pros and cons of expanding the Transit-Oriented Development Overlay District.
Strategy 1.5: Improve planning and permitting process by educating
community through zoning clinics
Conduct periodic public forums to assist potential applicants and educate them regarding the Town’s
zoning bylaw and environmental permitting.
Goal 2: Revitalize the Harbor area in accordance with the
Harbor Plan vision and landside development and infrastructure
recommendations
The vision for the Municipal Harbor Plan is simply to enhance the land, the water, and the edge in
between to support access to and enjoyment of the Harbor for all ages, interests, and abilities. The
key is to balance the needs of the variety of uses to ensure a safe and pleasant experience for all. Part
of that enhancement is a strong link between the Harbor and the Village with physical, visual, and
economic components.
26
Cohasset Master Plan – Land Use
Strategy 2.1: Support public use of and access to the Harbor
Additional activity in the Harbor is dependent upon appropriate parking. One possibility is the
extension of the current parking area at the Lightkeepers’ Cottage.
Strategy 2.2: Identify and plan for appropriate improvements to landside and
waterside infrastructure
Specific suggestions in the Municipal Harbor Plan include improving streetscape, installing signage,
establishing gateway. For example, Elm Street as the principal connection to the Harbor requires
modification to make it a pleasant pedestrian environment to draw people from one area to the other.
Strategy 2.3: Improve the interconnectivity between the Village and the
Harbor
A key element in linking the Village and the Harbor will be to develop enhanced streetscape guidelines
for connections while allowing each to have its own identity. For example, enhancements could include
street lighting and furniture, using similar paving materials in the same family and colors in both
districts, having similar signage and using other elements such as banners and planters.
Strategy 2.4: Explore zoning changes to the Harbor to reflect the goals of the
Harbor Plan and the demand for alternative uses along the water’s edge
Specific suggestions include modifying Waterfront Business district zone and evaluating zoning
changes to the Light Industry zone. As the master plan was concluding, the Town of Cohasset adopted
a HVB District, which will allow multifamily residential use in a mixed-use development pattern within
the Harbor area.
Goal 3: Protect open space in all town-wide land use decisions
in order to preserve access and scenic beauty in accordance
with the OSRP
Strategy 3.1: Develop a set of criteria for ranking and evaluation of future
open space acquisitions by the Town
Strategy 3.2: Develop and maintain a list and priorities of properties
suitable for potential acquisition or conservation by the Town and make
recommendations
Note that this recommendation appears in the OSRP as well. Create a GIS layer specifically designated
to open space.
Strategy 3.3: Request comment from the OSRC on permitting and land
acquisition and disposition matters before the land use permitting boards,
27
Cohasset Master Plan – Land Use
Board of Selectmen and Town Meeting
Strategy 3.4: Increase public awareness of tax incentives available to private
landowners who preserve open space
Encourage the use of MGL chapter 61, 61A and 61B (forestry, agriculture and recreation, respectively)
for the benefit of property owners and the Town.
Strategy 3.5: Increase public outreach on the value and importance of open
space, including the benefits of public-private partnerships dedicated to
preserving and enhancing open space.
Goal 4: Attract and retain diverse business in Cohasset while
retaining small town character
Strategy 4.1: Develop plans for joint economic development of the Harbor
area and the Village
This joint campaign hinges on two objectives articulated in the Harbor Plan of drawing transient
boaters from the Harbor to eat/shop in the Village and encouraging visitors to the Village to eat/play in
the Harbor area.
Strategy 4.2: Complete study of commercial build-out analysis including
impact of potential regional sewer on economic development along Route 3A
Strategy 4.3: Establish design guidelines that can be adopted for the Route
3A corridor
These guidelines should include landscape and streetscape design standards, regulation of curb cuts,
pedestrian enhancements, design guidelines for the location and design of parking lots, etc.
Strategy 4.4: Consider ways in which to introduce more housing in Cohasset
Village as a way to enhance market opportunities in that district (see
Economic Development chapter)
Encourage new upper-story residential and commercial development within Cohasset Village that is
consistent with its historic character.
TOWN OF COHASSET 2019 MASTER PLAN
Housing
Cohasset Master Plan – Housing
29
Introduction
Like many other municipalities in the greater Boston region, in recent years Cohasset has experienced
both renewed population growth and a matching expansion of its housing stock. However, both older
and newer housing in town does not necessarily align with the needs of all its residents. Cohasset’s
housing is generally large and expensive, and there are limited options for renters, low- and moderate-
income households, and those looking for smaller housing options, whether young families starting out
or longtime residents looking to downsize.
Despite these challenges, the Town has many tools at its disposal to address housing need and demand,
and has made progress towards key housing benchmarks, including currently meeting the state goal of
10% subsidized housing per Chapter 40B1. The Town’s ability to continue to meet Chapter 40B targets
in the future will be dependent on many factors, which are currently being analyzed in greater detail
as part of a Housing Production Plan (HPP). This chapter of the Cohasset Master Plan will analyze
demographic and housing data to assess housing need, will review municipal tools and resources, and
will conclude with housing goals and strategies.
Key Findings
• Cohasset is a small town that has experienced population growth in recent years, which is projected
to continue. Its largest age groups are children under the age of 20 and adults aged 40-59, though
the share of seniors over the age of 60 is projected to increase the coming years.
• Cohasset’s median income roughly doubled in the past three decades, and is now substantially
higher than that of the state and region. However, Cohasset is not universally affluent; 21% of all
households are low- income. In general, senior households in Cohasset earn less than the overall
population.
• While Cohasset’s housing stock has grown and diversified in recent years, including an increase
in the number of multifamily and rental units, the majority of Cohasset’s housing is still large,
detached, single-family housing.
• The median home price in Cohasset is substantially higher than in the surrounding area. Even with
Cohasset’s high median income, a family earning Cohasset’s median income could not afford to
purchase a house at Cohasset’s median home price. One-third of Cohasset households experience
some degree of cost burden.
• Cohasset should continue to seek opportunities to expand the diversity of its housing stock to meet
the needs of households of varying sizes, incomes, tenures, and ages, with a particular focus on
low-income families and downsizing seniors.
Demographics2
Population
Housing demand in any given area is driven in part by the people who live there, so an understanding
1 As prescribed by Chapter 40B, the percentage of subsidized housing units is based on the total
number of housing units in Cohasset as of the most recent census, which occurred in 2010. When
using Cohasset’s current number of housing units or the anticipated number of housing units as of
the 2020 census, the percentage of subsidized housing units drops below 10%. See the Affordability
section of this chapter for a more detailed discussion.
2 Because of Cohasset’s small size, the margins of error for much of the data available are sometimes
higher than what would typically be seen in larger geographies. Margins of error greater than 2% are
noted in the footnotes throughout this chapter.
Cohasset Master Plan – Housing
30
of Cohasset’s population is necessary to understand current and future housing need (note however
that demand is also driven by those who do not currently live in Cohasset, but would like to). Cohasset
is a small town, but has seen its population grow in recent years: the town’s 2017 population of 8,3423
represents a 14.9% increase since 2000, and the town’s 2,949 households4 represent an increase of 10%
during the same period.5
MAPC projects that the Town will continue to grow in the coming years. MAPC’s projections include
two scenarios: a Status Quo scenario, which is based on the continuation of existing rates of births,
deaths, migration, and housing occupancy; and a Stronger Region scenario, which explores how
changing trends could result in higher population growth, greater housing demand, and a substantially
larger workforce for the greater Boston region. MAPC’s Status Quo scenario projects a 2030 Cohasset
population of 9,332. Under the Stronger Region scenario, MAPC projects a slightly higher population
of 9,476 in 2030. The Status Quo scenario aligns more closely with previous planning work done by the
Town, so the analysis in this Plan will rely on that scenario.
Consistent with national and regional trends, Cohasset is expected to see its senior population increase.
Based on population analysis done by Cohasset’s Long Range Planning Group (LRPG), the number
of residents aged 60-74 has grown at a 4% compound annual growth rate (CAGR) from 2007-1016.
MAPC projects that the number of residents over the age of 60 will continue to grow, reaching 2,878 by
2030 and increasing the share of older adults in Cohasset from 22% in 2010 to 31% in 2030. Cohasset’s
3 Town of Cohasset, 2017 Comprehensive Annual Financial Report.
4 The number of households, which are defined as a group of people living together within a housing
unit, is not necessarily equal to the number of housing units in Cohasset. For example, an unoccupied
house would count as a housing unit, but would not include a household. However, it is worth noting
that the household data used here is from 2012-2016, whereas housing unit data is from 2017. Given
the recent increase in the number of housing units in Cohasset, it is likely that the current number of
households is higher than what is represented in the 2012-2016 data.
5 2012-2016 American Community Survey, 2000 U.S. Census.
Figure 10: Population Projections
Source: U.S. Census, MAPC projections
Cohasset Master Plan – Housing
31
projected share of older adults is
slightly greater than that projected
for the entire region, which is
expected to increase from 18% to
28% of the total population over
the same period.
However, an increasing share of
seniors is not the whole story;
the number of young adults aged
20-39 is expected to double from
2010-2030. This is consistent with
the LRPG’s analysis of town census
data from 2007 to 2016, which
found that the number of young
adults aged 18-29 grew at a CAGR
of 4%, outpacing overall adult
population growth over the same
period (1.5% CAGR). Even with
the projected growth of this age
group, the share of young adults
in Cohasset (21% of the Town’s
population) is expected to be less
than that of the entire region
(28%). During the same 9-year
period, the number of adults aged
30-59 experienced a 0% CAGR.
This is consistent with MAPC’s
projection that adults aged 40-59
are expected to decrease slightly,
but still remain a substantial share
of the population.
Finally, MAPC projects that number
of children aged 19 and younger is
projected to decrease slightly by
2030. However, this is at odds with
the LRPG’s analysis, which found
that the number of children aged
17 and younger grew at a 0.9%
CAGR from 2007-2016. The LRPG’s analysis was based on Massachusetts Department of Secondary
and Elementary Education reporting, and found that the number of school-aged children had been
understated in the U.S. Census data. Given that MAPC’s projects are in part based on U.S. Census data,
it is possible that the projections also underrepresent the number of children. In both cases, the number
of children will continue to represent a substantial share of Cohasset’s population.
Households
When assessing housing needs, the number of households is as important as the total population. Each
household resides in one dwelling unit, regardless of the number of household members, so the number
of projected households can serve as a proxy for how many housing units are needed. In keeping with
recent population growth, the number of households in Cohasset has increased by 276, or 10.3%, since
Figure 11: Population Projections by Age
Source: U.S. Census, MAPC projections
Figure 12: Household Projections
Source: U.S. Census, MAPC projections
Cohasset Master Plan – Housing
32
Year Households Average Household
Size
2016 2,949 2.8
2010 2,722 2.74
2000 2,673 2.69
1990 2,590 2.7
Figure 13
Source: U.S. Census, 2012-2016 American Community Survey.
Figure 14
Source: U.S. Census
Figure 15
Source: 2012-2016 American Community Survey.
Cohasset Master Plan – Housing
33
2000. MAPC projects an increase in the number of households living in Cohasset in the coming years,
rising to 3,750 households in 2030, an increase of 801 households over 14 years.
The number of households is projected to increase faster than the overall population, indicating
decreasing household size over time. This likely reflects an increased number of aging households
without children, as well as smaller families and young households without children. However, it is
worth noting that in recent years Cohasset’s average household size has increased slightly, unlike
trends in many Boston-area communities. This likely reflects the strong appeal that Cohasset holds for
families with children. It is also worth noting that household size differs substantially based on tenure:
the average household size for Cohasset homeowners is 3.0, whereas the average household size for
Cohasset renters is 1.966. The Town will need to consider all of these household sizes when planning for
future need.
Cohasset’s households can be divided into family households (those with two or more related persons
living together) and nonfamily households (those with either one person, or with more than one
non-related person living together). Nearly three-quarters of Cohasset’s households consist of family
households, which is higher than Massachusetts overall (63% of households). Of these, just over half
have children under age 18. The remaining family households include both couples living without
children and families with children over the age of 18.7 Although the Town’s share of family households
with children is relatively high compared to the state overall, it is important to remember that more
than half of Cohasset’s households do not have young children in residence, and these households will
likely have different housing needs.
Race and Ethnicity
Cohasset has limited ethnic and racial diversity. The vast majority of the population (98%) is white;
Hispanic and racial minorities comprise only 2% of the population. By contrast, minorities account for
30% of Greater Boston’s population and 26% of the state population.8
Income
Income is an important consideration in assessing housing need because it determines what a
household can afford to pay for housing. It also determines what type of housing is affordable: rental or
ownership, single-family or multifamily.
On the whole, Cohasset residents are well-off: the Town’s median household income of $128,224 is
substantially higher than that of Norfolk County ($90,226) or Massachusetts ($70,954),9 and 29% of
Cohasset households (868 households) earn more than $200k/year.10 Though Cohasset’s median income
is substantially higher than the state and region, this relative affluence is fairly recent. Twenty-five years
ago, the Town’s median income was nearly equal to that of the state, but it has risen at a much faster
rate.
However, Cohasset is not universally affluent; 620 households, or 21%11 of all households, are
considered low- income.12 Additional details about Cohasset’s low-income households, and the
6 2012-2016 American Community Survey. Margin of error for average renter household size is 0.38.
7 2010 U.S. Census.
8 2012-2016 American Community Survey.
9 2012-2016 American Community Survey. Margin of error for Cohasset median income is $19,660.
10 2012-2016 American Community Survey. Margin of error 6%.
11 2010-2014 U.S. Department of Housing and Urban Development (HUD) Comprehensive Housing
Affordability Strategy. Margin of error 6%.
12 A four-person household in Cohasset earning less than $81,100 is considered low income (2018 U.S.
Department of Housing and Urban Development).
Cohasset Master Plan – Housing
34
ways that income levels relate to subsidized housing options and eligibility, are
discussed in the “Affordability” section later in this chapter.
A subset of Cohasset’s low-income population that is particularly vulnerable to housing
instability is those living in poverty.13 Three hundred eighty-six residents, or 4.7% of the
population,14 live below the poverty threshold, fewer than the county (6.7%) and state
(11.4%) overall. While this represents a substantial increase from the Town’s poverty
rate of 1.1% less than a decade ago,15 it is not necessarily a trend; in 2000, 2.8% of the
Town’s population was below the poverty level.16 The town should watch this number in
the coming years to understand whether the number of residents in poverty is trending
upwards.
In general, senior households in Cohasset earn less than the overall population. This
is unsurprising given that most seniors are retired or work fewer hours, and many rely
solely on social security for income. Renters are also more likely to be low-income than
homeowners.17
13 The poverty threshold for a four-person family varies depending on the number of children present,
but was approximately $25,000 in 2017 as defined by the U.S. Census Bureau.
14 2012-2016 American Community Survey. Margin of error 2.7%.
15 2005-2009 American Community Survey. Margin of error 1%.
16 2000 U.S. Census
17 2010-2014 HUD Comprehensive Housing Affordability Strategy.
Figure 16
Source: U.S. Census, 2012-2016 American Community Survey
Cohasset Master Plan – Housing
35
Housing Characteristics
Cohasset has just over 3,300 housing units,18 nearly three-quarters of which are detached, single-family
dwellings. This is slightly higher than the percentage of single-family housing found in the South Shore
Coalition Subregion19 (70%), and is roughly consistent with other developing suburbs in the MAPC
region (73%).20 Cohasset also has a significant number of units classified as condominiums, though
many of these are detached structures located in condominium subdivisions, which are effectively
single-family structures. The remainder of Cohasset’s housing is mainly in two-unit buildings or in
larger multifamily buildings. The latter are located almost entirely in the 2013 Avalon Bay development,
which consists of 220 apartment units. Cohasset is also home to one group housing facility and one
assisted living facility, which combined make up two percent of the Town’s housing stock.21
Cohasset’s housing stock includes a large number of older homes; roughly one quarter are at least
a century old (built in 1918 or earlier) and over half were built before 1960.22 Residents of Cohasset
appreciate these buildings for their aesthetic and cultural value; however, these homes may have
increased monthly utility costs, which can impact affordability. These buildings are also typically not
compliant with modern accessibility requirements, making them challenging for older residents who
wish to age in place.
Cohasset’s housing consists of generally large homes. Nearly half (49%) of the Town’s housing is four
or more bedrooms, and only 11% are studios or one-bedrooms.23 In terms of overall size, housing built
in the past two decades tends to be larger than that built in previous years.24 This indicates that much
of the Town’s new housing, while meeting demand for larger or higher-end units, is not necessarily
addressing the needs of smaller or lower-income households.
18 This number includes unoccupied housing units
19 The South Shore Coalition Subregion consists of the towns of Braintree, Cohasset, Duxbury,
Hanover, Hingham, Holbrook, Hull, Marshfield, Norwell, Pembroke, Rockland, Scituate, and
Weymouth.
20 2017 Cohasset Assessor’s Office, 2012-2016 American Community Survey.
21 2017 Cohasset Assessor’s Office.
22 2017 Cohasset Assessor’s Office.
23 2012-2016 American Community Survey. Margins of error 6% and 3% respectively. These number
cover 2012-2016 and only partially include the 2013 Avalon Bay development, so the actual number
of smaller units may be higher.
24 2017 Cohasset Assessor’s Office
Figure 17
Source: U.S. Census, 2012-2016 American Community Survey.
Cohasset Master Plan – Housing
36
Cohasset’s housing is primarily
ownership: 80% of units are owner-
occupied. This is slightly higher than the
ownership rate for the Subregion (76%),
and substantially higher than the County
(69%) and the State (62%).25 Though
high, Cohasset’s rate of homeownership
has actually decreased by 5% in the past
five years,26 primarily due to the Avalon
Bay development, which is entirely
rental. Unsurprisingly, the vast majority
of single-family households (98%) are
owned rather than rented. The converse
is also true; the majority of multifamily
units, few as they may be, are rentals.27
Housing Market
In 2017 the median home price in Cohasset was $874,750, far higher than Norfolk County’s median price
of $459,000. The Town’s 2017 median price also represents a considerable increase from 2000, before
the housing bubble and ensuing recession, when the median sales price was $584,487.28
One interesting trend in town is that the cost of a condominium, which is typically a more affordable
25 2012-2016 American Community Survey. Again, these numbers cover 2012-2016 and only partially
include the Avalon Bay development, so the actual number of rental units may be higher.
26 2007-2011 American Community Survey.
27 2012-2016 American Community Survey.
28 2017 Warren Group. All prices are adjusted for inflation to 2017$.
Figure 19
Source: 2017 Cohasset Assessor’s Office.
Structure Type Units Percentage
Single Family 2,446 73.9%
Condo 245 7.4%
Two Family 138 4.2%
Three Family 21 0.6%
4-8 Units 28 0.8%
More than 8 Units 220 6.6%
Mixed Use 75 2.3%
Group and Shared Housing 74 2.2%
Senior housing 64 1.9%
Total 3,311 100.0%
Figure 18
Source: 2017 Cohasset Assessor’s Office
Cohasset Master Plan – Housing
37
homeownership option, has been increasing faster than the cost of a single-family house. In 2001,
the median condominium price was just over half that of a single-family house, but by 2017 it had
risen to over 80% of the median single-family price. This rapid increase is likely influenced by recent
condominium subdivision developments consisting of large detached homes.
This trend could also indicate that the demand for smaller, more affordable housing in Cohasset has
driven the cost up for this segment of housing.
The number of home sales in Cohasset has been steadily rising for the past several years, reaching
just over 200 sales in 2017. This is double the number of sales seen at the tail end of the most recent
recession, but is only a slight increase over the volume of sales during the real estate peak in the late
1990s.29 These sales numbers include both single-family homes and condominiums, though single-
family homes make up the bulk of home sales in Cohasset, which is unsurprising given the high
proportion of single-family homes overall.
During the first half of 2018, the median rent in Cohasset was $2,310 for a one-bedroom apartment and
$2,500 for a two-bedroom apartment.30 However, there are an exceptionally small number of rental
units available in Cohasset (16 units total were listed in the first two quarters of 2018, including only one
three-bedroom unit), so a few units can have an outsize influence on the median rent. Specifically, the
220-unit Avalon Bay development accounts for a large proportion of the Town’s rental housing, and thus
has a marked influence on rental prices.31 The number of listed units reinforces the scarcity of rental
housing options in Cohasset, affordable or otherwise.
29 2017 Warren Group. Number of sales in the late 1990s ranged from 192 sales in 1997 to 180 sales in
1999
30 2018 MAPC Rental Listings Database.
31 In August 2018 rents at Avalon Bay Cohasset ranged from $1,995-$2,405/month for a one bedroom
and $2,775-$3,360 for a two bedroom. https://www.avaloncommunities.com/massachusetts/
cohasset-apartments/avalon-cohasset/floor-plans, accessed August 15, 2018.
Figure 20
Source: 2018 Warren Group.
Cohasset Master Plan – Housing
38
Development
Cohasset’s housing stock has grown and diversified in recent years, though much of the growth has
occurred within a small number of developments. The most notable change has been a substantial
increase in the number of multifamily units; more than half the new units built since 2010 have been
in large multifamily development of more than eight units each. Nearly all of these are in the 220-unit
rental development completed by Avalon Bay in 2013 under Chapter 40B.
The number of single-family units (including single-family detached condominiums) has been steadily
growing by an average of 17 per year, with a total of 121 new units since 2010. Several luxury single-
family developments have garnered much attention in town, including the 41-unit Estates at Cohasset,
a high-end subdivision recently developed by the Toll Brothers, and the Cook Estate subdivision, which
were sold as single-family detached condominiums.
2010 2011 2012 2013 2014 2015 2016 2017 Change
from
2007
Single Family 2,263 2,277 2,292 2,298 2,312 2,320 2,331 2,350 87
Condo (includes
detached
condominiums)
211 211 216 226 236 237 242 245 34
Two houses on one
lot
82 80 82 80 82 84 88 96 14
Two Family 164 150 142 144 142 142 140 138 (26)
Three Family 18 18 18 18 18 18 18 21 3
4-8 units 31 31 28 28 28 28 28 28 (3)
> 8 units 13 13 13 233 233 233 220 220 207
Mixed Use 62 71 80 79 75 74 74 75 13
Shared Housing 62 62 62 62 62 62 62 62 0
Senior Housing 64 64 64 64 64 64 64 64 0
Group Housing 12 12 12 12 12 12 12 12 0
Total 2,982 2,989 3,009 3,244 3,264 3,274 3,279 3,311 329
Change in Total
Units
7 20 235 20 10 5 32
Figure 21: Number of Units by Building Type
Source: 2017 Cohasset Assessor’s Office.
Cohasset Master Plan – Housing
39
Cohasset has also seen some mixed-use development in recent years. In the Village, the Homes at
Cohasset Village combined Site Plan Review and a Village Business District Special Permit to enable the
construction of 11 townhomes on James Lane in 2014. The renovation of 1-3 Brook Street, completed in
2017, included commercial space on the ground floor and three residential condominiums on the upper
floors. Though slightly older, another notable mixed-use development, Old Colony Square, is located
on Chief Justice Cushing Highway. The project, which includes 34,000 square feet of ground floor retail
space and 17 residential units on the second floor, was developed in 2007 after Cohasset adopted a
Transit Overlay District.
Cohasset has one notable project advanced in predevelopment. A proposal to construct an additional
building on the site of 380-400 Chief Justice Highway (the site of the Stop & Shop plaza) received
approvals from the Planning and Zoning Boards in 2018. The project consists of a mixed-use building
that will include approximately 20 rental units. The project will include 4-5 affordable units, making
all 20 units eligible for inclusion on the Subsidized Housing Inventory (this will be discussed in greater
detail in the “Chapter 40B” section).
When considering future development, it is worth noting that the 2019 Cohasset Municipal Harbor Plan
is currently in the final stages. Though no specific projects have been approved to date, zoning changes
associated with the plan included consideration of a Harbor Village Business Overlay (HVB) District,
which will allow multifamily residential use in a mixed-use development pattern within the boundary of
an overlay district. This zoning change was approved at the April 2019 Town Meeting.
Of the Town’s land that is classified as residential, 12.5% is undeveloped. This includes 107 acres
of developable land in 63 parcels. It also includes potentially developable land (93 acres) and
Figure 22
Cohasset Master Plan – Housing
40
undevelopable land (157 acres), as defined by the land use codes assigned by the Assessor’s Office. The
largest developable site contains 31 acres and the largest potentially developable site contains 45 acres.
This land amounts to a development potential of up to 224 units, as described in the Land Use chapter.
In addition, the Land Use chapter also discusses the potential sub-division of already developed
residential parcels (greater than 4 acres), which could result in further development of up to 250 units.
Although current requirements for septic systems as well as the presence of wetlands and ledge have
precluded development of many sites in the past, installation of sewer systems for several areas of
Cohasset and the development of new technologies for waste treatment and ledge removal will surely
open up many of the undevelopable sites. Given this development potential, it is important that the
Town continue to consider the location and type of development that should be prioritized and the
methods to see it through.
Affordability
Eligible Households
One metric of affordable housing need is the number of households who qualify for housing assistance.
This is typically determined by a household’s income in relation to the Area Median Income (AMI),
which is defined by the U.S. Department of Housing and Urban Development (HUD) for every
metropolitan region in the country. For the Boston-Cambridge-Quincy metro area, of which Cohasset is
a part, the median income is $107,800 for a family of four. Because this number reflects incomes across
the entire region, it is lower than Cohasset’s median income of $128,224.
Income Level Includes
incomes up
to:
Number of
Cohasset
Households
Percent of
Cohasset
Households
Percent
of MA
Households
Extremely Low
Income
30% of Area
Median Income,
or $22,650 -
$34,950
250 9%17%
Very Low Income 50% of Area
Median Income,
or $37,750 -
$58,250
155 5%12%
Low Income 80% of Area
Median Income,
or $56,800 -
$87,600
210 7%13%
Middle Income 120% of Area
Median Income,
or $90,600 -
$139,000
544 19%18%
Figure 23
Note: The low end of the income range shown in this table is for a one-person household; the high end of the
income range is for a five-person household. For the greater Boston region (including Cohasset), the area
median income is $107,800 for a family of four. Source: 2010-2014 HUD Comprehensive Housing Affordability
Strategy, 2018 U.S. Department of Housing and Urban Development.
Cohasset Master Plan – Housing
41
To determine eligibility for assistance, HUD uses income categories that are adjusted based on
household size (see table below for more details). Though income limits vary depending on the
program, typically incomes under 80% AMI qualify for assistance.
As discussed previously, although Cohasset is an affluent town overall, 21% of all households32 are
considered low income, meaning that they earn less than 80% AMI. While this is substantially below
the percentage of low-income households for the South Shore Coalition Subregion and the state, it
is critical to consider the needs of these households, as they are more likely to struggle with housing
costs.
Although middle-income households are not eligible for most housing assistance programs, many
middle-income households in more expensive areas experience housing insecurity or limited
opportunity. Nationwide, an increasing number of municipalities are considering housing policies aimed
at retaining their middle-income households.
Cost Burden
Households that pay more than 30% of their income towards housing are considered cost burdened.
Cost burdened families, especially those with lower incomes, are less likely to be able to afford other
expenses such as transportation or medical care. In Cohasset, 34% of households experience some
degree of cost burden, and 15% are severely cost burdened, or pay more than half of their income
towards housing.33 The percentage is even higher for seniors.
Unsurprisingly, lower-income households are far more likely to be cost-burdened. In Cohasset, 90% of
households that earn less than $35,000 are cost burdened.34 However, cost burden is not limited to low-
income households: 22% of households earning over $75k are cost burdened.35 Nor is the issue limited
to renters; 33% of owner households are cost burdened.36 In some cases cost burden is a matter of
choice, though this is less likely to be the case for renters and lower-income households.
Chapter 40B
Under M.G.L. Chapter 40B, affordable housing is defined as housing that is reserved by deed restriction
for income-eligible households earning at or below 80% AMI. If a rental housing development includes
a certain percentage of affordable units, all the units in the development are eligible for inclusion
on the state’s Subsidized Housing Inventory (SHI). It is the state’s goal that 10% of housing in each
municipality be included on the SHI.37
A municipality’s SHI percentage fluctuates with new development of both affordable and market-rate
housing. The percentage is determined by dividing the number of Chapter 40B affordable units (those
included on the SHI) by the total number of year-round housing units according to the most recent
decennial Census. As the number of new market-rate units increases, or if affordable units are lost,
more affordable units must be produced to reach, maintain, or exceed the 10% threshold.
32 2010-2014 HUD Comprehensive Housing Affordability Strategy. Margin of error 6%.
33 2012-2016 American Community Survey. Margin of error 6% and 5% respectively.
34 2012-2016 American Community Survey. Margin of error 13%.
35 2012-2016 American Community Survey. Margin of error 8%.
36 2012-2016 American Community Survey. Margin of error 7%.
37 A rental development is eligible for inclusion on the SHI if 25% of its units are affordable to
households earning 80% AMI or less, or if 20% of its units are affordable to households earning 50%
AMI or less. For an ownership development, only affordable units are eligible for inclusion on the
SHI.
Cohasset Master Plan – Housing
42
As of 2017, 311 units of Cohasset’s housing are included on the SHI, largely due to the 220-unit Avalon
Bay development. Also included are 64 units of senior housing owned and operated by the Cohasset
Housing Authority. Based on the number of housing units from the most recent (2010) census, as
prescribed by Chapter 40B, this amounts to 10.7% of Cohasset’s housing stock. Because it has reached
the 10% threshold, Cohasset has safe harbor from 40B development, which means that developers of
housing that includes an affordability component cannot bypass local zoning bylaws. However, given
the amount of growth since the 2010 Census, the Town will need to add additional units to its SHI to
retain this status. Based on the 2017 total unit count of 3,311 housing units, only 9.4% of the Town’s
housing is on the SHI. At least 20 additional units will need to be added to the SHI by the 2020 Census to
maintain safe harbor. This number will increase as the Town continues to grow in the coming years.
There are a few potential projects that could increase Cohasset’s SHI percentage enough to remain
above 10% after the upcoming 2020 Census. These include the proposed addition at 380-400 Chief
Justice Highway referenced in the ‘Development’ section of this chapter. However, neither of these
projects are assured, and the Town will continue to consider development opportunities that will enable
it to remain above the 10% threshold prior to the upcoming Census, which will be conducted in April
of 2020 with data released in 2021. The Town will need to consider and evaluate their 40B projects in
locations not use appropriate for such developments.
It is laudable that Cohasset has met, and is actively working towards maintaining, the 10% SHI goal.
Achieving safe harbor enables Cohasset to consider how it will meet its housing need in a way that
is best suited for the Town and out of the hands of developers bypassing the zoning bylaws. Despite
having 10% of its housing units on the SHI, housing need persists: as discussed above, there are 620
low-income Cohasset households eligible for subsidized housing, twice as many households as the 311
housing units on the Town’s SHI. Additionally, it is important to point out that not all of the units on the
SHI are actually affordable; because the Avalon Bay development was a rental project, all 220 units are
included on the SHI even though only 55 of the units are affordable.
In short, compliance with 40B is a first step towards meeting Cohasset’s housing need. Having reached
safe harbor allows Cohasset to be in control of and focus on proactively defining and meeting its own
unique housing goals.
Affordability Gap
Another way to gauge affordability is to consider the gap between median household income and
median home price. This tells us whether the average Cohasset family could afford to move into the
average Cohasset house.
In short, it would be difficult for the average Cohasset family to move here today. A household earning
Cohasset’s median income of $128,224 would be able to afford a house costing about $610,000,
assuming good credit, minimal existing debt, and a down payment of 20% of the cost of the average
Cohasset house. In this case, the affordability gap is $264,750; the average household would need
access to this much capital to afford the median home price of $874,750. Of course, in today’s market
a 20% down payment is rare; if a household does not have this level of savings, the amount they can
afford to pay for a house is even less.
A renter household earning Cohasset’s median income could afford to pay approximately $3,200
per month towards rent. This is higher than Cohasset’s median rent ($2,500/month), so the average
Cohasset household could comfortably afford to rent an apartment in Cohasset.
Of course, the above calculations are generalizations, and do not give a complete picture of need. As
noted previously, the rental units available in Cohasset in the first half of 2018 were almost entirely
Cohasset Master Plan – Housing
43
one- and two-bedroom, and would be inappropriate for a larger family even if the price was affordable.
Likewise, a large single-family house might not be the best option for a single senior, regardless of
available income.
Municipal Tools
Affordable Housing Steering Committee
Formed in 2016, the Cohasset Affordable Housing Steering Committee (AHSC) is charged with
reviewing the Town’s housing stock, projecting affordable housing needs, ensuring compliance with
Chapter 40B, developing affordable housing policy, maintaining town housing data, and serving as
a resource on local, state, and federal funds. The AHSC has been active in seeking to advance both
housing policy and affordable housing production. In terms of production, the AHSC has identified
a number of sites for potential affordable housing development and is communicating with South
Shore Habitat for Humanity in an effort to increase the affordable housing supply and add units to the
SHI. In terms of policy, the AHSC drafted a long-range plan for affordable housing that will serve as a
foundation for a Housing Production Plan (HPP), described in greater detail below. MAPC has begun
working with the town to develop an HPP, for which the AHSC is serving as an advisory committee.
Cohasset Housing Authority
The Cohasset Housing Authority (CHA) owns and manages 64 one-bedroom housing units for seniors
and residents with disabilities, located at 60 Elm Street. Using Community Preservation Act funds
(see following section), this development has undergone various upgrades in recent years, including
kitchen and bathroom renovations, mechanical and electrical systems upgrades, and building envelope
improvements. The Town has recently acquired a parcel of land adjacent to the CHA property, and
anticipates constructing three additional units of senior housing that would be managed by the CHA.
Community Preservation Act
The Community Preservation Act (CPA) allows Massachusetts municipalities to create a local
Community Preservation Fund, which collects and distributes resources for open space, recreation,
historic preservation, and affordable housing. CPA funds are generated through a local property
tax (1.5% in Cohasset) as well as a partial state match. At least 10% of CPA funds must be used for
affordable housing.
Cohasset adopted the Community Preservation Act in 2001, the year after it was signed into state law.
In Cohasset, CPA funds are also referred to as ‘CPC,’ after the nine-member Community Preservation
Committee that oversees the funds. To date, the CPA has generated over $8.4 million in revenue in
Cohasset, which has been spent on a variety of projects across the four disciplines. Funds used towards
housing have focused primarily on improvements to the Cohasset Housing Authority’s 64-unit senior
housing development. Funds were also used to develop two moderate-income units in the historic Pratt
Library building. In recent years, the funds have not been fully disbursed, though the AHSC is pursuing
proposals to bring to the Community Preservation Committee for potential funding.
One limitation of CPA funds is that they must be approved at Town Meeting, which in Cohasset typically
occurs twice each year. Nearly all real estate transactions must happen on a much more compressed
timeframe than six months, which has made using these funds for land acquisition and housing
production difficult. Activation of the Affordable Housing Trust Fund, discussed below, will enable
Cohasset to be more nimble in disbursing the housing portion of its CPA funds.
Cohasset Master Plan – Housing
44
Housing Choice Community Designation
The Commonwealth’s Housing Choice Initiative includes a new set of incentives and rewards for
municipalities committed to sustainable housing growth in their communities. Cohasset was named a
Housing Choice Community by the state in 2018, one of 67 Massachusetts municipalities38 to achieve
this designation. As such, it is eligible to apply for funding reserved specifically for Housing Choice
communities. In August 2018, the Town submitted an application to fund the construction of sidewalks
connecting existing housing development to Route 3A. Although funding was not awarded for this
project, the Town plans to apply for subsequent funding rounds.
Affordable Housing Trust Fund
Section 55C of Massachusetts General Law Chapter 44 enables the creation of a Municipal Affordable
Housing Trust Fund. A housing trust allows municipalities to collect funds for affordable housing and
separate those funds from the general municipal budget. These funds can then be used for affordable
housing production and preservation programs. Approximately 80 communities across the state
currently have affordable housing trusts. CPC funds are the most common source of funding; other
common sources include inclusionary zoning payments, other developer fees, a municipality’s general
fund, tax title sales, donations, and payments from special bylaws.39
Although Cohasset’s Bylaws establish an Affordable Housing Trust Fund, it is currently inactive.
The Affordable Housing Steering Committee is currently working with the Board of Selectmen to
appoint trustees for the fund, and several seats have already been filled. Once a sufficient number of
trustees have been appointed, anticipated in May 2019, Cohasset’s Affordable Housing Trust Fund
will be able to receive and disburse funding. Because the trust fund expenditures do not require Town
Meeting approval, the trust would be capable of acting quickly to facilitate time-sensitive real estate
opportunities for affordable housing.
Zoning
There are several pieces of Cohasset’s Zoning Bylaw aimed at encouraging affordable housing and
smart growth. It contains an inclusionary zoning bylaw that requires 10% of units be affordable in
developments of five units or greater. Alternatively, a developer has the option to pay an in-lieu fee
equal to the cost of developing the required number of affordable units. This portion of the Bylaw is
relatively recent, so few units have been built under the inclusionary provision to date. The Bylaw also
allows accessory dwelling units by special permit (Article 15 of the Zoning Bylaw), though the conditions
under which the special permit is granted are stringent and the Town has seen only one accessory
dwelling units permitted. It includes provision for cluster zoning (Article 10 of the Zoning Bylaw), which
enables development to “cluster” buildings together on smaller lots while preserving the remaining
project area as open space, as described previously in the land use element; this provision has been
utilized for several recent subdivision projects. The Senior Multifamily Residence Overlay District, also
discussed previously in the land use chapter, allows for age-restricted senior housing with an additional
affordability component.
Just as zoning can serve as a tool to promote affordable housing development, it can also be a
constraint. For example, although multifamily and mixed-use development are permitted by special
permit in some nonresidential zones (including the Town Center, along part of Route 3A, and in the
Transit-Oriented Development (TOD) overlay district at the train station), only single-family houses
are permitted as new construction in all residential districts. Likewise, large minimum lot sizes may
38 Out of a total of 365 Massachusetts municipalities.
39 Massachusetts Housing Partnership, “Municipal Affordable Housing Trusts,” July 2013.
Cohasset Master Plan – Housing
45
preclude more compact development.
Housing Production Plan
A Housing Production Plan (HPP) is a locally-adopted, state-approved planning document that assesses
housing need and capacity to meet it, establishes clear goals (including a numeric production goal,
areas of the town identified for development, and policy adjustments), and identifies roles for municipal
entities and partners to advance these goals. Cohasset began working on its HPP in the fall of 2018 with
technical assistance from MAPC. The 5-year plan will help Cohasset better understand its housing needs
and establish strategies for meeting these needs.
After an HPP is adopted by Planning Board and Board of Selectmen (anticipated adoption for
Cohasset’s HPP is summer 2019), it is submitted to the Massachusetts Department of Housing and
Community Development (DHCD) for approval. After this, if a town has made progress towards
meeting the 10% SHI goal (specifically, if the number of units on the SHI has increased by at least .5%
within a calendar year), the HPP can be certified by DHCD, providing an alternative path to temporary
safe harbor under Chapter 40B.
Public
Input
Master plan outreach in Cohasset
began with a first phase in 2016,
which sought input from residents
to understand their vision for
the Town in the future. The
second phase of the master plan
process began in 2018 with the
formation of the Master Plan
Committee and a public forum
in February, which focused on
a vision statement and ‘hot
topics’ including Route 3A,
walking and biking opportunities,
smart growth, climate change,
and Cohasset Harbor. Several
common themes related to
housing emerged from the 2016
and early 2018 outreach:
• Desire to preserve Cohasset’s
historic buildings and the
small-town atmosphere
• Concern over the impacts of
larger new development on traffic and neighborhood character
• Concern over the high cost of housing and the need for more affordable options, especially for
families and downsizing empty-nesters
• A desire for cultural, racial, and economic diversity
• Interest in mixed-use, village-centered retail with strong pedestrian connections
• Need to minimize development in flood zones
Figure 24
Cohasset Master Plan – Housing
46
A second Master Plan forum, held in May
2018, focused on transportation, open
space, clean energy, and public facilities.
Although there was little input directly
related to housing, many of the issues
that were discussed overlap with housing,
including reducing residential energy
usage, encouraging pedestrian and bicycle
connections, and concern about crowded or
dangerous intersections.
A third forum, held in June 2018, focused
on housing, economic development,
historic resources, and public health. At this
forum, residents were shown demographic
information and projections as well as
housing trends in town. Consistent with
previous themes, input included a desire
for more diversity and affordable housing;
preservation of historic housing and
neighborhood character; and options for
seniors.
In one exercise, residents were asked to vote
on the objectives that they think are most
important for the Town to prioritize in its
housing planning. The results of the exercise
show that those attending the meeting have a
wide range of priorities, with the highest interest around preserving historic housing and the need for
affordable housing. The priorities are shown below with the number of votes each received:
• Preserve historic housing (12)
• Affordable housing (10)
• Range of housing types for different needs (8)
• Increase economic, cultural, and racial diversity (7)
• Focus development to preserve open space (7)
• Complement neighborhood character (6)
• Manage growth (6)
• Smaller-sized housing (square footage per dwelling) (5)
• Smaller lot size (1)
A second exercise asked participants to vote for the types of housing that that they think are most
needed to meet Cohasset’s needs. Input on this exercise was more decisive, with a clear preference for
options for empty-nesters and more affordable options. Complete responses are shown below:
• Options for empty-nesters looking to downsize (13)
• Affordable housing options (11)
• Smaller residential options (one- or two-bedrooms) (7)
• Veterans housing (6)
• Housing near train station or mixed-use development near retail (5)
• More housing near retail or mixed-use development (4)
• Homes for municipal employees and their families (3)
• More rental housing (2)
• Senior housing (age-restricted) (2)
Figure 25
Cohasset Master Plan – Housing
47
• Places that young people could move into after college (0)
The forum also included land use maps showing potentially developable land, where residents
were invited to comment on the locations where development should be prioritized. Residential
development was supported in the Village Center and along 3A, though the sentiment was also
expressed that the Town has reached capacity and should not be focused on additional development.
Housing Goals and Recommendations
The analysis of housing needs and development constraints, as well as input from the public forums, in-
dicate the need for more housing options in Cohasset, whether that be increased affordability, addition-
al rental opportunities, more housing appropriate for smaller households, or more options for seniors.
The goals and strategies articulated below will position the Town to best address these needs in a way
that complements its unique character.
Goal 1: Diversify Cohasset’s housing stock and promote
increased options for households of varying sizes, incomes,
tenures, and ages
Strategy 1.1: Consider amending the Zoning Bylaw to allow context-
appropriate increases in density in key areas of town, such as along Route 3A,
near the train station, in the harbor area, or near the village center
Depending on location, this could include cottage-style development of single-family houses on
smaller lots, multi-family structures, or mixed-use development with multifamily apartments above
retail or office. A 40R Smart Growth Zoning Overlay District, which incentivizes zoning districts that
permit additional density with affordable housing in suitable locations, is one tool that is available to
accomplish this type of development.
Strategy 1.2: Identify areas to use zoning or other incentives to encourage
“missing middle” typologies – buildings that fall between single-family
houses and small-scale multifamily buildings
These building types are often more naturally affordable for moderate- and middle-income households,
and many would be consistent with Cohasset’s small-town character. These can include courtyard or
“garden” apartments, bungalows, townhouses, or two- or three-unit buildings that are consistent with
Cohasset’s built environment. Any of these building types could be rental or ownership.
Strategy 1.3: Review the zoning regulations to more fully encourage the
construction of accessory dwelling units (ADUs)
ADUs are typically smaller and more naturally affordable than single-family housing. They can provide
independent accommodations for an older relative or an adult child, and they can provide additional
income to the homeowner. Although Cohasset’s zoning bylaw was amended to allow ADUs in 2002, the
conditions are restrictive and few units have been built.
Strategy 1.4: Develop a local program to support first-time moderate-income
homeowners seeking to purchase a home in Cohasset.
Cohasset Master Plan – Housing
48
First time homeowner programs are a common tool at the local level, and typically cover a percentage
of a home’s downpayment or closing costs. Most require participation in homeownership education
classes. Such a program would be a way for Cohasset to support residents that earn too much to qualify
for deed-restricted housing, but who cannot necessarily afford to purchase a house in Cohasset.
Strategy 1.5: Develop a plan to outreach and engage with residents to
promote a greater understanding of housing need and goals
Community awareness of housing need will help the Town proactively address concerns and build
support for housing programs. Strategies to promote community awareness and engagement will be
explored further as part of Cohasset’s Housing Production Plan, which is currently underway.
Goal 2: Increase the supply of deed-restricted affordable
housing qualified for the state Subsidized Housing Inventory
Beyond maintaining safe harbor under 40B, increasing the amount of deed-restricted affordable hous-
ing is a critical piece of addressing the need of Cohasset residents experiencing housing insecurity and
ensuring economic diversity in town.
Strategy 2.1: Utilize CPA funds to support new affordable housing projects
Funds could be used to acquire land, to provide predevelopment or gap financing for affordable hous-
ing developers, or to encourage additional affordable housing in market-rate development beyond that
required by inclusionary zoning. Pursue additional funding opportunities as they arise, such as future
Housing Choice funding rounds.
Strategy 2.2: Fund and empanel the Affordable Housing Trust Fund
Cohasset’s administrative bylaw establishes an Affordable Housing Trust, but it is currently inactive. The
Town should take the steps necessary to re-form the Trust, including appointing Trustees, ensuring that
a Declaration of Trust has been recorded, and establishing a municipal account.
Strategy 2.3: Continue to seek partnerships with nonprofit developers and
Community Development Corporations
Work with the Affordable Housing Steering Committee (AHSC), and support the AHSC as it pursues
affordable housing opportunities. Nonprofit developers will bring technical and financing expertise to
the table, and when paired with the local expertise of the AHSC, can help the Town better understand
how to most effectively take advantage of affordable housing development opportunities.
Strategy 2.4: Provide municipal support to the prospective affordable
housing developments
Examples include predevelopment funding, public outreach and messaging, and technical assistance
regarding traffic or other potential impacts.
Strategy 2.5: Develop policies and programs that will aid Cohasset’s neediest
residents
Cohasset Master Plan – Housing
49
This can include the use of layered funding (such as Massachusetts Rental Voucher Program proj-
ect-based vouchers) that offer deeper levels of affordability.
Strategy 2.6: Complete a Housing Production Plan, currently underway, by
summer 2019
Cohasset’s Housing Production Plan will build on the foundational long-range housing plan developed
by the Affordable Housing Steering Committee, and will expand Cohasset’s understanding of its hous-
ing needs, refine housing goals, set a goal for affordable housing production, and identify locations
where development should be focused. Make a particular effort to reach out to families, renters, and
low-income residents.
Strategy 2.7: Maintain safe harbor under Chapter 40B
Add additional affordable units in advance of the 2020 Census to ensure that 10% of housing stock is on
the Subsidized Housing Inventory.
Goal 3: Support seniors as they age and provide housing
options that will enable them to live and thrive in Cohasset
This should include support for seniors who wish to stay in their homes, as well as options for those who
wish to downsize to smaller housing while remaining connected to their community in Cohasset.
Strategy 3.1: Explore tools to help residents age in place
Promote state programs that help income-eligible homeowners maintain their homes or renovate for
accessibility, such as the Massachusetts Home Modification Loan Program, the Massachusetts Weath-
erization Assistance Program, or MassHousing’s Home Improvement Loan Program; or consider using
local funds to develop additional resources.
Strategy 3.2: Promote age-friendly development that is sized for smaller
households
Such housing is accessible, is within walking distance of amenities, and maximizes opportunity for com-
munity and support. In addition to the zoning amendments discussed in Strategy 1, incentives including
expediting review or waiving certain special permit requirements can encourage age-friendly develop-
ment.
Strategy 3.3: Adopt visitability or universal design guidelines that encourage
architectural approaches to new homes and home improvement projects that
would increase accessibility for older adults and people with disabilities
Consider providing incentives for use of the guidelines.
TOWN OF COHASSET 2019 MASTER PLAN
Economic Development
Cohasset Master Plan – Economic Development
51
Introduction
Cohasset is known for its classic New England small-town charm. Memorable features are the town’s
abundant environmental resources and assets and a long picturesque coastline opening onto a quaint
working harbor, and the Town Common that serves as a gathering place for regularly scheduled events
including a local farmer’s market, an annual arts festival, and the occasional Carillon concert wafting
from St. Stephen’s bell tower. Over the last thirty years, growth along the Route 3A corridor and in the
surrounding communities combined with the advent of Internet sales and delivery have diminished
the Town’s commercial and retail center. At public meetings accompanying the Master Plan process,
residents expressed a strong desire to see investment made by the Town and private businesses to
increase opportunities to experience living in a well-resourced and vibrant small town.
Key Findings
• Cohasset has a modest local economy and a low jobs-to-resident ratio of 0.32. Employment
opportunities are primarily in the retail sector, and of those jobs, mostly pay lower than average
wages. Less than 15 percent of people who work in town live in Cohasset. A large share of the
Town’s labor force commutes to Boston.
• The Town primarily relies on the property tax to fund public services and schools. Only a small
share of total tax value comes from commercial, industrial, and personal property funds. Economic
development planning should focus on “branding” Cohasset more effectively, highlighting the
many available resources, history, aesthetics, and wilderness experiences attractive to residents
and visitors alike. To build a stronger economy, the community needs to effectively communicate
the virtues of the Town as a whole and shape the story in-line with the Town’s collective aspirations.
• Growing the Town’s economy is a strong desire expressed by residents who are seeking
opportunities to enjoy the Village and the harbor areas.
• Revitalizing the Town’s economic development committee is critical to enhancing the availability
of goods and services as well as entertainment options for families and visitors. Linking the
production of affordable housing within walking distance of the Village will help boost demand for
goods and services while providing ease of access for residents, especially the elderly.
• Improving the visibility of the Town’s many attractive qualities including its historic Village
Common, Harbor and coastline requires connecting to economic development resources and
organizations around the state and by expanding the variety of business opportunities for local
residents.
Town Profile
Throughout this process, MAPC and town staff reached out to various businesses in Cohasset to
gauge their thoughts on town business-friendliness and compared Cohasset to other neighboring
communities.
The Town’s population today is 8,316 people with a median age of 43 and a median household income
of $128,224. Between 2010 and 2016, the town’s population increased by more than 10 percent, adding
882 people. Over the last decade, Cohasset’s population grew faster than the state and the nation
(compared to a 3.9 percent increase for Massachusetts and a 4.5 percent increase in the US).
Over that same time period, the Town overall became wealthier. Median household income grew by
$14,010 from $114,214, a 12.3 percent increase (compared to a state increase of 10 percent and US
Cohasset Master Plan – Economic Development
52
increase of 15.2 percent1). Average household income exceeds median household income indicating
that Cohasset is a town of high wealth residents. Households in Cohasset have a higher median annual
income than Norfolk County ($88,262), Massachusetts ($68,563), and the United States as a whole
($53,889). The percentage of households with income levels below $100,000 saw a decline by about 10
percent, compared to those who made $100,000 or more, growing about 10 percent.
As discussed in the Housing Chapter, not every
household in Cohasset either owns a home or is
particularly wealthy. Approximately one-fifth of
the town’s households are considered low-income2
and nearly four hundred residents are living below
the poverty line.3 While the Town’s poverty rate is
lower than the surrounding county and state (6.7
and 11.4 percent, respectively), nonetheless, even
comparably low rates of household poverty among
the town’s residents is of concern. Residents of
limited means faced with high-cost housing are
particularly susceptible to economic insecurity
given the continually rising cost of rental housing
or homeownership. The doubling of the percentage
of households reporting income levels below the
poverty line over the 2010-2014 period reflects a
more than doubling of the household poverty rate when compared to the rate reported in the 2000
census. A rise in the poverty rate for households is critical to track as the American Community Survey
data characterize a period of economic growth well past the effects of the financial recession of 2007-
2009. The Housing Chapter examines the relationship between economic vulnerability and the need for
and the importance of the Town’s supply of affordable housing.
The 2016 median property value of owner-occupied homes in Cohasset is $847,100, and the
homeownership rate is 80 percent. Compared with its nearest neighbors Hingham and Scituate,
Cohasset’s median property value of owner occupied homes has increased substantially. Over the last
decade the Town has become wealthier and properties have become more valuable.
Housing costs as a percent of household income vary by whether one owns a home, pays a mortgage,
or whether they rent. In general, homeowners without a mortgage pay a lower percentage of their
income for housing compared with renters or mortgage-holders. Cohasset households without a
mortgage spend less than 15 percent of their household income on monthly owner costs. Whereas a
majority of renters pay over 25 percent of their household income to gross rent, a third spend more
than 35 percent, and twenty-five percent of renters living in Cohasset pay more than 50 percent of
their income for rent. These figures together indicate that homeownership is an essential indicator of
economic security. Not all town residents enjoy such security, further supporting the findings of the
masterplan housing element indicating the importance of expanding the availability of housing options
to meet the needs of residents.
1 According to the Census, the 2016 national median household income was $57,617 and the state
median household income was $70,954.
2 A four-person household in Cohasset earning less than $81,100 is considered low income (2018 U.S.
Department of Housing and Urban Development).
3 2010-2014 U.S. Department of Housing and Urban Development (HUD) Comprehensive Housing
Affordability Strategy. Margin of error 6%.
Figure 26: Household Income by Year (U.S. Census
Bureau)
Cohasset Master Plan – Economic Development
53
Employment Concentrations
Residents of Cohasset primar-
ily commute to destinations
outside of town. Most people
(about 70 percent) drive alone
to work with an average com-
mute time of 36 minutes. About
18 percent of the population
took public transit to work. An
estimated 81 percent of the peo-
ple employed were private wage
and salary workers; 13 percent
were government workers; and
six percent were self-employed
in their own (not incorporated)
business.
Approximately 13 percent of
the labor force in Cohasset
is comprised of Cohasset
residents, whereas 87
percent live outside of town.
Additionally, 90 percent of
Cohasset residents work outside
of town. This is compared to
Hingham, where 93.3 percent of
employees lived outside of town
and 91.1 percent of residents
worked outside of town. Scituate, on the other hand, has 58.7 percent of workers living outside of town
and 84 percent of residents working somewhere else.
According to FXM Associates4 Cohasset has a relatively high concentration of jobs in the Retail Trade
sector (22% of all jobs compared to 15% in Norfolk County overall) and a relatively low proportion
of health care and social assistance jobs (10% compared to 16% in Norfolk County overall). All other
industries besides healthcare and social assistance and manufacturing lag in wages when compared to
the county.
Where Cohasset residents work has a strong bearing on the mode they use to commute. If employees
work in areas well-served by transit, then many may be able to use alternative forms of transportation,
reducing reliance on automobiles. If the percentage of commuters utilizing transit is low compared to
the number of jobs served by transit, it may suggest that the Town can make transit a more attractive
and accessible choice. More Cohasset residents work in Boston (33%) than in any other single
municipality. Quincy is second with only 4%, followed by Weymouth, Braintree, and Cambridge at
approximately 3% each. All other municipalities comprise less than 2% of employment destinations.
(See Figure 24).
Given the high percentage of residents working in Boston, it follows that a relatively high percentage
(19%) take transit. Approximately half of Cohasset commuters that take transit do so via ferry. The
4 Cohasset Municipal Harbor Plan: Market Conditions, Trends and Opportunities; Economic Impacts,
January 2019
Figure 27: Counts and Density of All Jobs in Work Selection Area for all
Workers in 2015 (OntheMap LEHD)
Cohasset Master Plan – Economic Development
54
difference between the 33% who work in Boston versus the 19% who take transit could be due to
several factors, including job location not located near the transit stops (i.e., South Station, Long
Wharf, or Rowes Wharf), free or subsidized parking, etc. Through better connectivity to the Cohasset
Station and improved amenities, there may be an opportunity to increase this percentage even more.
Tax Structure
Given the Town’s relatively small commercial/industrial tax base, 6.9 percent of its total tax value
comes from commercial, industrial, and personal property funds. Residential taxes account for 93.1
percent of Cohasset’s tax base, making it the 82th highest residential tax rate out of 351 municipalities
in the state, tied with Ashby and Oakham.
Figure 28: Job Counts by Municipalities Where Workers are Employed (Primary Jobs) in 2015 (OntheMap
LEHD)
Town Residential Commercial Industrial Personal
Property
Total
Assessed
Value
Cohasset $2,564,462,219 $163,904,671 $1,070,900 $25,930,820 $2,755,368,610
Hingham $5,665,777,460 $521,896,100 $176,387,600 $101,728,750 $6,465,789,910
Hull $1,918,922,742 $56,445,658 0 $32,882,830 $2,008,251,230
Norwell $2,149,241,671 $300,707,832 $29,870,800 $47,474,220 $2,527,294,523
Scituate $4,091,047,873 $126,931,317 $12,397,200 $44,743,570 $4,275,119,960
Lowest Values are in Red; Highest Values are in Blue
Figure 29: FY2017Assess Values by Class (MA Bureau of Local Assessment)
Cohasset Master Plan – Economic Development
55
Cohasset’s total assessed value of more than $2.7 billion in 2017 is considerable given that the Town is
the 197th most populous municipality, but has the 116th highest total assessed value, even with a small
industrial tax value and no open space tax. Cohasset’s commercial assessed value of about $163 million
makes it the 135th highest in the state, whereas its total residential value of $2.6 billion ranks it as the
110th highest rate.
Within the immediate region, Hingham had the highest assessed value at about $6.5 billion. This was
due to a combination of its population, size, and proximity to Boston, as well as its larger share of
residential, commercial, industrial and personal property tax revenue. Hull had the lowest total tax
value, and the lowest values in residential and commercial tax. It is also the only regional community
with no industrial tax, given its small population and geography and lack of industrial spaces. Cohasset
was generally in the middle in each tax value, although it ranked lowest in personal property taxes at
approximately $26 million. None of these communities had an Open Space tax.
Cohasset’s 2017 commercial and residential tax rates were 13.06, a 4.1 percent increase from 2014
rates of 12.54. This is lower than Scituate’s rates of 14.09, but higher than Hingham’s rates of 12.25.
Cohasset’s residential rate was also lower than the state average of 14.63, and the state median rate of
15.58. Furthermore, regarding commercial taxes, Cohasset’s rate of 13.06 was also lower than the state
average of 17.86 and state median of Tyngsborough at 17.16.
Existing Conditions
Cohasset benefits from its proximity to high tech, higher education, health care and financial sector
employers in metropolitan Boston. As of 2017, the Town’s per capita income of more than $108,063
is nearly three times the statewide average, according to the Mass. Department of Revenue. The
income is concentrated in a few high income sectors. While many of the Town’s residents work in other
communities, for a town its size, Cohasset is home to an unique mix of local businesses, including the
South Shore Music Circus, the South Shore Arts Center, the headquarters of Pilgrim Bank, an active
fishing fleet, and the Sunrise of Cohasset assisted living facility.
Private Sector Employment Structure
The 2016, Cohasset’s population 16 years and over was 6,325, of which the labor force participation rate
was at 65 percent. The local economy employed an average of 4,461 people, both inside and outside
of Cohasset. The largest private employers in Cohasset are South Shore Music Circus, Stop & Shop,
and Shaw’s Supermarket. The largest industries are Leisure & Hospitality (700 employees), Education
& Health Services (675), and Trade, Transportation & Utilities (613), and the highest paying industries
were Financial Investment ($162,552), Management & Technical Consulting Services, ($143,780) and
Insurance Agencies ($119,808). A majority of employers in Cohasset are within the retail and service
industry, keeping in mind that this list does not include the public administration sector. Also, as FXM
has stated, most industries except healthcare, social assistance, and the small manufacturing sector
have lower wages compared the Norfolk County average.
About 332 businesses operate in Cohasset, with the service industry having the most firms at 159, or
48 percent. The combined service industry sector consists of Professional & Technical Services (50
businesses), Accommodation & Food Services (26), Administrative & Waste Services (23), Educational
Services (8), and other private sector services (52).
According to Infogroup USA, the majority of private sector jobs in Cohasset are found in small
businesses with fewer than 25 employees. In fact only a little under a dozen of businesses employ
more than 50 people. This is not surprising given Cohasset’s relative location along the coast and away
from more densely populated areas. Large employers typically locate facilities adjacent to regional
Cohasset Master Plan – Economic Development
56
Industry Type Number of Jobs Percent of Jobs
Total, All Industries 2,904 100 %
1 Retail Trade 561 19.32 %
2 Accommodation and
Food Services
472 16.25 %
3 Educational Services 344 11.85 %
4 Health Care and
Social Assistance
332 11.43 %
5 Administrative and
Waste Services
250 8.61 %
6 Arts, Entertainment,
and Recreation
228 7.85 %
7 Other Services, Ex.
Public Admin
193 6.65 %
8 Professional and
Technical Services
105 3.62 %
9 Finance and
Insurance
85 2.93 %
10 Construction 83 2.86 %
All Other Jobs 251 8.63%
Figure 31: Average Private Employment by Industry Sector in Cohasset, 2016 (InfoGroup USA)
Figure 30: Cohasset Businesses and Employment, 2016 (Infogroup USA)
Cohasset Master Plan – Economic Development
57
transportation networks that offer access from multiple directions to maximize employee convenience
and/or provide convenient truck access for shipments. However, a few manufacturing and contracting
firms have operations in Cohasset, as shown in the following table.
Some of the largest private employers in Cohasset range from schools to supermarkets to assisted
living facilities. Stop & Shop and Shaw’s both number over a hundred full-time and part-time
employees. The largest employer, however, is South Shore Playhouse Associates, the parent company
of the South Shore Music Circus, a popular event venue in Cohasset. Another entertainment facility, the
Cohasset Sports Complex, also employs over 100 people in town. Both tend to have a large seasonal
staff, so employment numbers can fluctuate.
According to the FXM Associates report, “office-using industries are projected to add nearly 200 jobs
in Cohasset over the next 5 years, generating projected demand for about 43,000 square feet of office
space.” Both Norfolk and Plymouth Counties overall projected increases in employment and projected
demand for office space suggest additional opportunities for Cohasset to capture a greater share of
regional growth in office space.
Selected Trade Area
Overview
A balanced mix of retail and service variety is important to the health of a thriving community. In
order to create focus on Cohasset’s largest industries, retail and food service, it was determined
that a retail opportunity gap analysis should be developed. A retail leakage (a.k.a. gap) analysis
essentially compares consumer expenditures sorted by NAICS codes in a trade area (demand) with the
corresponding retail sales of trade area stores (supply). A retail gap analysis provides a comparison of
demand within a geographic area, defined as the estimated spending potential of area residents for
various types of goods and services, and supply, identified as sales of those goods and services. The size
Company Name Business Type Employee Range
1 South Shore Music Circus Tent Theatre Offering Live
Entertainment
100-150
2 Cohasset Sports Complex Promoters With Facilities 100-150
3 Stop & Shop Grocery Stores 100-150
4 Hingham Lumber Hardware Stores 50-99
5 Cohasset Jr & Sr High School Elementary & Secondary
Schools
50-99
6 Cohasset Knoll Skilled
Nursing
Vocational Rehabilitation
Services
50-99
7 Chartis Group LLC Health Services 50-99
8 Deer Hill School Elementary & Secondary
Schools
50-99
9 Graham Waste Service Inc Garbage/Waste Collection 50-99
Figure 32: Largest Private Full-time Part-time and Seasonal Employers in Cohasset, 2016 (Infogroup USA)
Cohasset Master Plan – Economic Development
58
of the difference between the estimated demand and actual sales is the “retail gap” (represented as
demand minus supply).
Where estimated purchases by area
residents exceed estimated sales, the
retail sector is described as having
“leakage”; that is, residents on balance
leave the trade area to make purchases.
A “surplus” occurs where estimated
sales exceed estimated expenditures
by residents, indicating that customers
come from elsewhere to make
purchases in the trade area. It should
be noted that the gap analysis does
not include competition from online
retail sales, which have been upending
traditional retailers, especially those
that do not have a significant online
presence.
In order to estimate the amount of
additional retail and services that
Cohasset can support, it is important
to first identify a trade area. The trade
area is the geographic area from which
a retail business generates sales. There
are many factors to consider when
determining a primary trade area including the distance and time that people may be willing to travel
in order to reach a destination, any physical or geographic barriers as well as regional competition.
Defining the trade area is critical because it defines the boundaries for which data is gathered and
analyzed to identify retail opportunities. Increasing suburbanization in towns like Cohasset had
residents who were once connected to their communities became isolated from many of their basic
needs and activities, including work, school, shopping, eating out and more. These days, heavy
traffic and long commutes are the new norm. Life in a mixed-use development duplicates the kind
of convenience that has long been the hallmark of small towns and heavily urban areas but not often
found in suburbia. In neighborhoods that are compact, pedestrian-friendly, and mixed-use, many
activities of daily living can be within a fifteen minute walking distance. Outside of Cohasset Village, few
areas currently have this sort of density and walkability in town.
The local trade area is a fifteen minute walk from Cohasset Village, which is also around a five minute
drive. It is reasonable to assume that people would be willing to walk this distance in order to obtain
goods and services near Cohasset Village. The primary trade area for this is a ten minute drive. At
this point in time it is not a particularly walkable area from a design standpoint as there are a lack of
sidewalks and as a result, more people travel by car, which needs to be taken into consideration when
determining which businesses to attract and what potential infrastructure improvements should be
undertaken to improve walkability and foot traffic.
Support for more sidewalks comes from both a commercial and recreational point of view. Not only do
sidewalks provide for leisure but are good for business as well. Most US consumers say they typically
travel 20 minutes or less to make everyday purchases, taking into account regional traffic conditions,
a more conservative fifteen minute drive from Cohasset Village is used to determine secondary trade
area.
Figure 33: Cohasset Local Trade Area Walk Times (from 5 South
Main Street with 5, 10, and 15 minute walk times in red, green,
and blue, respectively)
Cohasset Master Plan – Economic Development
59
For comparison and to account for
a town-wide and regional draw,
MAPC also considered a secondary,
or regional trade area of a fifteen
minute drive time off peak hours.
Within the fifteen minute drive time,
there is also significant competition
outside of Cohasset with a number of
other shopping areas and significant
concentrations of suburban commercial
strip retail. Municipalities within the
fifteen-minute drive time include
Hingham, Hull, Marshfield, Norwell,
and Scituate.
According to ESRI (Environmental
Systems Research Institute) data, the
population within the local trade area
(444) is smaller compared to town
centers in Hingham (1,553), Hull (1,812),
and Scituate (1,374) The median income
of those living within the local trade
area is higher than that of those living
within the primary and secondary
trade areas, presenting a potential opportunity for businesses in the local trade area to capture those
customers. However, the population within the local trade area is substantially lower than the other
areas.
The ESRI Tapestry Segmentation provides geo-demographic intelligence on how clusters of people
make lifestyle choices. It profiles consumers into 68 distinct market segments in the United States.
These market segments are typical lifestyle choices that each cluster of people are more likely to make.
This could be anything from the type of car they’re likely to buy or if they are more likely to have their
newspaper delivered or to read online.
Figure 34: Primary and Secondary Trade Area Drive Times (from
5 South Main Street with 5, 10, and 15 minute drive times in red,
green, and blue, respectively)
2018 Trade Areas (From 5 South Main St)2010
Townwide
Decennial
Census
2018
Townwide
ESRI
SummaryLocal 15
minute walk
Primary -
Regional 10
minute drive
Secondary -
Regional 15
minute drive
Population 1,167 17,172 44,911 7,434 8,712
Number of
Households
444 6,503 16,835 2,631 2,949
Household
Size
2.6 2.6 2.6 2.8 2.9
Median Age 45.3 47.2 46.5 43.8 46.0
Median
Household
Income
$179,232 $124,396 $114,924 $114,215 $142,647
Figure 35: ESRI Tapestry Demographics on Household Spending Habits
Cohasset Master Plan – Economic Development
60
In addition to the opportunities for specific types of potential retail businesses identified by the retail
sales gap figures, the ESRI Tapestry consumer spending habits listed below can potentially offer insight
to existing and prospective businesses, zoning regulatory bodies, and the local Chamber of Commerce,
and inform a local-business outreach strategy for permitting and attracting specific types of retail
investment.
The following table highlights the four main tapestry segments in the Cohasset trade areas: Top Tier,
Exurbanites, Golden Years, and Pleasantville. Both Top Tier and Exurbanites fall under the Affluent
Estates category, educated homeowners with established wealth and generally married couples with
children ranging from grade school to adulthood. Spending habits include purchasing high-quality
items, investing in time-saving services, and enthusiasm for community participation and traveling.
The Golden Years segment consists of households that are commonly married empty nesters or singles
living alone, generally living in single family homes (including seasonal getaways). Many tend to prefer
print to digital media and subscribe to cable television. Pleasantville households are located within a
fifteen minute drive of Cohasset Village and include the most populous and fast-growing group in the
nation, consisting of one-third of the population. They are general commuters that value low-density
living, but demand proximity to jobs, entertainment, and the amenity of an urban center. They are well-
educated, two-income households, accept long commute times to raise their children in these family-
friendly neighborhoods.
Cohasset Master Plan – Economic Development
61
Local 15 minute walk Primary - Regional 10
minute drive
Secondary - Regional
15 minute drive
90 percent or 400
households
40 percent or 2,622
households
28 percent or 4,781
households
“Top Tier” – Segment 1A
”… a highly educated, successful consumer market. Socially responsible consumers
who aim for a balanced lifestyle, they take an interest in the fine arts; read to expand their
knowledge; and consider the Internet, radio, and newspapers as key media sources. They
regularly cook their meals at home, attentive to good nutrition and fresh organic foods.”
10 percent or 44 households 24 percent or 1,527
households
17 percent or 2,824
households
“Exurbanites” – Segment 1E
“…are active in their communities, generous in their donations, and seasoned travelers
that take advantage of their proximity to large metropolitan centers to support the arts, but
prefer a more expansive home style in less crowded neighborhoods. They have cultivated
a lifestyle that is both affluent and urbane. Consumers are more interested in quality than
cost.”
16 percent or 1,039
households
17 percent or 2,823
households
“Golden Years” –
Segment 9B
“…primarily singles living
alone or empty nesters.
These consumers are well
connected: Internet access
is used for everything from
shopping or paying bills to
monitoring investments
and entertainment. They
are generous supporters
of the arts and charitable
organizations. They keep
their landlines and view
cell phones more as a
convenience.”
“Pleasantville” – Segment
2B
“…are spenders… fashion-
conscious residents that
shop for essentials at
discount and warehouse
stores but buy branded
apparel. They prefer fashion
that is classic and timeless as
opposed to trendy. They also
shop online and in a variety
of stores, from upscale
to discount, and use the
Internet largely for financial
purposes.”
Figure 36: ESRI Business Tapestry Segmentation for Cohasset Trade Areas
Cohasset Master Plan – Economic Development
62
Retail Gap Analysis
A retail gap analysis provides a snapshot of potential opportunities for retailers to locate within an
area. MAPC analyzed ESRI Business Analyst data within the defined trade area in order to conduct a
retail gap analysis. A retail opportunity or gap analysis looks at the overall demand for retail goods and
services within a designated trade area based on the spending potential of the households (demand),
and the actual sales for those goods and services within the market area (supply).
The difference between the
demand and supply is called
the retail “gap.” If the demand
exceeds the supply, there
is “leakage,” meaning that
residents must travel outside
the area to purchase those
goods. In such cases, there
is an opportunity to capture
some of this spending within
the market area to support new
retail investment. When there
is greater supply than demand,
there is a “surplus,” meaning
consumers from outside the
market area are coming in
to purchase these good and
services. In such cases, there is
limited or no opportunity for
additional retail development.
Thus, the retail gap analysis
provides a snapshot of potential
opportunities for retailers to
locate within an area.
The following table provides a summary of the retail opportunity gap analysis by industry group and
trade area. In addition to information on the primary and secondary trade areas, data on the retail gap
for the local trade area (or a fifteen minute walk time) is also included as a comparison. Figures in red
are negative numbers that indicate there is a surplus of sales within the trade area. In other words,
there are a significant number of businesses in the trade area within that industry group. Figures in
green are positive numbers that indicate a retail gap or leakage and represent potential opportunities
for more retail in the area. It should be noted that the gap analysis does not include competition from
online retail sales.
The table indicates that the local and primary trade areas present some opportunities for additional
mixed-use oriented retail. When considering a fifteen minute drive time (or secondary trade area), the
ability to support additional retail businesses downtown substantially decreases due to there being
more businesses within the trade area, which reduces residential spending power.
Instead, increasing the amount of residential units within the local trade area would help to bolster
retail market opportunities. Some exceptions to this are clothing stores and food and drinking
businesses, for which there is an opportunity for development.
Additionally, business types that would fit well within a mixed-use development were compared as well.
Figure 37: The Local, Primary, and Secondary Trade Areas in red, green,
and blue, respectively.
Cohasset Master Plan – Economic Development
63
These include auto parts stores, clothing stores, food and beverage stores, and supply shops. Included
in Miscellaneous Store Retailers were florists, office supplies, stationaries, and gift stores.
The primary local retail trade area, a fifteen minute walk from 5 South Main Street, by the
eponymously-named restaurant and St. Stephen’s Episcopal Church is an area that lends itself to
mixed-use oriented industries, given its centralized location and relative density. The local trade area
largely contains the main roadways in Cohasset Village, from Gammons Road to Westgate Lane. As
highlighted in the bullets below and in the table above, Cohasset’s experiences leakages (green figures
in the table) and surpluses (red) in the following:
• The Town is strongest in jewelers, food and beverage stores as well as drinking places. Cohasset
has a number of grocery stores within the Local and Primary Trade areas. The Local Trade Area in
Cohasset currently has a surplus in beer, wine, and liquor stores. The Cohasset market is also well
represented by specialty food stores (which are different than specialty food services in that they
generally are a retail business) in all three trade areas, though specialty food stores tend to vary in
the products and clientele. In particular, Cohasset has a seafood market at Mullaney’s and coffee
shops. Additionally, local jewelry store demand is generally met by the four stores within the town
limits.
• Cohasset is underserved in building material, gardening, and supply stores, electronics and
appliance stores. General merchandise stores had the highest amount of leakage. General
merchandise stores include retail stores which sell a number of lines of merchandise, such as dry
goods, apparel and accessories, furniture and home furnishings, small wares, hardware, and food.
However, competition with online retailers paints an uncertain future for the electronics industry,
not only in Cohasset, but in the region and the nation as a whole. Although traditional retailers,
Figure 38: Cohasset Retail Opportunity Gap Analysis
Cohasset Master Plan – Economic Development
64
without their own brands, or without a focus on e-commerce or a dedication to specialty products
that are not carried by online retailers, have been seeing a significant decline nationwide.
• Within the Local Trade Area, there are opportunities for smaller-scale businesses that can serve
the local market, making an argument for a walkable, livable Cohasset Village with additional
housing options. Whereas the Secondary Trade Area has more opportunities for what can be
considered larger-scale businesses (automobile vehicle and parts dealers and department stores),
the Local Trade area has greater opportunity for niche clothing stores, furniture stores, hobby and
sporting goods stores, and nonstore retailers. Nonstore retailer businesses engage in the direct
sale (i.e., nonstore) of products, such as party planners, home delivery sales, and home heating oil
dealers.
• The Town has the most potential in restaurants and food and drink services when it comes to
the larger Secondary Trade Area. This would be within a fifteen minute drive, where certain parts
along Route 3A can be driven to within 15 minutes during non-peak or low traffic hours. Given that
this area of Cohasset already has many different types of commuters passing by, these businesses
may be able to catch consumers if they are given a reason to stop by. According to the ESRI
restaurant market potential survey, in 2017, more than three-quarters of Cohasset residents went
to a family restaurant in the past six months. Furthermore, 25 percent of residents went to a fine
dining restaurant within the last month.
• Cohasset’s economy has many strengths, particularly given the median income, the
concentration of higher income individuals near the local trade area and the current business
mix. Given the relatively small amount of developable land, the Town has some key decisions to
consider regarding future investments to attract businesses for which there is currently a gap, as
well as ways to build on the existing small and medium-sized businesses in the Town. According
to input received at the public open house, there is a strong draw towards keeping and expanding
retail and dining options in Cohasset Village and making Route 3A North and South locations for
office/residential mixed-use developments.
Economic Development Goals and
Recommendations
Public engagement as part of the Master Plan highlighted citizens’ wish to enjoy the benefits of living in
a small town. During the public comment period, residents spoke of the desire to have more and varied
types of economic activities in the Village and around the Harbor, especially those that cater to families
and children and can support tourism. As part of the two Master Plan comment exercises, demand
studies highlighted multiple opportunities to increase the variety and vitality of economic activities in
Cohasset including the Town’s lobster industry. The success of the Town’s co-working space located
adjacent to the train station combined with evidence derived from commercial real estate studies
suggest there is room for a more diversified commercial and retail sector. The high percentage of
residents who work from their homes and the Town’s limited supply of rental office space suggest more
and varied accommodations may improve the business climate in town.
Economic development recommendations draw upon the findings of both the Master Plan and the
Harbor Plan. Recommendations made in other parts of the Master Plan are vital to the economic
development of the Town. The public’s desire for walkable access to commercial and retail areas of the
town depend on higher levels of residential density which are in turn dependent upon the development
of varied housing options in core economic centers. To enliven new areas of diverse and inclusive
housing requires better promotion and utilization of the Town’s cultural resources, coupled with flexible
transportation amenities and land use activities to reduce car dependence.
The recommendations utilize tag lines (create, cultivate, coordinate, communicate, connect and
collaborate) to encapsulate major themes embedded in the five goals.
Cohasset Master Plan – Economic Development
65
CREATE
Goal 1: Create a variety of economic activities in town to
satisfy citizen’s desires for more varied experiences in the
Village, the Harbor and along the commercial corridor of Route
3A
Strategy 1.1: Increase density in the Village by building more mixed-use
developments
Foot traffic in and around the Village and the Harbor is key to broadening and expanding the goods
and services available in the town’s main commercial areas. Increasing the availability and variety of
housing types in the Village and around the Harbor will build consumer demand. Assess land and open
lots in proximity to the Village and confirm its availability for reuse and infill housing.
Strategy 1.2: Pursue development of a Cohasset Cultural District through the
Massachusetts Cultural Council
Cohasset has a remarkable collection of unique historical assets and attractive venues for arts and
entertainment. Create and maintain a website of “Arts Around Town” and link it to region-wide
community bulletin boards. Expand the number of reoccurring events that attract visitors and
coordinate their occurrence with complementary activities. See Historic and Cultural Resources Chapter
Strategy 1.3: Create a Village-Harbor Vision
Commission an economic development plan that emphasizes aesthetics and the environment specific
to the Harbor Village Corridor. Engage in a community visioning exercise to identify the sentiment
needed to support successful project design and execution. Create a community improvement fund to
support the revitalization of the Harbor and its integration with the Village through the beautification of
the Elm Street Corridor.
CULTIVATE
Goal 2: Reimagine the Town’s Engagement with Economic
Development
Strategy 2.1: Develop a comprehensive economic development plan that
melds the Town’s sites of economic and social activity into a broader
framework
Identify the qualities of the Village, Harbor, and Route 3A corridor that together comprise a compelling
story about the town’s economic base. Build from experiences of similarly situated Villages and towns
that exhibit demonstrated success in enlivening their economic base. Increase the availability and
variety of affordable housing types to promote a more diverse community and enable current residents
to remain in town as their housing preferences change. Build off of the intimate nature of the Village
center, to draw out potential consumption opportunities for social interaction.
Cohasset Master Plan – Economic Development
66
Strategy 2.2: Rejuvenate the Economic Development Committee (EDC) to
implement this plan
The EDC should advocate for, and make improvements town-wide, and serve as a booster organization
for Cohasset. The economic development committee should work with businesses, developers, and
town government to advance the economic development goals of town.
Strategy 2.3: The EDC should develop working relationships with local, state
and regional entities to provide resources and technical assistance to enhance
the Town’s economic base
In consultation with EDC, the Board of Selectmen should become knowledgeable about and conversant
in the concerns of local business and be a proponent for the current and prospective companies of
Cohasset.
COORDINATE & COMMUNICATE
Goal 3: Strengthen the traditional economic development
organizations including the Cohasset Chamber of Commerce
and the local Downtown Business Association (DTBA)
Reenergize the Chamber of Commerce and the DTBA and encourage the groups to hold events
that highlight local businesses. Partner with the Chamber to raise funds to support business-related
activities and to draw residents to the Village. Work with the Chamber and DTBA to create business
development and management programs including networking experiences for existing and future,
entrepreneurial businesses.
Strategy 3.1: Broaden public knowledge of Cohasset’s environmental,
historical, and community assets by connecting with regional organizations
such as the Greater Boston Convention & Visitors Bureau
Key to growth is expanding demand for goods, services, and experiences produced in Cohasset.
Partner with the South Shore Chamber of Commerce to update the town website every year.
Encourage Cohasset Chamber of Commerce to develop tours of the Town’s historic assets and other
tourism resources including the South Shore Arts Center and the Music Circus. Work with local news
organizations to promote the Town’s resources and activities.
Goal 4: Increase the number of visitors traveling to Cohasset
for enjoyment and to use the Town’s resources
Strategy 4.1: Identify ways of increasing access to town by improving
connections between public transit and the Village
Couple with the Complete Streets Program to capitalize on the value of the MBTA Commuter Rail
service to attract transient visitors from the rail station to the Village and Harbor. Develop a marketing
Cohasset Master Plan – Economic Development
67
campaign that targets commuter rail passengers. Attract services such as Blue Bike and other
transient transportation services to enable the visiting public to move around town and neighboring
communities. Consider relocating or adding a second train stop in Cohasset Village center to improve
transportation access to the Village core.
Strategy 4.2: Connect the Village and the Harbor
Create a comfortable and attractive connection, either by walking paths, a summer bike share, or a
summer shuttle between the Harbor and the Village. Add sufficient parking in both the Village and
Harbor for nonresident non-boaters.
Strategy 4.3: Create partnerships with surrounding seaside towns to connect
tourism-related activities
Small towns often lack the capacity to handle large flows of tourists by themselves, but can build a
successful tourism economy by connecting and coordinating with efforts among its nearest neighbors.
Apply to the MAPC for state development funds to support regional cooperation.
COLLABORATE
Goal 5: Implement the economic development
recommendations of the Master Plan and the Harbor Plan,
focusing on the greatest strengths of businesses that operate
formal and informal establishments, including in-home
enterprises
Strategy 5.1: Identify a location where an in-Village collaborative workspace
can attract and serve business professionals
Locate in the workspace resources and advisory services that support local businesses. Encourage the
growth of new locally-owned enterprises.
Strategy 5.2: Engage Village banking institutions to serve as financial
intermediaries and sources of business planning advice
The Town’s local banking institutions are relevant sources of business management expertise. Partner
with these organizations to provide technical assistance and offer services to local businesses and
merchants to enhance their productivity. Financial institutions can provide training on tools and
strategies to manage cash flow, payroll, and other workplace benefits, and can provide links to
reputable service providers.
Strategy 5.3: Increase new business formation by identifying complementary
activities that match the needs of existing businesses
Conduct interviews with local entrepreneurs to catalog goods and services purchased from outside of
town. Identify opportunities to utilize the purchasing power of local merchants and retailers to reduce
the costs of widely used products and services. Provide Retail Incentives Programs to attract retailers.
Cohasset Master Plan – Economic Development
68
Create advertising materials that focus on the unique qualities of local businesses. Utilize Internet
capabilities to disseminate information about the local business community strategy.
Strategy 5.4: Harness local goodwill by developing strong brand recognition
of locally produced goods and services
Establish and grow a “Buy Local” campaign to support existing businesses, especially in the Cohasset
Village. Utilize social media to disseminate knowledge of local merchants and entrepreneurs. Spotlight
and advertise vital assets of the town including ample open space, the Holly Hill organic farm and the
lobster pound.
Strategy 5.5: Streamline the steps required to start and sustain a new
business
Establish a “Business” section of the town website that includes a database of commercial and vacant
properties that may be available for redevelopment and create detailed business guides that go step-
by-step through the process of opening a business and receiving the necessary permits to operate a
local enterprise.
Strategy 5.6: Support and where appropriate create water-based economic
activities including recreation, commercial, and civic functions. Develop
resources to support the continued operation and development of the
Cohasset fishing industry
Work with state institutions to secure the funding to build and maintain needed commercial fishing
infrastructure including refrigeration, storage, retrieval, and distribution. Improve the connectivity
between the Village and the Harbor to strengthen community awareness and utilization of the lobster
fishery.
TOWN OF COHASSET 2019 MASTER PLAN
Historic &Cultural Resources
Cohasset Master Plan – Historic and Cultural Resources
70
Introduction
The Town’s name comes from the word Quonahassit or Conahasset, which means “long rocky
place.” Conahasset refers both to the name of the Native American settlement on the rocky ledges
of the shoreline as well as to its inhabitants, who spoke Algonquin and were members of the larger
Massachusog and Wampanog tribes.
Captain John Smith was the first European to enter the area when he sailed into the harbor in 1614. In
the ensuing decades, settlers of Hingham harvested hay from the area’s salt marshes. In 1670 Hingham
“proprietors” divided the land into parcels which were given to people to create homesteads and farms.
The salt marsh and the area that is now the Town Common were designated as communal property.
In 1714 the first meetinghouse was built on the Town Common and was replaced by the current First
Parish Meeting House in 1747. By 1770 the growing population wanted separation from Hingham, and
Cohasset became its own town.
The mid-1800’s marked a turning point for Cohasset. The fishing industry peaked in the 1850’s, went
into a steep decline, and nearly vanished by 1880. In 1851 a major storm washed away the dunes that
had formerly separated Little Harbor from the ocean, flooding the area’s 91 acres of communal grazing
land with saltwater that quickly became stagnant. Residents were then forced to open up a permanent
connection to the sea creating a large body of water and a haven for migratory birds and wildlife.
Furthering the Town’s development, the South Shore Railroad arrived in 1849, opening it up to seasonal
visitors. Although Cohasset had been home to the Red Lion Inn since the late 1700’s, more boarding
houses and hotels sprang up. By the late 1880’s technological innovations in plumbing enabled fresh
water to be delivered to the rocky shoreline, an area that was not conducive to farming, but would
soon witness the development of “summer cottages.” These stately homes built with intricate details
spanned various architectural styles of the day many of them still stand today.
After World War II, the Town experienced another surge in development, this time of permanent
residences for returning veterans. Many of the summer cottages were converted into year-round
homes, and the Town began its transition to becoming a suburb of Boston. Residents expanded the
number of annual cultural events, and institutions grew and strengthened to support a robust artistic
and civic life.
Key Findings
• Cohasset will celebrate and commemorate its 250th anniversary in 2020 with a variety of
community activities. First settled in 1670, a century later, the Town separated from Hingham,
Cohasset’s subsequent growth as vibrant community centered around the Village and Harbor,
Beechwood and North Cohasset with year-round residents who worked in local industries such as
agriculture and fishing.
• More than 2,200 historical properties have been inventoried and a significant number of historic
properties have been preserved and well maintained, but a demolition delay, affirmative
maintenance bylaw, and other recommendations could help ensure that the historic town centers
continue to exist.
• A variety of longstanding cultural activities and annual traditions continue to operate in the Town,
but more could be done to cross-promote and highlight complementary resources during those
events
Cohasset Master Plan – Historic and Cultural Resources
71
Assets
Residents of Cohasset have
demonstrated a deep pride in their
historic structures, cultural heritage,
and annual traditions. The history of
the town’s residents and the landscape
they shaped is documented in three
volumes of the Narrative History of
Cohasset, which trace its development
from the last ice age to the year 2000.
The Town’s historical assets and
natural landscape have been
preserved by dedicated community
members and the organizations they
have established. For the past 90
years the Cohasset Historical Society has preserved and promoted the history of the town through
its acquisition and conservation of historic properties, sensitively converting them into museums,
historic homes, and archival institutions. Town committees such as the Community Preservation
Committee, the Historic Commission, and the Cohasset Common Historic District Commission play
important roles in preserving and improving historical structures and open space. Residents have also
been entrepreneurial and collaborative in supporting a network of organizations such as the Cohasset
Conservation Trust, the Trustees of Reservations, the newly reconstituted Harbor Committee, and
several civic organizations to preserve the natural landscape of the Town.
The number and quality of historical assets in Cohasset are impressive. The Town Common, the last
remaining piece of undivided common land in Massachusetts that dates back to the Colonial era,
maintains an array of historic properties along its perimeter making it one of the best-preserved town
commons in the Commonwealth. Residential buildings line North Main Street along the Common. The
South Shore Community Center and the Carriage House Nursery School occupy two of these buildings.
Along Highland Avenue to the east, the Town Hall and Second Congregational Church provide anchors
to the residential buildings on either side. The First Parish Meeting House is the only building that
occupies space at the center of the Common. Further west in Town, are the historic Beechwood Church,
cemetery, and neighborhood. Lastly, many structures within the Government Island Historic District
are historically significant, including the Lightkeeper’s Residence, the engineer’s office once used for
Minot’s Ledge Lighthouse, a fuel-storage building, and the Minot’s Light replica.
Residents have also maintained a variety of cultural events that attract visitors and provide cultural
enrichment for the local community. The Carillon Concert Series has been running annually for over 90
years, and the South Shore Music Circus has been programming events for nearly that long. The South
Shore Arts Festival has become a regional institution. And events such as the Little League Parade,
the Jingle Bell Walk, and the Memorial Day and 4th of July Parade provide annual opportunities for
the community to connect. During the past twenty years, the community has continued to expand
seasonal events that promote the Town’s local resources such as the Farmer’s Market, the Cohasset
Road Race by the Sea, and the Cohasset Triathlon. Additionally, the Town is preparing to celebrate
its 250th anniversary. These cultural activities provide a historical connection to the Town’s past as a
regional hub for summer programming and artistic expression, attracting local and regional audiences.
Cohasset Town Common
Cohasset Master Plan – Historic and Cultural Resources
72
Figure 39: Historical Sites
Cohasset Master Plan – Historic and Cultural Resources
73
Figure 40: Historical Sites Key
Cohasset Master Plan – Historic and Cultural Resources
74
Figure 41: Cultural Sites
Cohasset Master Plan – Historic and Cultural Resources
75
Figure 42: Cultural Sites Key
Cohasset Master Plan – Historic and Cultural Resources
76
Opportunities
While residents in Cohasset take pride in the historic nature of the Town, recent developments pose
challenges to preserving its historic character. The reconstruction of the Greenbush commuter rail line
to Boston has renewed a connection for people to commute to the Town, not just to visit, but to live and
work. Sewer capacity and regional sewer expansion, as well as innovations in building technology, are
opening up parcels of land to development that were previously unbuildable.
The attractiveness of the Town has led to an increase in land value, which makes the area appealing
to developers. A new era of construction has taken root where large homes have been constructed
on relatively small lots in highly visible locations. Old-growth trees and historic rock ledges have been
demolished in the process, resulting in dramatic changes to the landscape. The development of these
new single-family homes and other developments has created a sense that the Town is being overbuilt.
The recent demolition of an historic home on the Town Common has renewed interest in developing
creative strategies to preserve and maintain historic properties. Although a Demolition Bylaw was
defeated as recently as 2005, residents have expressed an interest in returning to this effort as well as
implementing complementary strategies.
Documentation of the Town’s historic properties has created interest in preserving in them.
Furthermore, the historic consistency of the built environment may be maintained through the
enactment of regulatory guidelines that include design standards. Additionally, more programs could
be developed by the Historical Society, the Historical Commission, and the Cohasset Common Historic
District Commission to connect town residents who are interested in preserving the historic character
of their homes with information and coordinated planning efforts to celebrate the Town’s rich history
and cultural heritage.
Residents have also expressed a desire for more biking and walking trails that would connect clusters
of historic resources, such as from the Town Center to the Harbor, Sandy Beach, and the Commuter Rail
Station. Trail networks are discussed in more detail in the Transportation and Circulation chapter of this
plan.
Historic and Cultural Resources
Existing Conditions
EARLY HISTORY: NATIVE AMERICAN SETTLERS – PRE-HISTORY – 1849
Cohasset’s rocky shoreline stands out from the marshy shores to the north and south, leading to
development patterns that are connected to the Town’s
neighbors but stand out in unique ways. The granite ledge
at or below the surface made the land tough for farming
and for home construction. As a result the area was not as
immediately settled as Hingham to the north or Scituate
and Plymouth to the south, but the Town grew as a mid-
point between the two.
EARLY INHABITANTS
Cohasset’s earliest inhabitants, the Conahasset, camped
along the area’s rocky ledges each summer to fish and live
off the land. Evidence suggests that the area currently
Buildings are perched along Cohasset’s rocky
coast
Cohasset Master Plan – Historic and Cultural Resources
77
known as Quarry Point was a popular
location for these seasonal settlements. In
winter, the native peoples moved inland
where the winds were calmer and where
they could hunt game and live off the nuts
and vegetables they had collected in the
warmer months.
ON THE ROAD TO BECOMING A
TOWN
People of European descent first used the
land that is now Cohasset for grazing and
the cultivation of hay. After the land was
divided into parcels in 1680, settlers started
to create permanent residences along Main Street, which served as the highway between Hingham and
Scituate villages. One such house, which was built in 1704, was eventually converted into an inn by the
builder’s great-grandson Christopher James. The Red Lion Inn still operates on that same site today.
THE COMMON COMES INTO
FORMATION
The original settlement patterns and land
division of 1680 also shaped the Town
Common which has retained many of its
original buildings and historic character.
Since it was originally designated
as a communal “plain,” people were
encouraged to develop properties around
it that reflected the popular styles of
the day, including Federal, Georgian,
Colonial, Italianate Victorian, and Classical
Revival. Today the area is designated as
the Cohasset Common Historic District
that includes the First Parish Meeting House, the Second Congregational Church, the South Shore
Community Center, and the Town Hall, making it one of the finest examples of early New England
village greens.
INDUSTRY AND AGRICULTURE
TAKE ROOT
During this early period of development,
people tapped into the natural resources of
the area to build industrial and agricultural
facilities that are still in existence today.
The Olde Salt House, a Colonial wood
structure that is featured prominently on
Border Street, was constructed in 1760 as
either a cooper’s shop or a warehouse for
salt which was harvested from evaporated
seawater on the nearby shores. It was part
Red Lion Inn
First Parish Meeting House across the Common
The Olde Salt House
Cohasset Master Plan – Historic and Cultural Resources
78
of a complex of buildings built by Samuel Bates which included a wharf that is still in use by commercial
fishermen today, and the buildings have been converted into a popular restaurant.
Likewise areas that began to be farmed in this early period are still in active use. While the land that
encompasses Holly Hill Farm was likely farmed in the 1700’s, credit to its conception goes to Henry
Doane. Doane sold the original homestead to Thomas Richardson, who married into the White family
in the mid-1800’s. The White family continues to operate the land as an organic farm and runs an
educational programs and a farm stand.
COUNTRY VILLAGES EMERGE
As settlers built out the areas around Main Street and the waterfront, settlers started to branch out and
create country villages in the rural parts of town. The Beechwood neighborhood remained a vibrant
village center for the surrounding community of farmers and other skilled workers until small farming
became unprofitable in the 1970’s. Until then the community made steady progress in developing its
farmland and physical structures as well as hyperlocal community traditions. The earliest burials in the
Beechwood Cemetery go back to 1734.
Because of its distance to the Town Common, and the church there, a Parish was established in
Beechwood in about 1860. In 1866 the Beechwood Church was constructed, obtaining half its funds
from the town, and the other sources coming from the community as well as neighboring churches in
Cohasset, Hingham and Scituate.
By 1950 Beechwood was a self-contained village center. In addition to the church and cemetery, it
supported a general store, post office, fire station, ballfield, library and community center. In addition
to fostering traditional sports and recreation, the tight-knit community developed unique annual
traditions such as turtle races and annual bonfires on July 3rd. As each village center built robust
physical spaces, so too did they develop local economies and social practices.
THE TOWN BEGINS TO TAKE SHAPE - 1849-1953
By the mid-1850’s the railroad had arrived, and with it the population surged, especially in the summer
months. Wealthy Bostonians escaped the hot city and flocked to the Town. They erected large
homes on the rock ledges overlooking the ocean where they could benefit from the cool breeze. This
oceanfront property also provided unobstructed views of migratory birds, so those lucky enough to stay
until the fall could go coot hunting, competing for the most birds felled in one day. To service all of these
new residents, public works were built
and civic organizations were established
(such as the Yacht Club, the Music Circus,
the Fire Department and more), forming
the backbone of the Town’s civic life and
inspiring the growth and development of
new public amenities.
THE ERA OF THE SUMMER
COLONY
Cohasset is endowed with a large number
of impressive structures from the era
of Victorian “summer cottages,” many
of which have since been converted
into permanent residences. A large
Queen Anne style summer cottage perched on a granite ledge
off Jerusalem Road
Cohasset Master Plan – Historic and Cultural Resources
79
concentration of these homes are located around Jerusalem
Road, Atlantic Avenue, and the Harbor. Many were designed
by the most prominent architects of the day, such as George
Newton, who designed Torrebianca, an extravagant villa on
Atlantic Avenue, J.A. Schweinfurththe, who designed a home at
215 Atlantic Avenue, H.H. Richardson, who designed Bellarmine
House on Cohasset Harbor, as well as landscape designs by
Frederick Law Olmsted. Architectural innovation continued into
the modern period when Walter Gropius was commissioned to
design a signature property near Sandy Beach in 1938.
MINOT’S LEDGE
1849 was not only the year the railroad came to town, it was
also the year of the horrific sinking of a ship on the
Grampus Ledges where nearly 100 Irish immigrants
perished within sight of their final destination in
America. The first lighthouse on the submerged ledge
was built the following year, but in 1851 it fell into the
ocean during a storm. In 1855 construction began on
a new, granite lighthouse that still stands today. The
signature flash pattern from the Lighthouse is 1-4-3,
which has the same numerical count as “I love you,”
giving rise to its nickname “Lover’s Light.”
Supporting the lighthouse is a series of buildings
which were erected at the same time comprising a
mainland station that is currently designated as the
Government Island National Historic District. Some of
these buildings include the Lightkeeper’s Residence,
Minot’s Light Watch Room Replica, and an oil storage
building that dates from around 1900.
MEETING HOUSES
In the mid-1850’s and again around 1900, a suite of
meeting houses were erected in Cohasset. In 1857 the
Town Hall was built on the Town Common. This space
has supported numerous civic and cultural activities, from town meetings to theatrical performances by
Humphrey Bogart and more recently by the Cohasset Dramatic Club, which is currently celebrating its
96th year. In 1866 residents in the Beechwood section of town erected a church so they too could have
a meeting space in their area.
1900 saw the erection of two stately stone churches – Saint Stephen’s Church on the Town Common,
and the Pope Memorial Church (currently named the Panagia Greek Orthodox Church) at the end of
Jerusalem Road. Cohasset’s peaceful landscape also gave rise to the Vedanta Society which established
a non-denominational retreat in the Town in 1929. These places of worship have also become hubs of
cultural activity.
CELEBRATING THE OUTDOORS
As people enjoyed their summers in Cohasset, they also began to establish institutions to support their
lives outdoors. Both the Yacht Club and Golf Club were established in 1894. Additionally the Works
Progress Administration helped build Wheelwright Park as one of only a handful of sites on the South
Minot’s Ledge Lighthouse
Lightkeeper’s Residence
Cohasset Town Hall
Cohasset Master Plan – Historic and Cultural Resources
80
Shore that were built during the New Deal. Since that
time even more land has been added to the park by
various owners and operators, reinforcing Cohasset’s
commitment to natural preservation and conservation.
CIVIC LIFE ARISES: 1952 – PRESENT
BECOMING A BEDROOM COMMUNITY
By the end of the Korean War, the Town of Cohasset
began to transition to a bedroom community. While a small fishing industry, agricultural, and summer
colony continued to operate as before, the Town increased its population in the post-World War II era.
Summer cottages and other buildings were adapted into year-round residences, historic preservation
emerged as a priority, and additional cultural institutions sprang up to provide cultural enrichment for
local residents.
PARLORS TO BEDROOMS
By the 1950’s construction of grandiose summer cottages
began to give way to a new, more modest style of housing for
returning veterans. The houses built on the streets adjacent to
Cohasset High School marked a shift from the past in terms of
their size and level of detail.
Many of the architecturally significant buildings constructed
during this period reflect a movement towards a simpler local
lifestyle. Architect Royal Barry Wells designed numerous
homes in Cohasset in his signature Cape house style, one of
which still stands today on Jerusalem Road. More recently the
historic Power and Light Building which used to power all the
street lights in Cohasset, was converted into a home with a
studio and sculpture garden. The renovation of this notable
building on the edge of Sanctuary Pond is a prime example
of the ways in which historic buildings may be adapted to
modern times with new additions that respect and preserve
their historic integrity.
The most recent trend in home construction, however, seems
to take more inspiration from the Victorian era. Modest
houses are being replaced by large, luxurious homes in
prominent locations.
PRESERVING HISTORY
Historical preservation has increasingly become a priority for Cohasset residents throughout this
contemporary period of development. While the Cohasset Historical Society was established in 1928, it
was not until more recent times that the organization acquired its four properties and converted them
into their headquarters, an historic home, and two museums.
During this period the Town moved to create numerous historic districts of varying types. The Cohasset
Common Historic District is a local historical district. Government Island was designated a National
Entrance to Wheelwright Park from North
Main Street
Italian Renaissance Revival summer
cottage that has been converted into a
year-round residence
Cape house designed by Royal Barry
Wills
Cohasset Master Plan – Historic and Cultural Resources
81
Historic District, and the Cohasset Central Cemetery was
added to the National Register of Historic Places in 2002.
Since the Cohasset Common Historic District has a local
historic designation, only properties within those boundaries
are restricted to the bylaws as laid out by the Local Historic
District Commission. However, all of these designations
portray a deep respect for the character of the Town and
provide a means for historic preservation.
CONNECTING TO THE SEA
Interest in associating with the Town’s heritage is evident in
the rise of organizations that connect people to the water
through educational and recreational activities. In 1970 the
Sailing Club joined the Yacht Club as another resource to
teach town residents how to sail. The Maritime Institute,
which began in 1994, provides rowing and ship-building
opportunities for people of all ages and abilities. And in 2000,
the Center for Student Coastal Research was established to
explore the scientific significance of the Cohasset watershed.
ARTISTIC INSPIRATION
Motivated by its magnificent ocean vistas, Cohasset has long
been home to artists and has supported artistic expression.
In the 1950’s three local residents - Tom Lucas (an art teacher
at Cohasset High), MacIvor Reddie (a local artist), and Helen
Vosoff (the first president of the new South Shore Playhouse
Associates) - met and began to organize a new art center in
Cohasset. By 1955 the Art Center settled into its first home at
15 Brook Street, and the following year the founders organized
the first South Shore Arts Festival, which has now been
running for over 60 consecutive years. In 1958 the South Shore
Art Center was officially incorporated as a non-profit, and by
1987 the organization had raised enough funds to construct
the building in which they still operate today. Currently the
Art Center boasts over 1200 members and attracts a regional
population from the entire South Shore. Programs are offered
throughout the year.
The South Shore Music Circus is also dedicated to supporting
the arts, cultural, and educational institutions and was
officially incorporated just prior to the South Shore Art Center.
However, the Music Circus traces its roots further back to 1932,
when Raymond Moore brought stage shows to the Cohasset
Town Hall. The following year Alexander Dean took over and
established the South Shore Players, bringing notable acts
and stars of the era such as Humphrey Bogart, Sylvia Sydney,
Thornton Wilder and Sinclair Lewis. By 1949 the Players
had outgrown their home in the Town Hall and in 1951 they
set up a tent on former horse show grounds to house their
productions. Upgrades were made to the tent in 1977 and
Adaptive reuse of 1930’s Power and
Light Building
Recently constructed new Victorian
style summer cottage on Jerusalem
Road
Beechwood Church
Captain John Wilson House on Elm
Street
Cohasset Master Plan – Historic and Cultural Resources
82South Shore Community Center
again in 1994 to provide state of the art lighting and sound
design for 1,000-3,000 audience members seated in the
round.
CIVIC LIFE CONTINES TO BLOSSOM
A variety of civic spaces and events keeps Cohasset
residents busy with seasonal activities throughout the
year. The Cohasset Swim Center was established in 1975 to
provide yet another water-based activity for local residents.
The Senior Center was built near the Swim Center in 2014.
The Cohasset Recreation Department was also moved to
the former Joseph Osgood School after the building had
been converted into the Pratt Memorial Library in 2003.
The Pratt Memorial Library provides the community with a
wide variety of programming for adults, young adults, and
children year round.
In addition to these permanent civic spaces, events
consistently bring the Town – especially its youngest
members – together for annual traditions. Cohasset has
celebrated Memorial Day with not only a community
parade participated in by veterans, youth organizations
and local citizens, but also more recently a healing field
of flags by the War Memorial near the harbor. The Little
League Parade draws families each year to watch their
youngsters parade through town in their uniforms. And for
the past 23 years, Santa has arrived on a signature lobster
boat for the Jingle Bell Walk from the Harbor to the South
Shore Community Center.
The community continues to add activities which provide
great season opportunities for residents. At twenty-two
years running, the Farmer’s Market is a relatively new
Cohasset Maritime Institute
Packed house at the South Shore Music
Circus
Bell Walk
Cohasset Master Plan – Historic and Cultural Resources
83
addition to the annual calendar in Cohasset. The
Triathlon and the Cohasset Road Race by the Sea
provide further recreational opportunities for
people to enjoy the area’s scenic beauty.
Even Hollywood has taken note of Cohasset’s
historical assets and natural beauty by shooting
three feature films in the town: The Witches of
Eastwick (1987), starring Cher, Susan Sarandon,
Michelle Pfeiffer, and Jack Nicholson; Housesitter
(1992), starring Goldie Hawn and Steve Martin;
and The Finest Hours (2016) starring Chris Pine,
Casey Affleck, and Eric Bana.
Historic & Cultural Resources Goals and
Recommendations
Cohasset could enhance its cultural and historical resources through a series of recommendations
which may be summarized in the following four goals:
Goal 1: Preserve the historic residential character of Cohasset
Cohasset is defined by its residential character set in scenic beauty. The natural and built landscape are
intertwined in a way that residents may maintain one by preserving the other.
Strategy 1.1: Celebrate the Town’s comprehensive historical record
• Continue to inventory structures that retain historic character and significance. Cohasset has
inventoried more than 2,200 historic properties on an online database on MACRIS website. An
expanded version of Cohasset’s Heritage Trail booklet will be available for the 250th anniversary of
the Town.
• Establish a validation program for historic homes. Retaining historic architectural character will
help celebrate exemplary landowners and spread best-practices.
• Establish a consistent, opt-in signage program for historic properties. Property owners can
celebrate the historic character of their buildings, and provide a signal to potential developers to
consider historic character in new developments.
South Shore Art Center
Outdoor performance on Town Common
Sandy beach on a warm weekday evening
Cohasset Master Plan – Historic and Cultural Resources
84
Strategy 1.2: Establish vision and priorities to guide historic preservation
planning efforts
• Adopt guiding principles for preservation. Defining values and gaining consensus on a vision will
help ensure that historic preservation is valued by the majority of Town residents.
• Develop criteria for evaluating preservation priorities. This will create a standardized process to
assess the historic significance of historic properties.
• Incentivize preservation of historic structures along scenic byways. This will focus historic
preservation in high visibility locations and help preserve the character of the Town.
Strategy 1.3: Strengthen the Local Historic District Commission with the
adoption of additional bylaws such as an Affirmative Maintenance Bylaw
The purpose of such a bylaw is to ensure that property owners maintain their properties to a minimal
standard so they will not fall into disrepair.
Strategy 1.4: Establish a Demolition Delay Bylaw.
Bylaws may be enacted for 6, 12, 18, or 24 month periods, providing time for a more thorough
assessment of a property’s historical significance.
Strategy 1.5: Explore the expansion of the Local Historic District
This could ensure that additional properties are protected, and maintain high historic standards for
redevelopment.
Goal 2: Develop additional local capacity to manage and
enhance historic and cultural resources
Residents of the Town have made concerted efforts in preserving the historic and cultural resources, but
more could be done to create partnerships to leverage and strengthen these efforts.
Strategy 2.1: Expand partnerships among historic and cultural organizations
through development of a Historic Preservation Plan
A preservation plan will assist in identifying historic and cultural resources, assessing their current status
and recognizing issues and opportunities to better protect those resources. Such a plan would include
an inventory of important resources, review relevant local regulations, assessment of management
issues regarding those resources, and the creation of an action plan to implement recommendations.
A Historic Preservation Plan can create more collaboration among local organizations and can identify
concrete strategies to ensure historic properties are well prioritized for preservation. Hanover and
Sandwich have recently prepared such plans.
Strategy 2.2: Implement new partnerships among organizations within
historic and cultural asset clusters for programming, maintenance,
fundraising and promotion
Cohasset maintains numerous cultural organizations with overlapping missions, so carrying out
Cohasset Master Plan – Historic and Cultural Resources
85
collaborative projects (such as planning for the 250th anniversary) may help define roles for each
organization.
Strategy 2.3: Establish programs such as land alteration management to
prevent clear cutting and the alteration of natural rock ledges
Strategy 2.4: Expand Design Review Board purview to include residential
properties
The Design Review Board currently only has jurisdiction over commercial properties, so expanding their
purview to residential properties would add a level of oversight to ensure that community character is
taken into account in future developments.
Goal 3: Enhance Cohasset’s historic and cultural resources
Cohasset has a wealth of historic and cultural resources that are presently undervalued by some in the
Town. By following a series of recommendations, Cohasset residents may acquire new processes by
which historic resources may not only be preserved and maintained, but appreciated and celebrated by
all.
Strategy 3.1: Revitalize and restore Town Common to historic standards
An updated plan can ensure that the Common remains relevant into the 21st Century by providing for
the needs of passive recreation by Town residents while embedding the necessary resources (such as
sprinkler systems and outdoor outlets) for the continued success of the Art Festival and other events.
Strategy 3.2: Continue Community Preservation Act (CPA) funding for
maintenance and restoration of historic properties
Strategy 3.3: Provide best practices information through the Town’s Historical
Commission about how to research house histories.
Links may be provided to the National Park Service Preservation Briefs, which offer detailed guidance in
how to maintain historic properties: https://www.nps.gov/tps/how-to-preserve.htm
Strategy 3.4: Review zoning in Cohasset Common Historic District
Ensure that requirements respect historic building form, lot size, and lot layout. Using the recent
demolition of an historic property on the Common as a case study, the Historic District bylaws may be
amended to ensure a more thorough process for future renovation efforts. The Massachusetts Historical
Commission has prepared a guidebook with numerous examples of zoning tools and techniques for
historic preservation (Preservation Through Bylaws and Ordinances – 2009).
Strategy 3.5: Highlight historic and cultural resources during annual cultural
events
For example, the South Shore Arts Festival takes place on the historic Common, and additional signage
may promote the Town’s historic character.
Cohasset Master Plan – Historic and Cultural Resources
86
Goal 4: Enhance creative and cultural economic development
Cohasset has numerous longstanding events and vital institutions that are known locally and regionally,
but more could be done to elevate and cross-promote these resources.
Strategy 4.1: Celebrate the upcoming 250th anniversary by highlighting local
cultural and historic resources
Walking tours, publications, and other collateral can stand alone or function as a complement to
preexisting cultural activities. Long after the anniversary is past, these publications may remain as
resources for residents to learn about the Town.
Strategy 4.2: Explore economic development strategies that highlight local
artists and food producers
For example, the Town can host an annual Harbor Festival that celebrates the working harbor, farms,
and local food systems.
Strategy 4.3: Develop a process to establish a cultural district
Such districts can be created by working with the Massachusetts Cultural Council, which allows the
Town to take advantage of technical assistance and grants. This process will ensure that cultural
resources are mapped and valued as a crucial element of the Town.
Strategy 4.4: Commemorate notable historic achievements
Unique, long-running events such as the Carillon Concert Series not only increase Town pride but may
become opportunities to increase the visibility of the Town’s cultural assets.
TOWN OF COHASSET 2019 MASTER PLAN
Open Space &Recreation
Cohasset Master Plan – Open Space & Recreation
88
Introduction
The Town of Cohasset is a unique coastal community with lush forests, quiet coves, scenic vistas, open
spaces and a variety of recreational amenities. Located approximately 23 miles south of Boston, this
strikingly beautiful community is an attractive place to live. Due to the preponderance of both wetlands
and rock ledge, development in Cohasset has historically been limited. However, since land is a finite
resource, competing needs for housing, recreation, wildlife habitat and open space preservation exist.
This has been further exacerbated as Cohasset is experiencing growth in areas that were previously
undevelopable.
At the time of writing this Plan, the Town of Cohasset had just completed updating its Open Space
and Recreation Plan (OSRP), which expired in 20171. The following information is taken primarily from
the now complete 2018-2024 OSRP, which was prepared with the assistance of Beals and Thomas,
Inc. and should be consulted for further detail. The OSRP provides a comprehensive overview of the
Town’s natural history, a detailed inventory of all open space and recreational resources in Cohasset,
and recommendations for protecting and improving these resources. A Seven-Year Action Plan provides
detailed steps for achieving the plan’s goals and objectives, timeframe for achieving the action,
and potential funding sources. This chapter of the Master Plan provides a summary of the recently
completed OSRP and highlights its key recommendations, particularly those that pertain to other
Master Plan elements such as transportation, housing, economic development, and land use.
The purpose of the OSRP is to:
• The OSRP update is also meant to detail local open spaces, natural resources, and recreational
amenities to help guide the Town during the next seven years regarding how to best enhance and
protect those resources.
• Recommend additional opportunities for acquisition, additional protection, or enhancement
through the addition of specific facilities/amenities.
• Inform and educate local residents about their community and existing open space, natural
resources and recreational amenities and why they are important.
• Create the momentum needed for the Open Space & Recreation Committee to begin
implementation of the action items detailed in Section 9 of the OSRP.
• Make the Town eligible to receive grant funding that can cover some of the cost for open space
acquisition and park renovations, once the plan has been approved by the Division of Conservation
Services.
Key Findings
• Cohasset has approximately 2,900 acres of open space and recreational lands (including public
and private conservation land), which comprises approximately 46% of the Town’s total land area
(excluding coastal waters such as Cohasset Harbor). 1,965 of those 2,935 acres of open space is
permanently protected.
• The number of children and elders in Cohasset grew from 2000 to 2010. To meet the needs of
its population, the Town’s recreation and open space resources must serve both an older adult
population and a growing number of families with children.
• Cohasset’s Department of Public Works (DPW) has the primary responsibility for maintaining the
Town’s parks and open space. More resources are needed to effectively manage these properties.
1 The Division of Conservation Services conditionally approved the OSRP in April 2019.
Cohasset Master Plan – Open Space & Recreation
89
Existing Conditions
Geology, Soils, and Topography2
GEOLOGY
The majority of Cohasset’s bedrock
is comprised of Dedham granite. The
prevalent bedrock within Cohasset has
historically represented a development
constraint, although more recent blasting
capabilities, Town sewer capacity and
advances in septic technology have made
previously undevelopable areas available.
Glacial action is responsible for the
town’s surficial geology; glacial retreat
approximately 12,000 years ago carried
soils, rocks and boulders, and, as the
glaciers melted, deposited glacial till on
the ground surface. Cohasset contains
many boulders transported by glacial action and then perched atop one another, or “glacial erratics”.
Rooster Rock, Bigelow Boulder, and Ode’s Den, all in Whitney and Thayer Woods, and Big Tipling in
Wheelwright Park are among the most well-known glacial erratics. Cohasset’s present swamps and
marshes were formed from small water bodies created during the extended process of glacial retreat
that became vegetated.
TOPOGRAPHY
The rocky topography prevalent in Cohasset produces many small changes in elevation, while more
significant changes in elevation due to the town’s glacial past create a ranging topography that includes
features from coastal estuaries to inland hills. “A number of the oval, rounded hills known as drumlins,
which were also created during the retreat of the glaciers, can be found in the vicinity of Route 3A.
These include Turkey Hill, Scituate Hill, Deer Hill, Bear Hill, James Hill, and Walnut Hill. Turkey Hill, on
the border with Hingham, is the highest point in Cohasset at 187 feet above sea level.”
SOILS
The majority of soils within Cohasset represent a constraint for development as they generally either
contain prevalent stones and boulders or are poorly drained.
MassGIS indicates that approximately 40 different soil types occur in Cohasset. Prime soils constitute
those exhibiting the most advantageous combination of physical and chemical characteristics for
farming use. Important farmland soils include soils that nearly qualify for prime status, and that
“economically produce high yields of crops when treated or managed according to acceptable farming
methods.”
Of the soils occurring in Cohasset, the two most prevalent (by acre) soil types are Hollis-Rock outcrop-
Charlton complex (HrC) and Rock outcrop-Hollis complex (RoD). Although neither of these soil types
are considered prime farmland soils, there are other important farmland soils present throughout the
2 Cohasset Open Space and Recreation Plan 2018-2024
Wheelwright Park. Photo via South Shore Hiking Trails.
Cohasset Master Plan – Open Space & Recreation
90
Town.
The most dominant soil type in Cohasset is HrC, which is described as “gently sloping and strongly
sloping soils and areas of exposed bedrock on hills and ridges where the relief is affected by the
underlying bedrock…The shallow, somewhat excessively drained Hollis soil is on the tops of ridges or
is near rock outcrops. The very deep, well drained Charlton soil is in low pockets and saddles. Stones
and boulders 10 inches to 10 feet in diameter cover 0 to 15% of the surface.” Additionally, depth to the
seasonal high water table occurs at greater than 6 feet with HrC soils. Slope and shallow bedrock depth
are the main development limitations associated with HrC soils.
RoD soils are generally unsuitable for development, mainly due to prevalent bedrock exposures.
Seasonal high water and wetland characteristics associated with the mucky soils (Sw, Fm and Fp) also
represent significant development constraints. Seasonal high water and slow to very slow permeability
represent the main limitations of RgB soils, especially with regard to installation of septic systems,
although development can be accommodated with consideration of mechanisms to avoid water
damage. Seasonal high water and slow permeability are also constraints for NpC and NpD soils.
Water Resources
WATERSHEDS
Cohasset has a number of fresh and salt water
resources and a varied natural landscape that
includes harbors, rivers, estuaries, marshes, ponds,
and wildlife habitats. According to the 2018 OSRP,
the Town is located within two major watersheds:
South Coastal and Boston Harbor. The majority of
Cohasset lies within the South Coastal watershed.
However, the northern portion of the Town and
those areas draining to Great Swamp, Turkey Hill
Run, and Rattlesnake Run, are located within the
Boston Harbor watershed.
SURFACE WATERS
Cohasset contains both salt and freshwater resources. In addition to the Atlantic Ocean, saltwater
bodies include Cohasset Harbor, Little Harbor, the Gulf River estuary, and Straits Pond.3 Straits Pond
lies within the northernmost portion of Cohasset, within the Weir River Area of Critical Environmental
Concern (ACEC) and is located in both the Towns of Cohasset and Hull.4 Straits Pond is an Outstanding
Resource Water5 due to its location within an ACEC.6
The Gulf River estuary is located in both the Towns of Cohasset and Scituate. This unique water feature
lies in the southeastern portion of Cohasset and includes salt marshes, tidal flats and other lands subject
to tidal action.
The major freshwater bodies within Cohasset are the Aaron River Reservoir, Lily Pond, Sanctuary
Pond, Treat’s Pond, Aaron River, Bound Brook, Peppermint Brook, Herring Brook, Brass Kettle Brook,
3 Open Space & Recreation Committee, Cohasset Open Space and Recreation Plan 2010-2017.
4 Massachusetts Department of Conservation and Recreation. “Weir River.” ACEC Designations.
5 Outstanding Resource Waters include Class A Public Water Supplies and their tributaries, certain
wetlands and other waters as determined by the Department based on their outstanding socio-
economic, recreational, ecological and/or aesthetic values. [310 CMR 4.04(3)].
6 Massachusetts Surface Water Quality Standards [314 CMR 4.00].
Bassing Beach and the Cohasset Harbor Channel.
Photo via Cohasset Conservation Trust
Cohasset Master Plan – Open Space & Recreation
91
James Brook, Turkey Hill Run, Richardson’s Brook, and Rattlesnake Run.7 Smaller ponds, streams, and
seasonal wet places are also present throughout the Town. Note that Lily Pond and the Aaron River
Reservoir are surface drinking water supplies. Therefore, Lily Pond and the Aaron River Reservoir, as
well as the streams and wetlands tributary to these surface waters, are Outstanding Resource Waters.
James Brook runs through Cohasset center, the most densely developed portion of Town, where it
passes through a culvert under the village center and emerges south of Elm Street and drains into
Cohasset Harbor.8
Cohasset maintains significant surface water supplies in the Aaron River Reservoir and Lily Pond,
as well as groundwater supplies through its wells. The Town of Cohasset Water Department has
achieved significant protection for these resources by protecting associated watershed lands, and the
Town maintains an awareness of developments in adjacent towns that may impact Cohasset’s water
supply. Cohasset also recently completed installing multiple rain gardens throughout town to address
stormwater runoff. The Town has recently also completed a sewer expansion project around Little
Harbor. Smaller steps that could be investigated to further protect Cohasset’s water supplies include
addressing failing septic systems as quickly as possible and continuing education of the public with
regard to sources of nonpoint pollution. Additionally, although the majority of Cohasset’s surface water
supplies are surrounded by protected lands, King Street lies adjacent to Lily Pond to the northeast, and
the potential for spills from accidents exists.9
WETLANDS
Cohasset contains many wetland types from coastal (including beaches, dunes, salt marshes, tidal flats
and rocky intertidal shores) to inland (deciduous, coniferous and mixed forested swamps, scrub-shrub
swamps, freshwater marshes, and wet meadows) as well as mixed saltwater/fresh water resources such
as estuaries and brackish areas.
These crucial wetland landscapes provide a variety of functions, including the protection of public
and private water supply; the protection of groundwater supply; flood control and storm damage
prevention; the prevention of pollution; the protection of fisheries and shellfish; and wildlife habitat.10
Saltwater wetlands are located in the northern and eastern portions of Cohasset bordering on the Gulf
River estuary, parts of Cohasset Harbor, Straits Pond, and portions of Little Harbor. Major freshwater
wetland areas include:
• The Great Swamp,
• The area between Lily Pond and the Aaron River Reservoir,
• Brass Kettle Brook and Bound Brook,
• Breadencheese Swamp (near the town transfer station and former landfill, north of Cedar Street),
Jacob’s Meadow (adjacent to James Brook between South Main Street and Elm Street),
• Eighteen certified vernal pools, and
• Ellms Meadow (adjacent to James Brook between Cushing Road, James Lane and the MBTA
Railroad).11
FLOOD HAZARD AREAS
7 Cohasset Open Space and Recreation Plan 2018-2024
8 Cohasset Open Space and Recreation Plan 2018-2024
9 Cohasset Open Space and Recreation Plan 2018-2024
10 Cohasset Open Space and Recreation Plan 2018-2024
11 Open Space & Recreation Committee, Cohasset Open Space and Recreation Plan 2010-2017.
Cohasset Master Plan – Open Space & Recreation
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The Federal Emergency Management Agency (FEMA) has identified areas in Cohasset that are
predicted to be most prone to flooding, these are detailed in Flood Insurance Rate Maps (FIRM).
Because of Cohasset’s extensive river and tributary system, many flood hazard areas are spread
throughout the town. The areas subject to flooding depicted on the FEMA maps generally include the
basins of James Brook, Brass Kettle Brook, Bound Brook, Turkey Hill Run, Rattlesnake Run, Aaron River,
the Gulf River, Lily Pond, Straits Pond, Aaron River Reservoir, and portions of tributaries thereto.12
The following is excerpted from the Town’s Flood Insurance Study dated September 29, 1986:
“Due to its coastal New England location, Cohasset is highly susceptible to northeasters...
northeasters often last long enough to be accompanied by at least one high tide, which results in
the most severe flooding conditions…
In addition to flooding, damaging waves may result in areas with sufficient fetch length, water
depth, and exposure to winds. The outer coastline from the Cohasset-Hull town boundary to the
White Head section of Cohasset Harbor is susceptible to damaging waves.
Seaward of the western side of Pleasant Beach is an ancient river channel which extends from
the beach to approximately 1,500 feet offshore. The depth of water at this channel is significantly
deeper than at other parts of the beach. These greater depths are a pathway for higher wave
energy to reach the shore. The result is more overtopping and seepage at this part of the dune
than at other sites in the system.
Inland riverine flooding is also a major concern in Cohasset. During peak runoff seasons and high
intensity storms, inland flooding occurs along Turkey Hill Run and in the downtown Pleasant
Street area where James Brook passes through a long culvert…”13
In addition, Cohasset Harbor and the lowland shores of Little Harbor are subject to flooding and
velocity hazards (wave action). In 2018, the Town of Cohasset was awarded a Municipal Vulnerability
Program (MVP) Grant through the Commonwealth of Massachusetts to become a proactive planning
community. Cohasset has partnered with the Metropolitan Area Planning Council (MAPC) and
the Cohasset Center for Student Coastal Research (CSCR) to bring together community members
and citizens to comprehensively identify and prioritize steps to reduce risk and improve resilience
throughout Cohasset. The plans will analyze future climate projections, including heat, drought, inland
flooding, and sea level rise. Potential impacts will be considered to public and private infrastructure,
vulnerable populations, natural resources, public health, and the local economy. This work will tie into
the revised Harbor Plan currently being worked on by the Harbor Committee.
Vegetation
Cohasset is vegetated with a variety of plant species commonly found on well-drained upland soils
throughout southeastern Massachusetts. White oak and pine forests dominate the upland forest other
common species include American holly and Eastern hemlock.
Cohasset has over three thousand acres of forested land. Remaining sizable tracts of forested land
within Cohasset include:
• Wompatuck State Park
• Whitney and Thayer Woods
• Turkey Hill
12 Cohasset Open Space and Recreation Plan 2018-2024
13 Flood Insurance Study Town of Cohasset, Massachusetts Norfolk County, dated September 29, 1986.
Federal Emergency Management Agency.
Cohasset Master Plan – Open Space & Recreation
93
• Wheelwright Park
• Great Brewster Woods
• Barnes Wildlife Sanctuary
• Cornelia and Richardson White Woods
• Wooded portions of Cohasset Country Club
• Turtle Island and vicinity
• Reeds Corner and vicinity
• Walnut Hill and vicinity
• Adjacent to Deer Hill
• Water Department parcels around Lily Pond
• Brass Kettle Brook area off King Street
RARE SPECIES
Below are the four rare plant species found in Cohasset that are listed as threatened under the
Massachusetts Endangered Species Act (MESA):
• Swamp dock (Rumex verticillatus)
• Seabeach Dock (Rumex pallidus)
• Green Adder’s Mouth (Maloxis unifolia)
• Adder’s-tongue Fern (Ophioglossum pusillum)
Wildlife
VERNAL POOLS
Vernal pools serve as an important breeding ground and are home to a number of amphibians and
invertebrate animals. Also known as ephemeral pools, autumnal pools, and temporary woodland
ponds, these natural sites fill with water in the fall or winter due to rain and rising groundwater. They
stay ponded through the spring and into summer, but tend to dry completely by the middle or end of
the summer. This occasional drying prevents fish from permanently populating the pools, allowing
amphibians and invertebrate species to reproduce without being targeted by fish predators.14
The Massachusetts Natural Heritage and Endangered Species Program (NHESP) has certified 18
vernal pools in Cohasset as of 2017. This is twice the number of certified vernal pools reported in the
2002 Cohasset Open Space and Recreation Plan. Certified vernal pools can usually be protected from
development and are afforded protection under a number of state regulations. There are another 86
potential vernal pools in Cohasset that have been identified, but not certified by NHESP.
RARE SPECIES
Four wildlife species of special concern listed by Massachusetts Endangered Species Act (MESA) have
been found in Cohasset. These animal species include the least tern (Sternula antillarum), umber
shadowdragon (Neurocordulia obsolete), mocha emerald (Somatochlora linearis), and attenuated
bluet (Enallagma daeckii). Another rare animal species of special concern is the Eastern Box Turtle
(Terrapene carolina).15 Threats to the species include habitat destruction, road mortality, and collection
for pets. Protecting their habitat, including ensuring that it does not become fragmented, is important
for continuation of the species.
14 Vernal Pools,” MA EOEEA, www.mass.gov/eea/agencies/dfg/dfw/natural-heritage/vernal-pools
15 Open Space & Recreation Committee, Cohasset Open Space and Recreation Plan 2002-2006, June
2001, Section 4
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WILDLIFE MIGRATION CORRIDORS
Wildlife corridors become increasingly important as natural areas are inevitably divided by
development. In the resulting isolated open spaces, the long-term survival of various wildlife
populations depends upon patch size, the number of patches, and how isolated each patch is from
the next. In order to conserve biodiversity, it is imperative to maximize both the number and size of
protected individual natural areas, while maintaining bands of undisturbed lands to connect them.16
“Broad forested areas parallel to streams and rivers form natural wildlife corridors. The Aaron River/Brass
Kettle Brook/Bound Brook system forms the core of Cohasset’s most important wildlife corridor” that links
the Aaron Reservoir and Wompatuck State Park with Lily Pond, Bailey Conservation Land in Scituate,
and the Gulf River estuary system. Additional significant riparian wildlife corridors include the Gulf River
estuary and adjacent woodlands, a tributary stream to the Gulf River, Rattlesnake Run and associated
wetlands, and the stream corridor flowing to Little Harbor within the Cabot & White Conservation
Land. The opening of Weir River Farm, which lies adjacent to Turkey Hill, to the public by the Trustees
of Reservations in 2000 created contiguous open space connecting Turkey Hill, Whitney and Thayer
Woods, and Wompatuck State Park.17
In general, the significant areas of contiguous “natural” areas within Cohasset and adjacent
communities are also likely to contain wildlife corridors. Conversely, the recent reestablishment of
the MBTA rail line through Cohasset may have bisected and thus eliminated former wildlife corridors.
Development also has the potential to fragment corridors.18
Although the above-discussion focuses on local wildlife corridors, parts of Cohasset also play important
roles in broader migratory corridors. Specifically, coastal areas on the South Shore are renowned for
their importance to migrating birds. Essentially, any open space with cover and food is important to
migrating birds, while the waters of Massachusetts Bay proximate to Cohasset provide important
feeding habitat for terns during the summer. The air space above Cohasset is full of migrating birds,
16 Cohasset Open Space and Recreation Plan 2018-2024
17 Open Space & Recreation Committee, Cohasset Open Space and Recreation Plan 2010-2017.
18 Cohasset Open Space and Recreation Plan 2018-2024
Wompatuck State Park
Cohasset Master Plan – Open Space & Recreation
95
although they may not touch down in Cohasset, since many of the birds passing through Massachusetts
during migration do not follow narrow routes.19
Environmental Challenges
HAZARDOUS WASTE SITES
Wompatuck State Park originated as the Hingham Naval Ammunition Depot that served the North
Atlantic fleet during World War II. Some of the oldest farms in Cohasset were taken by the federal
government to create the depot. When the land was declared surplus by the federal government, it was
given to the Commonwealth of Massachusetts. The current site contains contamination associated with
the historic federal defense facility. Although the contamination lies within the portion of Wompatuck
in Hingham, it is within the watershed of Brass Kettle Brook and Lily Pond. Water quality testing led the
Army Corps of Engineers to conclude that the remaining contamination is unlikely to migrate toward
Lily Pond.20
WATER POLLUTION
Cohasset maintains spill control equipment to address potential oil releases with potential to affect the
water supply, and activities proximate to wetlands and water bodies are subject to the jurisdiction of
the Conservation Commission. Several water bodies in Cohasset are presently polluted, including Straits
Pond, where fishing is not allowed due to coliform bacteria, and Little Harbor, which no longer contains
productive shellfish beds. Stormwater runoff pollutes all water bodies in Cohasset to some degree. The
major contributing factor to the Harbor’s pollution problem that causes an inability to sustain shellfish
beds is the outflow from the Gulf River. The properties bordering the Gulf River on all sides in North
Scituate and South Cohasset do not have sewer access and have older septic systems that drain into the
river. Until the two communities can execute a sewer plan to reduce septic pollution into the Gulf River
this condition will continue.
One particular area of pollution is the outfall from Jacob’s Meadow into the harbor. Although proposed,
the boat pump-out station noted in the prior OSRP as being installed at the town pier at Government
Island was never constructed. Cohasset does maintain a pump-out boat. However, Cohasset’s coastal
waters have been designated as a “No Discharge Area” for boat sewage. The recent expansion of sewer
services will also decrease water pollution, as failing septic systems can result in significant impacts,
including bacterial and nutrient contamination, to ground and surface water bodies. Additionally, the
Stormwater Management Bylaw will also enhance ground and surface water protection. The Town of
Cohasset has installed over 50 rain gardens to address stormwater runoff and to educate the public
regarding Low Impact Stormwater Management techniques.21
Scenic Resources and Unique Features
The Town of Cohasset has a wealth of scenic resources and views. In an effort to protect the Town’s
scenic drives and vistas, a Scenic Roads bylaw was adopted through Town Meeting in 2017. This confers
protection to the trees and historic stonewalls lining the streets that receive the designation, which is
assigned via a straightforward petition process. The following places have been identified by residents
as treasured scenic resources:
LITTLE HARBOR
19 Cohasset Open Space and Recreation Plan 2018-2024
20 Open Space & Recreation Committee, Cohasset Open Space and Recreation Plan 2010-2017.
21 Cohasset Open Space and Recreation Plan 2018-2024
Cohasset Master Plan – Open Space & Recreation
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The Atlantic shore contrasts with the intimacy of Little Harbor, with its granite islands, and the twists
and turns of the Gulf River, fringed by salt marshes
THE TOWN COMMON
“The Town Common, set off by dignified historic buildings, communicates a classic image of New
England calm and simplicity. The Cohasset Town Common is often considered to be among the finest
surviving examples of an original New England town common.” 22
TURKEY HILL
Turkey Hill, which is nearly entirely surrounded by open space, lies on the Cohasset-Hingham town
boundary and offers broad views of Boston Harbor and the Atlantic Ocean. Cohasset’s highest point
occurs within the 20 acres of the Turkey Hill parcel that lie within the town. Turkey Hill was acquired
by The Trustees of Reservations with cooperation between the Towns of Cohasset and Hingham, the
Cohasset Conservation Trust, and the Hingham Land Conservation Trust.23
Being on the coast, Cohasset has unique marine and estuarine systems including salt marshes, tidal
flats, and barrier beaches. Cohasset has approximately 160 acres of salt marsh, 287 acres of tidal flats,
and numerous segments of barrier beach for a total of 20 acres24. These dynamic systems are valuable
for recreation, shellfish, storm damage prevention, pollution prevention, flood control and wildlife.
REVERSE RAPIDS
Perhaps Cohasset’s most unusual features are the reversing rapids under the Border Street Bridge
and Cunningham Bridge on Atlantic Avenue. These rapids change direction with the tide between the
harbor and the Gulf River estuary at Border Street and Atlantic Ocean and Little Harbor at Atlantic
Avenue. 25
Open Space and Recreation Land
Open Space
Cohasset has approximately 2,935 acres of public and private open space and recreational lands in
the community. This represents approximately 46% of Cohasset’s total land area (excluding coastal
waters such as Cohasset Harbor). Roughly 2/3 of these sites (1,965 acres) are permanently protected
from future development and are under the care and control of the Town’s Conservation Commission,
the Department of Conservation and Recreation or private land trusts. Having been deeded to the
Conservation Commission, the Town owned and managed sites are mainly protected via Article 97 of
the Massachusetts Constitution. These include, but are not limited to: Wheelwright Park, Brass Kettle
Brook, and part of Whitney/Thayer Woods. The largest contiguous area of open space occurs in the
southwestern to south-central portion of Town, which includes Wompatuck State Park. According to
the inventory in the OSRP, the three largest open space parcels in Cohasset are Wompatuck State Park
(1,051 acres), Whitney/Thayer Woods owned by The Trustees of Reservations (527 acres, and town-
owned Wheelwright Park (80 acres).
22 Open Space & Recreation Committee, Cohasset Open Space and Recreation Plan 2002-2006, June
2001, Section 4.
23 Cohasset Open Space and Recreation Plan 2018-2024
24 January 1985 Inventory by Lloyd Center for Environmental Studies & the Mass. Coastal Zone
Management Program – Cohasset consists of 6,438.4 acres.
25 Cohasset Open Space and Recreation Plan 2018-2024
Cohasset Master Plan – Open Space & Recreation
97
Other protected open spaces,
particularly those that are owned
by private groups or nonprofit
organizations, are exempt from
future development due to the
presence of conservation restrictions.
A conservation restriction is an
agreement that is bound legally
between a landowner and a grantee
where the landowner agrees to
limit the amount and/or use of a
specific property in order to protect
its unique or specific conservation
values. A specified amount of time
for the conservation restriction
can be noted, or the conservation
restriction can be in perpetuity. There
are 12 Conservation Restrictions in Cohasset, which have been signed by the state and recorded at the
Registry of Deeds covering over 200 acres. Any site financed with Community Preservation Act (CPA)
funds is required to have a conservation restriction.
The Town Common was Cohasset’s first public open space area, designated as open land when the
first settlers from Hingham distributed lots in 1670. Privately owned open space remained abundant
throughout the 19th century, but in the early decades of the 20th century, several important public and
semi-public parks and reserves were created. The Trustees of Reservations acquired Whitney and Thayer
Woods in 1933 and 1943 respectively and the Bancroft Bird Sanctuary in 1935. Wheelwright Park was
bequest to the Town in 1916, and the Sandy Beach Association acquired the beach for use by residents
in 1917.
Holly Hill Farm is approximately 140 acres in area and contains an organic farm, woods, fields, brooks,
ponds and salt marshes, as well as an extensive trail system, which was recently improved by physically
improving the paths and trails, adding informational signage, adding trail markers, and making
available a published trail map and trail guide. Although privately owned, the property is available to
the community for recreational purposes.
The Cohasset Conservation Trust (CCT), a nonprofit land conservation trust, has protected over 212
acres in Cohasset, Scituate, and Hull. The Trust has acquired 23 properties (approximately 164 acres) and
three (3) conservation restrictions (48 acres). The conservation restrictions held by CCT are on Supper
Island, Barnes Wildlife Sanctuary, and a portion of Ingram Park. The properties are Adams Property,
Andrus Island, Bassing Beach, Blake Holmes Property, Breadencheese Conservation Area, Campbell
Meadow, Churchill Conservation Area, Great Brewster and Dean’s Meadow, Dormitzer Salt Marsh,
Francis Shore, Giuggio Overlook, Golden Reservation, Ingram Park, James Island, Pegram Preserve,
Pelletier Conservation Area, Remick Salt Marsh, Scott’s Shore, Sumner Smith Overlook, Wheelwright
Highlands, Williams Salt Marsh, and Winsor Shores. These sites provide wildlife habitat and passive
recreation.
Bassing Beach, owned by CCT, is a ¾ mile long barrier beach that includes salt marsh and upland
forest. Although located in Scituate, Bassing Beach defines the northwest side of Cohasset Harbor.
The property is sited from the westernmost point to a north-south line about 1,000 feet east of the
breakwater and bounded on the south by Bailey’s Creek and a tidal creek called Four Score Ditch.
Bassing Beach including surrounding tidal flats provides habitat for a diversity of shellfish such as
oysters and clams, birds such as osprey and plovers, and wildlife such as deer and rabbits. Bassing
Beach provides nesting and resting sites for many species of shore and migratory birds. In an effort
Great Brewster Woods. Photo via Cohasset Conservation Trust
Cohasset Master Plan – Open Space & Recreation
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to promote native wildlife by restoring native vegetation, CCT has held work parties for two years to
remove invasive pepperweed and planted dozens of edible natives such as beach plums and fireweed.
Bassing Beach is a significant recreation resource popular with beach goers and only accessible by
water. There are two cottages on Bassing Beach owned by the CCT.
Straits Pond (located on the Cohasset/Hull town boundary) forms part of the Weir River Estuary Area
of Critical Environmental Concern (ACEC). The Weir River ACEC was designated as such not only for its
ecosystem, but also due to development pressure facing the area.26
The approximately 950 acres of the Weir River ACEC (which include areas in Cohasset, Hingham, and
Hull) support over 100 migratory and resident bird species, numerous small mammals, and shellfish,
which were historically harvested and which continue to provide a food source for avian populations.
A diverse finfish population, including alewives, smelt, flounder, bluefish, and striped bass, utilize the
marshes and flats within this ACEC as nursery and feeding areas. The Weir River estuary floodplain also
protects adjacent areas from flood damage.27 28 29
“Straits Pond is the innermost element of the estuary and the salinity of the water is increasingly
precarious. The pond suffers contamination from runoff and leaching septic systems, resulting
in sedimentation and eutrophication. It is also subject to increasing residential development
pressures in both Hull and Cohasset. A municipal sewer system was installed in North Cohasset
and will improve the environmental health of Straits Pond, but may further contribute to
increasing development pressure.”30 Straits Pond is currently closed to fishing due to coliform
bacteria. The Straits Pond Watershed Association mission is “to provide community input to
governmental committees and agencies, and to facilitate efforts to maintain and improve the
environmental quality and the beauty of Straits Pond.”31
Straits Pond tide gates were rebuilt in the last five years. The intention was to increase tidal flushing
and control of water flow to from Straits Pond. The structure resides on the West Corner Bridge that is
25% owned by Cohasset, 25% owned by Hingham, and 50% owned by Hull. Due to the Hull majority
and the proximity of Hull DPW just across the street, Hull DPW controls 100% of the operation and
maintenance of the gates and structure.
The restoration project through Coastal Zone Management’s Wetland Restoration Program (in
cooperation with others) for Straits Pond began in 2009 and has used a tidal gate and flushing protocol
since 2010 which successfully eliminated the midge larvae in the sediment by raising the salinity
levels. Thus the seasonal midge infestations have been eliminated. The SPWA is working with the Hull
Conservation Agent to understand the algae phenomenon and has learned that widgeon grass is now
well established in the shallow pond. The grasses grow up to the pond surface and then continue to
grow along the surface. The algae attaches to these grasses to create the noisome mats that decay and
smell.32
26 Massachusetts Department of Conservation and Recreation. “Weir River.” ACEC Designations. <
https://www.mass.gov/service-details/weir-river-acec>.
27 Straits Pond Watershed Association,” The Weir River Watershed Association, Inc. <http://www.
weirriver.org/>.
28 Massachusetts Department of Conservation and Recreation. “Weir River.” ACEC Designations. <
https://www.mass.gov/service-details/weir-river-acec>.
29 Weir River Estuary Park Committee, “Weir River Estuary Land Protection Plan,” Dec. 2004,
30 Weir River Estuary Park Committee, “Weir River Estuary Land Protection Plan,” Dec. 2004,
31 “Straits Pond Watershed Association,” The Weir River Watershed Association, Inc. <http://www.
weirriver.org/>.
32 Dick Avery, email correspondence with Katie Holden, 15, May 2018.
Cohasset Master Plan – Open Space & Recreation
99
Recreation
Cohasset is fortunate to have a variety of high-quality, Town-owned recreation facilities. The Town has
a rich history of recreational opportunities for residents due to its location on the Atlantic Ocean and
proximity to other inland recreational amenities. Boating, kayaking, canoeing, fishing, rowing, and
sailing are some of the major water-based recreational activities within the Town. Baseball, softball,
lacrosse, tennis, golf, horseback riding, walking and organized running have been some of the major
inland recreational activities. Additionally, Cohasset offers an abundance of outdoor recreational
opportunities using its natural resources such as bird-watching, hiking, geocaching, scouting, and
questing.
To meet the needs of its population, Cohasset’s recreation and open space resources must serve both
an older adult population of comfortable means and a growing number of families with children. The
number of children and elders in Cohasset grew from 2000 to 2010. Households with children under the
age of 18 and households with individuals over the age of 65 increased by one percent each.
In 2015, the Town completed its Senior Center and it is used extensively for Elder Affairs programming,
social activities, and town meetings. A private indoor swim center has been opened in Scituate on the
border with Cohasset as part of the Scituate Racquet and Fitness Club. The Club offers a swimming pool
with lap lanes, tennis, squash, and outdoor platform tennis. The Town also has many successful private
for-profit fitness and wellbeing facilities.
In 2010, the Cohasset Sports Complex opened and offers multi-purpose space that caters to sporting
events, corporate events, non-profit events, birthday parties, functions, and more. This is a private
Cohasset Library Playground. Photo via South Shore Moms.
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facility that charges rental fees. The complex features 22,500 square feet of indoor playing surfaces that
can accommodate two (2) full soccer fields, as well as lighted outdoor fields.
Youth Sports in Cohasset has remained strong with children participating in the youth basketball,
soccer, field hockey, lacrosse, baseball, softball, football, and cheerleading programs. In 2009, the
Recreation Department along with the public health nurse started a Health and Recreation Fair that
brings all of these organizations under one roof along with countless free medical health screenings.
The Massachusetts Recreation and Park Association in 2009 honored the Cohasset Recreation
Department with a Community Outreach Award for a “program over and above regular programming
that demonstrates a benefit to the community.” This fair has become more and more popular each
year with close to 1,000 attendees. In 2015, the Recreation Department moved from the Town Hall to
the former Our World Museum Space at the Paul Pratt Library and has expanded numerous programs
with the additional space. The Department still manages the Rec Center that was formerly the DPW
Office, for additional programs. Currently, demand still exists for more walking trails, bicycle paths
and sidewalks, as well as playing fields. There has also been requests for a dog park, a skate park, and
outdoor fitness amenities.
Management and Resource Priorities
TOWN OF COHASSET DEPARTMENTS AND BOARDS
The Town of Cohasset has several active departments and boards that are working towards improving
open space and recreation opportunities in the community. However, due to a lack of resources and
unclear lines of responsibility there has historically and presently been a lack of coordination and
communication among the actors involved. In order to set the stage for good communication moving
forward, a specific entity in the Town of Cohasset should be assigned to oversee the implementation of
open space and recreation goals. The best-suited committees would be the Open Space & Recreation
Committee (OSRC), and the Recreation Commission which would work together on a regular basis.
OPEN SPACE & RECREATION COMMITTEE
The mission of the Cohasset Open Space and Recreation Committee is to preserve, maintain and
enhance the quality of life for residents by developing and updating the Town’s open space plan. The
committee is made up of seven (7) members appointed by the Board of Selectmen.
RECREATION COMMISSION
The Cohasset Recreation Commission consists of seven (7) members who are elected and serve for
a five-year term. The Commission promotes, encourages, and coordinates recreational activities for
all citizens of the Town. The Commission is responsible for making recommendations to the Board of
Selectmen regarding the maintenance and improvement of recreational areas owned by the Town.
DEPARTMENT OF PUBLIC WORKS (DPW)
Cohasset’s Department of Public Works (DPW) maintains and preserves the Town’s property, parks,
and open space, along with the public infrastructure which includes streets, sidewalks, signs, and catch
basins. The DPW works together with various departments of the Town Government to accomplish
these maintenance goals.
COHASSET CONSERVATION TRUST (CCT)
The Cohasset Conservation Trust (CCT), a nonprofit land conservation trust, was established in 1967.
Cohasset Master Plan – Open Space & Recreation
101
CCT’s first property protected was Bassing Beach in 1968. Bassing Beach is the Trust’s best-known
property, and has been a popular place for swimming, picnicking, fishing, and beach walking for
generations. Since that time, the Trust has acquired 23 properties (approximately 164 acres) and three
(3) conservation restrictions (48 acres) on three (3) additional properties for a total of 212 acres in
permanent conservation. Properties include beaches, freshwater and saltwater wetlands, upland areas,
and watershed land.
CONSERVATION COMMISSION
The Cohasset Conservation Commission is responsible for administration of the Cohasset Wetlands
Regulations and Bylaws, Stormwater Regulations and Bylaws, and the Massachusetts Wetlands
Protection Act. Through the administration and enforcement of these regulations and bylaws, the
Mission of the Conservation Commission is to promote proactive administration of environmental
laws and policies, open space protection, wetland and water management and protection, promote
environmental education, and to preservation of Cohasset’s natural resources. The Commission works
together with various departments in Town to ensure the regulations and bylaws are upheld. The
Commission looks to improve the environmental integrity of the community while maintaining and
improving the Town’s current conservation areas.
OPEN SPACE RESOURCE NEEDS
Cohasset needs to develop a list of conservation parcels of interest and develop a list of criteria or a
ranking system to assist in identifying priority parcels. These criteria or factors should be vetted by the
Open Space Committee and the community. The criteria will serve as a guide for reviewing a property’s
suitability for protection. Boards, organizations, and individuals should retain discretion over the
acquisition process and may choose to deviate from these guidelines on careful review of a specific
proposal.
Cohasset could develop a general guide, which includes the following criteria or factors to consider:
• Enhances existing or proposed public and private holdings
• Links significant public or private open space/natural areas
• Preserves or buffers natural areas containing:
• species of unusual merit or special concern
• representative local plant and animal communities
• wildlife habitat, wetlands, streams, or water supply o migration corridors
• screening to adjacent development
• Contains historical, geological, or archeological features
• Protects scenic vistas or view corridors
• Permits existing agricultural practices to continue on land that would otherwise succumb to
development pressures
• Provides access to, or is a contiguous area for recreation
• Offers educational opportunities to the public
• Provides access or opportunities to people with disabilities
• Does not adversely affect the organization’s financial and land management capabilities
For Town-owned parcels without a conservation or other deed restrictions, including those under
Cohasset Master Plan – Open Space & Recreation
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the custody of the Conservation Commission, the Town could change the designation and use of the
property. Therefore, working to change the temporary level of protection on Town-owned open space
to permanently protect it represents an opportunity to ensure that these open space areas remain in
the future. However, the Town is also reserving its options on land for future needs, such as police and
fire stations or schools.
Conservation of remaining unprotected land should focus on areas that are adjacent to or connect
larger areas of contiguous open space in order to maximize the benefit to wildlife. Connections to
neighborhoods and the ability to walk to open space areas would also be beneficial for residents.
Existing connections and paths should be researched and established so that they are not lost in the
future. In addition to acquiring additional lands, Cohasset should focus on preventing fragmentation of
significant habitats by proposed development.
The land that is permanently protected will continue to provide a wide range of functions, including
preservation of environmentally and culturally sensitive resources, buffering developed areas, and
providing recreational opportunities, indefinitely. However, other lands are at risk and these functions
may be lost. Overuse at the Town’s most popular areas may occur and may lead to their degradation
without implementation of management strategies and regular maintenance.
Public Input
To facilitate development of the OSRP, a public forum was conducted along with a community-wide
survey to solicit public opinion regarding the status of open space and recreation resources for the
Town. The public forum was held in July of 2017. The residents of Cohasset expressed concern about
encroachment of new development on the scenic vistas and character of the Town and its quality of life
during the public outreach for this plan and identified the same issues in previous plans.
The following is a list of goals that emerged from the forum to help guide strategic action for Open
Space and Recreation over the next seven years. These goals are also summarized in Section 6 of the
OSRP.
1. Make protection of open space and the character of the Town a priority in all town-wide land use
decisions, in keeping with citizens’ wishes, to preserve access and scenic beauty.
2. Protect and maintain the natural environment:
Residents of the Town over the last two OSRPs and during this opinion survey have consistently
voiced their support for all aspects of environmental protection.
3. Improve Recreational opportunity and access:
The survey results and interactive sessions with the public continue to emphasize continuing to
work to provide access, develop walking trails and biking paths and communicate how all of the
recreational resources can best be enjoyed and maintained.
4. Organizational changes and collaboration:
Due to a lack of resources and unclear lines of responsibility, it has proven to be very difficult
to monitor past plan goals and implement specific objectives. Residents want town officials to
collaborate with town departments to share planning resources, coordinate information used and
to ensure that the desired citizens’ goals are monitored and attained.
In addition to the public outreach meetings conducted by the committee specific to the OSRP update, a
survey of public opinion was conducted between May 24 and July 25, 2017. Approximately 189 residents
completed the survey and offered their thoughts about open space and recreation in Cohasset.
Almost everybody (97.2%) who completed the survey support the idea of the Town purchasing
Cohasset Master Plan – Open Space & Recreation
103
additional recreation lands. Additionally, a large number of respondents (96.6%) also support the idea
of the Town purchasing additional conservation lands. Approximately 84.4% of respondents would
support strengthening current zoning laws in order to better protect open space in Cohasset. The
greatest concern expressed by survey participants was the perceived overdevelopment and the loss
of the small-town feel. According to the survey results, the harbor (100%), water-based recreational
activities (98.9%) and scenic views (98.4%) were considered of the highest importance to respondents.
In terms of programing and recreational activities, only 40.1% of respondents were satisfied or very
satisfied with current activities available for teenagers. Respondents also expressed the need for more
bike paths, with 76.9% indicating that current paths are not adequate. Participants also wanted to see
more boat moorings (57.9%) and conservation lands (50.3%)
The majority of respondents felt that the following resources were adequate, although a minority
felt that the town needed more: Picnic areas (38.1%), Canoe/kayak launches (36.0%) , Tennis courts
(29.1%), Athletic fields (26.7%), Places for birdwatching (24.0%), Neighborhood playgrounds (23.1%),
and Beach recreation (20.1%).
Open Space & Recreation Goals and
Recommendations
The follwing is a list of strategies from the Action Plan (Section 9) of the 2018 OSRP, along with some
new recommendations added as part of the master planning process. This list highlights some of the
key strategies from that plan. Please refer to the OSRP for the full range of recommended actions.
Goal 1: Make protection of open space and the character of the
town a priority in all town-wide land use decisions, in keeping
with citizens’ wishes, to preserve access awnd scenic beauty
Strategy 1.1: Develop and maintain a list and priorities of properties
suitable for potential acquisition on conservation by the Town and make
recommendations
Goal 2: Protect and maintain the natural environment
Strategy 2.1: Create a town database of significant natural resources, wildlife
habitats and corridors, rare species habitat, vernal pools, endangered plant
habitat
Strategy 2.2: Revive or expand implementation of Water Dept.’s Rain Garden
Program
Strategy 2.3: Support the restoration of shellfish beds, including developing
an Inter-Municipal Agreement with the Town of Scituate to reduce phosphate
pollution into the Gulf River
Strategy 2.4: Consider bylaw and regulatory changes to prohibit phosphate
and nitrate-generating uses along Gulf River and other tributaries to the
Harbor, Straits Pond, and along other sensitive bodies of water or wetlands
Cohasset Master Plan – Open Space & Recreation
104
areas and their tributaries
Strategy 2.5: Consider reviving plan for ocean outfall for sewer system to
reduce fresh water incursion into the Harbor
Strategy 2.6: Organize selective non-toxic eradication programs of invasive
species where appropriate
Strategy 2.7: Work to protect Town water supplies
This can be done through a combination of efforts including resource identification; review the
geographic extent and the provisions of the Water Resource Protection District to determine whether
it adequately protects sensitive water supply areas; and determine where the Town could strategically
purchase additional open space as a buffer between land uses incompatible with water supply
protection.
Goal 3: Improve recreational opportunity and access
Strategy 3.1: Study the feasibility of “shared road” bikeways, walkways and
sidewalks with proper signage for vehicular traffic
Strategy 3.2: Study creation of additional walking trails on public and
publicly-accessible private conservation properties
Strategy 3.3: Continue to monitor the need for development of new ball fields
and play areas throughout town, and act upon opportunities as they present
themselves
Strategy 3.4: Improve access to our waterways, including our harbors, ponds,
ocean front, launching ramps and mooring areas
Strategy 3.5: Increase town recreational operated programs for all ages.
Strategy 3.6: Work cooperatively with the Department of Conservation and
Recreation, The Trustees of Reservations, Cohasset Conservation Trust and
any other non-town owner of publicly-accessible open space.
TOWN OF COHASSET 2019 MASTER PLAN
Transportation & Circulation
Cohasset Master Plan – Transportation and Circulation
106
Introduction
Cohasset’s transportation network is multifaceted, and includes roadways, commuter rail service, off-
road paths and trails, sidewalks, and parking. In addition, ferry service to Boston, located in Hingham,
is a popular commuting option for many Cohasset residents.
As part of the master planning process, the Town has hosted several forums, primarily designed to
solicit public feedback on a variety of topics. A kick-off forum held on February 28, 2018 and a second
forum was on May 9, 2018 provided opportunities specifically on transportation-related issues. Major
themes included: the need for multimodal connectivity (pedestrian and bicycle) to the train station,
as well as sidewalks in other areas throughout Town; increased education about private ways; and
improving safety throughout the Town for all modes of transportation.
Key Findings
• Route 3A is the Town’s most important roadway. State and municipal efforts to reconstruct the
roadway will result in it being safer and more comfortable for vehicles, pedestrians, and cyclists.
• Although driving is the most common means of commuting to work, a higher percentage of
Cohasset residents use public transportation (commuter rail and ferry) than in the South Shore
Coalition subregion and the MAPC metropolitan Boston region.
• The top transportation needs, as cited by participants in the Master Plan public input process, relate
to pedestrian and cycling improvements, including new sidewalks, crosswalks, and other facilities
that improve pedestrian safety.
• The high number of private roadways throughout the Town has created unique challenges.
Cohasset has developed a policy related to private roadways and should continue to improve the
mechanisms for maintenance and operations.
Existing Conditions
Roads
Cohasset has 53 miles of roadways throughout town, a fifth of which are privately owned. (See section
below for a detailed discussion of issues related to privately owned roadways). Vehicle access to, from
and within Cohasset is critical to the community’s economic future and its continued appeal as a highly
desirable residential community.
Cohasset’s geographic location, abutting the ocean to the east and Wampatuck State Park to the west,
in many ways isolates the community from the larger regional highway network. Cohasset village is
approximately eight miles from Route 3 and then a further six miles to I-93. As a result, Route 3A, a
state-maintained roadway, is an important arterial road, traversing Cohasset from the Hingham line
south to Scituate. This heavily traveled corridor contains most of the commercial activities in Town
including two shopping centers with supermarkets, gas stations, car sales, and other retail and business
facilities.
Roadway maintenance is a challenge for any community. Harsh New England winters, combined with
an increasing scope for roadway improvements, such as additional sidewalks and bicycle facilities, can
put a strain on a small town’s ability to adequately maintain its roadways. Assuming maintenance is
performed at a 15-year interval for public ways, Cohasset should be resurfacing (at a minimum) 2.5
miles per year. Over the past five years the Town has allocated approximately $200,000 in operating
Cohasset Master Plan – Transportation and Circulation
107
budget to repair roads, supplementing the approximately $215,000 (2019 amount) of additional
funds available from its annual State Aid Appropriate (Chapter 90). The Town has inventoried all of its
roads and has developed a plan to prioritize roadway maintenance; however, even the approximately
$415,000 in funding has not been adequate to properly maintain the Town’s roadways.
ROADWAY FUNCTIONAL CLASSIFICATION
Figure 35 depicts Cohasset’s roadways by functional classification of roadways. Functional classification
defines the character of services that a particular roadway is intended to provide, e.g., how many
vehicles it is designed to carry and what type of connections the road is intended to make. Arterials
provide the highest level of mobility and the greatest vehicular speeds for the longest uninterrupted
distances. These are broken down into sub-categories (principal and minor), based upon their access
level, speed, etc. In essence, arterials are the community’s most important roadways. On the other end
of the spectrum are local roadways. Local roadways provide access to residential areas and connect to
higher order roadways.1 Between arterials and local roadways are collectors. Collectors are roadways
that “collect” traffic from the local roadway network and distribute them to the arterial system.
Examples of a principal arterial and collector are shown in the photos below.
Route 3A (Chief Justice Cushing Highway) is the major roadway (classified as a principal arterial) that
traverses Cohasset northwest to southeast. North Main Street and South Main Street are two other
important roadways (minor arterials), which are partially parallel to Route 3A and pass through the
village. There are several east-west roads (minor arterials) Beechwood, Forest/King, Pond and Sohier
which bring traffic from Route 3A to various parts of Town. Connecting and bisecting these roadways
are lower volume, local roadways dead-end streets and cul-de-sacs.
PRIVATELY-OWNED ROADWAYS
Over 20% or approximately 12 miles of Cohasset’s roadways are privately owned. Because private ways
are owned by residents and not the Town, the Town has only been able offer snow plowing (for private
ways with three or more houses) due to safety considerations. Residents living along a private roadway
are responsible for funding the repaving or reconstruction of these roads. Residents often do not
realize that they are living on a private road, as there may be no visual difference between a private and
public local road.
1 Note that that “local roadways” in this functional classification context does not refer to ownership.
Examples of a principal arterial (left) and collector (right) in Cohasset
Cohasset Master Plan – Transportation and Circulation
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Figure 43: Cohasset Functional Roadway Network
Cohasset Master Plan – Transportation and Circulation
109
In February 2018, the Board of Selectmen adopted a policy to clarify procedures for repairing private
roads. The new policy offers a definition of “private way” and a classification system to help the Town
assess how much assistance (if any) it can offer to residents. It also suggests a “pathway to public
way” for qualifying roads, which must meet minimum standards for width, grade, and drainage. As
it is a policy and not a by-law, the Town has more flexibility in how it is implemented and making
adjustments, as necessary. For example, the policy states that 80% of abutters must be in favor of
a project; however, that number could potentially be altered as the system matures. The new policy
allows the Town to decide how much to contribute to each proposed project. Within six months of
completion of the repairs, the Project Manager shall calculate the actual cost of the repair and send
a list of the final apportioned shares for each abutter and/or beneficiary to the Cohasset Board of
Assessors. Shares will be apportioned equally among all beneficiaries/abutters. Figure 36 depicts the
roadway jurisdiction in Cohasset.
While Route 3A should be the highest focus for addressing traffic safety concerns, other roadways in
Town also require attention, primarily King Street, which had the second highest number of crashes
with 17. The remaining 61 crashes were spread among a number of streets, including Atlantic Avenue
(4), Beechwood Street (7), Jerusalem Road (6), North Main Street (5), Sohier Street (4), and South Main
Street (6).
MassDOT also maintains a database of top crash location clusters that are within the top 5% in the
region, based on factors such as crash incidence and severity (Highway Safety Improvement Program
Figure 44: Cohasset Roadway Jurisdiction
Cohasset Master Plan – Transportation and Circulation
110
or HSIP). These HSIP locations are broken down
by mode: vehicular, pedestrian, and bicycle. While
Cohasset does not have any HSIP locations for vehicles
or pedestrians, Route 3A at Beechwood Street is an
HSIP cluster for bicycles. This high crash location had
46 crashes between bicycles and vehicles between
2006 and 2015, six of which resulted in injury. Thus,
this location should be part of the Town’s focus when
making improvements for cyclists.
Transit
Public transportation plays a vital role in providing
Cohasset residents with access to Boston. The
commuter rail and ferry (located in Hingham) allow
hundreds of Cohasset commuters to avoid roadways,
such as Route 3A (a key north-south corridor in the
south shore), Route 3, and I-93, which are gridlocked
during rush hour. In addition, the MBTA’s 714 bus
connects Hingham and Hull, passing through north
Cohasset.
COMMUTER RAIL
The MBTA Greenbush line provides access within
Cohasset with 12 inbound and 12 outbound trains each
weekday, and 8 in each direction on weekends. The line
provides access to downtown Boston (South Station) in
approximately 45 minutes with stops along the way at
UMass Boston, Quincy Center, and in Weymouth and
Hingham. The popular rail service has more than 300
daily boardings at Cohasset station.2 Cohasset Station
has 410 parking spaces, suggesting ample parking
availability for commuters.
FERRY
Even more popular with Cohasset residents is the
MBTA ferry from Hingham Shipyard, which had
368 daily boardings by its residents.3 The trip takes
between 35 minutes and an hour (depending on
stops). Although generally longer and more expensive
than the commuter rail, many ferry users find the
experience far preferable to driving or taking the train,
which can become extremely crowded. In addition,
the ferry has stops at both Long Wharf and Rowes
Wharf, which may be closer to commuter’s place of
employment than South Station.
2 ACS 2012-2016
3 ACS 2012-2016
2015 Cohasset crash locations
Route 3A 73
King Street 17
Beechwood Street 7
Jerusalem Road 6
South Main Street 6
North Main Street 5
Sohier Street 4
Atlantic Avenue 4
Figure 45: Crash incidents are reported on
the roadway where they occurred. The data
does not always include whether the crash
occurred at an intersection. For example, of
the 17 crashes that occurred on King Street,
only one was reported as having been at the
intersection with Route 3A, but others may
have been.
Train platform at Cohasset Station
MBTA ferry at Hingham
Cohasset Master Plan – Transportation and Circulation
111
Pedestrian and Bicycle Facilities
For decades roadways were considered primarily
the domain of vehicles, especially in suburban
communities. Recently, however, many
communities have shifted priorities to considering
and incorporating the needs not only of motorists,
but also those of pedestrians and even more
recently bicyclists. Providing adequate facilities
for pedestrians and bicyclists is critical to ensuring
the safety of these users. It is also contributes
to a community’s economic vitality as more and
more people expect the places they live, work, and
recreate to be “walkable.”
SIDEWALKS
As with many New England towns, as roads adapted to accommodating motor vehicles, they often
came at the expense of other forms of mobility. Consequently, a number of roadways in Town lack
sidewalks, most conspicuously for routes connecting schools and other minor roadways. Residents
also noted the need for connections to the train station. Where sidewalks do exist, they vary greatly by
location. In general the village area has well-maintained sidewalks at least five feet wide with granite
curbing on both sides of the street. Other locations often have narrower sidewalks only on one side of
the street. See Figure 37 for a map of sidewalk locations throughout Town.
BICYCLE FACILITIES
Bicycle use is permitted on all streets within Cohasset, and
many roadway corridors are popular for on-road cycling.
However, there are currently no on-road bicycle lanes or
facilities within the Town. Providing safe on-street facilities
for cyclists is extremely important, above all for improving
safety. As noted above, Route 3A at Beechwood Street
is a high frequency crash location for bicycles, meaning
it is in the top five percent of crash locations for vehicles
and bicyclists in the MAPC region. Encouraging biking
can also reduce vehicular congestion in Cohasset’s streets,
by providing a safe alternative to accessing the Town’s schools, Cohasset Village, harbor area, beaches,
parks, and other points of interest.
MULTI-USE PATHS
The Whitney Spur Rail Trail runs
from East Street by the Cohasset
commuter rail station south 1.6
miles into Wompatuck State
Park. Near and within the state
park are numerous walking
trails. Wheelwright Park also
contains a number of walking
paths. See the Open Space and
Recreation chapter for additional
information.
Bike rack at Cohasset Station
Bicyclist traveling along Cohasset roadway
Entrance and trail along Whitney Spur
Cohasset Master Plan – Transportation and Circulation
112
Figure 46: Town of Cohasset sidewalk availability
Cohasset Master Plan – Transportation and Circulation
113
THE LANDLINE NETWORK: MAPC’S REGIONAL GREENWAY NETWORK
The LandLine Network was developed by MAPC to establish a connected regional greenway and foot
trail system. These greenway corridors are for active transportation use (walking, cycling, running,
dog walking, baby strollers, skating, etc.) and are separated from vehicular traffic to the greatest
Figure 47: Existing and potential LandLine network in Cohasset and adjacent communities
Cohasset Master Plan – Transportation and Circulation
114
extent possible. Corridors identified as part of the LandLine network are typically shared use paths, or
protected bike and sidewalk lanes. In Cohasset, as in other communities along the shore, the LandLine
route follows the most direct, continuous route along the shore as possible along relatively comfortable
roadways for pedestrians and bicyclists. See Figure 38 for a map depicting the existing and potential
LandLine network in Cohasset.
PRIORITIZING BIKE-PEDESTRIAN IMPROVEMENTS
At the public forum and based on social
media polling, the Town provided
input for where pedestrian and bicycle
improvements are needed. Figure 48
notes the highest prioritizes based upon
this input with North Main Street from
the commuter rail station to Forest
Avenue as the highest priority.
The Town has also sought community
input via a “wikimaps” tool, whereby
residents can highlight specific areas
of need related to pedestrian, bicyclist,
accessibility, transit, and vehicular
issues. This data will help inform the
Town’s Complete Streets Prioritization
Plan (see Recommendations for additional details). Figure 6 provides a snapshot of where residents
have placed notes for needed improvements. As can be seen, many comments again reflect the need
for pedestrian improvements along King Street, north Main Street near the commuter rail station, and
in the downtown area.
Cohasset Sidewalk Priorities
1 T Station to Forest Ave
2 West Corner to Rocky Beach
3 Beechwood St from Route 3A to Beechwood
Ballpark
4 Sohier Street/ Route 3A to Pond Street /
Route 3A
5 T Station to Fair Oaks
Figure 48
(Source: Town survey administed via Facebook)
Figure 49: Cohasset Complete Streets Prioritization Plan Wikimap
Cohasset Master Plan – Transportation and Circulation
115
Commuting Characteristics
Understanding where and how residents get to work can help the Town tailor and prioritize the types of
its transportation recommendations.
VEHICLE OWNERSHIP
Cohasset residents average 2.03 vehicles per household, with the average registered driver driving 28
miles per day.4 Ownership is higher than the South Shore Coalition Subregion average (1.82), which
is unsurprising given the strong correlation between household income and vehicle ownership. While
this data suggests that accommodating vehicles will continue to be a critical component to maintaining
an efficient transportation system, it also may suggest that there is an opportunity to shift some
commuters to other forms of transportation.
JOURNEY TO WORK DATA
The vast majority of Cohasset residents (70%) drive to work; unsurprising given its relative geographic
isolation from many employment centers. That being said, a smaller percentage of Cohasset residents
drive to work than the subregion (77%). Furthermore, a far greater percentage of Cohasset residents
take public transportation than the subregion as a whole (19% to 9%, respectively). As noted above,
more than half of residents using public transportation for their daily commute take the ferry from
Hingham (55% of transit users).5 A small percentage of residents work from home (7%), although this
is slightly higher than the subregion and MAPC region (5% each). As telecommuting becomes more
viable for additional employees, this share of workers could potentially increase, reducing the amount
of vehicular commuters.
Parking
Parking is often cited as a problem
in many communities, especially
in downtowns and other areas of
interest. In some cases the amount
of parking is insufficient to meet the
area’s needs. In other cases, “parking
management” strategies, such as
limiting the amount of time a vehicle
can park at high-demand locations,
can be a cost-effective way to manage
parking. In 2014, the Town completed
a parking study was conducted for
Cohasset Village. The study area
includes the following public on- and
off-street parking areas:
• Village parking lot (along railroad tracks)
• Overflow parking lot (off Pleasant Street)
• Town Hall lot (behind Town Hall)
4 Summary statistics from Massachusetts Vehicle Census (2014). Dataset created from vehicle
registration and inspection records.
5 Subregion refers to the communities of Braintree, Cohasset, Duxbury, Hanover, Hingham, Holbrook,
Hull, Marshfield, Norwell, Pembroke, Rockland, Scituate and Weymouth.
Figure 50: Journey to work mode choice (source: ACS data)
Cohasset Master Plan – Transportation and Circulation
116
• North Main Street
(between Highland
Avenue and Depot Court)
• Highland Avenue
(between North Main
Street and Jason Road)
• Long Road (between
North Main Street and
Highland Ave)
• Jason Road (between
North Main Street and
Jason Road)
• South Main Street
(between Depot Court
and Brook Street)
• Ripley Road (between
Pratt Court and Depot
Court)
• Depot Court (between
Ripley Road and North/
South Main Street)
• Elm Street (between
South Main Street and
Brook Street)
• Brook Street (between
Elm Street and South
Main Street)
In addition to these public
parking areas, the Post Office
Parking lot was observed
during data collection to determine general occupancy levels. See Figure 42 for the study area used in
the analysis.
The purpose of this parking study was to determine how the parking supply in Cohasset Village is
currently being utilized, in order to develop data-driven strategies to address the following goals:
• Improve parking availability for customers of Village businesses
• Improve inconsistent and at times confusing signage and regulations
• Address safety and traffic flow concerns associated with preschool drop-off and pickup
• Address commercial loading needs
In general, all public parking should be as easy as possible for local business patrons to locate, access,
and utilize. To that end, there are several parking management best practices that apply to Cohasset
Village:
• Parking regulations should be clear and consistent
• Parking signage and regulations should be visible
• Parking should encourage people to park once and visit multiple destinations in one trip
• Short-term parking should be prioritized in front of businesses, with long-term parking at the
periphery of the business district
Figure 51: Town of Cohasset parking study area
Cohasset Master Plan – Transportation and Circulation
117
• Parking policies should aim for 85% parking occupancy for on-street parking6 , meaning parking
is generally close to being fully utilized but there are always a few spaces available. Occupancy
above 85% may be appropriate for off-street parking, where remaining open spaces are more
concentrated.
Results from the study suggested that there is no overall parking shortage in the Village; however,
certain areas experience very high demand, and many respondents in the survey noted that it can be
difficult to find parking. See Recommendations section for how the Town can best meet its parking
management needs.
Another location that residents identified related to parking issues is the harbor area. As described in
the draft Cohasset Municipal Harbor Plan, the “Town offers public parking in several places throughout
the Harbor, but general agreement is that not enough parking is available for current uses. Future
private development will need to provide off-street parking for planned uses. For future public parking,
Government Island, particularly the unpaved overflow parking behind the Lighthouse Keepers’
Cottage, could be reconfigured to provide additional parking. On-street parking is available along
Border Street. The Town does not charge for on-street parking.”
Parking in Cohasset Harbor
Planning Projects: Route 3A
Route 3A, a principal arterial, is the most important roadway in the Town. Unlike the Town’s other
roadways, it is owned and controlled by MassDOT; thus, the process for reconstructing is different
from that of other roads. In 2014, staff to the Boston Region Metropolitan Planning Organization
(MPO) conducted a study of Route 3A in Cohasset to address safety, mobility, and access on designated
Subregional Priority Roadways.
The corridor was divided into three sections:
• North Section: MBTA Cohasset Station to Cohasset Plaza Shopping Center (business, office, and
6 Target parking occupancy level identified in The High Cost of Free Parking, by Professor Donald
Shoup. An 85% parking occupancy is generally considered the sign of a “healthy” parking district -
one with strong demand but 1 or 2 parking spaces available on every block.
Location Parking Spaces
Government Island: Fisherman’s Wharf 18
Harbor Master 4
Sailing Club 14
Back Lot (behind Lighthouse Keepers’
Cottage)
40
Town Landing 3
Town Pier/Margin Street 0
Total 79
Figure 52: Parking in Cohasset Harbor (Source: Draft Cohasset Municipal Harbor Plan, April 2019)
Cohasset Master Plan – Transportation and Circulation
118
residential uses)
• Middle Section: south of Cohasset Plaza to north of Beechwood Street (mostly residential uses in a
wooded area)
• South Section: Beechwood Street to Henry Turner Bailey Road (mostly business uses)
The entire section is classified as a principal arterial. It is mainly a two-lane roadway (one travel lane in
each direction), except for a four-lane section (two travel lanes in each direction) about a quarter mile
long in a Cohasset business district south of Beechwood Street. The roadway’s travel lanes are about 12
feet wide, with a shoulder of about two feet or less. There are no sidewalks on either side of the roadway
and no exclusive bike lanes.
The corridor has four major, signalized intersections, as well as three unsignalized intersections. The
business district also has many driveways directly connected to the corridor, which are potential traffic
conflict points.
In the scope meeting on March 14, 2013, representatives from the Towns, MassDOT, and MAPC shared
their views of the study corridor. Below is a summary of issues and concerns:
• High travel speeds on Route 3A perceived by the area’s residents and businesses
• Perceived unsafe travel conditions along the corridor
• Perceived unsafe conditions at intersections in the corridor, especially at Beechwood Street in
Cohasset and at Henry Turner Bailey Road in Scituate
• Lack of pedestrian accommodations in the corridor, including access to the MBTA Cohasset Station
• Lack of safe bicycle accommodations in the corridor
• Frequent curb cuts in business districts with high crash occurrences, especially those south of
Figure 53: Boston MPO Route 3A Town of Cohasset study area
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Beechwood Street
• Inconvenient and unsafe access from Route 3A to adjacent developments in the business districts
• Delays at stop-controlled locations, especially at Sohier Street and at King Street
Based upon a variety of data and input from the Town, the project identified a number of interventions
along the corridor. The South Section is currently being evaluated for funding through the FY 2019-23
Transportation Improvement Program (TIP). Proposed improvements include installation of sidewalk
on east side, five-foot wide shoulders (which can accommodate bicycle use), and reconstructing the
section into a three-lane roadway with the center lane acting as a traffic median, left-turn lane, a center
turning lane depending on adjacent business settings. It also seeks to reconstruct the intersection at
Beechwood Street and install a traffic signal at Henry Turn Bailey Road.
Similarly, the north and middle sections, are recommended to have sidewalks, wide shoulders, and
center-turning lanes where feasible, as well as various intersection improvements. The process for
completing these sections would be a multi-year effort. The Town should work with the Metropolitan
Planning Organization, which allocates TIP funding, to include the sections of Route 3A into its Universe
of Unprogrammed Projects list. The Town has indicated that the north section is the higher priority.
In order to be evaluated by MPO staff, the project must have a functional design report or be at a 25%
stage; therefore, the Town should work to identify funding to complete this level of design. MPO staff
then can include the projects as part of its evaluation, which prepares a recommendation on a series of
programming scenarios.
Public Input
The May 2018 forum asked participants to rank their top transportation needs in Cohasset.
The top choice was to enroll in MassDOT’s Complete Streets funding program, which provides
funding to implement pedestrian and bicycle improvements. Relatedly, the second highest
number of votes was for additional sidewalks. In particular, participants commented that
Figure 54: Input captured from the public forum
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residents should be able to safely walk to destinations such as the commuter rail station and
Wompatuck State Park.
Educating the public and refining policies to deal with private ways was the third top choice, followed
constructing shared-use paths, constructing bicycle facilities, implementing parking management
strategies, and implementing traffic calming along certain street segments.
Transportation Tomorrow – Autonomous
Vehicles and Electric Vehicles
Autonomous vehicles – also sometimes referred to as driverless vehicles or self-driving vehicles – are
vehicles that rely on onboard technologies such as radar, Lidar (light detection and ranging), and GPS
(global positioning systems) to sense and interpret its environment and navigate itself without human
intervention. Autonomous vehicles are intended to safely operate on public roadways and interact with
existing infrastructure and other roadway users, including pedestrians, bicyclists, and vehicles operated
by humans.
The deployment of autonomous vehicles holds the potential to positively transform the transportation
network. Autonomous vehicles will affect not only transportation systems, but also the economy,
safety, workforce, environment, land use, and energy use. The positive transformational impacts
include strengthening public transportation, reducing crashes and fatalities for drivers, pedestrians and
bicyclists, as well as reducing traffic congestion and greenhouse gas emissions. Autonomous vehicles
also have the capability to lessen the need for parking facilities and increase mobility for those who
cannot drive. However, without appropriate legislation and policies in place, the eventual widespread
deployment of autonomous vehicles could possibly increase safety risks for drivers, pedestrians, and
cyclists in addition to worsening traffic congestion, vehicle miles traveled (VMT), and greenhouse gas
emissions.
Since the technology is still emerging and it is unclear how and when it will affect the region’s roadways,
there are no concrete planning or implementation steps for preparing for a future with autonomous
vehicles; instead, the Town should continue to remain apprised of latest developments in technology,
monitoring federal and state developments, and participating in any relevant forums to ensure its
interests are voiced.
More pressing than planning for autonomous vehicles is to continue planning for and accommodating
electric vehicles. See the Energy & Sustainability chapter for additional information.
Transportation & Circulation Goals and
Recommendations
This master plan presents an opportunity to think creatively and holistically about the Town’s
transportation network, creating a multi-pronged strategy both to address major concerns and to
improve Cohasset’s quality of life. As noted, improving connectivity for pedestrians was the major
concern of residents participating in the master plan.
Goal 1: Improve pedestrian connectivity throughout the Town
Improving pedestrian connectivity enhances safety, positively impacts economic development in
commercial areas, and reduces congestion.
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Strategy 1.1: Enroll in MassDOT Complete Streets Program
This program provides construction funding to implement various pedestrian and bicycle
improvements. Communities must pass through three tiers after which communities can apply for up
to $400,000 per year per community for construction funding.
• The first step is to register on MassDOT’s complete streets portal and to develop a local policy,
adopted by its Board of Selectmen, which the Town has completed.
• Create a complete streets advisory body. Although not required, many communities have
established a body comprised of stakeholders, advocates, and/or interested citizens to help guide
implementation of the complete streets policy.
• Create a Prioritization Plan. Cohasset developed a prioritization plan, providing costs and
conceptual plans for various complete streets projects. Once the prioritization plan is adopted,
Cohasset can apply for up to $400,000 to implement projects.
Strategy 1.2. Improve safety, mobility, and access on Route 3A for all types of
transportation
A 2014 study by the Central Transportation Planning Staff (CTPS) analyzed the roadway and made
numerous recommendations. The south section will soon be reconstructed and the Town should
continue advancing plans to reconstruct the northern section of Route 3A.
• The south section, from Beechwood Street to the Scituate border, is currently being evaluated for
funding on the FFY 2019-23 Transportation Improvement Program (TIP). It will include sidewalks
and bicycle lanes, as well as improvements for vehicles.
• Advocate for funding on TIP for completing the north section of Route 3A. The Town should
continue to advance plans and complete engineering designs to the level required to request TIP
funding (25%) in order to complete reconstruction of Route 3A.
• Explore short-term means for improving pedestrian safety along portions of Route 3A. The
Town should work with the MassDOT District office to explore whether near-term, temporary
improvements can be made to Route 3A, especially near the commuter rail. For example, cones,
jersey barriers, and other materials could create a separate pedestrian that would allow for
residents to safely walk and/or bike to the station.
Strategy 1.3: Construct pedestrian facilities in other high traffic locations
throughout Town
• Constructing sidewalks and adding crosswalks are two of the most important ways to improve the
comfort and safety of pedestrians.
• Prioritize street segments for sidewalk construction. For example, the section on North Main
Street to the train station was cited as the top priority from residents. In addition, the Local Access
map notes segments of Pleasant Street as having high pedestrian utility but which lack sidewalks.
Comments from participants also highlighted Jerusalem Road for its lack of sidewalks.
• Identify funding sources and timeline for implementation. Although the MassDOT Complete
Streets funding may be among the funding sources, the available funding is not sufficient to
construct significant segments of sidewalks. MassWorks grants, TIP funding, local funding, and
mitigation payments from new development are other potential opportunities.
• Identify locations for needed crosswalks. The Town should assess areas where crosswalks, curb
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cuts, etc. are needed. For example, Forest Avenue has a sidewalk on the southbound side of the
street but entrance to Wheelright Park is on the northbound side. A crosswalk would allow for safer
crossing.
Strategy 1.4: Consider other initiatives to improve pedestrian safety and
convenience
• Consider reducing town-wide speed limits on local roadways. Lowering speed limits, combined
with other traffic-calming measures, can improve pedestrian safety.
• Pilot pedestrian-friendly streets. The Town should consider whether to reinstitute programs such
as One Way Sunday on Jerusalem Street, whereby the roadway was converted to one-way traffic to
allow a lane for pedestrians and cyclists. Several forum participants spoke in favor of this program.
• Enforce Massachusetts vehicle noise regulations.
Goal 2: Improve bicycle access and safety
Where sufficient right-of-way exists, many bicycle facilities (e.g., bike lanes), can be far less costly to
implement than sidewalk construction.
Strategy 2.1: Implement on-road bicycle infrastructure
The Town should incrementally create a network of bicycle facilities to allow separated (where possible)
access for bicyclists.
• Create a bicycle master plan. Completing the MassDOT Complete Streets Prioritization Plan can
highlight the most important and near term bicycle corridors. Following this up with a full plan will
create a town-wide network.
• Work with DPW to implement bicycle facilities. Sometimes, roadways already have sufficient width
to allow for the striping of a bicycle lane by reallocating the space (e.g., reducing travel lane width).
The most cost-effective way to implement facilities in these situations is to coordinate with the
Town’s repaving/restriping schedule.
• Identify funding sources for advanced bicycle infrastructure. Many communities are now investing
resources in higher quality bicycle facilities, such as separated bicycle lanes (cycle tracks). These
provide superior safety and comfort versus traditional bicycle lanes but require a higher degree of
design and cost to implement.
Strategy 2.2 Improve and connect off-road multi-modal facilities
Shared use paths provide transportation and exercise opportunities, including walking and bicycling,
on paved surfaces physically separated from vehicular traffic. In Cohasset, the Whitney Spur Trail is an
example of a shared-use path. The Town could explore options to create a larger network of shared-use
paths to further connect to Hingham and other communities.
• Identify additional shared-use paths. Numerous residents participating in the master plan
process expressed a desire for additional shared-use paths. The Town should work with interested
stakeholders within Town and adjacent communities to identify if any opportunities exist and, if so,
create an action plan to lead to its construction.
• Improve LandLine. MAPC has identified the coastal route (Atlantic Avenue, Jerusalem Road) as
a LandLine route. Coastal routes are often chosen because of their beauty and popularity. These
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roads is Cohasset generally lack sidewalks and do not contain bicycle facilities and limited right-
of-way makes implementation of these elements challenging. The Town should create a plan to
improve these roadways for pedestrians and cyclists. Examples could include: signage, traffic
calming features, takings for sidewalks, etc.
• Create additional connections to Wompatuck Trail. The Wompatuck Trail provides a connection
between the train station and Wompatuck State Park. The Town should work on creating multi-
modal connections (on-road or off-road) to this trail, especially from the LandLine.
Goal 3: Improve how roadways in Town operate
While Cohasset deals with typical issues related to maintaining and operating its roadways and parking
lots as other communities, it also has a high number of private roadways.
Strategy 3.1 Improve mechanisms for addressing private ways
As noted above, the Town has recognized the challenges that come with almost a quarter of its
roadways being privately owned.
• Periodically review and assess policy. Because the policy was recently enacted, the Town should
assess how it is working.
• Implement changes, as needed. If warranted the Town should amend its policy. It may also
consider whether a by-law would be more appropriate in the future.
• Assess existing privately-owned roadways and begin process of conversion to public ways. Some
private ways may already be meeting the standards for roadways set forth in the Subdivision
Regulations. These “low-hanging fruit” could be the first private ways to be converted to public
roads.
• Educate community on issue. Several residents participating in the master plan felt that the
community should be better educated about the issue of private roadways.
Strategy 3.2 Address local parking challenges and opportunities
The Cohasset Village parking study provided a number of short-, medium-, and long-term
recommendations to improve parking management in Cohasset Village and Harbor and make the most
of existing parking supply. The following actions are the key recommendations in this report.
• Alter time limits. Implement a consistent one hour time limit between 6 am and 6 pm for the vast
majority of Cohasset Village on-street parking spaces, with additional 30 minute spaces for day care
use.
• Improve pedestrian access and safety in various locations around Cohasset Village. Many people
would be willing to walk a short distance from their vehicle to their destination if it feels safe to do
so. Improving pedestrian access, including by reconfiguring the intersection of Pleasant Street,
Depot Court, and Ripley Road, can help achieve that aim.
• Improve and clarify signage, including adding new signage to clearly identify parking locations in
the Village and the Harbor. As with improving pedestrian access, wayfinding and clear signage of
parking options can help change the perception that there is a lack of parking when in reality there
may be parking close by.
• Encourage use of the overflow lot, especially by employees of Village businesses. Where possible,
employees and others parking for long periods of time should park in the overflow lot, allowing
parking along the street to remain open for more high-turnover uses.
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Strategy 3.3 Improve roadway safety and operations
Cohasset does not suffer from the high number of crashes as in many other communities in the region;
furthermore, most traffic conflicts occur along Route 3A, addressed in Strategy 1.2. There are, however,
other improvements that could be made.
• Implement improvements to top crash locations in Town. The Master Plan lists additional streets
that have the highest number of crashes in Town, such as King Street. The Town should prioritize
safety improvements in this area.
• Consider development of a comprehensive assessment of pavement management and roadway
needs. A pavement management program provides a more systematic and ultimately cost-effective
way to protect and preserve roadways.
TOWN OF COHASSET 2019 MASTER PLAN
Public Facilities & Services
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Introduction
The public facilities and services element of a master plan takes stock of a community’s facility resources and
helps to guide decisions and develop a maintenance, management, replacement and expansion plan relevant
to public buildings, utilities, and infrastructure in order to meet future needs of the community. Public facilities
make it possible for municipal employees and volunteers to provide services for the public good. These facilities
are also required by various mandates of state and federal government. Citizens, as taxpayers, assume the
provision of basic services such as fire, public safety, education, town government and water supply. Beyond
that, residents frequently convey the importance of a desire for a sense of place, membership in a community
and to be cared for across the cycles of life.
Cohasset’s ability to provide adequate facilities depends on effective capital planning, collaboration, a
commitment to implementation, asset management policies, and the amount of revenue available for local
government operations. Cohasset, like many other municipalities, receives very little funding from non-local
sources and relies largely on local property taxes for financial support. Residential property taxes account
for more than 90% of Cohasset’s total property tax levy. Proposition 2 ½, a ballot initiative approved by
Massachusetts voters in 1980, places an upper limit on the amount of the property tax levy raised by a city or
town and constrains annual increases.
This chapter details the structure of Town government; provides an overview of the Town’s largest service
departments, including the Cohasset Public Schools, Public Works & Facilities, Public Safety, and Community
Services; and describes the existing conditions of facilities owned by the Town of Cohasset, including
those operated by the public schools. Recommended goals and strategies to guide the Town of Cohasset’s
maintenance and development of its public facilities and services follow at the end of the chapter.
Key Findings
• The Town benefits from professional and capable staff and volunteers, but the condition of several
departments’ facilities inhibit their operational efficiency.
• Aging infrastructure and the need for modernization of key municipal facilities in the next 10-30 years
present challenges that will need to be balanced against the Town’s fiscal management policies.
• Town residents and organizations have generously provided material philanthropic support for capital
improvements to Town facilities.
• Communication between Town officials and residents is a critical component of building support for major
projects. Opportunities to expand and improve upon existing outreach and education strategies should be
pursued.
Existing Conditions
Town Government
Pursuant to the Town’s General Bylaws, Cohasset is governed by the open town meeting form of government
and an elected five-member Board of Selectmen. Cohasset adopted a Town Manager form of government
in 1997 by Special Act Charter (Chapter 34 of the Acts of 1997), which was last amended in 2014 (Chapter 3
of the Acts of 2014). Under the Town Manager form of government, the Board of Selectmen “serve as the
chief goal-setting and policy-making body of the town.” The Town Manager, and other Town officers and
employees, implement the guidelines and policy directives formulated by the Board of Selectmen. As the chief
administrative officer of the Town, the Town Manager assumes general responsibility for coordinating day-to-
day operations of the community, including supervision of all town departments under the jurisdiction of the
Board of Selectmen.
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The Cohasset School district is an independent school district. The School Superintendent and central
administrative office, run the daily operations of the school under the supervision of an elected School
Committee. The School Committee, governed by Massachusetts General Law Chapter 71, Section 37,
works closely with the Superintendent and district leadership and the Town of Cohasset to enDsure
that the over1,550 students and over 240 staff members work together to achieve student performance
goals supported by prudent management of financial resources that support quality education.
In FY19, the Town supported about 108 Full-time Equivalent (FTE)1 positions in general government
departments. The School Department employed approximately 244 FTE.
Cohasset Town Hall is located at 41 Highland Avenue. Many of the Town’s departments operate out
of this central location. However, other departments with particularized facility or locational needs
are headquartered in separate public facilities spread throughout town. An inventory of Cohasset’s
municipal facilities and the departments they house is included in the image below:
Town Boards and Committees
In addition to the professional staff supporting the Town of Cohasset’s government departments,
volunteer boards and committees are a crucial component of properly functioning town governance.
State statutes outline the powers and duties of statutory boards, such as the School Committee, Board
of Health and Planning Board. Town bylaws specify the operations of their work. The Cohasset Board
of Selectmen also establishes advisory boards and committees to support the performance of their
responsibilities.
Cohasset’s various boards and committees differ in their appointing authority. While some are elected
by residents of the town, others are appointed by the Board of Selectmen, and still others by the
1 Full-time Equivalent (FTE) positions are calculated by adding the total hours worked by all
department employees and dividing by the total hours in a full-time schedule. For example, if a
department had two employees – each of who worked 30 hours per week – with a full time schedule
of 40 hours/week, the department would have 1.5 FTE (60/40 Hours).
Figure 55: Cohasset Public Facilities and Departments
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“Troika,” a body composed of the Town Moderator, Chair of the Advisory Board, and Chair of the Board
of Selectmen.
ELECTED BOARDS, COMMITTEES, AND POSITIONS
• Board of Assessors
• Board of Health
• Board of Selectmen
• School Committee
• Trustees of Paul Pratt Memorial Library
• Town Moderator
• Cohasset Housing Authority
• Planning Board
• Recreation Commission
• Sewer Commissioners
• Water Commissioners
• Town Clerk
BOARDS AND COMMITTEES
APPOINTED BY TROIKA
• Advisory Committee
• By-law Committee
• Design Review Board
• Alternative Energy Sources Committee
• Capital Budget
BOARDS AND COMMITTEES APPOINTED BY BOARD OF SELECTMEN
• Affordable Housing Steering Committee
• Cohasset Affordable Housing Trust
• Cohasset Common Historic District
Commission
• Cohasset Harbor Committee
• Elder Affairs Board
• Historical Commission
• Open Space and Recreation
• Registrar of Voters
• Town Hall Building Committee
• Cable Advisory Committee
• Cohasset Cultural Council
• Cohasset Community Television Corporation,
Board of Directors
• Conservation Commission
• Government Island Advisory Committee
• Master Plan Committee
• PEB Committee
• Stormwater Advisory Committee
• Zoning Board of Appeals
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Town of Cohasset Organizational Chart
The following organizational chart was drawn from the Cohasset FY19 Budget Document. The image
was modified slightly to reflect the Town Clerk’s position as an elected official, the Town Manager’s joint
financial oversight responsibilities for the Water and Sewer departments, and the Superintendent’s day
to day operational control of the School Department.
Capital Expenditure Planning and Funding
The Town of Cohasset’s General Bylaws (§ 30-55) define capital expenditures as purchases which cost
more than $10,000 and have greater useful life than 18 months. This includes capital projects – such
as the construction or improvement of buildings, land, and other public infrastructure – and capital
purchases, such as the purchase of major equipment, e.g. motor vehicles. The development and
maintenance of Cohasset’s capital assets are central to the performance of Town departments and the
delivery of high quality public services.
The majority of capital requests originate with the heads of Town departments and the schools, who
have ongoing capital needs. The Board of Selectmen may also submit capital project requests, most
often for large scale projects such as building construction or infrastructure development. Capital
funding requests are submitted to the Capital Budget Committee (CBC) for review. After reviewing
the proposals, the Capital Budget Committee develops recommendations on the capital budget for
the Town Manager. The CBC also presents its recommendations for Town Meeting to the Board of
Selectmen and the Advisory Committee. The capital budget is finalized by the Town Manager and
memorialized in a Warrant Article which is submitted to Town Meeting for a vote. The funding of capital
Figure 56: Town of Cohasset Organizational Chart
Source: FY 19 Proposed Budget
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expenditures are subject to approval at Town Meeting.
Funding for capital projects comes from a variety of sources. The Town’s Financial Management Policies
encourage the use of “free cash” – the balance of remaining, unrestricted funds from the operations of
the previous fiscal year – for smaller capital items to minimize the issuance of debt and its related tax
impacts. The primary source of funding for capital spending is the Capital Stabilization Fund. Money
appropriated to the fund generally comes from “free cash”, sale of assets, and re-appropriation of
unused funds from previously approved capital expenditures. The Town maintains separate Water
Capital Stabilization and Sewer Capital Stabilization funds for improvements to the Town’s water and
sewer systems. Deposits to and spending from the stabilization funds require a two-thirds vote at Town
Meeting.
The Town’s Debt Policy generally confines borrowing for capital projects to those with a cost greater
than $25,000 and with a useful life of five or more years. Some projects are financed through “non-
excluded debt,” which uses appropriations from the Capital Stabilization Fund to pay for debt service.
Other projects rely on “excluded debt,” where debt service obligations are met through temporary
increases to the property tax levy. In order to raise the funds necessary to pay debt service costs for a
particular project from the property tax levy, the Town may pursue a “debt exclusion.”2 Debt exclusions
raise property taxes for the term of a bond used to finance a capital project or major capital purchase.
Exclusions are placed on the Town Meeting Warrant by the Board of Selectmen and require a two-
thirds vote at Town Meeting as well as a majority vote at Town Election in order to take effect. The last
successful debt exclusion in Cohasset was passed in 2000 to fund the reconstruction and renovation of
Deer Hill School and the Middle High School. In 2018, Town Meeting approved a debt exclusion to fund
the renovation of Town Hall, but the measure failed to gain majority support through Town Election.
The Town also continuously pursues alternative financing strategies to acquire funding for capital needs
by means other than conventional borrowing, such as grants, federally subsidized loan programs, or
zero-interest loans from state agencies. Capital needs for the Town’s business-type activities – the
Water Department and Sewer Department – may be covered through user fees to avoid imposing a
burden on the tax levy.
Largest Town Department Overviews
PUBLIC WORKS ADMINISTRATION
The Town of Cohasset’s Department of Public Works provides expert and efficient planning, design and
quality construction management of all town-initiated or financed public works improvement projects
while maintaining budgets and timelines. Based on directives and oversight of elected and appointed
Town leadership, the Department manages and maintains the Town’s public works infrastructure.
The Department of Public Works is administratively organized into four divisions, each supervised by
a division head, with overall direction from the Director of the Department of Public Works. Divisions
include Engineering & Project Management, Procurements & Contracts, DPW Field Operations, and
Facilities. In FY19, the budget for the Department was $2.9 million and employed 29 FTE inclusive of all
divisions.
The Engineering & Project Management division oversees town-wide issues that require engineering
solutions for improvement to the Town’s public buildings, roadways, and water systems. The
Engineering team manages the application and administration of public grant money that funds various
engineering and capital improvements. The team regularly applies for and receives funds from the state
2 Cities and towns may also pursue debt overrides, which result in permanent increases to the tax levy
and are intended to correct structural shortfalls in town revenues to support operational expenses of
local government and the school system. Cohasset last approved a debt override in 2005.
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to improve the town’s infrastructure, through initiatives such as the Green Communities program. The
division generates and collects data which allow the Town to maintain updated and accurate spatial GIS
data that documents changes in the town infrastructure, including water and sewer pipes, lighting, and
environmentally sensitive areas. The Director of Public Works oversees the division.
The Procurements and Contracts Manager heads the division of Procurements & Contracts. This
division manages the purchase of goods and services required to support the Town’s operation.
Cohasset implements fair, open, and competitive bidding procedures. The division supports all Town
department procurements. In FY19 several major accomplishments of this office related to DPW
operations, including contracts for plumbing, electrical, HVAC, and boiler services for the town.
The Town of Cohasset’s property, parks, and open space, as well as its public way infrastructure,
including streets, sidewalks, and storm drainage systems, are managed and preserved by the Field
Operations division. This division also operates the town’s Recycling Transfer Facility (RTF), which
is located on the same site as the division’s offices at 91 Cedar Street. The division is led by the
Department of Public Works Superintendent. Resource constraints force the Field Operations team to
scale their assignments to prioritize particular tasks over others. Purchasing higher capacity, but more
expensive, capital equipment would increase overall productivity by reducing the staff time required to
complete tasks such as snow removal. A thorough review of the costs and benefits of new equipment
is needed. In 2017, the Capital Improvements Budget included over $200,000 in funding for DPW
equipment, including a heavy haul tractor lease, partial funding of sidewalk snow removal equipment,
and a dump truck body.
The Facilities Department, under the direction of the Facilities Manager, ensures that all town
buildings are maintained to the highest possible standard. The division is staffed by four full-time and
three part-time employees. In addition to regular custodial duties, response to work order requests,
and planned maintenance activities, the Facilities division logistically supports core Town functions
by setting up rooms for various board and committee meetings, Town Meeting, and elections. The
recent addition of an Assistant Director to oversee work order requests submitted through the
SchoolDude platform will add crucial capacity to the department’s operations. Facilities Department
staff do not have a singular dedicated workspace, although they do have access to a workshop in the
Town’s Middle-High School. Operating as a shared facilities department – serving both general town
government and school district buildings – the Facilities Department is a model example of the Town
of Cohasset’s “One Community” initiative, which fosters resource sharing across organizational lines to
leverage economies of scale and economical use tax revenue.
While the Public Works Director, Procurement and Contracts Manager, and Facilities Director each
maintain offices in Town Hall, the main Public Works Facility is located on the western edge of
Cohasset, on a triangular lot next to the Cohasset Golf Course at 91 Cedar Street. The public works site
includes the main public works building, a salt shed, and the Town’s Recycling Transfer Facility. The
main building consists of one-story central office building flanked by two large garages which provide
storage and work space for the Field Operations division’s 15.5 full time staff – five highway, five tree
and park, three and a half transfer station, and the Superintendent and his assistant. Constructed in
1997, the main building is in generally good repair. The other buildings on site have recently benefited
from capital improvement funding approved by Town Meeting. The 2018 Town Meeting approved
$15,000 for repairs to the salt shed, which was built in 1985. However, the shed remains undersized,
requiring re-stocking during the busy winter months, and the DPW hopes to obtain capital funding and
bid for construction of a new shed in the short term. In 2017, Town Meeting approved a capital budget
request to provide $30,000 for a roof replacement on one of the RTF’s five buildings.
Although investments in the public works facility buildings are certainly important to maintaining a
high level of service, the facility’s site design presents perhaps more pressing challenges. The parking
lot surrounding the main public works building, which connects to the primary access point via Cedar
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Street, currently serves as a parking space for the Town’s school buses. The DPW lot is not large
enough to conveniently house Town and school vehicles. The neighboring Cohasset Golf Club owns an
undeveloped parcel which could potentially be repurposed as a parking area for the school buses, and
the Town has explored the option of leasing the property for that purpose.
Recent Accomplishments for Public Works and Facilities:
• Completed the Jerusalem Road Paving project (7,700 feet of resurfacing).
• Rebuilt, repaired, and cleaned catch basins town wide.
• Received grants through the Green Communities program to retrofit public lighting with LED
lamps.
• Completed over 700 work order requests at various town facilities.
• Made security and accessibility improvements to school facilities.
Facility and Staffing Needs and Challenges for Public Works and Facilities:
• The DPW relies on capital equipment to fulfill many of its regular duties, such as tree work and
snow removal. In some instances, requests for more expensive but better suited equipment have
been declined in favor of lower cost alternatives. The gains to staff productivity and work efficiency
should be balanced against the higher initial capital outlay.
• For items that fall outside the scope of line items and capital improvements, the Facilities
Department relies on Town funding to complete operational maintenance projects raised by the
Town Manager and department heads. In 2015 and 2016, Town Meeting articles provided $50,000 to
cover the cost of these projects. The predictable availability of these funds would support strategic
facilities planning.
• The Facilities staff do not have a dedicated workspace.
PUBLIC SAFETY
POLICE DEPARTMENT
The Cohasset Police Department’s mission is “to ensure a safe environment within the town, reduce
crime, and to enhance the overall quality of life for visitors and citizens alike.” The department achieves
these ends through community policing and adherence to a set a core values including: Excellence,
Honor, Respect, Accountability, and Teamwork.” The Police Chief oversees multiple divisions in the
police department; the main units are Patrol and CID/Criminal Investigation. In FY19, the department
was budgeted $2.5 million and employed 19 FTE. The FY19 budget included the addition of one full-
time position to the Cohasset Police Department, in order to reduce overtime expenses and to provide
support during vacation and sick leave.
CPP Operating Indicators
2014 2015 2016 2017 2018
Accidents covered by an officer 158 165 180 165 171
Citations issued 1,571 1,133 1,428 1,104 1,230
Arrests 167 141 163 131 121
Larcenies 76 87 82 75 68
Figure 48: Cohasset Police Department Operating Indicators
Source: FY19 Proposed Budget
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The Patrol Division is the largest and most public facing division of the Cohasset Police Department.
Operating 24 hours a day, seven days a week, 365 days a year, officers assigned to the division conduct
high-visibility patrols and respond to emergency and other calls for service. In 2018, there were 12
patrol officers, including the Town’s School Resource Officer.
The Criminal Investigation Division (CID) supports the Cohasset Police Department by conducting
“timely and thorough criminal investigations using advanced investigative techniques and forensic
equipment.” In addition to investigating serious crimes, CID collects and maintains custody of evidence
for use at trial and completes background an internal affairs investigations. CID is also the primary point
of contact for partner law enforcement agencies. A detective lieutenant leads the division, which also
includes a detective sergeant and a detective patrolman.
The police fleet includes unmarked and marked vehicles, an off-road utility vehicle, an animal control
vehicle, one motorcycle, and five bicycles. New vehicles are acquired on a schedule detailed in the
Department’s fleet maintenance plan. In 2018, the capital improvements budget included funding for
two new police vehicles. The department also received a $15,000 anonymous donation which funded
the purchase of a 4x4 utility vehicle, which allows easier access to the town’s beaches and forested
trails.
The Police Department operates out of the Public Safety Building at 62 Elm Street, which also houses
the Fire Department. The one story building was originally built in 1962 as two separate buildings that
were renovated and connected to each other in the late 1980s to provide additional office and housing
space for the Police and Fire Departments. Although generally considered to be in a useable state of
repair, the Public Safety Building’s design and condition are outdated and in need of replacement.
Located in a dense residential area on Elm Street, the majority of dispatched vehicles must travel
directly through Town Center via Main Street, which can pose public safety risks and slow response
times. Although designed to accommodate three vehicles, part of the police garage was converted to
a limited access evidence room and is also used to store large equipment, reducing its useable storage
capacity to a single vehicle. The lack of additional storage space has resulted in the Police Department
requiring the use of the library basement for statutorily mandated record keeping. Existing holding
cells do not meet the state standard, lack privacy, and do not provide for suicide prevention solutions.
The building also lacks dedicated spaces for other important activities, such as attorney/client
meetings, training, and general work space. In 2018, the Facilities Department completed a request
from the Police Chief to upgrade the station’s roof gutter system, which had been dumping water and
creating an ice buildup in an area used by officers for heavy foot traffic.
Recent Accomplishments for Police:
• Assisted the South Shore Regional Emergency Communications Center (SSRECC) in securing
more than $350K in grant funding to streamline computer aided dispatch software and records
management. This will allow public safety departments in Cohasset, Hingham, Hull, and
Norwell, to share information and records, as well as dispatch emergency units on a single
regional CAD platform.
• Systemized department record keeping in the Criminal Investigation Division (CID).
• Ran full evacuation and safety drills with staff of each school in the district.
Needs and Challenges for Police:
• Although still useable, the condition of the Public Safety Building hinders efficient operation and
provides less than ideal working conditions.
• Continue to work with all Town Departments and committees to investigate feasibility of new
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public safety building.
• The department currently lacks a Deputy Chief, a position which has been vacant since 2012. Filling
command position vacancies would strengthen the organizational functioning of the department.
FIRE DEPARTMENT
The Cohasset Fire Department’s mission is to provide “for the safety and welfare of the public through
the preservation of life, property, and environment.” The Fire Department meets its mission by offering
a wide range of emergency services, including fire prevention and suppression, as well as emergency
medical services. The Fire Chief heads the department, supported by the Assistant Fire Chief, overseeing
four captains, three lieutenants, and 15 firefighters. All firefighters are certified at the Emergency
Medical Technician (EMT) – Basic or EMT – Paramedic levels. In FY19, the Fire Department was
budgeted $2.46 million and employed 24 FTE. A three-year, $313,000 grant awarded in FY19 through
the Staffing and Adequate Fire and Emergency Response (SAFER) program will enable the hiring of two
additional firefighters and allow the Department to staff each shift with five personnel most of the time.
The Cohasset Fire Department responds to fire related and emergency medical related calls for service.
While the “Fire related” calls for service enumerated in Table 2 are restricted to calls where fire was
present, the Fire Department regularly responds to calls for hazardous conditions other than fire, good
intent calls, and false alarms. Through the Fire Prevention Division, the Fire Department Fire Prevention
Inspections and issues permits; in 2017, the Division completed 582 inspections and issued 358 permits.
The Cohasset Fire Department responds to emergencies and other calls for service using the following
apparatus, as appropriate:
• “Engine 1” 1994 Pierce Pumping Engine/Rescue – 1,750 Gallons per Minute (G.P.M.)
• “Engine 2” 2010 Pierce Pumping Engine/Rescue/Class V (non-transport) Advanced Life Support
Ambulance – 1,500 G.P.M.
• “Engine 3” 2001 HME/Central States Pumping Engine/Rescue/Class V (non-transport) Advanced Life
Support Ambulance
• “Ladder 1” 2004 Pierce – 105 foot Aerial Ladder Truck
• “Ambulance 1” 2008 E-450 Class I (Transport) Advanced Life Support Ambulance
• “Ambulance 2” 2014 F-450 4x4 Class 1 (Transport) Advanced Life Support Ambulance
• “Car 1” 2012 Chevrolet 4x4 Incident Command Vehicle
• “Car 2” 2009 Ford 4x4 Incident Command Vehicle
• 1993 Avon Inflatable Boat with Trailer, 14 ft.
In 2015, Town Meeting approved a capital improvements budget which included $180,000 to refurbish
Engine 1. In 2017, the capital improvements budget included a request for $600,000 to purchase a front
line pumper. Department vehicles are replaced in line with the Fire Department’s fleet maintenance
plan. The Fire Department shares the Public Safety Building, located at 62 Elm Street, with the Police
Department. Fire staff have indicated that the firehouse garage, which includes six bays, cannot
Cohasset Fire Department Calls for Service
2014 2015 2016 2017 2018
Total Responses 1,418 2,357 2,080 2,376 1,966
Fire Related 59 77 84 93 78
Emergency medical related 715 1,019 984 944 909
Figure 49: Cohasset Fire Department, Calls for Service
Source: FY19 Proposed Budget
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accommodate all of the department’s apparatuses. As a result, the department parks Ambulance
2 across Elm Street on Sewer Department property. Due to the decentralized storage, the Fire
Department is more likely to rely on mutual aid to respond to a second emergency rather than risk
delays collecting and deploying the second ambulance.
Recent Accomplishments for Fire:
• Replaced all Self Contained Breathing Apparatus (SCBA) used by the Cohasset Fire Department
using funds from the Federal Emergency Management Agency (FEMA) Assistance to Firefighters
Grant Program.
• Received a three year, $313,000 grant through the Staffing and Adequate Fire and Emergency
Response (SAFER) program, which will allow the Fire Department to hire two additional firefighters
and staff each shift with five personnel most of the time.
• Secured funding, through a generous donation by the Social Service League of Cohasset, for the
expansion of the Cohasset Cares Program. Cohasset Cares is a program that has been funded
through the Massachusetts Department of Fire Services Senior Awareness of Fire Education
Program (Senior S.A.F.E.).
• In 2017, the Cohasset Fire Department Fire Prevention Division completed 540 fire prevention code
related inspections and issued 352 fire prevention related permits.
Needs and Challenges for Fire:
• The geographic location of the Public Safety Building places some areas of town outside of the
recommended travel time range during emergency response.
• The Public Safety Building’s size cannot accommodate the various apparatuses the department
relies on for emergency response, nor does it have sufficient space for the department’s engineer
to make vehicle repairs. The Fire Department should continue to work with all relevant Town
departments and Committees to investigate the feasibility of a new public safety building
COMMUNITY SERVICES
LIBRARY
The Paul Pratt Memorial Library is “a vibrant community hub that serves as an incubator of discovery
and a catalyst for creative imagination and lifelong learning.” The Library staff, trustees, and Friends
“are committed to offering high quality information, resources, and programming to the Cohasset
community and beyond.” The Library maintains an impressive collection of circulation materials –
both physical and digital. Library staff also design and run wide ranging programming for youth, such
as a weekly story hour and homework center. Adult book discussion groups and author talks are also
offered. In addition to Town funding, the Library is supported by the Friends of the Cohasset Library, a
nonprofit organization which fundraises and advocates on behalf of the Library. The Library is led by
a Director and overseen by an elected, nine-member board, the Trustees of the Paul Pratt Memorial
Library. In FY19, the library was budgeted $643,200 and employed 8.46 FTE.
Remaining true to its mission, the Library has evolved to meet the dynamic demands of Cohasset
residents and other library users. Changes in reading habits have altered how library space is used and
organized; rather than a simple repository for reference materials, the library serves as a vital “third
place,” a forum for public gatherings outside of the home and workplace. As documented by the
Library’s 2017-2022 Strategic Plan, room reservations grew by 22% between FY15 and FY16, from 1,558
to 1,911. Over the past 15 years, new uses of library space include persons working remotely seeking
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quiet accommodations outside of the home. However, as technology adoption patterns have changed,
the library has witnessed less demand for library supplied technology, as users now generally tend to
prefer using their own devices. Despite these shifts, annual circulation has demonstrated an upward
trend. In FY16, circulation of print books went up four percent from the previous fiscal year to 110,636.
Demand for streaming audio witnessed the greatest growth, jumping from 1,962 to 3,325 – a 70%
increase.
The Library makes a conscious and effective effort to make its resources available to users of all ages.
However, the most numerous and consistent users of the library tend to be seniors and families with
young children. Programming for children is an especially attractive service, drawing an attendance of
over 10,600 in FY16, compared to 876 for young adult programs and 1,391 for adult programs.
The Paul Pratt Memorial Library occupies the former Joseph Osgood Elementary School. Originally
constructed in 1926, the Town renovated the building in 2003 to house the Library. The Library space is
15,500 square feet and occupies the entirety of the main floor of the original building. The Library has
non-meeting room seating for 133 people, has three meeting rooms with 60, 25, and 14 seats, two quiet
studies, 21 computer workstations, five public access computers, and space dedicated for the display
of historical documents and artifacts. The Library facility is ADA compliant. There is ground level access
when entering from Ripley Road and elevator access when entering from the rear parking lot. Space
in a rear addition was originally leased to a non-profit children’s museum, but was transferred to the
Recreation Department in 2015. The third floor of the main building – which does not meet accessibility
requirements – is used as office space by Safe Harbors, a local organization established in 2014 that
provides education aimed at encouraging safe choices around drugs and alcohol.
Overall, the facility is in a good state of repair. However, the roof is worn and will need to be replaced
in the near term. Replacing the slate roof has the potential to be very expensive; materials are more
expensive than lower cost alternatives, the installer needs technical expertise, and worn slates must
be disposed of appropriately. The Library Trustees, Town management, and the Facilities Department
have discussed and will further weigh their options - including simulated slate with a solar energy option
- before submitting a request to the Capital Budget Committee. The high usage rates of its services
and programming, combined with an increasing demand for dedicated study, work, and meeting space,
have bumped up against the physical limitations of the buildings space. Although the Library would
benefit from a larger facility, other pressing demands for capital improvements make any imminent
replacement unlikely.
Recent accomplishments for Library:
• Implemented two grant programs with Library Services & Technology (LSTA) federal grant funds
awarded by the Massachusetts Board of Library Commissioners (MBLC). Funds totaling $9,889 were
awarded for our “Equal Access for All” grant for expanding library services for people with physical
and intellectual challenges.
• Implemented “All Aboard Greenbush!: One Train, One Book” an outreach initiative to connect the
daily riders of the Greenbush commuter Line to their local libraries.
Needs and challenges for Library:
• The high demand for meeting, study, and programming space strains the availability of space within
the Library building.
• The Library’s parking lot, which is shared with the Recreation Department, lacks adequate parking
and needs to be repaved.
• Continue to maintain and repair facility including the replacement of slate roof which is reaching
end of life.
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SCHOOLS
COHASSET PUBLIC SCHOOL DISTRICT
Cohasset operates its own school system, with 1,554 students enrolled across its three schools in
the 2018-2019 school year. The district is governed by the Cohasset School Committee, a board of
five elected members and managed by Superintendent. In FY19, the Cohasset Public Schools had an
appropriated budget of just below $19.55 million and employed 244.1 FTE.
The district’s elementary school population is spread across two school buildings on a shared campus.
Students in prekindergarten through second grade attend the Joseph Osgood School, while third
through fifth graders attend the Deer Hill School. Cohasset Middle/High School enrolls students from
grades 6 through 12.
The Joseph Osgood School building is the most recently constructed school facility, opened in 1998
to replace the old Osgood School building which now houses the town library. The Deer Hill School
and Cohasset High School both date to 1950, although each underwent substantial renovations in the
early 2000s. The improvements to the High School building included a major addition and renovation
creating autonomous areas for the middle school students and high school population with shared
central core facilities. In 2017, the Cohasset Education Foundation,3 a community based non-profit
organization, organized a capital campaign which raised $250,000 to transform the Cohasset Middle/
High School library into a modern “Learning Commons.”
Enrollment data reported by the Massachusetts Department of Elementary and Secondary Education
(DESE) indicates that the school district’s student population is slightly more diverse than the town
as whole. While the 2017 American Community Survey 5-year Estimates indicate that 98% of the
town population is white, the proportion of white students within Cohasset Public Schools is 92%.
Most notably, although the ACS Estimates place the Town’s Black or African American population at
0.3%, the Cohasset Public Schools enrollment data shows that 3% of the student population is African
American. The complete demographic data for the remaining student population is as follows: 2.4%
Asian, 1.2% Hispanic, 0.2% Native American, and 1.2% Multi-Race, Non-Hispanic.
Cohasset students perform at a very high level academically, with the 2017 class achieving a four-year
cohort graduation rate of 100%, compared to statewide average of 88.3%. Among this graduating class,
98% planned to attend a 4-year college.
3 “The Cohasset Education Foundation is an independent, non-profit 501 (c) 3 organization, financed
completely through private funds, that works in close coordination with teachers and school
administrators. Since November of 2007, the CEF has raised over $1.7 million in donations to support
and improve our public schools.” – Cohasset Education Foundation, “Frequently Asked Questions”
https://cohasseteducation.org/about-us/faqs/
School Building Grades Enrollment (2018-
2019)
Joseph Osgood School PreK to 2nd 347
Deer Hill School 3rd to 5th 373
Middle/High School Middle: 6th to 8th 352
High: 9th to 12th 482
Figure 57: Cohasset Public School Profiles
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In June 2016, the School Committee approved a five-year strategic plan (FY 17 to FY 21) for the
Cohasset public schools. This strategic plan was based on a year-long project including input from all
community stakeholders. The strategic plan has five pillars: Curriculum, Instruction & Assessment,
Social & Emotional Learning (SEL), Human Capital, Safety & Security, and Community & Collaboration.
As the diagram below (Table 4) shows, each of the plan’s pillars include strategic goals supported by
key initiatives. In addition, the strategic plan pillars are supported by the Digital Learning Plan, a strong
Professional Development Plan focused on Universal Design for Learning (UDL), and solid Financial
Practices aligned to the education goals of the district and town financial policies.
Recent accomplishments for Schools:
• The 2017 U.S. News and World Report ranked Cohasset Middle High School as the 9th best public
high school in the state of Massachusetts. Over the last five years, Cohasset has also consistently
ranked in the top 40 schools in the Boston Magazine annual ranking of Massachusetts high schools.
• The schools invested in upgrading physical security at all three buildings with the support of the
Capital Budget Committee.
• Cohasset Public Schools maintain a safe and supportive environment for learning, including
professional development regarding social and emotional learning, beginning the implementation
of a Responsive Classroom for grade PreK-5, Positive Behavior Intervention and Support in grades
3-8, and the acquisition of alternative seating and noise-reducing equipment for students in grades
1-5.
• The district has invested significant professional development and capital in a digital learning
program from kindergarten to 12th grade including the Middle-High School’s Bring-Your-Own-
Device (BYOD) program, which has contributed to the continued implementation of Universal
Design for Learning (UDL).
Figure 58: Cohasset Public Schools Strategic Plan
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• Over the past several years, the administration has completed a number of independent external
reviews in areas it was looking to benchmark and strengthen including literacy, special education,
security, and the middle school. These reviews have resulted in changes to curriculum, staffing and
professional development.
Needs and challenges for Schools:
• Stakeholder input collected as part of the Cohasset Public Schools Strategic Plan 2016-2021 cited
finances as the number one challenge facing the school district.
• Although school facilities are in overall good condition, all of the school buildings are approaching
20 years since construction or last major renovation. Major intermediate repairs, such as roof
replacements, and more general operational maintenance projects will need to be planned for and
financed over the coming years
Cohasset students also have the opportunity to pursue their primary or secondary education outside of
the Cohasset Public School District through additional public school offerings. Although located outside
of Cohasset, the educational institutions described below represent regional assets to which Cohasset
students have access.
SOUTH SHORE VOCATIONAL TECHNICAL SCHOOL
The South Shore Vocational Technical High School (SSVT) provides high quality technical education
through “rigorous and relevant hands-on instructional experiences,” which prepares its students for
post-secondary entrance into direct workforce employment, college education, or a combination of the
two. SSVT students can choose from 13 vocational technical majors offered by the school, including:
Allied Health, Automotive Technology, Automotive Collision Technology, Carpentry, Computer
Information Technology, Cosmetology, Culinary, Electrical, Design & Visual Communications/Graphic
Communications, Heating, Ventilation, Air Conditioning & Refrigeration, Horticulture & Landscape
Construction, Manufacturing Engineering Technologies, and Welding & Metal Fabrication. SSVT
students have provided assistance in a number of facility projects in Cohasset, including installing new
air conditioning in the recreation center in 2010.
The school is located in Hanover, MA and serves students from eight district towns: Abington, Cohasset,
Hanover, Hanson, Norwell, Rockland, Scituate, and Whitman. Each district town is represented by a
member on the South Shore Regional District’s School Committee, which oversees SSVT. In the 2017-
2018 school year, three of the school’s 650 students were from Cohasset.
SOUTH SHORE CHARTER PUBLIC SCHOOL
The South Shore Charter Public School (SSCPS) serves students in kindergarten through twelfth grades
who are drawn from over 24 sending districts, including Cohasset. In accordance with the school’s
mission, SSCPS provides students with a strong academic foundation, requires participating in service
learning and community service, and empowers students to actively participate in the governance of
the school. The school operates across three proximate buildings located in the Town of Norwell, with
one building housing K-8 classrooms, a separate high school building, and a space dedicated to physical
education and art programming. In the 2017-2018 school year, three of the school’s over 925 students
were from Cohasset.
As a Commonwealth Charter School, SSCPS is publically funded and operates under a charter granted
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by the Commonwealth’s Board of Elementary and Secondary Education. The school is governed by
an independent board of trustees - comprised of parents, community members, and a student –
which reports to the state Department of Education. Admission to the school is awarded through a
randomized enrollment lottery, to which prospective students must apply. The lottery for the 2018-2019
academic year received 1,161 applications for 125 available seats.
NORFOLK COUNTY AGRICULTURAL HIGH SCHOOL
The Norfolk County Agricultural High School is a public high school located in Walpole, MA, which
prepares students for occupations or additional education related to agriculture, agriscience,
agribusiness, the care and management of animals, horticulture, forestry, and environmental science.
The school is open to student residents of Norfolk County, which includes Cohasset, as well as non-
resident students who do not have access to a specialized agriculture program in their home district.
Prospective students must submit an application and attend an Admissions Program where they
participate in a personal interview. In the 2017-2018 academic year, 550 students were enrolled at the
school.
Town and School District Facilities
TOWN BUILDINGS
TOWN HALL
Cohasset Town Hall, located at 41 Highland Avenue, serves as the administrative center for Cohasset
Town Government, housing the Town’s leadership, including the Town Manager and many of the Town’s
department heads. Departments housed in Town Hall include Planning, Building, Engineering & Project
Management, the Board of Health, Conservation Commission, Zoning Board of Appeals, Finance,
Treasurer-Collector, Town Clerk (an elected role) and Assessor’s offices. Two separately constructed
but connected buildings compose the existing Town Hall structure. The Historic Town Hall, originally
constructed in 1857, contains a large and historic auditorium which accounts for much of its space. The
more recently constructed addition to the facility, built in 1987, includes the majority of offices for Town
Staff.
Over the past 10 years, three studies have evaluated the condition of the facility and recommended the
Name Address Year Built, Renovated
Town Hall 41 Highland Avenue 1857, 1987
Public Safety Building 44-62 Elm Street 1962, 1987
Paul Pratt Memorial Library 39 Ripley Road 1926, 2003
Senior Center 91 Sohier Street 2016
Department of Public Works
Facility
91 Cedar Street 1997
Recreation Center 25 Parkingway Early 1900s
Harbormaster’s Building Lightkeeper’s Lane 1950s (approx.)
Figure 59: Town Buildings
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replacement or substantial renovation of Town Hall due to significant structural and functional deficits.
Many of the building systems – including plumbing, electric, HVAC, and fire suppression – have reached
the end of their operational lives; the exterior of the building has suffered water damage leading to
rotting wood and peeling paint; and the facility lacks adequate office, meeting, and bathroom space.
In November 2016, the Town Manager established the Town Hall Renovation Advisory Committee
(THRAC) to advance the goal of addressing these deficiencies. The THRAC met regularly through 2017,
and submitted a warrant article to a December 2017 Special Town Meeting requesting funding for
schematic design documents. Subsequent to a successful Town Meeting vote, the Board of Selectmen
adopted the THRAC, renaming it to the Town Hall Building Committee (THBC), in order to provide a
series of objectives to guide the project’s development and direction. At Annual Town Meeting in April
2018, voters approved a warrant article authorizing $12.5 million in funding to renovate the historic
Town Hall, including the building of a new addition, by a margin of 253 to 90 – earning the two-thirds
majority required to pass. However, needed support to obtain an $8.5 million bond was voted down at
Town Election 633-572.
The Board of Selectmen are continuing to work with the Town Manager to evaluate the causes
underlying the unsuccessful vote and to consider multiple scenarios for the project moving forward.
In December 2018, the Board of Selectmen reaffirmed their commitment to the overarching project
objectives, including: 1) Town Hall remain on the Town Common, 2) Town Hall should be a safe,
functional, flexible, and accessible space, 3) the historic portion of the Town Hall structure should
be restored and preserved for future generations, and 4) the Town seeks community partners in
the restoration of the 1857 historic structure, including financial assistance. A fifth objective – that
the budget for town hall be reasonable, prudent, and consistent with the 10-year capital plan – was
amended and approved to include a provision that the project budget be “governed by Town’s ability
to fund such construction with a net neutral tax impact on the residents of the town.”4 As part of the
ongoing commitment to complete the full restoration, voters at Special Town Meeting in December
2018 approved up to $20,000 for the design of a roof replacement for Historic Town Hall.
PUBLIC SAFETY BUILDING
The Cohasset Public Safety Building, located at 64 Elm Street, serves as the headquarters for both
the Cohasset Police Department and Cohasset Fire Department. The one story building was originally
built in 1962 as two separate buildings that were renovated and connected to each other in late 1980s
to provide additional office and housing space for the two departments. In recent years, the Facilities
Department has undertaken a variety of projects to improve the building’s infrastructure and layout.
Significant improvements completed since 2013 include the installation of new doors and windows,
the replacement of outdated electrical panels, as well as the creation of a new police evidence room
and new office space for Fire Department leadership. Through the town’s capital planning process, the
Facilities Department has highlighted repairs to the Public Safety Building’s roof and the replacement
of its standby generator as potential capital improvements in the next five years.
Although Cohasset has invested in the maintenance and adaptation of the Public Safety Building, public
safety staff have indicated that the site and size of the facility present challenges to their work. Both
Police and Fire Department leadership have expressed their interest in working with the relevant Town
committees and departments to explore the feasibility of a developing new public safety building.
However, any plans for future facility replacement must be balanced against competing demands for
capital funds and decided in line with the Town’s higher level goals and objectives.
LIBRARY
The Paul Pratt Memorial Library building, located at 39 Ripley Road, contains the Library and the
4 Town of Cohasset Board of Selectmen, Meeting Minutes December 18, 2018
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Recreation Department. The building was originally built in 1926 as the Joseph Osgood School. When
the school was decommissioned following the construction of the new Joseph Osgood School in 1998,
the Town formed an Osgood School Re-use Committee, which considered transforming the property
into senior housing or turning it over to the Library, with Town Meeting voting for the Library option.
The Library Trustees were able to raise over $1.1 million from private gifts for the Library Building
Fund, which combined with a state grant for $1.5 million, and the proceeds of the sale from the former
library. In 2015, the Recreation Department moved into the ground floor and second floor of the rear
addition, which provides office and programming space. The Recreation Department has also identified
the development of a second basketball court on site and the addition of the grass field behind the
building to the DPW maintenance plan as opportunities to better suit the site to their needs. The Town
playground behind the building is targeted for upgrades designed to bring the space into compliance
with the Americans with Disabilities Act (ADA). Currently the playground’s ground cover material
is composed of woodchips, which poses access challenges to individuals with mobility limitations;
remediation will involve replacing the ground cover with a poured rubber surface, which will provide an
ADA compliant route to and through the playground. Although both departments would benefit from
additional space, the building is in good repair. In 2016, the Facilities Department painted the outside
trim and upgraded the lighting to LED. The Facilities Department also completed roof repairs in 2016,
but the slate roof has reached the end of its life and will need to be replaced in the near term.
SENIOR CENTER
The Cohasset Senior Center, named Wilcutt Commons, (91 Sohier St) is the newest Town facility,
housing the Elder Affairs Department, the Veteran’s Officer, an office for the Public Health Nurse, and
the Social Service League of Cohasset (SSL) offices. Constructed with private funds collected by the SSL
in 2015, the Town purchased the building for use as a Senior Center in 2016. The 10,000 sq. ft. building
includes a large community room, smaller conference and activity rooms, offices, and a common room
with comfortable seating and a pool table. Although the building’s usage is dedicated to seniors, since
its opening Wilcutt Commons has served as a vital community resource for many civic purposes.
PUBLIC WORKS FACILITIY
The Public Works Facility (91 Cedar Street) serves as the base of operations for the DPW’s Field
Operations division. The main building includes office space and workstations for the Superintendent
and Highway, Tree, Park, and Cemetery staff. The Town’s Recycling Transfer Facility and salt shed are
also located on the site. Although in generally good structural condition, working conditions within
the building would be improved through investment in air conditioning, the installation of a second
bathroom, and the supply of materials – such as cots – which would allow staff to stay at the facility
during emergencies. The 2017 Capital Improvements Budget provided $30,000 for work on one of the
Recycling Transfer Facility building’s roof. The salt shed is also in poor condition and undersized; the
DPW lists obtaining capital funding in anticipation for a construction bid as a goal in the proposed FY19
budget.
RECREATION
The Recreation Center (55 R South Main) is located in Town Center and provides additional
programming space for the Recreation Department. Originally constructed in the early 1900s to house
the Town’s Highway Department, the Recreation Department moved into the space in 1998. The main
room of the facility also contains five booths, fifteen cycling bikes, and a small storage room. Current
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facility programming centers on playtime and short-term childcare services for children ages two to six,
which is offered Monday through Friday from 9:00 am to 3:00 pm. Additional programming includes
use of the facility for the Recreation Department’s dance and cycling programs, birthday parties, youth
league registration events, and other Recreation Department classes. The Safe Harbor Coalition also
uses the facility for its weekend Ground Level Music Cafes. Despite the building’s age, the facility is in a
state of good repair and the HVAC system was rebuilt as part of a South Shore Vocational Technical High
School project in 2010. The relatively small size of the building does restrict maximum class size to 15
participants and does not have any dedicated parking. The Open Space and Recreation chapter of this
Master Plan provides more detail about the Recreation Department’s property and programming.
HARBORMASTER’S BUILDING
Government Island, located off of Border Street on the northeastern edge of Cohasset, includes facilities
used to manage and access activities in Cohasset Harbor. Cohasset’s Harbormaster operates out of the
Habormaster’s Building. The Harbormaster supervises the operations of Cohasset Harbor, including
mooring management and permitting, and enforces the Cohasset Harbor rules, regulations, and bylaws.
Cohasset Harbor is a highly desirable destination for permanent mooring (there is a sizeable wait list)
and docking for transient boaters. The building must accommodate up to six staff during the busy
summer months. However, the building’s size presents cramped working conditions, with little space
for paperwork or the storage of documents related to the Harbormaster’s administrative functions. A
relatively new air conditioning system has been installed, but the building lacks sufficient insulation and
can become quite cold during the winter months, negatively impacting the Harbormaster’s thermal
comfort in that season. Additionally, the facility does not include infrastructure, such as showers and
restroom facilities, for transient boaters, which are common in most harbormaster facilities. Town
officials are aware of the need to upgrade the building.
The Town of Cohasset’s 2019 Municipal Harbor Plan provides a comprehensive overview of other town
owned infrastructure which support commercial and recreational activity on the waterfront, including
the Parker Avenue Boat Ramp, the town piers at Margin Street and Border Street, publicly owned
seawalls, and boat moorings. Improvements recommended in the Harbor Plan include the redesign
of the Parker Avenue Boat Ramp to allow use throughout the tidal range; an in-depth investigation of
seawall condition and design analysis for improvements; and a feasibility study and concept design for a
town-owned pile supported pier balancing commercial and recreational uses. For detailed descriptions
of existing conditions and recommendations, please refer to the Cohasset Municipal Harbor Plan 2019.
SCHOOL DISTRICT BUILDINGS
JOSEPH OSGOOD SCHOOL
The Joseph Osgood School (210 Sohier Street) was built in 1998 to replace the original Joseph
Osgood School on Ripley Road. In 2018-2019, 347 students in PreK to 2nd grade attended the school.
The newest of the Town’s school facilities, the building is structurally in good condition and a 2015
Name Address Year Build, Renovated
Joseph Osgood School 210 Sohier Street 1998
Deer Hill School 208 Sohier Street 1950, 2002
Cohasset Middle/High School 143 Pond Street 1950, 2004
Figure 60: School District Buildings
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parent survey found that 88% of respondents believe the “building facilities are adequate to support
the instructional program.” In 2014, Town Meeting approved a $100,000 capital project to purchase a
new fire system and Building Automated Controls (BAC) system to manage the HVAC for the school.
Since its installation, the Facilities Department has worked through their staff and with contractors to
evaluate and improve the system. In 2017, the Osgood School received significant security upgrades,
including the installation of security bollards, an entrance security camera, FOB readers, and Lobby
Guard machines. Other recent capital improvements include the installation of exterior LED lights and a
new handicap rent. The Community Preservation Committee and Cohasset Parent School Organization
(PSO) recently jointly committed funds to construct a new age appropriate and handicap accessible
playground for the school which is due to be completed during the Fiscal 2020 school year.
DEER HILL SCHOOL
The Deer Hill School (208 Sohier Street) is located on the same Sohier Street campus as the Osgood
School. The building dates to 1950, but underwent a substantial renovation and reconstruction in
2002. The school building houses students in Grades 3 to 5, with a total 2018-2019 enrollment of 373.
Recent major facility improvements include the installation of a new hot water heater, improvements
to the BAC and HVAC systems, and entrance security improvements. The building is also undergoing a
continuing flooring upgrade project. The Community Preservation Committee has provided funding for
ADA accessibility improvements to the school’s relatively new playground.
COHASSET MIDDLE/HIGH SCHOOL
The Cohasset Middle/High School (143 Pond Street) was constructed in 1950 and also underwent
substantial renovations and reconstruction as part a larger school facilities reorganization process in the
early 2000s. The renovation reconfigured the school’s design to create autonomous areas for the middle
and high school student populations connected by shared central core facilities. In 2018-2019, 834
students in grades 6 to 12 grade attended school at this building. The most recent facilities upgrade to
the building was the reconstruction of the school library as a modern “Learning Commons,” which was
funded through private donations to the Cohasset Education Foundation. Masonry contractors were
also able to repoint and seal an outside brick wall which had long suffered rain water penetration at the
library. The building has also benefited from other security and accessibility improvements, including
the replacement of the gym lower lobby entrance doors, internal/external security cameras, repairs
to front ramp, concrete repairs to drop-off loop, additional handicap parking, and the installation of
entrance security bollards. At the direction of the Cohasset Fire Department, the school implemented a
new traffic pattern to enhance student safety during the 2018-2019 school year. As part of the new plan,
buses at the school will no longer enter the “loop” behind the building, and will instead circle around the
former parent drop-off area. The Town is also considering funding of a comprehensive municipal and
school traffic study as part Annual Town Meeting in April 2019 to further study problem transportation
and circulation areas in Cohasset.
FUTURE PROJECTS
In addition to regular operational maintenance projects, over the next ten years several major
intermediate construction projects on the school buildings and facilities are anticipated. Due to the
similar ages of the buildings since their last major renovation or construction, each of the school
building’s roofs will reach the end of their lifespans in close succession. The Town’s capital planning
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estimates the cost for the three roof replacements to total $3.5 million ($1 million each for Osgood and
Deer Hill, and $1.5 million for CMHS). Grant funds from the Massachusetts School Building Authority
may be available to offset the total cost of the project. The Cohasset Middle/High School track and turf
field will also need to be replaced in the next ten years, with cost estimates of $495,000 for the turf field
and $500,000 for the track. Public-private partnerships with the Cohasset Parent School Organization,
Cohasset Educational Fund, and sports boosters offer avenues to partially support these projects. Given
the age of all three school buildings, sidewalks, walkways, curbs and sections of the brick masonry will
also need to be redone or repaired over the next decade.
TOWN BUILDINGS USED FOR PUBLIC UTILITIES
WATER DEPARTMENT
The Cohasset Water Department provides drinking water and water for fire protection to approximately
90% of Cohasset. A three member, elected Board of Water Commissioners oversees the Water
Department and water system, with the Town Manager sharing joint financial oversight and the
Director of Public Works providing supplemental professional oversight. The water system has been
operated under contract by Woodard & Curran since 2012. The most recent contract extension with
Woodard & Curran was approved in February 2018 and extends to June 2021.
The Water Department has developed a long-range capital improvements program for its water supply
infrastructure and water distribution system. In 2015, Annual Town Meeting approved a water rate
restructuring based on a professional rate study which projected rates out five years and included
future borrowing for needed capital improvements. The anticipated capital improvements are primarily
regulatory driven with an end goal of improving water quality, fire suppression abilities and the
integrity of the water system assets. Capital projects are expected to be funded by the Water Capital
Stabilization Fund, retained earnings, and possibly loan procurement.
The town’s water supply system consists of both surface water and groundwater sources. Lily Pond
serves as the town’s primary water source. Water from the Aaron River Reservoir can be diverted to
Lily Pond in times of high water demand using an adjustable gate on Beechwood Street, referred to as
the Bound Brook Control Structure. Water drawn from Lily Pond is treated for distribution at the Lily
Pond Treatment Plant (339 King Street), which was constructed in 1978. In addition to the treatment
equipment, the plant’s facilities include a full size laboratory and the Cohasset Water Department’s
administrative offices, consisting of a secretarial office, superintendent’s office, construction manager’s
office, conference room, personnel room and engineering office. In 2017, the Water Department
replaced the building’s failing lower roof and the capital improvement plan lists the replacement of the
Name Address Year Built, Renovated
Lily Pond Treatment Plant 339 King Street 1978, 2003
Ellms Meadow Pumping
Station
Off James Lane adjacent to
James Brook
2006, 2016
Bear Hill Water Tank Off Pleasant Street and
Bancroft Way
1965, 2016
Scituate Hill Water Tank Off Route 3A 2001, 2018
Wastewater Treatment Plant 43 Elm Street 1979, 2009
Figure 61: Town Buildings Used for Public Utilities
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146
upper roof as a proposed project for 2020. The Water Department anticipates requesting funding for a
more complete needs assessment of the water treatment plant in 2022.
A wellfield at Ellms Meadow offers a critical groundwater supplement to the supply system. Water from
the Ellms Meadow wellfield is drawn by the Ellms Meadow Pumping Station, which was constructed
in 2006 to reactivate the then out of service wellfield. Ellms Meadow produces the highest quality,
lowest costing water in the system, due to the intensive treatment required of surface water. While
the wellfield’s total contribution to the supply has historically been limited by the pumping station’s
seasonal operation, in 2016 the pumping station’s wellheads were insulated to allow for year round use,
water levels permitting.
The Cohasset water distribution system consists of approximately 40 miles of water mains, two water
storage tanks, 524 hydrants, and 2,637 service connections. In addition to regular maintenance and
emergency repairs, the Water Department has undertaken a number of water distribution capital
improvements in recent years. In 2017, the Water Department awarded a contract to be paid for with
retained earnings for the looping of the water main from Lincoln Lane to Ledgewood Farm Drive, a
project which had been on the Water Department’s capital improvement plan for more than 10 years.
Future water main replacements – most significantly along Rt. 3A from Beechwood to the town line –
represent a large share of the Water Department’s planned capital improvements. The Town has also
invested in maintaining other critical components of their water distribution infrastructure, specifically
the 2 million gallon Bear Hill Water Tank and the 1.8 million gallon Scituate Hill Water Tank. Both
water tanks have been targeted for rehabilitation in recent years, with work covering interior cleaning,
repairs to the coating system, and exterior painting. The Bear Hill project was completed in 2016, and
work on the Scituate Hill Tank commenced in late 2018.
About 10% of Cohasset’s water service is provided by Aquarion Water Company, a private company
which operates a regional system including Hingham, Hull, and a portion of North Cohasset. As of 2017,
Aquarion supplied water to 334 connections in Cohasset. Hingham’s water company has been privately
owned since its incorporation in 1879, but a local statute reserves the Town’s right to purchase the
water company at any time. In 2012, the Town of Hingham initiated a study to examine the feasibility
of the Town purchasing the water company, due to concerns over comparatively high water rates,
underinvestment in capital, service disruptions, and a desire for greater Town control of the water
supply and distribution infrastructure. The Town of Hingham’s Town Meeting voted to approve the
purchase of the water company at 2019 Annual Town Meeting, by a vote of 1,482 to 382. Although Hull
and Cohasset residents were not able to participate in the Town Meeting vote, officials from both towns
had expressed support for the acquisition. The Town of Hingham will contract with a third-party water
system operator to manage the systems operations. The Town will also hire a water superintendent to
oversee the water system operation company, with the Town of Hingham’s Board of Selectmen serving
as water commissioners. A citizens advisory board – comprised of three Hingham residents, one Hull
resident, and one Cohasset resident – will advise the Board of Selectmen.
SEWER DEPARTMENT
The Town of Cohasset’s Sewer Department is overseen by a three member, elected Sewer Commission
which is responsible for establishing and implementing the policies which manage the Town’s sewage
collection system and wastewater treatment plant. The Town Manager shares joint financial oversight
of the Sewer Enterprise Fund, and the Director of Public Works provides supplemental professional
oversight. Woodard & Curran, which also manages Water Department operations, was awarded the
contract to operate the wastewater treatment plant and collection system in 2018. The term of the
contract is five (5) years with the possibility of three separate extensions of two years each, for a
possible maximum total of eleven (11) years.
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Cohasset’s Wastewater Treatment Plant (43 Elm Street) was constructed in 1978 with a capacity
for treating 72,000 gallons per day (gpd) serving approximately 200 connections in the town center.
In order to keep pace with the increased number of connections and service volume, the facility was
upgraded and expanded in 2000. Although the WWTP’s location in Jacob’s Meadow, an extensive
wetland resource area, limited the expansion of the facility’s physical footprint, the treatment plant’s
design capacity was expanded to 300,000 gpd through the retrofitting of the facility’s aeration tanks
with an innovative membrane technology. Using newly upgraded membranes, the WWTP was again
expanded in 2009 to its current design capacity of 450,000 gpd. As a result of the upgrade, the Town
has an existing excess treatment capacity of 150,000 gpd. The Sewer Department plans to replace
the membranes in 2021, at a cost of $1.3 million. Retained earnings and debt stabilization funds are
projected to cover approximately two-thirds of the project expense. Annual Town Meeting in 2017
approved a 10% sewer rate increase to cover the remaining cost without needing to bond the project.
The expansion of the Wastewater Water Treatment Plant has been tied to the growth of Cohasset’s
sewer collection system. In response to legal action brought against the Town by the Commonwealth of
Massachusetts under the Clean Water Act, the Town agreed to expand the collection system to address
failing septic systems and their adverse environmental impact. In addition to increasing connections in
the Central Cohasset Sewer District, in 2000 the Town created the North Cohasset Sewer District whose
flow was directed first to Hingham and then to Hull under the terms of an intermunicipal agreement.
More recently, the Sewer Commissioners determined Cohasset’s WWTP could treat the wastewater
more cost effectively and the North Cohasset District now sends their flow through the Cohasset
system. Following the completion the Little Harbor expansion project in 2009, the Town fully satisfied
the Commonwealth’s Second Amended Final Judgment. The sewering of the Little Harbor Judgement
District, with connections completed in 2013, resulted in 465 additional residential connections. In 2016,
there were a total of 1,594 sewer service accounts, primarily residences, but also including municipal
users and some commercial. The North Cohasset Sewer District accounts for 108 properties, while 1,473
were in the Central Cohasset Sewer District.
Regional Sewer
The Towns of Cohasset, Hull, and Scituate are currently studying the feasibility of creating a regional
wastewater system between the three towns. North Scituate, one of Scituate’s commercial centers
bordering Cohasset, does not currently receive any sewer service, which has severely constrained
development opportunities. The wastewater treatment plants in Cohasset and Hull both have excess
treatment capacity which could potentially accommodate flow from North Scituate, if a collection
system were developed and tied into existing networks. The North Cohasset collection system and
the Little Harbor-Atlantic Avenue collection systems were constructed with a number of valves that
would allow flow to either or both of the Hull or Cohasset treatment plants. Planned improvements
to the Town of Hull’s wastewater treatment plant would greatly increase its treatment capacity –
from 1.3 million gallons per day (mgdp) to 3.0 mgpd - and accepting increased flow from surrounding
communities would support operational and capital expenses. While the Town of Cohasset’s WWTP has
an existing excess capacity of 150,000 gpd, diverting wastewater to Hull could allow for the extension
of sewer service within Cohasset without overburdening its treatment system.
The extension of sewer service to North Scituate offers potential environmental and economic benefit
to the Town of Cohasset. Currently, some properties in North Scituate have older septic systems which
drain into the Gulf River and outflow of polluted water from the Gulf River significantly contributes to
pollution in Cohasset Harbor. Early discussions have proposed running a sewer line along the portion of
Rt. 3A in Cohasset, which is targeted for roadwork in the coming years and would simplify installation.
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Connecting commercial properties along 3A to the sewer system would support existing business which
have struggled with septic issues and allow the potential for more intensive development that grows
the tax base. Participation would also allow for Cohasset to benefit from regional cost sharing. Of
course, engagement in the regional system would also incur costs. Preliminary studies of the feasibility
of extending a sewer line along Rt. 3A from Ledgewood estimate a project cost of approximately $30
million, although cost estimates are subject to change as the project evolves. Multiple parties within
Town Government will work together and with Town residents to define and communicate the costs
and benefits of the project, as well as how they will be distributed.
TOWN BUILDINGS LEASED TO NONPROFIT ORGANIZATIONS
The Town of Cohasset owns several properties which are leased to nonprofit organizations for private,
civic, and educational uses. The managing organizations assume responsibility for general upkeep and
maintenance, but the Town is actively exploring processes to conduct more regular audits assessing the
condition of the facilities and to support the protection of these important community assets.
Located on Government Island, Cohasset’s Lightkeeper’s Cottage (15 Lightkeepers Lane) was
constructed in 1858 to house the keeper of Minot’s Ledge Light. The building underwent restoration
and remodeling in 1993 using funding raised by the nonprofit Cohasset Lightkeepers Corporation. The
renovation allowed for reoccupation of the home through the construction of two apartments upstairs.
The downstairs of the facility contains a hall for use by the community as a site for civic meetings and
private events such as weddings.
The Town of Cohasset purchased the former Hagerty Company property, which included a historic
home on site, along Parker Avenue in 1993 to provide citizens with greater waterfront access. The
Cohasset Center for Student Coastal Research (CSCR) took over the historic home in 2002. The
CSCR engages students in scientific research projects that serve environmental research needs of
municipalities in the greater Cohasset Harbor Watershed. CSCR invested in the restoration of the
building upon moving into the space and later paid for its repainting. In 2010, Town Meeting approved
using Community Preservation Funds to perform restorative work to correct storm water damage and
preserve the structure’s integrity.
Founded in the wake of World War I, the American Legion is a wartime veterans organization with
nearly 15,000 local posts throughout the United States. Cohasset’s Post 118, chartered in 1935 and
named to honor the first Cohasset soldier killed in World War I, provides services to local veterans
and their families through fundraisers, food drives, and scholarship programs. The Post, each year,
Name Address Year Built, Renovated
Lightkeeper’s Cottage 15 Lightkeepers Lane 1858,1993
Hagerty House at Mariner’s
Park/ Center for Student
Coastal Research
40 Parker Avenue 1860, 2002
George H. Mealy 143 Pond Street 1950, 2004
American Legion Post 118 98 Summer Street 1820
Figure 62: Town Buildings Leased to Nonprofit Organizations
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149
organizes and hosts Cohasset’s annual Memorial Day Parade and related activities including an annual
Field of Honor display of the Stars and Stripes. The George H. Mealy American Legion Post 118
(98 Summer Street) operates as the local post headquarters. In the early 20th century, other local
organizations such as the Guild Band – a brass band made up of young people – and the Volunteer
Veteran Firemen’s Association used the building as a gathering space. The Town of Cohasset originally
received the property as a gift and it is deed restricted from subsequent sale. The American Legion now
operates the post under a nominal lease with the Town. Although the American Legion is a membership
based organization for veterans who served on active duty during periods of conflict, the building is
open to the public and has an upstairs function room available to rent for private events.
Community
Engagement
Town of Cohasset residents were invited
to review and comment upon the existing
conditions and future goals for the Town of
Cohasset’s public facilities and services at a
public forum on May 9, 2018.
Participants at the Public Forum were asked
to prioritize higher level planning objectives
guiding the Town’s stewardship of its public
facilities and services; each participant was
provided with three votes, which could
be spread across different priorities or
concentrated in one. “Collaborating with
external partners to meet facility needs” and
“increasing regional collaboration” tied as the
highest priorities with six votes each.
For general town facilities, participants were
invited to make general comments about
what they appreciate about Cohasset’s public
facilities and how they could be improved.
Commenters indicated they appreciated the
efforts of the Town’s Garden Club to develop
and maintain the landscaping of the Senior
Center and Lightkeeper’s Cottage, and were
pleased with the how the new Senior Center was being utilized. Commenters suggested that the Town
should explore replacing the Harbormaster’s Building and the Public Safety Facility. Other suggestions
encouraged the Town to work more closely with nonprofit partners, such as the Cohasset Center for
Student Coastal Research, to find efficiencies related to building maintenance and procurement of
maintenance services.
Participants were invited to rank their preferred planning prioritizes for school facilities. Enhancing
the energy efficiency of school facilities emerged as the top priority, closely followed by the continued
performance of routine operational maintenance made in line with the school district’s capital plan,
specifically the repair of concrete sidewalks at all three buildings. Other comments received related to
logistical and potential safety issues for student’s transportation to school.
Information summarizing the anticipated Town Hall renovation was also presented. In addition
to displaying schematic designs and surveying the facility’s existing deficiencies and planned
Figure 63: May Public Forum Poster with Responses
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150
improvements, the public process supporting the project was also highlighted. A month prior to the
public forum, residents at Town Meeting had voted to authorize funding to complete design and
engineering work for the renovation of the historic Town Hall and the construction of a new addition.
Consequently, feedback regarding the project was not collected due to advanced state of the
renovation planning. Ultimately voters at Town Election declined to approve a debt exclusion financing
the project, and Town leadership are currently evaluating possible paths forward for the project.
Public Facilities & Services Goals and
Recommendations
Goal 1: Ensure Cohasset’s public infrastructure and facilities
meet community and departmental needs
Regular assessment of and investment in the Town of Cohasset’s physical facilities are required to
support the efficient operation of the staff who rely on them and their use as community resources.
Efforts to maintain and improve Cohasset’s public facilities should continue to be guided by well-
developed capital planning and budgeting processes which identify future needs, as well as wants,
while offering a framework to evaluate individual priorities in the context of Town wide planning
activities. Building community buy-in and support for both discrete projects and the Town’s overarching
capital objectives should be a core component of capital planning.
Strategy 1.1: Maintain and refine the Town’s capital planning and
implementation processes
Recently, the Capital Budget Committee has begun to develop an updated prioritization model, which
would allow for the scoring and weighting of received requests based on common language and
parameters. The Committee has agreed the overall concept is positive, and will work further to clarify
the evaluation criteria, scoring descriptions, and weighting method.
Strategy 1.2: Plan for the renovation or replacement of facilities whose size,
condition, and/or location inhibit the efficient operation of the Town staff and
citizens who rely on them
The Town should continue efforts to develop a plan for a renewed Town Hall, due to its significant state
of disrepair and its centrality to the Town’s governmental functioning and civic life. Other facilities
which merit further assessment and possible action in the near term include the Public Safety Building
and the Harbormaster’s Building.
Strategy 1.3: Continue to identify and proactively address maintenance
concerns which do not yet rise to the level requiring capital improvement
funding
The Facilities Department relies on Town funding to complete projects raised by the Town Manager
and department heads that fall outside the scope of line items or capital projects. The predictable
availability of sufficient funding for these projects supports preventive maintenance and strategic
facilities planning, and can save the Town money in the long term.
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Strategy 1.4: Consider department’s capital assets portfolio holistically and
evaluate opportunities to share or transfer resources between departments
• The Town of Cohasset’s Police and Fire departments replace their vehicles according to a regular
fleet management schedule. As vehicles roll-off, the Town should consider whether they are suitable
for use by other departments and whether their re-use is permitted under the Green Communities
Act.
• The Facilities Department staff would benefit from having access to a dedicated workspace outside
of their workshop in the Town’s elementary school. The Town should explore whether underutilized
space at the Lily Pond Water Treatment Plant could be adapted for their use.
Strategy 1.5: Upgrade the technology infrastructure of public buildings to
improve their operations
The installation of a municipal wide area network in 2016 has provided the town with a modern and
high-speed communication infrastructure foundation. As the Information Technology Service’s (ITS)
department pursues the development of a strategic technology plan for departments town wide,
opportunities to maximize departmental use of the municipal network should be explored. Potential
examples include the upgrading of camera surveillance and security systems.
Strategy 1.6: In addition to attaining or maintaining compliance with the
Americans with Disabilities Act (ADA), consider designing public facilities in
line with the principles of universal design (UD), also called inclusive design,
which seeks to create spaces that can be used by all people, regardless of their
age, size, disability or ability
The Town should implement its plans to bring the Library/Rec Center Playground into compliance with
the ADA, including the installation of a compliant route to and through the playground. During the
design phase, the Town should consider how modifications to the playground can be made to meet the
needs of the widest spectrum of users.
Goal 2: Secure and supply adequate resources to provide high
quality facilities, services, and programs that serve the needs of
Cohasset’s residents
The Town of Cohasset’s government and community partners provide a broad array of services and
programs to promote the health, safety, and welfare of the town and its residents. Effective service
delivery relies on the availability and provision of operational resources, such as sufficient funding,
personnel, and access to appropriate work space. Town leadership, staff, volunteers, and citizens should
work together to identify existing resource deficiencies and pursue opportunities to enhance their
supply.
Strategy 2.1: Continue to foster relationships between the Town government
and community partner organizations and share resources to aid each in the
fulfillment of their missions
• As the Town and school district develop plans to replace the turf field and track at the Middle/
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152
High School, organizations including the Cohasset Education Foundation and the Cohasset Parent
School Organization should be engaged as partners to attract private financial and other support
for the project.
• The Town should continue to support the work of public service organizations, such as the Safe
Harbor Cohasset Coalition, by working together to identify Town facilities available for work and
programming space.
Strategy 2.2: Encourage and support the continued pursuit of grant funding
and other alternative financing strategies
Cohasset was successfully designated as a Green Community under the Department of Energy
Resources’ (DOER) Green Communities program in 2015. In the first two years, the Town received
$318,000 of state-funded grants to implement energy efficiency projects in schools and municipal
buildings in the Town. The Town plans to continue applying for additional grants in future years, to
complete other identified priority projects and continue to save energy and money in Town-owned
facilities.
Strategy 2.3: When evaluating capital purchase requests for specialized
equipment, gains to staff productivity and work efficiency should be
considered in addition to the base cost
The Department of Public Works relies on capital equipment to fulfill many of its regular duties, such as
tree work and snow removal. Investing in more expensive, but better suited, equipment can reduce the
labor hours required to complete specific tasks and allow for higher productivity.
Strategy 2.4: Continue to support the “One Community” initiative to foster
resource sharing with all departments in Town to economically use tax
revenue
In FY20, the Town and schools are exploring a combined custodial services model in order to realize
efficiencies and achieve savings.
Goal 3: Enhance communication and improve transparency of
town processes
The Town of Cohasset has made significant progress in recent years in developing the processes and
infrastructure necessary to coordinate and streamline work across departments. The Town has also
made a concerted effort to more fully and effectively communicating the process and intentions behind
governmental action, which is required to develop trust within an engaged and informed citizenry. In
order to create operational efficiencies, strengthen the economical use of time and financial resources,
and develop popular and legislative support for Town priorities, the Town should continue seeking ways
to strengthen working relationships within and between Town departments, boards, committees, and
the broader public.
Strategy 3.1: Continue to disseminate information on town processes through
all channels of communication
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153
As one part of a broader engagement strategy, the Cohasset Master Plan Committee strategically
used social media to regularly engage stakeholders through the provision of project updates and the
solicitation of public input. They also used their social media presence to promote related planning
efforts, such as the Harbor Plan and Housing Production Plan. Using social media allowed for the
monitoring of engagement levels and analysis of received input.
Strategy 3.2: Increase coordination between Town committees and boards
When appointing members to advisory committees, the appointing authority should attempt to
develop a membership which includes liaisons from related boards and committees.
Strategy 3.3: Utilize established and emerging technologies to improve inter-
department and intra-department communication
The Town has adopted electronic permitting modules for the Building & Inspections Department
and Town Clerk. Efforts are currently underway to expand electronic permitting to the Planning
Department. The Town should evaluate the use of these programs, and if successful, continue
expanding to additional departments including Conservation and Public Safety.
Goal 4: Explore collaborative solutions to address regional
issues facing the Town of Cohasset and neighboring
communities
Working with neighboring communities and regional partners allow municipalities to increase the
efficient utilization of their resources and tackle problems whose origins and effects spread across
administrative boundaries. Cohasset has a strong track record of regional partnership, including the
creation of the South Shore Regional Emergency Dispatch Center (SSRECC) and the institution of
intermunicipal agreements for regional water and sewer service. The Town should continue to identify
opportunities to develop and access shared resources and evaluate their benefit to the Town and the
region.
Strategy 4.1: Work with surrounding communities to increase Cohasset’s
resilience against the effects of climate change
While the breakwater protecting Cohasset Cove is technically located in Scituate, its maintenance and
continued performance are critical to protecting assets within Cohasset from flooding. Cohasset should
continue working with the Town of Scituate to ensure that the breakwater is properly maintained and
evaluated for the projected increase in regular tides and storm surges based on projected sea level rise
resulting from climate change.
Strategy 4.2: Identify opportunities to coordinate with neighboring towns in
addressing the environmental and other impacts of development in adjacent
areas
The Town should continue working with Hull and Scituate to determine the costs and benefits of
creating a regional sewer system. Such a system has the potential to significantly reduce pollution in
the Gulf River attributable to faulty septic systems in North Scituate, which currently does not receive
sewer service.
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Strategy 4.3: Continue, and consider expanding, participation in collective
purchasing programs for capital equipment to benefit from economies of
scale and save staff time
The Cohasset Police Department has purchased vehicles through the Greater Boston Police Council’s
police vehicle cooperative purchasing contract administered by MAPC, and were satisfied with the
pricing and service.
TOWN OF COHASSET 2019 MASTER PLAN
Energy & Sustainability
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156
Introduction
Sustainability, climate change, and energy use has been a topic of interest to the Town for many years.
This commitment was solidified by the formation of the Alternative Energy Committee (AEC) in 20051.
The AEC is the Town’s driving force towards reducing energy use and implementing other projects
such as renewable energy and electric vehicles. AEC leaders coordinate with the Town Manager, Board
of Selectmen, and School Committee, among others, to build support for these initiatives and bring
projects to fruition.
Notably, Cohasset was successfully designated as a Green Community under the Department of Energy
Resources’ (DOER) Green Communities program in 2015. In the first two years, the Town received
$318,000 of state-funded grants to implement energy efficiency projects in schools and municipal
buildings in the Town. The Town plans to continue applying for additional grants in future years, to
complete other identified priority projects and continue to save energy and money in Town-owned
facilities.
Energy use has dramatic effects on both budgets and the environment, at local and global scales.
Total energy costs represent a significant portion of annual Town spending, and offer a corresponding
prospect for savings. This chapter explores the current use of energy by the municipality, as well as its
residents and commercial establishments; and opportunities for improvement across many sectors.
As a coastal community, Cohasset is particularly cognizant of the need to plan for and adapt to
changing climate conditions and rising sea levels. Environmental impacts relate closely to both public
health and climate impacts, which Cohasset is particularly sensitive to as a coastal community. Impacts
of the changing climate in Cohasset will include increased risks of flooding, severe storms, drought, and
extreme heat. Associated challenges will include power outages, infrastructure damage, and impacts to
transportation and communication throughout Cohasset and the region. This chapter and the soon-
to-be published Cohasset Municipal Harbor Plan also touches on climate change and related resiliency
efforts taking place in the town.
Key Findings
• Participation in the DOER Green Communities program has helped Cohasset better track its energy
use and provide significant grants to fund energy-saving projects. Cohasset will need to pay careful
attention to and monitor energy use to ensure that recently implemented measures perform as
expected and deliver substantial savings. Energy efficiency should be a top consideration in any
building construction or renovation project going forward.
• Cohasset’s municipal landfill solar project represents a great success for the Town’s budget and
the environment. Serious consideration should be given to constructing additional solar projects,
particularly rooftop arrays, whenever a municipal roof is replaced or updated. Opportunities to
further promote residential and commercial solar installations should also be pursued.
• Cohasset’s coastal location leaves it particularly vulnerable to the effects of climate change and
sea level rise. Cohasset should continue its planning processes to prepare for the specific severe
weather possibilities, and include consideration of climate change and rising sea level in all local
planning and permitting processes.
1 https://www.cohassetma.org/288/Alternative-Energy-Committee
Cohasset Master Plan – Energy & Sustainability
157
Municipal Energy Profile
Energy Use
The Town uses Mass Energy Insight (MEI), an online tool provided by DOER, to track municipal energy
use. MEI tracks total municipal energy consumption across all facilities, buildings, and vehicles;
which includes tracking the Town’s use of electricity, natural gas, oil, gasoline, and diesel, along with
renewable energy.
The Town’s energy use has seen a net decrease of 0.4 percent since its baseline year, as based on FY
2018 data (although usage spiked higher in 2015 - 2017). The bulk of the previous increase came from
an increase in gas use at the Cohasset High School/Middle School in FY16. The Town is monitoring and
investigating this building to determine the cause of this increase.
Figure 65: Highest Energy Consuming Buildings, FY 20172
2 To compare use across fuels, British Thermal Units (BTUs), and millions of BTUs (MMBTUs) are used
as the units of measurement
Municipal Energy Use by Facility Type
Baseline
MMBtu
Year 1
MMBtu
Year 2
MMBtu
Year 3
MMBtu
Year 4
MMBtu
Category Use
by %
Year FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Buildings 36,582 38,416 42,209 38,960 35,094 69%
Open Space 19 20 23 19 13 < 1%
Street & Traffic
Lights
901 902 886 876 876 2%
Vehicles 7,257 7,984 6,877 5,316 7,286 14%
Water/Sewer
(treatment)
6,503 6,499 6,674 7,752 7,786 15%
TOTAL ENERGY
CONSUMPTION
51,262 53,821 56,669 52,923 51,055 --
Percent change
from Baseline
--4.99%10.55%3.24%-0.40%--
Figure 64: Municipal Energy Use by Facility Type
Source: FY 2018 Annual Report to DOER’s Green Communities Program
Highest Energy Consuming Buildings, FY 2017
Building Use (MMBTU)Size (Sq ft)MMBTU per Sq ft
Cohasset MS/HS 22,229 220,000 0.101
Osgood School 5,735 66,231 0.086
Deer Hill School 5,724 70,000 0.081
Library 2,361 30,007 0.078
Source: Mass Energy Insight
Cohasset Master Plan – Energy & Sustainability
158
As shown by Figures 64 and 65, buildings
make up by far the largest share of energy
consumption on the municipal side, and
among all buildings, the combined middle
school/high school is the single largest
user. Cohasset MS/HS consumes over three
times as much energy as the next largest
building, and makes up approximately half
of the total energy use among municipal
buildings. Additionally, this facility uses
the most energy per square foot of all
municipal buildings (see Figure 59 below).
This makes the MS/HS the highest
priority target for energy conservation
measures and potential renewable energy
integration.
Energy Costs
In order to keep municipal energy costs
stable and predictable, Cohasset has
entered into long term contracts for
both electricity and natural gas supplied
to municipal and school facilities. These
contracts guarantee set costs for three year
periods, allowing the Town to budget more accurately and keep energy costs relatively low.
For the last several years, the total budget for electricity and natural gas service has hovered slightly
above $1 million. As the town continues to implement additional efficiency measures while holding its
pricing stable, Cohasset should see fairly significant savings start to accrue. If Cohasset is successful in
achieving the 20% energy reduction goal set by the Green Communities program, annual savings would
be in the range of $200,000. Cohasset could potentially choose to re-invest those savings in additional
efficiency measures or renewable energy projects.
Energy Efficiency/ Green Communities
To become a designated Green Community in 2015, Cohasset demonstrated compliance with all five
criteria required by DOER’s program3:
1. Provided as-of-right siting for renewable energy
2. Adopted expedited application and permitting processes for renewable energy installations
3. Established an energy use baseline of FY 2014 and developed an energy reduction action plan to
achieve a 20% reduction in energy consumption within five years
4. Committed to purchase fuel-efficient vehicles for the Town’s fleet
5. Adopted the Massachusetts Stretch Energy Code for new buildings
This designation came with a $141,000 initial grant for the Town, which was used to retrofit exterior
lighting in four buildings. In 2017, the Town successfully applied for its first competitive grant, receiving
an additional grant to complete upgrades in two schools and the police-fire station (see Figure 68 for
3 https://www.mass.gov/green-communities-designation-grant-program
Figure 66: Efficiency of largest Town buildings
Source: Mass Energy Insight
Cohasset Master Plan – Energy & Sustainability
159
Source: DOER Green Communities Summary, December 20174
details on both grants). Cohasset has chosen to focus its initial grants on building energy, since this
sector represents the greatest use in municipal energy.
The first set of energy conservation projects under the Green Communities program, completed in late
2016, has already contributed to significant savings in FY 2017 & 2018, from reduced outdoor lighting
load at the schools and the DPW building. The second set of projects is still in progress as of fall 2018.
4 https://www.mass.gov/files/documents/2018/07/20/map-summary-green-communities-210.pdf
Figure 67: Energy Terminology & Acronym reference table
10-year storm (100-year storm): The biggest storm expected in a 10 (100) year period, or the
storm that has a 10% (1%) chance of happening in any given year
AEC: Cohasset’s Alternative Energy Committee
British Thermal Unit (BTU): Unit measuring power. MMBTU = 1 Million BTU
DC: Direct Current
DOER: Massachusetts Department Of Energy Resources
EIA: U.S. Energy Information Administration
EV: Electric vehicle
Kilowatt (kW): Unit measuring power, i.e. the rate at which energy is generated or used
Kilowatt hour (kWh): Unit measuring electricity use
MassCEC: Massachusetts Clean Energy Center
Mass Energy Insight (MEI): An online tool provided by DOER, to track municipal energy use
Solar Photovoltaic (Solar PV / PV): Solar powered electricity generation technology
Therms: Unit measuring natural gas use or power produced by burning 100 cubic feet of gas.
Year Amount Projects
Dec-15 $141,460 Exterior lighting retrofits in three schools and one
municipal facility
Jul-17 $177,400 Upgrades in municipal facilities including Cohasset Middle-
High School, Deer Hill Elementary School, and Police-
Fire Station. The energy conservation measures include
building optimization, demand control ventilation update,
and efficient motors and variable frequency drives
Total $318,860
Figure 68: Green Communities Grant Awards to Cohasset
Cohasset Master Plan – Energy & Sustainability
160
The Town should see some noticeable
savings from the projects during the
second half of FY 2019, and will benefit
from the full expected savings during FY
2020, driving the overall town-wide usage
down.
Each year, all Green Communities
have the opportunity to apply for up to
$250,000 in competitive grant funding
under the program. To continue making
progress towards the Town’s energy
reduction commitment, Cohasset intends
to continue applying for grants to fund
additional energy conservation measures
in future years.
The Town’s Energy Reduction Plan from
October 2015 lays out the full details of all
proposed energy conservation measures
in Town-owned buildings and schools, as
informed by audits done at the time. Both
the plan and the audits should be used
as references when planning for future
projects.
As mentioned above, Cohasset MS/HS
is both the largest and the most energy-
intensive building in the Town, and it
is therefore advised that Cohasset target this building with additional Green Communities funding/
projects. The building was originally constructed in 1950, and was renovated in 2000. The energy and
monetary savings from the upgrades completed in late 2018 should be fully realized in the 2019/2020
school year, but there are still more opportunities yet to be completed, as outlined in the energy
reduction plan. Measures could also include programs to educate building staff, students, and teachers
to encourage behavioral changes and drive further savings.
Cohasset has also purchased the streetlights within the Town from National Grid, in order to retrofit
the existing lights with LEDs to significantly reduce energy use and costs. The Town completed a full
audit and inventory of existing lights, then installed pilot LED fixtures for residents to view and give
feedback on. Full funding for the retrofit was approved at the December 2018 town meeting, and
project completion is expected in the summer of 2019. Once complete, the retrofit will save the Town
approximately 130,000 kWh of electricity or an estimated $30,000 per year.
Renewable Energy
On August 29, 2017, Cohasset’s “Old Landfill” solar photovoltaic (PV) array began producing power for
the first time, a significant accomplishment for all parties involved. The project consists of a 515 kW
DC array situated on the Town’s capped landfill, and is expected to generate an average of 667,000
kilowatt-hours (kWh) of clean energy per year5. This is equivalent to about 16% of the current annual
municipal electricity usage. Under a fixed price power purchase agreement, the Town will purchase
the power generated at a rate of 8.8 cents/kWh, for a 20 year term, with anticipated yearly savings of
5 https://www.cohassetma.org/288/Alternative-Energy-Committee
Dedication ceremony for the Cohasset solar array, September
2017.
Cohasset Master Plan – Energy & Sustainability
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Figure 70: Gas Use by Sector, Mass Save Data
Figure 69: Electricity Use by Sector, Mass Save Data
Cohasset Master Plan – Energy & Sustainability
162
$58,000, and total savings of approximately $1.5 million6.
Additional opportunities for Cohasset to benefit from renewable energy include installation of a
rooftop solar array at the Cohasset Middle and High School (combined building), which is currently
being considered alongside the planned roof replacement project. Since the MS/HS building is the
largest consumer of electricity amongst Town buildings, it makes a particularly attractive option for
a rooftop solar installation. Alongside the installation of a more energy-efficient roof, this combined
project would serve to significantly decrease the carbon footprint of the building, and could serve as
an excellent learning opportunity for students and staff. All three school roofs are tentatively slated
for replacement in the 2022-2024 time frame, and the Town hopes to receive a significant amount of
outside grant funding to complete these projects. As the projects move into the planning phase, the
Town should look further into the possibility of including rooftop solar arrays, if grant funding allows.
If feasible, the solar array should be incorporated in each project at an early design stage to ensure
compatibility, and maximize system size & benefits.
Proposals have also been floated for solar canopies over municipal parking lots, including schools, and
the Town should continue exploring this option as a way to drive additional energy cost savings, and
provide benefits such as shading and precipitation shielding to parking lots.
One such solar canopy project is in the works at the Cohasset MBTA station lot. Although not a Town
project, this canopy will hopefully serve as a valuable educational tool, and serve to familiarize the
Town and residents with the potential for such projects.
Vehicle Fleet and Fuel Reduction
In early 2017, the Town began addressing emissions from its municipal vehicle fleet by leasing three
electric vehicles (EVs) for Town employee use, and installing a dual-head charging station in the Town
Hall parking lot. Cohasset took advantage of a grant from the MA Electric Vehicle Incentive Program,
which allowed the Town to lease three Nissan Leaf vehicles for a three-year term, and install the
charging station, at almost no cost to the Town7.
The three-year lease is serving as a pilot stage, during which time the vehicles are replacing miles which
would otherwise be driven by Town employees’ personal cars, as well as substituting for an Elder Affairs
van for transporting seniors to medical appointments.
Both the Town government and residents have expressed an interest in promoting electric vehicle
adoption, and this was one of the main topics of conversation at the energy table during the public
forum. Attendees were hopeful that the Town would both purchase additional electric vehicles, and
plan to install more charging stations. Installing charging station infrastructure at all municipal and
school parking lots would allow residents and visitors with EVs to have more flexibility, and encourage
the adoption of additional electric vehicles amongst people who live and work in Cohasset. The Town
could also consider coordinating with neighboring municipalities to install stations in strategic locations
that would benefit more EV users in the region.
Cohasset is also looking into the possibility of replacing the fleet of police cruisers with hybrid vehicles,
to reduce the emissions from periods of idling. Significant amounts of idling by police cruisers is often
overlooked as necessary to their function, but contributes to localized emissions and lower air quality
in town. Hybrid vehicles could drastically reduce the amount of time the motor runs while idling, thus
reducing emissions.
6 http://palmcap.com/portfolio/cohasset-ma/
7 http://cohasset.wickedlocal.com/news/20170302/cohasset-adopts-3-electric-cars-via-mass-
incentive-program
Cohasset Master Plan – Energy & Sustainability
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Net-Zero Energy
Cohasset has expressed interest in exploring possible routes to achieve “net zero” energy use for its
municipal facilities. Net zero energy use is typically achieved by minimizing use as much as possible
through energy efficiency measures and use reduction strategies, and offsetting the remaining use with
generation provided by renewable energy. Planning for net zero is a relatively new idea, and there are a
variety of definitions currently being used to describe similar goals, and a variety of pathways to achieve
these goals. For example, one of the big distinctions is whether the Town chooses to only consider
electricity use, or to include heating fuels (natural gas, oil, propane), and vehicle fuels (gasoline, diesel)
in its calculations and planning efforts.
For Cohasset, the recommended next steps would be to first decide which net zero definition and
approach is most appropriate for the Town, and then begin research on how best to achieve the chosen
goal. MAPC is working to guide municipalities in net zero efforts, and offers a variety of resources to
help kick-start the process8.
8 https://www.mapc.org/net-zero/
Figure 71: Town-wide electricity use by sector (2016), Mass Save Data
Figure 72: Town-wide gas use by sector (2016), Mass Save Data
Cohasset Master Plan – Energy & Sustainability
164
Residential & Commercial Energy Profile
Zooming out, energy use by the Town’s facilities and vehicles is only a small fraction of the total usage
in Cohasset, when considering residential and commercial energy use9. The Town’s facilities use ap-
proximately 8% of the total electricity, and only 6% of the total natural gas across the entire Town. This
section explores the energy use trends in the residential and commercial sectors, and opportunities for
greater efficiency within each.
Residential and Commercial Energy Use
While municipalities cannot directly control the energy used by any of their residents or businesses,
there are certainly ways to influence the trends in these sectors. Cohasset has already begun to play
this role through participation in the Green Communities program, and can continue its leadership to
reduce community-wide energy use and increase efficiency through education and outreach programs,
connecting stakeholders to appropriate information and incentives.
At the 2015 Town Meeting, Cohasset adopted the Stretch Energy Code for new residential and
commercial buildings, which are now required to be built to higher energy efficiency standards than
under the previously general Building Code10. Implementation of the Stretch Code is an important step,
which serves to lower the energy use of new privately-owned buildings throughout Town.
The total electricity and natural gas usage by Cohasset residences and businesses is show in Figures 64
and 65. While residential use has stayed relatively steady over this time period, commercial use of both
electricity and natural gas spiked sharply in 2016.
Energy Efficiency
While it is natural for energy usage and costs to fluctuate slightly year to year, there should always be a
goal to drive usage down when possible, to mitigate the emission of harmful pollutants.
Cohasset’s residents have been proactive in taking action to address energy use in their own homes, as
illustrated by their rate of participation in the MassSave program. MassSave, a statewide collaborative
of Massachusetts’ natural gas and electric utilities and energy efficiency service providers, offers a
variety of services and rebates to state residents to help them make energy efficiency upgrades11.
According to data provided by National Grid, Cohasset residents have undertaken 1,030 home energy
assessments since 2013. Following the assessments, many homes made one or more efficiency
upgrades with the program’s help, including air sealing or weatherization measures, adding insulation,
and upgrading water heaters, heating/cooling systems, and thermostats. MassSave also provides
free LED light bulbs, advanced power strips, and water-saving sink and shower head replacements
or aerators for every home assessed (Cohasset-specific statistics of these smaller measures were not
available). Each of these measures offer significant energy saving opportunities for residents.
To encourage further home efficiency audits and improvements, Cohasset could consider ways to
expand outreach and encourage participation - particularly among residents that may not know of
the program, or may have other barriers to participation. Outreach could be targeted toward low-
income residents, the elderly, Veterans, renters (who don’t have direct control over building-related
decisions), and residents in multi-family buildings. Low-income residents could also benefit more from
the monetary savings, as utility costs may consume a higher percentage of income, any savings are felt
9 http://www.masssavedata.com/Public/GeographicSavings?view=U
10 https://www.ecode360.com/31606873?highlight=stretch#31606873
11 https://www.masssave.com/en/about/
Cohasset Master Plan – Energy & Sustainability
165
more acutely.
Energy Costs
According to the U.S. Energy Information Administration (EIA), Massachusetts had the second highest
residential electricity rates out of any state as of April 2018; second only to Hawaii12. In Cohasset,
residents pay an estimated total of $4.5 million for electricity on an annual basis, in addition to $3.9
million for natural gas and heating oil, for total residential energy costs of nearly $8.5 million13.
In addition to taking steps to increase energy efficiency and otherwise reduce energy use (discussed
in the next section), cities and towns are increasingly turning to municipal aggregation (also called
community choice aggregation) as a way to help residents and businesses within the community save
money on electricity costs. In a municipal aggregation, a city or town contracts with an electricity
supplier on behalf of residents and businesses who have not already selected a competitive supplier
as an alternative to the basic service provided by the electric utility (National Grid for Cohasset). This is
separate from the municipal-specific contracts referenced in the section above.
Typically, most aggregations in Massachusetts have pursued cost savings and price stability as primary
goals, but MAPC has developed a strategy to help communities achieve these goals while also helping
to build new renewable energy14. Communities participating in the Green Municipal Aggregation
program typically add 5% or more additional renewable energy into their contracts (above and beyond
current state requirements), helping to drive increased renewable generation capacity in New England.
Cohasset should explore the option of participating in green municipal aggregation, to address both
residential/commercial energy costs and associated harmful emissions from fossil fuel energy sources.
Renewable Energy
Residents of Cohasset have taken the initiative to install over 300 kW of solar photovoltaic capacity, a
12 https://www.eia.gov/state/rankings/?sid=MA#/series/31
13 https://lead.mapc.org/cities/cohasset
14 https://www.mapc.org/our-work/expertise/clean-energy/green-municipal-aggregation/
Year Home Energy
Assessments
Air Sealing Insulation Water
Heaters
Heating/
Cooling
Systems
Thermostats
2013*145 20 22 66 80 131
2014 197 61 53 11 65 149
2015 197 49 48 27 59 140
2016 239 66 56 28 70 151
2017 159 32 27 14 55 158
2018*93 17 17 22 46 102
Total 1030 245 223 168 375 831
Figure 73: Participation in the MassSave program
* Partial year data
Numbers as of July 2018. HEA numbers are a basic tally, some homes may have been visited more than once.
Cohasset Master Plan – Energy & Sustainability
166
total of 44 separate installations, between 2010 and early 2018. The addition of a large Town-owned
system (mentioned above) and a significant commercially-owned system in 2017 bring Cohasset’s total
operating solar capacity to just over 900 kW15.
With the adoption of a new solar incentive program by the State, which is significantly more complex
than previous programs, there is likely to be some confusion for any residents seeking to install solar
systems in future years. To help encourage the installation of new residential and commercial solar
arrays, and to help educate potential buyers, the Town should consider participating in the statewide
Solarize Mass program. This program educates interested residents on the costs and benefits, and helps
them save money on solar installations through an incremental bulk purchasing model16.
Climate Preparedness and Resiliency
To begin addressing this issue, MAPC recently completed a Community Resilience Building Workshop
for the Town of Cohasset, as part of the State’s Municipal Vulnerability Preparedness Program1718.Over
two days, nearly 50 community members and Town staff gathered to identify key community concerns
and hazards, identify present and future strengths and vulnerabilities, and incorporate these findings
into proposed action steps to increase resilience in Cohasset.
The process was built on a set of assumptions about future climate conditions, including expected
storm size, annual precipitation trends, and sea level rise. The amount of rainfall anticipated over a 24
hour period from a 10-year storm will increase from 4.5 inches in 1961 to 6.4 inches by the 2055-2084
timeframe. Sea levels are projected to rise between 8-22 inches by 2050, and between 23-82 inches by
2100. With such significant changes expected in the coming years, there are many considerations to
plan for.
The summary report, published in June 2018, includes a wide variety of recommendations to improve
15 https://www.mass.gov/service-details/qualified-generation-units
16 http://www.masscec.com/solarize-mass-1
17 https://www.cohassetma.org/DocumentCenter/View/1457/Cohasset-MVP-Final-Report?bidId=
18 https://www.mass.gov/municipal-vulnerability-preparedness-mvp-program
Figure 74: Solar PV Installations in Cohasset, 2010 to 2018
Source: https://www.mass.gov/service-details/qualified-generation-units
Cohasset Master Plan – Energy & Sustainability
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resiliency, ranked by priority level. Recommendations range from improvements to the built and natural
environments to more comprehensive communications and emergency response plans. Participants
ranked the following eleven priorities as the most important for Cohasset:
• Reliable Power: Work with other towns to build resilience and redundancy. Have generators for
critical facilities. Develop multi-modal power sources utilizing new technologies for resilience.
Develop microgrids. Consider underground lines. Have an aggressive tree management plan. Gain
answers from utilities regarding power failures.
• Coastal Flooding Protection: Ensure harbor structures provide improved protection. Enhance salt
marshes for flood protection. Enhance marshes with dredged material. Map salt marsh migration
potential.
• Sea Level Rise planning: Account for future sea level rise in town permits and planning.
• Emergency Response: Improve emergency response time with a new facility on Route 3A between
Stop & Shop and Pond Street.
• Protect Water Quality: Manage sewage, septic, and fertilizer contamination of water resources.
• Emergency Communication and Assistance: Assure that communication, transportation, and
shelter assistance is reaching vulnerable populations. Develop a more comprehensive contact list.
Make sure the high school has an alternative energy source.
• Manage tide gates, stormwater, and wastewater systems: Identify points of vulnerability and
develop plans.
• Protect Lily Pond: Protect water quality and water supply. Ensure protection from runoff and
potential contaminants from Route 3A.
• Elm Street sewage treatment plant: Address infiltration through manhole covers. Consider the
need for a wall or other protection for the plant.
• Cell phone service: Study solutions for areas of town with poor service. Add leaky cable or repeater
to improve signal availability. Improve cell towers. Work with Comcast and Verizon.
• Sea walls and drainage: Seek grants for improved drainage and sea wall repairs.
Dozens of additional items were also listed as secondary and tertiary priorities as a result of this
planning process. Completion of the workshop and report was an important first step for the Town,
and will allow them to apply for state grant funding to begin addressing the identified risks and
implementing solutions.
Additionally, the Town is undertaking a Municipal Harbor Plan, which is expected to be completed in
mid-2019. Among the purposes of this planning process is the focus on building overall resiliency within
the harbor and surrounding area, including responding to impacts from current and future flooding
and sea level rise. The completed plan will provide a valuable resource to inform Town-wide resiliency
planning and climate change adaptation measures.
In addition to the work completed during the MVP process, GEI Consultants working on the Municipal
Harbor Plan undertook a more in-depth look at the impacts of sea level rise, and, in particular, in the
shifting patterns of flooding days. The patterns of flooding days and how those are impacted by the
range of sea level rise scenarios: sea level rise alone in varying scenarios, sea level rise plus high tide, sea
level rise plus storm surge, and sea level rise plus high tide plus storm surge are critical to understanding
the implications for uses, buildings, infrastructure, and the soft edges in the Harbor. Existing sea
walls may be overwhelmed, salt marshes may not have sufficient absorption capability, buildings
may be damaged on a more regular basis. Understanding the ranges for the frequency and height of
floods provides information that is crucial when evaluating repairs to buildings and infrastructure, the
Cohasset Master Plan – Energy & Sustainability
168
placement and construction of new buildings and infrastructure, or the health of the creeks, rivers, and
salt marshes in absorbing the impact of flooding without creating additional risk to properties upstream
from the Harbor.
Also, the Municipal Harbor Plan looks at the risk of flooding over five feet in any single-year and the
risk of flooding over five feet in a group of multiple years at four scenarios of sea level rise: slow rise,
medium rise, fast rise and extreme rise. The conclusion is that the risk of a five feet flood will continue
to increase both in any given year (10% by 2080 under a slow rise scenario) and in any group of years
(there is approximately 18% chance of a five feet storm between 2016 and 2030).
The report from GEI Consultants provides a series of analyses whereby the increase in the water level is
estimated from 2020 to 2120 under the four sea level rise scenarios. Each of these is further modified by
adding two further levels of analysis: the addition of a moderate flood to each of the scenarios and the
addition of a major flood.
The map below, an excerpt from the Municipal Harbor Plan, shows anticipated water levels within
Cohasset for scenarios of one, three, and six feet of sea level rise, which underscores the importance of
acting quickly to increase resiliency in Cohasset.
As sea levels continue to rise, flood-prone areas will increase even farther inland as well. For all of these
reasons, climate change and related sea level rise projections should be taken into account in every
municipal planning and permitting process, especially for areas projected to be affected by sea level
rise, or adjacent to these areas.
The Municipal Harbor Plan contains more detailed projections and recommendations for planning
processes, which should be strongly considered, but will not be re-iterated here to avoid redundancy.
Energy & Sustainability Goals and
Recommendations
There are many opportunities for residents, businesses, and the Town to reduce their use of energy,
including electricity, heating oil, natural gas, and gasoline. This section outlines some of the
recommended possible ways to reduce energy use, switch to cleaner sources, and increase resiliency in
the face of a changing climate, while taking advantage of existing state programs and incentives.
Goal 1: Reduce municipal energy use
Strategy 1.1: Continue tracking and analyzing energy data in Mass Energy
Insight (MEI)
This will help the Town gain a better understanding of where and how energy is being used. MEI can
also help analyze the impacts of implemented energy conservation projects, such as which are showing
good results, and which may need tweaking.
Strategy 1.2: Continue participation in the Green Communities program
Submit annual reports and apply for additional funding under the Green Communities competitive
grants each year to ensure money is available for priority projects. Annual reports are generally due in
late fall, and competitive grant applications are generally due in late winter. 19
19 https://www.mass.gov/orgs/green-communities-division
Cohasset Master Plan – Energy & Sustainability
169
Strategy 1.3: Undertake an education/training campaign for municipal
building staff and users
The goal is to drive behavior-based energy savings.
Figure 75: Sea level rise map from Cohasset Municipal Harbor Plan
Cohasset Master Plan – Energy & Sustainability
170
Strategy 1.4: Implement a strategy to track energy cost savings
Funnel savings into new energy projects, possibly on a “split-benefit” or percentage basis.
Strategy 1.5: Start research into Net Zero options and goals to inform an
eventual municipal net zero plan
Goal 2: Reduce residential and commercial energy use
Strategy 2.1: Promote MassSave for residential EE audits and incentives
Target residential outreach where appropriate
Strategy 2.2: Promote Property Assessed Clean Energy (PACE) financing
mechanism for commercial energy efficiency and renewable energy work
PACE was signed into law in 2016, and financing is expected to be available starting in 2019.20
Strategy 2.3: Continue enforcement of the Stretch Energy Code for new
buildings
The stretch code was passed in Cohasset in May 2015, to comply with the Green Communities program
requirements. It is the responsibility of the Town’s building inspector to ensure all new construction
meets the stretch code standards.
Goal 3: Prepare for climate change and increase Town resiliency
Strategy 3.1: Continue participation in the State’s Municipal Vulnerability
Preparedness Program
Begin planning to address the list of highest priority action items from the June 2018 summary report.
Strategy 3.2: Use the results of the Harbor Plan to inform resiliency and
climate adaptation planning and identify additional actionable priorities
• The Town should also undertake a Hazard Mitigation Plan to specifically identify vulnerabilities
and how best to mitigate them. By integrating recommendations from the MVP process and the
Municipal Harbor Plan, an implementation plan that addresses the entire Town can be prepared.
• Because of the interrelationship between the soft edges of the Harbor and the remainder of
Cohasset, sea level rise and increased precipitation events will have an impact on more than just the
Harbor.
Strategy 3.3: Incorporate relevant knowledge of sea level rise and expected
rainfall into all planning and permitting processes within the Town
• Conduct breakwater studies. The Town, either jointly with the Town of Scituate and the
Commonwealth of Massachusetts, or on its own, should undertake a detailed engineering study of
20 https://www.massdevelopment.com/what-we-offer/key-initiatives/pace/
Cohasset Master Plan – Energy & Sustainability
171
the breakwater.
• Once the estimated costs are known, the Town and any relevant partners should apply for grants
for design and construction of the improvements.
• Evaluate and repair seawalls. All seawalls, public and private, should be evaluated as part of an
overall study on suitability of the existing Harbor infrastructure for protection against sea level rise
and storm surge events. Several seawalls in the Harbor need repair to limit further deterioration of
roadways behind them. An investigation of the cause of damage should be considered to stop or
minimize the future deterioration.
• Evaluate the health of soft infrastructure. Eelgrass beds, the salt marshes, and Bassing Beach act
as critical absorption and buffer systems and as low maintenance methods of improving water
quality. Ensuring that these systems are maintained is as important as repairs to the infrastructure
in terms of preventing additional flood damage upstream and filtering out pollutants. The role of
soft infrastructure as habitat should also be considered in the evaluation.
• Adopt regulatory changes. The Town should consider Zoning Bylaw changes to address resiliency
measures to either prevent or mitigate the impact of flooding on new development in the Harbor.
Such changes could range from allowing the maximum height to be from Base Flood Elevation
(BFE) to the addition on a Flood Fringe District which addresses development standards along the
edges of the FEMA Flood Zones, understanding that those may change over time.
Strategy 3.4: Engage and educate the community around energy and climate
issues
The Center for Student Coastal Research (CSCR) provides opportunities for students to explore and
study the watershed and coastal environment. The Town should continue to support CSCR’s efforts and
utilize them as a valued resource in understanding the local coastal environment.
Goal 4: Promote the use of additional renewable energy to
reduce emissions and costs
Strategy 4.1: Participate in the Solarize Mass program run by the
Massachusetts Clean Energy Center (MassCEC)
This can work to encourage residents to install rooftop solar arrays on their homes.
Strategy 4.2: Identify good places for municipal solar projects
Roofs and parking lot canopies are likely the best options, since the landfill project has already been
developed. Strongly consider the possibility of adding solar any time a municipal building’s roof is
replaced.
Strategy 4.3: Consider participation in Green Municipal Aggregation program
on behalf of Town’s residents
Strategy 4.4: Consider adding language into zoning code to explicitly allow
for rooftop solar arrays
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(See the state’s Model Solar Zoning Guidance21)
Goal 5: Reduce vehicle fuel use, support transition to electric
vehicles (EVs)
Strategy 5.1: Promote and expand the usage of EVs in residential and
municipal fleets
• Install EV charging infrastructure in all municipal & school parking lots
• Consider purchasing additional EVs or hybrid vehicles for the Town, including the Police
Department.
Strategy 5.2: Implement a community-wide anti-idling policy
An anti-idling initiative or campaign to reduce idling throughout Town, including for the town fleet/
municipal vehicles, will reduce emissions and improve local air quality.
21 https://www.mass.gov/files/documents/2017/10/16/model-solar-zoning-guidance.pdf
TOWN OF COHASSET 2019 MASTER PLAN
Public Health
Cohasset Master Plan – Public Health
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Introduction
Health starts long before illness – it begins in homes, schools, and jobs. Given this connection, the
following section provides a brief assessment of the Town’s health status and conditions and identifies
strategies to sustain healthy living and outcomes among residents, from childhood to later in life.
The purpose of the Public Health element is to: understand current health conditions and behaviors,
assess risks and opportunities presented by built, natural and social environments; and propose how
to achieve healthier outcomes through community design strategies and services. The element also
considers how certain populations in town may experience disproportionate impact due to factors such
as geography, ethnicity, income, age, or other characteristics.
The Public Health element also links to other elements of the Master Plan. It presents new data
or different perspectives on how current conditions in other elements, such as those addressing
housing, mobility, and open space and recreation, can contribute to healthier outcomes for residents.
Furthermore, the Public Health element provides evidence-based and informed strategies that should
inform policies, projects, and decisions regarding implementation of the Master Plan. And lastly, the
element integrates the perspective of local public health by including the Health Department in the
planning process and future decisions around community change.
Key Findings
• Cohasset is served by strong Health Department and Board of Health that addresses environmental
health and community health issues
• Residents of Cohasset generally enjoy healthier outcomes and engage in healthy behaviors more
than residents of other towns in the Commonwealth.
• Health issues that could pose potential risks include premature mortality, substance use disorder,
mental health challenges, an elevated cancer rate, and an aging population.
• The Town has the opportunity to explicitly integrate more health considerations into its planning
and development processes in order to reduce the risk of injury, increase daily physical activity and
health eating, and become a more age friendly community.
Public Health Relationship to Planning and the Built Environment
More and more evidence shows that how we plan and build communities affects the health and
wellness of residents. Although these figures are not exact, collective research focused on the history of
the causes of disease suggests that roughly 60% of our health is determined by social, environmental,
and behavioral factors shaped by the context in which we live (Figure 69).1
The relationship is reinforced by data on the health issues and leading causes of death in the United
States. The country is experiencing increasing levels of chronic diseases like obesity and diabetes. More
and more people are dying from preventable diseases like heart disease, strokes, and lower respiratory
diseases2. Yet, it is known that these issues are preventable because they are the result of behaviors,
choices, and influences dictated predominantly by a community’s surrounding environment.
1 McGinnis, J. M., Williams-Russo, P., & Knickman, J. R. (2002). The case for more active policy
attention to health promotion. Health Affairs, 21(2), 78-93.
2 U.S. Centers for Disease Control and Prevention, Deaths: Final Data for 2013, Figure 10
Cohasset Master Plan – Public Health
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Understanding the
connection is important:
it provides impetus for
developing communities
that provide more
opportunities for healthy
living. Planning plays
a key role in engaging
community members in
developing a vision for
the future, setting the
conditions for what and
where changes will occur,
and ultimately creating
places which protect and
promote health.
Community Health System
Sets of individuals and organizations play an important role in planning for and meeting the service
needs of residents, particularly those who are suffering from symptoms of environments that do not
promote health. At the municipal level, the work is performed by health agents and inspectors and
boards of health as well by others including council on aging and recreation departments. In the private
sector, health systems and community organizations play this role as they respond to acute health
issues (e.g., heart attacks) and seek to intervene in behavioral health issues (e.g., opioid use).
Local Health Department and Board of Health
Cohasset is served by its Health Department, which includes the Town’s health agent, public health
nurse, and administrative support. The department’s mission is to “provide the residents of the Town
of Cohasset with comprehensive, high-quality Public Health Services through the evaluation (and
developing new) town policies, procedures, regulations, statements, and programs in the areas of
Public Health Nursing, Environmental Health, and other Public Health disciplines.3”
The Health Department assists the Town in meeting health regulatory requirements and works with the
Board of Health to support the ten essential functions of public health4:
1. Monitor health status to identify community health problems.
2. Diagnose and investigate health problems and health hazards in the community.
3. Inform, educate, and empower people about health issues.
4. Mobilize community partnerships to identify and solve health problems.
5. Develop policies and plans that support individual and community health efforts.
6. Enforce laws and regulations that protect health and ensure safety.
7. Link people to needed personal health services and assure the provision of health care when
otherwise unavailable.
8. Assure a competent public health and personal healthcare workforce.
3 Cohasset Health Department: https://www.cohassetma.org/190/Health-Department
4 CDC, “The Public Health System & the 10 Essential Public Health Services,” https://www.cdc.gov/
stltpublichealth/publichealthservices/essentialhealthservices.html
Figure 76: Factors responsible for population health (Image: Adapted from US
County Health Rankings)
Cohasset Master Plan – Public Health
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9. Evaluate effectiveness, accessibility, and quality of personal and population-based health services.
10. Research for new insights and innovative solutions to health problems.
The Health Department provides these functions through inspectional work (e.g., food inspections),
programming and preventative actions (e.g., flu clinics, farmers market), policy development, and
emergency preparedness planning and response (e.g., Health and Medical Coordinating Coalition 4AB).
The Cohasset Board of Health oversees the Town’s responsibilities related to state statutes and
regulations for the protection of public health disease control, promotion of sanitary living conditions,
and the protection of the environment from damage and pollution. The board is comprised of five
members and is staffed by the Town’s Health Department.
Healthcare Systems
The Town of Cohasset is located within the service area of the South Shore Health System, which is
located in the Town of Weymouth. The health system serves 34 municipalities in Plymouth and Norfolk
counties, spanning from the City of Quincy in the north to the towns of Plymouth and Carver to the
south and the towns of Sharon and Easton to the west. South Shore Health includes primary and
specialty medical care, hospital and health center, home medical care, and preventive and wellness
services. The health system also spans three Community Health Network Areas (CHNAs): Blue Hills
Community Health Alliance (CHNA 20), South Shore Community Partners in Prevention (CHNA 23), and
Greater Brockton Community Health Network Area (CHNA 22).
The South Shore Health system created its most recent Community Health Needs Assessments (CHA)
in 2016. The purpose of the needs assessment is to identify health needs in communities where the
health system is located (beyond a provider’s patient population) and implement strategies that
address these needs. The top community health priorities identified in the 2016 South Shore CHA are :
• Access to Health Services (e.g., language, cost and transportation barriers, addition of service
providers, and underutilization of services)
• Behavioral Health (e.g., psychiatric services, response to and prevention of substance use disorder,
and addition of service providers)
• Cardiovascular Health (e.g., older adults at risk, chronic disease education, and coronary heart
disease hospitalizations)
Other priorities included: Diabetes, Older Adults and Aging, Exercise, Nutrition and Weight; Respiratory
Diseases; and Cancer.
Public Health Organizations
Cohasset is part of the Blue Hills Community Health Alliance (CHNA 20) along with 12 other
municipalities (Braintree, Canton, Hingham, Hull, Milton, Norwell, Norwood, Quincy, Randolph,
Scituate, Sharon and Weymouth). CHNAs were established by the MDPH in 1992 and 27 networks
were created to cover all of the cities and towns of Commonwealth. The purpose of the CHNAs were
to: eliminate racial and ethnic health disparities and their social determinants; promote wellness in the
home, workplace, school, and community; and prevent and manage chronic disease.
CHNA 20 has a set of six operating principles:
• Provide program support and education
• Create opportunities for networking
• Build collaboration and partnerships
• Problem-solve and influence policy
Cohasset Master Plan – Public Health
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• Find and develop resources
• Share best practices
The alliance provides support to its member municipalities and other community partners through
grant making, provision of technical assistance and resources, and creating opportunities for those in
the health care, community health, and public health fields to convene and connect.
Community Participation
Residents were engaged during the Master Plan process through data about the health risks (e.g.,
environmental exposures, chronic disease) and social determinants of health factors (e.g., built
environment characteristics, socioeconomic conditions) in order to understand perspectives on current
conditions and potential opportunities.
Feedback from residents including the following points:
• More people could engage in daily physical activity through infrastructure investments such as a
walking path along Jerusalem Road
• Capitalize on parks as places for physical activity through provision of exercise equipment in parks
(for youth and adults) and new programming.
• Sustain and build on current health services and programs such as the flu clinic and exercise classes
that are offered at the Senior Center.
• Address traffic safety particular as it relates to distracted driving.
• Explore history of Wompatuck State Park to understand potential environmental hazards that may
still be present from previous uses (e.g., military munitions storage).
• Improve access to Straits Pond and Little Harbor as a place for water-based recreation and physical
activity.
• Understand the role of social connectedness in town both for those who may become isolated
(e.g., single older adults) and as it relates to resident turnover (e.g., residents who leave town after
children finish school).
• Focus more tick-borne diseases, particularly as exposure to ticks is increasing and in the context of
climate change.
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Understanding Health Data
Due to the way that health data are collected, all data for Cohasset are estimates generated based
on larger collections of data, from sources including the Massachusetts Department of Public Health
(MDPH) and the Center for Health Information and Analysis (CHIA). Here is how the numbers for each
type of data are generated:
Hospitalizations
These data are based on the place of residence listed on hospital discharge forms.
Hospitalizations are age adjusted rates of hospital discharges per 10,000 people or per
100,000 people. The reason data are age adjusted is that older people are typically more
susceptible to illnesses than those who are younger, and therefore populations with greater
proportions of older residents may look artificially less healthy than others. These data are
therefore “adjusted” for age to ensure that populations with differing age distributions can
be meaningfully compared to each other.
Disease prevalence and Health Behavior
These data are statistical estimates calculated by MDPH based on the Behavioral Risk Factor
Surveillance System Survey, which is a self-report. For the ranking, a number of “1” means
the municipality has one of the lowest percentages of people reporting the identified health
condition, risk factor, or protective factor while a “5” means the community has one of the
highest percentage of people with that health condition, risk factor, or protective factor. For
example, a “1” ranking for smoking would indicate a municipality is among cities and towns
with the lowest percentages of residents who report smoking while a “1” ranking for exercise
would indicate a municipality is among cities and towns with the lowest percentages of
residents report engaging in physical activity.
These data are also reported with confidence limits. The upper (UCL) and lower (LCL)
provide a range that characterizes the level of uncertainty for the reported percentage.
Youth Data
All data on Cohasset youth are based on a survey administered to middle and high
school students every other year by the Safe Harbors Coalition. The coalition includes
representatives from the school department, local law enforcement, fire department, town
government, members of the faith, the medical and recovery communities, mental health
professionals, and parents.
Aging Population Data
All data for populations over 60 are derived from the Massachusetts Health Aging
Collaborative Community Profiles. More information on the methodology can be found
here.
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Community Health Conditions
Active Living
The health benefits of physical activity have been well documented, yet less than half (49%) of all
adults meet the Surgeon General’s recommended 30 minutes of moderate intensity physical activity
on most days of the week; only a fifth meet (20%) the guidelines for both aerobic physical and muscle-
strengthening activityi. A recent study estimates that physical inactivity causes 6% of the global burden
of disease from coronary heart disease, 7% of type 2 diabetes, 10% of breast cancer, 10% of colon
cancer, 9% of premature mortalityii. If inactivity were decreased by 10% to 25%, between 533,000 and
1.3 million deaths could be prevented every year.
Evidence suggests that good infrastructure (sidewalks, bike lanes etc.) and public transportation access
leads to increases in walking and biking for transportation purposes, and therefore plays an important
role in increasing population level physical activityiii. A very robust body of literature links physical
activity to a panoply of health benefitsiv. Furthermore recent evidence suggests that while active transit
may expose users to air pollution on the road, the positive benefits of physical activity outweigh the
negative impacts of increased air pollution exposurev.
Compared to the National walking average of six minutes per day, public transit users spend a median
of 19 daily minutes walkingvi. Estimates show that an individual walks an additional 8.3 minutes per day
when they switch from driving to transitvii.
The percentage of Cohasset residents who report engaging in some form of exercise is among the
highest in the state and, with the exception of Hingham, higher than surrounding municipalities.
Conversely, town residents are estimated to have some the highest percentages of those with heart
disease in the state. The high percentage of those estimated to have heart disease can also be found in
several surrounding municipalities, including Hingham and Hull. Heart disease is the leading cause of
death in the nation5. In addition, many who experience cardiovascular-related disease can experience
5 Centers for Disease Control and Prevention, National Center for Health Statistics Mortality in the
United States, 2016. https://www.cdc.gov/nchs/products/databriefs/db293.htm
Town
Name
Quintile
Cohasset 5
Hingham 5
Hull 2
Norwell 3
Rockland 1
Scituate 2
Weymouth 1
Figure 77: Any Physical Activity
in the Past 30 Days among
Adults
Source: MA BRFSSS 2012-2014
Town
Name
% LCL UCL Quintile
Cohasset 5.9 4.2 8.2 4
Hingham 6.5 4.8 8.8 5
Hull 6.8 5.0 9.2 5
Norwell 5.5 4.0 7.6 3
Rockland 5.1 3.7 6.9 2
Scituate 5.7 4.2 7.7 3
Weymouth 6.2 4.7 8.1 4
Figure 78: Heart Disease among Adults (Source: MA BRFSSS 2011, 2012,
2014)
Cohasset Master Plan – Public Health
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lower quality of life and take on significant additional costs to manage or treat their conditions.
Although the Town is estimated to have one of the higher percentages of heart disease, residents do
not seem to experience hospitalizations or deaths higher than state averages.
Motor vehicle crashes are one of the leading causes of death among younger populations in the US
(i.e., those between 16 – 25 years old), and annually account for more than 32,000 deaths and over
two million nonfatal injuries to motorists, pedestrians, and cyclistsviii. In addition to actual safety and
injury risk, the perception of how safe the transportation system has effects on people’s behaviors.
Studies that consider traffic and perceptions of safety generally agree that pedestrians and bicyclists
have negative perceptions of traffic and that real and/or perceived danger and discomfort in traffic
discourages walking and bicyclingix. Safety concerns appear to be strongest in children, the elderly and
womenx.
The number of reported crashes in Cohasset has increased recently according to the most recent crash
data. In 2014, there were 126 crashes in the town. There were 155 and 146 crashes in 2015 and 2016,
respectively. Among the crashes, nearly three quarters were property damage only crashes, which
means those involved were not injured and could potentially indicate the crashes occurred at lower
speeds. Twenty percent of the crashes did involve some form of injury and one road user died as a result
of a crash.
Conditions Cohasset
Rate
MA
Rate
US
Rate
Age-Adjusted Hospitalization Rate due to Coronary Heart
Disease
258.9 264.5 --
Age-Adjusted Hospitalization Rate due to Heart Attack 138.2 153.9 --
Age-Adjusted Death Rate due to Coronary Heart Disease 71.5 85.9 115.4
Age-Adjusted Hospitalization Rate due to
Cerebrovascular Disease
172.4 219.5 --
Age-Adjusted Death Rate due to Cerebrovascular Disease
(Stroke)
18.5 27.9 36.9
Figure 79: Heart Disease-related Hospitalization and Death Rates per 100,000, 2012
Source: South Shore Health System 2016 Community Health Needs Assessment
Crash Severity Count
Fatal injury 1
Non-fatal injury 83
Property damage only (none injured) 312
Not Reported 29
Unknown 2
Total 427
Figure 80: Crash Severity, 2014-2016 (MassDOT)
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Food and Nutrition
Research suggests that access to healthy and nutritious foods in neighborhoods may play a critical role
in residents’ dietsxi. The choices that residents have and make regarding their diet are associated with
risks for chronic diseases, such as Type 2 diabetes, hypertension, and overweight and obesityxii.
Most research related to food access has focused on supermarkets, which provide a greater variety of
healthy foods that are generally higher quality and more affordable when compared to smaller food
stores. Although some discrepancy exists in the literature, poor supermarket access has been linked to
increased rates of poor health outcomes such as diabetes, cardiovascular disease, and obesity when
compared to neighborhoods that have supermarketsxiii.
One indicator of the consumption of healthy foods is the prevalence of diabetes. While some people
are born with diabetes, increasingly more people have developed diabetes (Type 2) because of diet,
lack of physical activity and unhealthy weight, which can be seen in the percentage of residents who
are overweight or obese. Cohasset is estimated to have one of the lowest percentages of those who are
overweight or obese in the state, as do many of the Town’s surrounding municipalities.
Figure 81: Obesity Among Adults6 (MA BRFSSS 2012-2014)
Figure 82: Overweight Among Adults (MA BRFSSS 2012-2014)
6 In order to provide data for more Massachusetts communities, town level estimates are included
that may be based on relatively few respondents or have standard errors that are larger than
average. When a cell is has a blue accent, the confidence interval for this community is wider than
the normal limits set by MDPH. Therefore, the estimate for this town should be interpreted with
caution.
Obesity Among Adults
Town Name % LCL UCL Quintile
Cohasset 19.8 13.6 27.7 2
Hingham 20.6 15.3 27.2 2
Hull 22.9 16.3 31.2 4
Norwell 19.1 13.0 27.1 1
Rockland 18.9 13.7 25.4 1
Scituate 14.3 10.1 19.8 1
Weymouth 23.1 18.3 28.8 4
Overweight Adults
Town Name % LCL UCL Quintile
Cohasset 55.0 45.5 64.1 2
Hingham 54.5 46.8 61.9 2
Hull 58.7 49.4 67.4 3
Norwell 55.5 45.8 64.8 2
Rockland 56.6 48.6 64.3 2
Scituate 44.3 36.9 52.0 1
Weymouth 60.7 54.5 66.7 4
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Cohasset is estimated to be among the municipalities with the highest percentage of adult residents
who have diabetes or pre-diabetes, which is a condition where blood sugar levels are high but not yet at
a level for a diabetes diagnosis.
Data from the South Shore Community Health Needs Assessment also indicates that Cohasset
residents experience a higher rate of diabetes-related deaths than the state or the US.
Environmental Exposures
Exposure to environmental contamination can have numerous health effects depending on the specifics
of the pollutants and levels of exposure experienced by people. A brownfield is defined by the CDC as
“abandoned or underused portions of land occupied by vacant businesses or closed military structures,
located in formerly industrial or urban areas”xiv. While there is no formal definition of the term
“brownfields” in Massachusetts, brownfields are typically abandoned or for sale or lease and have been
used for commercial or industrial purposes. Brownfields may have been reported to the Massachusetts
Department of Environmental Protection (MassDEP) because contamination has been found or they
may not have been assessed due to fear of unknown contamination conditionsxv.
Health impacts due to brownfields and contaminated sites include:
Cohasset State Nation
Age-Adjusted Death Rate due to Diabetes 46.1 13.6 21.2
Figure 76: Diabetes Death Rate per 100,000, 2012 (Source: Source: South Shore Health System 2016
Community Health Needs Assessment)
Figure 84: Map of Waste Sites and Reportable Releases in Cohasset (MassDEP)
Cohasset Master Plan – Public Health
183
• Safety due to abandoned structures, open foundations, other infrastructure or equipment that
may be compromised due to lack of maintenance, vandalism or deterioration, controlled substance
contaminated sites (i.e., methamphetamine labs) and abandoned mine sites;
• Social and economic concerns due to blight, crime, reduced social capital, reductions in the local
government tax base and private property values that may reduce social services; and,
• Environmental issues due to biological, physical, and chemical site contamination, groundwater
impacts, surface runoff or migration of contaminants as well as wastes dumped on site xvi.
Over the past 30 years, there have been approximately 100 reported waste sites and releases in the
town. Only 16 reports have been issued in the past 10 years with nearly all having response actions
that were sufficient to achieve a level of no significant risk or ensure that all substantial hazards were
eliminated. One site has required more remediation and cleanup due to the detection of fuel oil in soils
in the vicinity of previously removed underground storage tanks.
An additional site not included in the reporting, but that have been identified by town residents, is the
former NIKE launch sites and weapons storage facilities which are located in Wompatuck State Park.
Former munitions and other uses could have left potential pollutants on the property which, if so,
could create conditions for exposure to unsafe materials and limit use of the property (if not properly
remediated).
Exposure to air pollution can have effects on human as can land based environmental contamination.
There is an extensive body of literature linking vehicular air pollution to mortality and hospitalizations
due to asthma exacerbation, chronic lung disease, heart attacks, ischemic heart disease, and major
cardiovascular diseasexvii. The Environmental Protection Agency (EPA) identifies 6 criteria air pollutants
that have important human health impacts: Ozone (O3), carbon monoxide (CO), particulate matter
(PM), nitrogen dioxide (NO2), sulfur dioxide (SO2), and lead (Pb). Four of these air pollutants are most
closely linked to vehicular traffic pollution.
Concentrations of traffic-related air pollution can be particularly high in areas with heavy congestion
or high volumes of vehicle traffic. In these locations, nearby uses like schools or homes and those
who walk or bicycle along can be directly affected by short- and long-term the pollution. Although
identifying the source of the emissions, the presence of the higher traffic volumes and congestion can
serve as guide. Research suggests that exposure concerns are relevant to those traveling on or living
within 500 feet of corridors that have traffic volumes exceeding 30,000 vehicles per day. Estimated
traffic volumes do not cross this threshold on roadways in the Town of Cohasset.
In areas with more wooded and vegetated undeveloped lands, more vectors such as ticks and
mosquitoes can be present, posing an increased risk to health. Vectors can transit infectious disease
through contact with people and in Massachusetts, vectors have been responsible for increases in
diseases such as Lyme and Babesiosis. In some cases, these diseases can be treated easily while in
others they can cause long-term chronic health issues and in extreme cases, death.
Recent reporting data for the Massachusetts shows that there have not been positive tests for
mosquito-borne illnesses (e.g., as West Nile) in Cohasset.xviii Data on tick-borne diseases is not readily
available at the municipal level so county level data is used. Based on state data, the areas surrounding
and including Cohasset have seen increasing number of cases of tick-borne diseases. In fact, although
the Town is Norfolk County, its surrounding municipalities are in Plymouth County which ranked 57th
nationally for its rate of Lyme cases (127 per 100,000 residents). xix
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Public Health and Climate Change
OVERVIEW
The changing climate will affect health of individuals, families, and communities. The projected
changes, such as higher temperatures and extreme weather, will exacerbate existing health conditions,
such as asthma and cardiovascular disease. New health issues will also emerge as vectors and water
borne diseases are facilitated by the warmer and wetter conditions. While our physical places will
be vulnerable so will be the health of people that define, live, work and gather in these places. The
following section describes in more detail these potential impacts and their relevance to the Town of
Cohasset.
EXTREME WEATHER AND FLOODING
Cohasset, like the rest of Massachusetts, is expected to incur more turbulent weather7, especially those
weather events that bring precipitation. Extreme weather events cause disturbances in people’s lives
and the systems that they rely on. This is particularly true when it comes to human health and welfare.
More frequent storm events are projected to mean precipitation events that occur more frequently
and with greater volumes. Flooding will be a result of these storms. Flooding can be expected to
disrupt transportation systems and potentially isolate people in their homes. The breakdown in these
connections has consequences such as individuals not being able to get to medical care, meet basic
daily needs like shopping for food and water, and being exposed to water-borne pollutants. Older
adults, people with disabilities, and those with acute health needs like those requiring dialysis are at
particularly high risk when these disruptions occur.
Often extreme storms are accompanied by disruptions in electrical systems. When this occurs, heating,
air conditioning, and ventilation systems can be put at risk if there are not backup power systems.
As result, residents may face difficulties in maintain indoor temperatures. Longer term impacts of
reduced air circulation in combination with increased moisture can lead to more indoor mold and
contaminantsxx. Those who suffer from respiratory issues like asthma face challenges during these
situations and others become susceptible to developing similar health issues.
EXTREME HEAT
Extreme heat is the leading weather-related cause of death in the United Statesxxi. Prolonged
exposure to high temperatures can cause heat-related illnesses, such as heat cramps, heat syncope,
heat exhaustion, heat stroke, and death. Heat exhaustion is the most common heat-related illness
and if untreated, it may progress to heat strokexxii. Additionally, heat is expected to contribute to the
exacerbation of chronic health conditionsxxiii. In particular, hyperthermia—elevated body temperature
due to failed thermoregulation can be caused by heat stroke — is a contributing factor to cardiovascular,
metabolic, and other causes of deathxxiv.
Extreme heat has the potential to contribute to greater levels of ground level air pollution and allergens.
Heat helps form by chemical reactions between NOx and volatile organic compounds (VOCs) in
the presence of sunlight. Breathing ozone can irritate the respiratory system, reduce lung function
and heighten sensitivity to allergensxxv. Likewise, increased temperatures in the presence of higher
concentrations of CO2 has been linked to earlier blooming of flowers (shrubs and trees), which in turn
7 Extreme heat can be considered an aspect of extreme weather. For this purposes of this document,
extreme heat is treated separately due some of its specific effects on health.
Cohasset Master Plan – Public Health
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affects the timing, distribution, and composition of pollen and other allergensxxvi.
Those at particularly high risk of adverse health effects from extreme heat exposure are older adults,
children, those living alone, those with chronic illnesses, urban residents, minorities, people of low
income, people with less education, and people without access to air conditioningxxvii, xxviii . In addition,
people with chronic mental disorders or pre-existing medical conditions (e.g., cardiovascular disease,
obesity, diabetes, neurologic or psychiatric disease), and those participating in outdoor manual labor or
sports in hot weather also are at increased risk for heat-related illnessxxix xxx.
VECTOR BORNE DISEASES
With climate change, the public will likely be subject to greater exposure to disease vectors, such as
Eastern equine encephalitis (Triple E), West Nile virus, St. Louis encephalitis virus and Lyme disease.
Massachusetts is predicted to have a general trend of warmer temperatures, which may lead to higher
mosquito and tick numbers and greater activity. This may prolong transmission seasons for all vector-
borne diseases, extending the risk of transmission outside of the traditional late spring through early
fall timeframe.
POPULATIONS MORE AT RISK
Climate change will impact all populations in a variety of ways, but these impacts will not be felt equally
by all and not only according to pre-existing health conditions. Because of this, the following section
provides information on populations that might be more vulnerable due to their social, environmental,
or economic conditions. In Cohasset, these vulnerable populations include low-income residents,
younger and older populations, those living alone, and those who may speak languages other than
English.
Social Cohesion and Mental Health
Social cohesion, which describes the extent of connectedness and solidarity of a community, and
social support are associated with positive health outcomes. Communities with greater levels of social
cohesion—often characterized by high levels of trust and respect, participation in community activities
and public affairs, and increased participation in community groups—have better health outcomes than
those with low levelsxxxi. This is true on an individual level as well. Those with rich social environments—
who have more friends and social interactions, hold a greater level of trust in their neighbors, and are
part of a more tightly knit community—have access to a greater network of social resources which in
turn help them stay healthierxxxii. These social resources can manifest as emotional support in difficult
times, material support such as a ride to work when the family car breaks down, or simply through
health-promoting information shared amongst neighbors. Access to social support such as this is
associated with protective health effects including improved mental health outcomes, reduced stress,
better cardiovascular health, better immune system functioning and morexxxiii.
Voting has been used to characterize social cohesion since it can represent ties and engagement
with the community. Using Elections and Voting data from the Secretary of the Commonwealth, it
is estimated that nearly two thirds of voting-eligible residents (63%) were registered in 2016, which
is similar to the state percentage of registered votes (64%) from the same periodxxxiv. Among those
registered to vote, 83% participated in the 2016 elections. Participation in local elections, which occur
in May, offer a perspective on civic participation that is typically outside of state and national elections.
Over the past five years, participation has varied in the annual town elections from a high of 37% in
2014 to a low of 8% in 2017. Most recently, there was a turnout of 21% of registered voters in the May
2018 local election.
Cohasset Master Plan – Public Health
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Measures of mental health, which involve social cohesion factors as well as others, are reporting on
days of poor mental health and substance use disorders. For Cohasset, it is estimated that percentage
of residents reporting 15 days or more of poor mental health falls within the average for the state, when
compared to other municipalities.
Cohasset is one of many communities served by the William James INTERFACE Referral Service, which
collects and categorizes a wide range of valuable resources related to mental health, substance abuse,
and wellness issues for the benefit of children, adults and families living in Cohasset.8 The referral
service works with the Youth Health Connection, a community benefits program of South Shore Health.
It is dedicated to developing the positive mental health and physical well-being of young people across
our region.9
Health over the Lifespan: Age Specific Health
Data specific to youth and older adults are included here. The purpose is to provide a spotlight on
populations that are more susceptible to changes that can either promote or provide lifelong health and
wellness.
YOUTH
Childhood and youth are critical periods for physical and mental development and a time when external
factors such as significant personal or social events (e.g., housing instability, trauma) or exposure to
pollutants can adversely affect development. Similarly, engagement in prosocial and healthy behaviors
can serve as protective factors that improve health outcomes and prevent illnesses. Many municipalities
use youth surveys to gather information from you about their health and their experiences growing up
in healthy environments.
Cohasset Public Schools included social and emotional learning as one of the five pillars to the 2016-
2021 Strategic Plan. The strategic goal is to promote the social and emotional well-being of students.
The key initiatives included for social and emotional learning are:
• Identify areas of student need
• Build programs to provide social-emotional support to all students
• Develop tiered intervention strategies
• Build student resiliency to prepare students for college and careers beyond Cohasset High School.10
Cohasset is home to the Safe Harbors Cohasset Coalition (SHCC), which began in 2014 with a focus on
substance use disorder and has now become an established coalition (including a full-time Program
8 https://interface.williamjames.edu/
9 https://www.southshorehealth.org/wellness/youth-health-connection
10 Cohasset Public Schools Strategic Plan 2016-2021, https://www.cohassetk12.org/cms/lib/MA01907530/
Centricity/Domain/56/CPS%202016-2021%20Strategic%20-%20Updated%206.20.16.pdf
Town Name % LCL UCL Quintile
Cohasset 10.0 6.7 14.6 3
Hingham 8.5 5.9 12.2 1
Hull 12.8 8.9 18.1 5
Norwell 8.6 5.7 12.7 1
Rockland 11.2 7.8 15.7 5
Scituate 7.7 5.3 11.1 1
Weymouth 14.0 10.5 18.3 5
Figure 85: Adults Reporting 15 Days or More of Poor Mental Health (Source: MA BRFSSS 2012-2014)
Cohasset Master Plan – Public Health
187
Director and part-time Project Coordinator) after receiving the 5-year Federal Drug Free Communities
Grant in 2017. The coalition has developed youth-focused programming (e.g., youth ambassadors)
as well as new resources (e.g., Guiding Good Choices) and collaborations with local businesses (e.g.,
free participation in fitness classes) to support health promoting behavior among Cohasset’s younger
residents. Cohasset Public Schools, with support from SHCC, administered several surveys of the
Town’s youth and adolescents to gather and analyze data about their experiences, perspectives, and
behaviors.
The most recent available survey results (a combination of Communities that Care Survey and the
Youth Risk Behavior Survey) are from 2017.11 The survey, which included Middle and High School
students, collected student self-report responses to questions about behaviors, substance use, weight
and physical activity, and mental health, among other information. A summary of the key 2017 results
are presented below and compared to previous survey results (2015), which represent responses
provided by those in the grades surveyed two years prior.
Existing conditions data was not available on healthy eating behaviors (e.g., daily consumption of
fruits and vegetables) or physical activity rates (e.g., physical activity over past week). Overweight and
obesity estimates were available from a recent publication. Approximately 14% of students in Cohasset
public schools are estimated to have an unhealthy weight (overweight or obese as defined by body
mass index – BMI) as compared to the state average of 30%.
11 Cohasset Public Schools conducted a more recent survey and results should be available in April/
May 2019. The survey is typically conducted on a two-year cycle.
Progress Challenges
• Lifetime alcohol and marijuana use is
down
• Marijuana use over the past 30 days
is down (with exception of grade 10
respondents)
• Alcohol consumption down among
10th and 11th graders
• Overall student perception of
marijuana use as risky has increased
• A large number of students, particularly
students of color, students who are LGTBQ/
Non-Binary, and younger students (grades
6-9), do not feel as supported in the school
environment.
• Tobacco use is up significantly, particularly
regarding vaping and cigarette use
• A general reduction in the perception
that tobacco, alcohol, and marijuana is
risky, particularly as it relates to parents’
perception of risk
• Student stress and mental health concerns
continue to rise, including grades (not
learning) as the primary source of stress.
• Approximately 1 in 5 of HS students and 1 in
10 MS students indicated atypical sadness
or suicidal thoughts. (Adults are only made
aware of students considering suicide in
about 20% of cases.)
• New data indicates that sexual violence
increases as students get older (noted
a possible correlation to an increase in
substance use).
Figure 86: 2017 Survey Results
Cohasset Master Plan – Public Health
188
Massachusetts Healthy Aging Collaborative Municipal Profile for Cohasset
Health Metric Performance12 Cohasset State
WELLNESS and PREVENTION
% any physical activity within last month 71.7%72.4%
% injured in a fall within last 3 months 4.6%5.1%
% with self-reported fair or poor health status 18.6%20.7%
% with 15+ physically unhealthy days last
month
11.3%14.0%
% with physical exam/check-up in past year 90.6%90.2%
NUTRITION/DIET
% with 5 or more servings of fruit or vegetables
per day
23.1%24.9%
% obese 23.1%22.6%
% high cholesterol B 65.0%73.6%
% current smokers 8.2%9.1%
% excessive drinking 12.0%9.2%
MENTAL HEALTH
% with 15+ days poor mental health last month 6.0%6.7%
% satisfied with life 95.6%95.8%
% receiving adequate emotional support 80.7%80.7%
CHRONIC DISEASE
% with Alzheimer’s disease or related
dementias
12.5%14.4%
% with diabetes B 22.3%32.1%
% with stroke 12.5%12.6%
% with chronic obstructive pulmonary disease B 19.8%23.3%
% with asthma B 9.8%11.8%
% with hypertension B 70.5%77.5%
% ever had a heart attack B 3.7%5.0%
Summary chronic disease measures
% with 4+ chronic conditions B 52.9%61.5%
% with 0 chronic conditions 9.0%7.8%
LIVING WITH DISABILITY
% disabled for a year or more 31.1%31.0%
Independent living impairment
% 65-74 with independent living difficulty 8.7%7.2%
% 75+ with independent living difficulty 16.3%24.3%
Figure 87: Massachusetts Healthy Aging Collaborative Municipal Profile for Cohasset
Cohasset Master Plan – Public Health
189
OLDER ADULTS
Massachusetts is set to experience growth in the number of residents who are 65 years old and older.
The growth in the number of older residents will challenge how infrastructure is built, what services are
offered, and how and where these residents interact with the rest of the community.
The older population in Cohasset is projected to grow by 90% and could account for nearly a quarter of
the Town’s overall population by 2030.
The Massachusetts Healthy Aging Collaborative has developed municipal profiles for cities and towns
that show the health of older residents. This dataset provides detail for a population that may or may
not reflect general health trends for the Town. Select data for Cohasset is presented in Figure 80.
These data show that on nearly each measure the older population in Cohasset is line with or better off
than the state’s performance. While Cohasset’s older residents appear better in a relative sense, the
percentages themselves provide useful information to consider. For example, the data indicate that
older residents are receiving emotional support, mostly satisfied with life, and have healthy behaviors
that include physical activity and eat fruits and vegetables daily. In contrast, the data convey that more
than a third of the older adult population is living with a disability, slightly more than one in ten are
living with dementia, and that over half live with multiple chronic health conditions.
Public Health Goals and Recommendations
Current conditions suggest that the Town of Cohasset’s residents, overall, experience physical, social,
and mental health outcomes that are equal to or better than the average of the Commonwealth. The
Town’s economic, housing, and environmental conditions support these beneficial outcomes and
represent conditions that are supportive of wellness. Although residents in the town generally enjoy
better health, there are actions that Cohasset can undertake to prevent future threats to the health of
residents and help all enjoy greater wellbeing.
Goal 1: Sustain and expand access to locally produced and
healthy foods in town
Cohasset does better on most measures related to healthy food behavior and access when compared
to the state. Residents have access to a full service grocery stores and on average they eat more fruits
and vegetables than those in the state. However, residents seem to experience health issues that are
diet-related, such as diabetes and heart disease. Going forward, Cohasset should continue to support
conditions and behaviors related to consumption of healthy foods.
Strategy 1.1: Continue support and identify expansion opportunities for the
farmers market to encourage use of local and healthy foods (e.g., Holly Hill)
Explore potential for winter farmers market to have local, fresh food available year round.
Strategy 1.2: Develop and implement a Community Food System Action to
help preserve existing agricultural uses and soils, use of marine resources,
and respond to climate driven issues that could affect local food production
Strategy 1.3: Monitor local needs for supplemental nutrition benefits,
especially among vulnerable populations including low income households
and seniors
Cohasset Master Plan – Public Health
190
Goal 2: Sustain support for actions to monitor and respond to
issue related to the mental and emotional wellness of residents,
particularly that of youth and older adults
Cohasset residents engage in prosocial behaviors and high levels of physical activity, two factors that
help maintain good mental health. There are small signs that some in town, particularly youth and older
adults, may experience depressive periods or times when they might feel isolated.
Strategy 2.1: Conduct an annual town-wide communications campaign to
reduce the perception of stigma for receiving mental and emotional support
Work could be led by or build on by the Safe Harbors Cohasset Coalition.
Strategy 2.2: Continue to support programs that provide social and emotional
support to younger and older residents
Provide additional attention to outreach work for those who are or are at risk of social isolation.
Strategy 2.3: Support the development of a teen or intergenerational center
in town
The center could be located in a new or existing building and include collaboration with current
community and faith organizations. The purpose would be to provide a welcoming space to youth in
town to engage with their peers as well as potentially seniors in town in constructive and community-
supportive activities (e.g. volunteering).
Strategy 2.4: Conduct regular (annual or bi-annual) town-wide surveys to
gather information about parents’ behaviors in relation to their children
and youth in town (e.g., social host law, conversation with children about
substance use)
The data would complement youth survey and provide information to develop a community-wide
action plan around behavioral health.
Goal 3: Prioritize active transportation (walking, biking, and
transit use) and open space access to promote physical activity
and exposure to outdoor natural environments
Cohasset residents benefit from higher level of access to open spaces and exposure to greenness.
However, accessing many of these outdoor spaces requires use of vehicle or travel along thoroughfares
that are not perceived as safe. In addition, increased use of green spaces is associated with higher levels
of physical activity and social cohesion – both protective factors for certain chronic diseases.
Strategy 3.1: Sustain and expand local programming for activities that
include physical activity
Programming can include age-specific activities (e.g., older adult walking groups) or mixed age
activities (e.g., open hours at school through joint use agreement).
Cohasset Master Plan – Public Health
191
Goal 4: Addresses environment hazards to reduce resident
exposure to substances that reduce the quality of life in town
Cohasset residents face few threats related to environmental quality. To maintain the protective
features that reduce the risk of exposures, Cohasset should monitor factors that pose health risks from
environmental contaminants under current conditions and as conditions shift due to climate change.
Strategy 4.1: Develop and disseminate information about prevention and
reduction of tick and mosquito exposure
Consider modeling materials on information available from the Centers for Disease Control and
Prevention, including use of landscaping techniques (e.g., Middlesex Tick Taskforce Landscaping a Tick
Safe Zone)
Strategy 4.2: Provide informational materials for new and existing residents
who live in proximity to roadways with higher traffic volumes (e.g., Route 3A)
Strategy 4.3: Prioritize actions that reduce local single occupant vehicle
trips in order to reduce locally-generated motor vehicle trips and related air
pollutants
Strategy 4.4: Provide more mobility options for older residents and
households with limited access to personal vehicles in order to enhance
transportation safety, connect with local destinations and maintain
community connections
Strategy 4.5: Explore current risks associated with Wampatuck Park’s former
military uses and where necessary, update information (e.g., signage) for
park users so that they are aware of potential exposures
Goal 5: Assess potential health impacts of proposed projects
and policies by integrating a health and equity lens into local
decision-making
The Town will face additional growth and development pressures. It can be helpful to anticipate public
health impacts as part of these pressures similar to assessing other impacts (e.g., housing, public
finances).
Strategy 5.1: Use a health assessment tool, such as the NACCHO Public
Health in Land Use Planning & Community Design checklist, in planning and
development decision making
Strategy 5.2: Bring health perspective the Community Preservation
Committee through consultation with the Health Department or Board of
Health
Strategy 5.3: Explore use of Racial Equity Impact Assessment in municipal
planning and development decision making
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192
i National Center for Health Statistics, FastStats: Exercise or Physical Activity, 2014, http://www.cdc.gov/
nchs/fastats/exercise.htm
ii Lee, I-Min, Eric J Shiroma, Felipe Lobelo, Pekka Puska, Steven N Blair, and Peter T Katzmarzyk.
2012. “Effect of Physical Inactivity on Major Non-communicable Diseases Worldwide: An Analysis of
Burden of Disease and Life Expectancy.” Lancet 380 (9838) (July 21): 219–229. doi:10.1016/S0140-
6736(12)61031-9
iii Sallis, J. F., Floyd, M. F., Rodríguez, D. A., & Saelens, B. E. (2012). Role of built environments in physical
activity, obesity, and cardiovascular disease. Circulation, 125(5), 729-737.
iv Biddle, S. J., & Asare, M. (2011). Physical activity and mental health in children and adolescents: a
review of reviews. British journal of sports medicine, bjsports90185; Li, J., & Siegrist, J. (2012). Physical
activity and risk of cardiovascular disease—a meta-analysis of prospective cohort studies. International
journal of environmental research and public health, 9(2), 391-407; National Cancer Institute (NCI).
Physical Activity and Cancer Fact Sheet. http://www.cancer.gov/about-cancer/causes-prevention/risk/
obesity/physical-activity-fact-sheet
v Andersen, Z. J., de Nazelle, A., Mendez, M. A., Garcia-Aymerich, J., Hertel, O., Tjønneland, A., &
Nieuwenhuijsen, M. J. (2015). A Study of the Combined Effects of Physical Activity and Air Pollution on
Mortality in Elderly Urban Residents: The Danish Diet, Cancer, and Health Cohort. Environmental health
perspectives.
vi Besser, L. M., & Dannenberg, A. L. (2005). Walking to public transit: steps to help meet physical
activity recommendations. American journal of preventive medicine, 29(4), 273-280.
vii Hill, J. O., Wyatt, H. R., Reed, G. W., & Peters, J. C. (2003). Obesity and the environment: where do we
go from here?, Science, 299(5608), 853-855.
viii National Highway Traffic Safety Administration, National Center for Statistics and Analysis, 2014.
“Traffic Safety Facts 2009”. US Department of Transportation.
ix Wahlgren, Lina, and Peter Schantz. 2012. “Exploring Bikeability in a Metropolitan Setting:
Stimulating and Hindering Factors in Commuting Route Environments.” BMC Public Health 12:
168. doi:10.1186/1471-2458-12-168.; Jacobsen, P L, F Racioppi, and H Rutter. 2009. “Who Owns the
Roads? How Motorised Traffic Discourages Walking and Bicycling.” Injury Prevention: Journal of
the International Society for Child and Adolescent Injury Prevention 15 (6) (December): 369–373.
doi:10.1136/ip.2009.022566; Pucher, John, Jennifer Dill, and Susan Handy. 2010. “Infrastructure,
Programs, and Policies to Increase Bicycling: An International Review.” Preventive Medicine 50 Suppl. 1
(January): S106–125. doi:10.1016/j.ypmed.2009.07.028
x Bassett, David R, Jr, John Pucher, Ralph Buehler, Dixie L Thompson, and Scott E Crouter. 2008.
“Walking, Cycling, and Obesity Rates in Europe, North America, and Australia.” Journal of Physical
Activity & Health 5 (6): 795–814; Pucher, John, Jan Garrard, and Stephen Greaves. 2011. “Cycling down
Under: a Comparative Analysis of Bicycling Trends and Policies in Sydney and Melbourne.” Journal of
Transport Geography 19 (2) (March). http://trid.trb.org/view/2011/C/1097161
xi Morland, Kimberly, Steve Wing, Ana Diez Roux, and Charles Poole. 2002. “Neighborhood
Characteristics Associated with the Location of Food Stores and Food Service Places.” American Journal
of Preventive Medicine 22 (1) (January): 23–29; Rose, Donald, and Rickelle Richards. 2004. “Food Store
Access and Household Fruit and VegeFigure Use Among Participants in the US Food Stamp Program.”
Public Health Nutrition 7 (8) (December): 1081–1088. doi:10.1079/PHN2004648.
Cohasset Master Plan – Public Health
193
xii Centers for Disease Control and Prevention, Guide to Community Preventive Services - Promoting
Good Nutrition, http://www.thecommunityguide.org/nutrition/index.html
xiii Cotterill, Ronald, and Andrew Franklin. 1995. “The Urban Grocery Store Gap. No. 8.” University of
Connecticut, Department of Agricultural and Resource Economics, Charles J. Zwick Center for Food
and Resource Policy; Powell, Lisa M, M Christopher Auld, Frank J Chaloupka, Patrick M O’Malley, and
Lloyd D Johnston, 2007, “Associations Between Access to Food Stores and Adolescent Body Mass
Index.” American Journal of Preventive Medicine 33 (4 Suppl.) (October): S301–307. doi:10.1016/j.
amepre.2007.07.007.
xiv National Center for Environmental Health. 2013. “Healthy Places Terminology.” http://www.cdc.gov/
healthyplaces/terminology.htm.
xv MassDEP. 2012. “Brownfields.” http://www.mass.gov/eea/agencies/massdep/cleanup/programs/
brownfields-introduction.html.
xvi EPA. 2006. “Brownfields: Public Health and Health Monitoring.”
xvii US EPA, OAR, and Abt Associates, Inc. 2010. “Environmental Benefits Mapping and Analysis Program
(BenMAP).” User’s Manual Appendices. http://www.epa.gov/air/benmap/docs.html; Health Effects
Institute. 2003. “Revised Analyses of Time-Series Studies of Air Pollution and Health.” http://pubs.
healtheffects.org/view.php?id=4; Roman, Henry A, Katherine D Walker, Tyra L Walsh, Lisa Conner,
Harvey M Richmond, Bryan J Hubbell, and Patrick L Kinney. 2008. “Expert Judgment Assessment of the
Mortality Impact of Changes in Ambient Fine Particulate Matter in the U.S.” Environmental Science &
Technology 42 (7) (April 1): 2268–2274.
xviii MDPH Bureau of Infectious Disease. Mosquito-borne Diseases, https://www.mass.gov/mosquito-
borne-diseases
xix US Centers for Disease Control and Prevention. Lyme Disease Data and Statistics, https://www.cdc.
gov/lyme/stats/index.html.
xx IPCC, 2013: Climate Change 2013: The Physical Science Basis. Contribution of Working Group I to the
Fifth Assessment Report of the Intergovernmental Panel on Climate Change. Stocker, T.F., D. Qin, G.-K.
Plattner, M. Tignor, S.K. Allen, J. Boschung, A. Nauels, Y. Xia, V. Bex, and P.M. Midgley (Eds.), 1535 pp.
Cambridge University Press, Cambridge, UK and New York, NY. http://www.climatechange2013.org
xxi Luber, G., & McGeehin, M. (2008b). Climate change and extreme heat events. American Journal of
Preventive Medicine, 35(5), 429–435. http://doi.org/10.1016/j.amepre.2008.08.021
xxii Ibid
xxiii Kravchenko, J., Abernethy, A. P., Fawzy, M., & Lyerly, H. K. (2013). Minimization of heat wave
morbidity and mortality. American Journal of Preventive Medicine, 44(3), 274–282. http://doi.
org/10.1016/j.amepre.2012.11.015
xxiv O’Neill, M. S., & Ebi, K. L. (2009). Temperature Extremes and Health: Impacts of Climate Variability
and Change in the United States. Journal of Occupational and Environmental Medicine, 51(1), 13–25.
http://doi.org/10.1097/JOM.0b013e318173et22
xxv MassDEP. 2012. “Ground-Level Ozone.” MassDEP. http://www.mass.gov/dep/air/aq/aq_ozone.
htm#trends
xxvi USGCRP, 2016: The Impacts of Climate Change on Human Health in the United States: A Scientific
Cohasset Master Plan – Public Health
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Assessment. Crimmins, A., J. Balbus, J.L. Gamble, C.B. Beard, J.E. Bell, D. Dodgen, R.J. Eisen, N.
Fann, M.D. Hawkins, S.C. Herring, L. Jantarasami, D.M. Mills, S. Saha, M.C. Sarofim, J. Trtanj, and L.
Ziska, Eds. U.S. Global Change Research Program, Washington, DC, 312 pp. http://dx.doi.org/10.7930/
J0R49NQX
xxvii Basu, R. (2009). High ambient temperature and mortality: a review of epidemiologic studies from
2001 to 2008. Environmental Health: A Global Access Science Source, 8, 40. http://doi.org/10.1186/1476-
069X-8-40
xxviii Luber, G., & McGeehin, M. (2008b). Climate change and extreme heat events. American Journal of
Preventive Medicine, 35(5), 429–435. http://doi.org/10.1016/j.amepre.2008.08.021
xxix Ibid
xxx Holstein, J., Canouï-Poitrine, F., Neumann, A., Lepage, E., & Spira, A. (2005). Were less disabled
patients the most affected by 2003 heat wave in nursing homes in Paris, France? Journal of Public
Health (Oxford, England), 27(4), 359–365.
xxxi Kawachi, I., and B. P. Kennedy. 1997. “Socioeconomic Determinants of Health: Health and Social
Cohesion: Why Care About Income Inequality?” BMJ 314 (7086): 1037; Marmot, Michael, and Richard
Wilkinson. 2009. Social Determinants of Health. Oxford University Press.
xxxii Cohen, S., and T. A. Wills. 1985. “Stress, Social Support, and the Buffering Hypothesis.” Psychological
Bulletin 98 (2): 310–357.
xxxiii Berkman, L. F., and I. Kawachi. 2000. Social Epidemiology. Oxford University Press, USA; Uchino,
B N, J T Cacioppo, and J K Kiecolt-Glaser. 1996. “The Relationship Between Social Support and
Physiological Processes: a Review with Emphasis on Underlying Mechanisms and Implications for
Health.” Psychological Bulletin 119 (3) (May): 488–531.
xxxiv MA Secretary of the Commonwealth, Elections Division - Research and Statistics, Registration and
Enrollment Statistic, https://www.sec.state.ma.us/ele/eleidx.htm
Cohasset Master Plan – Implementation
195TOWN OF COHASSET 2019 MASTER PLAN
Implementation
Cohasset Master Plan – Implementation
196
The Implementation Chapter is based on the goals and strategies of this Master Plan and the data that
was collected and analyzed. This chapter summarizes the recommendations from each of the Master
Plan elements. The Planning Board, Board of Selectmen and other Town Boards, Commissions and
Committees, with the assistance of the Town staff, should use this Master Plan as a guide and policy
document for the time period of 2019 to 2030.
It is important to note that planning is a dynamic process and priorities can shift over time. The intent
of the Master Plan Committee is to update sections of the plan as new data becomes available.
This update and review process allows for issues to be acknowledged while keeping each specific
recommendation on the table unless a situation dictates that it be reconsidered. This regular follow-up
will allow the Master Plan to remain current and address concerns or events as conditions change.
Although the Master Plan Committee played an advisory and oversight role as the plan was being
drafted, it will be important to consider the establishment of a separate entity to coordinate
implementation of the Plan. The Planning Board will be responsible for a number of the Plan’s
recommendations, so a separate Committee can help in moving forward on recommendations that are
beyond the Planning Board’s authority. The appointment of a Master Plan Implementation Committee
could assist in the oversight and coordination of the Master Plan’s implementation.
The implementation plan intends to deliver on the promise of the goals and strategies expressed
throughout this process, with a program of tangible steps for the Town to take over the next ten years
and beyond. There is a high level of activity required on these issues, based upon the input received
during the planning process.
The table below summarizes the specific recommendations found at the end of each of the Master
Plan chapters. The timing for implementation of the recommendations is estimated by a range of years
(near-, mid-, long-term) to assist in determining the timeframe in which each item is to be considered.
Some recommendations are noted as ongoing in nature. The responsible parties are also listed. If more
than one entity could be charged with implementing a particular strategy or recommendation, the
“lead agency” is listed first in bold.
The following list identifies the acronyms used for responsible parties in the table:
• 250 – 250th Anniversary
Committee
• AEC – Alternative Energy
Committee
• AHSC – Affordable Housing
Steering Committee
• BoA – Board of Assessors
• B&I – Building & Inspections
• BOH – Board of Health
• BOS – Board of Selectmen
• Cap – Capital Budget
Committee
• CCHDC – Cohasset Common
Historic District Commission
• CoC – Chamber of Commerce
• ConCom – Conservation
Commission / Conservation
Agent
• CPC – Community
Preservation Committee
• DBTA – Downtown Business
Association
• DPW – Department of Public
Works
• EA – Elder Affairs
• Eng – Engineering
• FD – Fire Department
• Har – Harbor Committee
• HM – Harbormaster
• HC – Historical Commission
• HP – Housing Partnership /
Housing Coordinator
• Lib – Library
• OSRC – Open Space and
Recreation Committee /
Recreation Commission
• PB – Planning Board
• PD – Police Department
• SC – Sewer Commission
• SD – School Department /
School Committee
• SHCC – Safe Harbor Cohasset
Coalition
• SW – Shellfish Warden
• TM – Town Manager
• TP – Town Planner
• WD – Water Department
• ZBA – Zoning Board Appeal
Cohasset Master Plan – Implementation
197
The following list identifies the acronyms for technical assistance and funding opportunities described
in the implementation program:
• AARP – American Association of Retired Persons
• CPA – Community Preservation Act
• DOER – Department of Energy Resources
• EEA – Executive Office of Energy and Environmental Affairs
• LAND – Local Acquisitions for Natural Diversity
• MAPC – Metropolitan Area Planning Council
• MPPF – Massachusets Preservation Projects Fund
• MVP – Municipal Vulnerability Program
• PARC – Parkland Acquisitions and Renovations for Communities
Cohasset Master Plan Implementation Matrix
Timeline: Near-term: 1-3 years; Mid-term: 4-6 years; Long-term: 7+ years; Ongoing
Potential Resources: Technical assistance and/or fund opportunities
Goal/Strategy/Action Parties
Responsible
Timeline Potential
Resources
Land Use
Goal 1: Plan and invest strategically for smart growth
in order to preserve Cohasset’s community character
Strategy 1.1: Complete study of Cohasset residential
land use patterns
TP, PB 1-3
Strategy 1.2: Review existing zoning bylaw on
accessory dwelling units (ADUs)
TP, PB, AHSC 1-3
Strategy 1.3: Review zoning bylaw to allow greater
housing options in certain areas along Rt. 3A and near
the train station (see Housing chapter)
TP, PB, AHSC 1-3
Strategy 1.4: Review and revise the zoning bylaw to
ensure desired smart growth and enforcement of
zoning bylaws
TP, PB, B&I, ZBA 1-3
Strategy 1.5: Improve planning and permitting process
by educating community through zoning clinics
TP, PB, ZBA Ongoing
Goal 2: Revitalize the Harbor area in accordance with
the Harbor Plan vision and landside development and
infrastructure recommendations
Strategy 2.1: Support public use of and access to the
Harbor
Har, HM Ongoing
Strategy 2.2: Identify and plan for appropriate
improvements to landside and waterside infrastructure
Har, HM 7+
Strategy 2.3: Improve the interconnectivity between
the Village and the Harbor
TP, Har, DPW,
CoC
Ongoing
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Timeline: Near-term: 1-3 years; Mid-term: 4-6 years; Long-term: 7+ years; Ongoing
Potential Resources: Technical assistance and/or fund opportunities
Goal/Strategy/Action Parties
Responsible
Timeline Potential
Resources
Strategy 2.4: Explore zoning changes to the Harbor to
reflect the goals of the Harbor Plan and the demand
for alternative uses along the water’s edge
TP, PB 1-3
Goal 3: Protect open space in all town-wide land use
decisions in order to preserve access and scenic beauty
in accordance with the OSRP
Strategy 3.1: Develop a set of criteria for ranking and
evaluation of future open space acquisitions by the
Town
OSRC, CC, TP 1-3
Strategy 3.2: Develop and maintain a list and priorities
of properties suitable for potential acquisition on
conservation by the Town and make recommendations
OSRC, BoA,
BOS, TP
Ongoing LAND, CPA
Strategy 3.3: Request comment from the OSRC
on permitting and land acquisition and disposition
matters before the land use permitting boards, Board
of Selectmen and Town Meeting
PB, OSRC Ongoing
Strategy 3.4: Increase public awareness of tax
incentives available to private landowners who
preserve open space
BoA, OSRC,
BOS
Ongoing
Strategy 3.5: Increase public outreach on the value
and importance of open space, including the benefits
of public-private partnerships dedicated to preserving
and enhancing open space.
OSRC Ongoing
Goal 4: Attract and retain diverse business in Cohasset
while retaining small town character
Strategy 4.1: Develop plans for joint economic
development of the Harbor area and the Village
TP, Har, CoC 4-6 MA Downtown
Initiative
Strategy 4.2: Complete study of commercial build-out
analysis including impact of potential regional sewer
on economic development along Rt. 3A
TP, SC 4-6
Strategy 4.3: Establish design guidelines that can be
adopted for the Route 3A corridor
TP, PB 1-3
Strategy 4.4: Consider ways in which to introduce
more housing in Cohasset Village as a way to enhance
market opportunities in that district (see Economic
Development chapter)
TP, PB 7+MA Downtown
Initiative
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Timeline: Near-term: 1-3 years; Mid-term: 4-6 years; Long-term: 7+ years; Ongoing
Potential Resources: Technical assistance and/or fund opportunities
Goal/Strategy/Action Parties
Responsible
Timeline Potential
Resources
Housing
Goal 1: Diversify Cohasset’s housing stock and
promote increased options for households of varying
sizes, incomes, tenures, and ages
Strategy 1.1: Consider amending the Zoning Bylaw to
allow context-appropriate increases in density in key
areas of town, such as along Route 3A, near the train
station, in the harbor area, or near the village center
TP, AHSC, PB 1-3 EEA Planning grants,
MassHousing grants
Strategy 1.2: Identify areas to use zoning or other
incentives to encourage “missing middle” typologies
– buildings that fall between single-family houses and
small-scale multifamily buildings
TP, AHSC, PB 1-3 EEA Planning grants,
MassHousing grants
Strategy 1.3: Review the zoning regulations to more
fully encourage the construction of accessory dwelling
units (ADUs)
TP, AHSC, PB 1-3 EEA Planning grants,
MassHousing grants
Strategy 1.4: Develop a local program to support
first-time moderate-income homeowners seeking to
purchase a home in Cohasset.
AHSC 1-3 Mass Housing
Partnership
Strategy 1.5: Develop a plan to outreach and engage
with residents to promote a greater understanding of
housing need and goals
AHSC Ongoing
Goal 2: Increase the supply of deed-restricted
affordable housing qualified for the state Subsidized
Housing Inventory
Strategy 2.1: Utilize CPA funds to support new
affordable housing projects
CPC Ongoing CPA
Strategy 2.2: Fund and empanel the Affordable
Housing Trust Fund
BOS 1-3 CPA
Strategy 2.3: Continue to seek partnerships with
nonprofit developers and Community Development
Corporations
TP Ongoing
Strategy 2.4: Provide municipal support to the
prospective affordable housing developments
TP Ongoing
Strategy 2.5: Develop policies and programs that will
aid Cohasset’s neediest residents
TP, AHSC Ongoing
Strategy 2.6: Complete a Housing Production Plan,
currently underway, by summer 2019
AHSC, TP 1-3 MAPC
Strategy 2.7: Maintain safe harbor under Chapter 40B AHSC, TP Ongoing
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Timeline: Near-term: 1-3 years; Mid-term: 4-6 years; Long-term: 7+ years; Ongoing
Potential Resources: Technical assistance and/or fund opportunities
Goal/Strategy/Action Parties
Responsible
Timeline Potential
Resources
Goal 3: Support seniors as they age and provide
housing options that will enable them to live and thrive
in Cohasset
Strategy 3.1: Explore tools to help residents age in
place
AHSC, EA 1-3 AARP
Strategy 3.2: Promote age-friendly development that
is sized for smaller households
AHSC, EA Ongoing AARP
Strategy 3.3: Adopt visitability or universal design
guidelines that encourage architectural approaches
to new homes and home improvement projects that
would increase accessibility for older adults and people
with disabilities
AHSC, EA 4-6
Economic Development
Goal 1: Create a variety of economic activities in town
to satisfy citizen’s desires for more varied experiences
in the Village, the Harbor and along the commercial
corridor of Route 3A
Strategy 1.1: Increase density in the Village by building
more mixed-use developments
TP, PB 4-6 MA Downtown
Initiative
Strategy 1.2: Pursue development of a Cohasset
Cultural District through the Massachusetts Cultural
Council
TP 4-6 MA Cultural Council
Strategy 1.3: Create a Village-Harbor Vision TP, Har 1-3 MA Downtown
Initiative
Goal 2: Reimagine the Town’s Engagement with
Economic Development
Strategy 2.1: Develop a comprehensive economic
development plan that melds the Town's sites of
economic and social activity into a broader framework
TP 1-3
Strategy 2.2: Rejuvenate the Economic Development
Committee (EDC) to implement this plan
BOS 1-3
Strategy 2.3: The EDC should develop working
relationships with local, state and regional entities to
provide resources and technical assistance to enhance
the Town's economic base
CoC, DBTA 1-3
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Timeline: Near-term: 1-3 years; Mid-term: 4-6 years; Long-term: 7+ years; Ongoing
Potential Resources: Technical assistance and/or fund opportunities
Goal/Strategy/Action Parties
Responsible
Timeline Potential
Resources
Goal 3: Strengthen the traditional economic
development organizations including the Cohasset
Chamber of Commerce and the local Downtown
Business Association (DTBA)
Strategy 3.1: Broaden public knowledge of Cohasset's
environmental, historical, and community assets by
connecting with regional organizations such as the
Greater Boston Convention & Visitors Bureau
CoC, DBTA 1-3
Goal 4: Increase the number of visitors traveling
to Cohasset for enjoyment and to use the Town's
resources
Strategy 4.1: Identify ways of increasing access to
town by improving connections between public transit
and the Village
TP, MBTA Ongoing
Strategy 4.2: Connect the Village and the Harbor TP, Har, DPW Ongoing
Strategy 4.3: Create partnerships with surrounding
seaside towns to connect tourism-related activities
CoC, DBTA Ongoing
Goal 5: Implement the economic development
recommendations of the Master Plan and the Harbor
Plan, focusing on the greatest strengths of businesses
that operate formal and informal establishments,
including in-home enterprises
Strategy 5.1: Identify a location where an in-Village
collaborative workspace can attract and serve business
professionals
CoC, DBTA Ongoing
Strategy 5.2: Engage Village banking institutions
to serve as financial intermediaries and sources of
business planning advice
CoC, DBTA Ongoing
Strategy 5.3: Increase new business formation by
identifying complementary activities that match the
needs of existing businesses
CoC, DBTA Ongoing
Strategy 5.4: Harness local goodwill by developing
strong brand recognition of locally produced goods
and services
CoC, DBTA Ongoing
Strategy 5.5: Streamline the steps required to start and
sustain a new business
BOS 1-3
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Timeline: Near-term: 1-3 years; Mid-term: 4-6 years; Long-term: 7+ years; Ongoing
Potential Resources: Technical assistance and/or fund opportunities
Goal/Strategy/Action Parties
Responsible
Timeline Potential
Resources
Strategy 5.6: Support and where appropriate create
water-based economic activities including recreation,
commercial, and civic functions. Develop resources to
support the continued operation and development of
the Cohasset fishing industry
Har, HM, OSRC 7+
Historical & Cultural Resources
Goal 1: Preserve the historic residential character of
Cohasset
Strategy 1.1: Celebrate the Town's comprehensive
historical record
HC, TP Ongoing
Strategy 1.2: Establish vision and priorities to guide
historic preservation planning efforts
HC, TP 1-3 MA Historical
Commission
Strategy 1.3: Strengthen the Local Historic District
Commission with the adoption of additional bylaws
such as an Affirmative Maintenance Bylaw
CCHDC, TP, PB 4-6 MA Historical
Commission
Strategy 1.4: Establish a Demolition Delay Bylaw TP, HC, PB 1-3 MA Historical
Commission
Strategy 1.5: Explore the expansion of the Local
Historic District
CCHDC 4-6 MA Historical
Commission
Goal 2: Develop additional local capacity to manage
and enhance historic and cultural resources
Strategy 2.1: Expand partnerships among historic
and cultural organizations through development of a
Historic Preservation Plan
HC, TP 4-6 CPA
Strategy 2.2: Implement new partnerships among
organizations within historic and cultural asset clusters
for programming, maintenance, fundraising and
promotion
HC Ongoing
Strategy 2.3: Establish programs such as land
alteration management to prevent clear cutting and
the alteration of natural rock ledges
TP, PB 4-6
Strategy 2.4: Expand Design Review Board purview to
include residential properties
TP, PB 1-3
Goal 3: Enhance Cohasset’s historic and cultural
resources
Strategy 3.1: Revitalize and restore Town Common to
historic standards
HC 7+CPA, MPPF
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Potential Resources: Technical assistance and/or fund opportunities
Goal/Strategy/Action Parties
Responsible
Timeline Potential
Resources
Strategy 3.2: Continue Community Preservation Act
(CPA) funding for maintenance and restoration of
historic properties
CPC, HC Ongoing CPA. MPPF
Strategy 3.3: Provide best practices information
through the Town’s Historical Commission about how
to research house histories
HC, HS Ongoing MA Historical
Commission Survey
and Planning Grants
Strategy 3.4: Review zoning in Cohasset Common
Historic District
TP, PB 1-3
Strategy 3.5: Highlight historic and cultural resources
during annual cultural events
HC, HS Ongoing MA Cultural Council
Goal 4: Enhance creative and cultural economic
development
Strategy 4.1: Celebrate the upcoming 250th
anniversary by highlighting local cultural and historic
resources
250, HC, HS,
BOS
1-3
Strategy 4.2: Explore economic development
strategies that highlight local artists and food
producers
TP, BOH, CoC Ongoing
Strategy 4.3: Develop a process to establish a cultural
district
TP 4-6
Strategy 4.4: Commemorate notable historic
achievements
HC Ongoing
Open Space & Recreation
Goal 1: Make protection of open space and the
character of the town a priority in all townwide land
use decisions, in keeping with citizens’ wishes, to
preserve access and scenic beauty
Strategy 1.1: Develop and maintain a list and priorities
of properties suitable for potential acquisition on
conservation by the Town and make recommendations
OSRC, BoA,
BOS, TP
Ongoing LAND, CPA
Goal 2: Protect and maintain the natural environment
Strategy 2.1: Create a town database of significant
natural resources, wildlife habitats and corridors, rare
species habitat, vernal pools, endangered plant habitat
OSRC, CC, TP,
Eng
Ongoing
Strategy 2.2: Revive or expand implementation of
Water Dept.’s Rain Garden Program
WD, OSRC Ongoing
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Timeline: Near-term: 1-3 years; Mid-term: 4-6 years; Long-term: 7+ years; Ongoing
Potential Resources: Technical assistance and/or fund opportunities
Goal/Strategy/Action Parties
Responsible
Timeline Potential
Resources
Strategy 2.3: Support the restoration of shellfish beds,
including developing an Inter-
Municipal Agreement with the Town of Scituate to
reduce phosphate pollution into the Gulf River"
SW, HC, CC,
BOS, Town of
Scituate
Ongoing
Strategy 2.4: Consider bylaw and regulatory changes
to prohibit phosphate and nitrategenerating uses
along Gulf River and other tributaries to the Harbor,
Straits Pond, and along other sensitive bodies of water
or wetlands areas and their tributaries
HC, CC, OSRC,
BOH
4-6
Strategy 2.5: Consider reviving plan for ocean outfall
for sewer system to reduce fresh water incursion into
the Harbor
SC, BOS 4-6
Strategy 2.6: Organize selective non-toxic eradication
programs of invasive species where appropriate
OSRC, CC, DPW Ongoing
Strategy 2.7: Work to protect Town water supplies WD Ongoing
Goal 3: Improve recreational opportunity and access
Strategy 3.1: Study the feasibility of “shared road”
bikeways, walkways and sidewalks with proper
signage for vehicular traffic
RC, DPW, TP Ongoing Chpt. 90, Mass
Trails Grant, MAPC
Landline, MAPC
Trail Implementation
Toolkit
Strategy 3.2: Study creation of additional walking trails
on public and publicly-accessible private conservation
properties
RC, CC, OSRC,
Eng
Ongoing CPA, PARC, Mass
Trails Grant, MAPC
Landline, MAPC
Trail Implementation
Toolkit
Strategy 3.3: Continue to monitor the need for
development of new ball fields and play areas
throughout town, and act upon opportunities as they
present themselves
RC Ongoing CPA, PARC
Strategy 3.4: Improve access to our waterways,
including our harbors, ponds, ocean front, launching
ramps and mooring areas
RC, HM, Har Ongoing
Strategy 3.5: Increase town recreational operated
programs for all ages
OSRC, RC Ongoing
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Potential Resources: Technical assistance and/or fund opportunities
Goal/Strategy/Action Parties
Responsible
Timeline Potential
Resources
Strategy 3.6: Work cooperatively with the Department
of Conservation and Recreation, The Trustees of
Reservations, Cohasset Conservation Trust and any
other non-town owner of publicly-accessible open
space.
OSRC Ongoing
Transportation & Circulation
Goal 1: Improve pedestrian connectivity throughout
the Town
Strategy 1.1: Enroll in MassDOT Complete Streets
Program
TP 1-3 MassDOT Complete
Streets program
Strategy 1.2. Improve safety, mobility, and access on
Route 3A for all types of transportation
DPW Ongoing MassDOT, FHWA
Road Safety Audit
guidelines
Strategy 1.3: Construct pedestrian facilities in other
high traffic locations throughout Town
DPW 4-6 MassDOT Complete
Streets program
Strategy 1.4: Consider other initiatives to improve
pedestrian safety and convenience
TP 4-6 MassDOT Complete
Streets program
Goal 2: Improve bicycle access and safety
Strategy 2.1: Implement on-road bicycle infrastructure DPW 7+
Strategy 2.2 Improve and connect off-road multi-
modal facilities
OSRC 7+MAPC Landline,
MAPC Trail
Implementation
Toolkit
Goal 3: Improve how roadways in Town operate
Strategy 3.1 Improve mechanisms for addressing
private ways
BOS, TP, PB 1-3
Strategy 3.2 Address local parking challenges and
opportunities
TP, DPW 4-6
Strategy 3.3 Improve roadway safety and operations DPW Ongoing MassDOT, FHWA
Road Safety Audit
guidelines
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Timeline: Near-term: 1-3 years; Mid-term: 4-6 years; Long-term: 7+ years; Ongoing
Potential Resources: Technical assistance and/or fund opportunities
Goal/Strategy/Action Parties
Responsible
Timeline Potential
Resources
Public Facilities & Services
Goal 1: Ensure Cohasset’s public infrastructure and
facilities meet community and departmental needs
Strategy 1.1: Maintain and refine the Town’s capital
planning and implementation processes
Cap, TM, BOS Ongoing
Strategy 1.2: Plan for the renovation or replacement of
facilities whose size, condition, and/or location inhibit
the efficient operation of the Town staff and citizens
who rely on them
Cap, TP, TM,
BOS
Ongoing CPA, MPPF, MA
School Building
Authority, MA
Board of Library
Commissioners
Strategy 1.3: Continue to identify and proactively
address maintenance concerns which do not yet rise to
the level requiring capital improvement funding
All departments Ongoing
Strategy 1.4: Consider department’s capital assets
portfolio holistically and evaluate opportunities to
share or transfer resources between departments
Cap, TM, BOS Ongoing
Strategy 1.5: Upgrade the technology infrastructure of
public buildings to improve their operations
All departments Ongoing
Strategy 1.6: In addition to attaining or maintaining
compliance with the Americans with Disabilities Act
(ADA), consider designing public facilities in line with
the principles of universal design (UD), also called
inclusive design, which seeks to create spaces that
can be used by all people, regardless of their age, size,
disability or ability
TM, TP Ongoing
Goal 2: Secure and supply adequate resources to
provide high quality facilities, services, and programs
that serve the needs of Cohasset’s residents
Strategy 2.1: Continue to foster relationships between
the Town government and community partner
organizations and share resources to aid each in the
fulfillment of their missions
TM, BOS Ongoing
Strategy 2.2: Encourage and support the continued
pursuit of grant funding and other alternative
financing strategies
TM, BOS, TP Ongoing
Strategy 2.3: When evaluating capital purchase
requests for specialized equipment, gains to staff
productivity and work efficiency should be considered
in addition to the base cost
Cap, TM Ongoing
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Potential Resources: Technical assistance and/or fund opportunities
Goal/Strategy/Action Parties
Responsible
Timeline Potential
Resources
Strategy 2.4: Continue to support the “One
Community” initiative to foster resource sharing
with all departments in Town to economically use tax
revenue
TM, BOS Ongoing
Goal 3: Enhance communication and improve
transparency of town processes
Strategy 3.1: Continue to disseminate information on
town processes through all channels of communication
TM Ongoing
Strategy 3.2: Increase coordination between Town
committees and boards
TM Ongoing
Strategy 3.3: Utilize established and emerging
technologies to improve inter-department and intra-
department communication
TM Ongoing
Goal 4: Explore collaborative solutions to address
regional issues facing the Town of Cohasset and
neighboring communities
Strategy 4.1: Work with surrounding communities to
increase Cohasset’s resilience against the effects of
climate change
TP 1-3
Strategy 4.2: Identify opportunities to coordinate with
neighboring towns in addressing the environmental
and other impacts of development in adjacent areas
TP Ongoing
Strategy 4.3: Continue, and consider expanding,
participation in collective purchasing programs for
capital equipment to benefit from economies of scale
and save staff time
Cap, TM Ongoing
Energy & Sustainability
Goal 1: Reduce municipal energy use
Strategy 1.1: Continue tracking and analyzing energy
data in Mass Energy Insight (MEI)
AEC Ongoing
Strategy 1.2: Continue participation in the Green
Communities program
AEC Ongoing Green Communities
Strategy 1.3: Undertake an education/training
campaign for municipal building staff and users
AEC, TM Ongoing
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Timeline: Near-term: 1-3 years; Mid-term: 4-6 years; Long-term: 7+ years; Ongoing
Potential Resources: Technical assistance and/or fund opportunities
Goal/Strategy/Action Parties
Responsible
Timeline Potential
Resources
Strategy 1.4: Implement a strategy to track energy
cost savings
AEC, TM 1-3
Strategy 1.5: Start research into Net Zero options and
goals to inform an eventual municipal net zero plan
AEC 1-3 MA Department of
Energy Resources
(DOER) Pathways
to Zero Net Energy
Program
Goal 2: Reduce residential and commercial energy use
Strategy 2.1: Promote MassSave for residential EE
audits and incentives (targeted residential outreach
where appropriate)
AEC Ongoing MassSave
Strategy 2.2: Promote Property Assessed Clean Energy
(PACE) financing mechanism for commercial energy
efficiency and renewable energy work
AEC Ongoing
Strategy 2.3: Continue enforcement of the Stretch
Energy Code for new buildings
B&I Ongoing Green Communities
Goal 3: Prepare for climate change and increase Town
resiliency
Strategy 3.1: Continue participation in the State’s
Municipal Vulnerability Preparedness Program
TP Ongoing MVP Action grants
Strategy 3.2: Use the results of the Harbor Plan to
inform resiliency and climate adaptation planning and
identify additional actionable priorities
TP, Har Ongoing MVP Action grants
Strategy 3.3: Incorporate relevant knowledge of sea
level rise and expected rainfall into all planning and
permitting processes within the Town
TP, PB Ongoing
Strategy 3.4: Engage and educate the community
around energy and climate issues
AEC Ongoing
Goal 4: Promote the use of additional renewable
energy to reduce emissions and costs
Strategy 4.1: Participate in the Solarize Mass program
run by the Massachusetts Clean Energy Center
(MassCEC)
AEC 1-3 MA Clean Energy
Center and MA
Department of
Energy Resources
(DOER) Solarize
Massachusetts
programs
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Timeline: Near-term: 1-3 years; Mid-term: 4-6 years; Long-term: 7+ years; Ongoing
Potential Resources: Technical assistance and/or fund opportunities
Goal/Strategy/Action Parties
Responsible
Timeline Potential
Resources
Strategy 4.2: Identify good places for municipal solar
projects
AEC, TP Ongoing
Strategy 4.3: Consider participation in Green Municipal
Aggregation program on behalf of Town’s residents
AEC 4-6 MAPC’s Municipal
Aggregation Toolkit
and municipal
aggregation program,
Community Electricity
Aggregation PLUS
Strategy 4.4: Consider adding language into zoning
code to explicitly allow for rooftop solar arrays
AEC, TP 4-6
Goal 5: Reduce vehicle fuel use, support transition to
Evs
Strategy 5.1: Install electric vehicle (EV) charging
infrastructure in all municipal & school parking lots and
consider purchasing additional EVs or hybrid vehicles
for the Town, including the Police Department.
Cap, BOS, DPW 7+
Strategy 5.2: Implement a community-wide anti-idling
policy
BOS 1-3
Public Health
Goal 1: Sustain and expand access to locally produced
and healthy foods in town
Strategy 1.1: Continue support and identify expansion
opportunities for the farmers market to encourage use
of local and healthy foods (e.g., Holly Hill)
BOH Ongoing
Strategy 1.2: Develop and implement a Community
Food System Action to help preserve existing
agricultural uses and soils, use of marine resources,
and respond to climate driven issues that could affect
local food production
BOH, BOS 4-6
Strategy 1.3: Monitor local needs for supplemental
nutrition benefits, especially among vulnerable
populations including low income households and
seniors
BOH, EA Ongoing
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Potential Resources: Technical assistance and/or fund opportunities
Goal/Strategy/Action Parties
Responsible
Timeline Potential
Resources
Goal 2: Sustain support for actions to monitor and
respond to issue relates to the mental and emotional
wellness of residents, particularly that of youth and
older adults
Strategy 2.1: Conduct an annual town-wide
communications campaign to reduce the perception of
stigma for receiving mental and emotional support
SHCC Ongoing
Strategy 2.2: Continue to support programs that
provide social and emotional support to younger and
older residents
SHCC, EA Ongoing
Strategy 2.3: Support the development of a teen or
intergenerational center in town
SHCC Ongoing
Strategy 2.4: Conduct regular (annual or bi-annual)
town-wide surveys to gather information about
parents’ behaviors in relation to their children and
youth in town (e.g., social host law, conversation with
children about substance use)
SHCC Ongoing
Goal 3: Prioritize active transportation (walking,
biking, and transit use) and open space access to
promote physical activity and exposure to outdoor
natural environments
Strategy 3.1: Sustain and expand local programming
for activities that include physical activity
RC Ongoing
Goal 4: Addresses environment hazards to reduce
resident exposure to substances that reduce the
quality of life in town
Strategy 4.1: Develop and disseminate information
about prevention and reduction of tick and mosquito
exposure
BOH Ongoing
Strategy 4.2: Provide informational materials for
new and existing residents who live in proximity to
roadways with higher traffic volumes (e.g., Route 3A)
BOH Ongoing
Strategy 4.3: Prioritize actions that reduce local
single occupant vehicle trips in order to reduce
locally-generated motor vehicle trips and related air
pollutants
TP, AEC Ongoing
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Potential Resources: Technical assistance and/or fund opportunities
Goal/Strategy/Action Parties
Responsible
Timeline Potential
Resources
Strategy 4.4: Provide more mobility options for older
residents and households with limited access to
personal vehicles in order to enhance transportation
safety, connect with local destinations and maintain
community connections
EA Ongoing
Strategy 4.5: Explore current risks associated with
Wampatuck Park’s former military uses and where
necessary, update information (e.g., signage) for park
users so that they are aware of potential exposures
BOH, OSRC Ongoing
Goal 5: Assess potential health impacts of proposed
projects and policies by integrating a health and equity
lens into local decision-making
Strategy 5.1: Use a health assessment tool, such as
the NACCHO Public Health in Land Use Planning
& Community Design checklist, in planning and
development decision making
TP, PB Ongoing
Strategy 5.2: Bring health perspective the Community
Preservation Committee through consultation with the
Health Department or Board of Health
BOH, CPC Ongoing
Strategy 5.3: Explore use of Racial Equity Impact
Assessment in municipal planning and development
decision making
TP, PB Ongoing