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Select Board Meeting Packet - 09.13.21
Weekly Count of New COVID-19 Infections: March 8, 2020 – September 4, 2021 0 5 10 15 20 25 30 35 40 45 50 55 3/15-3/213/22-3/283/29-4/44/5-4/114/12-4/184/19-4/254/26-5/25/3-5/95/10-5/165/17-5/235/24-5/305/31-6/66/7-6/136/14-6/206/21-6/276/28-7/47/5-7/117/12-7/187/19-7/257/26-8/18/2-8/88/9-8/158/16-8/228/23-8/298/30-9/59/6-9/129/13-9/199/20-9/269/27-10/310/4-10/1010/11-10/1710/18-10/2410/25-10/3111/1-11/711/8-11/1411/15-11/2111/22-11/2811/29-12/512/6-12/1212/13-12/1912/20-12/2612/27-1/21/3-1/91/10-1/161/17-1/231/24-1/301/31-2/62/7-2/132/14-2/202/21-2/272/28-3/63/7-3/133/14-3/203/21-3/273/28-4/34/4-4/104/11-4/174/18-4/244/25-5/15/2-5/85/9-5/155/16-5/225/23-5/295/30-6/56/6-6/126/13-6/196/20-6/266/27-7/37/4-7/107/11-7/177/18-7/247/25-7/318/1-8/78/8-8/148/15-8/218/22-8/288/29-9/45 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 2425 53 24 20 8 8 5 1113 21 32 21 25 12 6 7 3 3 1 0 1 0 0 0 0 2 3 5 9 14 7 9 1214 0 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 0 0 1 0 0 0 0 0 0 New Brewster COVID-19 Cases Resident (528 Total)Long Term Care (111 Total staff & patients) Ages of Brewster Residents with Active COVID-19 Infections 0-9 years (2) 17% 10-19 years (1) 8% 20-29 years (1) 8% 30-39 years (2) 17% 40-49 years (0) 0% 50-59 years (2) 17% 60-69 years (3) 25% 70-79 years (1) 8% 80+ years (0) 0% 0-9 years (2) 10-19 years (1) 20-29 years (1) 30-39 years (2) 40-49 years (0) 50-59 years (2) 60-69 years (3) 70-79 years (1) 80+ years (0) August 22 – August 28 % COVID Infections in Age Groups % COVID Infections in Age Groups 0-9 years (1) 7% 10-19 years (0) 0% 20-29 years (2) 14% 30-39 years (4) 29% 40-49 years (0) 0% 50-59 years (1) 7% 60-69 years (5) 36% 70-79 years (1) 7% 80+ years (0) 0%0-9 years (1) 10-19 years (0) 20-29 years (2) 30-39 years (4) 40-49 years (0) 50-59 years (1) 60-69 years (5) 70-79 years (1) 80+ years (0) August 29– September 4 BREWSTER RESIDENT VACCINATION TOTALS DATA AS OF 9/02/2021 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%241 65%3%208 56%3%33 9%5% Brewster 16-19 Years 367 4%271 74%4%238 65%3%33 9%5% Brewster 20-29 Years 681 7%582 86%8%519 76%7%63 9%10% Brewster 30-49 Years 1,444 15%1,292 90%17%1,146 79%16%146 10%23% Brewster 50-64 Years 2,323 23%1,913 82%25%1,788 77%26%125 5%19% Brewster 65-74 Years 2,349 24%1,909 81%25%1,782 76%26%127 5%20% Brewster 75+ Years 1,592 16%1,397 88%18%1,276 80%18%121 8%19% Brewster Total 9,926 100%7,605 77%100%6,957 70%100%648 7%100% * = total < 30 individuals ______________________ Vaira Harik, M.S. Deputy Director Barnstable County Dept. of Human Services Cell: 520-271-6314 Email: vharik@barnstablecounty.org Implementation of DESE Mask Requirement August 25, 2021 At the special meeting of the Board of Elementary and Secondary Education (Board) on August 24, 2021, the Board voted to declare “exigent circumstances” pursuant to the Student Learning Time (SLT) regulations, 603 CMR 27.08 (1), and authorized the Commissioner of Elementary and Secondary Education to require masks for public school students (age 5 and above) and staff in all grades through at least October 1, 2021. The mask requirement is an important additional measure to keep students safe in school at this time.1 Consistent with the authority provided by the Board, and after consulting with medical experts and state health officials, the Commissioner is implementing the following requirements:2 • Effective immediately, public school students (age 5 and above) and staff in all grades are required to wear masks indoors in schools, except as noted below. Masks are not required when outdoors. All visitors are also expected to wear a mask in school buildings. • The mask requirement will be in place until at least October 1, 2021. The Commissioner will revisit the requirement in the near future to revise it as warranted by public health data. • Masks should cover an individual’s nose and mouth. For more information about appropriate mask use, please see: https://www.cdc.gov/coronavirus/2019- ncov/downloads/cloth-face-covering.pdf. • It is strongly recommended that students younger than age 5 also wear a mask in school. • Students and staff who cannot wear a mask for medical reasons, and students who cannot wear a mask for behavioral reasons, are exempted from the requirement. Face shields may be an option for students with medical or behavioral needs who are unable to wear masks or face coverings. Transparent masks may be the best option for both teachers and students in classes for deaf and hard of hearing students. • The mask requirement applies when students and staff are indoors at school, except when eating, drinking, or during mask breaks. 1 The mask requirement is an exercise of the Board’s responsibility to ensure students attend classes in a safe environment. G.L. c. 69, § 1B. It is also an exercise of the Board’s authority to set policies relative to children’s education, including ensuring that students receive the required amount of structured learning time through in- person instruction. G.L. c. 69, §§ 1, 1B, 1G; G.L. c. 71, §§ 1 & 4A; 603 CMR 27.08. 2 This requirement applies to all public schools, including charter schools, vocational technical schools, and educational collaboratives. It also applies to approved private special education schools. 2 • Mask breaks may occur throughout the day. If feasible, breaks should occur when the windows are open or students are outdoors. As a reminder, meals and outdoor recess provide built-in mask breaks for students and staff. • Masks may also be removed indoors when necessary to participate in elective classes, such as the use of wind instruments in band. When traditional masks cannot be worn, districts should consider additional mitigations, such as the use of instrument masks (masks with a slit or hole cut for the mouthpiece) or bell covers, along with physical distancing or outdoor classes as feasible. • Masks are required for any sports-related activity for student-athletes and coaches when indoors, in alignment with guidance provided by the Massachusetts Interscholastic Athletic Association (MIAA). • Masks should be provided by the student/family, but disposable masks should be made available by the school for students who need them. • By federal public health order, all students and staff are required to wear a mask on school buses. • Whether and when a student should be disciplined for failure to wear a mask is a local decision, guided by the district’s student discipline policy and the particular facts. Districts should consult with their legal counsel to address these matters. Districts should provide written notice to students and families about expectations and potential consequences, and are encouraged to use a progressive discipline approach. The mask requirement includes an exemption for students who cannot wear a mask due to medical conditions or behavioral needs. Further, some students with disabilities may need additional supports to wear masks and may need to be accommodated. Districts are encouraged to consider and implement alternatives before resorting to disciplinary exclusion. Keeping students connected with school is especially important this fall, as students return to school after a challenging school year. • As provided by the Student Learning Time regulations, each district must submit a plan confirming that their health and safety procedures are consistent with the mask requirement. The Department of Elementary and Secondary Education (DESE) will provide districts with a survey link on August 27, 2021, through which they can confirm they are implementing a mask requirement. Submission of the survey response will be required no later than Friday, September 3, 2021, and will satisfy the plan requirement. After October 1, 2021, if a school demonstrates a vaccination rate of 80% or more of students and staff in the school, then vaccinated individuals in that school would no longer be subject to the DESE mask requirement. DESE will provide additional information to districts in the coming weeks in preparation for the October 1 date, including how to demonstrate the 80% vaccination rate threshold. Brewster Select Board Meeting of September 13, 2021 Consent Calendar Items 1 8 Consent Agenda Meeting Minutes from Regular Sessions: June 2, 2021, August 9, 2021, and August 23, 2021 ADMINISTRATIVE RECOMMENDATION We recommend the Board approve the meeting minutes. Request for Permit Fee Waivers; Electrical Permits for Serenity of Brewster Phase 2 Renovations; Brattan Industries and Gas & Electrical Permits for Brewster Woods; Gray Co. In accordance with the revised Select Board Fee Waiver Policy #5, these construction projects are related to affordable housing and shall be exempt from all applicable licensing and permit fees. Any inspection fees are required to be paid. The total fees for all units and common areas at Brewster Woods to be completed by Gray Co. is equal to $4,820.00. The total electrical permit fee for the 27 affordable units at Serenity Apartments to be completed by Brattan Industries, Inc. is $6,750.00. ADMINISTRATIVE RECOMMENDATION We recommend the Board vote to approve both the fee waiver requests. Acceptance of Gift to the Natural Resources Department Kimberley Pearson has excess materials from a beach project that she would like to donate to the Natural Resources Department. The materials include snow fencing and stakes are similar to fencing used at Town beaches. ADMINISTRATIVE RECOMMENDATION We recommend that the Board approves this donation request on behalf of the Natural Resources Department. Appointments and re-appointments: Brewster Police Department, Council on Aging, Golf Commission and Old Kings Highway Historic District Committee Probationary Police Officer and “Keeper of the Lockup” Tyler M. Dow, effective September 20, 2021, until September 19, 2022. Council on Aging Board member, Janet Stolzer, 3-year term ending June 30, 2024. Golf Commission member Rob David, 3-year term ending June 30, 2024. Old Kings Highway Historic District Committee, Tom Turketta, 1-year builder term ending June 30, 2021. ADMINISTRATIVE RECOMMENDATION We recommend that the Board approve these appointments. Facility Use Approval of Drummer Boy Park; Two Wedding Ceremonies Wedding ceremony on Saturday September 18, 2021, at 3:30pm. Use includes fields for parking, gazebo and electricity for ceremony. Expected number of guests is 180. Event has been reviewed by Department heads for feedback. Brewster Select Board Meeting of September 13, 2021 Consent Calendar Items 2 Wedding ceremony on Saturday September 25, 2021, at 3:00pm. Use includes the gazebo and electricity for ceremony. Expected number of guests is 40. Event has been reviewed by Department heads for feedback. Feedback for these events include: No vehicles should be left at Drummer Boy Park after the event. No alcohol on premises and no driving over paved pathways. ADMINISTRATIVE RECOMMENDATION We recommend that the Board approves the use of Drummer Boy Park. Facility Use Application, Community Service Beach Clean Up Willie’s Superbrew is organizing local volunteers to clean Brewster beaches on Saturday, September 18, 2021. We have coordinated this beach cleanup with the Natural Resources Department and all volunteers will be submitting a liability waiver. If trash does not fit in onsite receptacles, volunteers will carry out and dispose of privately. ADMINISTRATIVE RECOMMENDATION We recommend that the Board approves this request. One Day Liquor License Applications; Brewster Chamber of Commerce, Brewster Sportsman’s Club and Chatham Bars Inn Farm Brewster Chamber of Commerce is hosting two (2) member networking events on Thursday September 16, 2021, at the Lemon Tree Village from 530pm-7pm and on Thursday October 14, 2021, at Allard Farm from 530pm-7pm. The request is to serve beer and wine to about 40 guests at each event. Brewster Sportsman Club is hosting a guest speaker at their club on Sunday September 19, 2021, from 2pm-6pm. The request is to serve beer, wine, and liquor to an anticipated 80 guests. Chatham Bars Inn Farm is hosting a private farm to table dinner for CBI guests on Thursday September 23, 2021, at 3038 Main Street from 5pm – 9pm for 40 people. The request is to serve beer, wine, and liquor to the guests. Chatham Bars Inn has received a Special Permit Event License from the Planning Board. ADMINISTRATIVE RECOMMENDATION We recommend that the Board approve these one-day liquor license applications. Special Event Application, One-Day Liquor & One- Day Entertainment License; Camp Mitton Camp Mitton located at 46 Featherbed Lane, Brewster has submitted applications to host a wedding weekend at their location. The dates of the event are September 17 – September 19, 2021. They expect a maximum number of guests at 80, with a total number of vehicles of 20. Guests will be spending the night on both Friday and Saturday night. Beer and wine will be provided by the bride & groom and will be served between 2pm -10pm. Entertainment will consist of amplified music, ending by 10pm. Event has been reviewed by Department heads for feedback. Feedback on these applications: Camp Mitton is not zoned for this use and if they are going to continue to do events next year, they should apply to the Zoning Board of Appeals for a Special Event License that covers over 5 events. Advertising on the website Brewster Select Board Meeting of September 13, 2021 Consent Calendar Items 3 (crossroadsma.org) is that Camp Mitton is a wedding and event location and therefore should go through the proper zoning mechanism for this use. ADMINISTRATIVE RECOMMENDATION We recommend that the Board approve the Special Event application, One-day Liquor License and One-Day Entertainment License contingent upon completion of required permits and inspections through Board of Health (food service permit) and Building Department (Certificate of Inspection and tent application) and positive results of fingerprint testing through the Police Department. One-Day Entertainment License; POAH Communities/ Kings Landing POAH Communities/Kings Landing will be hosting an event at 1200 State Street on Tuesday September 14, 2021, from 3pm – 4:30pm. Entertainment will be Caribbean themed music with steel drums and an electronic keyboard. ADMINISTRATIVE RECOMMENDATION We recommend that the Board approves this request. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 www.brewster-ma.gov BoS 06-02-2021 Page 1 of 2 Office of: Select Board Town Administrator MINUTES OF THE SELECT BOARD JOINT MEETING WITH BOARD OF HEALTH MINUTES DATE: June 2, 2021 TIME: 7:00 PM PLACE: Remote Teleconference ALL PARTICIPANTS ARE PARTICIPATING REMOTELY:Chair Bingham, Selectperson Whitney, Selectperson Chatelain, Selectperson Chaffee, Selectperson Hoffmann, Town Administrator Peter Lombardi, Health Director Amy von Hone, Board of Health Vice Chair Penny Holeman, Board of Health member, Jeannie Kampas, Board of Health member Annette Graczewski, Board of Health member Kimberley Crocker Pearson, Tammie Mason, Jay Packett, Sean Sullivan Call to Order & Declaration of a Quorum, Meeting Participation Statement and Recording Statement Board of Health Chair Holeman called the Board of Health meeting to order a little after 7pm, read the meeting participation and recoding statements and completed roll call. Chair Bingham called the Select Board meeting to order, a quorum was declared. Discuss and Vote on Freeman’s Grill and Pavilion’s request for exemption from Town Building Face Mask Requirement Mr. Lombardi stated that the State mask mandate was rescinded this past weekend, transitioned to a mask advisory for unvaccinated residents and left it up to individual employers on how to handle that going forward. Last Monday there was a joint vote to extend the mask requirement through July 5th in all Town buildings. Mr. Lombardi noted that over the weekend, the Town received multiple email requests from residents and members of Captains Golf Course regarding the impact of the decision on Freemans Grill & Pavilion, seeking an exemption for this business from the requirement. The Town has a lease agreement with Sean Sullivan to own and operate a restaurant in this space. Mr. Lombardi reminded the Boards that he is a private employer and doesn’t have any Town employees. So, for the reasons outlined in the emails that were provided to both Boards and given the fact that all employees that work for Mr. Sullivan are in support of this exemption, the Select Board recommends that the request be looked on favorably. Selectperson Hoffman stated that she was in support of this exemption being granted Selectperson Chaffee also stated that she was supportive of this exemption begin granted. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 www.brewster-ma.gov BoS 06-02-2021 Page 2 of 2 Office of: Select Board Town Administrator Board of Health Vice Chair Holeman directed a question to Amy von Hone if Town’s employees are in a separate space from the restaurant. Amy von Hone asked Mr. Packett for information on how often his employees frequent this area. Mr. Packett stated that at the Pro Shop, masks are still required, if any Town employee must go into that area, they would be required to wear a mask. Mr. Packett feels strongly in Mr. Sullivan’s favor that guests of the restaurant should not have to wear a mask. Board of Health member Kimberley Crocker Pearson moved to exempt Freeman’s Grill from the Town mask mandate. Board of Health member Jeannie Kampas second. A roll call vote was taken. Annette Graczewski – yes, Jeannie Kampas-yes, Kimberley Crocker Pearson-yes, Vice Chair Penny Holeman-yes. The Board of Health vote was 4-Yes, 0-No. Selectperson Whitney moved to exempt Freeman’s Grill & Pavilion from the Town of Brewster mask mandate. Selectperson Chatelain second. A roll call vote was taken. Selectperson Whitney– yes, Selectperson Chatelain-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Chair Bingham-yes. The Board vote was 5-Yes, 0-No. Sean Sullivan, owner of Freemans Grill thanked both Boards for allowing the exemption and thanked the Health Department for all the guidance over the last year. Adjournment Selectperson Chaffee moved to adjourn the meeting at 7:15pm, Selectperson Chatelain second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Chatelain-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-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: Citizen emails Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 08-09-2021 www.brewster-ma.gov Page 1 of 13 Office of: Select Board Town Administrator MINUTES OF THE SELECT BOARD REGULAR SESSION MINUTES DATE: August 9, 2021 TIME: 6:00 PM PLACE: Remote Teleconference REMOTE PARTICIPANTS: Chair Bingham, Selectperson Whitney, Selectperson Chaffee, Selectperson Hoffmann, Town Administrator Peter Lombardi, Human Resources Director Susan Broderick, Assistant Town Administrator Donna Kalinick, Sandy Stapczynski, Hal Minis. Call to Order & Declaration of a Quorum, Meeting Participation Statement and Recording Statement Chair Bingham called the meeting to order at 6:00pm. A quorum was declared, all Select Board members present were announced, Chair Bingham 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 No reports Town Administrator’s Report Mr. Lombardi addressed the board and provided the following updates: Covid, unfortunately a lot has happened in the last couple of weeks: The CDC amended their mask recommendations on July 27, as a result in part from the Provincetown cluster and a number of breakthrough cases related to the Delta variant. Detailed information is included in the packet relative to the new guidance. o In breakthrough cases for fully vaccinated individuals, they generally have mild symptoms and low hospitalization rates; this points to the vaccine being effective. Those vaccinated who do get sick can transmit the virus and have similar viral loads to those who aren’t vaccinated. The State issued a new mask advisory on July 30 that recommends that if you are unvaccinated, or if you or someone in your household has a weakened immune system or is at increased risk for disease due to age or underlying medical conditions, to wear a mask. o The State is strongly recommending, not requiring, all elementary school kids (up to grade 6) to wear masks inside, not required for vaccinated children over the age of 12. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 08-09-2021 www.brewster-ma.gov Page 2 of 13 Office of: Select Board Town Administrator County data and analysis has shown a significate increase, regionally in the past several weeks, when compared to last summer’s mini surge after the 4th of July Holiday. Significantly higher than it was then, and at this point recommending revisiting mask policies indoors. The County actually changed their policies and procedures in the past week as well. In terms of Brewster positive cases, we have seen an increase over the past few weeks to April 2021 rates, we had basically had no new cases from mid-May to mid-July. o 19 new positives in the past 2 weeks o Same as two weeks ago, about half of new cases are residents who are fully vaccinated Based on these latest developments, we are anticipating amending our local guidance this week to strongly advise both visitors and staff regardless of vaccination status to wear masks indoors, this is a change from last week’s communication to employees. Other Cape towns have taken action along these lines, and some are requiring masks at this point. Committees may still meet in hybrid format as long as social distancing is followed. Dog Park Site work started today, after many years and a lot of hard work by a lot of people. The Department of Public Works is overseeing project coordination and administration. Project schedule received from the contractor is anticipated to take 3 months to complete. Eversource Right of Way (ROW) Herbicide Application We are aware that our residents have recently been notified by Eversource that they plan to apply herbicides along utility Right of Way this year, the first time in 5+ years due in large part to the Town’s actions on this issue. The Town filed formal litigation against the State agency, MDAR, in July. We have been in touch with Special Counsel as we may be looking at filing injunctions against both the State agency and Eversource to prevent the application of herbicides. We attempted to make contact with Eversource’s regional vegetation management plan manger who has talked to Brewster Conservation Trust and other individual residents to express our concerns. Donna Kalinick reported on the next two topics: Swap Shop Official reopening date is Friday, August 20th, and then will be open on Friday, Saturday and Sundays from 10am – 2pm. We are taking the opportunity to make a few changes to the location. o Entrance that has been off Run Hill Rd will no longer be used, entrance will be through the gatehouse with either a recycle permit or proof of residency. o Brewster resident only, this is in line with surrounding towns. Anticipate high volume in the first month. Limited to 6 patrons at a time with a 30 min max; we have increased the number of volunteers per shift. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 08-09-2021 www.brewster-ma.gov Page 3 of 13 Office of: Select Board Town Administrator We request the limit of trips to the swap shop to once per day and not to bring everything in at one time. Department of Public Works has been great with planning on the reopening and will be on site for opening day. Ms. Kalinick reminded us that the single use commercial water ban goes into effect on September 1, 2021. Information will be provided to residents and business owners again prior to this date as a reminder to all. Ms. Kalinick reviewed the Brewster Affordable Housing Trust memo that is in the packet. The Trust requests a joint meeting with the Select Board on September 9, 2021, that requires a vote on the Request for Proposal (RFP) for the Millstone Road Community Housing initiative, which will be reviewed by legal counsel prior to the meeting. Once approved, the Trust will issue an RFP and responses will be due at the end of October or beginning of November. Selectperson Chaffee commented that a question came up at the Recycling Commission meeting, if cases of single use bottles can be sold, the answer is no, and the Recycling Commission will include this in their information to be sent out. Chair Bingham asked if a business wants to give the water away, is that okay? Ms. Kalinick noted that this bylaw was brought via a citizen petition and there is nothing in the language that addresses giving bottled water away. Adding that in the letter that will be sent out by the Recycling Commission, they will encourage businesses to understand the intent of the bylaw is no more single use water bottles. It is not expressly written within the bylaw that they can’t be handed out. Consent Agenda Approval of Regular Session Meeting Minutes: July 26, 2021 Update Select Board Policy #40 re. Recycling Center One-Day Liquor License & Entertainment Licenses; Chatham Bars Inn Farm One-Day Liquor & One-Day Entertainment Licenses and Special Event Permits; Halcyon Farm One-Day Liquor License; Brewster Conservation Trust Selectperson Chaffee moved the consent agenda as presented. Selectperson Chatelain 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. Discuss and Vote on Intermunicipal Agreement with Barnstable County to Provide Informational Technology Project Support Services Mr. Lombardi stated that as part of our ongoing Office 365 conversion and migration, Kathy Lambert is looking to migrate some or all electronic files to SharePoint, this is a platform included in our license with Office 365. Also, looking to shift some departmental phone services to Microsoft Teams. Mr. Lombardi stated that the intermunicipal agreement is intended to access Barnstable County IT services on a pay as you go Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 08-09-2021 www.brewster-ma.gov Page 4 of 13 Office of: Select Board Town Administrator basis. The Barnstable County IT has expertise and capacity to provide Kathy Lambert with consulting services for these projects. Noting that the pay as you go has a not to exceed number that is well beyond what we anticipate spending. Mr. Lombardi pointed out that there is funding for these services included in the IT Capital appropriations for this conversion project. Selectperson Chaffee specified that because she is an elected official serving within both entities that are most likely parties to this contract she will be abstaining from discussion and voting. Selectperson Hoffmann asked what the term of the contract will be and if we have to use all of the services within a specific time? Peter Lombardi answered that there is not a specified time frame, but the expectation is that it would be completed in the next several months. Selectperson Chatelain moved to approve the Intermunicipal agreement with Barnstable County for Information Technology Project Support Services. Selectperson Whitney second. A roll call vote was taken. Selectperson Whitney -yes, Selectperson Hoffmann-yes, Selectperson Chatelain-yes, Selectperson Chaffee- abstain, Chair Bingham-yes. The Board vote was 4-Yes, 0-No, 1- Abstain. Status Update on Potential Acquisition of Cape Cod Sea Camps Properties & August 17 Public Forum Peter Lombardi reminded everyone that the Town is hosting a public forum about the potential Town acquisition of the two Cape Cod Sea Camps properties, on Tuesday August 17, 2021, at 6pm. The zoom log in details are posted on the website. Mr. Lombardi continued; the purpose of the forum is to provide residents with more information on the potential acquisitions in advance of the Special Town meeting in late September. The information will include more details on both properties and the facilities on the properties. The Select Board will talk about possible partnerships that may be available, as well as opportunities for future public access and uses. Mr. Lombardi noted that depending on the status of negotiations next Tuesday, we hope to share out details on acquisition costs, financing, and tax rate impacts, as we recognize residents have a lot of questions on this front and understandably so. The format of the forum will be a presentation given by Select Board and Town Administration, followed by resident comments and questions. The anticipated duration is 2 hours and will be lived streamed and live broadcast on Channel 18. Adding that the recording will be available on Channel 18 and a link will be available on the Town website. Mr. Lombardi mentioned that a new standalone website has been created; there is a tab on the Town website homepage that will direct visitors to the new page, this is located on the right-hand side. Mr. Lombardi noted as referenced at the announcement two weeks ago, the Select Board, in laying out the Town’s approach to the potential acquisitions have been very informed by resident feedback about community goals and priorities through a host of recent strategic planning processes, including the Vision Plan, Open Space Recreation Plan, Coastal Resource Management Plan, and Housing Production Plan. Last week we posted on both the Town homepage and subpage regarding what the Town sees as alignment of these potential acquisitions with all of this input we have received. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 08-09-2021 www.brewster-ma.gov Page 5 of 13 Office of: Select Board Town Administrator Chair Bingham mentioned that we expect a large audience for the public forum, and if possible, multiple people from the same household should watch on the same link so that we can have as many as possible join the Zoom presentation. Peter Lombardi added that our zoom license allows up to 500 total viewers, for those who want to make a specific comment or question, logging in via zoom is encouraged, if you are there to hear the dialogue and understand more information the Town is sharing, you may want to livestream or watch on Channel 18. Selectperson Chaffee added that this will not be the only opportunity to ask questions, there will be other opportunities that the Select Board will be available to answer questions. Discuss and Vote to Call Special Town Meeting on Saturday September 25 Regarding Potential Acquisition of Cape Cod Sea Camps Properties Peter Lombardi stated that after the announcement two weeks ago, there have been a series of internal meetings, communication with the school for use of field, as well as Brewster Baptist Church for availability. We are recommending the Special Town Meeting specifically for the potential Cape Cod Sea Camps acquisition be held on Saturday September 25th at 10am, outdoors, with check in to being at 9am. The overall layout, protocols and approach would be consistent with recent meetings at this site. Mr. Lombardi stated that we don’t anticipate much in the way of change from what we have been accustomed to. Adding that we don’t plan on renting a tent, based on duration and costs. The rain date is planned for the following day, Sunday September 26th at 1pm with a check in time of 12pm. Selectperson Chaffee moved to hold Brewster Special Town Meeting on Saturday September 25, 2021, at 10am to consider the acquisition of the Cape Cod Sea Camps. Selectperson Chatelain 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. Vote to Open, Discuss and Close Draft Warrant for September Special Town Meeting Selectperson Chaffee moved to open the warrant for Special Town meeting. 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. Peter Lombardi referenced a preliminary draft warrant that was prepared by Town Counsel with initial input, there are two warrant articles planned. One is to take up consideration of acquisition of each of the Sea Camps parcels, the 55 acres on the Bay and the other, the 66 acres on Long Pond. Mr. Lombardi added that working with both Town Counsel and Bond Counsel for these matters, a lot of the language is required by statute, there maybe one or two policy decision points along the way which we will be discussing at a Select Board meeting later on in August. Selectperson Chaffee moved to close the draft warrant. Selectperson Chatelain second. A roll call vote was taken. Selectperson Chatelain -yes, Selectperson Chaffee-yes, Selectperson Hoffmann-yes, Selectperson Whitney-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 BoS 08-09-2021 www.brewster-ma.gov Page 6 of 13 Office of: Select Board Town Administrator Discuss and Vote to Hold Special Election on Tuesday October 5 Peter Lombardi stated that now that we set the Special Town meeting for September 25, 2021, we are recommending that the Town hold a local election for the two debt exclusion questions related to the potential Town acquisition for the Cape Cod Sea Camps properties on Tuesday October 5, 2021, from 7am – 8pm at the Brewster Baptist Church. Noting that at the State level, there was recent approval that extended mail-in voting legislation in which residents will once again have the option to cast their ballots by mail. Mr. Lombardi noted that we had over 3,100 residents that when given the option to receive mail-in ballots for Town elections this year, opted in. Those residents will automatically receive a mail-in ballot. For those who did not sign up, they will still have the option to request a mail-in ballot and can do so up until 5 days before this election, which would be September 30, 2021. Mr. Lombardi mentioned that the separation between the Town meeting date and the local election date was intended to give residents who wanted to mail-in their ballots the opportunity to know the outcome from Town meeting prior to casting their ballots. The schedule is to have the Board vote on the questions at the next regular meeting on August 23, 2021, then order the ballots and send them out in the middle of September. Selectperson Hoffmann moved to hold the special election for debt exclusion questions related to potential Town acquisition of the Cape Cod Sea Camps on Tuesday October 5, 2021, from 7am until 8pm at the Brewster Baptist Church. Selectperson Chatelain second. A roll call vote was taken. Selectperson Chaffee - yes, Selectperson Hoffmann-yes, Selectperson Chatelain-yes, Selectperson Whitney-yes Chair Bingham-yes. The Board vote was 5-Yes, 0-No Presentation on and Discussion of Employee Compensation and Classification Study Report- Sandy Stapczynski, Human Resources Services, Inc. (Select Board FY21-22 Strategic Plan Goal G-6) Sandy Stapczynski reviewed the PowerPoint presentation that is included in the packet. The company is Human Resources Services (HRS) out of Andover, MA. Ms. Stapzcyznski introduced the consultant team that worked on the project and the provided an overview of the project goals. Stating that the major goal was to develop, support, and maintain a fair and equitable Compensation and Classification Plan for all Brewster organization-wide positions including non-union and union groups, except for Police and Fire Unions. This is approximately 100 positions, Ms. Stapczynski reviewed the project objectives: Captured a variety of key employee data Conducted employee sessions to explain project and their role. Identified jobs where recruitment and retention are concerns. Conducted interviews with top management and staff. Gathered salary and benefits data from competitor organizations. Surveyed for comparative data (comparable communities). Reviewed job PAQ (Position Analysis Questionnaire) data from employees Updated essential functions to better reflect work being done (finalizing this step now). Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 08-09-2021 www.brewster-ma.gov Page 7 of 13 Office of: Select Board Town Administrator Recommended changes to support compensation program. Developed implementation/transition costs; budget of approximately $100,000. Ms. Stapczynski stated that they conducted a step called job analysis early on in the process and until this step is completed, you really can’t move on to the other pieces of the study. Adding that this was a professionally developed organization-wide study using comparable data. Based on the analysis, the study recommends that the pay ranges be adjusted for each of the five groups to be competitive with the hiring market, which assists Brewster to hire and retain talented employees. The completed plan will provide Brewster with a total system that forms the basis of an effective and defensible salary administration program, that will also help with future succession planning. Ms. Stapczynski reviewed the current plans within the Town which include non-union bylaw, non-union police, OPEIU and SEIU plans, including number of job titles, step plans, grade levels and range widths between steps. Ms. Stapczynski noted that HRS tried to standardize these plans and bring some pay equity from one plan to another. The project process was reviewed as follows: Meetings with Town Administration and Key Staff Review the Survey Instrument and Agreement of Organizations to be Surveyed Salary and Benefit Surveys Distributed to Organizations (very comprehensive, we had a good response to the surveys, including data from previous studies) Numerous Full Days of Orientation Meetings with Employee Groups; Recordings of Orientations Distribution of Position Analysis Questionnaires (PAQs) with instructions. Online Zoom interviews with Employees, Supervisors, Officials and Groups by an HRS Consultant Feedback received on preliminary, draft documents Analysis of Survey Information Private Sector Data Incorporated Job Descriptions; currently being reviewed and finalized FLSA Analysis Pay Equity Analysis Review of Organization Meeting with Town Admin. and Dept. heads to review draft plan and allowed time for input Received feedback Regular ongoing meetings with Town Administrator and key staff Provided updates to Town as required. Final Draft Presentations to staff and town officials. Ms. Stapczynski stated that the object was to look at the overall standing of overall compensation. The project included 16 comparable entities that were used in the market salary comparisons, which included surrounding Cape towns. Ms. Stapczynski reviewed a gender comparison graph showing the comparisons in the following categories: number of employees, average grade, average hours per week, average pay and percent FLSA qualified. There were no findings that seemed out of line or any inequities in gender. Ms. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 08-09-2021 www.brewster-ma.gov Page 8 of 13 Office of: Select Board Town Administrator Stapczynski continued that the positions were rated using the PAQs and requirements of the jobs and based on 14 factors: physical environment, basic knowledge, training and education, problem solving skills and effort, physical skills and effort, experience, interactions with others/customer service, confidentiality, occupational risks, complexity, supervision received, supervision given, supervision scope, judgement and initiative and accountability. Noting that one factor may receive a high grade, but lower on other factors, making for a balanced scale. Ms. Stapczynski noted compensation challenges at this time due to the pandemic and there is difficulty in recruiting for positions in local government. Adding that it is important to have systems up to date to recruit and retain talent; this plan should be a working document, that is regularly maintained. Ms. Stapczynski reviewed the recommendations for the Town of Brewster: Implement the proposed compensation and classification plans immediately. For those requiring significant increases, consider implementation over two fiscal years. Try to maintain a commitment to remain at the Average to 75th Percentile of Market. Salary Plans have fallen somewhat below market. Market Surveys should be done regularly (at least every couple of years). Employees should move through the ranges based on step increases, how people move in the step is a policy decision of the Town, should be consistently applied. Standardized steps are at 3% Remedy internal inequities among employees when comparing non-union positions to union positions. When a vacancy develops, always review the position through job analysis, job description and market pricing. Keep abreast of changing FLSA laws. Regularly review positions to ensure internal equity. Maintain grade ranges when hiring new employees. Follow the Town’s administrative policies. Ensure good faith bargaining. Ms. Stapczynski remarked that job descriptions will be completed this summer, though they are being done in the final stage doesn’t mean they are not important as job descriptions focus on knowledge, skill and ability to assist with recruitment and expectations. Human Resources Service (HRS), Inc. is providing the Town with a web-based tool that can be used for the Town of Brewster to maintain and update the plan. Selectperson Chaffee commented that in a nutshell HRS methodically studied how the Town of Brewster employees are classified at various levels and how much they are paid; compared this to similarly situated communities, which lets the Board know if Brewster employees are being compensated at the same, lower or higher level than other communities; does this summarize the work of HRS? Ms. Stapczynski agreed that it was a good summary. Selectperson Chaffee stated that we have a careful balance to achieve, as we want to fairly compensate our valued Town employees, but we also have an obligation to tax payers to make sure Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 08-09-2021 www.brewster-ma.gov Page 9 of 13 Office of: Select Board Town Administrator we are carefully and thoughtfully spending their tax dollars. Noting that the study is a really important tool to achieve this balance. Selectperson Chaffee directed the following question to Peter Lombardi, what is the most important benefits of having this information available to us? Peter Lombardi thanked Ms. Stapczynski and her team for their work on this project. He noted that this is the first time the Town has done this kind of organizational wide analysis of all the positions in 15+ years. Mr. Lombardi also thanked Sue Broderick on managing this project and working with HRS to get it through to completion. He recognized that through this process we have identified comparable communities, noting that previously during negotiations there were a different set of communities that different unions would compare themselves with. Now we have an agreed upon list of communities that we ought to be relatively similar to that aren’t just our neighbors. As an example of this benefit, he noted that in other negotiations with public safety unions we are using these towns to benchmark against what compensation is for those employees. Mr. Lombardi stated that external equity is really important, and we want to make sure we are competitive in the market, but just as important is internal equity issues with employees who may be in different bargaining units who work in the same department, or who may be in same positions but in different bargaining units. Mr. Lombardi stated that bringing them more in alignment is a major benefit with moving forward with the recommendations. Ultimately the Select Board has the decision to implement some or all of these recommendations, recognizing that we have excellent data and strong analysis to support the data. Mr. Lombardi provided an example of the internal equity piece that has been talked about is the fact that around five years ago, merit pay was eliminated, and unions transitioned to longevity steps, while at same time personnel bylaw employees didn’t have ability to advance through the wage scale at the same pace as their union counterparts. It was referenced that our methodology looking at data was to target the average 50th-75th percentile in terms of where our wage scales are relative to where the data points to, which will make sure we remain competitive. Mr. Lombardi added one last piece, included in the FY22 budget is funding in to implement some, potentially all of the recommendations that are included in the report. Mr. Lombardi made it clear that ultimately whatever the recommendations are, there is a process the Town has to go through with the unions both for all updates to job descriptions, salary scales, grades and so forth, this is not the end of the process, but the end of HRS work in collecting the data and analysis. Update on Vision Plan Action Item Progress- Hal Minis, Vision Planning Committee Chair (Select Board FY21-22 Strategic Plan Goal G-4) Hal Minis joined the meeting and presented a summary of the findings of the Vision Planning Committee’s recent efforts in implementing their plan. Mr. Minis stated that the Vision Plan was adopted in 2018 after a long public process including three different workshops and surveys. Residents were asked about what they treasured about the Town, the opportunities for the Town, and their vision of the Town; this helped in being able to identify the major issues the community felt the Town was facing. From here, Mr. Minis stated that the committee developed the presented issues into the building blocks for the Vision Plan. He added that from the first workshop they developed the building block definitions and the goals; the second workshop identified actions to achieve each of the goals and purposes; the third workshop identified how they could be implemented and who should participate. Mr. Minis reported that from this effort the plan that was Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 08-09-2021 www.brewster-ma.gov Page 10 of 13 Office of: Select Board Town Administrator developed and the Select Board established the Vision Planning Committee who have been working for 10 months with the charge to foster public outreach around the implementation of the Vision Plan and work to develop a Local Comprehensive Plan (LCP) based on the Vision Plan goals. Mr. Minis provided the first report on progress which included identifying people who had a key role in implementation and noting that they conducted 50 individual and group stakeholder interviews that resulted in the identification of reasons for success and challenges that they face. Mr. Minis noted the findings included nearly 100 actions that have been taken, some completed despite many challenges including financial management crisis, change in leadership of the Town Administration and the pandemic. He stated that the reasons for success include dedicated staff and volunteers, the commitment and character of citizens, the leadership of Town Administration, and the framework used in planning; noting the plan reinforces direction of departments and organizations. Some of the barriers that were faced were Covid, current zoning and permitting processes that prohibit innovation, small staff numbers, the reliance on volunteers, lack of adequate facilities for youth and senior programming, and the cost of land that has put a brake on acquisition for housing and open space. Mr. Minis reviewed the different ways to get the Vision Plan report which include online on the Town Website, September Town Meeting, the COA newsletter, through various Town offices and through many local organizations email blasts. The next steps for the Vision Plan Committee include: Continuation of monitoring of the Vision Plan Implementation Continuation of development of Local Comprehensive Plan o Using the Vision Plan as framework o Follow Cape Cod Commission guidelines o Provide opportunities for public engagement and input The Local Comprehensive Plan will provide more detail on the following: o A living document where Town’s capital, open space, housing, and natural resource plans are coordinated o Detailed action plan to guide the Town’s physical development and capital investments o Access to resources and technical assistance through Cape Cod Commission certification Chair Bingham gave a “hats off” to the Vision Planning Committee and stated how lucky we are to have Hal Minis as the Chair of the committee. She continued that the Committee provides a framework in which the Select Board does their planning. Selectperson Chaffee thanked Mr. Minis for the progress report and stated that the Vision Plan is one of the most respected community plans because of the thoughtful and professional way the Committee reached out to the public to gather information about what is important to those who live in the Town of Brewster, all of this would be meaningless unless we applied it, so she is really excited to hear the update and the progress; Thank you. Selectperson Hoffmann took a moment to thank Chair Hal Minis, Vice-Chair Sharon Tennstedt and the entire Committee for their hard work over the past 10 months, especially the past few months with intense interviews, data collection, report writing, and lots of discussions. Selectperson Hoffmann stated she is very proud to have been part of the committee in the past and believes their work needs to be commended as Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 08-09-2021 www.brewster-ma.gov Page 11 of 13 Office of: Select Board Town Administrator well as the involvement of Town wide staff, community volunteers, committees, and boards. Selectperson Hoffmann is certain the community is looking forward to continuing public engagement and ultimately the creation of the local comprehensive plan, Congratulations. Mr. Minis closed with, on behalf of the Vision Planning Committee, he would like to thank all those involved in interviews, everyone they spoke with gave information freely and demonstrated their good will in working toward Brewster’s future. Discuss and Vote on Gift Agreement with Brewster Conservation Trust Regarding Proposed Wing Island Elevated Boardwalk (Select Board FY21-22 Strategic Plan Goal -OS-1) Peter Lombardi reminded everyone that the Town was successful in securing $50,000 in State grant funding through the Mass Trails Program for the first phase of design and permitting of an elevated boardwalk at Drummer Boy Park out to Wing Island. The gift agreement presented tonight seeking approval, establishes certain responsibilities for the Town and Brewster Conservation Trust. The genesis for the gift agreement is through the work of the Brewster Conservation Trust, we have a private donor, to remain anonymous at this time, who has committed over $1M in support of the project. The donation is $1M for construction and $30,000 for this first phase of work. Mr. Lombardi said that we are planning on bringing a $50,000 capital request to Special Town Meeting in November that will effectively fund the first phase of work so that we understand what can be permitted and the costs associated with construction. Mr. Lombardi pointed out a few conditions that are included in the gift agreement; although a conservation restriction was placed on the marsh that surrounds wing Island over fifteen years ago, which is held by the State, we currently don’t have a conservation restriction on Wing Island itself. Mr. Lombardi continued that this agreement commits the Town to seek both Town Meeting approval and State Legislative approval to impose a conservation restriction on the island to be held by Brewster Conservation Trust. The other significant condition is the donor is seeking naming rights with certain parameters in recognition of their contribution of the boardwalk. Mr. Lombardi thanked Hal Minis and Peter Johnson and the entire team at Brewster Conservation Trust for cultivation of these relationships and a thank you to the donor and their family for their generosity. Chair Bingham clarified that the naming rights is for the boardwalk and not the Island. Hal Minis added that we are fortunate to have one of our most significant and longest standing donors show interest and commitment to the Town. He added that at about the point when the Town was pursing the first grant, though unsuccessful, the donor’s interest in providing a very significant donation remained and we appreciate it. Mr. Minis noted that the donor’s family has a long association with Brewster, particularly the donor’s wife who has 3 or 4 generations of relationships with Brewster. Chair Bingham agreed that we are incredibly lucky to have very generous people behind this project. Selectperson Chaffee also agreed that the Town is so incredible fortunate to have a very generous family to share their resources with us, we are extremely grateful and look forward to a time when we can thank them publicly. Selectperson Chaffee moved to approve the Gift Agreement with Brewster Conservation Trust regarding the Proposed Wing Island Elevated Boardwalk. Selectperson Whitney second. A roll call vote was taken. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 08-09-2021 www.brewster-ma.gov Page 12 of 13 Office of: Select Board Town Administrator Selectperson Whitney -yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Chair Bingham-yes. The Board vote was 4-Yes, 0-No (*Selectperson Chatelain lost connection to the meeting and was unable to regain connection). Discuss the Proposed Date for November Special Town Meeting Peter Lombardi spoke briefly that the Special Town Meeting Warrant for September is focused on the potential acquisition of Cape Cod Sea Camps. Mr. Lombardi said that typically we have a Special Town Meeting in the fall, noting that we do have several timely issues that need town meeting approval. Mr. Lombardi continued that relative to capital planning and budgeting, we are looking to move forward with a majority of the capital requests, we will have free cash certified in the next several weeks which is a key piece to the November warrant. There are also several union contracts in which negotiations were not completed for annual town Meeting in May, as we were partially waiting for the Compensation and Classification study to be completed before finalizing negotiations. Mr. Lombardi continued that there are also several zoning bylaw amendments and a handful of other articles that we are anticipating. For planning purposes, for the Boards, and Community Preservation Committee which has received several applications for funding we are looking to hold our regular Fall Special Town Meeting on Monday November 15, 2021, at 6pm. Mr. Lombardi said that this would mean we would be inside at the Stony Brook School, noting it would be the first time we would hold a meeting indoors in a long time and there is a fair amount to navigate. Mr. Lombardi stated that for the Select Board, Finance Committee, the Community Preservation Committee, and residents, generally in terms of citizens petitions, this is the date we are planning to hold the meeting at this point. For Your Information No questions or comments on these items. Matters Not Reasonably Anticipated by the Chair Donna Kalinick mentioned that the Brewster Whitecaps won the Eastern Championship, and the finals were to start that evening, but due to rain will start the following night in Bourne with a home game on Wednesday at 4pm. Congratulations to the Whitecaps and all the volunteers. Questions from the Media No Next Meetings: August 13, August 17, August 19, August 20, August 23, September 3, September 9 (joint meeting with Housing Trust at 5pm), September 10, September 13, September 20, and September 25, 2021 Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 08-09-2021 www.brewster-ma.gov Page 13 of 13 Office of: Select Board Town Administrator Adjournment Selectperson Chaffee moved to adjourn the meeting at 7:43pm, Selectperson Hoffmann second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Chair Bingham-yes. The Board vote was 4-Yes, 0-No. Respectfully submitted by Erika Mawn, Executive Assistant Approved: _______________ Signed: _______________________________________ Date Selectperson Chatelain, Clerk of the Board of Selectmen Accompanying Documents in Packet: Agenda, TA Report, Consent Agenda documents, Intermunicipal Agreement documents, Public Forum Announcement, Compensation and Classification Study Presentation, Brewster Vision Plan documents and report, Brewster Conservation Trust Gift Agreement and Grant documents, FYI Packet. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 08-23-2021 www.brewster-ma.gov Page 1 of 7 Office of: Select Board Town Administrator MINUTES OF THE SELECT BOARD REGULAR SESSION MINUTES DATE: August 23, 2021 TIME: 6:00 PM PLACE: Remote Teleconference REMOTE PARTICIPANTS: Chair Bingham, Selectperson Whitney, Selectperson Chaffee, Selectperson Hoffmann, Selectperson Chatelain, Town Administrator Peter Lombardi, Assistant Town Administrator Donna Kalinick Call to Order & Declaration of a Quorum, Meeting Participation Statement and Recording Statement Chair Bingham called the meeting to order at 6:00pm. A quorum was declared, all Select Board members present were announced, Chair Bingham read the meeting participation and recording statements. Executive Session: To consider the purchase, exchange, lease or value of real property at 3057 Main Street and 500 W H Besse Cartway if the chair declares that an open meeting may have a detrimental effect on the negotiating position of the public body. Selectperson Hoffmann moved to enter Executive Session at 6:02pm. Selectperson Chatelain second. A roll call vote was taken. Selectperson Chaffee -yes, Selectperson Hoffmann-yes, Selectperson Whitney-yes, Selectperson Chatelain-yes, Chair Bingham-yes. The Board vote was 5-Yes, 0-No. Selectperson Hoffmann moved to return to Regular Session at 6:28pm. Selectperson Whitney second. A roll call vote was taken. Selectperson Chatelain -yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes, Chair Bingham-yes. The Board vote was 5-Yes, 0-No. 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 Town Administrator’s Report The following information was provided by Peter Lombardi: Pandemic Information: Barnstable County case rates continue to be elevated but have come down significantly following the Provincetown July 4th cluster. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 08-23-2021 www.brewster-ma.gov Page 2 of 7 Office of: Select Board Town Administrator In Brewster the positive cases remain elevated as well, although we did see a downturn two weeks ago, but has ticked back up last week. Currently, we have 9 positive cases. We do expect that to increase once the State database catches up to testing that was conducted over the weekend related to a couple of small clusters. The Town issued an advisory on August 10 recommending that visitors and staff indoors in Town buildings wear masks regardless of vaccination status Many town committees are meeting remotely at this point, there is the option to meet in-person or hybrid with restrictions. At the September 13 meeting, the Select Board will be discussing the plan for meeting formats for October and beyond. Free Cash Information: Certified by the Department of Revenue last week, which is very early thanks to the work of Mimi Bernardo, Lisa Vitale, Jim Gallagher, and the entire Finance Team. Partly accelerated due to Special Town Meeting that has been called for the potential acquisition of the Cape Cod Sea Camps in September. Certified at $4.5M total, which is higher than we typically see due to two main factors: o After the onset of the pandemic when developing the revenue projections for FY21, we decreased short-term rental revenues down to $100k and the actuals came in at $1+M. As a reminder, we increased our short-term rental revenues to $500k for FY22. o Last year’s free cash was closed out at $1.6M, which was about $600-$800K higher than we typically close out at. This provides the Town the ability to apply up to $1.5M to help with the acquisition costs of the Long Pond parcel of the Cape Cod Sea Camps without having any impact on residents’ tax bills, while continuing to allow the Town to invest in our capital needs. We are anticipating approximately $1.75M of free cash to be used to support these purchases and projects and will still leave us with a healthy free cash balance to close out the fiscal year, which is consistent with the Select Board’s policies in terms of reserves. Brewster Fire Department: Secured $178k in federal assistance in firefighters grants for Self-Contained Breathing Apparatus. The local match component will be funded via a capital article approved this past May. The Fire Department anticipates turning back at least $25k of the earlier appropriation that was a re- appropriation of funds for other equipment that was funded with another grant award. Congrats and thanks to Chief Moran and Deputy Varley for their efforts in being proactive and securing funding for department needs and equipment; they have brought in almost $2M in grant funds over past 10 years. Personnel: Building Commissioner Hired Davis Walters to succeed Victor Staley as Building Commissioner next month. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 08-23-2021 www.brewster-ma.gov Page 3 of 7 Office of: Select Board Town Administrator Victor is retiring after 22 years of service to the Town and more than 3 decades of service in the profession, he is as good as it gets, with a great sense of humor and great intellect, Victor will be missed. Davis Walters joins us having most recently served as the Building Inspector in Orleans for the past 2.5 years, prior to that he worked as the Wellfleet Facilities Manager for 4 years. Davis Walters has 2+ decades of private sector experience in construction industry as Construction Supervisor and as a project engineer for a local engineering firm. He topped a rigorous hiring process that included feedback from relevant Department Heads, Zoning Board of Appeals Chair, and Town staff. Consent Agenda Waive Right of First Refusal to Purchase Affordable Home: 50 James Burr Road Technical Assistance Grant Application for Habitat for Humanity Affordable Housing Project on Red Top Road Commercial Razor Clam Hardship Waiver Request & Recommendation to Temporarily Suspend Granting New Licenses Refer Article II § 179-7 (Floodplain Zoning Bylaw Amendments) to Planning Board for Fall Special Town Meeting Consideration Acceptance of Donations: April 1 to June 30, 2021 Recreation Department: Items for Disposal Selectperson Chaffee moved the consent agenda as presented. Selectperson Chatelain 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. Status Update on Potential Acquisition of Cape Cod Sea Camps Properties Peter Lombardi reviewed that the public forum was held last Tuesday night, it was very well attended, almost 300 people on the zoom. Town Administration has heard that there was a number of others who watched either on Facebook live or live streamed on Channel 18. Also, that a lot of folks had tuned in after the fact. The video of the presentation has been posted on the Town website and the Cape Cod Sea Camps project page. A copy of the PowerPoint presentation as well as links to the two drone videos that were shared during the presentation are available. Mr. Lombardi noted that shortly after the forum, we posted a series of frequently asked questions (FAQs), as we continue to field questions from residents and hear certain themes, the page will be updated on a regular basis. Discuss and Vote September Special Town Meeting Warrant Peter Lombardi stated that we are looking for the Select Board’s recommendations on the three warrant articles, noting that we don’t anticipate the articles changing in any substantive way between now and when we go to the printer at the end of next week so we can get hard copies to residents ahead of Town Meeting. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 08-23-2021 www.brewster-ma.gov Page 4 of 7 Office of: Select Board Town Administrator Mr. Lombardi confirmed that the Finance Committee is scheduled to meet on Wednesday and plans on taking their votes in terms of recommendations on the articles and we are looking for the Board to do the same. Selectperson Chaffee moved to recommend Article #1: 500 W. H. Besse Cartway concerning the acquisition of the 66-acre Cape Cod Sea Camps Parcel at Long Pond, on the September 25, 2021, Town Meeting warrant. Selectperson Chatelain second. A roll call vote was taken. Selectperson Whitney -yes, Selectperson Chaffee- yes, Selectperson Hoffmann-yes, Selectperson Chatelain-yes Chair Bingham-yes. The Board vote was 5-Yes, 0-No. Selectperson Whitney moved Article #2 as presented that concerns the acquisition of 3057 Main Street commonly called Cape Cod Sea Camps on Route 6A in Brewster. Selectperson Chatelain second. Selectperson Chaffee commented that as we look at these articles, few Town Meeting warrant articles have the potential to truly change the future of the community as do these. Ms. Chaffee noted that she will be voting in support of it. Selectperson Hoffmann mentioned that the acquisition of the Sea Camps definitely fulfills the vision of our citizens from their input from the visioning process and will preserve our rural historic character, protect our water resources, expands open space, potentially provide a variety of well-planned housing options (all part of the Vision Plan), provides coastal management, builds up local economy, expands our community infrastructure by potentially providing a home for the community center for all ages. Ms. Hoffmann stated that this is an opportunity to connect all of us for a common goal where there is something for everyone and will also be voting in support. Chair Bingham stated she will also be voting in support as it is not just a once in a lifetime change, but a once in ever chance that will never ever come again. Chair Bingham confirmed she will be voting in favor of this and hoping that the Town will be behind this, as it is very exciting; history is being made. 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. Selectperson Chatelain moved to approve Article 3 for the Special Town Meeting warrant which concerns the maintenance and upkeep of both properties, commonly known as the Bay Parcel and Long Pond Parcel of the Sea Camps. Selectperson Whitney second. A roll call vote was taken. Selectperson Chaffee -yes, Selectperson Hoffmann-yes, Selectperson Whitney-yes, Selectperson Chatelain-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 BoS 08-23-2021 www.brewster-ma.gov Page 5 of 7 Office of: Select Board Town Administrator Discuss and Vote on Special Election Ballot for Tuesday October 5 Peter Lombardi referenced the information provided in the packet on pages 114-116, the proposed language for the ballot questions for the two debt exclusions regarding the acquisition of the two Sea Camps properties. Mr. Lombardi stated that these have been vetted by Town Counsel and Bond Counsel as well as our Financial Advisor. Once the Board has voted on these, the Town Clerk’s office will order the ballots. Mr. Lombardi reminded us that there remains the expanded mail-in voting option and in anticipation of the over 3,000 residents who have already registered to receive ballots, we want to have ample time to have ballots in Town Hall so we can manage the process. Selectperson Chaffee moved to recommend the first ballot question which reads as follows: Shall the Town of Brewster be allowed to exempt from the provisions of proposition two and one-half, so-called, the amounts required to pay for the bond issued in order to acquire some or all of the parcel of land with the improvements located at 500 W.H. Besse Cartway, Brewster, containing 66 acres, more or less, shown on Assessors Map 84 as Parcel 45, and described in a deed recorded with the Barnstable Registry of Deeds in Book 1388, Page 1185, for habitat protection, watershed protection, open space, conservation and passive recreation, active recreation, community housing and/or general municipal purposes, and for the purpose of granting conservation easements and/or restrictions on such portions of the property as the Select Board may determine to provide for habitat protection, watershed protection, open space, conservation and passive recreation purposes? Selectperson Hoffmann second. A roll call vote was taken. Selectperson Chatelain -yes, Selectperson Hoffmann-yes, Selectperson Chaffee-yes, Selectperson Whitney-yes Chair Bingham-yes. The Board vote was 5-Yes, 0-No. Selectperson Chatelain moved to approve and recommend the second ballot questions which pertains to the Town’s acquisition of 3057 Main street customarily called the Bay Parcel of the Sea Camps which reads as thus: Shall the Town of Brewster be allowed to exempt from the provisions of proposition two and one-half, so-called, the amounts required to pay for the bond issued in order to acquire some or all of the parcel of land with the improvements located at 3057 Main Street, Brewster, containing 54.7 acres, more or less, shown on Assessors Map 101 as Parcel 45, and described in a deed recorded with the Barnstable Registry of Deeds in Book 1388, Page 1188 (excluding therefrom the parcel shown on Assessors Map 101 as Parcel 46) and in Certificate of Title No. 30242, for habitat protection, watershed protection, open space, conservation and passive recreation, active recreation, community housing and/or general municipal purposes, and for the purpose of granting conservation easements and/or restrictions on such portions of the property that the Select Board may determine to provide for habitat protection, watershed protection, open space, conservation and passive recreation purposes? Selectperson Whitney second. A roll call vote was taken. Selectperson Chaffee -yes, Selectperson Hoffmann-yes, Selectperson Whitney-yes, Selectperson Chaffee-yes Chair Bingham-yes. The Board vote was 5-Yes, 0-No. Selectperson Chaffee took the opportunity for public education to talk about what a debt exclusion is and why we have to do a ballot questions. Ms. Chaffee noted that the benefit to Brewster taxpayers of doing a Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 08-23-2021 www.brewster-ma.gov Page 6 of 7 Office of: Select Board Town Administrator debt exclusion is the tax impact of a certain financed project only takes place during the life of the project and is not permanent. Peter Lombardi agreed and added that if the Town weren’t to issue a debt exclusion for this particular acquisition, we would have to pay for it through another means, either with available proceeds, financial reserves or on tax rate. Mr. Lombardi stated that we don’t have any capacity within our existing tax levy, so we have to issue a debt exclusion. Noting that this is different from an operating override, which once approved lives on forever, whereas debt exclusions are temporary tax increases used to finance large capital projects or acquisition and once costs are accounted for and paid for, the excluded debt drops off the tax rate and reverts back to what it would have been prior to the particular debt exclusion. Discuss and Vote on IAFF Local 3763 FY22-23 Collective Bargaining Agreement Peter Lombardi noted that negotiations have been going on with the Fire Union for several months related to a new contract for FY22-23. Mr. Lombardi reminded us that during the pandemic the Town came to an agreement with all Town personnel for a one-year bridge agreement for FY21. Recently a tentative agreement has been reached with the Fire Union, they have ratified terms of the agreement and a handful of operations considerations and language changes have been agreed to during the process. Mr. Lombardi shared the following highlights in terms of compensation: cost of living adjustment for FY22 is 2%, FY23 is 2.75%, same COLA wage precedent established by other unions and non-union personnel in Town. This is in at least partial recognition of the fact that all Town employees received a 1% COLA for FY21 given all the financial uncertain around the pandemic. A few changes were made to their wage scale overall, looking to increase their minimum entry level pay, Step 1, to $24.99/hour effective this fiscal, inclusive of the 2% COLA. It was agreed to reduce the total number of steps from 11 to 9. As part of that, firefighters in the union would be able to reach the top step in 9 years instead of 15years. The increment between steps from the current model of 2.65% was increased to 3.25%. Broadly, these compensation elements were grounded in the data, looking at external comps, comparisons to neighboring communities and fire departments. Adjustments are very much in-line with bringing our firefighters up to scale that is consistent with same methodology of the Compensation and Classification study. Selectperson Whitney commended Mr. Lombardi for a job well done on this contract stating that the Town has invested a great deal of money in training our firefighters only to see them leave for more money in other towns, this is a very important step to put an end to that situation. Mr. Whitney added a congratulations to Peter Lombardi and the command staff at the Fire Department. Selectperson Chatelain moved to approve the IAFF Local 3763 tentative agreement for FY22-23. Selectperson Whitney second. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 BoS 08-23-2021 www.brewster-ma.gov Page 7 of 7 Office of: Select Board Town Administrator Peter Lombardi noted that while the Select Board has the authority to approve the contract, it requires an appropriation, funding is included in the FY22 budget to cover a majority of costs. Town Meeting has to approve the contract and there will be an article on the regular fall special town meeting warrant. If Town Meeting approves, the wage increases will be retro back to this July 1. A roll call vote was taken. Selectperson Chatelain -yes, Selectperson Hoffmann-yes, Selectperson Chaffee- yes, Selectperson Whitney-yes Chair Bingham-yes. The Board vote was 5-Yes, 0-No. For Your Information No questions or comments on these items. Matters Not Reasonably Anticipated by the Chair None Questions from the Media No Next Meetings: September 3, September 9, September 10, September 13, September 17, September 24, 2021, and September 25, 2021 Adjournment Selectperson Chatelain moved to adjourn the meeting at 7:43pm, Selectperson Chaffee second. A roll call vote was taken. Selectperson Hoffmann-yes, Selectperson Whitney-yes, Selectperson Chaffee- yes, Selectperson Chatelain-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 Selectmen Accompanying Documents in Packet: Agenda, TA Report, Consent Agenda documents, Cape Cod Sea Camps documents, STM CCSC Articles, IAFF Local 3763 FY22-23 Tentative Agreement, FYI packet Archive d: Wednesday, September 8, 2021 9:46:34 AM From: Donna Kalinick Se nt: Fri, 3 Sep 2021 15:51:29 +0000Authentication To: Sara Provos; Erika Mawn Subje ct: RE: 873 Harwich Road - Phase 2 Building Se ns itivity: Normal Hi , the i r fees are only supposed to be waived for the aff ordabl e units. Thanks, Donna From: Sara Provos <sprovos@brewster-ma.gov> Sent: Fri day, Se ptember 3, 2021 11:50 AM To: Erika Mawn <e mawn@brewster-ma.gov> Cc: Donna Kal i ni ck <dkalinick@brewster-ma.gov> Subject: 873 Harwi ch Road - Phase 2 Building Good morni ng Eri ka, Below is the breakdown for the Electrical Permit fe e s; Total of 91 uni ts (per building permi t) at $250.00 each i s $22,750.00 Housi ng Units (27 as we ’ve been tol d by contractor) at $250.00 each is $6,750.00 If the Se l e ct Board does choose to waive the fees for the Housi ng Units, the y would still be re qui red to pay for inspecti ons on e ach of the Housing Uni ts (27 units x $84.00) = $2,268.00 Please let me know if you need anything else. Thank you, S ara S ara Provos S enior Department Assistant Building Department and Historic District Committee 2198 Main S treet Brewster, MA 02631 508-896-3701 Ext 1125 Beginning July 6t h, Brewster T own Offices will be open to the public T uesday, Wednesday , and T hursday from 8:30 to 4:00pm. Beach and Recycle Permits are not av ailable in person but can be purchased online or through our mail-in program. For the latest updates on T own services, please visit www.brewster-m a.gov The Commonwealt h of Massachuset t s Secret ary of Stat e has determined that e-mail is a public record Page 1 of 1 BRATTAN INDUSTRIES, INC. Telephone (978) 486-9700 95 Russell Street Littleton, MA 01460 Facsimile (978) 486-9777 G August 20, 2021 Town of Brewster 2198 Main Street Brewster, MA 02631 Attn: Office of Select Board and Town Administrator RE: Serenity Apartments Phase 2 Renovations 873 Harwich Road, Brewster, MA To: Town of Brewster Select Board Brattan Industries, Inc, is the Electrical Contractor on the above captioned project whereas renovation will result in (90) residential apartments, of which (27) will be classified as “affordable” units per MA regulations. Pursuant to Town of Brewster’s Policy No. 5 we respectfully request a waiver of the Electrical Permit fee for the (27) affordable units. We understand an inspection fee will be assessed for each unit. Attached hereto is a list of the (27) affordable Apartment units for your review. We appreciate your consideration of this request and please contact me regarding any questions. Sincerely, BRATTAN INDUSTRIES, INC. Robert F. Brattan President PS - I’ve been a resident of beautiful Brewster for 26 years! Page 1 of 1 BRATTAN INDUSTRIES, INC. Telephone (978) 486-9700 95 Russell Street Littleton, MA 01460 Facsimile (978) 486-9777 G August 20, 2021 Serenity Apartments – Phase 2 Renovations 873 Harwich Road, Brewster, MA (27) Affordable Units Units: 118, 121, 126, 129, 132, 135, 141, 145, 152, 155 226, 232, 236, 236, 237, 242, 245, 249, 250, 254, 262, 264, 267, 272, 276, 278, 282 Archive d: Wednesday, September 8, 2021 9:47:16 AM From: Sara Provos Se nt: Tue, 31 Aug 2021 14:54:01 +0000Authentication To: Erika Mawn Cc: Donna Kalinick; Scott VanRyswood; Jessica Gelatt Subje ct: FW: Fee's Waived Se ns itivity: Normal Good morni ng Eri ka, Below is the request to have the fees waived from the pl umbi ng company that is doi ng the work at Brewster Woods; 30 Brewster Woods – total of fees for all units and common are a = $1,330.00 40 Brewster Woods – total of fees for all units and common are a = $3,490.00 Please note that the y di d submit payment for inspecti ons only ($84.00 for two i nspe ctions) for each permit but understand that i f the fee wai ver is not approve d, the y will have to pay the di fference. Check #1824 for 30 Brewster Woods = $756.00 Check #1823 for 40 Brewster Woods = $2,016.00 Please let me know what the Sel ect Board determi ne s so that I may follow-up with the m on the status of this request. Thank you, S ara S ara Provos S enior Department Assistant Building Department and Historic District Committee 2198 Main S treet Brewster, MA 02631 508-896-3701 Ext 1125 Beginning July 6t h, Brewster T own Offices will be open to the public T uesday, Wednesday , and T hursday from 8:30 to 4:00pm. Beach and Recycle Permits are not av ailable in person but can be purchased online or through our mail-in program. For the latest updates on T own services, please visit www.brewster-m a.gov The Commonwealt h of Massachuset t s Secret ary of Stat e has determined that e-mail is a public record From: Cristi na McLatchy <cmclatchy@gray-boys.com> Sent: Tuesday, August 31, 2021 10:25 AM To: Sara Provos <sprovos@brewster-ma.gov> Subject: Fee's Waive d He l l o, Are company is l ooking to have fee’s waived for 33 housing units in bui l di ng 30 and 40 at Bre wster Woods. Thank you! Cristina McLatchy C FO, Gray Co. C Mclatchy@gray-boys .com P LEASE NOTE OUR NEW LOCATION/MAILING ADDRES S Gray C o 28 Nas hua Rd Unit C North Billerica, MA 01862 Town of Brewster Department of Natural Resources 1657 Main Street Brewster, Massachusetts 02631-1898 (508) 896-4546 Memorandum Date: August 16, 2021 To: Brewster Select Board From: Chris Miller, Director Brewster Department of Natural Resources Subject: Donation of beach drift fencing Kimberley Pearson completed a beach project at her house in Brewster and has excess materials she wishes to donate to the town. She has three 50-foot rolls of snow fence and 6’ stakes to go with it. We use similar fence at our beach properties to define the walkways and collect wind blown sand. Photos attached. The Department would collect the materials from her house and store them at our office against future needs. We request you approve this donation to the Town. BREWSTER POLICE DEPARTMENT Chief Heath J. Eldredge 631 Harwich Road Brewster, Massachusetts 02631 Phone 508-896-7011 www.brewsterpolice.org Fax 508-896-4513 “In Partnership With Our Community” September 13, 2021 Town of Brewster Select Board 2198 Main Street Brewster, MA 02631 Dear Select Board Members, I am presenting for your consideration Tyler M. Dow for the position of police officer on a full time basis. Please be advised that Tyler has successfully completed all phases of the hiring process including application vetting, an initial interview phase by our selection committee followed by a Chief’s interview, a background investigation and pre-employment physical. Tyler is originally from Franklin, Massachusetts. Subsequent to his graduation from Westfield State University with a bachelor’s degree in Criminal Justice, he accepted a position as a Community Services Officer with the Provincetown Police Department. In 2015, Tyler graduated the Plymouth Police Academy and accepted a position as a full time patrol officer with the Provincetown Police Department. During his six years as a patrol officer with that department, he has enhanced his level of training and has served as a field training officer, defensive tactics instructor, and a drug recognition expert. Throughout the background investigation process it was noted that Tyler has been an asset to the Provincetown Police Department and has served his department and the community of Provincetown well. His experience in serving a community on Cape Cod with a rich diversity will be an added benefit to his employ with the Town of Brewster. In consideration of his experience and training, Tyler will not be required to attend additional academy training prior to his anticipated start date of September 20, 2021 and, given your approval of his appointment, will begin an accelerated field training program within the department to familiarize himself with the nuances of the Town of Brewster. Thank you for your consideration of this request. If you have any questions, please contact me at your earliest convenience. Respectfully Yours, Heath J. Eldredge Heath J. Eldredge, Chief of Police Brewster Police Department The Commonwealth of Massachusetts Town of Brewster To Tyler M. Dow We, the Selectmen of Brewster by virtue of the authority in us vested by the laws of the Commonwealth, do hereby appoint you PROBATIONARY POLICE OFFICER and “KEEPER OF THE LOCKUP” effective September 20, 2021 – September 19, 2022 Given at Brewster this 13th day of September 2021 Recorded A.D. Attest:Town Clerk Archive d: Wednesday, September 8, 2021 10:12:10 AM From: Donna Kalinick Se nt: Thu, 19 Aug 2021 21:12:44 +0000Authentication To: Peter Lombardi; Erika Mawn Subje ct: FW: Janet Stolzer Resume 1.19.2021.pdf Se ns itivity: Normal Attachme nts : Janet Stolzer Resume 1.19.2021.pdf; Thi s woul d be for the next consent after we vet it. Erika, we will e xplai n. Thanks, Donna Donna J. Kalinick Assi stant Town Admi ni strator Town of Brewster 508-896-3701 X1130 Begi nni ng July 6th, Brewster Town Offi ces will be open to the publ i c Tue sday, We dne sday, and Thursday from 8:30 to 4:00pm. Be ach and Re cycle Pe rmits are not avai l able i n person but can be purchased onli ne or through our mai l -in program. For the l ate st updates on Town se rvi ce s, please vi si t www.bre wste r- ma.gov From: Cynthi a Bi ngham <cbi ngham@brewster-ma.gov> Se nt: Thursday, August 19, 2021 12:11 PM To: Donna Kalinick <dkal i ni ck@brewster-ma.gov> Subje ct: Jane t Stol ze r Re sume 1.19.2021.pdf I would l i ke to appoint Janet to the COA. Please let me know if that is possi bl e . Cindy Se nt from Cindy Bingham Chai r of Select Board, Town of Brewster Cbingham@brewster-ma.gov JANET STOLZER 1105 Millstone Road • Brewster MA 02631 203.733.4791 | Stolzer.Janet@yahoo.com EMPLOYMENT HISTORY Cape Symphony, Hyannis, MA Human Resource Generalist Executive Assistant to the CEO November 2017 to February 2019 • Interviewed and screened applicants. • Facilitated onboarding for all hires. Completed all paperwork requirements with new hires including review of Employee Handbook. • Placed all employment position advertising. • Supported the CEO with daily administrative duties including but not limited to multiple calendars (internal, external and private), handled all correspondence including confidential materials, completed monthly meeting agendas and amassed documents for meetings. • Communicated on behalf of the CEO wit h donors, Symphony staff, Board of Trustee members, Cape Conservatory staff regarding programming and strategic initiatives. • Coordinated, managed and tracked internal and external projects. • Managed five-year Strategic Plan, served as point-person for the Strategic Plan keeping internal and external team members on task, focused and attentive to deadlines. • Research projects as assigned. Diocese of Bridgeport - Roman Catholic Church Central Offices, Bridgeport, CT Executive Assistant to the Vicar General and Chancellor Special Assistant to the Bishop August 2014 to June 2017 • Assisted, supported and collaborated in all daily executive office functions including multiple calendar management, client relations, maintenance of Diocesan Archives, various filing systems, scheduling and organizing of various Board meetings, and processing of multiple expense reports. • Communicated on behalf of the Chancellor with all clergy in the diocese (218 members), donors, various Board members, and fellow staff coordinating meetings and strategic initiatives. • Coordinated Annual Report materials, prepared and submitted Annual Diocesan report to the Vatican. • Managed strategic fundraising projects at the parish level creating both short and long-term goals, communicated at multiple management levels throughout the fundraising effort to insure projects aligned with diocesan goals. • Participated as a member on the Bishop’s Executive Leadership Team, including assisting in scheduling, preparing materials and attending all meetings. Prepared an account of each meeting for management distribution and archives. • Lead diocesan-wide training and support of the implementation of a parish data management system. Adjunct Professor, School of Catholic Social Teaching Sacred Heart University, Fairfield CT August 2016 to May 2017 Adjunct Professor, School of Philosophy Marist College, Poughkeepsie NY August 2009 – May 2014 2 EDUCATION Master of Arts: Religious Studies 2008 Sacred Heart University – Fairfield, CT Master of Science: Industrial Relations 1990 University of New Haven – West Haven, CT BBA Personnel and Marketing 1986 BA Graphic Design 1986 Western Connecticut State University – Danbury, CT Catholic University of America, Washington D.C. Certified in Catholic Social Justice, 2002 Continuing Education at Cape Cod Community College Grant Writing Suite QuickBooks Online Suite Web Design Suite ADDITIONAL ACCOMPLISHMENTS World Youth Day-Diocesan Wide Coordinator, Poland 2017 Amigos for Christ-Team Leader, Chinandega, Nicaragua 2015 Saint Augustine Medal Recipient, Bridgeport, CT 2010 Catholic Relief Services-Frontiers of Justice U.S. Representative, Kosovo 2006 VOLUNTEER INTERESTS Habitat for Humanity-Family Advocate, Brewster Paul Hush Way Build 2019-2021 The Commonwealth of Massachusetts Town of Brewster To Janet Stolzer We, the Selectmen of Brewster by virtue of the authority in us vested by the laws of the Commonwealth, do hereby appoint you to the Council on Aging for a 3-year term, expiring June 30, 2024 Given at Brewster this 13th day of September 2021 Recorded A.D. Attest:Town Clerk Archive d: Friday, September 10, 2021 12:16:29 PM From: Rob David Se nt: Tue, 20 Jul 2021 10:00:10 To: Erika Mawn Cc: Golf Commission Subje ct: Re: Consideration for The Captains Golf Commission opening Se ns itivity: Normal Thank you Erika for the fol l ow up. I di d have a nice conversati on wi th Dave W yeste rday regardi ng i t and l ook forward to hearing the outcome . Appreciate your assi stance wi th i t. Rob Rob David 508-320-4832 On Jul 20, 2021, at 9:39 AM, Erika Mawn <emawn@brewster-ma.gov> wrote: \u-257 ? Good Afte rnoon Rob, Thank you for your interest in volunteering to se rve on a Town committee and contri bute to this i mportant work. We greatly appreciate your offer of service. The Sel ect Board plans to make a seri e s of appoi ntments to fi l l vari ous vacanci es next month and we wi l l be back in shortl y i n the near future regardi ng next steps. Thanks agai n! Erika Erika Mawn Executi ve As s i s ta nt to the Town Admi ni s tra tor 2198 Ma i n Street Brews ter, MA 02631 (508) 896-3701 ext. 1100 www.brews ter-ma .gov Beginning July 6th, Brewster Town Offices will be open to the public Tuesday, Wednesday, and Thursday from 8:30 to 4:00pm. Beach and Recycle Permits are not available in person but can be purchased online or through our mail-in program. For the latest updates on Town services, please visit www.brewster-ma.gov From: Rob Davi d <rdavid@athenahealth.com> Sent: Tuesday, July 13, 2021 11:20 AM To: Erika Mawn <e mawn@brewster-ma.gov>; Golf Commission <gol fcommission@brewster-ma.gov> Subject: RE: Consi de ration for The Captains Golf Commission ope ni ng Hi Erika and Anne, Thanks for the l i nk and hel p on this. Attached for submission are both my compl e ted application and an update d bri e f bi o whi ch now includes some prior vol unteer ex pe rience. Please let me know what else you need or ne xt ste ps for consi de ration. I woul d we l come the opportunity to speak with anyone i nvolve d in the selecti on proce ss. Rob David 508-320-4832 From: Eri ka Mawn <emawn@brewster-ma.gov> Sent: Tuesday, July 13, 2021 10:45 AM To: Gol f Commi ssi on <golfcommission@brewster-ma.gov>; Rob Davi d <rdavid@athe naheal th.com> Subject: RE: Consi de ration for The Captains Golf Commission ope ni ng Good Morni ng, Thank you for your interest, please follow the link to complete the appl i cati on for ope n positi ons in the Town of Brewster. Once I receive your appl i cati on, I will forward to the Select Board Member liai son who wi l l re view wi th the Golf Commission Chair. Committee Ope ni ngs (brewster-ma.gov) Thank you, Erika Erika Mawn Executi ve As s i s ta nt to the Town Admi ni s tra tor 2198 Ma i n Street Brews ter, MA 02631 (508) 896-3701 ext. 1100 www.brews ter-ma .gov Beginning July 6th, Brewster Town Offices will be open to the public Tuesday, Wednesday, and Thursday from 8:30 to 4:00pm. Beach and Recycle Permits are not available in person but can be purchased online or through our mail-in program. For the latest updates on Town services, please visit www.brewster-ma.gov From: Golf Commission <gol fcommission@bre wste r-ma.gov> Sent: Tuesday, July 13, 2021 6:24 AM To: Rob David <rdavi d@athenahealth.com> Cc: Eri ka Mawn <emawn@brewster-ma.gov> Subject: RE: Consi deration for The Captains Golf Commission ope ni ng Rob, thank you for expressing interest in serving as a member of the Brewster Golf Commission. I am copying Erika Mawn who is the executive assistant to the Town Administrator. I believe Erika can advise you of next steps in this process. Erika, if you could confirm I have sent Rob to the right place, I would appreciate it. Thanks Anne O'Connell, Brewster Golf Commission From: Rob David [rdavid@athenahealth.com] Sent: Monday, July 12, 2021 7:54 PM To: Golf Commission Subject : Consideration for The Captains Golf Commission opening Good eve ni ng, I recentl y me ntioned my i nterest in servi ng on the gol f commi ssi on to Jay who pointed me to the town website whe re I found thi s emai l address so I am writi ng to formally express that inte rest to the broader gol f commi ssi on. I am a l ong time Captains pl ayer having summere d in Orleans wi th my fami l y most of my l i fe and joined as a full time me mbe r i n 2019. At the ti me , I was a Orl e ans resident (since 2009) and recentl y be came a Brewster re si de nt/member when I purchased a home and move d to Oceans Edge i n De ce mbe r 2020. I am a l i fe-l ong golfer havi ng started playi ng i n middle school , caddi e d as a youth i n Duxbury where I grew up, pl aye d al l 4 ye ars in High School and love the game. Now that I have time to gi ve back I am i ntere sted i n vol unteeri ng and contributing ensuring Captai ns long te rm succe ss for the town, i ts me mbers and i ts guests. There are nume rous opportuni ties and challenges to maintain and grow the town’s valuabl e re source and I believe my background and experience would be a tremendous asset to the commission. Attached, i s a bri ef bi o for your review and I woul d greatly appreciate your considerati on and guidance on the application/nomination process. Best re gards, Rob David Jr 73 Tre vor Lane Bre wste r, MA 02631 508-320-4832 ce l l Archived: Thursday, September 9, 2021 11:49:13 AM From: David Whitney Sent: Wed, 8 Sep 2021 21:33:47 +0000Authentication To: Peter Lombardi; Erika Mawn Subject: Appointment Sensitivity: Normal ___________________________________ If there’s time, please add the appointment of Rob David, and the reappointments of David Valcourt and Jeff Odell to the Golf Commission to Monday’s Consent Agenda. Thanks Dave Sent from my iPhone The Commonwealth of Massachusetts Town of Brewster To Rob David We, the Selectmen of Brewster by virtue of the authority in us vested by the laws of the Commonwealth, do hereby appoint you to the Golf Commission For a 3-year term, expiring June 30, 2024 Given at Brewster this 13th day of September 2021 Recorded A.D. Attest:Town Clerk The Commonwealth of Massachusetts Town of Brewster To Tom Turketta We, the Selectmen of Brewster by virtue of the authority in us vested by the laws of the Commonwealth, do hereby appoint you to the Old Kings Highway Historic District Committee As a builder for a 1-year term, expiring June 30, 2022 Given at Brewster this 13th day of September 2021 Recorded A.D. Attest:Town Clerk Willie's SuperbrewWillie's SuperbrewBreakwater, Crosby Landing, Ellis Landing, Paines Creek, Linnell Landing, Point of Rocks, Robbins HillSaturday 9/18/20211pm3pm***Linnell Landing cleanup is from 10am-noon, private event that afternoon beach cleanupvolunteer beach cleanupn/aWillie's Superbrew50 Terminal St. Bldg 1, Unit 700, Charlestown, MA 02129202-20 per beach, 14-140 total508-246-6264508-246-6264 Archive d: Wednesday, September 8, 2021 11:11:20 AM From: Chris Miller Se nt: Tue, 7 Sep 2021 18:43:21 +0000Authentication To: Alice Gong; townadmin Cc: Erika Mawn Subje ct: RE: MA Superbeach Cleanup 9/18/21 - Brewster Se ns itivity: N ormal Attachme nts : Adult Participant Release Waiver of Liability and Indemnity Agreement.doc; Rental of Town Facilities 9-3-13.pdf; He l l o Al i ce , As you are organizing a group of over 20 people, we do have some addi tional re qui rements to permi t your event on the Brewster beache s. We have a wai ver form that your participants will be re qui red to si gn, se e attached. You wi l l have to fill out the attached public use form. You wi l l have to provi de a certifi cate of insurance ($500,000 pe r cl aim) nami ng the town as addi tional l y i nsured. If you can provide this by Thursday, the Brewster Se l e ct Board can re view the re que st at the i r me e ting on Monday the 13th . Please re spond to thi s emai l so I know you received i t. -- Chri s Miller, Di rector Bre wste r Departme nt of Natural Resources 508-896-4546 x4244 cmiller@bre wste r-ma.gov Begi nni ng July 6th , Brewster Town Offi ces will be open to the publ i c Tue sday, We dne sday, and Thursday from 8:30 am to 4:00 pm. For the latest updates on Town se rvi ce s, please vi si t www.bre wster-ma.gov From: Alice Gong <alice@supe rbre w.com> Se nt: Tuesday, August 31, 2021 9:29 AM To: Chri s Miller <cmi l l e r@brewster-ma.gov>; Emily Sumner <e sumne r@brewster-ma.gov>; townadmin <townadmin@brewster-ma.gov> Subje ct: MA Superbe ach Cl e anup 9/18/21 - Brewster Hello Town of Brewster, W illie's Superbrew is organizing local volunteers to c lean every s ingle beac h in Mas s ac husetts Saturday, Septe mbe r 18, from 1-3pm. W ith 41 MA coastal towns, including all of Cape Cod and the National Seashore on board, our Cleanup Registration and Res ources pages are now live! W e are hoping that Bre wster will allow us to include Bre akwate r, Crosby Landing, Ellie Landing, Paines Cree k, Linne ll Landing and Robbins Hill (M ants Landing), as a location in our Massac hus etts -wide beach cleanup. There is no "event", advertising, food or alcohol, just loc al res idents cleaning a beach. W e do not need anything from the town other than permis s ion. W e then coordinate with DPW on beach tras h disposal, or we will ask volunteers to carry out and dispose of trash privately. What is a Superbeach Cle anup? W illie’s organizes loc al volunteers through web and social m edia to clean their local beac hes. Groups m us t abide by our Environmental & Safety Rules and c omplete pos t c leanup surveys to tally collected trash. W e will be updating the signup page, rules and cleanup s urveys, as necessary for Septem ber 2021. Trash data for our MA Superbeach Cleanup will go to the Center for Coastal Studies in Provinc etown. W illie's is a hard seltz er com pany started in Truro with a pledge to donate 3% of profits to environmental causes. Past Be ach Cleanups Cape Cod June 6-7, 2020 13 towns, Cape Cod National Seashore 95 beaches, 195 miles of beach 340 volunteers 1,400+ lbs of trash South Boston November 1, 2020 MA State Parks Long Is land May 15-16, 2021 19 towns/villages, Nassau and Suffolk County Parks ,Fire Is land National Seashore 92 beaches 1,000+ volunteers 20,000+ pieces of trash Thank you s o much for your time and assistanc e. Please feel free to call with any further questions. I am also available to attend zoom meetings to dis c us s the project. Looking forward to hearing from you soon. Best, Alic e -- Alic e Gong Beach Cleanup Manager (508) 246-6264 W illie's Superbrew | Hard Seltzer + Real Fruit superbrew.c om ANY PROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED? INSR ADDL SUBR LTR INSD WVD PRODUCER CONTACT NAME: FAXPHONE (A/C, No):(A/C, No, Ext): E-MAIL ADDRESS: INSURER A : INSURED INSURER B : INSURER C : INSURER D : INSURER E : INSURER F : POLICY NUMBER POLICY EFF POLICY EXPTYPE OF INSURANCE LIMITS(MM/DD/YYYY)(MM/DD/YYYY) AUTOMOBILE LIABILITY UMBRELLA LIAB EXCESS LIAB WORKERS COMPENSATION AND EMPLOYERS' LIABILITY DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) AUTHORIZED REPRESENTATIVE EACH OCCURRENCE $ DAMAGE TO RENTEDCLAIMS-MADE OCCUR $PREMISES (Ea occurrence) MED EXP (Any one person)$ PERSONAL & ADV INJURY $ GEN'L AGGREGATE LIMIT APPLIES PER:GENERAL AGGREGATE $ PRO-POLICY LOC PRODUCTS - COMP/OP AGGJECT OTHER:$ COMBINED SINGLE LIMIT $(Ea accident) ANY AUTO BODILY INJURY (Per person)$ OWNED SCHEDULED BODILY INJURY (Per accident)$AUTOS ONLY AUTOS HIRED NON-OWNED PROPERTY DAMAGE $AUTOS ONLY AUTOS ONLY (Per accident) $ OCCUR EACH OCCURRENCE CLAIMS-MADE AGGREGATE $ DED RETENTION $ PER OTH- STATUTE ER E.L. EACH ACCIDENT E.L. DISEASE - EA EMPLOYEE $ If yes, describe under E.L. DISEASE - POLICY LIMITDESCRIPTION OF OPERATIONS below INSURER(S) AFFORDING COVERAGE NAIC # COMMERCIAL GENERAL LIABILITY Y / N N / A (Mandatory in NH) SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). COVERAGES CERTIFICATE NUMBER:REVISION NUMBER: CERTIFICATE HOLDER CANCELLATION © 1988-2015 ACORD CORPORATION. All rights reserved.ACORD 25 (2016/03) CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) $ $ $ $ $ The ACORD name and logo are registered marks of ACORD 9/8/2021 (800) 553-1801 (877) 816-2156 11000 Farmer Willie's, Inc. dba Willie's Superbrew 50 Terminal St. Bldg 1, Unit 700 Charlestown, MA 02129 00914 A 1,000,000 08SBARO0571 4/15/2021 4/15/2022 Included 10,000 1,000,000 2,000,000 2,000,000 1,000,000A 08SBARO0571 4/15/2021 4/15/2022 1,000,000A 08SBARO0571 4/15/2021 4/15/2022 10,000 1,000,000 B 08WECCT0373 4/15/2021 4/15/2022 500,000 500,000 500,000 Town of Brewster 2198 Main Street Brewster, MA 02631 FARMWIL-01 ALEONE RogersGray, Inc. 434 Rte 134 South Dennis, MA 02660 mail@rogersgray.com Sentinel Insurance Company, Ltd. Hartford Insurance Group X X X X X X X Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-ODL – 36 FEE $35.00 Town of Brewster Licensing This is to certify that: Kyle Hinkle- Brewster Chamber of Commerce IS HEREBY GRANTED A ONE-DAY LIQUOR LICENSE PERMT TO ALLOW: Beer and Wine At the following address: Lemon Tree Village Shops, 1069 Main Street Brewster, MA 02631 This one-day permit is effective: Thursday, September16, 2021; 5:30pm- 7:00pm Date Issued: September 13, 2021 Brewster 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 – 37 FEE $35.00 Town of Brewster Licensing This is to certify that: Kyle Hinkle- Brewster Chamber of Commerce IS HEREBY GRANTED A ONE-DAY LIQUOR LICENSE PERMT TO ALLOW: Beer and Wine At the following address: Allard Farm & Garden, 68 Eldridge Road, Brewster, MA 02631 This one-day permit is effective: Thursday, October 14, 2021; 5:30pm- 7:00pm Date Issued: September 13, 2021 Brewster 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 – 38 FEE $35.00 Town of Brewster Licensing This is to certify that: Brewster Sportsman’s Club IS HEREBY GRANTED A ONE-DAY LIQUOR LICENSE PERMT TO ALLOW: Beer, Wine & Liquor At the following address: 280 Tubman Road, Brewster, MA 02631 This one-day permit is effective: Sunday, September 19, 2021 from 2:00pm – 6:00pm Date Issued: September 13, 2021 Brewster 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 – 39 FEE $35.00 Town of Brewster Licensing This is to certify that: Gary Thulander- Chatham Bars Inn Farm IS HEREBY GRANTED A ONE-DAY LIQUOR LICENSE PERMT TO ALLOW: Private Farm to Table Dinner Beer, Wine, and Liquor At the following address: 3038 Main Street Brewster, MA 02631 This one-day permit is effective: Thursday September 23, 2021; 5:00pm- 9:00pm Date Issued: August 13, 2021 Select Board __________________________ __________________________ __________________________ __________________________ __________________________ Office of: Board of Selectmen Town Administrator SPECIAL EVENT APPLICATION Application must be submitted at least two (2) weeks prior to the date of the event. Applications for 5+ events per year, must receive a Special Permit from the Zoning Board of Appeals and must contact the Planning Department to facilitate the process. APPLICANT INFORMATION Applicant Name: ________________________________________ Phone #: __________________________ Applicant Address: _________________________________________________________________________ Business Name: __________________________________________ Email: ____________________________ EVENT INFORMATION Type of Event: _____________________________________________________________________________ Location of Event (if different from applicant address): ____________________________________________ Date and Hours requested of proposed event: Date: ___________________ Times: ____________________ Maximum # of guests anticipated: ____________ Estimated # of vehicles at one time: ___________________ Is this event open to the public: Yes_____ No ______? ADDITIONAL DETAILS Will food be offered/provided at the event? Yes _____ No______ If yes, applicant must obtain a food service permit from the Health Dept. Will alcoholic drinks be offered/served at the event? Yes _____ No______ If yes, applicant must obtain a one-day liquor license from the Select Board. Will entertainment be provided at the event (amplified/acoustic/live)? Yes _____ No______ If yes, applicant must obtain a one-day entertainment license from the Select Board. Will any temporary structures be erected (platforms, scaffolds, tents, pavilions, etc.)? Yes _____ No______ If yes, applicant must apply for a permit with the Building Dept. *For applications for the Select Board, Special Event, Liquor and Entertainment license can be obtained at the same Select Board meeting. SUBMIT WITH APPLICATION: Provide a brief description of the proposed event(s) on the reverse side of this application or on a separate sheet of paper. Provide a scaled site plan indicating property boundary, existing building location(s), driveway, proposed parking, location of event activity and location of portable sanitary facilities if applicable. Applicant is responsible to notify direct abutters and properties directly across the street via regular mail, using the abutter notification form available through the Assessing Department. Select Board Town Administrator Town of Brewster 2198 Main Street Brewster, MA 02631 B: (508) 896-3701 F: (508) 896-8089 www.brewster-ma.gov Ben Palmer 617-765-7625 119 Myrtle Street, Duxbury MA 02332 Crossroads for Kids ben@crossroadsma.org Wedding Camp Mitton, 46 Featherbed Lane, Brewster MA 02631 9/17/21 - 9/19/21 12:00pm - 12:00pm 80 20 Licensed Special Event Conditions: Special Event Licensing shall run with the original applicant. If there is any change in property ownership or applicant, then a new application shall be submitted. Special Event Licensing, when issued, comes with the understanding that the Select Board has the option to call a hearing to review a Special Event License upon: o Any change of use or nature of use, or o Any traffic problems that arise, or o Any other unforeseen concerns that are raised that warrant attention o Notification of violations of the terms of the Special Event License, the Select Board has full rights to amend or revoke the original Special Event License. The Select Board has full authority to condition the Special Event License. Signature on the application attest that the application understands and accepts procedural conditions and permits the Town to conduct site visits to the property. Application and supporting documents will be distributed to municipal departments including (but not limited to) Health, Building, Fire, Police, Conservation, Natural Resources and Planning for feedback/comments. A property, not specifically designed or permitted to be used for infrequent events occurring within a twenty- four-hour period such as, but not limited to, art or theatrical exhibitions, concerts, dinners, parties, and weddings, to be attended by the public, including properties not expressly permitted to be rented for such occasions. Applications for five or fewer events per year must receive a license from the Select Board. Applications greater than five events per year must receive a Special Permit from the Board of Appeals; provided, however, that such venue has first received a license from the Select Boar for such event. Special Permits for Special Event Venue Uses shall be renewed annually [Added 5-6-2013 ATM, Art. 23; amended 11-13-2017 FYTM, Art. 13; 12-3-2018 FYTM, Art. 11] Applicant Signature: ___________________________________ Date: _____________________________ Office Use Only: Notices Sent: ______________ Meeting Date: ________________ Date Approved: __________________ 8/27/2021 Location: Camp Mitton (46 Featherbed Lane, Brewster MA 02631 Event: Wedding Couple: Elise & Patrick Arrive: Friday, September 17th at 12:00PM Depart: Sunday, September 18th at 12:00PM Overnight Guests: 27 on Friday & 38 on Saturday Wedding Ceremony/Reception Guests: 80 on Saturday No excess noise or amplified music between 10pm -8am Event organizers have signed a Crossroads COVID-19 policy and have stated that guests are mostly vaccinated, with all gatherings occurring outside or under the tent, not in buildings. A group of friends and family will gather on Friday to decorate the camp. On Saturday the ceremony will take place pond-side at 5pm,followed by a reception in a rented tent on the field.The reception will end at 10pm,guests will gather for a campfire before departure,or sleeping in the cabins. Simple brunch will be served on Sunday, under the tent while guests pack up and depart. Will Palmer- Crossroads for Kids. 617-765-7622119 Myrtle St, Duxbury, MA. 02332WeddingWine on table and beer from canoe filled with ice. All under the tent, at 46 Featherbed Ln.9/18/20212pm - 10pmBeer & wine (no hard liquor)Yes80Patrick Bowen8/31/202131 Chapman St, Apt 3, Beverly, MA. 01915508-367-8689 BREWSTER POLICE DEPARTMENT Chief Heath J. Eldredge 631 Harwich Road Brewster, Massachusetts 02631 Phone 508-896-7011 www.brewsterpolice.org Fax 508-896-4513 “In Partnership With Our Community” CIVIL FINGERPRINTING CONSENT FORM I, ___________________________________________, consent to the collection of my fingerprints as part of the application process for the following license: _____________________________________________________________________________________ I acknowledge and understand that my fingerprints will be searched against the database maintained by the Federal Bureau of Investigation. _______________________________________ ______________________ Signature Date _______________________________________ Name (printed) APPLICATION FOR ONE-DAY ENTERTAINMENT LICENSE (must be submitted, with application fee, two (2) weeks prior to the date of the event) Applicant’s Name:_______________________________ Contact Phone#:________________________ Applicant’s Address:________________________________________ ______________________________________ Type of Event: _____________________________________________________ Location and Address where entertainment will be hosted if different from Applicant’s Address: ________________________________________________________________________________ Date and hours requested of proposed event: Day:_______________________ Times:_________________________________ Description of Entertainment proposed, please include name of the band or DJ if applicable: ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ Will the entertainment be performed indoors or outside of buildings?____________________________ Will temporary structures be erected (such as platforms, scaffolds, tents, pavilions, etc.)_____________ If so, please describe __________________________________________________________________ If music is proposed, will it be performed live?______________________________________________ If music is proposed, will it be acoustic or amplified? _____________________________________ Number of attendees anticipated over course of event ____________________ Maximum # at any one time:________________________ FEE= $35/day/location Signature of Applicant: _______________________________________________ Date:_______________________ Licensing Authority’s Approval: Notices sent: ________ Fee Paid:__________ ___________________________________________ Date Approved________________________ Signature for Licensing Authority Board of Selectmen Town Administrator 2198 Main Street Brewster, Massachusetts 02631-1898 (508) 896-3701 FAX (508) 896-8089 Ben Palmer (Crossroads for Kids, Inc.)617-765-7625 119 Myrtle Street, Duxbury MA 02332 Wedding Camp Mitton, 46 Featherbed Lane, Brewster MA 02631 9/18/2021 2:00PM - 10:00PM DJ / iPod Outside Yes, a tent will be erected for the day No Amplified 80 80 8/27/2021 Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-SE -7 Town of Brewster Licensing This is to certify that Ben Palmer/ Crossroads for Kids / Camp Mitton IS HEREBY GRANTED A SPECIAL EVENT LICENSE TO ALLOW: A WEDDING WEEKEND At the following address: 46 Featherbed Lane, Brewster MA 02631 This permit is effective: Friday, September 17 – Sunday, September 19, 2021 Date Issued: September 13, 2021 Brewster Select Board __________________________ __________________________ __________________________ __________________________ __________________________ Office of: Board of Selectmen Town Administrator The following Conditions Apply: Town Administration Camp Mitton is not zoned for this use, if events will continue in the future, the Camp should apply to the Zoning Board of Appeals for a Special Event License that covers over 5 events. The Crossroads website advertise Camp Mitton as a wedding and event location and should therefore go through the proper zoning mechanism for this use. Health Department Camp Mitton must follow up with Health Department to complete the required food service permits. Building Department Camp Mitton must submit the Certificate of Inspection form and have an inspection completed prior to the date of the event. A tent application must be submitted as well. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-ODL – 40 FEE $35.00 Town of Brewster Licensing This is to certify that: Will Palmer- Crossroads for Kids/ Camp Mitton IS HEREBY GRANTED A ONE-DAY LIQUOR LICENSE PERMT TO ALLOW: Wedding Weekend Beer and Wine At the following address: 46 Featherbed Lane, Brewster, MA 02631 This one-day permit is effective: Friday September 17 – Sunday September 19, 2021 Date Issued: August 13, 2021 Select Board __________________________ __________________________ __________________________ __________________________ __________________________ Office of: Board of Selectmen Town Administrator Contingent upon successful fingerprinting results. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 NUMBER 2021-1DE/17 FEE: $35.00 Town of Brewster Licensing This is to Certify that Crossroads for Kids/ Camp Mitton IS HEREBY GRANTED A ONE-DAY ENTERTAINMENT LICENSE PERMT TO ALLOW: Amplified music for a wedding At the following address: 46 Featherbed Lane, Brewster, MA 02631 This one-day permit is effective only: Saturday, September 18, 2021, from 2:00pm – 10:00pm Date Issued: September 13, 2021 Brewster Select Board __________________________ __________________________ __________________________ __________________________ __________________________ Office of: Board of Selectmen Town Administrator 9/9/2021 1 Fiscal Year 2022 Tax Rate Classification Hearing Town of Brewster September 13, 2021 FY 2022 Maximum Allowable Levy Description Amount Adjusted FY 2021 Levy Limit + 2.5% $35,245,572 Fiscal 2022 New Growth $481,379 Fiscal 2022 Debt Exclusions $2,111,089 Fiscal 2022 Cape Cod Commission assessment $173,658 Fiscal 2022 Maximum Allowable Levy $38,011,698 Fiscal 2022 Excess Levy Capacity (as of 9/9/2021) $19,621.56 1 2 9/9/2021 2 FY 2022 Assessed Values Class FY21 Value FY22 Value Change % Residential $3,995,194,421 $4,572,968,372 $577,773,951 14.5% Commercial $153,517,719 $154,936,288 $1,418,569 0.9% Industrial $13,212,200 $13,676,800 $464,600 3.5% Personal Property $92,929,390 $98,173,500 $5,244,110 5.6% Total $4,254,853,730 $4,839,754,960 $584,901,230 13.7% The town realized an increase in overall property value of 13.7% in Fiscal Year 2022 as a result of an improving real estate market and new property growth. The FY2022 residential property values are based on calendar year 2020 sales data and will not necessarily reflect today’s market value. FY 2022 Estimated Tax Rate Class Valuation Levy % Rate Levy Residential $4,572,968,372 94.4876 $7.85 $35,897,802 Commercial $154,936,288 3.2013 $7.85 $1,216,250 Industrial $13,676,800 0.2826 $7.85 $107,363 Personal Property $98,173,500 2.0285 $7.85 $770,662 Total $4,839,754,960 100 $7.85 $37,992,076 Single Tax Rate Illustration. Note: tax rate is rounded to nearest whole cent. Tax rate is dollars per $1,000 Single Tax Rate for Fiscal 2021 was $8.58 Decrease of $0.73 for FY2022 (8.5%) Tax shifting options will decide how the $38 Million will be allocated between and within property classes. The options to be discussed will not change the maximum allowable levy. 3 4 9/9/2021 3 FY2022 Tax Rate Impact on Median Single Family Home Tax Bill FY2021 FY2021 Median Single Family Home Value: $461,500 FY2021 Tax Rate: $8.58 FY2021 Median Single Family Tax Bill: $3,959.67 FY2022 FY2022 Median Single Family Home Value: $532,000 Increase of 15.3% FY2022 Estimated Tax Rate: $7.85 Decrease of 8.5% FY2022 Estimated Median Single Family Tax Bill: $4,176.20 Increase of 5.5% over FY2021 Increase of $216.53 over FY2021 Tax Levy Shifting Options 1. The “Split Tax Rate” allows for a shift of the tax burden from the residential class of property to the commercial, industrial and personal property classes (CIP). 2. The “Open Space Discount” may reduce the amount of the tax levy paid by the open space class to no less than 75% of its full and fair cash share of the levy. 3. The “Residential Exemption” allows for the shift of a portion of the residential tax burden from primary residences to second home owners and primary residences with higher property values. 4. The “Small Commercial Exemption” creates a shift that reduces taxes paid by owners of properties occupied by small businesses and shifts them to larger commercial and industrial taxpayers. The tax rate can be impacted by decisions regarding classification and exemption options. 5 6 9/9/2021 4 Option 1: The “Split Tax Rate” CIP Shift Residential Tax Rate CIP Tax Rate Tax Levy Shifted 0.7 $7.99 $5.49 $628,282 0.8 $7.94 $6.28 $418,855 0.9 $7.90 $7.06 $209,427 1.0 $7.85 $7.85 $0 1.1 $7.80 $8.63 $209,428 1.2 $7.76 $9.42 $418,855 1.3 $7.71 $10.20 $628,283 1.4 $7.67 $10.99 $837,710 1.5 $7.62 $11.77 $1,047,138 Estimated tax rates at selected percentage shifts, shown in 10% intervals Examples illustrated assumes no residential exemption adopted Board of Assessors recommends factor of “1”, no shift Option 1: The “Split Tax Rate” $4,251 $4,224 $4,203 $4,176 $4,150 $4,128 $4,102 $4,080 $4,054 $2,921 $3,341 $3,756 $4,176 $4,591 $5,011 $5,426 $5,847 $6,262 $2,000 $2,500 $3,000 $3,500 $4,000 $4,500 $5,000 $5,500 $6,000 $6,500 0.7 Shift 0.8 Shift 0.9 Shift No Shift 1.1 Shift 1.2 Shift 1.3 Shift 1.4 Shift 1.5 ShiftAnnual TaxResidential Tax Bills vs. CIP Tax Bills FY2022 Median Single Family Property Value of $532,000 Residential CIP Shift less than 1 results in residential taxes subsidizing business taxes Shift greater than 1 results in business taxes subsidizing residential taxes Tax Levy remains the same Maximum residential savings of $122 results in $2,085 increase to an equally valued commercial parcel Board of Assessors Recommendation: Residential Factor of “1” or “No Shift” 7 8 9/9/2021 5 Option 2: The “Open Space Discount” The Selectboard may allow for a discount for all Open Space properties. The discount may reduce the amount of the tax levy paid by the Open Space class to no less than 75% of its full and fair cash share of the levy (a 25% discount). The taxes saved by the Open Space class are shifted to the other properties in the residential class, which means a higher residential tax rate. In Brewster, the assessors do not currently assess Open Space properties in the Open Space class, so this discount is not currently available. Open Space parcels are generally assessed in the Residential Class or are Tax Exempt. In FY2021 only 17 of the 351 Massachusetts cities and towns used the Open Space class and only 1 of those 17 adopted an Open Space Discount (Nantucket). Board of Assessors Recommendation: Do not adopt an Open Space Discount Option 3: The “Residential Exemption” Selectboard can authorize up to a 35% exemption to Brewster “residents” The exemption applied is up to 35% of the total average residential parcel value The property must be the “primary residence” of the owner as used for income tax purposes This option shifts the taxes only within the residential class of taxpayers & does not change the levy amount itself or impact CIP property owners 15 communities out of 351 adopted the residential exemption in FY2021 Community Percentage Barnstable 20 Boston 35 Brookline 21 Cambridge 30 Chelsea 35 Everett 25 Malden 30 Nantucket 25 Provincetown 25 Somerville 35 Tisbury 18 Truro 20 Waltham 35 Watertown 25 Wellfleet 20 This option reduces the taxable assessed value for each qualified primary residence. Brewster has an estimated 3,920 potentially eligible properties out of 7,392 improved residential properties (roughly 53%) for FY2022 and the result of adoption would be a higher tax rate for all residential properties and a deduction from every qualified property’s value before the tax is calculated at the higher tax rate. 9 10 9/9/2021 6 Residential Exemption Calculation Total Residential Value $4,572,968,372 Divided by Total Residential Parcels 8,033 Average Residential Value (ARV) $569,273 ARV $569,273 $569,273 $569,273 $569,273 Exemption % 0% 10% 20% 35% Exemption Value $0 $56,927 $113,855 $199,246 Eligible Parcels* 0 3,920 3,920 3,920 Residential Value Exempted $0 $223,153,840 $446,311,600 $781,044,320 Net Value Taxed $4,572,968,372 $4,349,813,356 $4,126,658,340 $3,791,925,816 Residential Levy $35,897,802 $35,897,802 $35,897,802 $35,897,802 Tax Rate $7.85 $8.25 $8.70 $9.47 The exemption may not exceed 35 percent of the average assessed value of all residential properties. To calculate the exemption the average assessed value of all residential parcels must first be determined. The adopted percentage is applied to this amount. The assessed valuation of each residential parcel that is the domicile of the tax payer is then reduced by that amount. As the residential exemption removes a portion of the property value subject to taxation it results in a higher tax rate. *Estimate Residential Exemption No Exemption 10% Exemption 20% Exemption 35% Exemption Median Single Family Value $532,000 $532,000 $532,000 $532,000 Exemption Amount ($0) ($56,927) ($113,855) ($199,246) Taxable Value $532,000 $475,073 $418,145 $332,754 Tax Rate $7.85 $8.25 $8.70 $9.47 Tax Bill “Resident” $4,176 $3,919 $3,638 $3,151 Tax Bill “Non- Resident” $4,176 $4,389 $4,628 $5,038 Difference Resident vs Non $470 $990 $1,887 The breakeven point where there is no tax advantage for a primary resident property owner with a 20% residential exemption is around $1,166,570 11 12 9/9/2021 7 Residential Exemption Example $1,962 $3,925 $5,887 $7,850 $11,775 $15,700 $1,184 $3,359 $5,534 $7,709 $12,058 $16,408 $2,175 $4,350 $6,524 $8,699 $13,049 $18,984 $0 $5,000 $10,000 $15,000 $20,000 $250,000 $500,000 $750,000 $1,000,000 $1,500,000 $2,000,000Tax AmountAssessed Value Tax Bill Comparison – No Exemption vs. 20% Residential Exemption Qualifying and Non-Qualifying Properties No Exemption (Single Rate)Qualifying Property Non-Qualifying Property Residential* parcel count <$250K $250K- $500K $500k- $750K $750K- $1M $1M-$2M >$2M FY22 510 3,234 2,084 855 582 129 FY21 761 3,797 1,710 634 398 78 FY20 851 3,849 1,608 603 386 73 FY19 974 3,881 1,564 520 354 52 FY18 1,097 3,900 1,499 450 329 48 “Break Even Point” = $1,166,570 Assessed Value Residents with Assessed Value above “Break Even Point” pay more taxes as a result of Residential Exemption Board of Assessors Recommendation: No Residential Exemption *Not including vacant land Option 3: “Residential Exemption” Recommendation Approximately 53% of Residential Class with improved properties are ‘Residents’; 47% are ‘Non-Residents’ (3,920 vs 3,472) Applications are required for eligibility, including address verification using Income Tax Returns; burden of proof is on taxpayer Additional personnel resources required to review applications and administer Residential Exemptions Tax Levy remains the same, no additional revenue ‘Non-Residents’ already pay an additional Personal Property Tax (1% of building value) Additional Overlay required The Board of Assessors Recommends not adopting a Residential Exemption 13 14 9/9/2021 8 Option 4: The “Small Commercial Exemption” The Selectboard may grant a small commercial exemption to all Commercial properties that are occupied by businesses with an average annual employment of no more than 10 people and an assessed valuation of less than $1,000,000 ($1 Million). Adopting a small commercial exemption increases the commercial and industrial tax rates. This higher rate creates a shift that reduces the taxes paid by owners of properties occupied by small businesses and shifts them to larger commercial and industrial taxpayers. Board of Assessors Recommendation: Do not adopt Small Commercial Exemption Option 4: The “Small Commercial Exemption” 210 Commercial/Industrial parcels 242 Small Business with under 10 employees 36 Potentially eligible small business parcels (15% of small businesses) Exemption only applies to Commercial Properties not home business or mixed use Tax savings goes to owner of property, not to business if leasing the property 10% Small Commercial Exemption would raise the Commercial & Industrial Tax Rate to $7.92 (from $7.85 single rate). The 36 eligible parcels would receive a 10% reduction of assessed value or approx. $316 in tax savings The other 174 Commercial/Industrial parcels would pay a higher tax rate No benefit for 85% of small businesses (206) Board of Assessors Recommendation: Do not adopt a Small Commercial Exemption Auburn Avon Bellingham Berlin Braintree Chelmsford Dartmouth Erving New Ashford North Attleborough Seekonk Swampscott Westford Wrentham Only 14 cities/towns adopted Small Commercial Exemption in FY2021 15 16 9/9/2021 9 Summary Option 1: “Split Tax Rate”- The Board of Assessors recommends a Single Tax Rate or Residential Factor of “1”. No Split Tax Rate Option 2: “Open Space Discount”- The Board of Assessors recommends not adopting an Open Space Discount. Not applicable in Brewster Option 3: “Residential Exemption”- The Board of Assessors recommends not adopting a Residential Exemption Option 4: “Small Commercial Exemption”- The Board of Assessors recommends not adopting a Small Commercial Exemption Board of Assessors recommendations to Selectboard: Proposed Motion:Move to continue to use a Residential Factor of “1”; not to grant an Open Space Discount; not to grant a Residential Exemption; not to grant a Small Business Exemption. The following motion would maintain the existing and historic pattern of taxation in the Town of Brewster using a Single Tax Rate for all classes of property. 17 18 Town of Brewster SPECIAL TOWN MEETING WARRANT September 25, 2021 10:00 AM STONY BROOK ELEMENTARY SCHOOL 384 UNDERPASS ROAD Please bring this copy of the warrant to Town Meeting Large print copies of the warrant are available at the Brewster Town Offices September 2021 2 TOWN OF BREWSTER SPECIAL TOWN MEETING WARRANT September 25, 2021 TABLE OF CONTENTS A INDEX 2 B GENERAL VOTER INFORMATION & MODERATOR’S STATEMENT 3-6 C VOTER INFORMATION ON CAPE COD SEA CAMPS PARCELS 7-13 D 2021 SPECIAL TOWN MEETING WARRANT ARTICLES 14-17 ARTICLE DESCRIPTION SPONSOR PAGE 1 Land Acquisition: 500 W.H. Besse Cartway Board of Selectmen 14 2 Land Acquisition: 3057 Main Street Board of Selectmen 15 3 Maintenance and Upkeep of Properties Board of Selectmen 16 E TOWN MODERATOR’S RULES 18-19 F GLOSSARY OF FINANCIAL TERMS 20-23 September 2021 3 BREWSTER TOWN MEETING INFORMATION September 2021 Special Town Meeting DATE, TIME & PLACE DATE & TIME: Saturday, September 25, 2021, at 10AM CHECK-IN: Starts at 9AM LOCATION: Stonybrook School Ball Field (“Whitecaps Field”), 384 Underpass Rd. RAIN DATE: Sunday, September 26, 2021, at 1PM (check-in starts at 12PM) HEALTH & SAFETY MASKS: A mask/face covering is recommended (unless medically unable). SOCIAL DISTANCE: Maintain 6 feet from others (except those in your household). MICROPHONES: Sanitized between speakers; masks are recommended when speaking. SEATING: Seats will be in pairs; household members may sit together. HAND SANITIZER: Sanitizer stations will be available; voters may bring their own. ENTRY, MEETING, & EXIT ENTRY: Form a socially distanced line at entry near playground (west of school). CHECK-IN: When invited by greeter, approach check-in station to receive voter ticket. ENTER FIELD: Proceed to single field entrance as directed, maintaining social distance. MICROPHONES: Use closest stationary microphone to speak or raise hand for mobile “mike.” Socially distance if there is a line at the microphone. DEPARTURE: Voters should depart in an orderly manner and maintain social distancing CHANGES TO IMPROVE SAFETY VOTING: All votes will be cast by raising voter ticket; there will be no voice votes. DEBATE: The Moderator will encourage limiting debate to less than normal (1.5 minutes if speaking for or against an article). MOTION COPIES: Only proposed amendments need to be handed to the Moderator. AMENITIES PARKING: Use school and tennis parking areas. BATHROOMS: Port-a-potties will be available on the field. FOOD/DRINKS: Not available. TRANSPORTATION: Not available. CHILD CARE: Offered by Nauset Youth Alliance for children aged 5-12. Schedule in advance. SPECIAL SERVICES HANDICAPPED PARKING: Use lot at west end of school near check-in point. HANDICAPPED BATHROOMS: Accessible port-a-potties will be available on the field. MOBILITY IMPAIRED SEATING: Available. MOBILITY IMPAIRED CHECK-IN: Please proceed to beginning of check-in line. UNABLE TO WEAR A MASK? Seating with greater social distance will be available. PLEASE CALL: If possible, call the Town Administrator’s office before the meeting to let us know of your needs so we can assist you. Phone: (508) 896-3701 ext. 1100. WHAT TO BRING x Town Warrant booklet: copies will be available at Town Meeting. x Hand sanitizer, insect repellant, sunscreen (no tent), sunglasses & water bottle if desired. x Patience. WHAT NOT TO DO x Please don’t bring your own chair or food (unless medically required). x Please don’t gather in groups on the field before or after the meeting. September 2021 4 Brewster Special Town Meeting Saturday, September 25, 2021 @ 10am Whitecaps Ball Field, Stony Brook SchoolVoter Parking Voter Parking Exit Voter Movement Map September 2021 5 Town Moderator Information for Brewster Voters Brewster Voters: Brewster Town Meeting is again being held under unusual circumstances. We want to reduce the chance of infectious disease transmission, so it is important we conduct the Town’s business as efficiently as possible. Given these conditions, and the need to balance public health concerns with the need to carry out the Town’s business, we will continue to implement modified meeting procedures. To prepare voters in advance and to minimize the length of my opening remarks, I’m providing information here that will be helpful to everyone who plans to attend. 1.Disclosures: I have filed disclosures with the Town Clerk about organizations I have had relationships with. 2.Check-in: Will start at 9am. Please form a socially distanced single line at the check-in area at the west side of Stony Brook School. A greeter will direct you to a check-in station. If you have a mobility issue, please move to the beginning of the check-in line. 3.Town Warrants: Copies of the Town Warrant will be available; voters are invited to bring their own copy. 4.Seating: Seats will be set up in pairs and will be socially distanced. Members of the same household may take seats together. 5.CERT: Members of the regional Community Emergency Response Team (CERT) will provide assistance during Town Meeting. They will be wearing visible attire. For safety, please follow their instructions. 6.Town Officials Participating in Town Meeting: The following will be in attendance: x Select Board: Chair Cynthia Bingham, David Whitney, Mary Chaffee, Ned Chatelain, and Kari Hoffmann x Town Administrator: Peter Lombardi x Assistant Town Administrator: Donna Kalinick x Town Clerk: Colette Williams x Finance Committee: Chair Pete Dahl, Frank Bridges, William Meehan, Honey Pivirotto, Robert Young, Alex Hopper, Robert Tobias, Andrew Evans and William Henchy x Finance Director: Mimi Bernardo x Town Counsel: Jonathan Silverstein and Shirin Everett of KP Law x Constable: Roland Bassett, Jr. 7.Meeting Rules of Order x Brewster uses “Town Meeting Time: A Handbook of Parliamentary Law” as well as local practice and tradition. x Please be respectful and courteous to others. x All questions or comments should be directed only to the Moderator. 8.Time Clock. Because of the unusual circumstances of this meeting and the need to reduce the time we are together, I will encourage briefer debate than normal. Under our bylaw, residents may speak PLEASE DO NOT ATTEND TOWN MEETING IF YOU MAY HAVE COVID, INCLUDING IF YOU HAVE: x Any COVID symptoms (e.g., fever, chills, cough, loss of appetite or sense of taste or smell, and fatigue). See www.CDC.gov for more information. x Had contact in the previous 2 weeks with a person diagnosed with COVID. September 2021 6 for or against an article for up to 3 minutes. For this meeting, I will recommend residents limit their comments to 1.5 minutes to speak for or against. 9.Voting x All voting will be done by a show of hands using voter tickets. x There will be no voice votes. x The Moderator will evaluate the show of hands and announce the result. x Voters may challenge the Moderator’s result; if more than 7 request a count, one will be done. 10.Microphones x Stationary microphones will be set up at the front of each aisle in the voter seating area. x Mobile microphones will be available if you wish to speak from your seating area; raise your hand to alert a microphone manager. x Please avoid handling the microphones. An assistant can adjust the microphone for you. Masks are recommended when speaking. x If there is a line at the microphone, please stay 6 feet from others including seated voters. Flags in the ground will mark 6-foot intervals. x The microphones will be sanitized between speakers. x State your name and address when you speak. 11.Motions x Amendments: o If a minor amendment is proposed, the Moderator may accept it verbally. o If a longer amendment is offered, provide it in writing to the Town Clerk or her staff. x If you are unclear at any time about an action, raise your voter ticket to be recognized and state, “Point of order.” 12.Departure: x Please adjourn in an orderly manner, maintaining social distancing. x Please maintain social distance until you are in your vehicle and do not gather in groups. 13.Services x If you need handicapped parking, special seating, or any other type of assistance, please contact the Town Administrator’s office (508-896-3701 ext. 1100) before Town Meeting. We want to make sure we have the services you may require. x Port-a-potties will be available on the baseball field; some will be accessible. x Space will be available for voters using wheelchairs. x Handicapped parking will be available near the check-in point at the playground (at the west end of the Stony Brook School). x Those with impaired mobility should move to the front of the check-in line. x Nauset Youth Alliance will provide free child care services for children ages 5 – 12 in the Stony Brook School during Town Meeting. Masks will be required. If you would like to utilize this service, please call 508-896-7900 or email drost@nausetyouthalliance.org. x We regret that we cannot offer transportation to this meeting. Food and beverages will not be available either. 14.Handouts/Flyers: A designated area will be available for distribution of materials to voters. 15.Thank you. I appreciate your commitment to conducting the Town’s business and your attention to efforts that will keep us all safe. Charles Sumner, Town Moderator September 2021 7 x The Pond parcel is largely undeveloped x Structures include boating equipment storage & an office Voter Information: Potential Acquisition of the Cape Cod Sea Camps SEA CAMPS POND PARCEL: Overview SEA CAMPS POND PARCEL: Facilities Address 500 W.H. Besse Cartway Owner Camp Wono, Inc. Size 66 acres Parcel ID 84-45 Zoning Residential Medium (RM) & Residential Rural (RR) Zoning About half of parcel is in Zone II (aquifer recharge area), Brewster Considerations Water Protection District & Natural Resource Protection District Frontage 765 feet (Route 137) Shoreline ~1,200 feet SEA CAMPS POND PARCEL: Potential Town Uses x New public beach & beach parking on Long Pond (possibly residents only) x Recreation activities, e.g., swimming lessons, boating, sailing x Conservation/open space, habitat & watershed protection x Public watercraft storage (kayak, canoe, stand-up paddleboard) x Partnership with Brewster Conservation Trust to develop extensive hiking/trail system of 100+ acres when combined with adjacent Robinson property x Partnership with Massachusetts Audubon Society to develop on-site programs x Appropriately scaled community housing near Route 137 (partnering with Brewster Affordable Housing Trust) SEA CAMPS POND PARCEL: Pledged Contributions x Brewster Conservation Trust $1.5 million x Massachusetts Audubon Society $1.0 million x Brewster Water Department Enterprise Retained Earnings $250,000 September 2021 8 SEA CAMPS POND PARCEL: Maps LEGEND Pond Parcel Boundary Long Pond Rd. (137) Acres: 66 September 2021 9 Photos by Town of Brewster except where noted. SEA CAMPS POND PARCEL: Photos Beachfront Keen-Summit; Phoenix Management Beachfront Access Road Keen-Summit; Phoenix Management Long Pond Frontage Keen-Summit; Phoenix Management Long Pond Frontage Keen-Summit; Phoenix Management Keen-Summit; Phoenix Management Undeveloped acreage September 2021 10 SEA CAMPS BAY PARCEL: Overview Address 3057 Main Street, Brewster Owner Camp Wono, Inc. Size 54.7 acres Parcel ID 101-45 Zoning RM (Residential Medium Density) Zoning Old King’s Highway Historic District, soil conservancy district & wetlands Considerations Frontage 824 feet (on Main Street) Shoreline ~800 feet SEA CAMPS BAY PARCEL: Facilities x Administration building x 50+ cabins, cottages & dorms x Beachfront x Boathouse x Dining hall with commercial kitchen area x Olympic-sized swimming pool with swimming pavilion x Art center x Basketball courts x 9 lighted tennis courts x Fields for soccer, lacrosse, baseball, archery, field hockey & other sports x 2 outdoor theatres x Maintenance building & garage x Woodworking shop SEA CAMPS BAY PARCEL: Potential Town Uses x New public beach & beach parking (possibly residents only) x Community center & group meeting spaces x Expanded municipal recreation facilities: swimming pool, tennis, basketball, outdoor theatres, basketball, boating/sailing, playgrounds, trails x Town offices x Conservation, open space & habitat protection, coastal resiliency x Partnership(s) to expand recreational activities & programs x Bike trail spur from Cape Cod Rail Trail to beach x Boat moorings SEA CAMPS BAY PARCEL: Pledged Contributions x Massachusetts Audubon Society $1.0 million x Anonymous Private Donor $750,000 September 2021 11 SEA CAMPS BAY PARCEL: Maps LEGEND Bay Parcel Boundary Main St. (6A) Acres: 54.7 September 2021 12 Photos by Town of Brewster except where noted. SEA CAMPS BAY PARCEL: Photos Administration Building Keen-Summit; Phoenix Management Keen-Summit; Phoenix Management Recreation Facilities Capecodseacamps.com Arts Center Arts Center Beachfront Boat House www.Catalystarchitects.com Recreation Facilities Cape Cod Sea Camps Bay Parcel Pond Administration Building Recreation Facilities September 2021 13 ABOUT EMINENT DOMAIN Legal right of governments to acquire property for public purposes Requires just compensation to the owner of property Brewster Town Meeting has authorized at least 31 major eminent domain actions since 1918 REQUIREMENTS FOR BREWSTER TO ACQUIRE THE SEA CAMPS IF EMINENT DOMAIN IS NEEDED Acquisition must be for public purpose (Done) Property must be identified (Done) Title research is required (Done) Brewster voters must authorize and appropriate funds (Town Meeting and local election) Property inspection is required Just compensation must be provided NEXT STEPS IF EMINENT DOMAIN ACQUISITION OF THE SEA CAMPS IS AUTHORIZED Order of Taking: The Select Board will adopt an Order of Taking. Recording: The Order of Taking is recorded by the Barnstable County Registrar of Deeds. o Once recorded, the Town of Brewster becomes the legal owner. o Recording permits the Town to provide compensation to the former owner. Notice of Taking: Notice is provided to others with an interest in the properties, e.g., a bank holding a mortgage. Just Compensation to the Former Owner: The Town will calculate fair compensation for the former owners based on carefully prepared appraisals and expert consultation. o “Just Compensation”: Fair market value of the property at the time the property is transferred. The Town acquired appraisals to determine just compensation. Appeal: The former owner has 3 years to appeal the Town’s action. o Appeal process: If appealed, a jury trial will be held. If the jury awards a higher amount than paid, Brewster voters would need to approve appropriation of the difference. REFERENCE: Commonwealth of Massachusetts, General Laws Chapter 79: Eminent Domain https://malegislature.gov/Laws/GeneralLaws/PartI/TitleXIII/Chapter79 POTENTIAL USE OF EMINENT DOMAIN TO ACQUIRE THE CAPE COD SEA CAMPS September 2021 14 TOWN OF BREWSTER SPECIAL TOWN MEETING SEPTEMBER 25, 2021 Barnstable, ss To: Roland W. Bassett, Jr. Constable of the Town of Brewster Greetings: In the name of the Commonwealth of Massachusetts, you are hereby directed to notify and inform the Town of Brewster inhabitants qualified to vote in Town affairs to meet at the Stony Brook Elementary School, 384 Underpass Road, on Saturday, SEPTEMBER 25, 2021, next, at 10:00 o’clock in the morning, then and there to act upon the following articles: ARTICLE NO. 1: LAND ACQUISITION - 500 W.H. BESSE CARTWAY To see if the Town will authorize the Select Board to acquire, by purchase, gift, and/or eminent domain, the parcel of land with the improvements thereon located at 500 W.H. Besse Cartway, Brewster, containing 66 acres, more or less, shown on Assessors Map 84 as Parcel 45, and described in a deed recorded with the Barnstable Registry of Deeds in Book 1388, Page 1185, for habitat protection, watershed protection, open space, conservation and passive recreation, active recreation, community housing, and/or general municipal purposes, and for the purpose of granting conservation easements and/or restrictions on such portions of the property that the Select Board may determine to provide for habitat protection, watershed protection, open space, conservation and passive recreation purposes, and to raise and appropriate, transfer from available funds, and/or borrow a sum to fund the foregoing acquisition and the payment of all costs incidental or related thereto; provided, however, that the appropriation authorized hereunder shall be contingent upon approval by the voters of a ballot question to exclude the amounts to pay for any bonds or notes authorized for this purpose from the provisions of Proposition 2½, so called, and to authorize the Select Board to convey the foregoing conservation easements and/or restrictions to charitable corporations or trusts whose purposes include conservation of land or water areas on such terms and conditions as the Select Board deems appropriate, and, further, to authorize the Select Board and/or its designee to apply for, accept and expend any state and/or federal grants and/or loans or other public or private funds that may be available for the foregoing purposes and to take any and all actions and execute any and all documents necessary or convenient to accomplish the foregoing purposes; or take any other action in relation thereto. (Board of Selectmen) (Two-Thirds Vote Required) COMMENT This article will authorize the Select Board to acquire the so-called Long Pond parcel located at 500 W.H. Besse Cartway for a number of potential public purposes. This 66 acre parcel is currently the largest privately held property in Brewster. It has almost 800 feet of frontage on Long Pond Road (Route 137) and about 1,200 feet of shoreline in the northeast corner of Long Pond. It is mainly comprised of wooded upland and is largely undeveloped. About half of the property is located in the Town’s Zone II (aquifer recharge area), Brewster Water Protection District and Natural Resource Protection District. It is immediately adjacent to Long Pond Woodlands (the so-called Robinson property), 42 acres of conservation land purchased by the Town several years ago. September 2021 15 The acquisition of this land is contingent on approval of a debt exclusion ballot measure at the local election to be held on October 5, 2021. To date, the Town has secured pledges of $1.5 million from the Brewster Conservation Trust and $1 million from Mass Audubon to assist with the acquisition costs of this parcel. The Brewster Water Commission has also approved appropriating $250,000 in available retaining earnings to help with acquisition expenses. While a number of potential future public uses are contemplated in the warrant article, if the Town acquires this parcel, we will undertake a resident engagement process that will inform the development of a Master Plan. It is anticipated that a majority of this property will be permanently protected with a conservation restriction. The Master Plan will provide specific details and, once completed, will be brought back to a future Town Meeting for voter consideration and approval. Selectmen: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 ARTICLE NO. 2: LAND ACQUISITION - 3057 MAIN STREET That the Select Board is authorized to acquire, by purchase, gift, and/or eminent domain, the parcel of land with the improvements thereon located at 3057 Main Street, Brewster, containing 54.7 acres, more or less, shown on Assessors Map 101 as Parcel 45, and described in a deed recorded with the Barnstable Registry of Deeds in Book 1388, Page 1188 (excluding therefrom the parcel shown on Assessors Map 101 as Parcel 46) and in Certificate of Title No. 30242, for habitat protection, watershed protection, open space, conservation and passive recreation, active recreation, community housing, community center and/or general municipal purposes, and for the purpose of granting conservation easements and/or restrictions on such portions of the property that the Select Board may determine to provide for habitat protection, watershed protection, open space, conservation and passive recreation purposes, and to raise and appropriate, transfer from available funds, and/or borrow a sum to fund the foregoing acquisition and all costs incidental or related thereto; provided, however, that the appropriation authorized hereunder shall be contingent upon approval by the voters of a ballot question to exclude the amounts to pay for any bonds or notes authorized for this purpose from the provisions of Proposition 2½, so called, and to authorize the Select Board to convey the foregoing conservation easements and/or restrictions to charitable corporations or trusts whose purposes include conservation of land or water areas on such terms and conditions as the Select Board deems appropriate, and, further, to authorize the Select Board and/or its designee to apply for, accept and expend any state and/or federal grants and/or loans or other public or private funds that may be available for the foregoing purposes and to take any and all actions and execute any and all documents necessary or convenient to accomplish the foregoing purposes; or take any other action in relation thereto. (Board of Selectmen) (Two-Thirds Vote Required) COMMENT This article will authorize the Select Board to acquire the so-called Bay parcel located at 3057 Main Street for a number of potential public purposes. This 55 acre parcel is currently the 4th largest privately held property in Brewster. It is located within the Old King’s Highway Historic District and has over 800 feet of frontage on Main Street (Route 6A). It has about 800 feet of shoreline on Cape Cod Bay and is adjacent to Town-owned conservation land and beach at Spruce Hill. Serving as the primary location for September 2021 16 Cape Cod Sea Camps operations for many years, this property has extensive recreation facilities including an Olympic-sized outdoor swimming pool, lighted tennis courts, outdoor theatres, fields for a variety of sports, basketball courts, and a boathouse and an arts center – both built within the last 10 years. This parcel has 50+ cabins and cottages as well as a dining hall, a health center, a historic administrative building, a maintenance area and a garage. The acquisition of this property is contingent on approval of a debt exclusion ballot measure at the local election to be held on October 5, 2021. To date, the Town has secured pledges of $1 million from Mass Audubon and $750,000 from an anonymous private donor to assist with the acquisition costs of this parcel. Other organizations have expressed interest in potentially partnering with the Town in the future on this property, including YMCA Cape Cod and the Trustees of Reservations. While a number of potential future public uses are contemplated in the warrant article, if the Town acquires this parcel, we will undertake a resident engagement process that will inform the development of a Master Plan. The Master Plan, once completed, will be brought back to a future Town Meeting for voter consideration and approval. Selectmen: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 ARTICLE NO. 3: MAINTENANCE AND UPKEEP OF PROPERTIES To see if the Town will vote to transfer from free cash the sum of $200,000 to pay costs associated with the maintenance, security, operations, repair and/or rehabilitation of the parcels of land and the improvements thereon located at 3057 Main Street and/or 500 W.H. Besse Cartway, with said moneys to be expended under the direction of the Select Board; or take any other action in relation thereto. (Board of Selectmen) (Majority Vote Required) COMMENT These funds will be used to cover interim operating expenses associated with the general maintenance of one or both properties the Town is seeking to acquire in Articles 1 and 2 in this warrant. Depending on which properties the Town ultimately acquires, the timing of when those acquisitions occur, and the extent to which public access to these properties will be provided in the near term will impact when further such appropriations will be necessary. The Town has developed an initial budget for maintaining the properties based on the information available at this time. This plan will be further refined and updated once the Town has access to additional information about the facilities. Property maintenance will also include utilizing some existing Town staffing resources. The Town may partner with other organizations to mitigate some of these interim expenses. The Master Plan process is intended to clearly define future ongoing operating expenses associated with one or both properties based on anticipated future uses and potential partnerships. Selectmen: Yes 5, No 0, Abs 0 Finance Committee: Yes 7, No 0, Abs 0 September 2021 17 You are hereby directed to serve this Warrant with your doings thereon to the Town Clerk at the time and place of said meeting as aforesaid. Given under our hand and Seal of the Town of Brewster affixed this 3rd day of September 2021. ___________________________________ Cynthia A. Bingham, Chair ___________________________________ David C. Whitney, Vice Chair ___________________________________ Edward B. Chatelain, Clerk ___________________________________ Mary Chaffee ___________________________________ Kari Hoffmann I, Roland W. Bassett Jr, duly qualified Constable for the Town of Brewster, hereby certify that I served the Warrant for the Special Town Meeting of September 25, 2021, by posting attested copies thereof, in the following locations in the Town on the 3rd day of September 2021. Brewster Town Offices Café Alfresco Brewster Ladies Library Brewster Pizza House The Brewster General Store Millstone Liquors U. S. Post Office _________________________________ Roland W. Bassett, Jr. Constable September 2021 18 MODERATOR’S RULES REGARDING TOWN MEETING Priority shall be given to registered voters of the Town for admission to all Town Meetings, whether annual or special meetings. Therefore, the following rules shall apply: 1.Prior to admission, persons desiring admission shall check in with the Registrars of Voters, who will be present at the main entrance with voter registration lists. 2.Non-voters, who desire to be present, will be seated in the area designated as the nonvoter section. Voters take priority seating. 3.Non-voters will not address the Town Meeting without the unanimous consent of all voters present and will not participate in voting. Non-resident Town staff will be permitted to address Town Meeting as appropriate and consistent with past precedent. TOWN MEETING PROCEDURE THE MODERATOR has absolute control of the Town Meeting. GENERAL LAWS CHAPTER 39 SECTION 15: The Moderator shall preside and regulate the proceedings, decide all questions of order, and make public declaration of all votes. The Moderator recognizes speakers from the floor, and while they are speaking allows no interruptions except when a point of order is raised. WHEN A VOTER WISHES TO SPEAK, the voter may rise, say, "Mr. Moderator," and wait for recognition. Then, with the microphone, please give your name. The voter may continue with due regard to reasonable brevity, as long as the voter speaks directly to the question under discussion. THERE WILL BE NO SMOKING OR STANDING in the meeting location. ANY TIME THE MOTION TO BE VOTED ON IS UNCLEAR, ask the Moderator before voting. VOTERS WILL PLEASE HOLD THEIR BREWSTER VOTER TAG in their right hand, so that the tellers when counting hand votes will count them. NO PERSON IS TO INDULGE IN PERSONALITIES OR DEROGATORIES. Let us maintain decorum and reason together. MOTIONS MAIN MOTIONS are always on articles in the Town warrant. They are made, seconded, and then opened for consideration. SECONDARY MOTIONS are motions which refer to main motions. Secondary motions usually amend, postpone, or limit consideration. AMENDMENTS may be offered by any voter to the motion under discussion, provided the scope of the original motion is not enlarged or altered. Amendments are seconded and discussed; they require a majority vote to carry (pass). An amendment need not be voted upon if the proposed change is agreeable to the proponents of original motion. Voters must submit amendments in legible writing. September 2021 19 POSTPONE TO REFER TO COMMITTEE "COMMIT" if changes in a main motion are numerous, take too much time, or require additional information, it is wise to commit the article to a committee. This secondary motion should specify which board or committee. If proposing a new committee, specify how many members, how appointments are to be made, and when the committee should report. POSTPONE TO A DEFINITE TIME defers action on a main motion to a stated hour, usually during the meeting. At the hour specified, it is returned to the floor when a motion is made that the deferred article be considered. "LAY ON TABLE" intends to temporarily lay aside an article. Not debatable; two-thirds vote carries. An article not taken from table before the meeting adjourns is not actionable. To be considered at a subsequent meeting, it must reappear in the warrant for that meeting. "TAKE NO ACTION" "PASS OVER" "POSTPONE INDEFINITELY" are debatable motions and require majority vote. The intent is to defeat the motion. LIMIT CONSIDERATION LIMIT DEBATE This secondary motion requests a vote to be taken at a specific time. Requires a 2/3 majority vote. "MOVE THE PREVIOUS QUESTION" demands an immediate vote on any motion under consideration without further debate on the motion. May not be debated or amended. Requires 2/3 vote to carry. If it carries, we vote on the main motion that we voted to end the debate on. POINT OF ORDER IF A VOTER QUESTIONS THE LEGALITY or propriety of the proceedings, the voter may rise, interrupt the speaker and say, "I rise to a point of order" or "question of privilege." VOTES ON MAIN MOTIONS Usually carries (passes) with majority of those attending. Quantum of vote for each article is noted in the warrant book. EXCEPTIONS 2/3 MAJORITY VOTE REQUIRED for borrowing of money appropriations for land purchases; land purchase for public purpose; sale or abandonment of unneeded land; abandonment of projects for which money has been borrowed; appropriation for celebration of settlement or incorporation; zoning bylaws. 4/5 USUALLY REQUIRED for payment of a bill for which insufficient appropriations made in a previous year, at the Annual Town Meeting. A 9/10 vote is required at a Special Town Meeting. POSTPONE INDEFINITELY requires a majority vote, may be debated, and may not interrupt the speaker. September 2021 20 Appendix A GLOSSARY OF FINANCIAL TERMS 1. Appropriation – An authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. An appropriation is usually limited in amount and as to the time when it may be expended. Only town meeting can authorize money appropriated for one purpose to be used for another. Any amount that is appropriated may be encumbered (see encumbrance). Any part of an annual operating appropriation not spent or encumbered by June 30 automatically reverts to the undesignated fund balance that may result in free cash. If departments know of remaining unpaid bills at the close of the fiscal year and properly notifies the Town Accountant (MGL Ch. 41 Sec. 58), the departmental appropriation is encumbered. This action extends the annual spending authorization until such time that the bill is paid or it is decided not to spend the funds. If these encumbrances are not acted on within ninety days, the Town Accountant generally notifies the department and closes them out. A special purpose appropriation, on the other hand, may carry forward from year to year until spent for the designated purpose or transferred by town meeting vote to another account. 2. Audit – An examination of systems, procedures, and financial data by a certified public accountant, reporting on the fairness of financial statements and compliance with statutes and regulations. The audit is a valuable management tool for evaluating the fiscal performance of a community. 3. Available Funds – Funds established through previous appropriations or resulting from financial operations. They may be appropriated to meet unforeseen expenses, or large non-recurring or capital expenditures. Examples include free cash, stabilization fund, overlay surplus, water surplus, and enterprise retained earnings. 4. Bond – A written promise to pay a specified sum of money, called the face value (par value) or principal amount, at a specified date in the future, called the maturity date, together with periodic interest at a specified rate. The difference between a note and a bond is that the latter runs for a longer period of time. 5. Bond Anticipation Note (BAN) – A short-term note to provide cash for initial project costs issued in anticipation of bond proceeds. BANs may be issued for a period not to exceed five years, provided principal repayment begins after two years. Communities with approved projects on the School Building Assistance (SBA) priority list may defer principal payments up to five years (approved annually in outside sections of the budget). The final maturity date of the project borrowing, beginning from the date the short-term note was issued, may not exceed the term specified by statute. BANs are full faith and credit obligations. 6. Bond Authorized And Unissued – Bond authorized but not yet sold. Issuance is contingent only on action by the Town Treasurer and a majority of the Board of Selectmen. 7. Bond Counsel – An attorney or law firm engaged to review and submit an opinion on the legal aspects of a municipal bond or note issue. 8. Bond Issue – Generally represents the sale of a certain number of bonds at one time by a governmental unit. 9. Bond Rating (Municipal) – A credit rating to help investors determine the risk of losing money in a given fixed-income investment. Agencies specializing in municipal bonds assign a rating, designated by letters or a combination of letters and numerals, based on their opinion of the future ability, legal obligation, and willingness of a bond issuer to make timely debt service payments. 10. Budget – A plan of financial operation embodying an estimate of proposed revenues and expenditures for a given period and the proposed means of financing them. A budget may be “preliminary” (the financial plan presented to the town meeting), or “final” (the plan approved by that body). The budget should be separated into basic units, either by department, program, or service. Formatting the budget in this way helps local officials and citizens make policy decisions when allocating scarce resources. It is September 2021 21 also important to include as much information as possible concerning the output or accomplishments expected of a given program or department during the year. 11. Capital Improvements Program – A comprehensive plan for planning a community’s capital expenditures. It coordinates community planning, fiscal capacity and physical development. While all of the community’s needs should be identified in the program, there is a set of criteria that prioritizes the expenditures. The capital program is a plan for capital expenditures that usually extends at least five years beyond the capital budget. 12. Capital Outlay Expenditure Exclusion – A vote by a community at an election to exclude payments for a capital project from the levy limit. The exclusion may temporarily increase the levy above the levy ceiling. 13. Conservation Fund – This fund may be expended for lawful conservation purposes as described in MGL Ch. 40 Sec. 8C. It may also be expended for damages related to the taking of land by eminent domain provided that such taking has first been approved by two-thirds vote of town meeting. 14. Contingent Appropriation – An appropriation that authorizes spending for a particular purpose upon the occurrence of a later event. The grant of spending authority made by an appropriation must be certain at the time of the vote and, therefore, contingent appropriations are not generally permissible. Under MGL Ch. 59 Sec. 21C(m), however, towns may make appropriations from the tax levy, available funds or borrowing, contingent upon the subsequent passage of a Proposition 2-½ override or exclusion question for the same purpose. 15. Debt Authorization – Formal approval by a two-thirds vote of town meeting to incur debt, in accordance with procedures stated in MGL Ch. 44. 16. Debt Exclusion – A vote by a municipality at an election to exclude debt service payments for a particular capital project form the levy limit. The amount necessary to cover the annual debt service payment is added to the levy limit for the life of the debt only. A debt exclusion may temporarily increase the levy above the levy ceiling. 17. Debt Limit – The maximum amount of debt that a municipality may have authorized for qualified purposes under state law. 18. Debt Service – The cost usually stated in annual terms, of the principal repayment and interest of any particular issue. 19. Deficit – The excess of expenditures over revenues during an accounting period. Also refers to the excess of the liabilities of a fund over its assets. 20. Eminent Domain – The power of a government to take property for public purposes provided that fair compensation is paid to the owner. This method is frequently used to obtain real property that cannot be purchased from owners by means of a voluntary transaction. 21. Enterprise Fund - Those funds which are established for specific uses under MGL Ch. 44 Sec. 53F1/2 that require an annual appropriation to operate (i.e., Brewster Water Department). Enterprise fund revenue streams are segregated from the general fund into a separate fund and available as a separate financing source for services that generate, or for purposes supported by, those revenues. These include the revenues of enterprise funds established for services typically financed and delivered in a manner similar to private enterprises for the purpose of accounting for all costs, direct or indirect, of providing the services. 22. Excess Levy Capacity – The difference between the levy limit and the amount of real and personal property taxes actually levied in a given year. Annually, the Board of Selectmen must be informed of excess levy capacity and their acknowledgment must be submitted to the Department of Revenue when setting the tax rate. 23. Fiscal Year – Since 1974, the Commonwealth and municipalities have operated on a budget cycle that begins July 1 and ends June 30. The designation of the fiscal year is that of the calendar year in which the September 2021 22 fiscal year ends. For example, the 2000 fiscal year is July 1, 1999 to June 30, 2000, and is usually written as FY2000. Since 1976, the federal government has had a fiscal year that begins October 1 and ends September 30. 24. Free Cash – Unrestricted funds from operations of the previous fiscal year that are certified by the Director of Accounts as available for appropriation. Remaining funds include unexpended free cash from the previous year, receipts in excess of estimates shown on the tax recapitulation sheet, and unspent amounts in budget line-items. Unpaid property taxes and certain deficits reduce the amount that can be certified as free cash. The calculation of free cash is based upon the balance sheet as of June 30, which is submitted by the Town Accountant. A community should maintain a free cash balance to provide a hedge against unforeseen expenditures and to ensure there will be an adequate reserve to prevent sharp fluctuations in the tax rate. Maintenance of an adequate free cash level is not a luxury but a necessary component of sound local fiscal management. Credit rating agencies and other members of the financial community expect municipalities to maintain free cash reserves and make judgments regarding a community’s fiscal stability, in part, on the basis of free cash. 25. Fund – An accounting entity with a self-balancing set of accounts that are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with specific regulations, restrictions, or limitations. 26. Fund Accounting – Organizing the financial records of a municipality into multiple funds. A fund is a distinct entity within the municipal government in which financial resources and activity (assets, liabilities, fund balances, revenues and expenditures) are accounted for independently in accordance with specific regulations, restrictions and limitations. Examples of funds include the general fund and enterprise funds. 27. General Fund – The fund used to account for most financial resources and activities governed by the normal town meeting appropriation process. 28. General Obligation Bonds – Bonds issued by a municipality that are backed by the full faith and credit of its taxing authority. 29. Interest – Compensation paid or to be paid for the use of money, including amounts payable at periodic intervals or discounted at the time a loan is made. 30. Interest Rate – The interest payable, expressed as a percentage of the principal available, for use during a specified period of time. It is always expressed in annual terms. 31. Levy – The amount a community raises through the property tax. The levy can be any amount up to the levy limit. 32. Levy Ceiling – The maximum levy assessed on real and personal property may not exceed 2 ½ percent of the total full and fair cash value of all taxable property (MGL Ch. 59 Sec. 21C). Property taxes levied may exceed this limit only if the community passes a capital exclusion, a debt exclusion, or a special exclusion. 33. Levy Limit – The maximum amount a community can levy in a given year. The limit can grow each year by 2 ½ percent of the prior year’s levy limit plus new growth and any overrides. The levy limit can exceed the levy ceiling only if the community passes a capital expenditure exclusion, debt exclusion, or special exclusion. 34. Municipal(s) – Municipal refers to any state or subordinate governmental unit. “Municipals” (i.e., municipal bonds) include not only the bonds of all local subdivisions, such as cities, towns, school districts, special districts, but also bonds of the state and agencies of the state. 35. Municipal Revenue Growth Factor (Mrgf) – An estimate of the percentage change in a municipality’s revenue growth for a fiscal year. It represents the combined percentage increase in the following revenue components; automatic 2 ½ percent increase in the levy limit, estimated new growth, the change in selected unrestricted state aid categories, and the change in selected unrestricted local receipts (Education Reform Act of 1993). September 2021 23 36. New Growth – The taxing capacity added by new construction and other increases in the property tax base. New growth is calculated by multiplying all increases in value which are not the result of revaluation by the tax rate of the previous fiscal year, for example, FY2020 new growth is determined by multiplying the value on January 1, 2019 by the FY2019 tax rate. Assessors must submit documentation of new growth to the BLA annually before setting the tax rate. Documentation should be retained for five years in the event of a BLA audit. 37. Override – A vote by a community at an election to permanently increase the levy limit. An override vote may increase the levy limit no higher than the levy ceiling. The override question on the election ballot must state a purpose for the override and the dollar amount. 38. Override Capacity – The difference between a community’s levy ceiling and its levy limit. It is the maximum amount by which a community may override its levy limit. 39. Proposition 2 ½ – MGL Ch. 59 Sec. 21C was enacted in 1980 and limits the amount of revenue a city or town may raise from local property taxes each year. This amount is the community’s annual levy limit. The law allows the levy limit to increase each year by 2.5% plus any new growth revenue derived from taxes from new construction and alterations. This amount may not exceed the community’s levy ceiling. Proposition 2 ½ also established two types of voter approved increases in local taxing authority – overrides and exclusions. 40. Reserve Fund – An amount set aside annually within the budget of a city (not to exceed 3% of the tax levy for the preceding year) or town (not to exceed 5% of the tax levy for the preceding year) to provide a funding source for extraordinary or unforeseen expenditures. In a town, the Finance Committee can authorize transfers from this fund for “extraordinary or unforeseen” expenditures. Other uses of the fund require budgetary transfers by town meeting. 41. Revenue Anticipation Borrowing – Cities, towns and districts may issue temporary notes in anticipation of taxes (TAN’s) or other revenue (RAN’s). The amount of this type of borrowing is limited to the total of the prior year’s tax levy, the net amount collected in motor vehicle and trailer excise in the prior year and payments made by the Commonwealth in lieu of taxes in the prior year. According to MGL Ch. 44 Sec. 4, cities, towns, and districts may borrow for up to one year in anticipation of such revenue. 42. Revenue Anticipation Note (RAN) – A short-term loan issued to be paid off by revenues, such as tax collections and state aid. RANs are full faith and credit obligations. 43. Revenue Bond – A bond payable from and secured solely by specific revenues and thereby not a full faith and credit obligation. 44. Stabilization Fund – A fund designed to accumulate amounts for capital and other future spending purposes, although it may be appropriated for any lawful purpose. Communities may appropriate into this fund in any year an amount and any interest shall be added to and become a part of the fund. A two- thirds vote of town meeting is required to appropriate money from the Stabilization Fund. 45. Tax Rate – The amount of property tax stated in terms of a unit of the municipal tax base; for example, $9.50 per $1,000 of assessed valuation of taxable real and personal property. 46. Underride – A vote by a community to permanently decrease the tax levy limit. As such, it is the exact opposite of an override. 47. Warrant – An authorization for an action. For example, a town meeting warrant establishes the matters that may be acted upon by that town meeting. A treasury warrant authorizes the treasurer to pay specific bills. The assessors’ warrant authorizes the tax collector to collect taxes in the amount and from the persons listed, respectively. September 2021 24 Impact of Cape Cod Sea Camps if it became Tax Exempt Note: This slide only represents the taxable value being removed from the total, it does not factor in the tax impact of a purchase SEA CAMPS TAXABLE FY2022 Tax Levy: $37,992,076 FY2022 Total Value: $4,839,754,960 Tax Rate = Tax Levy/Total Value FY2022 Estimated Tax Rate: $7.85 FY2022 Estimated Median Single Family Tax Bill: $4,176.20 SEA CAMPS EXEMPT FY2022 Tax Levy: $37,992,076 FY2022 Total Value without CCSC: Subtract CCSC Value ($11,042,500) $4,828,712,460 Adjusted Tax Rate: $7.87 Adjusted Median Single Family Tax Bill: $4,186.84 Archive d: Wednesday, September 8, 2021 10:42:52 AM From: Peter Lombardi Se nt: Thu, 2 Sep 2021 03:10:10 +0000Authentication To: Select Board; Alex Hopper; Andy Evans; Beth Devine; Frank Bridges; Honey Pivirotto; Pete Dahl; Robert Tobias; Robert Young; William Henchy; William Meehan Cc: Donna Kalinick; Erika Mawn; Beth Devine; Jay Packett; Colin Walsh; Golf Commission; Mimi Bernardo Subje ct: National Golf Foundation Report on Captains Golf Course Se ns itivity: Normal Attachme nts : NGF Brewster Final Report 07.21.pdf; Al l , Please see the attache d National Gol f Foundation re port that was commi ssi one d thi s past year and compl eted this summer. We pl an to hol d a joint meeti ng of the Se l e ct Board, Fi nance Commi ttee, and Golf Commission at the start of the regul ar Monday September 13 Select Board meeti ng where the proje ct l e ads from NGF wi l l pre se nt their fi ndi ngs/recommendations and field que stions. In advance of that se ssi on, please let us know if you’d l i ke a guided tour of the course – some of you are intimately familiar with it, othe rs are less so. De pe ndi ng on the number of members who expre ss inte rest in a tour, we may do a couple one -offs or coul d schedul e a couple small group sessions. As you al l know, this i s a cri tical ti me for the course and thi s re port wi l l inform much of our strategi c planni ng i n the coming years. Thanks, Pete r Pete r Lombardi Town Administrator Town of Brewster 508-896-3701 x. 1128 Beginning July 6th, Brewster Town Offices will be open to the public on Tuesdays, Wednesdays, and Thursdays from 8:30 to 4:00pm. Beach and Recycle Permits are not available in person but can be purchased online or through our mail-in program. For the latest updates on Town services, please visit www.brewster- ma.gov. 1 NGF - KEEPING GOLF BUSINESSES AHEAD OF THE GAME SINCE 1936 501 NORTH HIGHWAY A1A, JUPITER, FL 33477 PHONE: 561-744-6006 ∙ FAX: 561-744-9085 ∙ www.NGF.org Prepared for Town of Brewster 2198 Main Street Brewster, MA 02631 Presented by Richard Singer, Barry Frank & Tim Gerrish National Golf Foundation Consulting, Inc. (561) 354-1642 rsinger@ngf.org 2 National Golf Foundation Founded 1936 Golf industry research Custom golf facility research and consulting Independent Consultant – We do not design or manage golf courses Municipal golf consulting industry leader In conjunction with Gardner + Gerrish 3 Introduction and Purpose Review Operation of the club Physical and economic condition of the club Market environment Provide Recommendations to improve overall operations and economics of the facility Long-term plan to improve the golf course Recommendations for future capital investments 4 Captains Golf Club Good quality public-access 36-hole golf facility Amenities consistent with economic success in public golf In need of some capital improvements in the next 10 years Town-owned and operated with high level of service and facility quality 5 Captains Golf Club Modest marketing with an effort to improve Playing fees in the upper range for public golf VERY strong performance due to golf being a “safe” activity during Covid-19 restrictions. Most rounds (84,700 in 2020) since 2006. Will need to retain the influx of new golfers to maintain growth in rounds played 6 External Environment Recent trends support increased golf participation Cape Cod market has strong golf demand, but there are many golf courses available Brewster has a relatively modest permanent population that swells every summer (4.5M+ visitors to Barnstable County annually) Supply/demand balance not favorable for golf courses – need visitor support to sustain operations CGC well positioned in comparison to its immediate competition – the only single 36-hole public facility 7 NGF Recommendations Basic Oversight, Structure and Staffing CGC structure is still most common form of muni golf operations & most appropriate for CGC considering current strong revenue performance Some individual years of operation may not be sufficient to fund some larger improvements Outsource the food & beverage operations as a 3rd party concession, while receiving modest lease or concession payments 8 NGF Recommendations Basic Operational Recommendations Expand modern technologies and marketing to grow market share Fully utilize all facets of the existing point-of- sale (POS) system Monitor local comparable courses and adjust fees to align with the market. Increase fees 2% per year moving forward. Implement a strong junior golfer program and a player development program 9 NGF Recommendations Specific Physical Recommendations Summary of Capital Upgrades – FY2022-FY2026 Facility Items FY2022 FY2023 FY2024 FY2025 FY2026 Total Total Golf Course $155,000 $612,000 $385,000 $230,000 $2,420,000 $3,802,000 Total Clubhouse $135,000 $125,000 $100,000 $60,000 $20,000 $440,000 Total Maintenance $242,000 $305,000 $510,000 $425,000 $180,000 $1,662,000 Total of Capital Projects $532,000 $1,042,000 $995,000 $715,000 $2,620,000 $5,904,000 Summary of Capital Upgrades – FY2027-FY2031 Facility Items FY2027 FY2028 FY2029 FY2030 FY2031 Total Total Golf Course $2,200,000 $20,000 $250,000 $60,000 $100,000 $2,630,000 Total Clubhouse $25,000 $125,000 $120,000 $170,000 $125,000 $565,000 Total Maintenance $100,000 $80,000 $80,000 $80,000 $80,000 $420,000 Total of Capital Projects $2,325,000 $225,000 $450,000 $310,000 $305,000 $3,615,000 NGF Consulting estimates based on architect’s input and input from Captains GC staff. This estimate has been provided to allow for preliminary planning and amounts may not reflect actual costs for Town of Brewster. The Town should engage appropriate research to cost out specific projects. 10 Financial Analysis Projection Results Debt service payments of $840,000 annually were paid off in FY2020, resulting in available funds to complete deferred capital upgrades Irrigation system and maintenance facility upgrades will exceed the available funds from retained earnings (will need funding from Town resources) Total operating income remaining strong, expected to exceed nearly $500,000 in every year through 2030 After completion of the major near-term facility upgrades in FY2027, Captains GC should enter a period of more modest capital needs through FY2031 that will allow the facility to grow the retained surplus 11 Financial Analysis Projection Cash Flow Summary Projected Cash Flow Summary (2021-2025) Rounds FY2021 FY2022 FY2023 FY2024 FY2025 Guest Rounds 39,000 34,000 34,500 35,000 35,500 Member Rounds 45,700 47,000 46,400 45,400 44,800 Total Rounds 84,700 81,000 80,900 80,400 80,300 Revenue Golf Fee Revenue $3,618,000 $3,573,800 $3,691,200 $3,690,000 $3,810,400 Ancillary Revenue 433,200 497,400 510,700 512,900 523,400 Total Revenue $4,051,200 $4,071,200 $4,201,900 $4,202,900 $4,333,800 Cost of Sales $213,300 $235,400 $241,000 $239,500 $245,200 Gross Margin $3,837,900 $3,835,800 $3,960,900 $3,963,400 $4,088,600 Personnel Expenses $1,865,000 $1,932,700 $2,003,300 $2,077,000 $2,154,000 Operating Expenses $1,060,000 $1,086,600 $1,113,800 $1,141,700 $1,170,300 Total Facility Expense $2,925,000 $3,019,300 $3,117,100 $3,218,700 $3,324,300 Operating Income $912,900 $816,500 $843,800 $744,700 $764,300 Other Items: Capital $110,000 $909,000 $685,000 $2,270,000 $1,290,000 Facility Net $802,900 ($92,500) $158,800 ($1,525,300) ($525,700) Cumulative Net $802,900 $710,400 $66,300 ($1,366,500) ($2,051,000) 12 NGF Summary Conclusions Commit to completing the $9.5 million in capital projects over the next 10 years (through FY2030) Fund all needed improvements using earnings retained from golf operations revenue, mindful of the reality that the larger projects (such as irrigation & maintenance facility improvements) will require supplemental Town funding Enhance expertise in the technology that supports operations (POS, website, etc.), and use these platforms to enhance the marketing and promotion to less frequent users Increase focus on new player development and beginner programs, especially with juniors and young adults Consider other new investments to help modernize and “liven up” facilities like the patio expansion / covering and theme upgrade to help broaden appeal, especially with younger adults 13 NGF - KEEPING GOLF BUSINESSES AHEAD OF THE GAME SINCE 1936 501 NORTH HIGHWAY A1A, JUPITER, FL 33477 PHONE: 561-744-6006 ∙ FAX: 561-744-9085 ∙ www.NGF.org Prepared for Town of Brewster 2198 Main Street Brewster, MA 02631 Presented by Richard Singer, Barry Frank & Tim Gerrish National Golf Foundation Consulting, Inc. (561) 354-1642 rsinger@ngf.org Facility and Operations Review of the Captains Golf Course in Brewster, MA Prepared For: Town of Brewster 2198 Main Street Brewster, MA 02631 Prepared By: 501 N. Highway A1a Jupiter, FL 33477 (561) 744-6006 March 2021 Table of Contents GENERAL LIMITING CONDITIONS .......................................................................................... 3 EXECUTIVE SUMMARY ........................................................................................................... 4 Introduction And Purpose .................................................................................................... 4 Summary of Captains Golf Course ...................................................................................... 4 External Environment .......................................................................................................... 6 NGF Recommendations ...................................................................................................... 6 Financial Analysis ............................................................................................................... 8 Projection Results .......................................................................................................................... 8 Summary Statement ..........................................................................................................10 SUBJECT FACILITY REVIEW – CAPTAINS GOLF COURSE ................................................11 Captains Golf Course Facility Overview .............................................................................11 Location, Access and Surrounding Elements ............................................................................. 12 Captains Golf Course Summary of Facilities ......................................................................14 Championship Golf Courses ....................................................................................................... 14 Captains GC Clubhouse .............................................................................................................. 15 Driving Range / Practice Amenities ............................................................................................. 16 Captains GC – Facility Condition and Future Capital Investment .......................................17 Property Condition Report ........................................................................................................... 17 Captains GC Capital Investment Considerations (FY2022-FY2030) .......................................... 22 Review of Golf Operations - Captains GC ..........................................................................29 Captains GC Review of Contracts ............................................................................................... 29 Captains GC Facility Staffing ...................................................................................................... 30 Review of Technology, Website and Marketing .......................................................................... 32 Golf Playing Fees ........................................................................................................................ 34 Review of Golf Carts .................................................................................................................... 36 Merchandise Operations ............................................................................................................. 36 Food and Beverage Operations .................................................................................................. 37 Captains GC Driving Range Operation ....................................................................................... 38 Programming and Organized Golf Activities ............................................................................... 38 Other Operational Observations .................................................................................................. 39 Captains GC Recent Operational Performance ..................................................................39 Rounds Played and Annual Fees at Captains Golf Course ........................................................ 40 Recent Revenue Performance at Captains Golf Course ............................................................ 42 Captains GC Expenses ............................................................................................................... 43 Summary Financial Performance (2016-2020) ........................................................................... 45 Year-to-Date 2021 Captains GC Performance ........................................................................... 46 Summary – Captains Golf Course ......................................................................................47 EXTERNAL FACTORS AFFECTING THE OPERATION OF CAPTAINS GC ..........................49 Market Overview ................................................................................................................49 Demographic Analysis – Local Permanent Residents ................................................................ 49 Key Climate and Economic Factors ............................................................................................ 51 Golf Market Supply and Demand Indicators .......................................................................52 National Golf Industry Overview .................................................................................................. 52 Estimated Local Market Demand ................................................................................................ 54 Local Golf Supply ........................................................................................................................ 55 Golf Course Market Supply / Demand Summary ........................................................................ 56 Local Competitive Golf Market ...........................................................................................56 Competitive Public Access Golf Facilities Map ........................................................................... 57 Key Competitors – Summary Information ................................................................................... 58 Key Findings – Competitive Golf Market ..................................................................................... 61 Cape Cod Municipal Golf Operations Review .....................................................................63 Summary of Findings on Cape Cod Municipal Golf Operations ................................................. 63 Summary of Comparative Data – FY2020 .................................................................................. 65 External Factors Summary .................................................................................................66 NGF RECOMMENDATIONS FOR THE TOWN OF BREWSTER AND CAPTAINS GOLF COURSE ..................................................................................................................................67 Basic Oversight, Structure and Contracts ...........................................................................67 Structure Considerations ............................................................................................................. 67 New Food and Beverage Contract .............................................................................................. 68 Operational Recommendations ..........................................................................................68 Enhance Marketing ...................................................................................................................... 69 Better Employment of Technology .............................................................................................. 70 Recommended Fee / Pricing Changes ....................................................................................... 71 Recommendations for Increased Beginner Participation ............................................................ 71 Specific Physical Recommendations ..................................................................................72 Completion of Capital Investment Considerations ...................................................................... 72 CAPTAINS GC – PROJECTED FINANCIAL PERFORMANCE (2021-2030) ...........................73 Summary of Captains GC Projections (2021-2030) ............................................................73 Basic Assumptions ...................................................................................................................... 73 Projected Revenue and Expense Assumptions – CGC (FY2021-FY2030) ................................ 73 Estimated Future Performance - Captains GC (FY2021-FY2030) ............................................. 74 Cash Flow Results – CGC (FY2021-FY2030)............................................................................. 78 Support for Projections and Potential Mitigating Factors ............................................................ 78 Limiting Conditions .............................................................................................................79 SUMMARY STATEMENT .........................................................................................................80 APPENDICES...........................................................................................................................81 Appendix A – Golf Course Life Cycle .................................................................................82 Appendix B – National Rounds Played Report ...................................................................83 Appendix C – Local Demographic, Demand and Supply Data ............................................86 Appendix D – Non-Economic Impacts of Captains GC .......................................................89 National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 3 General Limiting Conditions This report is based on information collected from direct NGF research completed for the Town of Brewster (“Town”) in 2021. The assessment is based on conditions at the time of the analysis (e.g., economic and market conditions) and significant changes in those conditions may affect the relevance of the business plan. National Golf Foundation Consulting, Inc. (“NGF” or “NGF Consulting”) has not undertaken any update of its research effort since such date. Because future events and circumstances, many of which cannot be predicted as of the date of this plan, may affect the estimates contained therein, no warranty or representation is made by NGF Consulting that any of the projected values or results contained in this study will actually be achieved. Although we believe that the expectations in this report are reasonable, any or all of the estimates contained herein could prove to be incorrect. To the extent possible, the NGF has attempted to verify and confirm all estimates and assumptions used in this analysis. However, some assumptions may not materialize as a result of known or unknown risks and/or unanticipated events. Consequently, actual results achieved by any golf facility during the period covered by NGF projections may vary from our estimates, and these variations may be material. As such, the National Golf Foundation accepts no liability in relation to the estimates provided herein. To protect you and other clients, and to assure that the research results of NGF Consulting's work will continue to be accepted as objective and impartial by the business community, it is understood that our fee for the undertaking of this project is in no way dependent upon the specific conclusions reached or the nature of the advice given by us in our report to the Town of Brewster. Every reasonable effort has been exerted in order that the data contained in the written report reflects the most accurate and timely information possible, and is believed to be reliable. However, no responsibility will be assumed for inaccuracies in reporting by the client, client's agents, or any other data source used in preparing the report. The client agrees that the report is not to be used in conjunction with any public or private offering of debt or equity securities or to otherwise induce investment without the prior written consent of NGF Consulting, which may be conditioned upon client agreeing to pay an additional fee in an amount to be reasonably determined by NGF Consulting. This study is qualified in its entirety by, and should be considered in light of, these limitations, conditions and considerations. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 4 Executive Summary The following is a summary of key findings made by National Golf Foundation in its study of the Captains Golf Course. The supporting text and tables are found in the body of the attached report. Some items are repeated from the full report. INTRODUCTION AND PURPOSE National Golf Foundation Consulting, Inc. (“NGF”) was retained by Town of Brewster (“Town of Brewster” or “Town”) to assist in reviewing the operation and facility condition of the Town’s Captains Golf Course (“Captains GC” or “CGC”). The Town required a strategic review of the golf facility as part of its ongoing plan to improve the golf course, and in consideration of future capital investments in light of the Town paying off its debt incurred for the expansion of the facility to 36 holes in 1998. The following report details findings on Captains GC, with analysis of the physical and economic condition of the club and the market environment within which it operates. Based on these findings, NGF has provided a set of recommendations to the Town that we believe will improve overall operations and economics of the popular golf facility. Captains GC is a popular golf facility that consists of two 18-hole championship golf courses (Port and Starboard), a driving range, cart storage barn, maintenance facility and clubhouse. The golf course dates back to an original Town 18-hole course developed in 1985, followed by the construction of a second 18-hole course in 1998. The Town has chosen to self-operate its golf facility with all Town employees with the exception of a food and beverage (F&B) service contract. This exact form of operation is still the most common in public-sector golf nationwide, and offers the Town the most direct control for maximum benefit to the community. The facility is in mostly good condition, although some maintenance activities have been deferred due to the large debt service of about $840,000. This indebtedness was fully paid in FY 2020, freeing up a large portion of funds to address deferred maintenance items. Captains GC produced total top-line revenue of just over $3.69 million in FY2020, an amount that has been relatively consistent over the last four years. With total direct operating expenses totaling around $2.8 million the last three years, it is clear that Captains GC can comfortably cover its operating requirements and address key capital items that have been deferred in recent years. This current financial condition is generally superior to most public sector golf operations in the U.S, where 67% of public golf courses are able to cover on-site expenses, but not able to cover both on-site expenses and capital costs (only about 33% can cover both). Captains GC experienced significant growth in activity in the summer of 2020 as part of a nationwide surge in golf interest during the Covid-19 crisis. This growth in activity has also led to an expected spike in FY2021 revenue, which is already well ahead of budget after the first six months of the fiscal year. Further, while an economic impact analysis was not completed by NGF for this report, it is clear to us that the presence of this golf course provides economic and quality of life benefits to the Town through providing affordable recreation, enhanced property values, increased visitation and protection of valuable land resources (Appendix D). SUMMARY OF CAPTAINS GOLF COURSE Captains GC is a good quality public-access golf facility with a mix of amenities that is consistent with economically successful public golf courses. The facility is located at the eastern end of Cape Cod, but still convenient for golfers although access to the course requires some navigation through local streets and good signage will always be needed for tourist golfers. Other findings from NGF’s review of CGC: National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 5 • Captains GC includes two 18-hole golf courses giving the facility a large capacity to host a high volume of events, outings and tournaments, while still supporting its regular- play constituency. The two courses are very similar, and each includes a mix of holes from the course development in 1985 and 1998. This blending in course holes affects a number of elements, such as irrigation, bunker style and cart paths. • The overall property condition appeared good in early 2021, but the facility does have some capital needs, including elements that are at or nearing the end of their expected useful life. Given the high importance the Town places on water use and quality, maintaining the most modern and efficient irrigation systems will be a high priority for future capital spending. The original irrigation system installed in 1985 has already been replaced, and the system installed in 1998 was recommended by a separate consultant for upgrade sometime in the next 3-5 years. In all, the NGF identified some $9.5 million in capital projects for the next 10 years, including $6.4 million for the golf courses, $2.1 million for maintenance facilities & equipment, and another $1.0 million for the clubhouse. • While the Captain’s GC would clearly benefit from addressing the capital projects identified in this report, the NGF team does not see any benefit to a major renovation or redesign of either CGC golf course. The maintenance standard is an essential element to showcase the design of a golf course. NGF experience and various golfer surveys over the years reflect that only a small fraction of golfers appreciates course design changes. This infers that improved maintenance conditions can yield a higher rate- of-return to a golf course than changes in design. • The staff employed by the Town to operate and maintain Captains GC is appropriate and close to expected standards for this type of golf facility operation. The Town has high expectations for the level of service and facility quality, and this service quality is leading to very strong rounds and revenue performance. A large staff of properly trained professionals is required to provide the level of quality that is desired by the Town so staffing is proper at Captains GC. • The marketing of CGC appears to be modest, but with staff showing a clear effort to enhance and improve in the immediate future. As the facility is located in a tourist- oriented market, adoption of a modern, technology-driven marketing program will be necessary to attract the customers needed to sustain (or grow) rounds and revenue. • Playing fees for golf and concessions are appropriate at CGC, and clearly place the facility in the upper range for public golf in this market. In addition, the operators are doing a good job of maintaining a realized average daily rate (ADR) that is consistent with well-performing golf courses. Review of data shows that the total ADR for non- member rounds at CGC is 60% of the highest peak green + cart fee, showing the club is less reliant on a large volume of heavy discounts in order to sustain rounds activity. • After a few years of consistent activity, Captains GC saw a tremendous increase in rounds activity due to Covid-19 restrictions and the availability of golf as one of the few “safe” activities for people to undertake. The 84,700+ rounds hosted in calendar-year 2020 was the most in any single year since 2006. As we move into 2021 and beyond, retaining this influx of new golfers is the key challenge for golf operators. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 6 EXTERNAL ENVIRONMENT The NGF market analysis shows the importance of golf in the Cape Cod market. While there is strong demand for golf in this local market, there are also many golf courses available to service the demand. As such, the NGF has a reasonable expectation that while the market will provide support for the continued operation of Captains GC, such strong support is not guaranteed. Other key findings from NGF’s analysis of the Brewster / Cape Cod golf market include: • While some broader national trends continue to create headwinds for golf operators, overall golf participation in the U.S. appears to be stabilizing and golf is far from “dead.” While demand for golf strengthened greatly during the Covid-19 pandemic in 2020, NGF research shows that golf was gaining some momentum in 2019 and the sport remains popular and is fortunate to have a deep well of interested prospects. The key challenge for golf operators like Captains GC is to sustain the momentum from 2020 into the coming years. • Brewster has a relatively modest permanent population that swells every summer to account for seasonal residents and tourists. The demographic profile of the permanent residents in Brewster is consistent with high golf activity. In addition, there are an estimated 4.5+ million visitors to Barnstable County annually, which NGF estimates could include golfers demanding over 350,000 rounds each year. Given its position as a high-quality public golf facility, Captains GC is in a strong position to capture some of the large tourist golf market. • The overall balance between golf demand and supply is not favorable for golf courses in the Cape Cod market. The NGF has documented that this local market area has only about 640 permanent resident golfers for each 18 holes in the market, far fewer than the 4,000 golfers per 18 holes target. As a result, it is expected that the Brewster golf market will remain very competitive for the foreseeable future, and improvement in economic performance at area golf courses is going to have to come from increased tourist and/or outing golfers. • The most important local competition to Captains GC includes other facilities owned and operated by Cape Cod towns like Dennis, Harwich, Yarmouth, Barnstable and Sandwich. Our review suggests that Captains GC is well positioned in comparison to its most immediate competition. These Town golf courses tend to average around 32,200 rounds per 18 holes per year (about half from members), and earn around $48.60 per round, with about $40.00 of that from green, cart and membership fees. • Finally, all golf facilities face a couple of other factors beyond their control: First, high fixed expenses that are subject to inflation that is more rapid than revenues (e.g., ability to raise fees is inhibited); this dynamic appears to be particularly acute with infrastructure and increasing capital costs. Second, while golf is more popular than ever with younger children, the activity is losing appeal with younger adults and this will provide a continuing challenge for golf courses facing attrition from older players. NGF RECOMMENDATIONS As part of our review for the Town of Brewster, the NGF team prepared a schedule of specific recommendations to be considered by the Captains GC. These recommendations have been organized into: (1) basic oversight, structure and staffing; (2) physical enhancements; and (3) other operational insights. Basic Oversight, Structure and Contracts National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 7 The Town of Brewster has chosen to self-operate its golf course, with only the F&B service privatized to a third-party operator. NGF surveys show that the Brewster structure is still the most common form of municipal golf operation in the country with approximately 56% of U.S. muni golf courses operating with this exact structure. In considering alternatives, the NGF finds it unlikely that Brewster could improve its fiscal position in golf by changing to an alternate form of operation given the strong revenue performance documented in this review. Beginning in 2021, the Town is in a position to use funds that were previously earmarked for debt for new investments. Based on our analysis and the NGF future performance projections, Captains GC is expected to be self-sustaining and economically independent. In some individual years of operation, the Town may find that the revenue generated by Captains GC will not be sufficient to fund some of the larger improvements recommended by NGF (irrigation, equipment, maintenance facility, etc.) course maintenance equipment), and this will necessitate some form of external financing (which could be debt and/or a general fund infusion) to cover these temporary shortfalls. The NGF also recommends the Town continue to outsource its food and beverage operations as a separate concession with an experienced vendor at Captains GC, with the Town earning a modest income from lease or concession payments. Given the challenging environment due to Covid-19, the Town should consider some abatement of concession payments in the first year of the new contract as an enticement to allow the vendor to recover from 2020 and 2021. Basic Operational Recommendations In addition to the larger oversight and physical recommendations, NGF Consulting offers the following recommendations to help the Town of Brewster with some minor adjustments that can help the Town improve its bottom-line performance of the golf course. The most significant of these relate to the expansion of modern technologies and marketing, including the full implementation of all facets of the existing point-of-sale (POS) system. It is understood that Town golf facilities are operating in a competitive market with many golf courses trying to maximize rounds and revenue. In the body of this report, the NGF team has provided a broad overview of key issues in the operation comprising: (1) marketing and technology; (2) pricing; and (3) recommendations for increasing participation from less-traditional segments. It is hoped that review of NGF recommendations on these topics can provide the Town a basic framework for the continued operation of the golf facility and lead to enhanced activity and revenue. Specific Physical Recommendations The NGF recommendations for enhancing the physical plant of Town golf facilities considers specific improvements that can be made to Captains to both catch up on deferred items and make some new investment to enhance the overall facility offering. The NGF vision for the future of Captains GC considers the most ideal physical condition of the facility so as to maximize the potential economic performance. The NGF team recognizes that these investments, more than $9.5 million over 10 years, will likely exceed the Town’s capital investment threshold of $1.75 million in FY2026 and FY2027, and this some form of equalization mechanism will have to be in place for funding (e.g., general obligation of revenue bond). 10-Year Capital Plan Considerations The full capital plan for the next ten years was documented previously in this report and summarized in the table below: National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 8 Captains GC Summary of Capital Upgrades – FY2022-FY2026 Facility Items FY2022 FY2023 FY2024 FY2025 FY2026 Total Total Golf Course $155,000 $612,000 $385,000 $230,000 $2,420,000 $3,802,000 Total Clubhouse $135,000 $125,000 $100,000 $60,000 $20,000 $440,000 Total Maintenance $242,000 $305,000 $510,000 $425,000 $180,000 $1,662,000 Grand Total of Capital Projects $532,000 $1,042,000 $995,000 $715,000 $2,620,000 $5,904,000 Summary of Capital Upgrades – FY2027-FY2031 Facility Items FY2027 FY2028 FY2029 FY2030 FY2031 Total Total Golf Course $2,200,000 $20,000 $250,000 $60,000 $100,000 $2,630,000 Total Clubhouse $25,000 $125,000 $120,000 $170,000 $125,000 $565,000 Total Maintenance $100,000 $80,000 $80,000 $80,000 $80,000 $420,000 Grand Total of Capital Projects $2,325,000 $225,000 $450,000 $310,000 $305,000 $3,615,000 NGF Consulting estimates based on architect’s input and input from Captains GC staff. This estimate has been provided to allow for preliminary planning and amounts may not reflect actual costs for Town of Brewster. The Town should engage appropriate research to cost out specific projects. FINANCIAL ANALYSIS NGF has assisted the Town of Brewster in preparing an analysis to show the potential economic performance of Captains Golf Course over the next 10 years of operation, and the potential impact from the removal of the annual debt service requirement. This analysis was prepared based on a set of assumptions that may or may not become reality, but are presented as a “fair estimate of performance” for these facilities based on our complete review of each Individual aspect of the operation. Projection Results The results of the NGF financial projection analysis show that with the removal of the $840,000 annual debt service, the Captains GC will have new funds available to complete many of the capital upgrades identified by NGF in 2021. However, the largest of these capital expenditures – irrigation system and maintenance facility upgrades – will not be covered by retained earnings and therefore must be funded with different Town resources. After completion of the major near-term facility upgrades in FY2027, Captains GC should enter a period of more modest capital needs through FY2030 that will allow the facility to build back a retained surplus. The estimate presented above shows total operating income remaining strong, exceeding $467,000 in every year through 2030. However, the large inflation in key expense items, most notably employee fringe benefits, means the operating income will shrink every year through 2030, making any unexpected capital requirements potentially problematic for the Town of Brewster. This reality makes the NGF recommendation to keep up with some plan for annual (or bi-annual) fee increases and resisting public pressure to keep fees as low as possible. Captains GC is in a strong position to cover all its basic operating expenses, including employee benefits, but over a longer term (beyond 10 years) the current inflation in this line item suggests it will be challenging for Captains GC to properly fund all expenses and capital requirements from golf playing fee revenue. The cash flow model for the next 10 years of Captains GC operation has been prepared and appears in this report, with a basic summary of the next five years shown below: National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 9 Projected Cash Flow Summary Captains Golf Course (2021-2025) summary FY2021 FY2022 FY2023 FY2024 FY2025 Guest Rounds 39,000 34,000 34,500 35,000 35,500 Member Rounds 45,700 47,000 46,400 45,400 44,800 Total Rounds 84,700 81,000 80,900 80,400 80,300 Revenue Golf Fee Revenue $3,618,000 $3,573,800 $3,691,200 $3,690,000 $3,810,400 Ancillary Revenue 433,200 497,400 510,700 512,900 523,400 Total Revenue $4,051,200 $4,071,200 $4,201,900 $4,202,900 $4,333,800 Cost of Sales $213,300 $235,400 $241,000 $239,500 $245,200 Gross Margin $3,837,900 $3,835,800 $3,960,900 $3,963,400 $4,088,600 Personnel Expenses $1,865,000 $1,932,700 $2,003,300 $2,077,000 $2,154,000 Operating Expenses $1,060,000 $1,086,600 $1,113,800 $1,141,700 $1,170,300 Total Facility Expense $2,925,000 $3,019,300 $3,117,100 $3,218,700 $3,324,300 Operating Income $912,900 $816,500 $843,800 $744,700 $764,300 Other Items: Capital $110,000 $909,000 $685,000 $2,270,000 $1,290,000 Facility Net $802,900 ($92,500) $158,800 ($1,525,300) ($525,700) Cumulative Net $802,900 $710,400 $66,300 ($1,366,500) ($2,051,000) Support for Projections The key justifications for the projections of future economic performance of CGC are based on understanding of the demand drivers for the golf facility, and summarized as: • Stable resident and visitor population • Strong and diversified local economy, with traditionally low unemployment • A potentially high volume of seasonal travelers to supplement demand • Site visibility and accessibility • The added appeal of the clubhouse. Potential Threats / Mitigating Factors Relative to Projections While growth in rounds and revenue is expected at CGC in the next five years, there are mitigating factors that could negatively affect the facility, including: • Regional economic recession • Continued overall decline in golf participation – recent trends show declines in golf participation, especially among the younger generation. • Rapid inflation of golf course maintenance expenses National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 10 SUMMARY STATEMENT Town of Brewster continues to own and operate the 36-hole Captains Golf Course that appears to be very well-run and producing activity and revenue well above the expected standard. This was especially true in the second half of 2020 (first 6 months of FY2021), as Captains GC reached new highs in revenue during the mini “golf boom” associated with the Covid-19 pandemic. However, in addition to strong revenue, Captains GC also has higher-than-standard expenses, although much of this is related to the Town’s desire to provide an outstanding golf course product and a premium level of service. In reviewing this facility, it is clear to NGF consultants that while the Captains operation is sound, there are some new investments the Town can make to help better position the golf course for the long-term, and help ensure the quality and sustainability of Captains GC. This includes taking advantage of the dollars that used to be earmarked for debt retirement, and adopting a new program of capital investment to address aging equipment and other infrastructure, especially irrigation, at the Town golf facility. In addition, the Town would likely benefit from enhancing its use of technology and marketing the facility to attract a higher level of participation from non-resident tourists and visitors to the area. In summary, it is clear that the Town’s golf course is very well managed and in position to continue strong activity and rounds performance. The upgrades that will be completed in 2021-2025 period means that the Town will have addressed the most significant capital requirements at Captains, and can now turn its focus to considering other investments that could lead to even greater revenue production, such as expansion/improvement of outdoor dining services. Captains offers a challenging golf course that is well-located and popular with golfers of all skill levels. The 36-hole golf facility, all appurtenant amenities and variable pricing gives the Town an opportunity to offer “something for everyone” within its own golf facility. In review of this golf course, the NGF has identified five important actions that the Town can take right now to improve Captains GC performance: 1. Commit to completing the $9.5 million in capital projects over the next 10 years. 2. Fund all needed improvements using earnings retained from golf operations revenue, mindful of the reality that some larger projects like irrigation and maintenance facility improvements may be too large and will require separate Town funding. 3. Enhance expertise in the technology that supports operations (POS, website, etc.), and use these platforms to enhance the marketing and promotion to less frequent users. 4. Increase focus on new player development and beginner programs, especially with juniors and young adults. 5. Consider other new investments to help modernize and “liven up” facilities like the patio expansion / covering and theme upgrade to help broaden appeal, especially with younger adults. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 11 Subject Facility Review – Captains Golf Course The subject property is the Captains Golf Course (“Captains GC” or “CGC”), a 36-hole public golf facility that is owned and operated by the Town of Brewster, Massachusetts (“Town of Brewster” or “Town”). The facility consists of two 18-hole championship golf courses (Port and Starboard), a driving range, cart storage barn, maintenance facility and clubhouse. The golf course dates back to an original Town 18-hole course developed in 1985, followed by the construction of a second 18- hole course in 1998. At present, the two courses are each a mix of old and new, with the Port Course consisting of eight original holes and 10 newer holes, and the Starboard Course having 10 original holes and eight newer holes. Captains GC includes a mix of amenities that is common in public golf, and generally correlates well with economic success. The facility is in mostly good condition, although some key items in maintenance and upkeep have been deferred in recent years due to large capital requirements. The most significant of these large capital requirements was the annual debt service of about $840,000 to cover the development of the second course addition. This indebtedness was fully paid in FY 2020, freeing up a large portion of funds to address deferred maintenance items. Captains GC produced total top-line revenue of just over $3.69 million in FY2020, an amount that has been relatively consistent over the last four years. With total direct operating expenses totaling around $2.8 million the last three years, it is clear that Captains GC can comfortably cover its operating requirements and address key capital items that have been deferred in recent years. In our review of Captains GC, the NGF found a good-quality public golf course that appeared to be in good condition and providing affordable recreation to the community. The operating structure in place at the facility appears to be functioning properly, even with a key transition of leadership that has occurred in FY2021 with the departure of the long-tenured golf facility manager and promotion of a new manager from within the existing golf staff. Going forward, the key issue for the Town in the Captains GC operation is how to prioritize capital spending to address key infrastructure issues such as golf course irrigation, maintenance equipment, declining clubhouse condition and other improvements that have been deferred due to debt service payments. CAPTAINS GOLF COURSE FACILITY OVERVIEW Captains GC is an important public golf facility with a rich history and a location in the lower Cape Cod area close to key elements such as major roadways, the beaches and lodging components. Over the last five years, CGC had produced a relatively consistent level of activity (rounds and memberships) and revenue for the Town, with a significant spike in interest during the Covid-19 pandemic in mid-to-late 2020 (most impact will be in FY2021). This golf facility has remained popular among a select group of local golfers who find the layout appealing and the affordable price a good match. As growth in activity and revenue is needed at the facility to match increasing expenses, the Town has weighed possible investment in enhancing CGC so as to attract a wider golfing contingent, in light of other Town fiscal priorities and the market realities at this location. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 12 Location, Access and Surrounding Elements The golf course is located at the eastern end of the Brewster and in proximity to the important east- west roadway the Mid-Cape Highway (Route 6). The golf course is park-like in setting and includes great natural appeal, interesting topography and very little adjacent development. The facility is accessed via Freemans Way, which connects to S. Orleans Rd. a little less than one mile from the course entrance, and S. Orleans Rd. connects to Pleasant Bay Rd. 1.2 miles further south. While the golf course is immediately adjacent to (and visible from) the Mid-Cape Highway, access to the course requires some navigation through local streets and good signage is needed for tourist golfers. With a location at the eastern end of Cape Cod, all of the market potential for the facility lies to the west and north of the site, with the center of Brewster located 4 miles west, Orleans 4 miles north and Harwich about 5 miles south. This location makes the subject golf club somewhat remote in Cape Cod geography, but still convenient and accessible for golfers on Cape Cod, a key factor in improving rounds and revenue at the facility. Overall, the immediate area surrounding Captains GC includes the roadways as noted, and large areas of open space to the north and west. There is some residential density to the south and east of CGC, and the private club Cape Cod National located less than one mile east. The implication for the golf course is that Captains GC is proximate to several key elements that are expected to provide support to the golf course for the foreseeable future, and the course is convenient enough for the enhanced attraction of tourists and visitors that will be needed to provide golf activity and economic support. Site Positives • Location: The CGC location is close enough to, and visible from, the Mid-Cape Highway (Highway 6). • Site Setting and Topography: The site has outstanding natural features, trees and topography, which leads to positive feedback from golfers and provides a high degree of inherent potential for continued high quality golf. Site Negative • Location: While a positive for proximity to the Mid-Cape Highway, the roadways providing access to CGC are not immediately proximate to the highway, and several turns on local streets are required to find the course. As this facility does require support from non-local tourists and visitors, the course location will always require accurate directions from signage and facility marketing/promotion. • Property Footprint: Captains GC is a large sized property that is fixed in its boundaries that limits its flexibility if changes or expansion is ever contemplated. • Driving Range: With its limited footprint, the Town was not able to find room to site a driving range on the main golf course property. As a result, the CGC driving range is located ½ mile away along Commerce Park Rd. and requires golfers to use autos and a separate trip. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 13 Aerial View – Captains GC Google Earth image showing CGC and direct surrounding elements. This view shows the proximity to Mid-Cape Hwy., but without proximate access. The view also shows the location of the driving range and just how close Cape Cod National is to Captains GC. Regional View – Captains GC Google Earth image showing a broader regional view of CGC and proximity to Brewster and other towns in the Lower Cape area. This view shows the subject facility at the eastern end of Cape Cod and surrounded by key area roadways. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 14 CAPTAINS GOLF COURSE SUMMARY OF FACILITIES The Captains GC is a public golf course located in a parkland setting with rolling topography and the appropriate support amenities (clubhouse, cart storage, maintenance, etc.). As of February 2021, the Captains GC facility includes the following key components: • Two 18-hole championship golf courses with all commonly associated modern amenities (newer greens, multiple tee boxes, cart paths, on-course services, etc.). • A separate driving range area located ½ mile away from the main course. The range includes 25-30 hitting stations and over 280 yards of length. Other practice amenities include two practice greens and other limited chipping areas, but no formal short-game practice area. • Two separate cart storage buildings (one 4,000 square feet (sf) and one 3,200 sf) for storage of up to 140 carts. • Disjointed maintenance compound with two separate 5,800 sf maintenance buildings and additional space for various equipment and materials storage. • Full-service 12,900 sf clubhouse in two sections, one for the pro shop and one for the restaurant/pavilion area plus restrooms, offices and additional storage. • Additional acreage for parking lot (380-400 parking spaces) and unused open space. Championship Golf Courses The Captains Golf Course includes two separate 18-hole golf courses – the Port and Starboard courses. The original 18 holes were designed by Brian Silva and opened in 1985, while the second 18-hole course was designed by a combined firm of Cornish, Silva and Mungeum, that included the original designer Brian Silva. The two courses are very similar, and each includes a mix of old and new, with the Port Course consisting of eight original holes and 10 newer holes, and the Starboard Course having 10 original holes and eight newer holes. This blending in course holes affects a number of elements, such as irrigation, bunker style and cart paths. Each course is routed with returning nines (holes #9, #10 and #18 all near the clubhouse). Captains GC includes all of the basic design elements that are commonly associated with a regulation-length course that can appeal to a wide variety of golfer skill levels. Other NGF observations: • Captains GC was in good overall condition in early 2021, which was noted by both NGF and the separate irrigation consulting report (Irrigation Consulting, Inc.). The course benefits from its location on sandy soils that tend to drain well. In all, the CGC turf condition is good, but there are some issues related to water source and irrigation that may require some capital in the coming years. • The two courses at Captains GC show similar scorecards, with the Port Course maxing out at 6,675 yards and the Starboard Course reaches a maximum length of 6,776 yards. The back (Blue) tee shows a USGA slope rating of 135 on Port and 131 on Starboard, which represents that the two courses are much more difficult than the ‘standard’ slope of 117. The intermediate (White/Gold) tees offer golf courses between 5,784 and 6,198 yards with slope ratings of 123-130 (also harder than standard). The more forward courses (Gold/Red) are 5,833 and 5,282 yards respectively, and are closer to the difficulty standard. In all, these numbers suggest that this golf course is harder than standard to play, and that less-skilled players may find the course difficult to play if playing from the wrong set of tees. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 15 • The most forward tee on the course (commonly associated as the “ladies” tee) is 5,282 yards on the Port Course and 5,339 on the Starboard Course, which are about 14% longer than the NGF-recommended distance of under 4,600 total yards in length for a Red tee course. This current Red tee placement makes the course longer and more difficult for less-skilled players, and NGF suggests that the Town consider adding a new (shorter) Red tee to help the facility improve rounds and revenue from that segment. Captains GC does offer a Family tee position at around 3,600-3,800 yards, although this is not a substitute for a good Red tee course at 4,600 yards. • The two Captains courses have design features that make them playable for all golfers (such as short par 4’s, tree-lined holes and numerous bunkers, etc.). The Port course has 47 bunkers and the Starboard has 53 bunkers for a total of 100 bunkers on CGC. A primary challenge on these courses is the narrow, tree-lined, hole-corridors. This adds greatly to the scenic and challenge appeal of the golf courses, but also to the difficulty for less-skilled players. These trees can also add significantly to cart path damage and add to maintenance requirements by blocking sun and breeze (more below). There is very little water in play with only a few holes impacted by ponds on site. • This golf course is highly marketable in this area given its attractive and challenging layout and scenery, although this must include a high-level maintenance standard. The golf course provides enough challenging and unique features to add to its overall appeal and provides a unique golf experience proposition that can be marketed by the Town through photos on the website and in print advertising and brochures, etc. • Captains GC does not have any permanent restrooms on the golf course, although there are six portable restroom facilities that are well kept and cleaned three time per week. While permanent structures are preferable to golfers, we understand the potential watershed impact and the difficulty in providing a permanent structure. The on-course drinking stations include coolers in wood enclosures. Overall, it is expected that this golf course will continue to be attractive to serious and highly skilled golfers, intermediate players and beginners. A program of high-quality maintenance that will provide outstanding conditions (including some down time for applications) is also assumed. This golf course condition places the CGC facility in the upper range of public golf courses in the Cape Cod market area, providing services clearly superior to lower-fee facilities but not to the level of the highest fee public-access golf facilities (more in market analysis section). Captains GC Clubhouse The clubhouse includes approximately 12,900sf of space in two sections connected by a covered breezeway. The original clubhouse now comprises the Freeman’s Grill, kitchen and other spaces, while a sperate pro shop, hallway and pavilion were added in 1998. During Covid-19, only the pro shop was open for NGF inspection. Staff reports the building is in generally good condition with some needs related to windows, doors, carpets and kitchen equipment. One of the main HVAC systems was replaced in 2021 ($28,000). The space is well laid out with good logistics, is easily accessible for customers, has a good appearance that compares favorably to the local competition, and includes all basic features commonly associated with successful golf, including: • Pro Shop Section – The space for the pro shop includes around 2,200 sf and contains around 1,100 sf for retail space, plus additional offices, storage and the main check-in counter. This space appeared functional and efficient, with a good inventory of goods for sale (although the review was at the end of the golf season). The pro shop location is good, with proximity to the main entrance, Grill and cart staging area. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 16 • Food and Beverage Service Area - The service area for F&B is of modest size, with seating for about 90+/- patrons inside the Grill area. The bar area includes walk-up service and full tableside wait service. Overall, the space is adequate with a nice appearance and gives a good impression of the facility for newer customers. The space is adjustable for banquet use and can accommodate up to 140+/- patrons when combined with the outside patio area. • Kitchen Space - The CGC clubhouse has a small kitchen, but there is enough space to provide adequate F & B service for most days except only the busiest days and large banquet events. Staff reports some need to update and/or upgrade kitchen equipment like oven, refrigerators and prep areas. • Outside Deck Area - The outside deck area is adjacent to the snack bar and provides additional seating for 40+/- patrons, and is primarily. This has become a popular area for after-golf socializing, especially in the 2020-21 Covid-19 environment. The area is not covered, and only table umbrellas available for shading. This type of outdoor space is very popular at successful public golf courses, but works best with some type of permanent covering. • Conference/Meeting Room – The pro shop area includes a small conference or meeting room with a capacity of about 20+/- patrons. The space is sufficient to host smaller corporate meetings and/or parties, while still allowing for full functionality of the bar/ snack bar area. This meeting room concept is popular in public golf, provided the appropriate audio-visual components that are popular for meetings in the 2020s are included (video screen, projector, plug-ins, wifi, etc.). • Entry Presentation and Restrooms - The CGC has a very appealing entry presentation with covered portico and circular entry. There are two sets of restrooms in both the pro shop section and in the main hallway between the Grill area and pavilion that are reported to be in good condition and well kept. There are no locker rooms at CGC, which is appropriate for a public golf course where the available space is limited. The above-noted clubhouse program includes all elements commonly associated with successful public golf courses and should provide adequate support for the golf operation and add significantly to facility revenue. NGF has documented that food and beverage operations that allow for both day-to-day service for golfers (and others), but also accommodate banquets and parties can produce stronger revenues. It is clear that the clubhouse operation at CGC is a key strength for the facility and this facility has provided the operator a better opportunity to enhance total earned revenue at CGC. Driving Range / Practice Amenities The CGC includes a golf practice facility that comprises a full driving range with about 25-30 stations, with a practice bunker and chipping area. This driving range is not located on the main Captains GC property, but one-half-mile down the road to a separate location with separate parking and range service kiosk. The practice facilities at CGC are sufficient to support any program of lessons, camps, schools and/or other new player development programming. This concept of golf practice amenities has proven to be very successful in public golf and can be a key support for both direct (fees generated from patrons) and indirect (helps to sell facility and train new customers) revenue. As such, it is assumed that additional features and amenities that correlate to success in this area will be present, such as high-quality hitting surface with daily tee- line changes, high quality golf balls and convenient access to range balls (through automated “swipe card” or “key” system). However, some of the benefits may be mitigated somewhat by the National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 17 remote location, and staff reports a policy to make it clear to customers who purchase range balls that the range is remote and lacks access via cart. It is reported that most customers who did n ot know will decide not to purchase range balls upon hearing about the remote location. Industry “standards” suggest that on-course driving ranges average around $2.00 per round in revenue, although the remote location may suggest that range revenue per round at Captains GC may stay below this standard. CAPTAINS GC – FACILITY CONDITION AND FUTURE CAPITAL INVESTMENT The golf course playing area at Captains GC appeared in generally good condition with only a few minor areas of concern. The business plan going forward assumes that high quality is maintained so the overall facility has a match of value between the facility quality and the price being charged. The NGF review of key infrastructure challenges and capital investment considerations for CGC (with input from CGC staff) is documented below: Property Condition Report This NGF consulting engagement included a full site inspection with golf architect Tim Gerrish of Gardner-Gerrish, LLC Landscape Architects. Based on this inspection and previous site visits by the NGF consultants and Tim Gerrish (Mr. Gerrish worked at Captains GC as an associate Architect in 1998-99 with Cornish & Silva), the NGF has made observations on facility conditions along with input from CGC staff. This review was provided to help the Town of Brewster understand the basic challenges of operating and maintaining a “living and breathing” asset, and to provide our estimate of ongoing maintenance and capital requirements for Captains GC through 2026. The primary areas of NGF review for the Town include the following elements: Golf Course Playing Area • Organization: The two 18-hole golf courses include a mix of holes originally developed in 1985 and then a second course in 1998. The Port course plays to the eastern side of the property and consists of eight original holes and 10 newer holes, while the Starboard course plays 10 original and eight new holes. This blending in course holes affects a number of elements, such as irrigation, bunker style, and cart paths. • Greens: The Captains greens are in good shape and appear to be handling the increased wear in 2020 well. Recent efforts to expand the greens to original size have returned a level of interest to the golf course. While this is noteworthy if the course is expecting to hold a tournament, an overall increase in green surface area where there is no need only increases the maintenance budget. Careful evaluation of the green area as it relates to cupping positions can strike a balance between maintenance and course strategy. The NGF team does not anticipate any significant new investment in greens surface or sub-surface elements will be required in the next 5-10 years. • Tees: The tees are in good condition given the increased rounds played in 2020. There appears to be sufficient space for tee recovery and the overall tee character on all 36 holes is visually similar. However, the Gold and White Course tees on the par-3 holes are not appropriately level. This is typical given the course age and normal number of rounds played from these markers. Additionally, we recommend new forward tees be added to provide a shorter golf course to accommodate the less-skilled players. These new tees will also assist in the fairway area reduction goal the Town has implemented. • Port Course Hole #8: The par-5, 8th hole on the Port course is a three-shot hole for almost all male golfers, but this hole is nearly unplayable for shorter-hitting golf players. The third shot is a forced carry from fairway to green that is at least 110 yards over a deep depression and pond. Because many forward tee players can only carry a golf National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 18 shot about 75 yards, this hole forces additional lay-up to limited turf areas. Then a blind uphill chip to the smallest green on the course. Eliminating or drastically reducing the forced carry will make this hole more enjoyable for the shorter-hitting golfers (most often ladies and seniors). Making changes to this hole to address this challenge will also make the hole more interesting for better skilled players willing to take the risk of placing their second shot closer to the green and help improve pace-of-play. Image of the Port course hole #8 with its tight approach and pond making for an overly challenging golf hole. • Fairways and Roughs: The fairways are in great shape and benefit from the sandy soil with good drainage characteristics. The original fairways are narrower than the newer holes as was the preferred design style of the 1990s. As part of a broader plan to reduce soil nitrogen, the Town has proposed reducing fairway area and replacing with maintained rough. While a worthy goal, care must be taken in evaluating individual areas, as playability can be hampered and pace of play actually slowed by an increase in maintained rough. Alternatively, some of this reduction might be accomplished through elimination of the fairway contour mowing scheme. Given all the factors determining fairway placement, there would be minimal savings in area. • Bunkers: Bunkers are of particular visual interest on a golf course given the contrasting color between the sand and turf. The Port course contains 47 bunkers, and there are 53 on the Starboard course. These totals are slightly higher than the recently renovated Town of Dennis, Sandwich, and Yarmouth courses. After no less than twenty years, bunkers have become more difficult to maintain after wash outs and normal wear and tear. In-house staff have repaired bunker edges and replaced sand as a temporary fix. Consideration should be given to developing a plan (in conjunction with a qualified golf course architect) to unify the bunker style and considers reducing the number of bunkers, thus reducing the maintenance requirement on bunkers (NOTE: specific bunkers to be removed are not identified in this report but can be considered as part of the golf architect’s bunker plan). National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 19 Photos showing samples of bunkers with varying character and conditions that require direct hands-on maintenance. • Sinkholes: A situation that needs to be addressed at CGC is the repair of sinkholes that are located in the rough and other areas around the cart barn and parking lot. While not an issue on the newer 18 holes, the original holes have these depressions, some of which appear to need a lot of soil to repair. The sinkhole on Starboard hole #2 was deep enough that it could become a water body if not for the well-drained soil. Staff has continued to repair with importing clean, well-drained, off-site soil and re-grassing. Consideration should be given to tying this repair work with other soil cohesion efforts. Unfortunately, until the vegetative matter completely decomposes, sinkholes will continue to be a nuisance and some will require repair multiple times. • Trees: The hole corridors are framed by trees, and there are locations on Captains GC where there is essentially a forest between holes. An overall tree thinning program should be a priority so as to open up morning sun and air movement that will help turf health, as well as improve the speed of play. Removal of dead and diseased trees and a select clearing of unwanted species will further improve turf conditions and reduce both fertilizer and herbicide applications. These gaps in the forest need to be carefully located in relation to play and safety. Images of CGC tree-lined holes with dense tree cover impacting the play difficulty of the hole, as well as the turf condition due to limited sunlight and breeze / air flow. • Cart Paths: There are several areas on the golf course where older cart paths have deteriorated and/or been impacted by tree roots leading to poor path conditions. Improvement to cart paths can help improve cart condition and presents a more comfortable condition for golfers. The cart paths at CGC are asphalt, and are located only near tees and greens (not a full “wall-to-wall” system). Trees adjacent to cart paths have roots damaging the surface of the paths. While root pruning is effective, long term sustainability means changing path locations at least 10 feet from trees and reducing tree quantity. Fortunately, the soil drains well on this site allowing carts to operate off of the paths, hence a full “wall-to-wall” system is not required at Captains GC. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 20 The poor cart path condition is apparent in the area surrounding the starter gazebo and first tee for both courses. The paths are narrow and rippled from tree roots, and provide a lack of clarity for wayfinding. In addition, this area has a tired landscape, tree thinning, and a need for signage replacement. This is important because this location creates an initial player perception, and is in need of improvement, as it is a juxtaposition from the condition of the clubhouse and pro shop. Images of cart paths at CGC showing the uneven surface and the impact of tree roots, especially near the starter gazebo (R). This condition can make the ride in carts uncomfortable for the players and leads to golfers driving on grass areas causing other damage. Paths like this also add to the wear and tear on carts that tend to not last as long with cart paths like these. Irrigation System The irrigation system at Captains GC is essentially two separate systems installed about six years apart from each other (an original from 1998 and a replacement installed in 2004). The full system was evaluated by Irrigation Consulting, Inc. in 2021, who assessed the system and water supply. Irrigation is the “life blood” of a golf course and the independent irrigation consultant notes that the volume and pressure of water to the golf courses is inadequate. While it has been noted that the system has been very well maintained, the system’s age may lead to a hindrance of performance, as well as the Superintendent’s ability to properly maintain turf. Recently the facility has exceeded its water withdrawal permit, though it seems that is because of overwatering rough and fairway areas and not a function of the system. The irrigation system includes three wells and one pump station in what might be the lowest point on the golf course. Unfortunately, there is no relation between elevation and water availability for the amount of water required per minute to water the course. The source of water for irrigation is four groundwater wells on property that require permits that govern a volume of use. Relocating or retrofitting the pump house seems cost prohibitive as compared to site adjustments. The finding from the irrigation consultant is that the older (1998) system is due for replacement or significant repair in the next 3-5 years and the remaining system should also be upgraded and replaced within 5-7 years. Given the reasonable corresponding timeframe for replacement of the two irrigation systems (1998 and 2004), consideration should be given by the Town to complete the replacement of both systems in one single two-year project. The upgrades will include improvements to piping, sprinklers, pumps, electrical systems and computer controllers, as these components are now approaching the end of their expected useful life (see Appendix A). National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 21 Clubhouse and Cart Barn The Captains clubhouse area is well organized and pleasing to the eye. The main entrance off Freemans Way aligns users directly to the clubhouse with parking on both sides. The bag-drop and cart staging area allow for a smooth transition to the large interior practice green and first tees. A large putting green and flag pole establishes the theme for the entry area and bag drop. Pavers lead people up the visual axis between the pro shop or separate restaurant building to the first tee area. Some improvement to the first tee areas on both courses will provide a strong visual design element for players - Welcome to the Captains! Golf carts are adequately stored and covered by both the larger original, and newer second cart barn. The covered cart space is tight, however, with one extra cart parked in each row, forcing the carts to jut out on each side. When it comes time to replace one the cart barn structures, adding slightly more area would alleviate the crowding. There is adequate space for cart staging around the front entry and practice putting green for outings and tournaments. The exterior dining/function space is adequate and has a good visual connection with the course. The exterior function space in unison with the interior space is sufficient for typical around 145+/- patron events. The rear restaurant brick patio is insufficient given the number of players using 36 holes and the desire to capture more food and beverage revenue. The difficulty is there is no space for expansion unless the first tees and putting green space is reduced. Any future clubhouse area expansion will need to be vertical or shift towards the front entry drop off. The interior of the clubhouse is showing some signs of age and replacement of key features is likely needed. Specifically, NGF and CGC staff noted the doors, windows, flooring and some areas of paint (interior and exterior). The roof of the clubhouse is reported to be in good condition, but replacement or repair should be assumed in the intermediate term (5+/- years). Design Theme In its entirety the Captains design theme is done well and stands out from most golf courses on the Cape, both public or private. The hole names, web site descriptions, and logo all have a solid, nautical theme. On the golf course, this continues with the 100 and 150-yard markers, the cart ropes in place of curbing and other factors. However, the accoutrements to this theme have aged and some upgrade should be considered. This is especially true at the start and areas around the first tees, where ropes are drooping and frayed, wood is fading, and signs are worn. Perhaps the replacement of the walking paths surrounding the starter gazebo with wood “planks” and locating “wooden” barrels for trash and recycling receptacles will strengthen the theme. Images of design theme challenges and the need to enhance the visual images at Captains GC. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 22 Maintenance Facility and Equipment The space for maintenance support is disjointed, with two separate maintenance shop buildings in two separate locations, plus a materials storage area just west of the parking lot. The primary maintenance shop includes a 5,800sf building that is part of the main maintenance compound just east of the parking lot that was designed for the original 18-hole course, so it is now confined and cluttered for a 36-hole operation. A second maintenance area with similar size is located between holes #1 and #7 on the Port course and functions for additional storage. The NGF has noted concerns in condition that will have to be addressed in the coming years. Enhancement to basic infrastructure (roof leaks, electricity, wiring, lighting, ventilation, etc.) will help improve efficiency and save expenses. The existing pesticide storage locker and wash-down area is sufficient, but not an example of current industry practices, especially for a Town concerned about nutrient levels in the nearby drinking water wells. Inadequate repair space is also an issue for Captains, and is especially significant given the increasingly aging fleet of maintenance equipment. The equipment plan at Captains has recently been to buy equipment outright, in small packages of four to eight pieces. This equipment is then kept in use well beyond service expectations, with careful and attentive preventive maintenance and repair. Much of the equipment has aged to over 12 years, with some as old as 30+ years. Most of the equipment has been pushed beyond its serviceable life, often requiring parts and labor costs equaling or exceeding the cost of the piece on the used market, trade-in value, or at auction. Some equipment has become obsolete, to the point where mechanics will have to fabricate parts, scour the internet for parts, and keep retired equipment as “parts machines.” This plan of acquiring and owning all maintenance equipment rather than leasing a large fleet is a common practice for golf facilities with a strong equipment maintenance program and a skilled mechanic (like Captains) who can get longer service out of machinery than other facilities. The capital plan recommended by NGF (more below) includes a total of over $900,000 in new equipment purchases over the next four years, which is expected to correct current equipment deficiencies and provide adequate coverage for the next 10-12 years (with some additional equipment purchases). In all, this strategy appears to be preferable to a long-term (possibly indefinite) lease of equipment for a full 36-hole operation that is likely to exceed $300,000 in annual lease expense. Captains GC Capital Investment Considerations (FY2022-FY2030) In order to maintain the highest quality golf facility conditions, Captains GC requires some upgrades to basic infrastructure (irrigation, sinkholes), golf features (tees, bunkers, cart paths), clubhouse features (windows, doors, carpets, theme enhancement) and maintenance equipment. Outlined below are the items that are recommended capital expenditures, in priority order for each year, that will help keep this facility functioning properly and improve its competitiveness in the market place. We note that the dollar costs estimated by NGF are intended to be rough “ballpark” approximations and that more comprehensive cost bids should be obtained before undertaking completion. The figures presented assume local prevailing wage ordinances, and are presented in real 2021 dollars, thus not intended to reflect possible inflation over the next 10 years. Capital Plan Funding Considerations We also note that the capital program includes approximately $9.5 million in capital expenditure over the next 10 years of operation. However, this capital plan will not be uniform in expenditure by year, and capital investments recommended for FY2026 and FY2027 will exceed the Town’s stated ceiling of $1.75 million for capital expenditure on the golf course in any one year. As such, the Town will have to consider some mechanism to normalize this capital plan, most likely through the issuance of some form of municipal debt (revenue or general obligation bond). In the last National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 23 several years, Captains GC has been supporting around $840,000+/- in annual debt payment, and it is reasonable to assume that a similar structure of annual debt service could be supported by the ongoing operation of CGC, although high inflation in key areas of expense may challenge this support in the later years of the 10-year capital plan (more later in this report). FY2022 Capital Investments • Sinkhole Repair: Program to continue current efforts to fill sinkholes in and around the cart barn, parking lot and rough areas on the golf course. NGF estimated cost = $40,000 (lump sum). • Cart Path Repair & Re-Surface: Begin a program to address damaged cart paths by repairing tree roots and resurface with asphalt. Year 1 of a 5-year upgrade program. NGF estimated cost = $40,000 (3,000lf @ $13.33/lf). • Irrigation Repair: Program to restore the irrigation well #2 to remove debris that has filtered through the well screen. NGF estimates cost = $55,000 (lump sum). • Tree Trimming / Thinning: Begin a program to thin overhanging tree limbs and remove dead or dying trees. Year 1 of a 5-year upgrade program. NGF estimated cost = $20,000 (lump sum). • Clubhouse Enhancement: Completion of basic improvements to windows, doors and carpets (for both clubhouse and pavilion). NGF estimated cost = $75,000 (lump sum). • Theme Enhancement: Full upgrade and replacement of nautical theme accoutrements, including ropes, markers, barrels, planks, etc. NGF estimated cost = $60,000 (lump sum). • Equipment: Replace a tractor, sand rake machine, sidewinder mower, rough mower, 2 rough aerators, a triplex mower and backhoe attachment. NGF estimated cost = $242,000 ($50,000 tractor, $25,000 sand rake, $35,000 sidewinder, $45,000 rough mower, $20,000 aerator, $52,000 Triplex and $15,000 Backhoe attachment). FY2023 Capital Investments • Par-3 Tee Improvements on Starboard Course: Improvement of tee boxes include soil enhancements, leveling and alignment on Starboard Course par-3 holes. This project should be done in advance of a new irrigation system to allow new system to match tee changes. NGF estimated cost = $35,000 (10,000sf @ $3.50/sf). • New Forward Tees on Starboard Course: Add a new forward tee course at 4,600 yards. The unit price for this improvement includes new tee box construction and surfacing at $4,000 per hole. This project should be done in advance of a new irrigation system to allow new system to match tee changes. NGF estimated cost = $72,000 (18 holes @ $4,000/hole). • Cart Path Repair & Re-Surface: Year 2 of a 5-year upgrade program. NGF estimated cost = $110,000 (8,250lf @ $13.33/lf). • Port Course Hole #8 Project: Project to soften the hole by re-building area from 150- yards in to the green. Project requires tree removal, re-grading, irrigation adjustments, cart path re-alignment and grassing. This project should be done in advance of a new irrigation system to allow new system to match changes and synch with new lateral irrigation lines. NGF estimated cost = $325,000 (lump sum). National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 24 • Bunkers: Renovation and/or reduction in the size and number of bunkers in selected non-penal/ strategic locations should be implemented to address concerns noted above. This is year 1 of a 4-year program at $2,000 per bunker. NGF estimated cost = $50,000 (25 bunkers @ $2,000/bunker). • Tree Trimming / Thinning: Year 2 of a 5-year upgrade program. NGF estimated cost = $20,000 (lump sum). • Clubhouse Enhancement: Completion of basic improvements to exterior paint, kitchen equipment plus expansion and covering for the outdoor Deck. NGF estimated cost = $125,000 ($30,000 for paint, $20,000 for kitchen equip., $75,000 for the Deck). • Maintenance Shop Enhancements: Basic / short-term improvements to current maintenance building – year 1 of a 3-year program. NGF estimated cost = $80,000 (lump sum). • Equipment: Replace 4 fairway mowers and the driving range vehicle. NGF estimated cost = $225,000 ($50,000 each for fairway mowers and $25,000 for range vehicle). FY2024 Capital Investments • Par-3 Tee Improvements on Port Course: Improvement of tee boxes include soil enhancements, leveling and alignment on Port Course par-3 holes. The unit price for this level of improvement is higher than other re-surfacing, or about $3.50 per sf. This project should be done in advance of a new irrigation system to allow new system to match tee changes. NGF estimated cost = $35,000 (10,000sf @ $3.50/sf). • New Forward Tees on Port Course: Add a new forward tee course at 4,600 yards. The unit price for this improvement includes new tee box construction and surfacing at $4,000 per hole. This project should be done in advance of a new irrigation system to allow new system to match tee changes. NGF estimated cost = $72,000 (18 holes @ $4,000/hole). • Cart Path Repair & Re-Surface: Year 3 of a 5-year upgrade program. NGF estimated cost = $110,000 (8,250lf @ $13.33/lf). • Driving Range Improvements: Program to improve the driving range tee, including soil enhancements, leveling and alignment. NGF estimates cost = $98,000 (28,000sf @ $3.50/sf). • Bunkers: Year 2 of a 4-year program at $2,000 per bunker. NGF estimated cost = $50,000 (25 bunkers @ $2,000/bunker). • Tree Trimming / Thinning: Year 3 of a 5-year upgrade program. NGF estimated cost = $20,000 (lump sum). • Pave parking Lot: Re-pave selected areas and improve landscaping. NGF estimated cost = $100,000 (lump sum). • Maintenance Shop Enhancements: Basic / short-term improvements to current maintenance building, including some expansion of maintenance space – year 2 of a 3- year program. NGF estimated cost = $220,000 (lump sum). • Equipment: Replace 2 sidewinder mowers, and 3 spray rigs. NGF estimated cost = $290,000 ($50,000 ea. for sidewinders and $63,300 for each spray rig). National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 25 FY2025 Capital Investments • Cart Path Repair & Re-Surface: Year 4 of a 5-year upgrade program. NGF estimated cost = $110,000 (8,250lf @ $13.33/lf). • Bunkers: Year 3 of a 4-year program at $2,000 per bunker. NGF estimated cost = $50,000 (25 bunkers @ $2,000/bunker). • Driving Range: Program to restore the driving range well and remove debris that has filtered through the well screen. NGF estimates cost = $50,000 (lump sum). • Tree Trimming / Thinning: Year 4 of a 5-year upgrade program. NGF estimated cost = $20,000 (lump sum). • Clubhouse Enhancement: Roof repairs. NGF estimated cost = $60,000 (lump sum). • Maintenance Shop Enhancements: Basic / short-term improvements to current maintenance building, including some expansion of maintenance space – year 3 of a 3- year program. NGF estimated cost = $200,000 (lump sum). • Equipment: Replace 5 Triplex mowers. NGF estimated cost = $225,000 ($45,000 for each Triplex mower). FY2026 Capital Investments • New Irrigation System: Complete replacement of the 1998 irrigation system – year 1 of 2-year project. NGF estimated cost = $2,200,000 (lump sum). • Sinkhole Repair: Program to address new sinkholes that may appear on golf course property. NGF estimated cost = $40,000 (lump sum). • Cart Path Repair & Re-Surface: Year 5 of a 5-year upgrade program. NGF estimated cost = $110,000 (8,250lf @ $13.33/lf). • Bunkers: Year 4 of a 4-year program at $2,000 per bunker. NGF estimated cost = $50,000 (25 bunkers @ $2,000/bunker). • Tree Trimming / Thinning: Year 5 of a 5-year upgrade program. NGF estimated cost = $20,000 (lump sum). • Cart Storage Enhancement: Additional equipment and repairs to cart storage facilities. NGF estimated cost = $20,000 (lump sum). • Equipment: New equipment to be determined. NGF estimated cost = $180,000 (lump sum estimate). FY2027 Capital Investments • New Irrigation System: Complete replacement of the 2004 irrigation system – year 2 of 2-year project. NGF estimated cost = $2,200,000 (lump sum). • Clubhouse Enhancement: Completion of additional improvements to pro shop carpets. NGF estimated cost = $25,000 (lump sum). • Equipment: New equipment to be determined. NGF estimated cost = $100,000 (lump sum estimate). National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 26 FY2028-FY2031 Capital Investments The above capital plan for FY2022-FY2027 addresses most all of the defined capital needs at Captains GC as of the end of FY2021. The program of capital expenditures noted below are estimated based on expected needs over the 7-10-year period, include a few repeated items and a large contingency for unforeseen capital requirements. • Additional Sinkhole Repair: Program to address new sinkholes that may appear on golf course property. NGF estimated cost = $40,000 (lump sum). • Special Projects: Capital to address other special projects that may arise (such as the Port course #8 project). NGF estimated cost = $100,000 (lump sum). • Driving Range: Additional program to address changes to the driving range infrastructure and continue to manage the debris related to the well screen. NGF estimates cost = $50,000 (lump sum). • Bunkers: More comprehensive bunker repair and replacement program (not likely needed before 2029 – assuming the above-noted 4-year program is undertaken). NGF estimated cost = $200,000 (100 bunkers @ $2,000/bunker). • Clubhouse Enhancement: New roof, kitchen equipment, new windows/doors, paint additional deck improvements and systems upgrade. NGF estimated cost = $125,000 in FY2028, $120,000 in FY2029, $170,000 in FY2030 and $125,000 in FY2031. • Equipment: New equipment to be determined. NGF estimated cost = $80,000 per year for FY2028 through FY2031. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 27 Capital Upgrades Summary (FY2022-FY2031) Captains Golf Course Summary of Projected Capital Upgrades (FY2022-FY2031) FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031 Total Golf Course Items Sinkhole Repair $40,000 $0 $0 $0 $40,000 $0 $0 $0 $40,000 $0 $120,000 Tee Projects $0 New Forward Tee $0 $72,000 $72,000 $0 $0 $0 $0 $0 $0 $0 $144,000 Par-3 Hole Tees $0 $35,000 $35,000 $0 $0 $0 $0 $0 $0 $0 $70,000 Cart Paths $40,000 $110,000 $110,000 $110,000 $110,000 $0 $0 $0 $0 $0 $480,000 Irrigation Repairs $55,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $55,000 Special Projects (8th hole project) $0 $325,000 $0 $0 $0 $0 $0 $0 $0 $100,000 $425,000 Driving Range Improvements $0 $0 $98,000 $50,000 $0 $0 $0 $50,000 $0 $0 $198,000 Bunker Upgrades $0 $50,000 $50,000 $50,000 $50,000 $0 $0 $200,000 $0 $0 $400,000 Tree Trimming / Thinning $20,000 $20,000 $20,000 $20,000 $20,000 $0 $20,000 $0 $20,000 $0 $140,000 New Irrigation System (Orig. to 1998) $0 $0 $0 $0 $2,200,000 $0 $0 $0 $0 $0 $2,200,000 New Irrigation System (New in 2004) $0 $0 $0 $0 $0 $2,200,000 $0 $0 $0 $0 $2,200,000 Sub-Total Golf Course Items $155,000 $612,000 $385,000 $230,000 $2,420,000 $2,200,000 $20,000 $250,000 $60,000 $100,000 $6,432,000 Clubhouse Items FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031 Total Windows and Doors $50,000 $0 $0 $0 $0 $0 $0 $0 $50,000 $0 $100,000 Carpet $25,000 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $50,000 Exterior Paint $0 $30,000 $0 $0 $0 $0 $30,000 $0 $0 $0 $60,000 Roof $0 $0 $0 $60,000 $0 $0 $0 $120,000 $0 $0 $180,000 Kitchen Equipment $0 $20,000 $0 $0 $0 $0 $20,000 $0 $0 $0 $40,000 Cart Storage Enhancement $0 $0 $0 $0 $20,000 $0 $0 $0 $20,000 $0 $40,000 Deck Improvements $0 $75,000 $0 $0 $0 $0 $0 $0 $0 $75,000 $150,000 Theme Enhancement $60,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $60,000 CH Systems (HVAC, Elect, Plum) $0 $0 $0 $0 $0 $0 $75,000 $0 $0 $50,000 $125,000 Parking Lot Pave/Landscape $0 $0 $100,000 $0 $0 $0 $0 $0 $100,000 $0 $200,000 Sub-Total Clubhouse Items $135,000 $125,000 $100,000 $60,000 $20,000 $25,000 $125,000 $120,000 $170,000 $125,000 $1,005,000 National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 28 Captains Golf Course Summary of Projected Capital Upgrades (FY2022-FY2031) FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031 Total Maintenance - Facility & Equipment Maint Shop Enhancements $0 $80,000 $220,000 $200,000 $0 $0 $0 $0 $0 $0 $500,000 Equipment: Tractor, rake, sidemowers, rough, etc. $242,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $242,000 4 fairway mowers + range vehicle $0 $225,000 $0 $0 $0 $0 $0 $0 $0 $0 $225,000 2 sidewinders + 2 spray rigs $0 $0 $290,000 $0 $0 $0 $0 $0 $0 $0 $290,000 5 sidewinder mowers $0 $0 $0 $225,000 $225,000 Misc. Equip to be determined $0 $0 $0 $0 $180,000 $100,000 $80,000 $80,000 $80,000 $80,000 $600,000 Sub-Total Maintenance Items $242,000 $305,000 $510,000 $425,000 $180,000 $100,000 $80,000 $80,000 $80,000 $80,000 $2,082,000 Grand Total of Capital Projects $532,000 $1,042,000 $995,000 $715,000 $2,620,000 $2,325,000 $225,000 $450,000 $310,000 $305,000 $9,519,000 Capital Upgrades Summary by Category (FY2022-FY2031) Captains Golf Course Summary of Projected Capital Upgrades by Category (FY2022-FY2031) Facility Items FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031 Total Total Golf Course $155,000 $612,000 $385,000 $230,000 $2,420,000 $2,200,000 $20,000 $250,000 $60,000 $100,000 $6,432,000 Total Clubhouse $135,000 $125,000 $100,000 $60,000 $20,000 $25,000 $125,000 $120,000 $170,000 $125,000 $1,005,000 Total Maintenance $242,000 $305,000 $510,000 $425,000 $180,000 $100,000 $80,000 $80,000 $80,000 $80,000 $2,082,000 Grand Total of Capital Projects $532,000 $1,042,000 $995,000 $715,000 $2,620,000 $2,325,000 $225,000 $450,000 $310,000 $305,000 $9,519,000 NGF Consulting estimates based on architect’s input and input from Captains GC staff. This estimate has been provided to allow fo r preliminary planning and amounts may not reflect actual costs for Town of Brewster. The Town should engage appropriate research to cost out specific projects. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 29 REVIEW OF GOLF OPERATIONS - CAPTAINS GC The NGF review has addressed several issues related to the operation of the Captains Golf Course. In this section, the NGF reviews the staffing, technology, marketing, fees, carts, merchandising, food & beverage service, player development programs and other organized activities associated with the operation of Captains GC. Captains GC is operated by the Town of Brewster, and is currently organized as a “Special Revenue” account in Town budgeting. The facility had previously been operated as an Enterprise Fund and as part of the Town’s General Fund. Direct oversight for the operation falls to the Town Administrator who has oversight over Town employees and contractors at Captains GC. The Town also has a defined Golf Commission, created to provide insight and advice on operations and includes members from Town government and various users or club representatives from Captains GC. The presence of this golf commission is common in public golf and can provide useful input to a golf course operation. Captains GC Review of Contracts The Town of Brewster’s operation of the Captains GC includes several contracts to provide various services to the facility, including a restaurant lease, online account management, custodial services and the lease of some equipment. A summary of each is noted below: Restaurant Facility Lease at Captains Golf Course, Inc. (CGC) A Lease agreement between the Town of Brewster and Freemans Grill/Bow to Stern: Sean Sullivan (Lessee) for the purpose of conducting the day-to-day food and beverage concessions at The Captains Golf Course. The facilities include the kitchen, bar, pavilion, storage room, deck, galleys A and B, terrace and snack shop adjacent to the No.10 Port Tee, plus the use of all kitchen equipment and furniture for food & beverage services. Lessee’s purpose is to operate a “sit-down” restaurant and bar operation, with banquet ability to service large groups, and serving a full range of alcoholic beverages. Lessee is also responsible for running the food station at the 10th tee area on the Port Course, two mobile food & beverage carts, and vending machines. The lease is three years, from January 1, 2018 thru December 31,2020 with option to extend for an additional two-year term. The payment obligations of Lessee to the Town and other key terms are as follows: • Security deposit of $8,000 • Guaranteed Annual Minimum Rent: ▪ 1st year: $35,000 ▪ 2nd year: $36,750 ▪ 3rd year: $38,588 ▪ 1st Option Year: $40,517 ▪ 2nd Option Year: $42,543 In addition to the Guaranteed Minimum Rent, the Lessee shall pay 2% of any annual gross sales that exceed $500,000. • Other fees and payment obligations include: National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 30 ▪ Utilities: TOB to pay all utilities (electricity, natural gas, and water) ▪ Additional Fees: Lessee pays taxes, municipal assessments and insurance, trash removal and dumpster, cleaning and some interior repairs related to the restaurant and brick patio area and cleaning and trash following events being catered in the Lessee’s areas. • Town will make all maintenance and repairs to facilities, equipment and fire systems unless damage is caused by Lessee or its employees or agents. • Lessee is responsible for annual professional maintenance of grease traps and hoods over stoves at their expense. • No assignment or transfer of agreement can be made without the prior consent of the Director of Operations. Other Agreements • Online Account Management: Agreement between the Town and Transaction Resources, Inc. for the purpose of credit card processing services with a term of three years, from April 12, 2018 to April 12, 2021. The fees and payment obligations include several variable charges, with primary focus on a $0.08 cent transaction fee for Visa, Mastercard, Discover and American Express transaction. • Custodial Services: The Town has two agreements for cleaning the maintenance building, pro shop clubhouse, snack shack and driving range restrooms. These agreements are fixed fees for a total of $27,146 and runs through the end of June 2021. • Equipment Leases: The Town leases 140 EZ-Go carts and other utility vehicles from Wells Fargo Equipment Finance. The lease is dated April 17, 2020 and is for 55 months with monthly rent payments of $18,500. Captains GC Facility Staffing The Town of Brewster golf staffing is divided into two primary divisions of service – pro shop operations and golf course maintenance. We note that all operations and maintenance staff is employed directly by Town, with only F&B service staff employed by the contracted vendor. In general, full-time (FT) positions within the Captains GC include salary and benefits (insurance, holidays, vacation, etc.), with some other positions staffed with full-time hourly (FTH) and/or part- time/seasonal (PT) hourly labor. An NGF survey of municipal golf courses conducted in 2020 shows the average total employment (includes operations, maintenance and F&B) at municipal golf courses nationwide consisted of 3.0 full-time and 11.0 part-time employees in operations and 3.0 full-time and 5.0 part-time employed staff in maintenance per 18 holes. Golf Maintenance Staffing NGF has reviewed the staffing and budget for maintaining Captains GC for each fiscal year from 2016 through 2020. Documentation provided by the Town shows a total golf course maintenance labor expense of $1.62 million in 2020, with $1.19 million for labor and related and $420,000 for materials and utilities. The staffing used for the facilities includes a total of 21 golf maintenance staff combined positions, with a mix of 9 full-time positions and 12 part-time/seasonal positions of varying time commitments for a total full-time equivalent (FTE) maintenance staff of 15.1 full-time equivalents (FTE) for the full system. The January 2021 staffing for golf maintenance: National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 31 Captains Golf Course Golf Maintenance Staff Full-Time Staff Part-Time/Seasonal Staff Head Golf Superintendent (FT) Groundsman @ 40 hrs/wk for 25 wks (5 FTH) Foreman (2 - FT) Groundsman @ 40 hrs/wk for 20 wks (4 PTS) Irrigation Tech (FT) Groundsman @ 40 hrs/wk for 15 wks (3 PT) 1 Master Mechanic + 2 Maintenance Mechanics (FT) Skilled Groundsman (2 – FT) Total Staff Charged to CGC = 9.0 FTE Total Staff Charged to CGC = 6.1 FTE FT = Full-time w/benefits; FTH = full-time hourly positions in season (75% FTE); PTS / PT = limited part-time positions (PTS 40% and PT 25% FTE). The NGF team finds Captains GC is staffed adequately to provide the conditions the Town desires, when considering the summer help and the experience of some employees. Covid-19 had some impact in the last year as CGC used additional staff to clean and sanitize golf carts, range baskets and other items used in the operation. Repurposing staff hours from time spent on equipment repair or dead wood and tree removal will allow the course to improve both turf conditions and player experience. The equipment maintenance team includes three employees, and shifting toward new equipment would allow for more time allotted to other projects and less time for repair of equipment. The NGF standards in maintenance for high-quality public golf courses in the U.S. are between 8.0 and 10.0 FTEs per 18 holes. Golf Operations Staffing (Clubhouse) Brewster is operating the golf course with Town employees to oversee operations, with additional staff for assistant professionals and other part-time staff for shop clerks and outside staff (carts, rangers, starters). When compared to industry standards Captains GC is staffed adequately to provide the level of service desired by the Town. The NGF standards in golf operations for high- quality public golf courses in the U.S. are between 8.0 and 10.0 FTEs per 18 holes. The reported operations staffing at Town golf courses includes (FTEs provided for comparison purposes only): Captains Golf Course Pro Shop / Golf Operations Staff Full-Time Staff Part-Time/Seasonal Staff Director of Golf Operations (FT) Admin. Assistant (FTH) Asst. Operations Manager (FT) Shop Clerks (4 - FTH) Asst. Pro Shop Manager (FT) Part-Time / Seasonal Counter Staff (2 - FTH) Asst. Golf Professional (FT – currently vacant) PT / Seas. Outside Staff + Range (5 - PTS) Total Staff Charged to CGC = 4.0 FTE Total Staff Charged to CGC = 7.25 FTE FT = Full-time w/benefits; FTH = full-time hourly positions in season (75% FTE); PTS / PT = limited part-time positions (PTS 40% and PT 25% FTE). Staffing Summary The staffing for the Captains GC is comparable to NGF standards for the “typical” public golf course in the U.S. While there are no industry standards that can be referenced to determine the appropriate staffing levels for a golf operation, the industry averages are presented below. The size of the staff needed for a particular golf operation depends on several factors, not the least of which is budget considerations. Personnel costs typically represent the largest single expense item in a golf operation, as is the case for Captains GC. The NGF data on public golf operations in 2020 show averages for full-time staffing at 18-hole public golf courses nationwide (table below). National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 32 Captains Golf Course Total Facility Identified Staffing – 2020 Facility Operations Staff (FT / PT) * Maintenance Staff (FT / PT) Total Staff (FT / PT) Captains GC (36H) 4.0 / 12.0 9.0 / 12.0 13.0 / 24.0 Industry “Standards” (per 18 holes) Total U.S. Average (per 18 Holes) 3.0 / 10.0 3.0 / 5.0 6.0 / 15.0 * The national standard for operations staff includes administration and F&B. The data for Captains GC does not include F&B nor any allocation for administration. Review of Technology, Website and Marketing The Town of Brewster golf facilities are currently using the Chelsea system for its Point-of-Sale (POS) and tee-time reservation system at Captains GC. This system also provides good connectivity to the Town finance department. The NGF sees the POS system as an essential component for a successful golf operation, and a good public golf POS should allow golf course managers to integrate the system to its website to allow online purchases, offer online tee-times, reliable credit card processing and customer tracking. Brewster Golf Website It is clear that in 2020 and the foreseeable future, the Internet is the most significant tool in golf course marketing. Golfers, especially when traveling, are using the web to find places to play. As such, the Internet is now the most important single element in a golf facility’s marketing. NGF studies show that upwards of 90% of all golfers will view web content on a regular basis. The website for CGC is easily accessible at www.captainsgolfcourse.com. This site includes most all of the information that is common in websites at successful golf courses, although the site could benefit from greater depth of information and improved visual content to maximize the business potential of the golf facility. NGF has identified the most important features of a golf facility website should include (most all are included in the Captains GC site): • Clear access to all fees and charges, including upcoming season (or off-season) rates. • Lots of pictures of the scenic beauty of Captains, but also of golfers having a great time. • A Map with directions (be sure the current Google Map location is accurate for GPS). • A portal for golfers to sign up for the email program to stay in touch with the club. • An ability to purchase gift cards online. • Full information about golf programming and how to join golfing clubs. • Information about banquet options and venues. • A calendar of events and results - very popular with websites at successful golf facilities. It is essential that the website be kept current for rates, hours, etc. The best sites are the ones that are constantly being updated, so that customers get in the habit of checking them. Maintaining the golf course website should be an ongoing task, most likely included in the activities of the senior staff member most responsible for marketing the facility. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 33 Search Engine Optimization The most effective websites are those that can be found easily, and Captains GC certainly fits this requirement. With its strong name match to the facility, the Captains site is found easily in a narrow local search. It is beneficial for golf course websites to be designed so that today’s Web search engines will find it based on key terms people are likely to use. In reviewing search engines such as Google and Bing, NGF found that the Captains GC site is very strong in search engine activity when searched for in the context of golf and Cape Cod, as well as for weddings and banquets in Cape Cod. NGF findings when searching for: • “Captains GC” – Captains site is the first listing. • “Golf Cape Cod” – Captains GC is on the first page of listings • “Brewster, MA Banquets & Weddings” – Captains GC is on the second page of listings • “Cape Cod Banquets & Weddings” – Captains is not on the first five pages of listings In an effort to fully enhance the marketing of Captains GC, key words like “banquets” and “weddings” should be part of the search engine optimization strategy for the golf website. Search Engine Optimization (SEO) is the process of maximizing the number of visitors to a particular website by ensuring that the site appears high on the list of results returned by a search engine. The process is optimized by providing important HTML clues (page headings / detailed descriptions) that help search engines (and users) determine relevancy to search clues. E-mail / Newsletter E-mail databases are essential in today’s golf market place, as a means of staying in touch with the golfer customer base via active newsletter. E-mail marketing, with the exception of word-of- mouth and free advertising, is the most cost-effective advertising possible. At present, Brewster golf has a database of around 8,000 to 9,000 emails, which is a very strong network for newsletter distribution to keep up the awareness of Captains GC. Staff reports extensive work to keep contacts up-to-date to ensure a clean e-mail list. Expanding and maintaining the database should be a top priority of management, so that email marketing can be optimally implemented. Social Media Social networking is the fastest growing marketing tool in golf, and golf staff is trying to better promote Captains on social media platforms like Facebook and Twitter. This is best to use as a method to communicate “what’s going on” type of messages (who won a tournament, who had a hole-in-one, etc.), in an attempt to build loyalty and repeat activity. YouTube is the second most utilized search engine on the internet and Captains GC can develop a presence with informational videos of the facilities and golf courses, as well as league, tournament and instructional activities. Technology Summary The review of the POS and other technology systems in place at Captains GC illustrates the strong emphasis staff has placed on being in the forefront of technology. Upgrades and/or additional training in Chelsea capabilities would help CGC improve rounds and revenue. NGF finds that staying ahead in technology is a key to improving this golf operation, along with other physical and operational changes that will be addressed with NGF recommendations later in this report. Golf Courses Marketing Traditionally, NGF recommends marketing budgets for golf courses of at least 1% of total gross revenue, or roughly $36,000 for Captains GC based on recent performance. In markets that rely heavily on tourist participation (like Cape Cod) marketing budgets tend to be closer to 2% of total revenue, or upwards of $72,000 for CGC. Review of data shows the Town did come close to the National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 34 2% level as recently as FY2017, with $67,000 spent on marketing. However, this amount has fallen steadily ever since and the FY2020 review shows only $19,500 spent on marketing. Going forward, the key marketing initiatives that should be part of the program for CGC include the items more common in modern (2021) golf marketing, like the electronic methods that typically have much lower cost than more traditional print and media ads (TV/Radio). This would make the budget requirement less important than the effectiveness of electronic and website methods. The Town is currently focusing its marketing efforts on its website, email, selected print media, and the occasional radio or local Cape Cod TV spot. Golf Playing Fees The primary source of revenue to the Town from the golf courses is green, annual fee and cart fees, plus other ancillary revenue. The fees for membership and daily green fees for the upcoming (2021) golf season appear in the tables on the following page. The maximum green fee is the highest amount that Captains will charge, and was set at $77, plus an additional $23 for the cart for a total of $100 for a peak summer weekend morning green fee with cart in 2021. Daily Green and Other Fees The tables below show selected fee rates at Captains for 2021. The Town has an annual program for reviewing and modifying golf fees that involves review of course performance in the prior year, as well as feedback from the other Cape Code municipal courses about their planned golf rates. Pricing projections are then developed and presented to the Golf Committee for review, with an end result being submitted to the Town’s Board of Selectmen. While there is not a set formula, Captains GC tries not increase more than 3% in any single year (where possible), and there was no increase for the 2021 rate structure due to Covid-19. The NGF Consulting team acknowledges that the Town’s fiscal year runs from July 1 through June 30, and the golf rate structure for Captains is set for March through the winter closing (usually by early December). Hence, the golf rate structure that is used straddles 2 separate fiscal years. The basic pricing convention for Brewster with varied seasonal pricing to reflect demand and a weekday (Mon – Thu) and weekend (Fri – Sun) rate, except in peak season (July-Aug) with a 7- day pricing schedule. Captains GC also offers a back-9 rate for the first hour and a half in the morning that reaches $40 in peak season (down to $26 in spring), as well as a $5.00 junior green fee. In all, the Brewster golf fee conventions are standard for the industry and the market area (more in competitive section). Captains GC Green Fees by Season (2021) 18H GF Mon-Th/Fri-Sun After 1pm Mon-Thu/Fri-Sun After 3pm Mon-Thu/Fri-Sun Jan 1st-April 2nd $41/$41 $26/$26 $26/$26 April 3rd-April 25th $46/$56 $46/$46 $31/$31 April 26th-May 31st $55/$74 $46/$50 $31/$36 June 1st-July 2nd $60/$74 $46/$50 $31/$36 July 3rd-Sept. 6th Before 9am $77/$77 9am - 2pm $74/$74 2-4pm $50/$50 After 4pm $36/$36 Sept. 7th-Oct. 11 $55/$74 $46/$50 $31/$36 Oct. 12th-Oct. 31st $46/$56 $31/$31 $31/$31 Nov. 1st-Dec. 31st $41/$41 $26/$26 $26/$26 National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 35 Captains GC – Misc. Rentals & Fees Cart Fee (per Rider) 9-H 18-H Daily Fee Player $14 $23 Annual Fee Player $10 $18 Pull Carts $3 $5 Rental Clubs $30 Driving Range Buckets Warm-up (15 balls) $3 Large (70 balls) $10 Small (35 balls) $6 Junior (<16) $2 Debit Cards 5 Sm buckets - $22; $100 of range balls - $60 and $200 range balls for $100 Brewster Golf Fee Summary The NGF notes the following summary of findings related to “standard” pricing at Captains GC: • The golf fee structure includes a wide variance in rates for time of year and time of day, walking or riding. Golfers can play 18 holes of golf at Captains GC for as little as $26 for an off-season round in the afternoon, all the way to $100 for an 18-hole round with cart on a weekend morning in the peak summer season, and almost everything in between. This type of internal segmentation provides a “something for everyone” rate structure, and is consistent with the most successful public golf courses by offering different rates at different times and adding choice to consumers. • The level of discounting appears to be appropriate for Captains GC, although there may be slightly more discounting to maintain activity than the industry standard. The actual realized green fee revenue per guest round was about $57 at CGC in 2019, an amount that was 60% of the peak green + cart fee at CGC in 2019. NGF has found that successful public golf courses tend to operate with actual realized average green + cart fee revenue per round of about 65% of the highest rack green fee, indicating slightly more rounds played at discounted rates at CGC than the standard. However, we note that this is common in highly season tourist markets where there is a very limited timeframe in which the highest peak fee can be charged. • The market review suggests that Captains GC is priced in line with the desired niche among the local competition. In general, the Town prices its golf courses with the intent of being at the upper end for public courses on Cape Cod. The peak season weekday 18-hole rate of $100 (including cart) at CGC is the highest on Cape Cod (with Olde Barnstable GC at $96 as next closest). CGC weekend pricing at $100 per round is behind Bayberry Hills at $109 and Cranberry Valley at $103 (more later in this report). Annual Fee Player / Membership Fees The table below provides a summary of membership fees at CGC in 2021. The membership program is essentially providing a pre-paid green fee for active players, as there is very little other advantage to membership. There are three levels of Annual Fee Player (membership) playing privileges for Brewster residents/taxpayers. The AFP fee for all residents and non-residents includes unlimited golf with some discounts for cart fees (carts are not required). In addition, AFPs receive a 10% discount on all non-sale merchandise in the pro shop as well as discounted green fees for their guests. The discussion of how this program fits in with the local market is discussed in more detail later in this report. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 36 Membership Fees & Dues 2021 Annual Fee Brewster Residents (Taxpayers) Adult Early $1,053 Adult Morning $877 Adult Twilight $468 Junior (12-18) $204 Collegiate (19-25) $407 Non-Residents Adult Early $1,752 Adult Twilight $700 Junior (12-18) $292 Collegiate (19-25) $585 Charter Non-Res. (continuous member since 1985) $1,520 Review of Golf Carts The Town of Brewster operates a fleet of 140 electric-powered EZ-Go golf carts, which are stored in two sperate cart storage sheds. The size of these sheds is barely sufficient to contain the fleet as it exists, and there is no room to adequately store and charge additional carts. The carts are all new in 2020 and under a 4.5-year lease through 2024. The number of carts seems adequate for CGC in normal times, but the fleet was stressed during the single-user requirement for Covid-19 in 2020. The total annual cost of the fleet is around $118,000, and amount that is within the industry- expected $1,000 per cart per year for lease (or purchase) and maintenance of a powered cart fleet. Having newer carts in good condition is a high priority for Captains, as having clean carts in good working condition with modern features will reflect positively on the facility and encourage additional rounds. The carts include key features that are consistent with higher-end golf such as windshields, rain covering for golf bags, divot fill containers and a port to charge cellphones. The cart fleet at CGC is adequate for all but a very small number of extremely busy days and/or large tournaments when CGC does need to rent additional carts. The fleet is electric powered, which is preferred by golfers, but requires the Town to properly maintain batteries and replace as needed. Merchandise Operations Captains has a modest-sized pro shop (1,100 sf) and offers a mix of merchandise offered for sale, highlighted by logo-emblazoned wearable items. CGC tends to attract a mix of customers, with a higher-end daily fee customer and more price-conscious annual fee patrons. Merchandising at Captains consists of mostly impulse items (balls, tees, gloves, hats, etc.), extensive soft goods (mainly logoed shirts, vests & sweaters) and some clubs and club repair. The items that tend to sell best at facilities like Captains GC are the obvious impulse items, but also logoed merchandise like shirts and outerwear. CGC is not active in selling golf clubs or hard goods, which is consistent with the trend of on-course retailers not wanting to compete with “big-box” retailers or the internet. Review of data shows the Town generated over $277,400 in total gross revenue from merchandise in 2019, declining to $203,200 in 2020 with decline due largely to Covid-19 restrictions and closures. For 2019, the average golf shop expenditure per round was $3.78 at Captains GC compared to a national “standard” for pro shop revenue of $2.48 per round with an expected direct cost of sales at 70% to 75% (was 80.6% at CGC). As the total margin on merchandise is only around 30% (best case), the net income will never be significant in merchandise sales. Rather, this is a service to golfers to make the round more enjoyable and help bring them back for more. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 37 Food and Beverage Operations Ideally, every golf facility (regardless of type) needs to have some type of food and beverage operation. F&B operations at golf facilities tend to achieve two goals: (1) provide direct revenue; and (2) help increase the rounds and other revenues at the facility. The NGF does not expect a high volume of net revenue from F&B operations, but high-quality F&B service correlates well with success in public golf. The typical 18-hole public golf course will earn about $6.10 per round in food and beverage, less direct costs, leading to a net return to the owner of about 10%. This would be considered “typical” for a regulation public golf course unless there was additional space for large banquets, parties, meetings, luncheons, etc. Having appropriate space available to host large functions will certainly add to the potential revenue at golf facilities, both directly (increased F & B sales) and indirectly (increased green and cart fees). The estimated 10% return on F&B operations tends to hold regardless of whether the operation is leased or self-operated by the municipality. Captains GC F&B Service The basic food and beverage service provided at Captains GC includes the main bar and grill service under the brand Freeman’s Grill. This grill operation provides a more upscale level of service than is common at typical municipal golf courses, but still includes a walk-up / take-away form of restaurant service that is preferred by public golf customers. The grill seating area includes space for about 90+/- patrons, plus additional outdoor seating. The pavilion at Captains provides additional revenue for events, tournaments and some other large functions for up to 200 patrons. The total space can be modified for banquets and still accommodate daily golfers either at the bar or with outdoor seating (can host banquet and serve golfers simultaneously). The grill at Captains GC is open daily for lunch and other service when the golf course is open. Freeman’s Grill offers an extensive menu of soups and salads (from $6 to $10), appetizers ($10- $12), burgers ($14), sandwiches ($10-$14) and a catch of the day (market price). Beverages include a selection of wine, beer (domestic and imports) and liquor. The private vendor (Freeman’s Grill) owns the liquor license for the operation. Freeman’s Grill is also programmed with Happy Hours and selected specials. The basic set up at the facility provides an opportunity for significant enhancement of non-golf activity (non-golf lunches, banquets, parties, etc.). F&B staff reports a large number of banquets or parties each year, with extensive use of clubhouse and pavilion facilities for both golf and non-golf events. Total Revenue Estimates Data presented from the Town show Freeman’s Grill earning upwards of $875,000 in total gross revenue as recently as 2018, paying $42,500 to the Town (effective rate of 4.8%). The Town collected $35,000 in base rent + 2.0% of gross revenue over $500,000 ($875,000-$500,000 = $375,000 x .02 = $7,500). The Covid-19 pandemic clearly hit this business hard in 2020 and 2021 as much of the indoor dining services have been closed, but the Town has made adjustments in concession payments, reducing to $28,000 in 2020 and $20,000 in 2021. Still, the vendor has adjusted and the demand for F&B service outside has become more popular with customers, possibly opening an opportunity to expand this service and space available to provide it. Banquet and Events Operation CGC includes primary indoor space capable of hosting up to 200+/- patrons. The space was originally designed to be open-air, but was enclosed to add carpet, HVAC and restrooms. This level of size, flexibility and accommodation is rare at public golf courses and provides great opportunity for CGC to capitalize and grow this segment of the facility, at a time when golf demand and derived golf revenue is not growing nearly as fast. Staff reports a very active event calendar prior to 2020, with a total of 84 functions lost to Covid-19 in 2020. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 38 Beverage Cart Operations Beverage cart operations at CGC can produce modest revenue if run properly with well-trained servers. This service is not expected to contribute profit in a public golf operation, but rather is viewed as a service to golfers, ultimately leading to more repeat sales of green fees and cart fees. Most public golf course operations earn less than $1.00 per round of golf on the beverage cart, with a total cost of sales at 40%. Sales can be improved by offering credit-card processing directly on the beverage cart through a remote system linked to the POS. Captains GC Driving Range Operation The driving range at public golf courses can be a significant revenue source if it has the proper characteristics. These key features typically include good quality turf (versus artificial mats), good golf balls, adequate size (270+ yards) and convenient accessibility to the parking lot or clubhouse. The CGC range has some of these characteristics, but its location is a significant weakness. Over the past three years, the Captains range has generated revenue of approximately $1.60 per round, which is lower than the U.S. average for public courses of $3.00 per round (NGF 2020 survey). As the range is one of the highest margin revenue centers in a golf operation, any growth in this area will lead to improvements in facility net revenue. The Town has implemented many of NGF’s common recommendations to enhance range revenue, including the automated range ball dispensing system and offering a pre-loaded swipe card for multi-use range discounts. Given its location, it is difficult to imagine other changes leading to higher range revenue at this facility. Programming and Organized Golf Activities One of the keys to successful public golf facility operations is the continued promotion and hosting of organized activities and programs, such as leagues, outings, tournaments and player development. These activities are important to maximizing rounds activity at public golf courses and NGF observations show Captains GC being very active in promoting a strong calendar of events. These events tend to stimulate activity and encourage repeat play, generating more rounds per golfer than at courses that do not have an active event calendar. Leagues Captains is active in hosting organized leagues that play regularly on various days during the week in season. These leagues serve as an important revenue supplement to standard daily fee play. Staff reports several active leagues at CGC with events every day during the week in the golf season. Many of these leagues are 18-hole events, allowing for use on one 18-hole course at CGC while the other 18 is open for public play. These leagues are a great way to introduce new players and stimulate activity growth. The golf professionals are active in planning and organizing these leagues. Total rounds from leagues are not directly counted by the course, but NGF estimates that league play represents a significant portion of member activity. This represents a key source of late afternoon weekday rounds and perhaps this is a market that can grow in the future. Outings/Tournaments Captains GC staff suggests a robust tournament and outing schedule prior to the slowdown related to Covid-19. With 36 holes, CGC is capable of hosting very large events with up to 280 players, or host a full field 18-hole event and still have a full 18 holes open for regular play. In a typical year, CGC will host around 35+/- events with at least 60 players, and this includes two ultra-large events that host over 160 players (in May) and a 250-player event that was added in 2019. Most events typically seek out 18-hole courses that have large F&B capacity and covered areas to gather after play is completed, like the pavilion at CGC. The Town is currently requiring these tournaments and events to use Freeman’s Grill for F&B service (no outside food or beverage). Successful public golf courses should have at least 5% to 10% of total rounds generated from outings and tournaments. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 39 Lessons and New Player Development We note that player development will be one of the critical elements to the long-term viability of Captains GC, and this should remain as a point of emphasis for the Town. At present, the Town is employing two PGA golf professionals on staff that manage a modest lesson program. The NGF has documented that a critical element to the long-term viability of public golf courses is player development, especially a strong Junior Program, and it is important that these initiatives are continued into the future at Captains GC. Player development activity at CGC by PGA pros on staff, including the Head Golf Professional. Staff is allowed to earn extra income through lessons provided these lessons are given on their own time when not working “on the clock” for the Town in facility operational responsibilities. Player development programs at golf courses are important for generating interest in golf and creating future customers, thus total revenue derived from the programs is much less important. Other Operational Observations Other issues related to the operation of Captains GC that should be considered by the Town that could have direct impact on activity and revenue at the course: • Customer Service - Strong customer service can be a key differentiator in building customer loyalty. High level service at a golf course begins the moment the golfer sets foot on the property, beginning with a friendly welcome (especially for faces that staff may not have seen before). NGF generally recommends strategies such as staff training and establishment of service standards & measurable metrics – monitored through periodic customer surveys and occasional secret shoppers - to make sure that the standards are being consistently met or exceeded. • Club Rentals and Other Services – Brewster currently has 20 sets of Callaway rental clubs (premium brand) to offer patrons needing this equipment. In an effort to expand service to accommodate less frequent golfers, CGC should continue to make high- quality rental club sets available to golfers, and communicate this to customers. Staff reports a total of 344 sets rented in July-August 2019, for $3,000 in direct revenue and additional revenue in green and cart fees from players. The key revenue sources for the Town are green and cart fees, and rental sets help the facility to sell more rounds. The rental sets themselves are not typically a strong direct profit center. The rental club service has been suspended in 2020-21 due to Covid-19 restrictions. • Corporate Accounts – Captains GC currently has corporate accounts with several Cape Cod area lodging properties that includes direct billing to allow the hotels to collect golf playing fees directly from their guests. This concept is important for area hotels to offer golf packages and should enhance tourist golf rounds at Captains GC. CAPTAINS GC RECENT OPERATIONAL PERFORMANCE The operation of Captains GC is comparable to a high-level public golf business, with primarily revenue sources (green fees, memberships, cart fees, merchandise sales, etc.) and an expense structure derived primarily from revenues. Direct expenses to operate the facility are borne entirely by the Town, with the exception of direct F&B operating requirements. As is typical in public golf operations, much of the total expense is fixed in that the expenses must be borne regardless of how many rounds are played. The following paragraphs summarize the activity, revenue, and expenses for Captains GC for the last five full fiscal years of operation (FY2016-2020). In summary, it appears that CGC is performing with activity, revenue and expenses that are above industry standards. This is significant given the size of the Brewster market and the immediate local competition. NGF has observed a strong profit on the operation driven largely by the National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 40 elimination in FY2020 of the large debt service related to the 1998 construction of the second 18 holes. The review below covers rounds activity, revenues and operating expenses incurred for each full year at CGC from 2016-2020, with a partial review of FY2021 (through the 2nd quarter). Rounds Played and Annual Fees at Captains Golf Course The table below shows total rounds by type since 2016. The review shows a modest decline trend from 2016-2020, followed by a huge spike in rounds in FY2021. Like many golf facilities in the U.S., Captains GC saw a tremendous increase in rounds activity due to Covid-19 restrictions and the availability of golf as one of the few “safe” activities for people to undertake. The 84,700+ rounds hosted in calendar-year 2020 was the most in any single year since 2006 (87,746 – the highest in any year since 2000). As we move into 2021 and beyond, retaining this influx of new golfers will become a key challenge for golf operators. In comparison, the total U.S. experienced a significant increase in rounds played of 13.9% for calendar year 2020, the largest increase in more than a decade. This followed a 1.6% increase in 2019 that came after a -4.8% decrease in 2018. Longer term, rounds of golf had declined an average of -8.4% per-course between 2008 and 2017. By comparison, NGF (Appendix B) records that rounds were up 2.7% in Massachusetts in 2019, followed by a strong 18.0% increase in 2020. The total U.S. standard for rounds played (“starts”) at an 18-hole golf course is at 31,527 for 2019. A summary of total rounds by year at Captains GC since 2016 is shown in the table below: Captains Golf Course Total Rounds Played by Type (2016 – 2020) Guest Rounds FY2016 FY2017 FY2018 FY2019 FY2020 % of Total 18-H 25,864 23,269 22,087 21,789 19,710 30.2% Pre-Paid 2,321 2,074 2,164 1,658 715 2.4% Back-9 1,411 1,719 1,755 2,121 2,219 2.5% Twilight 6,015 6,717 6,416 6,299 5,945 8.4% Misc. 4,185 3,094 3,864 3,198 1,578 4.3% Total Guest Rounds 39,796 36,873 36,286 35,065 30,167 47.8% Member Rounds 18-H 27,455 26,991 26,164 25,863 26,178 35.6% Back-9 6,561 7,095 6,553 5,786 4,539 8.2% Twilight 6,627 5,026 5,788 6,517 7,653 8.5% Total Member Rounds 40,643 39,112 38,505 38,166 38,370 52.2% Combined Total 80,439 75,985 74,791 73,231 68,537 100% Annual Change % -5.5% -1.6% -2.1% -6.4% Source: Town of Brewster Golf in this region is very seasonal, with the bulk of play at CGC (76.5%) occurring between the months of May and September. On average since 2016, Captains GC has hosted golf for an average of 255 playable days per year. Depending on the weather conditions, fall and spring can be playable periods. Conversely, the early arrival of winter can wreak havoc on play in October and November, while an extended winter or very wet spring can also delay the start of golf season. The seasonality of play at Captains GC is reflected in the chart from rounds data presented below. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Tot % of Total Rounds 1.0% 1.3% 1.6% 3.9% 10.2% 14.2% 19.7% 18.9% 13.4% 9.5% 4.3% 1.8% 100% Source: Town of Brewster – FY2016-2020 data National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 41 Memberships Captains GC offers golfers an option to pre-pay for golf through the issuance of annual golf fees or memberships. These memberships come in several types, divided between residents and non- residents and for various time-of-day restrictions. During the Covid-19 crisis in 2020, the Town offered a two-year membership that allowed golfers to pre-pay for membership through 2021, before the new 2021 price increase was implemented. The result of this program was a large influx of 2-year members, which may have impact in reducing the single year renewal for 2021-22. The table below shows the membership history by type from 2016-2020 at CGC: Captains Golf Course Total Memberships by Type (2016 – 2020) Memberships FY2016 FY2017 FY2018 FY2019 FY2020* Resident Early 316 300 300 306 321 Resident Morning 286 307 276 269 220 Resident Twilight 86 86 101 109 130 Resident College 11 10 12 16 28 Resident Junior 26 18 13 12 17 Total Resident Memberships 725 721 702 712 716 Non-Res. Charter 5 5 5 5 4 Non-Res Early 209 210 199 200 216 Non-Res Twilight 34 38 68 61 101 Non-Res College 1 2 2 4 16 Non-Res Junior 3 2 5 9 10 Total Non-Res. Memberships 252 257 279 279 347 Total Off-Season 48 46 56 76 79 Grand Total Membership 1,025 1,024 1,037 1,067 1,142* Source: Town of Brewster *Includes 2-year members (239), 1-year members (824) and Off-season (79). The total number of passes has been steady in the last few years, with substantial increase in 2020 with the introduction of the two-year membership. As of January 2021, CGC has sold 239 of these two-year memberships that now account for 21% of total membership at the course. These pre-paid green fee arrangements are common at public golf courses nationwide and in this local market, and offer frequent golfers an opportunity to lower their average cost per round while providing significant up-front revenue to the facility. However, as we see below, the program is allowing for significant discount for a large portion of the activity at Captains GC, although this was mitigated somewhat in FY2020 due to Covid-19 and the course closure in March-April of 2020: Captains Golf Course Membership Analysis (2016 – 2020) FY2016 FY2017 FY2018 FY2019 FY2020* Total Number of Members 1,025 1,024 1,037 1,067 1,142* Total Membership Revenue $891,060 $925,028 $926,351 $986,785 $1,293,344* Average Revenue per Member $869.33 $903.35 $893.30 $924.82 $1,132.53* Total Member Rounds 40,643 39,112 38,505 38,166 38,370 Avg. Rounds per Member 39.7 38.2 37.1 35.8 33.6 Avg. Rev. per Member Round $21.92 $23.65 $24.06 $25.86 $27.15** Source: Town of Brewster *Includes 2-year members (239), 1-year members (824) and Off-season (79). **Avg. revenue is re-calculated to include 2-year memberships with $251,667 in FY2021. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 42 Member – Daily Fee Golf Balance At present, total rounds played at Captains GC are divided between daily fee players who pay a unique fee for a single round of golf, and golf members who pay an annual fee for unlimited golf during the year. Traditionally, passholders play about 53% of total rounds at CGC and 47% of rounds come from daily fee players. However, despite the high volume of rounds, these passholders generated only about 37% of total green fee revenue over the last five years. On a per round basis, members paid around $25.86 per round for green fees (2019) compared to an average of $48.45 for daily fee players. This represents a discount of about 47% for members compared to the 25% to 35% discount that is the target for public courses operating with memberships (also known as semi-private). One key to enhancing revenue at Captains GC is to increase the inventory of tee times that can be sold to the public at a premium price. The Town is managing this inventory appropriately by being creative in their tee time allocation system to appease the members while still attracting the daily fee golfers who pay a higher rate. On a daily basis, one course is designated as the “member” course, which means that 50% of the tee times are for members and the other 50% are for daily fee players. On Tuesdays, Wednesdays and weekends, the first 2 hours of tee times are set aside for members (usually for club leagues), then the next 2 hours are allocated to daily fee players, with tee times then alternating between members and daily fee players for the remainder of the day. Tee times on the other course are organized to attract the daily fee players, as only 12% of the tee times on the second course are allocated for member use. This is accomplished by having several times in a row (5 or 6) available for daily fee players with only 1 time available for members. At 8pm the prior evening, all available (unsold) tee times are released for access to any player – however, members are still limited or governed by the type of membership they have (some membership categories allow early morning play & others do not). In all, the Town taking advantage of its 36-hole layout to maximize non-member participation and helping to maximize the number of higher-paying daily fee customers it can accommodate. Recent Revenue Performance at Captains Golf Course The table on the following page shows the total revenue broken out by source since 2016. For comparison, the NGF has identified through past research that the ‘average” revenue for an 18- hole municipal golf course was about $1.2 million in 2019. As shown, Captains GC is vastly exceeding this standard, with an especially strong first six months of FY2021. This strong level of revenue performance is reflective of both the higher-than-average strong rounds activity noted above, coupled with an equally higher-than-standard average revenue earned per round (more in section that follows the table below). We note that despite a large increase in rounds in calendar- year 2020, total revenue was not as strong due to ancillary revenues and the impact of Covid-19 closures and restrictions, as well as timing of the fiscal year. We note that the food and beverage revenue is the rent (base + percentage) paid to the Town by the operating vendor and is not reflective of actual gross revenue (as presented earlier). National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 43 Captains Golf Course Total Golf Operations Revenue by Source (2016 – 2020) Revenue FY2016 FY2017 FY2018 FY2019 FY2020 Avg '16-20 Pct. Of Total Member Dues & Fees $891,060 $925,028 $926,351 $986,785 $1,293,344 $1,004,514 26.8% Green Fees 1,794,795 1,712,041 1,690,945 1,691,973 1,519,109 1,681,773 45.0% Cart Fees 656,773 630,135 631,014 623,271 535,807 615,400 16.4% Driving Range 131,090 116,728 125,159 131,768 111,033 123,156 3.3% Snack Bar Rent 50,000 51,000 42,500 36,952 28,202 41,731 1.1% Pro Shop Sales 307,731 284,018 265,433 277,457 203,224 267,573 7.2% Other/Misc. 2,510 16,509 15,434 1,667 0 7,224 0.2% Total Revenue $3,833,959 $3,735,459 $3,696,836 $3,749,873 $3,690,719 $3,741,369 100.0% Annual Change -2.6% -1.0% 1.4% -1.6% Total Rev/Rnd $47.66 $49.16 $49.43 $51.21 $53.85 $50.15 Direct Cost of Sales Merchandise $265,325 $261,782 $234,836 $204,440 $163,795 $226,036 Gross Margin $3,568,634 $3,473,677 $3,462,000 $3,545,433 $3,526,924 $3,515,334 Source: Town of Brewster. *F&B revenue is rent to City (base + pct.). Average Revenue Analysis The total facility-wide average revenue per round was $51.20 in 2019, of which $45.09 was derived from green and cart fees and the remaining $6.11 derived from ancillary sources like driving range, merchandise sales and the F&B rent. The NGF average for public golf courses in the U.S. was $38.71 for total revenue per round, with $29.81 from golf playing fees (green, cart, membership), plus an additional $4.65 for F&B, $2.71 for merchandise and $1.54 for other (range, instruction, etc.) for a total of $38.71 per round. In general, Captains GC is earning higher revenue per round in all categories, with actual FY2019 (last full non-pandemic year) average revenue per round compared to standards shown below: Year CGC in FY2019 (36-H) Generally Accepted U.S. Average Rounds 73,231 31,500 (per 18-H) Green + Cart + Passes $45.09 $29.81 Golf Shop Merchandise $3.79 $2.71 Food & Beverage $0.50* $4.65 Driving Range $1.80 $1.50 Other $0.02 $0.04 Total $51.20 $38.71 *F&B revenue in Brewster is from contract rent, as opposed to consumer spending in the U.S. average. Captains GC Expenses The table below shows total on-site operating expenses by major line-item since FY2016. The table includes direct Town expenses, but excluding expenses for F&B and capital (addressed separately). These expenses had been increasing from 2016-2019, until a drop in 2020 related to Covid-19. For the last 3-4 years, the Town has been charging golf for services comparable to the Water Department, with allocations for items that would be paid if this was a private business (accounting, legal, payroll, etc.). The overall expense to operate CGC is comparable to national standards for public golf courses (NGF standard for operating expense is $1.2 million per 18 holes, National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 44 with 55% labor and 58% for golf course maintenance). Direct expenses for personnel are typically the largest in golf operations, as is the case with Captains GC. Total labor costs for Captains GC are averaging around 66.5% the last five years, much higher than the industry standard of 55%. Captains Golf Course Total Golf Operation Expenses by Category (2016 – 2020) Operating Expenses* FY2016 FY2017 FY2018 FY2019 FY2020 Avg '16-20 Pct. Personnel Expenses Full-Time Maintenance $458,397 $547,282 $563,501 $573,351 $588,859 $546,278 20.9% Part-Time Maintenance 194,813 223,099 240,563 280,357 221,794 232,125 8.9% Full-Time Admin 200,583 232,625 238,714 245,278 253,962 234,232 9.0% Part Time Admin 159,730 225,675 223,655 206,468 161,572 195,420 7.5% Overtime + Longevity 29,990 57,296 64,946 60,558 58,536 54,265 2.1% Fringe Benefits 389,481 410,000 490,770 528,183 543,203 472,327 18.1% Sub-Total Personnel $1,432,994 $1,695,977 $1,822,149 $1,894,195 $1,827,926 $1,734,648 66.5% General Expenses Repairs, Maint. & Supplies $357,042 $449,211 $477,299 $432,867 $303,622 $404,008 15.5% Clubhouse Maint. & Supplies 54,793 51,335 90,695 73,466 69,299 67,918 2.6% Cart Lease 119,986 119,986 119,986 119,986 118,271 119,643 4.6% Utilities 114,959 130,427 128,311 135,375 116,667 125,148 4.8% Credit Card Processing 36,425 40,595 46,461 48,924 56,231 45,727 1.8% Marketing 58,586 67,173 31,374 22,554 19,554 39,848 1.5% Insurance 57,000 57,000 57,000 72,019 0 48,604 1.9% Other 28,428 27,032 25,486 24,189 17,920 24,611 0.9% Total General Exp. $827,219 $942,759 $976,612 $929,380 $701,564 $875,507 33.5% Total Operating Expenses $2,260,213 $2,638,736 $2,798,761 $2,823,575 $2,529,490 $2,610,155 100.0% % Change vs Previous Year 16.7% 6.1% 0.9% -10.4% Total Expenses / Round $28.10 $34.73 $37.42 $38.56 $36.91 $34.99 Source: Town of Brewster *Operating expenses do not include direct costs for F&B operation. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 45 Summary Financial Performance (2016-2020) In reviewing all revenues and expenses, the overall net performance of Captains GC shows the operation to be profitable before the impact of debt service and capital are considered. Given that the $840,000+/- debt service requirement has been fulfilled as of FY2020, the Town can expect the Captains GC operation to provide net income to support additional capital projects. In the table below, the NGF provides a review of the Captains GC business from the perspective of the Town. The review shows that while the Town has been close to break-even the last few years of operation, this comes at the expense of deferral of some maintenance and capital items. Captains Golf Course Summary of Performance (2016 – 2020) FY2016 FY2017 FY2018 FY2019 FY2020 Avg '16-20 Rounds (Starts) 80,439 75,985 74,791 73,231 68,537 74,597 Revenue Golf Fee Revenue $3,342,628 $3,267,204 $3,248,310 $3,302,029 $3,348,260 $3,301,686 Ancillary Revenue 491,331 468,255 448,526 447,844 342,459 439,683 Total Revenue $3,833,959 $3,735,459 $3,696,836 $3,749,873 $3,690,719 $3,741,369 Total Rev/Rnd $47.66 $49.16 $49.43 $51.21 $53.85 $50.15 Direct Cost of Sales (COS) Merchandise $265,325 $261,782 $234,836 $204,440 $163,795 $226,036 Gross Margin $3,568,634 $3,473,677 $3,462,000 $3,545,433 $3,526,924 $3,515,334 Operating Expenses Total Personnel Expenses $1,432,994 $1,695,977 $1,822,149 $1,894,195 $1,827,926 $1,734,648 General Expenses $827,219 $942,759 $976,612 $929,380 $701,564 $875,507 Total Expenses $2,260,213 $2,638,736 $2,798,761 $2,823,575 $2,529,490 $2,610,155 Operating Income (Loss) $1,308,421 $834,941 $663,239 $721,858 $997,434 $905,179 Less: Debt Service (P&I) $828,050 $829,235 $836,277 $836,637 $841,837 $834,407 Capital Outlay $159,679 $340,026 $183,068 $52,617 $88,708 $164,820 Net Income After Debt (Loss) $320,692 ($334,320) ($356,106) ($167,396) $66,889 ($94,048) Source: Town of Brewster National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 46 Year-to-Date 2021 Captains GC Performance The operational performance in the first six months of FY2021 (July through December 2020) shows Captains GC well ahead of FY2020 performance and ahead of the FY2021 budget. We note that the large increase in July-September 2020 was driven by green and cart fee sales, while other ancillary sources were lower due to Covid-19 closures and restrictions. CGC hosted 64,667 rounds in the first six months of FY2021, compared to 48,446 in the first six months of FY2020 (33.5% increase). The membership revenue is also lower, but many of those sales occur in January and February, so catch up is expected. Total facility revenue was just over $2.53 million in the first six months of FY2021, compared to a budget of $3,641,000 (69.5% of budget). However, expenses in FY2021 were also ahead of budget, with $1,940,568 expended through December 2020 (includes cost of sales), or roughly 55.4% of the total annual budget of $3.5 million. Captains Golf Course Year-to-Date Performance (through December 2020) Actual FY2021 Rounds Played (July – December 2020) 64,667 Revenue Total Member Dues & Fees $59,213 Green Fees 1,611,390 Cart Fees 572,368 Driving Range 120,366 Snack Bar Rent 10,000 Pro Shop Sales 151,683 Other/Misc. 8,767 Total Revenue $2,533,787 Less Cost of Sales: (COS) Pro Shop Merchandise 51,172 Gross Margin $2,482,615 Golf Course Expenses Full-Time Maintenance $280,196 Part-Time Maintenance 165,890 Full-Time Admin 130,326 Part Time Admin 136,960 Overtime + Longevity 44,809 Fringe Benefits 378,226 Sub-Total Personnel $1,136,407 Repairs, Maint. & Supplies $274,272 Clubhouse Maint. & Supplies 52,021 Cart Lease 74,000 Utilities 70,568 Credit Card Processing 52,669 Marketing 9,856 Insurance 71,827 Other & Indirect 147,776 Total General Exp. $752,989 Total Expenses $1,889,396 Operating Income (before Capital & Other) $593,219 National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 47 SUMMARY – CAPTAINS GOLF COURSE Captains GC is a good quality golf facility with a mix of amenities that is consistent with economically successful public golf courses. The facility is located at the eastern end of Cape Cod, but still convenient for golfers although access to the course requires some navigation through local streets and good signage is needed for tourist golfers. A summary of NGF key findings on the CGC facility and operation include: • Captains GC includes two 18-hole golf courses giving the facility a large capacity to host a high volume of events, outings and tournaments, while still supporting its regular- play constituency. The two courses are very similar, and each includes a mix of old and new. This blending in course holes affects a number of elements, such as irrigation, bunker style and cart paths. • The overall property condition appeared good in early 2021, but the facility does have some significant capital needs, including some elements that are at or nearing the end of their expected useful life. Given the high importance the Town places on water use and quality, maintaining the most modern and efficient irrigation systems will be a high priority for future capital spending. The original irrigation system installed in 1985 has already been replaced, and the system installed in 1998 is now due for upgrade sometime in the next 2-3 years. • In all, the NGF identified some $9.5 million in capital projects for the next 10 years, including $6.4 million for the golf courses, $2.1 million for maintenance facilities & equipment, and another $1.0 million for the clubhouse. The most expensive of these capital requirements will be irrigation replacement and maintenance equipment. • While Captain’s GC will clearly benefit from addressing the capital projects identified in this report, the NGF team does not see any benefit to a major renovation or redesign of either CGC golf course. The design of a golf course will only be as good as its maintenance standard, and NGF experience suggests that only a small fraction of golfers appreciate design changes and there tends to be a higher rate-of-return on investments to improve maintenance conditions, as opposed to a new design. • The clubhouse facilities at Captains GC provide a strong complement to the golf operation, and provide opportunity to enhance facility revenue. While the clubhouse is in good condition, some improvement to basic systems and an upgrade/expansion of the outdoor dining area would go a long way to enhancing the appeal of Captains GC. • The Town has chosen to self-operate its golf facility with all Town employees with the exception of a food and beverage service contract. This exact form of operation is still the most common in public-sector golf nationwide, and offers the Town the most direct control for maximum benefit to the community. • The staff employed by the Town to operate and maintain Captains GC is appropriate and close to expected standards for this type of golf facility operation. The Town has high expectations for the level of service and facility quality, and this service quality is leading to very strong rounds and revenue performance. A large staff of properly trained professionals is required to provide the level of quality that is desired by the Town so staffing is proper at Captains GC. • The marketing of CGC appears to be modest, but with staff showing a clear effort to enhance and improve in the immediate future. As the facility is located in a tourist- oriented market, adoption of a modern, technology-driven marketing program will be necessary to attract the customers needed to sustain (or grow) rounds and revenue. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 48 • Playing fees for golf and concessions are appropriate at Captains GC, and clearly place the facility in the upper range for public golf in this market, which is consistent with the quality of golf facility product that is offered. In addition, the operators are doing a good job of maintaining a realized average daily rate (ADR) that is consistent with well- performing higher-end public golf courses. Review of data shows that the total ADR for non-member rounds at CGC is 60% of the highest peak green + cart fee, showing the club is less reliant on a large volume of heavy discounts in order to sustain rounds activity. • The golf fee structure includes a wide variance in rates for time of year and time of day, walking or riding. Golfers can play 18 holes of golf at Captains GC for as little as $26 and as high as $100 and everything in between. The Town is also offering an attractive pre-paid annual fee agreement (membership) that is also priced appropriately for this market. This pricing structure offers “something for everyone,” and is consistent with the most successful public golf courses by offering a wide variety of rates and consumer choices. • After a few years of consistent activity, Captains GC saw a tremendous increase in rounds activity due to Covid-19 restrictions and the availability of golf as one of the few “safe” activities for people to undertake. The 84,700+ rounds hosted in calendar-year 2020 was the most in any single year since 2006. As we move into 2021 and beyond, retaining this influx of new golfers will become a key challenge for golf operators. • Captains GC produced total top-line revenue of just over $3.69 million in FY2020, an amount that has been relatively consistent over the last four years. The large growth in rounds activity has also led to an expected spike in FY2021 revenue, which is already well ahead of budget after the first six months. • With total direct operating expenses totaling around $2.8 million the last three years, it is clear that Captains GC can comfortably cover its operating requirements and address key capital items that have been deferred in recent years. The most significant capital spending the Town has been making at CGC was the annual debt service of about $840,000 to cover the development of the second course addition. This indebtedness was fully paid in FY 2020, freeing up a large portion of funds to address deferred maintenance items. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 49 External Factors Affecting the Operation of Captains GC As we plan for the future operation of the Captains Golf Course, NGF has provided a summary of important external factors that have direct effect on the operation of this facility. This includes an assessment of local demographics and economy, golf industry trends, and a review of golf demand and pricing in the eastern Cape Cod market. NGF will also provide a review of other golf courses in the area that compete with Town golf courses for market share. We will then summarize these factors and how they relate to the continued operation of Captains GC. In summary, the NGF finds that the market environment for the continued operation of CGC presents many challenges and opportunities. The Cape Cod area remains one of the most attractive summer destinations, and participation in golf appears to be a key component of the Cape Cod summer lifestyle. The immediate Brewster area includes many lodging facilities, resorts and housing communities that support economic activity and golf demand in the area. This market area has become very popular with both seasonal and transient summer visitors, which is a key market to attract in order to sustain golf facility businesses. While there is a strong and thriving permanent population in Brewster, these residents are not numerous enough to support golf operations and thus attraction of visiting golfers is necessary. A summary of key findings on external factors that impact the operation of the Town’s golf course are noted below: MARKET OVERVIEW Captains GC is located in the eastern edge of Brewster and in the heart of eastern Cape Cod, making the courses immediately proximate to one of the most attractive summer destinations in the northeast U.S. The region includes a full range of activities to attract residents, seasonal residents, and tourists, including beaches, golf, fishing and pleasure boating. Barnstable County is projected to have around 212,000 residents, supplemented by the high number of seasonal (summer-only) residents that populate the area’s housing units. As such, the NGF expects that the continued support of Captains GC will rely on participation from the large visitor market to the area, in addition to permanent residents. Demographic Analysis – Local Permanent Residents The local demographic and economic factors affecting the demand for public-access golf in this market show that the Cape Cod region has demographic characteristics that correlate to strong golf demand, which is then supplemented by the large seasonal, tourist and retiree population in the Brewster area. The table in Appendix C summarizes key demographic measures of population, income and other trends that relate to golf participation. The table below provides a summary of key demographic and golf demand measures for various market rings around Captains GC, Barnstable County, the State of Massachusetts and the total U.S. A summary follows: National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 50 Market Data Comparisons 2020 Captains GC 5-Mile Radius 10-Mile Radius Barnstable County Population Est. 2019 27,281 57,592 212,285 Population 2024 Proj. 27,719 58,527 212,766 Med. HH Income (2019) $78,913 $72,253 $74,182 Median Age (2019) 59.1 59.2 53.4 Participation/Rounds Index* 145 / 363 134 / 372 134 / 294 Number of Golfers 3,863 7,038 25,941 Rounds Potential (res.) 176,164 359,626 1,000,891 Est. Rounds (in-market supply) 206,832 372,277 1,171,642 Source: NGF Consulting, Tactician Corporation, Applied Geographic Solutions. * Golf Participation and Rounds Index: Estimated number of golfing households / average rounds played in a particular geography compared to the national average golfing household (US index = 100). • The local market around Brewster golf courses shows a modest permanent population, with over 58,500 residents within 10 miles in 2019. Population growth rates in the subject markets suggest a stable permanent population in the local market rings and Barnstable County. We note that the above figures are based on permanent population and do not consider the large seasonal population in the area. • The Median Age in the local market is significantly higher than the national median age of 38.3 years, reaching as high as 53.4 years for Barnstable County. This is indicative of the higher proportion of older age residents in the permanent population (i.e. “retirees”). In general, the propensity to play golf with greater frequency increases with age, making relatively older markets more attractive to golf facility operators, all other factors being equal. • The Median Household Incomes in the local market areas around Captains GC are comparable to the State of Mass. Overall, but higher than the total U.S. However, we note that these income figures do not consider transfer payments that are common with large retiree populations living off their “nest egg.” In general, higher income residents are more likely to participate in golf, and they play more frequently than lower income residents. The higher incomes in Brewster would suggest a tolerance for higher golf playing fees among the local permanent population. • The NGF estimates there are a total of about 7,000 golfers potentially demanding over 359,600 rounds of golf annually (51.4 rounds per golfer per year) in the 10-mile market around Captains GC. The NGF has estimated that seasonal residents and tourists can add an additional 325,000 +/- rounds of demand to the area’s golf market, mostly during the peak summer months of June – August. It is expected that this golf demand would be serviced by the golf facilities available for use in this and other nearby Cape Cod Towns that offer golf facilities. • The local market around Captains GC shows generally higher-than-average golf participation, and substantially higher-than-average rounds demand. This finding is indicative of the basic nature of Brewster as a golf destination, where golfers from all over the world aspire to reside and/or retire and participate vigorously in golf. Combined with this resident and seasonal resident population, it is clear that Captains will need to attract their share of tourist golfers to generate the rounds and revenue needed to sustain operations. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 51 Key Climate and Economic Factors The NGF has examined certain economic factors that have the potential to affect the demand for public golf in the Brewster market area. Following are some key observations highlighting the economy, transportation, and visitation characteristics of Brewster and the surrounding Cape Cod market. In general, Brewster / Cape Cod have traditionally positive economic characteristics as they relate to continued operation of Town owned golf courses. The NGF has focused its review of the local market area on data and characteristics that were present in 2019, understanding that the 2020 market status represented an economy reflective of a special circumstance related to Covid- 19 and its particular impact on tourist/seasonal economies like Cape Cod and Brewster. Climate As with any outdoor recreation, weather impacts golf participation. NGF data estimates that almost all golf is played with temperatures between 50- and 90-degrees Fahrenheit, although evidence suggests greater tolerances at lower temperatures in this local market. Understanding local weather patterns helps determine the number of golf playable days. The data suggests that golf on Cape Cod can be realistically played in a 7-8-month golf season, although Cape Cod's weather is typically more moderate than inland locations leading to some additional winter golf days available. With an average of ±16 inches of precipitation and 39 rain days during the five-month summer season, this golf market is prone to a modest reduction in playable hours/days. The following table presents a summary of monthly weather data for the Hyannis area based on 50-year recorded trends: Climatological Data Hyannis, Massachusetts Month Temperatures Precipitation Inches No. of Rain Days Average Length of Day (Hours) Average High Low Annual 49.8 57.4 42.2 43.2 104 12.7 January 30 38 23 3.8 10 10.1 February 30 38 23 3.5 8 11.1 March 37 44 30 4.1 10 12.5 April 45 53 38 3.9 10 13.9 May 55 63 47 3.5 9 15.1 June 64 72 57 3 8 15.7 July 71 78 63 3 7 15.4 August 70 77 62 3.7 8 14.3 September 63 71 55 3.2 7 12.9 October 53 61 45 3.5 8 11.5 November 44 52 37 3.9 9 10.3 December 34 42 27 4 10 9.7 Source: Weatherbase.com, Hyannis, MA National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 52 Brewster / Cape Cod Market Cape Cod is a key seasonal and tourist market area in southeast Massachusetts. Its historic, maritime character and ample beaches attract heavy tourism during the summer months. Cape Cod stretches from Provincetown in the northeast to Woods Hole in the southwest, and is generally divided into the upper Cape, Mid Cape and a lower/outer Cape (includes Brewster). Automobile access to Cape Cod is via two highway bridges: the Sagamore Bridge and the Bourne Bridge, each ultimately connecting to Massachusetts State Highway 6 (Mid-Cape Highway), the primary auto thoroughfare through Cape Cod. The key NGF findings on the Cape area economy and tourism that relate directly to the operation of Town golf courses include: • Cape Cod has a year-round population of about 215,000, increasing to over 645,000 in the peak summer season (Memorial Day through Labor Day). While this period is the defined peak of activity, off-season visitation had been increasing in recent years through 2019, with 2020 impacts still uncertain. Cape Cod visitation had been increasing due to longer summers and “empty-nesters” visiting without children. • Cape Cod is a popular destination for beachgoers, with 559.6 miles of coastline, including many publicly-accessible beaches. Cape Cod is also popular for other outdoor activities, including golf (there are 27 public, daily-fee golf courses and 15 private courses on Cape Cod). A review of Cape Cod tourism by the Massachusetts Office of Travel and Tourism (MOTT) showed “visiting friends” and “outdoor recreation” as the top two activities for visitors to Cape Cod in 2018. • Tourism data collected for Cape Cod shows a total of around 4.5 million visitors annually for the 2010’s decade. The peak season months of July and August show in excess of 900,000 visitors in 2016, with 53% of total visits to Cape Cod coming in the third-quarter of 2016. Total visitor spending on Cape Cod was just over $1.08 billion, and tourism supports numerous service industries on Cape Cod, including golf facilities (NGF estimates tourists can support 300,000 to 350,000 rounds of golf annually). • According to the Cape Cod Chamber of Commerce, there are ~19,000 total lodging units on Cape Cod, although the figure is difficult to fully quantify due to the high number of bed and breakfasts or vacation houses that are often used for visitors. Lodging on Cape Cod peaks in the July-September third-quarter, with an average of 80- 85% occupancy and an average daily room rate (ADR) of between $240 and $255. The ADR on Cape Cod has increased by 20% since 2010. An estimated 61% of total lodging receipts are earned in the third quarter each year. • Captains GC is accessible for the Lower-Cape region, but its location at the eastern end of the Cape’s population centers makes this course more of a “destination” property. Captains GC is approximately 29 miles from the Sagamore Bridge. The course is proximate to U.S. Route 6 and the interchange with Brewster-Chatham Rd., with access via Freemans Way (about 3.0 driving miles from Mid-Cape Hwy). GOLF MARKET SUPPLY AND DEMAND INDICATORS National Golf Industry Overview Despite significant negative press, the golf industry remains healthy and was continuing a macro trend toward stabilization in 2019. As we begin to consider the potential effects of the 2020 Covid- 19 / economic downturn, we note that golf activity appears to have increased in the U.S. during 2020, although the impact on total golf facility revenue is still undetermined. Ultimately, golf is at the mercy of “discretionary income,” and the activity held up rather well during the great recession (2008-2010) and in the 2020 Covid crisis. Multiple NGF studies of golfers since 2008 attribute the National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 53 longer-term gradual decline in golfers and rounds since peak participation primarily to the impact of lower job security and concern over personal finances, not waning appeal for the game. Total spending on golf and club memberships will always be vulnerable to outside forces such as the economy, but the game remains popular and is fortunate to have a deep well of interested prospects. Some findings from NGF: • Participation - The national golfer number (participation) increased slightly in 2020, with 24.8 million golfers counted by NGF in 2020 compared to 24.2 in 2019. In addition, NGF survey research indicates that the inflow of returning golfers and beginners combined to total over 6.2 million in 2020, the highest number ever recorded by NGF. • Golf Course Supply - The correction in golf course supply continued in 2019 at a level comparable with the previous several years, dropping by 1.4% (193 total 18-hole equivalent permanent closures in 2020 compared to 160 in 2019). NGF data shows the Cape Cod market has been somewhat insulated from this trend, as no golf course in Barnstable County has closed since the Woodbriar GC in Falmouth (closed in 2010). • Rounds Played 2019-2020 – Despite the loss of 20 million spring rounds due to coronavirus-related course closures, restrictions and anxiety, the almost 502 million rounds played at U.S. courses in 2020 was the most in more than a decade. The 61 million additional rounds over 2019, a 13.9% rise, is second only to the industry’s 63 million jump in rounds in 1997, when Tiger Woods had his breakout year. In Massachusetts the results were comparable, with the state recording a 2.7% increase in 2019, followed by a strong recovery and a 18.0% increase in 2020. (source: Golf Datatech – see Appendix B). • Looking Ahead - Baby Boomer Effect – As Baby Boomers age and retire over the next 15 years; we expect to see a measurable increase in total rounds played in the U.S. Boomers - born between 1946 and 1964 - are currently 55 to 74 years old. About 6 million of them are golfers; that’s about 1/4 of all golfers, and they currently play about 1/3 of all rounds. The Social Security Administration reports that 10,000 or more Boomers retire every day. And ~300,000 Boomer golfers will turn 65 each year for the next 15 years. Retired Boomers (age 65+) play about twice as much as younger, non- retired Boomers (40 rounds vs. 21 rounds). Other Measures of Health Other perhaps equally important metrics to consider when measuring the health of golf include: • Off-Course Participation: Activity at off-course (or alternative) facilities continued in 2019 and 2020, with NGF counting over 9.3 million active users of off-course facilities (like TopGolf), compared to 8.3 million in 2018 (12% increase). • Beginners: The total number of new golfers reached an all-time high in 2018, with NGF counting over 2.6 million beginning golfers (compared to 2.0 million in 2014). These beginning golfers tend to be younger, more female and more non-Caucasian than the golfer population as a whole. • Increasing Diversity: The junior golf population remains relatively stable at 2.9 million and continues to show a transformation in diversity. One-third of golfers age 6-17 are females, up from 17% in 1995 (in sum, 24% of all golfers are women). Also, 27% of junior golfers are non-Caucasian, up from only 6% in 1995. A similar trend is observed among young adult (18-34) or Millennial golfers, of which 29% are female and 24% non-Caucasian. The highest diversity is among beginning golfers, at 34% female and 32% non-Caucasian. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 54 • Latent Demand: Overall interest in playing golf remains very high. NGF survey research indicates that the number of non-golfers who say they are “very interested” in taking up golf has doubled over the last five years, growing at a CAGR of nearly 15% and now totaling 12.8 million people. There are an additional 27.8 million non-golfers who say they’re “somewhat interested” in taking up the game. Together, these two cohorts represent about 1.7 prospects for every existing golfer. Estimated Local Market Demand The table below details basic golf market data indicating the magnitude of the local golf demand (additional support data in Appendix C). We note that much of this data is based on the permanent resident population, and is not reflective of the retiree, seasonal resident and visitor populations in the market area (more later in this section). Summary of Market Indicators 5-Mile Ring 10-Mile Ring Barnstable County Total U.S. Golfers Number of Golfing Households 2,833 5,220 18,362 17,484,590 Seasonal Golfing Households 1,890 4,150 9,728 748,477 Rounds Potential (resident golfers) 176,164 359,626 1,000,891 434,080,100 Estimated Rounds (in-market supply) 206,832 372,277 1,171,642 434,084,100 Latent Demand/Interested Non-Golfers 4,392 8,362 32,188 47,425,600 Golf Indices Golf Participation Index 145 134 134 100 Golf Rounds Activity Index 363 372 294 100 • The permanent population in the Brewster market has age and income characteristics that tend to coincide with higher-than-average participation in golf. This is reflected in golf demand indices that show 34% to 45% higher participation and 360% higher rounds played per golfer in the market areas (Cape Cod golfer plays three times more rounds per golfer than the U.S. average). • The local Captains market has a slightly larger proportion of higher income households than the wider market areas. An estimated 36% of households in the 5-mile ring show incomes over $100,000 annually, while 9% show income in excess of $200,000, both a key “sweet spot” for high golf participation and activity: Higher Income Households 5-Mile Ring 10-Mile Ring Barnstable County No. Pct. No. Pct. No. Pct. No. of Households over $100,000 Income 4,911 36.0% 9,386 32.1% 33,835 33.6% No. of Households over $200,000 Income 1,259 9.2% 2,291 7.9% 7,835 7.8% • The NGF’s golf demand model estimates a total of 3,863 permanent resident golfers living within five miles, and about 7,000 within 10 miles of Captains GC. These golfers have the potential to demand as many as 176,000+/- rounds (5 Miles) and 359,600 rounds (10 miles) each year. This equates to about 45 to 51 rounds per golfer per year. • These estimates are based on data that show golf participation rates in Brewster about 35-45% higher than the nation, and that rounds demand per household is also about three-times the national estimate. Permanent and seasonal golfers in this area are capable of supporting a large market of golf facilities, and this does not include the even larger market of transient / visiting golfers who come to the area each year. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 55 • NGF estimates the residents in Barnstable County could demand upwards of 1.0 million rounds of golf annually, and the golf courses in this County are hosting over 1.17 million rounds annually, indicating a strong demand from non-residents at area golf courses. The 1.17 million rounds played in Barnstable County help to confirm the expectation that there is sustainable demand for golf service in the Brewster market. Visitor Golf Demand Earlier we noted about 4.5 million annual visitors to Cape Cod in the 2010’s, contributing to golf course activity in the region. NGF research shows that roughly one-third of all golfers participate in the activity while traveling, playing 0.557 rounds per day of travel. Based on current golf participation rates, the estimate for total tourist golf rounds on Cape Cod is 300,000 to 350,000 rounds annually. Though Captains GC would likely capture a small proportion of these visiting golf rounds, it is nonetheless important for the Town to maintain a strong marketing presence, and visiting golfers, especially those staying in nearby lodging components, should continue to be aggressively targeted by the Town’s golf management for stay-and-play packages, digital/website channels, as a couple of thousand visitor rounds could make a big difference in the bottom line. Latent Demand People who express interest in golf but do not currently participate include former golfers and those who have never tried. The demographic profile of latent demand tends to be younger and more female than the population as a whole. Surveys show these interested non-golfers cite barriers to entry in golf, including the cost and social aspects (no one to play with). The latent demand population is comparable to the golfer population, with as many as 8,400 interested non- golfers within 10 miles of Captains GC. Given golf’s tenuous participation situation, all golf courses should have active programming aimed at inviting and “onboarding” prospective new golfers. Local Golf Supply The NGF data shows strong demand for golf from permanent residents, seasonal residents and tourists in this market area, and the supply of golf courses is equally strong to serve this demand. NGF observations regarding key golf supply measures for the local market: • There are 11 total golf facilities (includes 8 public, of which 6 are municipal) in Brewster’s primary 10-mile trade area, and 39 total facilities (23 public, 12 municipal) in Barnstable County. The proportion of public courses (59%) is lower than the total U.S. where 74.6% of all golf courses are open and available to the public. • Ratio analysis based on national benchmarks suggests that Barnstable County is over- supplied with golf courses, as there are about 72% fewer households available (unfavorable) to support each 18 holes of golf compared to the national benchmark. However, this finding is based on the ratio of golf holes to permanent households, and supports the need to attract non-resident golf demand. • Six of the 8 public facilities in the 10-mile market are at an NGF-defined ‘premium’ price point (>$70 peak riding fee), with one each at ‘standard’ ($40-$70) and ‘value’ (<$40 peak riding fee). In the broader Barnstable County market, there is a higher proportion of mid-range facilities, and only three ‘value’ facilities. • The net change in golf holes shows little change in the supply of golf on Cape Cod, with a net of reduction of 18 holes in Barnstable County since 2010, the most recent of which was the Woodbriar GC (Falmouth - closed 2010). Other small 9-hole and executive courses closed in Plymouth County since 2010, including the Challenger 9 at Waverly Oaks and the 18-hole par-3 Golf City course. NGF data shows no other new golf course projects under development in Barnstable County in 2021. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 56 Golf Course Market Supply / Demand Summary Using the basic measures of golf demand and supply, we note four possible combinations for any given market area: (1) favorable demand and favorable supply (“potential growth market”); (2) favorable demand and unfavorable supply (“competitive”); (3) unfavorable demand and favorable supply (“inactive”); and (4) unfavorable demand and unfavorable supply (“saturated”). The review of data for Brewster suggests a “competitive” market for golf, with strong demand and an unfavorable household/supply ratio. Thus, the influx of visiting golfers will be needed to sustain golf course operations in this market. Golfers per 18 Holes NGF has also evaluated the relative strength of the market with a comparison to a national “threshold” of golfers per golf course within 10 miles of a facility. In its 2009 publication “The Future of Public Golf in America,” NGF hypothesized that the best predictor of a public golf course’s success was the number of golfers per 18 holes within a 10-mile radius, with 4,000 identified as the key number for projected financial stability. The NGF has estimated that there are only about 640 golfers per 18-hole course in the Brewster market. However, the importance of this metric is mitigated somewhat in markets with a high annual influx of visiting golfers (further stressing the importance of continued support from non-resident golfers). LOCAL COMPETITIVE GOLF MARKET National Golf Foundation Consulting has reviewed the public golf market in the central Cape Cod market, with particular emphasis on the current market position of Captains GC, and the potential for maintaining and/or building additional market share in the future. On the following pages, we list operating information for a group of selected competitive public golf facilities within approximately a 20-mile radius from the east-central Cape Cod area. Primary Regulation Competitors Alternative Golf Facilities Cranberry Valley GC Blue Rock GC (18-hole par-3) Dennis Highlands GC Dennis Pines GC Bass River GC Bayberry Hills GC Olde Barnstable Fairgrounds GC Hyannis GC Sandwich Hollows GC This list was not meant to be totally exhaustive or account for all the potential public golf competition to the Captains GC, but rather to offer a frame of reference in evaluating actual performance of the subject courses as compared to other potentially competitive golf facilities. The map on the following page shows the locations of the various Town facilities and the other public courses selected as the key competitors. Following the map, we provide summary operating information for these key competitors, as well as key pricing & fee recommendations regarding the Town of Brewster golf facility. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 57 Competitive Public Access Golf Facilities Map The map below shows the relative locations of the facilities selected as comparable to Captains GC. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 58 Key Competitors – Summary Information The following tables provide summary information for Captains GC and the primary competitors in the local market area. Town of Brewster Public Golf Market Facilities (15-mile Radius) – Summary Information Public Golf Courses Location Type Year Open Par / Slope Back Tee / Forward Tee Number of Range Tee Stations The Captains GC – Port Course Brewster 18H MU-R 1985 / 1998 72 / 132 6,675 / 5,282 25 The Captains GC – Starboard Course Brewster 18H MU-R 1985 / 1998 72 / 131 6,776 / 5,359 25 Cranberry Valley Golf Course Harwich 18H MU-R 1974 72 / 129 6,482 / 5,132 15 Dennis Pines Golf Course Dennis 18H MU-R 1965 72 / 133 6,931 / 5,115 15 Dennis Highlands Golf Course Dennis 18H MU-R 1984 71 / 123 6,509 / 4,884 34 Bass River Golf Course Yarmouth 18H MU-R 1900 72 / 189 6,138 / 4,932 0 Bayberry Hills Golf Course Yarmouth 18H MU-R 1988 72 / 132 7,172 / 5,294 30 Bayberry Hills – The Links Course Yarmouth 9H MU-R 1999 36 / 126 3,345 / 2,574 30 Olde Barnstable Fairgrounds Golf Course Marstons Mills 18H MU-R 1992 71 / 132 6,470 / 5,031 32 Hyannis Golf Course Hyannis 18H MU-R 1973 71 / 133 6,305 / 5,132 40 Sandwich Hollow Golf Course East Sandwich 18H MU-R 1971 71 / 122 6,307 / 5,124 50 Short Courses Blue Rock Golf Course South Yarmouth 18H DF-P 1962 54 / 83 2,868 / 2,154 15 Type: DF – Daily Fee; MU – Municipal Length: R – Regulation; E – Executive; P – Par 3 National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 59 Market Area Rounds and Fee Information Found on these pages are information regarding the fee structure at the public facilities within the 20-mile market area. The 1st chart reflects the peak season rate for green fees (walking) and green & cart fees as well as the number of rounds played in fiscal year 2020 (the last complete year). The next chart shows the various membership / season pass options available at these facilities. Summary Peak Season Green Fees – The Captains Courses & Other Public Facilities (20-mile Radius)1 Public Golf Courses FY 2020 Rounds 18-Hole Weekday 9-Hole Weekday 18-Hole Senior WD 18-Hole Weekend 9-Hole Weekend 18-Hole Senior WE 18-Hole Twilight 9-Hole Twilight Captains GC - Port Course 68,537 $77 / $100 $36 / $50 --- / --- $77 / $100 $36 / $50 --- / --- $36 / $592 --- / --- Captains GC - Starboard $77 / $100 $36 / $50 --- / --- $77 / $100 $36 / $50 --- / --- $36 / $592 --- / --- Cranberry Valley Golf Course 38,405 $65 / $89 $40 / $49 --- / --- $79 / $103 --- / --- --- / --- $35 / $592 --- / --- Dennis Pines Golf Course 32,000* $69 / $89 --- / --- $30 / $443 $69 / $89 --- / --- --- / --- $29 / $492 --- / --- Dennis Highlands Golf Course 36,000* $69 / $89 --- / --- $30 / $443 $69 / $89 --- / --- --- / --- $29 / $492 --- / --- Bass River Golf Course 32,834 $57 / $79 $34 / $59 --- / --- $67 / $89 $40 / $55 --- / --- $33 / $552 --- / --- Bayberry Hills Golf Course 45,113 $67 / $89 $40 / $555 --- / --- $87 / $109 $50 / $655 --- / --- $33 / $552 $20 / $35 Olde Barnstable Fairgrounds 32,868 $74 / $96 --- / --- --- / --- $74 / $96 --- / --- --- / --- $35 / $572 --- / --- Hyannis Golf Course 28,758 $55 / $79 --- / --- --- / --- $64 / $86 --- / --- --- / --- $35 / $572 --- / --- Sandwich Hollow Golf Course 24,999 $55 / $55 $20 / $30 --- / --- $65 / $65 $26 / $35 --- / --- $40 / $45 $20 / $30 Short Courses Blue Rock Golf Course ~17,000* $55 / $73 $40 / $50 --- / --- $60 / $78 $45 / $55 --- / --- $35 / $534 --- / --- * NGF estimate 1 Walking rate / Riding rate. 2 After 4:00pm 3 Senior rates only offered for 9-hole rounds – early WD & after 2:00pm WD 4 After 3:00pm. 5 A9-hole rate includes the Links course. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 60 2021 Season Passes & Membership Offerings – Town of Brewster Facilities and Primary Competitors Residents Non-Residents Seniors / Juniors Public Golf Courses FY 2020 Number of Passholders Single Couple Single Couple Captains Golf Course 1,142 $1,053 ---- $1,752 ---- $--- / $2041 Cranberry Valley GC 1,190 $810 --- $1,110 --- --- / $1502 Town of Dennis Courses 1,500* $775 --- $1,200 --- --- / $1653 Town of Yarmouth Courses 930 $1,200 ---- $1,200 ---- $7604 / $110 Town of Barnstable Golf Courses 1,082 $1,177 $2,000 $1,562 $2,500 $5884 / $143 Sandwich Hollows Golf Course 300* $1,105 $1,705 $1,105 $1,705 $1,0055 / $250 Short Courses Blue Rock Golf Course 150* $925 $1,600 $925 $1,600 --- / $225 * NGF estimate 1 Non-Resident Junior pass is $292 2 Non-Resident Junior pass is $350 3 Non-Resident Junior pass is $230 4 Age 80+ 5 Age 62+ Other Options in the Brewster Market In addition to standard golf facilities in the Brewster / central Cape Cod area, there are some alternative options available to local and visiting golfers. Alternative facilities include standalone driving ranges, par 3 courses, non-traditional ranges (such as Top Golf) and others. • Blue Rock Golf Course: This facility opened in 1962 and is now owned by the Davenport Companies. The Davenport Companies own 5 resorts in and around the Yarmouth area – the Blue Rock Golf Resort, the Blue Water Resort, the Green Harbor Resort, the Red Jacket Beach Resort and the Riviera Beach Resort. Most of the play comes from Davenport resort guests (all guests have access to the course) – there are approximately 1,500 people at the various Davenport resorts in peak season (prior to Covid-19) and this is the key component of their target market. The 18-hole par-3 course is developed on approximately 45 acres (including the range) and has holes ranging in length between 100 yards and 200 yards. The course is generally very well maintained and features attractive landscaping and vegetation. Daily fee play is also an important market, but this group historically signs up late as a par 3 course (not their 1st choice). National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 61 Key Findings – Competitive Golf Market A summary of general findings regarding the competitive market for Brewster / central Cape Cod public golf courses: • Cape Cod has had a very active golf market and the Captains GC represents an important part of the public golf landscape. The Cape Cod market includes private golf clubs dating back to 1885, although most municipal golf courses were developed between 1971 and 1999 (excluding the Bass River GC which opened in 1900). • As a public golf market, Cape Cod is extremely active – especially for a northeastern location. The coastal location provides slightly warmer winter temperatures and this tends to attract additional winter play (mainly from areas further north). The nine municipal facilities from the competitive set comprise a total of 10.5 18-hole equivalent golf courses, and these facilities averaged approximately 32,300 rounds per 18 holes in FY2020. Cranberry Valley in Harwich was the most active at about 38,000 rounds and Sandwich Hollows GC was the least active at 25,000 rounds. We found that the rounds played during FY2020 was lower than FY2019 – this was due directly to the Covid-19 restrictions that were implemented in early 2020. Captains GC was down more than 7,000 rounds (50%) in March-May 2020 compared to the same period in 2019. Other public courses in the market experienced similar results during this period. • There are several key competitors to Captains GC as identified by the NGF. Each facility has definitive advantages and disadvantages in terms of attracting market share. However, one of the most significant key advantages for the Captains facility is the availability of two golf courses at a single location. This is not the case at any other public course in our competitive set, although Yarmouth does have a third 9-hole course (Links course) at the 27-hole Bayberry Hills GC. • The primary competitive courses to Captains GC include Cranberry Valley, the two Dennis courses, the Yarmouth courses (Bass River & Bayberry Hills), Olde Barnstable Fairgrounds, Hyannis GC and to a lesser extent, Sandwich Hollows GC. Each of these courses is owned by a local municipality and all are operated under an Enterprise Fund with the exception of the Harwich and the Dennis courses (they can receive money from the General Fund to assist with operating shortfalls). In prior analyses of the Cape Cod market, several of the area public courses were operating at a deficit. However, all the competitive facilities generated a positive net operating income (NOI) in fiscal year 2020 except for the Barnstable courses. This was partially due to budget reductions implemented in early 2020 by the area courses as a result of Covid-19. • During FY2020, Captains GC generated just over 68,500 total rounds – this was down approximately 6.4% (or approximately 4,700 rounds) in FY2019. This reduction in rounds was lower than several other public courses – Cranberry Valley was down almost 11% between FY2019 & FY2020 and the Barnstable courses were down about 12% for these periods. • The impact of Covid-19 adversely impacted golf activity (and all other aspects of daily life) on Cape Cod during fiscal year 2020 (which ended June 30, 2020). The latter half of 2020 saw a massive increase in rounds played throughout the country and the Cape Cod market was also a beneficiary of this enhanced demand. Captains GC hosted over 16,000 additional rounds for the July to December 2020 period versus 2019 – this represents an increase of almost 34% for this 6-month period. Based on our discussions with other local operators, they also enjoyed similar results. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 62 • Captains GC has no pricing differential between weekdays and weekends – the Dennis courses and Olde Barnstable Fairgrounds GC also employ this same pricing strategy. The peak season weekday 18-hole rate of $100 (including cart) at Captains is the highest in the public Cape Cod market currently (with Olde Barnstable Fairgrounds GC at $96 as the next closest competitor). Captains GC weekend pricing at $100 per round is behind Bayberry Hills at $109 and Cranberry Valley at $103. • All municipal facilities in the central Cape Cod market offer a season pass or membership to lock in players and improve customer loyalty. The memberships are an important source of advance revenue and the number of memberships sold varies widely by Township. For example, the Town of Dennis has over 1,500 memberships to play their 2 courses while the Town of Sandwich has only 300 memberships for their single facility. Conversely, Cranberry Valley GC has nearly 1,200 annual memberships for an 18-hole course and member play is about 70% of their rounds. Captains GC has approximately 1,150 members and these players have historically represented around 50% of total play). Many muni course members spend little additional money at their home course (for carts, food & beverage, etc.) and the average revenue per round can be very low for frequent players. Hence, it is important to maintain a careful balance between passholder play and the higher-paying daily fee players. • The annual pass or membership fees at the Captains GC are slightly lower than most of the other Town-owned courses in the area ($1,053 for a Town resident). While the annual pass at Cranberry Valley is $810 per year for a resident, they have only one 18- hole course. The Dennis annual pass is $775 for a Town resident and this is valid for both their courses – hence, this is the lowest priced season pass in the area. • The Brewster golf system utilizes a resident and non-resident pricing structure for the annual passes as do most area Towns (except for Yarmouth and Sandwich). The non- resident season pass for the Captains is the highest priced pass at $1,752 in the market (the next closest are the Barnstable courses at $1,562). It is noteworthy that the pricing differential between residents and non-residents in Brewster is 66% - the other facilities have a pricing differential between 33% and 55%. If the Town is interested in growing the non-resident season passholder market segment, it may necessitate a review of the current pricing structure. • The alternative golf facility we identified – the Blue Rock GC - serves a role in the local market as a source of new golfers for the Cape Cod area. However, it is not considered directly competitive with the Captains courses (nor most regulation-length facilities) but rather represent a different type of golf experience. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 63 CAPE COD MUNICIPAL GOLF OPERATIONS REVIEW NGF collected basic operating and financial information from several Towns on Cape Cod presently operating municipal golf courses, including the previously identified key competitors. The data obtained included basic information on operations provided to NGF for comparison and benchmarking to the Brewster courses. The data collected was derived primarily from publicly available information contained in each Town’s annual financial reports, as well as from interviews and/or email surveys conducted with golf course staff. A table summarizing the findings is presented on the following page after the NGF commentary on the findings: Summary of Findings on Cape Cod Municipal Golf Operations • The Dennis and Harwich golf operations are accounted for within each Town’s General Fund, while Yarmouth, Barnstable and Sandwich are Enterprise Fund operations (Brewster is Special Revenue Account). According to data collected by NGF for this study, all the municipal courses except the Barnstable golf system were profitable for FY 2020 when taking only on-site operating revenues and expenses into account. • Average total revenue for these municipal golf courses, excluding Sandwich, was about $1.556 million per 18 holes for FY 2020. Captains GC is the highest revenue producer among the 18-hole facilities at approximately about $1.845 million per course. • The total greens fee, membership fee and cart fee revenue per round ranged from a low of $33.10 at the Dennis courses to a high of $48.85 at Captains GC, meaning the Town of Brewster is the market leader in this category. • The funding of capital improvements at the Cape Cod area municipal courses are largely dependent on their structure (enterprise fund or general fund), economic viability and if they are still paying debt service. Each of the competitive local courses have different approaches as described below. o Town of Brewster: Captains GC made the final debt service payment last year (2020) and this now retires an annual payment of approximately $840,000. o Town of Harwich: Cranberry Valley GC has tried to set aside approximately $80,000 annually for capital improvements. However, the Town declared a financial crisis last year due to Covid-19 and all capital plans have been put on hold. The next significant capital improvement being planned is an irrigation system and infrastructure upgrade for 2025 (at approximately $600,000). o Town of Dennis: They had previously created a specific formula to retain monies for capital improvements – 28% of member dues and 5% of daily green fees. This captures approximately $375,000 annually. Additionally, they place 25% of the cart revenue into a revolving fund for cart repayment. However, they withheld capital improvements in the previous fiscal year. o Town of Yarmouth: The Bayberry Hills GC was previously renovated in 2017 and there is some irrigation work needed on the Links course (but this is not planned yet). The Bass River course will be undergoing an extensive renovation in the next few years as part of the Yarmouth/Dennis/Harwich wastewater treatment project since the course will be part of the effluent disposal process. However, the funding for this renovation has not been finalized. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 64 o Town of Barnstable: Olde Barnstable Fairgrounds GC has been debt-free since 2006, but Hyannis GC debt is in place until 2025 (at appx. $300,000 per year). In the past few months, the Barnstable Community Preservation Committee has agreed to assume the remaining debt for the next 5 years (in exchange for putting the courses into a conservation easement). This immediate economic savings will allow the Town to start addressing deferred maintenance at Hyannis GC (which was delayed until they were debt-free). Hyannis GC has typically operated at a deficit and these operating shortfalls are covered by the Olde Barnstable Fairground GC revenues. o Town of Sandwich: Sandwich Hollows GC operates at or close to a break-even basis and they are limited in their ability to undertake capital improvements. • Covid-19 had a significant impact on all public courses in Cape Cod (and nation-wide) in the last 12 months. Operational changes were implemented from the government (at a state level) that caused loss of revenues and/or increases in expenses. Some of these items included: o The addition of more staff to clean and sanitize golf carts, range baskets and other items used in the daily operation o The closure of all golf courses in Massachusetts from approximately late March through May 8, 2021 o The reduction in tees times and capacity from using 20-minute tee times for May and June 2020 o Allowing only one rider per cart and the cart shortages this created o The loss of the outing and event business o The economic challenges faced by the food & beverage concessionaires at the various courses • There have also been some positive changes and impacts from Covid-19 in the Cape Cod public golf market such as: o Increased demand for golf o Adding new and former players to the local roster of golfers (but will they remain) o Establishing new methods for remote check-in and remote payments (reduced personnel) National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 65 Summary of Comparative Data – FY2020 Cape Cod Area Municipal Golf Systems Golf Facility Municipality Holes Golf System Structure Rounds Played Recent Trend in Rounds Green + Cart Revenue (incl passes) Per Round Total Operating Revenue Total Operating Expense The Captains Golf Course (Port Course & Starboard Course) Brewster 36 Special Revenue Account1 68,537 Rounds had been stable last 3 yrs (pre-Covid) $3,348,260 $39.50 $3,690,719 $3,626,9932 Cranberry Valley Golf Course Harwich 18 General Fund 38,405 Stable play prior to early 2020 (but growing) $1,400,892 $36.48 $1,518,934 $1,316,817 Town of Dennis Courses (Dennis Highlands & Dennis Pines) Dennis 36 General Fund3 68,000* Rounds had been stable last 3 yrs (pre-Covid) $2,250,682 $33.10 $3,099,606 $2,423,555 Town of Yarmouth Courses (Bayberry Hills & Bass River) Yarmouth 45 Enterprise Fund 77,947 Play increasing since Bayberry Hills renovation $2,914,168 $37.39 $3,600,769 $3,185,870 Town of Barnstable Courses (Olde Barnstable FG & Hyannis) Barnstable 36 Enterprise Fund4 61,626 12% drop from FY19 to FY20 $2,491,070 $40.42 $2,873,421 $3,536,3465 Sandwich Hollows Golf Course Sandwich 18 Enterprise Fund 24,999 Rounds declining in recent years $816,064 $32.64 $975,843 $922,415 *NGF estimate. 1 Similar to an Enterprise Fund in that all revenues stay with the golf system; however, they can receive general fund monies in the event of a shortfall. 2 Includes the final debt service payment of $810,000 – the $10 million bond from the 2nd course in 1999 is now paid off 3 The courses retain 28% of membership dues & 5% of green fees for capital improvements. They also retain 25% of cart fees into a revolving cart repayment fund. 4 Receive some monies from the General Fund to cover indirect Town administrative charges (such as HR, Finance, Accounting, etc.). 5 Includes a debt service payment of $300,000 National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 66 EXTERNAL FACTORS SUMMARY The NGF market analysis shows that golf is an important component in the greater Cape Cod market. While there is strong demonstrated demand for golf in this local market, there are also numerous golf courses available to service the demand. As such, the NGF has a reasonable expectation that while the market will provide support for the continued operation of Captains GC, such strong support is not guaranteed. Other key findings from NGF’s analysis of the Brewster / Cape Cod golf market include: • The demographic profile of the permanent residents in the Brewster area is consistent with strong golf demand. The age and income characteristics of the population are consistent with high golf participation, and the local economy also has elements that correspond to durable golf demand. There are an estimated 4.5+ million visitors to Barnstable County annually, which NGF estimates could include golfers demanding over 350,000 rounds each year. Given its position as a high-quality public golf facility, Captains GC is in a strong position to capture some of the large tourist golf market. • From a macro standpoint, while some trends continue to create headwinds for golf operators, overall golf participation in the U.S. appears to be stabilizing and golf is far from “dead.” While demand for golf strengthened greatly during the Covid-19 pandemic in 2020, NGF research shows that golf was gaining some momentum in 2019 and the sport remains popular and is fortunate to have a deep well of interested prospects. The key challenge for golf operators like Captains GC is to sustain the momentum from 2020 into the coming years. • The overall balance between golf demand and supply is not favorable for golf courses in the Cape Cod market. The NGF has documented that this local market area has only about 640 permanent resident golfers for each 18 holes in the market, far fewer than the 4,000 golfers per 18 holes target. As a result, it is expected that the Brewster golf market will remain very competitive for the foreseeable future. Any improvement in economic performance at area public golf courses is going to have to come from increased penetration into the tourist and/or outing golf market, with increased sales of daily fee rounds to tourists, seasonal residents and tournament participants. • The most important local competition to Captains GC includes other facilities owned and operated by Cape Cod Towns like Dennis, Harwich, Yarmouth, Barnstable and Sandwich. Given Captains strong existing price-quality market position and the Town’s desire to fit in the upper range of fees in this market, it appears to NGF that Captains GC is well positioned in comparison to its most immediate competition. • Golf will always be at the mercy of weather, and in a New England climate strong demand may occur over only 7 or 8 months and yearly variations can significantly lengthen or shorten the golf season, perhaps making the difference between operating profits and losses for some golf courses. With an average of ±16 inches of precipitation and 39 rain days during the five-month summer season, this golf market is prone to a modest reduction in playable hours/days. • Finally, all golf facilities face a couple of other factors beyond their control: First, a high fixed expense structure and operating expenses that tend to rise more rapidly than revenues (e.g., ability to raise fees is constrained); this dynamic appears to be particularly acute with declining infrastructure and increasing capital costs. Second, while golf is more popular than ever with younger children, the activity is losing appeal with younger adults and this will provide a continuing challenge for golf courses facing attrition from older players. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 67 NGF Recommendations for the Town of Brewster and Captains Golf Course Based on our evaluation of Captains GC and the local market, NGF has formulated a set of recommendations to help the Town program for the future of the golf system. The objective of NGF recommendations is to provide the Town with a strategic vision for the future of golf and maintain the appropriate physical plant and service that will elevate the patron experience, maximize the economic performance and provide the possibility of long-term sustainability of Captains GC. NGF Consulting has prepared a schedule of specific recommendations to be considered by the Town. These recommendations have been organized into: (1) basic oversight, structure and staffing; (2) physical enhancements; and (3) other operational insights. BASIC OVERSIGHT, STRUCTURE AND CONTRACTS The Town of Brewster has chosen to self-operate its golf course, with only the food and beverage (F&B) services privatized to a third-party operator. An NGF survey of nearly 1,000 municipal golf courses in the U.S. in 2020 (40% of the total 2,500) found that the Brewster structure is still the most common form of municipal golf operation in the country with approximately 56% of U.S. muni golf courses operating with this exact structure. In considering alternatives, the NGF finds it unlikely that Brewster could improve its fiscal position in golf by changing to an alternate form of operation given the strong revenue performance documented in this review. Structure Considerations The Town has expressed a clear desire to continue to operate Captains GC with all facilities, services and amenities open and available to the public at an affordable rate, especially to Brewster residents. The Town of Brewster has chosen to operate its municipal golf course with Town employees staffing all positions (except F&B) and under the direct authority of the Town. This structure has allowed the Town to keep the most direct control of operations, and NGF sees no reason to alter this structure. The challenge in this structure includes the Town absorbing the economic risk in the operation, mostly related to personnel costs and benefits. Another challenge in this structure is finding and retaining qualified personnel, especially in top management positions when there are openings or retirements (as in 2021). The Town has developed an experienced and reliable employment base at Captains GC, allowing for the seamless replacement of senior leadership upon retirement. Retaining the existing self-operation model ensures this succession advantage will continue for the benefit of the Town of Brewster. Enterprise Fund Accounting The Town has created a separate Special Revenue Account for the Captains golf operation. A study of the Town’s financial management conducted by the State Division of Local Services in 2019 recommended that Brewster adopt an Enterprise Fund accounting for Captains GC that would require the Town’s Golf Fund to be primarily self-sustaining and allow for the issuance of new debt to fund large-scale capital improvements. The adoption of an enterprise fund for Captains GC will also help the Town clearly identify the total cost of providing the service and help determine if the rates charged are sufficient to cover the cost. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 68 NGF Recommendation Beginning in 2021, the Town is in a position to use funds that were previously earmarked for debt retirement for new capital investments. Based on our analysis and future projections, Captains GC is expected to be operationally self-sustaining and economically independent. In some individual years of operation, the Town may find that the revenue generated by Captains GC will not be sufficient to fund some of the larger improvements recommended by NGF (irrigation, equipment, maintenance facility, etc.), and this will necessitate some form of external financing (which could be debt and/or a general fund infusion) to cover these temporary shortfalls. We note that unlike other common municipal services, a golf facility operates in a market environment where the fees charged for services are impacted by competitive realities and consumer choices. Significant increases in fees that seem needed to cover expenses may not be accepted by the market and can lead to lower activity and reduced revenue. The NGF recommends the Town fund all needed improvements using earnings retained from golf operations revenue, mindful of the reality that some larger projects like irrigation and other improvements may be too large and will require some Town funding support. New Food and Beverage Contract As noted, the current food and beverage concession for Freeman’s Grill will come to an end in December 2021. The NGF recommends the Town continue to outsource its food and beverage operations as a separate concession with an experienced vendor operating as a contracted concessionaire at Captains GC. The Town will then continue to earn a modest income from lease or concession payments, expected to be at or near 10%+/- of total gross F&B revenue (industry standard). Given the challenging environment due to Covid-19, the Town may permit a waiver of lease or concession payments to the Town in the first year of the new contract period as an enticement to allow the vendor to recover from the difficult 2020 and 2021. The NGF also notes the difficulty in finding qualified vendors to run F&B operation at municipal golf courses, and several of the other Towns on Cape Cod have struggled to find and retain a good partner for providing this service (with Yarmouth and Sandwich as examples). In addition to the inherently challenging environment of providing this service at any public golf facility, the very nature of business enterprise and employment in Cape Cod make this service especially challenging for Captains GC. It would seem to NGF that the recent success Brewster has had with its current vendor that continuation of the basic structure and current partner should be a strong consideration for the Town after December 2021. OPERATIONAL RECOMMENDATIONS In addition to the larger oversight and physical recommendations, NGF Consulting offers the following recommendations to help the Town of Brewster with some minor adjustments that can help the Town improve its bottom-line performance of the golf course. The most significant of these relate to the expansion of modern technologies and marketing, including the full implementation of all facets of the existing point-of-sale (POS) system. It is understood that Town golf facilities are operating in a competitive market with many golf courses trying to maximize rounds and revenue. In this review, NGF will not address details in the day-to-day operation of Captains GC. Rather, the NGF team has provided a broad overview of key issues in the operation comprising: (1) marketing and technology; (2) pricing; and (3) recommendations for increasing participation from less- traditional segments. It is hoped that review of NGF recommendations on these topics can provide the Town a basic framework for the continued operation of its golf facility. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 69 Enhance Marketing Few things can positively affect rounds and revenue performance more than marketing. A marketing emphasis is critical to creating awareness and attracting the large volume of transient visitors who travel to the Cape in any given normal year. The NGF observed an extensive marketing of Captains GC, primarily through the activities of its Golf Director and other Town staff. Efforts to enhance golf activity at Captains GC should include both advertising and personal activities in direct selling. Going forward, the NGF recommends marketing Captains GC by: (1) maintaining or building loyalty and “wallet share” from existing regular-play golfers; (2) improving the messaging and reach to attract greater participation from golfers visiting the Cape; and (3) developing a comprehensive tournament and outings strategy that includes direct “face-to-face” marketing to potential target groups. Strategies include: enhanced marketing via the Internet; direct selling (including acceptance of tee times online); and judicious use of third-party tee-time providers, discount books, internet specials, etc. Direct Selling and Advertising Activities related to direct selling that should be part of the Town golf course marketing include: • Hotel and Lodging Strategy – Captains GC staff and the Town of Brewster should actively work to promote Captains GC to area hotel and lodging properties in central and east Cape Cod. The program to have hotels on account for direct billing is ideal to grow this segment and should be expanded to additional lodging properties as can be established in 2021 and beyond. • Tournaments and Outings – It is assumed the Golf Director and assistant golf professionals will directly market to tournament and outing prospects. NGF recognizes that there is competition in the market, but Captains GC, with its 36 holes and large clubhouse, is especially appealing and marketable for events and tournaments. A fact that needs to be heavily promoted at Captains GC. • Print / Brochure - Printed ads can still be effective in golf, and the Town should create new printed fold-out pieces with specific focus for golf. The golf fold-out piece would be printed with the word “Golf” in the upper 1/3 of the front page – to stand out in racks. This piece should be distributed and placed in as many area visitor’s centers, hotels, and tourist attractions with information racks as is reasonable. • Signage - The signage for Captains GC should be improved as is allowable by local guidelines. This is especially important for Captains given its location and need to attract tourist/visitor play. The course would improve its performance with new directional signs at key intersections leading to the courses and improved to the extent that is allowable. All signage for the golf course must make it clear that the golf facility and all amenities are government-owned and “open and available to the public.” Clubhouse and Banquet Marketing The marketing of the clubhouse amenities and services is also key to the success of Captains GC. We believe the most effective and efficient strategy for marketing the clubhouse would include both internal marketing (on-site promotions for food and beverage and upselling), and direct wedding and banquet marketing, largely through the internet. Sites like www.theKnot.com and other similar wedding sites provide a strong referral network and can add exposure to the CGC clubhouse. Other key recommendations for marketing the clubhouse and banquets: • Include most up-to-date Covid-19 restrictions and capacities National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 70 • Include a lot of pictures on the website and contact information. • Have a strong presence on social media, bridal magazines/websites, participations in bridal shows, etc. • The CGC operator facility should provide updated sales collateral materials that are commensurate with the quality of the facility. • Invite local community groups to hold events at the new facility (Rotary Meetings, local business networking meetings, Chamber Events, etc.). Better Employment of Technology Technology is one of the most important tools available to a golf course management team, and its deployment is critical in golf operations in 2021 and beyond. Technology defines and guides the marketing strategy, helps to generate exposure and provides tools to manage a customer database, create customer loyalty and boost revenue. In our review, the NGF found that Captains GC is already active in most of the NGF identified areas to improve technology, but more can be done by Town golf staff to enhance these initiatives. POS System The Town should work to maximize the potential of its modern POS system to access tools for marketing initiatives. The Town of Brewster golf courses currently use the Chelsea POS system which includes several modules of advanced customer tracking and contact databases that can be used in direct marketing campaigns. In addition, modern POS systems should allow for the ability for customers to book tee time online (while viewing a live tee sheet), accept credit cards for payment, facilitate the sale of gift cards and even implement a loyalty program. It is expected that the Chelsea system in use at Captains GC includes these services, although some may require additional fees and/or additional staff training. The NGF can’t emphasize enough the how essential these modules and POS abilities are to running a successful public golf business. Other Technology Enhancements E-mail – E-mail databases are essential as a means of staying in touch with the golf customer base in today’s golf market. E-mail marketing is now the most cost-effective advertising possible. Creating and augmenting the database should be a top priority of the Town so that email marketing can be optimally implemented. Captains GC reported having 8,000-9,000 active email addresses of customers, but many of these are regular customers who already frequent CGC. A key goal for the future should be to capture the email address for ALL golfers, especially those who only use the facility once or twice in a given year. The Town can also collect email addresses for those seeking information while on the Captains website using contests and while attending various regional golf expos. Website and Social Media – While the website for Captains GC did include most of NGF’s recommended features, there is always room for improvement. Any efforts the Town can make to improve the look and feel of the golf website to present a more attractive picture of the facility and all the amenities and services that are offered. Social media is the fastest growing marketing tool in golf and Captains’ golf staff should become more active with Facebook and Twitter, which can be used to communicate “what’s going on” type of messages (who won a tournament, who had a hole-in-one, etc.). This tends to help build loyalty and repeat activity. For example, YouTube is the second most utilized search engine on the internet. Captains GC courses could develop a presence, including informational videos of the facility and golf course, as well as activities such as league play, tournaments, & instruction. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 71 Recommended Fee / Pricing Changes Based on our review of Captains Golf Course fees and the competitive market environment, the NGF makes the following recommendations regarding golf course pricing: • The Town will continue its program monitoring local comprabales and adjusting fees in keeping with the market. It is hoped that fee increases of at least 2.0% per year would be incorporated into the Town’s planning for Captains GC. • The overall pricing of green, cart and member fees should be actively monitored to keep CGC in a market niche at the same level, or slightly below key competitors like Olde Barnstable Fairgrounds, Bayberry Hills and Cranberry Valley. Brewster should continue its practice of no weekday/weekend differential in the peak summer season. • Captains GC will maintain the current pricing convention, with off-season weekday/weekend segmentation (about 25% discount weekdays), and other price breaks after 1:00 PM and 3:00PM in spring and 2:00 and 4:00PM in summer. • The Brewster annual pass is currently at $1,053 per for residents and $1,752 for non- residents. The Brewster non-resident pass is the highest priced in the market, and is appropriate given the Town’s goals. The Town should monitor the resident pass rates to be sure to stay in the range that is comparable to Yarmouth, Barnstable and Sandwich, and clearly higher than Dennis and Harwich. We recommend that the Town continue to increase this price by 4% every two years (next for the 2023 season). Recommendations for Increased Beginner Participation We note that new player development will be one of the critical elements to the long-term viability of Captains GC, and this should be a point of emphasis at the facility. The Town’s golf course has a modest lesson program with limited resources and staff time. The NGF has documented that a critical element to the long-term viability of public golf courses is player development, especially a strong Junior Program, and it is important that these initiatives are continued. Also, because of today’s difficult climate for golf operations, tapping latent demand among groups that traditionally have shown relatively low golf participation – such as women and minorities – is more important than ever. PGA data shows every new golfer developed could be worth as much as $250 per year (10 rounds at $25), and the common successful player development program produces at least 200 new golfers per facility. The Town should encourage its PGA professionals to include new beginner programs that work, and how to properly implement and promote these programs (i.e., “Get Golf Ready,” “Hook a Kid on Golf,” “Drive Chip & Putt,” “PGA Junior League,” and LPGA’s “Teaching Her” program). Increased Women’s Participation - This represents a major “industry best practice” and is recommended by NGF to every golf course we review. At present, women account for about 20% of golf participants, but 40% of beginners. There are many reasons why female golf participation is low, but increasing participation from women is one of the keys to maximizing revenue. The most common issues relate to golf course difficulty, retail selection, on-course services (restrooms, drinking fountains), food / beverage selection, and customer service. Golf and the Millennial Generation In 2015, the NGF completed a comprehensive review of golf participation among what was then a 18-35-year-old group known collectively as the “Millennial” generation. The NGF’s study of millennials was in reply to a drop-in participation among this age group and a part of an industry effort to better understand golfing habits of young adults. What we discovered was that while this National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 72 important segment of the population is more closely tethered to golf than most think, the commitment isn’t what it was compared to previous generations when they were the same age. The NGF’s “State of the Industry” report in 2019 stated clearly that “We haven’t lost the Millennials, but we seem to be missing a big opportunity to attract more of them.” The NGF has confirmed that one out of every four golfers are a Millennial, and there are 12 million non- golfers among the generation that are “very or somewhat interested” in playing golf. NGF counts six million Millennials playing 90 million rounds and spending $5 billion on golf annually. However, their spending patterns are different than their parents and should be considered in activities and marketing. NGF research has shown that making golf “experiential” is one of the keys to attracting less engaged golfers from this generation. Events such as afternoon scrambles featuring golf, music, beverages, contests, etc. (think “Beers and Balls”) will be popular with young adults, and help expand the demand for golf in this age segment. SPECIFIC PHYSICAL RECOMMENDATIONS The NGF recommendations for enhancing the physical plant of Town golf facilities considers specific improvements that can be made to Captains to both catch up on deferred items and make some new investment to enhance the overall facility offering. The NGF vision for the future of Captains GC considers the most ideal physical condition of the facility so as to maximize the potential economic performance. Completion of Capital Investment Considerations The full capital plan for the next ten years was documented previously in this report and summarized in the table below: Captains GC Summary of Capital Upgrades – FY2022-FY2026 Facility Items FY2022 FY2023 FY2024 FY2025 FY2026 Total Total Golf Course $155,000 $612,000 $385,000 $230,000 $2,420,000 $3,802,000 Total Clubhouse $135,000 $125,000 $100,000 $60,000 $20,000 $440,000 Total Maintenance $242,000 $305,000 $510,000 $425,000 $180,000 $1,662,000 Grand Total of Capital Projects $532,000 $1,042,000 $995,000 $715,000 $2,620,000 $5,904,000 Summary of Capital Upgrades – FY2027-FY2031 Facility Items FY2027 FY2028 FY2029 FY2030 FY2031 Total Total Golf Course $2,200,000 $20,000 $250,000 $60,000 $100,000 $2,630,000 Total Clubhouse $25,000 $125,000 $120,000 $170,000 $125,000 $565,000 Total Maintenance $100,000 $80,000 $80,000 $80,000 $80,000 $420,000 Grand Total of Capital Projects $2,325,000 $225,000 $450,000 $310,000 $305,000 $3,615,000 NGF Consulting estimates based on architect’s input and input from Captains GC staff. This estimate has been provided to allow for preliminary planning and amounts may not reflect actual costs for Town of Brewster. The Town should engage appropriate research to cost out specific projects. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 73 Captains GC – Projected Financial Performance (2021-2030) The NGF has prepared an analysis to show the potential economic performance of Captains GC over the next 10 years of operation. In this section, the economic potential of the Town’s golf course is evaluated, with estimates of performance provided. All NGF projections are based on a set of assumptions that may or may not become reality. We feel that these projections represent the best effort to create a “fair estimate of performance” for these facilities based on our complete review of each Individual aspect of the operation. SUMMARY OF CAPTAINS GC PROJECTIONS (2021-2030) NGF provides summary projections for Captains GC based on assumptions that are outlined in this section. The primary assumption that drives NGF projections is that Captains GC will continue to provide outstanding facilities in the best physical condition possible, a high level of customer service to both members and daily fee players and a commitment to efficient operations with enhanced marketing. We recognize that this estimate is prepared in May 2021, and so all financial estimates are prepared in 2021 dollars. A summary of NGF assumptions is detailed below: Basic Assumptions • The overall economic condition remains stable, without any sizable increase or decrease in the Barnstable County area economy, employment, or visitation. Additionally, that there are no significant setbacks relative to Covid-19. • Captains GC will operate with service and conditions as described, placing the facility in the upper range of public golf courses in the Cape Cod market. • CGC will continue to operate with a traditional mix of revenue centers common in public golf, with the predominance of golf activity derived from a mix of passholders and daily customers, with additional revenue from clubhouse and driving range. • The basic pricing structure will remain with slight (approximately 2.5%) increases in golf playing fees every other year to keep up with inflation. Memberships will continue to be offered at a comparable rate, subject to the same 2.5% increase every other year, but with the Town no longer offering the two-year membership in 2021. • All NGF financial projections assume a “status quo” on basic operating expenses, with some modification to account for NGF-recommended changes. • The marketing of Captains GC is enhanced in 2021, with emphasis on technology, website & email programs, and direct selling. All marketing activities will target both local and non-local golfers, plus golf events and tournaments. Projected Revenue and Expense Assumptions – CGC (FY2021-FY2030) • NGF has assumed a basic inflation factor of 2.5% for general expenses, 6.0% for fringe benefits (historical at Captains GC) and a 2.5% increase every second year for revenues to reflect alternate year fee increases (beginning in 2023). • Food & Beverage rent is assumed at $20,000 to the Town in 2021, $42,000 in 2022, $45,000 in 2023 and then $50,000 each year thereafter through 2030. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 74 • Revenue of around $20,000 from a split of revenue for a solar canopy lease is included beginning in FY2023. • The projection for FY2021 assumes the trends established in FY2020 are the first six months of FY2021 are continued, with 84,680 total rounds and 1,142 members, including 79 seasonal members. NGF has assumed an average of 40 rounds per member per year. The resulting rounds estimate for 2021 is 39,000 guest rounds and 45,680 member rounds. • For the purpose of conservatism, the projection for 2022 through 2030 assumes a stable level of members and rounds, as CGC is running up against capacities that are not expected to be exceeded. Annual fee players are projected to decline slightly, falling to 1,175 in FY2022 down to around 1,045 by 2030 (including seasonal). Assuming the 40 rounds per member per year, annual fee players will play 47,000 rounds in 2022, falling to 41,800 by 2030. • As member rounds are declining, it is assumed that Captains GC will grow guest play enough to hold total facility rounds at or around 80,000 to 81,000 rounds each year from 2022 through 2030. The rounds activity projected by NGF assume a new “stable” level of activity, with some years falling below and some years rising above this expected ‘average’ figure. • NGF has prepared financial projections based on blended average green + cart fees for the various categories of rounds derived from green fee pricing presented earlier. These average rates are then applied to daily fee rounds for the next 10 years, with 2.5% increases every other year. Average revenue for additional ancillary items such as merchandise, driving range and other miscellaneous items has been projected and applied to all rounds. A summary of average revenues per round for CGC: Blended Average Fees FY2022 FY2024 FY2026 FY2028 FY2030 Avg. Member Fees (per membership) $924.82 $961.81 $1,000.29 $1,040.30 $1,081.91 Average per Round Revenue Daily Fee Rounds (per DF Round) $52.90 $54.22 $55.58 $56.97 $58.39 Cart Fees (per DF + Memb. Rnd.) $8.50 $8.71 $8.93 $9.15 $9.38 Range Revenue (per Round) $1.60 $1.64 $1.68 $1.72 $1.77 Merchandise (per Round) $3.75 $3.84 $3.94 $4.04 $4.14 Other (per Round) $1.60 $1.64 $1.68 $1.72 $1.77 • Total operating expense projections are based on expenses estimated for the continued operation of Captains GC under the existing program as recommended by NGF. We note than many of the NGF recommendations do not require change in expenses, but rather a re-directing of efforts and energies. • The total direct cost of pro shop sales (COS) is estimated at 77.5% of total shop sales, based on the historical pattern at CGC, modified slightly to reflect industry standards. Estimated Future Performance - Captains GC (FY2021-FY2030) Using the above-noted assumptions, a cash flow model for Captains GC over the next 10 years is presented on the following pages. Each category of revenue and expense is listed separately and all figures have been rounded to the nearest $100 for simplicity. The primary assumption that drives the NGF financial projections is that Captains will continue to operate in similar fashion to other comparable golf facilities in the upper-middle-range of public-access golf in this market. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 75 Estimated Revenue and Cost of Sales Performance Projections (FY2021-FY2030) Captains Golf Course Summary of Projected Revenue and Cost of Sales (FY2021-FY2030) FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Guest Rounds 39,000 34,000 34,500 35,000 35,500 36,000 36,500 37,000 37,500 38,000 Member Rounds 45,680 47,000 46,400 45,400 44,800 44,200 43,600 43,000 42,400 41,800 Total Rounds 84,700 81,000 80,900 80,400 80,300 80,200 80,100 80,000 79,900 79,800 Revenue Member Dues & Fees $835,100 $1,086,700 $1,115,700 $1,091,700 $1,120,300 $1,105,300 $1,133,900 $1,118,300 $1,146,800 $1,130,600 Green Fees 2,063,100 1,798,600 1,870,700 1,897,800 1,973,000 2,000,800 2,079,300 2,107,800 2,189,700 2,218,900 Cart Fees 719,800 688,500 704,800 700,500 717,100 716,200 733,200 732,300 749,700 748,700 Driving Range 135,500 129,600 132,700 131,900 135,000 134,800 138,000 137,800 141,100 140,900 Snack Bar Rent 20,000 42,000 45,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Pro Shop Sales 275,200 303,800 311,000 309,000 316,400 316,000 323,500 323,100 330,700 330,300 Other/Misc./Solar 2,500 22,000 22,000 22,000 22,000 22,000 22,000 22,000 22,000 22,000 Total Revenue $4,051,200 $4,071,200 $4,201,900 $4,202,900 $4,333,800 $4,345,100 $4,479,900 $4,491,300 $4,630,000 $4,641,400 Less Cost of Sales: (COS) Pro Shop Merchandise 213,300 235,400 241,000 239,500 245,200 244,900 250,700 250,400 256,300 256,000 Total COS $213,300 $235,400 $241,000 $239,500 $245,200 $244,900 $250,700 $250,400 $256,300 $256,000 Gross Margin $3,837,900 $3,835,800 $3,960,900 $3,963,400 $4,088,600 $4,100,200 $4,229,200 $4,240,900 $4,373,700 $4,385,400 National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 76 Estimated Total Operating Expense Projections (FY2021-FY2030) Captains Golf Course Summary of Projected Operating Expense (FY2021-FY2030) FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Personnel Full-Time Maintenance $545,000 $558,600 $572,600 $586,900 $601,600 $616,600 $632,000 $647,800 $664,000 $680,600 Part-Time Maintenance 235,000 240,900 246,900 253,100 259,400 265,900 272,500 279,300 286,300 293,500 Full-Time Admin 235,000 240,900 246,900 253,100 259,400 265,900 272,500 279,300 286,300 293,500 Part Time Admin 195,000 199,900 204,900 210,000 215,300 220,700 226,200 231,900 237,700 243,600 Overtime + Longevity 55,000 56,400 57,800 59,200 60,700 62,200 63,800 65,400 67,000 68,700 Fringe Benefits 600,000 636,000 674,200 714,700 757,600 803,100 851,300 902,400 956,500 1,013,900 Sub-Total Personnel $1,865,000 $1,932,700 $2,003,300 $2,077,000 $2,154,000 $2,234,400 $2,318,300 $2,406,100 $2,497,800 $2,593,800 General Expenses Repairs, Maint. & Supplies $400,000 $410,000 $420,300 $430,800 $441,600 $452,600 $463,900 $475,500 $487,400 $499,600 Clubhouse R&M+Supplies 70,000 71,800 73,600 75,400 77,300 79,200 81,200 83,200 85,300 87,400 Cart Lease 120,000 123,000 126,100 129,300 132,500 135,800 139,200 142,700 146,300 150,000 Utilities 125,000 128,100 131,300 134,600 138,000 141,500 145,000 148,600 152,300 156,100 Credit Card Processing 55,000 56,400 57,800 59,200 60,700 62,200 63,800 65,400 67,000 68,700 Marketing 40,000 41,000 42,000 43,100 44,200 45,300 46,400 47,600 48,800 50,000 Insurance 90,000 92,300 94,600 97,000 99,400 101,900 104,400 107,000 109,700 112,400 Other/Town Hall 160,000 164,000 168,100 172,300 176,600 181,000 185,500 190,100 194,900 199,800 Total General Exp. $1,060,000 $1,086,600 $1,113,800 $1,141,700 $1,170,300 $1,199,500 $1,229,400 $1,260,100 $1,291,700 $1,324,000 Total Expenses $2,925,000 $3,019,300 $3,117,100 $3,218,700 $3,324,300 $3,433,900 $3,547,700 $3,666,200 $3,789,500 $3,917,800 National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 77 Estimated Summary of Operations Projections (FY2021-FY2030) Captains Golf Course Summary of Operations (FY2021-FY2030) FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Guest Rounds 39,000 34,000 34,500 35,000 35,500 36,000 36,500 37,000 37,500 38,000 Member Rounds 45,680 47,000 46,400 45,400 44,800 44,200 43,600 43,000 42,400 41,800 Total Rounds 84,700 81,000 80,900 80,400 80,300 80,200 80,100 80,000 79,900 79,800 Revenue Golf Fee Revenue $3,618,000 $3,573,800 $3,691,200 $3,690,000 $3,810,400 $3,822,300 $3,946,400 $3,958,400 $4,086,200 $4,098,200 Ancillary Revenue 433,200 497,400 510,700 512,900 523,400 522,800 533,500 532,900 543,800 543,200 Total Revenue $4,051,200 $4,071,200 $4,201,900 $4,202,900 $4,333,800 $4,345,100 $4,479,900 $4,491,300 $4,630,000 $4,641,400 Cost of Sales $213,300 $235,400 $241,000 $239,500 $245,200 $244,900 $250,700 $250,400 $256,300 $256,000 Gross Margin $3,837,900 $3,835,800 $3,960,900 $3,963,400 $4,088,600 $4,100,200 $4,229,200 $4,240,900 $4,373,700 $4,385,400 Personnel Expenses $1,865,000 $1,932,700 $2,003,300 $2,077,000 $2,154,000 $2,234,400 $2,318,300 $2,406,100 $2,497,800 $2,593,800 Operating Expenses $1,060,000 $1,086,600 $1,113,800 $1,141,700 $1,170,300 $1,199,500 $1,229,400 $1,260,100 $1,291,700 $1,324,000 Total Facility Expense $2,925,000 $3,019,300 $3,117,100 $3,218,700 $3,324,300 $3,433,900 $3,547,700 $3,666,200 $3,789,500 $3,917,800 Operating Income $912,900 $816,500 $843,800 $744,700 $764,300 $666,300 $681,500 $574,700 $584,200 $467,600 Other Items: Capital $110,000 $532,000 $1,042,000 $995,000 $715,000 $2,620,000 $2,325,000 $225,000 $450,000 $310,000 Facility Net $802,900 $284,500 ($198,200) ($250,300) $49,300 ($1,953,700) ($1,643,500) $349,700 $134,200 $157,600 Cumulative Net $802,900 $1,087,400 $86,300 ($448,500) ($201,000) ($1,904,400) ($3,597,200) ($1,293,800) $483,900 $291,800 National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 78 Cash Flow Results – CGC (FY2021-FY2030) The results of the NGF financial projection analysis show that with the removal of the $840,000 debt service, the Captains GC will have new capital available to complete many of the capital upgrades identified by NGF in 2021. However, the largest of these capital expenditures – new irrigation system and maintenance facility upgrades – will not be covered by retained earnings and therefore must be funded by the Town separately. After completion of the major near-term facility upgrades in FY2027, Captains GC should enter a period of more modest capital needs through FY2030 that will allow the facility to build back a retained surplus. The estimate presented above shows total operating income remaining strong, exceeding $467,000 in every year through 2030. However, the large inflation in key expense items, most notably employee fringe benefits, means the operating income will shrink every year through 2030, making any unexpected capital requirements potentially problematic for the Town of Brewster. This reality makes the NGF recommendation to keep up with annual (or bi-annual) golf fee increases and resisting public pressure to keep fees as low as possible. Captains GC is in a strong position to cover all its basic operating expenses, including employee benefits, but over a longer term (beyond 10 years) the current inflation in this line items suggests it will be challenging for Captains GC to properly fund all expenses and capital requirements from golf playing fee revenue. Support for Projections and Potential Mitigating Factors Support for Projections • Stable Cape Cod resident and visitor segment, and a growing permanent resident base. • Potentially strong and diversified local economy, with traditionally low unemployment. • A potentially high volume of seasonal visitors to supplement demand. • The high likelihood that no other new golf course will be developed in the CGC trade area due to lack of land and the high cost of development. As such, the overall supply- demand ratio balance should remain stable and even become more favorable for existing golf courses. • The site is immediately accessible and convenient for a wide geographic area. Site visibility and automobile accessibility from major roadways is good, particularly from the Mid-Cape Highway. • A clubhouse facility that adds to the attraction and appeal of this facility. The clubhouse at CGC is unique for this area and has the potential to add significantly to ancillary sales. In addition to standard golf clubhouse sales, the clubhouse brings an added potential of banquet demand and room-rental fee income that may be untapped. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 79 Potential Threats / Mitigating Factors Relative to Projections While there appears to be considerable evidence to support continued strong activity and revenue performance at CGC, there are mitigating factors that could reduce revenue and/or increase expenses at the golf course. These include: • Regional economic recession – previous recessions have impacted the performance of public golf courses. This is particularly acute in 2020 as the Town deals with fallout from the Covid-19 crisis and economic slowdown. • Limited time availability for golf due to long commute times to the lower Cape with the non-local demand base that is required to sustain golf at this location. • Continued overall decline in golf participation – recent trends show declines in golf participation, especially among the younger generation. • Golf maintenance expenses – The cost to maintain golf courses is dependent on many variables that cannot be controlled by the Town. Items such as fuel, chemicals, other utilities, labor and other maintenance expenses have shown high inflation in recent years, which could negatively impact the operation. LIMITING CONDITIONS The income estimates presented in this business plan have been prepared based on existing and projected market conditions, the quality of the subject facility and the intended segment of the golf market toward which it is oriented. Particular focus was paid to the actual performance of area public golf courses, and the potential impact of enacting various improvements to CGC facilities and marketing. The NGF is confident that growth in activity and revenue can be achieved at Captains GC after the proposed facility and operational improvements. From a practical standpoint, those managing the facility will need to respond to variable market conditions as well as unforeseen maintenance needs. NGF is confident that the facility will be able to continue to achieve results as presented in our analysis beyond the next five years of operation. When projecting a realistic market share, it is important to realize that the total number of rounds to be played on a golf course in any given year may be lower than the market opportunity appears to suggest. NGF believes it is important to project the future performance of the Town’s golf facility in such a way as to help the Town make financial decisions based on realistic expectations. It is obviously possible that either more or fewer golf rounds can be sold. We note that our projections for future performance of Captains GC anticipate strong market demand through the next decade of operation. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 80 Summary Statement Town of Brewster continues to own and operate the 36-hole Captains Golf Course that appears to be very well-run and producing activity and revenue well above the expected standard. This was especially true in the second half of 2020 (first 6 months of FY2021), as Captains GC reached new highs in revenue during the mini “golf boom” associated with the Covid-19 pandemic. However, in addition to strong revenue, Captains GC also has higher-than-standard expenses, although much of this is related to the Town’s desire to provide an outstanding golf course product and a premium level of service. In reviewing this facility, it is clear to NGF consultants that while the Captains operation is sound, there are some new investments the Town can make to help better position the golf course for the long-term, and help ensure the quality and sustainability of Captains GC. This includes taking advantage of the dollars that used to be earmarked for debt retirement, and adopting a new program of capital investment to address aging equipment and other infrastructure, especially irrigation, at the Town golf facility. In addition, the Town would likely benefit from enhancing its use of technology and marketing the facility to attract a higher level of participation from non-resident tourists and visitors to the area. In summary, it is clear that the Town’s golf course is very well managed and in position to continue strong activity and rounds performance. The upgrades that will be completed in 2021- 2025 period means that the Town will have addressed the most significant capital requirements at Captains, and can now turn its focus to considering other investments that could lead to even greater revenue production, such as expansion/improvement of outdoor dining services. Captains offers a challenging golf course that is well-located and popular with golfers of all skill levels. The 36-hole golf facility, all appurtenant amenities and variable pricing gives the Town an opportunity to offer “something for everyone” within its own golf facility. In review of this golf course, the NGF has identified five important actions that the Town can take right now to improve Captains GC performance: 1. Commit to completing the $9.5 million in capital projects over the next 10 years. 2. Fund all needed improvements using earnings retained from golf operations revenue, mindful of the reality that some larger projects like irrigation and maintenance facility improvements may be too large and will require separate Town funding. 3. Enhance expertise in the technology that supports operations (POS, website, etc.), and use these platforms to enhance the marketing and promotion to less frequent users. 4. Increase focus on new player development and beginner programs, especially with juniors and young adults. 5. Consider other new investments to help modernize and “liven up” facilities like the patio expansion / covering and theme upgrade to help broaden appeal, especially with younger adults. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 81 Appendices A: Golf Course Life Cycle B: National Rounds Played Report C: Demographic, Golf Demand and Golf Supply Data D: Non-Economic Impact of Captains GC National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 82 APPENDIX A – GOLF COURSE LIFE CYCLE National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 83 APPENDIX B – NATIONAL ROUNDS PLAYED REPORT National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 84 National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 85 National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 86 APPENDIX C – LOCAL DEMOGRAPHIC, DEMAND AND SUPPLY DATA Captains Golf Course 5-mile ring 10-mile ring Barnstable County State of Massachusetts U.S. Summary Demographics Population 1990 Census 25,045 53,665 186,609 6,014,825 248,584,652 Population 2000 Census 28,649 62,075 222,230 6,349,050 281,399,034 CAGR 1990-2000 1.35% 1.47% 1.76% 0.54% 1.25% Population 2010 Census 27,541 58,460 215,888 6,547,629 308,745,538 CAGR 2000-2010 -0.39% -0.60% -0.29% 0.31% 0.93% Population Estimate 2019 27,281 57,592 212,285 6,902,551 328,252,472 Population 2024 Projected 27,719 58,527 212,766 7,064,044 339,844,802 CAGR 2019-2024 0.32% 0.32% 0.05% 0.46% 0.70% CAGR 2010-2024 0.05% 0.01% -0.10% 0.54% 0.69% Median HH Income (2019) $78,913 $72,253 $74,182 $81,107 $63,709 Median Age (2019) 59.1 59.2 53.4 39.7 38.3 Ethnicity White 94.4% 93.8% 91.3% 76.5% 69.7% African American 2.1% 2.6% 3.5% 9.1% 13.4% Asian 1.2% 1.1% 1.7% 7.3% 6.0% All Other 2.3% 2.5% 3.6% 7.2% 10.9% Hispanic Population Hispanic 2.5% 2.7% 3.3% 11.4% 17.9% Not Hispanic 97.5% 97.3% 96.7% 88.6% 82.1% CAGR = Compound Annual Growth Rate Captains Golf Course 5-mile ring 10-mile ring Barnstable County State of Massachusetts U.S. Golf Demand Indicators Total Households 14,355 28,612 100,827 2,732,224 128,476,935 Number of Golfing Households 2,833 5,220 18,362 392,447 17,484,590 Projected Golfing Households (2024) 3,084 5,615 19,191 407,722 18,258,060 Projected Annual Growth Rate 1.70% 1.50% 0.90% 0.80% 0.90% Seasonal Golfing Households 1,890 4,150 9,728 20,492 748,477 Latent Demand/Interested Non-Golfers 4,392 8,362 32,188 1,089,479 47,425,600 Household Participation Rate 19.70% 18.20% 18.20% 14.40% 13.60% Number of Golfers 3,863 7,038 25,941 638,504 24,241,030 Rounds Potential (resident golfers) 176,164 359,626 1,000,891 11,014,370 434,080,100 Estimated Course Rounds (in-market supply) 206,832 372,277 1,171,642 9,295,277 434,084,100 Demand Indices Golfing Household Participation Rate 145 134 134 106 100 Seasonal Golfing Households 2,258 2,488 1,655 129 100 Latent Demand/Interested Non-Golfers 105 103 105 109 100 Rounds Potential per Household (resident golfers) 363 372 294 119 100 National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 87 Captains Golf Course 5-mile ring 10-mile ring Barnstable County State of Massachusetts U.S. Golf Supply Golf Facilities Total 6 11 39 357 14,604 Public 3 8 23 235 10,896 Public: Daily Fee 0 2 11 177 8,377 Public: Municipal 3 6 12 58 2,519 Private 3 3 16 122 3,708 Public Golf Facilities by Price Point Premium (>$70) 2 6 13 52 1,428 Standard ($40-$70) 0 0 7 97 4,081 Value (<$40) 1 2 3 86 5,387 Golf Holes Total 117 198 702 5,607 247,815 Public 63 144 405 3,618 179,760 Public: Daily Fee 0 27 171 2,718 137,760 Public: Municipal 63 117 234 900 42,000 Private 54 54 297 1,989 68,055 Non-Regulation (Executive & Par-3) 0 27 117 495 19,872 Net Change* Net Change in Holes past 5 years 0 0 0 -198 -14,346 Percentage Total Holes Past 5 Yrs 0.00% 0.00% 0 0 -5.50% Net Change in Holes past 10 Years 0 0 -9 -252 -21,888 Percentage Total Holes Past 10 Yrs 0.00% 0.00% 0 0 -8.10% *Numbers may include courses under construction and temporarily closed at the end of the year. National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 88 Captains Golf Course 5-mile ring 10-mile ring Barnstable County State of Massachusetts U.S. Supply-Demand Ratios Households per 18 Holes Total 2,208 2,601 2,585 8,771 9,332 Public 4,101 3,577 4,481 13,593 12,865 Public: Daily Fee 0 19,075 10,613 18,094 16,787 Public: Municipal 4,101 4,402 7,756 54,644 55,062 Private 4,785 9,537 6,111 24,726 33,981 Premium (>$70) 4,785 4,087 6,722 48,358 74,329 Standard ($40-$70) 0 0 16,805 28,167 29,451 Value (<$40) 0 28,612 67,218 57,521 32,978 Golfing Households per 18 Holes Total 436 475 471 1,260 1,270 Public 809 653 816 1,952 1,751 Public: Daily Fee 0 3,480 1,933 2,599 2,285 Public: Municipal 809 803 1,412 7,849 7,493 Private 944 1,740 1,113 3,552 4,625 Premium (>$70) 944 746 1,224 6,946 10,115 Standard ($40-$70) 0 0 3,060 4,046 4,008 Value (<$40) 0 5,220 12,241 8,262 4,488 Household Indices Total 24 28 28 95 100 Public 32 28 35 107 100 Private 14 28 18 73 100 Premium (>$70) 6 5 9 64 100 Standard ($40-$70) 0 0 57 95 100 Value (<$40) 90 90 211 181 100 Golfing Household Indices Total 35 38 37 100 100 Public 47 38 47 113 100 Private 21 38 24 78 100 Premium (>$70) 9 7 12 67 100 Standard ($40-$70) 0 0 76 101 100 Value (<$40) 131 121 283 191 100 Rounds per 18 Holes Rounds Potential (resident golfers) 27,102 32,693 25,664 35,359 31,529 Estimated Course Rounds (in-market supply) 31,820 33,843 30,042 29,840 31,530 National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 89 APPENDIX D – NON-ECONOMIC IMPACTS OF CAPTAINS GC In addition to the direct economic impact that CGC has on the community of Brewster, there are also non- economic/qualitative effects of having this facility present within the Town. Among the non-economic benefits of having and supporting a Town municipal golf course include: (1) Quality of Life; (2) Contribution to the Brewster ‘Brand’ and attraction of visitors and new resident; and (3) Environmental / Sustainability support. Quality of Life The quality-of-life benefits Captains GC brings to Brewster include health/exercise, social aspects, facility programming opportunities, preservation of green space, and providing affordable recreation. Health Aspects The health benefits of golf are many. Even when riding in a golf cart, golfers are still walking to access portions of the course, moving their bodies and exerting muscles as they take practice swings and execute golf shots. Obviously, a walking round of golf is a significantly healthier activity. Some facts from NGF about golf and walking: • Walking 18 holes is equal to a 5-mile walk or 3.5 to 4-mile run. • Playing golf and walking 18 holes can burn up to 2,000 calories. • Golfers exceed 10,000 steps in a typical round –meets guidelines for daily exercise. • Included among the other health benefits associated with a round of golf are: • Cardiovascular exercise • Lowering risks of Type-2 diabetes • Stress reduction • Stronger mental health • Heart disease prevention • Breathing healthy air Social Benefits (Affordability, Accessibility and Inclusiveness) The social benefits of golf courses are many. At most municipal golf courses such as Captains, these social benefits are magnified by the fact that people of diverse backgrounds, socio-economic status and cultures are openly able to participate in the game at a high quality, affordable public community asset. Golf is enjoyed by a diverse user base at Captains, and Captains GC staff support the notion that player demographics support the customary mission of municipal golf courses of providing affordable recreation to residents of all ages. James Dodson, a noted golf writer, offered the following description that nicely summarizes golf’s social benefits: “Golf is demonstrably the most social game on earth. If an average golf swing takes roughly two seconds of time, and the average player shoots 90, that amounts to roughly only three minutes of physical playing time during an average four-hour round of golf. The rest of that golf round is spent walking, talking, observing nature, revisiting your grocery list, getting to know someone you just met, cursing your luck, meditating...in short, doing a variety of things you could never do in any other sport...golf remains the most human of games, as difficult as it is poetic, forever new, able to reveal both our best qualities and our strongest weaknesses in the span of a single swing of a club or an afternoon’s outing with friends or strangers.” National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 90 Golf has also been described as the “Game of a Lifetime”, meaning that can be played by the very young to people in their 90s and beyond. Also, no other sport offers the format golf does with respect to allowing players to compete and enjoy a round even when they are of contrasting power, hitting strength and scoring abilities. The USGA and local golf associations all work together to ensure golf courses are set-up and rated so that players may select course yardages that match their playing abilities. Course ratings and handicaps are indexed to allow players to compete and play with one another regardless of ability. Facility Programming at Captains Captains is among the most actively programmed municipal golf courses that NGF has observed in recent years, and the diversity of programming reaches many different community constituents. Programming includes several active leagues, a venue to host charitable tournaments and local scholastic teams. Public Recreation Public recreation amenities (“parks”) cover a wide range of types from small parks to sports field complexes, and from aquatic centers to greenbelt systems of trails. Golf courses are perhaps among the most unique “parks” as they are typically large, open expanses of land that are able to be enjoyed not only by the people using them, but also by passers-by who are able to look out at large acreages of tree covered land as well as by those living and working in the neighborhood who enjoy the reprieve between built-up areas of homes and businesses. Municipally owned golf “parks” are also generally subsidized by those using the facility as opposed to most public parks and recreation facilities where subsidy is very often accommodated by the community as a whole regardless of whether they use the facility. NGF’s experience has shown that golf courses, even when they do not routinely generate an operational profit, tend to have the highest percentage of ‘cost recovery’ from user fees among a municipality’s parks & recreational amenities. Contribution to Brewster ‘Brand’ and Local Property Values The NGF review strongly suggests that Captains Golf Course contributes to the overall brand of Brewster in the broader Cape Cod region, along with attributes and amenities such as natural beauty, recreational activities, business friendly environment, restaurants, hotels and historic downtown. Interviews completed by NGF in completion of this report support the notion that the presence of the affordable municipal golf facility is certainly a key selling point for the attraction of visitors and new residents to the Town of Brewster. Although a formal economic impact analysis was not completed by NGF for this report, all NGF research completed on the economic impact of public golf courses supports the theory that the presence of these facilities will enhance the value of residential property, which could ultimately impact property taxes collected by local municipalities. Environmental / Sustainability Impacts While golf courses are predominantly planted with managed turfgrass, many contain significant acreage of naturalized land that includes wetlands, natural drainageways, forests and non-turf areas that are undisturbed. Naturalized areas on U.S. golf courses account for more land area than that of Yosemite National Park, which comprises a land area of 747,956 acres. Captains represents significant open space acreage within the Town of Brewster, and the course offers some environmental benefits that come along with golf facility open space like oxygenation, habitat for wildlife, view corridors and cooling areas in contrast to paved and built areas where heat is trapped. Adopted at May 2021 Town Meeting TOWN CODE AMENDMENT/Private Road Betterment ARTICLE NO. 23: To see if the Town will vote to amend the Code of the Town of Brewster, Chapter 157, by revising Section 20, as shown below, with text to be deleted noted by strikethrough and text to be inserted show in bold and underline, as follows; § 157-20 Repair by Town. A. In the event that a group of property owners who own property on a private road which has been open for public use for at least five years wish the Town of Brewster to finance the repair of their private way, they shall engage an engineer experienced in road construction and repair who shall survey the road in question to develop a plan for the repair of that private road which shall take into consideration the need for additional drainage, new berms, driveway aprons to protect the edges of the repaired road, the filling of existing cracks and the application of one or more layers of bituminous concrete. B. The plan shall specify the projected useful life of the repaired private way, and in no event shall the projected useful life be less than 15 years. All costs of preparing the plan, obtaining cost estimates and preparing the petition described below shall be the exclusive responsibility of the petitioners. C. After the plan has been prepared, the property owners' engineer shall secure at least three bids from established contractors to complete the work outlined Iin the engineer's plan. After receipt of the bids, the property owners shall prepare a petition to the Select Board for the Town of Brewster to finance the work in an amount certain, including a ten-percent contingency amount. The petition shall list the parcels by lot number and map number together with the owners' names of record with a space for each owner to place his or her signature. The petition must state that each signature represents an irrevocable agreement by each signatory to repay to the Town of Brewster, through the mechanism of a betterment added to each owner's real estate tax bill, his or her pro-rata share of the total amount to be financed plus interest and administrative costs, which Town administrative costs shall not exceed 4% of the project. The petition shall not be presented to the Selectmen unless 50% of all the abutters to the road plus one more abutter shall have agreed to the project and its financial commitment by having signed it. D. The petition, accompanied by the engineer's plan, a map of the private way to be repaired and backup for the cost estimates shall be submitted to the Selectmen's Office on or before November 30. The Selectmen shall refer every such petition to the Assessor's Office for verification of signatures and confirmation that more than 50% of abutters have signed. The Selectmen shall consider all submitted petitions that pass the Assessor's examination prior to December 31. If the Selectmen determine that the proposed repairs are in the public interest and if the Selectmen determine that these repairs are within the financial capability of the Town, the Select Board shall refer each petition so determined to the Planning Board which shall conduct a public hearing on each petition on or before February 28 to evaluate the plan, examine the cost estimates and hear from both the abutters and the general public. The Planning Board shall either endorse the plan by a simple majority vote and return it to the Selectmen, recommend changes in costs or scope of the plan or disapprove the plan by a simple majority vote. E. If the Planning Board approves any such plan, the Select Board may place the plan on the warrant for the next Annual any special or annual Town Meeting. If the Planning Board suggests modifications or changes in scope of costs, tThe Select Board shall thereafter may, at its option, send out proxies to the abutters noting scope and cost changes, if any or it may return the project to the petitioners. If The proxies are sent out, they must be returned at least 45 days prior to by March 31 if the project is to be considered at the Annual Town Meeting at which they are to be considered. If the proxies are returned by March 31 within such time, the Selectmen may place the project on the Annual Town Meeting Warrant, provided that more than 50% of the abutters approve the plan as approved by the Planning Board revisions. Long- term financing may be issued for said project by the Town for up to a fifteen-year period. F. If the Annual Town Meeting votes to endorse and finance the project, the engineer who did the original plan shall be named "Project Manager." He shall prepare a new request for quotations with the bids to be directed to the Town Administrator. The Project Manager and the Town Administrator shall select the best bid to do the work. The Project Manager shall advise the Superintendent of Public Works 48 hours in advance of each phase of the project and certify, in writing, to the Superintendent of Public Works that each phase of the work has been completed to the Project Manager's satisfaction. The Superintendent of Public Works shall inspect the completed work and certify to the Town Accountant that the work is completed so that payment can be made. G. For a group of private roads within a subdivision in which membership in a neighborhood property owners' association is automatic or mandatory, the same procedure shall be used for any petition filed on or after July 1, 2019, provided that: (1) So long as a majority of the owners of the lots abutting the group of private ways to be repaired signs the petition required by Subsection B above. Where a lot has frontage on, and derives access from, more than one group of roads, the owner of such lot shall be entitled to only one vote. Owners of lots that are assessed as unbuildable and lots that may not be built upon pursuant to a deed restriction, conservation restriction or other recorded instrument shall not be entitled to vote, and such lots shall not be subject to betterment assessments hereunder.; and (2) So long as the group of private ways to be repaired is owned or controlled, directly or indirectly, by the neighborhood association or its members. H. The Town of Brewster shall incur no liability for any damages of any nature whatsoever arising from the project by virtue of the Town's agreeing to finance any repair of a private subdivision way. The abutters who accept Town financing shall be deemed to have indemnified and held the Town harmless against any and all such claims. I. Any private way improved under the provisions of this bylaw need not be brought up to full Town road standards. Any private way improved under the provisions of this bylaw shall continue to remain a private way. Archive d: Friday, September 10, 2021 2:27:39 PM From: Lynn St. Cyr Se nt: Fri, 10 Sep 2021 15:09:02 +0000Authentication To: Erika Mawn Cc: Paul Wallace; Peter Lombardi; Donna Kalinick Subje ct: Referral for Proposed Amendments to Water Quality Protection District Bylaw Se ns itivity: N ormal Attachme nts : Water Quality Protection District_2021TM_ArticleXX_Final.docx; Water Q uality Protection District_2021TM_Article XX_Final.pdf; Good morni ng Eri ka, At their Se ptember 8, 2021 me e ting, the Planning Board vote d 6-0-0 to re fer the attached proposed amendments to the Water Qual i ty Protecti on Di stri ct Byl aw (Chapte r 179, Article XI) to the Select Board to initi ate the public he ari ng prior to the Nove mbe r Town Meeting. We re que st the Select Board refe r this article back to the Pl anning Board at your Septe mbe r 13, 2021 me eting to satisfy the Attorney Ge ne ral re qui rements. The Planni ng Board wi l l hold a publ i c hearing on the propose d ame ndme nts on We dne sday, Octobe r 13, 2021. Thank you and take care, Lynn Lynn M. St. Cyr Se ni or Departme nt Assistant Planni ng Departme nt Bre wste r Town Offices 2198 Main Street Bre wste r, MA 02631 T: 508-896-3701 x1233 F: 508-896-8089 Beginning Tuesday July 6th, Town offices will be open to the public on Tuesday, Wednesday, and Thursday. Residents and visitors are urged to continue to access town services remotely if possible. Phone messages and email communications will continue to be answered promptly. If you need assistance, please call (508)896-3701 ext. 1133 and/or email us at brewplan@brewster-ma.gov. Thank you for your understanding and cooperation. For the latest updates on Town services, please visit www.brewster-ma.gov. Page 1 of 14 Article XX- Water Quality Protection District Amendments Purpose: To amend sections of Chapter 179, Article XI, Water Quality Protection District, to clarify the applicability of performance standards to uses within the district. Article XI Water Quality Protection District [Added 5-9-1994 ATM, Art. 51] § 179-53 Purpose. [Amended 11-17-2008 FYTM, Art. 17] The purposes of this Water Quality Protection Bylaw are: A. To promote the health, safety and general welfare of the community by ensuring an adequate quality and quantity of drinking water for the residents, institutions and businesses of the Town of Brewster; B. To preserve and protect all existing and potential sources of drinking water supplies within Brewster's borders; C. To identify uses that should be prohibited or allowed only by special permit and to establish performance standards that must be met for all uses within a Zone I, Zone II and/or the DCPC area. D. To protect groundwater and surface water resources from viral, pathogenic, phosphorus and nitrogen contamination and pollution from stormwater runoff; E. To complement the Commonwealth's Department of Environmental Protection regulations governing groundwater protection and the Commonwealth's efforts to protect surface and coastal waters; F. To protect other sensitive water resource areas, including those land areas that contribute recharge to private drinking water supply wells; G. To conserve the natural resources of the Town; and H. To prevent temporary and permanent contamination of the water resources of the Town. § 179-54 Scope of authority; overlay district. [Amended 11-17-2008 FYTM, Art. 17; 10-19-2009 FYTM, Art. 18] This bylaw establishes regulations governing land uses and structures and their potential impact upon the Town's water resources. The provisions of Article XI are superimposed over all zoning districts and all land within the Town of Brewster and shall function as an overlay district. Where this article establishes rules, regulations, requirements, standards or provisions that are stricter than the underlying zoning districts, including those uses and structures found in Table 1 of the Zoning Bylaw, the provisions of this article shall control. In addition, this article establishes specific requirements for land uses and activities within those portions of the Town of Brewster mapped and identified on the Zoning Map as the District of Critical Planning Concern ("DCPC"), entitled "Brewster Water Protection District," as adopted by the Barnstable Page 2 of 14 County Assembly of Delegates pursuant to the Cape Cod Commission Act, which includes "Zone I" and "Zone II" and the "Groundwater Protection District" and the "Pleasant Bay Watershed." § 179-55 Definitions. [Amended 11-17-2008 FYTM, Art. 17] As used in this article, the following terms shall have the following meanings indicated: AQUIFER Geologic formation composed of rock, sand, or gravel that contains significant amounts of potentially recoverable water. BEST MANAGEMENT PRACTICES Any structural or nonstructural mechanism designed to minimize the impact of non-point source pollution on receiving waters or resources, including, but not limited to: detention ponds, construction or installation of vegetative swales and buffers, street cleaning, reduced road salting, and public education programs. BUILDER'S ACRE A unit of land measure equal to 40,000 square feet, which is considered a building acre in accordance with standard real estate practices. COMMERCIAL FERTILIZERS Any substance containing one or more recognized plant nutrients which is used for its plant nutrient content and which is designed for use, or claimed by its manufacturer to have value, in promoting plant growth. Commercial fertilizers do not include unmanipulated animal and vegetable manures, marl, lime, limestone, wood ashes, and gypsum. EARTH REMOVAL The removal or relocation of geologic materials, such as topsoil, sand, gravel, metallic ores, or bedrock. Mining activities are considered earth removal, whether the disturbed natural materials are removed from the site or reworked on the site. DEP The Massachusetts Department of Environmental Protection. DEVELOPMENT The construction, reconstruction, conversion, structural alteration, relocation, or enlargement of any structure; any mine, excavation, landfill, or land disturbance; and/or any change in use, or alteration or extension of the use, of land. DISCHARGE The accidental or intentional disposal, deposit, injection, dumping, spilling, leaking, incineration, or placing of toxic or hazardous material or waste upon or into any land or water so that such hazardous Page 3 of 14 waste or any constituent thereof may enter the land or waters of Brewster. Discharge includes, without limitation, leakage of such materials from failed or discarded containers or storage systems and disposal of such materials into any on-site leaching structure or sewage disposal system. HAZARDOUS OR TOXIC MATERIALS Any substance or mixture of physical, chemical or any infectious characteristics posing a significant, actual or potential hazard to water supplies or other hazards to human health if such substance or mixture were discharged to land or water of the Town of Brewster. Hazardous or toxic materials include, without limitation, organic chemicals, petroleum products, heavy metals, radioactive or infectious wastes, acids and alkalis, solvents and thinners and products such as pesticides, herbicides in quantities greater than normal household use; and all substances defined as hazardous or toxic under MGL c. 21C and MGL c. 21E, using the Massachusetts Oil and Hazardous Substance List (310 CMR 40.0000), and 310 CMR 30.000. HAZARDOUS MATERIAL OR WASTE, HOUSEHOLD QUANTITY OF Any or all of the following: A. Two hundred seventy-five gallons or less of oil on site at any time to be used for heating of a structure or to supply an emergency generator; and B. Twenty-five gallons (or the dry weight equivalent) or less of other hazardous materials on site at any time, including oil not used for heating or to supply an emergency generator; and C. A quantity of hazardous waste at the very small quantity generator level as defined in the Massachusetts Hazardous Waste Regulations, 310 CMR 30.353. HISTORICAL HIGH GROUNDWATER TABLE ELEVATION A groundwater elevation determined from monitoring wells and historical water table fluctuation data compiled by the United States Geological Survey. IMPERVIOUS SURFACE Material or structure on, above or below the ground that does not allow precipitation or surface water to penetrate directly into the soil. LANDFILL A facility established in accordance with a valid site assignment for the purposes of disposing of solid waste into or on the land, pursuant to 310 CMR 19.006. LOT As per § 179-2, Definitions. MINING The removal or relocation of geologic materials, such as topsoil, sand, gravel, metallic ores or bedrock. Page 4 of 14 NITROGEN MANAGEMENT The process of ensuring that nitrogen generated by land uses does not exceed established capacities of the resources receiving nitrogen inputs. NONSANITARY WASTEWATER Wastewater discharges from industrial and commercial facilities containing wastes from any activity other than collection of sanitary sewage, including, but not limited to, activities specified in the Standard Industrial Classification (SIC) Codes set forth in 310 CMR 15.004(6). OPEN DUMP A facility which is operated or maintained in violation of the Resource Conservation and Recovery Act [42 U.S.C. § 4004(a)(b)], or the regulations and criteria for solid waste disposal. PETROLEUM PRODUCT Petroleum or petroleum byproduct, including, but not limited to: fuel oil; gasoline; diesel; kerosene; aviation jet fuel; aviation gasoline; lubricating oils; oily sludge; oil refuse; oil mixed with other wastes; crude oils; or other liquid hydrocarbons regardless of specific gravity. Petroleum product shall not include liquefied petroleum gas, including, but not limited to, liquefied natural gas, propane or butane. POTENTIAL DRINKING WATER SOURCES Areas that could provide significant potable water in the future. PROCESS WASTEWATER All wastewater disposed of on site other than sanitary wastewater. RECHARGE AREAS Areas that collect precipitation or surface water and carry it or have it pumped to aquifers. Recharge areas may include areas designated as Zone I, Zone II or Zone III. SEPTAGE The liquid, solid, and semisolid contents of privies, chemical toilets, cesspools, holding tanks, or other sewage waste receptacles. Septage does not include any material that is a hazardous waste, pursuant to 310 CMR 30.000. SLUDGE The solid, semisolid, and liquid residue that results from a process of wastewater treatment or drinking water treatment. Sludge does not include grit, screening, or grease and oil which are removed at the headworks of a facility. STORMWATER MANAGEMENT The process of ensuring that the magnitude and frequency of stormwater runoff does not increase the hazards associated with flooding and that water quality is not compromised by untreated stormwater flow. Page 5 of 14 SUBDIVISION The division or redivision of a lot, tract, or parcel of land into two or more lots, tracts, or parcels in accordance with MGL c. 41 § 81L. TIGHT TANK Any and all containers or devices with regard to or used for wastewater disposal as defined and regulated by the State Sanitary Code, 310 CMR 15.260. TREATMENT WORKS Any and all devices, processes and properties, real or personal, used in the collection, pumping, transmission, storage, treatment, disposal, recycling, reclamation, or reuse of waterborne pollutants, but not including any works receiving a hazardous waste from off the site of the works for the purpose of treatment, storage, or disposal. VERY SMALL QUANTITY GENERATOR Any public or private entity, other than residential, which produces less than 27 gallons (100 kilograms) a month of hazardous waste or waste oil, but not including any acutely hazardous waste as defined in 310 CMR 30.136. WASTE OIL RETENTION FACILITY A waste oil collection facility for automobile service stations, retail outlets, and marinas which is sheltered and has adequate protection to contain a spill, seepage, or discharge of petroleum waste products in accordance with MGL c. 21, § 52A. WATER QUALITY REVIEW COMMITTEE (WQRC) Committee to be appointed by the Select Board to include eight members; one member each from the Select Board, Board of Health, Planning Board, Conservation Commission, Comprehensive Water Planning Committee and Water Commissions, the Brewster Building Commissioner and the Brewster Health Agent. At the initial appointment, to occur no later than three weeks after the effective date of this bylaw, members other than the Building Commissioner and the Health Agent shall be appointed for one-, two- and three-year terms and thereafter all members shall be appointed for three-year terms. The Building Commissioner and Health Agent shall serve as members of the WQRC while they are employed in their respective positions. [Amended 11-18-2013 FYTM, Art. 10; 11-13-2017 FYTM, Art. 13] ZONE I The immediate land area around a well. It is defined as a four-hundred-foot protective radius for wells greater than 100,000 gpd and a radius of 100 to 400 feet for wells less than 100,000 gpd, depending upon the pumping rate. The Zone I must be owned by the water supplier or controlled through a conservation restriction. Only water supplier activities are allowed in the Zone I. ZONE II The DEP-approved area of an aquifer which contributes water to a well under the most severe pumping and recharge conditions that can be realistically anticipated as defined in 310 CMR 22.00. The Zone II Page 6 of 14 includes the Zone I. ZONE III The land area beyond the area of Zone II from which surface water and groundwater drain into Zone II. Zone III boundaries are determined by identifying the topographic surface water drainage divides. The surface water drainage area commonly coincides with the groundwater drainage; however, in areas where they are not coincident, the Zone III encompasses both the surface and groundwater drainage area. § 179-56 Use regulations. [Amended 11-17-2008 FYTM, Art. 17] A. Provided that all necessary permits, orders, or approvals as required by local, county, state, or federal law are also obtained and notwithstanding any requirement to the contrary found within this article, the following uses and activities shall not independently trigger the need for a Special Permit and shall be allowed as long as the uses and activities comply with applicable Performance Standards established in Section 179-57. (3) Retail/wholesale sales/office/commercial uses with a lot size below 40,000 square feet and building area less than 5,000 square feet that store or handle hazardous materials or wastes in amounts that do not exceed household quantities; (4) Construction activities: The activities of constructing, repairing, or maintaining any building or structure, provided that all contractors, subcontractors, laborers, and their employees follow all local, county, state and federal laws when using, handling, storing, or producing any hazardous materials or wastes; (5) Household use: the use of hazardous materials or wastes in amounts that do not exceed household quantities; (6) Municipal use: the municipal use of hazardous materials and any materials stored and used for the sole purpose of water supply treatment or as required by law; (7) Storage of oil(s): the storage of oil(s) used for heating fuel, provided that the container used for such storage shall be located within an enclosed structure that is sufficient to preclude leakage of oil to the external environment and to afford routine access for visual inspection and shall be sheltered to prevent the intrusion of precipitation; (8) Conservation of soil, water, plants, and wildlife; (9) Outdoor recreation, nature study, boating, fishing, and hunting where otherwise legally permitted; (10) Normal operation and maintenance of existing water bodies and dams, splash boards, and other water control, supply and conservation devices; (11) Use and development of single-family residential dwelling units; Page 7 of 14 (12) Use of land pursuant to an approved definitive subdivision plan, special permit, or variance; (13) Farming, gardening, nursery, conservation, forestry, harvesting, and grazing; (14) Construction, maintenance, repair, and enlargement of drinking-water-supply-related facilities such as, but not limited to, wells, pipelines, aqueducts, and tunnels; (15) Underground storage tanks related to permitted activities. B. Prohibited uses within the Town of Brewster. The following uses are prohibited throughout and within the Town of Brewster: (1) (Reserved) (2) Landfills receiving only wastewater and/or septage (wastewater residuals "monofils") as defined in 310 CMR 32.05, approved by the DEP pursuant to MGL c. 21, §§ 26 through 53; MGL c. 111, § 17; MGL c. 83, §§ 6 and 7, and regulations promulgated thereunder. (3) Storage of sludge and septage, as defined in 310 CMR 32.05, unless such storage is in compliance with 310 CMR 32.30 and 310 CMR 32.31. (4) Storage of deicing chemicals, chemically treated abrasives or other chemicals used for the removal of ice and snow on roads, unless such storage, including loading areas, is within a structure designed to prevent the generation and escape of contaminated runoff or leachate. (5) Storage of animal manure, unless such storage is covered or contained within a structure designed to prevent the generation and escape of contaminated runoff or leachate. (6) Earth removal not consistent with § 179-39 of the Brewster Zoning Bylaw. (7) Facilities that generate, treat, store or dispose of hazardous waste subject to MGL c. 21C and 310 CMR 30.000, except for the following: (a) Very small quantity generators of Class A regulated recyclable material as defined under 310 CMR 30.000. (b) Household hazardous waste centers and collection events under 310 CMR 30.390. (c) Waste oil retention facilities required by MGL c. 21, § 52A. (d) Water remediation treatment works approved by the Department of Environmental Protection (DEP) designed in accordance with 314 CMR 5.00 for the treatment of contaminated groundwater or surface waters and operated in compliance with MGL c. 21E and 310 CMR 40.0000. (8) Automobile graveyards and junkyards, as defined in MGL c. 140B, § 1. Page 8 of 14 (9) Storage of dry hazardous materials, as defined in MGL c. 21E, unless in a freestanding container within a building or above ground with adequate secondary containment adequate to contain a spill the size of the container's total storage capacity. (10) Storage of fertilizers unless such storage is within a structure designed to prevent the generation and escape of contaminated runoff or leachate. (11) Land uses that result in rendering impervious any lot or parcel more than 15% or 2,500 square feet, whichever is greater, unless a system for artificial recharge of precipitation is provided that will not result in the degradation of groundwater quality. (12) Any floor drainage system which discharges to the ground without a DEP permit or authorization C. Prohibited uses within Zones I and Zones II of the Groundwater Protection District. The following uses, which may be allowed in other areas of the Town of Brewster, are prohibited in Zones I and II of the Groundwater Protection District. Notwithstanding language to the contrary found within § 179-52 of the Zoning Bylaw, no variance for a use or activity not otherwise permitted shall be granted by the Board of Appeals within Zones I or Zones II of the Groundwater Protection District. (1) Storage of liquid petroleum and/or liquid hazardous products (as defined in MGL c. 21E), except the following: normal household use, outdoor maintenance and heating of a structure; fuel storage facilities as licensed by the Town; waste oil retention facilities required by statute, rule or regulation; emergency generators required by statute, rule or regulation. (2) Petroleum, fuel oil, and heating oil bulk stations and terminals, including, but not limited to, those listed under Standard Industrial Classification (SIC) Codes 5983 and 5171, not including liquefied petroleum gas. (3) Treatment works that are subject to 314 CMR 5.00 (not Title 5 septic systems), including privately owned sewage treatment facilities, except for the following: (a) The replacement or repair of an existing treatment works that will not result in a system capacity greater than the system capacity of the existing treatment works; (b) The replacement of existing subsurface sewage disposal system(s) with wastewater treatment works that will not result in a system capacity greater than the system capacity of the existing system(s); (c) Treatment works approved by DEP designed for the treatment of contaminated groundwater; and (d) Sewage treatment facilities in those areas with existing water quality problems when it has been demonstrated to DEP and the Planning Board's satisfaction that these problems are attributable to current septic problems and that there will be a net improvement in water quality. (4) Stockpiling and disposal of snow or ice removed from highways and streets located outside of a Zone II that contains sodium chloride, chemically treated abrasives or other chemicals used for snow and ice Page 9 of 14 removal. (5) Earth removal, consisting of the removal of soil, loam, sand, gravel, or any other earth material within 10 vertical feet of historical high groundwater table elevation, as determined from monitoring wells and historical water table fluctuation data compiled by the United States Geological Survey. (6) Industrial and commercial uses which discharge process wastewater on site. (7) Facilities or works for the treatment or disposal of nonsanitary wastewater that are subject to 314 CMR 5.00, or that discharge to the ground nonsanitary wastewater, including industrial and commercial process wastewater, except the following: (a) The replacement or repair of an existing system/treatment works that will not result in a design capacity greater than the design capacity of the existing system/treatment works; (b) Treatment works approved by the Department of Environmental Protection designed for the treatment of contaminated groundwater and operating in compliance with 314 CMR 5.05(3) or 5.05(13); and (c) Publicly owned treatment works. (8) Storage of commercial fertilizers, as defined herein and in MGL c. 128, § 64. (9) Gasoline stations, automotive service stations or car washes or motor vehicle or commercial boat storage or repair. For the purposes of this chapter, "commercial" is defined as any activity involving the sale of goods or services carried out with the intent of earning a profit. (10) Dry-cleaning establishments. D. Uses/structures allowed by special permit. (1) Unless otherwise exempted or prohibited elsewhere by this article and as otherwise permitted in the underlying zoning district, the following uses and activities shall require a special permit from the Planning Board. Where the use or activity requires a special permit from another special permit granting authority, the provisions of this article shall nevertheless apply, although the Planning Board and the other special permit granting authority may hold a combined public hearing pursuant to MGL c. 40A, § 9 in lieu of separate public hearings: (a) (Reserved) (b) The application for the construction of 10 or more dwelling units, whether on one or more contiguous lots, tracts, or parcels, or whether contained within one or more structures; (c) The application for a nonresidential use of 40,000 square feet or greater in lot size or 5,000 square feet or greater of gross floor area; (2) Provided that the following uses and/or structures are permitted by the underlying zoning district and Page 10 of 14 other relevant regulations, a special permit may be issued by the Planning Board for the following uses and/or structures, provided that the Planning Board may impose conditions upon the use or structure, consistent with the authority provided in MGL c. 40 § 9, such that the use or structure will not, in the Planning Board's sole judgment, be inconsistent with the purpose and intent of this bylaw. Notwithstanding the powers hereby conveyed by this article and MGL c. 40A, § 9 to the Planning Board and in recognition of the expertise found within the members of the Water Quality Review Committee, the Planning Board shall, in accordance with the procedures of MGL c. 40A, § 11, cause all applications for a special permit pursuant to this article to be submitted to the Water Quality Review Committee for the Committee's comments and recommendations as provided by MGL. c. 40A, § 11. The Planning Board shall include in its decision an explanation regarding any substantive deviation from the Committee's recommendation regarding the approval, denial, or conditional approval of the special permit application. (a) The application of fertilizers for nondomestic or nonagricultural uses. Such applications shall be made in a manner so as to minimize adverse impacts on groundwater due to nutrient transport, deposition and sedimentation and shall conform to Chapter 119 of the Brewster Town Code, Fertilizer Nutrient Control. [Amended 11-18-2019FYTM, Art. 6] (b) The construction of dams or other water control devices, ponds, pools or other changes in water bodies or courses, created for swimming, fishing or other recreational uses, or drainage improvements. (c) (d) Any use which involves on-site wastewater disposal facilities having over 10,000 gallons per day capacity or disposal of process waste from operations other than personal hygiene and food for residents, patrons and employees. (e) Commercial boat and motor vehicle storage, service or repair. For the purposes of this Chapter, "commercial" is defined as any activity involving the sale of goods or services carried out with the intent of earning a profit. (f) Storage of home heating fuels in approved containers in amounts greater than 275 gallons or in the aggregate, greater than 275 gallons. (g) Treatment works that are subject to 314 CMR 5.00, including privately owned sewage treatment facilities, and: [1] The replacement or repair of an existing treatment works that will not result in a design capacity greater than the design capacity of the existing treatment works. [2] The replacement of existing subsurface sewage disposal system(s) with wastewater treatment works that will not result in a design capacity greater than the design capacity of the existing system(s). [3] Treatment works approved by the Massachusetts Department of Environmental Protection designed for the treatment of contaminated groundwater. Page 11 of 14 [4] Sewage treatment facilities in those areas with existing water quality problems when it has been demonstrated to the Department of Environmental Protection's and the special permit granting authority's satisfaction both that these problems are attributable to current septic problems and that there will be a net improvement in water quality. § 179-57 Performance standards. [Amended 11-17-2008 FYTM, Art. 17; 10-19-2009 FYTM, Art. 18] To preserve the natural land surface providing high-quality recharge to the groundwater, to limit sewage flow and fertilizer application to amounts which will be adequately diluted by natural recharge and to prevent the discharge or leakage of toxic or hazardous substances into the surface and groundwater resources, all new, altered or expanded uses within Zone I, Zone II and/or the DCPC area shall meet the following performance standards, in addition to those requirements imposed by this article or the Planning Board: A. No new, altered or expanded uses within Zone I, Zone II and/or the DCPC area shall exceed a five- parts-per-million (ppm) nitrogen loading standard based on the methodology contained in the Brewster Board of Health Nitrogen Loading Regulation. The overall concentration of nitrate nitrogen resulting from domestic wastewater disposal, road runoff,fertilizer application, and other nitrogen sources, when diluted by rainwater recharge on the lot, shall not exceed five parts per million (5 ppm). The policies and procedures in the Brewster Board of Health Nitrogen Loading Regulation will be used to confirm compliance with the 5 mg/L standard. The regulation requires the use of a nitrogen loading spreadsheet developed by the Board of Health to calculate the nitrogen concentration for a subject property based on the proposed land uses. The Board of Health or the Health Agent will review the proposed project and the nitrogen loading spreadsheet calculations for compliance with the health regulation and the performance standards in this Bylaw. B. All toxic or hazardous materials shall be stored in product-tight containers, protected from corrosion, accidental damage or vandalism, and shall be used and handled in such a way as to prevent spillage with provisions for spill containment and cleanup procedures. In addition, commercial enterprises shall be required to maintain a product inventory and reconcile said inventory with purchase, use, sales and disposal records at sufficient intervals to detect product loss. Subsurface fuel and chemical storage facilities in compliance with local regulations and Massachusetts fire prevention regulations shall be deemed to be in compliance with this standard. C. No toxic or hazardous materials shall be present in waste disposed on the site. Waste composed in part or entirely of toxic or hazardous materials shall be retained in product-tight containers for removal and disposal by a licensed scavenger service or as directed by the Board of Health. D. Contaminant levels in groundwater resulting from disposal of any substance from operations, other than personal hygiene and food for residents, patrons and employees or from wastewater treatment and disposal systems greater than 10,000 gallons per day capacity, shall not exceed those levels specified in the Drinking Water Regulations of Massachusetts, 310 CMR 22.00, after allowing for dilution by Page 12 of 14 natural recharge on the premises. If higher, background levels of individual constituents in the groundwater shall not be exceeded. E. All new, altered or expanded uses shall comply with the requirements of the Stormwater Management Bylaw (Chapter 272) to collect, treat and manage stormwater. G. Sand and gravel removal operations shall be limited to a plane that is at least 10 feet above the historical high groundwater level for that location. Land area exposed at any one time shall be limited to no more than five contiguous acres in surface area and land disturbed by sand and gravel removal operations shall be returned to a natural vegetative state within one year of completion of operations. H. Monitoring of regulated substances in groundwater monitoring wells. If required by the Planning Board, groundwater monitoring well(s) shall be provided at the expense of the applicant in a manner, number, and location approved by the Planning Board. Except for existing wells found by the Planning Board to be adequate for this provision, the required well(s) shall be installed by a water well contractor. Samples shall be analyzed and analytical reports that describe the quantity of any hazardous material or waste present in each monitoring well shall be prepared by a Massachusetts certified laboratory. § 179-58 Prohibited uses within Pleasant Bay Watershed. [Amended 11-17-2008 FYTM, Art. 17] (Reserved) § 179-58.1 Uses/structures allowed by special permit within the Pleasant Bay Watershed. [Added 11-17-2008 FYTM, Art. 17] (Reserved) § 179-58.2 Performance standards within Pleasant Bay Watershed. [Added 11-17-2008 FYTM, Art. 17] (Reserved) § 179-59 Prohibited uses within the watersheds of surface water bodies other than Pleasant Bay. [Amended 11-17-2008 FYTM, Art. 17] (Reserved) § 179-59.1 Uses/structures allowed by special permit within watersheds of surface water bodies other than Pleasant Bay. [Added 11-17-2008 FYTM, Art. 17] (Reserved) § 179-59.2 Performance standards within watersheds of surface water bodies other than Pleasant Bay. [Added 11-17-2008 FYTM, Art. 17] (Reserved) § 179-60 (Reserved) [Amended 11-17-2008 FYTM, Art. 17] Page 13 of 14 § 179-61 Water quality review. A. Water Quality Review Committee. There is hereby established a Water Quality Review Committee (WQRC), comprising one representative each appointed from time to time by and from the Select Board, Board of Health, Planning Board, Conservation Commission, Water Commission, Comprehensive Water Planning Committee, Health Director and Building Commissioner. [Amended 11-18-2013 FYTM, Art. 10; 11-13-2017 FYTM, Art. 13] B. Certificate of water quality compliance. (1) A certificate of water quality compliance shall be obtained by the owner of the premises from the WQRC or, for special permit uses, from the SPGA: (a) For erection of any new principal structure other than a single-family dwelling or for change in occupancy requiring a certificate of use and occupancy under the State Building Code. (b) For occupancy of any premises not requiring a Certificate of use and occupancy but involving the storage, handling or transportation of toxic or hazardous wastes. (2) No building permit or certificate of use and occupancy shall be issued by the Building Commissioner unless a certificate of water quality compliance, if required, has been applied for or obtained. C. Requirements. A certificate of water quality compliance shall be granted only as follows: [Amended 11-18-2019FYTM, Art. 6] (1) For new construction or additions or new activities not involving structures, only if in full compliance with all requirements of § 179-57, Performance standards. (2) For change in occupancy or operation on previously developed premises, only if the requirements of § 179-57B, C and D are met, and the requirements of all other subsections of § 179-57 are either met or, if previously exceeded, there will be no further increase in noncompliance. D. Submittals. In applying for a certificate of water quality compliance or a special permit, two paper sets and one electronic copy of application materials shall be submitted to the Building Commissioner, who shall forward them to each member of the WQRC. In the case of uses requiring a special permit under § 179-56D, one set shall also be submitted to the SPGA along with any other application materials. All information necessary to demonstrate compliance must be submitted, including but not limited to the following: [Amended 11-18-2019FYTM, Art. 6] (1) A complete list of all chemicals, pesticides, fuels and other potentially toxic or hazardous materials to be used or stored on the premises in quantities greater than those associated with normal household use, accompanied by a description of measures to protect from vandalism, corrosion and leakage and to provide for control of spills. (2) A description of potentially toxic or hazardous materials to be generated, indicating storage and disposal method. Page 14 of 14 (3) Evidence of approval by the Massachusetts Department of Environmental Protection of any industrial waste treatment or disposal system or any wastewater treatment system over 15,000 gallons per day capacity, accompanied by analysis by a professional engineer in sanitary or civil engineering registered in the Commonwealth of Massachusetts certifying compliance with § 179-57D. E. Action. For uses not requiring a special permit under § 179-56D, the WQRC shall act within 21 days of application, approving it by issuing a certificate of compliance if a majority determine that the applicant has adequately demonstrated compliance with the requirements of the Water Quality Protection District, and rejecting the application otherwise. For uses requiring a special permit under § 179-56D, the WQRC shall make recommendations to the SPGA within 35 days of receipt of the application, as provided in MGL c. 40A, § 11. [Amended 11-18-2019FYTM, Art. 6] F. Certificate review. (1) Each three years the WQRC shall review compliance with this article and the certificate of water quality compliance. Upon request, certificate holders shall submit the following: (a) Description of any changes from the originally submitted materials. (b) Description of any maintenance, repair, replacement, or expansion of the existing sewage disposal system, sewage pumping, or certified inspections completed from the date of the issuance of the last certificate renewal. The Certificate holder shall self-certify that the sewage disposal system has been properly maintained and is in proper operating condition. (d) Results from analysis of leachate or wastewaters as may be required by the Board of Health. (e) Documentation on the operation and maintenance of stormwater facilities permitted under the Stormwater Management Bylaw (Chapter 272). (2) Evidence of noncompliance shall be reported to the Building Commissioner for enforcement action. § 179-62 Enforcement. A. Inspection. These provisions shall be enforced by the Building Commissioner. The Building Commissioner or agent of the Board of Health may enter upon the premises at any reasonable time to inspect for compliance with the provisions of this article. Evidence of compliance with approved waste disposal plans may be required by the enforcing officers. All records pertaining to waste disposal and removal shall be retained. B. Violations. Written notice of any violations shall be provided to the holder of the certificate of water quality compliance, specifying a time for compliance, including cleanup of any spilled materials which is reasonable in relation to the public health hazard involved and the difficulty of compliance, but in no event shall more than 30 days be allowed for either compliance or finalization of a plan for longer term compliance, approved by the Water Quality Review Committee. Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 MEMORANDUM TO: Select Board FROM: Peter Lombardi, Town Administrator & Donna Kalinick, Assistant Town Administrator RE: Upcoming Meeting Schedule & Format for Town Committees DATE: September 13, 2021 We are recommending the approach to Town board and committee meetings that the Board adopted in June continue through October: In-person/hybrid meetings will be held in Room A. We are still working with our vendor to get a second hybrid option installed in Room B. In-person attendance will be limited to board/committee members and staff only through October. Attendance is limited to 6 people in order to allow for social distancing. Public attendance will continue to be through Zoom webinar through October In-person attendees will not be required to wear masks but may choose to do so in accordance with our recent mask advisory; rooms are equipped with air purifiers and are cleaned between meetings Committee members and/or staff can opt to participate remotely instead of in- person. Most Committees opted to remain virtual during the June to September timeframe. The committees who opted for the hybrid meeting format are: Select Board, Brewster School Committee, Board of Health and Recycle Commission. Select Board and School Committee recently went back to the virtual format. Office of: Select Board Town Administrator Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 MEMORANDUM TO: Select Board FROM: Peter Lombardi, Town Administrator RE: Upcoming Meeting Schedule & Format for Town Committees DATE: June 4, 2021 In light of changing state protocols, pending legislation, and currently available technology, we are recommending the following approach to Town board and committee meetings starting next month: In-person/hybrid meetings can be held in Room A only in July and August In-person/hybrid meetings are anticipated to begin in Room B as well starting in September In-person attendance will be limited to board/committee members and staff only through September Public attendance will continue to be through Zoom webinar through September In-person attendees will not be required to wear masks but may choose to do so; we do not currently plan on installing partitions between attendees; rooms are equipped with air purifiers and will be cleaned between meetings Committee members and/or staff can opt to participate remotely instead of in- person; we anticipate that state legislation will waive in-person quorum requirements Initial limit of six (6) individuals attending in-person in Room A, subject to change Limits on in-person attendance in Room B (once available) will be based on circumstances at that time Due to scheduling conflicts, some committees may not be able to meet in-person until September Please see attached memo from Donna Kalinick for more details. I want to express my appreciation to all of the volunteers who serve on our boards and committees for their patience and flexibility over the past 15 months. We are hopeful that by early this fall the state will have determined their policy position and adopted related legislation so that we can develop a long-term plan for our boards and committee in a way that maximizes the benefits of both remote and in-person participation. Office of: Select Board Town Administrator Town of Brewster 2198 Main Street Brewster, MA 02631-1898 Phone: (508) 896-3701 Fax: (508) 896-8089 MEMORANDUM TO: Peter Lombardi, Town Administrator FROM: Donna J. Kalinick, Assistant Town Administrator for Community Development & Finance RE: Committee Meetings, July-September 2021 In May, the Town working with BGTV, installed a ZOOM hybrid option in Room A, anticipating a future need to hold hybrid meetings in the near term. Since then, the State has lifted regulations and will end the State of Emergency as of June 15th, suspending provisions that allow for remote meeting participation. We know now that the State is working on a legislative fix through September 1st. Based on our discussion with JP Ludwig and Suzanne Bryan, BGTV, the following recommendations are made for committee meetings and scheduling for the months of July, August and September. At this time, we can hold one Zoom hybrid in-person meeting and one Zoom fully remote meeting. We will work to install a second hybrid option in Room B to be completed by the end of August. At this time, demand for these installations and services is very high. No public attendance of meetings will occur until at least October. The following Committees will meet in Room A and have the Zoom hybrid in-person meeting: Select Board, Conservation Commission, Planning Board, Board of Health, Affordable Housing Trust, Brewster School Committee, Natural Resources Advisory, Vision Planning, CPC, Golf Commission and Recreation Commission Due to scheduling conflicts, the following Committees will meet remotely: ZBA, HDC, Housing Partnership, Cultural Council, Assessors, OKHD **Finance Committee will have the option to meet the 1st and 3rd Wednesdays at 4pm or they can meet remotely at 6pm Office of: Select Board Town Administrator The following committees who meet during the day have the option to go hybrid or remain remote. Due to scheduling, this decision must be made up front for all three months: Bikeways, Water Commissioners, WQRC, Cemetery Commission, COA Board, Energy Committee, Drummer Boy Park Advisory Committee, Historical Commission, Recycle Commission Due to the complexity of scheduling, making the rooms safe and ensuring continued social distancing, the following guidelines will apply: 1-All in person hybrid meetings must end ½ hour prior to the next scheduled meeting to allow for cleaning in-between 2-In person hybrid meetings will be limited to 6 total people. Committees and their support town staff will have to determine how that will function for them. 3-Committees may not change their date or time without first talking to administration who will coordinate changes with BGTV and the Town Clerk’s office May 28, 2021 Brewster Conservation Commission 2198 Main St Brewster, MA 02631 Re: Continuation of Remote Meetings Dear Commission Members: The intent of this letter is to inform you that Coastal Engineering Co., Inc. (CEC) is in favor of, and supports the continuation of remote Conservation hearings, despite the end of the COVID-19 restrictions. Over the course of the past year, we at CEC have found that participating in remote hearings has been extremely beneficial, not only for travel time savings, but also for consultants, clients and abutters who may not have the opportunity to appear in-person. We at CEC hope that you and the other members of the Commission approve the continuation of remote meetings indefinitely. Thank you for your time and consideration. Respectfully, COASTAL ENGINEERING CO., INC. Carla A. Davis cc: Noelle Aguiar, Conservation Administrator Archive d: Friday, June 4, 2021 2:28:13 PM From: McCarthy-Licorish, Lisa N (DPH) Se nt: Tue, 25 May 2021 12:18:36 To: McCarthy-Licorish, Lisa N (DPH) Subje ct: Governor Baker Files Legislation to Extend Certain CO VID-19 Emergency Measures Se ns itivity: Normal Pre ss Release : https://www.mass.gov/news/governor-bake r-files-l e gislation-to-e xte nd-certai n-covi d-19-emergency-measures FOR IMMEDIATE RELEAS E: \u8203 ?May 25, 2021 CONTACT Governor's Pres s Office\u8203 ? gov.press @mas s .gov Governor Bake r File s Legislation to Extend Certain COVID-19 Emergency Measures\u8203 ? BOSTON — Today, Governor C harlie Baker will file legis lation to extend certain emergency meas ures currently in place via executive orders that are set to expire on June 15 when the State of Emergency will be res cinded. Mos t res trictions, including limitations placed on bus ines s es , will be res cinded effective May 29 as Mas sachusetts nears the g oal of vaccinating four million res idents. This legis lation propos es to extend meas ures providing for a temporary s uspens ion of certain open meeting law requirements , s pecial permits for expanded outs ide dining at restaurants, and billing protections for COVID-19 patients . When the State of Emergency ends , thes e orders will expire, and temporarily extending these meas ures will allow for time to trans ition. Extending thes e meas ures , which were instituted by executive order, requires leg is lation. To allow public bodies to s afely meet during the pandemic and ensure public acces s to meetings, Governor Baker is s ued an Executive Order in March 2020 allowing thes e bodies to meet quorum requirements even if meetings were held remotely through electronic means as long as meas ures were taken to ens ure the public with electronic access to the proceedings . The bill filed by Governor Baker today will extend thes e provisions related to the C ommonwealth’s Open Meeting Law until September 1, 2021, which will allow additional time to cons ider pos s ible permanent changes to the open meeting law to provide for g reater flexibility in conducting open meetings through reliance on electronic s treaming and s imilar meas ures . The bill will als o grant municipalities authority to extend s pecial permits for res taurants offering outdoor dining is s ued under the State of Emergency through November 29, 2021. Under an Executive Order is s ued in 2020, municipalities were permitted to use an expedited proces s to approve temporary permits for new or expanded outdoor dining and alcohol s ervice. Without a legis lative extension, s pecial permits granted under the Governor’s Order will expire 60 days after the end of the State of Emergency. The legislation will als o extend a protection adopted in an executive order that prohibits medical providers from billing patients who have received COVID-related emergency and inpatient s ervices for charges in exces s of costs paid by their ins urers . As filed, the protection would extend until January 1, 2022, at which time recently pass ed federal legis lation that included protections for both emergency and non- emergency cas es will become effective. Earlier this year, Governor Baker s ig ned legislation es tablis hing s urpris e billing protections for patients for non-emergency services. “Mass achus etts is leading the nation in the vaccination effort and that prog res s is enabling the Commonwealth to return to normal,” said Governor Charlie Baker. “Thes e temporary meas ures will help bus ines s es and residents in this trans ition period, and I look forward to working on thes e and other is sues in the week ahead with our partners in the Leg is lature.” Las t week, Governor Baker announced that on May 29, all indus tries will be permitted to open. With the exception of remaining face-covering requirements for masks in public and private trans portation s ys tems , hos pitals and other facilities housing vulnerable populations , all indus try res trictions will be lifted at that time, and capacity will increase to 100% for all indus tries . The gathering limit will be res cinded. Before June 15, the adminis tration plans to take additional s teps that will permit the continuation of targeted public health meas ures beyond the end of the State of Emergency, including the mas k requirements announced las t week. ### FYI ITEMS (MAIL) September 13, 2021 1.Cape Cod Sea Camps citizen feedback 2.Brewster Affordable Housing Trust Support Letter- Cape Cod Sea Camps 3.Brewster Ponds Coalition Support Letter- Cape Cod Sea Camps 4.Natural Resources Advisory Commission Support Letter- Cape Cod Sea Camps 5.Abutters Notifications- 22 Gulls Way, 137 Regatta Road, & 268 Slough Road 6.Donation to the Millsites Committee 7.Spring Main Streets recap RISE and NRM 8.Chatham Bars Inn Farms (2) One Day Liquor licenses approved administratively Archive d: Wednesday, September 8, 2021 1:55:51 PM From: Kathy Lambert Se nt: Wed, 25 Aug 2021 19:51:40 +0000Authentication To: Erika Mawn Subje ct: FW: Potential Acquisition of Cape Cod Sea Camps Se ns itivity: Normal Sent from my Verizon, Sams ung Galaxy smartphone -------- Original message -------- From: Charter <jonthyng@charter.net> Date: 8/25/21 3:30 PM (GMT-05:00) To: Kathy Lambert <klambert@brewster-ma.gov> Subject: Potential Acquisition of Cape Cod Sea Camps Thank you for holding the town forum last week and especially for all the work put into researching the potential purchase of CCSC. Although I currently live in southern NH, I grew up nearby in Harwich and have been a Brewster homeowner/taxpayer for over 29 years now. I hope to retire to our home in Brewster within the next 5 years as the Cape has always been home to me. It was only the Army and my career which took me away! I am very much in favor of the purchase of these properties by the Town of Brewster. I miss the summer sounds coming from the camp (I can actually see the Bay property from my property at the corner of Puritan Drive and Millstone) and I look forward to potential public access and use of both the Bay and Long Pond properties. Thank you again for your work to this end! Jon Thyng 19 P uritan Drive Archive d: Wednesday, September 8, 2021 1:56:00 PM From: Donna Kalinick Se nt: Fri, 27 Aug 2021 19:09:23 +0000Authentication To: Erika Mawn Subje ct: FW: Potential acquisitions of the CCSC properties Se ns itivity: Normal FYI From: Donna Kal i ni ck <dkalinick@brewster-ma.gov> Sent: Fri day, August 27, 2021 3:04 PM To: Susan Banks <smbanks@comcast.net> Cc: townadmin <townadmi n@brewster-ma.gov> Subject: RE: Potenti al acquisiti ons of the CCSC properties Hi Sue , thank you for the feedback. It will be share d wi th our Town Admi ni strator, Pe ter Lombardi and the Select Board. The re are many part-time residents that woul d like to vote on thi s issue, but Mass State l aw only al l ows you to be re giste red to vote in one location. We wi l l work hard to make sure part-ti me re si de nts are part of the master planni ng process if Town me e ting approve s the acqui si tion. Donna Donna J. Kalinick Assi stant Town Admi ni strator Town of Brewster 508-896-3701 X1130 Begi nni ng July 6th, Brewster Town Offi ces will be open to the publ i c Tue sday, We dne sday, and Thursday from 8:30 to 4:00pm. Be ach and Re cycle Pe rmits are not avai l able i n person but can be purchased online or through our mai l -in program. For the l atest updates on Town se rvi ce s, please vi si t www.bre wste r- ma.gov From: Susan Banks <smbanks@comcast.net> Sent: Fri day, August 27, 2021 2:04 PM To: Donna Kalinick <dkal i ni ck@brewster-ma.gov> Cc: townadmin <townadmi n@brewster-ma.gov> Subject: Re : Pote ntial acqui si tions of the CCSC prope rti e s Thank you, Ms Kalinick. I appreciate your response. I be l i e ve the property tax revenue the Town will forgo i f the parce l s are publ i cl y acquire d needs to be an expense of the transaction(s) that shoul d be re flecte d in the “pricing” information that the Town i s pre se nting to re si de nts for considerati on. As my i nitial email indi cate d, I was unabl e to fi nd any menti on of it in the posted material s about these propose d acqui si tions. Wi thout re cognizing publicly those forgone revenue s, the propone nts are understating the fi nancial impact of the pote ntial acqui si tions. Whi l e you might not consider $80,000 i n lost revenue si gnificant give n the ove ral l budge t, i f the ave rage Brewster home’s real estate tax bi l l is $5000, you’d ne e d 16 ne w homes bui l t just to replace the lost tax revenue. The re maybe 16 ne w house s being built in Brewster now but they must be i ncredibly we l l hidden as real tors re gularly re ach out to me to see i f I wi sh to list my home f or sale consi de ring the low inve ntory of availabl e (new or ex i sting) property. If the Town be l i e ves i t can re pl ace those l ost property tax revenues(because of new re si de ntial re al e state taxes or new busi ness taxes it expects to collect), i t shoul d publicly pre se nt that i nformati on. I hope to atte nd or liste n to the Speci al Town Mee ting. Unfortunately, because I am onl y a part-time resident of Brewster, I get the pri vilege of paying for the Town’s budget through service fees and real estate taxes without be i ng able to vote on any increases resulting from my voti ng ne i ghbors’ decisions. I trust the y will make good decisions on these proposals, but it woul d be more reassuring for those of us who wi ll pay for these acquisiti ons wi thout having had the opportunity to vote for them, if al l of the opportuni ty costs associ ate d wi th the proposal s we re i ncl uded for the voting re si de nts’ consi de ration. Kind regards, SM Banks On Aug 27, 2021, at 1:01 PM, Donna Kalinick <dkalinick@bre wste r-ma.gov> wrote : \u-257 ? Hi Susan, thank you for your email. The Cape Cod Sea Camps pay approximately $80,000 i n taxes for both properti e s annually. Though not insigni ficant, this i s a rel ati vely small portion of the Town’s tax base. In te rms of the $200,000; i t i s not to bridge to pote ntial partne rships; i t i s to cove r i tems such as securi ty, property mai ntenance and prope rty i nsurance for the i ni tial ti me frame while the Town works through the Master Planni ng process and ci tizen’s engageme nt around the future uses of the properties. While we do not have an active marijuana faci l i ty ye t, we do anti ci pate we wi l l have a grow facility ope n in a year, shortl y followe d by a re tai l store and we should as a communi ty discuss whethe r those re venues shoul d be used to some extent to of fset thi s acqui si tion and future costs associated with it. Whi l e we see this acquisiti on as an investme nt i n the future of our Bre wste r communi ty, we understand and appre ci ate questi ons and concerns from our resident. We look forward to se e i ng you on 9/25 at 10am for the Spe ci al Town meeti ng where this potenti al acquisiti on wi l l be discussed and voted on by residents. Sincere l y, Donna Donna J. Kalinick Assi stant Town Admi ni strator Town of Brewster 508-896-3701 X1130 Begi nni ng July 6th, Brewster Town Offices will be open to the publ i c Tue sday, We dnesday, and Thursday f rom 8:30 to 4:00pm. Be ach and Re cycle Permi ts are not avai l able i n person but can be purchased onl i ne or through our mai l -in program. For the latest updates on Town se rvi ce s, please vi si t www.bre wster-ma.gov From: Jame s Paul Ludwi g <jludwig@brewste r-ma.gov> Sent: Thursday, August 26, 2021 2:02 PM To: Donna Kalinick <dkal i ni ck@brewster-ma.gov>; Susan Broderi ck <sbrode rick@brewster-ma.gov>; smbanks@comcast.net Subject: Fw: Pote ntial acqui sitions of the CCSC prope rti e s Mes s age received through BGTV. I’m directing this to the administration for further details . Regatds , James Paul Ludwig Video S ervices Coordinator Town of Brewster, MA (508) 896-3701 x1200 From: Susan Banks <smbanks@comcast.net> Sent: Thursday, August 26, 2021 1:30 PM To: James Paul Ludwig <jl udwig@brewster-ma.gov> Subject: Potenti al acquisiti ons of the CCSC properties I watched and l i stened to the presentation about the pote ntial acqui si tions and have read all the posted materi als. Two pieces of i nformati on I have be e n unabl e to locate and would appreciate di recti on to whe re that i nformati on could be found: Pre sumably, the current owners of the two parce l s pay real estate tax e s on e ach parcel . The assessed val ue s and apprai se d values for each prope rty were included i n the presentati on but not the actual re al e state tax assessed or col l ected. If eithe r or both parce l s are acquire d through acqui si tion or e mi nent domain by the Town, ne i ther parcel will be tax e d. Consequentl y, the Town’s annual re venue (dri ven mainly by re al estate tax e s) will be reduced. What is the ex pe cted yearly re duction i n town reve nue if the parcels are no longe r i n the tax e d re al e state inve ntory? How woul d the town make up thi s list re venue i n its budge t? The di scussi on of fi nancing the acquisiti ons includes authorizing an addi tional $200,000 for operating costs but that appears to be associ ate d wi th financi ng needed to cover the ti me delay i n the contributi ons pledge by groups l i ke Mass Audubon and Truste e s of Reservations e tc and to cover immediate needs like i nsurance and prope rty management of the parcels once the Town became the owne r. Whe n the debate, then vote, on permitting marijuana growing and dispensing in Brewster was underway, proponents of licensing stressed how the town’s finances were si gnificantly dependent on property tax re venue col l e ction and the need to expand re venue sources. Now the town itse l f i s active l y advocati ng reducing property tax re venue col l e ction by taking over currently held private property that ge ne rates the property tax re venue the town needs. Whe re can I go for this i nformation? Shoul d thi s be di scusse d as part of the Town’s acquisiti on plans. Thank you. Susan M Banks 64 Marshview Lane Bre wste r MA Archive d: Friday, September 10, 2021 12:27:23 PM From: Peter Lombardi Se nt: Fri, 10 Sep 2021 15:22:48 +0000Authentication To: Select Board Cc: Donna Kalinick; Erika Mawn Subje ct: FW: BPC Board unanimously supports acquisitio of Sea Camps properties Se ns itivity: Normal FYI Peter Lombardi Town Administrator Town of Brewster 508-896-3701 x. 1128 Beginning July 6th, Brewster Town Offices will be open to the public on Tuesdays, Wednesdays, and Thursdays from 8:30 to 4:00pm. Beach and Recycle Permits are not available in person but can be purchased online or through our mail-in program. For the latest updates on Town services, please visit www.brewster- ma.gov. From: Konrad Schul tz <konrad.schul tz@brewsterponds.org> Sent: Fri day, Se ptember 10, 2021 11:18 AM To: Pete r Lombardi <pl ombardi @brewster-ma.gov> Subject: Fwd: BPC Board unani mousl y supports acquisiti o of Se a Camps properties Hi Pete r. I hope u r well. Please see this l i nk re: the BPC Board voting unani mousl y to support the Se a Camp parce l s acqui si tion. https://www.brewsterponds.org/newsevents/brewster-ponds-coaliti on-board-unanimously-supports-sea-camps-acqui si tion Poste d to the BPC front page, NEWS Page blog, FB/TW and letter sent to CCTi me s and Cape Codder. Emai l blast to our f ul l list to come. Best, Konrad September 10, 2021 The Board Of The Brewster Ponds Coalition unanimously supports the Town of Brewster’s acquisition of two large, developable parcels known as The Brewster Sea Camps. Both parcels offer significant potential benefits to citizens. By acquiring them, the town would prevent major development on both parcels and eliminate significant septic flows to protect Brewster’s groundwater and Long Pond. The town would also gain important beachfront access to Cape Cod Bay. There are many more benefits that are detailed in this video which will answer most of your questions: http://video.brewster-ma.gov/CablecastPublicSite/show/5586?channel=1 We urge all residents of Brewster to attend town meeting on Saturday, September 25th at 10AM and vote in favor of this article. Check in will begin at 9AM. Best, Susan Bridges, President John Keith, Vice President Rob Condon, Treasurer Ron Essig Nancy Ortiz, Clerk Marty Burke Cameron Ferguson Marcia Keilb Mary Mauterstock Konrad Schultz Town of Brewster Natural Resources Advisory Commission 1657 Main St., Brewster, MA 02631 naturalresourcesmeeting@brewster-ma.gov (508) 896-4546 Brewster Natural Resources Advisory Commission Kimberley Crocker Pearson, Chair Amy Henderson, Vice Chair, Brewster Conservation Trust Representative Cameron Ferguson, Clerk, Brewster Ponds Coalition Representative Pat Hughes Don Poole Chris Williams Elizabeth Taylor, Open Space Representative Mary Chaffee, Select Board Liaison Natural Resources Department Chris Miller, Director Ryan Burch, Senior Natural Resources Assistant Dave Johnson, Natural Resources Officer Noelle Aguiar, Conservation Administrator/ Natural Resources Assistant To the Select Board, Town of Brewster: The Brewster Natural Resources Advisory Commission (BNRAC) has voted unanimously to support the September 25, 2021 Town Meeting Warrant articles authorizing the Select Board to pursue acquisition of the Cape Cod Sea Camps properties on Cape Cod Bay and Long Pond. Town ownership of these properties furthers the priorities laid out in the Phase I Coastal Resource Management Plan, the Brewster Open Space Plan, and the Brewster Vision Plan. These include, but are not limited to: ●Protecting and maintaining a maximum amount of open space for the purpose of ensuring protection of a sufficient safe drinking water supply to meet the needs of Brewster ’s residents and visitors today and in the future ●Planning, coordinating and implementing open space protection measures that preserve habitat diversity and protect marine and fresh surface water resources ●Continue the town’s strong commitment to acquiring and protecting upland wooded, open field, coastal and wetland parcels that preserve and enhance community character ●Providing access for water dependent activities ●Protecting vulnerable infrastructure, visual access, and sense of place threatened by changing conditions The BNRAC is charged with providing guidance and advising the Natural Resources Department, Select Board, and Town Administration on issues related to the protection, management, and enhancement of the Town’s coastal resources, ponds, streams, conservation lands, beaches and landings. The BNRAC is prepared to assist the Town Brewster Select Board and Department of Natural Resources in guiding the sustainable use and enjoyment of these properties in ways that safeguard and enhance their ecological, social and recreational benefits over the long term. Respectfully submitted, Kimberley Crocker Pearson MS MD MPH Chair, Brewster Natural Resources Advisory Commission