HomeMy Public PortalAboutSelect Board Meeting Packet - 01.31.20221/26/22 Barnstable County COVID-19 Update
Although new case numbers in Barnstable County appeared to have peaked during the period 1/3 to 1/11/22 unfortunately fatalities appear to be doing so
this week (see charts below). Over the past 7 days 26 fatalities have been reported.
Over the past 7 days the average number of new cases per day have continued the trend lower.
Barnstable County, 255/day (7-day avg.)
Dukes County, 26/day (7-day avg.)
Nantucket County, 28/day (7-day avg.)
Hospitalizations (3-day average census = 69) remain high and there were 10 persons in the ICUs this afternoon.
55% (82,760) of fully vaccinated Barnstable County residents (150,276) have received booster doses (as of 1/18/22). These data are updated by the DPH
weekly on Thursday evenings.
The DPH updates town-specific cases numbers and test positivity rates weekly on Thursday evenings, and I will report upon this week's update on Friday.
Public vaccination clinics: https://www.barnstablecountyhealth.org/newsroom/vaccination-clinics-in-barnstable-county
PCR testing sites: https://www.barnstablecountyhealth.org/newsroom/covid-19-testing-opportunities-in-barnstable-county
______________________
Vaira Harik, M.S.
Assistant County Administrator
Barnstable County, MA
Cell: 774-487-9435
Email: vharik@barnstablecounty.org
Weekly Count of New COVID-19 Infections: March 8, 2020 – January 22, 2022
1 5 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
117
202425
53
2420
8 8 5
1113
21
32
2125
12
6 7 3 3 1 0 1 0 0 0 0
2 3 5 9
14
7 9 1215
6 9 9 8 5 5 5 5
9
20
39
21
29
4847
54
82
118
5456
0 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 0 0 0 0
1
7
0 3 0 0 0 0 0 0
1 1
11
38
30
16
0
20
40
60
80
100
120
140
3/8-3/143/15-3/213/22-3/283/29-4/44/5-4/114/12-4/184/19-4/254/26-5/25/3-5/95/10-5/165/17-5/235/24-5/305/31-6/66/7-6/136/14-6/206/21-6/276/28-7/47/5-7/117/12-7/187/19-7/257/26-8/18/2-8/88/9-8/158/16-8/228/23-8/298/30-9/59/6-9/129/13-9/199/20-9/269/27-10/310/4-10/1010/11-10/1710/18-10/2410/25-10/3111/1-11/711/8-11/1411/15-11/2111/22-11/2811/29-12/512/6-12/1212/13-12/1912/20-12/2612/27-1/21/3-1/91/10-1/161/17-1/231/24-1/301/31-2/62/7-2/132/14-2/202/21-2/272/28-3/63/7-3/133/14-3/203/21-3/273/28-4/34/4-4/104/11-4/174/18-4/244/25-5/15/2-5/85/9-5/155/16-5/225/23-5/295/30-6/56/6-6/126/13-6/196/20-6/266/27-7/37/4-7/107/11-7/177/18-7/247/25-7/318/1-8/78/8-8/148/15-8/218/22-8/288/29-9/49/5-9/119/12-9/189/19-9/259/26-10/210/3-10/910/10-10/1610/17-10/2310/24/10/3010/31-11/611/7-11/1311/14-11/2011/21-11/2711/28-12/412/5-12/1112/12-12/1812/19-12/2512/26-1/11/2-1/81/9-1/151/16-1/22New Brewster COVID-19 Cases
Resident (1130 Total)Long Term Care (216 Total staff & patients)
BREWSTER RESIDENT VACCINATION TOTALS DATA AS OF 01/20/2022
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
Individuals
with
booster
doses
Individuals
with
booster
doses per
capita
Proportion
of town
individuals
with
booster
doses
Brewster 5-11 Years 516 5%241 47%3%193 37%3%48 9%5% -0%0%
Brewster 12-15 Years 369 4%283 77%3%259 70%3%24 6%2%29 8%1%
Brewster 16-19 Years 367 4%286 78%3%261 71%3%25 7%2%110 30%2%
Brewster 20-29 Years 681 7%666 >95%8%567 83%8%99 15%10%228 33%5%
Brewster 30-49 Years 1,444 15%1,419 >95%17%1,257 87%17%162 11%16%619 43%14%
Brewster 50-64 Years 2,323 23%2,052 88%24%1,866 80%25%186 8%18%1,121 48%25%
Brewster 65-74 Years 2,349 24%2,097 89%24%1,842 78%24%255 11%25%1,444 61%32%
Brewster 75+ Years 1,592 16%1,520 >95%18%1,308 82%17%212 13%21%972 61%21%
Brewster Total 9,926 100%8,564 86%100%7,553 76%100%1,011 10%100%4,523 46%100%
* = total < 30 individuals
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Email: townadmin@brewster-ma.gov
Local Business Roundtable
Meeting Agenda
January 26, 2022 10AM
1.Welcome & Introductions
2.Town Initiatives
a.Vision Planning Committee & Local Comprehensive Plan
b.Sea Camps Planning & Access
c.Drummer Boy Park Master Plan & Wing Island Boardwalk
d.Elementary School Consolidation Feasibility
e.Affordable Housing Update
3.Brewster & Barnstable County ARPA Funding
4.COVID
a.Public Health Update
b.Expanded Outdoor Dining
c.Town Office Schedule & Remote Meetings
d.Summer 2022 Plans
5.Feedback from Business Community
6.Other Matters
7.Suggestions for Future Agenda Items
8.Next Meeting Date
Invited Attendees
Town Representatives
Cindy Bingham, Select Board Chair
Dave Whitney, Select Board Vice Chair
Peter Lombardi, Town Administrator
Donna Kalinick, Assistant Town
Administrator
Chief Heath Eldredge, Police
Chief Bob Moran, Fire
Griffin Ryder, DPW Director
Chris Miller, Natural Resources Director
Amy von Hone, Health Director
Hal Minis, Vision Planning Committee Chair
Sharon Tennstedt, Vision Planning Committee
Vice Chair
Business Representatives
Kyle Hinkle, Brewster Chamber of Commerce
Robert Newman & Michael Medeiros, Ocean
Edge
Brian Blair, Old Manse House
Vernon Smith, Brewster Fish House
Danielle Nettleton, Eat Cake 4 Breakfast
George Boyd, Brewster General Store
Carol Edmondson, Cape Cod Village Realty
Mary O’Donnell, Lower Cape Director Cape Cod &
Islands Association of Realtors
Michelle Hague, Tom Hague III Building &
Remodeling
Colleen Ormsby, Safe Harbor Insurance Agency
Robert Dwyer, Cape Cod Museum of Natural
History
Amy Henderson, Brewster Conservation Trust
Eric Levy, Nickerson State Park & Cape Cod Rail
Trail (DCR)
Justin Casey, Harbor Lights Mini Golf
Don Poole, Outermost Land Survey
Heather Kelsey, Latham Centers
Jay Coburn, Community Development Partnership
Mark Preu, Heart Pottery / Preu Photography
Ksenia Pryme, Coastal Engineering
Doug Scalise, Brewster Baptist
Office of:
Select Board
Town Administrator
Brewster Select Board Meeting of January 31, 2022
Consent Calendar Items
1
Item #8: Consent Agenda
Approval of Regular Session Meeting Minutes from January 24, 2022
ADMINISTRATIVE RECOMMENDATION
We recommend the Board approve the meeting minutes as presented.
Appointments: Jordan Frisbie- Probationary Police Officer; John McLaughlin- Bikeways
Committee; Rheanna Hastings- Zoning Board of Appeals Alternate; Susan Barker- Board of
Assessors
Per the Chief of Police, Jordan Frisbie is to be appointed as Probationary Police Office and
Keeper of the Lock Up effective February 1, 2022, until January 31. 2023.
John McLaughlin, Rheanna Hastings and Susan Barker, following the appointment process,
have all been recommended by the Select Board liaison to serve on the following
committees: Bikeways Committee (3-year term), Zoning Board of Appeals Alternate (1-year)
term and Board of Assessors (3-year term).
ADMINISTRATIVE RECOMMENDATION
We recommend that the Board approves these appointments.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
BoS 01.24.2022 www.brewster-ma.gov Page 1 of 7
Office of:
Select Board
Town Administrator
MINUTES OF THE SELECT BOARD MEETING REGULAR SESSION MINUTES
DATE: January 24, 2022
TIME: 6:00 PM
PLACE: Remote Participation
REMOTE PARTICIPANTS: Chair Bingham, Selectperson Whitney, Selectperson Chaffee, Selectperson
Hoffmann, Selectperson Chatelain, Town Administrator Peter Lombardi, Assistant Town Administrator Donna
Kalinick, Eric Barber, Jack Shea, Steven Habeeb
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, with all Select Board
members present. Chair Bingham read the meeting participation and recording statements.
Public Announcements and Comment:
None
Select Board Announcements and Liaison Reports:
Selectperson Hoffmann announced that the Brewster Vision Planning Committee will be launching a survey,
looking for input from residents to move forward with the development of the Local Comprehensive Plan.
The link will be live starting Feb 1, 2022, visit the Town website for more information. Also starting the week
of Feb 7th there will be pop up events around Town.
Chair Bingham announced that on Feb 17th at 6pm there will be a public forum on the Millstone Road
project.
Town Administrator’s Report
Mr. Lombardi provided the following updates:
Pandemic Update:
Starting to see the other side of the most recent peak, positive cases have declined.
In Brewster, 2 weeks ago we reached our all-time high, we are now down these past couple of weeks
to a little over 50 new positive cases in the general population. We have seen a surge in
asymptomatic residents in our senior facilities. The decrease which has been promising, is consistent
with County and State levels.
We have continued to have some Town staff and services impacted and we appreciate everyone’s
patience.
On Jan. 10th the State DESE extended the school mask mandate with certain exemptions through at
least Feb. 28th
On Jan. 19th our Board of Health voted to extend the mask mandate through all Town Buildings
through March 2, 2022 and will reevaluate at that time.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
BoS 01.24.2022 www.brewster-ma.gov Page 2 of 7
Office of:
Select Board
Town Administrator
Personnel Update:
The Sea Camps Property manager, a new full-time position approved by the Select Board after the
Town purchased the properties, was posted. There was a really competitive applicant pool, in the
end we hired Ed Barber, the longtime property manager for the Sea Camps. Mr. Barber has been a
wealth of knowledge and resource; through the transition he has been working part time until we
filled this position. Mr. Barber officially starts next week and will be reporting to Tom Thatcher our
facilities manager.
The Town Planner position, which has been vacant since beginning of September and was posted a
few times already and will be re-posted again, has been temporary filled. The Town has hired
Charleen Greenhalgh in an interim position for the next 3 months or until the position is filled. Mrs.
Greenhalgh will be working at least 15 hours per week and will start next week. Mrs. Greenhalgh has
3 decades of experience in Planning and Town Administration on Cape, most recently in Harwich,
prior to that in Chatham, Dennis, and Truro. She knows the Cape and understands the unique
circumstances and complexity of land use regulations. Mr. Lombardi acknowledged and thanked Lynn
St. Cyr and Ellen Murphy for all their work over the past several months, both have really stepped up
when the office has been busy.
Consent Agenda
Meeting Minutes: December 20, 2021, and January 10, 2022
Appointment: A. Roland Bessette, Bikeways Committee
Facility Use Application: Brewster Conservation Trust, Nature Hike- Bakers Pond Trail
Permit Fee Waiver Request: Farrell Electric, Inc.
Vote on Tabulating Systems Effective for May 2022 Annual Town Election
Selectperson Chatelain moved to accept the consent agenda for January 24, 2022. Selectperson Chaffee
second. A roll call vote was taken. Selectperson Whitney-yes, Selectperson Hoffmann- yes, Selectperson
Chaffee-yes, Selectperson Chatelain-yes, Chair Bingham-yes. The vote was 5-Yes, 0-No.
Discuss and Vote to Renew Annual Hawker Peddler License: Eric Barber, Rooftop Power
Eric Barber joined the meeting and reviewed his license request, for the last 6-8 months, he has worked for
Rooftop Power selling residential solar. For 12-15 hours per week, he knocks on doors to prospect for
business and encourages solar power. There have been no problems or complaints and he hopes to continue
this practice.
Selectperson Chatelain moved to approve the annual hawker and peddler license application for Eric Barber
of Rooftop Power for 2022. Selectperson Whitney second. A roll call vote was taken. Selectperson Whitney-
yes, Selectperson Hoffmann- yes, Selectperson Chaffee-yes, Selectperson Chatelain-yes, Chair Bingham-yes.
The 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 01.24.2022 www.brewster-ma.gov Page 3 of 7
Office of:
Select Board
Town Administrator
Presentation on Brewster Elementary Schools Master Plan and Discuss Nex Steps- Jack Shea, Habeeb &
Associates Architects (Select Board FY22-23 Strategic Plan Goal CI-3)
Jack Shea and Steven Habeeb from Habeeb & Associates Architects joined the meeting and presented the
Elementary Schools Master Plan. They have provided the Town with an unbiased piece of information, a
report to use as a tool to help make decisions to move forward. The complete report is provided in the
packet and will be available in the upcoming public forum sessions.
In addition to the PowerPoint in the public packet which reviews enrollment, physical condition assessment,
educational space adequacy, existing capacity and options, the following key points were reviewed:
Objective was to move forward and give options to utilize the space in the best interest of the
community.
Enrollment numbers were used in calculating capacity of the buildings and future needs, this is not a
fixed number, but is a finite range.
Multiple sources confirm the declining trend, such as UMASS Donahue Institute, US Census Bureau,
Cape Cod Commission, Metropolitan Area Planning Council, Pioneer Institute, etc.
There is currently a survey on regional preschool options for the future, such as full-day, partial days,
partial weeks, etc. There is a possibility in expanding the program.
Both schools are well maintained, any building needs continual upgrades and corrections over time.
Capital Budget numbers were included in the report, elements of repairs and renovations that have
been identified and placed in the Town’s budget, these are not included in the report.
Option 1: PreK-Gr. 5 at Stony Brook Elementary School, there is capacity in the building to do it, but
then there is an unknown variable of the expansion of PreK.
Option 3: Kindergarten- Gr. 5 at Stony Brook Elementary School and PreK at Eddy Elementary School,
allows for the expansion.
Mr. Shea stated that he worked with both Keith Gauley and Allyson Joy about consolidation and in looking
programmatically where specialized classrooms and programs would be located, these are identified in the
maps. Noting that a move like this will provide an opportunity to look at programmatic needs with a much
closer eye. Mr. Shea continued that there are some preliminary numbers in the report for some
improvements to the buildings, however if it becomes an inclusive list, his suspicion is that there wouldn’t be
a budget to be able to do all in detail if a new priority is identified.
Mr. Habeeb added there is a soft cost element incorporated to the condition assessments, the firm didn’t
feel they were charged to estimate equipment costs.
There was a question brought up if the ratings outlined in the PowerPoint for the schools would change
under the consolidation models provided. Mr. Shea noted that classrooms have become larger, at the Eddy
School classrooms are slightly larger than at Stony Brook, noting there is little concession in using Stony
Brook classrooms, but there is a design with support spaces and enrichment opportunities that would be
capitalized on. Mr. Shea mentioned that through conversations with Mr. Gauley and Mrs. Joy there is
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
BoS 01.24.2022 www.brewster-ma.gov Page 4 of 7
Office of:
Select Board
Town Administrator
possibility to shift their models of teaching and service delivery to support the integration of the two
populations.
Mr. Lombardi reminded the group that in the motion from the Town Meeting of November 2019 was to
increase the capital request to a total of $235,000, of which $85,000 was earmarked for this study. The
language that Town Meeting voted on was a feasibility study regarding consolidation of the elementary
schools, that was the scope of work that was included in the solicitation that was issued. Habeeb &
Associates were charged to look at the physical space and evaluate both buildings and provide information
relative to whether it was feasible, they were not to say if the Town should or should not consolidate. Mr.
Lombardi continued that this is a goal on the Board’s strategic plan, a lot of this rests with the School
Committee. The intent of the study is to provide as much data and factual information as possible.
There was a question about the security for the children if option 3 was chosen, Mr. Shea noted that it is
nearly impossible to say until it is known what other programs would be in the building at Eddy and where
the pathways and entryways would be.
Pete Dahl, Chair of Finance Committee, asked that in looking at the summary of the options, if the Eddy
School were to be repurposed, the $2.1M would not necessarily have to be spent until an assessment could
be made on how the building was going to be used. Mr. Shea responded, yes because there is no urgency in
these buildings, it is ongoing in terms of opportunities for the Town to address the deficiencies.
Discuss Brewster’s Priorities for American Rescue Plan Act Funding (Select Board FY22-23 Strategic Plan
Goal G-8)
Mr. Lombardi noted that the County received a little over $41M in Federal American Rescue Plan Act (ARPA)
Funds and is conducting an outreach campaign to residents, stakeholders and town officials asking for
feedback on potential uses and priorities for the funds.
The Town has already been allocated just over $1M, the Town has identified what some potential priorities
could be for the use of funds as we see it, this will lead to a larger conversation around the Town’s feedback
to Barnstable County officials. Barnstable County officials will be attending next Monday night’s meeting to
discuss Brewster’s share of those county ARPA dollars which totals just about $1.9M, this is in addition to
what we have already been allocated. Mr. Lombardi stated that the U.S. Treasury had issued interim
guidance when these funds were originally appropriated last spring, funds have been on the books now for
almost a year. These funds can be used for costs incurred from March 2021 through December 31, 2024, all
of the funds have to be obligated by the end of the calendar year 2024 and fully expended by end of
calendar year 2026. The funds will be paid out in two payments at 50% each, the Town received the first
allocation, which was a little over $500K last June and we are due to get our second allocation this coming
June. Mr. Lombardi stated that to date we really have used a small number of these funds for public health
related covid expenses, mainly contact tracing purposes.
Mr. Lombardi remarked that the guidance broadly outlined eligible uses of the funds in several categories:
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
BoS 01.24.2022 www.brewster-ma.gov Page 5 of 7
Office of:
Select Board
Town Administrator
Replacing any lost public sector revenue
Costs associated with public health
Premium pay for front-line at-risk workers
Water, sewer, and broadband infrastructure
The Treasury, a couple of weeks ago, issued its final rule which resulted in significant changes in terms of
eligible uses of the funds. Most important for us was that they expanded the allowable use of the funds to
offset revenue loses, this is now capped at $10M, and the allowance to use the funds for any general
government purpose. This rule takes into effect in April, but if we were to allocate and expend funds in line
with the final rule before then, the Town is covered under the revised guidance. Mr. Lombardi noted that
specific to the $1M, we are looking at up to $200K for one-time premium pay for front line Town employees
(a one-time payment), up to $150K for public health related expenditures, and funds could also be used for
public health staffing.
Mr. Lombardi continued that relative to the acquisition of the Sea Camps properties and the Town’s priority
in looking to provide public access to residents in a thoughtful and timely way there are three major
potential capital costs. The first is up $250K for beach access on the Bay property to take us through design,
permitting, construction and operations. This is primarily set around temporary parking for residents to
access the beach and operational management costs. Also, to provide access for residents to use the
outdoor pool in the amount of $100K. If the Town intends to operate the pool during the interim period, we
will have to establish a revolving fund, the annual operation of a municipal pool is expected to run $100K a
year. The intent would be to structure such that residents would pay an additional fee for use, these fees
and other programming fees (adult offerings, swim lessons, recreational camps, etc.) would be used to cover
expenses. To establish the fund initially we would have to have startup capital.
Mr. Lombardi noted that the intent for discussion is not to dive into the details of possibilities as they are
very involved, but to note that these are the types of things the Town believes is on the horizon and are
priorities for our residents. Also, at minimum $200K for site remediation for the Bay property, as part of our
due diligence there were environmental reports completed and as a result of those findings, we know that
for the shooting range there is remediation work to be done. Mr. Lombardi added that these costs may
increase over time.
As for potential use of ARPA funds for the Sea Camps properties, we are looking to provide access to the Sea
Camps to residents as early as this summer, but we do not have existing appropriation to cover the
expenses. If we wait until May to have the funds allocated it wouldn’t be sufficient time. Mr. Lombardi made
it clear that we are not confirming that the Town will be able to move forward on any of these for this
summer, but there is a benefit to these funds as they are immediately accessible.
Based on the US Treasury revised guidelines and have granted local discretion on how funds can be used, our
recommendation to the County will be that Brewster’s share, $1.9M be directed to the Town. In
conversations with at least three other Town Administrations (Sandwich, Falmouth, and Yarmouth) this
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
BoS 01.24.2022 www.brewster-ma.gov Page 6 of 7
Office of:
Select Board
Town Administrator
feedback has already been communicated to the County and we expect similar recommendations by
additional towns. If this occurs, the Town will look at almost $3M holistically and have an expanded policy
conversation on who to best use the funds. Mr. Lombardi clarified that for any of these appropriations, the
Board will have a much more detailed presentation for consideration. At the Feb 14th Select Board meeting
we will discuss publicly the feasibility to have access to the Bay property for this summer.
There was some discussion on the allocation of funds and some clarifying details, which some can be found
in the packet documents. The change in the guidance allows Towns to claim up to $10M in revenue loses
and use the funds for “any service traditionally provided by government.” Examples provided were not just
operational, but also infrastructure related, building and facility construction, roadwork, etc. There is no
need for Town Meeting approval for appropriation or expenditure of these funds because of the order of
magnitude. Town Administration thought it was appropriate to bring the proposals to the Select Board for
consideration and approval and this will be the process going forward. Regarding the public health
expenditures, the Town has some ongoing expenses particularly with visiting nurses’ association, allocating a
few thousand dollars over the past few months. The Town currently works with the County on larger scale
solicitations that they coordinate on the Town’s behalf, this doesn’t necessarily mean the funds have to
remain with the County to manage the process. The County has been a tremendous resource throughout
the pandemic, one consideration relative to public health for use of ARPA funds at the regional level is the
value of keeping some dollars at this level for some services that the County provides. Another related
potential regional initiative that makes sense for these funds to remain at the County level is water quality
testing. If some of the funds were to remain at the County level for public health it might make sense, asking
the Barnstable County officials to provide examples of regional programs.
Selectperson Chaffee commented that Barnstable County is one of the few remaining Counties in MA
because of the track record in meeting the community’s needs honestly and fairly. Barnstable County is
unique, has $41M in ARPA funds, the challenge is to determine the path forward. Selectperson Chaffee
noted that it makes sense to use some ARPA funds to address common problems on the Cape, however she
has heard from leaders across the Cape with similar views that their Town knows what they need.
Selectperson Chaffee emphasized that it is important for the Board and Town Administration to clearly
communicate views and the residents of Brewster also have this opportunity through a survey on the
distribution of funds.
The Select Board is supportive of the feedback to the County that the funds should go directly to the Town.
Mr. Lombardi mentioned that when the County put together their process for feedback, this was prior to the
final guidance issued. Regional wastewater – one of our concerns, since the Town’s needs are fundamentally
different than our neighbors, is that our needs may not be met, we can direct them in helping us.
Update on Sea Camps Comprehensive Planning Scope of Work & Consultant Hiring Process/Timeline
(Select Board FY22-23 Strategic Plan Goal SC-5)
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
BoS 01.24.2022 www.brewster-ma.gov Page 7 of 7
Office of:
Select Board
Town Administrator
The Town continues to work through the committee process for both properties, recognizing that the
committees will need technical expertise and support in developing comprehensive plans. The plan is to
bring in consulting firm(s) to help with some of the work. In order to do so, the Town has to develop a scope
of work and issue a solicitation for consultants to respond to before we can select a firm to work with. Town
Administration was connected with Reed Hildebrand by the leadership at Mass Audubon. Reed Hildebrand is
nationally renowned for their landscape architecture and broadly providing consultant support. An initial site
visit was completed, and the Town has them under contract for a little under $10K. This is for help in
developing the scope of work for the solicitation. The timeline has us completing the work in the next couple
of months and the goal is to issue a solicitation by late March and have a firm under contract by the middle
to late Spring.
For Your Information:
None
Matters Not Reasonably Anticipated by the Chair:
None
Questions from the Media:
None
Next Meetings: January 27 (Joint with Board of Health- Water Quality Planning), January 31, February 7
(Joint with Finance Committee-FY23 Town Budget Overview), February 9 (Joint with Finance Committee-
FY23 Town Budget Details), February 14, February 16 (Joint with Finance Committee and Capital Planning
Committee-5 Year Capital Improvement Plan), February 28 (Joint with Finance Committee- FY23 School
Budgets), March 7, and March 21, 2022
Adjournment
Selectperson Chatelain moved to adjourn at 7:37pm. Selectperson Chaffee second. A roll call vote was taken.
Selectperson Hoffmann-yes, Selectperson Chatelain- yes, Selectperson Whitney-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 Select Board
Accompanying Documents in Packet: Agenda, TA Report, Consent Agenda Items, Annual Hawker & Peddler License Application, Brewster
Elementary Schools Master Plan Documents, American Rescue Act Plan Funding Documents, Sea Camps Comprehensive Planning Documents, FYI
documents
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”
MEMORANDUM
TO: Brewster Select Board
FROM: Chief Heath J. Eldredge HJE
RE: Police Officer Appointment
DATE: January 26, 2022
I am pleased to present Jordan Frisbie for appointment to the position of police officer with the
Brewster Police Department. Jordan has successfully completed all the requirements of the
Municipal Police Training Committee to be certified as a police officer in Massachusetts.
By way of some background, Jordan grew up here on the Lower Cape, and graduated from
Monomoy High School. After high school she attended Bridgewater State University where she
earned a bachelor’s degree in Psychology with a minor in Criminal Justice.
Jordan began her policing career as a reserve police officer with the Provincetown Police
Department. She was then hired as a police officer at Emory University in Atlanta, Georgia.
After a year with the Emory Police Department, Jordan returned to Cape Cod and was hired by
the Brewster Police Department to fill an open dispatch position. Since then, she has completed
the Municipal Police Training Committee’s Bridge Academy, to qualify her as a full-time police
officer in Massachusetts.
This hiring is to backfill a previously vacated position and does not add any additional staffing to
the police department.
The Commonwealth of Massachusetts
Town of Brewster
To Jordan T. Frisbie
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 February 1, 2022 – January 31, 2023
Given at Brewster this 31st day of January 2022
Recorded A.D.
Attest:Town Clerk
FINAL Select Bd Appt Policy; version Oct. 28
Appendix C
SELECT BOARD COMMITTEE APPLICATION SCREENING FORM
Applicant Name Requested Committee
1. TOWN CLERK REVIEW
a. Applicant is a registered Brewster voter: Yes No
b. Date confirmed
2. SELECT BOARD LIAISON RECOMMENDATION TO SELECT BOARD
a. Select Board Liaison Applicant Interview:
i. Interviewer name (Select Board Liaison):
ii. Interview date:
b. Select Board Liaison Consultation with Committee Chair:
iii. Committee Chair name:
iv. Consultation date:
v. Did Committee Chair also interview applicant? Yes No
c. Was at least 1 Brewster reference contacted: Yes No N/A
d. Select Board Liaison Recommendation:
i. Recommend appointment.
ii. Recommend appointment to other committee that is a better fit for
applicant qualifications.
iii. Recommend holding application for future opening.
iv. Not recommended.
3. SELECT BOARD ACTION
a. At a Select Board meeting held , the Applicant was appointed to
for a term ending year term.
4. NOTIFICATION OF APPOINTEE AND TOWN CLERK
a. Date notification of appointment sent to appointee and Town Clerk:
The Commonwealth of Massachusetts
Town of Brewster
To John McLaughlin
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
Bikeways Committee
for a 3-year term, expiring June 30, 2024
Given at Brewster this 31st day of January 2022
Recorded A.D.
Attest:Town Clerk
RHEANNA Hastings
49 Commons Way, Brewster, Massachusetts 02631 ∙ (617)519-1482 ∙hastingsfamily126@gmail.com
_____________________________________________________________________________
OBJECTIVE:To obtain the Executive Director Position at Guiding Star Duluth.
EDUCATION
Bachelor of Science in Organizational Behavior March 2011 The College of St.
Scholastica (CSS), Duluth, MN
●GPA: 3.69
Non profit Management and Organization Experience
Education and Outreach Coordinator /Duluth Community Garden Program Sept. 2013 - Feb. 2015
● Collaborate with community partner organizations to reach program goals.
● Secure funding from community partners and organizations to meet program goals.
● Coordinate, with the help of the board and committee chairs, the annual fundraising
events.
● Maintain and develop systems for tracking program participation and other assessments
tools as needed to demonstrate program impact.
● Create website content for the organizations five program areas including
fundraising events, and quarterly educational opportunities.
● Create positive working relationships with our supporters and develop classes that fit
the needs of the population being served including life skills, money and food
budgeting, and nutrition education to increase participation and meet program
benchmarks.
● Work with the executive director and committee chairs to maintain connection with
participants and membership across program areas.
● Maintain good communication to authors of the editorial calendar.
● Promote fundraising and outreach events through social media facets including
website, constant contact, and facebook.
● Process newsletter article submissions, and create newsletter content using publisher.
Administrative Assistant /Newman Ministries, Duluth,MN Nov. 2014 - May 2015
●Prepare and submit a monthly check register to accounting.
●Ensure that vendors are paid promptly for products and services provided.
●Manage the electronic giving portal.
●Review deposit tally sheets and make weekly deposits,providing documents
to accounting.●Review the monthly bank statement and submit it to
accounting.
●Review monthly financial statements and bank reconciliation and investigate
discrepancies and variances to budget.
●Create weekly bulletins and liturgical aids for Sunday Mass.
●Create periodic mailings to students, alumni, and donors.
ADDITIONAL RELEVANT EXPERIENCE
Volunteer Strategic Planner / Hellenic College Holy Cross Seminary Aug. 2018 - May 2020
Substitute Teacher / ISD 709 Duluth Public Schools Sept. 2012 - Apr. 2017
GreenCorps Member / Duluth Community Garden Program,Duluth, MN Sept. 2012 – Sept. 2013
Data Entry /Allstate, Duluth, MN March 2013 – Sept.2013
Data Entry /Arrowhead Youth Soccer Association, Duluth,MN March 2013 – Sept. 2013
Project Technician /Parks and Maintenance, City of Duluth, Duluth, MN Apr. 2012 – Dec. 2012
Student Success Advocate / AmeriCorps, Duluth, MN Aug. 2011 Aug. 2012
Business Manager /Acropolis of Superior, Superior,WI 1997 –2004
PROFESSIONAL DEVELOPMENT
Training
Working with the Media Mar. 2014
Managing People Effectively, Laforce Team work Feb.2013
Strength Finder 2.0, Assessment Nov. 2012
S.U.C.C.E.S.S Series,Duluth, MN Jan. 2012
Memberships
Vice President,Married Student Association Hellenic College Holy Cross 2019/2020
Married Student Association Representative,Student Government Assoc. HCHC 2019/2020
Chair,Newsletter Committee 2014
Chair, Education and Outreach Committee 2013
AmeriCorps Ambassador,True North AmeriCorps 2012
Fall Event Planning Committee, Lake walk Festival 2012
Standing Committee on Education,Delegation for Education Outcomes 2011
Publications
Setting Personal Goals,(2014),Mom’s and Dad’s Today 2015 ‘Tis the Season for Being
Thankful &Giving Back,(2014),Mom’s and Dad’s Today 2014 Embracing and Enjoying
the Fall Season,(2014),Mom’s and Dad’s Today 2014 Making the Most of Your Summer,
(2014),Mom’s and Dad’s Today 2014 Give Yourself the Gift of Time,(2014),Mom’s and
Dad’s Today 2014.
Awards
Scholarship Recipient, The College of St. Scholastica (CSS) 2001
Licensure
State of Minnesota Board of Teaching,Pre k-adult short call limited license Apr. 2013 -2018
ADDITIONAL EDUCATION
Air Force R.O.T.C.Spring 2002 The University of Minnesota,Duluth, MN
Richard I. Bong Airport Spring 2002 Superior Flight School, Superior, WI
Associate of Arts Lake Superior College Sept. 1999 May 2001
FINAL Select Bd Appt Policy; version Oct. 28
Appendix C
SELECT BOARD COMMITTEE APPLICATION SCREENING FORM
Applicant Name Requested Committee
1. TOWN CLERK REVIEW
a. Applicant is a registered Brewster voter: Yes No
b. Date confirmed
2. SELECT BOARD LIAISON RECOMMENDATION TO SELECT BOARD
a. Select Board Liaison Applicant Interview:
i. Interviewer name (Select Board Liaison):
ii. Interview date:
b. Select Board Liaison Consultation with Committee Chair:
iii. Committee Chair name:
iv. Consultation date:
v. Did Committee Chair also interview applicant? Yes No
c. Was at least 1 Brewster reference contacted: Yes No N/A
d. Select Board Liaison Recommendation:
i. Recommend appointment.
ii. Recommend appointment to other committee that is a better fit for
applicant qualifications.
iii. Recommend holding application for future opening.
iv. Not recommended.
3. SELECT BOARD ACTION
a. At a Select Board meeting held , the Applicant was appointed to
for a term ending year term.
4. NOTIFICATION OF APPOINTEE AND TOWN CLERK
a. Date notification of appointment sent to appointee and Town Clerk:
The Commonwealth of Massachusetts
Town of Brewster
To Rheanna Hastings
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
Zoning Board of Appeals Alternate
for a 1-year term, expiring June 30, 2022
Given at Brewster this 31st day of January 2022
Recorded A.D.
Attest:Town Clerk
Archive d: Friday, January 28, 2022 3:27:22 PM
From: Brewster Brownville
Se nt: Wed, 26 Jan 2022 20:35:01
To: Erika Mawn
Subje ct: For Brewster Select Board
Se ns itivity: Normal
Attachme nts :
Hastings Cape Codder 5 13 21.pdf;
To the Brews ter Select Board:
I oppos e appointing Rheanna Has tings to the Z oning Board of Appeals . Pleas e s ee the attached letter that was publis hed in the C ape Codder las t
s pring.
Thank you,
William Brews ter Brownville
120 Winterhoff Trail
Brews ter, MA 02631
508.280.1962
FINAL Select Bd Appt Policy; version Oct. 28
Appendix B
Town of Brewster
SELECT BOARD COMMITTEE APPOINTMENT APPLICATION
APPLICANT DIRECTIONS:
x Thank you for your interest in serving Brewster. The Town aims to match applicants
with committee service best aligned to your skills and interests as well as the
committee’s needs.
x The Town may consider the information in this application, any supplemental
information, and any other publicly available information. An appointment to any
committee, board or commission is at the discretion of the Select Board.
x Please complete this form online, or on paper, and submit a résumé if desired to
Erika Mawn, Town Administrator’s Executive Assistant:
o Email: EMawn@Brewster-MA.gov
o Mail: Erika Mawn, 2198 Main St., Brewster, MA 02631, or
o In person: Town Administrator’s Office or drop-box outside Town Hall.
x After your application materials are received, you’ll be contacted regarding next
steps. Vacancies will be filled by applicants deemed best qualified to serve in a
particular capacity, which discretion lies solely with the appointing authority.
Submitting this form does not guarantee appointment.
1. Applicant name:
2. Address:
3. Phone Numbers: Home: Cell:
4. Email:
5. This is an application for: Full member status Alternate status
6. Are you a full-time Brewster resident? Yes No
7. Years you’ve lived in Brewster:
8. Are you registered to vote in Brewster? Yes No
9. Committees you are interested in serving on in order of preference:
a.
b.
c.
NOTE: You may attach a résumé or CV instead of completing items 10-14.
Susan A. Barker
141 Harwich Rd
508-221-0920
barkerzskor@gmail.com
x x
x
15
x
Board of Assessors-opening due to vacancy
FINAL Select Bd Appt Policy; version Oct. 28
10. EDUCATION. List schools attended, degrees/diplomas/certificates received,
and date of completion.
Name of School
Degree/Diplomas
Certificates
Date of
Completion
11. OCCUPATION: ______________________________________________________
Active Retired Not currently working
12. EMPLOYMENT EXPERIENCE. List employers, job titles and dates of
employment for at least previous 3 years.
Name of Employer Job Title Dates of
Employment
13. GOVERNMENT POSITIONS. List any Town of Brewster or other government
volunteer, elected, or appointed positions you now hold or have held.
x
x
x
x
14. COMMUNITY ACTIVITIES. List all civic, non-profit, or other organizations that
you belong to or have belonged to in the previous 5 years:
a. Organizations and dates:
Cape Cod Community College
Associate in Science-Environmental Technology
Certificate in Coastal Zone Management June 2002
Suffolk University
Bachelor of Science-Public Administration June 2005
Health Inspector--Town of Eastham
x
Town of Eastham--Assessing and Treasure/Tax
Department Office Assistant January 2006
Town of Eastham--Health Department Assistant Health Agent
November 2006 to current
Nauset Youth Alliance, President 2019 to current, member of Executive Board
since 2013.
15. GOALS: Please explain why you’d like to serve on a particular committee.
16. EXPERIENCE & SKILLS: Please list any experience, achievements, skills, or
interests you have that would assist you to serve effectively on the committee
you wish to serve on.
17. TOWN EMPLOYMENT: Are you or any member of your immediate family
employed by or receiving financial consideration from the Town of Brewster?
Yes No
18. CONFLICTS OF INTEREST. Do any of your activities or relationships present
the possibility or probability of a conflict of interest if you are appointed?(Does
not automatically disqualify but may need to be disclosed) Yes No
19. LOCAL REFERENCES: Please provide the names and contact information for
references (Brewster residents preferred):
20. ADDITIONAL INFORMATION. Please add any additional information you’d like.
a. Name:
Address:
Phone:
Email:
Relationship to you:
b. Name:
Address:
Phone:
Email:
Relationship to you:
x
x
I am interested in becoming a more active participant in the Brewster community.
- Current municipal employee, work closely with the public
- Knowledge of Board/Committee rules and regulations
- Problem solver
- Eager to learn new skills
Belinda Eyestone
10 Mayflower Circle
508-237-0339
beyestone@eastham-ma.gov
Coworker
Danielle Leighton
41 Betty's Ln
857-204-8346
leighton_danielle@yahoo.com
Friend
Thank you for your consideration of my application for the upcoming vaccancy on the
Brewster Board of Assessors.
FINAL Select Bd Appt Policy; version Oct. 28
20. SIGNATURE. By signing below, you state that you understand and agree.
x My completion of this form does not guarantee my appointment and my
application will be kept on file for two (2) years.
x If appointed to a position, I will be considered a Municipal Employee under
MGL Ch. 268A and will be subject to:
x Massachusetts Conflict of Interest Law, MGL Ch. 268A;
x Massachusetts Financial Disclosure Law, MGL Ch. 268B;
x Massachusetts Open Meeting Law, MGL Ch. 30A, Sections 18-25, and the
implementing regulations, 940 CMR 29.00;
x Massachusetts Public Records Law, MGL Ch. 66, and the implementing
regulations, 950 CMR 32.00;
x Massachusetts Campaign Finance Law, MGL Ch. 55; and
x Brewster Charter, when in force, and Town bylaws, and all other applicable
federal, state, and local laws or regulations.
x If appointed, I must be sworn in by the Town Clerk before serving, and I will
complete State Conflict of Interest training after appointment, as well as
any other certifications required by law.
x When submitted, I understand that this form becomes a public document.
Signature: Date: Susan A. Barker 12/23/2021
FINAL Select Bd Appt Policy; version Oct. 28
Appendix C
SELECT BOARD COMMITTEE APPLICATION SCREENING FORM
Applicant Name Requested Committee
1. TOWN CLERK REVIEW
a. Applicant is a registered Brewster voter: Yes No
b. Date confirmed
2. SELECT BOARD LIAISON RECOMMENDATION TO SELECT BOARD
a. Select Board Liaison Applicant Interview:
i. Interviewer name (Select Board Liaison):
ii. Interview date:
b. Select Board Liaison Consultation with Committee Chair:
iii. Committee Chair name:
iv. Consultation date:
v. Did Committee Chair also interview applicant? Yes No
c. Was at least 1 Brewster reference contacted: Yes No N/A
d. Select Board Liaison Recommendation:
i. Recommend appointment.
ii. Recommend appointment to other committee that is a better fit for
applicant qualifications.
iii. Recommend holding application for future opening.
iv. Not recommended.
3. SELECT BOARD ACTION
a. At a Select Board meeting held , the Applicant was appointed to
for a term ending year term.
4. NOTIFICATION OF APPOINTEE AND TOWN CLERK
a. Date notification of appointment sent to appointee and Town Clerk:
The Commonwealth of Massachusetts
Town of Brewster
To Susan Barker
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
Board of Assessors
for a 3-year term, expiring June 30, 2024
Given at Brewster this 31st day of January 2022
Recorded A.D.
Attest:Town Clerk
2022 Brewster Top Dog
Pedro Ferraguto Robinson is presented his Top Dog Certificate from Town Clerk Colette Williams
and Animal Control Officer Lynda Brogden-Burns along with his basket of treats and goodies
generously donated by Agway. Pedro is a terrier mix rescued from the Dominican Republic who
now lives the good life here in Brewster sitting on his mom’s lap.
Pedro will share his new toys with his sister McKenzie.
Congratulations Pedro
Thank you to all who participated, we hope to see you next year.
Town of Brewster
2198 Main Street
Brewster, MA 02631-1898
Phone: (508) 896-3701
Fax: (508) 896-8089
To: The Select Board
From: Erika Mawn
Date: January 24, 2022
RE: New Common Victuallers License- ACK Gioia, LLC
ACK Gioia located at 302 Underpass Road is applying for an annual Common Victualler
License. The owners, Elisabetta Hitchcock and Alexandra Hitchcock have submitted their
application along with the required documentation needed for review and approval. ACK Gioia
has confirmed all municipal taxes have been paid. The following departments have also reviewed
the application and have provided the following feedback:
Building Department-No issues/concerns at this time
Health Department: Conducted a routine food establishment inspection, no violations were
noted. Ms. Hitchcock shared her new business plan including her new menu. All food
will be offered as “take-out” and “grab & go” only. She will have picnic tables set up on
the outdoor deck. There will not be table service. She will continue to offer cheese
making classes. The Health Department has an updated menu and an updated business
plan. The changes to her business plan will not trigger a need to alter her Retail Food
Permit. ACK Gioia continues to be in good standing with the health department.
Fire Department-Passed inspection and no violations/concerns.
Police Department-No concerns at this time.
Town Administration Office- No concerns at this time.
Planning Department – No comments/concerns.
Office of:
Select Board
Town Administrator
BREWSTER COMMUNITY PRESERVATION PLAN PUBLIC FORUM
When: 4:00 pm on Wednesday, February 9, 2022
Where: Zoom Webinar (Virtual). Information to join the virtual meeting will be provided on the posted
agenda at www.Brewster-ma.Gov. Look under CALENDAR and click on the meeting to be taken to the agenda.
Are you concerned about issues such as affordable housing, open space, historic preservation and recreation? Do you want to
share your thoughts on potential changes to the Community Preservation Act Bylaw in Brewster? The Community
Preservation Committee has been working to develop a new 5 year Community Preservation Act (CPA) Plan. This meeting will
review the current draft of the plan, potential CPA Bylaw changes and provide an opportunity for you to share your opinions.
We invite you to participate in this Online Community Forum
on February 9, 2022 at 4 pm!
TOWN OF BREWSTER
COMMUNITY
PRESERVATION PLAN
FY23-FY27
DRAFT 1/6/22
**DRAFT DOCUMENT INTENDED FOR DISCUSSION PURPOSES ONLY**
PREPARED FOR:
Community Preservation Committee
Town of Brewster
2198 Main Street
Brewster, MA 02631
PREPARED BY:
JM Goldson LLC
Brewster Community Preservation Plan FY23-FY27 2
This page intentionally left blank
Brewster Community Preservation Plan FY23-FY27 3
TABLE OF CONTENTS
ACKNOWLEDGMENTS 5
KEY DEFINITIONS 6
Executive Summary 8
BACKGROUND 8
PLANNING PROCESS 8
CPC FUNDING GOALS & TARGET ALLOCATION POLICY 8
Chapter 1: Overview 9
INTRODUCTION 9
CPA ELIGIBILITY 9
BACKGROUND 9
APPLICATION AND FUNDING PROCESS 15
Chapter 2: Overall Policies and Goals 19
FIVE-YEAR TARGET ALLOCATION POLICY 19
OVERALL CPA GOALS 20
Chapter 3: Community Housing 21
NEEDS 21
GOALS 21
ELIGIBLE ACTIVITIES 23
Chapter 4: Open Space 27
NEEDS 27
GOALS 27
ELIGIBLE ACTIVITIES 29
Chapter 5: Historic Preservation 36
NEEDS 36
GOALS 36
ELIGIBLE ACTIVITIES 37
Brewster Community Preservation Plan FY23-FY27 4
Chapter 6: Outdoor Recreation 42
NEEDS 42
GOALS 42
ELIGIBLE ACTIVITIES 44
Appendices 48
Brewster Community Preservation Plan FY23-FY27 5
ACKNOWLEDGMENTS
To be written
Brewster Community Preservation Plan FY23-FY27 6
KEY DEFINITIONS
This list of key definitions is intended to assist the reader and is not intended to replace applicable legal
definitions of these terms. The following definitions are for key terms used throughout the document, many
of which are based on definitions per MGL c.44B s.2 or other statutes and regulations.
Active Recreation – Requires intensive development to create outdoor recreation and often involves
cooperative or team activity, including playgrounds, ball fields, and paved bike paths.
Areawide Median Income – The median gross income for a person or family as calculated by the United
States Department of Housing and Urban Development, based on the median income for the Metropolitan
Statistical Area.
Chapter 40B – A state statue which enables local Zoning Boards of Appeals (ZBAs) to approve affordable
housing developments under flexible rules if at least 20-25% of units have long-term affordability
restrictions.
Community Housing – As defined by the Community Preservation Act is housing for individuals and families
with incomes less than 100 percent of the Areawide Median Income, including senior housing. In general, the
occupant(s) should pay no greater than 30% of his or her income for gross housing costs, including utilities.
Community Preservation – The acquisition, creation, and preservation of open space; the acquisition,
creation, preservation, and rehabilitation/restoration of land for recreation; the acquisition, preservation,
and rehabilitation/restoration of historic resources; and the acquisition, creation, preservation, and support
of community housing.
Community Preservation Act – A state law, MGL c. 44B, is enabling legislation that allows communities to
raise and set aside funds for community preservation projects, including open space and natural resource
conservation, outdoor recreation, historic preservation, and community housing. It is funded through a
combination of a local property tax surcharge of up to 3 percent and a variable state contribution from the
Community Preservation Trust Fund.
Community Preservation Committee – The committee established by the legislative body of a city or town to
make recommendations for community preservation, as provided by Section 5 of MGL c. 44B.
Community Preservation Fund – The municipal fund established by Section 7 of MGL c. 44B.
Historic Resource – A building, structure, document, or artifact that is listed on the state register of historic
places or National Register of Historic Places or has been determined by the local historic preservation
commission to be significant in the history, archeology, architecture or culture of a city or town.
Household – All the people, related or unrelated, who occupy a housing unit. It can also include a person
living alone in a housing unit or a group of unrelated people sharing a housing unit as partners or roommates.
Housing Production Plan – A community’s proactive strategy for planning and developing affordable housing.
In a HPP, a community creates a strategy to produce housing units and meet the 10 percent goal under
Chapter 40B.
Brewster Community Preservation Plan FY23-FY27 7
Local Historic District – An area or group of historic structures that are deemed significant to the town’s
history, archeology, architecture, or culture and protected by public review.
Low-income Housing – Housing for persons or families whose annual income is less than 80 percent of the
areawide median income (AMI). The AMI is determined by the United States Department of Housing and
Urban Development (HUD).
Moderate-income Housing – Housing for persons or families whose annual income is less than 100 percent
of the areawide median income (AMI). The AMI is determined by the United States Department of Housing
and Urban Development (HUD).
Open Space – Land to protect existing and future well fields, aquifers and recharge areas, watershed land,
agricultural land, grasslands, fields, forest land, fresh and saltwater marshes and other wetlands, oceans,
rivers, streams, lake and pond frontage, beaches, dunes and other coastal lands, lands to protect scenic vistas,
land for wildlife or nature preserve, and/or land for recreational use.
Passive Recreation – That which emphasizes the open space aspect of a park, and which involves a low level
of development, including picnic areas and trails.
Preservation – The protection of personal or real property from injury, harm, or destruction.
Recreational use – Recreation uses are often divided into two categories: passive and active recreation. See
definitions for “Passive recreation” and “Active Recreation.” Recreation, under the CPA, does not include
horse or dog racing, or the use of land for a stadium, gymnasium, or similar structure.
Rehabilitation – Capital improvements or extraordinary repairs to historic resources, open spaces, lands for
recreational use, and community housing for the purpose of making the above functional for their intended
uses and compliant with the Americans with Disabilities Act (ADA) and other federal, state, or local building
or access codes. With historic resources, “rehabilitation” must comply with the Standards for Rehabilitation
stated in the United States Secretary of the Interior’s Standards for the Treatment of Historic Properties
(codified in 36 C.F.R. Part 68). With recreational use, “rehabilitation” includes the replacement of playground
equipment and other capital improvements to the land or facilities which make the related land or facilities
more functional for the intended recreational use.
Subsidized Housing Inventory (SHI) - The official list of units, by municipality, maintained by the
Massachusetts Department of Housing and Community Development (DHCD) that is used to measure a
community’s stock of low- and moderate-income housing for the purposes of M.G.L. Chapter 40B’s 10
percent goal.
Brewster Community Preservation Plan FY23-FY27 8
EXECUTIVE SUMMARY
BACKGROUND
The Community Preservation Act (CPA) is a state law, MGL c.44B, that was enacted in 2000. Brewster adopted the
Community Preservation Act in 2005. The CPA creates a way for communities to raise and set aside funds for
community preservation projects. These can include open space conservation, outdoor recreation, historic
preservation, and community housing. Brewster generates CPA funds through a local real property tax surcharge of
3 percent. There is also a variable distribution from the State Community Preservation Trust Fund (Trust Fund).
Since the beginning of the program, Brewster has collected over $19.5 million. Brewster has funded about 70
community preservation projects since adoption. These initiatives included capital improvements, land acquisition,
assistance programs, as well as plans and studies.
PLANNING PROCESS
The Community Preservation Committee (CPC), through the Town of Brewster, contracted with JM Goldson, a
planning consultancy, to assist with the preparation of an updated Community Preservation Plan. The consultant
team to study existing plans, identify Brewster’s community preservation needs and resources, and to solicit
community input. Soliciting community input was an important component of this planning process. The CPC
sponsored focus groups and interviews with a variety of community members. They also held an interactive online
forum to help understand community priorities for the use of CPA funds in coming years.
CPC FUNDING GOALS & TARGET ALLOCATION POLICY
To be completed after the CPC reviews this draft (and confirms the goals as described in the plan’s chapters)
TARGET ALLOCATION POLICY
OVERALL CPA GOALS
COMMUNITY HOUSING GOALS
OPEN SPACE GOALS
HISTORIC PRESERVATION GOALS
OUTDOOR RECREATION GOALS
Brewster Community Preservation Plan FY23-FY27 9
CHAPTER 1: OVERVIEW
INTRODUCTION
The Brewster Community Preservation Committee (CPC) created this Plan. The Plan guides the use of CPA funds
for fiscal years (FY) 2023-2027. The CPC will use this plan to help decide how to recommend spending CPA funding.
The CPC encourages future applicants seeking CPA funds to refer to this plan to guide their CPA requests and
encourages Town Meeting members to use this plan to guide decisions on allocation of funds.
This plan is created in accordance with the Community Preservation Act (CPA), Massachusetts General Laws c. 44B
s.5(b)(1). The law states:
The community preservation committee shall study the needs, possibilities, and resources of the city
or town regarding community preservation, including the consideration of regional projects for
community preservation.
CPA ELIGIBILITY
The CPA provides funding for four general project types: community housing, historic preservation, open space, and
outdoor recreation. See eligibility chart included in the appendices.
Community Housing: CPA funds can be used to acquire, create, preserve, and support community housing for
households with incomes at or below 100% of the area median income.
Historic Preservation: CPA funds can be used to acquire, preserve, rehabilitate, and restore historic resources that
are listed on the State Register or determined to be locally significant by the Historical Commission.
Open Space: CPA funds can be used to acquire, create, and preserve open space and natural resources.
Outdoor Recreation: CPA funds can be used to acquire, create, preserve, rehabilitate, or restore land for
recreational use.
BACKGROUND
CPA STATEWIDE
The Community Preservation Act (CPA) is a state law, MGL c.44B, that was enacted in 2000 by Governor Paul
Cellucci. It creates a way for communities to raise and set aside funds for community preservation projects. These
projects can include open space conservation, outdoor recreation, historic preservation, and community housing. It is
funded through a combination of a local property tax surcharge of up to 3 percent and a variable state contribution
from the Community Preservation Trust Fund. As of August 2021, 187 communities have adopted the CPA, which
represents 53 percent of the Commonwealth’s cities and towns.
CPA ON CAPE COD
Many towns on the Cape adopted the CPA in 2005 to convert the Cape Cod Open Space Land Acquisition Program1
(Cape Cod Land Bank) to CPA as enabled through MGL c.149 of the Acts of 2004. The CPA enables communities to
collect money to fund community preservation projects. Per MGL c.149, Cape Cod towns may not amend the
1 MGL c. 293 of the Acts of 1998
Brewster Community Preservation Plan FY23-FY27 10
amount of or revoke the CPA surcharge on real property until after fiscal year 2020.2 Any debt authorized through
the Cape Cod Land Bank may be repaid with CPA funds.
CPA IN BREWSTER
Brewster adopted in 2005 - Town Meeting voted to adopt in November 2004 and it was approved through a ballot
vote in May 2005. Brewster generates CPA funds through a local property tax surcharge of 3 percent and a variable
distribution from the State Community Preservation Trust Fund. Since the start, Brewster has collected over $19.5
million (as of January 2022).
Since Brewster adopted CPA, the town has appropriated over $17 million to community preservation projects
across the four CPA funding categories, according to the Brewster Community Preservation Committee (note, the
CPA Projects profile on the following page includes more detail about Brewster’s CPA-funded projects):
1. Community housing ($4.47M) – 26 percent of total allocations
2. Historic preservation ($2.70M) – 16 percent of total allocations
3. Open space ($8.49M) – 49 percent of total allocations
4. Outdoor recreation ($1.60M) – 9 percent of total allocations
Up to 5 percent of total CPA funds may be spent for CPC administration. In addition, the CPA statute requires a
minimum of 10 percent be spent or reserved for each of the following CPA categories:
1. Community housing
2. Historic preservation
3. Open space and Recreation
Brewster’s local bylaw, as of January 2022, requires that 50 percent of total CPA funds must be spent or reserved
for open space, 10 percent for community housing, and 10 percent for historic preservation. The remaining 30
percent may be spent on community housing, historic preservation, or active recreation. Note that this plan
recommends amending the local bylaw to eliminate these customized minimums and adopt a more flexible target
allocation policy, as described in more detail on the following pages.
WHO DECIDES HOW THE FUNDS ARE SPENT?
Brewster established a Community Preservation Committee (CPC) as required by MGL c.44B, which is responsible
to make funding recommendations to Town Meeting. Town Meeting has the authority to approve or deny the CPC’s
recommendations. Town Meeting can also approve the CPC’s recommendation at a reduced funding amount. Town
Meeting may not approve funding without a recommendation from the CPC.
The CPC has nine members including four members at-large who are appointed by the Select Board. Per MGL c.44B,
the CPC also includes a member from each of the following five entities:
• Conservation Commission
• Historical Commission
• Housing Authority
• Planning Board
• Recreation Commission
The role of the CPC is to:
1) Study the Town’s community preservation needs, possibilities, and resources and hold a public informational
hearing regarding the study3
2 Massachusetts Department of Revenue, Cape Cod Land Bank and Community Preservation Act, Bulletin 2004-16B, October 2004.
3 The public hearing shall be posted publicly and published for each of two weeks preceding a hearing in a newspaper of general circulation in the city or town.
Brewster Community Preservation Plan FY23-FY27 11
2) To make recommendations to the Town Meeting for funding projects with CPA funds
The CPC meets regularly, typically on the 2nd and 4th Wednesdays of each month at 4:45pm virtually or at Town Hall.
These meetings are open public meetings and members of the public are welcome and encouraged to attend. Notices
of CPC meetings and agenda (with links for virtual meetings, when needed) are posted on the Town calendar, which
can be found on Town’s website: https://www.brewster-ma.gov/.
HOW MUCH FUNDING IS AVAILABLE?
Brewster generates CPA funds through a local real property tax surcharge of 3 percent. There is also a variable
distribution from the State Community Preservation Trust Fund (Trust Fund). Since the beginning of the program,
Brewster has collected over $19.5 million (as of January 2022) – this figure includes about $13.4M raised through
the local surcharge and $6.1M through the Trust Fund distributions. In FY2021, the local property tax surcharge
generated roughly $1.07M, and the Trust Fund distribution was about $368,430 (a 35.18 percent match). In FY22
the state match is 48.65 percent ($519,353).
$0
$1,067,428
$1,047,220
$997,502
$929,796
$894,558
$861,948
$823,010
$799,453
$759,918
$734,513
$701,099
$685,306
$664,044
$633,392
$623,561
$597,364
$571,315
$519,353
$368,430
$292,896
$220,244
$184,636
$212,708
$291,928
$301,307
$476,816
$235,599
$224,425
$223,720
$278,863
$487,457
$623,561
$597,364
$571,315
$0
$- $200,000.00 $400,000.00 $600,000.00 $800,000.00 $1,000,000.00 $1,200,000.00 $1,400,000.00 $1,600,000.00
2022
2021
2020
2019
2018
2017
2016
2015
2014
2013
2012
2011
2010
2009
2008
2007
2006
2005
DollarsFiscal YearBrewster CPA Revenue History
Source: Community Preservation Coalition Information on Individual CPA Communities
database, accessed 1/4/22.
Local Surcharge Trust Fund Distribution
Brewster Community Preservation Plan FY23-FY27 12
CPA PROJECTS
A PROFILE FOR THE BREWSTER COMMUNITY PRESERVATION PLAN
HISTORIC PRESERVATION
• Blacksmith Shop
• Brewster Baptist Church renovation of the Church steeple
• Brewster Historical Society purchase of the Elijah Cobb House
• Brewster Meetinghouse Preservation project
• Cape Repertory Theatre Company
• Cape Repertory Theatre Company: Historic Crosby Barn Rehabilitation
• Catalogue/preserve Town Hall records
• Council on Aging window replacement
• Crosby Mansion porch repair project
• Elijah Cobb House preservation and rehabilitation
• Glass plate negatives preservation
• Gravestone preservation at Breakwater Cemetery
• Gravestone preservation project
• Higgins Farm Windmill preservation
• Lower Road Cemetery Tombstone & Monument repair and restoration
• Spruce Hill Barn Restoration
• Stony Brook Grist Mill Works Replacement
• Stony Brook/Lower Mill Pond Dam & Fish Passage Restoration project
OVERVIEW OF CPA-FUNDED
PROJECTS
The Community Preservation Act has
funded about 70 community preservation
initiatives in Brewster in its since adoption,
with over $17M in allocations for open
space conservation, active recreation,
historic preservation, and community
housing initiatives.
These initiatives included capital
improvements, assistance programs, land
acquisition, as well as plans and studies.
About 49 percent of allocations as of
November 2021 have been for open space
projects, 26 percent for housing, 16
percent for historic, and 9 percent for
outdoor recreation.
This profile provides a list of projects
funded in each CPA category.
Community
Housing
26%
Historic
16%
Open Space
49%
Outdoor
Recreation
9%
Brewster CPA Project Allocations
FY07-FY22 (as of Nov. 2021)
Note: includes total appropriated for open projects and actual
spent for closed projects.
Brewster Community Preservation Plan FY23-FY27 13
ACTIVE RECREATION
• ADA improvements to athletic fields
• Brewster Dog Park
• Brewster Recreation Commission –
Tennis Court Project
• Department of Natural Resources –
Breakwater Beach Restoration Project
• Eddy Elementary School Accessible
Playground
• Pleasant Bay Community Boating
(Harwich)
• Recreation Department Field
Repairs/Renovations
• Stony Brook Early Childhood Playground
• Stony Brook Herring Run Bypass and Dam
• Tennis Court repairs and resurfacing
• Warning lights at Cape Cod Rail Trail
COMMUNITY HOUSING
OPEN SPACE
• 106 McGuerty Road/Field-Kelley Acquisition
• Bates Land acquisition
• BBJ Cranberry Trust land acquisition
• Boehm Conservation Area – Purchase of
Conservation Restriction
• Crystaloski Property Land acquisition
• Eldredge Property land acquisition
• Freeman’s Way/Naumekeg Acquisition
• Jackson Land acquisition
• Jorgenson Property acquisition
• Lalor Property acquisition
• Long Pond Woodlands Land Acquisition
Project
• Matthews Property Land acquisition
• Meetinghouse Road Conservation Area
• Mill Pond Conservation Area – Purchase of
Conservation Restriction
• Open Space and Recreation Plan update
• Quivett Marsh Vista Conservation Area
• Santorello Property acquisition
• Seidel Land acquisition
• Stranahan Property Land acquisition
• Viprino Property land acquisition
• Windrift Acres
• Affordable Housing Buydown program
• Brewster Affordable Housing Trust – CPA-eligible community housing activities
• Brewster Affordable Housing Trust: SHI inventory preservation
• Brewster Housing Authority
• Brewster Housing Authority Huckleberry Lane Project
• Brewster Housing Partnership Affordable Housing Buydown program
• Brewster Woods Development
• Cape Cod Village, Inc. Orleans Project
• Community Development Partnership – Cape Housing Institute
• Community Engagement Consultant
• FORWARD: Friends or Relatives with Autism and Related Disabilities (Located in Dennis)
• Habitat for Humanity Land Acquisition
• Habitat for Humanity of Cape Cod – Paul Hush Way affordable homeownership development
• Harwich Ecumenical Council for the Homeless: Homeowners’ Emergency Loan Program
• Millstone Land Acquisition
• Nickerson Park Condo Purchase
• Nickerson Park Condominium – Lower Cape Community Development Corporation
• Part-Time Housing Coordinator
• Preservation of Affordable Housing
• SHI Home Appraisal
• Slough Road Homes – Habitat for Humanity
Brewster Community Preservation Plan FY23-FY27 14
Brewster Community Preservation Plan FY23-FY27 15
REVIEW OF LOCAL AND REGIONAL PLANS
The Town of Brewster contracted with JM Goldson LLC to assist with the preparation of an updated Community
Preservation Plan in August 2021. JM Goldson worked with the CPC members and studies existing plans, including
the 2017 Housing Production Plan; the 2020 Brewster Vision Plan; 2014 Open Space and Recreation Plan; 2020
Draft Open Space and Recreation Plan; 2007 Brewster Reconnaissance Report; and the 2009 Water Quality Status
Report, to identify Brewster’s community preservation needs and resources.
COMMUNITY ENGAGEMENT
Soliciting community input was an important component of this planning process. The CPC sponsored focus groups
and interviews with a variety of community members, as well as an interactive online forum as part of its effort to
understand community priorities and help shape this plan.
Stakeholder Focus Groups and Interviews
The consultants interviewed a variety of community and regional stakeholders through focus groups between
September and October 2021. They also conducted individual interviews through Zoom and telephone. These
interviews helped the CPC further refine its understanding of community preservation needs and resources. They
also helped to identify priorities and possibilities for use of CPA funds.
Community Forum
On November 20, 2021, the CPC sponsored a virtual forum held through Zoom webinar. The forum was interactive
and integrated live polling and open-ended questions using PollEverywhere software, allowing for participants to
share their thoughts and opinions alongside the presentation. Approximately 40 people participated in this online
forum.
Detailed summaries of the focus groups and interviews as well as the community forum are included in the
appendices.
APPLICATION AND FUNDING PROCESS
The Brewster CPC accepts applications for CPA funding on a biannual basis; proposals are due July 1st to be
considered at fall town meeting, or December 1st to be considered at spring town meeting. The CPC requires
proposal be submitted using the CPC’s application form, available online on the CPC’s webpage at www.brewster-
ma.gov or by request through the Town Clerk’s office.
The CPC considers each funding application based on the merits of the project as well as the available CPA balance
in an open public meeting. Through majority vote, the CPC determines which projects to recommend to Town
Meeting for funding. Projects not recommended by the CPC are not eligible for consideration by the Town Meeting
per statute (MGL c.44B).
Brewster Community Preservation Plan FY23-FY27 16
REVIEW OF COMMUNITY GOALS
A PROFILE FOR THE BREWSTER COMMUNITY PRESERVATION PLAN
2021 CAPE COD REGIONAL
POLICY PLAN
Natural systems goals:
Water resources:
To maintain a sustainable supply of high-quality untreated
drinking water and protect, preserve, or restore the ecological
integrity of Cape Cod’s fresh and marine surface water
resources.
Ocean Resources:
To protect, preserve, or restore the quality and natural values
and functions of ocean resources.
Wetland Resources:
To protect, preserve, or restore the quality and natural values
and functions of inland and coastal wetlands and their buffers.
Wildlife and Plant Habitat:
To protect, preserve, or restore wildlife and plant habitat to
maintain the region’s natural diversity.
Open Space:
To conserve, preserve, or enhance a network of open space that
contributes to the region’s natural and community resources
and systems.
Community Systems goals:
Cultural Heritage:
To protect and preserve the significant cultural, historic, and
archaeological values and resources of Cape Cod.
Housing:
To promote the production of an adequate supply of ownership
and rental housing that is safe, healthy, and attainable for
people with different income levels and diverse needs.
PROFILE DESCRIPTION
It is important for the Community
Preservation Plan to consider the
established goals of the Town and
region. This review of the goals
existing planning documents is
intended to provide a foundation
to the identification of Brewster’s
community preservation goals and
priorities.
The Town of Brewster and the
larger region have several
planning documents that establish
community goals related to the
Community Preservation Act
funding categories. These include
the 2021 Cape Cod Regional
Policy Plan, the 2014 Open Space
and Recreation Plan, the 2017-
2021 Brewster Housing
Production Plan, the 2018
Brewster Vision Plan, and the
2007 Brewster Reconnaissance
Report.
This profile provides a summary of
the goals these other plans that
are related to one or more of the
community preservation act
funding categories: community
housing historic preservation,
open space, and outdoor
recreation.
Brewster Community Preservation Plan FY23-FY27 17
1. Protect the Town’s drinking water supply to meet the needs of Brewster’s residents and visitors today
and in the future.
2. Provide open space and recreation opportunities that maintain Brewster’s rural character and small
coastal community identity and support a sustainable local economy as a center for ecotourism.
3. Preserve and enhance habitat diversity and protect marine and fresh surface water resources to
maintain their important ecological functions and values to the community.
4. Provide a variety of recreation and open space opportunities to promote healthy and active lifestyles for
Brewster residents, ensuring equitable access for all users and abilities.
5. Support coordination and communication of regional open space and recreation needs.
2017-2021 HOUSING PRODUCTION PLAN
Priority Affordable Housing Needs:
• Low Income Rental Housing
for Families
• Rental housing for single
people
• Subsidized rental housing for
the elderly
• Acquisition and rehabilitation
of substandard housing
Housing Goals
1. Increase the supply of year-round market-rate and
affordable rental housing for all types of households, such
as young singles and couples, families, and seniors.
2. Build support for addressing housing needs through
partnerships with conservation groups and non-profit and
for-profit developers, and increased commitment of local
funds such as Community Preservation Act revenue.
3. Create housing that is affordable and appropriate for very
low-income seniors and people with disabilities.
4. Increase local capacity to plan, advocate for, and create
affordable housing, preserve the affordability and
condition of existing affordable units, and monitor
affordable housing restrictions.
5. Increase the variety of mixed-income housing choices in
Brewster, particularly in or near commercial areas in order
to support Brewster’s economy and to accommodate
household growth.
6. Create and provide programs to support struggling
homeowners, such as a housing rehabilitation program to
help lower-income homeowners and seniors with
extraordinary maintenance and repairs.
7. Provide at least 10 percent of Brewster’s year-round
housing units as affordable housing in order to meet local
and regional needs.
2020 DRAFT OPEN SPACE AND RECREATION PLAN
Brewster Community Preservation Plan FY23-FY27 18
2018 VISION PLAN
Community Character Goal
Sustain and foster Brewster’s historic setting,
rural nature, small-town feel, and socially inclusive
spirit.
• Provide social opportunities and services for all.
• Maintain the Town’s historic heritage and style.
• Maintain the Town’s small-town feel and scale
through appropriate development.
2007 BREWSTER
RECONNAISSANCE
REPORT
Preservation Planning Recommendations
1. Inventory heritage landscapes through the Massachusetts Historical
Commission inventory, as well as National Register Listings when
appropriate.
2. Create a Preservation Plan to ensure the continued protection of
historical resources.
3. Preserve burial grounds and cemeteries by undertaking restoration and
wayfinding projects, as well as establishing community support for such
projects.
4. Preserve village and rural neighborhood character through demolition
delay bylaws, recognizing local historic districts, and downzoning, among
other techniques.
5. Preserve agricultural landscapes by adopting a right-to-farm bylaw and
continue preserving farmland through conservation and agricultural
reservation restrictions, where applicable.
6. Preserve scenic roads through establishing a Scenic Roads bylaw, as well
as a scenic overlay district.
7. Raise awareness about Town’s history and ensure funding for
preservation projects.
Water Resources Goal
Protect Brewster’s freshwater system to preserve high
quality drinking water and maintain or improve the
health of our ponds and marine watersheds.
• Protect town wellfields by expanding open space
acquisition and other measures.
• Improve pond water quality through public education,
regulation, and mitigation activities.
• Protect the water quality of the town’s marine
watersheds.
Open Space Goal
Maintain and expand open space assets to provide
public recreation, protect fragile natural habitat,
and protect water resources.
• Improve public access to and expand the use of
recreational areas.
• Prioritize environmentally sensitive areas for
preservation.
• Maintain open space through density and
development standards.
Housing Goal
Provide more affordable, safe, and accessible rental and
ownership housing options at different price points,
particularly for single people, young families, and our
older population. Achieve the state’s 10% affordable
goal by 2025.
• Promote housing choices to allow families to live, work,
and prosper.
• Provide opportunities to address the varied housing
needs of Brewster’s aging population.
• Address the housing needs to the Town’s year-round
and seasonal workforce.
Coastal Management Goal
In the context of coastal change, preserve and protect Brewster’s coastal resources and expand public access.
• Protect coastal resources in ways that preserve coastal ecosystems and habitats and the character of the town and
coastal neighborhoods.
• Maintain and expand public access for all through public consensus and explore alternate modes of transport and
access points.
• Adapt to climate change projections and advance adaptation and resiliency techniques that are financially and
environmentally sustainable.
Brewster Community Preservation Plan FY23-FY27 19
CHAPTER 2: OVERALL POLICIES AND GOALS
The CPC developed the following target allocation policy and overall CPA goals through careful consideration of
community feedback and broad community goals as established from guiding local policy documents including the
Vision Plan. The policy and goals are designed to guide the CPC’s deliberation of project requests for CPA funds in all
four CPA funding categories and will be used to establish funding preferences. The policy and goals are not binding;
The CPC will ultimately base its recommendations on individual project merits, using the target allocation policy and
overall goals as a guide.
FIVE-YEAR TARGET ALLOCATION POLICY
When Brewster adopted the CPA in 2005, it did so with a customized bylaw increasing the minimum allocation
amounts for each funding area to reflect community intentions and priorities when Brewster convert from the Cape
Cod Open Space Land Acquisition Program4 (Cape Cod Land Bank) to CPA as enabled through MGL c.149 of the
Acts of 2004. Per MGL c.149, Cape Cod towns may not amend the amount of or revoke the CPA surcharge on real
property until after fiscal year 2020.5
PREVIOUS MINIMUM ALLOCATIONS
Previously, CPA funds were allocated on the basis of the following amounts: a 50 percent allocation for open space
and passive recreation projects; a 10 percent allocation for community housing; a 10 percent allocation for historic
preservation; and a 30 percent allocation towards community housing, historic preservation, or recreation projects,
but not open space. Of the 30 percent allocation, the CPC has been using up to 5 percent annually for administative
costs, as allowed through the statute.
RECOMMENDED MODIFIED ALLOCATIONS
As part of this planning effort the CPC has reconsidered the minimum local bylaw allocation requirements and plans
to recommend that Town Meeting amend the bylaw. There is an increasing community awareness of a variety of
significant priorities for the Brewster community, especially for affordable and community housing as well as other
CPA-eligible initiatives as at the Cape Cod Sea Camps properties (i.e., the Pond Parcel and the Bay Parcel) and
capital needs for historic public buildings such as the Brewster Ladies’ Library. In addition, the CPC recognizes that
there is a significant continued need for open space and natural resource conservation, especially considering the
growing impacts from climate change on this coastal community and the continued efforts to protect the drinking
water supply and water quality of Brewster’s ponds.
For these reasons, the CPC recommends bylaw amendments to remove the customized allocation requirement and
to defer to the statutory minimums of 10 percent for each of three categories: community housing, open space and
recreation, and historic preservation. In addition, through this plan, the CPC establishes a five-year Target Allocation
Policy which will guide funding allocations to address the top community priorities of community housing and open
space. This approach will increase the Town’s flexibility and enhance its ability to utilize CPA funds to address a
wider spectrum of community priorities, while continuing to allocate significant levels of funding for open space and
natural resource conservation.
CPC Target Allocation Policy for FY23-FY27
Through this plan, the CPC establishes target allocation policies to guide its recommendations for appropriations of
CPA funds over the five-year period, FY23 through FY27. The policies are intended to support community priorities
for use of CPA funds.
4 MGL c. 293 of the Acts of 1998
5 Massachusetts Department of Revenue, Cape Cod Land Bank and Community Preservation Act, Bulletin 2004-16B, October 2004.
Brewster Community Preservation Plan FY23-FY27 20
Minimum Spending/Reserves
The CPC intends to continue to recommend three reserves of 10 percent total annual revenue, which comply with
the statutory minimums for community housing, historic preservation, and open space and recreation.
To the extent possible, the CPC also intends to recommend allocations of the CPA funds for eligible projects and
initiatives and administrative funds in roughly the proportions shown below as an average over five-years:
• 30 percent for Community Housing
• 30 percent for Open Space
• 10 percent for Historic Preservation
• 10 percent for Outdoor Recreation
• 5 percent for CPC Administration Costs
The remaining 15 percent of funds will remain as undesignated and can be used to fund projects in any of the CPA
categories. Any undesignated funds (meaning funds that are not included in the minimum 10 percent reserves) that
are not appropriated each year will roll over and remain undesignated.
Administrative Funds
The CPC requires professional staff support to ensure proper record keeping, grant management, and clerical
support in addition to other administrative needs such as funding the Community Preservation Coalition
membership dues and advertising costs. Therefore, the CPC intends to budget 5 percent of total annual CPA
revenue for administrative funds, as the CPA statute allows. However, if the full 5 percent is not needed in any given
year, the balance may be allocated to fund projects in any of the CPA categories.
OVERALL CPA GOALS
These overall goals are intended to help the CPC make hard decisions with the expectation that the CPA will not
provide enough funding to fully fund all CPA funding requests. The CPC will refer to these overall goals during
deliberations when considering the merits of funding requests and comparing eligible projects given limited funding.
1. Prioritize allocation of CPA funding to create and support community housing and preserve open
space/natural resources, including multi-purpose projects that address both housing and open space needs.
2. Secondarily, support eligible outdoor recreation and historic preservation projects.
3. Support eligible projects that demonstrate compatibility with the Community Vision and other relevant
community initiatives and goals such as at the Pond Parcel and/or Bay Parcel at the former Cape Cod Sea
Camps property.
4. Encourage leveraging of CPA funds with other public and private funding as well as donation, bargain sales,
and the like.
5. Allocate funding for regional projects that demonstrate clear community benefit and contributions from
other communities in the region.
Brewster Community Preservation Plan FY23-FY27 21
CHAPTER 3: COMMUNITY HOUSING
Habitat for Humanity House on Paul Hush Way
NEEDS
Housing supply in Brewster is significantly impacted by its attractiveness as a tourist destination and the large
number of seasonal housing units and vacation rentals. Although tourism has bolstered the local economy, it has also
made affordable housing and market-rate year-round housing difficult to find.
The 2017 Housing Production Plan identified rental housing for low-income families, single people,
and subsidized rental housing for the elderly as the priority housing needs of the community.
The COVID-19 pandemic has also affected the town, with some residents converting seasonal homes to year-round
residences, a rapid rise in housing prices, and overall uncertainty on future population trends and variations in the
tourism industry.
GOALS
1. Create community housing, including affordable housing, that will address documented local and regional
housing needs including, but not limited to, affordable year-round senior housing options, year-round
rental housing and housing assistance for low-income families and seniors, and housing for residents with
special needs, such as Veterans.
As is well documented through the 2017 Brewster Housing Production Plan and the 2017 Cape Cod
Housing Market Analysis, Brewster’s greatest needs are for rental housing that is affordable for low-income
families, senior housing options, and increased supply of housing in general. The CPA funds can fund the
creation of affordable and community housing for households earning up to 100 percent AMI. Funds should
be targeted to create affordable year-round rental housing options and senior housing options. In addition,
creation of housing for individuals with special needs continues to be important within the region.
In addition, the CPA funds are an important local resource to bring Brewster closer to reaching the state’s
affordable housing goals of 10 percent year-round housing stock as tracked through the Subsided Housing
Brewster Community Preservation Plan FY23-FY27 22
Inventory (SHI). To be eligible for inclusion on the SHI, the units must be affordable to households at or
below 80 percent AMI. As of August 2021, Brewster’s SHI lists 5.6 percent of year-round housing stock as
affordable. This is still based on the 2010 U.S. Decennial Census count of year-round housing units and is
likely to change when the 2020 Census figures are released. Per 2016 amendments to the CPA statute, CPA
funds that are transferred to a housing trust must be used for
2. Support eligible housing initiatives and ongoing work of the Brewster Affordable Housing Trust to
address local housing needs.
The purpose of Brewster Affordable Housing Trust (Trust), which was created through a Town Meeting vote
in May 2018, is to provide for the preservation and creation of affordable housing in Brewster for the benefit
of low/moderate-income households and for the funding of community housing. The Trust is overseen by a
seven-member Board of Trustees, appointed by the Select Board. The Trust regularly requests CPA funds to
support its initiatives. The CPC anticipates that the Trust will continue to request funding as needed, based
on specific CPA-eligible projects and initiatives
CPA funds, when transferred to a housing trust, must be used for CPA-eligible purposes only and must be
tracked separately from other trust funds so that the use of funds can be reported annually to the MA
Department of Revenue (per the CP-3 report).
3. Continue to support local capacity to implement housing initiatives, including through the Town’s housing
coordinator position.
The CPA funds are a critical funding source to continue supporting Brewster’s capacity to implement local
housing initiative. The CPA should continue to support the Town’s local capacity in this way, including
support for the Brewster Housing Office and the Town’s housing coordinator. The Housing Office addresses
community housing needs in Brewster and is critical to coordinating the various local initiatives to support
low/moderate income households, create affordable and community housing in the town, and as a central
point of contact for information and education about housing needs, initiatives, resources, and assistance.
4. Support the preservation of expiring affordability restrictions to retain the existing stock of affordable
housing.
Most of Brewster’s affordable housing units are restricted as affordable in perpetuity, however some units
are not restricted in perpetuity. King’s Landing (1200 State Road), which includes 108 units of affordable
rental housing and is owned by Preservation of Affordable Housing (POAH), is set to expire in 2033. The
Town should work with POAH and other stakeholders to determine strategies to protect these units as
affordable for the longest extent possible. In addition, the CPA funds can be critical to protecting affordable
ownership units when needed upon sale through purchase and resale (it is not uncommon for the
affordability of ownership units to be compromised upon resale or foreclosure, depending on the terms of
the affordability restrictions).
5. Continued support the Brewster Buy Down Program to assist eligible first-time homebuyers.
The Town of Brewster, through Community Preservation Funds, provides up to $30,000 of grant assistance
for eligible buyers purchasing a home in Brewster. The program, contingent on existing funds, is available to
households qualifying at 80% AMI (Area Median Income) who agree to place a permanent affordable housing
deed restriction on the home. The grant assistance is provided as an interest free loan which is forgivable
after 30 years.
Brewster Community Preservation Plan FY23-FY27 23
ELIGIBLE ACTIVITIES
Chapter 44B of the Massachusetts General Laws (CPA Statute) defines “community housing” as “low- and
moderate-income housing for individuals and families, including low- or moderate-income senior housing.” Low-
income housing is affordable to households with annual incomes of less than 80% of the areawide median income
(AMI) and moderate-income housing is affordable to households earning less than 100% AMI. Furthermore, the CPA
Statute defines “senior housing” as housing for persons 60 years old or over, who also meet the qualifications for low
or moderate income.
The CPA Statute allows expenditures for the acquisition, creation, preservation, and support of community housing
and for the rehabilitation of community housing that is acquired or created through CPA. Preservation, which is a
permitted activity for community housing, is defined as the “protection of personal or real property from injury, harm
or destruction, but not including maintenance.”
Rehabilitation, which is only permitted for housing created using CPA funds, is defined as “the remodeling,
reconstruction and making of extraordinary repairs, to...community housing for the purpose of making
such...community housing functional for their intended use, including, but not limited to, improvements to comply
with the Americans with Disabilities Act and other federal, state or local building or access codes.”
The CPA Statute defines the term “support” as programs that provide grants, loans, rental assistance, security
deposits, interest-rate write downs or other forms of assistance directly to individuals and families who are eligible
for community housing . . .” The CPA Statute also allows CPA funds to be appropriated to a Municipal Affordable
Housing Trust (MGL c.44 s.55C). Any CPA funds allocated to a Housing Trust must be used for CPA-eligible
purposes, as clarified through the 2016 amendments.
Brewster Community Preservation Plan FY23-FY27 24
COMMUNITY HOUSING NEEDS &
RESOURCES
A PROFILE FOR THE BREWSTER COMMUNITY PRESERVATION PLAN
POPULATION & HOUSEHOLDS
• Brewster’s 2020 year-round population was 10,318, reversing a
recent downward trend and returning to the level seen around
the year 2000.
• The town’s year-round population is forecast to decline at a
gradual rate, with an estimated 7,888 people by 2035.
• The town’s seasonal population increases dramatically, with
approximately 30,000 visitors per year, increasing competition
for housing between year-round residents, part-time residents,
seasonal workers, and vacationers.
• The population of Brewster is aging. In 2000, 26 percent of
residents were over 65, increasing 32 percent by 2019. The
median age increased from 47 years old in 2000 to an estimated
54 years old in 2019.
• Of the 4,198 households, about 21 percent have children under
18 years old and 49 percent have one or more household
members over 65 years old.
• Racial make-up is predominantly White, with 94.7 percent of the
population. 2.2 percent of residents are Hispanic, with the
remaining 3.1 percent made up of Black or African-American,
Asian, and mixed race residents.
• Brewster’s median household income per 2019 estimates was
$75,321 - an increase from the 2010 median household income of
$68,439 (in 2019 dollars).
• An estimated 38 percent of Brewster households have low
incomes – incomes at or below 80 percent AMI.
• The median sale price of a single-family house in 2020 was
$519,500, increasing to an average of $612,850 in Jan-Jul 2021.
• 85 percent of Brewster year-round households own their homes,
28 percent of which are housing–burdened (spending over 30
percent of their income on housing), while 50 percent of
Brewster’s 635 year-round rental households are housing-
burdened.
• The median rent in Brewster is $1,097 per month, but this
relatively low number is artificially depressed due to the high
percentage of year-round rentals which are subsidized as well as
disparities in rent throughout the year due to tourism.
A SUMMARY OF KEY NEEDS
Although tourism has bolstered the
local economy, it has also made
affordable and market-rate year-
round housing difficult to find.
The 2017 Housing Production Plan
identified rental housing for low-
income families, single people, and
subsidized rental housing for the
elderly as the priority housing needs
of the community.
The COVID-19 pandemic has also
affected the town, with some
residents converting seasonal homes
to year-round residences, a rapid rise
in housing prices, and overall
uncertainty on future population
trends and variations in the tourism
industry.
HOUSHOLD INCOME & HOUSING COST
Brewster Community Preservation Plan FY23-FY27 25
• Brewster has an estimated 4,198 year-round occupied housing units – 85 percent are owner occupied and
15 percent renter occupied. Census estimates suggest that Brewster lost 122 rental units since 2010, a
decline of 16 percent.
• There are an estimated 3,763 seasonal housing units in Brewster, comprising 47 percent of the town’s
total housing units.
• The Town’s housing stock remains primarily single-family at about 90 percent of total housing units, the
balance being condominiums, duplexes, and multi-family units.
• Brewster’s housing stock is significantly newer than in other communities, with 58 percent built after
1980, reflecting the rapid population and housing growth between 1970 and 2000.
HOUSING AFFORDABILITY
• 5.6 percent (268 units) of Brewster’s total housing stock is counted as affordable on the State’s Subsidized
Housing Inventory (SHI), which is below the State’s minimum affordability goal of 10 percent.
• of the affordable ownership units were built through Comprehensive Permits under MGL C. 40B.
• The largest rental development is King’s Landing on Underpass Road with 108 subsidized units at 80
percent AMI. It was purchased and renovated in 2013 by POAH, a national affordable housing
development nonprofit, to ensure the affordable housing set to expire in 2017 would continue, with a
current expiry date of 2033.
• The Fredrick Court and Wells Court developments are state and federally funded, respectively, and
together provide 46 subsidized units for seniors.
• Habitat for Humanity developed 14 permanently affordable ownership units at Tubman Road, Hush Way,
and Red Top Road.
• The Brewster Housing Authority owns twelve duplexes with a total of 24 units of subsidized family rental
housing on Huckleberry Lane.
• 2006-2017 Comprehensive Housing Affordability
Strategy (U.S. Department of Housing and Urban
Development)
• 2019 American Community Survey 5-Year Estimates,
2010 Census, 2000 Census (U.S. Census Bureau)
• 2017 Housing Production Plan (Town of Brewster)
• Aug. 2021 Subsidized Housing Inventory
(Massachusetts Department of Housing and Community
Development)
• Brewster, MA Town Stats (The Warren Group)
• King’s Landing Apartments - Preservation of Affordable
Housing (www.poah.org/property/massachusetts/kings-
landing-apartments)
• Senior Housing - Town of Brewster (brewster-
ma.gov/senior-housing)
• Huckleberry Land Project – Community Preservation
Coalition (www.communitypreservation.org/community-
housing-16-brewster-housing-authority-huckleberry-
land-project)
HOUSING SUPPLY
SOURCES
ABBREVIATIONS
• ACS – American Community Survey
• AMI – Area Median Income
• CHAS – Comprehensive Housing Affordability Strategy
• HPP – Housing Production Plan
• TWG – The Warren Group
Brewster Community Preservation Plan FY23-FY27 26
Brewster Community Preservation Plan FY23-FY27 27
CHAPTER 4: OPEN SPACE
Windrift Acres
NEEDS
Brewster has protected nearly 30% of its total land area, much of which contains environmentally
important landscapes and wildlife.
Brewster’s water resources must continue to be protected, especially as climate change
continues to have an impact on coastal communities like Brewster.
It is key for the Town to maintain protections for coastal regions and those areas prone to flooding, as
well as invest further into open space and passive recreation spaces with a limited environmental
impact.
GOALS
1 Continue to protect drinking water quality through strategic land conservation of private
properties in Zone II Drinking Water Protection Areas including through fee simple
acquisition and conservation restrictions in partnership with local/regional land trusts, other
private organizations, and other public entities.
Maintaining Brewster’s high quality of drinking water continues to be critically important locally
as well as regionally. The 2021 Cape Cod Regional Policy Plan’s goal for water resources is, in
part, to maintain a sustainable supply of high-quality untreated drinking water. Per the Brewster
2020 Draft Open Space and Recreation Plan, the top goal is still to protect the Town’s drinking
water supply with three objectives: 1) Acquire open space for the purpose of protecting existing
Brewster Community Preservation Plan FY23-FY27 28
and future wellhead sites; 2) Protect existing public supply wells from land-based sources of
contamination; and 3) Coordinate wastewater management planning efforts with protecting
drinking water resources.
The CPA funds will continue to be instrumental for water resource protection, particularly to
acquire open space land and conservation restrictions in Zone II Drinking Water Protection
Areas.
2 Support the strategic land conservation to protect the water quality of freshwater ponds
including through fee simple acquisition and conservation restrictions in partnership with
local/regional land trusts, other private organizations, and other public entities.
Brewster contains 80 freshwater ponds, encompassing over 10% of the town’s total surface
area. A vast majority of Brewster's ponds suffer some level of impairment including lack of
clarity (high chlorophyll,) nutrient loading (high phosphorus) and low dissolved oxygen, which
limits survival in the aquatic habitat. These ponds are important natural features and habitats
and provide recreational opportunities for residents and visitors.
To support a goal of the 2020 Draft Open Space and Recreation Plan, land conservation to
protect Brewster’s ponds is important to maintain their important ecological functions and
values to the community. CPA funds will be a critical source of funding for these initiatives.
3 Support open space conservation efforts to facilitate coastal management and community
resilience including to support managed retreat to address coastal erosion.
As a coastal community, Brewster is facing substantial impacts from climate change including
sea level rise, flooding, and erosion. The Town is experiencing erosion rates of up to 2 feet/year
(and 15 feet with storm surge) and there is little or no buffer between infrastructure, including
parking areas and stormwater infrastructure, and the beach. As the region expects more severe
storms with increasing frequency, these impacts will become more extreme. The environmental
damage and property damage will continue to present high and increasing costs. The Town has
diligently assessed vulnerability and risk and created a Coastal Adaptation Plan. CPA funds can
support open space conservation efforts that enhance Brewster’s resilience including managed
retreat as well as other eligible initiatives, as identified by the Brewster Department of Natural
Resources.6
4 Fund the preservation of natural resources, especially to ensure the health and expansion of
salt marshes such as the removal of invasive species, protecting floodplains and uplands
adjacent to salt marshes, and restoring natural tidal flow.
Brewster contains diverse natural habitats which support plants and wildlife including
invertebrates, reptiles, amphibians, birds, and mammals, several species being listed as rare
and/or endangered. Brewster has two areas designated as Areas of Critical Environmental
Concern (ACEC): Pleasant Bay and Inner Cape Cod Bay. Additionally, BioMap2 identifies over
6 Source: Using Managed Retreat to Address Coastal Erosion in Brewster, a presentation by Chris Miller, Director of the Brewster
Department of Natural Resources: http://www.waquoitbayreserve.org/wp-content/uploads/D2_07_Miller-Coastal-Retreat-in-
Brewster.pdf
Brewster Community Preservation Plan FY23-FY27 29
5,500 acres of Core Habitat and close to 9,000 acres of Critical Natural Landscape. These
important habitats include salt marshes, which are coastal wetlands that form transition zones
between land and sea. Salt marshes act as natural purifiers by filtering pollutants and sediment
and by absorbing excess nutrients from streams, rivers, and surface runoff. Salt marshes are
valuable for climate change mitigation because they sequester atmospheric carbon and convert
it to salt marsh vegetation (referred to as “blue carbon”).7
Invasive species are introduced organisms (plant, animal, invertebrate) that are not native to a
specific area and cause harm to that environment. Typically, a species that arrived after
European settlement is thought to be non-native. Invasive species have substantial negative
impacts to their introduced environment. This is because the species did not evolve with the
local ecosystem and may not have any natural predators or contribute to native wildlife in any
way.8
When tidal flow to salt marshes is restricted, these once-saline environments change to a
brackish or freshwater condition in which native salt marsh vegetation suffers. Typically, these
brackish marshes become colonized by the invasive common reed (Phragmites australis) which
forms dense stands 12 feet or higher. As invasive species take over, a major shift in wildlife
occurs, and formerly diverse communities of salt marsh inhabitants are replaced by fewer
species.9
CPA funds will be an important source for protecting salt marshes including the removal of
invasive species and protecting floodplains and uplands adjacent to salt marshes and restoring
natural tidal flow.
ELIGIBLE ACTIVITIES
The CPA defines the term “open space” as including, but not limited to, land deemed necessary to
protect existing and future well fields, aquifers and recharge areas, watershed land, agricultural land,
lake and pond frontage, beaches, and scenic vistas. The CPA statute allows the use of CPA funds for
the acquisition, creation, and preservation of open space. Additionally, the CPA statute allows for the
rehabilitation/restoration of open space that was acquired or created with CPA funds. Per MGL
c.44B s.5(f), CPA funds may not be used to acquire real property, or property interest, for a price
exceeding the value of the property (as determined by methods customarily accepted by the
appraisal profession).
In accordance with the CPA statute (MGL c.44B s.12(a) and (b)), an acquisition of real property is
required to be owned by the municipality and to be bound by a permanent restriction. Any open
space acquisitions by the Town using CPA funds will require execution of a permanent restriction
that runs to the benefit of a nonprofit organization, charitable corporation, or foundation and that is
in accordance with the requirements of MGL c.184. In addition, CPA funds may be appropriated to
7 Source: Association to Preserve Cape Cod/Salt Marsh Restoration: https://apcc.org/our-work/science/salt-marsh-restoration/
8 Source: Brewster Conservation Trust/Invasive Species, Native Pollinators, and the BCT: https://brewsterconservationtrust.org/invasive-
species-native-pollinators-and-the-bct/
9 Source: Association to Preserve Cape Cod/Salt Marsh Restoration
Brewster Community Preservation Plan FY23-FY27 30
pay a nonprofit organization to hold, monitor, and enforce the deed restriction on the property
(sometimes called a “stewardship fee”).
Brewster Community Preservation Plan FY23-FY27 31
PERMANENTLY PROTECTED
OPEN SPACE
• MGL c. 61, 61A, and 61B allow an agricultural, forest, or recreational property to be temporarily protected in
exchange for a tax reduction. The town additionally is granted the right to purchase the property if the
classification is removed.
• There are thirteen private parcels listed in the Chapter 61, 61A, or 61B programs, totaling about 165 acres.
• Scenic Resources in Brewster tend to take the form of heritage landscapes, which include cemeteries, parks,
estates, and scenic roads.
• Examples include Dillingham cemetery, Stony Brook Grist Mill, Crosby Mansion, today a part of Nickerson
State Park. the Punkhorn Parklands, Sheep Pond Woodlands, Mother’s Bog, and Baker’s Pond, to name a few.
OPEN SPACE NEEDS &
RESOURCES
A PROFILE FOR THE BREWSTER COMMUNITY PRESERVATION PLAN
• Brewster contains over 2,200 acres of protected land, or
28.9% of its total land area.
• The Brewster Conversation Commission manages 822 acres
of conservation land, while the Town of Brewster additionally
manages about 1,000 acres of other municipally owned
conservation lands.
• Nonprofit land trusts and organizations such as the Orenda
Wildlife Land Trust, the Brewster Conservation Trust, and
the Cape Cod Museum of Natural History manage smaller
acreages.
• The Commonwealth’s first state park, Roland C. Nickerson
State Park, spans 1,960 acres and is managed by the
Department of Conservation and Recreation. The state also
owns three parcels: Thad Ellis Road, off Gull’s Way on
Sheep’s Pond, and off Satucket Road.
• The Brewster Water Department owns an additional
approximate eight acres of land, and the Commonwealth
owns multiple parcels across the Town, such as 75 Thad Ellis
Road and 0 Airline Road, among others.
SUMMARY OF KEY NEEDS
Brewster has protected nearly 30%
of its total land area, much of which
contains environmentally important
landscapes and wildlife. Brewster’s
water resources – including vernal
pools, freshwater ponds, and coastal
areas – must continue to be
protected, especially as climate
change continues to have an impact
on coastal communities like
Brewster.
It is key for the Town to maintain
protections for coastal regions and
those areas prone to flooding, as well
as invest further into open space and
passive recreation spaces with a
limited environmental impact.
SCENIC RESOURCES
CHAPTER 61 - TEMPORARY PROTECTION
Brewster Community Preservation Plan FY23-FY27 32
WATER RESOURCES
• Brewster Open Space and
Recreation Plan, 2014 (OSRP
2014)
• Brewster Open Space and
Recreation Plan Draft, 2020
(OSRP 2020)
• Brewster’s 2018 Vision Plan
• Brewster BioMap2, 2012
(BioMap2)
• Brewster Ponds Coalition:
https://www.brewsterponds.org/b
eneath-the-surface.html
SOURCES
• Brewster is located within the Cape Cod Watershed, the
Pleasant Bay Watershed, and contains six additional
embayment watersheds located within the town, including
Cape Cod Bay, Herring River, Namskaket Creek, Pleasant
Bay, Quivett Creek, Stony Brook, and a portion of the Bass
River Watershed.
• Importantly, Brewster contains 80 freshwater ponds,
encompassing over 10% of the town’s total surface area.
• A vast majority of Brewster's ponds suffer some level of
impairment including lack of clarity (high chlorophyll,)
nutrient loading (high phosphorus) and low dissolved
oxygen, which limits survival in the aquatic habitat.
(Brewster Ponds Coalition)
• Furthermore, 20% of Brewster’s total land area is
comprised of wetlands, which include saltwater wetlands
(salt marshes and tidal flats) as well as freshwater wetlands
(swamps, bogs, and vernal pools).
• Brewster’s drinking water comes from the Cape Cod
Aquifer through public wells and originates in the
Monomoy Lens. The aquifer itself is at risk of
contamination due to the absence of hydrogeologic
barriers which can prevent contaminants from entering the
water.
• Brewster has enacted wellhead protections, as well as a
Groundwater Protection District designation. However,
note that Zone I and II only protect the aquifer within the
areas that recharge wells.
AREAS OF CRITICAL
ENVIRONMENTAL
CONCERN (ACECS)
• Areas of Critical Environmental
Concern (ACEC) are spaces that
receive recognition for the quality
and significance of their natural
and cultural resources. ACEC
designation can allow for the
creation of a framework of
management and preservation of
critical resources and ecosystems
by local and regional entities.
• ACECs in Brewster include
Pleasant Bay ACEC and the Inner
Cape Cod Bay ACEC.
• The Pleasant Bay ACEC, about 1%
of which is located within
Brewster, contains salt marshes,
tidal flats, ponds, bays, and barrier
beaches, all of which provide flood
control and storm damage
prevention and mitigation.
• The Inner Cape Cod Bay ACEC
stretches across Eastham, Orleans,
and Brewster, with only 15% of the
area being within Brewster (East
Brewster). It contains wildlife
habitats, shellfish beds, and tidal
rivers.
FISHERIES & WILDLIFE
• Brewster contains diverse natural habitats which support
plants and wildlife including invertebrates, reptiles,
amphibians, birds, and mammals, several species being
listed as rare and/or endangered.
• The Brewster BioMap2 outlines two primary habitat types
in Brewster: the wetlands core and the aquatic core. Both
areas contain numerous Species of Conservation Concern,
meaning that both the natural life and area itself are
monitored. Other habitat types include vernal pool core.
• Additionally, parts of Brewster’s coastal areas are
designated as Priority and Exemplary Natural
Communities, indicating areas which have limited
distribution of natural plant and animal communities.
(BioMap2)
• The town also contains approximately 38 vernal pools,
which are seasonal bodies of water integral to the life cycle
of a variety of species, including amphibians, crustaceans,
and turtles.
Brewster Community Preservation Plan FY23-FY27 33
Brewster Community Preservation Plan FY23-FY27 34
Brewster Community Preservation Plan FY23-FY27 35
Brewster Community Preservation Plan FY23-FY27 36
CHAPTER 5: HISTORIC PRESERVATION
Crosby Mansion
NEEDS
Brewster has a diverse set of historical resources, from mansions and town buildings to cemeteries and
churches. These resources are well inventories, and some are protected in as part of the Old King’s Highway
Local Historic District. Others have limited protection and incentives for rehabilitation through listing on the
National Register of Historic Places.
Key public resources need preservation as well as opportunities to protect historic resources at
the Cape Cod Sea Camp’s Bay Parcel and other publicly accessible properties.
Furthermore, the town contains some Native American archaeological sites which require further
investigation and research.
GOALS
1. Preserve, rehabilitate, and restore historic resources that provide a high level of community
access and benefit, such as the Brewster’s Ladies’ Library, the historic buildings on the Bay Parcel
at the Cape Cod Sea Camps, and the Cape Repertory Theatre.
CPA funds are an important source of funding for historic preservation initiatives, for both public and
private resources, however given limited funding, the CPC prioritizes the allocation of CPA funds to
projects that will provide a high level of public access and benefit. Examples include historic public
building as well as other historic properties that are open to the public or provide other tangible and
direct public benefits.
CPA funds can provide support for the preservation (protecting resources from harm), rehabilitation
(making resources functional for their intended use, including improvements to comply with the
Americans with Disabilities Act (ADA) and other building or access codes), and restoration (depicting
the form, features, and character of a property as it appeared at a particular period).
Brewster Community Preservation Plan FY23-FY27 37
2. Support the preservation of Native American sites and artifacts through archaeological
investigation.
The area was initially settled by the Sauguatuckett, Nauset, and Nobscussett tribes, who lived around
the north shore of the town and developed fields at Stony Brook. Native American archaeological
sites have been identified along water bodies in Brewster, as well as evidence of a pre-colonial well.
However, further investigation and archaeological work is necessary to determine if more resources
exist.
3. Continue preservation efforts to protect historic town records.
Brewster’s historic town records and other historic documents are under the care of multiple
entities. The Town Clerk is responsible for historic town records that are stored at Town Hall; the
Brewster Historical Society stores records at the Cobb House Museum, and the Brewster Ladies
Library has a collection of oral histories.
Preservation of historic town records is a common preservation project in many CPA communities.
Town records are not included on the State Register of Historic Places and, therefore, need to be
determined by the Brewster historic preservation commission to be significant in the history,
archeology, architecture, or culture of a city or town.
ELIGIBLE ACTIVITIES
The CPA Act, as amended July 2012, defines a historic resource as “a building, structure, vessel, real
property, document, or artifact that is listed on the State Register of Historic Places or has been determined
by the local historic preservation commission to be significant in the history, archeology, architecture, or
culture of a city or town.” CPA funds can be used for the “acquisition, preservation, rehabilitation, and
restoration of historic resources.”
In addition, CPA funds may be appropriated to pay a nonprofit organization to hold, monitor, and/or enforce
a deed restriction as described in Section 12 of the CPA Act (amended Summer 2012). Furthermore, within
the definition of “rehabilitation,” CPA is allowed to fund improvements to make historic resources functional
for their intended use, including improvements to comply with the Americans with Disabilities Act (ADA) and
other building or access codes.
All rehabilitation work, with respect to historic resources, is required to comply with the Standards for
Rehabilitation stated in the US Secretary of the Interior’s Standards for the Treatment of Historic Properties
(codified in 36 C.F.R. Part 68).
Brewster Community Preservation Plan FY23-FY27 38
PRIORITY LANDSCAPES
LOCAL HISTORIC
DISTRICTS
NATIONAL REGISTER RESOURCES
• National Register districts are established by the Secretary
of the Interior, and provide recognition of the importance of
a place, while allowing limited protection from federal or
state funded projects.
• There are two National Register districts in Brewster: The
Old King’s Highway and the Stony Brook/Factory Village
districts (MACRIS)
• Within these two districts, there are 266 properties listed as
National Resources (MACRIS)
• Additionally, five resources are individually listed on the
National Register: three are related to the Nickerson
Mansion; others include Dillingham House and the Old
Higgins Farm Windmill (MACRIS)
• Local historic districts (LHD) are
created through local bylaws and
are regulatory. An LHD regulates
changes made to exterior
architectural features of
structures located along the
district (Landscape Inv)
• Brewster contains one Local
Historic District, the Old King’s
Highway Historic District, which
was adopted in 1973 (Landscape
Inv)
• The Old King’s Highway Historic
District contains eighteen
resources, ranging from
agricultural sites and burial
grounds to civic centers and open
space areas (Landscape Inv)
A SUMMARY OF KEY NEEDS
Brewster has a diverse set of
historical resources, from mansions
and town buildings to cemeteries and
churches. These resources are well
inventories, and some are protected
in as part of the Old King’s Highway
Local Historic District. Others have
limited protection and incentives for
rehabilitation through listing on the
National Register of Historic Places.
Key public resources are in need of
preservation as well as opportunities
to protect historic resources at the
Cape Cod Sea Camp’s Bay Parcel and
other publicly-accessible properties.
Furthermore, the town contains
some Native American
archaeological sites which require
further investigation and research.
• The Massachusetts Heritage Landscape Inventory identified
nine priority heritage landscapes, including, but not limited
to: Cape Cod Sea Camps, Old King’s Highway, and
Stonybrook Valley.
• A priority heritage landscape is a place that is defined by
human interaction and is integral to the community both past
and present. Each of these landscapes tell a story of
Brewster’s past: the Cape Cod Sea Camps, established in the
early 20th century, is both a natural and historical resource
for the generations of children who attended summer camp
here.
HISTORIC PRESERVATION NEEDS &
RESOURCES
A PROFILE FOR THE BREWSTER COMMUNITY PRESERVATION PLAN
NATIVE AMERICAN RESOURCES
• The area was initially settled by the Sauguatuckett, Nauset,
and Nobscussett tribes, who lived around the north shore of
the town and developed fields at Stony Brook.
• During the Contact Period (1500-1620), Native Americans
sold agricultural products to settlers.
• Native American archaeological sites have been identified
along water bodies in Brewster, as well as evidence of a pre-
colonial well. However, further investigation and
archaeological work is necessary to determine if more
resources exist.
Brewster Community Preservation Plan FY23-FY27 39
18TH CENTURY
• By the 18th century, Brewster’s economy began to expand
from primarily agriculture to include mills and whaling. Later
in the century, the salt manufacturing trade began to
develop.
• Many town institutions such as the first churches and
meetinghouse were developed during this period.
• 18th century resources on MACRIS include the Old Higgins
Farm Windmill (1750) and Captain Elijah Cobb House
(1799). The latter property remains standing and is currently
home to the Brewster Historical Society Museum.
ARTIFACTS AND DOCUMENTS
• Some of Brewster’s historical documents and records are preserved by the Brewster Historical Society,
which stores these resources at the Cobb House Museum. These include the Donald Doane collection of
over400 turn-of-the-century photographic glass plate negatives.
• The Town Clerk is responsible for historic town records stored at Town Hall, including handwritten material
from the town clerk and tax assessors dating back to 1803.
• Additionally, the Historical Commission maintains an inventory of important historical resources, which are
listed on the town website.
• The Brewster Ladies Library houses a collection of oral histories from long time Brewster residents as part
of its historic resources.
• The Cape Cod Museum of Natural History has a collection of local artifacts, including Native American.
17TH CENTURY
• Native American Sauguatucketts
occupied the land around the north
shore with planting fields
concentrated at Stony Brook.
• The first European settlement was
established in1650 in Sauguatuckett
territory. Early settlers called
themselves the “Setucket
Proprietors” and met to lay out
roads and settle property disputes.
• By the end of the 17th century, the
area’s major roadways had been
established, connecting the
settlement to nearby towns.
• The first Gristmill was built at Stony
Brook in 1662.
• MACRIS lists three resources from
this time, which include the
Dillingham House (c. 1659) and
Eldridge House (c. 1690).
• In 1694, a township named Harwich
was established. The North Parish of
Harwich included the Stony Brook
Valley and shoreline along Cape Cod
Bay.
• One such resource, the Linger
Longer By The Sea Cottage, is still
standing and operates as a vacation
rental.
19TH CENTURY
• The North Parish of Harwich was officially incorporated as
the Town of Brewster in 1803. Many of the town’s residents
made their living from the sea as shipmasters or crew
members. The town’s saltworks provided significant
economic value until the decline of the local salt industry in
the mid- 1800s.
• MACRIS lists 203 resources from this time, including two
grist mills, four churches, and over 150 houses.
• Structures from the first half of the century had diverse uses,
such as Harwich First Parish Church Archway and Water
Pump, while the latter half of the century saw the
construction of homes as well as the Old Town Hall and the
Ladies’ Library.
Brewster Community Preservation Plan FY23-FY27 40
SOURCES
20TH CENTURY
• Massachusetts Cultural Resource Information System, mhc-macris.net (MACRIS)
• MHC Reconnaissance Survey Town Report: Brewster, 1984 (Reconnaissance Survey)
• Heritage Landscape Inventory Report : Brewster, MA, 2007 (Landscape Inv)
• Brewster Historical Society (BHS)
• Brewster Historical Commission (BHC)
• Massachusetts Historical Commission There’s A Difference Report,
https://www.sec.state.ma.us/mhc/mhcpdf/difference.pdf (TAD Report)
• Cape Cod Museum of Natural History - contact Kate Roderick “kroderick@ccmnh.org”
• The early 20th century saw a sharp decline in Brewster’s population. By World War I, the town saw an
increase in the construction of summer homes and private estates. This trend continued through the rest
of the century, with an increase in seasonal homes coinciding with a decrease in year-round population.
• MACRIS lists 231 resources from this century, notably Nickerson Mansion and Park (1908). The earliest
structures include churches and cottages dating to 1900, which are still standing.
• Much of Brewster’s historical resources from this century were constructed between 1930 and 1970,
some of which – like the Crosby House and Nickerson Mansion – have already been preserved and turned
into a museum and state park, respectively.
Brewster Community Preservation Plan FY23-FY27 41
Brewster Community Preservation Plan FY23-FY27 42
CHAPTER 6: OUTDOOR RECREATION
Stony Brook Field
NEEDS
Many of Brewster’s 30,000 seasonal visitors are drawn to the recreation activities in the area, including
fishing, boating, and swimming. The town serves residents with a wide variety of sports fields and venues as
well as classes, activities, and local recreational clubs and camps. Since most of the land in Brewster is
privately owned, preservation of private recreational parcels is important, such as privately owned
campgrounds, riding paths, golf courses, and youth camps.
The Brewster Vision Plan highlights the need for more walking trails and bike paths and
residents consider the development of new seasonal and year-round active recreation
activities for all ages to be very important, with an emphasis on accessible recreation options.
GOALS
1. Rehabilitate existing playgrounds, parks, and other outdoor public recreation facilities to improve
quality and accessibility.
As amended in 2012, the CPA statute allows CPA funds to be used for rehabilitation of existing
outdoor recreational resources including playgrounds, parks, and other facilities. For recreation
projects, rehabilitation also includes replacement of playground equipment and other capital
improvements to make the land more functional for the intended recreation use. This includes
improvements to comply with the Americans with Disabilities Act and other codes.
One of the key goals stated in the Town’s 2020 Draft Open Space and Recreation Plan (OSRP) is to
provide a variety of recreation and open space opportunities to promote healthy and active lifestyle
Brewster Community Preservation Plan FY23-FY27 43
for Brewster residents, ensuring equitable access for all users and abilities. CPA funding can help
promote this important goal for existing outdoor recreation facilities.
2. Create all-ages outdoor recreation facilities including those geared toward older adults, such as
pickleball courts, and accessible facilities for individuals with special needs.
As stated above, a key goal of the Town’s 2020 Draft OSRP is to promote healthy and active lifestyles
and equitable access for all users and abilities. As the local and regional population ages, it is
important to provide outdoor recreation facilities for all ages. CPA funds can create new outdoor
recreation facilities as well as rehabilitate existing facilities to promote accessibility and options
geared toward older adults.
3. Expand and improve bike trails and bike trail connections, including the key recreation
destinations.
The 22-mile Cape Cod Rail Trail (CCRT) passes through Brewster for approximately six miles on its
way from Dennis to Wellfleet. It is the only designated bike path in the town and is heavily used.
Biking is popular and could provide additional recreational benefits with connections to key
destinations. The CPC would consider recommending CPA funds to creating additional bike paths to
promote outdoor recreation.
4. Rehabilitate hiking trails and create improved trail connections, including improved boardwalks,
such as the boardwalk to Wing Island at the Cape Cod Museum Trail.10
Many of the Town’s Conservation Areas as well as other open space properties have hiking/nature
trails, which provide passive recreation opportunities for residents and visitors. CPA funds can be an
important source of funding, paired with other state funds such as the MassTrails Grant Program, to
create and improve trail connections. Some specific project possibilities could include the boardwalk
to Wing Island at the Cape Code Museum Trail, which has recently received predevelopment funding
from state with a local match (was this match provided by CPA funds? Or another town source? I
don’t’ think we have Wing Island on our list of CPA projects)
5. Fund preservation of key private recreation sites to ensure public access and enjoyment.
There are several private non-profit camps and sporting clubs in Brewster that provide important
recreational facilities for kids and adults. Funding for outdoor recreation facilities that are privately-
owned could be eligible for funding with the provision of a clear a direct public benefit, such as public
access.
10 Note that the MassTrails Grant Program awarded the Town of Brewster $50,000 in 2021 to fund design, public outreach, and permitting for the
Wing Island boardwalk project. The boardwalk would provide accessibility to the 27-acre Wing’s Island, interconnect existing public trail segments,
and provide a fully ADA compliant pathway to complement recent work at neighboring Drummer Boy Park. The project will receive $46,013.64 in
matching funds from the Town of Brewster.
Brewster Community Preservation Plan FY23-FY27 44
ELIGIBLE ACTIVITIES
The CPA defines recreational use as including, but not limited to, the use of land for community gardens, and
noncommercial youth and adult sports, and the use of land as a park, playground, or athletic field. The
definition goes on to prohibit “. . . horse or dog racing or the use of land for a stadium, gymnasium, or similar
structure.”
Per the July 2012 amendments, the CPA statute allows use of CPA funds for the acquisition, creation,
preservation, rehabilitation, and restoration of land for recreational use. Note that the 2012 amendments
allow “rehabilitation” where previously it only allowed for recreational land created through the CPA. This
amendment would allow existing parks and playgrounds to be rehabilitated with upgraded and new facilities
and amenities. Maintenance costs are not eligible for CPA funds. In addition, acquisition of artificial turf for
athletic fields is expressly prohibited in Section 5(b)(2).
Brewster Community Preservation Plan FY23-FY27 45
RECREATION NEEDS & RESOURCES
A PROFILE FOR THE BREWSTER COMMUNITY PRESERVATION PLAN
PONDS & BEACHES
• Brewster contains about 80 ponds, making up
over 10 percent of the town’s surface area. The
ponds are used for recreational fishing (14 ponds
are regularly stocked with fish), boating,
sunbathing, swimming, ice fishing and ice skating.
MA fishing licenses are required on all ponds.
Most ponds lack official public landings, but five
ponds have formal public beaches and landings:
o Long Pond – Boat ramp and beach (with
lifeguard from July 4 – Labor Day)
o Slough Pond – Car-top boat launch and
beach
o Upper Mill Pond – Accessible viewing
platform and boat ramp
o Sheep Pond – Accessible viewing platform,
boat ramp and beach
o Schoolhouse Pond – Accessible fishing
dock and car-top boat launch, winter ice
skating
o Walkers Pond – Town public boat ramp
• Brewster has 11 saltwater beaches along Cape
Cod Bay, each of which is accessible from a street
connecting to Route 6A. The beaches are popular
for swimming, sunbathing, beach strolling, fishing,
and boating access. The beaches from west to
east are:
o Wings Island Beach
o Paine’s Creek Beach
o Mant’s Landing Beach
o Saint’s Landing Beach
o Breakwater Landing
o Breakwater Beach
o Point of Rocks Landing Beach
o Ellis Landing Beach
o Spruce Hill Beach
o Linnell Landing Beach
o Crosby Landing Beach
SUMMARY OF KEY NEEDS
• Many of Brewster’s 30,000 seasonal visitors
are drawn to the recreation activities in the
area, including fishing, boating, and swimming.
• The town serves residents with a wide variety
of sports fields and venues as well as classes,
activities, and local recreational clubs and
camps.
• Since most of the land in Brewster is privately
owned, preservation of private recreational
parcels is important, such as privately owned
campgrounds, riding paths, golf courses, and
youth camps.
• The Vision Plan highlights the need for more
walking trails and bike paths.
• Residents consider the development of new
seasonal and year-round active recreation
activities for all ages to be very important,
with an emphasis on accessible recreation
options.
BIKE & NATURE TRAILS
• The 22-mile Cape Cod Rail Trail (CCRT)
passes through Brewster for approximately
six miles on its way from Dennis to Wellfleet.
It is the only designated bike path in the
town, and is heavily used by cyclists, roller
skaters, roller bladers, skate boarders, cross
country skiers, walkers, and occasionally
equestrians.
• The Cape Cod Natural History Museum
additionally contains a trail access point to
Wing’s Island, where visitors can enter near
the museum, cross a salt marsh, access
Wing’s Island, and end at a barrier beach.
• Many of the Town’s Conservation Areas also
have trails including Bakers Pond, Mother’s
Bog, Windrift, Acres/Meetinghouse Road,
Punkhorn Parklands, Sheep Pond
Woodlands, and Long Pond Woodlands.
Brewster Community Preservation Plan FY23-FY27 46
• As noted above under “Bike & Nature Trails,” many conservation areas include nature trails, serving as
passive recreation opportunities.
• Nickerson State Park, owned and managed by the Massachusetts Department of Conservation and
Recreation, is in the eastern sector of Brewster and covers over 1,960 acres. Popular recreational
activities in the park include camping, hiking, cycling, freshwater and saltwater swimming, fishing, and
boating. Camping is particularly popular in the park, with over 400 camp sites available. The Park also
contains the Stephen L. French Youth Forestry Camp, which hosts the Homeward Bound Wilderness
Program for court-acquainted adolescents.
• Drummer Boy Park is a 17-acre park with lawns used for active recreation as well as a recently updated
children’s playground. The Park also contains historical properties. The town is undertaking a master
planning process for the park, including improved access to Wing Island.
• Public baseball, soccer, and softball fields are available at Eddy and Stony Brook Elementary Schools,
behind the Senior Center, in front of the Town Hall, and off Freeman’s way.
• The 22-mile Cape Cod Rail Trail (CCRT) passes through Brewster for approximately six miles on its way
from Dennis to Wellfleet. It is the only designated bike path in the town, and is heavily used by cyclists,
roller skaters, roller bladers, skate boarders, cross country skiers, walkers, and occasionally equestrians.
RECREATION DEPARTMENT
• The Brewster Recreation Department employs two
full-time staff members and 30-40 seasonal
employees and offers a variety of recreation
programs and activities for all ages.
• Activities offered include senior fitness, tennis,
basketball, softball, lacrosse, track & field, ultimate
frisbee, family fishing, tee ball, pickleball, basketball,
summer rec programs, yoga classes on the beach,
archery, kayak rentals, sailing, mad science classes,
dance instruction, flag football, and field hockey.
• The Department also facilitates community events
including the ice rick, Brewster in Bloom 5k run,
summer kick-off party, movie night by the Bay,
parents’ night out, hotshot basketball shootout, and
senior games.
• The Department owns two facilities in the town, the
Community Tennis Courts at Underpass Road and
26 acres of athletic fields at Recreation Drive and
operates the Finch Skate Park Orleans in partnership
with the towns of Orleans and Eastham.
• In addition to its own facilities, Recreation
Department events and activities are held at
numerous other beach and pond properties, public
fields, and at several schools including Stony Brook
Elementary School, Nauset Regional High School and
Middle School, and Eddy Elementary School.
RECREATION ON CONSERVATION LAND
The Senior Center serves as a
recreational resource for seniors, with
social events and activities including
computer classes, gardening sessions,
and a recently installed Bocce court.
SENIOR CENTER
• Town of Brewster Open Space and Recreation Plan (August 2021 Draft Version)
• Brewster Recreation Department (https://www.brewsterrecreation.com)
• Massachusetts Paddler (https://www.massachusettspaddler.com)
SOURCES
There are several private non-profit
camps and sporting clubs in Brewster
that provide important recreational
facilities for kids and adults including:
• Camp Mitton - Crossroads
• Camp Favorite - Girl Scouts
• Cape Cod Natural History Museum
• Brewster Sportsman's Club
• Dream Day Cape Cod
• Brewster Community Garden –
operated by the Brewster Conservation
Trust
• Sweetwater Forest Campground
• Shady Knoll Campground
• Emerald Hollow Farm
• Cape Cod Sea Camps – Closed in
November 2020 and now under
contract for purchase by the Town.
PRIVATE ORGANIZATIONS
Brewster Community Preservation Plan FY23-FY27 47
Brewster Community Preservation Plan FY23-FY27 48
APPENDICES
To be completed – including summaries of the focus groups and community forum. Can also include the CPA
Application if desired. Let’s discuss.
Brewster CPC Five-Year Plan – Draft Policy Recommendations and Goals
1
MEMORANDUM
To: Faythe Ellis, Chair, Brewster Community Preservation Committee
From: Jenn Goldson, AICP, Founder & Managing Director, JM Goldson LLC
Date: 12/6/21
Re: Draft Community Preservation Policy Recommendations and Goals
Based on our review of community preservation resources and needs as well as discussions with various
community stakeholder s through focus groups, interviews, and a community forum, we have developed draft
community preservation policy recommendations and goals for the Community Preservation Committee’s
(CPC) consideration.
FUNDING ALLOCATION POLICY
As determined from community and stakeholder input to date in this process, there is not consensus regarding
potential changes to the CPA funding allocation policy. There are three general viewpoints, as summarized
below:
1. Some community members have expressed a preference to maintain the current funding formula of a
minimum 50 percent toward open space, 10 percent for community housing, 10 percent for historic,
and the remaining 30 percent for community housing, historic, or recreation.
o This perspective is based on an understanding of the great need for continued open space
conservation efforts to protect the Town’s water quality and promote community resilience in
the face of impacts from climate change.
2. Other community members would prefer to revise the bylaw to increase the minimum for community
housing and decrease the minimum for open space – many proposing an even split (for example, 25
percent or 30 percent minimums equally for housing and open space). Secondarily, some community
members want to add a minimum percentage for recreation.
o This perspective to equalize the share for housing and open space is based on an understanding
of the great need to increase the affordable housing supply in Brewster and in the region as well
document through various regional and local studies and planning efforts .
3. Others prefer to eliminate these local minimums altogether to defer to the statutory minimums of 10
percent for each of the three CPA spending categories of 1) community hous ing, 2) historic, 3) open
space and recreation. With this option, some have expressed interest in adopting a more informal target
allocation guidelines that are not codified in the town’s bylaws but serve as a guide for the CPC (for
example, the Town of Eastham has a similar model).
Brewster CPC Five-Year Plan – Draft Policy Recommendations and Goals
2
o This perspective is based on an understanding that almost all CPA municipalities in the
Commonwealth have simply complied with the statutory minimums, which has allowed flexibility
to fund projects based on an evaluation of the requests submitted in any given year.1
o It should also be noted that representatives from DOR have apparently expressed concerns
over codifying custom minimum expenditure/reserve accounts that differ from the statutory
requirements.2
We will be prepared to facilitate a discussion with the CPC at your meeting this week to further consider these
options and provide direction for the draft plan. We ask that CPC members give these three options further
thought over the next few days and be prepared to discuss and share their opinion at their meeting this week.
OVERALL CPA GOALS
Brewster’s community preservation needs overall are dominated by need for the creation of more affordable
housing options and open space/natural resource conservation. Overall CPA goals also include the strategic
desire to fund multi-purpose projects, especially at the Cape Cod Sea Camps property. This property can likely
benefit from CPA funding for outdoor recreation, affordable housing, open space, and historic preservation.
Community members at the forum and focus groups expressed favor for the possibility of funding multi -
purpose projects that combined open space and community housing projects that that collaboration between
the various entities focusing on these types of projects would be beneficial. Community members offered
criteria for determing when to fund regional projects that consider local benefits and level of support from
other communties.
Although historic preservation and outdoor recreation are also recognized as important for community
preservation, based on our analysis of resources and needs, projects in these categories are secondary to the
primary goals for more affordable housing and open space/natural resource conservation.
Draft Overall CPA Goals:
1. Prioritize allocation of CPA funding to create and support community housing and preserve open
space/natural resources, including multi-purpose projects that address both housing and open space
needs.
2. Secondarily, support eligible outdoor recreation and historic preservation projects.
3. Support CPA-eligible projects to further implementation of the community’s vision for the Cape Cod
Sea Camps property.
4. Encourage leveraging of CPA funds with other public and private funding as well as donation, bargain
sales, and the like.
5. Support projects that demonstrate compatibility with the Community Vision and other relevant
community initiatives and goals.
6. Allocate funding for regional projects that demonstrate clear community benefit and a fair share of
contributions from other communities in the region.
1 The project team, based on information provided by the Community Preservation Coalition, is only aware of one other community in
the state that has a bylaw that sets higher minimums that the statute – this community is Bourne, which is also on the Cape.
2 According to Jenn Goldson’s email communications with Stuart Saginor, Executive Director of the Community
Preservation Coalition, dated 11/8/21.
Brewster CPC Five-Year Plan – Draft Policy Recommendations and Goals
4
Allocation Considerations :
As related to the discussion above regarding the funding formula, we offer the following for general
consideration of prioriries as expressed by the community to date through the process coupled with our
analysis of resources and needs. The below percentages suggest a prioritization for use of funds but do not
indicate whether to codify such allocation goals or to adopt them as non-binding target allocation guidelines.
• 30% Housing
• 30% Open Space
• 10% Historic
• 10% Outdoor Recreation
• 20% Undesignated to be used for projects in any CPA funding categories
COMMUNITY HOUSING GOALS
Summary of key needs: The 2017 Housing Production Plan identified rental housing for low-income families,
single people, and subsidized rental housing for the elderly as the priority housing needs of the community. The
COVID-19 pandemic has also affected the town, with some residents converting seasonal homes to year-round
residences, a rapid rise in housing prices, and overall uncertainty on future population trends and variations in
the tourism industry.
Summary of key community engagement findings: The most common concern in relation to housing gained
from the interviews and focus groups was the need for affordable senior housing options. Suggested possible
projects shared by participants for the CPA to fund in the next five years include:
• Development of affordable housing at the Millstone Road site
• Rental assistance programs for low-income families and seniors
• Veteran’s housing
• Continued support for Housing Coordinator position
• Housing options for seniors to age in Brewster
• Regional housing opportunities in neighboring towns
Draft Community Housing Goals:
1. Create community housing, including affordable housing, that will address documented local and
regional housing needs including, but not limited to, affordable year -round senior housing options, year-
round rental housing and housing assistance for low-income families and seniors, and supportive
housing for residents with special needs, such as Veterans.
2. Support eligible housing initiatives and ongoing work of the Brewster Affordable Housing Trust to
address local housing needs.
3. Continue to support local capacity to implement housing initiatives, including through the Town’s
housing coordinator position.
4. Support the preservation of expiring affordability restrictions to retain the existing stock of affordable
housing.3
3 The Subsidized Housing Inventory lists 108 rental units at King’s Landing on Underpass Road as expiring in 2033. This property was
purchased and renovated by POAH in 2013 to ensure that affordability, that was set to expire in 2017, would continue.
Brewster CPC Five-Year Plan – Draft Policy Recommendations and Goals
5
OPEN SPACE AND NATURAL RESOURCES GOALS
Summary of key needs: Brewster has protected nearly 30% of its total land area, much of which contains
environmentally important landscapes and wildlife. Brewster’s water resources – including vernal pools,
freshwater ponds, and coastal areas – must continue to be protected, especially as climate change continues to
have an impact on coastal communities like Brewster. It is key for the Town to maintain protections for coastal
regions and those areas prone to flooding, as well as invest further into open space and passive recreation
spaces with a limited environmental impact.
Summary of key community engagement findings: Community members focused on open space preservation
and acquisition as a highly time-sensitive, urgent undertaking. One of the pri mary issues that the town is facing
is the impending threat posed by sea level rise due to climate change, which will lead to exacerbated flooding
and coastal erosion. Coastal land conservation is a critical strategy for resilience. In addition, improving the
health of Brewster’s ponds is a high priority. Some specific projects shared by participants for open space
include:
• Removing phragmites from salt marshes
• Land purchases in Zone II and pond frontage
• Continued protecting of wellfields and water sources
• Purchase and management of coastal resources, such as dunes and wetlands
Draft Open Space and Natural Resources Goals:
1. Continue to protect drinking water quality through strategic land conservation of private properties in
Zone II Drinking Water Protection Areas including through fee simple acquisition and conservation
restrictions in partnership with local/regional land trusts , other private organizations, and other public
entities.
2. Support the strategic land conservation to protect the water quality of freshwater ponds including
through fee simple acquisition and conservation restrictions in partnership with local/regional land
trusts, other private organizations, and other public entities..
3. Support open space conservation efforts to facilitate coastal management and community resilience
including to support managed retreat to address coastal erosion .
4. Fund the preservation of natural resources, such as invasive species removal efforts to protect s alt
marshes.
HISTORIC PRESERVATION GOALS
Summary of key needs: Brewster has a diverse set of historical resources, from mansions and town buildings to
cemeteries and churches. While many of the town’s structures have been preserved, a common theme in our
research indicated that structures just outside of Local Historic Districts or National Register Districts that may
still be historical are at risk of demolition and being subject to development. Furthermore, the town contains
some Native American archaeological sites which require further investigation and research.
Summary of key community engagement findings: Community members highlighted opportunities for
preservation provided by the Sea Camps purchase. Overall, Brewster as a community values historic resources
as vital to the character of the town and has many public and privately-owned historic resources, including
Native American sites. Some specific project ideas shared by participants include:
• Brewster Ladies’ Library Renovation
Brewster CPC Five-Year Plan – Draft Policy Recommendations and Goals
6
• Continued preservation of historic town records
• Rehabilitation of Sea Camps buildings
• Preservation and research of Native American sites
Draft Historic Preservation Goals:
1. Preserve, rehabilitate, and restore historic resources that pr ovide a high level of community access and
benefit, such as the Brewster’s Ladies’ Library, the Cape Cod Sea Camps, and the Cape Repertory
Theatre.
2. Support the preservation of Native American sites and artifacts through archaeological investigation.
3. Continue preservation efforts to protect historic town records.
OUTDOOR RECREATION GOALS
Summary of key needs: Many of Brewster’s 30,000 seasonal visitors are drawn to the recreation activities in
the area, including fishing, boating, and swimming. The tow n also serves residents with a wide variety of sports
fields and venues as well as classes, activities, and local sporting and recreational clubs and camps.
Since most of the land in Brewster is privately owned, preservation of private parcels with recrea tional space is
very important, such as Brewster’s privately owned campgrounds, riding paths, golf courses, and youth camps.
The Brewster Vision Plan highlights the need for more walking trails, bike paths, sidewalks, and a dog park. In a
recent survey, only half of respondents said they lived within ¼ mile of a recreation or open space resource.In
the same survey, 40 percent of respondents considered the development of new seasonal and year -round
active recreation activities for all ages to be very important, with an emphasis on accessible recreation options.
Summary of key community engagement findings: Community members raised concerns about the level of
funding for more youth programming in the town, as well as needed improvements to the Stony Brook trail.
Participants also expressed a strong desire and need for an all -ages community center that is accessible by car
and bicycle. Some project possibilities shared by participants include:
• Improving access to recreation areas, namely accessibility improvements
• Expansion of bike trails in town center, along Route 137, and along Freeman’s Way
• Improved playgrounds
• Improving boardwalk to Wing Island
• Funding for Drummer Boy Park Master Plan Phase I
• Establishment of pickleball courts
Draft Outdoor Recreation Goals:
1. Rehabilitate existing playgrounds, parks, and other outdoor public recreation facilities to improve quality
and accessibility.
2. Create all-ages outdoor recreation faciltiies including those geared toward older adults, such as
pickleball courts, and accessbile facilities for inviduals with special needs.
3. Expand and improve bike trails and bike trail connections, including the key recreation destinations.
4. Rehabilitate hiking trails and create improved trail connections, including improved boardwal ks, such as
the boardwalk to Wing Island at the Cape Cod Museum Trail.
5. Fund preservation of key private recreation sites to ensure public access and enjoyment.
To Whom It May Concern;
This letter is to certify that at the Special Fall Yearly Town Meeting, held Monday,
November 15th, 2004 and reconvening Monday, November 22, 2004, with a quorum
being present the following article was adopted unanimously:
ENABLING LEGISLATION /MODIFIED COMMUNITY PRESERVATION ACT
ARTICLE NO. 12:To see if the Town will vote to accept the provisions of
Section 298 of Chapter 149 of the Acts of 2004, as amended by Sections 129-133 of
Chapter 352 of the Acts of 2004, otherwise known as the “Modified Community
Preservation Act,” which will allow the town to replace the Cape Cod Open Space
Land Acquisition Program with a modified Community Preservation Act and
dedicate the three per cent surcharge currently being assessed through Fiscal Year
2020, along with state matching funds that will be available to the town under the
Community Preservation Act, to a special “Community Preservation Fund” that may
be appropriated and spent for the acquisition, creation and preservation of open
space, the acquisition, rehabilitation, preservation and restoration of historic
resources, the creation, preservation and support of community housing, and the
acquisition, creation and preservation of land for recreational use, to become
effective for the fiscal year beginning on July 1, 2005, or to take any other action
relative thereto.
(Majority Vote Required) (Board of Selectmen)
Motion: I move that the town vote to approve article no. 12 as printed in the
warrant.
Action: Adopted Unanimously.
A True Copy Attest:
Colette M. Williams, MMC/CMMC
Town Clerk
Brewster, MA
Town of Brewster OFFICE OF:
2198 Main Street COLETTE WILLIAMS MMC/CMMC
BREWSTER, MASSACHUSETTS 02631 TOWN CLERK
JUSTICE OF THE PEACE
(508) 896-4506 – Fax (508) 896-8089
cwilliams@brewster-ma.gov
To Whom It May Concern;
This letter is to certify that at the Special Fall Yearly Town Meeting, held Monday,
November 15th, 2004 and reconvening Monday, November 22, 2004, with a quorum
being present the following article was adopted unanimously:
TOWN BYLAW / COMMUNITY PRESERVATION ACT COMMITTEE
ARTICLE NO. 13:To see if the Town will vote to amend the Code of the Town
of Brewster by adding the following by-law as Chapter 17, Article 1, Section 17-1
through Section 17-5:
Community Preservation Committee Bylaw
Section 17-1. Membership of the Committee – There is hereby established a
Community Preservation Committee, consisting of nine (9) voting members
pursuant to the provisions of Section 298 of Chapter 149 of the Acts of 2004, as
amended by Sections 129-133 of Chapter 352 of the Acts of 2004. The composition
of the Committee, the appointing authority and the term of office for the committee
members shall be as follows; one member of the Conservation Commission, as
designated by said Commission; one member of the Historic District Commission, as
designated by said Commission; one member of the Planning Board, designated by
the said Board; one member of the Recreation Commission, as designated by the
Commission; one member of the Brewster Housing Authority, as designated by said
Authority; and four individuals to be appointed by the Board of Selectmen. Each
member of the Committee shall serve a term of three years or until the person no
longer serves in the position or on the board or on the committee as set forth above,
whichever is earlier. Should any of the officers and commissions, boards or
committees who have appointing authority under this bylaw be no longer in
existence for whatever reason, the Board of Selectmen shall appoint a suitable
person to serve in their place. Any member of the committee may be removed by the
Selectmen, with prior notice to the member and a hearing,for good cause.
Section 17-2. Duties – The Community Preservation Committee shall study the
needs, possibilities and resources of the town regarding community preservation.
Town of Brewster OFFICE OF:
2198 Main Street COLETTE WILLIAMS MMC/CMMC
BREWSTER, MASSACHUSETTS 02631 TOWN CLERK
JUSTICE OF THE PEACE
(508) 896-4506 – Fax (508) 896-8089
cwilliams@brewster-ma.gov
The Committee shall consult with existing municipal boards, including the
Conservation Commission, the Recreation Commission, the Historical Commission,
the Planning Board, the Department of Public Works, and the Housing Authority, or
persons acting in those capacities or performing like duties, in conducting such
studies. As part of its study, the committee shall hold one or more public
informational hearings,at its discretion, on the needs, possibilities and resources of
the town regarding community preservation possibilities and resources, notice of
which shall be posted publicly and published for each of two weeks preceding a
hearing in a newspaper of general circulation in the town.
Section 17-3. The Community Preservation Committee shall make recommendations
to the Town Meeting for the acquisition, creation and preservation of open space, for
the acquisition and preservation of historic resources, for the acquisition, creation
and preservation of land for recreational use, for the creation, preservation and
support of community housing and for rehabilitation or restoration of such open
space, historic resources, land for recreational use and community housing that is
acquired or created as provided in this section.
Section 17-4. In every fiscal year, the Community Preservation Committee shall
recommend that Town Meeting spend, or set aside for future spending, the fixed
figure of fifty (50%) percent of the net annual revenues in the Community
Preservation Fund for open space purposes, not less than ten (10%) percent of the
net annual revenues for community housing purposes, and not less than ten (10%)
percent of the net annual revenues for historic resources purposes. In every fiscal
year, the Community Preservation Committee shall recommend that Town Meeting
spend or set aside for future spending the remaining thirty (30%) percent of the net
annual revenues for community housing, recreation and historic resources
purposes, but not for open space purposes.
Notwithstanding the foregoing, the net annual revenues paid into the Community
Preservation Fund shall be dedicated to open space purposes until such time as
prior appropriations made pursuant to the so-called Land Bank Act have been fully
expended, even if the aggregate amount of such expenditures exceeds 80% of the
annual revenues.
Section 17-5. Provided that the Community Preservation Act is accepted at the 2005
Annual Town Election, this section shall take effect upon approval by the Attorney
General of the Commonwealth of Massachusetts and after all the requirements of
Mass. Gen. Laws, ch. 40, § 32 have been met. Each appointing authority shall have
thirty (30) days after the effective date to make its appointments.
or to take any other action relative thereto.
(Majority Vote Required) (Board of Selectmen)
Motion: I hereby move Article 13 as printed in the warrant but with the
following amendments:
1.Add new language at the end of the third sentence in Section 17-1 to
provide for the staggering of the initial terms of appointment so that
Section 17-1 is amended to read, in its entirety, as follows:
“There is hereby established a Community Preservation
Committee, consisting of nine (9) voting members pursuant to the
provisions of Section 298 of Chapter 149 of the Acts of 2004, as
amended by Sections 129-133 of Chapter 352 of the Acts of 2004.
The composition of the Committee, the appointing authority and
the term of office for the committee members shall be as follows;
one member of the Conservation Commission, as designated by
said Commission; one member of the Historic District Commission,
as designated by said Commission; one member of the Planning
Board, designated by the said Board; one member of the Recreation
Commission, as designated by the Commission; one member of the
Brewster Housing Authority, as designated by said Authority; and
four individuals to be appointed by the Board of Selectmen. Each
member of the Committee shall serve a term of three years or until
the person no longer serves in the position or on the board or on
the committee as set forth above, whichever is earlier; provided,
however, that the initial appointments shall be staggered so that
the members designated by the Conservation Commission, the
Housing Authority and the Historic Commission shall each be
initially appointed for a three year term, the members designated
by the Planning Board and Recreation Commission, and one of the
members appointed by the Board of Selectmen, shall each be
initially appointed for a two year term, and the remaining three
members appointed by the Board of Selectmen shall be initially
appointed for a one year term; thereafter, all members shall be
appointed for three (3) year terms.Should any of the officers and
commissions, boards or committees who have appointing authority
under this bylaw be no longer in existence for whatever reason, the
Board of Selectmen shall appoint a suitable person to serve in their
place. Any member of the committee may be removed by the
Selectmen, with prior notice to the member and a hearing, for good
cause.”
2.Add a new Section 17-6 to provide for a severability clause, as follows:
“It is hereby declared that the provisions of Chapter 17, Article 1,
Section 17-1 through 17-5, are severable, and if any provision
hereof or the application thereof to any person or circumstance is
held invalid, such invalidity shall not affect other provisions hereof
or applications thereof which can be given effect without the
invalid provision or application.”
Action: Adopted Unanimously.
A True Copy Attest:
Colette M. Williams, MMC/CMMC
Town Clerk
Brewster, MA
To Whom It May Concern;
This letter is to certify that at the Annual Town Election, held Tuesday, May17,
2005 the following question was voted Yes:
QUESTION D
Shall the Town of Brewster adopt Section 298 of Chapter 149 of the Acts of 2004,
as approved by the November 2004 Fall Yearly Town Meeting, a summary of
which appears below?
QUESTION SUMMARY
Acceptance of Section 298 of Chapter 149 of the Acts of 2004 means the
Community Preservation Act shall effectively replace the Cape Cod Open Space
Land Acquisition Program. There shall be no additional excise on real property
levied, other than the current 3 percent levied for the provision of the Cape Cod
Open Space Land Acquisition Program. Acceptance of this section shall allow the
community to access state matching funds up to 100 percent of the excise on real
property currently levied, which was previously unavailable to the town.
Yes 462 591 398 1451
No 113 108 94 315
Blanks 35 51 35 121
TOTAL 610 750 527 1887
A True Copy Attest:
Colette M. Williams, MMC/CMMC
Town Clerk
Brewster, MA
Town of Brewster OFFICE OF:
2198 Main Street COLETTE WILLIAMS MMC/CMMC
BREWSTER, MASSACHUSETTS 02631 TOWN CLERK
JUSTICE OF THE PEACE
(508) 896-4506 – Fax (508) 896-8089
cwilliams@brewster-ma.gov
Brewster: Invitation to ARPA Planning Discussion with County
Vaira Harik <vharik@barnstablecounty.org>
Dear Colleagues,
We wish to meet with your town's team to discuss planning for the County's ARPA funding. We
are approaching your town's elected and appointed leadership first in order to make sure the
meeting takes place at the time, in a format, and with the participants of your choosing.
Please let me know by close of business on Tuesday 1/11/22 what your preferences are for
having this discussion and of any discussion items (in addition to those below) you wish to
address.
As you are aware, both the County of Barnstable and your town are recipients of grant funding
under the federal American Rescue Plan Act (ARPA). The County has been allocated $41.3
million by the US Treasury, one half of which has already been received.
The Barnstable County Board of Commissioners has initiated a public engagement process to
gain the perspective of citizens, stakeholders, and town elected and appointed officials as to
how to make the best use of these funds. This process will extend through the month of
January.
As representatives of your town, we wish to:
• Gain your insight on the questions below,
• Discuss with you a number of potential County-wide projects we have in mind, and
• Learn about your town's priorities for expenditure of your ARPA funds.
You will notice that the discussion questions are very similar to several of those being asked of
the public via the ARPA survey (https://forms.office.com/g/zPczsLxhhb):
1. How will your town prioritize the following potential expenditure categories?
a. Infrastructure (Water/Sewer/Broadband)
b. Public Health (Vax/Testing/Mental Health & Subst. Use Services)
c. Economic Impacts (Financial Aid/Supports to persons/businesses/non-profits)
d. Community Services (Affordable Housing)
e. Community Services (Childcare, Education)
f. Premium Pay (to Essential Workers)
g. Revenue Replacement (to Local Government)
2. With regard to the County of Barnstable's ARPA funding ($41.3 million), does your town
think that the County should allocate the funds to regional projects to benefit all
residents, allocate them to the 15 towns based on population, or a combination?
3.
4. If the County allocates some or all of its ARPA funds to the 15 Towns, based on
population some towns with very small year-round populations will receive relatively
small amounts. Does your town favor an allocation approach that sets a base amount
for each town, regardless of population size, and then allocates additional amounts
based on population?
We look forward to these discussions and invite you to share any preliminary thoughts and
information if you wish to do so.
Sincerely yours,
Vaira Harik
______________________
Vaira Harik, M.S.
Assistant County Administrator
Barnstable County, MA
Cell: 774-487-9435
Email: vharik@barnstablecounty.org
MEMORANDUM
TO: Municipal Chief Executives
FR: Heath Fahle, A&F FFO
DT: August 9, 2021
RE: ARPA Coronavirus Local Fiscal Recovery Fund – County Reallocations
The American Rescue Plan Act of 2021, Pub. L. No. 117-2 (March 11, 2021) (ARPA), provides
direct aid to local governments in response to the public health emergency caused by the
Coronavirus Disease (COVID-19) through the Coronavirus Local Fiscal Recovery Fund
(CLFRF). This fund is administered by the US Department of the Treasury (hereafter, “US
Treasury” or “Treasury”).
This memorandum announces that the Commonwealth will distribute the first tranche of the
County Reallocation portion of these funds to eligible municipalities on or about August 16,
2021.
County Reallocations
The CLFRF allocates approximately $1.3 billion to counties in Massachusetts, including
approximately $946 million to the nine counties that Treasury defines as “not units of general
local government” and $393 million is available to the other five counties.
Massachusetts counties categorized as “not units of general local government” include Berkshire,
Essex, Franklin, Hampden, Hampshire, Middlesex, Nantucket, Suffolk, and Worcester. Funds for
these counties will be reallocated on a per capita basis to the 254 municipalities in those counties
(the “County Reallocations”).
Per statute, CLFRF is disbursed in two tranches with 50 percent of the allocation provided now
(the “First Tranche”) and the remaining 50 percent (“Second Tranche”) available not less than 12
months after the first payment.
The Commonwealth has received the funds to distribute the first tranche of the County
Reallocations. The Commonwealth will initiate these payments to eligible municipalities on or
about August 16, 2021. Most municipalities will receive the funds within 2-3 business days.
Per the US Treasury guidance, the existing grant agreement between each municipality and the
US Treasury covers funds received through the County Reallocation process. Municipal officials
are responsible for compliance with all applicable federal rules and regulations.
Direct County Allocations
Approximately $393 million is available to county governments as depicted in Figure 1. Funds
are available to these entities directly from the US Treasury. The Commonwealth has no ability
to alter these allocations. Municipalities within the jurisdiction of the counties listed below
should contact county officials for more information.
ARPA: Massachusetts Counties
County Amount ($)
Norfolk 137,282,758
Bristol 109,786,776
Plymouth 101,237,378
Barnstable 41,370,811
Dukes 3,366,538
Total 393,044,261
Figure 1: CLFRF Allocations to Massachusetts county governments
Please see Appendix I for total CLFRF allocations by municipality.
Contact
Future Commonwealth activity related to the Coronavirus Local Fiscal Recovery Fund will be
coordinated by the Executive Office for Administration & Finance (A&F) Federal Funds Office
(FFO). Please contact Brendan Sweeney, Assistant Director for Federal Funds – Municipal, at
Brendan.S.Sweeney@mass.gov or via telephone at (857) 338-0011.
Coronavirus Local Fiscal Recovery Fund Allocations by Municipality
Note: CLFRF is distributed in two tranches with 50 percent available now and 50 percent distributed not less than 12 months after the first payment.
ARPA Coronavirus Local Fiscal Recovery Fund Allocations by Municipality
Municipality Population County
Functional
County?CD1 CD2
US Treasury
Classification
DPH
Hardest Hit
Community
Municipal
Allocation
Municipal Per
Capita
Amount
County
Reallocation
County
Reallocation
Per Capita Total Amount
Total Per
Capita
Amount
Total Paid to
Date
Share of Total
Paid
FY21 Operating
Budget
CLFRF as
Share of
Budget
County
Amount
County Amt
per Capita
Implied Total
Amount with
County
Implied Total
Amount Per
Capita
Abington 16,668 Plymouth Y 8th Nonentitlement Unit N 1,744,615 105 0 0 1,744,615 105 872,308 50.0%61,548,844 2.8%3,237,564 194 4,982,179 299
Acton 23,662 Middlesex N 3rd Nonentitlement Unit N 2,476,667 105 4,596,066 194 7,072,733 299 1,238,334 17.5%105,797,363 6.7%0 0 7,072,733 299
Acushnet 10,625 Bristol Y 9th Nonentitlement Unit N 1,112,103 105 0 0 1,112,103 105 556,052 50.0%32,481,401 3.4%2,063,782 194 3,175,885 299
Adams 8,010 Berkshire N 1st Nonentitlement Unit N 838,395 105 1,555,849 194 2,394,244 299 419,198 17.5%17,467,786 13.7%0 0 2,394,244 299
Agawam 28,613 Hampden N 1st Nonentitlement Unit N 2,994,881 105 5,557,740 194 8,552,621 299 1,497,441 17.5%99,326,124 8.6%0 0 8,552,621 299
Alford 488 Berkshire N 1st Nonentitlement Unit N 51,078 105 94,788 194 145,867 299 25,539 17.5%1,784,663 8.2%0 0 145,867 299
Amesbury 17,532 Essex N 6th Nonentitlement Unit N 1,835,049 105 3,405,385 194 5,240,435 299 917,525 17.5%67,314,043 7.8%0 0 5,240,435 299
Amherst 39,924 Hampshire N 2nd Nonentitlement Unit N 4,178,787 105 7,754,769 194 11,933,556 299 2,089,394 17.5%83,630,692 14.3%0 0 11,933,556 299
Andover 36,356 Essex N 3rd 6th Nonentitlement Unit N 3,805,330 105 7,061,727 194 10,867,057 299 1,902,665 17.5%191,464,202 5.7%0 0 10,867,057 299
Aquinnah 320 Dukes Y 9th Nonentitlement Unit N 33,494 105 0 0 33,494 105 16,747 50.0%5,705,651 0.6%62,156 194 95,650 299
Arlington 45,531 Middlesex N 5th Metropolitan City N 26,404,030 580 8,843,863 194 35,247,893 774 13,202,015 37.5%180,791,784 19.5%0 0 35,247,893 774
Ashburnham 6,348 Worcester N 3rd Nonentitlement Unit N 664,436 105 1,233,025 194 1,897,461 299 332,218 17.5%18,301,126 10.4%0 0 1,897,461 299
Ashby 3,219 Middlesex N 3rd Nonentitlement Unit N 336,928 105 625,253 194 962,181 299 168,464 17.5%8,864,898 10.9%0 0 962,181 299
Ashfield 1,717 Franklin N 1st Nonentitlement Unit N 179,716 105 333,507 194 513,223 299 89,858 17.5%5,230,137 9.8%0 0 513,223 299
Ashland 17,807 Middlesex N 5th Nonentitlement Unit N 1,863,833 105 3,458,801 194 5,322,634 299 931,916 17.5%68,131,306 7.8%0 0 5,322,634 299
Athol 11,732 Worcester N 2nd Nonentitlement Unit N 1,227,971 105 2,278,803 194 3,506,775 299 613,986 17.5%22,418,928 15.6%0 0 3,506,775 299
Attleboro 45,237 Bristol Y 4th Metropolitan City N 9,557,617 211 0 0 9,557,617 211 4,778,809 50.0%146,531,360 6.5%8,786,757 194 18,344,374 406
Auburn 16,766 Worcester N 2nd Nonentitlement Unit N 1,754,873 105 3,256,599 194 5,011,472 299 877,436 17.5%67,616,334 7.4%0 0 5,011,472 299
Avon 4,549 Norfolk Y 8th Nonentitlement Unit N 476,137 105 0 0 476,137 105 238,069 50.0%29,758,156 1.6%883,590 194 1,359,727 299
Ayer 8,196 Middlesex N 3rd Nonentitlement Unit N 857,863 105 1,591,977 194 2,449,840 299 428,932 17.5%30,641,199 8.0%0 0 2,449,840 299
Barnstable 44,477 Barnstable Y 9th Metropolitan City N 7,692,669 173 0 0 7,692,669 173 3,846,335 50.0%182,310,922 4.2%8,639,136 194 16,331,805 367
Barre 5,578 Worcester N 2nd Nonentitlement Unit N 583,841 105 1,083,461 194 1,667,302 299 291,921 17.5%12,309,373 13.5%0 0 1,667,302 299
Becket 1,716 Berkshire N 1st Nonentitlement Unit N 179,611 105 333,313 194 512,924 299 89,806 17.5%7,257,410 7.1%0 0 512,924 299
Bedford 14,123 Middlesex N 6th Nonentitlement Unit N 1,478,234 105 2,743,227 194 4,221,461 299 739,117 17.5%101,070,456 4.2%0 0 4,221,461 299
Belchertown 15,098 Hampshire N 2nd Nonentitlement Unit N 1,580,286 105 2,932,609 194 4,512,895 299 790,143 17.5%54,025,122 8.4%0 0 4,512,895 299
Bellingham 17,270 Norfolk Y 2nd 4th Nonentitlement Unit N 1,807,626 105 0 0 1,807,626 105 903,813 50.0%67,982,989 2.7%3,354,495 194 5,162,121 299
Belmont 26,116 Middlesex N 5th Nonentitlement Unit N 2,733,524 105 5,072,727 194 7,806,251 299 1,366,762 17.5%131,661,023 5.9%0 0 7,806,251 299
Berkley 6,851 Bristol Y 4th Nonentitlement Unit N 717,084 105 0 0 717,084 105 358,542 50.0%24,463,843 2.9%1,330,726 194 2,047,811 299
Berlin 3,240 Worcester N 3rd Nonentitlement Unit N 339,126 105 629,332 194 968,458 299 169,563 17.5%15,191,679 6.4%0 0 968,458 299
Bernardston 2,090 Franklin N 1st Nonentitlement Unit N 218,757 105 405,958 194 624,715 299 109,379 17.5%5,397,112 11.6%0 0 624,715 299
Beverly 42,174 Essex N 6th Nonentitlement Unit N 4,414,292 105 8,191,805 194 12,606,097 299 2,207,146 17.5%144,272,745 8.7%0 0 12,606,097 299
Billerica 43,367 Middlesex N 6th Nonentitlement Unit N 4,539,161 105 8,423,531 194 12,962,693 299 2,269,581 17.5%180,287,345 7.2%0 0 12,962,693 299
Blackstone 9,288 Worcester N 2nd Nonentitlement Unit N 972,162 105 1,804,085 194 2,776,247 299 486,081 17.5%26,063,955 10.7%0 0 2,776,247 299
Blandford 1,252 Hampden N 1st Nonentitlement Unit N 131,045 105 243,186 194 374,231 299 65,523 17.5%5,112,044 7.3%0 0 374,231 299
Bolton 5,426 Worcester N 3rd Nonentitlement Unit N 567,932 105 1,053,937 194 1,621,868 299 283,966 17.5%26,315,858 6.2%0 0 1,621,868 299
Boston 692,600 Suffolk N 7th 8th Metropolitan City Y 424,179,607 612 134,529,431 194 558,709,038 807 212,089,804 38.0%3,605,778,971 15.5%0 0 558,709,038 807
Bourne 19,762 Barnstable Y 9th Nonentitlement Unit N 2,068,460 105 0 0 2,068,460 105 1,034,230 50.0%79,056,269 2.6%3,838,537 194 5,906,997 299
Boxborough 5,793 Middlesex N 3rd Nonentitlement Unit N 606,345 105 1,125,222 194 1,731,567 299 303,172 17.5%23,458,126 7.4%0 0 1,731,567 299
Boxford 8,332 Essex N 6th Nonentitlement Unit N 872,098 105 1,618,393 194 2,490,492 299 436,049 17.5%37,638,288 6.6%0 0 2,490,492 299
Boylston 4,712 Worcester N 2nd Nonentitlement Unit N 493,198 105 915,251 194 1,408,449 299 246,599 17.5%17,946,179 7.8%0 0 1,408,449 299
Braintree 37,190 Norfolk Y 8th Nonentitlement Unit N 3,892,624 105 0 0 3,892,624 105 1,946,312 50.0%149,080,714 2.6%7,223,722 194 11,116,345 299
Brewster 9,775 Barnstable Y 9th Nonentitlement Unit N 1,023,135 105 0 0 1,023,135 105 511,568 50.0%50,671,688 2.0%1,898,679 194 2,921,814 299
Bridgewater 27,619 Plymouth Y 8th Nonentitlement Unit N 2,890,841 105 0 0 2,890,841 105 1,445,420 50.0%65,863,228 4.4%5,364,667 194 8,255,508 299
Brimfield 3,680 Hampden N 1st Nonentitlement Unit N 385,180 105 714,797 194 1,099,977 299 192,590 17.5%12,222,920 9.0%0 0 1,099,977 299
Brockton 95,708 Plymouth Y 8th Metropolitan City Y 34,590,793 361 0 0 34,590,793 361 17,295,397 50.0%418,716,082 8.3%18,590,157 194 53,180,950 556
Brookfield 3,452 Worcester N 1st Nonentitlement Unit N 361,316 105 670,511 194 1,031,826 299 180,658 17.5%9,574,493 10.8%0 0 1,031,826 299
Brookline 59,121 Norfolk Y 4th Metropolitan City N 32,406,450 548 0 0 32,406,450 548 16,203,225 50.0%315,559,967 10.3%11,483,561 194 43,890,011 742
Buckland 1,850 Franklin N 1st Nonentitlement Unit N 193,637 105 359,341 194 552,978 299 96,818 17.5%4,960,755 11.1%0 0 552,978 299
Burlington 28,627 Middlesex N 6th Nonentitlement Unit N 2,996,347 105 5,560,459 194 8,556,806 299 1,498,173 17.5%153,251,242 5.6%0 0 8,556,806 299
Cambridge 118,927 Middlesex N 5th 7th Metropolitan City N 65,019,211 547 23,100,176 194 88,119,387 741 32,509,606 36.9%880,742,197 10.0%0 0 88,119,387 741
Canton 23,805 Norfolk Y 8th Nonentitlement Unit N 2,491,635 105 0 0 2,491,635 105 1,245,817 50.0%105,433,717 2.4%4,623,842 194 7,115,477 299
Carlisle 5,252 Middlesex N 3rd Nonentitlement Unit N 549,719 105 1,020,139 194 1,569,859 299 274,860 17.5%31,452,779 5.0%0 0 1,569,859 299
Carver 11,767 Plymouth Y 9th Nonentitlement Unit N 1,231,635 105 0 0 1,231,635 105 615,817 50.0%50,227,892 2.5%2,285,602 194 3,517,237 299
1 of 7 8/9/2021
Coronavirus Local Fiscal Recovery Fund Allocations by Municipality
Note: CLFRF is distributed in two tranches with 50 percent available now and 50 percent distributed not less than 12 months after the first payment.
ARPA Coronavirus Local Fiscal Recovery Fund Allocations by Municipality
Municipality Population County
Functional
County?CD1 CD2
US Treasury
Classification
DPH
Hardest Hit
Community
Municipal
Allocation
Municipal Per
Capita
Amount
County
Reallocation
County
Reallocation
Per Capita Total Amount
Total Per
Capita
Amount
Total Paid to
Date
Share of Total
Paid
FY21 Operating
Budget
CLFRF as
Share of
Budget
County
Amount
County Amt
per Capita
Implied Total
Amount with
County
Implied Total
Amount Per
Capita
Charlemont 1,233 Franklin N 1st Nonentitlement Unit N 129,056 105 239,496 194 368,552 299 64,528 17.5%3,929,721 9.4%0 0 368,552 299
Charlton 13,713 Worcester N 1st Nonentitlement Unit N 1,435,320 105 2,663,589 194 4,098,909 299 717,660 17.5%33,211,430 12.3%0 0 4,098,909 299
Chatham 5,982 Barnstable Y 9th Nonentitlement Unit N 626,127 105 0 0 626,127 105 313,064 50.0%51,456,178 1.2%1,161,933 194 1,788,061 299
Chelmsford 35,391 Middlesex N 3rd Nonentitlement Unit N 3,704,325 105 6,874,287 194 10,578,612 299 1,852,162 17.5%140,551,441 7.5%0 0 10,578,612 299
Chelsea 39,690 Suffolk N 7th Nonentitlement Unit Y 4,154,295 105 7,709,317 194 11,863,612 299 2,077,147 17.5%193,662,148 6.1%0 0 11,863,612 299
Cheshire 3,129 Berkshire N 1st Nonentitlement Unit N 327,508 105 607,772 194 935,279 299 163,754 17.5%6,739,397 13.9%0 0 935,279 299
Chester 1,369 Hampden N 1st Nonentitlement Unit N 143,291 105 265,912 194 409,203 299 71,646 17.5%0 0.0%0 0 409,203 299
Chesterfield 1,249 Hampshire N 1st Nonentitlement Unit N 130,731 105 242,604 194 373,335 299 65,366 17.5%4,440,081 8.4%0 0 373,335 299
Chicopee 55,126 Hampden N 1st Metropolitan City N 28,828,571 523 10,707,579 194 39,536,150 717 14,414,286 36.5%222,207,313 17.8%0 0 39,536,150 717
Chilmark 922 Dukes Y 9th Nonentitlement Unit N 96,504 105 0 0 96,504 105 48,252 50.0%11,630,667 0.8%179,088 194 275,592 299
Clarksburg 1,638 Berkshire N 1st Nonentitlement Unit N 171,447 105 318,162 194 489,609 299 85,724 17.5%5,454,390 9.0%0 0 489,609 299
Clinton 14,000 Worcester N 3rd Nonentitlement Unit N 1,465,360 105 2,719,336 194 4,184,696 299 732,680 17.5%51,485,285 8.1%0 0 4,184,696 299
Cohasset 8,548 Norfolk Y 8th Nonentitlement Unit N 894,707 105 0 0 894,707 105 447,353 50.0%50,838,082 1.8%1,660,349 194 2,555,056 299
Colrain 1,661 Franklin N 1st Nonentitlement Unit N 173,854 105 322,630 194 496,484 299 86,927 17.5%4,813,210 10.3%0 0 496,484 299
Concord 18,918 Middlesex N 3rd Nonentitlement Unit N 1,980,120 105 3,674,600 194 5,654,719 299 990,060 17.5%118,129,644 4.8%0 0 5,654,719 299
Conway 1,873 Franklin N 1st Nonentitlement Unit N 196,044 105 363,808 194 559,852 299 98,022 17.5%0 0.0%0 0 559,852 299
Cummington 874 Hampshire N 1st Nonentitlement Unit N 91,480 105 169,764 194 261,245 299 45,740 17.5%3,117,365 8.4%0 0 261,245 299
Dalton 6,525 Berkshire N 1st Nonentitlement Unit N 682,962 105 1,267,405 194 1,950,367 299 341,481 17.5%19,323,607 10.1%0 0 1,950,367 299
Danvers 27,549 Essex N 6th Nonentitlement Unit N 2,883,514 105 5,351,070 194 8,234,584 299 1,441,757 17.5%113,771,545 7.2%0 0 8,234,584 299
Dartmouth 34,188 Bristol Y 9th Nonentitlement Unit N 3,578,409 105 0 0 3,578,409 105 1,789,204 50.0%98,130,963 3.6%6,640,618 194 10,219,027 299
Dedham 25,219 Norfolk Y 8th Nonentitlement Unit N 2,639,636 105 0 0 2,639,636 105 1,319,818 50.0%117,589,016 2.2%4,898,495 194 7,538,131 299
Deerfield 4,991 Franklin N 2nd Nonentitlement Unit N 522,401 105 969,443 194 1,491,844 299 261,200 17.5%17,213,287 8.7%0 0 1,491,844 299
Dennis 13,871 Barnstable Y 9th Nonentitlement Unit N 1,451,858 105 0 0 1,451,858 105 725,929 50.0%65,565,080 2.2%2,694,279 194 4,146,137 299
Dighton 7,967 Bristol Y 4th Nonentitlement Unit N 833,894 105 0 0 833,894 105 416,947 50.0%23,806,736 3.5%1,547,496 194 2,381,391 299
Douglas 9,038 Worcester N 2nd Nonentitlement Unit N 945,994 105 1,755,526 194 2,701,520 299 472,997 17.5%32,794,836 8.2%0 0 2,701,520 299
Dover 6,127 Norfolk Y 4th Nonentitlement Unit N 641,304 105 0 0 641,304 105 320,652 50.0%40,161,333 1.6%1,190,098 194 1,831,402 299
Dracut 31,634 Middlesex N 3rd Nonentitlement Unit N 3,311,085 105 6,144,534 194 9,455,619 299 1,655,543 17.5%90,338,729 10.5%0 0 9,455,619 299
Dudley 11,773 Worcester N 1st Nonentitlement Unit N 1,232,263 105 2,286,767 194 3,519,030 299 616,131 17.5%19,692,181 17.9%0 0 3,519,030 299
Dunstable 3,403 Middlesex N 3rd Nonentitlement Unit N 356,187 105 660,993 194 1,017,180 299 178,094 17.5%11,537,330 8.8%0 0 1,017,180 299
Duxbury 15,921 Plymouth Y 9th Nonentitlement Unit N 1,666,428 105 0 0 1,666,428 105 833,214 50.0%85,352,881 2.0%3,092,468 194 4,758,896 299
East Bridgewater 14,526 Plymouth Y 8th Nonentitlement Unit N 1,520,415 105 0 0 1,520,415 105 760,208 50.0%52,160,433 2.9%2,821,505 194 4,341,921 299
East Brookfield 2,210 Worcester N 1st Nonentitlement Unit N 231,318 105 429,267 194 660,584 299 115,659 17.5%5,342,107 12.4%0 0 660,584 299
East Longmeadow 16,192 Hampden N 1st Nonentitlement Unit N 1,694,793 105 3,145,106 194 4,839,899 299 847,397 17.5%65,666,922 7.4%0 0 4,839,899 299
Eastham 4,906 Barnstable Y 9th Nonentitlement Unit N 513,504 105 0 0 513,504 105 256,752 50.0%33,557,389 1.5%952,933 194 1,466,437 299
Easthampton 15,829 Hampshire N 1st Nonentitlement Unit N 1,656,799 105 3,074,598 194 4,731,396 299 828,399 17.5%49,842,999 9.5%0 0 4,731,396 299
Easton 25,105 Bristol Y 4th Nonentitlement Unit N 2,627,704 105 0 0 2,627,704 105 1,313,852 50.0%83,889,056 3.1%4,876,352 194 7,504,056 299
Edgartown 4,348 Dukes Y 9th Nonentitlement Unit N 455,099 105 0 0 455,099 105 227,549 50.0%43,820,087 1.0%844,548 194 1,299,647 299
Egremont 1,205 Berkshire N 1st Nonentitlement Unit N 126,126 105 234,057 194 360,183 299 63,063 17.5%5,141,046 7.0%0 0 360,183 299
Erving 1,750 Franklin N 2nd Nonentitlement Unit N 183,170 105 339,917 194 523,087 299 91,585 17.5%13,604,547 3.8%0 0 523,087 299
Essex 3,799 Essex N 6th Nonentitlement Unit N 397,636 105 737,911 194 1,135,547 299 198,818 17.5%18,403,742 6.2%0 0 1,135,547 299
Everett 46,451 Middlesex N 7th Nonentitlement Unit Y 4,861,959 105 9,022,562 194 13,884,521 299 2,430,980 17.5%221,609,617 6.3%0 0 13,884,521 299
Fairhaven 16,078 Bristol Y 9th Nonentitlement Unit N 1,682,861 105 0 0 1,682,861 105 841,431 50.0%53,993,124 3.1%3,122,963 194 4,805,824 299
Fall River 89,541 Bristol Y 4th 9th Metropolitan City Y 69,599,142 777 0 0 69,599,142 777 34,799,571 50.0%309,849,509 22.5%17,392,290 194 86,991,432 972
Falmouth 30,993 Barnstable Y 9th Nonentitlement Unit N 3,243,993 105 0 0 3,243,993 105 1,621,996 50.0%145,606,667 2.2%6,020,027 194 9,264,019 299
Fitchburg 40,638 Worcester N 3rd Metropolitan City Y 23,345,004 574 7,893,455 194 31,238,459 769 11,672,502 37.4%145,364,513 21.5%0 0 31,238,459 769
Florida 715 Berkshire N 1st Nonentitlement Unit N 74,838 105 138,880 194 213,718 299 37,419 17.5%4,259,245 5.0%0 0 213,718 299
Foxborough 18,399 Norfolk Y 4th Nonentitlement Unit N 1,925,797 105 0 0 1,925,797 105 962,898 50.0%78,788,225 2.4%3,573,790 194 5,499,587 299
Framingham 74,416 Middlesex N 5th Metropolitan City Y 12,373,262 166 14,454,436 194 26,827,698 361 6,186,631 23.1%302,263,887 8.9%0 0 26,827,698 361
Franklin 34,087 Norfolk Y 4th Nonentitlement Unit N 3,567,837 105 0 0 3,567,837 105 1,783,919 50.0%129,515,855 2.8%6,621,000 194 10,188,837 299
Freetown 9,394 Bristol Y 4th Nonentitlement Unit N 983,256 105 0 0 983,256 105 491,628 50.0%31,232,756 3.1%1,824,674 194 2,807,931 299
Gardner 20,683 Worcester N 3rd Nonentitlement Unit N 2,164,860 105 4,017,430 194 6,182,290 299 1,082,430 17.5%64,324,429 9.6%0 0 6,182,290 299
Georgetown 8,768 Essex N 6th Nonentitlement Unit N 917,734 105 1,703,081 194 2,620,815 299 458,867 17.5%33,390,662 7.8%0 0 2,620,815 299
Gill 1,465 Franklin N 2nd Nonentitlement Unit N 153,339 105 284,559 194 437,899 299 76,670 17.5%3,784,249 11.6%0 0 437,899 299
2 of 7 8/9/2021
Coronavirus Local Fiscal Recovery Fund Allocations by Municipality
Note: CLFRF is distributed in two tranches with 50 percent available now and 50 percent distributed not less than 12 months after the first payment.
ARPA Coronavirus Local Fiscal Recovery Fund Allocations by Municipality
Municipality Population County
Functional
County?CD1 CD2
US Treasury
Classification
DPH
Hardest Hit
Community
Municipal
Allocation
Municipal Per
Capita
Amount
County
Reallocation
County
Reallocation
Per Capita Total Amount
Total Per
Capita
Amount
Total Paid to
Date
Share of Total
Paid
FY21 Operating
Budget
CLFRF as
Share of
Budget
County
Amount
County Amt
per Capita
Implied Total
Amount with
County
Implied Total
Amount Per
Capita
Gloucester 30,430 Essex N 6th Metropolitan City N 17,264,797 567 5,910,671 194 23,175,468 762 8,632,399 37.2%121,249,797 19.1%0 0 23,175,468 762
Goshen 1,059 Hampshire N 1st Nonentitlement Unit N 110,844 105 205,698 194 316,542 299 55,422 17.5%3,473,771 9.1%0 0 316,542 299
Gosnold 75 Dukes Y 9th Nonentitlement Unit N 7,850 105 0 0 7,850 105 3,925 50.0%0 0.0%14,568 194 22,418 299
Grafton 18,883 Worcester N 2nd Nonentitlement Unit N 1,976,456 105 3,667,801 194 5,644,258 299 988,228 17.5%70,593,426 8.0%0 0 5,644,258 299
Granby 6,291 Hampshire N 1st Nonentitlement Unit N 658,470 105 1,221,953 194 1,880,423 299 329,235 17.5%21,645,153 8.7%0 0 1,880,423 299
Granville 1,611 Hampden N 1st Nonentitlement Unit N 168,621 105 312,918 194 481,539 299 84,311 17.5%4,182,584 11.5%0 0 481,539 299
Great Barrington 6,945 Berkshire N 1st Nonentitlement Unit N 726,923 105 1,348,985 194 2,075,908 299 363,462 17.5%30,897,563 6.7%0 0 2,075,908 299
Greenfield 17,258 Franklin N 2nd Nonentitlement Unit N 1,806,370 105 3,352,164 194 5,158,534 299 903,185 17.5%61,370,598 8.4%0 0 5,158,534 299
Groton 11,325 Middlesex N 3rd Nonentitlement Unit N 1,185,371 105 2,199,748 194 3,385,120 299 592,686 17.5%41,464,563 8.2%0 0 3,385,120 299
Groveland 6,849 Essex N 6th Nonentitlement Unit N 716,875 105 1,330,338 194 2,047,213 299 358,437 17.5%20,238,207 10.1%0 0 2,047,213 299
Hadley 5,342 Hampshire N 2nd Nonentitlement Unit N 559,139 105 1,037,621 194 1,596,760 299 279,570 17.5%19,569,123 8.2%0 0 1,596,760 299
Halifax 7,896 Plymouth Y 9th Nonentitlement Unit N 826,463 105 0 0 826,463 105 413,231 50.0%25,416,496 3.3%1,533,705 194 2,360,168 299
Hamilton 8,051 Essex N 6th Nonentitlement Unit N 842,687 105 1,563,812 194 2,406,499 299 421,343 17.5%34,698,735 6.9%0 0 2,406,499 299
Hampden 5,177 Hampden N 1st Nonentitlement Unit N 541,869 105 1,005,572 194 1,547,441 299 270,935 17.5%15,237,949 10.2%0 0 1,547,441 299
Hancock 696 Berkshire N 1st Nonentitlement Unit N 72,849 105 135,190 194 208,039 299 36,425 17.5%2,430,089 8.6%0 0 208,039 299
Hanover 14,570 Plymouth Y 9th Nonentitlement Unit N 1,525,021 105 0 0 1,525,021 105 762,510 50.0%66,031,394 2.3%2,830,052 194 4,355,073 299
Hanson 10,914 Plymouth Y 9th Nonentitlement Unit N 1,142,353 105 0 0 1,142,353 105 571,176 50.0%30,656,573 3.7%2,119,917 194 3,262,269 299
Hardwick 3,057 Worcester N 2nd Nonentitlement Unit N 319,972 105 593,786 194 913,758 299 159,986 17.5%5,703,919 16.0%0 0 913,758 299
Harvard 6,620 Worcester N 3rd Nonentitlement Unit N 692,906 105 1,285,857 194 1,978,763 299 346,453 17.5%34,428,302 5.7%0 0 1,978,763 299
Harwich 12,142 Barnstable Y 9th Nonentitlement Unit N 1,270,886 105 0 0 1,270,886 105 635,443 50.0%68,660,369 1.9%2,358,441 194 3,629,327 299
Hatfield 3,251 Hampshire N 2nd Nonentitlement Unit N 340,277 105 631,469 194 971,746 299 170,139 17.5%12,736,531 7.6%0 0 971,746 299
Haverhill 64,014 Essex N 3rd Metropolitan City Y 25,039,680 391 12,433,969 194 37,473,649 585 12,519,840 33.4%208,665,335 18.0%0 0 37,473,649 585
Hawley 334 Franklin N 1st Nonentitlement Unit N 34,959 105 64,876 194 99,835 299 17,480 17.5%1,232,292 8.1%0 0 99,835 299
Heath 695 Franklin N 1st Nonentitlement Unit N 72,745 105 134,996 194 207,740 299 36,372 17.5%0 0.0%0 0 207,740 299
Hingham 24,679 Plymouth Y 8th Nonentitlement Unit N 2,583,115 105 0 0 2,583,115 105 1,291,558 50.0%118,195,412 2.2%4,793,606 194 7,376,722 299
Hinsdale 1,911 Berkshire N 1st Nonentitlement Unit N 200,022 105 371,189 194 571,211 299 100,011 17.5%6,388,170 8.9%0 0 571,211 299
Holbrook 11,033 Norfolk Y 8th Nonentitlement Unit N 1,154,808 105 0 0 1,154,808 105 577,404 50.0%44,452,833 2.6%2,143,031 194 3,297,839 299
Holden 19,303 Worcester N 2nd Nonentitlement Unit N 2,020,417 105 3,749,381 194 5,769,799 299 1,010,209 17.5%56,591,758 10.2%0 0 5,769,799 299
Holland 2,482 Hampden N 1st Nonentitlement Unit N 259,787 105 482,099 194 741,887 299 129,894 17.5%8,181,018 9.1%0 0 741,887 299
Holliston 14,912 Middlesex N 5th Nonentitlement Unit N 1,560,817 105 2,896,481 194 4,457,299 299 780,409 17.5%71,930,149 6.2%0 0 4,457,299 299
Holyoke 40,117 Hampden N 1st Metropolitan City Y 29,894,310 745 7,792,257 194 37,686,567 939 14,947,155 39.7%159,321,427 23.7%0 0 37,686,567 939
Hopedale 5,951 Worcester N 4th Nonentitlement Unit N 622,883 105 1,155,912 194 1,778,795 299 311,441 17.5%26,480,893 6.7%0 0 1,778,795 299
Hopkinton 18,470 Middlesex N 4th Nonentitlement Unit N 1,933,228 105 3,587,581 194 5,520,809 299 966,614 17.5%93,901,472 5.9%0 0 5,520,809 299
Hubbardston 4,829 Worcester N 2nd Nonentitlement Unit N 505,444 105 937,977 194 1,443,421 299 252,722 17.5%9,853,105 14.6%0 0 1,443,421 299
Hudson 19,864 Middlesex N 3rd Nonentitlement Unit N 2,079,136 105 3,858,349 194 5,937,485 299 1,039,568 17.5%90,763,754 6.5%0 0 5,937,485 299
Hull 10,475 Plymouth Y 8th Nonentitlement Unit N 1,096,403 105 0 0 1,096,403 105 548,202 50.0%44,081,503 2.5%2,034,646 194 3,131,049 299
Huntington 2,169 Hampshire N 1st Nonentitlement Unit N 227,026 105 421,303 194 648,329 299 113,513 17.5%5,778,994 11.2%0 0 648,329 299
Ipswich 14,074 Essex N 6th Nonentitlement Unit N 1,473,105 105 2,733,710 194 4,206,815 299 736,553 17.5%55,868,270 7.5%0 0 4,206,815 299
Kingston 13,863 Plymouth Y 9th Nonentitlement Unit N 1,451,020 105 0 0 1,451,020 105 725,510 50.0%50,506,211 2.9%2,692,725 194 4,143,745 299
Lakeville 11,561 Plymouth Y 4th Nonentitlement Unit N 1,210,073 105 0 0 1,210,073 105 605,037 50.0%32,486,358 3.7%2,245,589 194 3,455,662 299
Lancaster 8,082 Worcester N 3rd Nonentitlement Unit N 845,931 105 1,569,834 194 2,415,765 299 422,966 17.5%24,251,917 10.0%0 0 2,415,765 299
Lanesborough 2,940 Berkshire N 1st Nonentitlement Unit N 307,726 105 571,061 194 878,786 299 153,863 17.5%11,088,178 7.9%0 0 878,786 299
Lawrence 80,028 Essex N 3rd Metropolitan City Y 41,807,344 522 15,544,501 194 57,351,845 717 20,903,672 36.4%338,104,176 17.0%0 0 57,351,845 717
Lee 5,664 Berkshire N 1st Nonentitlement Unit N 592,843 105 1,100,166 194 1,693,008 299 296,421 17.5%22,127,557 7.7%0 0 1,693,008 299
Leicester 11,341 Worcester N 2nd Nonentitlement Unit N 1,187,046 105 2,202,856 194 3,389,902 299 593,523 17.5%34,424,071 9.8%0 0 3,389,902 299
Lenox 4,944 Berkshire N 1st Nonentitlement Unit N 517,481 105 960,314 194 1,477,795 299 258,741 17.5%22,957,013 6.4%0 0 1,477,795 299
Leominster 41,716 Worcester N 2nd Metropolitan City Y 11,842,399 284 8,102,844 194 19,945,243 478 5,921,200 29.7%165,828,383 12.0%0 0 19,945,243 478
Leverett 1,837 Franklin N 2nd Nonentitlement Unit N 192,276 105 356,816 194 549,092 299 96,138 17.5%6,997,839 7.8%0 0 549,092 299
Lexington 33,132 Middlesex N 5th Nonentitlement Unit N 3,467,879 105 6,435,503 194 9,903,381 299 1,733,939 17.5%252,274,797 3.9%0 0 9,903,381 299
Leyden 715 Franklin N 1st Nonentitlement Unit N 74,838 105 138,880 194 213,718 299 37,419 17.5%2,154,913 9.9%0 0 213,718 299
Lincoln 7,052 Middlesex N 5th Nonentitlement Unit N 738,123 105 1,369,768 194 2,107,891 299 369,061 17.5%42,713,094 4.9%0 0 2,107,891 299
Littleton 10,227 Middlesex N 3rd Nonentitlement Unit N 1,070,445 105 1,986,475 194 3,056,920 299 535,223 17.5%58,296,344 5.2%0 0 3,056,920 299
Longmeadow 15,705 Hampden N 1st Nonentitlement Unit N 1,643,820 105 3,050,512 194 4,694,332 299 821,910 17.5%69,998,220 6.7%0 0 4,694,332 299
3 of 7 8/9/2021
Coronavirus Local Fiscal Recovery Fund Allocations by Municipality
Note: CLFRF is distributed in two tranches with 50 percent available now and 50 percent distributed not less than 12 months after the first payment.
ARPA Coronavirus Local Fiscal Recovery Fund Allocations by Municipality
Municipality Population County
Functional
County?CD1 CD2
US Treasury
Classification
DPH
Hardest Hit
Community
Municipal
Allocation
Municipal Per
Capita
Amount
County
Reallocation
County
Reallocation
Per Capita Total Amount
Total Per
Capita
Amount
Total Paid to
Date
Share of Total
Paid
FY21 Operating
Budget
CLFRF as
Share of
Budget
County
Amount
County Amt
per Capita
Implied Total
Amount with
County
Implied Total
Amount Per
Capita
Lowell 110,997 Middlesex N 3rd Metropolitan City Y 54,450,130 491 21,559,866 194 76,009,996 685 27,225,065 35.8%380,078,372 20.0%0 0 76,009,996 685
Ludlow 21,233 Hampden N 1st Nonentitlement Unit N 2,222,427 105 4,124,261 194 6,346,689 299 1,111,214 17.5%75,146,610 8.4%0 0 6,346,689 299
Lunenburg 11,736 Worcester N 3rd Nonentitlement Unit N 1,228,390 105 2,279,580 194 3,507,971 299 614,195 17.5%42,743,616 8.2%0 0 3,507,971 299
Lynn 94,299 Essex N 6th Metropolitan City Y 56,818,440 603 18,316,475 194 75,134,915 797 28,409,220 37.8%393,011,154 19.1%0 0 75,134,915 797
Lynnfield 12,999 Essex N 6th Nonentitlement Unit N 1,360,587 105 2,524,903 194 3,885,490 299 680,293 17.5%61,453,543 6.3%0 0 3,885,490 299
Malden 60,470 Middlesex N 5th Metropolitan City Y 34,028,561 563 11,745,589 194 45,774,150 757 17,014,281 37.2%180,500,781 25.4%0 0 45,774,150 757
Manchester By The Sea 5,434 Essex N 6th Nonentitlement Unit N 568,769 105 1,055,491 194 1,624,260 299 284,384 17.5%33,555,039 4.8%0 0 1,624,260 299
Mansfield 24,470 Bristol Y 4th Nonentitlement Unit N 2,561,240 105 0 0 2,561,240 105 1,280,620 50.0%106,167,017 2.4%4,753,011 194 7,314,250 299
Marblehead 20,555 Essex N 6th Nonentitlement Unit N 2,151,462 105 3,992,568 194 6,144,030 299 1,075,731 17.5%91,186,099 6.7%0 0 6,144,030 299
Marion 5,188 Plymouth Y 9th Nonentitlement Unit N 543,020 105 0 0 543,020 105 271,510 50.0%25,934,718 2.1%1,007,708 194 1,550,729 299
Marlborough 39,597 Middlesex N 3rd Nonentitlement Unit N 4,144,561 105 7,691,253 194 11,835,814 299 2,072,280 17.5%194,949,479 6.1%0 0 11,835,814 299
Marshfield 25,967 Plymouth Y 9th Nonentitlement Unit N 2,717,928 105 0 0 2,717,928 105 1,358,964 50.0%103,400,230 2.6%5,043,785 194 7,761,714 299
Mashpee 14,229 Barnstable Y 9th Nonentitlement Unit N 1,489,329 105 0 0 1,489,329 105 744,664 50.0%71,172,063 2.1%2,763,816 194 4,253,145 299
Mattapoisett 6,401 Plymouth Y 9th Nonentitlement Unit N 669,983 105 0 0 669,983 105 334,992 50.0%29,482,525 2.3%1,243,319 194 1,913,303 299
Maynard 11,336 Middlesex N 3rd Nonentitlement Unit N 1,186,523 105 2,201,885 194 3,388,408 299 593,261 17.5%48,248,630 7.0%0 0 3,388,408 299
Medfield 12,955 Norfolk Y 4th Nonentitlement Unit N 1,355,981 105 0 0 1,355,981 105 677,991 50.0%65,528,720 2.1%2,516,357 194 3,872,338 299
Medford 57,341 Middlesex N 5th Metropolitan City N 37,409,525 652 11,137,817 194 48,547,342 847 18,704,763 38.5%173,153,047 28.0%0 0 48,547,342 847
Medway 13,479 Norfolk Y 4th Nonentitlement Unit N 1,410,827 105 0 0 1,410,827 105 705,414 50.0%60,431,575 2.3%2,618,138 194 4,028,965 299
Melrose 28,016 Middlesex N 5th Nonentitlement Unit N 2,932,394 105 5,441,780 194 8,374,174 299 1,466,197 17.5%96,353,830 8.7%0 0 8,374,174 299
Mendon 6,223 Worcester N 2nd Nonentitlement Unit N 651,352 105 1,208,745 194 1,860,097 299 325,676 17.5%20,963,981 8.9%0 0 1,860,097 299
Merrimac 6,960 Essex N 6th Nonentitlement Unit N 728,493 105 1,351,898 194 2,080,392 299 364,247 17.5%19,296,727 10.8%0 0 2,080,392 299
Methuen 50,706 Essex N 3rd Metropolitan City Y 9,978,445 197 9,849,046 194 19,827,491 391 4,989,223 25.2%163,593,677 12.1%0 0 19,827,491 391
Middleborough 25,463 Plymouth Y 9th Nonentitlement Unit N 2,665,175 105 0 0 2,665,175 105 1,332,588 50.0%84,133,340 3.2%4,945,889 194 7,611,065 299
Middlefield 534 Hampshire N 1st Nonentitlement Unit N 55,893 105 103,723 194 159,616 299 27,947 17.5%1,663,273 9.6%0 0 159,616 299
Middleton 10,110 Essex N 6th Nonentitlement Unit N 1,058,199 105 1,963,749 194 3,021,948 299 529,100 17.5%39,402,748 7.7%0 0 3,021,948 299
Milford 29,101 Worcester N 4th Nonentitlement Unit N 3,045,960 105 5,652,528 194 8,698,488 299 1,522,980 17.5%111,966,218 7.8%0 0 8,698,488 299
Millbury 13,947 Worcester N 2nd Nonentitlement Unit N 1,459,812 105 2,709,041 194 4,168,854 299 729,906 17.5%47,687,587 8.7%0 0 4,168,854 299
Millis 8,310 Norfolk Y 4th Nonentitlement Unit N 869,796 105 0 0 869,796 105 434,898 50.0%36,679,538 2.4%1,614,120 194 2,483,916 299
Millville 3,257 Worcester N 2nd Nonentitlement Unit N 340,905 105 632,634 194 973,540 299 170,453 17.5%7,511,206 13.0%0 0 973,540 299
Milton 27,593 Norfolk Y 7th 8th Nonentitlement Unit N 2,888,119 105 0 0 2,888,119 105 1,444,060 50.0%113,160,528 2.6%5,359,617 194 8,247,736 299
Monroe 115 Franklin N 1st Nonentitlement Unit N 12,037 105 22,337 194 34,374 299 6,018 17.5%1,080,841 3.2%0 0 34,374 299
Monson 8,787 Hampden N 1st Nonentitlement Unit N 919,723 105 1,706,772 194 2,626,494 299 459,861 17.5%27,642,043 9.5%0 0 2,626,494 299
Montague 8,212 Franklin N 2nd Nonentitlement Unit N 859,538 105 1,595,085 194 2,454,623 299 429,769 17.5%24,734,480 9.9%0 0 2,454,623 299
Monterey 924 Berkshire N 1st Nonentitlement Unit N 96,714 105 179,476 194 276,190 299 48,357 17.5%5,524,162 5.0%0 0 276,190 299
Montgomery 866 Hampden N 1st Nonentitlement Unit N 90,643 105 168,210 194 258,853 299 45,321 17.5%1,958,437 13.2%0 0 258,853 299
Mount Washington 157 Berkshire N 1st Nonentitlement Unit N 16,433 105 30,495 194 46,928 299 8,216 17.5%1,476,312 3.2%0 0 46,928 299
Nahant 3,513 Essex N 6th Nonentitlement Unit N 367,701 105 682,359 194 1,050,060 299 183,850 17.5%13,998,345 7.5%0 0 1,050,060 299
Nantucket 11,399 Nantucket N 9th Nonentitlement Unit N 1,193,117 105 2,214,122 194 3,407,239 299 596,558 17.5%107,013,898 3.2%0 0 3,407,239 299
Natick 36,050 Middlesex N 5th Nonentitlement Unit N 3,773,301 105 7,002,290 194 10,775,591 299 1,886,651 17.5%168,591,465 6.4%0 0 10,775,591 299
Needham 31,388 Norfolk Y 4th Nonentitlement Unit N 3,285,337 105 0 0 3,285,337 105 1,642,668 50.0%196,799,857 1.7%6,096,751 194 9,382,088 299
New Ashford 223 Berkshire N 1st Nonentitlement Unit N 23,341 105 43,315 194 66,656 299 11,671 17.5%861,066 7.7%0 0 66,656 299
New Bedford 95,363 Bristol Y 9th Metropolitan City Y 64,729,754 679 0 0 64,729,754 679 32,364,877 50.0%366,557,582 17.7%18,523,145 194 83,252,899 873
New Braintree 1,024 Worcester N 2nd Nonentitlement Unit N 107,181 105 198,900 194 306,081 299 53,590 17.5%2,643,901 11.6%0 0 306,081 299
New Marlborough 1,458 Berkshire N 1st Nonentitlement Unit N 152,607 105 283,199 194 435,806 299 76,303 17.5%6,266,267 7.0%0 0 435,806 299
New Salem 1,021 Franklin N 2nd Nonentitlement Unit N 106,867 105 198,317 194 305,184 299 53,433 17.5%3,570,378 8.5%0 0 305,184 299
Newbury 7,148 Essex N 6th Nonentitlement Unit N 748,171 105 1,388,415 194 2,136,586 299 374,085 17.5%21,938,069 9.7%0 0 2,136,586 299
Newburyport 18,289 Essex N 6th Nonentitlement Unit N 1,914,283 105 3,552,424 194 5,466,707 299 957,142 17.5%76,084,987 7.2%0 0 5,466,707 299
Newton 88,414 Middlesex N 4th Metropolitan City N 46,416,122 525 17,173,383 194 63,589,505 719 23,208,061 36.5%512,946,482 12.4%0 0 63,589,505 719
Norfolk 12,003 Norfolk Y 4th Nonentitlement Unit N 1,256,337 105 0 0 1,256,337 105 628,168 50.0%44,937,025 2.8%2,331,442 194 3,587,779 299
North Adams 12,730 Berkshire N 1st Nonentitlement Unit N 1,332,431 105 2,472,653 194 3,805,084 299 666,215 17.5%45,134,251 8.4%0 0 3,805,084 299
North Andover 31,188 Essex N 6th Nonentitlement Unit N 3,264,403 105 6,057,903 194 9,322,306 299 1,632,201 17.5%110,763,864 8.4%0 0 9,322,306 299
North Attleborough 29,364 Bristol Y 4th Nonentitlement Unit N 3,073,487 105 0 0 3,073,487 105 1,536,744 50.0%95,758,321 3.2%5,703,613 194 8,777,100 299
North Brookfield 4,792 Worcester N 2nd Nonentitlement Unit N 501,572 105 930,790 194 1,432,362 299 250,786 17.5%15,311,104 9.4%0 0 1,432,362 299
4 of 7 8/9/2021
Coronavirus Local Fiscal Recovery Fund Allocations by Municipality
Note: CLFRF is distributed in two tranches with 50 percent available now and 50 percent distributed not less than 12 months after the first payment.
ARPA Coronavirus Local Fiscal Recovery Fund Allocations by Municipality
Municipality Population County
Functional
County?CD1 CD2
US Treasury
Classification
DPH
Hardest Hit
Community
Municipal
Allocation
Municipal Per
Capita
Amount
County
Reallocation
County
Reallocation
Per Capita Total Amount
Total Per
Capita
Amount
Total Paid to
Date
Share of Total
Paid
FY21 Operating
Budget
CLFRF as
Share of
Budget
County
Amount
County Amt
per Capita
Implied Total
Amount with
County
Implied Total
Amount Per
Capita
North Reading 15,865 Middlesex N 6th Nonentitlement Unit N 1,660,567 105 3,081,590 194 4,742,157 299 830,283 17.5%74,936,057 6.3%0 0 4,742,157 299
Northampton 28,451 Hampshire N 2nd Metropolitan City N 16,221,711 570 5,526,273 194 21,747,984 764 8,110,856 37.3%104,777,753 20.8%0 0 21,747,984 764
Northborough 15,109 Worcester N 2nd Nonentitlement Unit N 1,581,437 105 2,934,746 194 4,516,183 299 790,719 17.5%66,251,671 6.8%0 0 4,516,183 299
Northbridge 16,679 Worcester N 2nd Nonentitlement Unit N 1,745,767 105 3,239,700 194 4,985,467 299 872,883 17.5%52,802,719 9.4%0 0 4,985,467 299
Northfield 2,958 Franklin N 2nd Nonentitlement Unit N 309,610 105 574,557 194 884,166 299 154,805 17.5%8,938,839 9.9%0 0 884,166 299
Norton 19,948 Bristol Y 4th Nonentitlement Unit N 2,087,928 105 0 0 2,087,928 105 1,043,964 50.0%65,873,026 3.2%3,874,665 194 5,962,593 299
Norwell 11,153 Plymouth Y 9th Nonentitlement Unit N 1,167,368 105 0 0 1,167,368 105 583,684 50.0%63,124,855 1.8%2,166,339 194 3,333,708 299
Norwood 29,725 Norfolk Y 8th Nonentitlement Unit N 3,111,273 105 0 0 3,111,273 105 1,555,636 50.0%208,556,114 1.5%5,773,733 194 8,885,006 299
Oak Bluffs 4,667 Dukes Y 9th Nonentitlement Unit N 488,488 105 0 0 488,488 105 244,244 50.0%33,739,076 1.4%906,510 194 1,394,998 299
Oakham 1,957 Worcester N 2nd Nonentitlement Unit N 204,836 105 380,124 194 584,961 299 102,418 17.5%4,285,683 13.6%0 0 584,961 299
Orange 7,582 Franklin N 2nd Nonentitlement Unit N 793,597 105 1,472,715 194 2,266,312 299 396,798 17.5%22,453,173 10.1%0 0 2,266,312 299
Orleans 5,788 Barnstable Y 9th Nonentitlement Unit N 605,822 105 0 0 605,822 105 302,911 50.0%47,633,892 1.3%1,124,251 194 1,730,073 299
Otis 1,539 Berkshire N 1st Nonentitlement Unit N 161,085 105 298,933 194 460,018 299 80,542 17.5%7,187,300 6.4%0 0 460,018 299
Oxford 14,009 Worcester N 2nd Nonentitlement Unit N 1,466,302 105 2,721,084 194 4,187,386 299 733,151 17.5%45,264,400 9.3%0 0 4,187,386 299
Palmer 12,232 Hampden N 1st 2nd Nonentitlement Unit N 1,280,306 105 2,375,923 194 3,656,228 299 640,153 17.5%43,822,541 8.3%0 0 3,656,228 299
Paxton 4,963 Worcester N 2nd Nonentitlement Unit N 519,470 105 964,005 194 1,483,475 299 259,735 17.5%14,593,110 10.2%0 0 1,483,475 299
Peabody 53,070 Essex N 6th Metropolitan City N 10,771,724 203 10,308,225 194 21,079,949 397 5,385,862 25.5%162,737,420 13.0%0 0 21,079,949 397
Pelham 1,313 Hampshire N 2nd Nonentitlement Unit N 137,430 105 255,035 194 392,465 299 68,715 17.5%5,554,717 7.1%0 0 392,465 299
Pembroke 18,509 Plymouth Y 9th Nonentitlement Unit N 1,937,310 105 0 0 1,937,310 105 968,655 50.0%66,464,528 2.9%3,595,156 194 5,532,467 299
Pepperell 12,114 Middlesex N 3rd Nonentitlement Unit N 1,267,955 105 2,353,002 194 3,620,957 299 633,977 17.5%30,457,465 11.9%0 0 3,620,957 299
Peru 834 Berkshire N 1st Nonentitlement Unit N 87,294 105 161,995 194 249,288 299 43,647 17.5%0 0.0%0 0 249,288 299
Petersham 1,250 Worcester N 2nd Nonentitlement Unit N 130,836 105 242,798 194 373,634 299 65,418 17.5%4,698,516 8.0%0 0 373,634 299
Phillipston 1,746 Worcester N 2nd Nonentitlement Unit N 182,751 105 339,140 194 521,891 299 91,376 17.5%4,609,898 11.3%0 0 521,891 299
Pittsfield 42,142 Berkshire N 1st Metropolitan City N 32,417,190 769 8,185,589 194 40,602,779 963 16,208,595 39.9%165,178,051 24.6%0 0 40,602,779 963
Plainfield 661 Hampshire N 1st Nonentitlement Unit N 69,186 105 128,392 194 197,577 299 34,593 17.5%2,420,705 8.2%0 0 197,577 299
Plainville 9,293 Norfolk Y 4th Nonentitlement Unit N 972,685 105 0 0 972,685 105 486,342 50.0%34,756,887 2.8%1,805,056 194 2,777,741 299
Plymouth 61,528 Plymouth Y 9th Metropolitan City N 9,472,098 154 0 0 9,472,098 154 4,736,049 50.0%255,924,227 3.7%11,951,093 194 21,423,191 348
Plympton 2,987 Plymouth Y 9th Nonentitlement Unit N 312,645 105 0 0 312,645 105 156,322 50.0%13,256,750 2.4%580,190 194 892,835 299
Princeton 3,488 Worcester N 2nd Nonentitlement Unit N 365,084 105 677,503 194 1,042,587 299 182,542 17.5%11,620,298 9.0%0 0 1,042,587 299
Provincetown 2,961 Barnstable Y 9th Nonentitlement Unit N 309,924 105 0 0 309,924 105 154,962 50.0%32,600,182 1.0%575,140 194 885,063 299
Quincy 94,470 Norfolk Y 8th Metropolitan City N 45,316,692 480 0 0 45,316,692 480 22,658,346 50.0%346,486,584 13.1%18,349,690 194 63,666,382 674
Randolph 34,362 Norfolk Y 7th Nonentitlement Unit Y 3,596,621 105 0 0 3,596,621 105 1,798,310 50.0%108,299,924 3.3%6,674,416 194 10,271,037 299
Raynham 14,470 Bristol Y 4th 8th Nonentitlement Unit N 1,514,554 105 0 0 1,514,554 105 757,277 50.0%46,253,055 3.3%2,810,628 194 4,325,182 299
Reading 25,400 Middlesex N 6th Nonentitlement Unit N 2,658,581 105 4,933,652 194 7,592,234 299 1,329,291 17.5%106,563,782 7.1%0 0 7,592,234 299
Rehoboth 12,385 Bristol Y 4th Nonentitlement Unit N 1,296,320 105 0 0 1,296,320 105 648,160 50.0%32,780,776 4.0%2,405,641 194 3,701,961 299
Revere 53,073 Suffolk N 5th Metropolitan City Y 19,745,590 372 10,308,808 194 30,054,398 566 9,872,795 32.8%201,341,276 14.9%0 0 30,054,398 566
Richmond 1,416 Berkshire N 1st Nonentitlement Unit N 148,211 105 275,041 194 423,252 299 74,105 17.5%7,206,353 5.9%0 0 423,252 299
Rochester 5,687 Plymouth Y 9th Nonentitlement Unit N 595,250 105 0 0 595,250 105 297,625 50.0%23,928,439 2.5%1,104,633 194 1,699,883 299
Rockland 17,986 Plymouth Y 9th Nonentitlement Unit N 1,882,569 105 0 0 1,882,569 105 941,284 50.0%75,435,838 2.5%3,493,570 194 5,376,138 299
Rockport 7,282 Essex N 6th Nonentitlement Unit N 762,196 105 1,414,443 194 2,176,640 299 381,098 17.5%34,326,066 6.3%0 0 2,176,640 299
Rowe 389 Franklin N 1st Nonentitlement Unit N 40,716 105 75,559 194 116,275 299 20,358 17.5%5,567,178 2.1%0 0 116,275 299
Rowley 6,473 Essex N 6th Nonentitlement Unit N 677,520 105 1,257,304 194 1,934,824 299 338,760 17.5%22,580,745 8.6%0 0 1,934,824 299
Royalston 1,277 Worcester N 2nd Nonentitlement Unit N 133,662 105 248,042 194 381,704 299 66,831 17.5%0 0.0%0 0 381,704 299
Russell 1,792 Hampden N 1st Nonentitlement Unit N 187,566 105 348,075 194 535,641 299 93,783 17.5%4,351,594 12.3%0 0 535,641 299
Rutland 8,938 Worcester N 2nd Nonentitlement Unit N 935,528 105 1,736,102 194 2,671,629 299 467,764 17.5%23,206,330 11.5%0 0 2,671,629 299
Salem 43,226 Essex N 6th Metropolitan City N 26,657,276 617 8,396,144 194 35,053,420 811 13,328,638 38.0%161,345,714 21.7%0 0 35,053,420 811
Salisbury 9,534 Essex N 6th Nonentitlement Unit N 997,910 105 1,851,868 194 2,849,778 299 498,955 17.5%30,535,551 9.3%0 0 2,849,778 299
Sandisfield 891 Berkshire N 1st Nonentitlement Unit N 93,260 105 173,066 194 266,326 299 46,630 17.5%3,730,355 7.1%0 0 266,326 299
Sandwich 20,169 Barnstable Y 9th Nonentitlement Unit N 2,111,060 105 0 0 2,111,060 105 1,055,530 50.0%88,762,272 2.4%3,917,592 194 6,028,652 299
Saugus 28,361 Essex N 6th Nonentitlement Unit N 2,968,505 105 5,508,792 194 8,477,297 299 1,484,252 17.5%99,795,826 8.5%0 0 8,477,297 299
Savoy 675 Berkshire N 1st Nonentitlement Unit N 70,651 105 131,111 194 201,762 299 35,326 17.5%2,249,217 9.0%0 0 201,762 299
Scituate 18,924 Plymouth Y 8th Nonentitlement Unit N 1,980,748 105 0 0 1,980,748 105 990,374 50.0%86,574,149 2.3%3,675,765 194 5,656,513 299
Seekonk 15,770 Bristol Y 4th Nonentitlement Unit N 1,650,623 105 0 0 1,650,623 105 825,312 50.0%62,389,765 2.6%3,063,138 194 4,713,761 299
5 of 7 8/9/2021
Coronavirus Local Fiscal Recovery Fund Allocations by Municipality
Note: CLFRF is distributed in two tranches with 50 percent available now and 50 percent distributed not less than 12 months after the first payment.
ARPA Coronavirus Local Fiscal Recovery Fund Allocations by Municipality
Municipality Population County
Functional
County?CD1 CD2
US Treasury
Classification
DPH
Hardest Hit
Community
Municipal
Allocation
Municipal Per
Capita
Amount
County
Reallocation
County
Reallocation
Per Capita Total Amount
Total Per
Capita
Amount
Total Paid to
Date
Share of Total
Paid
FY21 Operating
Budget
CLFRF as
Share of
Budget
County
Amount
County Amt
per Capita
Implied Total
Amount with
County
Implied Total
Amount Per
Capita
Sharon 18,895 Norfolk Y 4th Nonentitlement Unit N 1,977,712 105 0 0 1,977,712 105 988,856 50.0%91,659,067 2.2%3,670,132 194 5,647,845 299
Sheffield 3,129 Berkshire N 1st Nonentitlement Unit N 327,508 105 607,772 194 935,279 299 163,754 17.5%11,202,324 8.3%0 0 935,279 299
Shelburne 1,837 Franklin N 1st Nonentitlement Unit N 192,276 105 356,816 194 549,092 299 96,138 17.5%5,072,628 10.8%0 0 549,092 299
Sherborn 4,335 Middlesex N 5th Nonentitlement Unit N 453,738 105 842,023 194 1,295,761 299 226,869 17.5%29,735,603 4.4%0 0 1,295,761 299
Shirley 7,636 Middlesex N 3rd Nonentitlement Unit N 799,249 105 1,483,203 194 2,282,453 299 399,625 17.5%16,671,628 13.7%0 0 2,282,453 299
Shrewsbury 38,526 Worcester N 2nd Nonentitlement Unit N 4,032,461 105 7,483,224 194 11,515,685 299 2,016,230 17.5%136,428,322 8.4%0 0 11,515,685 299
Shutesbury 1,754 Franklin N 2nd Nonentitlement Unit N 183,589 105 340,694 194 524,283 299 91,794 17.5%6,986,965 7.5%0 0 524,283 299
Somerset 18,129 Bristol Y 4th Nonentitlement Unit N 1,897,536 105 0 0 1,897,536 105 948,768 50.0%62,401,737 3.0%3,521,346 194 5,418,882 299
Somerville 81,360 Middlesex N 7th Metropolitan City N 61,700,944 758 15,803,226 194 77,504,170 953 30,850,472 39.8%278,620,750 27.8%0 0 77,504,170 953
South Hadley 17,625 Hampshire N 1st Nonentitlement Unit N 1,844,783 105 3,423,450 194 5,268,233 299 922,392 17.5%47,181,169 11.2%0 0 5,268,233 299
Southampton 6,171 Hampshire N 1st Nonentitlement Unit N 645,910 105 1,198,644 194 1,844,554 299 322,955 17.5%18,902,428 9.8%0 0 1,844,554 299
Southborough 10,208 Worcester N 5th Nonentitlement Unit N 1,068,457 105 1,982,784 194 3,051,241 299 534,228 17.5%55,413,400 5.5%0 0 3,051,241 299
Southbridge 16,878 Worcester N 1st Nonentitlement Unit N 1,766,596 105 3,278,354 194 5,044,950 299 883,298 17.5%59,357,122 8.5%0 0 5,044,950 299
Southwick 9,740 Hampden N 1st Nonentitlement Unit N 1,019,472 105 1,891,881 194 2,911,353 299 509,736 17.5%28,005,291 10.4%0 0 2,911,353 299
Spencer 11,935 Worcester N 2nd Nonentitlement Unit N 1,249,219 105 2,318,234 194 3,567,453 299 624,610 17.5%23,934,635 14.9%0 0 3,567,453 299
Springfield 153,606 Hampden N 1st Metropolitan City Y 93,848,687 611 29,836,165 194 123,684,852 805 46,924,344 37.9%715,681,710 17.3%0 0 123,684,852 805
Sterling 8,174 Worcester N 2nd Nonentitlement Unit N 855,561 105 1,587,704 194 2,443,264 299 427,780 17.5%26,154,763 9.3%0 0 2,443,264 299
Stockbridge 1,890 Berkshire N 1st Nonentitlement Unit N 197,824 105 367,110 194 564,934 299 98,912 17.5%12,163,451 4.6%0 0 564,934 299
Stoneham 24,126 Middlesex N 5th Nonentitlement Unit N 2,525,234 105 4,686,193 194 7,211,426 299 1,262,617 17.5%71,949,707 10.0%0 0 7,211,426 299
Stoughton 28,915 Norfolk Y 8th Nonentitlement Unit N 3,026,491 105 0 0 3,026,491 105 1,513,246 50.0%114,520,092 2.6%5,616,400 194 8,642,891 299
Stow 7,234 Middlesex N 3rd Nonentitlement Unit N 757,172 105 1,405,120 194 2,162,292 299 378,586 17.5%32,173,288 6.7%0 0 2,162,292 299
Sturbridge 9,597 Worcester N 1st Nonentitlement Unit N 1,004,504 105 1,864,105 194 2,868,609 299 502,252 17.5%43,103,935 6.7%0 0 2,868,609 299
Sudbury 19,655 Middlesex N 3rd 5th Nonentitlement Unit N 2,057,260 105 3,817,753 194 5,875,014 299 1,028,630 17.5%108,817,836 5.4%0 0 5,875,014 299
Sunderland 3,629 Franklin N 2nd Nonentitlement Unit N 379,842 105 704,891 194 1,084,733 299 189,921 17.5%9,696,785 11.2%0 0 1,084,733 299
Sutton 9,582 Worcester N 2nd Nonentitlement Unit N 1,002,934 105 1,861,191 194 2,864,125 299 501,467 17.5%36,144,043 7.9%0 0 2,864,125 299
Swampscott 15,298 Essex N 6th Nonentitlement Unit N 1,601,220 105 2,971,457 194 4,572,677 299 800,610 17.5%62,930,223 7.3%0 0 4,572,677 299
Swansea 16,834 Bristol Y 4th Nonentitlement Unit N 1,761,990 105 0 0 1,761,990 105 880,995 50.0%50,088,120 3.5%3,269,807 194 5,031,798 299
Taunton 57,464 Bristol Y 4th Metropolitan City N 20,992,932 365 0 0 20,992,932 365 10,496,466 50.0%230,089,784 9.1%11,161,708 194 32,154,640 560
Templeton 8,138 Worcester N 2nd Nonentitlement Unit N 851,793 105 1,580,711 194 2,432,504 299 425,896 17.5%18,413,527 13.2%0 0 2,432,504 299
Tewksbury 31,178 Middlesex N 6th Nonentitlement Unit N 3,263,356 105 6,055,961 194 9,319,317 299 1,631,678 17.5%128,239,412 7.3%0 0 9,319,317 299
Tisbury 4,096 Dukes Y 9th Nonentitlement Unit N 428,722 105 0 0 428,722 105 214,361 50.0%34,407,284 1.2%795,600 194 1,224,322 299
Tolland 508 Hampden N 1st Nonentitlement Unit N 53,172 105 98,673 194 151,845 299 26,586 17.5%2,181,311 7.0%0 0 151,845 299
Topsfield 6,641 Essex N 6th Nonentitlement Unit N 695,104 105 1,289,936 194 1,985,040 299 347,552 17.5%31,556,257 6.3%0 0 1,985,040 299
Townsend 9,506 Middlesex N 3rd Nonentitlement Unit N 994,979 105 1,846,429 194 2,841,408 299 497,490 17.5%24,930,026 11.4%0 0 2,841,408 299
Truro 2,008 Barnstable Y 9th Nonentitlement Unit N 210,174 105 0 0 210,174 105 105,087 50.0%22,160,522 0.9%390,030 194 600,205 299
Tyngsborough 12,527 Middlesex N 3rd Nonentitlement Unit N 1,311,183 105 2,433,223 194 3,744,406 299 655,591 17.5%43,933,413 8.5%0 0 3,744,406 299
Tyringham 312 Berkshire N 1st Nonentitlement Unit N 32,657 105 60,602 194 93,259 299 16,328 17.5%1,788,631 5.2%0 0 93,259 299
Upton 8,065 Worcester N 2nd Nonentitlement Unit N 844,152 105 1,566,532 194 2,410,684 299 422,076 17.5%25,344,331 9.5%0 0 2,410,684 299
Uxbridge 14,195 Worcester N 2nd Nonentitlement Unit N 1,485,770 105 2,757,212 194 4,242,982 299 742,885 17.5%57,605,754 7.4%0 0 4,242,982 299
Wakefield 27,045 Middlesex N 6th Nonentitlement Unit N 2,830,761 105 5,253,174 194 8,083,935 299 1,415,381 17.5%102,893,710 7.9%0 0 8,083,935 299
Wales 1,874 Hampden N 1st Nonentitlement Unit N 196,149 105 364,003 194 560,151 299 98,074 17.5%5,679,909 9.9%0 0 560,151 299
Walpole 25,200 Norfolk Y 8th Nonentitlement Unit N 2,637,648 105 0 0 2,637,648 105 1,318,824 50.0%104,543,285 2.5%4,894,805 194 7,532,452 299
Waltham 62,495 Middlesex N 5th Metropolitan City N 22,813,389 365 12,138,921 194 34,952,310 559 11,406,695 32.6%252,228,673 13.9%0 0 34,952,310 559
Ware 9,711 Hampshire N 2nd Nonentitlement Unit N 1,016,436 105 1,886,248 194 2,902,684 299 508,218 17.5%31,931,155 9.1%0 0 2,902,684 299
Wareham 22,745 Plymouth Y 9th Nonentitlement Unit N 2,380,686 105 0 0 2,380,686 105 1,190,343 50.0%72,739,933 3.3%4,417,950 194 6,798,636 299
Warren 5,222 Worcester N 1st Nonentitlement Unit N 546,579 105 1,014,312 194 1,560,891 299 273,290 17.5%8,986,573 17.4%0 0 1,560,891 299
Warwick 769 Franklin N 2nd Nonentitlement Unit N 80,490 105 149,369 194 229,859 299 40,245 17.5%2,027,252 11.3%0 0 229,859 299
Washington 541 Berkshire N 1st Nonentitlement Unit N 56,626 105 105,083 194 161,709 299 28,313 17.5%1,917,182 8.4%0 0 161,709 299
Watertown 35,939 Middlesex N 5th Nonentitlement Unit N 3,761,683 105 6,980,729 194 10,742,413 299 1,880,842 17.5%151,943,638 7.1%0 0 10,742,413 299
Wayland 13,835 Middlesex N 5th Nonentitlement Unit N 1,448,089 105 2,687,287 194 4,135,376 299 724,045 17.5%88,510,878 4.7%0 0 4,135,376 299
Webster 16,949 Worcester N 2nd Nonentitlement Unit N 1,774,027 105 3,292,145 194 5,066,172 299 887,014 17.5%50,216,218 10.1%0 0 5,066,172 299
Wellesley 28,670 Norfolk Y 4th Nonentitlement Unit N 3,000,847 105 0 0 3,000,847 105 1,500,424 50.0%177,935,327 1.7%5,568,811 194 8,569,659 299
Wellfleet 2,724 Barnstable Y 9th Nonentitlement Unit N 285,117 105 0 0 285,117 105 142,559 50.0%23,325,021 1.2%529,105 194 814,222 299
6 of 7 8/9/2021
Coronavirus Local Fiscal Recovery Fund Allocations by Municipality
Note: CLFRF is distributed in two tranches with 50 percent available now and 50 percent distributed not less than 12 months after the first payment.
ARPA Coronavirus Local Fiscal Recovery Fund Allocations by Municipality
Municipality Population County
Functional
County?CD1 CD2
US Treasury
Classification
DPH
Hardest Hit
Community
Municipal
Allocation
Municipal Per
Capita
Amount
County
Reallocation
County
Reallocation
Per Capita Total Amount
Total Per
Capita
Amount
Total Paid to
Date
Share of Total
Paid
FY21 Operating
Budget
CLFRF as
Share of
Budget
County
Amount
County Amt
per Capita
Implied Total
Amount with
County
Implied Total
Amount Per
Capita
Wendell 878 Franklin N 2nd Nonentitlement Unit N 91,899 105 170,541 194 262,440 299 45,950 17.5%3,587,902 7.3%0 0 262,440 299
Wenham 5,278 Essex N 6th Nonentitlement Unit N 552,441 105 1,025,190 194 1,577,630 299 276,220 17.5%22,314,851 7.1%0 0 1,577,630 299
West Boylston 8,077 Worcester N 2nd Nonentitlement Unit N 845,408 105 1,568,863 194 2,414,270 299 422,704 17.5%27,962,575 8.6%0 0 2,414,270 299
West Bridgewater 7,281 Plymouth Y 8th Nonentitlement Unit N 762,092 105 0 0 762,092 105 381,046 50.0%38,300,883 2.0%1,414,249 194 2,176,341 299
West Brookfield 3,727 Worcester N 2nd Nonentitlement Unit N 390,100 105 723,926 194 1,114,026 299 195,050 17.5%9,456,147 11.8%0 0 1,114,026 299
West Newbury 4,714 Essex N 6th Nonentitlement Unit N 493,408 105 915,639 194 1,409,047 299 246,704 17.5%18,011,704 7.8%0 0 1,409,047 299
West Springfield 28,517 Hampden N 1st Nonentitlement Unit N 2,984,833 105 5,539,093 194 8,523,926 299 1,492,417 17.5%107,307,739 7.9%0 0 8,523,926 299
West Stockbridge 1,257 Berkshire N 1st Nonentitlement Unit N 131,568 105 244,158 194 375,726 299 65,784 17.5%6,077,237 6.2%0 0 375,726 299
West Tisbury 2,904 Dukes Y 9th Nonentitlement Unit N 303,957 105 0 0 303,957 105 151,979 50.0%20,863,793 1.5%564,068 194 868,025 299
Westborough 19,144 Worcester N 2nd Nonentitlement Unit N 2,003,775 105 3,718,498 194 5,722,272 299 1,001,887 17.5%116,398,393 4.9%0 0 5,722,272 299
Westfield 41,204 Hampden N 1st Metropolitan City N 9,299,177 226 8,003,394 194 17,302,571 420 4,649,589 26.9%149,681,173 11.6%0 0 17,302,571 420
Westford 24,817 Middlesex N 3rd Nonentitlement Unit N 2,597,560 105 4,820,411 194 7,417,971 299 1,298,780 17.5%115,764,983 6.4%0 0 7,417,971 299
Westhampton 1,637 Hampshire N 1st Nonentitlement Unit N 171,342 105 317,968 194 489,310 299 85,671 17.5%6,635,718 7.4%0 0 489,310 299
Westminster 7,997 Worcester N 3rd Nonentitlement Unit N 837,034 105 1,553,324 194 2,390,358 299 418,517 17.5%31,043,282 7.7%0 0 2,390,358 299
Weston 12,124 Middlesex N 5th Nonentitlement Unit N 1,269,002 105 2,354,945 194 3,623,946 299 634,501 17.5%98,644,774 3.7%0 0 3,623,946 299
Westport 16,034 Bristol Y 9th Nonentitlement Unit N 1,678,256 105 0 0 1,678,256 105 839,128 50.0%45,173,215 3.7%3,114,417 194 4,792,672 299
Westwood 16,400 Norfolk Y 8th Nonentitlement Unit N 1,716,564 105 0 0 1,716,564 105 858,282 50.0%100,146,781 1.7%3,185,508 194 4,902,072 299
Weymouth 57,746 Norfolk Y 8th Metropolitan City N 17,804,215 308 0 0 17,804,215 308 8,902,108 50.0%176,624,716 10.1%11,216,484 194 29,020,699 503
Whately 1,567 Franklin N 2nd Nonentitlement Unit N 164,016 105 304,371 194 468,387 299 82,008 17.5%5,857,839 8.0%0 0 468,387 299
Whitman 15,216 Plymouth Y 8th Nonentitlement Unit N 1,592,637 105 0 0 1,592,637 105 796,318 50.0%39,396,699 4.0%2,955,530 194 4,548,166 299
Wilbraham 14,689 Hampden N 1st Nonentitlement Unit N 1,537,476 105 2,853,166 194 4,390,642 299 768,738 17.5%48,404,294 9.1%0 0 4,390,642 299
Williamsburg 2,466 Hampshire N 1st Nonentitlement Unit N 258,113 105 478,992 194 737,104 299 129,056 17.5%9,074,436 8.1%0 0 737,104 299
Williamstown 7,434 Berkshire N 1st Nonentitlement Unit N 778,106 105 1,443,967 194 2,222,073 299 389,053 17.5%22,212,088 10.0%0 0 2,222,073 299
Wilmington 23,445 Middlesex N 6th Nonentitlement Unit N 2,453,954 105 4,553,916 194 7,007,871 299 1,226,977 17.5%120,143,711 5.8%0 0 7,007,871 299
Winchendon 10,905 Worcester N 2nd 3rd Nonentitlement Unit N 1,141,411 105 2,118,168 194 3,259,579 299 570,705 17.5%30,883,295 10.6%0 0 3,259,579 299
Winchester 22,799 Middlesex N 5th Nonentitlement Unit N 2,386,338 105 4,428,438 194 6,814,777 299 1,193,169 17.5%136,133,873 5.0%0 0 6,814,777 299
Windsor 866 Berkshire N 1st Nonentitlement Unit N 90,643 105 168,210 194 258,853 299 45,321 17.5%2,538,726 10.2%0 0 258,853 299
Winthrop 18,544 Suffolk N 5th Nonentitlement Unit N 1,940,974 105 3,601,955 194 5,542,928 299 970,487 17.5%56,474,037 9.8%0 0 5,542,928 299
Woburn 40,228 Middlesex N 5th Nonentitlement Unit N 4,210,607 105 7,813,817 194 12,024,424 299 2,105,303 17.5%150,032,975 8.0%0 0 12,024,424 299
Worcester 185,428 Worcester N 2nd Metropolitan City Y 110,617,389 597 36,017,215 194 146,634,604 791 55,308,695 37.7%726,990,191 20.2%0 0 146,634,604 791
Worthington 1,175 Hampshire N 1st Nonentitlement Unit N 122,986 105 228,230 194 351,216 299 61,493 17.5%4,469,646 7.9%0 0 351,216 299
Wrentham 12,023 Norfolk Y 4th Nonentitlement Unit N 1,258,430 105 0 0 1,258,430 105 629,215 50.0%47,340,534 2.7%2,335,327 194 3,593,757 299
Yarmouth 23,203 Barnstable Y 9th Metropolitan City N 3,155,779 136 0 0 3,155,779 136 1,577,890 50.0%86,521,396 3.6%4,506,911 194 7,662,690 330
Total 6,892,503 2,049,567,428 297 945,743,646 137 2,995,311,074 435 1,024,783,715 34.2%28,988,474,204 10.3%393,044,261 57 3,388,355,335 492
7 of 7 8/9/2021
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: Brewster Priorities for American Rescue Act Funds
DATE: January 21, 2022
Last spring, with the passage of the American Rescue Plan Act, $350 billion was
allocated to state, county, local, and tribal governments in the form of Coronavirus
State and Local Fiscal Recovery Funds. Brewster’s direct allocation from this federal
appropriation is $1.023M. These funds can be used for costs incurred after March 3,
2021. They must be obligated by December 31, 2024 and fully expended by December
31, 2026. It will be paid out in two 50% tranches – one was issued last June and the
second will be issued in June 2022.
In May 2021, the US Treasury published interim guidance regarding eligible uses of
these funds, which broadly included: replacing lost public sector revenue, public health
and economic recovery, premium pay for front-line workers, and water, sewer, and
broadband infrastructure. Earlier this month, the US Treasury issued its final rule
regarding use of these funds, making several significant changes to eligible uses. Most
importantly, they greatly expanded the allowable use of these funds to offset revenue
losses up to $10M for “any service traditionally provided by government”. Although this
final rule is technically set to take effect on April 1, 2022, funds can be used in a
manner consistent with these expanded eligible uses between now and then.
The Select Board has discretion on how these funds are locally allocated. For
Brewster’s $1+M direct appropriation, we preliminarily suggest the following priorities
for your consideration:
1.Up to $200k for one-time premium pay for certain public sector front-line
employees
2.Up to $150k for public health expenditures related to the pandemic
3.Up to $150k for resident beach access at the Sea Camps (design, permitting,
construction, and operations)
4.Up to $100k for resident pool access at the Sea Camps (initial funding for
revolving fund)
Office of:
Select Board
Town Administrator
5.At least $200k for site remediation at the Sea Camps based on Phase II report
findings
Barnstable County received $41.3M in ARPA funds. On a per capita basis, Brewster’s
share of those funds is $1.9M. As part of a larger outreach campaign, the County has
asked for feedback from Town leaders on how we think these funds should be
allocated. They have expressed interest in potentially using these funds for certain, as
yet undefined, regional projects and initiatives. County officials will attend the Select
Board’s January 31 meeting to share out information and hear our input. Based on the
recent changes to the final rule granting significant local discretion on how these funds
may be used up to the $10M cap, I would recommend that the County allocate 100% of
their funding directly to the towns. Several other towns have already relayed this
sentiment to the County including but not limited to Sandwich, Falmouth, and
Yarmouth.
As you know, we have several major looming capital needs for which these one-time
funds would make a significant difference. If Brewster were to have access to the full
$1.9M, other potential funding opportunities include increased investments in local
social service agencies, community housing programs, and water quality initiatives. We
would solicit feedback to determine the highest and best use of those funds.
Coronavirus State & Local
Fiscal Recovery Funds:
Overview of the Final Rule
U.S. DEPARTMENT OF THE TREASURY
January 2022
2
U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
The Overview of the Final Rule provides a summary of major provisions of the final
rule for informational purposes and is intended as a brief, simplified user guide to the
final rule provisions.
The descriptions provided in this document summarize key provisions of the final rule
but are non-exhaustive, do not describe all terms and conditions associated with the use
of SLFRF, and do not describe all requirements that may apply to this funding. Any SLFRF
funds received are also subject to the terms and conditions of the agreement entered
into by Treasury and the respective jurisdiction, which incorporate the provisions of the
final rule and the guidance that implements this program.
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
Contents
Introduction .................................................................................................................................................. 4
Overview of the Program .............................................................................................................................. 6
Replacing Lost Public Sector Revenue .......................................................................................................... 9
Responding to Public Health and Economic Impacts of COVID-19 ............................................................. 12
Responding to the Public Health Emergency .......................................................................................... 14
Responding to Negative Economic Impacts ............................................................................................ 16
Assistance to Households ................................................................................................................... 17
Assistance to Small Businesses ........................................................................................................... 21
Assistance to Nonprofits ..................................................................................................................... 23
Aid to Impacted Industries .................................................................................................................. 24
Public Sector Capacity ............................................................................................................................. 26
Public Safety, Public Health, and Human Services Staff ..................................................................... 26
Government Employment and Rehiring Public Sector Staff ............................................................... 27
Effective Service Delivery .................................................................................................................... 28
Capital Expenditures ............................................................................................................................... 30
Framework for Eligible Uses Beyond those Enumerated ....................................................................... 32
Premium Pay ............................................................................................................................................... 35
Water & Sewer Infrastructure .................................................................................................................... 37
Broadband Infrastructure ........................................................................................................................... 39
Restrictions on Use ..................................................................................................................................... 41
Program Administration ............................................................................................................................. 43
4
U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
Introduction
The Coronavirus State and Local Fiscal Recovery Funds (SLFRF), a part of the American Rescue Plan,
delivers $350 billion to state, local, and Tribal governments across the country to support their response
to and recovery from the COVID-19 public health emergency. The program ensures that governments
have the resources needed to:
• Fight the pandemic and support families and businesses struggling with its public health and
economic impacts,
• Maintain vital public services, even amid declines in revenue, and
• Build a strong, resilient, and equitable recovery by making investments that support long-term
growth and opportunity.
EARLY PROGRAM IMPLEMENTATION
In May 2021, Treasury published the Interim final rule (IFR) describing eligible and ineligible uses of
funds (as well as other program provisions), sought feedback from the public on these program rules,
and began to distribute funds. The IFR went immediately into effect in May, and since then,
governments have used SLFRF funds to meet their immediate pandemic response needs and begin
building a strong and equitable recovery, such as through providing vaccine incentives, development of
affordable housing, and construction of infrastructure to deliver safe and reliable water.
As governments began to deploy this funding in their communities, Treasury carefully considered the
feedback provided through its public comment process and other forums. Treasury received over 1,500
comments, participated in hundreds of meetings, and received correspondence from a wide range of
governments and other stakeholders.
KEY CHANGES AND CLARIFICATIONS IN THE FINAL RULE
The final rule delivers broader flexibility and greater simplicity in the program, responsive to feedback in
the comment process. Among other clarifications and changes, the final rule provides the features
below.
Replacing Lost Public Sector Revenue
The final rule offers a standard allowance for revenue loss of $10 million, allowing recipients to select
between a standard amount of revenue loss or complete a full revenue loss calculation. Recipients that
select the standard allowance may use that amount – in many cases their full award – for government
services, with streamlined reporting requirements.
Public Health and Economic Impacts
In addition to programs and services, the final rule clarifies that recipients can use funds for capital
expenditures that support an eligible COVID-19 public health or economic response. For example,
recipients may build certain affordable housing, childcare facilities, schools, hospitals, and other projects
consistent with final rule requirements.
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
In addition, the final rule provides an expanded set of households and communities that are presumed
to be “impacted” and “disproportionately impacted” by the pandemic, thereby allowing recipients to
provide responses to a broad set of households and entities without requiring additional analysis.
Further, the final rule provides a broader set of uses available for these communities as part of COVID-
19 public health and economic response, including making affordable housing, childcare, early learning,
and services to address learning loss during the pandemic eligible in all impacted communities and
making certain community development and neighborhood revitalization activities eligible for
disproportionately impacted communities.
Further, the final rule allows for a broader set of uses to restore and support government employment,
including hiring above a recipient’s pre-pandemic baseline, providing funds to employees that
experienced pay cuts or furloughs, avoiding layoffs, and providing retention incentives.
Premium Pay
The final rule delivers more streamlined options to provide premium pay, by broadening the share of
eligible workers who can receive premium pay without a written justification while maintaining a focus
on lower-income and frontline workers performing essential work.
Water, Sewer & Broadband Infrastructure
The final rule significantly broadens eligible broadband infrastructure investments to address challenges
with broadband access, affordability, and reliability, and adds additional eligible water and sewer
infrastructure investments, including a broader range of lead remediation and stormwater management
projects.
FINAL RULE EFFECTIVE DATE
The final rule takes effect on April 1, 2022. Until that time, the interim final rule remains in effect; funds
used consistently with the IFR while it is in effect are in compliance with the SLFRF program.
However, recipients can choose to take advantage of the final rule’s flexibilities and simplifications now,
even ahead of the effective date. Treasury will not take action to enforce the interim final rule to the
extent that a use of funds is consistent with the terms of the final rule, regardless of when the SLFRF
funds were used. Recipients may consult the Statement Regarding Compliance with the Coronavirus
State and Local Fiscal Recovery Funds Interim Final Rule and Final Rule, which can be found on Treasury’s
website, for more information on compliance with the interim final rule and the final rule.
6
U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
Overview of the Program
The Coronavirus State and Local Fiscal Recovery Funds (SLFRF) program provides substantial flexibility
for each jurisdiction to meet local needs within the four separate eligible use categories. This Overview
of the Final Rule addresses the four eligible use categories ordered from the broadest and most flexible
to the most specific.
Recipients may use SLFRF funds to:
• Replace lost public sector revenue, using this funding to provide government services up to the
amount of revenue loss due to the pandemic.
• Recipients may determine their revenue loss by choosing between two options:
• A standard allowance of up to $10 million in aggregate, not to exceed their
award amount, during the program;
• Calculating their jurisdiction’s specific revenue loss each year using Treasury’s
formula, which compares actual revenue to a counterfactual trend.
• Recipients may use funds up to the amount of revenue loss for government services;
generally, services traditionally provided by recipient governments are government
services, unless Treasury has stated otherwise.
• Support the COVID-19 public health and economic response by addressing COVID-19 and its
impact on public health as well as addressing economic harms to households, small businesses,
nonprofits, impacted industries, and the public sector.
• Recipients can use funds for programs, services, or capital expenditures that respond to
the public health and negative economic impacts of the pandemic.
• To provide simple and clear eligible uses of funds, Treasury provides a list of
enumerated uses that recipients can provide to households, populations, or classes (i.e.,
groups) that experienced pandemic impacts.
• Public health eligible uses include COVID-19 mitigation and prevention, medical
expenses, behavioral healthcare, and preventing and responding to violence.
• Eligible uses to respond to negative economic impacts are organized by the type of
beneficiary: assistance to households, small businesses, and nonprofits.
• Each category includes assistance for “impacted” and “disproportionately
impacted” classes: impacted classes experienced the general, broad-based
impacts of the pandemic, while disproportionately impacted classes faced
meaningfully more severe impacts, often due to preexisting disparities.
• To simplify administration, the final rule presumes that some populations and
groups were impacted or disproportionately impacted and are eligible for
responsive services.
7
U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
• Eligible uses for assistance to impacted households include aid for re-
employment, job training, food, rent, mortgages, utilities, affordable housing
development, childcare, early education, addressing learning loss, and many
more uses.
• Eligible uses for assistance to impacted small businesses or nonprofits include
loans or grants to mitigate financial hardship, technical assistance for small
businesses, and many more uses.
• Recipients can also provide assistance to impacted industries like travel, tourism, and
hospitality that faced substantial pandemic impacts, or address impacts to the public
sector, for example by re-hiring public sector workers cut during the crisis.
• Recipients providing funds for enumerated uses to populations and groups that
Treasury has presumed eligible are clearly operating consistently with the final rule.
Recipients can also identify (1) other populations or groups, beyond those presumed
eligible, that experienced pandemic impacts or disproportionate impacts and (2) other
programs, services, or capital expenditures, beyond those enumerated, to respond to
those impacts.
• Provide premium pay for eligible workers performing essential work, offering additional
support to those who have and will bear the greatest health risks because of their service in
critical sectors.
• Recipients may provide premium pay to eligible workers – generally those working in-
person in key economic sectors – who are below a wage threshold or non-exempt from
the Fair Labor Standards Act overtime provisions, or if the recipient submits justification
that the premium pay is responsive to workers performing essential work.
• Invest in water, sewer, and broadband infrastructure, making necessary investments to
improve access to clean drinking water, to support vital wastewater and stormwater
infrastructure, and to expand affordable access to broadband internet.
• Recipients may fund a broad range of water and sewer projects, including those eligible
under the EPA’s Clean Water State Revolving Fund, EPA’s Drinking Water State
Revolving Fund, and certain additional projects, including a wide set of lead
remediation, stormwater infrastructure, and aid for private wells and septic units.
• Recipients may fund high-speed broadband infrastructure in areas of need that the
recipient identifies, such as areas without access to adequate speeds, affordable
options, or where connections are inconsistent or unreliable; completed projects must
participate in a low-income subsidy program.
While recipients have considerable flexibility to use funds to address the diverse needs of their
communities, some restrictions on use apply across all eligible use categories. These include:
• For states and territories: No offsets of a reduction in net tax revenue resulting from a change
in state or territory law.
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
• For all recipients except for Tribal governments: No extraordinary contributions to a pension
fund for the purpose of reducing an accrued, unfunded liability.
• For all recipients: No payments for debt service and replenishments of rainy day funds; no
satisfaction of settlements and judgments; no uses that contravene or violate the American
Rescue Plan Act, Uniform Guidance conflicts of interest requirements, and other federal, state,
and local laws and regulations.
Under the SLFRF program, funds must be used for costs incurred on or after March 3, 2021. Further,
funds must be obligated by December 31, 2024, and expended by December 31, 2026. This time period,
during which recipients can expend SLFRF funds, is the “period of performance.”
In addition to SLFRF, the American Rescue Plan includes other sources of funding for state and local
governments, including the Coronavirus Capital Projects Fund to fund critical capital investments
including broadband infrastructure; the Homeowner Assistance Fund to provide relief for our country’s
most vulnerable homeowners; the Emergency Rental Assistance Program to assist households that are
unable to pay rent or utilities; and the State Small Business Credit Initiative to fund small business credit
expansion initiatives. Eligible recipients are encouraged to visit the Treasury website for more
information.
9
U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
Replacing Lost Public Sector Revenue
The Coronavirus State and Local Fiscal Recovery Funds provide needed fiscal relief for recipients that
have experienced revenue loss due to the onset of the COVID-19 public health emergency. Specifically,
SLFRF funding may be used to pay for “government services” in an amount equal to the revenue loss
experienced by the recipient due to the COVID-19 public health emergency.
Government services generally include any service traditionally provided by a government, including
construction of roads and other infrastructure, provision of public safety and other services, and health
and educational services. Funds spent under government services are subject to streamlined reporting
and compliance requirements.
In order to use funds under government services, recipients should first determine revenue loss. They
may, then, spend up to that amount on general government services.
DETERMINING REVENUE LOSS
Recipients have two options for how to determine their amount of revenue loss. Recipients must choose
one of the two options and cannot switch between these approaches after an election is made.
1. Recipients may elect a “standard allowance” of $10 million to spend on government services
through the period of performance.
Under this option, which is newly offered in the final rule Treasury presumes that up to $10
million in revenue has been lost due to the public health emergency and recipients are
permitted to use that amount (not to exceed the award amount) to fund “government services.”
The standard allowance provides an estimate of revenue loss that is based on an extensive
analysis of average revenue loss across states and localities, and offers a simple, convenient way
to determine revenue loss, particularly for SLFRF’s smallest recipients.
All recipients may elect to use this standard allowance instead of calculating lost revenue using
the formula below, including those with total allocations of $10 million or less. Electing the
standard allowance does not increase or decrease a recipient’s total allocation.
2. Recipients may calculate their actual revenue loss according to the formula articulated in the
final rule.
Under this option, recipients calculate revenue loss at four distinct points in time, either at the
end of each calendar year (e.g., December 31 for years 2020, 2021, 2022, and 2023) or the end
of each fiscal year of the recipient. Under the flexibility provided in the final rule, recipients can
choose whether to use calendar or fiscal year dates but must be consistent throughout the
period of performance. Treasury has also provided several adjustments to the definition of
general revenue in the final rule.
To calculate revenue loss at each of these dates, recipients must follow a four-step process:
10
U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
a. Calculate revenues collected in the most recent full fiscal year prior to the public health
emergency (i.e., last full fiscal year before January 27, 2020), called the base year
revenue.
b. Estimate counterfactual revenue, which is equal to the following formula, where n is the
number of months elapsed since the end of the base year to the calculation date:
𝑎𝑎𝑟𝑑 𝑦𝑑𝑎𝑟 𝑟𝑑𝑟𝑑𝑚𝑟𝑑 × (1 +𝑔𝑟𝑚𝑟𝑟ℎ 𝑎𝑑𝑗𝑟𝑟𝑟𝑚𝑑𝑚𝑟)
𝑛
12
The growth adjustment is the greater of either a standard growth rate—5.2 percent—or
the recipient’s average annual revenue growth in the last full three fiscal years prior to
the COVID-19 public health emergency.
c. Identify actual revenue, which equals revenues collected over the twelve months
immediately preceding the calculation date.
Under the final rule, recipients must adjust actual revenue totals for the effect of tax
cuts and tax increases that are adopted after the date of adoption of the final rule
(January 6, 2022). Specifically, the estimated fiscal impact of tax cuts and tax increases
adopted after January 6, 2022, must be added or subtracted to the calculation of actual
revenue for purposes of calculation dates that occur on or after April 1, 2022.
Recipients may subtract from their calculation of actual revenue the effect of tax
increases enacted prior to the adoption of the final rule. Note that recipients that elect
to remove the effect of tax increases enacted before the adoption of the final rule must
also remove the effect of tax decreases enacted before the adoption of the final rule,
such that they are accurately removing the effect of tax policy changes on revenue.
d. Revenue loss for the calculation date is equal to counterfactual revenue minus actual
revenue (adjusted for tax changes) for the twelve-month period. If actual revenue
exceeds counterfactual revenue, the loss is set to zero for that twelve-month period.
Revenue loss for the period of performance is the sum of the revenue loss on for each
calculation date.
The supplementary information in the final rule provides an example of this calculation, which
recipients may find helpful, in the Revenue Loss section.
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
SPENDING ON GOVERNMENT SERVICES
Recipients can use SLFRF funds on government services up to the revenue loss amount, whether that be
the standard allowance amount or the amount calculated using the above approach. Government
services generally include any service traditionally provided by a government, unless Treasury has
stated otherwise. Here are some common examples, although this list is not exhaustive:
✓ Construction of schools and hospitals
✓ Road building and maintenance, and
other infrastructure
✓ Health services
✓ General government administration,
staff, and administrative facilities
✓ Environmental remediation
✓ Provision of police, fire, and other public
safety services (including purchase of
fire trucks and police vehicles)
Government services is the most flexible eligible use category under the SLFRF program, and funds are
subject to streamlined reporting and compliance requirements. Recipients should be mindful that
certain restrictions, which are detailed further in the Restrictions on Use section and apply to all uses of
funds, apply to government services as well.
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
Responding to Public Health and Economic Impacts of COVID-19
The Coronavirus State and Local Fiscal Recovery Funds provide resources for governments to meet the
public health and economic needs of those impacted by the pandemic in their communities, as well as
address longstanding health and economic disparities, which amplified the impact of the pandemic in
disproportionately impacted communities, resulting in more severe pandemic impacts.
The eligible use category to respond to public health and negative economic impacts is organized
around the types of assistance a recipient may provide and includes several sub-categories:
• public health,
• assistance to households,
• assistance to small businesses,
• assistance to nonprofits,
• aid to impacted industries, and
• public sector capacity.
In general, to identify eligible uses of funds in this category, recipients should (1) identify a COVID-19
public health or economic impact on an individual or class (i.e., a group) and (2) design a program that
responds to that impact. Responses should be related and reasonably proportional to the harm
identified and reasonably designed to benefit those impacted.
To provide simple, clear eligible uses of funds that meet this standard, Treasury provides a non-
exhaustive list of enumerated uses that respond to pandemic impacts. Treasury also presumes that
some populations experienced pandemic impacts and are eligible for responsive services. In other
words, recipients providing enumerated uses of funds to populations presumed eligible are clearly
operating consistently with the final rule.1
Recipients also have broad flexibility to (1) identify and respond to other pandemic impacts and (2)
serve other populations that experienced pandemic impacts, beyond the enumerated uses and
presumed eligible populations. Recipients can also identify groups or “classes” of beneficiaries that
experienced pandemic impacts and provide services to those classes.
1 However, please note that use of funds for enumerated uses may not be grossly disproportionate to the harm. Further,
recipients should consult the Capital Expenditures section for more information about pursuing a capital expenditure; please
note that enumerated capital expenditures are not presumed to be reasonably proportional responses to an identified harm
except as provided in the Capital Expenditures section.
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
Step 1. Identify COVID-19 public health or
economic impact
2. Design a response that addresses or
responds to the impact
Analysis • Can identify impact to a specific
household, business or nonprofit or
to a class of households, businesses,
or nonprofits (i.e., group)
• Can also identify disproportionate
impacts, or more severe impacts, to
a specific beneficiary or to a class
• Types of responses can include a
program, service, or capital
expenditure
• Response should be related and
reasonably proportional to the harm
• Response should also be reasonably
designed to benefit impacted
individual or class
Simplifying
Presumptions • Final Rule presumes certain
populations and classes are impacted
and disproportionately impacted
• Final Rule provides non-exhaustive
list of enumerated eligible uses that
respond to pandemic impacts and
disproportionate impacts
To assess eligibility of uses of funds, recipients should first determine the sub-category where their use
of funds may fit (e.g., public health, assistance to households, assistance to small businesses), based on
the entity that experienced the health or economic impact.2 Then, recipients should refer to the relevant
section for more details on each sub-category.
While the same overall eligibility standard applies to all uses of funds to respond to the public health
and negative economic impacts of the pandemic, each sub-category has specific nuances on its
application. In addition:
• Recipients interested in using funds for capital expenditures (i.e., investments in property,
facilities, or equipment) should review the Capital Expenditures section in addition to the
eligible use sub-category.
• Recipients interested in other uses of funds, beyond the enumerated uses, should refer to the
section on “Framework for Eligible Uses Beyond Those Enumerated.”
2 For example, a recipient interested in providing aid to unemployed individuals is addressing a negative economic impact
experienced by a household and should refer to the section on assistance to households. Recipients should also be aware of the
difference between “beneficiaries” and “sub-recipients.” Beneficiaries are households, small businesses, or nonprofits that can
receive assistance based on impacts of the pandemic that they experienced. On the other hand, sub -recipients are
organizations that carry out eligible uses on behalf of a government, often through grants or contracts. Sub-recipients do not
need to have experienced a negative economic impact of the pandemic; rather, they are providing services to beneficiaries that
experienced an impact.
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
RESPONDING TO THE PUBLIC HEALTH EMERGENCY
While the country has made tremendous progress in the fight against COVID-19, including a historic
vaccination campaign, the disease still poses a grave threat to Americans’ health and the economy.
Providing state, local, and Tribal governments the resources needed to fight the COVID-19 pandemic is a
core goal of the Coronavirus State and Local Fiscal Recovery Funds, as well as addressing the other ways
that the pandemic has impacted public health. Treasury has identified several public health impacts of
the pandemic and enumerated uses of funds to respond to impacted populations.
• COVID-19 mitigation and prevention. The pandemic has broadly impacted Americans and recipients
can provide services to prevent and mitigate COVID-19 to the general public or to small businesses,
nonprofits, and impacted industries in general. Enumerated eligible uses include:
✓ Vaccination programs, including vaccine
incentives and vaccine sites
✓ Testing programs, equipment and sites
✓ Monitoring, contact tracing & public
health surveillance (e.g., monitoring for
variants)
✓ Public communication efforts
✓ Public health data systems
✓ COVID-19 prevention and treatment
equipment, such as ventilators and
ambulances
✓ Medical and PPE/protective supplies
✓ Support for isolation or quarantine
✓ Ventilation system installation and
improvement
✓ Technical assistance on mitigation of
COVID-19 threats to public health and
safety
✓ Transportation to reach vaccination or
testing sites, or other prevention and
mitigation services for vulnerable
populations
✓ Support for prevention, mitigation, or
other services in congregate living
facilities, public facilities, and schools
✓ Support for prevention and mitigation
strategies in small businesses, nonprofits,
and impacted industries
✓ Medical facilities generally dedicated to
COVID-19 treatment and mitigation (e.g.,
ICUs, emergency rooms)
✓ Temporary medical facilities and other
measures to increase COVID-19 treatment
capacity
✓ Emergency operations centers &
emergency response equipment (e.g.,
emergency response radio systems)
✓ Public telemedicine capabilities for COVID-
19 related treatment
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Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
• Medical expenses. Funds may be used for expenses to households, medical providers, or others that
incurred medical costs due to the pandemic, including:
✓ Unreimbursed expenses for medical care
for COVID-19 testing or treatment, such
as uncompensated care costs for
medical providers or out-of-pocket costs
for individuals
✓ Paid family and medical leave for public
employees to enable compliance with
COVID-19 public health precautions
✓ Emergency medical response expenses
✓ Treatment of long-term symptoms or effects
of COVID-19
• Behavioral health care, such as mental health treatment, substance use treatment, and other
behavioral health services. Treasury recognizes that the pandemic has broadly impacted Americans’
behavioral health and recipients can provide these services to the general public to respond.
Enumerated eligible uses include:
✓ Prevention, outpatient treatment,
inpatient treatment, crisis care,
diversion programs, outreach to
individuals not yet engaged in
treatment, harm reduction & long-term
recovery support
✓ Enhanced behavioral health services in
schools
✓ Services for pregnant women or infants
born with neonatal abstinence
syndrome
✓ Support for equitable access to reduce
disparities in access to high-quality
treatment
✓ Peer support groups, costs for residence in
supportive housing or recovery housing, and
the 988 National Suicide Prevention Lifeline
or other hotline services
✓ Expansion of access to evidence-based
services for opioid use disorder prevention,
treatment, harm reduction, and recovery
✓ Behavioral health facilities & equipment
• Preventing and responding to violence. Recognizing that violence – and especially gun violence –
has increased in some communities due to the pandemic, recipients may use funds to respond in
these communities through:
✓ Referrals to trauma recovery services for
victims of crime
✓ Community violence intervention
programs, including:
• Evidence-based practices like
focused deterrence, with
wraparound services such as
behavioral therapy, trauma
recovery, job training, education,
housing and relocation services, and
financial assistance
✓ In communities experiencing increased
gun violence due to the pandemic:
• Law enforcement officers focused
on advancing community policing
• Enforcement efforts to reduce gun
violence, including prosecution
• Technology & equipment to support
law enforcement response
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
RESPONDING TO NEGATIVE ECONOMIC IMPACTS
The pandemic caused severe economic damage and, while the economy is on track to a strong recovery,
much work remains to continue building a robust, resilient, and equitable economy in the wake of the
crisis and to ensure that the benefits of this recovery reach all Americans. While the pandemic impacted
millions of American households and businesses, some of its most severe impacts fell on low-income
and underserved communities, where pre-existing disparities amplified the impact of the pandemic and
where the most work remains to reach a full recovery.
The final rule recognizes that the pandemic caused broad-based impacts that affected many
communities, households, and small businesses across the country; for example, many workers faced
unemployment and many small businesses saw declines in revenue. The final rule describes these as
“impacted" households, communities, small businesses, and nonprofits.
At the same time, the pandemic caused disproportionate impacts, or more severe impacts, in certain
communities. For example, low-income and underserved communities have faced more severe health
and economic outcomes like higher rates of COVID-19 mortality and unemployment, often because pre-
existing disparities exacerbated the impact of the pandemic. The final rule describes these as
“disproportionately impacted” households, communities, small businesses, and nonprofits.
To simplify administration of the program, the final rule presumes that certain populations were
“impacted” and “disproportionately impacted” by the pandemic; these populations are presumed to be
eligible for services that respond to the impact they experienced. The final rule also enumerates a non-
exhaustive list of eligible uses that are recognized as responsive to the impacts or disproportionate
impacts of COVID-19. Recipients providing enumerated uses to populations presumed eligible are clearly
operating consistently with the final rule.
As discussed further in the section Framework for Eligible Uses Beyond Those Enumerated, recipients
can also identify other pandemic impacts, impacted or disproportionately impacted populations or
classes, and responses.
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Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
Assistance to Households
Impacted Households and Communities
Treasury presumes the following households and communities are impacted by the pandemic:
✓ Low- or-moderate income households or
communities
✓ Households that experienced
unemployment
✓ Households that experienced increased
food or housing insecurity
✓ Households that qualify for the Children’s
Health Insurance Program, Childcare
Subsidies through the Child Care
Development Fund (CCDF) Program, or
Medicaid
✓ When providing affordable housing programs:
households that qualify for the National Housing
Trust Fund and Home Investment Partnerships
Program
✓ When providing services to address lost
instructional time in K-12 schools: any student
that lost access to in-person instruction for a
significant period of time
Low- or moderate-income households and communities are those with (i) income at or below 300
percent of the Federal Poverty Guidelines for the size of the household based on the most recently
published poverty guidelines or (ii) income at or below 65 percent of the area median income for the
county and size of household based on the most recently published data. For the vast majority of
communities, the Federal Poverty Guidelines are higher than the area’s median income and using the
Federal Poverty Guidelines would result in more households and communities being presumed eligible.
Treasury has provided an easy-to-use spreadsheet with Federal Poverty Guidelines and area median
income levels on its website.
Recipients can measure income for a specific household or the median income for the community,
depending on whether the response they plan to provide serves specific households or the general
community. The income thresholds vary by household size; recipients should generally use income
thresholds for the appropriate household size but can use a default household size of three when easier
for administration or when measuring income for a general community.
The income limit for 300 percent of the Federal Poverty Guidelines for a household of three is $65,880
per year.3 In other words, recipients can always presume that a household earning below this level, or a
community with median income below this level, is impacted by the pandemic and eligible for services
to respond. Additionally, by following the steps detailed in the section Framework for Eligible Uses
Beyond Those Enumerated, recipients may designate additional households as impacted or
disproportionately impacted beyond these presumptions, and may also pursue projects not listed below
in response to these impacts consistent with Treasury’s standards.
3 For recipients in Alaska, the income limit for 300 percent of the Federal Poverty Guidelines for a household of three is $82,350
per year. For recipients in Hawaii, the income limit for 300 percent of the Federal Poverty Guidelines for a household of three is
$75,780 per year.
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Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
Treasury recognizes the enumerated projects below, which have been expanded under the final rule, as
eligible to respond to impacts of the pandemic on households and communities:
✓ Food assistance & food banks
✓ Emergency housing assistance: rental
assistance, mortgage assistance, utility
assistance, assistance paying delinquent
property taxes, counseling and legal aid to
prevent eviction and homelessness &
emergency programs or services for homeless
individuals, including temporary residences
for people experiencing homelessness
✓ Health insurance coverage expansion
✓ Benefits for surviving family members of
individuals who have died from COVID-19
✓ Assistance to individuals who want and are
available for work, including job training,
public jobs programs and fairs, support for
childcare and transportation to and from a
jobsite or interview, incentives for newly-
employed workers, subsidized employment,
grants to hire underserved workers,
assistance to unemployed individuals to start
small businesses & development of job and
workforce training centers
✓ Financial services for the unbanked and
underbanked
✓ Burials, home repair & home weatherization
✓ Programs, devices & equipment for internet
access and digital literacy, including subsidies
for costs of access
✓ Cash assistance
✓ Paid sick, medical, and family leave programs
✓ Assistance in accessing and applying for
public benefits or services
✓ Childcare and early learning services, home
visiting programs, services for child welfare-
involved families and foster youth & childcare
facilities
✓ Assistance to address the impact of learning
loss for K-12 students (e.g., high-quality
tutoring, differentiated instruction)
✓ Programs or services to support long-term
housing security: including development of
affordable housing and permanent
supportive housing
✓ Certain contributions to an Unemployment
Insurance Trust Fund4
4 Recipients may only use SLFRF funds for contributions to unemployment insurance trust funds and repayment of the principal
amount due on advances received under Title XII of the Social Security Act up to an amount equal to (i) the difference between
the balance in the recipient’s unemployment insurance trust fund as of January 27, 2020 and the balance of such account as of
May 17, 2021, plus (ii) the principal amount outstanding as of May 17, 2021 on any advances received under Title XII of the
Social Security Act between January 27, 2020 and May 17, 2021. Further, recipients may use SLFRF funds for the payment of
any interest due on such Title XII advances. Additionally, a recipient that deposits SLFRF funds into its unemployment insurance
trust fund to fully restore the pre-pandemic balance may not draw down that balance and deposit more SLFRF funds, back up
to the pre-pandemic balance. Recipients that deposit SLFRF funds into an unemployment insurance trust fund, or use SLFRF
funds to repay principal on Title XII advances, may not take action to reduce benefits available to unemployed workers by
changing the computation method governing regular unemployment compensation in a way that results in a reduction of
average weekly benefit amounts or the number of weeks of benefits payable (i.e., maximum benefit entitlement).
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Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
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Disproportionately Impacted Households and Communities
Treasury presumes the following households and communities are disproportionately impacted by the
pandemic:
✓ Low -income households and communities
✓ Households residing in Qualified Census
Tracts
✓ Households that qualify for certain federal
5benefits
✓ Households receiving services provided by
Tribal governments
✓ Households residing in the U.S. territories or
receiving services from these governments
Low-income households and communities are those with (i) income at or below 185 percent of the
Federal Poverty Guidelines for the size of its household based on the most recently published poverty
guidelines or (ii) income at or below 40 percent of area median income for its county and size of
household based on the most recently published data. For the vast majority of communities, the Federal
Poverty Guidelines level is higher than the area median income level and using this level would result in
more households and communities being presumed eligible. Treasury has provided an easy-to-use
spreadsheet with Federal Poverty Guidelines and area median income levels on its website.
Recipients can measure income for a specific household or the median income for the community,
depending on whether the service they plan to provide serves specific households or the general
community. The income thresholds vary by household size; recipients should generally use income
thresholds for the appropriate household size but can use a default household size of three when easier
for administration or when measuring income for a general community.
The income limit for 185 percent of the Federal Poverty Guidelines for a household of three is $40,626
per year.6 In other words, recipients can always presume that a household earning below this level, or a
community with median income below this level, is disproportionately impacted by the pandemic and
eligible for services to respond.
5 These programs are Temporary Assistance for Needy Families (TANF), Supplemental Nutrition Assistance Program (SNAP),
Free- and Reduced-Price Lunch (NSLP) and/or School Breakfast (SBP) programs, Medicare Part D Low-Income Subsidies,
Supplemental Security Income (SSI), Head Start and/or Early Head Start, Special Supplemental Nutrition Program for Women,
Infants, and Children (WIC), Section 8 Vouchers, Low-Income Home Energy Assistance Program (LIHEAP), and Pell Grants. For
services to address educational disparities, Treasury will recognize Title I eligible schools as disproportionately impacted and
responsive services that support the school generally or support the whole school as eligible.
6 For recipients in Alaska, the income limit for 185 percent of the Federal Poverty Guidelines for a household of three is $50,783
per year. For recipients in Hawaii, the income limit for 185 percent of the Federal Poverty Guidelines for a household of three is
$46,731 per year
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
Treasury recognizes the enumerated projects below, which have been expanded under the final rule, as
eligible to respond to disproportionate impacts of the pandemic on households and communities:
✓ Pay for community health workers to help
households access health & social services
✓ Remediation of lead paint or other lead
hazards
✓ Primary care clinics, hospitals, integration of
health services into other settings, and other
investments in medical equipment & facilities
designed to address health disparities
✓ Housing vouchers & assistance relocating to
neighborhoods with higher economic
opportunity
✓ Investments in neighborhoods to promote
improved health outcomes
✓ Improvements to vacant and abandoned
properties, including rehabilitation or
maintenance, renovation, removal and
remediation of environmental contaminants,
demolition or deconstruction, greening/vacant lot
cleanup & conversion to affordable housing7
✓ Services to address educational disparities,
including assistance to high-poverty school
districts & educational and evidence-based
services to address student academic, social,
emotional, and mental health needs
✓ Schools and other educational equipment &
facilities
7 Please see the final rule for further details and conditions applicable to this eligible use. This includes Treasury’s presumption
that demolition of vacant or abandoned residential properties that results in a net reduction in occupiable housing units for
low- and moderate-income individuals in an area where the availability of such housing is lower than the need for such housing
is ineligible for support with SLFRF funds.
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
Assistance to Small Businesses
Small businesses have faced widespread challenges due to the pandemic, including periods of
shutdown, declines in revenue, or increased costs. The final rule provides many tools for recipients to
respond to the impacts of the pandemic on small businesses, or disproportionate impacts on businesses
where pre-existing disparities like lack of access to capital compounded the pandemic’s effects.
Small businesses eligible for assistance are those that experienced negative economic impacts or
disproportionate impacts of the pandemic and meet the definition of “small business,” specifically:
1. Have no more than 500 employees, or if applicable, the size standard in number of employees
established by the Administrator of the Small Business Administration for the industry in which
the business concern or organization operates, and
2. Are a small business concern as defined in section 3 of the Small Business Act8 (which includes,
among other requirements, that the business is independently owned and operated and is not
dominant in its field of operation).
Impacted Small Businesses
Recipients can identify small businesses impacted by the pandemic, and measures to respond, in many
ways; for example, recipients could consider:
✓ Decreased revenue or gross receipts
✓ Financial insecurity
✓ Increased costs
✓ Capacity to weather financial hardship
✓ Challenges covering payroll, rent or
mortgage, and other operating costs
Assistance to small businesses that experienced negative economic impacts includes the following
enumerated uses:
✓ Loans or grants to mitigate financial
hardship, such as by supporting payroll
and benefits, costs to retain employees,
and mortgage, rent, utility, and other
operating costs
✓ Technical assistance, counseling, or other
services to support business planning
Disproportionately Impacted Small Businesses
Treasury presumes that the following small businesses are disproportionately impacted by the
pandemic:
8 15 U.S.C. 632.
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
✓ Small businesses operating in Qualified
Census Tracts
✓ Small businesses operated by Tribal
governments or on Tribal lands
✓ Small businesses operating in the U.S.
territories
Assistance to disproportionately impacted small businesses includes the following enumerated uses,
which have been expanded under the final rule:
✓ Rehabilitation of commercial properties,
storefront improvements & façade
improvements
✓ Technical assistance, business incubators &
grants for start-up or expansion costs for
small businesses
✓ Support for microbusinesses, including
financial, childcare, and transportation costs
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
Assistance to Nonprofits
Nonprofits have faced significant challenges due to the pandemic’s increased demand for services and
changing operational needs, as well as declines in revenue sources such as donations and fees.
Nonprofits eligible for assistance are those that experienced negative economic impacts or
disproportionate impacts of the pandemic and meet the definition of “nonprofit”—specifically those
that are 501(c)(3) or 501(c)(19) tax-exempt organizations.
Impacted Nonprofits
Recipients can identify nonprofits impacted by the pandemic, and measures to respond, in many ways;
for example, recipients could consider:
✓ Decreased revenue (e.g., from donations
and fees)
✓ Financial insecurity
✓ Increased costs (e.g., uncompensated
increases in service need)
✓ Capacity to weather financial hardship
✓ Challenges covering payroll, rent or
mortgage, and other operating costs
Assistance to nonprofits that experienced negative economic impacts includes the following
enumerated uses:
✓ Loans or grants to mitigate financial
hardship
✓ Technical or in-kind assistance or other
services that mitigate negative economic
impacts of the pandemic
Disproportionately Impacted Nonprofits
Treasury presumes that the following nonprofits are disproportionately impacted by the pandemic:
✓ Nonprofits operating in Qualified Census
Tracts
✓ Nonprofits operated by Tribal
governments or on Tribal lands
✓ Nonprofits operating in the U.S. territories
Recipients may identify appropriate responses that are related and reasonably proportional to
addressing these disproportionate impacts.
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
Aid to Impacted Industries
Recipients may use SLFRF funding to provide aid to industries impacted by the COVID-19 pandemic.
Recipients should first designate an impacted industry and then provide aid to address the impacted
industry’s negative economic impact.
This sub-category of eligible uses does not separately identify disproportionate impacts and
corresponding responsive services.
1. Designating an impacted industry. There are two main ways an industry can be designated as
“impacted.”
1. If the industry is in the travel, tourism, or hospitality sectors (including Tribal development
districts), the industry is impacted.
2. If the industry is outside the travel, tourism, or hospitality sectors, the industry is impacted
if:
a. The industry experienced at least 8 percent employment loss from pre-pandemic
levels,9 or
b. The industry is experiencing comparable or worse economic impacts as the national
tourism, travel, and hospitality industries as of the date of the final rule, based on
the totality of economic indicators or qualitative data (if quantitative data is
unavailable), and if the impacts were generally due to the COVID-19 public health
emergency.
Recipients have flexibility to define industries broadly or narrowly, but Treasury encourages
recipients to define narrow and discrete industries eligible for aid. State and territory recipients
also have flexibility to define the industries with greater geographic precision; for example, a
state may identify a particular industry in a certain region of a state as impacted.
2. Providing eligible aid to the impacted industry. Aid may only be provided to support
businesses, attractions, and Tribal development districts operating prior to the pandemic and
affected by required closures and other efforts to contain the pandemic. Further, aid should be
generally broadly available to all businesses within the impacted industry to avoid potential
conflicts of interest, and Treasury encourages aid to be first used for operational expenses, such
as payroll, before being used on other types of costs.
9 Specifically, a recipient should compare the percent change in the number of employees of the recipient’s identified industry
and the national Leisure & Hospitality sector in the three months before the pandemic’s most severe impacts began (a straight
three-month average of seasonally-adjusted employment data from December 2019, January 2020, and February 2020) with
the latest data as of the final rule (a straight three-month average of seasonally-adjusted employment data from September
2021, October 2021, and November 2021). For parity and simplicity, smaller recipients without employment data that measure
industries in their specific jurisdiction may use data available for a broader unit of government for this calculation (e.g., a
county may use data from the state in which it is located; a city may use data for the county, if available, or state in which it is
located) solely for purposes of determining whether a particular industry is an impacted industry.
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
Treasury recognizes the enumerated projects below as eligible responses to impacted
industries.
✓ Aid to mitigate financial hardship, such
as supporting payroll costs, lost pay and
benefits for returning employees,
support of operations and maintenance
of existing equipment and facilities
✓ Technical assistance, counseling, or
other services to support business
planning
✓ COVID-19 mitigation and infection
prevention measures (see section Public
Health)
As with all eligible uses, recipients may pursue a project not listed above by undergoing the steps
outlined in the section Framework for Eligible Uses Beyond Those Enumerated.
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
PUBLIC SECTOR CAPACITY
Recipients may use SLFRF funding to restore and bolster public sector capacity, which supports
government’s ability to deliver critical COVID-19 services. There are three main categories of eligible
uses to bolster public sector capacity and workforce: Public Safety, Public Health, and Human Services
Staff; Government Employment and Rehiring Public Sector Staff; and Effective Service Delivery.
Public Safety, Public Health, and Human Services Staff
SLFRF funding may be used for payroll and covered benefits for public safety, public health, health care,
human services and similar employees of a recipient government, for the portion of the employee’s
time spent responding to COVID-19. Recipients should follow the steps below.
1. Identify eligible public safety, public health, and human services staff. Public safety staff include:
✓ Police officers (including state police
officers)
✓ Sheriffs and deputy sheriffs
✓ Firefighters
✓ Emergency medical responders
✓ Correctional and detention officers
✓ Dispatchers and supervisor personnel
that directly support public safety staff
Public health staff include:
✓ Employees involved in providing medical
and other physical or mental health
services to patients and supervisory
personnel, including medical staff
assigned to schools, prisons, and other
such institutions
✓ Laboratory technicians, medical
examiners, morgue staff, and other
support services essential for patient
care
✓ Employees of public health
departments directly engaged in
public health matters and related
supervisory personnel
Human services staff include:
✓ Employees providing or administering
social services and public benefits
✓ Child welfare services employees
✓ Child, elder, or family care employees
2. Assess portion of time spent on COVID-19 response for eligible staff.
Recipients can use a variety of methods to assess the share of an employees’ time spent responding
to COVID-19, including using reasonable estimates—such as estimating the share of time based on
discussions with staff and applying that share to all employees in that position.
For administrative convenience, recipients can consider public health and safety employees entirely
devoted to responding to COVID-19 (and their payroll and benefits fully covered by SLFRF) if the
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
employee, or his or her operating unit or division, is “primarily dedicated” to responding to COVID-
19. Primarily dedicated means that more than half of the employee, unit, or division’s time is
dedicated to responding to COVID-19.
Recipients must periodically reassess their determination and maintain records to support their
assessment, although recipients do not need to track staff hours.
3. Use SLFRF funding for payroll and covered benefits for the portion of eligible staff time spent on
COVID-19 response. SLFRF funding may be used for payroll and covered benefits for the portion of
the employees’ time spent on COVID-19 response, as calculated above, through the period of
performance.
Government Employment and Rehiring Public Sector Staff
Under the increased flexibility of the final rule, SLFRF funding may be used to support a broader set of
uses to restore and support public sector employment. Eligible uses include hiring up to a pre-pandemic
baseline that is adjusted for historic underinvestment in the public sector, providing additional funds for
employees who experienced pay cuts or were furloughed, avoiding layoffs, providing worker retention
incentives, and paying for ancillary administrative costs related to hiring, support, and retention.
• Restoring pre-pandemic employment. Recipients have two options to restore pre-pandemic
employment, depending on the recipient’s needs.
• If the recipient simply wants to hire back employees for pre-pandemic positions: Recipients
may use SLFRF funds to hire employees for the same positions that existed on January 27,
2020 but that were unfilled or eliminated as of March 3, 2021. Recipients may use SLFRF
funds to cover payroll and covered benefits for such positions through the period of
performance.
• If the recipient wants to hire above the pre-pandemic baseline and/or would like to have
flexibility in positions: Recipients may use SLFRF funds to pay for payroll and covered
benefits associated with the recipient increasing its number of budgeted FTEs up to 7.5
percent above its pre-pandemic baseline. Specifically, recipients should undergo the
following steps:
a. Identify the recipient’s budgeted FTE level on January 27, 2020. This includes all
budgeted positions, filled and unfilled. This is called the pre-pandemic baseline.
b. Multiply the pre-pandemic baseline by 1.075. This is called the adjusted pre-
pandemic baseline.
c. Identify the recipient’s budgeted FTE level on March 3, 2021, which is the beginning
of the period of performance for SLFRF funds. Recipients may, but are not required
to, exclude the number of FTEs dedicated to responding to the COVID-19 public
health emergency. This is called the actual number of FTEs.
d. Subtract the actual number of FTEs from the adjusted pre-pandemic baseline to
calculate the number of FTEs that can be covered by SLFRF funds. Recipients do not
have to hire for the same roles that existed pre-pandemic.
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Recipients may use SLFRF funds to cover payroll and covered benefits through the period of
performance; these employees must have begun their employment on or after March 3,
2021. Recipients may only use SLFRF funds for additional FTEs hired over the March 3, 2021
level (i.e., the actual number of FTEs).
• Supporting and retaining public sector workers. Recipients can also use funds in other ways
that support the public sector workforce.10 These include:
o Providing additional funding for employees who experienced pay reductions or were
furloughed since the onset of the pandemic, up to the difference in the employee’s pay,
taking into account unemployment benefits received.
o Maintaining current compensation levels to prevent layoffs. SLFRF funds may be used
to maintain current compensation levels, with adjustments for inflation, in order to
prevent layoffs that would otherwise be necessary.
o Providing worker retention incentives, including reasonable increases in
compensation to persuade employees to remain with the employer as compared to
other employment options. Retention incentives must be entirely additive to an
employee’s regular compensation, narrowly tailored to need, and should not exceed
incentives traditionally offered by the recipient or compensation that alternative
employers may offer to compete for the employees. Treasury presumes that retention
incentives that are less than 25 percent of the rate of base pay for an individual
employee or 10 percent for a group or category of employees are reasonably
proportional to the need to retain employees, as long as other requirements are met.
• Covering administrative costs associated with administering the hiring, support, and retention
programs above.
Effective Service Delivery
SLFRF funding may be used to improve the efficacy of public health and economic programs through
tools like program evaluation, data, and outreach, as well as to address administrative needs caused or
exacerbated by the pandemic. Eligible uses include:
• Supporting program evaluation, data, and outreach through:
10 Recipients should be able to substantiate that these uses of funds are substantially due to the public health emergency or its
negative economic impacts (e.g., fiscal pressures on state and local budgets) and respond to its impacts. See the final rule for
details on these uses.
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Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
✓ Program evaluation and evidence
resources
✓ Data analysis resources to gather,
assess, share, and use data
✓ Technology infrastructure to improve
access to and the user experience of
government IT systems, as well as
technology improvements to increase
public access and delivery of
government programs and services
✓ Community outreach and engagement
activities
✓ Capacity building resources to support
using data and evidence, including
hiring staff, consultants, or technical
assistance support
• Addressing administrative needs, including:
✓ Administrative costs for programs
responding to the public health
emergency and its economic impacts,
including non-SLFRF and non-federally
funded programs
✓ Address administrative needs caused
or exacerbated by the pandemic,
including addressing backlogs caused
by shutdowns, increased repair or
maintenance needs, and technology
infrastructure to adapt government
operations to the pandemic (e.g.,
video-conferencing software, data and
case management systems)
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U.S. Department of the Treasury
CAPITAL EXPENDITURES
As described above, the final rule clarifies that recipients may use funds for programs, services, and
capital expenditures that respond to the public health and negative economic impacts of the pandemic.
Any use of funds in this category for a capital expenditure must comply with the capital expenditure
requirements, in addition to other standards for uses of funds.
Capital expenditures are subject to the same eligibility standard as other eligible uses to respond to the
pandemic’s public health and economic impacts; specifically, they must be related and reasonably
proportional to the pandemic impact identified and reasonably designed to benefit the impacted
population or class.
For ease of administration, the final rule identifies enumerated types of capital expenditures that
Treasury has identified as responding to the pandemic’s impacts; these are listed in the applicable sub-
category of eligible uses (e.g., public health, assistance to households, etc.). Recipients may also identify
other responsive capital expenditures. Similar to other eligible uses in the SLFRF program, no pre-
approval is required for capital expenditures.
To guide recipients’ analysis of whether a capital expenditure meets the eligibility standard, recipients
(with the exception of Tribal governments) must complete and meet the requirements of a written
justification for capital expenditures equal to or greater than $1 million. For large-scale capital
expenditures, which have high costs and may require an extended length of time to complete, as well as
most capital expenditures for non-enumerated uses of funds, Treasury requires recipients to submit
their written justification as part of regular reporting. Specifically:
If a project has
total capital
expenditures
of
and the use is enumerated by Treasury
as eligible, then
and the use is beyond those
enumerated by Treasury as eligible,
then
Less than $1
million
No Written Justification required No Written Justification required
Greater than or
equal to $1
million, but
less than $10
million
Written Justification required but
recipients are not required to submit as
part of regular reporting to Treasury Written Justification required and
recipients must submit as part of regular
reporting to Treasury
$10 million or
more
Written Justification required and
recipients must submit as part of regular
reporting to Treasury
A Written Justification includes:
• Description of the harm or need to be addressed. Recipients should provide a description of the
specific harm or need to be addressed and why the harm was exacerbated or caused by the
public health emergency. Recipients may provide quantitative information on the extent and the
type of harm, such as the number of individuals or entities affected.
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• Explanation of why a capital expenditure is appropriate. For example, recipients should include
an explanation of why existing equipment and facilities, or policy changes or additional funding
to pertinent programs or services, would be inadequate.
• Comparison of proposed capital project against at least two alternative capital expenditures and
demonstration of why the proposed capital expenditure is superior. Recipients should consider
the effectiveness of the capital expenditure in addressing the harm identified and the expected
total cost (including pre-development costs) against at least two alternative capital
expenditures.
Where relevant, recipients should consider the alternatives of improving existing capital assets already
owned or leasing other capital assets.
Treasury presumes that the following capital projects are generally ineligible:
Construction of new correctional
facilities as a response to an increase in
rate of crime
Construction of new congregate
facilities to decrease spread of COVID-19
in the facility
Construction of convention centers,
stadiums, or other large capital projects
intended for general economic
development or to aid impacted
industries
In undertaking capital expenditures, Treasury encourages recipients to adhere to strong labor standards,
including project labor agreements and community benefits agreements that offer wages at or above
the prevailing rate and include local hire provisions. Treasury also encourages recipients to prioritize in
their procurements employers with high labor standards and to prioritize employers without recent
violations of federal and state labor and employment laws.
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FRAMEWORK FOR ELIGIBLE USES BEYOND THOSE ENUMERATED
As described above, recipients have broad flexibility to identify and respond to other pandemic impacts
and serve other populations that experienced pandemic impacts, beyond the enumerated uses and
presumed eligible populations. Recipients should undergo the following steps to decide whether their
project is eligible:
Step 1. Identify COVID-19 public health or
economic impact
2. Design a response that addresses or
responds to the impact
Analysis • Can identify impact to a specific
household, business or nonprofit or to
a class of households, businesses or
nonprofits (i.e., group)
• Can also identify disproportionate
impacts, or more severe impacts, to a
specific beneficiary or to a class
• Types of responses can include a
program, service, or capital
expenditure
• Response should be related and
reasonably proportional to the harm
• Response should also be reasonably
designed to benefit impacted
individual or class
1. Identify a COVID-19 public health or negative economic impact on an individual or a class.
Recipients should identify an individual or class that is “impacted” or “disproportionately
impacted” by the COVID-19 public health emergency or its negative economic impacts as well as
the specific impact itself.
• “Impacted” entities are those impacted by the disease itself or the harmful
consequences of the economic disruptions resulting from or exacerbated by the COVID-
19 public health emergency. For example, an individual who lost their job or a small
business that saw lower revenue during a period of closure would both have
experienced impacts of the pandemic.
• “Disproportionately impacted” entities are those that experienced disproportionate
public health or economic outcomes from the pandemic; Treasury recognizes that pre-
existing disparities, in many cases, amplified the impacts of the pandemic, causing more
severe impacts in underserved communities. For example, a household living in a
neighborhood with limited access to medical care and healthy foods may have faced
health disparities before the pandemic, like a higher rate of chronic health conditions,
that contributed to more severe health outcomes during the COVID-19 pandemic.
The recipient may choose to identify these impacts at either the individual level or at a class
level. If the recipient is identifying impacts at the individual level, they should retain
documentation supporting the impact the individual experienced (e.g., documentation of lost
revenues from a small business). Such documentation can be streamlined in many cases (e.g.,
self-attestation that a household requires food assistance).
Recipients also have broad flexibility to identify a “class” – or a group of households, small
businesses, or nonprofits – that experienced an impact. In these cases, the recipients should
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first identify the class and the impact that it faced. Then, recipients only need to document that
the individuals served fall within that class; recipients do not need to document a specific impact
to each individual served. For example, a recipient could identify that restaurants in the
downtown area faced substantial declines in revenue due to decreased foot traffic from
workers; the recipient could develop a program to respond to the impact on that class and only
needs to document that the businesses being served are restaurants in the downtown area.
Recipients should keep the following considerations in mind when designating a class:
• There should be a relationship between the definition of the class and the proposed
response. Larger and less-specific classes are less likely to have experienced similar
harms, which may make it more difficult to design a response that appropriately
responds to those harms.
• Classes may be determined on a population basis or on a geographic basis, and the
response should be appropriately matched. For example, a response might be designed
to provide childcare to single parents, regardless of which neighborhood they live in, or
a response might provide a park to improve the health of a disproportionately impacted
neighborhood.
• Recipients may designate classes that experienced disproportionate impact, by
assessing the impacts of the pandemic and finding that some populations experienced
meaningfully more severe impacts than the general public. To determine these
disproportionate impacts, recipients:
o May designate classes based on academic research or government research
publications (such as the citations provided in the supplementary information in
the final rule), through analysis of their own data, or through analysis of other
existing data sources.
o May also consider qualitative research and sources to augment their analysis, or
when quantitative data is not readily available. Such sources might include
resident interviews or feedback from relevant state and local agencies, such as
public health departments or social services departments.
o Should consider the quality of the research, data, and applicability of analysis to
their determination in all cases.
• Some of the enumerated uses may also be appropriate responses to the impacts
experienced by other classes of beneficiaries. It is permissible for recipients to provide
these services to other classes, so long as the recipient determines that the response is
also appropriate for those groups.
• Recipients may designate a class based on income level, including at levels higher than
the final rule definition of "low- and moderate-income." For example, a recipient may
identify that households in their community with incomes above the final rule threshold
for low-income nevertheless experienced disproportionate impacts from the pandemic
and provide responsive services.
2. Design a response that addresses or responds to the impact. Programs, services, and other
interventions must be reasonably designed to benefit the individual or class that experienced
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Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
the impact. They must also be related and reasonably proportional to the extent and type of
impact experienced. For example, uses that bear no relation or are grossly disproportionate to
the type or extent of the impact would not be eligible.
“Reasonably proportional” refers to the scale of the response compared to the scale of the
harm, as well as the targeting of the response to beneficiaries compared to the amount of harm
they experienced; for example, it may not be reasonably proportional for a cash assistance
program to provide a very small amount of aid to a group that experienced severe harm and a
much larger amount to a group that experienced relatively little harm. Recipients should
consider relevant factors about the harm identified and the response to evaluate whether the
response is reasonably proportional. For example, recipients may consider the size of the
population impacted and the severity, type, and duration of the impact. Recipients may also
consider the efficacy, cost, cost-effectiveness, and time to delivery of the response.
For disproportionately impacted communities, recipients may design interventions that address
broader pre-existing disparities that contributed to more severe health and economic outcomes
during the pandemic, such as disproportionate gaps in access to health care or pre-existing
disparities in educational outcomes that have been exacerbated by the pandemic.
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
Premium Pay
The Coronavirus State and Local Fiscal Recovery Funds may be used to provide premium pay to eligible
workers performing essential work during the pandemic. Premium pay may be awarded to eligible
workers up to $13 per hour. Premium pay must be in addition to wages or remuneration (i.e.,
compensation) the eligible worker otherwise receives. Premium pay may not exceed $25,000 for any
single worker during the program.
Recipients should undergo the following steps to provide premium pay to eligible workers.
1. Identify an “eligible” worker. Eligible workers include workers “needed to maintain continuity
of operations of essential critical infrastructure sectors.” These sectors and occupations are
eligible:
✓ Health care
✓ Emergency response
✓ Sanitation, disinfection & cleaning
✓ Maintenance
✓ Grocery stores, restaurants, food
production, and food delivery
✓ Pharmacy
✓ Biomedical research
✓ Behavioral health
✓ Medical testing and diagnostics
✓ Home and community-based health care
or assistance with activities of daily living
✓ Family or child care
✓ Social services
✓ Public health
✓ Mortuary
✓ Critical clinical research, development,
and testing necessary for COVID-19
response
✓ State, local, or Tribal government
workforce
✓ Workers providing vital services to
Tribes
✓ Educational, school nutrition, and other
work required to operate a school
facility
✓ Laundry
✓ Elections
✓ Solid waste or hazardous materials
management, response, and cleanup
✓ Work requiring physical interaction with
patients
✓ Dental care
✓ Transportation and warehousing
✓ Hotel and commercial lodging facilities
that are used for COVID-19 mitigation
and containment
Beyond this list, the chief executive (or equivalent) of a recipient government may designate
additional non-public sectors as critical so long as doing so is necessary to protecting the health
and wellbeing of the residents of such jurisdictions.
2. Verify that the eligible worker performs “essential work,” meaning work that:
• Is not performed while teleworking from a residence; and
• Involves either:
a. regular, in-person interactions with patients, the public, or coworkers of the
individual that is performing the work; or
b. regular physical handling of items that were handled by, or are to be handled by,
patients, the public, or coworkers of the individual that is performing the work.
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3. Confirm that the premium pay “responds to” workers performing essential work during the
COVID-19 public health emergency. Under the final rule, which broadened the share of eligible
workers who can receive premium pay without a written justification, recipients may meet this
requirement in one of three ways:
• Eligible worker receiving premium pay is earning (with the premium included) at or below
150 percent of their residing state or county’s average annual wage for all occupations, as
defined by the Bureau of Labor Statistics’ Occupational Employment and Wage Statistics,
whichever is higher, on an annual basis; or
• Eligible worker receiving premium pay is not exempt from the Fair Labor Standards Act
overtime provisions; or
• If a worker does not meet either of the above requirements, the recipient must submit
written justification to Treasury detailing how the premium pay is otherwise responsive to
workers performing essential work during the public health emergency. This may include a
description of the essential worker’s duties, health, or financial risks faced due to COVID-19,
and why the recipient determined that the premium pay was responsive. Treasury
anticipates that recipients will easily be able to satisfy the justification requirement for
front-line workers, like nurses and hospital staff.
Premium pay may be awarded in installments or lump sums (e.g., monthly, quarterly, etc.) and may be
awarded to hourly, part-time, or salaried or non-hourly workers. Premium pay must be paid in addition
to wages already received and may be paid retrospectively. A recipient may not use SLFRF to merely
reimburse itself for premium pay or hazard pay already received by the worker, and premium pay may
not be paid to volunteers.
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
Water & Sewer Infrastructure
The Coronavirus State and Local Fiscal Recovery Funds may be used to make necessary investments in
water and sewer infrastructure. State, local, and Tribal governments have a tremendous need to
address the consequences of deferred maintenance in drinking water systems and removal,
management, and treatment of sewage and stormwater, along with additional resiliency measures
needed to adapt to climate change.
Recipients may undertake the eligible projects below:
PROJECTS ELIGIBLE UNDER EPA’S CLEAN WATER STATE REVOLVING FUND (CWSRF)
Eligible projects under the CWSRF, and the final rule, include:
✓ Construction of publicly owned
treatment works
✓ Projects pursuant to implementation
of a nonpoint source pollution
management program established
under the Clean Water Act (CWA)
✓ Decentralized wastewater treatment
systems that treat municipal
wastewater or domestic sewage
✓ Management and treatment of
stormwater or subsurface drainage
water
✓ Water conservation, efficiency, or
reuse measures
✓ Development and implementation of a
conservation and management plan
under the CWA
✓ Watershed projects meeting the
criteria set forth in the CWA
✓ Energy consumption reduction for
publicly owned treatment works
✓ Reuse or recycling of wastewater,
stormwater, or subsurface drainage
water
✓ Security of publicly owned treatment
works
Treasury encourages recipients to review the EPA handbook for the CWSRF for a full list of eligibilities.
PROJECTS ELIGIBLE UNDER EPA’S DRINKING WATER STATE REVOLVING FUND (DWSRF)
Eligible drinking water projects under the DWSRF, and the final rule, include:
✓ Facilities to improve drinking water
quality
✓ Transmission and distribution,
including improvements of water
pressure or prevention of
contamination in infrastructure and
lead service line replacements
✓ New sources to replace contaminated
drinking water or increase drought
resilience, including aquifer storage
and recovery system for water storage
✓ Green infrastructure, including green
roofs, rainwater harvesting collection,
permeable pavement
✓ Storage of drinking water, such as to
prevent contaminants or equalize
water demands
✓ Purchase of water systems and
interconnection of systems
✓ New community water systems
Treasury encourages recipients to review the EPA handbook for the DWSRF for a full list of eligibilities.
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Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
ADDITIONAL ELIGIBLE PROJECTS
With broadened eligibility under the final rule, SLFRF funds may be used to fund additional types of
projects— such as additional stormwater infrastructure, residential wells, lead remediation, and certain
rehabilitations of dams and reservoirs — beyond the CWSRF and DWSRF, if they are found to be
“necessary” according to the definition provided in the final rule and outlined below.
✓ Culvert repair, resizing, and removal,
replacement of storm sewers, and
additional types of stormwater
infrastructure
✓ Infrastructure to improve access to
safe drinking water for individual
served by residential wells, including
testing initiatives, and
treatment/remediation strategies that
address contamination
✓ Dam and reservoir rehabilitation if
primary purpose of dam or reservoir is
for drinking water supply and project
is necessary for provision of drinking
water
✓ Broad set of lead remediation projects
eligible under EPA grant programs
authorized by the Water
Infrastructure Improvements for the
Nation (WIIN) Act, such as lead
testing, installation of corrosion
control treatment, lead service line
replacement, as well as water quality
testing, compliance monitoring, and
remediation activities, including
replacement of internal plumbing and
faucets and fixtures in schools and
childcare facilities
A “necessary” investment in infrastructure must be:
(1) responsive to an identified need to achieve or maintain an adequate minimum level of service,
which may include a reasonable projection of increased need, whether due to population
growth or otherwise,
(2) a cost-effective means for meeting that need, taking into account available alternatives, and
(3) for investments in infrastructure that supply drinking water in order to meet projected
population growth, projected to be sustainable over its estimated useful life.
Please note that DWSRF and CWSRF-eligible projects are generally presumed to be necessary
investments. Additional eligible projects generally must be responsive to an identified need to achieve
or maintain an adequate minimum level of service. Recipients are only required to assess cost-
effectiveness of projects for the creation of new drinking water systems, dam and reservoir
rehabilitation projects, or projects for the extension of drinking water service to meet population
growth needs. Recipients should review the supplementary information to the final rule for more details
on requirements applicable to each type of investment.
APPLICABLE STANDARDS & REQUIREMENTS
Treasury encourages recipients to adhere to strong labor standards, including project labor agreements
and community benefits agreements that offer wages at or above the prevailing rate and include local
hire provisions. Treasury also encourages recipients to prioritize in their procurements employers with
high labor standards and to prioritize employers without recent violations of federal and state labor and
employment laws.
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
Broadband Infrastructure
The Coronavirus State and Local Fiscal Recovery Funds may be used to make necessary investments in
broadband infrastructure, which has been shown to be critical for work, education, healthcare, and civic
participation during the public health emergency. The final rule broadens the set of eligible broadband
infrastructure investments that recipients may undertake.
Recipients may pursue investments in broadband infrastructure meeting technical standards detailed
below, as well as an expanded set of cybersecurity investments.
BROADBAND INFRASTRUCTURE INVESTMENTS
Recipients should adhere to the following requirements when designing a broadband infrastructure
project:
1. Identify an eligible area for investment. Recipients are encouraged to prioritize projects that
are designed to serve locations without access to reliable wireline 100/20 Mbps broadband
service (meaning service that reliably provides 100 Mbps download speed and 20 Mbps upload
speed through a wireline connection), but are broadly able to invest in projects designed to
provide service to locations with an identified need for additional broadband investment.
Recipients have broad flexibility to define need in their community. Examples of need could
include:
✓ Lack of access to a reliable high-speed
broadband connection
✓ Lack of affordable broadband
✓ Lack of reliable service
If recipients are considering deploying broadband to locations where there are existing and
enforceable federal or state funding commitments for reliable service of at least 100/20 Mbps,
recipients must ensure that SLFRF funds are designed to address an identified need for
additional broadband investment that is not met by existing federal or state funding
commitments. Recipients must also ensure that SLFRF funds will not be used for costs that will
be reimbursed by the other federal or state funding streams.
2. Design project to meet high-speed technical standards. Recipients are required to design
projects to, upon completion, reliably meet or exceed symmetrical 100 Mbps download and
upload speeds. In cases where it is not practicable, because of the excessive cost of the project
or geography or topography of the area to be served by the project, eligible projects may be
designed to reliably meet or exceed 100/20 Mbps and be scalable to a minimum of symmetrical
100 Mbps download and upload speeds.
Treasury encourages recipients to prioritize investments in fiber-optic infrastructure wherever
feasible and to focus on projects that will achieve last-mile connections. Further, Treasury
encourages recipients to prioritize support for broadband networks owned, operated by, or
affiliated with local governments, nonprofits, and co-operatives.
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3. Require enrollment in a low-income subsidy program. Recipients must require the service
provider for a broadband project that provides service to households to either:
✓ Participate in the FCC’s Affordable
Connectivity Program (ACP)
✓ Provide access to a broad-based
affordability program to low-income
consumers that provides benefits
commensurate to ACP
Treasury encourages broadband services to also include at least one low-cost option offered
without data usage caps at speeds sufficient for a household with multiple users to
simultaneously telework and engage in remote learning. Recipients are also encouraged to
consult with the community on affordability needs.
CYBERSECURITY INVESTMENTS
SLFRF may be used for modernization of cybersecurity for existing and new broadband infrastructure,
regardless of their speed delivery standards. This includes modernization of hardware and software.
APPLICABLE STANDARDS & REQUIREMENTS
Treasury encourages recipients to adhere to strong labor standards, including project labor agreements
and community benefits agreements that offer wages at or above the prevailing rate and include local
hire provisions. Treasury also encourages recipients to prioritize in their procurements employers with
high labor standards and to prioritize employers without recent violations of federal and state labor and
employment laws.
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
Restrictions on Use
While recipients have considerable flexibility to use Coronavirus State and Local Fiscal Recovery Funds to
address the diverse needs of their communities, some restrictions on use of funds apply.
OFFSET A REDUCTION IN NET TAX REVENUE
• States and territories may not use this funding to directly or indirectly offset a reduction in net
tax revenue resulting from a change in law, regulation, or administrative interpretation
beginning on March 3, 2021, through the last day of the fiscal year in which the funds
provided have been spent. If a state or territory cuts taxes during this period, it must
demonstrate how it paid for the tax cuts from sources other than SLFRF, such as by enacting
policies to raise other sources of revenue, by cutting spending, or through higher revenue due to
economic growth. If the funds provided have been used to offset tax cuts, the amount used for
this purpose must be repaid to the Treasury.
DEPOSITS INTO PENSION FUNDS
• No recipients except Tribal governments may use this funding to make a deposit to a pension
fund. Treasury defines a “deposit” as an extraordinary contribution to a pension fund for the
purpose of reducing an accrued, unfunded liability. While pension deposits are prohibited,
recipients may use funds for routine payroll contributions connected to an eligible use of funds
(e.g., for public health and safety staff). Examples of extraordinary payments include ones that:
Reduce a liability incurred prior to the
start of the COVID-19 public health
emergency and occur outside the
recipient's regular timing for making the
payment
Occur at the regular time for pension
contributions but is larger than a regular
payment would have been
ADDITIONAL RESTRICTIONS AND REQUIREMENTS
Additional restrictions and requirements that apply across all eligible use categories include:
• No debt service or replenishing financial reserves. Since SLFRF funds are intended to be used
prospectively, recipients may not use SLFRF funds for debt service or replenishing financial
reserves (e.g., rainy day funds).
• No satisfaction of settlements and judgments. Satisfaction of any obligation arising under or
pursuant to a settlement agreement, judgment, consent decree, or judicially confirmed debt
restructuring in a judicial, administrative, or regulatory proceeding is itself not an eligible use.
However, if a settlement requires the recipient to provide services or incur other costs that are
an eligible use of SLFRF funds, SLFRF may be used for those costs.
• Additional general restrictions. SLFRF funds may not be used for a project that conflicts with or
contravenes the purpose of the American Rescue Plan Act statute (e.g., uses of funds that
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Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
undermine COVID-19 mitigation practices in line with CDC guidance and recommendations) and
may not be used in violation of the Award Terms and Conditions or conflict of interest
requirements under the Uniform Guidance. Other applicable laws and regulations, outside of
SLFRF program requirements, may also apply (e.g., laws around procurement, contracting,
conflicts-of-interest, environmental standards, or civil rights).
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U.S. DEPARTMENT OF THE TREASURY
Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule
U.S. Department of the Treasury
Program Administration
The Coronavirus State and Local Fiscal Recovery Funds final rule details a number of administrative
processes and requirements, including on distribution of funds, timeline for use of funds, transfer of
funds, treatment of loans, use of funds to meet non-federal match or cost-share requirements,
administrative expenses, reporting on use of funds, and remediation and recoupment of funds used for
ineligible purposes. This section provides a summary for the most frequently asked questions.
TIMELINE FOR USE OF FUNDS
Under the SLFRF, funds must be used for costs incurred on or after March 3, 2021. Further, costs must
be obligated by December 31, 2024, and expended by December 31, 2026.
TRANSFERS
Recipients may undertake projects on their own or through subrecipients, which carry out eligible uses
on behalf of a recipient, including pooling funds with other recipients or blending and braiding SLFRF
funds with other sources of funds. Localities may also transfer their funds to the state through section
603(c)(4), which will decrease the locality’s award and increase the state award amounts.
LOANS
Recipients may generally use SLFRF funds to provide loans for uses that are otherwise eligible, although
there are special rules about how recipients should track program income depending on the length of
the loan. Recipients should consult the final rule if they seek to utilize these provisions.
NON-FEDERAL MATCH OR COST-SHARE REQUIREMENTS
Funds available under the “revenue loss” eligible use category (sections 602(c)(1)(C) and 603(c)(1)(C) of
the Social Security Act) generally may be used to meet the non-federal cost-share or matching
requirements of other federal programs. However, note that SLFRF funds may not be used as the non-
federal share for purposes of a state’s Medicaid and CHIP programs because the Office of Management
and Budget has approved a waiver as requested by the Centers for Medicare & Medicaid Services
pursuant to 2 CFR 200.102 of the Uniform Guidance and related regulations.
SLFRF funds beyond those that are available under the revenue loss eligible use category may not be
used to meet the non-federal match or cost-share requirements of other federal programs, other than
as specifically provided for by statute. As an example, the Infrastructure Investment and Jobs Act
provides that SLFRF funds may be used to meet the non-federal match requirements of authorized
Bureau of Reclamation projects and certain broadband deployment projects. Recipients should consult
the final rule for further details if they seek to utilize SLFRF funds as a match for these projects.
ADMINISTRATIVE EXPENSES
SLFRF funds may be used for direct and indirect administrative expenses involved in administering the
program. For details on permissible direct and indirect administrative costs, recipients should refer to
Treasury’s Compliance and Reporting Guidance. Costs incurred for the same purpose in like
circumstances must be treated consistently as either direct or indirect costs.
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REPORTING, COMPLIANCE & RECOUPMENT
Recipients are required to comply with Treasury’s Compliance and Reporting Guidance, which includes
submitting mandatory periodic reports to Treasury.
Funds used in violation of the final rule are subject to remediation and recoupment. As outlined in the
final rule, Treasury may identify funds used in violation through reporting or other sources. Recipients
will be provided with an initial written notice of recoupment with an opportunity to submit a request for
reconsideration before Treasury provides a final notice of recoupment. If the recipient receives an initial
notice of recoupment and does not submit a request for reconsideration, the initial notice will be
deemed the final notice. Treasury may pursue other forms of remediation and monitoring in conjunction
with, or as an alternative to, recoupment.
TOWN OF YARMOUTH
I I46 ROUTE 28, SOUTH YARMOUTH, MASSACHUSETTS 02664-24451
Telephone (508) 398-2231, ext. 1271, Fax (50S) 398-2365
BOARD OF
SELECTMEN
Mark Forest, Chair
Daniel Horgan
Tracy Post
Peter Q. Smith
Michael Stone
TOWN ADMINISTRATOR
Robert L. Whritenour, JI.
Jaruary 26,2022
Barnstable County Commissioners
Bamstable Superior Court
P.O. Box 175
Bamstable, MA 02630
Barnstable County Assembly of Delegates
Barnstable Superior Court
P.O. Box 427
Bamstable, MA 02630
Dear Commissioners and Assembly Members:
The Board of Selectmen ofthe Town of Yarmouth voted on January 25,2022 to indicate
its strong support for the distribution to our local communities of $41.3 million of grant frnds
received by the County Bamstable behalf of our communities pusuant to the federal American
Rescue Plan Act (ARPA). The Commissioners have requested input from the Towns regarding
the distribution ofthese funds, and our community is anxious to provide its input to assist in
your deliberation process.
The local communities of Bamstable County are currently fundamentally engaged in the
provision of services and the completion ofprojects for which the ARPA funds have been
designated. In Yarmouth we face massive debt for infrastructure projects such as our proposed
new wastewater system, and are also struggling with both protecting and modemizing our water
distribution system. Our broadband capacity is stretched to the limit and we require new fiber to
better service our community. Additionally, public health services are stretched to their
maximum capacity and other local community services are under extreme pressure. For these
reasons our co lmunity stands in strong support of allocating these grant funds directly to the
communities to support our existing efforts to meet these critical public needs, rather than
designing new programs which may serve to dilute the effectiveness of these limited funds in
meeting our most pressing municipai needs.
Additionally, with the existing Town priorities far in excess of this limited grant
funding, the Town favors retaining our population-based distribution over a new formula which
would disadvantage the larger commurities with advanced problems to solve and the same
proportional seasonal population influx.
Barnstable County Commissioners and Assembly of Delegates Jonuary 26,2022
Page 2
Our community would be happy to provide detailed documentation in support of its
allocation of funds among eligible categories, but we feel it is imperative to make the allocation
decisions at the local level to support our most pressing needs.
Finally, the Town is aware ofthe ongoing discussions between the County
Commissioners and the Assembly ofDelegates regarding the procedures for the release ofthese
fi.rnds. We wish to point out that the Towns face stringent design and procurement standards for
the completion ofthe projects for which these funds have been created. In order to be successful
in completing these projects before the deadline for the use ofthese fimds, and to be able to use
these funds to best leverage other required fi.mding sources, the communities need clarification
as early as possible as to the distributions in order to perform the work. For these reasons we are
hopeful that the distribution issues may be rapidly resolved in order to allow for our collective
success in preparing and completing these critical projects.
Thank you for your consideration ofthese issues, and please feel free to contact me for
any additional input.
Robert L. Whritenour, Jr.,
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: Captain’s Golf 2022 Rates & Tee Time Allocation
DATE: January 28, 2022
Per the enclosed supporting documentation in your packet, since your last discussion on
these matters, the Finance Team has made several revisions to the FY23 Captains
operating budget. Based on the 2022 rates recommended by the Golf Commission and
updated expense totals, the FY23 budget was originally projecting a $500+k surplus –
or more than 10% of next year’s operating budget. As a municipal entity, the Captains
is required to align their revenues with their expenditures in accordance with MA
Department of Revenue standards. At the same time, we know of significant looming
major capital needs including replacement of the entire irrigation for all 36 holes and
construction of a new maintenance facility. Accordingly, we are proposing to bring an
article to Town Meeting this spring to create a new Golf Capital Stabilization account
and have included a $400k appropriation in the updated FY23 budget that would
transfer those funds to this new account. As a result, the budget now projects a more
modest $200k surplus, or about 5% of the operating budget, much more in line with
best practices.
At the same time, we have been working to develop a long-range capital plan that both
accommodates these larger capital projects and seeks to normalize capital expenditures
year over year. The enclosed 5 Year CIP for the Captains accurately reflects those
needs in a relatively consistent and sustainable manner, similar to our approach for
capital planning across the organization. In FY23 and beyond, year-over-year capital
expenses are projected between $719k and 775k, averaging $772k/year over the next
5 years.
Funds in the new Golf Capital Stabilization Fund will require a 2/3 vote by Town Meeting
to appropriate for capital uses but will be available a full calendar year earlier than use
of Retained Earnings from a previous fiscal year. Our plan is to grow that fund balance
to at least $800k in FYs 23 & 24. In FY25, we are projecting debt from the two major
capital projects coming online – approximately $420k/year. The operating budget will
be able to accommodate that new debt based on the capacity created by the Capital
Office of:
Select Board
Town Administrator
Stabilization fund transfers which will then, presumably, be eliminated or dramatically
reduced. We could also use that $800k balance in the Capital Stabilization account to
cover some or all of the costs of the new Maintenance Facility without issuing any debt.
The net effect of these changes – the increase in FY23 operating expenses and
increased 5-year average capital costs – impact the tee time formula for the 2022
season. Accordingly, we are recommending that the Select Board endorse the formula
calculation that includes member cart revenues. Doing so would result in a 34.4%
member allocation for this coming year. Although it represents a slight reduction of 2
tee times from the 2021 allocation, we believe that the changes we have made to the
operating and capital budgets are appropriate and set the Captains up for success to
transition to an enterprise fund for FY23 – a priority goal for all stakeholders. Further,
our recommendation is to lock in that tee time allocation now, instead of revisiting it in
the spring as has been done in prior years, so that annual fee players who sign up at
the new rates have certainty regarding minimum access to the course this season.
**MEMORANDUM**
TO:Brewster Select Board
CC: Peter Lombardi
FROM: Brewster Golf Commission, Jay Packett
DATE: January 28, 2022
RE: Membership Rate Recommendation – 2022
The Brewster Golf Commission, in conjunction with Director Jay Packett, is recommending the
membership rate increases shown on the attached Exhibit A.
The rationales for these recommendations are as follows:
Both inflation and supply chain issues will have a significant impact on the cost to
operate the Captains in the 2022 season. It is anticipated that ‘General Expenses’ will
increase by 7.60% and our total FY23 Budget proposes a 16.16% increase.
Although the Golf Department had a healthy retained earnings position of $1.46 million
at the end of FY21, Town Meeting has already appropriated $567K in FY22 on capital
projects and we intend to request an additional $320,000 in capital requests this coming
spring.
The $887,000 in anticipated expenditures for FY22 Capital projects represent only 15%
of the National Golf Foundation’s recommendation of expenditures of $5.9 million on
capital projects over the 5 year period FY22- FY26.
Significant projects on our 10 year plan include the replacement of our 36 hole irrigation
system, a thorough review and rehabilitation of our maintenance facilities, cart path
improvements, sink hole repairs and protection of our pump house.
In addition to needing to fund capital improvements, the Golf Commission is also
committed to maintaining reserves of at least 20% of operating expenses (minimum
balance of $850,000 in FY23).
Membership was relatively flat for the period 2015-2019 with only a slight uptick in
2020. Rounds played during the same period were showing an annual decline. Market
data did not support anything but modest (or no) member fee increases.
In 2021, membership numbers increased by 7.6% and member rounds increased by
10.6%.
Increased membership demand for play creates the opportunity to increase rates so that
they are commensurate with the actual cost to operate the course. The greatest demand is
for tee times allocated solely to the Early tier (Resident) and Unrestricted/Charter tier
(Non-Resident). Recommended increases for these three groups are greater than for
other membership groups due to this high demand.
A wider cost gap between the unrestricted tiers and time restricted categories (Morning,
and Twilight) is anticipated to result in more members moving to a time restricted
category providing less competition for the early tee times. We have heard repeatedly
from our members that they are willing to pay more for early morning play.
At this time, a flat percentage increase across all membership categories would not
adequately address the issues faced by the Captains Golf Course. We have also used this
as an opportunity to present fees in round numbers which simplifies pricing for both Pro
Shop staff and our membership.
The National Golf Foundation report identified that the Captains membership rates
offered a significantly greater discount than typically found in the municipal golf arena.
Our proposed rates bring Captains membership rates closer to industry discount norms
while also providing the revenue necessary to address the expenses outlined above.
In 2021, a member, on average, paid less than $20 for a round of golf. By comparison, in
order to cover the costs of operating the course, we need to receive $40-$45 per player.
The course relies on Daily Fee players to address this gap.
EXHIBIT A
2022 Rate
Recommendation
Residents 2021 Member
Nos.
2021 Rates Proposed
2022 Rates
Dollar
Increase
% Increase
Early 376 $1,053 $1,250 $197 18.7%
Morning 243 $ 877 $ 950 $73 8.3%
Twilight 139 $ 468 $ 520 $52 11.1%
Collegiate 29 $ 407 $ 450 $43 10.6%
Junior 18 $ 204 $ 225 $21 10.3%
Non-Residents
Unrestricted 318 $1,752 $2,000 $248 14.1%
Charter 5 $1,520 $1,735 $215 14.1%
Twilight 116 $ 700 $ 770 $70 10.0%
Collegiate 15 $ 585 $ 650 $65 11.1%
Junior 6 $ 292 $ 320 $28 9.6%
Total 1,265
**MEMORANDUM**
TO:Brewster Select Board
CC: Peter Lombardi, Jay Packett
FROM: Brewster Golf Commission
DATE: December 13, 2021
RE: Captains Golf Course League Requirements
Currently, Brewster residents are required to be ‘Early’ membership tier players in order to
participate in the Tuesday Women’s 18 Hole Association or Wednesday Men’s Association
during the months of July and August.
At it’s 10/26/21 meeting, the Golf Commission unanimously approved a recommendation that
Brewster resident ‘Morning’ tier players also be permitted to participate in the above
referenced leagues at all times. Although the Morning membership category is normally
prohibited from playing before 9 am during those months, we would like to remove this
restriction solely for purposes of association play.
This change would eliminate cost from being a barrier for any Brewster resident who would like
to play with the associations but who might be concerned about the rate increase we have
proposed for the Early tier.
The Golf Commission respectfully requests the Select Board approve this recommendation.
**MEMORANDUM**
TO:Brewster Select Board
CC: Peter Lombardi
FROM: Brewster Golf Commission, Jay Packett
DATE: January 28, 2022
RE: Tee Time Allocation Formula – 2022
The Brewster Golf Commission, in conjunction with Director Jay Packett, is recommending no
change to the Tee Time Allocation formula for the 2022 golf season. As directed by the Select
Board at it 7/12/21 meeting, Annual Fee Player (AFP) revenue should be divided by budgeted
golf course expenses including capital. Capital shall be defined as the five year average.
At that same meeting, a unanimous vote by the Select Board directed the Golf
Commission to set the member tee time allocation for the coming year at 35.8% (50% on
the member course and 20.7% on the guest course). This allocation will remain in effect
until the end of FY22.
In 2021, members played 56% of the total rounds at the Captains; more than 20% more
than the results of the formula. During the very busy months of July and August,
member played 46% of the total and 48% of the total, respectively.
In the 10 years prior to 2021, members played an average of 51% of total rounds even
though the tee time allocation ranged from 31.2% to 32.7%.
The current formula provides a framework which allows the Golf Department to manage
its inventory in a manner that balances the need for higher revenue from Daily Fee
players while also providing ample opportunities for play by AFP members.
As part of its charge, the National Golf Foundation (NGF) was asked to review the
member/non-member split for tee times. At the time of their review, the split was 50%
member times on the member course and 12% member times on the guest course (32.7%
in total).
In their subsequent report, NGF stated the following:
o 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.
o Tee times on the other course [guest 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.
o In all, the Town is 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.
It is worth noting that in calendar year 2021, fees from Daily Fee Players represented
47% of total course revenue while membership fees from AFP represented 23%. (The
balance came from cart fees, driving range, pro shop sales and other miscellaneous
revenue streams).
Access to the golf course is provided by Daily tee time fees or AFP membership fees.
Cart fees are optional and pay for a ride; not course access. There is no requirement that
a member take a cart and many members only use one occasionally. Why should a
member who never takes a cart get increased access because another member takes a cart
frequently?
As verified by the information provided on the attached ‘Calendar Year 2021 Play
Totals’, the Tee Time Allocation formula does not limit member access to the Captains
Golf Course and any representation that the Golf Commission is ‘reducing member tee
times’ is false and misleading. The formula does, however, allow the Director of
Operations to determine how best to maximize revenue from Daily Fee players. As noted
in the NGF report, this is key to the course’s long-term future which they calculate will
require an estimated investment of $9.5 million in capital improvements over the next 10
years. It is also critical as the Town looks to transition the golf course to an enterprise
fund.
Estimated Membership Fees
Divided by
FY22-26 Avg Capital
Total
*This percentage would equal a total of 51 tee times per day distributed between both golf courses.
44 tee times would be allocated for the "member" course, half of all tee times available.
7 tee times would be allocated on the "non-member" course, equal to 8% (1 out of every 12 times)
FY21 Member Cart Fees
Total
Divided by
FY22-26 Avg Capital
Total
*This percentage would equal a total of 60 tee times per day distributed between both golf courses.
44 tee times would be allocated for the "member" course, half of all tee times available.
16 tee times would be allocated for the "non-member" course, equal to 18.4% (1 out of every 5.4 times)
***The current allocation, 35.8% equals 62 tee times per day, 44 times on the "member" course and 18 on the
"non-member" course. The percentage on the "non-member" course is 20.7, equaling 1 out of every 4.8 times.
Estimated Membership Fees 1,459,100.00$
270,627.00$
Revised FY23 Budget 4,252,724.00$
34.4%
1,729,727.00$
**The difference between the two percentages equals a total of 9 tee times that would equate to a possible loss of
$1,640 per day
771,600.00$
5,024,324.00$
2022 Tee Time Allocation Alternatives
1,459,100.00$
Revised FY23 Budget 4,252,724.00$
29.0%
771,600.00$
5,024,324.00$
TOTAL
PLAY
18 hole
green fee Prepaids
Back 9
w/mbr
Twilight
green fee Misc.
Guest
Play 18 hole play
Back 9
play
Twilight
play
Member
Play
Monthly
Totals
Member
Play %
January 133 49 93 13 288 1,417 184 340 1,941 2,229 87%
February 65 31 27 10 133 511 74 135 720 853 84%
March 261 59 243 44 607 1,977 310 723 3,010 3,617 83%
April 1,189 139 186 376 99 1,989 2,675 308 915 3,898 5,887 66%
May 2,471 110 353 676 194 3,804 4,026 550 1,421 5,997 9,801 61%
June 4,304 283 451 1,261 209 6,508 4,409 876 1,580 6,865 13,373 51%
July 6,116 52 895 1,817 76 8,956 4,656 1,318 1,558 7,532 16,488 46%
August 5,421 17 949 1,525 125 8,037 4,678 1,253 1,505 7,436 15,473 48%
September 2,780 341 556 1,187 63 4,927 3,292 1,112 973 5,377 10,304 52%
October 2,392 238 283 642 343 3,898 2,774 1,086 658 4,518 8,416 54%
November 701 21 71 267 195 1,255 2,201 579 437 3,217 4,472 72%
December 289 -56 151 5 501 1,643 345 324 2,312 2,813 82%
-
TOTALS 26,122 1,201 3,939 8,265 1,376 40,903 34,259 7,995 10,569 52,823 93,726 56%
2020 23,830 531 2,503 8,682 564 36,110 3,240 4,728 11,480 48,648 84,758 57%
2019 22,138 1,769 2,344 6,082 2,591 34,924 26,234 5,425 6,833 38,492 73,416 52%
2018 22,289 1,888 2,032 6,112 3,932 36,253 25,608 6,171 6,363 38,142 74,395 51%
2017 21,905 1,907 1,825 6,534 2,926 35,097 26,477 6,426 5,477 38,380 73,477 52%
2016 23,902 2,357 1,809 6,595 4,206 38,869 27,309 7,663 5,577 40,549 79,418 51%
2015 25,318 2,216 1,174 6,117 3,435 38,260 24,845 5,605 5,502 35,952 74,212 48%
2014 23,422 2,405 929 5,885 3,867 36,508 26,145 5,975 3,932 36,052 72,560 50%
2013 23,220 2,438 1,138 6,311 3,799 36,906 25,748 6,108 3,769 35,625 72,531 49%
2012 23,523 2,636 1,231 6,161 3,618 37,169 28,694 7,121 2,963 38,778 75,947 51%
2011 23,723 3,242 843 5,128 3,449 36,385 28,422 6,854 2,678 37,954 74,339 51%
2010 20,652 3,180 878 6,594 4,457 35,761 27,379 6,782 3,442 37,603 73,364 51%
2009 22,986 3,517 2,089 5,011 5,218 38,821 26,929 6,107 3,160 36,196 75,017 48%
2008 23,524 4,582 1,204 5,837 5,816 40,963 25,997 6,959 5,918 38,874 79,837 49%
2007 24,113 4,858 1,177 6,544 6,577 43,269 29,758 7,470 3,353 40,581 83,850 48%
2006 22,099 7,080 1,485 5,828 6,962 43,454 31,342 7,376 3,654 42,372 85,826 49%
2005 16,577 11,948 2,162 4,601 6,404 41,692 28,879 7,270 4,869 41,018 82,710 50%
2004 16,731 12,074 1,858 4,602 5,472 40,737 30,078 7,250 4,212 41,540 82,277 50%
2003 17,168 12,342 1,912 4,371 5,397 41,190 28,837 6,065 3,800 38,702 79,892 48%
2002 17,705 15,353 1,953 5,482 4,487 44,980 30,641 7,111 3,205 40,957 85,937 48%
2001 13,280 21,699 1,943 5,034 4,070 46,026 30,163 7,039 1,837 39,039 85,065 46%
2000 14,082 18,987 1,779 3,480 2,382 40,710 28,967 4,375 2,879 36,221 76,931 47%
GUEST PLAY MEMBER PLAY
CALENDAR YEAR 2021 PLAY TOTALS
EXPENDED
FY2018
EXPENDED
FY2019
EXPENDED
FY2020
EXPENDED
FY2021
BUDGETED
FY2022
REQUESTED
FY2023
FY22/FY23
DIFFERENCE
WAGES WAGES
Full-time Maintenance 563,501$ 573,351$ 588,859$ 578,912.82$ Full-time Wages 857,151.00$ 1,001,971.00$ 144,820$ 16.90%
Part-time Maintenance 240,563$ 280,357$ 221,794$ 266,414.68$ Part-time Wages 554,757.00$ 518,540.00$ (36,217)$ -6.53%
Full-time Administrative 238,714$ 245,278$ 253,962$ 264,596.17$ Overtime 50,000.00$ 61,184.00$ 11,184$ 22.37%
Part-time Administrative 223,655$ 206,468$ 161,572$ 225,930.09$ Longevity 16,560.00$ 15,197.00$ (1,363)$ -8.23%
Overtime 49,044$ 44,033$ 41,237$ 59,763.88$ Contractual Obligations 39,529.00$ -$ (39,529)$ -100.00%
Longevity 15,902$ 16,525$ 17,299$ 19,236.16$ -$ -$ -$
Contractual Obligations -$ -$ -$ 22,351.99$ -$ -$ -$
SUBTOTAL 1,331,380$ 1,366,012$ 1,284,724$ 1,437,206$ 1,517,997$ 1,596,892.00$ 78,895$ 5.20%
GENERAL EXPENSES GENERAL EXPENSES
Clothing-Maintenance 9,085$ 10,357$ 8,766$ 7,780$ Oil/Grease 3,000.00$ 3,200.00$ 200.00$ 6.67%
Clothing-Administrative 1,657$ -$ -$ 1,500$ Diesel Fuel 10,000.00$ 10,500.00$ 500.00$ 5.00%
Oil/Grease-Maintenance 2,142$ 4,104$ 2,628$ 1,555$ Heating 14,000.00$ 14,000.00$ -$ 0.00%
Diesel Fuel 12,033$ 14,759$ 12,493$ 8,268$ Gasoline 8,500.00$ 9,000.00$ 500.00$ 5.88%
Heating-Maintenance 2,992$ 2,909$ 2,440$ 2,419$ Electricity 46,000.00$ 48,760.00$ 2,760.00$ 6.00% Per Town Hall
Heating-Clubhouse 11,264$ 11,933$ 9,048$ 9,689$ Electricity-Irrigation Pump 22,000.00$ 23,320.00$ 1,320.00$ 6.00% Per Town Hall
Gasoline-Maintenance 11,796$ 12,245$ 10,112$ 5,793$ R&M Equipment 80,000.00$ 88,000.00$ 8,000.00$ 10.00%
Electricity-Maintenance 6,481$ 5,291$ 4,905$ 5,186$ R&M Irrigation 35,000.00$ 37,000.00$ 2,000.00$ 5.71%
Electricity-Clubhouse 36,459$ 36,191$ 31,131$ 32,493$ Professional/Technical 4,500.00$ 4,500.00$ -$ 0.00%
Electricity-Irrigation 21,434$ 20,661$ 19,152$ 23,086$ OSHA Training 2,500.00$ 2,500.00$ -$ 0.00%
Electricity-Driving Range 3,824$ 3,669$ 3,439$ 2,943$ Phones 1,600.00$ 1,600.00$ -$ 0.00%
R & M Equipment 90,095$ 80,149$ 71,672$ 73,507$ Alarm 2,200.00$ 2,200.00$ -$ 0.00%
R & M Irrigation 39,280$ 31,904$ 19,388$ 42,728$ Office Supplies 9,500.00$ 9,500.00$ -$ 0.00%
Professional/Technical 3,352$ 3,842$ 5,083$ 6,066$ Score Cards 4,000.00$ 5,000.00$ 1,000.00$ 25.00%
Phone-Maintenance 668$ 628$ 630$ 628$ Maintenance Supplies 12,000.00$ 12,000.00$ -$ 0.00%
Phone-Clubhouse 980$ 912$ 911$ 910$ Range Supplies 13,000.00$ 13,000.00$ -$ 0.00%
Alarm-Maintenance 1,084$ 1,454$ 963$ 963$ Computer Supplies 8,000.00$ 8,000.00$ -$ 0.00%
Alarm-Clubhouse 5,746$ 5,367$ 672$ 1,267$ Custodial Supplies 20,000.00$ 22,000.00$ 2,000.00$ 10.00%
Office Supplies-Admin.9,116$ 8,705$ 10,087$ 9,885$ Rubbish Removal/Sanitation 26,000.00$ 20,000.00$ (6,000.00)$ -23.08%
Score Cards 3,220$ 3,859$ 1,610$ 3,518$ Seed & Sod 25,000.00$ 29,000.00$ 4,000.00$ 16.00%
Maintenance Supplies 10,582$ 12,206$ 7,698$ 16,694$ Tee & Green 12,000.00$ 12,000.00$ -$ 0.00%
Range Supplies 7,646$ 9,362$ 6,292$ 6,303$ Landscaping 5,000.00$ 5,000.00$ -$ 0.00%
Computer Services 6,676$ 6,860$ 7,648$ 6,681$ Topsoil & Sand 30,000.00$ 31,500.00$ 1,500.00$ 5.00%
Office Supplies-Maint.375$ 210$ 693$ 1,625$ Fertilizer 80,000.00$ 96,000.00$ 16,000.00$ 20.00%
Custodial Supplies/Services 10,899$ 19,320$ 17,164$ 27,685$ Fungicide 120,000.00$ 126,000.00$ 6,000.00$ 5.00%
Rubbish Removal/Sanit.19,886$ 23,613$ 19,778$ 25,690$ Insecticides 15,000.00$ 16,000.00$ 1,000.00$ 6.67%
Seed & Sod 24,061$ 12,388$ 17,618$ 19,889$ Misc. Wetting Agents/Lime 55,000.00$ 58,000.00$ 3,000.00$ 5.45%
Tee & Green 4,708$ 11,269$ 2,292$ 6,416$ Cart Lease 111,000.00$ 111,000.00$ -$ 0.00%
Landscaping 3,633$ 4,407$ 907$ 315$ Clubhouse Furn./Repair 35,000.00$ 40,000.00$ 5,000.00$ 14.29%
Topsoil & Sand 57,659$ 27,427$ 25,064$ 30,078$ Credit Card Expense 57,000.00$ 75,000.00$ 18,000.00$ 31.58%
Fertilizer 88,862$ 77,784$ 65,762$ 72,840$ Environmental Monitoring 3,000.00$ 3,000.00$ -$ 0.00%
Fungicide 94,907$ 99,220$ 21,640$ 113,501$ Safety Clothing Allowance 9,000.00$ 9,000.00$ -$ 0.00%
Insecticides 10,347$ 14,857$ 2,580$ 14,420$ Mileage-Maintenance 450.00$ 450.00$ -$ 0.00%
Soil Amendments 43,865$ 51,894$ 62,709$ 49,663$ Meetings/Travel 2,500.00$ 2,500.00$ -$ 0.00%
Riding Cart Lease 119,986$ 119,986$ 118,271$ 111,000$ Dues and Subscriptions 4,100.00$ 4,100.00$ -$ 0.00%
Clbhse Furnish/Repair 56,343$ 31,015$ 30,979$ 55,325$ Clothing Allowance-Admin 4,000.00$ 4,000.00$ -$ 0.00%
Credit Card Expense 46,461$ 48,924$ 56,231$ 77,069$ Advertising/Promotions 50,000.00$ 50,000.00$ -$ 0.00%
In State Travel-Maint.-$ 677$ 702$ -$ CVEC Administrative Fees -$ 4,688.00$ 4,688.00$ 100.00%
Meetings/Travel-Maint.1,404$ 1,125$ 252$ -$ -$ -$ -$
Meetings/Travel-Admin.537$ 316$ 124$ -$ -$ -$ -$
Dues Subscripts-Maint.2,525$ 740$ 205$ 1,295$ -$ -$ -$
Dues Subscripts-Admin.2,518$ 2,270$ 2,270$ 2,270$ -$ -$ -$
Adverts/Markt/Promo 31,374$ 22,554$ 19,554$ 23,646$ -$ -$ -$
OSHA Training -$ -$ -$ -$
Environmental Monitoring 971$ -$ -$ -$
TOTAL OPERATING EXP.917,958$ 857,361$ 701,565$ 903,558$ 939,850$ 1,011,318$ 71,468.00$ 7.60%
PRO SHOP PURCHASES 189,018$
FRINGE BENEFITS OTHER EXPENSES
Life Insurance 531$ Transfer to Trust (OPEB+CapStab)21,000.00$ 421,000.00$ 400,000$ 1904.76%
Unemployment -$ Pro Shop Purchases 230,000.00$ 230,000.00$ -$ 0.00%
Health Insurance 225,288$ Capital 100,000.00$ -$ (100,000)$ -100.00%
Medicare Tax 18,212$ Indirect Costs 129,324.00$ 214,006.00$ 84,682$ 65.48%
Retirement/Pension 240,553$ Life Insurance 632.00$ 671.00$ 39$ 6.17%
TOTAL FRINGE BENEFITS 484,583$ Unemployment 54,000.00$ 55,080.00$ 1,080$ 2.00%
Health Insurance 285,504.00$ 343,548.00$ 58,044$ 20.33%
CAPITAL 45,547$ Medicare 21,793.00$ 23,976.00$ 2,183$ 10.02%
WORKERS COMPENSATION 11,439$ Compensated Absences 15,000.00$ 20,000.00$ 5,000$ 33.33%
PROPERTY INSURANCE 71,827$ Workers Compensation 16,000.00$ 16,480.00$ 480$ 3.00%
OPEB 17,277$ General Liability Insurance 78,834.00$ 81,199.00$ 2,365$ 3.00%
CONTRACTUAL OBLIGATIONS 19,856$ Retirement/Pension Exp.251,300.00$ 238,554.00$ (12,746)$ -5.07%
COMPENSATED ABSENCES -$ SUBTOTAL 1,203,387$ 1,644,514.00$ 441,127$ 36.66%
INDIRECT COSTS 114,967$
EXPENSE BUDGET TOTAL 1,838,217$ 2,143,237$ 2,655,832.00$ 512,595$ 23.92%
TOT. WAGE & EXP. BUDGET 3,275,422$ 3,661,234$ 4,252,724.00$ 591,490$ 16.16%
GOLF DEPARTMENT - DRAFT FY 2023 BUDGET Revised 1/28/22
FY 2020 FY 2021 FY 2022 FY 2022 FY 2023
REVENUES:Actual Actual Budget Rev. Proj.Prop. Budget
Season Passes 1,293,344$ 1,089,751$ 1,086,906$ 1,437,182$ 1,459,100$ Based on proposed rate increases, less 5% attrition
Green Fees 1,519,109$ 2,243,570$ 1,800,000$ 1,903,388$ 1,773,000$ Less 1.5% of FY22 Budget
Cart Fees 535,807$ 839,658$ 688,000$ 725,560$ 677,680$ Less 1.5% of FY22 Budget
Driving Range 111,033$ 189,851$ 132,000$ 158,177$ 130,020$ Less 1.5% of FY22 Budget
Pro Shop Revenues 203,224$ 260,073$ 300,000$ 306,536$ 300,000$
Restaurant Rent 28,202$ 10,000$ 42,000$ 42,000$ 42,000$
Solar Canopy Lease -$ -$ 22,000$ 71,000$ 71,000$
Adjustments -$ 61,188$ -$ -$ -$
Miscellaneous -$ 19,067$ -$ 6,223$ -$
TOTAL REVENUES 3,690,719$ 4,713,157$ 4,070,906$ 4,650,066$ 4,452,800$
EXPENSES:
Wages 1,284,723$ 1,414,854$ 1,478,468$ 1,519,318$ 1,596,892$
Operating Expenses 704,727$ 903,558$ 940,482$ 944,155$ 1,011,318$
Pro Shop Purchases 163,795$ 189,018$ 230,000$ 198,292$ 230,000$
Fringe Benefits 543,203$ 244,028$ 628,598$ -$ -$
Life Insurance -$ -$ -$ 652$ 671$
Health Insurance -$ -$ -$ 298,518$ 343,548$
Medicare -$ -$ -$ 22,151$ 23,976$
Liability & Property Insurance -$ 71,827$ 78,834$ 78,834$ 81,199$
Transfer to Trust -$ 17,277$ 21,000$ 21,000$ 21,000$
Indirect Costs -$ 114,967$ 129,324$ 129,324$ 214,006$
Contractual Obligations -$ -$ 39,529$ 39,529$ -$
Compensated Absences -$ -$ 15,000$ 15,000$ 20,000$
Unemployment -$ -$ -$ 54,000$ 55,080$
Workers Compensation -$ 11,439$ -$ 16,000$ 16,480$
Retirement/Pension Expense -$ 240,553$ -$ 251,300$ 238,554$
Debt Service Interest 31,837$ -$ -$ -$ -$
Debt Service Principal 810,000$ -$ -$ -$ -$
Capital/ Trans to Cap Stabilization 88,708$ 45,547$ 100,000$ 86,780$ 400,000$
Prior Year Encumbrances -$ -$ -$ 6,237$ -$
TOTAL EXPENSES 3,626,993$ 3,253,067$ 3,661,235$ 3,681,090$ 4,252,724$
Current FY Surplus 63,726$ 1,460,089$ 409,671$ 968,976$ 200,076$
Previous FY Retained Earnings 63,726$ 1,523,815$ 1,366,486$ 1,448,462$
Less TM Approved Capital ($567,000)($887,000)($775,000)
Total Retained Earnings 63,726$ 1,523,815$ 1,366,486$ 1,448,462$ 873,538$
FY 2023 Projections - rev. 01/28/22
*FY2022 Revised projections are based off FY22 actuals year to date plus second half FY22 projections, inclusive of green fee
increases and anticipated membership rate increases.
# AFP 2021 Rate 2021 Approved % increase $ Increase
Residents
Early 376 1053 1250 18.71%197 Approved 11/23/21 470,000
Morning 243 877 950 8.32%73 230,850
Twilight 139 468 520 11.11%52 72,280
College 29 407 450 10.57%43 13,050
Junior 18 204 225 10.29%21 4,050
805
Non Resident 0
Unrestricted 318 1752 2000 14.16%248 636,000
Twilight 116 700 770 10.00%70 89,320
College 15 585 650 11.11%65 9,750
Junior 6 292 320 9.59%28 1,920
Charter 5 1520 1735 14.14%215 Approved 12/14/21 8,675
455
1260
Total AFP 1,338,429 1,535,895
Net after 5% Loss 1,459,100
CAPTAIN'S GOLF FY22-26 CAPITAL IMPROVEMENT PLAN
draft 01.28.22
Capital Needs:FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Comments
Equipment Replacement 232,000$ 225,000$ 290,000$ 225,000$ 180,000$
Irrigation Design/Scope of Work 45,000$
Irrigation System - All Holes 300,000$ 300,000$ $4.7M per Irrigation Study @ 20 years 3% level debt
Irrigation System Construction Management $45,000 $45,000
Maintenance Building Study 20,000$
Maintenance Building Design $100,000
Maintenance Facility Upgrades 130,000$ 127,000$ 124,000$ $1M @ 10 yr short term bond @ 3%
Maintenance Facility Construction Management 25,000$
Main Course Irrigation Well Reconditioning 55,000$
Driving Range Well Reconditioning
Sink Hole Repair 40,000$ 20,000$
Cart Path Improvements -$ 120,000$ 15,000$ 15,000$ 15,000$
Tee Box Renovations -$ 20,000$ 20,000$ 20,000$ 20,000$
New Forward Tees
Clubhouse Painting 45,000$
Restaurant HVAC (1, 2b, and 3)80,000$
Additional Costs Restaurant HVAC (2a, 4, and 5)150,000$
Clubhouse roof
Pavilion & Hallway Carpeting 25,000$
Pro Shop Furnishings 15,000$
Clubhouse Window & Door Replace 70,000$
Additional Costs Windows and Doors 150,000$
Kitchen Equipment Replacement 25,000$ 15,000$ 15,000$ 15,000$ 15,000$
Rental Clubs/Push Carts 30,000$
Range Balls/Equipment 20,000$
Clubhouse Surroundings Improvements & Theme Enhancements -$ 20,000$ 20,000$ 20,000$ 20,000$
Tree Work/Grinding 35,000$ 20,000$ 20,000$
Water Diversion/Pump House Protection 10,000$ 75,000$ 75,000$
Parking Lot Repaving
Driving Range Improvements 100,000$
Total Capital Improvements 887,000$ 775,000$ 710,000$ 767,000$ 719,000$
Total Approved STM 567,000$
Total Planned for Spring 2022 ATM 320,000$ 5 Year Avg 771,600$
Tee Time Allocation - CCMGA
The CCMGA (Captains Course Men’s Golf Association) has been closely following the
deliberations of the Golf Commission and reporting to our membership throughout this process.
We represent the 160 members in the Men’s Golf Association.
Technically, Captains Golf Course has “Annual Fee Players” but the importance of this group of
individuals to the financial success of the operation has caused both the Town and the golfers to
refer to us as “Members”. We proudly belong to our course!
The Golf Commission has proposed changing the tee time allocation formula to include Capital
Expenditures because of a request from the Select Board and Town Administration.
The existing formula that has been in place since 2010 is:
Member Tee Time Ratio is greater than Member Annual Fee Revenue ➗Budgeted Golf
Expenses
The formula proposed by the Golf Commission is:
Member Tee Time Ratio is greater than Member Annual Fee Revenue ➗(Budgeted
Golf Expenses +Average Projected 5-Year Capital Costs )
We would like to propose that the numerator of the formula also include Cart Revenues from all
Members.
Member Tee Time Ratio is greater than (Member Annual Fee Revenue +Member Cart
Revenue )➗(Budgeted Golf Expenses +Average Projected 5-Year Capital Costs )
The basis for having a tee time formula in the first place was to provide a doctrine of fairness for
the members and the course. By aligning the interests of both parties, the members came to
understand that if they paid for N% of the expenses, then they would receive N% of the tee time
allocation. This continues to be an important metric for running a successful enterprise as the
operation needs to make enough money to cover its own expenses so as not to be a
burden on the taxpayer.
The Golf Department supplied a projection for the current fiscal year 2022 with a surplus of
$1,101,513. If the rate increase that you are voting on tonight passes this will yield
approximately $100,000 additional in annual fee revenue. These amounts easily exceed the
5-year projected capital expenditures of $585,044 that was presented to the Select Board on
12/14/2021.
Page 1 of 2 January 21, 2022
Tee Time Allocation - CCMGA
Cart Fee Revenue for all members for last year was approximately $270,000 from information
supplied by Jay Packett. This is a real tangible financial contribution made by the members to
the golf course and we believe it should be considered in the tee time allocation formula.
The membership's contributions to the success of the enterprise goes well beyond paying
annual fees and cart rental fees. We support the Freemans Grill from which the Town collects
rent, royalties, and local option meals tax revenues. We pay for balls at the driving range, make
purchases in the pro shop, take golf lessons, pay tournament fees, and support local charities at
the golf course. Just two years ago when the golf course was struggling for funding, the
members prepaid $250,000 in fees that allowed the course to remain solvent prior to the
retirement of its debt.
The CCMGA respectfully requests that you consider including member cart revenue in the tee
time allocation formula in the interest of fairness and to keep your most loyal customers happy.
Thank you,
Captains Course Men’s Golf Association Board
Rob Harris, President
Ken Eisner, Vice President
Emile Poirier, Treasurer
Chris Chapin, Secretary
Dave Cockcroft
Jim Coleman
Bob Emack
Rob Faletra
Michael Moore
Orin Segall
Paul Shorthose
Page 2 of 2
Archive d: Friday, January 28, 2022 4:24:09 PM
From: Golf Commission
Se nt: Wed, 19 Jan 2022 12:46:58 +0000Authentication
To: Steve; Peter Lombardi; Cynthia Bingham; David Whitney; N ed Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Jay Packett; 'Rob Harris'
Subje ct: RE: Golf Commission Proposals
Se ns itivity: Normal
Steve , let me addre ss Ite ms 2 and 3 on behalf of the Golf Commission.
We did di scuss addi ng another tier to the Non-Resident membershi p category and chose not to pursue i t for at least the 2022 gol f se ason. At the curre nt time
the re i s not enough room between the existing Non-Re si de nt rate and our proposed Non-Resident Rate to insert anothe r tier. There woul d not be suffi ci e nt
differe nce for a ‘Morning Non-Resi dent’ to have any appe al. Additi onally, as you may be aware, we have frozen Non-Re si de nt me mbe rships and will onl y be
acce pting re ne wal s; not new appl i cati ons. More Non-Residents wi l l not be compe ting for Re si dents for early tee times be cause there wi l l not be any new
non-residents, at l e ast in the short term.
We are confident that thi s freeze pl us our proposed di ff e renti al be twe e n Resident Earl y rates and Resi dent Morning rates will take some of the pre ssure off
demand for e arl y tee times.
Regardi ng Item 3, we have taken into account a 5% l oss of membershi p due to our proposal s. We will be keeping a close e ye on our membershi p numbers to
see i f we do, in fact, e xperi ence such a loss. Until thi s COV ID wave rides i tself out, future pre di ctions are hard to make.
For obvious reasons, I will not be addressing Item 1,
If you have future thoughts, feel free to share them wi th the Golf Commission.
Anne O’Connell, Chair
Se nt from Mai l for Windows
From: Ste ve
Sent: Tuesday, January 18, 2022 9:15 PM
To: Pete r Lombardi ; Cynthia Bingham; David Whitney; Ned Chate l ain; Mary Chaffee; Kari Hoffmann
Cc: Jay Packe tt; Gol f Commi ssi on; 'Rob Harris'
Subject: Golf Commission Proposal s
I will try to keep this si mpl e.
Regardi ng the tee time allocation I have 3 points to make:
1. I unde rstand the ne ed for Capital Improvements to be a part of the e quati on. I don’t understand why member carts would not also be included. This i s
member re venue.
2. I strongly fe e l the re shoul d be “Morning Non Resident” and “Early Non Re si de nt” Fees with proportional increases as the Re si de nts rates. My l ogic says
wi th the l arge i ncrease in the “Early Resident” Fee (18.7%) many residents wi l l move to the “Morni ng Resident” Category. Unde r the present
arrange me nt this will allow more “Non Residents” to compete wi th “Re si de nts” for the se early ti mes. I don’t thi nk that i s the goal but I do be l i e ve i t
wi l l be the outcome.
3. Has anyone Proje cted the anti ci pated impact of the se Fe e incre ases on the vari ous headcounts i n each category? Some pl ace we have a 5 ye ar Capi tal
Plan. Is there al so a 5 year membership plan with associ ate d rate s and membershi p make ups? I thi nk this woul d be a good e xerci se in pl anning for the
future of the course . The level of play won’t be pande mi c high foreve r.
Thank you,
Steve Litwinowi ch
23 Wynn Way
Bre wste r, MA 02631
Archive d: Wednesday, January 26, 2022 10:26:21 AM
From: Tom Shaw
Se nt: Fri, 21 Jan 2022 20:15:26
To: Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann
Cc: Peter Lombardi
Subje ct: Captains Course rates and tee time allocation
Se ns itivity: Normal
Dear Select Board Members,
Please consider adding member golf cart revenues to the formula used to determine the minimum tee time allocation. I fully understand that our minimum tee time
allocation is a function of the percentage of expenses that our membership fees cover. But adding capital expenses to the equation without adding cart revenues is
just wrong. Also, while I understand that expenses are increasing in every aspect of our lives I don't think it's fair to increase Brewster annual fee player (AFP)
rates by a higher percentage than non resident rates. Please don't fall for it when the Golf Commission tries to tell you that they are proposing raising the rates by
an average of 14% for Brewster residents. As I read their proposal the early AFP rate increase is 18.7% and the morning rate increase is 8.3% for an average of
14%. But no one pays the average. Comparing apples to apples, the early AFP increase for Brewster residents is 18.7% while the same membership category
for non-residents is 14.2%. This is also wrong. I would be OK with increasing the AFP rates the same percentage for residents and non-residents. Although I
think we should raise the non-resident rate a higher percentage than the resident rate. Thanks for your time and just to let you know, I did watch your meeting in
December where this was discussed and I appreciate the way you stuck up for us.
Tom Shaw
159 Russells Path
Brewster
Archive d: Wednesday, January 26, 2022 10:26:41 AM
From: Bill O'Brien
Se nt: Mon, 24 Jan 2022 17:09:17
To: Golf Commission; Jay Packett; Cynthia Bingham; David Whitney; Ned Chatelain; Mary Chaffee; Kari Hoffmann; Peter Lombardi
Cc: CCMGA Board
Subje ct: Tee time Allocation at Captains Golf Course
Se ns itivity: Normal
Ladies and Gentlemen,
I am writing, once again, to lend my support to the Captains Course Men's Golf Association (CCMGA) proposal regarding tee time allocation at the Captains
Golf Course. I am aware that the CCMGA has already provided input, with accompanying rationale,that would include Member Cart Revenue in the tee time
allocation formula. I am in complete agreement with their position. As such, I will not reiterate the rationale they have already presented.
However, after having viewed the most recent Golf Commission Meeting of January 11,2022 I will add a few thoughts.
Specifically related to the tee time allocation discussion, there was a comment made by one of the commissioners that access to the golf comes in only two
fashions, annual fees or daily fees. This view overlooks the fact that golf carts clearly provide access. Without the availability of golf carts many Annual Fee
Players (AFP's) and Daily Fee Players (DFP's) would not have access to the golf course.As such I would hope that your deliberations recognize this fact and
consider cart fees as a means of access to the golf course. These fees would then be included in the tee time allocation formula.
I also listened, with interest,to the discussion regarding the need to provide information to membership. With only 7 days remaining until the Jan. 31 Select Board
Meeting regarding rates increases and tee time allocations there has been no communication from the Golf Commission, to the membership, regarding the
proposals.I must say that this is disappointing. Given the opportunity membership would likely provide valuable input. Knowledge should be shared with
stakeholders.
During the January 11,2022 meeting there was discussion focused on the fact that AFP's filled approximately 56% of the utilized tee times during the course of the
year. The annual fees provided by these members were only 23% of gross income. On the surface this is a striking disparity. In an effort to provide a "deeper
dive" into this data it would be interesting to identify the percentage of times that were utilized by AFP's during the prime season, the shoulder seasons, and the off
season. Is data available that would identify the amount of member play that occurred in time slots that were left vacant by DFP's? This data might simply be
viewed as a service to loyal membership, and not a loss of income because AFP's were playing when DPF could have been collected.
In closing let me say that the Captains Course remains a good value for me. I do believe that the member cart fees should be included in the tee time
formula; carts provide a necessary access point for many golfers. I also believe that sharing information, via regular communication with membership, would add
to the overall golf experience. Knowledge would help members to understand the rationale behind decisions. With a knowledge base members could provide
valuable input as the Commission deals with the many challenges it faces as the golf course moves forward.
Bill O'Brien
Member #3399
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: Status Update on Sea Camps Planning Committee Appointments
DATE: January 28, 2022
The Town received 48 applications for the Bay Property Planning Committee (11 seats)
and 13 applications for the Pond Property Planning Committee (10 seats) by the
January 21 deadline for residents to apply. The two Select Board members appointed
to the BPPC have begun interviewing those candidates and expect to complete their
review by early next week. The Select Board members on the PPPC will then complete
their due diligence over the next few weeks. Not unexpectedly, the candidate pool is
quite diverse and very strong. At this time, we anticipate recommendations for
appointment will be received by our office by March 2 and appointments will be made
by the full Board at your March 7 meeting. The committees will then likely hold kick-off
meetings by late March or early April.
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
RE: Sea Camps Planning Committees
DATE: December 20, 2021; Revised January 10, 2022
At their December 20, 2021 meeting, the Select Board unanimously approved the
following charges for the two new planning committees tasked with developing
Comprehensive Plans for the former Cape Cod Sea Camps properties. At the January
10th, 2022 Select Board meeting, the charge was updated to include a member of the
Water Commission as a voting member instead of a liaison.
Bay Property Planning Committee (BPPC)
1.Purpose:
a.Identify existing conditions of the former Cape Cod Sea Camps Bay
property
b.Evaluate potential low-cost, short-term public access opportunities
c.Develop and propose interim public access plan
d.Develop and implement a public engagement strategy to ensure broad
community input
e.Determine priority long-term uses appropriate for the Bay property, taking
the adjacent Spruce Hill property into consideration
f.Identify and evaluate potential partner organizations with shared interests
and values, particularly MA Audubon and YMCA Cape Cod
g.Propose recommended long-term uses and partnerships
h.If recommended long-term uses include construction of a community
center and/or Town offices, evaluate alternative uses of Council on Aging
site, Town Hall, and Eddy School as appropriate
i.Develop an implementation plan for the proposed uses
2.Strategies:
a.Actively engage the public and stakeholders
b.Provide residents with regular updates regarding progress and milestones
c.Consider a range of interests, needs, ages, and abilities
d.Collaborate with design professionals to develop and present a
comprehensive plan to the Select Board and Town Meeting
Office of:
Select Board
Town Administrator
i.Consider Brewster’s key strategic planning documents (Vision Plan,
Open Space and Recreation Plan, Coastal Resource Management
Plan, Housing Production Plan, and others)
ii.Incorporate maintenance, safety, and legal requirements
iii.Identify estimated one-time project costs, ongoing operating
expenses, funding sources, and timelines, incorporating prudent
financial practices and exploring opportunities for revenue
generation
3.Composition:
Eleven (11) total members, including:
a.Two (2) representatives from Select Board (Select Board Chair shall not be
eligible)
b.One (1) representative from each of the following committees: Vision
Planning Committee; Natural Resources Commission; Recreation
Commission
c.Six (6) at-large members (may be part-time residents)
d.Term: One (1) year, subject to annual reappointment; first term through
June 30, 2023
e.Officers: Committee shall initially and annually thereafter elect a Chair,
Vice Chair, and Clerk; Chair position shall not be held by a Select Board
member; Chair and Vice Chair will meet on quarterly basis with their
counterparts on PPPC to ensure coordination
f.Liaisons (non-voting): Finance Committee; Open Space Committee;
Council on Aging; Affordable Housing Trust; Cultural Council
g.Representatives (non-voting): MA Audubon, YMCA Cape Cod, and
Brewster Conservation Trust; other organizations such as Trustees of
Reservations, etc may be included as needed
h.Lead Town Staff Support: Town Administrator; other Department Heads
as needed
4.Appointment Process:
a.Notice soliciting letters of interest and completed applications from
residents will be posted on Town website – due January 21, 2022
b.Residents seeking to serve as at-large members will be asked to complete
new Board/Committee application form
c.Members of representative committees will be asked to submit letters of
interest
d.Select Board members appointed to serve on BPPC will individually vet all
applicants (at-large and representative members) and then make their
recommendations to the full Board in February
e.Select Board are anticipated to make all appointments by the end of
February
f.Committees and outside organizations may identify their own
liaisons/representatives
5.Selection Criteria:
In addition to the criteria outlined in the Select Board’s recently revised Board &
Committee Appointment Policy, Select Board members will also take into account
the following criteria in selecting members to serve on this committee:
a.Record of effective teamwork ability; able to collaborate well with others
to achieve common goals
b.Experience in community planning, municipal activities, project
management, equity and inclusion, conservation/environment, park
management, sustainability, historic preservation, recreation, public
finance, (landscape) architecture, youth services, human services,
engineering, community housing, and/or law
c.Excellent written and verbal communication skills
d.Previous volunteer service
e.Sufficient time to actively participate in meetings and take on tasks
outside of meetings
Pond Property Planning Committee (PPPC)
1.Purpose:
a.Identify existing conditions of the former Cape Cod Sea Camps Pond
property
b.Evaluate potential low-cost, short-term public access opportunities
c.Develop and propose interim public access pan
d.Develop and implement a public engagement strategy to ensure broad
community input
e.Determine priority long-term uses appropriate for the Pond property,
taking the adjacent Long Pond Woodlands (Robinson) property into
consideration
f.Identify and evaluate potential partner organizations with shared interests
and values, particularly MA Audubon and Brewster Conservation Trust
g.Propose recommended long-term uses and partnerships
h.Develop an implementation plan for the proposed uses
2.Strategies:
a.Actively engage the public and stakeholders
b.Provide residents with regular updates regarding progress and milestones
c.Consider a range of interests, needs, ages, and abilities
d.Collaborate with design professionals to develop and present a
comprehensive plan to the Select Board and Town Meeting
i.Consider Brewster’s key strategic planning documents (Vision Plan,
Open Space and Recreation Plan, Coastal Resource Management
Plan, Housing Production Plan, and others)
ii.Incorporate maintenance, safety, and legal requirements
iii.Identify estimated one-time project costs, ongoing operating
expenses, funding sources, and timelines, incorporating prudent
financial practices and exploring opportunities for revenue
generation
3.Composition:
Ten (10) total members, including:
a.Two (2) representatives from Select Board (Select Board Chair shall not be
eligible)
b.One (1) representative from each of the following committees: Natural
Resources Commission; Open Space Committee; Affordable Housing
Trust, Water Commission
c.Four (4) at-large members (may be part-time residents)
d.Term: One (1) year, subject to annual reappointment; first term through
June 30, 2023
e.Officers: Committee shall initially and annually thereafter elect a Chair,
Vice Chair, and Clerk; Chair position shall not be held by a Select Board
member; Chair and Vice Chair will meet on quarterly basis with their
counterparts on BPPC to ensure coordination
f.Liaisons (non-voting): Finance Committee; Vision Planning Committee;
Recreation Commission
g.Representatives (non-voting): MA Audubon & Brewster Conservation
Trust; other organizations may be included as needed
h.Lead Town Staff Support: Assistant Town Administrator; other
Department Heads as needed
4.Appointment Process:
a.Notice soliciting letters of interest and completed applications from
residents will be posted on Town website – due January 21, 2022
b.Residents seeking to serve as at-large members will be asked to complete
new Board/Committee application form
c.Members of representative committees will be asked to submit letters of
interest
d.Select Board members appointed to serve on PPPC will individually vet all
applicants (at-large and representative members) and then make their
recommendations to the full Board in February
e.Select Board are anticipated to make all appointments by the end of
February
5.Selection Criteria:
In addition to the criteria outlined in the Select Board’s recently revised Board &
Committee Appointment Policy, Select Board members will also take into account
the following criteria in selecting members to serve on this committee:
a.Record of effective teamwork ability; able to collaborate well with others
to achieve common goals
b.Experience in community planning, municipal activities, project
management, equity and inclusion, conservation/environment, park
management, sustainability, historic preservation, recreation, public
finance, (landscape) architecture, youth services, human services,
engineering, community housing, and/or law
c.Excellent written and verbal communication skills
d.Previous volunteer service
e.Sufficient time to actively participate in meetings and take on tasks
outside of meetings
Brewster Select Board Meeting of January 31, 2022
For Your Information (FYI) Items
Item #15: FYIs
1.Brewster Low Lying Roads Project Public Workshop Flyer
2.Brewster Vision Planning Committee Survey Announcement
3.Appointments
a.Griffin Ryder – Recycling Commission
b.Katherine Scott – Recycling Commission
4.MassPRIM Summary of Plan Performance & Benefits
5.Mass Department of Environmental Protection- Notice of Responsibility
6.Open Space Committee Resignation – Thomas Kowalski
7.Eversource Electric Rate Review 2022
8.Millstone Road Public Forum Postcard
1. SELECT BOARD LIAISON SUMMARY & RECOMMENDATION TO BOARD
a. Select Board Liaison Applicant interview:
i. Interviewer name (Select Board Liaison): Mary Chaffee
ii. Interview date: N/A
b. Select Board Liaison Consultation with Committee Chair:
iii. Committee chair name: Meg Morris
iv. Consultation date: Jan. 15, 2022
v. Did committee chair also interview applicant? Select Board Liaison and
Commission Chair have had multiple interactions with DPW
Superintendent Ryder and an additional interview was not deemed
necessary.
c. Was at least 1 Brewster reference contacted: X N/A
d. Select Board Liaison Recommendation to Select Board:
i. X Recommend appointment to Recycling Commission
ii. Recommend appointment to a different role that is a better fit for
applicant qualifications.
iii. Recommend holding application for future opening.
e. Application, supplemental materials, and Appointing Authority Summary and
Recommendation are forwarded to Town Administration for action by
Appointing Authority.
2. APPOINTING AUTHORITY ACTION
a. Appointing Authority:
i. Select Board
ii. Other: ____________________
b. Appointed applicant to: Committee/Board/Commission for a
year term at a meeting held (date) .
FINAL Select Bd Appt Policy; version Oct. 28
Appendix C
SELECT BOARD COMMITTEE APPLICATION SCREENING FORM
Applicant Name Requested Committee
1. TOWN CLERK REVIEW
a. Applicant is a registered Brewster voter: Yes No
b. Date confirmed
2. SELECT BOARD LIAISON RECOMMENDATION TO SELECT BOARD
a. Select Board Liaison Applicant Interview:
i. Interviewer name (Select Board Liaison):
ii. Interview date:
b. Select Board Liaison Consultation with Committee Chair:
iii. Committee Chair name:
iv. Consultation date:
v. Did Committee Chair also interview applicant? Yes No
c. Was at least 1 Brewster reference contacted: Yes No N/A
d. Select Board Liaison Recommendation:
i. Recommend appointment.
ii. Recommend appointment to other committee that is a better fit for
applicant qualifications.
iii. Recommend holding application for future opening.
iv. Not recommended.
3. SELECT BOARD ACTION
a. At a Select Board meeting held , the Applicant was appointed to
for a term ending year term.
4. NOTIFICATION OF APPOINTEE AND TOWN CLERK
a. Date notification of appointment sent to appointee and Town Clerk:
Charles D. Baker
Governor
Karyn E. Polito
Lieutenant Governor
Kathleen A. Theoharides
Secretary
Martin Suuberg
Commissioner
This information is available in alternate format. Contact Michelle Waters-Ekanem, Director of Diversity/Civil Rights at 617-292-5751.
TTY# MassRelay Service 1-800-439-2370
MassDEP Website: www.mass.gov/dep
Printed on Recycled Paper
January 24, 2022
Mr. Daniel G. and Ms. Lisa M. Cahill
450 Gulls Way
Brewster, MA 02631
RE: BREWSTER - BWSC
Release Tracking Number: 4-0029181
450 Gulls Way
#2 Home Heating Oil Release
NOTICE OF RESPONSIBILITY
Email: the5cahills@verizon.net
THIS IS AN IMPORTANT NOTICE.
FAILURE TO TAKE APPROPRIATE ACTION IN RESPONSE
TO THIS NOTICE COULD RESULT IN SERIOUS LEGAL CONSEQUENCES.
Dear Mr. and Ms. Cahill:
The Massachusetts Department of Environmental Protection, Bureau of Waste Site Cleanup (MassDEP or
the Department) is tasked with ensuring the cleanup of oil and hazardous material (OHM) releases
pursuant to the Massachusetts Oil and Hazardous Material Release Prevention and Response Act (M.G.L.
c. 21E or Chapter 21E). The law is implemented through regulations known as the Massachusetts
Contingency Plan (310 CMR 40.0000 et seq. – the MCP). Both Chapter 21E and the MCP require the
performance of response actions to provide for the protection of harm to health, safety, public welfare
and the environment which may result from releases and/or threats of releases of OHM.
REASON FOR THIS NOTICE
On January 23, 2022 at 12:16 PM MassDEP received a call from the Brewster Fire Department regarding a
release of oil at the above referenced location. An estimated 100 gallons of #2 home heating oil was released
when oil overflowed one of two above aground storage tanks (AST’s) located in a semi enclosed concrete
storage area under the deck at a single-family residence. This release impacted a concrete floor and soil under
the concrete floor. Pursuant to 310 CMR 40.0311(3), this release requires notification to MassDEP within two
(2) hours of obtaining knowledge, and pursuant to 310 CMR 40.0412(1) this release requires that an
Immediate Response Action (IRA) be conducted.
Notice of Responsibility Page 2 of 4 Release Tracking Number 4-0029181 `
Chapter 21E and the MCP require the performance of response actions to prevent harm to health, safety,
public welfare and the environment which may result from this release and govern the conduct of such
actions. The purpose of this notice is to inform you of your legal responsibilities under State law for assessing
and/or remediating the release at this property. For purposes of this Notice of Responsibility (NOR) the terms
and phrases used herein shall have the meaning ascribed to such terms and phrases by the Chapter 21E and
the MCP unless clearly indicated otherwise.
STATUTORY LIABILITY
MassDEP has reason to believe that you (as used in this Notice, “you” and “your” refers to Mr. Daniel G. and
Ms. Lisa M. Cahill), as the current owner of the property where a release has occurred, are a Potentially
Responsible Party (PRP) with liability under M.G.L. c. 21E §5, for response action costs. Section 5 makes the
following parties liable to the Commonwealth of Massachusetts: current owners or operators of a site from
or at which there is or has been a release/threat of release of oil or hazardous material; any person who
owned or operated a site at the time hazardous material was stored or disposed of; any person who arranged
for the transport, disposal, storage or treatment of hazardous material to or at a site; any person who
transported hazardous material to a transport, disposal, storage or treatment site from which there is or has
been a release/threat of release of such material; and any person who otherwise caused or is legally
responsible for a release/threat of release of oil or hazardous material at a site.
This liability is "strict", meaning that it is not based on fault, but solely on your status as owner, operator,
generator, transporter, disposer or other person specified in M.G.L. c. 21E §5. This liability is also "joint and
several", meaning that you may be liable for all response action costs incurred at a disposal site regardless of
the existence of any other liable parties. Pursuant to M.G.L. c. 21E and the MCP the term disposal site means
anywhere OHM has come to be located.
MassDEP encourages parties with liability under M.G.L. c. 21E to take prompt and appropriate actions in
response to releases and threats of release of oil and/or hazardous materials. By taking prompt action, you
may significantly lower your assessment and cleanup costs and/or avoid liability for costs incurred by
MassDEP in taking such actions.
You may be liable for up to three (3) times all Response Action Costs incurred by MassDEP. Response Action
Costs include, without limitation, the cost of direct hours spent by MassDEP employees arranging for
response actions or overseeing work performed by persons other than MassDEP or its contractors, expenses
incurred by MassDEP in support of those direct hours, and payments to MassDEP's contractors. (For more
detail on cost liability, see 310 CMR 40.1200.)
MassDEP may also assess interest on costs incurred at the rate of twelve percent (12%), compounded
annually. To secure payment of this debt, the Commonwealth may place liens on your property in the
Commonwealth. To recover the debt, the Commonwealth may foreclose on these liens or the Attorney
General may bring legal action against you.
In addition to your liability for up to three (3) times all Response Action Costs incurred by MassDEP, you may
also be liable to the Commonwealth for damages to natural resources caused by the release. Civil and
criminal liability may also be imposed under M.G.L. c. 21E, § 11, and civil administrative penalties may be
imposed under M.G.L. c. 21A, § 16 for each violation of M.G.L. c. 21E, the MCP, or any order, permit or
approval issued thereunder.
Notice of Responsibility Page 3 of 4 Release Tracking Number 4-0029181 `
By taking prompt actions you may also avoid the imposition of, the amount of or reduce certain annual
compliance assurance fees payable under 310 CMR 4.00.
You should be aware that you may have claims against third parties for damages, including claims for
contribution or reimbursement for the costs of cleanup. Such claims do not exist indefinitely but are governed
by laws which establish the time allowed for bringing litigation. MassDEP encourages you to take any action
necessary to protect any such claims you may have against third parties.
If you are a responsible party and you have reason to believe that your performance of the necessary
response actions is beyond your technical, financial or legal ability, you should promptly notify the
Department in writing of your inability in accordance with MGL c. 21E, subsection 5(e), and 310 CMR 40.0172.
If you assert or demonstrate in compliance therewith that performing or paying for such response action is
beyond your ability, subsection 5(e) provides you with a limited defense to an action by the Commonwealth
for recovery of two to three times the Department’s response action costs and 310 CMR 40.0172 provides
you with a limited defense to the Department’s assessment of civil administrative penalties.
Please refer to M.G.L. c. 21E for a complete description of potential liability.
ORALLY APPROVED IMMEDIATE RESPONSE ACTION
As outlined above, and pursuant to 310 CMR 40.0412(1), this release requires that an IRA be conducted. At
the time of oral notification to MassDEP, the following response actions were approved as an IRA:
• Continued assessment.
• Deployment of absorbent/containment materials.
• Removal of other contaminated media.
All Remediation Waste generated must be properly stored/handled and disposed as soon as possible and,
in all cases, within 120 days from the date of generation per 310 CMR 40.0030.
ADDITIONAL ACTIONS REQUIRED
Additional submittals are necessary relative to this notification including, but not limited to, a written IRA
Plan, IRA Completion Statement and/or a Permanent or Temporary Solution Statement. The MCP requires
that a fee of $1,470.00 be submitted to MassDEP when a Permanent Solution Statement is filed greater
than 120 days from the date of initial notification.
Specific approval is required from MassDEP for the implementation of most IRAs pursuant to 310 CMR
40.0420. Release Abatement Measures (RAMs) may not be conducted until a RAM Plan is submitted pursuant
to 310 CMR 40.0443. Assessment activities, the construction of a fence and/or the posting of signs are actions
that are exempt from this approval requirement.
Notice of Responsibility Page 4 of 4 Release Tracking Number 4-0029181 `
In addition to oral notification, 310 CMR 40.0333 requires that a completed Release Notification Form (BWSC-
103) be submitted to MassDEP within sixty (60) calendar days of January 23, 2022.
You must employ or engage a Licensed Site Professional (LSP) to manage, supervise or perform the necessary
response actions to address this release/threat of release. You may obtain a list of the names and addresses
of these licensed professionals from the Board of Registration of Hazardous Waste Site Cleanup Professionals
by calling (617) 556-1091 or visiting http://www.state.ma.us/lsp. MassDEP records indicate that Mr. David
Bennett of Bennett Environmental is the LSP of Record.
Unless otherwise provided by MassDEP, potentially responsible parties (PRPs) have one year from the initial
date of notification to MassDEP of a release, pursuant to 310 CMR 40.0300, or from the date MassDEP issues
a Notice of Responsibility, whichever occurs earlier, to file with MassDEP one of the following submittals: (1)
a completed Tier Classification Submittal; (2) a Permanent or Temporary Solution Statement or, if applicable,
(3) a Downgradient Property Status. The deadline for either of the first two submittals for this release is
January 23, 2023.
This release shall not be deemed to have had all the necessary and required response actions taken unless
and until all substantial hazards presented by the release have been eliminated and a level of No Significant
Risk exists or has been achieved in compliance with Chapter 21E and the MCP. The MCP requires persons
undertaking response actions to address a release to submit to MassDEP a Permanent Solution Statement
prepared by an LSP in accordance with 310 CMR 40.1000 upon determining that a level of No Significant Risk
already exists or has been achieved relative to the release.
If you have any questions relative to this Notice, please contact Mr. Raymond Reimold at the letterhead
address or at (508) 946-2852. All future communications regarding this release must reference the following
Release Tracking Number: 4-0029181.
Sincerely,
Dan Crafton, Chief
Emergency Response Section
Bureau of Waste Site Cleanup
ec: Board of Health
Board of Selectmen
Fire Department
LSP David Bennett, Bennett Environmental
DEP-SERO - Data Entry
Archive d: Wednesday, January 26, 2022 4:34:02 PM
From: Goldstein, Ronit
Se nt: Wed, 26 Jan 2022 17:41:43 +0000ARC
To: Peter Lombardi
Subje ct: MA Rate Review
Se ns itivity: Normal
Attachme nts :
FINAL Rate Review Fact Sheet.pdf;
Good afte rnoon Pe ter,
Evers ource cus tomers in Mas s achus etts benefit from a s afe, internationally rated, top-tier electric system that enables us to meet our cus tomers ’
energ y needs . At Evers ource, we are proud of the highly reliable s ervice we provide to res idents , bus iness es, and communities of Mas s achus etts , and
the leaders hip role we take in preparing for Mas s achus etts ’ energ y future.\u8239
Delivering on thes e commitments requires significant and s us tained inves tment in our s ys tem.\u8239 Evers ource has s ubmitted propos als to the
Mas s achus etts Department of Public Utilities (DPU) to s upport this continued inves tment, which will be reviewed throughout 2022.\u8239 We are
s ens itive to this inves tment’s impact on customers and have worked to limit that impact as much as poss ible.
The inves tment plan in place today was implemented in January 2018 and expires at the end of 2022. We need approval from the DPU to extend the
plan to enable us to continue making investments in a reliable and res ilient s ys tem.
New rates would take effect in January 2023, if approved.
For more information vis it Evers ource.com for updates .
Als o, pleas e s ee attached fact s heet.
As always , pleas e feel free to reach out to me with any ques tions .
Warm regards ,
Ronit
Ronit Goldstein
Community Re l ati ons and Economi c Development
Cell: 617-966-8459
247 Station Dri ve, Yarmouth
We stwood, MA 02090
Thi s electronic me ssage contains i nformation from Eversource Energy or its affi l i ate s that may be confi dential, propri e tary or othe rwi se protecte d from
disclosure . The information i s intended to be used sol e l y by the recipient(s) name d. Any views or opinions expressed i n thi s message are not necessarily
those of Eversource Energy or its affi l i ates. Any disclosure , copyi ng or di stri bution of this me ssage or the taking of any acti on base d on i ts contents, othe r than
by the inte nde d re ci pi e nt for its intended purpose, i s strictl y prohibite d. If you have receive d thi s e-mail i n error, ple ase notif y the se nde r i mme di ate l y and
delete it from your system. Emai l transmission cannot be guaranteed to be error-free or se cure or free from viruses, and Eve rsource Ene rgy di scl aims all
liabi l i ty for any re sul ting damage, errors, or omissi ons.
Where can I find more
information about Eversource’s 2022
Rate Review?
Customer can see more
information in the “My Account”
section of Eversource.com.
* Institute of Electrical and Electronics Engineers
Eversource customers in Massachusetts benefit from a safe,
internationally rated (IEEE*) top-tier electric system that enables
us to meet our customers’ energy needs. At Eversource, we are proud
of the highly reliable service we provide to residents, businesses,
and communities of Massachusetts; and the leadership role we take
in preparing for Massachusetts’ energy future.
Delivering upon these commitments requires significant and sustained
investment in our system. Eversource has submitted proposals
to support this investment through an extension of the existing
Performance Based Ratemaking (PBR) Plan, which will be reviewed by
the Massachusetts Department of Public Utilities (MDPU) throughout
2022. A Rate Review is a regulatory proceeding described on the right.
@eversourceenergy
Follow Eversource on twitter,
Facebook and Instagram
What is a “rate review?”
In Massachusetts, a rate case is the
regulatory proceeding conducted
by the Department of Public Utilities,
DPU, to review a utility’s proposal
to adjust rates.
STEP ONE
The Utility files a Notice with the DPU
indicating that it intends to file a rate
case. The Utility can file 30 days after
this notice. Eversource filed its notice
on November 17, 2021.
STEP TWO
The Utility determines the revenue
deficiency, which is the amount of
money the company is collecting in
rates versus the amount of money that
is required for its investments and
Operational & Maintenance costs.
STEP THREE
A Utility conducts a “Cost of Service
Study” (COSS) to determine costs to
provide service to dierent types of
customers, such as residential, small
business, and commercial and
industrial customers.
STEP FOUR
A detailed rate case is filed with
the DPU. This filing proposes rate
adjustments by customer type, using
the Cost of Service Study. Eversource
filed a detailed rate case with the DPU
on January 14, 2022.
STEP FIVE
DPU issues a notice for Eversource’s
Rate Case and schedules public
hearings to provide feedback on
the rate case proposal.
STEP SIX
The DPU conducts a comprehensive
review of the rate case and issues a
ruling within 10 months. The review
process includes several days of
hearings.
Why is Eversource filing its request for extension of the PBR Plan now?
Our current PBR Plan was implemented in January 2018 and expires at the end of
2022. We need approval from the MDPU to extend the plan to enable us to continue
making investments in a reliable and resilient system.
How has the PBR Plan benefitted customers?
PBR has enabled investments that provide direct and measurable customer
benefits, including:
– Rate stability. Annual rate adjustments under PBR allow us to avoid large and
unpredictable base-rate increases, providing customers with rate stability.
– Cost containment: Over the past five years, we have held our non-storm
related operating and maintenance expenses to the 2017 test year level.
– Performance. System investments made since PBR was implemented have
significantly increased customer satisfaction and improved the customer
experience. A few data points:
• Reliability is strong. We remain a top performer in the industry
as measured in Months Between Interruption (MBI).
• We have reduced the duration of outages by 7 percent as measured
by the System Average Interruption Duration Index (SAIDI).
• We’ve reduced the number of customers
per outage by 31 percent through improved segmentation of circuits.
• We removed more than 100,000 hazard trees from our system,
eliminating a major cause of outages.
• Our J.D. Power scores – an independently conducted gauge
of customer satisfaction – have increased by 10 percent.
• Digital engagement by customers has increased 6 percent.
Electric Rate Review 2022
FACT SHEET
Rate Review Process
If approved, Eversource will have the ability
to continue to provide superior service for
our customers through:
– Continued improvement of system
reliability, flexibility, and resiliency.
– Meet customer expectations during
storm events.
– Support our customers’ growing
electricity needs and electrification
abilities into the future and boost electric
innovations such as electric vehicles.
– Facilitate customers’ interconnections to
our grid using clean energy technologies.
New rates would take eect in January 2023, if approved.
What will customers see on their bill?
If approved, on Jan.1, 2023, Eversource expects an average
residential bill to increase by about 5.3% or approximately $6.89.
Increases to individual customers will vary based on location, the
rate they are on, amount of electricity used, and weather conditions.
Future investment plans:
We plan to continue investments to make
our system more flexible and resilient, while
preparing for increased electrification as
Massachusetts acts to reduce its carbon
emissions. Examples of future investment
areas include:
• Infrastructure to strengthen our system
to support increased electrification
(including growth in electric vehicle
charging).
• Targeted battery energy storage
applications, which backstop the
reliability of the system while major
projects are under development.
• Implementation of our advanced
metering infrastructure (AMI) tari,
beginning with the implementation
of a new customer information system.
• Enterprise-wide information technology
(IT) investments to support outage
reporting and analytics, improving
our vitally important storm response.
• Additional automated switching
capability to reduce length of outages.
• Additional circuit rebuilds and upgrades,
segmenting, and circuit ties.
Electric Rate Review 2022
FACT SHEET
SOLARDISTRIBUTION
5,000,000,000
5,750,000,000
6,500,000,000
7,250,000,000
8,000,000,000
D.P.U. 17-05 2017 2018 2019 2020
EVERSOURCE MAINTAINED O&M,
WHILE INCREASING INVESTMENT
Distribution O&M
($, millions)
250
320
390
D.P.U. 17-05 20172016 2018 2019 2020
Significant Distribution system investments while ensuring rate continuity and stability
for customers. The Distribution portion of the bill is approximately 30% of the total bill.
OTHER BILL COMPONENTS
ENERGY SUPPLY, TRANSMISSION, STATEMANDATED POLICIES
DISTRIBUTION
TYPICAL BILL OF RESIDENTIAL CUSTOMER $
RESIDENTIAL R1 AVERAGE BILL: 500 KWH
The Town of Brewster has been developing plans for road improvements on Millstone Road
since 2017. Project goals include improving safety for vehicles, pedestrians, and bicyclists
and providing better connections to other transportation networks and community
amenities. After reaching the 75% design stage in Fall 2020, work on this proposed project
was temporarily suspended in Spring 2021. The Town will be holding a fourth public forum
on Thursday February 17, 2022 at 6PM-8PM to give a status update on the project and
provide residents with an opportunity to ask questions and make comments (please see
virtual meeting log in information below). Additional information regarding the Project can
be found on the Town website at the following address: https://www.brewster-
ma.gov/millstone-road-improvement-project.
Virtual Meeting Information:
https://us02web.zoom.us/j/83913461297?pwd=RUl5VmsrRXhHOHZMbzZMNXJHZmJ3dz09
Webinar ID: 839 1346 1297
US: +1 312 626 6799 or +1 929 436 2866 Passcode: 539760