HomeMy Public PortalAboutCPC Packet 033121Town of Brewster Community Preservation Committee
2198 Main St., Brewster, MA 02631
cpcmeeting@brewster-ma.gov
(508) 896-3701
MEETING AGENDA
March 31, 2021 at 4:00 PM (Remote Participation Only)
This meeting will be conducted by remote participation pursuant to Gov. Baker’s March 2020 orders suspending certain Open Meeting
Law provisions and imposing limits on public gatherings. No in-person meeting attendance will be permitted. If the Town is unable to
live broadcast this meeting, a record of the proceedings will be provided on the Town website as soon as possible.
The meeting may be viewed by: Live broadcast (Brewster Government TV Channel 18), Livestream (livestream.brewster-ma.gov),
or Video recording (tv.brewster-ma.gov).
Meetings may be joined by:
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Community
Preservation
Committee
Faythe Ellis
Chair
Sharon Marotti
Vice Chair
Elizabeth Taylor
Clerk
Roland Bassett Jr.
Barbara Burgo
Bruce Evans
Peggy Jablonski
Diane Pansire
Paul Ruchinskas
CPC Assistant
Beth Devine
1.Call to order
2.Financial update
3.Discussion with representatives from Vision Planning Committee
4.Summary of Select Board and Finance Committee warrant article presentations
5.Warrant article update
6.Project Updates
7.Approval of minutes from 3/10/2021
8.Announcements
9.Items the Chair could not anticipate
10.April meeting dates: 4/14/21 and 4/28/21 at 4PM
11.Motion to Adjourn
Date Posted: Date Revised:
3/29/21
Community Preservation Committee: FY22 Forecast as of 2/24/2021
1,716,072.80$
1,084,450.00$
162,667.50$ 1,247,117.50$
2,963,190.30
50%10%10%
Open Space Housing Historical
$ 503,132.57 $ 113,075.41 $ 475,462.89 $ 624,401.93
$ 623,558.75 $ 124,711.75 $ 124,711.75 $ 374,135.25
$ 1,126,691.32 $ 237,787.16 $ 600,174.64 $ 998,537.18
Open Space Housing Historical "30%"
$ (53,100.00)
$ (101,600.00)
$ (48,983.00)
(62,355.88)
(185,000.00)
(52,500.00)
(125,000.00)
(51,096.00)
(150,000.00)
(105,000.00)
Total YTD Obligations - FY22 $ (203,683.00) $ (103,596.00) $ (125,000.00) $ (502,355.88)
$ 923,008.32 $ 134,191.16 $ 475,174.64 $ 496,181.31
Total net available from all accounts 2,028,555.43$ YE ADJUSTMENT-
BREWSTER BAPTIST
STEEPLE RETURN OF
ALLOCATED FUNDS
Windrift (5)81,973.00 50,000.00
FY-21 Estimated total balance forwarded [1]:
FY-22 Estimated local tax revenue:
FY-22 Estimated State contribution [2]:
Total FY-22 Estimated funds available:
Budgeted Reservefor
CPA
FY-21 Actual Unreserved Fund Balance
FY-22 Estimated revenue
FY-22 Estimated Funds available
FY-22 obligations as of 01/31/2021
BBJ Property Bond #1
BBJ Property Bond #2
Bates Property Bond
[1] Balance forwarded estimated from prior year includes all unallocated funds, including unspent amounts from projects and budgeted administrative and professional expenses.
Administration Expense [3]
Requests for Funding for Spring TM
Brewster Dog Park
Dennis Veterans Home
Mill Pond Wall
Housing Coordinator
Rental Assistance
Habitat - Red Top Road
FY22 Estimated Unreserved Fund Balance as of 01/31/2021
with Adjustments
REMAINING OPEN SPACE GRANT FUNDS (4)
(2) State Match revenue is projected at 15%, which is the total which was listed in the Fall TM Warrant.
[3] Administrative expenses are limited by law to 5% of the total CPC budget and include primarily payroll costs, legal and other professional expenses, the annual $3,500 state
Coalition dues.
{4} Original bond amount of 1,594,900 to be paid down by 899,210 in April 2020 and 400,000 in April 2021. Rem. Balance is 295,690 @ .75% interest rate
{5} 1/14/21 CPC voted to use Windrift grant funds of $295,690 to pay off Besse Cartway note.BONDS
Stakeholder Outreach
Vision Plan Implementation Progress
The Vision Planning Committee is tracking what has been done to achieve the goals of the Vision plan.
We are interested in identifying actions that have been taken that will help achieve the goals and
purposes including but not limited to the actions that are identified in the Vision Plan. This interview
will help the Committee start to track actions that have been taken or are in progress and we will ask for
another interview in about six months. From this, we will produce an annual Vision Plan implementation
report that will be presented to the Select Board and broader Brewster community.
At the same time, the Vision Planning Committee is working on the development of a Local
Comprehensive Plan which will build on the Vision Plan and include a targeted action plan.
The goal and purposes of the each building block have been provided to help facilitate the following
Q&A conversation.
Question 1: Since adoption of the Brewster Vision Plan in 2018, has your (organization/department)
seen specific progress on the goals of the Vision Plan for (insert Building Block, i.e Water Resources).
What specific actions have been taken or are in progress?
Question 2: What do you attribute to the successful implementation of specific goals and actions? For
goals and actions that have seen less progress, what have been the barriers to implementation?
Question 3: Since the adoption of the Vision Plan, has there been a shift in the priority of specific
actions from the Vision Plan? What kind of shift? Are there actions or items that were not in the Vison
Plan but that should be included in a Local Comprehensive Plan to achieve the same or similar goals
Question 4: How have Climate Change considerations altered or been integrated into what your
(organization/department) does? To what extent should Climate Change related goals and actions
receive priority status in the Comprehensive Plan’s targeted action plan?
Question 5: Do you have any specific recommendations for the Vision Planning Committee as they work
toward Vision Plan implementation and development of the Local Comprehensive Plan for Brewster?
Open Space
GOAL: Maintain and expand open space assets
to provide public recreation, protect fragile
natural habitat, and protect water resources
PURPOSE 1
Improve public access to and expand the use of recreational
areas
1. Work in collaboration with the state’s Division of Conservation and
Recreation to develop better public access to state-owned beach property.
2.Look at existing town properties to create recreational opportunities
such as walking trails, bike paths and a dog park, and encourage
expanded utilization of Drummer Boy Park for recreational uses,
including the possible development of a walkway to Wing Island.
3. Pursue land acquisition opportunities for additional recreational areas.
PURPOSE 2
Prioritize environmentally sensitive areas for preservation
1.Use available mapping technology and town/outside collaborations
to identify and protect priority parcels in sensitive natural resource areas,
particularly in designated Zone II drinking water supply areas.
2. Ensure that existing funding continues and additional funding sources
are made available to acquire priority open space parcels.
3. Properly manage existing open space assets and ensure that adequate
funding is available to maintain their protection.
PURPOSE 3
Maintain open space through density and development standards
1. Utilize zoning and other regulatory options as alternatives to land
purchases in order to protect open space in environmentally sensitive
areas, including improved use of cluster development and natural
resource protection zoning.
2. Zone strategically to direct growth away from natural resource areas
while at the same time change zoning elsewhere to accommodate greater
density in areas where it is appropriate.
3. Build public awareness about regulatory (zoning) methods to protect
open space.
Examples of stakeholders
• Open Space Committee • Department of Natural Resources
• Brewster Conservation Trust • Conservation Commission
• Cape Cod Commission • Compact of Cape Cod Conservation Trusts
• Association to Preserve Cape Cod
• Abutters/Neighboring Communities to Open Space (potential/existing)
• Planning Department • Brewster Ponds Coalition
6 TOWN OF BREWSTER VISION PLAN • 2018
Page 1 of 4
BREWSTER VISION ADVISORY GROUP
SUMMARY PAPER
OPEN SPACE
OCTOBER 2017
I. Background
Overview
Open space figured prominently in the first Vision workshops. As a treasure, participants valued
protected open space because of its contribution to Brewster’s rural character, low density,
tranquility, protection for the town’s drinking water supply, recreation and preservation of
natural habitat. Related to open space, participants also noted the value of open space-based
recreation including specific locations such as bike trails, Nickerson State Park, the Punkhorn
Parklands, and the Captains’ Golf Course. Acquiring land for recreation and habitat protection
and improving the use of Drummer Boy Park were noted as significant opportunities. Finally,
open space was the second most mentioned theme in participants’ vision statements, with
specific references to natural beauty, rural character, environmental responsibility, and a
“green” community.
By these characteristics, open space is closely linked to many other Vision building blocks
including town character, the local economy, water resource protection, and community
infrastructure. In other words, actions to protect open space will contribute to these other
building blocks.
These findings are consistent with the results of the survey conducted as part of the up-date of
the Town’s Open Space Plan in 2013. The responses to that survey reflect many of the themes
raised during the recent Brewster Visioning workshops, including the importance of preserving
open space generally; protection of groundwater, drinking water, ponds, lakes, and watersheds,
as well as wetland and upland habitats and endangered species habitats; and protecting beach
access for recreational needs. In addition to beach parking and amenities, the next most
important recreation facilities identified by survey respondents included walking/hiking trails,
parks, and bike trails.
In addition to the contributions to the Town’s character and recreational opportunities, open
space contributes in many ways economically and financially to the town. In contrast to other
Cape towns, Brewster’s past open space investments have, in part, allowed the town to avoid
Page 2 of 4
the high cost of sewering large areas of town in sensitive watersheds. A recent study by the
Trust for Public Land found that every dollar of investment in conservation generated $4 in
natural goods and services to the Massachusetts economy. A study of the cost of services in
Brewster in 2001 found that for every dollar of revenue generated, average residential
development required $1.30 in public services while open space and farmland required only 31
cents making them net contributors to the town’s fiscal health.
While Brewster residents and visitors appreciate the rural feel and low density development, it
is important to recognize what is “open space”. Protected open space generally refers to the
“green infrastructure” of a community. It may include woodlands, agricultural lands, marshes,
scenic vistas, and recreation areas. Many people may perceive much of the undeveloped land
in Brewster as permanent open space, but in fact much of it is not. A study by Mass Audubon in
2014 characterized Brewster as 29% protected open space, 29% developed, and 42% vacant. In
comparison to Brewster, 34% of Barnstable County is protected open space. Although “vacant”
land lends itself to the open space feel of the Town, much of it could be developed in the future
by its private property owners.
Current status and trends
The Town of Brewster currently has many open space and recreation resources protected from
development. The Town’s Open Space and Recreation Plan provides a detailed summary of
currently protected lands, but a partial list includes: 2,200 acres of state and non-profit
protected lands, 1,000 acres of municipally owned lands, and 822 town-owned acres controlled
by the Conservation Commission. The not-for-profit Brewster Conservation Trust owns 533
acres of permanently protected land and an additional 250 acres through conservation
restrictions on private land.
The Town’s commitment to open space started many years ago with the purchase of over 800
acres in the Punkhorn Parkland in the late 1980’s and early 1990’s to protect the wellfields in
West Brewster. During the same period, the Town also purchased several hundred acres in
south-east Brewster to protect wellfields in that part of town. Even though water supply
protection has been an important criterion for land acquisition in recent years, only
approximately 40% of the “Zone II” (area of draw-down around town wells) is currently
protected.
In the past five years, Town meeting has approved 10 open space acquisitions totaling nearly 60
acres. In addition, the Brewster Conservation Trust has led Cape land trusts in number of
acquisition projects and acres protected. Despite these activities, the balance between
developed land and protected land has been shifting. For example, data from the Assessor’s
office indicates that in 2014 and 2015 a total of 57 acres shifted from vacant to developed while
almost 15 acres shifted from undeveloped to protected.
Many recent land purchases have involved multiple funding sources: this means that significant
lands have been protected with only a portion coming from Town funds. For example, in 2015
Page 3 of 4
the Town purchased three acres adjacent to Drummer Boy Park for $500,000 which included a
state grant of $260,000 and $100,000 from the Brewster Conservation Trust, leaving the Town
to pay $140,000. Similarly the recent purchase of four pond front acres on Rt. 137 in East
Brewster (also in the Zone II) for $400,000 by the Brewster Conservation Trust included a
$100,000 Town contribution, a state grant, and private contributions. From 1999 to 2014, for
every $1 invested in open space acquisition, the Town has leveraged $1.11 from other sources.
As a heavily used public park and scenic vista, Drummer Boy Park represents a unique asset in
Brewster. The Drummer Boy complex includes 17 acres of town land purchase in 1988, an acre
owned by the Brewster Historic Society which houses the iconic Higgins windmill and BHS
historic village, two acres of Windmill Meadows owned by the Brewster Conservation Trust,
and the recently acquired three acre town property to the east of the open area. A
comprehensive management plan that integrates these components has not been developed.
With the acquisition of protected open space comes the responsibility for maintaining it:
keeping trails open and picking up along roadsides. Currently, this is largely done by Town staff,
BCT staff, and crews of volunteers.
Recent actions by the Town
Brewster’s Open Space Committee completed an update of the town’s Open Space and
Recreation Plan (OSRP) in 2014. The OSRP is a comprehensive look at open space issues, needs,
goals, and actions. The Plan identifies the following goals based on priorities identified from the
2013 survey:
1.Protect and maintain a maximum amount of open space for the purpose of ensuring
protection of a sufficient safe drinking water supply to meet the needs of Brewster’s
residents and visitors today and in the future.
2.Provide open space and recreation opportunities that maintain Brewster’s rural character
and small coastal community identity.
3.Plan, coordinate and implement open space protection measures that preserve habitat
diversity and protect marine and fresh surface water resources.
4.Provide a variety of recreation opportunities, which accommodate the current and future
needs of the community, and that are in close proximity to all residential areas.
5.Promote greater coordination and communication about community open space and
recreation needs among local stakeholders and residents as well as with surrounding
communities and the region.
Other recent actions by the Town include the adoption of the Natural Resources Protection
District zoning change (2009), which is designed to encourage development that protects the
most sensitive resources on a parcel of land and preserves up to 80% as permanent open space
in Brewster’s water protection District of Critical Planning Concern designated in 2008. Also,
since 2007, approximately 160 acres have been taken by the town for non-payment of taxes
and transferred to the custody of the Conservation Commission.
Page 4 of 4
II. Key Issues Moving forward
As development outpaces open space preservation, what priority should be given to open
space in Town funding?
Given the variety of purposes open space serves in Brewster, what should be the open space
priorities in the future?
What should the Town and its open space partners do to improve coordination and leverage
funding?
Should the town consider additional regulatory measures that protect open space and sensitive
natural resources?
III. Draft Vision Goal
Goal: Maintain and expand open space assets to provide public recreation, protect fragile
natural habitat, and protect water resources
Purposes:
1.Improve public access to and expand the use of recreation areas
2.Prioritize environmentally sensitive areas for preservation
3.Maintain the open space through density and development standards
Taking Action Turning the Plan into action
The Vision Plan is intended to be a living document, guiding the near- and long-term decisions
on which our community’s future is built. Therefore, it is imperative that the goals guide
actions of Town government and community organizations and that the relevant stakeholders
play their part in implementing the actions presented in the Plan. Implementation will involve
figuring out the details and making the actions work in the context of town capacity, financial
and fiscal constraints, and the legal framework for town action. Overall, the Select Board,
Town Boards and Committees, and citizens through Town Meeting will oversee turning the Plan
into action. Implementation will be most effective if there is a true partnership between town
government and the community to assure that the goals laid out in the Plan are reached.
What the community can do to promote the implementation of the Vision Plan.
TOWN GOVERNMENT
Adopt the Vision Plan as a formal action of the Select Board
and assign responsibility for implementation.
Communicate the Vision Plan, including important milestones
and progress towards implementation through a variety of
traditional and innovative vehicles.
Make the Vision Plan a guide for policymaking and town decisions
(budgeting, town warrant articles, town mission statement).
Engage Town department heads and town staff to take owner-
ship of the Vision Plan and integrate it into their daily work and
future plans; restructure and reorganize staffing as needed.
Create a Vision Implementation Committee to shepherd and
oversee implementation and to keep the Vision Plan in the
forefront of Town priorities, including ongoing stakeholder
involvement.
COMMUNITY ORGANIZATIONS
Embrace the Vision Plan, organize meetings and other communications
to build awareness and understanding about the Vision Plan.
Use the Vision Plan to guide organizational plans, take on Vision Plan
projects related to organizational mission for implementation or
collaboration with Town.
Help foster two-way communication with the Town, organize meetings
and other forms of communication to educate people about issues and
provide feedback.
CITIZENS
Work together to create a culture of engagement, talk with friends and
neighbors, make a difference.
Act, vote, attend meetings.
Get involved in a Vision Plan issue, volunteer.
TOWN OF BREWSTER VISION PLAN • 2018 13
Stakeholder Outreach
Vision Plan Implementation Progress
The Vision Planning Committee is tracking what has been done to achieve the goals of the Vision plan.
We are interested in identifying actions that have been taken that will help achieve the goals and
purposes including but not limited to the actions that are identified in the Vision Plan. This interview
will help the Committee start to track actions that have been taken or are in progress and we will ask for
another interview in about six months. From this, we will produce an annual Vision Plan implementation
report that will be presented to the Select Board and broader Brewster community.
At the same time, the Vision Planning Committee is working on the development of a Local
Comprehensive Plan which will build on the Vision Plan and include a targeted action plan.
The goal and purposes of the each building block have been provided to help facilitate the following
Q&A conversation.
Question 1: Since adoption of the Brewster Vision Plan in 2018, has your (organization/department)
seen specific progress on the goals of the Vision Plan for (insert Building Block, i.e Water Resources).
What specific actions have been taken or are in progress?
Question 2: What do you attribute to the successful implementation of specific goals and actions? For
goals and actions that have seen less progress, what have been the barriers to implementation?
Question 3: Since the adoption of the Vision Plan, has there been a shift in the priority of specific
actions from the Vision Plan? What kind of shift? Are there actions or items that were not in the Vison
Plan but that should be included in a Local Comprehensive Plan to achieve the same or similar goals
Question 4: How have Climate Change considerations altered or been integrated into what your
(organization/department) does? To what extent should Climate Change related goals and actions
receive priority status in the Comprehensive Plan’s targeted action plan?
Question 5: Do you have any specific recommendations for the Vision Planning Committee as they work
toward Vision Plan implementation and development of the Local Comprehensive Plan for Brewster?
Housing
GOAL: Provide more affordable, safe, and accessible rental
and ownership housing options at different price points,
particularly for single people, young families, and our older
population. Achieve the state’s 10% affordable goal by 2025.
PURPOSE 1
Promote housing choices to allow families to
live, work, and prosper
1. Review current zoning with key emphasis on
Accessory Dwelling unit bylaw which would allow
an additional smaller unit to be built on an existing
home lot; consider multifamily zoning and housing
above existing businesses.
2.Review current housing stock and town owned
land, identify needs, promote existing programs and
create innovative new programs.
3. Create a Municipal Housing Trust which will
allow the Town to develop more flexible programs
such as Buy Down assistance for homeowners,
rental vouchers, rehabilitation and acquisition of
land for Town-led, friendly 40B affordable develop-
ment.
4. Research and develop creative public and private
sources of funding and partnerships for housing.
5. Educate the public about affordable housing
by holding educational forums and creating a
marketing/awareness campaign about the need for
affordable and community housing options.
PURPOSE 2
Provide opportunities to address the varied housing needs of Brewster’s aging population
1. Create more ways for seniors to age in place through zoning changes, tax incentives,
home sharing programs and elderly support services.
2. Develop more elderly housing options that are focused on inclusion, not isolation, and
that are near public transportation routes.
PURPOSE 3
Address the housing needs of the Town’s year-round and seasonal workforce
1. Develop relationships between businesses, homeowners and Town to identify and
locate rooms for seasonal workers in safe and well managed locations, preferably near
transportation centers. Review zoning that would allow more housing units to be built
above existing businesses.
2. Develop more year round work force affordable rental stock and affordable first time home-
ownership opportunities through, for example, smaller lot sizes and non-traditional housing designs.
Examples of stakeholders
• Low/Middle Income Residents (Young Families, Older Fixed Income Families & Seasonal Workforce)
• Brewster Housing Coordinator • Brewster Housing Trust • Housing Partnerships (Brewster & MA)
• Brewster Housing Authority • Chambers of Commerce (Cape and Brewster)
• Local Builders Associations, Contractors, MA Architects
• Community Development Partnership • Housing Assistance Corporation • Lenders/Financing
TOWN OF BREWSTER VISION PLAN • 2018 7
Page 1 of 5
BREWSTER VISION ADVISORY GROUP
SUMMARY PAPER
HOUSING
OCTOBER 2017
I.Background
The cost and availability of housing in Brewster was identified as the largest single
challenge at the June workshops, with an emphasis on how the lack of affordable
housing impacts young families. Workshop participants saw housing as key to allowing
young families to stay in Brewster thereby maintaining the diverse community that
residents value and providing the workforce that the local economy needs. In this way,
housing is closely inter-related to community character and local economy building
blocks of Brewster’s vision.
Affordable housing, generally defined as housing available to households with incomes
at or below 80% of area median income (e.g. currently $61,200 for a 3-person
household) and at a cost that does not exceed 30% of the household’s gross monthly
income, was identified by workshop participants as the biggest challenge the Town
faces. Approximately 26% of Brewster households have incomes of $35,000 or less.
While those with the lowest incomes face the greatest housing need and challenges, the
cost and availability of housing—both for year-round rentals and ownership
opportunities—is an issue as well for many households that do not qualify for affordable
housing, making it challenging for both younger families and older residents to remain
in Town. How to provide these wide range of housing opportunities while maintaining
Brewster’s community character, identified as the Town’s top treasure, is the
conundrum.
Current status
Brewster, as well as the rest of the Cape, is facing housing issues that are common with
a number of resort, tourist-based areas throughout the country that have a significant
percentage of their housing stock used on a seasonal basis (nearly 44% of housing units
in Brewster are for seasonal use). These areas all have high housing costs in part
because the average income of second home owners is greater than that of year-round
residents and thus they can drive up the cost of housing. Environmental and
Page 2 of 5
infrastructure factors also contribute to the higher cost of housing in Town. In addition,
these tourist-based areas are also characterized by low wages. Over the last 15 years,
the average wage on the Cape has been at least 30% lower than the average wage in the
state. The combination of high housing costs and lower wages makes it incredibly
challenging for communities to provide housing that residents and workers can
reasonably afford, e.g. a household with an income of $40,000 should pay no more than
$1,000 per month for rent or for their mortgage, taxes, and insurance if they own.
Since 1969, the state has had a goal that every community should have 10% of its year-
round housing stock designated as affordable. Currently the Town has 250 units
counted as affordable, 5.2%, and needs to add 231 affordable units to meet the 10%
goal. The 10% metric however understates the range of housing needs—affordable and
otherwise—that exists in Town. Housing cost burden is a more telling indicator of a
community’s affordable housing need. The 2017 Brewster Housing Production Plan
reported the following:
•960 low or moderate income households (those below 80% median income)
were cost-burdened, i.e. paying more than 30% of their gross income on housing
costs. 575 of those households were paying more than 50% of their income on
housing costs. These figures include both owners and renters.
•Approximately 84% of the 4,803 year-round housing units are owner-occupied,
while only 16% (about 800) were renter occupied. 76% of the housing units in
Town are detached single family homes.
•There are limited housing options for the approximately 1,300 single person
households.
•8% of Brewster households live below the poverty line.
•There is a 2-4 year wait for senior housing apartments owned by the Brewster
Housing Authority.
•The median sales price of a single-family home in 2015 was $389,750. A
household would need an income of over $100,000 to afford the median priced
home. The median household income was $66,306—a gap of well over $30,000
of what would be needed to purchase that median-priced home. By comparison,
under current interest rates, the “affordable” price for a 3-bedroom home would
be about $225,000.
Trends
The most significant trends, perhaps not surprisingly, are related to demographics. As
reported in the Housing Production Plan, between 1970 and 2000, Brewster’s
population increased four-fold to just over 10,000; however, since 2000, the town’s
population has declined about 1.4%. The population of those age 65+ is growing—now
about 29% of the population compared with 14% state-wide. Since 2000, the Town has
Page 3 of 5
seen a significant decrease in the numbers of individuals in both the 25-34 and 35-44
age groups. Those 25-34 account for 5% of the Town’s population compared with 13% in
this age group state-wide. Those 35-44 account for 9% of the town’s population
compared with 13% state-wide. Population projections provided by the UMass Donohue
Institute indicate that the Town’s population could decline to 7,888 by 2035—a 20%
decrease over 20 years. These trends and projections suggest that there will be a need
for more housing options for the growing older population along with a strategy for
more and affordable housing options for younger people combined with strategies to
provide more economic opportunities that pay a livable wage in order to reverse the
demographic trends the Town is facing.
Recent actions by the Town of Brewster and community groups
While creation of new affordable housing basically stopped from 2008-2014, activity has
picked up over the last few years. The Town just completed a state-approved Housing
Production Plan that assessed demographic and housing data, identified local affordable
housing needs and development barriers, and developed a set of priorities and 16
recommended strategies that would enable the Town to make progress toward
achieving the 10% goal. One of the recommended strategies was to hire a housing
coordinator, and the Town recently hired a part-time housing coordinator with
Community Preservation Act (CPA) funds to coordinate the remaining strategies
identified in the Housing Plan. Over the last two years Town Meeting approved $1.2
million in CPA funds to enable Habitat for Humanity to acquire land on Tubman Road to
construct 14 affordable homes for first time homebuyers using the Habitat sweat equity
model. At the spring 2017 Town Meeting, voters also approved a $550,000 CPA funding
request to assist two non-profit organizations to construct 30 affordable rental
apartments on land that will be leased from the Brewster Housing Authority. In
addition, two Chapter 40B homeownership developments by for-profit developers are
nearing completion: White Rock: 12 homes with 3 affordable and Brewster Landing—28
homes with 7 affordable. As these houses come on line, the Town will have made
progress toward the 10% goal.
II.Key Issues Moving Forward
Challenges
Many of the community character factors participants mentioned as treasures and that
make Brewster a desirable place to live: access to water—both the beaches and ponds
(about 80 of them covering 10% of the Town’s surface area—2,000 acres—the largest
amount of pond acreage on the Cape); recreational amenities including protected open
space; and historic and cultural resources—play some role in increasing the cost of
housing in Town. The fact that the Town, along with the rest of the Cape, relies on a sole
source aquifer for its drinking supply necessitates the protection of land from
Page 4 of 5
development around the drinking water wells. Residential zoning in Town typically
requires large lots (60,000 square feet or more) for a single-family house, and there are
minimal zoning options that allow the creation of affordable or multifamily housing. The
lack of a centralized or smaller scale wastewater treatment infrastructure also limits the
development potential of available land. There are limited commercially zoned districts
in town and thus fewer potential redevelopment opportunities to create housing along
with the commercial uses. It is very expensive to construct new affordable housing, and
developers, whether for-profit or non-profit, typically need a density bonus and/or
public subsidies to make a development economically feasible. Recent new construction
affordable housing developments on the Cape have typically had total development
costs (land acquisition, site and construction costs, and so-called soft costs) that ranged
from $325,000 - $350,000 per unit. For example, Habitat’s 14 home development on
Paul Hush Way will have a total development cost of about $375,000 per home. The
challenge for the town is to create the amount of housing that is needed in appropriate
areas in a way that does not significantly detract from what draws people here.
Opportunities
As the Housing Production Plan noted, there is no single approach or magic bullet that
will provide more housing options for our residents and workforce. The Plan
recommends that the Town make regulatory/zoning changes; increase funding for
housing; support education and advocacy efforts; and conduct local planning and make
policy changes. The following are examples of how other towns have tackled their
affordable housing challenges:
•Yarmouth has successfully established and staffed a municipal housing trust,
primarily using CPA funds, which can acquire, own, and manage property, to
both oversee and provide funding for the redevelopment of a motel site that will
become 69 units of affordable family rental housing and also to continue a long
running homeownership buy-down program that involves the purchase of
existing homes. Provincetown, Chatham, Dennis, Eastham and Falmouth also
have housing trusts.
•Bourne and Yarmouth have both converted surplus historic school buildings into
affordable rental housing for those age 55+.
•Provincetown provides property tax relief to owners who provide affordable
rental apartments, and has provided a priority for its available annual
water/wastewater allocation to owners/developers who will create affordable
housing as part of their development.
•Dennis in 2003 created a local comprehensive affordable housing bylaw that,
among other provisions, provides density relief for affordable housing
developments that have Town support. All new affordable development in
Page 5 of 5
Dennis since 2003 has been created under this local bylaw instead of through the
Chapter 40B comprehensive permit process.
•Barnstable and Wellfleet have both created separate but effective accessory
apartment bylaws.
•Chatham, Mashpee, and Wellfleet all have used Community Preservation Act
funds to implement rental voucher programs to reduce the rent burden of lower
income households.
•In general, those towns on the Cape that have made the most progress in
providing more and affordable housing options have either a part or full-time
staff person dedicated to affordable housing issues.
III.Draft Vision Goal
Provide more affordable, safe, and accessible rental and ownership housing options,
particularly for single people, young families, and our older population, at different price
points. Achieve the state’s 10% affordable goal by 2025.
Purposes
1.Promote housing choices to allow families to live, work, and prosper
2.Provide opportunities to address the varied housing needs of Brewster’s aging
population
3.Address the housing needs of the Town’s year-round and seasonal work force
Taking Action Turning the Plan into action
The Vision Plan is intended to be a living document, guiding the near- and long-term decisions
on which our community’s future is built. Therefore, it is imperative that the goals guide
actions of Town government and community organizations and that the relevant stakeholders
play their part in implementing the actions presented in the Plan. Implementation will involve
figuring out the details and making the actions work in the context of town capacity, financial
and fiscal constraints, and the legal framework for town action. Overall, the Select Board,
Town Boards and Committees, and citizens through Town Meeting will oversee turning the Plan
into action. Implementation will be most effective if there is a true partnership between town
government and the community to assure that the goals laid out in the Plan are reached.
What the community can do to promote the implementation of the Vision Plan.
TOWN GOVERNMENT
Adopt the Vision Plan as a formal action of the Select Board
and assign responsibility for implementation.
Communicate the Vision Plan, including important milestones
and progress towards implementation through a variety of
traditional and innovative vehicles.
Make the Vision Plan a guide for policymaking and town decisions
(budgeting, town warrant articles, town mission statement).
Engage Town department heads and town staff to take owner-
ship of the Vision Plan and integrate it into their daily work and
future plans; restructure and reorganize staffing as needed.
Create a Vision Implementation Committee to shepherd and
oversee implementation and to keep the Vision Plan in the
forefront of Town priorities, including ongoing stakeholder
involvement.
COMMUNITY ORGANIZATIONS
Embrace the Vision Plan, organize meetings and other communications
to build awareness and understanding about the Vision Plan.
Use the Vision Plan to guide organizational plans, take on Vision Plan
projects related to organizational mission for implementation or
collaboration with Town.
Help foster two-way communication with the Town, organize meetings
and other forms of communication to educate people about issues and
provide feedback.
CITIZENS
Work together to create a culture of engagement, talk with friends and
neighbors, make a difference.
Act, vote, attend meetings.
Get involved in a Vision Plan issue, volunteer.
TOWN OF BREWSTER VISION PLAN • 2018 13
Rev. 03/27/21 Page 1 of 6
COMMUNITY PRESERVATION ACT FUNDING (Annual Town Meeting)
ARTICLE NO.X : To see if the Town will vote to act on the report of the Community Preservation
Committee on the Fiscal Year 2022 Community Preservation Budget and to appropriate or
reserve for later appropriation monies from the Community Preservation Fund annual revenues
or available funds for the administrative and operating expenses of the Community
Preservation Committee, the undertaking of Community Preservation Projects and all other
necessary and proper expenses for the year, with each item considered a separate
appropriation to be spent by the Community Preservation Committee, all as set forth below:
Estimated revenues FY22
a. Estimated FY22 tax surcharge $1,084,450
b. Estimated FY22 state contribution (15%) $ 162,668
c. FY22 Estimated Total: $1,247,118
FY22 Appropriations and Allocations
d. Historic Preservation Reserve appropriation (10%) $124,712
e. Community Housing Reserve appropriation (10%) $124,712
f. Open Space Reserve appropriation (50%) $623,559
g. Budgeted Reserve* (30%) $374,135
h. Total $1,247,118
* 5% of FY22 Estimated Total ($62,356) is appropriated for Administrative Expense
leaving a net total of $311,779 in Budgeted Reserve.
Purpose Item Funding Source(s) Amount
1 Historic Preservation
a.Brewster Natural
Resources
Department/Mill Sites
Committee – Retaining
Wall project
Stony Brook Mill
retaining wall
reconstruction and
restoration
Transfer $125,000
from Historic
Preservation Fund
balance
$125,000
Sub-total $125,000
2 Community Housing
a.Town of Brewster Town
Administration-
Housing Coordinator
Payroll and operating
costs for Part Time
Housing Coordinator
position to assist public
with affordable
housing program
Transfer $51,096
from Community
Housing
Fund balance
$51,096
b.Cape and Islands
Veterans Outreach
Center - Veterans
Home in Dennis
Supportive housing for
homeless veterans
Transfer $52,500
from Community
Housing Fund
Balance
$52,500
Rev. 03/27/21 Page 2 of 6
Sub-total $103,596
3 Open Space
a. Community
Preservation Bonded
Debt Service
Payment of debt
principal and interest
for the BBJ Property,
and Bates Property
bonds
Transfer $203,683
from Open Space
fund balance
$203,683
Sub-total $203,683
4 Budgeted Reserve
a.Habitat for Humanity
– Red Top Road
Community Housing
Creation of 2
affordable homes on
Red Top Road
Transfer $105,000
from Budgeted
Reserve
$105,000
b.Brewster Affordable
Housing Trust Fund -
Rental Assistance
Program
Funding for Rental
Assistance Program
Transfer $150,000
from Budgeted
Reserve
$150,000
c.Dog Park
Development
Committee – Dog
Park
Creation of Brewster
Dog Park
Transfer $119,135
from Budgeted
Reserve and
$65,875 from Fiscal
Year 2022 CPA
estimated annual
revenues
$185,000
d.Administration
Expense
Administration and
operating expenses for
Community
Preservation
Committee
Fiscal Year 2022 CPA
estimated annual
revenues
$62,356
Sub-total $502,356
Grand Total $934,635
For Fiscal Year 2022 Community Preservation purposes, each item is considered a separate
appropriation to be spent by the Community Preservation Committee; provided however, that
the above expenditures may be conditional on the grant or acceptance of appropriate historic
preservation restrictions for historic resources, open space restrictions for open space reserves,
and housing restrictions for community housing, running in favor of an entity authorized by the
Commonwealth to hold such restrictions for such expenditures, meeting the requirements of
Rev. 03/27/21 Page 3 of 6
G.L. c.184 and G.L. c.44B, Section 12, and to authorize the Board of Selectmen to convey or
accept such restrictions;
And further, any revenues received in excess of the estimated receipts are transferred to their
respective reserve fund balance(s) for future appropriation using the allocation formula of 50%
Open Space, 10% Housing, 10% Historical and 30% for Budgeted Reserve for CPA.
Or to take any other action relative thereto.
(Community Preservation Committee) (Majority Vote Required)
COMMENT
In May of 2005, Brewster voters approved a ballot question which allowed for the adoption of
the modified Community Preservation Act. The act appropriates a 3% surcharge on the town’s
real estate tax revenues, which are reserved in a special fund in order to finance projects and
programs for the purposes of preservation of open space, recreation, community housing, and
historic preservation. Brewster is also eligible to receive up to 100% in matching funds from the
State, although we anticipate a reduced reimbursement rate from the State for Fiscal Year
2022, which is projected at 15%. Brewster established, through a local bylaw, a distribution
schedule for the CPA funds according to the following: 50% of the funds for open space, 10%
for community housing, 10% for historic preservation, and 30% balance is available for housing,
historic preservation and/or active or passive recreation projects.
1. Historic Preservation:
a. Brewster Natural Resources Department and Mill Sites Committee – Stony Brook Mill
retaining wall restoration – The historic Stony Brook Gristmill 2.69 acre site is divided east and
west by Stony Brook, and north and south by Stony Brook Road. The Gristmill and mill ponds
are located on the south side, with historic foundations and paths on the north side. The Lower
Mill Pond dam was constructed to increase water levels in the pond for power for the gristmill,
as well as to provide passage for migratory fish into the headwater ponds. A water control
device is installed on the dam to control water into the “millers pond” which operates the mill.
The retaining wall, an historic landmark, supporting this pond is failing and is in danger of
collapse. And the stone masonry wall in the main pool near the street is also degraded. The
wall forms the western side of the fish run. In order to function safely, and to protect the
diadromous (migratory) fish run and water source for the gristmill, the wall needs to be
rehabilitated or replaced.
Total Project Cost: $457,700 CPC Request: $125,000 CPC Vote: 8-0-0
Estimated balance (reserve plus FY22 estimated revenues) if items approved: $525,174
2.Community Housing:
a. Town of Brewster- Housing Coordinator - This item will fund the part-time Housing
Coordinator position. The Community Preservation Committee has supported the Housing
Rev. 03/27/21 Page 4 of 6
Coordinator position since 2017. The hiring of a housing coordinator was identified as a key
strategy in the Brewster Housing Production Plan. The Housing Coordinator holds hours for the
public weekly, supports multiple town committees, including the Housing Trust and Housing
Partnership, works with regional housing agencies and organizations in town to promote
housing choice. The housing coordinator is an integral part of the Town housing efforts,
outlined in both the Town Vision Plan and the Select Board strategic plan. The Housing
Coordinator helps to acquire, create, preserve and support community housing. Last year, the
Housing Coordinator's work hours were increased to 25 hours per week, due to the growth of
housing programs and initiatives. The FY22 request is to continue the position at 25 hours per
week with the CPC providing funding for the salary and the Town providing funding for all
benefits of the position. Our housing program continues to be a partnership of many town
entities.
Total Project Cost: $85,874 CPC Request: $51,096 CPC Vote: 8-0-0
b. Cape and Islands Veterans Outreach Center - Veterans Home in Dennis
The Veterans Home in Dennis will provide supportive housing for five homeless veterans on Cape Cod
and is sponsored by the Cape and Islands Veterans Outreach Center (CIVOC). The final goal of the
project is to stabilize the circumstance of the veterans’ lives so that they are empowered to eventually
move forward into their own independent and sustainable living situations. In March 2020, construction
began on a 3500 sf, five-bedroom, five bath home at 1341 Route 134, Dennis. This home will be the
location of the Supportive Housing Program which CIVOC has been implementing since 1996. The
$50,000 Brewster CPC award will be used toward defraying construction expenses and thus reducing or
eliminating the need for a mortgage on the property. An additional $2,500 of CPA funds will be set aside
to cover the CPC’s legal expenses related to the project.
Total Project Cost: $1,018,975 CPC Request: $52,500 CPC Vote: 8-0-0
Estimated balance (reserve plus FY22 estimated revenues) if items approved: $134,191
3. Open Space:
a. Community Preservation Bonded Debt Service- This item pays for the $271,695 in FY 2022
principal and interest on 3 CPA (BBJ 1 and 2 and Bates) open space acquisitions that were
financed via long term bonding.
Estimated balance (reserve plus FY22 estimated revenues) if items approved: $1,004,981
4. Reserves for Community Preservation:
a. Habitat for Humanity – Red Top Road Community Housing - Habitat for Humanity proposes
to build 2 high quality three-bedroom affordable homes at 26 Red Top Road on land donated by
a private Brewster resident. Habitat for Humanity Cape Cod provides homeownership
Rev. 03/27/21 Page 5 of 6
opportunities for families at income levels not served by other affordability programs. Habitat’s
home pricing model, along with financing assistance for qualified buyers, allows a household
earning 40% of area median income, as adjusted for family size, to afford a home. The homes
will be affordable in perpetuity, and will count on Brewster’s DHCD Subsidized Housing
Inventory. Habitat intends to ask DHCD for a“veteran preference” pool for the family selection
for one of the two homes, and for the other home to be open to Barnstable County residents.
$100,000 of the award will go toward construction costs. $5,000 will be set aside to cover legal
expenses incurred by the CPC in connection with the award.
Total Project Cost: $786,884 CPC Request: $105,000 CPC Vote: 8-0-0
b. Brewster Affordable Housing Trust Fund – Rental Assistance Program: This item would
fund the Brewster Affordable Housing Trust Rental Assistance Program (B-RAP) for two additional
years. Over the past years, and exacerbated with the Covid-19 pandemic, year-round rental housing
has become more difficult for Brewster households to afford. The Brewster Affordable Housing Trust
Rental Assistance Program (B-RAP) assists low and moderate income Brewster households to both attain
and retain rental housing. Using previous CPA funding, approved at the 2018 Fall Special Town Meeting,
the Housing Trust developed the B-RAP program in response to identified needs in the community and
designed the emergency assistance component in coordination with eight Lower Cape Towns and local
social service agencies. The program, managed by Housing Assistance Corporation (HAC), provides a
monthly rental subsidy as well as case management support to assist residents in affording rentals. The
emergency Covid-19 assistance component provides funds to help households impacted by Covid-19
maintain their rental housing. Prior to using B-RAP funds, HAC works with applicants to access financial
assistance from federal, state, and county programs as well as private donations. This initiative keeps
Brewster residents housed, supports the health of the community, and provides landlords with needed
funds.
Total Project Cost: $225,000 CPC Request: $150,000 CPC Vote: 6-0-0
c. Dog Park Development Committee – Brewster Dog Park: This item will provide funding to
contract for the construction and other related costs of the Brewster Dog Park to be located on
2.4 acres of town owned property on 631 Harwich Road in Brewster. The Dog Park itself will
have separate fenced areas for larger dogs (45,000 square feet or approximately 1.03 acres)
and smaller dogs (21,500 square feet or approximately 0.49 acres) for a total of 66,500 square
feet or 1.52 acres. The Stanton Foundation has committed to pay for 90% of the construction
costs up to a maximum of $225,000. The CPC funds will be used to complete the base bid total
of $410,000. A $50,000 donation from the Friends of Brewster Dog Park, Inc. a 501(c)3 non-
profit, will complete the park by funding the alternatives required by the Stanton Foundation
beyond the base bid (e.g. water stations, benches, signage and shade trees.) The CPC
determined that Community Preservation Act (CPA) funds may properly be used for this project
as it will create land for recreational use, and it supports the goals of providing multiple active
and passive recreation uses. It will serve a significant number of residents and visitors, and will
Rev. 03/27/21 Page 6 of 6
expand the range of recreation opportunities available to all ages of Brewster residents and
visitors.
Total Project Cost: $460,000 CPC Request: $185,000 CPC Vote: 4-3-0
d. Administrative Expense- This item will fund the costs associated with general administrative
and operating expenses, including but not limited to legal and other professional consulting
services, related to carrying out the operations of the Community Preservation Committee. The
Community Preservation Act allows up to 5 % of expected annual revenues for this purpose.
Estimated balance (reserve plus FY22 estimated revenues) if items approved: $496,181
CPC Quarterly Status – February 2021
Whitecaps/Brewster School Committee Improvements to Stony Brook Field
Progress:
The Stony Brook Field Improvement project made contracting progress this
quarter. John O’Reilly completed the detail design and paperwork for the bid
process. The Town of Brewster put the work out for bids. 3 bids were received.
Only one bid was close to the money available for the project. That one was from
the Lawrence Lynch Corp., a local Falmouth company. Mr. O’Reilly did the
analysis to assure the bid was compliant to our requirements. See the schedule
details below.
There was an issue in that the bid was higher than the funds committed from CPC
and Whitecaps. The bid was $455,598. In addition, there was a requirement for
another $5,000 for set asides. Total required for the bid to be awarded was
$460,598.
Schedule for Stony Brook Field Improvements
Original
date
Revised
date
Actual
date
Current schedule: (dates may vary a small amount)
Review of draft detail design and bid documents Nov 9-10 17-Nov
Review of final design and bid documents 25-Nov 25-Nov
Bid Documents to Brewster Town Procurement 2-Dec 2-Dec
Bid Documents to Central Register 9-Dec 16-Dec 16-Dec
Cape Codder, website and Commbuys 18-Dec 18-Dec
Pre-Bid conference December 30th 10am at location 30-Dec 30-Dec
Last day for questions from bidders: Wed Jan. 6 5-Jan 5-Jan
Addenda issued by Friday Jan 8 6-Jan 6-Jan
Bids received Jan 6 2021 Jan 12 2021 12-Jan
Review and decision, Jan 2021 Jan 11-22 Jan 13-22 Jan
Award of contracts, Jan 2021 Jan 25-29 1-Feb 1-Feb
CPC funds are $425,000. The Whitecaps had committed $15,000. In additional to
the bid from L Lynch there is $8,500 for J M O’Reilly for design work and project
management. That contract was awarded in Sept 2020. See the funding analysis
below.
The shortfall was 29,098. After analysis on options, the Whitecaps board met in
special session and allocated the additional $29,089 money to complete the
project.
After the necessary funds were committed, the town awarded the contract on
February 1.
There was a “Preconstruction” meeting via Zoom Feb 12, 2021. The project is
moving along. The town has received a detail schedule for construction.
Coordination is continuing with Stony Brook School administration and Brewster
DPW.
Current Future schedule: (dates may vary a small amount)
Note: the detail schedule has been shared with Stony Brook Principal Mr. K.
Gauley. Coordination with School Administration will continue.
Construction at the Stony Brook Field March-April 2021
Installation of bleachers May 24-29
Submitted Feb 25, 2021
Charles Hanson, Board member Brewster Whitecaps
1. Field Improvement Bid 2. Available Funds 3. Funding Gap
bid from L Lynch 455,598 CPC Grant 425,000 est costs 460,598
est of offsets 5,000 O'Reilly mgnt -8,500 current funds 431,500
total needed 460,598 subtotal 416,500 money needed -29,098
Whitecaps pledge 15,000
total current funds 431,500
How do the boards work together to support
affordable housing?
How do communities off-Cape structure their
relationships among different boards?
Is your affordable housing trust well-funded?
Every community on the Lower Cape has the
Community Preservation Act (CPA) and some
form of affordable housing trust. We will explore:
Friday | 4.16.21 | 10 am - 11:30 pm | Remote via Zoom
C l i c k H e r e t o R e g i s t e r o r c o n t a c t P e l i n d a D e e g a n , H o u s i n g A d v o c a c y
P r o g r a m M a n a g e r a t (5 0 8 ) 2 4 0 - 7 8 7 3 x 1 5 o r e m a i l a t
p e l i n d a @ c a p e c d p .o r g
Speakers:
Shelly Goehring,
Program Manager | MHP
Stuart Saginor, Executive Director |
Community Preservation Coalition
Community Preservation Committee
Minutes of March 10, 2021 Page 1 of 4
2198 Main Street
Brewster, Massachusetts 02631-1898
(508) 896-3701
FAX (508) 896-8089
COMMUNITY PRESERVATION COMMITTEE
Virtual Meeting
Wednesday, March 10, 2021 at 4:00 p.m.
MEETING MINUTES OF MARCH 10, 2021
Present: Community Preservation Committee (CPC) - Chair Faythe Ellis, Vice-Chair Sharon Marotti,
Clerk Elizabeth Taylor, Roland Bassett, Bruce Evans, Paul Ruchinskas, Peggy Jablonski, Diane Pansire
Absent: Barbara Burgo
Also Present: Cynthia Bingham, Select Board
Chair Faythe Ellis called the meeting to order at 4:00 pm and announced a quorum
This meeting will be conducted by remote participation pursuant to Gov. Baker’s March 2020 orders suspending certain Open Meeting Law provisions
and imposing limits on public gatherings. No in-person meeting attendance will be permitted. If the Town is unable to live broadcast this meeting, a
record of the proceedings will be provided on the Town website as soon as possible.
1.Financial Report – no discussion
2.Review of anticipated CPC future funding needs and discussion regarding development of 5
year Community Preservation Plan and whether current formula will meet future funding
needs, including possible vote to support development of CPA Plan, including a formula
review, and to allocate a portion of FY 22 Administrative Funds towards CPA Plan expense
Faythe went over her slide presentation to go over this proposed plan. She went over the current funding
allocation formula for Open Space, Housing, Historical, and Budgeted Reserve. This formula has done
well for us up to this point. However, there are some clouds on the funding horizon, and we have to
wonder, with the list of projects in the pipeline, does our current formula meet the future needs in Town?
All of our funding buckets are in the black as of right now. If we plug in the anticipated needs, that
changes. We may not have enough money to fund anticipated projects in the near term. There are other
options to consider. We look to the funding formula. Bourne and Brewster have unique formulas. All
other towns adopted the statutory funding formula. Even here, there is a shortfall if we plug our
projected needs into this formula. We looked at how Eastham’s CPA program is an interesting example.
The end result is a plan that is a summary of the Town’s core values to inform the CPC’s funding
allocations. For today, we want to get the Committee’s thoughts on having Brewster begin to use the
Eastham framework as a way to proceed. Any change will require Town Meeting and Ballot approval.
Faythe then went over her proposed next steps and asked for Committee feedback.
Sharon thinks this is something that is well needed. If this doesn’t get approved until FY23, how do
current projects get funded? Faythe said the allocations will stay the same until the new formula goes to
Town Meeting. She went on to say that the Committee would face some hard decisions for the near term
where there will be a large shortfall.
Approved:
VOTE:
Community Preservation Committee
Minutes of March 10, 2021 Page 2 of 4
Bruce wondered if they have been focusing on Open Space for several years now, and perhaps it is
appropriate to make this change going forward.
Peggy welcomes this process and feels it is a good idea to have the Town be involved in this process so
they can see what this Committee is charged with in terms of shepherding the funds available to
competing interests in the community. Elizabeth and Rollie both agreed this was a good way to move
forward.
Motion to approve development of 5 year CPA Plan, including a formula review, and to allocate a
portion of FY22 Administrative Funds towards the CPA Plan expense.
MOVED by Roland Bassett. Seconded by Elizabeth Taylor.
Roll Call Vote: Sharon Marotti – yes, Bruce Evans – yes, Elizabeth Taylor – yes, Roland Bassett –
yes, Paul Ruchinskas – yes, Peggy Jablonski – yes, Diane Pansire - yes, Chair Ellis - yes
VOTE 8-yes 0-no
3.Discussion and possible vote to structure $25,000 PBCB Dock award as forgivable loan with 25
year mortgage, with condition of public access notice.
Motion to approve structuring the $25,000 PBCB Dock award as forgivable loan with 25 year
mortgage, with condition of public access notice.
MOVED by Roland Bassett. Seconded by Sharon Marotti.
Roll Call Vote: Sharon Marotti – yes, Bruce Evans – yes, Elizabeth Taylor – yes, Roland Bassett –
yes, Paul Ruchinskas – yes, Peggy Jablonski – yes, Diane Pansire - yes, Chair Ellis - yes
VOTE 8-yes 0-no
4.Review of Dog Park award letter
Sharon reviewed the award letter with the Committee. The funding request of $185,000, contingent on
vote approved at Town Meeting and funds available by July 1, 2021.
Faythe wanted to know if we should include, in the description of, the Friends $50,000 pledge. Peggy
thought the White Caps letter might be helpful as it has a similar situation. Paul said Peter Lombardi was
clear the $410,000 was a contract, with up to $225,000 from Stanton, and $185,000 from the Town, not
inclusive of the $50,000 from Friends.
“Saturday,” May 15th needs to be corrected on the letter. Project completion dated two years out – June
30, 2023. Paul asked about Number 7 – hold back 10% of the award until all the Friend’s work is
completed? Sharon said they aren’t all going to be complete because it will take an additional $99,000 to
complete. Faythe said we want to make sure they meet the Stanton Foundation requirements. Paul said
Stanton releases money to the Town after Town Meeting approval. Cynthia Bingham said Stanton
requires completion within one year; tack on the other year for Friend’s funding referencing the
completion of the construction contract, work completed in the base bid.
Elizabeth wondered about #5- bills should be approved by the liaison before being turned in. Sharon was
going to ask about sending them in to Sharon (liaison) and Elizabeth (Clerk) at the same time, digitally.
Faythe said if they are submitted concurrently, that might be the best way. Sharon also included a budget
in the letter. $401,000, plus $9,000 contingency, plus the Stanton $225,000, and the $185,000 from the
Town.
Community Preservation Committee
Minutes of March 10, 2021 Page 3 of 4
5.Review Warrant Article draft
Faythe forwarded the draft of our Warrant Article to Sue Broderick. Tom Lincoln had asked Faythe to
make a couple of changes in the Article, more info about square footage, more info including the
contribution from the Friends of Brewster Dog Park, and a change of total project cost from $410,000 to
$460,000. Faythe wanted the Committee to see these changes before sending them along to Sue
Broderick and Peter Lombardi.
6.Town meeting planning
Faythe said she and Sharon are on the Select Board Agenda for the 15th to present the Article. She isn’t
sure about FinCom yet. She has two people who volunteered to help out with the Town Meeting
presentation. If anyone else would like to step up, please let her know.
7.Project updates
Faythe said we got our first update from the White Caps. Rollie said they sent in a timeline of when they
are going to do the work. Everyone knows the bid has been accepted and the info they are putting in
additional resources of their own to move it forward.
Sharon said she heard from Donna Kalinick about Brewster Woods. She said the water, septic, and
leeching fields are installed. They are about halfway done with the actual work that will be completed
under Phase 1. They are filing quarterly reports with Mass Works and submit reimbursement requests on
a monthly basis.
8.Approval of minutes from 2/24/21
Paul said at top of page 2 - $9,000 rather than $8,000.
Motion to approve the minutes from 2/24/2021 as amended.
MOVED by Paul Ruchinskas. Seconded by Sharon Marotti.
Roll Call Vote: Sharon Marotti – yes, Bruce Evans – yes, Elizabeth Taylor – yes, Roland Bassett –
yes, Paul Ruchinskas – yes, Peggy Jablonski – yes, Diane Pansire – abstain, Chair Ellis - yes
VOTE 7-yes 0-no 1-abstain
9.Announcements
Faythe had a reminder that in two weeks is the public forum on Local Preference which we are all
invited.
10.Items the Chair could not anticipate – none
11.Next meeting: March 31, 2021 at 4pm
MOTION made by Bruce Evans to adjourn the meeting at 4:54 pm.
Diane Pansire second.
Community Preservation Committee
Minutes of March 10, 2021 Page 4 of 4
Roll Call Vote: Bruce Evans – yes, Elizabeth Taylor – yes, Paul Ruchinskas – yes, Roland Bassett
– yes, Sharon Marotti – yes, Peggy Jablonski – yes, Diane Pansire – yes, Chair Ellis - yes
VOTE 8-yes 0-no
Respectfully submitted, Beth Devine, Recording Secretary
Packet of additional documents available on website for public review.