HomeMy Public PortalAboutSelect Board Meeting Packet - 07.12.2021Town of Brewster Select Board
2198 Main St., Brewster, MA 02631
townadmin@brewster-ma.gov
(508) 896-3701
AMENDED MEETING AGENDA
Remote Participation Only
July 12, 2021 at 6:00 PM
Pursuant to Chapter 20 of the Acts of 2021, this meeting will be conducted in person and via remote means, in accordance
with applicable law. This means that members of the public body may access this meeting in person, or via virtual means.
In person attendance will be at the meeting location listed above, and it is possible that any or all members of the public
body may attend remotely. No in-person attendance of members of the public will be permitted, and public participation
in any public hearing conducted during this meeting shall be by remote means only. Members of the public who wish to
access the meeting may do so in the following manner:
Phone: Call (312) 626 6799 or (301) 715-8592. Webinar ID:890 9291 0526 Passcode: 509224
To request to speak: Press *9 and wait to be recognized.
ZoomWebinar: https://us02web.zoom.us/j/89092910526?pwd=WHM2V3hrVklhSTloWWhVU09kanUzQT09
Passcode: 509224
To request to speak: Tap Zoom “Raise Hand”, then wait to be recognized.
When required by law or allowed by the Chair, persons wishing to provide public comment or otherwise participate in the
meeting, may do so by accessing the meeting remotely, as noted above. Additionally, the meeting will be broadcast live,
in real time, via Live broadcast (Brewster Government TV Channel 18), Livestream (livestream.brewster-
ma.gov), or Video recording (tv.brewster-ma.gov).
Select Board
Cynthia Bingham
Chair
David Whitney
Vice Chair
Edward Chatelain
Clerk
Mary Chaffee
Kari Hoffmann
Town
Administrator
Peter Lombardi
Assistant Town
Administrator
Donna Kalinick
Executive Assistant
Erika Mawn
1.Call to Order
2.Declaration of a Quorum
3.Meeting Participation Statement
4.Recording Statement
5.Public Announcements and Comment: Members of the public may address the Select Board on matters
not on the meeting’s agenda for a maximum 3-5 minutes at the Chair’s discretion. Under the Open Meeting Law, the
Select Board is unable to reply but may add items presented to a future agenda.
6.Interview Candidate(s) and Appoint Member to Fill Planning Board Vacancy – Joint
Meeting with Planning Board (Pages 3-6)
7.Select Board Announcements and Liaison Reports
8.Town Administrator’s Report (Pages 7-17)
9.Welcome to Griffin Ryder, New Department of Public Works Director
10.Consent Agenda (Pages 18-75)
Meeting Minutes: June 7, 2021 and June 21, 2021
Dissolve Dog Park Development Committee (Select Board FY21-22 Strategic Plan
Goal OS-2)
Special Permit Requests: Paines Creek Wedding; Crosby Landing Wedding
Drummer Boy Park Use: Wedding (July 15)
One-Day Entertainment License, One Day Liquor License & Special Event
Permit: 716 Main Street
Pass Through Town Permission & One Day Liquor License: Brew Run (August
14)
Re-appointments: Heath Eldredge, Chief of Police & Keep of the Lockup, Reserve
Police Offices; Police Matrons
Appointments: Sarah Robinson, Community Preservation Committee; Vanessa
Greene, Madalyn Dineen-Hillis, and Paul Ruchinskas- Brewster Affordable
Housing Trust
Letter of Support for Crosby Mansion Application for Community Preservation
Act Funds
11.Discuss and Vote on Year-End Transfers(Page 76)
12.Public Hearing 6:30PM: Community Development Block Grant (CDBG) Grant 2021
(Pages 77-80)
Select Board
Cynthia Bingham
Chair
David Whitney
Vice Chair
Edward Chatelain
Clerk
Mary Chaffee
Kari Hoffmann
Town
Administrator
Peter Lombardi
Assistant Town
Administrator
Donna Kalinick
Executive Assistant
Erika Mawn
13.Discuss and Vote on Temporary Suspension of Captain’s Golf Course Tee Time
Allocation Policy and Recommended Interim Measure for Fiscal Year 2022(Pages 81-155)
14.Discuss and Vote on Addition of New Personnel Bylaw Positions (Project Manager,
Human Resources Director, and Human Resources Generalist) and Related Revisions to
Assistant Town Administrator Job Description(Pages 156-170)
15.For Your Information(Pages 171-223)
16.Matters Not Reasonably Anticipated by the Chair
17.Questions from the Media
18.Next Meetings: July 13, July 16, July 26, August 9, and August 19, 2021
19.Adjournment
Date Posted:Date Revised:Received by Town Clerk:
7/8/2021 7/9/2021 (2:50pm)
June 23, 2021
To Whom It May Concern,
I am writing to express my interest in the vacant seat on the Brewster Planning Board.
My family moved to Brewster in 1987, when I was two years old. I grew up on Barons Way --
we would play basketball at B.E.S. and use the payphone outside the candy store to call our
parents. A lot has changed since then, but thankfully much of my hometown has not. When
COVID hit, I did what a lot of people did and headed for the Cape. Not to find a new and
temporary escape, but to come home -- for good.
After graduating from NRHS, I attended UMASS Amherst and graduated with a B.S. in political
science. At Suffolk Law School, I was the 2nd-year Trial Competition Winner and elected Vice
President of the Student Bar Association. I spent the first seven years of my legal career
operating my own law practice focusing on court-appointed juvenile law. While I lived off-Cape
during this time, I regularly worked in Barnstable Juvenile Court. During my college years and
while I was waiting on my bar exam results in 2013, I lived here in Brewster and worked at
Brewster Village Marketplace.
As a juvenile attorney and solo practitioner, I read, analyzed, and provided contextual analysis of
the law for the case at hand. Juvenile law is both criminal and civil, with MA statutes
intertwining with Federal laws and the code of Massachusetts regulations. Having a robust
understanding of these laws and regulations was crucial to successfully representing my clients
before the courts. This past year, I accepted a position as a Staff Attorney for the Mental Health
Advocacy Program for Kids, out of the Hyannis office. I have roots in Brewster and now I have a
career and life that will allow me to stay here.
When I heard about the open seat on the Planning Board, I quickly decided that I would apply.
I’m excited about the opportunity to continue my public service in a new realm. My parents are
retired and living in Brewster, and my brother, his wife, and four children also live locally. I’ve
continued to work at BVM and know how important small businesses are to building and
preserving the Brewster community. While this would be my first role in local government, I
believe my perspective would be a qualified addition to those that already serve this great town.
I have been lucky enough to be able to return to Brewster as a young professional, but I realize
that isn’t possible for most people my age who grew up here. Working with families on Cape the
past eight years, I’ve seen how hard it is for most to be able to afford to live here -- it’s even
harder for our age group to find the time to participate in town government. Not only am I
fortunate to be able to take on this additional responsibility, but I’m excited at the prospect of
making a positive impact on my community.
I have also seen the shortages of young professionals and business owners who provide services
to families and seniors alike. While the Planning Board might not be able to solve all of these
big-picture issues, I’ve seen what municipalities can achieve with creative solutions balanced
with conservation and historical preservation. Brewster as a community has already done a lot of
work in imagining its future, as laid out in the Vision Plan, and I would appreciate the
opportunity to join the current Board members and other Town officials to continue the work
being done to cultivate and maintain a resilient and vibrant community.
Sincerely,
Mark Koch
Mark A. Koch
84 Chestnut Circle | Brewster, MA 02631 | 774-216-9244 | kochattorneyatlaw@gmail.com
CERTIFICATION
Admitted to the MA Bar: November 22, 2013
CPCS Zealous Advocacy in the District and Juvenile Courts: May 29, 2014
EDUCATION
Suffolk University Law School Boston, MA
Juris Doctor May 2013
Activities: Vice President, Student Bar Association (2012 - 2013)
Second Year Trial Competition Champion (2012)
National Trial Team Advocate: Regional Champion (2013)
University of Massachusetts-Amherst Amherst, MA
Bachelors of Arts (Political Science), February 2007
EXPERIENCE
Health Law Advocates, Mental Health Advocacy Program for Kids April 2021 - Present
• Staff Attorney for Barnstable County, focusing on Special Education and Mental Health
Advocacy
• Represent Parents/Caretakers who have Children with Unmet Mental Health Needs and
Educational/Community Services
Mark A. Koch, Attorney at Law December 2013 – April 2021
• Juvenile Court Bar Advocate in Barnstable and Norfolk Counties
• Represented juveniles for Delinquency proceedings and educational advocacy
• Appointed to be Norfolk County Juvenile Supervising Attorney, August 2018
• Accepted appointments for Delinquency/Youthful Offender cases, as well as Care and
Protection Cases, and CRA’s.
• Maintained a large and diverse case load, while also developing training for other Bar
Advocates and Public Defenders
• Led protest against the indiscriminate shackling of youths in Quincy Juvenile Court
Suffolk County District Attorney’s Office, Chelsea District Court June 2012 - May 2013
• Student Prosecutor under Supreme Judicial Court Rule 3:03
• Managed over 75 assigned cases
• Opposed motions to dismiss/suppress; argued bail and disparate plea agreements
Human Resources Assistant, Harvard University September 2007 - August 2010
• Coordinated and confirmed weekly and bi-weekly payroll for the Office of the President
and Provost (200+ employees)
• Used various software systems for time and absence management, as well as posting,
monitoring, and closing out jobs
• Conducted orientations to welcome and inform new employees
• Helped coordinate OPP partnership with the Greater Boston Food Bank
VOLUNTEER EXPERIENCE
Harvard Square Homeless Shelter Winter 2007 - Winter 2013
• Cook and serve breakfast, as well as clean shelter kitchen and bathrooms
• Coordinated Harvard Employees to cover shifts during school breaks
Pine Street Inn Winter 2013 – Winter 2018
• Member of young professional group “Innbassadors” volunteering monthly at the shelter
• Completed the 2016 Boston Marathon as a fundraising member of the PSI Team
Good Afternoon All.
A combination of vaccination rates (min. 1 dose) over 75% and seasonality has greatly suppressed new case numbers on the Cape and
Islands. We expect this pattern to persist during the summer.
A caveat is the emergence and spread of the Delta variant (which emerged in India) and is causing great concern in Asia and Europe. This
variant appears to be more transmissible than the other Variants of Concern with which we have become familiar over the past 6 months. This
variant is now responsible for 20%-30% of new cases in MA,and for over 50% of new cases nationwide.
1. New Cases: DPH new cases reported :
Barnstable County: 2 new cases;
Martha's Vineyard: 0 new cases;
Nantucket: 1 new case;
On 5/29/21 the Statewide masking mandate was lifted.
2. Hospitalizations and Fatalities: 3-day avg. hospitalization is 1.7. 2 patients were in hospital yesterday afternoon, neither of which were in
the ICU. There have been 2 COVID fatalities reported during the past two weeks. CCH and Falmouth Hospital have expanded visitation (with
stipulations) and their masking protocols remain in place.
Colleagues at CCHC suggest that the current pattern of hospitalizations (med/surg and ICU occupancy) will form a baseline against which to
compare the effects on the unvaccinated population of dropping the state masking mandate on 5/29. ICU and med/surg patients are now
significantly younger than were seen last year at this time.
3. Schools and Childcare Centers: Schools and childcare centers remain subject to the following masking guidance from the DPH:
Schools' Masking Mandates: https://www.mass.gov/info-details/covid-19-mask-requirements#mask-requirements-in-certain-locations-
Childcare/Early Education Masking Guidance: https://www.mass.gov/service-details/eecs-health-and-safety-guidance-during-covid-19-
recovery-for-child-care-providers
4. Test Positivity Rates (14-day average, as of 7/7/21):
Barnstable County: 0.61% (vs. 0.38%) (higher vs. previous fortnight)
Dukes County: N/A
Nantucket County: N/A
Dukes & Nantucket Counties 0.09% (vs. 0.32%) (lower)
A test percent positivity rate below 1% suggests that an outbreak is contained. Below 5% suggests that an outbreak is on the way
to containment.
5. Vaccination Coverage (At least one dose, as of 7/7/21):
Min 1 Dose Min 1 Dose Fully Vaccinated
(All Residents) (Eligible Only, 12+) (All Residents)
Barnstable County: 75% 82% 68%
Dukes County: 92% 104% 86%
Nantucket County: 94% 108% 83%
____________________
Vaira Harik, M.S.
Deputy Director
Barnstable County Dept. of Human Services
Cell: 520-271-6314
Email: vharik@barnstablecounty.org
Weekly Count of New COVID-19 Infections: March 8, 2020 – July 03, 2021
0
5
10
15
20
25
30
35
40
45
50
55
3/15-3/213/22-3/283/29-4/44/5-4/114/12-4/184/19-4/254/26-5/25/3-5/95/10-5/165/17-5/235/24-5/305/31-6/66/7-6/136/14-6/206/21-6/276/28-7/47/5-7/117/12-7/187/19-7/257/26-8/18/2-8/88/9-8/158/16-8/228/23-8/298/30-9/59/6-9/129/13-9/199/20-9/269/27-10/310/4-10/1010/11-10/1710/18-10/2410/25-10/3111/1-11/711/8-11/1411/15-11/2111/22-11/2811/29-12/512/6-12/1212/13-12/1912/20-12/2612/27-1/21/3-1/91/10-1/161/17-1/231/24-1/301/31-2/62/7-2/132/14-2/202/21-2/272/28-3/63/7-3/133/14-3/203/21-3/273/28-4/34/4-4/104/11-4/174/18-4/244/25-5/15/2-5/85/9-5/155/16-5/225/23-5/295/30-6/56/6-6/126/13-6/196/20-6/266/27-7/35 3 1 2 0 2 0 0 0
1 0 2 0 0 0 0
1 2
5
2 0 0 0 0
2 0 2 1 2 3
0 1
4
1 3
6 6
13
22
11
7
20
24 25
53
24
20
8 8
5
11 13
21
32
21
25
12
6 7
3 3 1 0 1 0 0 0 00
3 3
7
53
14
2 0 1 1 1 0 1 1 0
3
0 0
1
5
0 0
1 0 0 0 0
1 0 0 0 0 0 0 0
1 1 0 0 0 0 0
1 2 2 1 0 2 0 0 0 0 0 0 0 0
2 0 0 0 0 0 0 0 0 0 0 0
New Brewster COVID-19 Cases
Resident (453 Total)Long Term Care (110 Total staff & patients)
BREWSTER RESIDENT VACCINATION TOTALS DATA AS OF 7/01/2021
Town Age Group Population
Proportion of
town
population
Individuals
with at least
one dose
Individuals
with at least
one dose per
capita
Proportion of
town
individuals
with at least
one dose
Fully
vaccinated
individuals
Fully
vaccinated
individuals
per capita
Proportion
of town fully
vaccinated
individuals
Partially
vaccinated
individuals
Partially
vaccinated
individuals
per capita
Proportion
of town
partially
vaccinated
individuals
Brewster 12-15 Years 369 4%200 54%3%171 46%3%***
Brewster 16-19 Years 367 4%238 65%3%209 57%3%***
Brewster 20-29 Years 681 7%522 77%7%469 69%7%53 8%8%
Brewster 30-49 Years 1,444 15%1,208 84%16%1,073 74%16%135 9%21%
Brewster 50-64 Years 2,323 23%1,869 80%26%1,734 75%26%135 6%21%
Brewster 65-74 Years 2,349 24%1,892 81%26%1,763 75%26%129 5%21%
Brewster 75+ Years 1,592 16%1,394 88%19%1,276 80%19%118 7%19%
Brewster Total 9,926 100%7,323 74%100%6,695 67%100%***
* = total < 30 individuals
Public Health Advisory Update: Aerial Distribution of Rabies Vaccine in Brewster
In May, the first raccoon-variant rabies case in over 8 years was documented in Hyannis on Cape Cod. In
response, the United States Department of Agriculture Wildlife Services (USDA WS) implemented an
emergency trap-vaccinate-release (TVR) campaign throughout the mid-Cape to prevent the disease from
spreading. Close to 700 unique raccoons have been live captured, vaccinated against rabies, tagged, and
released.
To further mitigate the potential for disease spread, the distribution of oral rabies vaccine (ORV) baits on
the Cape Cod will occur from July 12 to July 23 in the towns of Bourne, Sandwich, Falmouth, Mashpee,
Barnstable, Yarmouth, Dennis, Brewster, Harwich, Chatham, and Orleans (see figure 1 - shaded in
orange). Approximately 69,900 ORV baits will be distributed Cape-wide; 57,000 will be distributed via
helicopter and 12,900 will be distributed by hand (ground vehicles). In Brewster, aerial operations will
begin on July 13 and will last for approximately 4 days, weather permitting. Two low-flying federally
owned aircraft may be observed by the public during this time frame. The helicopters will fly
approximately 300 feet above ground level while distributing bait. The aircraft will be either red and
black or white and orange. Ground operations will be conducted by town, county, and federal
employees as well as volunteers and will begin on July 12, continuing for up to two weeks.
Figure 1. Summer 2021 proposed rotary wing emergency ORV Area
If you find a vaccine/bait packet:
Use a glove or towel to pick it up.
Throw it into the woods where
children and pets will not find it. If
no suitable place is available,
dispose of the bait in the trash.
Wash your hands thoroughly
after handling the vaccine/bait
package.
If your pet has eaten or had contact
with a bait, it is not harmful to them,
but please report the contact to: MA
Department of Public Health at (617)
983-6800.
If you or another person has had
contact with the liquid vaccine, wash
the area thoroughly and call the MA
Department of Public Health at (617)
983-6800.
For more information on the Cape Cod Oral
Rabies Vaccination Program.
Visit www.mass.gov/dph/rabies or
www.barnstablecountyhealth.org/cape-cod-
rabies-task-force
National Rabies Management Program – 2021 Cape Cod, MA Contingency Action Summary
The National Rabies Management Program (NRMP) collaborated with Wildlife Services,
Massachusetts/Connecticut/Rhode Island (MA/CT/RI WS), the CDC, the Massachusetts Department of
Health and the Cape Cod and Southeast Massachusetts Rabies Task Force to coordinate an emergency
Trap-Vaccinate-Release (TVR) effort in response to the first rabid raccoon detected on peninsular Cape
Cod, MA in eight years. A raccoon from the village of Hyannis, Barnstable County tested positive for
rabies by WS and was confirmed by the CDC on June 8, 2021. The Hyannis raccoon was located
approximately 9 km (5.5 miles) east of the ORV zone that was completed in May 2021, representing an
immediate threat of continued disease spread throughout the peninsula.
TVR activities are underway, taking place from June 14 – July 2, 2021, involving 17 WS employees from
MA, MD, ME, NH, PA, RI, VA, VT, the NRMP and three colleagues from CDC. TVR focuses on
trapping, ear tagging, hand vaccinating and releasing raccoons, skunks and other mesomammals (e.g.,
foxes, coyotes, fishers, etc.) All healthy animals are released at the site of capture following hand
vaccination and >400 raccoons have been hand-vaccinated to date. All animals live trapped that show
signs of rabies will be humanely euthanized and tested for rabies. The TVR effort is taking place in the
towns of Yarmouth, Dennis, Brewster, Harwich, and Chatham (Figure 1). If capture targets are met in
these areas (Priority 1 and 2 trapping areas in red and yellow, respectively, on Figure 1), an area
encompassing parts of Yarmouth may also be considered for TVR (Priority 3 in green on Figure 1).
A contingency summer oral rabies vaccination (ORV) baiting event will immediately follow the TVR
effort. The ORV project is tentatively scheduled to begin July 12, 2021 and last for up to 2 weeks. Oral
rabies vaccine (RABORAL V-RG®) will be distributed by hand and helicopter in a newly designed ORV
zone that creates a buffer surrounding the Hyannis rabies case (Figure 2). Current vaccine bait
distribution plans will involve 56,400 baits distributed by helicopter over the course of approximately 3-4
days and 13,200 baits distributed by hand (ground vehicles) for 1-2 weeks. ORV and TVR efforts
complement each other by maximizing the opportunity to vaccinate as many individuals as possible in the
treatment areas. The goal of this contingency action is to prevent a new outbreak of raccoon rabies on
Cape Cod, where ORV and other rabies management tactics have been highly successful.
Figure 1. Rabies-positive raccoon
identified in the village of Hyannis,
Cape Cod, MA relative to the TVR
priority areas.
Figure 2. The proposed contingency ORV zone in Cape Cod, MA, which will be conducted beginning on
or around July 12, 2021.
Brewster Select Board Meeting of July 12, 2021
Consent Calendar Items
1
8 Consent Agenda
Meeting Minutes: June 7, 2021 and June 21, 2021, Select Board Regular Session Meetings
ADMINISTRATIVE RECOMMENDATION
We recommend the Board approve the meeting minutes of June 7, 2021 and June 21, 2021,
as presented.
Dissolve Dog Park Development Committee (Select Board FY21-22 Strategic Plan Goal OS-2)
The work of the Dog Park Development Committee is completed at this time.
ADMINISTRATIVE RECOMMENDATION
We recommend the Board approve to dissolve the Dog Park Development Committee.
Special Permit Request for Wedding Services at Paines Creek and Crosby Landing on
September 10, 2021
Applications for facility use have been vetted through the Police, Fire, Health, and Building
Departments. Persons responsible will be advised that parking is not guaranteed, and
beaches remain open to the public.
ADMINISTRATIVE RECOMMENDATION
We recommend that the Board approve both requests.
Vote on Drummer Boy Park Use for wedding at the Gazebo; July 15, 2021
Wedding ceremony and photos at the Gazebo between 11am and 3:30pm. Maximum
expected number of people is 25. Department Heads had no comments regarding this
request.
ADMINISTRATIVE RECOMMENDATION
We recommend that the Board approve the request.
Vote on One-Day Entertainment License, One-Day Liquor License and Special Event
Permit; 716 Main Street
Owner to host a wedding reception for her son on September 25, 2021, between 3pm and
10pm. There will be amplified music and microphone for toasts/speeches. They would like
to serve beer, wine, and champagne to an anticipated 50 guests.
ADMINISTRATIVE RECOMMENDATION
We recommend that the Board approves both the One-Day Entertainment and the One-Day
Liquor license, providing the owner with feedback from Department Heads.
Pass Through Town Permission and One-Day Liquor License; Brew Run; Aug. 14, 2021
Brewster Select Board Meeting of July 12, 2021
Consent Calendar Items
2
Request to conduct the running of the 43rd annual Brew Run Road Race on August 14, 2021,
between the hours of 3:40pm and 5pm. Application has been made to the State DOT for
the required temporary road closures.
ADMINISTRATIVE RECOMMENDATION
We recommend that the Board approve the request.
Annual appointments and re-appointments for Chief of Police, Reserve Police Officers,
Police Matrons and Probationary Police Officer
Annual appointments and re-appointments for Chief of Police, Reserve Police Officers,
Police Matrons, Probationary Police Officer.
ADMINISTRATIVE RECOMMENDATION
We recommend that the Board approve the re-appointments.
New Appointment to the Community Preservation Commission; Sarah Robinson
Request to appoint Sarah Robinson to the Community Preservation Commission for a 3-year
term.
Appointments to the Brewster Affordable Housing Trust: Vanessa Greene from the
Housing Partnership; Madalyn Dineen-Hillis from the Planning Board; Paul Ruchinskas
from the Community Preservation Committee, each for a 2-year term as outlined in the
Brewster Affordable Housing Trust Bylaw.
ADMINISTRATIVE RECOMMENDATION
We recommend that the Board approve the appointments.
Letter of Support for Crosby Mansion Application for Community Preservation Act Funds
The Crosby Mansion Committee is requesting a letter of support, to be signed by the Chair,
for their application to the Community Preservation Committee.
ADMINISTRATIVE RECOMMENDATION
We recommend that the Board approve the letter of support.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-07-2021
Page 1 of 12
Office of:
Select Board
Town Administrator
MINUTES OF THE SELECT BOARD REGULAR SESSION MINUTES
DATE: June 7, 2021
TIME: 6:00 PM
PLACE: Remote Teleconference
ALL PARTICIPANTS ARE PARTICIPATING REMOTELY:Chair Bingham, Selectperson Whitney, Selectperson
Chatelain, Selectperson Chaffee, Selectperson Hoffmann, Town Administrator Peter Lombardi, Assistant
Town Administrator Susan Broderick, Assistant Town Administrator Donna Kalinick, Elizabeth Taylor, Chris
Miller, James Barber, Chris Carlson, Jamie Veara, Mike Dodson, David Young, Mike Gradone, George Boyd,
Sally Gunning, Faythe Ellis, James Gallaher.
Call to Order & Declaration of a Quorum, Meeting Participation Statement and Recording Statement
Chair Bingham called the meeting to order at 6:03pm. She announced Selectboard members participating
remotely, declared a quorum present, and read the meeting participation and recording statements.
Executive Session
Chair Bingham stated that the Board would be going into executive session to consider the purchase, exchange,
lease or value of real property if the chair declares that an open meeting may have a detrimental effect on
the negotiating position of the public body and will return to open session.
Selectperson Whitney moved to go into Executive Session at 6:06 pm, Selectperson Chaffee second. A roll
call vote was taken. Selectperson Whitney- yes, Selectperson Chatelain-yes, Selectperson Chaffee-yes,
Selectperson Hoffmann-yes, Chair Bingham -yes. The Board vote was 5-yes, 0-No.
Chair Bingham announced that we have returned from Executive session at 6:41pm.
Public Announcements and Comment: Members of the public may address the Select Board on matters not on the
meeting’s agenda for a maximum 3-5 minutes at the Chair’s discretion. Under the Open Meeting Law, the Select Board is unable
to reply but may add items presented to a future agenda.
No discussion
Select Board Announcements and Liaison Reports
No reports or discussion
Town Administrator’s Report
Peter Lombardi provided the latest updates on the pandemic.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-07-2021
Page 2 of 12
Office of:
Select Board
Town Administrator
State-wide restrictions were almost entirely rescinded as of Memorial Day weekend and the State of
Emergency will formally end on June 15, 2021.
Last week, Governor Baker filed legislation to continue the temporary suspension of the Open
Meeting Law through to September, though we anticipate a long-term legislative fix. Legislation also
seeks to allow for extended outdoor dining provisions through to Thanksgiving.
Statewide public health data continues to trend in a positive direction, as of last week for the first
time since the designation program had been put in place, there were no towns in the red category.
Peter Lombardi reported that in CARES funding, which was originally appropriated last spring, the Town
received about $850,000 through the program. The spending deadline was originally set for the end of this
month and recently was extended through the end of October. The Town has spent a little over $300,000 of
those funds with nearly $500,000 unspent. We recently received formal confirmation from Federal and State
Government regarding American Rescue Plan Act funding that Brewster is eligible for a little over $1M which
will be available in two payments. The first is available this month and the second in June 2022. These funds
will be available through 2024. Brewster’s local share of Barnstable County’s allocation is almost $2M, we
expect to talk to County officials in the coming weeks on how these funds will be allocated across the Cape
over the next several years. Peter Lombardi advised that there are five categories for eligible uses including:
Public Health, offset the economic impact of the pandemic, local revenue shortfalls (new category), premium
pay for essential workers (new eligible cost), and water, sewer, or broadband infrastructure (also new).
Guidance is still being received on a regular basis from the State on how these funds can be spent and what
the eligible uses actually mean; there will be more to come on this topic. This is good news for Brewster to
make additional progress on the impacts that the pandemic has had on our Town and an opportunity to be
less reactive.
Peter Lombardi reported that in terms of our local health data, we are also trending in the right direction;
our positive case totals have been in the single digits for six weeks. Regionally there is very low positivity,
hospitalization, and fatality rates. These trends are similar to where we were last summer/early fall.
Town offices will remain open to the public on Tuesdays and Thursdays through the end of June.
Starting week of July 4, offices will open on Wednesdays as well.
Beach permits are required starting on June 15 and can be purchased online or by mail-in, no in-
person permit sales in Town Hall or the Chamber Welcome Center.
The Council on Aging welcomed residents back as of last Tuesday. In June, they will be open on
Tuesdays and Thursdays from 8am – 4pm and starting week of July 4, Wednesdays as well. Residents
will be able to meet one-on-one with staff and have small group gatherings. Transportation offerings
are also expanded this month. In-person programming is expected to begin in September.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-07-2021
Page 3 of 12
Office of:
Select Board
Town Administrator
Brewster Ladies Library will expand their hours on June 15 from 10am to 5pm, Tuesday through
Saturday. Further expansion hours may occur in July. Programming will take place outside through
the end of the summer.
Brewster Reopening Advisory Coalition does not have formal plans to meet going forward. Originally
convened in May 2020 after several community listening sessions in April of 2020, the Coalition met
18 times in the past year, first weekly, then bi-weekly, then monthly. Advisory Coalition is comprised
of representatives from our business community, Chamber members, hospitality industry and real
estate agents, as well as key leaders from local non-profit, social service, and civic organizations and
select Department heads.
Peter Lombardi thanked members for their participation in creating a helpful dialogue as we navigated the
pandemic together. Their insights and feedback really contributed to shaping how we approached and
addressed issues.
Consent Agenda
Approval of Regular Session Meeting Minutes: May 26, 2021
Approve the appointment of Amanda Bebrin to the Vision Planning Committee
Amend Natural Resource Commission Charge to Establish appointment terms
Dissolve the Charter Committee (Select Board FY21-22 Strategic Plan Goal G-7)
Approve the Orleans Council on Aging Adult Day Care program Intermunicipal Agreement
Approve the Grant Agreement with the Stanton Foundation regarding Brewster Dog Park
Approve the Cape Cod Hospital Auxiliary, Orleans Branch to use public ways for the Cape-Wide
Hydrangea Festival
Approve a one-day Entertainment license at 51 Alden Drive
Approve a one-day Liquor license at the Brewster Sportsmans Club
Approve a one-day Entertainment license for Exit Realty, 2660 Main Street.
Peter Lombardi took the opportunity to point out that the Town Charter is on its way to State legislation for
their review and approval. The process was 2+ years in the making with a lot of meetings, a lot of thought
and a lot of work. Town Charter has been on the radar for 30 or so years; it is great to get it to the finish line.
Peter Lombardi thanked each of the committee members for all of their time, in particular Chair Karen
Whitney. She spent countless hours to help organize and structure the process, a testament to her hard
work was how well it was received at Town Meeting.
Selectperson Chatelain moved to approve the June 6, 2021, Consent agenda as printed. Selectperson Chaffee
second. A roll call vote was taken. Selectperson Whitney -yes, Selectperson Chatelain-yes, Selectperson
Chaffee-yes, Selectperson Hoffmann-yes, Chair Bingham-yes. The Board vote was 5-yes, 0-no
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-07-2021
Page 4 of 12
Office of:
Select Board
Town Administrator
Transfer of Common Victuallers License- Café Alfresco
James Barber and Chris Carlson joined the meeting to introduce themselves as the new owners of Café
Alfresco. They reviewed their plans to keep a majority of the menu the same. They look forward to their
opening (planning for the week of June 21) and focusing on community relations.
Selectboard Whitney moved to approve the transfer of Common Victuallers License. Selectperson Chatelain
second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Chatelain-yes, Selectperson
Chaffee-yes, Selectperson Hoffmann– yes, Chair Bingham-yes. The Board vote was 5-yes, 0-No
Presentation on and Discussion of Recommended Drummer Boy Park Master Plan Update (Select Board
Strategic Plan Goal OS-1)- Jamie Veara, Drummer Boy Park Advisory Committee Chair, and Michael
Dodson, CDM Smith
Jamie Veara, Chair of the Drummer Boy Park Advisory Committee thanked the following people for their
help; Patrick Ellis-DPW Superintendent, Mike Gradone-Rec. Department, Denise Rego- Council on Aging
Director, Sally Gunning-Brewster Historical Society, Hal Minis-Brewster Conservation Trust, Bob Smith-Cape
Cod Museum of Natural History, and Patricia Hughes- Natural Resources Advisory Commission.
He reviewed that there has been a tremendous amount of input from folks who have property in and around
the area and shared interest by folks throughout the Town. Jamie Veara acknowledged Chris Miller for his
hard work. He then provided background to understand how the committee has been operating. The Town
acquired the park 1988 with two particular restrictions, first, any change of use or changes to the property
had to be determined by a town meeting vote. The Committee has been mindful that the citizens determine
what will happen at this park. Secondly, there is a requirement that things have to be maintained to preserve
the natural and scenic qualities including the view of Cape Cod Bay from 6A.
Michael Dodson presented the Drummer Boy Park Master Plan. The Project goals were reviewed and noted
that they include ways to try to enhance the site features that are already there and preserve the character
of the park. Goals also include the desire to maximize the potential of the park. Michael Dodson reviewed
proposed improvements including, parking, a new playground, the vacant gift shop, nature trail
enhancements, additional walking paths and seating areas, drainage improvements, identification of park
use areas and prioritization of Phase I improvements. Phase I Improvement Plan cost is right around $2M.
Selectperson Chaffee inquired about the proposed funding. Peter Lombardi answered broadly that the
committee is looking into grant opportunities and a good portion would likely be Community Preservation
Committee (CPC) eligible. At the CPC annual hearing last fall, the playground was on their radar as a
potential to being upgraded in the next five years. Of the $2M estimate of the initial phase, close to $1M is
associated with the playground updates. Michael Dodson added that the roughly $500,000 is specifically
being set aside for the playground.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-07-2021
Page 5 of 12
Office of:
Select Board
Town Administrator
Selectperson Chaffee asked for a timeline of the Master Plan. Jamie Veara answered that it is essentially up
to the Select Board that would decide on the timetable of when to make a presentation or when to put
together a warrant article for Town Meeting consideration. Peter Lombardi followed up that the plan is to
have a special Town Meeting this fall in November and finalize the warrant in September. Following this
timeline, the Board has the next couple of months, if inclined, to put an article on the warrant for the Town
Meeting.
Selectperson Hoffmann requested clarification of the Phase I costs and what is included in the next phase.
Michael Dodson responded that most work would be included in Phase I, one walkway could be pushed back
to a later date. Some bigger items such as asphalt costs, curbing, walkways, the playground, improvements
to the pavilion (vacant gift shop) are included in Phase I and are the bigger cost elements.
Chair Bingham, as the liaison to the Council on Aging, added that more and more seniors are using Drummer
Boy Park and are in favor of the shade pavilion.
David Young commented that if the Town moves forward seeking grants, it would be good to have approval
as grant agencies will be looking for these approvals.
Selectperson Chaffe added that Drummer Boy Park was identified as one of seven sites for a water bottle
filling station, this is a super amenity to have at the park. She added that it would be helpful to have
information provided on the costs of the various pieces being proposed.
Peter Lombardi further commented that with the paved pathways there is a lot more activity at the park. He
asked for clarity on the footprint of the existing and the proposed paths measurements. Chris Miller
responded that current the paths are slightly less than 6 feet, not a substantial difference to that proposed,
adding this is all conceptual plans at this time. He also commented that the current paths were provided by
the State through a trails grant. The thought is to keep consistent with what the rest of the town’s
pathways.
Selectperson Hoffmann mentioned that one issue could be a conservation issue of paving within the buffer
of marshlands/wetlands. She did state that this has been a gift to those with ambulatory issues.
Mike Gradone echoed that in a year when people have been looking for outlets due to COVID restrictions
and many programs were not offered, Drummer Boy Park provided opportunities for people to get out and
use the pathways.
Discuss Local Action Unit Application and Local Preference Allocation for 873 Harwich Road- Serenity
Apartments at Brewster
Donna Kalinick addressed the Board on behalf of the Housing Department and administration to provide an
update on the rehabilitation efforts at Serenity Brewster. The property was purchased by Elevation Financial
in 2020 and have since been working with Elevation Financial for a little over a year. She commented that it
is amazing to see what a private company can do in terms of moving swiftly, as they are almost complete
with Phase I renovations. Ms. Kalinick commended them for working diligently to make sure the community
spaces were rehabilitated and ready for when Phase I opens. She offered a reminder that this property had a
Development of Regional Impact through Cape Cod Commission which runs with the property. One of the
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-07-2021
Page 6 of 12
Office of:
Select Board
Town Administrator
conditions is that 10% of any of the units are deed restricted affordable; Serenity Brewster committed to
20% of the units. Ms. Kalinick reviewed that the original proposal was for 134 units, but Elevation Financial
did have to change to 132 unites due to the existing conditions of the building, noting that they did agree to
keep 27 units as deed restricted.
The Town has been working with the Department of Housing and Community Development (DHCD) and
Elevation Financial to put in a Local Action Unit application. This application process involves a regulatory
agreement and Elevation Financial has hired Housing Assistance Corporation to develop a fair marketing plan
that has to be submitted. Donna Kalinick pointed out that under the guideline, the Town is able to ask for up
to 70% local preference, which has been past practice for the Town. With Serenity Brewster, it is
recommended to ask for 50% local preference, for the following reason, due to no local funding for this
project. Secondly, discussions have led to ways in which to welcome new people into our community and
keeping people within the community. Serenity Brewster is 55+ housing, most units are deed restricted, but
rents are extremely reasonable. Donna Kalinick mentioned that there may be opportunities for rental
assistance through the housing programs on market rent, these are included in the flyer from Serenity
Brewster. Ms. Kalinick outlined that the plan from here is to bring same information to Housing Partnership
at the next meeting, the third week of June. She expects that the Local Action application and regulatory
agreement will need to be signed and submitted in the next 60-90 days. She continued that the Department
of Housing and Community Development (DHCD) will allow Serenity to lease the market rate units in Phase I
in order to receive income to complete the rehabilitation for phase 2. Ms. Kalinick explained that there will
be one lottery for deed restricted units in the next 120 days before phase 2. Ms. Kalinick recognized Jill
Scalise, our Housing Coordinator who has put in a lot of time and effort in moving this community forward.
To date Serenity Brewster has had 110 expressions of interest in the units.
Peter Lombardi added that Elevation Financial has been terrific to deal with and where we have ended up
with this project is the best outcome for the Town and the community. Local preference request is the one
significant decision for the Select Board.
Selectperson Chatelain commented that this is so exciting compared to other housing projects in town; he
thanked Donna and Jill for their hard work. He then asked two questions, do we think we are going to get
100% credit for the units since they are all rentals? Donna Kalinick replied that we are not going to get the
100%, just 20% as outlined. Second question from Selectperson Chatelain, with respect to Local Preference,
should we be concerned if we do not use the maximum threshold for local preference, could there be a
household in Brewster that loses out to the lottery? He stated that he is inclined to go for the most we can
go for and is curious what the drawback to doing 70%. Ms. Kalinick remarked, when talking about local
preference, that this is only for the initial lease up of the unit. She thinks that this a subject that we all
struggle with as there is arguments to go for the full 70% as well. Ms. Kalinick stated that there are a lot of
people in the 55+ demographic that have had to leave the Town of Brewster for various reasons. There are
going to be other opportunities to have discussions about local preference, in this case there are a lot of
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-07-2021
Page 7 of 12
Office of:
Select Board
Town Administrator
units, which is an incredible addition to our housing stock. There is not a huge difference between the
proposed affordable rents and the market rate rents.
Selectperson Hoffmann commented that this is an incredible project and asked for clarification on local
preference and questioned if the 55+ community include folks under 55 with disabilities? Donna Kalinick
responded the three categories for local preference include: current Brewster residents, household with
children in the Brewster Elementary school system and if employed by the Town of Brewster. She noted that
children are not restricted from living in Serenity Brewster. Ms. Kalinick responded that she is not sure if a
person with a disability that is under 55 can apply; she will get the information for the Board.
Selectperson Whitney asked if the local preference applies to the whole site? Ms. Kalinick replied that it only
applies to the deed restricted units.
Peter Lombardi added detail about the difference between the 50% and the 70% is 14 to 19 units. DHCD are
the ones to make the determination on local preference, the Town can make a recommendation, but
ultimately the State makes the final decision. Donna Kalinick commented that in conversations with DHCD,
the agency requests real data regarding local preference and are cognizant of the fact to not exclude people.
Selectperson Hoffmann inquired about the category of units for affordable rents; studio, one-bedroom, one-
bedroom deluxe, etc. Ms. Kalinick responded that this was a future conversation that is scheduled, but she
believes it will be a mix. The Board was invited to take a tour of Serenity Brewster.
Discuss and Vote on Upcoming Public Meeting Schedule/ Format for Town Committees (Select Board FY21-
22 Strategic Plan Goal PR-4)
Peter Lombardi referenced the memo regarding this topic in the e-packet. Peter Lombardi said that Open
Meeting Law is relatively complicated and with little notice, we are hopeful and anticipating the legislation
that the Governor has submitted will be turned around quickly. The context for this discussion included a 5-
page advisory from Town Counsel (KP Law) who represents 100+ communities state-wide and many other
governmental entities. Town Administration has tried to think through various options on ways to move
forward. Peter Lombardi explained that for meeting and hearing schedules, we must try to stay a month or
two ahead of the meeting to plan accordingly.
Peter Lombardi reviewed that the plan to start in-person meetings with an option hybrid component in
Meeting Room A. Equipment has been purchased through our Cable Fund that will allow us to accommodate
the hybrid meeting format with continued remote participation. This plan is for Room A only at the moment,
similar equipment has been ordered for Room B and it is expected to be installed in August for use in
September.
Starting in July, allow attendance for board/committee members and staff for the first couple of
months, public participation will remain remote through September.
No requirements for masks, it will be optional.
No installation of partitions, the room will have air purifiers and cleaned in between meetings (30-
minute window between meetings for cleaning).
There will be no inquiries about vaccination status and will provide social distancing measures.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-07-2021
Page 8 of 12
Office of:
Select Board
Town Administrator
Peter Lombardi is anticipating legislation will sort Open Meeting Law issues; he believes there will be no in-
person physical quorum requirement.
Peter Lombardi acknowledged our several 100 volunteers who serve on boards/committees who have dealt
with operating in this remote virtual environment for the past year plus. He has received a lot of positive
feedback, and information that more people have participated due to the remote option. Mr. Lombardi
mentioned that we will have to discuss long term solutions for what the participation will be.
Selectperson Whitney questioned the limitations of 6 people per meeting and if it is conditional on the room
size? Peter Lombardi responded yes and typically for bigger meetings we have combined Rooms A & B, but
with technology we cannot reasonable do so. Our challenge is in terms of allowing public attendance, we
could have 1-2 residents or 50 residents, so we have to plan for larger meetings.
Selectperson Chaffee state that she is really enthusiastic about getting back together for a social need. She
reviewed the proposed plan and noted how it can be complicated for multiple reasons. She questioned,
looking at the bridge phase for the next couple months, with the 6 person limits, what is the purpose?
Adding, what are we going to do on behalf of the public we serve that is better or more productive if
physically in Room A, if we cannot invite the public to be with us? Selectperson Chaffee also commented
about the additional costs (cleaning and video service costs), although the new technology will pay off down
the road.
Peter Lombardi responded that the technology is not intended to be used only during the transition period,
long term the technology will allow more remote participation which is great news to get a broader reach.
Mr. Lombardi commented that it is important for Board to know this is part of the reason why the Town
moved forward with these purchases.
Chair Bingham questioned why we would move forward at this point, when only 6 can be present at the
same time? Peter Lombardi stated that we need to walk before we run, take an incremental approach as we
have over the past year. He added that some local Town Halls have been closed to the public and
appointment only, re-opening their doors at this time to get back to their standard schedule. While here in
Brewster, we opened as quickly as possible in a way that made sense and was safe. He added that we did a
good job for both employees and residents. The phased re-opening plan allows public bodies to come into
Town offices, as many have expressed interest in meeting in-person, this plan meets those desires but is still
appropriate for everyone involved.
Selectperson Hoffmann inquired about how the hybrid option works. Peter Lombardi answered that those in
person will not be on laptops, persons would be sitting in the meeting like you did prior to pandemic,
microphones will pick up the audio, and video feed is the same. Large portable screens will be set up so that
those present will be able to see anyone who is participating remotely. Remote participants will be on Zoom
with no lag, like they are in the room with you. Peter Lombardi noted that this is a transition from what we
are used to, that being said he does not think this format is temporary.
Selectperson Hoffmann made a statement that she agrees with Peter Lombardi, there has been more
participation which has been the silver lining of the pandemic.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-07-2021
Page 9 of 12
Office of:
Select Board
Town Administrator
Peter Lombardi state that for the Select Board, if all members wanted to meet in person, then staff would
sort out who would be in person and who would be remote. For larger committees, they would have to
work it out on their own on who is remote and who is in-person at any given meeting.
Selectboard Whitney moved to approve the Committee Meeting Schedule and Format for July through
September 2021 as presented. Selectperson Chatelain second. A roll call vote was taken. Selectperson
Whitney-yes, Selectperson Chatelain-yes, Selectperson Chaffee-yes, Selectperson Hoffmann– yes, Chair
Bingham-yes. The Board vote was 5-yes, 0-No
Donna Kalinick thanked both Suzanne Bryan and JP Ludwig for their efforts during this incredibly challenging
task and the Town Clerks office for helping to manage the schedule. Peter Lombardi echoed Ms. Kalinick’s
comments that Suzanne Bryan and JP Ludwig have been terrific. He also thanked Donna Kalinick for her help
with coordinating the meetings.
Discuss and Vote on Disposition of Surplus Property- Barn at Spruce Hill
Chair Bingham opened with a request to at some point, it would be nice to tour all the surplus property in
Brewster. Peter Lombardi started with the Brewster Historical Society having expressed interest for over a
year in the barn structure at Spruce Hill. He continued that they are looking to re-locate the structure to
windmill village at Drummer Boy Park, though technically not part of the Town’s property. Peter Lombardi
reviewed the memo dated June 4, 2021, that was provided in the public e-packet on page 279. The steps for
disposition are as follows:
Town determines the value of property based on procedures customary in the appraising profession-
the assessed value is $6,100. Recommend disposition at 50% of the assessed value.
Select Board declares property available for disposition and determines value and any restrictions for
future use.
Since the Town is proposing to sell the structure for the amount that is less than the assessed value,
the Town must post notice in the State’s Central Register.
Brewster Historical Society must file a disclosure of beneficial interested with DCAMM (State agency).
Town Counsel prepares purchase and sales agreement, and transaction is completed.
Currently the structure is only storing material for the Historical Society. Peter Lombardi mentioned there is
currently no set plan in place for the Barn or the residential structure on Spruce Hill. Mr. Lombardi
continued that local permitting requires Brewster Historical Society to secure a certificate of exemption from
the Historic District Committee. Brewster Historical Society has plans to submit an application to the
Community Preservation Committee (CPC) seeking CPA funds at Special Town Meeting in the fall. The cost of
the project is $63,000 and they are also seeking a letter of support from the Select Board.
Selectperson Chaffee questioned if the Brewster Historical Society is also requesting funds for the total
amount of the project? Sally Gunning responded yes that they cannot afford to complete the project without
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-07-2021
Page 10 of 12
Office of:
Select Board
Town Administrator
full funding. Ms. Gunning further added that there were four buildings on the property at one time, they
were able to rescue one, one fell down on its own accord, and we remain with the house and the barn. If
something is not done soon, this will not be a conversation worth having. The Brewster Historical Society
have been boarding up windows, dealing with rodent problems, and the buildings have been vandalized.
Their request would be to have a storage building at Windmill Village without building a new one.
George Boyd, Chair of the Historical Commission addressed the group that both the barn and the house are
historic structures. The two structures that were taken down were based on demolition by delay on the part
of the Town. Now the two remaining structures, the house and the barn, George Boyd thinks there should
be an overall plan on how to restore the structures before there is a decision to move one off the property.
Mr. Boyd also added that they have issue with separating a historic house from the historic barn. He
continued, that the objective is to finance with CPC money, however there will not be any viewing of inside
of the barn once moved since it will be used for storage so there is no public access. Lastly, he commented
that since the barn has a historic foundation of stone, the moving should include the moving of the
foundation as well.
Sally Gunning wanted to clarify, that one structure that was already rescued that had been relocated to the
Cobb house is in good condition. She also commented that they can certainly do a stone foundation for an
additional $10,000.
Chair Bingham recapped that it seems like from what George Boyd added that it is a year-long project for the
Board to decide what to do with the property.
Selectperson Hoffmann addressed Peter Lombardi, regarding the Building Needs Assessment Committee, if
they provided a report of surplus properties. Mr. Lombardi replied no, they have not met for several years.
He added that when the application is submitted it will be vetted for eligibility with Town Counsel; he cannot
say for sure it would be deemed eligible for 100% project costs as Historic Preservation. This process would
have to play out, given that Historical Society needs full funding. Peter Lombardi recommended that the
Select Board does not move too quickly through the disposition process if the project is not eligible for some
or all of the CPA funding.
Selectperson Chaffee commented that if the Board were to vote, to first declare the property available for
disposition, this would allow Brewster Historical Society to proceed with their due diligence for the CPC
process. Peter Lombardi responded that he does not believe that declaring a property as surplus would bind
the town to dispose of it. There needs to be a decision point relatively soon under 30B, as the process
requires filing a form with central register signaling disposing the property of a value other than the assessed
value.
George Boyd clarified that what we would not want the two structures to be demolished by neglect on part
of the Town. He is looking for the Town to assess the structures and decide what they want to do with these
historic structures. The option it to let them fall apart or is the Town willing to save these historic structures
as part of the Town’s vision. Mr. Boyd added that we would not want to start with separating the barn from
the house as historic structure until we know what the Town is going to do.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-07-2021
Page 11 of 12
Office of:
Select Board
Town Administrator
Sally Gunning added a clarification that the Brewster Historical Society’s offer to purchase the property is
contingent on CPC funding, if there is no funding, they cannot purchase the property. The concern is the
time sensitivity of this, so far to date, the Town has not worked particularly quickly on these properties.
Selectperson Hoffmann asked, do we need to determine that we want to dispose of this property to see if
the Historical Society can move forward with request to CPC funding?
Sally Gunning responded that she is looking for a letter of support from the Select Board regarding the
purchase and restoration of the barn to bring to the CPC to request funding.
Selectperson Chatelain remarked that he is curious to see if the Brewster Historical Society had considered
the possibility of hiring a consultant to view the property for long term options for both the barn and the
house?
Sally Gunning stated that she would have to review with the Board. She added that this issue is one amongst
others, so rather than Brewster Historical Society separate one property to explore, this might be something
better determined by the Town.
Selectperson Chaffee thanked Sally Gunning and her members for caring for the antique structure. She
expressed her appreciation to George Boyd and his vision. She stated that it would be ideal to know how the
Town would like to deal with the whole property. Selectperson Chaffee stated this is not a quick or easy
process to make determinations, especially this last year where we have been stretched very thin. This was
one activity that had to be set aside for all the other pressing priorities, not to say that this is not important,
it is just a lot of competing priorities. Selectperson Chaffee then directed a question to Sally Gunning, that if
there was no vote tonight, what does it mean for the project? Sally Gunning responded that there is no
specific timeline and that the Brewster Historic Society is always looking for spaces to put their stuff. The
concern is the timeline of the barn itself. It is a question on how quickly the Town can operate in terms of
taking action on the building, so that it does not end up demolished by neglect.
James Gallagher, Deputy Assessor said there is a self-help agreement for the property when the Town
originally purchased the property. He believes that it is spelled out what happens with the disposition of the
property. Peter Lombardi responded that he is aware of the self-help agreement, to his understanding, the
Select Board has full discretion relative to the disposition of the structures. However, there are restrictions
on public access and use of the property otherwise.
George Boyd provided a proposal; the Brewster Historic Commission could ask the CPC for funds to engage
with their consultant to evaluate both the house and the barn. This would need to happen as soon as
possible as there is a quick time frame.
Faythe Ellis, as CPC representative responded that the source of funding would be a decision to put in front
of the Committee. Ms. Ellis stated that she believes the Town should be looking at ways to preserve the
Spruce Hill Property to set a good example for people who own historic homes that need to be preserved.
She will work with George Boyd to put together a proposal for a professional to review the property to
determine what it will take to preserve it. Chair Bingham requested that the Board be kept apprised of the
process and provided any reports that are created.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-07-2021
Page 12 of 12
Office of:
Select Board
Town Administrator
Peter Lombardi provided information that the Town did complete a building inspection about 2 years ago,
but does not believe it included the barn, this could help with the initial analysis. Assuming we could use CPA
administrative funds, we could hypothetically turn around the consultants work in relatively short order.
Based on the outcome, it is possible to seek a small appropriation from Town Meeting to move forward.
Hopefully, the analysis would provide protentional uses for the structures. Peter Lombardi reminded the
group that Town Meeting approved $15,000 for disposition of the old Natural Resources Barn. There are a
lot of similar interests relative to wanting to make sure the barn structure remains, whether at Spruce Hill or
elsewhere.
Discuss Select Board Annual Liaison Appointment Process
Chair Bingham had provided a list of committees to the Board and requested that they each send her at least
5 committees that they want to be a liaison for. Request to have the list by Monday June 14, 2021.
Selectperson Chaffee suggested that the line items need to be updated as some have been dissolved and
needs to be tidied up. Chair Bingham will update the list and resend to the Board.
For Your Information
No questions or comments on these items
Matters Not Reasonably Anticipated by the Chair
None
Questions from the Media
None
Next Meetings: June 8, June 21, July 12, and July 26, 2021
Adjournment
Selectperson Chaffee moved to adjourn the meeting at 8:58pm, Selectperson Chatelain second. A roll call
vote was taken. Selectperson Whitney-yes, Selectperson Chatelain-yes, Selectperson Chaffee-yes,
Selectperson Hoffman-yes, Chair Bingham-yes. The Board vote was 5-yes, 0-No.
Respectfully submitted by Erika Mawn, Executive Assistant
Approved: _______________ Signed: _______________________________________
Date Selectperson Chatelain, Clerk of the Board of Selectman
Accompanying Documents in Packet: Agenda, TA Report, Consent Items, Drummer Boy Park Presentation, Local Action Unit Information and
Application, Press Release from Governor Baker, Spruce Hill Information, Liaison Appointment List.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-21-2021
Page 1 of 10
Office of:
Select Board
Town Administrator
MINUTES OF THE SELECT BOARD REGULAR SESSION MINUTES
DATE: June 21, 2021
TIME: 6:00 PM
PLACE: Remote Teleconference
ALL PARTICIPANTS ARE PARTICIPATING REMOTELY:Chair Bingham, Selectperson Whitney, Selectperson
Chatelain, Selectperson Chaffee, Selectperson Hoffmann, Town Administrator Peter Lombardi, Assistant
Town Administrator Susan Broderick, Assistant Town Administrator Donna Kalinick, Patrick Ellis, Chris Hardy,
Sheila House, Stephanie Briody, Brian Webb, Brandi Felt-Castellano, Mimi Bernardo, James Gallagher, Lisa
Vitale, Jamie Veara, Chris Miller
Call to Order & Declaration of a Quorum, Meeting Participation Statement and Recording Statement
Chair Bingham called the meeting to order at 6:00pm. She announced Selectboard members participating
remotely, declared a quorum present, and read the meeting participation and recording statements.
Public Announcements and Comment: Members of the public may address the Select Board on matters not on the
meeting’s agenda for a maximum 3-5 minutes at the Chair’s discretion. Under the Open Meeting Law, the Select Board is unable
to reply but may add items presented to a future agenda.
No discussion
Select Board Announcements and Liaison Reports
The Select Board members each read a portion of the Juneteenth Proclamation.
Town Administrator’s Report
Peter Lombardi shared that Governor Baker signed Chapter 20 of the Acts of 2021, extending certain
pandemic related relief measures. These extensions that are pertinent to Brewster are, the time that public
bodies can continue to hold remote public meetings until April 1, 2022, and the expanded outdoor dining
program extended through next spring. There were some others that are outlined in the public packet.
MEMA issued their last weekly COVID command center report, following the State of Emergency has ended.
Their focus will now be on economic recovery and programs and resources to getting people vaccinated.
The Barnstable County Wide Health Department data shows great progress on Brewster’s vaccination rates,
including the younger demographic. Positive cases have been in single digits for almost 2 months, just 2 new
cases in the past 5 weeks.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-21-2021
Page 2 of 10
Office of:
Select Board
Town Administrator
Town office & COA are open on Tuesdays and Thursdays to the public and will open on Wednesdays starting
the week of July 6th. Beach Permits are now required at all of our lots as of June 15, 2021; we are continuing
to let everyone know they are available online and through the mail in program. The Ladies Library has
expanded their hours last week to 10am – 5pm Tuesday through Saturday with no time restrictions while in
the library. Programing will take place outside for the summer months. Relative to the State legislation, we
will be starting in-person and hybrid meetings to begin in July, public participation will continue to be by
Zoom. Limitations to in-person meetings, will start in Room A in July and August and hope to add Room B in
September when technology is in place. Boards and Committees have the option to continue to meet
remotely and some have opted to stay fully remote. Face covering requirements are in place through the
end of this month, after the July 4th weekend, this will be rescinded.
Included in the packet is a memo from Donna Kalinick to the schools regarding the Elementary Planning
Study Request for Proposal issued this spring. We received only one bid, a consulting firm that the district
has had experience working with and has excellent references and experience. The cost proposal came in
within budget of the appropriation from Town Meeting in November of 2019. Peter Lombardi thanked all the
school officials, the school committee and Donna Kalinick for their work. Everyone is eager to get going; the
project timeline is shorter than originally expected, we should have findings in the coming months.
Consent Agenda
Approval of Regular Session Meeting Minutes: May 15 and May 24, 2021
Approve a Special Event Permit: Upper Mill Pond
Approve 13 One-day Entertainment License and Fee Waiver Request: Brewster Historical Society, 51
Drummer Boy Road
Approve Yard Sale Restriction Waive for Trinity Lutheran Church, 1883 Main Street
Approve the Acceptance of Gift: Memorial Bench at Captain’s Golf Course
Approve Drummer Boy Park Use: Friends of Brewster Dog Park, Antique/Flea Market (July 6, 20,
August 3,17 and October 12); Brewster Conservation Trust, Brewster Conservation Day (July 10 & 16)
Approve the Request for Temporary Signs on Town Property (Crosby Landing, Breakwater and Saints
Landing; Brewster Whitecaps
Approve the Renewal of Select Board Policy #26 (Hunting at Wing Island)
Approve a Letter of support of the Community Preservation Committee application to update
Brewster’s Housing Production Plan
Approve One-Day Entertainment Licenses & One-Day Liquor Licenses; Chatham Bars Inn Farm
Selectperson Hoffmann stated that she will abstain from the votes for meeting minutes of May 15 and May
24 since she was not a Board Member at the time but votes to all other items.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-21-2021
Page 3 of 10
Office of:
Select Board
Town Administrator
Selectperson Chatelain moved to approve the June 21, 2021, Consent agenda as printed. Selectperson
Chaffee second. A roll call vote was taken. Selectperson Whitney -yes, Selectperson Chatelain-yes,
Selectperson Chaffee-yes, Selectperson Hoffmann-yes, Chair Bingham-yes. The Board vote was 5-yes, 0-No
Recognition of Patrick Ellis- DPW Director
Chair Bingham spoke of Patrick Ellis’s 6 ½ years as the DPW Director and added he has always held himself
with a considerable amount of competence, grace, and a wonderful sense of humor. Selectperson Chaffee
added that Brewster has been very fortunate to have Patrick, as he is a remarkable public servant to our
community. His experience in the private sector and as a selectman has made him an effective leader in the
Town of Brewster. Peter Lombardi remarked that Patrick Ellis would always get the job done no matter how
big or small. Patrick was great at putting our residents first, he had a great eye for detail and instincts. Mr.
Lombardi thanked Patrick for his leadership; he leaves the DPW well positioned.
Patrick Ellis thanked Brewster for everything that Brewster did for him during his time. It is due to the
people behind him that makes a difference; he never worked anywhere where more joy was brought to him
as the people of Brewster.
Presentation on Recovery Build- Chris Hardy, Behavioral Health Innovators
Chris Hardy opened the discussion to the Board outlining the goal to expand the awareness and
understanding of the recovery build alternative peer group program which is a resource for teens with
substance use challenges. Recovery Build is a program with Behavioral Health Innovators, which is a Cape
based non-profit organization founded in 2017. The organization was founded by two women who had
family members affected by addiction and personally experienced the need for a program for teens with
substance use challenges on the Cape. Sheila House, Director of Harwich Youth and Family Services and Chair
of the Behavioral Health Innovators Board, provided background on her role with the organization. A short
film was shared, Recovery Build APG Cape Cod, which is available on their website, recoverybuild.org. One
of the founders, Stephanie Briody expressed her appreciation to the Board. She shared that Nauset Regional
High School has been an advocate for this program from the beginning. Over 55 young people have gone
through the program with their families. She commented that we want to be able to talk freely about
substance abuse and get ahead of the addiction problems.
Members of the Select Board complimented Recovery Build for bringing this program to the Cape’s
communities. It is a wonderful resource for the Cape and by being at the meeting as it will help to spread
the word.
Public Hearing- Renewal of Entertainment Licenses: Brewster Inn, Inc. d/b/a Woodshed; Brewster VFW
Post #9917; Brown Dog Investments, Inc. d/b/a Laurino’s Tavern; Bushwood LLC, d/b/a Harbor Lights Mini
Golf; Cape Cod Repertory Theater; Friends of Brewster Elders/Brewster Council on Aging; Ocean Edge
Resort Limited Partnership d/b/a Ocean Edge Inn and Conference Center; Ocean Edge Resort Limited
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-21-2021
Page 4 of 10
Office of:
Select Board
Town Administrator
Partnership d/b/a Linx Tavern; Shady Knoll Tent Sites, Inc. d/b/a Shady Knoll Campground; Sweetwater
Forest Inc. d/b/a Sweetwater Forest
Selectperson Chatelain moved to open the public hearing. Selectperson Chaffee second. A roll call vote was
taken. Selectperson Chaffee -yes, Selectperson Chaffee-yes, Selectperson Hoffmann-yes, Selectperson
Chatelain-yes, Chair Bingham-yes. The Board vote was 5-yes, 0-No
Selectperson Chatelain moved that the Board vote to approve the list of the annual Entertainment Licenses
pending all financial obligations have been paid to the Town. Selectperson Whitney second.
Selectperson Hoffmann requested to modify the Ocean Edge application to include the Front Lawn of the
Ocean Edge Resort Limited Partnership d/b/a Ocean Edge Inn and Conference Center. Sue Broderick
confirmed that the License can be amended to include the Front Lawn and any other restrictions on
entertainment. Chair Bingham added that in the packet there are a couple of complaints regarding sound.
Brian Webb, Ocean Edge Resort representative joined the discussion; he commented that Ocean Edge has
been recording decibel readings at various locations on the property and has not topped 60 decibels. As it
relates to the tent, they are restricted until 10pm and instruct their vendors to end by 9:55pm. They do make
sure the wall/flaps are down especially facing the side to 6A. Selectperson Chatelain questioned the
regulatory impacts of including the Lawn at Ocean Edge with the Special Permit that they are operating
under? Peter Lombardi replied that the Planning Board approved the Special Permit for this year, adding the
Lawn to the entertainment license would align with the Special Permit.
Selectperson Chatelain amended his motion to include the Front Lawn at Ocean Edge Resort Limited
Partnership d/b/a Ocean Edge Inn and Conference Center. Selectperson Hoffmann second. A roll call vote
was taken. Selectperson Whitney -yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson
Chatelain-yes, Chair Bingham-yes. The Board vote was 5-yes, 0-No
Public Hearing, New Yearly Entertainment License; BandG, LLC d/b/a Apt Cape Cod, 2149 Main Street
Selectperson Chatelain moved that the Board vote to approve an annual Entertainment License for BandG
LLC d/b/a Apt Cape Cod pending all financial obligations have been paid to the Town. Selectperson Whitney
second. A roll call vote was taken. Selectperson Chaffee -yes, Selectperson Chatelain-yes, Selectperson
Whitney-yes, Selectperson Hoffmann-yes, Chair Bingham-yes. The Board vote was 5-yes, 0-No
Selectperson Chatelain moved to close the public hearing. Selectperson Hoffman second. A roll call vote was
taken. Selectperson Chaffee -yes, Selectperson Whitney-yes, Selectperson Chatelain-yes, Selectperson
Hoffmann-yes, Chair Bingham-yes. The Board vote was 5-yes, 0-No
Status Updated on Finance Team’s Progress Implementing Recommendations from MA Department of
Revenue’s 2019 Report (Select Board FY21-22 Strategic Plan Goal G-3)
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-21-2021
Page 5 of 10
Office of:
Select Board
Town Administrator
Peter Lombardi relayed that it has been two years since the Department of Revenue completed their work
and delivered a report to the Town with their findings of the Town’s finances. An overall plan and approach
was put together last August on how to collectively tackle the 17 recommendations included in the report.
This is an update on where we stand today and what remains outstanding. Peter Lombardi recognized this
has been a team approach and acknowledged the great work that Mimi Bernardo, Lisa Vitale, James
Gallagher, Donna Kalinick and their staff has completed. Peter Lombardi reviewed the memo addressed to
the Select Board that can be found on the public packet on pages 120- 198. The 17 recommendations that
were identified and their timeline terms are as follows:
1.Establish a Town Charter and review Bylaws (short/medium term)
o Currently at state legislature for approval
2.Establish a Human Resources Department (medium/long term)
o Includes a full-time HR Direction (Susan Broderick) and a part-time HR Generalist, both to be
filled by end of the summer.
3.Disband the Personnel Board (medium term)
o Eliminated in new charter, Town Manager assumes primary responsibilities working with the
new HR Department.
o Select Board retains sole authority to approve all personnel policies and collective bargaining
agreements.
4.Procure Audit Services (medium/long term)
o Finance Team will work with the Audit Committee to issue a formal solicitation inviting bids
for audit services this winter.
o Audit Committee will make a recommendation in which the Town Manager will ultimately
award the contract beginning in June 2022 (FY22-24 audits)
5.Adopt Enterprise Fund Accounting for Water and Golf (medium/long term)
o Water Department was formally transition to an enterprise fund by a vote of Town Meeting in
September 2020, accounting change was made effective FY21.
o Golf Department results of a comprehensive analysis are expected to be delivered this
summer. At earliest the transition to an enterprise fund would be effective FY23.
o The Golf Department is fully self-funded and has contributed to their share of indirect and
OPEB costs.
6.Codify the Budget Process in Bylaw (medium term)
o The charter clarified roles, responsibilities, and timelines for the budget (Chapter 6 of the
Charter). Bylaw changes will need to be made after the Charter is adopted.
7.Revise the Capital Planning Bylaw (medium term)
o Capital Planning Committee was reconstituted in Fall 2019 and developed a new 5-year
Capital Improvement Plan which was adopted by the Select Board in February 2020.
o Generally, the plan assumes Town will $1.75M/year in free cash to fund capital needs.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-21-2021
Page 6 of 10
Office of:
Select Board
Town Administrator
o The Capital Planning Committee will now be appointed by the Town Manager, will need to
amend current bylaw once charter is fully approved.
8.Determine if a Special Purpose Stabilization Fund for Capital Projects is Needed (short/medium term)
o Town will invest a combination of Free Cash and short-term rental revenues with a goal of
growing the fund up to 10% of the General Operating Budget (approx. $4.5M in FY22 dollars)
o Select Board approved a second related policy specific to short-term revenues and their
allocation that at least 25% of revenues to the Capital fund until it reaches the funding goal.
o Over the past two years we have appropriated $750K for the Capital Stabilization.
9.Seek Municipal Finance Professional Development and Training (short term)
o Past year a lot of professional associations have provided online training. Our Assistant
Treasure/Collector completed her certification as Collector from the MA Collectors and
Treasurers Association.
o Proactively reach out to Boards/Committees about resources that are available through the
State. We have had a number of new members on Select Board and Finance Committee and
helped to onboard the new members.
o Our approach to joint meetings with Select Board and Finance Committee has helped to
minimize duplication of effort and information.
10.Clarify the Reporting Structure of the Consolidated Department of Municipal Finance (short/medium
term)
o Department Heads will report to the Town Manager after soliciting feedback from
stakeholders, it is absolutely a team approach.
11.Conduct a Workflow Analysis and Create a Procedures Manual (short term)
o Treasurer/Collector’s and Assessor’s office have put manuals in place and the Finance office
has made some progress and plans to complete their work by next year.
12.Expand Remote Entry (short term- accounts payable/medium term- receivables/long term-payroll)
o We have done a lot in this category in the past year plus, transitioned to a cloud-based version
of our accounting software and a new payroll platform.
o Accounts receivables and payroll entry and processing have been decentralized, plan to do the
same with receivables by end of summer.
13.Shift Water Department Collection to Collector’s Office (long term)
o Officially transition to the Town’s VADAR system on July 1, 2021. Treasurer/Collector’s will be
involved in managing Water Department collection.
o Thought not included in the DOR report, the Treasurer/Collector’s office last spring added a
lockbox feature that has significantly reduced the volume of bills that require processing.
14.Reposition the IT Department (short/medium term)
o DOR recommendation is that IT be co-equal to other Department Heads and not under the
Municipal Finance umbrella. The IT Director will report to the Town Manager.
15.Explore Software Upgrades (short/medium/long term)
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-21-2021
Page 7 of 10
Office of:
Select Board
Town Administrator
o In the past month or so, rolled out Microsoft Office 365, moving the Water Department to
Vadar, utilized a module to directly connect receivables processed by the
Treasurer/Collector’s Office, shifted to a new payroll processing platform, shifted to Zoom and
HelloSign. Plan on transitioning to license plate reader technology at the Recycling Center and
have been paperless for non-resident beach stickers.
o The e-permitting platform and new website though slowed down due to the pandemic hope
to have available in the near future.
o At this time, decided to reinvest our efforts and focus to making the existing accounting
system work for us. Planning to launch a new platform to support development of our budget
and capital budgets to be ready for the FY23 budget cycle.
16.Implement a Human Resources Information System (short/medium term)
o Transitioned to a new payroll platform this winter, once the HR department is established, we
will have better understanding if this is sufficient or need to add additional functionality.
17.Maintain Vigilant Cybersecurity Awareness (short term)
o See attached updated from IT Directory in the public packet (pages 197-198).
Chair Bingham, Selectboard Chaffee and Selectperson Whitney congratulated the Finance Team for their
tremendous work in the past two years and thanked them and their staff.
Vote on Annual Committee Re-appointments
Selectperson Whitney moved to re-appointment the persons to the Boards/Committees as outlined in the
Board/Committee review memo to the Select Board dated June 1, 2021. The effective date of re-
appointments will be July 1, 2021, and expiration will be as outlined in the memo. All persons must be sworn
in with the Town Clerk to be an active member of the Board/Committee. Selectperson Chaffee second.
Selectperson Hoffmann took a moment to thank all the volunteers who have stepped up to these positions.
A roll call vote was taken. Selectperson Hoffmann -yes, Selectperson Chaffee-yes, Selectperson Whitney-yes,
Selectperson Chatelain-yes, Chair Bingham-yes. The Board vote was 5-yes, 0-No
Annual Select Board Liaison Assignments
Chair Bingham reviewed that each Selectboard member has about 8 Committees, she encouraged the Board
to reach out to the Chairperson of the committees to advise of the liaison assignment.
Discuss and Vote on new Comcast Cable License Agreement and Lower Cape Cable Access Television
Agreement
Peter Lombardi reviewed the memo in the public packet regarding the license agreement, the 10-year
license agreement is due to expire in September. The Town Managers of Brewster, Truro, Wellfleet,
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-21-2021
Page 8 of 10
Office of:
Select Board
Town Administrator
Eastham, and Orleans worked together in terms of negotiating new license agreement as we all rely on and
support Lower Cape TV, the terms include:
10-year renewal
Gross annual revenues for each member town have increased to the maximum allowed under State
regulations of 5% (based on current subscriber volume this projects to $225K/year net to the Town)
Collectively Included $935K in capital including $35K for studio relocation costs for Lower Cape TV.
The Net effect of the gross amounts for Brewster is $14K/year, fixed dollar amount.
Annual revenues are split 45/55 with LCTV and capital payments are split 50/50 with LCTV.
Net effect of costs of all of this, that average Brewster Comcast subscriber is $.65/mo.
Add a new HD channel, channel 18 within 3 years.
Continue with Senior citizen discount.
Both the Comcast agreement and LCTV agreement has been fully vetted through counsel on all sides,
including Town Counsel.
Selectperson Chatelain moved to approve the agreements as described by Peter Lombardi. Selectperson
Chaffee second. A roll call vote was taken. Selectperson Whitney -yes, Selectperson Chatelain-yes,
Selectperson Chaffee-yes, Selectperson Hoffmann-yes, Chair Bingham-yes. The Board vote was 5-yes, 0-No
Discuss Recommended Drummer Boy Park Master Plan Update (Select Board Strategic Plan Goal OS-1)
Peter Lombardi noted that on page 277 of the packet is a document produced by CDM, the consultants
working with staff and Drummer Boy Park Advisory Committee. This is provided as follow up from questions
from Board members relative to the bottom-line project costs estimate. Important to acknowledge, the cost
of completing the Master Plan update portion of the project is being funded by State Grants, similarly we
have a consultant under contract who has certain time frames stipulated with the Town. The staff, the
Advisory Committee and stake holders have been working for 6+ months, it is important for the Board to
provide feedback and policy direction. Peter Lombardi clarified that if the Board were to support any part of
the version of the update and bring to Town Meeting, it does not mean that at the same time we are seeking
funding/appropriations from Town Meeting to cover the costs of the projects. Mr. Lombardi also added,
two grant applications have been submitted to the State seeking funding for design and permitting of an
elevated boardwalk from the northeast corner of park to Wing Island, expect to hear from the State in the
next couple of months.
Selectperson Chatelain commented the work thus far and the plan is well done. He commented that the
following is what he feels is important in Phase 1; the shade structure/shade pavilion, site clearing is
sensible, boardwalk connection to Wing Island, the water bubbler and playground. Respect to Phase 2,
paving and parking is further down the line.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-21-2021
Page 9 of 10
Office of:
Select Board
Town Administrator
Selectperson Chaffee commented that the work done to date is very high quality, she is enthusiastic about
anything that connects the trail network. She would like to discuss the playground as she understands that it
still has some life in it and if it does, we should try to extend it if possible. If there is a way to put the
Playground project into Phase 2, it would be helpful. She has some concerns about costs and encourage a
revisit to see how to bring this in at the lowest cost possible.
Selectperson Hoffmann agrees with the previous Board members comments, regarding the playground, she
questioned if the equipment is reusable at another location. Peter Lombardi responded the Town had Nancy
White, a Brewster resident and an expert in this field completed pro bono work about 2 years ago on the
playground structures. She provided a series of recommendations which have been implemented. Based on
her feedback, there is still useful life left in the structures. ADA standards and accessibility are incredibly
important and are major cost drivers to the plan. The playground is workable short term and perhaps could
wait to a future phase for replacement.
Selectperson Whitney strongly supports the updated Master Plan and thinks it should be brought as
presented to Town meeting, as for implementation and funding, it should be for future discussion. Chair
Bingham agrees with Selectperson Whitney’s comments and believes that the playground should be placed
in Phase 2.
Jamie Veara joined the discussion to comment that these recommendations can be reviewed by the
committee. The charge was for a Master Plan, if approved with the understanding that the Selectboard may
complete it in phases. Chris Miller added that his belief was that once the plan is completed and approved,
then the committee would come up with the finances and the cost by breaking the plan into segments and
conduct studies and research for finance options.
Chair Bingham requested that the committee work on how the Master Plan would be phased. Jamie Veara
and Chris Miller agreed to work on this request.
For Your Information
No questions or comments on these items.
Matters Not Reasonably Anticipated by the Chair
Selectperson Hoffmann noticed inconsistencies with the Chapter 125 noise bylaw regarding Entertainment
Licenses. She is requesting to review the bylaw and clarify some of the current information. Chair Bingham
asked Selectperson Hoffmann to review the bylaw and suggest updates. Peter Lombardi added that noise
bylaws can be complex and suggested that KP Law and Town Counsel may be a resource. This bylaw can be
tied in with Entertainment Licenses that are issued through the Select Board.
Questions from the Media
None
Next Meetings: June 23, June 28, July 12, and July 26, 2021
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
www.brewster-ma.gov
BoS 06-21-2021
Page 10 of 10
Office of:
Select Board
Town Administrator
Adjournment
Selectperson Chatelain moved to adjourn the meeting at 8:21pm, Selectperson Chaffee second. A roll call
vote was taken. Selectperson Chaffee-yes, Selectperson Whitney-yes, Selectperson Chatelain-yes,
Selectperson Hoffman-yes, Chair Bingham-yes. The Board vote was 5-yes, 0-No.
Respectfully submitted by Erika Mawn, Executive Assistant
Approved: _______________ Signed: _______________________________________
Date Selectperson Chatelain, Clerk of the Board of Selectman
Accompanying Documents in Packet: Agenda, Juneteenth Proclamation, TA Report, Consent Items, Recovery Build Flyer, Entertainment Licenses,
Finance Memo, Re-appointment memo, Comcast License Agreement & Lower Cape Community Access Television Agreement Documents, Dog
Park Master Plan Updated Memo
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
Office of:
Select Board
Town Administrator
Memo
To: Brewster Select Board
From: Erika Mawn, Executive Assistant
Date: July 9, 2021
RE: One Day Entertainment License, One-Day Liquor License and Special Event Permit: Brewster By
the Sea Inn, 716 Main Street
The owner of Brewster by the Sea Inn would like to host the wedding reception for her son on
September 25, 2021. The reception will have 50 guests with the proposed hours of 3pm until
10pm. Entertainment will include music played over non-commercial speakers and a microphone
for toast/speeches. The one-day liquor license request includes serving wine, beer, and champagne
between 3pm and 8pm.
Below, please find feedback from Department Heads. This feedback will be shared with the
applicant.
Health Dept:
No comments other than best wishes as this is a private function.
Fire Department:
To ensure a safe and timely response to an emergency event at the location unobstructed access
for fire department vehicles along the driveway and intended parking area should be maintained
by the applicant.
Police Dept:
The Police Chief recommends notification to neighbors and a hard stop time of 10pm for
amplified music.
Building Dept:
Tent Permit application completed for the Building Department. No other concerns.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
NUMBER 2021-1DE/10 FEE: $35.00
Town of Brewster
Licensing
This is to Certify that Amy Chesnut- 716 Main Street
IS HEREBY GRANTED A ONE-DAY ENTERTAINMENT LICENSE PERMT TO ALLOW:
Amplified music over non-commercial speakers
At the following address: 716 Main Street, Brewster, MA 02631
This one-day permit is effective only: Saturday September 25, 2021, from 3:00pm – 10:00pm
Date Issued: July 12, 2021
Select Board
__________________________
__________________________
__________________________
__________________________
__________________________
Office of:
Board of Selectmen
Town Administrator
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
NUMBER 2021-ODL - 16 FEE $35.00
Town of Brewster
Licensing
This is to certify that Amy Chesnut – 716 Main Street
IS HEREBY GRANTED A ONE-DAY LIQUOR LICENSE PERMT TO ALLOW:
Wedding Reception
Beer, Wine and Champagne
At the following address: 716 Main Street Brewster, MA 02631
This one-day permit is effective: Saturday, September 25, 2021; 3:00pm- 8:00pm
Date Issued: July 12, 2021
Select Board
__________________________
__________________________
__________________________
__________________________
__________________________
Office of:
Board of Selectmen
Town Administrator
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
NUMBER 2021-SE -5
Town of Brewster
Licensing
This is to certify that Amy Chesnut/Brewster By the Sea Inn
IS HEREBY GRANTED A SPECIAL EVENT LICENSE TO ALLOW:
A WEDDING RECEPTION
At the following address: 716 Main Street, Brewster MA 02631
This permit is effective: Saturday, September 25, 2021, 3:00pm – 10:00pm
Date Issued: July 12, 2021
Select Board
__________________________
__________________________
__________________________
__________________________
__________________________
Office of:
Board of Selectmen
Town Administrator
The following Conditions Apply:
Fire Department
To ensure a safe and timely response to an emergency event at the location
unobstructed access for fire department vehicles along the driveway and
intended parking area should be maintained by the applicant.
Police Department
Notification to neighbors and hard stop time of 10pm for amplified music.
Archive d: Friday, July 9, 2021 3:17:20 PM
From: Cynthia Bingham
Se nt: Thu, 20 May 2021 13:43:47
To: Donna Kalinick
Cc: Faythe Ellis; Erika Mawn
Subje ct: Re: CPC Volunteer
Se ns itivity: Normal
Whe n the ti me is corre ct I woul d like to appoint Sarah Robi nson to the CPC.
Se nt from Cindy Bingham
Clerk of Select Board, Town of Brewster
Cbingham@brewster-ma.gov
On May 20, 2021, at 10:27 AM, Donna Kalinick <dkalinick@bre wste r-ma.gov> wrote :
\u-257 ?
Thanks Faythe.
From: Faythe El l i s <Faythe.Ellis@outlook.com>
Sent: Thursday, May 20, 2021 10:25 AM
To: Donna Kalinick <dkal i ni ck@brewster-ma.gov>; Cynthia Bingham <cbingham@brewster-ma.gov>
Cc: Eri ka Mawn <emawn@brewster-ma.gov>
Subject: RE: CPC Vol unteer
Good morni ng Donna and Cindy –
The CPC will de finitel y have an opening as of July 1 as Di ane Pansire has noti fied the commi ttee that she will not be renewi ng when he r term
ends on June 30.
The CPC offi ce rs (mysel f, Sharon and Elizabeth) had a good conversati on wi th Sarah thi s week to answer her questi ons and ours, and to re view
member re sponsi bi l i ties as well as upcoming initi ati ves. She woul d be a gre at addi tion to the committee and I woul d support he r appointme nt.
Please let me know if you need anything else f rom me .
Faythe
Se nt from Mai l for Windows 10
From: Donna Kal i ni ck
Sent: Fri day, April 30, 2021 10:49 AM
To: Sarah Robi nson
Cc: Faythe El l i s; Cynthia Bingham; Erika Mawn
Subject: FW: CPC Volunteer
Hi Sarah, thank you for your i nterest in the CPC. I am forwarding your application to the chair, Faythe Ellis and the Se l e ct Board liai son, Cindy
Bingham. The Commi ttee is currently full, but there may be an opening afte r July 1s t, depending on which members want to be re-appointe d.
Thank you. Donna
Donna J. Kalinick
Assi stant Town Admi ni strator,
Community Deve l opment & Fi nance
Procurement Officer
Town of Brewster
508-896-3701 X1130
Effe ctive March 9, 2021, unti l further notice:
Base d on curre nt state guidance and public heal th data, Brewster Town Offi ce s are ope n to the public on Tuesdays and Thursdays duri ng regul ar
business hours. Residents and visitors are urged to continue to access town services remotel y i f possible. Beach and Recycl e permi ts will not be
sold i n person duri ng the 2021 season. Phone messages and e mail communi cati ons wi l l conti nue to be answere d promptly dai l y. Thank you for
your unde rstanding and cooperation. For the l ate st update s on Town services, pl e ase visit www.brewster-ma.gov
From: Sarah E. Robinson [mai lto:robinsonf i nancial sol utions@comcast.ne t]
Sent: Tuesday, Apri l 20, 2021 11:39 AM
To: ryoungredire ct <ryoung@brewster-ma.gov>
Subject: CPC Vol unteer
Good Morni ng Robi n,
I am i ntere sted i n joining the Community Pre se rvati on Committee and I have attached an application as well as some thing re se mbl i ng a resume
as re que sted. Pl e ase l et me know if you need any addi tional information.
Thanks so much for your assi stance.
Best,
Sarah Robi nson
<i mage 001.jpg>
Sarah E. Robi nson, CFP
Sarahrobi nsoncfp.com
(508) 240-1056
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
MEMORANDUM
TO: Brewster Select Board
FROM: Donna J. Kalinick, Assistant Town Administrator for Community
Development & Finance & Jill Scalise, Housing Coordinator
RE: Brewster Housing Trust Appointments
DATE: July 8, 2021
In accordance with the Brewster Affordable Housing Trust Fund bylaw, the Planning
Board, Housing Partnership and Community Preservation Committees designate an
appointment to the Brewster Affordable Housing Trust. The following appointments
have been requested by those committees and are for a 2 year time period until June
30, 2023.
Planning Board: Madalyn Hillis-Dineen
Housing Partnership: Vanessa Greene
Community Preservation Committee: Paul Ruchinskas
Office of:
Town Administrator
Housing
The Commonwealth of Massachusetts
Town of Brewster
To Vanessa Greene
We, the Select Board of Brewster by virtue of the authority in us vested by the laws
of the Commonwealth, do hereby appoint you
Brewster Affordable Housing Trust
For a 3 year term expiring June 30, 2023
Given at Brewster this 12th day of July 2021
Recorded A.D.
Attest:Town Clerk
The Commonwealth of Massachusetts
Town of Brewster
To Madalyn Hillis-Dineen
We, the Select Board of Brewster by virtue of the authority in us vested by the laws
of the Commonwealth, do hereby appoint you
Brewster Affordable Housing Trust
For a 3 year term expiring June 30, 2023
Given at Brewster this 12th day of July 2021
Recorded A.D.
Attest:Town Clerk
The Commonwealth of Massachusetts
Town of Brewster
To Paul Ruchinskas
We, the Select Board of Brewster by virtue of the authority in us vested by the laws
of the Commonwealth, do hereby appoint you
Brewster Affordable Housing Trust
For a 3 year term expiring June 30, 2023
Given at Brewster this 12th day of July 2021
Recorded A.D.
Attest:Town Clerk
The Commonwealth of Massachusetts
Town of Brewster
To Sarah Robinson
We, the Select Board of Brewster by virtue of the authority in us vested by the laws
of the Commonwealth, do hereby appoint you
Community Preservation Committee
For a 3 year term expiring June 30, 2024
Given at Brewster this 12th day of July 2021
Recorded A.D.
Attest:Town Clerk
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
July 12, 2021
Town of Brewster
Community Preservation Committee
2198 Main Street
Brewster, Ma. 02631-1898
To: The Community Preservation Committee,
The Brewster Select Board supports the Crosby Mansion preservation and rehabilitation project.
Crosby Mansion is a valuable historic and cultural asset to our community.
The goal of this project is to continue ongoing restoration needed to preserve this unique
building and protect this irreplaceable part of Brewster’s history for future generations.
The CPC funded repair work in 2009 and Crosby Mansion has not asked for financial
assistance since. In the past, the Mansion has been able to raise revenues by renting out the
facility and giving tours. Last summer, due to the pandemic and related restrictions, all income
from these sources was lost due the Mansion’s closure.
We, the Select Board, whole-heartedly support the Crosby Mansion rehabilitation project and
encourage you to fund their request.
Sincerely,
Cindy Bingham
Chair, Brewster Select Board
Office of:
Select Board
Town Administrator
TOWN OF BREWSTER
2198 MAIN STREET
BREWSTER,MA 02631
PHONE:(508)896-3701 EXT 1147
FAX:(508)896-8089
ACCOUNTANT@BREWSTER-MA.GOV
WWW.BREWSTER-MA.GOV
OFFICE OF
TOWN ACCOUNTANT
July 8, 2021
To: The Brewster Selectboard & The Brewster Finance Committee
From: Mimi Bernardo, Finance Director
RE: FY21 Year End Transfers per M.G.L. Chapter 44, Section 33B (b)
Dear Brewster Selectboard & Brewster Finance Committee,
I am writing to request authorization for transferring the following funds per MGL Ch44 s33B
(b):
1.TRANSFER TO: Sealer of Weights & Measures the amount of $225.00; current deficit is
$225.00
2.TRANSFER FROM: General Fund Health Insurance the amount of $225.00; current
balance is $245,661.28
Note: amount transferred will be the actual deficit when all FY21 expenses have been posted to
the ledger; the amount transferred will not exceed amount requested. Final amounts will not be
known until 7/15/21.
Thank you for your consideration.
Regards,
Mimi Bernardo
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
MEMORANDUM
TO: Brewster Select Board
FROM: Donna J. Kalinick, Assistant Town Administrator for Community
Development & Finance & Jill Scalise, Housing Coordinator
RE: Community Development Block Grant (CDBG) Background
DATE: July 8, 2021
At the July 12, 2021 Select Board Meeting, a Public Hearing will be held for the FY21
Department of Housing and Community Development (DHCD) Community Development
Block Grant (CDBG) application for Housing Rehabilitation and Childcare. Brewster has
been working for several years to develop a housing rehabilitation program; this has
also been identified as a priority initiative by the Housing Trust and the Select Board
Strategic Plan (H2).
This spring, DHCD approved a FY20 Regional CDBG for Housing Rehabilitation and
Childcare grant for Dennis, Brewster, and Wellfleet. As part of the application, in
January and February 2020, the Housing Office, along with the Town Administration,
Council on Aging (COA), Housing Partnership, Housing Trust, and Recreation
Department, led a robust outreach campaign for the CDBG application. Presentations
included a Select Board meeting, a daytime session at the Council on Aging, an evening
session with pizza and childcare at Stony Brook Elementary School, and a Brewster
Housing Partnership Meeting at Town Hall. Information was posted on the website and
emailed to the Housing Office outreach list. Letters were also sent to residents who had
applied for a prior Brewster housing rehabilitation program that did not occur and
letters were sent by the COA, to all Brewster Seniors who participated in the real estate
tax abatement program.
As a result of the outreach, 34 Brewster households completed housing rehabilitation
pre-applications and an additional 5 households requested program information and
notification of CDBG funding. 16 families, representing 25 children, completed childcare
pre-applications. 4 Brewster families have already been approved and are receiving
childcare assistance. The housing rehabilitation applications will be available shortly.
The significant number of FY20 CDBG pre-applications submitted demonstrates the
need for housing rehabilitation and childcare assistance for Brewster residents.
Residents call regularly for updates on the status of the grant. The Town’s demand is
Office of:
Town Administrator
Housing
greater than will be able to be funded by the FY20 CDBG. The Housing Office will
provide support for FY21 grant outreach and for ongoing resident assistance. Bailey
Boyd Associates, the Regional Grant writing entity will submit the grant and assist with
reporting requirements.
M E M O R A N D U M
To: Brewster Select Board
From: Alice Boyd, Bailey Boyd Associates, Inc.
Cassie Boyd Marsh, Bailey Boyd Associates, Inc.
Subject: FY21 Regional CDBG Grant Application
Date: July 7, 2021
The Massachusetts Department of Housing & Community Development has recently announced that their
CDBG (Community Development Block Grant) application deadline will be September 10, 2021. The Town of
Brewster has the opportunity to apply for up to $1,300,000 this year as lead community for a regional grant.
We are proposing to submit the grant for the three towns of Brewster, Dennis & Wellfleet and to continue the
popular housing rehabilitation and childcare subsidy programs.
The Housing Rehabilitation Program would fund the renovation of 22 local homes with a 0% interest deferred-
payment forgivable loan, making repairs of up to $40,000 to keep low and moderate-income residents safely
and comfortably in their homes. Code repairs, weatherization and health and safety violations would be the
priority. All applicants are accepted on a first come/first served basis. The housing rehabilitation loan is
forgiven at a rate of 1/15th per year, and most participants never repay a penny.
The Childcare Subsidy Program would provide up to $6,000 per eligible child for approximately 35 children to
subsidize care while parents work, go to school or seek employment. The funds go directly to the participating
certified childcare provider based upon the child’s attendance. These funds subsidize the parent’s payments
on a sliding scale basis.
These two programs are an important economic catalyst as well, because the majority of contractors and
childcare providers are local. Both programs provide an enormous benefit to low and moderate income
residents.
The following motion may be useful as you consider this vote:
Proposed Motion: Move to submit an FY21 CDBG grant for housing rehabilitation and childcare subsidies and
to authorize the Town Administrator or designee to sign the grant application and associated forms.
C APECODTIMES.COM |WEDNESDAY, JUNE 23, 2021 |7C
7/8/21
To: Brewster Select Board
cc: Peter Lombardi, Jay Packett, Golf Commission
From: Anne O’Connell, Brewster Golf Commission
Re: Captains Golf Course
The Captains Golf Course Tee Time Allocation Policy (the policy) is a formula that determines the total
amount of tee times that are set aside for Annual Fee Players (AFP). It has been in effect since 2010
when the then Board of Selectmen, at its 9/27 meeting, approved the concept and authorized the Golf
Commission and the Director of Golf to implement it. Its intent is to align the number of tee times
available to members on a priority basis with the revenue generated by membership fees. It states in
part that at no time shall the percentage of AFP tee times be lower than the AFP revenue divided by the
budgeted golf course expenses. Although it is not specified in the policy that was implemented by the
Golf Commission at its 6/14/11 meeting, ‘budgeted golf expenses’ has been defined to be net of capital
expenditures and debt payments which maximizes the number of AFP tee times.
Prior to the adoption of this policy, the allocation was fixed so that 50% of the tee times on one course
(the member course) and 20% of the tee times on the other course (the guest course) were set aside for
members. Subsequently, 50% of the tee times on the member course were set aside for members but
the number of tee times set aside for AFP on the guest course fluctuates annually depending on income
from membership fees. Over the course of the past 10 years, this amount has ranged from a low of
12.5% to a high of 14.2%.
Annually, the Director of Golf Operations determines the percentage of tee times to be allocated to
members based on the policy and brings it to the Golf Commission for their review and approval.
At the 6/8/21 meeting of the Golf Commission, Jay Packett made a recommendation that 36.8% of the
total tee times be allocated to members. (This compares to 32% which was approved in 2019. No
official allocation was approved in 2020 due to Covid). The specific breakdown would be 50% of tee
times on the member course and 23% of tee times on the guest course. After considerable discussion,
the Commission, in a split vote (3-1 with 1 abstention), approved Jay’s recommendation. Based on
comments made by those who voted in the affirmative, they did so primarily because they felt that a
commitment in writing had been made to the membership and that they were not comfortable ignoring
the approved policy. All Commissioners present acknowledged the negative impact this increase in
member tee times would have on the golf course’s bottom line.
At the request of Peter Lombardi, the Commission revisited this issue at its meeting on 6/22/21. Peter
expressed his concern as well as that of his finance team about the potentially significant decrease in
revenue as presented by Jay Packett’s ‘worst case scenario’. Peter suggested that the Golf Commission
had the discretion to refer the matter to the Select Board for review and input. He advised that the
Select Board had the authority to suspend the policy and, if they did so, that an interim, one-year
allocation could be put in place. Based on this information, the Golf Commission voted unanimously to
rescind its approval of Jay’s recommendation and refer the matter to the Select Board. There was then
discussion that the Golf Commission was generally supportive of an allocation in the range of 15% to
20% for the second course but no formal vote was taken on this issue. And finally there was consensus
that, should an interim allocation be implemented, the Golf Commission would approve a temporary
exception to its refund policy to accommodate any member who might wish to cancel their membership
as a result of this change.
Regardless of what action the Select Board may take on this matter, the Golf Commission will be
undertaking a review of this issue and will bring forth its recommendations regarding the process to the
Select Board well before the start of the 2022 golf season. Our goal will be to find the ‘sweet spot’ that
provides fair and equitable access to our members while also maintaining a solid financial position that
will allow us to address the numerous capital projects that have been deferred due to past annual debt
payments.
Archive d: Friday, July 9, 2021 3:53:23 PM
From: Rob Harris
Se nt: Thu, 8 Jul 2021 15:00:19
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; K ari Hoffmann
Cc: Peter Lombardi; Jay Packett; Anne O'Connell; Golf Commission
Subje ct: Tee Time Allocation
Se ns itivity: N ormal
Attachme nts :
Rob Harris - Tee Time Allocation.pdf; Brief HIstory of Tee Time Allocation.pdf;
Hi everyone,
I have attached two documents for your consideration.
1. My letter regarding the facts surrounding the Member T ee T ime Allocation Formula.
2. A Bri ef Hi story of Tee Ti me Allocati on was presented to the Golf Commission in April 2021. T his provides important
background information about the formation of the policy and its impact since 2010.
Please ho no r the pro mise that was made and set the member tee time allo catio n at 36.8%.
If any of you have additional questions for me prior to your meeting I would be happy to speak with you.
Sincerely,
Rob Harris
Brewster Tax payer
Captains Golf Course Member Since 2007
CCMG A, President
Select Board July 8, 2021
2198 Main St
Brewster, MA 02631
Re: Captains Member Tee Time Allocation Formula
To: Select Board
Thanks in advance for reading this letter regarding the Captains Tee Time Allocation Formula that will be
considered at your meeting on July 12, 2021. I apologize for the length of this thesis, but this is a complicated
topic with a lot of history.
My name is Rob Harris. I was a member of the Golf Commission in the past for approximately five years in
total. Since then, I have continued to be active in following the finances and policies of the Captains Golf
Course. I am currently the President of the Captains Course Men’s Golf Association (CCMGA) which has 155
members.
I have also attached an addendum to this letter of a document that I authored for the Golf Commission in April
2021 entitled,A Brief History of Tee Time Allocation.This provides much of the background material that you
might need to have a full understanding of how we got to this point.
Your question today is “What percentage of tee times will be reserved for Annual Fee Players (members)
at the Captains Golf Course”.
In September of 2010, The Golf Commission voted unanimously to request approval for adding the following
language to the Golf Commission Policy Handbook. The Select Board voted 4-1 to approve this addition on
09/27/2010. The following was included in the Select Board’s packet that day:
C. Tee Times and Reservations
1. AFP Tee Times:
m) The Golf Commission may adjust the ratio of AFP tee times to DFP tee times after
the number of AFPs is known and the amount of revenue that has been collected is
known. At no time shall the percentage of AFP tee times be lower than the AFP revenue
divided by the budgeted golf course expenses.
Currently, the AFPs receive 50% of the tee times on one course and 20% of the tee times on the other
course.
Although the number of AFPs has been in general decline for the last few years, and the relative
revenue contribution of AFPs has declined, the number of tee times dedicated to AFPs have remained
constant.
This policy change is not meant to punish the membership,but rather attempts to recognize that the
number of tee times needed depends on the number of members. It is impossible to set this ratio in
advance of the golf season since the Commission cannot know how many members will sign up in the
following year. This system protects the golf course from having to give a constant number of tee times
when facing a declining membership. However, the members deserve to know that they will have
Page 1 of 4
access to the course before paying their fees. This ratio method protects the members by guaranteeing
a minimum ratio of tee times.
There is a lot of material that was packed into this policy statement. And it also includes all my current
arguments of why you should continue to honor this policy for the current golf season.
For the continued success of any business, it is imperative that the customer receive a “good value” for being a
patron. This applies to the members and the daily fee players. Captains strives to produce a quality product to
be enjoyed by all. Prior to the season, the Golf Commission makes a rate recommendation to the Select
Board which ultimately ratifies all of the rates at the course.
The Town, Select Board, Captains Golf Course, and the Golf Commission made a promise to the members
that for a specified rate the members would have access to a specified number of tee times to be determined
using the mathematical formula above. Jay Packett,Director of Golf Operations, correctly calculated that
percentage to be 36.8% at the June 2021 Golf Commission meeting and Jay recommended that the Golf
Commission ratify that percentage which they did with a vote of 3-1-1. At a second meeting in June 2021,the
Golf Commission voted to rescind that vote and refer the matter to the Select Board.
Regardless of the supposed cost of increasing member tee times, I believe that you should honor your
current policy and set the member tee time ratio at 36.8%.
If you want to change the formula for next season after public discussion at the Golf Commission and Select
Board, then it should be done before people pay their money for your product. If you have a policy that is a
“good value”, then people will choose to join and pay the fee, if not, they won’t.
If you agree with me, then you can stop reading.Otherwise, please continue to see why the actual cost of
honoring the current formula isn’t going to break the budget.
Page 2 of 4
Part 2: Budgetary Impact of Honoring Tee Time Formula
The Golf Commission packet of June 2021 contained an analysis of the cost associated with increasing the
member tee time ratio from the current 31.25% to 36.8%.It listed the “Grand Total Potential Loss of Revenue
for FY22” at $347,496.
While this is technically correct in that it is the worst-case scenario, it doesn’t tell the whole story and implies
that the budget might have a shortfall that is of the same size. There are a number of offsets to this number
that are not being accounted for.
1.We actually collected more member revenue than budgeted.The reason that the percentage is
increasing is because the member revenue (the numerator)increased. Members are paying 36.8% of
the golf budget instead of 31.25%. The FY22 golf budget is $3,561,235 and membership revenue
collected this year was $1,311,904.
The FY21 golf budget called for $821,000 in member revenue (plus $250,000 from the two-year
membership program) which comes to $1,071,000. This represents a budget surplus on this line item
of $240,904 which should be counted as an offset to the loss in daily fees.
2.Members provide additional revenue from cart rentals.As mentioned above, the members account
for 33% of the budgeted cart revenues. This comes to $227,000 ($688k x 33%). The increased tee
times should result in a direct increase of member cart revenue of approximately $40,000.
3.Members bring guests that pay daily fees.Although this is true, I don’t have any numbers for this,
so I’ll just leave this at $0.
4.Assumes that every lost tee time would have been sold at full price.This never happens because
we don’t have unlimited demand for our product and occasionally weather ruins everything (see
Memorial Day Weekend for a recent example).
The FY22 golf budget called for $1,800,000 in green fees plus $688,000 in cart fees. According to
recent numbers received from Jay Packett, member revenue from cart fees is 33% of the total, which
brings the budget for daily fee revenue to $2,261,000.
The number of daily fee tee times decreases from 68.75%to 63.2%. This is a 8.1% reduction in the
number of daily fee tee times. Which brings the budgeted cost of the tee time reduction to
approximately $183,000.(2,261,000 x 0.081)
So, the reduction in daily fee tee times is costing $183,000, but this is offset by the approximately $280,000 in
additional member revenue.This will not break the budget.
Page 3 of 4
Part 3: The Policy Worked
This material is available on the Town’s website,but I wanted to summarize it here for you. The original FY21
budget projected year-end retained earnings in the Golf Fund of $137,435. The demand for golf created
largely by the pandemic has increased the FY21 projected retained earnings to over $1,050,000 for an
increase of $900,000 over projections.This will not break the budget.
We didn’t get here by accident, but rather by an overall plan that comprises all of the policies at The Captains.
The Tee Time Allocation Policy is just one component of the plan but it did its part. The policy encourages our
current members to solicit new members to join the club. We have for many years offered a rewards program
to any existing member that introduced a new member to the course. This was done because the plan
recognized both the value of a member and the cost of acquiring a new member. There would be no reason
for any existing member to want to have more members without this policy as this would just create more
competition for tee times.
The policy also aligns the interest of the Town with the interest of the members. Creating a win-win
proposition is another central tenet that all successful businesses have in common. Prior to this policy,the
members were very resistant to any increase in membership fees no matter how small. Since this policy was
enacted, the membership understands that if we don’t cover our share of expenses then the consequence
would be a reduction in tee times.
The Golf Commission and the Select Board in 2010 and in the past 11 years used this policy to reduce
member tee times while facing a declining membership.The Golf Commission has worked diligently to
increase membership levels since that time because of the recognized value that is derived from an active
membership. Today we have reached that goal of an increased membership due to the existence of this policy.
Please honor the promise that was made and set the member tee time allocation at 36.8%.
Sincerely,
Rob Harris
Brewster Taxpayer
Captains Golf Course Member
CCMGA, President
Page 4 of 4
A Brief History of Tee Time Allocations
Rob Harris
April 2021
The first 18 holes were built in 1985. The second eighteen holes in 1999 doubled the number of tee times
available. The tee times are allocated with a larger percentage on the member course, and a smaller
percentage on the non-member course. The member course alternates between Port and Starboard each
week of the year.
My direct knowledge of tee times began in 2007 when the member course had allocated 50% to members
and the non-member course allocated 20% to members.The 50% allocation was every other tee time all
day. The 20% allocation was every other tee time until the quota was reached. The 20% tee times were
changed around 2009 to be one out of every five tee times to equally distribute member tee times throughout
the day.
In September of 2010, The Golf Commission voted unanimously to request approval for adding the following
language to the Golf Commission Policy Handbook. The Select Board voted 4-1 to approve this addition on
09/27/2010. The following was included in the Select Board’s packet that day:
C. Tee Times and Reservations
1. AFP Tee Times:
m) The Golf Commission may adjust the ratio of AFP tee times to DFP tee times after the
number of AFPs is known and the amount of revenue that has been collected is known. At no
time shall the percentage of AFP tee times be lower than the AFP revenue divided by the
budgeted golf course expenses.
Currently, the AFPs receive 50% of the tee times on one course and 20% of the tee times on the other course.
Although the number of AFPs has been in general decline for the last few years, and the relative revenue
contribution of AFPs has declined, the number of tee times dedicated to AFPs have remained constant.
This policy change is not meant to punish the membership,but rather attempts to recognize that number of tee
times needed depends on the number of members. It is impossible to set this ratio in advance of the golf
season since the Commission cannot know how many members will sign up in the following year. This system
protects the golf course from having to give a constant number of tee times when facing a declining
membership. However, the members deserve to know that they will have access to the course before paying
their fees. This ratio method protects the members by guaranteeing a minimum ratio of tee times.
After this formula was adopted, the Golf Commission lowered the 2011 member allocation to 31.25% of all
tee times. This was accomplished by allocating 50%of tee times on the member course (every other tee
time), and 12.5% on the non-member course (one out of every 8 tee times). The member course has
remained at 50%, and the non-member course ratio has been adjusted by the Commission over the years.
Currently, the non-member course is 20% M-F, and 12.5%on Sat/Sun.
The key formula is
𝑀𝑑𝑙𝑎𝑑𝑟 𝑇𝑑𝑑 𝑇𝑖𝑙𝑑 𝑅𝑎𝑟𝑖𝑙 >= 𝑀𝑑𝑙𝑎𝑑𝑟 𝑅𝑑𝑟𝑑𝑙𝑟𝑑 ÷ 𝐵𝑟𝑑𝑑𝑑𝑟𝑑𝑑 𝐺𝑙𝑙𝑑 𝐸𝑥𝑙𝑑𝑙𝑟𝑑𝑟
This year has seen 117 new members through the end of March 2021. Member revenue will likely increase
this year as a result of current economic and health factors.
has also increased to $3,561,235 (FY22) from $3,370,221 (FY21). Note that this𝐵𝑟𝑑𝑑𝑑𝑟𝑑𝑑 𝐺𝑙𝑙𝑑 𝐸𝑥𝑙𝑑𝑙𝑟𝑑𝑟
does not include capital expenses or debt service which are intended to be paid for out of profits or retained
earnings.
Calendar Year Member Revenue Budgeted Expenses Minimum Member Tee
Time Ratio
2020 (FY21)$1,061,649 $3,370,221 31.5%
2021 (FY22)⚑$1,047,175 $3,561,235 ⚑29.4%
⚑Revenue as of April 22, 2021, but it is too early to predict the member revenue for the calculation.
This calculation gives the Golf Commission a minimum number of tee times that must be allocated to the
members. It would be within current policy to allocate more than this minimum number of tee times to
members.
What is a tee time worth?
It has been the working assumption of the golf operations that the golf season on Cape Cod consists of
approximately 100 days of peak golf revenue generating days.This is everyday in July and August, plus
Friday through Sunday in May, September, October.
The morning daily fee rate in July/August is $74 ($77 earlier) plus $23 for a cart comes to about $100.A
foursome of cart-riding golfers is worth $400. A single early morning tee time can generate approximately
$40,000 over that 100-day season. Rainy days limit the ability to achieve this amount, but likewise,members
don’t want rainy tee times either. Golf rates are lower later in the day, but the majority (~80%) of members
have paid for morning tee times.
How many tee times are allocated to members?
The distribution of tee times on the member course varies based on the day of the week.
On Saturday and Sunday, the first 2 hours of tee times are reserved for members (6:00am - 8:00am),
followed by two hours of guest times (8:00am - 10:00am),then alternating after 10:00am.
On Tuesday and Wednesday, the Women’s 18-Hole Association and the Men’s Golf Association have the
first 2 hours of tee times (6:30am-8:30am), followed by two hours of daily fee times, then alternating after
10:30am.
On Thursday mornings, the Women’s 9-Hole Association has all of the back-nine tee times on both courses.
On Monday,Thursday, and Friday, tee times on the member course alternate throughout the day to
achieve the 50% allocation.
Tee times start from 6:30am weekdays (6:00am on weekends)with 9 minute intervals. There are 2½ hours
of tee times before 9:00am. These tee times can only be used by members with the “Early” memberships.
With 50%/20% allocation on Mon/Thu/Fri, there are 14 tee times prior to 9am each day, and 18 tee times on
Tue/Wed, and 16 times on Sat/Sun. This supplies tee times to 440 golfers before 9pm each week. In 2020,
we had 537 members with access to these 440 slots,so an early member should get a “before 9am” tee time
approximately once every 8.5 days.
There are only 55 tee times for an entire 6am-6pm day in the summer allocated to members of all categories.
Let’s do the math… 55 tee times x 4 golfers x 7 days = 1540 member tee times each week. There were
1063 members last year, so a member should get a tee time approximately once every 5 days on average.
Some of our members play many more rounds, therefore some of our members play many fewer rounds.
Tiered Membership Categories
Today, we have a tiered membership model — Early (before 9am), Morning & Back 9 (after 9am), Twilight.
When the tee time allocation formula was adopted in 2010, there was only a single membership category and
all members could book into any available tee time.Roughly, 20% of all members are in the Morning
category, and 20% of are Twilight Members.
Morning members can play after 9am. There are 275 member tee times each week after 9am which is
enough supply for 1100 golfers. In 2020, there were 220 Morning members plus the 537 Early members
could play in these slots as well (although 63 of them will play before 9am on average). After more math, we
get that a Morning member can expect to get a tee time approximately once out of every 5 days.
Twilight members can play after 3pm in the summer months. I’ll skip the details, but there are 98 tee times
after 3pm each week which is enough for 392 golfers.In 2020, there were 231 twilight members. If every
twilight member requested a tee time everyday they should expect to get a tee time once every 4 days.
However, all membership categories are able to book into these twilight times so there is additional
competition for these times.
The Golf Commission’s recent decision to assign ½Chelsea points to back-9 and twilight play will provide
equitable access for twilight members so that a few twilight members do not monopolize all of the tee times.
This has been shown to provide equity within the Early and Morning categories.
Comparison to Private Golf Course Membership Levels
Captains is not a private golf course. A typical private golf course limits its membership to 300 members per
18-holes. The private member pays for their share of the golf expenses in exchange for privileges at the
course. Every member of a private course could in theory play every day. The cost per member would be
around $6000 based on our expense levels. Based on our tee time allocation and the number of members,it
would be like a private course having 1700 members instead of 300.
Chelsea Points System
The points system ensures equity in tee time assignments for members. Members who play infrequently are
able to get their desired tee times, while high volume players get tee times when excess availability exists.
Prior to 2020, there were a substantial number of unused tee times. The avid golfer was able to access these
unused times at 8pm the night before. This kept everyone happy. Then a global pandemic created
unprecedented demand for golf as a “safe activity”.The pool of unused tee times dried up and the avid
golfer lost their ability to get great tee times.If this demand continues remains to be seen as we transition to
a “new normal” in a post-vaccine world.
Balancing Act
The Golf Commission will have to weigh the member tee time demands against the need to generate
sufficient revenue to cover all expenses. Hopefully you will find this information helpful in your process.
Archived: Friday, July 9, 2021 3:55:01 PM
From: David Peterson
Sent: Tue, 6 Jul 2021 08:17:40
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subject: Captains Tee Time Formula
Sensitivity: Normal
___________________________________
I strongly encourage that the Select Board honor the tee time allocation formula that was adopted by the
Brewster Select Board in 2010 and is described in the Captains Rules and Information Guide on pages 4-5.
This formula would set the member tee time allocation to 36.8%.
It would seem to be prudent to make any changes prior to members re-signing and make that information
available at that time. Moving away from the formula mid-stream and without an email to members seems
unfortunate.
Best regards with your deliberations.
Dave Peterson ...............¿<º))))><
PO Box 38
Brewster MA 02631
508 896 3030
Archived: Friday, July 9, 2021 3:55:03 PM
From: Rick Martino
Sent: Tue, 6 Jul 2021 08:11:53
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subject: Captains Tee Time Formula
Sensitivity: Normal
I strongly encourage that the Select Board honor the tee time allocation formula that was adopted by the
Brewster Select Board in 2010 and is described in the Captains Rules and Information Guide on pages 4-5.
This formula would set the member tee time allocation to 36.8%.
Regards,
Rick Martino
617-797-9866 (cell)
Sent via iPhone
Archived: Friday, July 9, 2021 3:55:05 PM
From: Rick Nolin
Sent: Tue, 6 Jul 2021 08:11:30
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subject: Captains Tee Time Formula
Sensitivity: Normal
I strongly encourage that the Select Board honor the tee time allocation formula that was adopted by the
Brewster Select Board in 2010 and is described in the Captains Rules and Information Guide on pages 4-5.
This formula would set the member tee time allocation to 36.8%.
Rick Nolin - Orleans
Archived: Friday, July 9, 2021 3:55:07 PM
From: Bill Daly
Sent: Tue, 6 Jul 2021 07:53:20
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subject: Captains Tee Time Formula
Sensitivity: Normal
I strongly encourage that the Select Board honor the tee time allocation formula that was adopted by the
Brewster Select Board in 2010 and is described in the Captains Rules and Information Guide on pages 4-5.
This formula would set the member tee time allocation to 36.8%.
Sent from my iPad
Archived: Friday, July 9, 2021 3:55:09 PM
From: Brian Kenner
Sent: Tue, 6 Jul 2021 07:45:40
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subject: Captains Tee Time Formula
Sensitivity: Normal
I strongly encourage that the Select Board honor the tee time allocation formula that was adopted by the
Brewster Select Board in 2010 and is described in the Captains Rules and Information Guide on pages 4-5.
This formula would set the member tee time allocation to 36.8%.
Brian Kenner
508-241-8180
Archived: Friday, July 9, 2021 3:55:11 PM
From: george bradley
Sent: Tue, 6 Jul 2021 08:26:40
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subject: Captains Tee Time Formula
Sensitivity: Normal
I strongly encourage that the Select Board honor the tee time allocation formula that was adopted by the
Brewster Select Board in 2010 and is described in the Captains Rules and Information Guide on pages 4-5.
This formula would set the member tee time allocation to 36.8%.
Archived: Friday, July 9, 2021 3:55:14 PM
From: William Moan
Sent: Tue, 6 Jul 2021 08:41:11
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subject: Captains Tee Time Formula
Sensitivity: Normal
I strongly encourage that the Select Board honor the tee time allocation formula that was adopted by the
Brewster Select Board in 2010 and is described in the Captains Rules and Information Guide on pages 4-5.
This formula would set the member tee time allocation to 36.8%.
Sent from my iPhone
Archived: Friday, July 9, 2021 3:55:16 PM
From: Rick Martino
Sent: Tue, 6 Jul 2021 09:18:50
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subject: Captains Tee Time Formula
Sensitivity: Normal
___________________________________
Dear Board,
My wife is requesting more tee times for members. Not sure why, she doesn’t golf.
Regards,
Rick Martino
12yr member, Orleans
Sent via iPhone
Archive d: Friday, July 9, 2021 3:55:17 PM
From: Bob's e-Mail
Se nt: Tue, 6 Jul 2021 09:18:55
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subje ct: Captains Tee Time Formula
Se ns itivity: Normal
I strongly encourage that the Sel ect Board honor the tee time allocation formul a that was adopted by the Brewster Select Board i n 2010 and i s descri be d in
the Captai ns Rules and Informati on Guide on pages 4-5. This formul a would se t the me mbe r tee time allocation to 36.8%.
Se nt from Mai l for Windows 10
Bob Li ptak Me mbe r 1128
Archive d: Friday, July 9, 2021 3:55:20 PM
From: Tom Wingard
Se nt: Tue, 6 Jul 2021 09:43:25
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subje ct: Captains Tee Time Formula
Se ns itivity: Normal
I strongly encourage that the Sel ect Board honor the tee time allocation formul a that was adopted by the Brewster Select Board i n 2010 and i s descri be d in
the Captai ns Rules and Informati on Guide on pages 4-5. This formul a would se t the me mbe r tee time allocation to 36.8%. This tee time formul a has worked
appropri ate l y from 2010 and on. Wi th an increase i n members it accordingl y i ncrease s te e ti me percentages for membe rs. This syste m fairl y sati sfies the
Course s/Towns obligati on to the Captains membe rs and guest. Thank you for your work. Tom Wingard
Se nt from Mai l for Windows 10
Archive d: Friday, July 9, 2021 3:55:22 PM
From: Dave Ferraresi
Se nt: Tue, 6 Jul 2021 09:58:20
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subje ct: Captains Tee Time Formula
Se ns itivity: Normal
I strongly encourage that the Select Board honor the tee time allocation formula that was adopted by the Brewster Select Board in 2010 and is described in the
Captains Rules and Information Guide on pages 4-5. This formula would set the member tee time allocation to 36.8%.
Archive d: Friday, July 9, 2021 3:55:23 PM
From: Richard Brennan
Se nt: Tue, 6 Jul 2021 11:40:11
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subje ct: Captains Tee Time Formula
Se ns itivity: Normal
I strongly encourage that the Select Board honor the tee time allocation formula that was adopted by the Brewster Select Board in 2010 and is described in the
Captains Rules and Information Guide on pages 4-5. This formula would set the member tee time allocation to 36.8%.
The pandemic has greatly changed the use and membership of the Captains facility. Greater numbers of annual fee members have altered the reservation
landscape significantly and point to increasing the member tee time allocation rather than decreasing it. It is important to remember that the annual fee members
are there year to year and support the courses with pro shop, restaurant and cart fee expenditures well beyond their annual dues. Guests come and go as we all
learned when the Plymouth area courses kept people from crossing the bridge to play at the cape.
Sent from my iPad
Lynn & Richard Brennan
Archive d: Friday, July 9, 2021 3:55:25 PM
From: Eric Spengler
Se nt: Tue, 6 Jul 2021 09:02:42
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subje ct: Captains Tee Time Formula
Se ns itivity: Normal
Good morni ng Brewster Se l ect Board,
I strongly encourage that you honor the tee time allocation formul a that was adopted by the Brewster Sel ect Board in 2010 and i s descri be d in the Captains
Rules and Informati on Gui de on pages 4-5. This formul a would se t the me mbe r tee time allocation to 36.8%. I am a new member and see Captains now has a
ve ry robust l i st of me mbe rs along wi th the associate d membershi p fe e s.
Thank you,
Eric Spengl e r
Se nt from Mai l for Windows 10
Archive d: Friday, July 9, 2021 3:55:27 PM
From: Dan Donohue
Se nt: Tue, 6 Jul 2021 12:19:54
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subje ct: Captains Tee Time Formula
Se ns itivity: Normal
I strongly encourage that the Sel ect Board honor the tee time allocation formul a that was adopted by the Brewster Select Board i n 2010 and i s descri be d in
the Captai ns Rules and Informati on Guide on pages 4-5. This formul a would se t the me mbe r tee time allocation to 36.8%.
I have been a Brewster part-ti me resi dent for the l ast 10 years and a first year me mbe r of the Captains although I have played there many times as a daily fe e
payer. Thank you for your consi deration.
Dan Donohue
7 Ove rlook Lane
Bre wste r
Se nt from Mai l for Windows 10
Archived: Friday, July 9, 2021 3:55:29 PM
From: Peter Cragan
Sent: Tue, 6 Jul 2021 14:10:42
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subject: Captains Tee Time Formula
Sensitivity: Normal
Dear Select Members:
I would like to join my fellow Members at The Captains Golf Course in expressing our concern and frustration
with the lack of tee times available to us. While we all appreciate the facilities and personnel at The Captains,
I feel that the lack of member tee times needs to be addressed immediately. I hope it gets your attention.
I strongly encourage that the Select Board honor the tee time allocation formula that was adopted by the
Brewster Select Board in 2010 and is described in the Captains Rules and Information Guide on pages 4-5.
This formula would set the member tee time allocation to 36.8%.
Thank you for your service to the Brewster community.
Peter Cragan
Member, The Captains Gold Course
Sent from my iPad
Archived: Friday, July 9, 2021 3:55:32 PM
From: Edward Brown
Sent: Wed, 7 Jul 2021 07:56:20
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subject: Captains Tee Time Formula
Sensitivity: Normal
I strongly encourage that the Select Board honor the tee time allocation formula that was adopted by the
Brewster Select Board in 2010 and is described in the Captains Rules and Information Guide on pages 4-5.
This formula would set the member tee time allocation to 36.8%.
Archived: Friday, July 9, 2021 3:55:34 PM
From: Walt Krueger
Sent: Tue, 6 Jul 2021 16:38:11
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subject: Captains Tee Time Formula
Sensitivity: Normal
I strongly encourage that the Select Board honor the tee time allocation formula that was adopted by the
Brewster Select Board in 2010 and is described in the Captains Rules and Information Guide on pages 4-5.
This formula would set the member tee time allocation to 36.8%.
Sent from my iPhone
Archived: Friday, July 9, 2021 3:55:36 PM
From: Mark Doyle
Sent: Tue, 6 Jul 2021 16:14:40
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subject: Captains Tee Time Formula
Sensitivity: Normal
I strongly encourage that the Select Board honor the tee time allocation formula that was adopted by the
Brewster Select Board in 2010 and is described in the Captains Rules and Information Guide on pages 4-5.
This formula would set the member tee time allocation to 36.8%.
Mark S Doyle
Sent from my iPad
Archived: Friday, July 9, 2021 3:55:38 PM
From: David Brown
Sent: Wed, 7 Jul 2021 11:35:15
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subject: Captains Tee Time Formula
Sensitivity: Normal
I strongly encourage that the Select Board honor the tee time allocation formula that was adopted by the
Brewster Select Board in 2010 and is described in the Captains Rules and Information Guide on pages 4-5.
This formula would set the member tee time allocation to 36.8%.
Sent from my iPhone
Archived: Friday, July 9, 2021 3:55:40 PM
From: Michael O'Connell
Sent: Fri, 9 Jul 2021 09:18:10
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi; Jay Packett; petition21@ccmga.com
Subject: Captains Tee Time Formula
Sensitivity: Normal
___________________________________
I strongly encourage that the Select Board honor the tee time allocation formula that was adopted by the
Brewster Select Board in 2010 and is described in the Captains Rules and Information Guide on pages 4-5.
This formula would set the member tee time allocation to 36.8%.
I wholeheartedly endorse and support this effort to address the tee time allocation problem that has reached
an untenable point.
Thank you.
Mike O’Connell
Non Resident Member #3257
Archived: Friday, July 9, 2021 3:55:42 PM
From: David Valcourt
Sent: Thu, 8 Jul 2021 10:02:02
To: Peter Lombardi; David Whitney
Cc: Anne O'Connell
Subject: Captains Tee Times and CCGMA Petition
Sensitivity: Normal
___________________________________
Peter, Dave…..for your consideration at the upcoming Select Board meeting.
I am certain that you both are aware that the men’s association is pushing a petition to influence the Select
Board’s decision regarding our way forward with Captains tee times. As a CCMGA member, I personally
have not signed nor will I sign this petition as I do not believe that it provides the complete picture to the
membership. “Save our tee times” is not the issue here as there is no agenda to decrease member tee
times. “Save” implies the loss of what is currently a condition. So the issue is not about taking tee times
away from the membership but rather how many to add to the current allocation while carefully balancing
revenues to pay bills, deferred maintenance projects, and building a comfortable reserved earnings account.
During the most recent golf commission meeting Peter you appeared to be leaning towards seeking the
middle ground of moderately increasing member tee times over a reasonable time period rather than simply
applying a 10 plus year old algorithm for immediate implementation as we begin a new FY. I strongly support
your position and believe that this is the prudent way forward as we navigate through the uncertainty of the
near and midterm future, review the National Golf Foundation recommendations, and establish a more
comfortable financial stance at Captains.
In the Army we often said that “out of the 100 or so decisions as a leader that you must make…..you earn
your pay not with the 98 yes’s but rather in the 2 or 3 “no’s”. Although supporting the current tee time
algorithm might appear to be a popular decision to Captains’ membership, I strongly recommend that the
Select Board require the revisiting of the current algorithm ingredients and that we adopt an incremental,
measured approach regarding decisions to increase the percentage of member tee times.
Very respectfully
Dave Valcourt
757-506-4828(c)
Sent from my iPad
Personnel Bylaw Wage Scales FY 21 FY21 FY 22 FY22
2% adjustment for FY22 Minimum Maximum Minimum Maximum
starting July 1, 2020
Grade Level I $20.92 $34.82 $21.34 $35.52
Dept Assistant (Various Part-Time)
Admin Assistant (Zoning)
Transfer Station Gatekeeper (16 hrs)
Bus Driver/Custodian (COA Part-Time)
Outreach Worker (COA)
Program Coordinator (COA)
Human Resources Generalist
Grade Level II $25.94 $43.15 $26.46 $44.01
Property Mgr (Crosby Mansion)
Assistant Operation Manager (Golf)
Assistant Recreation Director
Executive Assistant (TA/BOS)
Natuaral Resource Officer
Grade Level III $26.78 $45.96 $27.32 $46.88
Assistant Ops/Pro-Shop Manager (Golf)
Local Inspector
Deputy Natural Resources Officer
Housing Coordinator
Administrative Supervisor (TA/BOS)
Administrative Assistant (Fire)
Project Manager
Grade Level IV $62,451 $107,166 $63,700 $109,309
Property Mtnce Supervisor
COA Director
Computer System Administrator
Director of Recreation
Health Director
Supt of Golf Maintenance
Conservation Administrator
Deputy Assessor
Grade Level V $70,713 $117,666 $72,127 $120,019
Town Planner
Treasurer/Collector
Natural Resource Director
Assistant Town Administrator
Building Commissioner
Town Clerk
Library Director
Human Resources Director
Grade Level VI $84,607 $140,786 $86,299 $143,602
Superintendent of DPW
Deputy Fire Chief
Finance Director/Town Accountant
Water Superintendent
TOWN OF BREWSTER, MA JOB DESCRIPTION
Town of Brewster, MA
Project Manager
Page | 1
Title: Project Manager Classification: Personnel Bylaw
Department: Town Administrator’s Office Grade: III
Reports to: Town Administrator FLSA Status: Exempt
Date: 07/09/21
Summary
Performs professional and technical work responsible for managing, coordinating, and directing projects
and programs for the Town Administrator’s Office. Performs executive level administrative support duties
in a highly confidential capacity for the Town Administrator and Assistant Town Administrator and directs
all activities and staff involved in the implementation and completion of projects. Performs all other
related work as required.
Essential Functions
The essential functions or duties listed below are intended only as illustrations of the various types of work that may
be performed. The omission of specific statements of duties does not exclude them from the position if the work is
similar, related, or a logical assignment to the position.
Assists the Town Administrator and Assistant Town Administrator in the planning, analysis, and/or
implementation of department projects, special projects, and other initiatives as assigned including, but
not limited to: citizen engagement strategies, annual budgeting documents, grant writing, annual report
documents, internal studies, management analysis, procurement, policy research, and support of
standing or ad-hoc committees.
Provides support to Department Heads on interdepartmental projects, assisting in coordination and
oversight of projects.
Assists in the implementation of an integrated communication strategy for the town, including but not
limited to writing press releases, newsletters, and brochures. Incorporates media broadcasts, written
materials, social media trends and other applications to enhance communications between the Town and
Brewster residents.
Develops and maintains a system for identifying, applying for, and managing grants that support the
Town’s mission, by working with Department Heads and Town staff in a collaborative manner.
Assists in the preparation of Town Meetings and Town meeting warrants, including drafting and
assembling articles and producing summaries.
Researches possible updates to Town Charter, bylaws, and rules and regulations reflecting changes in
statutes and case law.
Attends Select Board meetings and other board meetings as required. Provides support to Select Board
as needed.
Assists the Town Administrator in the administration of the Private Road Betterment Program.
TOWN OF BREWSTER, MA JOB DESCRIPTION
Town of Brewster, MA
Project Manager
Page | 2
Assists the Health and Human Services Committee with administration of the annual program.
Assists the Town Administrator and other Department Heads in establishing, reviewing, recommending,
and coordinating policies and procedures to ensure optimum levels of service.
Serves as back up to the Executive Assistant to the Town Administrator as needed.
Maintains accurate and detailed records, generates reports, correspondence, and other documents in
accordance with Massachusetts Public Records Law.
Responds to requests for information from government entities or other organizations and individuals.
Acts as a representative of the Town Administrator in communications with citizens, residents, community
groups, etc. and facilitates interactions with Town departments, boards, committees, and commissions.
Performs similar or related work as required or as situation dictates.
Supervision
Supervision Scope: Performs various duties of a complex nature following acceptable standards of quality
and performance, requires independent judgment in determining methods of completion and carrying out
assignments.
Supervision Received: Works under general supervision of the Town Administrator; requiring the ability
to plan and perform operations, and to complete assigned tasks according to a prescribed time schedule.
Supervision Given: Typically none; may supervise department volunteers.
Recommended Minimum Qualifications
Education, Training and Experience
Bachelor’s degree in Government or Business, and three to five (3-5) years of experience with business
or public administration; administrative experience preferred; or any equivalent combination of education,
training, and experience.
Knowledge: Knowledge of principles and practices of project management, research methods and report
presentation, principles of budgeting, accounting and finance methods; knowledge of laws and
regulations as they pertain to project operations; knowledge of industry standards and best practices;
knowledge of applicable local, state and federal laws and regulations related to engineering,
environment, infrastructure and procurement; knowledge and expertise with various local, state and
federal funding mechanisms for infrastructure.
Ability: Ability to produce written documents with clearly organized thoughts using proper sentence
construction, punctuation and grammar; use and interpret graphical information such as construction
plans, schematic drawings, wiring drawings, flow charts, layouts and other visual aids, and electronic
project management applications; interpret information accurately and make decisions according to
existing laws, regulations and policies; ability to manage multiple project of various complexities with
competing interest and multiple funding sources.
TOWN OF BREWSTER, MA JOB DESCRIPTION
Town of Brewster, MA
Project Manager
Page | 3
Skill: Strong interpersonal skills, excellent written and verbal communication skills. Proficiency with
computers in all office software along with various project management software applications.
Job Environment
Work is performed under typical office conditions; work environment is moderately noisy.
Operates an automobile, computer, calculator, telephone, copier, facsimile machine, and other
standard office equipment.
Interacts with other town departments, town businesses, residents, the general public, town
officials, and other governmental agencies.
Has access to department-related confidential and/or sensitive information including financial
records, the disclosure of which would cause a significant breach of trust and seriously damage
the reputation of the department.
Errors in judgment could result in hardship to the town's citizens, lower standards of service to
the community, monetary loss or legal repercussions and possible negative public relations for
both the department and the town.
Physical Requirements
The physical demands described are representative of those that must be met by an employee to successfully
perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with
disabilities to perform the essential functions.
Regularly required to walk, stand, sit, talk, and hear; operate objects, tools, or controls; pick up paper,
files and other common office objects. Ability to view computer screens and work with details for
extended periods of time. Must be able to communicate written and verbally. Vision and hearing at or
correctable to normal ranges. May be required to lift/push equipment up to 40 pounds, such as
audio/visual equipment.
This job description does not constitute an employment agreement between the employer and employee, and is
subject to change by the employer, as the needs of the employer and requirements of the job change.
Pay Equity/Equal Opportunity/Americans with Disabilities Act Employer
TOWN OF BREWSTER, MA JOB DESCRIPTION
Town of Brewster, MA
HR Director
Page | 1
Title: Human Resources Director Classification: Personnel Bylaw
Department: Human Resources Grade: V
Reports to: Town Administrator FLSA Status: Non-Exempt
Summary
The Human Resources Director is responsible for the administration and coordination of the Town’s
Human Resources program and systems including, but not limited to: personnel administration, employee
recruitment and training, compensation and classification in accordance with Town bylaws, as well as
State and Federal laws and regulations. Performs all other related work as required.
Essential Functions
The essential functions or duties listed below are intended only as illustrations of the various types of work that may
be performed. The omission of specific statements of duties does not exclude them from the position if the work is
similar, related, or a logical assignment to the position.
Develops and recommends human resources standards to the Town Administrator. Implements, reviews,
and enforces personnel policies, procedures, and systems to ensure the lawfulness and efficiency of the
Town’s personnel practices, including Fair Labor standards, Americans with Disabilities Act, non-
discrimination laws, and Family and Medical Leave Act.
Oversees and participates in the development and provisions of Town-wide personnel services, policies
and practices including recruitment, onboarding and training of employees.
Oversees the administration of the town’s compensation and classification plans in accordance with Town
bylaws, collective bargaining agreements, and state and federal statutes. Evaluates and makes
recommendations to the Town Administrator regarding compensation and classification actions.
Implements and oversees related salary and classification studies.
Drafts job descriptions and recommends classifications for positions in accordance with the Town's rating
manual and classification systems. Research and draft personnel policies, in compliance with federal, state
and local regulations.
Oversees or assists as necessary, the administration of the Town’s performance appraisal process; ensures
that department heads are completing regular and probationary performance reviews on a timely basis.
Administration of the annual wage and salary program.
Provides assistance and guidance to department heads in the hiring, training, evaluation, issues of performance
improvement, and progressive discipline of staff.
Assists in the Collective Bargaining process and employee grievances as directed by Town Administrator.
Prepares various costing reports in relation to the collective bargaining process.
Coordinates and conducts exit interviews to determine reasons behind separations and uses the information
to improve the operation, organization and culture of the Town.
Consults with Labor Counsel as appropriate, or as directed by the Town Administrator.
TOWN OF BREWSTER, MA JOB DESCRIPTION
Town of Brewster, MA
HR Director
Page | 2
Maintains confidential personnel records, ensuring individual employee files are current and complete.
Maintains other records, reports and logs to conform EEO regulations.
Facilitates the Safety Committee for the town, working with departments to make sure they are following State
OSHA regulations.
Supervises the operations of the Town's workers compensation, and drug testing programs. Submits and files
claim and loss information and researches liability issues. Develops procedure and policy recommendations.
Oversees the Veteran Volunteer Tax Abatement Program and assists with the Senior Volunteer Tax Abatement
program; including annual review of program rules and regulations, review of applications and assignment of
volunteers.
Develops and administers department budget.
Supervision
Supervision Scope: Performs varied and highly responsible functions requiring extensive independent
judgment in enduring conformances with applicable laws, regulations, collective bargaining agreements
and departmental policies.
Supervision Received: Works under general supervision of the Town Administrator, within a broad scope
of established policies and procedures. Functions independently, referring specific problems to supervisor
only where clarification or interpretation of town policy or procedure is required.
Supervision Given: Directly supervises one part-time employee; provides general guidance to department
heads regarding matters of personnel policies and procedures.
Recommended Minimum Qualifications
Education, Training and Experience
Bachelor’s Degree in human resources, public administration, business administration, labor relations, or
related field; three to five (3-5) years experience in human resources administration; or any equivalent
combination of education and experience.
Knowledge: Thorough knowledge of public sector personnel practices and applicable federal and state
laws regulating hiring and collective bargaining matters. Thorough knowledge of employee classification,
compensation and benefits, recruitment, selection, training and labor relations.
Ability: Ability to interact in a positive and effective manner with personnel at all levels of authority.
Ability to communicate clearly and concisely, in writing and orally. Ability to recruit, interview and
evaluate job applicants for diverse positions. Ability to maintain accurate and detailed records. Ability to
prepare and analyze comprehensive reports. Ability to carry out assigned projects to their completions.
Ability to efficiently and effectively administer a human resource system.
Skill: Excellent oral and written communication skills. Proficiency in the use of computers and software
applications. Strong organizational, planning, management and supervisory skills. Sensitivity to political
issues.
TOWN OF BREWSTER, MA JOB DESCRIPTION
Town of Brewster, MA
HR Director
Page | 3
Job Environment
Work is performed in an office environment. Majority of work is performed in a moderately noisy
work environment, with frequent interruptions.
Operates computer, printer, telephone, copier, facsimile machine and all other standard office
equipment.
Makes frequent contact with town employees. May have contact with the public, vendors and
consultants, retirees, and outside agencies and organizations.
Has access to extensive employee and department related confidential information regarding
human resource services specifics and other information about employees.
Errors could result in poor customer service, delay or loss of service, and in serious situations
could potentially result in legal repercussions.
Physical Requirements
The physical demands described are representative of those that must be met by an employee to successfully
perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with
disabilities to perform the essential functions.
While performing the duties of this job, the employee is frequently required to sit, communicate, or hear;
occasionally required to walk, must be able to handle, or feel objects, tools, or controls; and reach with
hands and arms. The employee must occasionally lift and/or move objects weighing up to 15 pounds.
Vision and hearing at or correctable to normal ranges. This position requires the ability to operate a
keyboard at efficient speed.
This job description does not constitute an employment agreement between the employer and employee, and is
subject to change by the employer, as the needs of the employer and requirements of the job change.
Pay Equity/Equal Opportunity/Americans with Disabilities Act Employer
TOWN OF BREWSTER, MA JOB DESCRIPTION
Town of Brewster, MA
HR Generalist
Page | 1
Title: Human Resources Generalist Classification: Personnel Bylaw
Department: Human Resources Grade: I
Reports to: Human Resources Director FLSA Status: Non-Exempt
Summary
This role performs professional and administrative duties relating to a wide-variety of functions within the
HR Department. This role administers and coordinates employment applications, interviews, Family
Medical Leave Act (FMLA), workers compensation, and policies and training. Performs all other related
work as required.
Essential Functions
The essential functions or duties listed below are intended only as illustrations of the various types of work that may
be performed. The omission of specific statements of duties does not exclude them from the position if the work is
similar, related, or a logical assignment to the position.
Assists in the administration of a wide range of HR functions including but not limited to; workers
compensation, Family Medical Leave Act (FMLA), conducting benchmarking surveys of the marketplace,
maintaining accurate job descriptions, pre-employment screening for new hires, updating personnel
handbook, and maintaining personnel data and information.
Maintains and audits confidential personnel and office files and databases. Coordinates the archiving of
personnel, worker’s compensation, FMLA, Benefits, and Commercial Driver Licenses information.
Maintains bulletin board legal postings and notices.
Coordinates the placement of job vacancy notices, job inquiries, assists supervisors and department head
to schedule and conduct employment interviews, and other tasks related to recruitment.
Assists the administration in conducting employee orientation and onboarding, and other HR projects as
needed. Instructs employees and supervisors in the proper procedure for completion of HR forms,
personnel action forms, I-9 forms, W-2, and other Human Resources functions.
May assist with maintaining the compensation and classification plans, assists in administration of the
annual wage and salary program. May assist in preparing various costing reports in relation to the collective
bargaining process.
Tracks and coordinates the payment of department bills and expenditures in accordance with approved
operating budget.
Writes detailed reports and compiles information in order to document program activities.
Maintains employee confidence and protects operations by keeping personnel data confidential.
Complies with Federal, State and Local legal requirements by following policies and procedures.
Performs general office work: answers phones, distributes mail, drafts correspondence, orders supplies,
and acts as a go-to for general office help.
TOWN OF BREWSTER, MA JOB DESCRIPTION
Town of Brewster, MA
HR Generalist
Page | 2
Supervision
Supervision Scope: Performs varied and responsible functions requiring a working knowledge of
departmental operations and the exercise of judgment and initiative, particularly in situations not clearly
defined by precedent or established procedures.
Supervision Received: Works under general supervision of the Human Resources Director, following
department rules, regulations and policies, requiring the ability to plan and perform operations, and to
complete assigned tasks according to a prescribed time schedule. Refers all questionable cases to
supervisor.
Supervision Given: None.
Recommended Minimum Qualifications
Education, Training and Experience
Associate’s Degree; Bachelor’s Degree preferred; One to three (1-3) years of Human Resources and/or
administrative experience or related field preferred; or any equivalent combination of education and
experience. Notary Public preferred.
Knowledge: Knowledge of the municipal administration process, knowledge of the functions of municipal
government, understanding of the interaction between local government, state government, and federal
government, basic working knowledge of business administration, practices, general office procedures,
and applicable local, state, and federal laws. General HR administration knowledge.
Ability: Ability to plan, organize and collaborate with others, ability to communicate effectively, ability to
establish and maintain effective working relationships with all town employees, board/committee
members, officials and the general public, ability to recognize town-wide priorities and work cooperatively
to support their accomplishment, ability to prioritize multiple tasks and deal effectively with interruptions,
often under considerable time pressure, ability to operate a computer and proficient in the use of MS
Office applications and database applications.
Skills: Excellent customer service and organizational skills, excellent written and verbal communication
skills, excellent computer skills including MS Office applications.
Job Environment
Work is performed in an office environment. Majority of work is performed in a moderately noisy
work environment, with frequent interruptions.
Operates computer, printer, telephone, copier, facsimile machine and all other standard office
equipment.
Makes frequent contact with town employees. May have contact with the public, vendors and
consultants, retirees, and outside agencies and organizations.
Has access to extensive employee and department related confidential information regarding
human resource services specifics and other information about employees.
Errors could result in poor customer service, delay or loss of service, and in serious situations
could potentially result in legal repercussions.
TOWN OF BREWSTER, MA JOB DESCRIPTION
Town of Brewster, MA
HR Generalist
Page | 3
Physical Requirements
The physical demands described are representative of those that must be met by an employee to successfully
perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with
disabilities to perform the essential functions.
While performing the duties of this job, the employee is frequently required to sit, communicate, or hear;
occasionally required to walk, must be able to handle, or feel objects, tools, or controls; and reach with
hands and arms. The employee must occasionally lift and/or move objects weighing up to 15 pounds.
Vision and hearing at or correctable to normal ranges. This position requires the ability to operate a
keyboard at efficient speed.
This job description does not constitute an employment agreement between the employer and employee, and is
subject to change by the employer, as the needs of the employer and requirements of the job change.
Pay Equity/Equal Opportunity/Americans with Disabilities Act Employer
Town of Brewster, Massachusetts
Assistant Town Administrator for Community Development and Finance
Page 1 of 4
Position Title: Assistant Town Administrator Grade Level: Bylaw Grade V
Department Town Administrator Date: July 2021
Reports to: Town Administrator FLSA Status Exempt
Statement of Duties: The Assistant Town Administrator assists the Town Administrator with the
daily operations of the Town. Responsibilities include, but are not limited to; procurement,
special projects, housing, insurance, town finances, supervisory and other related work as
required; acts as the Town Administrator in their absence. Employee is required to perform all
similar or related duties.
Supervision: Employee works under the general administrative direction of the Town
Administrator in accordance with state and federal laws and regulations and bylaws, rules,
regulations, policies and procedures of the Town; requires the ability to independently plan and
perform operations; a variety of responsible and complex duties require a thorough knowledge of
municipal operations and the exercise of considerable judgement and initiative; situations not
clearly defined by precedent or established procedures are referred to and discussed with the
Town Administrator to produce a solution. Exercises considerable independent judgement in
providing professional advice to boards and committees concerning Town operations. The
Assistant Town Administrator is subject to the Town of Brewster Personnel By-Laws and
Procedures as in effect or amended.
Supervisory Responsibility: Employee is accountable for the work done by subordinates and
assures the accomplishment of the assigned work in the prescribed manner. Plans and coordinates
operations to meet schedules, deadlines and priorities.
The Assistant Town Administrator provides supervision over multiple employees and volunteers.
In the absence of a full-time department supervisor, may temporarily direct or coordinate
operations of major departments.
Confidentiality: In accordance with State Public Record Law, employee has regular access to
Town-wide highly confidential information including official personnel files, collective
bargaining negotiations, law suits, client records, executive policy and department records.
Accountability: Consequences of errors, missed deadlines or poor judgment could result in
delays or loss of service, adverse public relations, monetary loss or legal repercussions to the
Town.
Judgment: Extensive judgment and ingenuity are required to develop new or adapt existing
methods and approaches for accomplishing objectives or to deal with new or unusual
requirements within the limits of the guidelines or policies. Employee is responsible for assisting
department heads, staff and the Town Administrator in interpreting local, state and/or federal
regulations, determining how they should be applied and in developing operating policies.
Town of Brewster, Massachusetts
Assistant Town Administrator for Community Development and Finance
Page 2 of 4
Complexity: The work consists of employing many different concepts, theories, principles,
techniques and practices relating to Town operations. Assignments typically concern such matters
as studying trends in the field for application to the work; assessing services and recommending
improvements; planning long range projects; devising new techniques and recommending
policies, operating practices, standards or criteria to improve the effectiveness of town operations.
Work Environment: Work is performed under typical office conditions, subject to frequent
interruptions. Noise or physical surroundings may be distracting. In the course of Town
Operations, the Assistant Town Administrator may be required to work beyond normal business
hours to attend evening meetings or in response on a 24/7 basis to natural or man-made
emergency situations.
Nature and Purpose of Public Contact: Duties may involve contact with local, state and
federal government officials, community leaders and other individuals. The Assistant Town
Administrator must possess a high degree of diplomacy and judgment and must be able to work
effectively with and influence all types of persons. Duties require a well-developed sense of
strategy and timing in representing the Town effectively in critical and important situations that
may influence the wellbeing of the Town.
Occupational Risk: Risk exposure is similar to that found in a municipal office setting.
Essential Functions:
The essential functions or duties listed below are intended only as illustrations of the various type
of work that may be performed. The omission of specific statements of duties does not exclude
them from the position if the work is similar, related, or a logical assignment to the position.
Supervises the operations of the Town's property and liability control/risk management. Submits and
files claim and loss information and researches liability issues. Develops procedure and policy
recommendations for town insurance coverages.
Functions as the Town's Procurement Officer and oversees all activities related to buying, leasing,
renting or otherwise acquiring supplies and services and supervises purchasing activities and
contracting for all departments in accordance to State Procurement Law and Town policies; ensures
the maintenance of accurate records. Oversees the bidding process for all town projects. Develops
and maintains Town procurement policies and manual; works to provide procurement education to
town department heads and staff. Oversees the disposition of surplus property via the Town’s on-line
auction process.
Assists the Town Administrator and other Department Heads in establishing, reviewing,
recommending and coordinating policies and procedures to ensure optimum levels of service.
Prepares cost analyses when assigned; assists the Town Administrator with the formation of annual
budgets, financial forecasts and capital plan.
Town of Brewster, Massachusetts
Assistant Town Administrator for Community Development and Finance
Page 3 of 4
Proposes updates to Town bylaws/Charter, rules and regulations reflecting changes in statutes and
case law.
Attends Select Board meetings and other board meetings as required. Provides support to Select
Board as needed. Serves as the Administrative Liaison to several Town Committees as permanent or
temporary assignments.
Coordinates and oversees the Town’s Affordable Housing program in conjunction with the Town
Planner and Housing Coordinator and acts as an advocate and spokesperson for housing initiatives in
Brewster and on the Lower Cape, coordinating with surrounding towns, state agencies and non-
profits. Serves as the Town Administrator’s designee on the Municipal Affordable Housing Trust.
Works closely with the Department of Public Works and the Recycle Commission in providing a
variety of public works services, oversight of the Town Swap Shop and oversight of the trash &
recycle programs at town beaches and recreational facilities.
Required to attend seminars and training programs in order to stay abreast of changes in local
government laws and management practices.
Acts as a representative of the Town Administrator in communications with citizens, residents,
community groups, etc., and facilitates their interaction with town departments, boards,
committees and commissions.
Oversees and coordinates special project management as assigned by the Town Administrator or
Select Board.
Recommended Minimum Qualifications
Education and Experience: Bachelor’s degree in public administration, political science or a
related field with a master’s degree preferred; five to seven (5-7) years related work experience;
or any equivalent combination of education, training and experience which provides the required
knowledge, skills and abilities to perform the essential functions of the job.
Special Requirements: Valid Driver’s License. MA Certified Public Procurement Official
(MCPPO)
Knowledge, Abilities and Skill
Knowledge: Working knowledge of all town departments and their functions. Working knowledge
of State and local laws governing municipal administration. Knowledge of Massachusetts General
Laws, Town by-laws and other Town governmental functions. Working knowledge of town-wide
services and operations as well as Town geography. Working knowledge of the State Procurement
law for the purchase of materials, equipment and municipal services. Knowledge of technology
such as office software and the Internet (including web site) in support of Town department
operations.
Town of Brewster, Massachusetts
Assistant Town Administrator for Community Development and Finance
Page 4 of 4
Abilities: Ability to interact and establish working relationships at all levels of government on a
local, state and federal level as well as with local community groups and Town
boards/committees; ability to meet and deal with the public effectively and appropriately; ability
to handle problems and emergencies effectively; ability to communicate clearly both orally and in
writing to small and large groups; ability to maintain confidential information; ability to maintain,
manage and organize records in a detailed and accurate manner. Ability to manage multiple tasks
in an organized manner.
Skill:Excellent organizational and teamwork skills; proficient data processing skill in the use of
personal computers and office software including word processing, data base management and
spreadsheet applications; excellent interpersonal and customer service skills.
Physical and Mental Requirements
The physical demands described here are representative of those that must be met by an employee
to successfully perform the essential functions of this job. Reasonable accommodations may be
made to enable individuals with disabilities to perform the position’s essential functions.
Physical Demands: Physical demands include travel and attendance at meetings, occasional field
or site visits. Work effort principally involves sitting, standing or walking to perform work tasks,
with intermittent periods of bending, twisting, stooping or lifting, may occasionally be required to
lift, push, or pull objects such as office equipment, reports, plan rolls and maps.
Motor Skills: Duties are largely mental rather than physical but the job may occasionally require
the application of basic motor skills, with finger dexterity, to perform activities such as moving
objects, operating a telephone system, computer and/or most other office equipment, typing and/or
word processing, filing and the sorting of materials.
Visual Demands: Visual demands require the employee to constantly read documents for general
understanding and for analytical purposes.
This job description does not constitute an employment agreement between the employer and the
employee, and is subject to change by the employer, as the needs of the employer and
requirements of the job change.
FYI ITEMS (MAIL) July 12, 2021
1.Administrators Report June 2021
2.Brewster Historical Society Letter regarding intent to terminate the lease
of the barn at Spruce Hill.
3.Blood Drive Flyer
4.Cape Light Compact Brewster JPE Notification
5.Brewster Water Department 2020 Annual Water Quality Report
6.Cape Cod RTA Free Fare Fridays
7.Resident Short Term Rental Problems
8.Pension Reserves Investment Trust Performance Update
9.Preservation of Affordable Housing Thank you Letter
10.Bennett Environmental Associates, LLC. Letter of Transmittal
11.Q1 2021 PRIM Board Quarterly Update
12.SRBT Brewster Update
13.Stanton Foundation Letter regarding final MOU and $225,000 check.
14.Wilson Citizen Comment
15.KP Law; Certified Letter – 330 Main Street, Lack of Compliance with
Conservation Commission’s Enforcement Order
Administrator’s Report
June 23rd, 2021
Transportation Secretary to visit CCRTA June 28th
Transportation Secretary Jamey Tesler has scheduled an afternoon here at CCRTA on
June 28th. In my previous life working at the Executive Office of Transportation and
Construction, I worked very closely with Jamey for several years. He is a bright, hard-
working individual with an impressive transportation/transit acumen. We were pleased
to hear of his ascension to the position of Secretary. At a recent meeting of which we
both attended, he commended me for the great work he has heard that CCRTA is
doing. He praised us for our innovation, regional multimodal partnerships, sound fiscal
management and asked to come down to see some of the things we are doing and
discuss our 10 year strategic plan.
We have also been the recent recipient of federal stimulus funds and we will be
discussing some ideas I have relative to assisting with some regional transportation
projects. Our discussion will also include the beneficial partnerships we have forged
with the quasi-public Steamship Authority, as well as private providers of public
transportation Hy-Line, Bay State Cruises, and Peter Pan Bus Lines, which CCRTA was
able to allocate $11.5 million in Coronavirus Response and Relief Supplemental
Appropriations Act (CRRSAA) stimulus funds to our partner providers. The CRRSAA
grant was awarded June 2nd and I was able to personally hand checks to the leadership
at Hy-Line, Bay State Cruises and Peter Pan, all three of whom expressed their deep
appreciation for CCRTA’s efforts and collaboration. In addition to the good will,
CCRTA will benefit from the arrangement by using CRRSAA funds to advance funding
that would have been owed in FY22, FY23 & FY24 to Hy-Line, Bay State Cruises, and
Peter Pan Bus Lines due to their recent voluntary entry into the National Transit
Database program. This takes advantage of language in the CRRSAA bill explicitly
allowing funding to cover operating losses experienced by private providers of public
transportation. Lastly, as we continue to emerge from the significant transportation
challenges associated with the pandemic, CCRTA is poised to continue to make
improvements in all aspects of public transportation on Cape Cod. Having the strong
support from MassDOT and the Cabinet Secretary will certainly enhance our ability to
get things done in an efficient, productive manner.
Major Human Service Transportation (HST) Changes – Effective July 1, 2021 - Update
As mentioned in my April 28th report to the Advisory Board Members, effective July 1,
2021, the Executive Office of Health and Human Services is implementing major
changes to the Human Services Transportation (HST) program, which includes the
consolidation of nine HST regions managed by six RTA brokers to three HST regions
managed by two RTA brokers. With this change, the Greater Attleboro-Taunton
Regional Transit Authority (GATRA) will be providing HST services for the Cape and
Islands HST consumers and the CCRTA will no longer be an HST broker or a sub-
broker to GATRA. I met with GATRA Administrator Mark Sousa earlier in the month
to discuss these impending changes and we both agree this is an incredibly daunting
challenge for GATRA and regardless of best efforts will result in detrimental outcomes
for many of the consumers of the HST program. After consultation with my Operations
team, I offered CCRTA’s DART service under a limited set of conditions for the
provision of GATRA’s HST trips provided on-Cape.
On a directly related track, members of the Legislature continue to be very concerned
about potential issues that will undoubtedly arise if this program is to commence with
the reduced number of HST brokers. In recognition of that concern, letters have been
sent by members of both branches of the Legislature to the House and Senate
Conference Committee members expressing significant opposition to the July 1st HST
consolidation. Presently, the House budget includes language which places a two-year
moratorium on this change and establishes a Task Force to review the impact before
implementation. The Senate budget provides only for the establishment of a Task Force
with no changes to the Administration’s planned consolidation of HST regions and
brokers. Legislative member letters to the Conferees are recommending a compromise
that shortens the moratorium language on the consolidation of HST regions and brokers
from two-years to one-year while preserving House language that retains the other
consumer driven EOHHS improvements and cost reimbursement structure while
leaving in place the successful service delivery network. The CCRTA continues to
closely monitor the budget negotiations impacting the Human Service Transportation
(HST) program.
Digital Enhancements - New Website Development and Digital Marketing
Campaign
As technology rapidly advances and the Cape Cod population grows more accustomed
to accessing their information digitally, we found it paramount to begin enhancing our
digital presence. Our first area of focus has been developing a new website. Now that
our website has become the most frequented source of information for our riders, it is
incredibly important for us to have a modern, simplistic, easy-to-use, technology
enhanced website. This should be a forum where our current and prospective riders can
simply access our information and immediately understand the customer-centric
mission of CCRTA. After releasing an RFQ for a comprehensive new website
development in late March, we received 19 qualified responses and proceeded to
interview the 4 companies that demonstrated the strongest proposals. After carefully
vetting all proposers, we selected Planeteria Media to develop our new site as we felt
they were the most qualified, experienced, professional, and reasonably priced. Since
we began working with Planeteria this month, we have already completed a rider
survey and our initial 2 kick-off meetings. To ensure that this project is completed with
the highest quality and greatest care possible we are anticipating launching the new site
by the fall of this year.
Our other area of focus is on our upcoming digital marketing campaigns. Our goals
with these campaigns are to spread awareness of our services, grow fixed route
ridership, bolster our driver recruitment efforts, but most importantly we want to
further strengthen our CCRTA brand and reputation. Our hope is that we will more
effectively get our information in front of our target demographic that could use our
services but do not know enough about us. Over the last few months, multiple CCRTA
team members have attended interactive social media marketing courses. We also
reached out to the professor of the course and have contracted with her to help us set
up two of our own digital marketing campaigns. One campaign will be focused on our
driver recruitment by targeting the demographic that might be interested in driving for
us and consistently share with them all of the great reasons why they would want to
work for CCRTA. Our other campaign will be focused on getting our mission and
information out to current and prospective riders. Our plan entails launching these
campaigns within the coming weeks.
“Free Fare Fridays”
One initiative we are launching on June 25th to incentivize the use of fixed route services
is our new “Free Fare Fridays”. This program will grant a free fare to all riders on all of
our fixed route buses every Friday. Our fixed route services are notoriously our most
efficient and lowest cost transportation option so it is important for us to focus our
efforts on the ridership growth of these services. It is important that this is also
perceived by the public as something we are doing to thank the community and our
essential workers for their services throughout the pandemic. We have developed
posters and digital marketing material that will be circulated to our many community
partners, local chambers of commerce, large employers, media contacts, displayed on
our buses, and posted on our digital forums such as our social media pages and
website. We will be closely tracking and analyzing the success of this program weekly
on both a quantitative and qualitative level to help us make future fare policy decisions
in the future.
SmartDART – On-Demand Service
We have now been successfully operating our new on-demand, app-based SmartDART
service for over 10 months and are operating within the towns of Barnstable and
Yarmouth. We have continued to see rapid ridership growth and overwhelmingly
positive feedback. Since SmartDART’s launch in September of 2020, we have amassed
over 520 registered users and app downloads (grown from 389 in April 2021) and have
completed over 3,600 SmartDART trips (grown from 2,800 in April 2021).Based upon
rider demand data, our window of operation continues to be Monday-Friday 7am-7pm.
We plan to expand SmartDART to the towns of Dennis and Falmouth before the end of
this summer. We are also working on integrating the SmartDART technology with our
DART system to take on SmartDART trips during times when DART buses are
operating below capacity. We are confident that this integration will allow us to
introduce SmartDART to all of Cape Cod by the end of the 2021 calendar. Another
benefit of us developing and operating this app, technology, and service in-house is that
we will be able to integrate our fixed route bus schedules into the app as well. The goal
of this is to promote the fixed route service to a SmartDART user who may not have
taken or been aware of the fixed route services in the past. This also helps SmartDART
complement and not compete with our fixed route services. This fixed route schedule
integration is expected to go live this month.
Workforce Transportation
Throughout the last year, I participated in the Cape Cod COVID Response Task Force
weekly meetings, representing the transportation industry on Cape Cod. Even though
the weekly Task Force meetings concluded at the beginning of June, I still work closely
with regional leadership and our multi-modal transportation partners on the various
transportation challenges that arise. One challenge that regional leadership and
businesses are facing is having adequate summer workforce to meet the massive surge
in housing, restaurant, and retail demand that has been highly anticipated for this
upcoming summer. This rise in demand is already something we are beginning to
experience in some locations of Cape Cod. There is also a concern that some J-1 and H-
2B Visas will not have the ability to travel to the United States this year. One solution to
this problem that has been discussed is to employ some of the laid off workforce from
cities such as Boston, New Bedford, and Fall River. To get these workers from these
cities to Cape Cod we have organized group meetings with the Cape Cod Chamber of
Commerce, neighboring RTA’s, and various members of our multi-modal task force to
discuss potential efficient and affordable transportation solutions. We have met
multiple times as a group and plan to conduct more meetings until a plan is solidified.
In past years, CCRTA has always ensured that we provide education to the individuals
with J-1 visas on how to ride our buses. We also ensure that our transportation services
adequately allow them to safely and efficiently get to and from their places of work.
Wendy Northcross and her Cape Cod Chamber of Commerce team are working closely
with large local employers and recruiting agencies off-cape to determine the size of the
eligible work force and what the accompanying demand for transportation would be.
We are now awaiting more information from her team before reconvening another
meeting and taking further action.
Food Distribution and Vaccination Transportation
There were multiple programs we launched in early 2021 to help alleviate some of the
newly created challenges in our community that arose as a result of the pandemic. The
first program involved food distribution. In early January, we heard from various
organizations and officials about the increased need for distribution of food resources
on Cape Cod to reach those who lack transportation or who can’t leave their homes. As
a result of these food insecurity issues, we partnered with Barnstable County, 3 food
pantries, the Veteran’s Outreach Center, and Sandwich Public Schools to pick up food
packages and deliver them to the homes of those in need. CCRTA has devoted 1-2
buses and drivers a day to these efforts and has completed over 1,400 deliveries. We
also have worked closely with the Massachusetts Military Support Foundation who we
have granted access to using our East parking lot to operate their food drive every
Saturday from January to April. After conducting multiple larger group meetings in
recent months to discuss the long term sustainability of these programs, CapeAbilities
has generously offered to take on all of the food delivery routes as it was something
they believed was a perfect fit for them. We are now offering our support and
transportation expertise to them as we make this transition over the next two weeks and
continue our partnership with them which has continued to strengthen over the years.
Another problem that regional leadership had shared was that many individuals were
having transportation challenges getting to and from vaccination sites affordably and
safely, mainly within our older adult population. To help solve this problem we began
offering free rides to and from vaccination appointments to all of our riders. Since we
began this program we have offered a total of 400 free rides but ridership for these rides
has recently decreased with the dwindling demand for vaccines.
Service Updates and Ridership Trends
We are continuing to experience similar ridership trends to last quarter as we prepare
for what we believe to be a very busy summer with an increased demand for workforce
and visitor transportation. After experiencing our lowest ridership in April of 2020
(18% of 2019), we are now seeing fixed route ridership levels between 57% and 65% of
2019’s totals. We have now also been able to track ridership in comparison to 2020
levels where we have been operating between 250% and 350% higher than last year. In
addition to our recently completed safety campaign, we have been preparing to launch
multiple projects and initiatives which we are confident will directly help grow back
our ridership. These include our plans for new website development, a digital
marketing campaign, and a newly instituted “Free Fare Fridays” campaign.
On June 26th, we will be once again launching our typical full complement of summer
schedules which include greater headways, extended hours, and additional weekend
runs. As mentioned previously, we have also heard from industry professionals and
regional leadership that they are anticipating an extraordinarily busy summer season
based on early booking statistics. We believe this will have a dramatically positive
effect on our ridership as our trolleys and shuttles cater towards these tourists and our
other fixed routes are more commonly utilized by the workforce who is employed to
meet this increased visitor demand.
CapeFLYER
The 9th season of the CapeFLYER began this past Memorial Day weekend and will again
be operating through Labor Day weekend. This season we have launched a new and
improved concession service that is run by two newly hired CCRTA employees that
both have prior business experience and already come professionally trained to act as
CapeFLYER ambassadors. The revamped concession service is now offering a carefully
crafted menu of snacks, light meals, beverages, beer, wine, and spirits all for a very
affordable price. Non-alcoholic beverages and food are for the first time now being
ordered and delivered directly to where the passengers are sitting. With greater
oversight over the process, we also now have the ability to run weekly inventory
analysis reports and cater our ordering to effectively meet our passengers’ demand.
The other new addition includes the option for our riders to upgrade to a First Class
seat for only $10 more. Our First Class Club Car features large leather reclining seats,
footrests, tray tables, in addition to food, beverage and alcohol delivery service.Our
hope is that these enhanced services allow our riders to feel as if their vacation
experience begins at South Station.
Strategic Planning Process
CCRTA has received significant new financial resources through several FTA programs
designed to ensure the future viability of transportation post COVID. To ensure that
CCRTA is programming this funding in a way that supports our agency’s long-term
vision, we are developing a 10 Year Strategic Plan to provide an investment strategy
that aligns with our Agency’s values.
Staff at the CCRTA has identified a series of goals that will guide future investment of
these funds. Projects which support these goals will be programmed over the next 10
years. In doing so we will ensure that the agency makes steady progress in achieving
these goals. We expect some of these projects to occur quickly such as the revision of
our website which will enhance communication to our customers. Similarly, the
purchase of our new electric vehicle staff car will reduce emissions and put the CCRTA
on the road to enhanced environmental stewardship.
Programming goal specific projects over a period of time will provide a building block
approach to ensure stable progression on an annualized basis.
2021 Mobility Assistance Program
The Mobility Assistance Program is the Federal and State funded program that
provides resources for elderly and disabled transportation. CCRTA works with our
Councils on Aging to apply for vehicles from MassDOT on their behalf. By doing so, we
provide additional resources to the COA including leveraging state funding to provide
federally required matching funds.
The Cape Cod Regional Transit Authority was awarded seven vehicles in the 2021
round of the Mobility Assistance Program. CCRTA staff is working with vendors to
acquire the vehicles and prepare them for use. Of the seven vehicles, two are expansion
vans which will be used to expand the fleets at the Orleans and Sandwich COAs. The
expansion vehicles are small vans and are much more economical to operate than the
larger vans when the agency only needs to transport a small number of individuals. The
remaining five vehicles will replace CCRTA vehicles which have exceeded their useful
life. These vehicles are larger vehicles and will replace similarly sized vehicles to ensure
our fleet remains in a state of good repair. We are actively working with the vendors to
select accessories and options on all seven vehicles which reflect our agency’s
standards. Vehicles are expected to be on site on or before June 30th.
Right-Sizing our Fleet
CCRTA is in the process of resizing our fleet to provide smaller, more nimble, lower
emission vehicles. We are applying for federal and state funding this month for 19
vehicles which have exceeded their useful life and are eligible for replacement through
the MAP program due to the age of the vehicle or the number of miles attributable to
the vehicle. We will be replacing these vehicles on a one-to-one basis with each vehicle
being replaced with a smaller vehicle. These small vehicles will give off less emissions
and be higher efficiency allowing our fleet to be more nimble, less costly to operate, and
better for the environment.
While we are transitioning to more efficient vehicles, we will continue to have a fleet
which can accommodate a wide variety of uses including the larger Gillig buses as well
as trolleys.
Council on Aging Training Opportunities
CCRTA continues to partner with Cape COAs to promote transportation options for
Cape area seniors. One way that we support the COAs is by helping to coordinate
driver training opportunities between the COAs and MassDOT vendors through our
operating company, MV. The MARTAP program has begun offering many of its
training sessions online which has been helpful as the number of sessions that a driver
can virtually attend increases substantially over those which they can attend in person.
There are, however, some components that still require in person attendance. Having to
travel off Cape can be difficult for the COAs. For this reason, CCRTA has arranged to
have MassDOT provide additional in-person sessions to the Cape to help our partners
fulfill this requirement.
Thursday, July 29th
11 am – 5 pm
Brewster Police Department
631 Harwich Rd
Amazon gift card for all donors!!
*******Appointments are required. To make an appointment,
please visit our website listed below.
- 1 -
Brewster Water Department
2020 Annual Water Quality Report
Dear Customer: We are pleased to present a summary of the quality of the water provided to you during the past year.
The Safe Drinking Water Act (SDWA) requires that utilities issue an annual "Consumer Confidence" report to customers in
addition to other notices that may be required by law. This report details where our water comes from, what our tests show
about it, and other details you should know about your drinking water. The Brewster Water Department is committed to
providing you with the highest quality and most reliable water supply possible. Informed consumers are our best allies in
maintaining safe drinking water.
The Brewster Water Department offices are located at 165 Commerce Park Road, Brewster, MA 02631. The phone
number is 508-896-5454 and the Fax number is 508-896-4517. You can find out more about the Brewster Water
Department on the internet at the Town of Brewster web site, www.town.brewster.ma.us. We encourage public interest and
participation in the Brewster Water Department. Water Commissioners’ meetings generally occur once a month at the
Water Department Office. Meeting notices are posted at the Town Hall and are available at the Water Department office.
For up-to-date meeting times and dates, please call the Department. The public is always welcome.
YOU’RE WATER SOURCE
The Town has five groundwater wells pumping water from the Monomoy Lens.
The Monomoy Lens is one of the six groundwater lenses that make up the
Cape Cod Sole Source Aquifer. Each of the well sites has large Town owned
tracts of land surrounding them for water quality protection. Activity is
restricted to passive recreation on Town wellfield acreage.
Wells #1 & #2, located near Route 6, south of Freeman's Way, were
constructed in 1971 and are about 76 feet deep. Well #3, near Route 6, north
of Freeman's Way, was built in 1986 and is about 90 feet deep. Well #4, at the
north edge of the Punkhorn Parklands, off Run Hill Road, was built in 1991 and
is about 101 feet deep. Well 6 (the 5th well site) is in the southern Punkhorn
area and construction was completed in 2013. It is approximately 121 feet
deep and is currently providing water to Brewster residents. The Town treats
the water for corrosion control and to remove iron and manganese. See page
5 & 6 for more about our treatment facilities.
SOURCE WATER ASSESSMENT and PROTECTION (SWAP) REPORT
A Source Water Assessment was completed in Brewster in 2003 by members of the Department of Environmental
Protection (DEP), Drinking Water Program (DWP). A Source Water Assessment and Protection (SWAP) Report has been
issued and contains an evaluation of the land uses, environmental vulnerabilities and protection measures around the
wellfield areas of the Town. This report rates the susceptibility of the well sources, and gives recommendations for
improvement in aquifer protection and other areas that affect groundwater quality.
The susceptibility of the Town’s wells, as determined during the Assessment, is as follows: Wells # 1-3, High; Well #4 and
#6 Moderate. While these assessments are serious, the reason for the determination is the lack of underground or
geological formations, such as a clay layer, that would create a hydrological barrier to possible contamination. This is not a
new issue for a good part of Cape Cod, due to the sand and gravel make-up of the Cape. The Town has wellhead
protection regulations and a Groundwater Protection District in place to oversee land use within that District.
The report cites land uses in Brewster’s Zone II areas, as “dominated with forest with smaller areas of residential use
(approximately 7%) and a very small percentage of commercial and industrial land use.” There are recommendations for
further action and planning in each area of the report. Some of the recommendations include land acquisition, additional
monitoring, public education and outreach for source protection and storage, handling and disposal of hazardous materials.
Residents can help protect our water quality by practicing good septic system maintenance and properly disposing of
household hazardous waste through Brewster’s Hazardous Waste Collection Program. Contact the Brewster Health
Department (508-896-3701, ext. 120) or the Brewster Water Department (508-896-5454) for information on these topics.
The report is available for viewing at the Commerce Park Road Water Department offices and a copy has been placed at
the Brewster Ladies Library. The Department is also placing the scanned report on the Department web page of the
Town’s website, www.town.brewster.ma.us
Please read this report carefully. If you have questions about this report, please call 508-896-5454 and ask for Paul
Anderson, Superintendent or Robert Crowley, Water Treatment Operator. The Brewster Water Department Public
Water System identification number (PWS ID#) is MA4041000.
The shaded area of the map indicates the zoning
regulated Groundwater Protection District.
- 2 -
Brewster Water Quality Data Table
Compiled January 5, 2021, for the reporting period of January 1st to December 31st, 2020.
Key – definitions to abbreviations used below are found on page #3.
Microbiological Contaminants
Contaminant Collection
date
Highest # Positive
Samples in a
month
MCL MCLG Possible source(s) of contamination: Violation
(Y/N)
Total
coliform1
Monthly
2020 0 Coliform in >5%
of monthly samples 0 Naturally occurring in the environment NO
Lead and Copper
Contaminant # Sites
Sampled Unit 90th
Percentile
# Sites
Exceed AL
MCL
(AL) MCLG Possible Source of Contamination Violation
Y/N
Lead1
Date Taken
9/12/2020
31 ppb 3.0 0 AL=15 0 Corrosion of household plumbing
systems; Erosion of natural deposits. NO
Copper
Date Taken
9/12/2020
31 ppm 0.15 0 AL=1.3 1.3
Corrosion of household plumbing systems;
Erosion of natural deposits; Leaching from
wood preservatives.
NO
Radioactive Contaminants
Contaminant Date
Tested Unit MCL MCLG Level
Found Range Major Sources Violation
Y/N
Combined
Radium 9/9/14 pCi/
L 5 pCi/L 0 0.37 0-0.37 Erosion of natural deposits NO
Volatile Organic Contaminants
Contaminant Date
Tested Unit MCL MCLG Level
Found Range Major Sources Violation
Y/N
Tetrachloro-
ethylene2 2/24/2020 ppb 5 0 ND ND Leaching from vinyl lined pipes. See
additional information below this table. NO
Inorganic Contaminants
Contaminant Date
Tested Unit MCL MCLG Level
Found Range Major Sources Violation
Y/N
Asbestos 5/5/2013 MFL 7 MFL 7 MFL <0.19 0-<0.19 Decay of asbestos cement water mains;
Erosion of natural deposits NO
Barium 2/27/20 ppm 2 na 0.0064 0-0.006 Discharge of drilling wastes; discharge from
metal refineries; erosion of natural deposits NO
Manganese 6/19/2020 ppb
50
(SMCL
)
na ND ND Erosion of natural deposits NO
Nitrate 2/4/2020 ppm 10 10 1.0 ND – 1.0
Runoff from fertilizer use; Leaching from
septic tanks, sewage; erosion of natural
deposits.
NO
Nitrite 2/4/2020 ppm 1 1 0.21 ND –
0.21
Runoff from fertilizer use; Leaching from septic tanks,
sewage; erosion of natural deposits. NO
Disinfectants/Disinfection Byproducts
Contaminant Date
Tested
Uni
t MRDL MRDLG Results3 Range Major Sources Violation
Y/N
Total
Trihalo-
methanes
(TTHMs)
2/4/2020
5/21/2020
8/19/2020
11/5/2020
ppb 80 n/a 13.5 4.6 – 17 By-product of drinking water chlorination NO
Haloacetic
Acids
(HAA5)
2/4/2020
5/21/2020
8/19/2020
11/5/2020
ppb 60 n/a 1.3 ND –
2.2 By-product of drinking water chlorination NO
Chlorine
(Free)
Monthly
2020
pp
m 4.0 4.0 0.11 0 – 0.11 Water additive used to control microbes n/a
Unregulated Contaminants
Contaminant Date
Tested Unit SMCL ORSG Result or
Detected Range Possible Source Violation
Y/N
- 3 -
Sodium 2/11/2020 ppm n/a** 20 21 9.7-20
Natural sources; runoff from use as salt on
roadways; by-product of treatment process
Wells #1-3
Well #4
n/a
Sulfate 7/30/19 ppm 250 ---- 15 6.8–15 Natural sources n/a
Bromodichlo-
romethane 1/28/19 ppb na na 2.9 0-209 By-product of drinking water chlorination n/a
Contaminant Date
Tested Unit SMCL ORSG Result or
Detected Range Possible Source Violation
Y/N
Chlorordibro-
momethane 1/28/19 ppb na na 3.5 0-3.5 By-product of drinking water chlorination n/a
Chloroform 1/28/19 ppb n/a** n/a** 2.4 0-2.4 Naturally present in the environment. Also
analyzed for in TTHMs n/a
Volatile
Contaminants
Contaminant Date
Tested Unit MCL MCLG Level
Found Range Major Sources Violation
Y/N
Xylenes 3/15/13 ppb 10 10 3.1 0-3.1 Discharge from petroleum factories;
Discharge from chemical factories n/a
2014 & 2018 UCMR Unregulated Contaminant Test Results:
Water-Quality Table Footnotes
1. See paragraph on this contaminant on page 4.
2. See paragraph on this contaminant on page 5.
3. This Results column represents the highest concentration upon which the system’s compliance is based, not
necessarily the highest concentration found.
* Data presented is from the most recent testing done in accordance with the regulations. Most of the data presented in
this table is from the reporting year. We monitor for some contaminants less than once per year, under DEP reduced
monitoring requirements, because concentrations for those contaminants are not expected to vary significantly from
year to year. As a result, some of our data, though representative, is more than a year old. For those contaminants,
the date of the last sample is shown in the table.
** Unregulated contaminants are those for which EPA has not established drinking water standards. The purpose of
unregulated contaminant monitoring is to assist EPA in determining their occurrence in drinking water and whether
future regulation is warranted.
Water Quality Data Table and Definitions
The water quality information presented in the table is from the most recent round of testing done in accordance with State
and Federal regulations. All data shown is based upon tests conducted in the year 2020 unless otherwise noted in the
table. The Department of Environmental Protection (DEP) has granted the Brewster Water Department reduced
monitoring requirements for Synthetic Organic Contaminants (SOC) and Inorganic Contaminants (IOC) because the
sources have shown not to be at risk for contamination. The last full sampling for IOC and SOC was in 2011.
DEFINITIONS
Maximum Contaminant Level or MCL: The highest level of a contaminant in drinking water. MCLs are set as close to the
MCLGs (see below) as feasible using the best available treatment technology.
Unregulated Contaminant Date
Collected Result or Range of Detected Average Detected
Bromochloroacetic Acid
(ppb) 3/26/18 0.44 0.27
Dibromoacetic Acid (ppb) 3/26/18 1.2 0.82
Bromide (ppb) 3/26/18 57.5 27.22
Strontium (ppb) 4/28/14 15.3-44.1 19.7
Vanadium (ppb) 4/28/14 0.067-0.80 0.50
Chromium (ppb) 4/28/14 0.29-0.39 0.34
Chromiun/Hexavalent (ppb)4/28/14 0.15-0.26 0.19
- 4 -
Environmental
Protection
Agency
Drinking Water
Hotline
1-800-426-4791
Maximum Contaminant Level Goal or MCLG: The level of a contaminant in drinking water below, which there is no
known or expected risk to health. MCLGs allow for a margin of safety.
Action Level (AL) - The concentration of a contaminant that, if exceeded, triggers treatment or other requirements, which
a water system must follow.
Parts per million (ppm) or Milligrams per liter (mg/L) - One part per million corresponds to one minute in two years or a
single penny in $10,000.
Parts per billion (ppb) or Micrograms per liter (µg/L)- One part per billion corresponds to one minute in 2,000 years, or
a single penny in $10,000,000.
PicoCuries per liter (pCi/L) - PicoCuries per liter is a measure of the radioactivity in water.
Maximum Residual Disinfectant Level (MRDL) --The highest level of a disinfectant allowed in drinking water. There is
convincing evidence that addition of a disinfectant is necessary for control of microbial contaminants.
Maximum Residual Disinfectant Level Goal (MRDLG) -- The level of a drinking water disinfectant (chlorine,
chloramines, chlorine dioxide) below which there is no known or expected risk to health. MRDLG's do not reflect the
benefits of the use of disinfectants to control microbial contaminants.
Non-Detects (ND) - Laboratory analysis indicates that the constituent is not present.
MFL- Million Fibers per Liter
Treatment Technique (TT) – A required process intended to reduce the level of a contaminant in drinking water.
90th Percentile: Out of every 10 homes, 9 were at or below this level.
Secondary Maximum Contaminant Level (SMCL) These standards are developed to protect the aesthetic qualities of
drinking water and are not health based.
Massachusetts Office of Research and Standards Guideline (ORSG) This is the concentration of a chemical in
drinking water, at or below, which adverse health effects are unlikely to occur after chronic (lifetime) exposure. If
exceeded, it serves as an indicator of the potential need for further action.
What does all this mean? This report shows our water quality and what it means. The Brewster Water
Department routinely monitors for contaminants in your drinking water according to Federal and State laws.
We have learned through our monitoring and testing that some contaminants have been detected. The
Department takes hundreds of samples for over 100 contaminants in our drinking water. Space does not
allow listing all constituents here. All regulated or unregulated contaminants with sampling requirements
that do not appear in the Water Quality Data Table were reported as “below the detection limit” or non-detectable (ND). A
complete listing of all sampling results is available at the Water Department Office, 165 Commerce Park Road, Brewster,
MA 02631.
IMPORTANT INFORMATION
Some people may be more vulnerable to contaminants in drinking water than the general
population. Immuno-compromised persons such as persons with cancer undergoing
chemotherapy, persons who have undergone organ transplants, people with HIV/AIDS or other
immune system disorders, some elderly, and infants can be particularly at risk from infections.
These people should seek advice from their health care providers. EPA/Centers for Disease
Control and Prevention (CDC) guidelines on appropriate means to lessen the risk of infection by
Cryptosporidium and other microbial contaminants are available from the Safe Drinking Water
Hotline, 1-800-426-4791.
In order to ensure that tap water is safe to drink, the Department of Environmental Protection (DEP) and U.S.
Environmental Protection Agency (EPA) prescribe regulations that limit the amount of certain contaminants in water
provided by public water systems. The Food and Drug Administration (FDA) and Massachusetts Department of Public
Health (DPH) regulations establish limits for contaminants in bottled water that must provide the same protection for
public health. Drinking water, including bottled water, may reasonably be expected to contain at least small amounts of
some contamination. The presence of contaminants does not necessarily indicate that water poses a health risk. More
information about contaminants and potential health effects can be obtained by calling the EPA’s Safe Drinking Water
Hotline, 1-800-426-4791.
ADDITIONAL HEALTH INFORMATION
Sources of drinking water (both tap water and bottled water) include rivers, lakes, streams, ponds, reservoirs, springs, and
wells. As water travels over the surface of the land or through the ground, it dissolves naturally-occurring minerals, and in
- 5 -
some cases, radioactive material, and can pick up substances resulting from the presence of animals or from human
activity. Contaminants that may be present in source water include:
Microbial contaminants, such as viruses and bacteria may come from sewage treatment plants, septic systems,
agricultural livestock operations, and wildlife.
Inorganic contaminants, such as salts and metals can be naturally-occurring or result from urban stormwater runoff,
industrial or domestic wastewater discharges, oil and gas production, mining, and farming.
Pesticides and herbicides, may come from a variety of sources such as agriculture, urban stormwater runoff, and
residential uses.
Organic chemical contaminants, include synthetic and volatile organic chemicals that are by-products of industrial
processes and petroleum production, and can also come from gas stations, urban stormwater runoff, and septic systems.
Radioactive contaminants can be naturally occurring or be the result of oil and gas production and mining activities.
Maximum Contaminant Levels: (MCL’s) are set at very stringent levels. The EPA has determined that your water IS
SAFE at these levels. To understand the possible health effects described for many regulated constituents, a person
would have to drink 2 liters of water every day at the MCL level for a lifetime to have a one-in-a-million chance of having
the described health effect.
Total Coliform detections:
No maximum contaminant levels or other health standards were exceeded in any month in 2018. The Department took
435 bacteria samples in 2019 at representative locations throughout the town at regular intervals to monitor this aspect of
water quality; 384 samples are required by regulation.
Lead: If present, elevated levels of lead can cause serious health problems, especially for pregnant women and young
children. Lead in drinking water is primarily from materials and components associated with service lines and home
plumbing. The Brewster Water Department is responsible for providing high quality drinking water, but cannot control the
variety of materials used in plumbing components. When your water has been sitting for several hours, you can minimize
the potential for lead exposure by flushing your tap for 30 seconds to 2 minutes before using water for drinking or cooking. If
you are concerned about lead in your water, you may wish to have your water tested. Information on lead in drinking water,
testing methods, and steps you can take to minimize exposure is available from the Safe Drinking Water Hotline or at
http://www.epa.gov/safewater/lead.
Tetrachloroethylene: Detections occur where vinyl lined water mains were installed in the 1970's. Vinyl-lined, asbestos-
cement pipe was used in a number of subdivisions until the compound was detected in 1979. Brewster, along with other
Massachusetts towns with similar piping, flushes and monitors under a DEP approved program to deal with the problem.
There are 6.3 miles of the affected pipe in Brewster’s 126 mile water distribution system. All locations have bleeders to
control the level of the contaminant. The samples are taken after the last service on each street. This gives the "worst case
scenario" for contaminant concentration. Most homes served by these pipes should be well below reported levels. For
specific area sample results, please call the Brewster Water Department.
The following locations are served by affected pipe and had detections in ranges noted in the data table, page 2: No
Locations had detections.
The following streets had non-detectable results: Ambergris Circle-West, Ambergris Circle-East, Damon Road, Woodstock
Drive, Bog Pond Road, Bridle Path Road, Carriage Drive, Great Fields Road-from Pine Bluff Road north to end of the
water main, Harmony Lane, Highridge Road, John Wings Lane, Linda Circle, Oakwood Road, Pleasant Court, Wagon
Wheel Lane, Whiffletree Avenue, Wynn Way, Gages Way-North, Puritan Drive, Stonehenge Drive, Nathan’s Pasture Way.
Unregulated contaminants: Those for which EPA has not established drinking water standards. The purpose of
unregulated contaminant monitoring is to assist EPA in determining their occurrence in drinking water and whether future
regulation is warranted.
Sodium: Sodium-sensitive individuals, such as those experiencing hypertension, kidney failure, or congestive heart
failure, should be aware of the sodium levels where exposures are being carefully controlled.
Total Trihalomethanes (TTHM): Some people who drink water containing trihalomethanes in excess of the MCL over
many years experience problems with their liver, kidneys, or central nervous systems, and may have increased risk of
getting cancer. Brewster did not exceed the MCL for these contaminants. The only Volatile Organic Compound detected
and reported this year is Chloroform, naturally occurring in most Cape Cod groundwaters.
Haloacetic Acids(HAA5): Some people who drink water containing haloacetic acids in excess of the MCL over many
years may have increased risk of getting cancer. Brewster did not exceed the MCL for these contaminants.
WATER TREATMENT
- 6 -
Iron & Manganese Removal (oxidation and filtration)
Iron and manganese are often present in groundwater at levels that can discolor the water or cause it to take on
unpleasant odors or tastes. Even though the water may still be safe to drink, it is preferable that the iron and manganese
be removed.
The Greensand Filtration Facility is designed to remove iron and manganese pumped from Well #4, located off Run Hill
Road. Treatment includes the use of sodium hypochlorite, a liquid chlorine solution, for oxidation of the minerals. This
causes the iron and manganese to form tiny particles. Once this happens, the water passes through special filters
consisting of material that is specifically designed to capture iron and manganese particles. Over time, filters start to clog
and need to be cleaned using a high-flow backwash process.
Sodium hypochlorite is also used as a disinfectant required for water filtration processes treating the finished water to a
concentration of 0.2 to 0.6 ppm free chlorine. Potassium permanganate is used periodically to activate the filter media
when regeneration is necessary.
Corrosion Control through pH Adjustment
Many drinking water sources in New England are naturally corrosive (i.e. they have a pH of less than 7.0). So, the water
they supply has a tendency to corrode and dissolve the metal piping it flows through. This not only damages pipes but
can also add harmful metals, such as lead and copper, to the water. For this reason it is beneficial to add chemicals that
make the water neutral or slightly alkaline. This is accomplished by adding any one or a combination of several approved
chemicals. The Brewster Water Department adds hydrated lime at two Lime Treatment Facilities located near Wells #1
& 2, and Well #3. Potassium hydroxide is used in place of hydrated lime at Well #4, for pH adjustment and corrosion
control of this water source. Testing throughout the system has shown that this treatment has been effective at reducing
the lead and copper concentrations.
Unregulated Contaminants are those that don’t yet have a drinking water standard set by US Environmental Protection
Agency. The purpose of monitoring for these contaminants is to help US EPA decide whether the contaminants should
have a standard. American Water Works Facts Sheets are available at http://www.drinktap.org/home/water-
information/water-quality/ucmr3.aspx.
Sodium hypochlorite, also added to the water at these facilities, as a preventative disinfectant, during system flushing.
This chemical is added at a concentration of approximately 0.6 ppm free chlorine for approximately 6 weeks each spring
and fall and in the summer as needed to ensure safe drinking water.
All chemicals used for treatment are approved for water treatment by one of the following organizations: National
Sanitation Foundation (Now known as NSF International), or UL, both accredited by the American National Standards
Institute (ANSI). The chemicals also meet performance standards established by the American Water Works Association.
THIS REPORT
This report was prepared using information and material supplied by The Department of Environmental Protection,
National Rural Water Association and New England Water Works Association. As a regulatory requirement, much of the
form, information and language are mandated. We would appreciate it if you would let us know if you found the report
readable and understandable. Any helpful comments will be appreciated. We will do our best to improve what can be
adjusted or modified. We are always happy to answer any questions about the Brewster Water Department and our water
quality. For information, call 508-896-5454. Also visit the Town of Brewster web site at: www.town.brewster.ma.us for
general and Department specific information. We’re proud of the quality of your drinking water. The water quality meets
all Federal and State requirements.
Should you, as a Brewster Water consumer, or someone you know have difficulties with sight or
understanding English, please contact this office and we will make arrangements to have the report
read or translated.
OPERATIONS
The Commonwealth of Massachusetts has very specific laws requiring licensed Drinking Water Supply Operators for water
systems providing drinking water to the public. This certification is obtained by passing tests and meeting experience and
training requirements. Operators must also complete continuing education requirements to retain this license. Brewster
currently has nine staff members with varied levels of Drinking Water Supply Facilities Operator Certificates. The
employees of the Brewster Water Department work diligently to provide top quality water to every consumer’s tap. We ask
everyone’s help in conserving and protecting our water resources. Thank you!
PROTECT YOUR DRINKING WATER FROM CROSS CONNECTIONS A cross connection occurs whenever a potable drinking
water line is directly or indirectly connected to a piece of equipment or piping containing non-potable water. In the event of a backflow
incident, through either backpressure or back-siphonage, an unprotected cross connection in your home could cause the water system
within your home and also within the water distribution system in the street to become contaminated. The outside water tap and garden
hose tend to be the most common cross connection in the home. The garden hose becomes a hazard when connected to a chemical
- 7 -
sprayer for weed killing and fertilizer applications. This cross connection can be easily protected by purchasing a small device known as
a vacuum breaker. Vacuum breakers can be purchased at your local hardware store and are very inexpensive and easy to install. The
vacuum breaker should be installed on all your outside faucets. Other potential cross connections can occur on lawn irrigation systems
and fire protection systems. For more information on cross connections, please feel free to contact the Brewster Water Department.
Hazardous Waste Collection 2021
The tri-town hazardous waste collection program, which also includes the towns of Harwich and Chatham, will
continue for 2020. The tentative Saturday collection dates for this year are: May 8th, June 12th, July 10th, August
14th, September 11th, and October 9th.
Collections are from 9 AM to 12 Noon at the Harwich Transfer Station, 209 Queen Anne Road. There is no fee for
residents and taxpayers of participating towns. Thanks to the Town of Harwich and Harwich Transfer Station staff for
hosting this great activity!! For more info call Barnstable County Hazardous Materials Program (508) 375-6699
2021 Summer Mandatory Voluntary Irrigation Restriction Schedule
In effect until further notice
Residential: Even numbered houses water on even numbered days. Odd numbered houses water on odd numbered
days. Commercial, Condominium and Municipal: Assigned odd or even in writing by the Water Dept.
This is not a directive to water every other day. When irrigation is needed, please follow the voluntary
schedule above.
Lawn irrigation is a significant part of our water demand during the summer months. Proper irrigation techniques
conserve water and save you money. There are a number of easy steps to take that will help control water use. If you
have an automatic lawn sprinkler system make sure it has a moisture sensor that is working to avoid unnecessary
watering. Use a rain gauge or cat food can to monitor the amount of water you are applying to the lawn. A good
soaking once or twice a week totaling about an inch of water should be sufficient. Adjust your watering if necessary to
achieve this goal. Cut the lawn higher to promote deeper roots and to help prevent weeds. Keeping mower blades
sharp limits grass blade damage which leads to disease and stress. A healthy grass needs less water!!
Archive d: Thursday, July 8, 2021 12:09:32 PM
Subje ct: FW: short term rental problems
Se ns itivity: Normal
Begi n forwarde d message:
From: Bonni e Gray <bon.j.gray@gmail.com>
Date: June 29, 2021 at 11:56:47 AM EDT
To: Cynthia Bingham <cbingham@brewste r-ma.gov>
Subject: short term rental problems
\u-257 ?Good Morni ng Ms. Bingham-
I am wri ting to you to express my ongoing conce rn and frustrati on of being a neighbor of a short term rental prope rty.
I have enjoye d been a year round resident of Brewster since January of 1999, but the activi ty during the summer for the past 3 ye ars is real l y
te sting my re sol ve. For the past several years my ne i ghbor, who we like ve ry much, has developed his property into a multi -family vacation
re tre at complete wi th mul tiple outdoor gatheri ng are as, hot tub and pool . The l i sting advertises “sleeps 16”.
He re i s the probl em. Parents allow their childre n to scre am non stop. Apparentl y todays chi l dren must scre am e very time they touch the wate r.
This goes on the enti re day (unless by some miracle they actual l y go to the be ach) and into the evening. Once the ki ds are put to be d, the n we
fi nd out if the parents are screamers as we l l ...
You might think I sound like an old curmudgeon- isn’t the sound of childre n playing and spashing in the water what summer is all about? He re i s
the differe nce - i f your neighbor has a pool and hi s ki ds and the i r fri e nds are pl ayi ng, i t l asts a little while and people move on, parents don't put
up with constant screaming, if your neighbors have a party i t mi ght be l oud for one night and then the party i s ove r, but...If you and your fri e nds
are spe ndi ng a mi ni mum of $10,000.00/week…you do whate ver you want…your on VACATION! I cannot stre ss enough the enti tlement of our
summer vi si tors- I am sure that I am not the only re si de nt who has noticed this.
So to ge t to the poi nt.
My husband and I both work full time. I thi nk that we shoul d be able to come home and relax. That is almost i mpossi bl e now because we are
now so aggravate d by thi s situation that when we start hearing the noise e verythi ng changes. We think..hmm was that just one scream? Is i s
goi ng to get worse? Should we call someone now or wai t? Do we l ook l i ke compl ete A-hol es because we dont want to l i sten to chi l dren scream
or adul ts party? Shoul d I text the realtor again? Why hasn’t the real tor gotte n back to me? Why isn’t my neighbor answe ring my cal l . The
te nsi on ge ts worse. We think evil thoughts. The magic of the e arl y e vening is gone. We retreat inside.
Begi nni ng i n 2019 the l odging tax began to be applied fully to al l short term re ntal s. I thi nk that is really gre at f or the town. Howe ver, I do
believe that some of those funds should be used to control thi s out of control si tuation that I can only see ge tti ng worse .
I am not trying to say that people should not be able to rent the i r home s- I ful l y bel i eve i n that right, howeve r I believe that ri ghts come with
re sponsi bi l ty. At thi s ti me I see this as a game wi th 5 pl aye rs. The homeowne r who rents his house, the real tor who “handl e s” the re nters, the
re nters ,the town-and l astl y the neighbors of the rental property. The way the game is currently played the re are 4 wi nne rs and one loser. I
don't think I ne e d to spell this out.
On August 5, 2019 my husband and I took the opportuni ty to bri ng up thi s matte r i n the citi zens forum of the Se l e ct Board. While unde rstandabl y
no comme nts are al l owed, I believe you had sugge sted this matter as an agenda item for a future board me e ting.
I di d a bri e f se arch and didn’t see anything show up re garding short term re ntal probl ems, but I might be mistake n. If this has be e n take n up I
woul d appreciate any information or ideas that came from the di scussi on. If i t has not yet been addressed, I woul d ki ndl y l i ke to bring the
probl e m to the forefront.
I cannot imagine that we are the only “lose rs” of this short te rm rental game in Brewster, but maybe I am mi staken. I do fe e l that gi ven that the
town i s now profiti ng from this growing business that steps shoul d be taken to protect those who actuall y l i ve i n the i r home s ye ar round as
opposed to packi ng up the mobile home and he ading to Sweetwater for the summer.
I appre ci ate your consi deration of this matte r and i f i t doe s end up on the age nda I woul d very much like to be i nforme d of the meeti ng time.
Kind regards,
Bonnie Gray
NAV $ (000)Target Allocation RangeActual Allocation % Month FY '21Calendar YTD 1 Year 3 Year 5 Year 10 YearSince InceptionGLOBAL EQUITY40,537,415 34 - 44% 43.6% 1.52 41.04 12.10 45.72 13.67 14.69 10.10 7.38 CORE FIXED INCOME14,350,964 12 - 18% 15.4% 0.48 -2.49 -3.83 -1.70 6.43 4.11 4.77 7.20VALUE ADDED FIXED INCOME *6,518,147 5 - 11% 7.0% 0.58 15.70 3.99 14.57 6.04 6.92 5.38 7.85 PRIVATE EQUITY *12,439,467 11 - 17% 13.4% 0.10 53.32 17.74 40.84 25.68 23.23 20.05 15.70REAL ESTATE *7,626,994 7 - 13% 8.2% 0.70 12.04 6.22 10.35 7.10 7.46 9.62 6.68TIMBERLAND *2,825,357 1 - 7% 3.0% 0.89 5.14 1.83 5.59 2.70 4.58 4.77 7.92PORTFOLIO COMPLETION STRATEGIES *7,927,379 7 - 13% 8.5% 0.87 15.57 7.04 16.60 3.96 5.21 4.41 4.51OVERLAY699,581 0.0% 0.8% 1.35 16.77 4.36 19.23 8.01 7.21 6.23TOTAL CORE92,988,599 100% 100% 0.97 26.21 8.26 26.63 11.31 11.52 9.16 9.620.96 24.45 7.68 25.02 11.17 11.15 8.56 9.98TOTAL CORE BENCHMARK (using private equity and private debt benchmark) 21.10 19.29 6.04 21.41 9.72 10.07 7.69 9.74PARTICIPANTS CASH 35,448 0.01 0.10 0.03 0.12 1.42 1.30 0.73 3.54TEACHERS' AND EMPLOYEES' CASH25,685 0.01 0.10 0.03 0.12 1.39 1.28 0.73 2.39 TOTAL FUND93,049,732 0.96 26.12 8.24 26.54 11.28 11.48 9.13 9.66PENSION RESERVES INVESTMENT TRUST* Certain Value-Added Fixed Income investments, Private Equity, certain Real Estate investments, Timberland, and certain Portfolio Completion Strategy investments are valued only at calendar quarter ends (March 31, June 30, September 30, and December 31).Periods Ending May 31, 2021*RATES OF RETURN (GROSS OF FEES)SUMMARY OF PLAN PERFORMANCEINTERIM BENCHMARK (using private equity and private debt returns) 13
mapension.com | 84 State Street, Suite 250, Boston, MA 02109 | (617) 946-8401
PRIM Board Quarterly Update
First Quarter 2021
PRIM Executive Director and Chief Investor Officer Michael G. Trotsky, CFA provided the following information
to the PRIM Board at its May 26, 2021, meeting:
Executive Director and Chief Investment Officer Report
Markets and PRIT Fund Performance
We are extremely proud to have added $21 billion to the pension fund in a period we will not soon forget, a
period in which so many in the world and in our communities have suffered. Our strong returns represent
both pension security for our beneficiaries and an important gain for the Commonwealth’s finances: the
fund‘s growth of $21 billion in one year is nearly half the size of the entire annual state budget. The carefully
constructed PRIT Fund continues to perform well in both strong periods, like the last year, but more
importantly, in weak markets, too, like we had a year ago with the onset of the COVID-19 pandemic.
The PRIT Fund assets reached $90.1 billion for the quarter ended March 31, 2021, which is an all-time high.
The PRIT Fund gained 30%, net of fees, over the one-year period, an investment gain of $21 billion. Moreover,
the one-year return was more than 4% above the benchmark return, which is an indication that our managers
are doing a very good job. All recent time periods - the 3-, 5-, and 10-year returns -- were all strong and
above the benchmark. Returns during all time periods exceeded the actuarial rate of return requirement of
7.0%.
For the one-year period ended March 31, 2021 on a net basis:
• Global Equities was the best performing sleeve, up 58.5%
• Private Equity achieved one of its highest annual returns in PRIM’s history, up 35.9%
• Value-added fixed income (Emerging Markets Debt, High Yield Bonds, and Bank Loans) was up 17%
• Portfolio Completion Strategies (Hedge Funds, Real Assets) was up 14.1%
• Real Estate was up 9.3%
• The PRIT Fund’s 3-, 5-, and 10-year returns of 9.7%, 10.5%, and 8.5% are all above benchmark returns
and significantly exceed the actuarial return of 7.0%.
Mass PRIM Quarterly Update – Q1 2021
2
Markets are up more than 90% since the March 2020 lows and the economic news is encouraging. Still, we
adhere to our fundamental core beliefs at PRIM: (1) nobody can predict the future, so we do not try, and (2)
nobody can predict the direction of financial markets, so we do not try. Our mission at PRIM is to construct a
portfolio with components that will perform well no matter what the future holds.
Nevertheless, we are keeping the following market themes in mind as we move forward:
1. We have seen evidence in recent months of the start of a sustainable rebound in economic activity
that could last for several years as the new Administration seems intent on utilizing its slim majority
control of Congress to advance its stimulus measures. The stimulus measures may last for many years
and it is possible that the economy and the markets will benefit well into the future.
2. The Department of Treasury and the Federal Reserve Bank seem to be acting as a team and are not
so worried about what they describe as “transitory inflation.” As a result, they will likely keep the Fed
Funds rate low and bond purchases ongoing well beyond the time when inflation stays above 2%.
3. The markets are broadening beyond the growth stocks that drove returns for many quarters. In fact,
value stocks outperformed growth stocks in Developed International Markets this last period. There
is a good chance that the markets will continue to broaden as the recovery takes hold.
4. The main risk to the strength of the markets is that the virus flares up again, causing the economy to
stagger despite the stimulus.
5. There is a risk that supply chain shortages and higher commodity prices will dampen expected
growth.
6. And finally, there is a risk that even though the Fed has pledged not to raise rates, investors will begin
to factor in non-transitory inflation and, worse, much higher interest rates, causing the markets to
decline.
We are confident that the PRIT Fund will perform well in a variety of potential outcomes.
Total PRIT Fund Returns
Annualized Returns as of March 31, 2021 (Gross of Fees)
30.4%
10.2%10.9%
9.0%
25.8%
8.7%9.6%
7.5%
4.6%
1.4%1.3%1.5%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
1 Year 3 Year 5 Year 10 YearReturns
Total Fund Return Total Core Benchmark Value Added
Mass PRIM Quarterly Update – Q1 2021
3
PRIT Asset Class Performance Vs. Benchmark
One Year Ended March 31, 2021 (Gross of Fees)
*Source: BNY Mellon. Totals may not add due to rounding. *Benchmark is actual performance. **Hedge Fund returns are net of fees.
PRIT Fund Periodic Table of Returns
(Gross of Fees) as of March 31, 2021
1 Year 3 Year 5 Year 10 Year
GLOBAL EQUITY
58.9%
PRIVATE EQUITY
24.5%
PRIVATE EQUITY
22.6%
PRIVATE EQUITY
19.9%
PRIVATE EQUITY
37.8%
GLOBAL EQUITY
11.9%
GLOBAL EQUITY
13.7%
GLOBAL EQUITY
9.7%
VALUE-ADDED FIXED
INCOME
17.7%
REAL ESTATE
6.8%
REAL ESTATE
7.1%
REAL ESTATE
9.6%
PCS
14.3%
CORE FIXED INCOME
5.8%
VALUE-ADDED FIXED
INCOME
6.7%
VALUE-ADDED FIXED
INCOME
5.4%
REAL ESTATE
9.8%
VALUE-ADDED FIXED
INCOME
5.0%
PCS
5.0%
CORE FIXED INCOME
4.8%
TIMBER
5.4%
PCS
3.6%
TIMBER
4.3%
TIMBER
4.7%
CORE FIXED INCOME
(1.8%)
TIMBER
2.4%
CORE FIXED INCOME
3.8%
PCS
4.2%
Source: BNY Mellon. Returns as of March 31, 2021 58.9%37.8%17.7%14.3%9.8%5.4%-1.8%56.4%37.8%16.2%19.9%7.9%0.8%-2.6%2.5%0.0%1.5%-5.5%2.0%4.6%0.9%-20.0%
-15.0%
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%
55.0%
60.0%
65.0%
70.0%
Global Equity Private
Equity*
Value Added
Fixed Income
Portfolio
Completion
Strategies
Real Estate Timberland Core Fixed
IncomeReturns
Asset Class Benchmark Value Added
Mass PRIM Quarterly Update – Q1 2021
4
The FUTURE Initiative
In January 2021, “An Act Enabling Partnerships for Growth” was signed into law, which includes a provision
to increase the diversity of PRIM’s investment managers and contractors to at least 20% and increase access
for minorities, women, and disabled investment managers and business partners. Treasurer Goldberg and
her team created the legislation and strongly advocated for its passage. They worked directly with
Representative Chynah Tyler and Senator Paul Feeney, who filed the bill.
The new legislation is an extension of the important diversity and inclusion work PRIM has been doing for
several years during Treasurer Goldberg’s tenure to further increase access for minorities, women, and
people with disabilities. These efforts are focused both internally - on our own staff - and also externally as
we seek diverse investment managers and vendors. The new law sets goals and formalizes procedures and
reporting requirements for investment managers and other vendors.
We believe the FUTURE Initiative is comprehensive and industry leading. The FUTURE Initiative provides a
new and improved pathway for emerging diverse managers to work with PRIM. Specifically, the FUTURE
Initiative targets emerging diverse managers with a short track record and/or small AUM. We believe the
FUTURE Initiative will strengthen PRIM’s leadership position in the industry with regard to diversity and
inclusion practices, and similar to our initiatives and innovations in other important areas of our investment
program, we believe the FUTURE Initiative will position PRIM as a leader in our industry.
We are very proud of our progress over the last several years on our diversity and inclusion efforts, and this
program will make us even stronger. As a reminder, over the last five years, PRIM has successfully increased
the use of diverse managers.
• PRIM is in the top 10 of peer pension plans with assets managed by diverse managers.1 Pensions and
Investments ranked PRIM #6 in the nation as of February. We already outrank many pension funds
that are larger than we are in dollar terms.
• $5.3 billion, or nearly 6% of the PRIT Fund, is allocated to diverse investment managers, up from $1
billion five years ago. This is in an industry where only 1.5% of all managers are diverse.
• $2.4 billion, or approximately 5% of PRIM’s Public Markets portfolio, is managed by diverse
investment managers.
• $1.5 billion, or approximately 20% of PRIM’s Hedge Fund portfolio, is managed by diverse investment
managers.
• $1.4 billion, or approximately 11% of PRIM’s Private Equity portfolio, is managed by diverse
investment managers.
We are proud of our progress to date, but there is so much more to do, and we will keep you posted on our
progress.
1 Pensions and Investments, February 8, 2021
Mass PRIM Quarterly Update – Q1 2021
5
Organizational Updates
PRIM Board
We would like to congratulate Theresa McGoldrick for her recent election victory in which she secured her
seventh 3-year term on the Mass State Employees Retirement System Board. It is through this seat that she
earns a seat on the PRIM Board. Congratulations Theresa.
Promotions and New Hires
We announced changes to the Client Services team shortly after Paul Todisco’s retirement at the end of
March. Francesco Daniele was promoted to Director of Client Services and will report to our CFO, Deb
Coulter. Francesco joined PRIM in December of 2016, with 20 years of experience in finance and
administration. We are fortunate that Paul recruited, hired, trained, and mentored Francesco over the last
four years.
Emily Green was promoted to Senior Client Services Analyst. Emily joined PRIM in 2019 as a Client Services
Analyst and has quickly become a valuable asset to the team.
Recently, Laura Strickland joined PRIM as a Senior Client Services Officer. Laura has 20 years of finance and
client service experience. Most recently, Laura was a Director of Business Development and Relationship
Management at DDJ Capital Management in Boston, where she managed institutional relationships and was
responsible for business development and consultant relations in the Midwest and Northeast United
States. Prior to that, Laura was a Vice President and Relationship Manager at Standish Mellon Asset
Management. She has a Bachelor of Science in Finance and an MBA from DePaul University. We are very
confident that the Client Services team will continue to seamlessly deliver the outstanding service our clients
are used to well into the future. It’s a very strong team.
We also had two additional new hires since the last board meeting. Colleen Nulty joined PRIM as a Corporate
Accountant on the Finance team, reporting to Dan Eckman. Colleen most recently worked as an Accountant
at Education First in Cambridge, MA. Prior to that, Colleen was a Marketing Assistant at Boston
University. Colleen holds a bachelor’s degree in Accounting from Suffolk University and a master’s degree
in Accounting also from Suffolk University.
Mass PRIM Quarterly Update – Q1 2021
6
George Defina joined PRIM as a Senior Investment Officer on the Research team, reporting to Maria
Garrahan. George brings close to 20 years of investment industry experience, including 12 years at Mellon,
Inc. (formerly The Boston Company) as a Senior Quantitative Analyst and Portfolio Manager. Prior to that,
George served as a Quantitative Analyst, Developer, and Manager at Independence Investment Associates.
George has designed, managed, and developed data systems throughout his career, and his expertise will be
valuable to our internal data infrastructure project and other research initiatives. George holds a Bachelor of
Science in Computer Science and Engineering from the University of Connecticut. Welcome to Laura, Colleen
and George – our newest employees.
Project SAVE Update
The spirit of Project SAVE is deeply imbedded in our everyday activities at PRIM. We have more than doubled
the original goal of $100 million in annual cost savings and value enhancing activities and have identified
more than $200 million of Project SAVE activities. At the committee meetings we highlighted the three most
recent SAVE initiatives worth an annual savings of $15 million. We often say that we value a basis point of
cost reduction more than a basis point of returns. The reason is simple; cost savings recur each year and
these savings compound over time, we can control our costs, but we can never predict the markets –
remember our core beliefs.
Three outstanding senior staff members were able to identify these opportunities because of their many
years of relevant experience in the industry; opportunities that were not immediately obvious to any of our
consultants or business partners. Jay Leu and the Real Estate team are working on an enhanced leverage
program that will reduce our borrowing costs by nearly $7 million annually. Andre Clapp and Dave Gurtz
developed an internal crossing program for stock trades throughout the public markets portfolio that will
save approximately $3 million annually in trading costs. They also renegotiated some public market fees that
will result in more than $5 million in annual savings. These are the type of activities that occur every day at
PRIM that nobody necessarily knows about, and it would probably go unnoticed if we didn’t mention it from
time to time. Our objective is to leave no stone unturned, and we are proud of these employees and their
recent findings, but prouder that the entire PRIM team has Project SAVE in our DNA.
PRIM Board Actions
Strategy Group
Portfolio Completion Strategies: Power Pacific China A-Shares Absolute Return Managed Account
The PRIM Board approved an initial allocation of up to $200 million to the Power Pacific China A-Shares
Absolute Return Separately Managed Account, subject to satisfactory contract negotiations. The Strategy
seeks to generate attractive risk-adjusted returns via investing in well-managed Chinese companies with
robust financials and growth potential. Power Pacific Investment Management (“the Manager”) is a
fundamental-based, bottom-up focused, long-term, absolute return investor. The team seeks to invest in
well-managed companies with robust financials and growth potential at a fair price. The Manager has a
disciplined approach of moving to cash when market opportunities are insufficient. Typical time horizon
when selecting stocks is 3-5 years, although the Manager can hold for longer or shorter periods depending
on whether the opportunity is still attractive or not.
Risk: Benchmarking Recommendations
The PRIM Board approved the Benchmarking Recommendations. PRIM staff and Verus Investments, PRIM’s
benchmark consultant, presented benchmark recommendations for Developed International and Emerging
Markets Equities and Private Equity. These recommendations included:
Mass PRIM Quarterly Update – Q1 2021
7
• Utilize a single asset class benchmark for Developed International (MSCI World Ex-U.S. IMI) instead
of a combination of three benchmarks;
• Utilize a single asset class benchmark for Emerging Markets Equities (MSCI Emerging Markets IMI)
instead of a combination of two benchmarks;
• Utilize a single asset class benchmark for non-U.S. equities (MSCI ACWI Ex-U.S. IMI) instead of a
combination of two benchmarks;
• Add a private equity peer universe benchmark in addition to the current benchmark (Russell 3000*
+ 3%) to address the time-period mismatch with the current benchmark.
Public Markets
Other Credit Opportunities: Oaktree Fund-of-One
The PRIM Board approved an initial allocation of up to $250 million to the Oaktree Fund-of-One, as part of
the Other Credit Opportunities (“OCO”) allocation, subject to satisfactory contract negotiations. The Vehicle
will invest alongside two of Oaktree’s funds, Real Estate Debt Fund and European Capital Solutions Fund.
Oaktree will be added to the OCO co-investment program in accordance with the Board-approved PCS and
OCO co-investment guidelines in assessing the opportunities. PRIM has invested in Oaktree’s flagship
distressed fund series since 2004. However, PRIM’s focus has shifted to performing debt strategies through
an "all-weather" approach, which will ensure capital is deployed across market cycles. PRIM and Oaktree
have worked together to identify two specific performing credit strategies that are accretive to PRIT Fund
performance and offer exposure to sectors like real estate debt, where PRIM currently has limited exposure.
Private Equity
Follow-on Investment Recommendation: Hellman & Friedman Capital Partners Fund X, L.P.
The PRIM Board approved a commitment of up to $350 million to Hellman & Friedman Capital Partners Fund
X, L.P. PRIM has invested in seven prior Hellman & Friedman Capital Partners (“H&F”) funds since 1995. H&F’s
senior team has an average tenure of 18 years at the firm. All of H&F’s funds are at or near Cambridge
Associates’ first quartile for fund performance. H&F targets buyouts of large businesses in North America
and Europe in the software, financial services, business & information services, healthcare, internet & media,
energy & industrials, and retail & consumer sectors.
Follow-on Investment Recommendation: TA Associates XIV, L.P. and TA Select Opportunities Fund II, L.P.
The PRIM Board approved commitments of up to $350 million to TA XIV, L.P. and up to $115 million to TA
Select Opportunities Fund II L.P. PRIM has invested in seven prior TA Associates (“TA”) funds since 1997. TA’s
senior team has worked together for over 17 years. With the exception of TA X, all of TA’s funds are in
Cambridge Associates’ first or second quartiles for fund performance. TA targets middle-market growth
companies located in North America, Europe and Asia operating in technology, healthcare, financial services,
consumer and business services sectors.
• TA XIV is a private equity fund being established to continue TA’s successful approach of investing in
middle-market growth companies located in North America, Europe and Asia.
• TA Select Opportunities Fund II is a private equity fund being established to continue the strategy of
investing in a select group of high-performing TA portfolio companies.
Follow-on Investment Recommendation: Providence Strategic Growth Fund V, L.P.
The PRIM Board approved a commitment of up to $175 million to Providence Strategic Growth Fund V, L.P.
PRIM has invested in two prior PSG funds since 2018. PSG V will target private equity investments in growth-
oriented, lower middle-market companies in the software and tech-enabled services industries primarily
located in the United States.
Mass PRIM Quarterly Update – Q1 2021
8
Follow-on Investment Recommendation: Insight Venture Partners XII, L.P., Insight Partners XII Buyout
Annex Fund, L.P., and Insight Partners Fund X Follow-On Fund, L.P.
The PRIM Board approved commitments of up to $150 million to Insight Venture Partners XII, L.P., up to $50
million to Insight Partners XII Buyout Annex Fund, L.P., and up to $75 million to Insight Partners Fund X Follow-
On Fund, L.P. These funds provide the PRIT Fund with an attractive risk/return profile. Insight has a stable
and highly experienced team and a strong and consistent track record.
• Insight Partners is establishing Fund XII to continue Insight’s focus on investing in growth-stage
software, software-enabled services, and internet businesses.
• The Buyout Annex Fund is a vehicle dedicated solely to leveraged buyout investments and will co-
invest alongside Fund XII.
• Insight’s Fund X Follow-On Fund will exclusively make follow-on investments in the existing portfolio
companies of Insight Ventures Partners X, L.P. (“Fund X”), a current investment in PRIM’s private
equity portfolio.
Follow-on Investment Recommendation: Quad-C Partners, X, L.P.
The PRIM Board approved a commitment of up to $175 million to Quad-C Partners X, L.P. PRIM has invested
in five prior Quad-C Management, Inc. (“Quad-C”) funds since 2001. Quad-C’s senior team has an average
tenure of 20 years at the firm. With the exception of Fund VII and Fund VII Co-investment Fund, all of Quad-
C’s funds are either in Cambridge Associates’ first or second quartile for fund performance. Quad-C targets
buyouts of middle-market businesses in the United States in the healthcare, business and consumer services,
transportation and logistics, industrials, and specialty distribution sectors.
Follow-on Investment Recommendation: Thompson Street Fund VI, L.P.
The PRIM Board approved a commitment of up to $150 million to Thompson Street Capital Partners Fund VI,
L.P. PRIM made its first investment with Thompson Street Capital Partners (“Thompson Street”) in 2018.
Thompson Street’s senior team has worked together for an average of 13 years. Thompson Street targets
buyouts of small businesses in the Midwest and Mid-South regions of the United States in the software and
technology services; healthcare and life science services and consumer and business services sectors. The
majority of Thompson Street’s funds are in Cambridge Associates’ first or second quartile for fund
performance.
Follow-on Investment Recommendation: Flagship Pioneering Fund VII, L.P.
The PRIM Board approved a commitment of up to $30 million to Flagship Pioneering Fund VII, L.P. In March
2020, the PRIM Board approved a commitment of up to $25 million to Flagship Pioneering Fund VII, L.P.
(“Fund VII” or “the Fund”). Flagship Pioneering (“Flagship”) is re-opening Fund VII to accept additional Limited
Partner commitments. With this re-opening, Flagship will combine its flagship seed and early-stage fund
series with its later-stage Flagship Special Opportunities (FSO) fund series, expanding Fund VII’s investment
mandate to cover the full lifecycle – creation, development, and growth – of Flagship’s portfolio companies.
PRIM has invested in seven prior Flagship funds since 2004. Flagship makes venture capital investments in
seed, early- and late-stage companies in therapeutics, health technology, and agricultural technology
markets. The majority of Flagship’s funds are in the first or second quartile in venture capital industry peer
performance rankings.
Finance & Administration
PRIM Board Fiscal Year 2022 Budget
The PRIM Board approved the Fiscal Year 2022 Budget. The Fiscal Year (FY) 2022 Operating Budget reflects
the investment management, advisory, and operational costs necessary to implement, measure, and monitor
the approximated $90 billion in investments of the Pension Reserves Investment Trust (PRIT) Fund.
Mass PRIM Quarterly Update – Q1 2021
9
The projected FY 2022 budget of $474 million is 52.7 basis points (bps) of projected average PRIT Fund assets
($90 billion), a $42.5 million, or 9.8%, budget increase from the prior year. As is our custom, budgeted
expenses for FY 2022 are conservative and foresee continued asset growth. Actual expenses incurred may
vary because most expenses are a function of asset levels and investment performance is not predictable.
Investment Management Fees and Third-Party Service Providers comprise $453.3 million, or 95.6%, of the
projected total budget. Investment Management Fees increased by $37.5 million, or 9.5%, due primarily to a
projected growth in assets. Projected costs for Third-Party Service Providers increase by $3.2 million, or
16.7%, mainly due to support of new initiatives and asset growth within Managed Account Platforms.
Operations comprise $20.7 million, or 4.4%, of the total budget.
Request for Proposals (RFP) for Proxy Voting Services
The PRIM Board approved the issuance of a Proxy Voting Services RFP. The current contract for proxy voting
services expires on December 31, 2021.
2021 PRIM Investor Conference
On Wednesday June 9, 2021, PRIM hosted the 2021 PRIM Investor Conference. Our Keynote Speaker was
Noubar Afeyan, Founder and CEO of Flagship Pioneering, one of PRIM’s very highest performing Private
Equity managers. He is also the Chairman and Co-Founder of Moderna. Moderna was among the very first
companies to discover and produce a COVID-19 vaccine, the vaccine utilized the groundbreaking mRNA
technology. Flagship Pioneering and Noubar created the company from before it even had a name, and
PRIM was one of only 12 initial investors in the company. We are very happy that we were among the first
to fund Moderna with enabling capital through Flagship Pioneering. The Moderna investment is very
gratifying from both a public health and an investment standpoint. Moderna and Flagship have been
among the highest returning investments in PRIM’s history.
The Client Services team -- Francesco Daniele, Laura Strickland and Emily Green – will continue to meet with
the retirement boards of PRIM’s member retirement systems throughout the year. To schedule a visit, please
contact Francesco at fdaniele@mapension.com, Laura at lstrickland@mapension.com, Emily at
egreen@mapension.com, or call 617-946-8401. We look forward to seeing you soon.
Archive d: Friday, July 9, 2021 4:33:13 PM
From: Donna Kalinick
Se nt: Mon, 28 Jun 2021 08:35:33
To: wlsnfmly@verizon.net
Cc: townadmin; Cynthia Bingham
Subje ct: RE: Reopening Town Departments
Se ns itivity: Normal
Hi Judi , Hope you are well. Mr. Lombardi is out of the of fice this week. We appreciate ci tizen feedback about town services. Since the pandemic be gan, the
Town has e nde avored to do its’ best to provide the highe st l e vel of se rvi ce s, information and safety for both employe e s and re si de nts.
Whi l e most of the othe r Cape Town halls remained closed throughout the enti re state of e me rgency, the Brewster Town of fices were open to the publ i c two
days a week al l last summe r and fal l , only closing for a bri e f pe riod i n the wi nter whe n the second surge hit, then re-ope ni ng i n March. We pl an on movi ng to
3 days a week afte r the July 4th hol i day. We have ke pt the mask orde r i n place unti l that date as well i n order to be certain that both the general publ i c and
our employe e s have reached the ful l vaccination status.
As you know, opportuni ties for municipal government to ex amine how they delive r se rvi ce s do not come often, but the pande mi c has al l owed us to do just
that. We wi l l re -evaluate over the summer the best way to move forward i n the long te rm as a muni ci pal government. In the meantime, we are and have
re sponde d to al l re si de nt needs, and I feel gone above and be yond to e nsure those ne e ds are met.
We wi l l include your emai l in the next Select Board publ i c packet and conti nue to solicit re si de nt feedback in our deci si on making proce ss. Best, Donna
Donna J. Kalinick
Assi stant Town Admi ni strator,
Community Deve l opme nt & Fi nance
Procurement Officer
Town of Brewster
508-896-3701 X1130
Effe ctive March 9, 2021, unti l further notice:
Base d on curre nt state guidance and public health data, Brewster Town Offi ce s are ope n to the public on Tuesdays and Thursdays duri ng regul ar business
hours. Re si de nts and visitors are urged to continue to acce ss town se rvi ce s re motely if possible. Beach and Recycle pe rmits wi l l not be sol d in pe rson during
the 2021 se ason. Phone messages and email communications will continue to be answere d promptly dai l y. Thank you for your unde rstanding and
cooperati on. For the latest updates on Town services, pl e ase visit www.brewster-ma.gov
From: Mary Chaffee <mchaffee@brewster-ma.gov>
Sent: Saturday, June 26, 2021 5:22 PM
To: Donna Kalinick <dkal i ni ck@brewster-ma.gov>; Susan Broderi ck <sbrode rick@bre wste r-ma.gov>
Cc: Cynthi a Bi ngham <cbi ngham@brewster-ma.gov>
Subject: FW: Reopening Town Departments
Donna, Sue-
Am forwardi ng this comme nt si nce you weren’t copi e d.
Best,
Mary
____________
Mary Chaffee
Bre wste r Select Board
Town of Brewster
2198 Main Street
Bre wste r, MA 02631
From: The Wils on Family <wls nfmly@verizon.net>
Reply-To: The Wils on Family <wls nfmly@verizon.net>
Date: Saturday, June 26, 2021 at 11:26 AM
To: Cindy Bingham <cbingham@brewster-ma.gov>, "cwhitney@brews ter-ma.gov" <cwhitney@brews ter-ma.gov>, Ned C hatelain
<nchatelain@brews ter-ma.gov>, Mary Chaffee <mchaffee@brews ter-ma.gov>, Kari Hoffmann <khoffmann@brews ter-ma.g ov>, Peter Lombardi
<plombardi@brews ter-ma.gov>
Subject: Reopening Town Departments
Dear Members of the Brews ter Select Board and Town A dmin is trato r, Peter Lo mb ardi.
I am reaching o ut to inquire why town offices are s till n ot fully o pen to th e p ub lic? I am a lo ng time Brews ter res ident who works for a n eig hb oring mun icipality an d and I feel that it is
time for ou r Brews ter town offices to be fully open to the pu blic. I u nd ers tand th at employ ees are s till working, but it is not the s ame as to wn o ffices being fu lly op en to the public.
Pub lic employ ees , and government entities in general, are un der a micro s cop e o f p ub lic s crutiny in our culture right now, and the n eed to be res po ns ive to tho s e we s erve has never
b een mo re imp ortant. I believe the Town of Brews ter s ho uld be follo wing th e s tate gu id elines and open fully to the public. We o we that to taxp ayers . Ou r local b us ines s es are open -
b anks , p os t offices , res taurants , grocery s tores , hair s alon s , etc. The Commo nwealth is n o longer under a s tate of emergency, and while I fu lly s up po rt s afety meas ures of mas ks ,
s o cial d is tan cin g, and plexiglas s s hields as needed, there is n o reas on to co ntinu e to imp os e limits on the acces s the public has to the go vern men t we s u pp ort. It s imply is n't helpful in
th e co urt of pu blic opinion, which we all rely on as pub lic s erv ants . I h op e th at if p lan s aren't already underway, they will be s oon to fu lly op en ou r to wn o ffices .
Th ank yo u,
Jud i W ils o n
68 Yankee Drive