HomeMy Public PortalAboutSelect Board Meeting Packet - 07.27.22Town of Brewster Select Board
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SELECT BOARD MEETING AGENDA
'/"!runiiu,ili \\\" Ellsworth Pavilion, 1000 Freernans Way, Brewster, MA
• July 27, 2022 at 8:30 AM
Select Board
David Whitney
Chair
Edward Chatelain
Vice Chair
Kari Hoffmann
Clerk
Mary Chaffee
Cynthia Bingham
Town
Administrator
Peter Lombardi
Assistant Town
Administrator
Donna Kalinick
Project Manager
Conor Kenny
Executive Assistant
Erika Mawn
1. Call to Order
2. Declaration of a Quorum
3. Review of FY22-23 Select Board Strategic Plan, Discussion of Progress Made on Priority
Goals and Feedback from Staff and Town Board/Committtees on Potential
Changes/Additions, and Identification of FY23-24 Consensus Goals
4. Matters Not Reasonably Anticipated by the Chair
5. Next Meetings: August 8 and August 22, 20222
6. Adjournment
Date Posted:
07/ 22/ 2022
Date Revised: Received by Town Clerk:
Wednesday July 27, 2022
8:30 – 8:45 Opening Remarks & Overview
8:45 – 9:15 Sea Camps
9:15 – 10:15 Community Infrastructure
10:15 – 11:15 Governance
11:15 – 12:00 Community Character
12:00 – 12:30 Lunch
12:30 – 1:15 Water Resources
1:15 – 1:45 Housing
1:45 – 2:15 Local Economy
2:15 – 2:45 Coastal Management
2:45 – 3:15 Open Space
3:15 – 3:30 Recap & Next Steps
2022 Brewster Select Board Annual Retreat
Development of FY23-24
Select Board Strategic Plan
Goals of Annual Retreat
Using last year’s (FY22-23) Strategic Plan as a starting point…
•Continue to coordinate all of our initiatives;
•Clearly identify consensus priority goals that are generally
consistent with both the Vision Plan and draft Local
Comprehensive Plan (LCP) and reasonably attainable within
the next two years;
•Communicate priorities to all stakeholders and use plan to
focus our collective efforts across the organization.
2022 Brewster Select Board Annual Retreat
Development of FY23-24
Select Board Strategic Plan
Our Process
•Solicit feedback from all boards and committees (through their respective Chairs) and all Department Heads regarding progress on FY22-23 priority goals and suggested changes/additions
•Reference Vision Planning Committee status report on implementation of Vision Plan (~100 action items completed from 2019-2021) & draft LCP Action Items
•Goals remain organized under the 8 Vision Plan Building Blocks
•Should last year’s Sea Camps block remain?
•Should we add the two new building blocks from the LCP (Solid Waste Management and/or Climate Mitigation & Adaptation)?
•Should we try to more evenly distribute goals across both FYs?
2022 Brewster Select Board Annual Retreat
Recap of FY22-23
Select Board Strategic Plan
•33 consensus goals identified (8 less than FY21-22), including:
•18 for FY22
•13 in FY22-23
•Remaining 2 for FY23
•21 similar goals carried over from previous plan
•12 new goals, including 6 related to the Sea Camps
•More than 1/2 are referenced in the Vision Plan (noted with asterisk*)
•Did not identify shortlist of high-priority goals (change from previous year)
•Primary responsible parties and key stakeholders assigned to each goal
•Progress on each goal from last year’s plan is represented as:
•significant/complete in green
•sufficient/partially complete in orange
•insufficient/planned for FY23 in red
2022 Brewster Select Board Annual Retreat
Managing Expectations &
Organizational Capacity
2022 Brewster Select Board Annual Retreat
•Recently updated Housing Production Plan includes 22
implementation strategies over the next 5 years
•Recently released draft Local Comprehensive Plan includes 110
Action Items to be accomplished in next 5-10 years
•Many recommendations from Hazard Mitigation Plan, Municipal
Vulnerability Preparedness Plan, Coastal Resource Management
Plan, and Open Space & Recreation Plan remain outstanding
•Recently completed Department Head performance evaluations
resulted in ~100 goals for FY23 (many of which are more
operational - not explicitly identified in recent strategic plans)
Managing Expectations &
Organizational Capacity
2022 Brewster Select Board Annual Retreat
•Faced with convergence of numerous major infrastructure projects coming online in the next 2+ years:
•Drummer Boy Park improvements (Phases I & II)
•New Wing Island boardwalk
•Millstone Road improvements
•Long Pond Boat Ramp upgrade
•Stony Brook Millsite fishways improvements
•Freeman’s Pond Culvert upgrades
•Stony Brook School HVAC upgrades
•Captains Golf Course HVAC upgrades
•Millstone Road Community Housing
•Water Quality Projects
•Sea Camps Projects
•Ladies Library Renovation?
8:45 - 9:15 Sea Camps
Status of FY22-23 Goals (1 of 2)
•Seek to acquire Sea Camps properties for public access and use,
including property inspections and all necessary coordination with
legal counsel and relevant consultants*
•Complete building inventories and develop/implement short-term
property management plan
•Develop charge and appoint Sea Camps Comprehensive Plan
Advisory Committees
2022 Brewster Select Board Annual Retreat
8:45 – 9:15 Sea Camps
Status of FY22-23 Goals (2 of 2)
•Determine interim public access/use plans and implement as soon as possible*
•Develop Scope of Work for Comprehensive Plans (to include analyses of both Sea Camps parcels as well as Town Hall, Council on Aging, Eddy School, Spruce Hill, and Robinson properties), engage the services of an interdisciplinary team of professionals to assist the committees, and launch community planning processes*
•Continue to explore potential short- and long-term partnerships that may mitigate acquisition costs or operating expenses and may provide enhanced services, programs, or amenities to residents*
2022 Brewster Select Board Annual Retreat
8:45 – 9:15 Sea Camps
Suggested Changes/Additions for FY23-24
•Complete discovery phase, including building inventories/
assessments and implement interim property management plan
•Continue to develop/refine and implement interim public
access/use plan
•Launch community planning process, engage residents and
stakeholders, determine support for constructing new
community center on bay property, and develop long-term
comprehensive plans
2022 Brewster Select Board Annual Retreat
9:15 – 10:15 Community Infrastructure
Status of FY22-23 Goals (1 of 2)
•Complete Hazard Mitigation Plan*
•Complete comprehensive assessment of Captains Golf
operations, finances, and capital needs, and determine feasibility
of transitioning to enterprise fund
•Complete School Consolidation Feasibility Study and work with
key stakeholders to determine appropriate next steps in
coordination with Sea Camps Master Planning process
2022 Brewster Select Board Annual Retreat
9:15 – 10:15 Community Infrastructure
Status of FY22-23 Goals (2 of 2)
•Solicit resident feedback on Millstone Road project and develop
Road Capital Prioritization Plan*
•Continue hydration station installation project
•Develop net zero energy roadmap
2022 Brewster Select Board Annual Retreat
9:15 – 10:15 Community Infrastructure
Suggested Changes/Additions for FY23-24 (1 of 3)
•Determine support for advancing proposed Library Renovation
project and develop planned approach to financing and
managing project as needed
•Complete Millstone Road Improvement Project final design and
permitting and create Roadway Capital Prioritization Plan
•Develop policy to clarify Town services on private roads and
consider potential amendments to private road betterment
bylaw
2022 Brewster Select Board Annual Retreat
9:15 – 10:15 Community Infrastructure
Suggested Changes/Additions for FY23-24 (2 of 3)
•Identify needs and develop long-term plan for replacement/
upgrades of Town infrastructure, including buildings/facilities as
well as beaches, landings, and other (non-building or road)
structural elements
•Complete site assessment of Public Works and Recycling Center
and DPW property and facilities
•Conduct a Needs Assessment Survey of our age 45+ population
and develop FY24-28 COA (Age Friendly) Community Action Plan
2022 Brewster Select Board Annual Retreat
9:15 – 10:15 Community Infrastructure
Suggested Changes/Additions for FY23-24 (3 of 3)
•Work with school officials to clarify process and timeline of next
steps regarding results of Elementary School Consolidation
Feasibility Study, especially in relation to other potential capital
investments
•Develop updated staffing and committee model that reflects the
Town’s commitment to advancing energy, climate change, and
resiliency initiatives in a coordinated and comprehensive manner
2022 Brewster Select Board Annual Retreat
10:15 – 11:15 Governance
Status of FY22-23 Goals (1 of 3)
•Enhance school budget information and clarity by working
diligently with the Nauset Regional School Committee, new
Nauset Regional School Administration, Brewster School
Committee, and Brewster Finance Committee
•Launch new, more user-friendly Town website*
•Develop and adopt new Select Board Policy on Board/Committee
Appointments
2022 Brewster Select Board Annual Retreat
10:15 – 11:15 Governance
Status of FY22-23 Goals (2 of 3)
•Determine merits of making longer-term changes to traditional municipal service models, including extent of continued expanded remote participation in committee meetings –
applying lessons learned from pandemic
•Continue to implement Vision Plan and develop Local
Comprehensive Plan*
•Develop and launch new operating and capital budget platform
to improve accessibility and transparency of Town finances*
2022 Brewster Select Board Annual Retreat
10:15 – 11:15 Governance
Status of FY21-22 Goals (3 of 3)
•Support new Human Resource Department in: 1. Implementing
findings from HR audit 2. Continuing to monitor and support
employee wellness 3. Creating programs to recognize Town
volunteers for their service to the community 4. Examining need
to increase organizational capacity in certain key areas to meet
expanding service and project demands*
•Develop and implement comprehensive strategy regarding use
of American Rescue Plan Act funds
2021 Brewster Select Board Annual Retreat
10:15 – 11:15 Governance
Suggested Changes/Additions for FY23-24 (1 of 3)
•Finalize, adopt, and implement Local Comprehensive Plan and
monitor progress
•Establish and communicate budget expectations to School
officials based on the Town’s current financial capacity and long-
term fiscal sustainability
•Develop and launch capital budget and other transparency
features of new online platform to improve accessibility of Town
finances
2022 Brewster Select Board Annual Retreat
10:15 – 11:15 Governance
Suggested Changes/Additions for FY23-24 (2 of 3)
•Successfully launch new Town website, develop preferred
enhancements to current communications model, and identify
appropriate staffing approach to implement
•Develop and implement a standard employee onboarding and
orientation program and draft an employee handbook
•Refine and implement a standard employee separation process
2022 Brewster Select Board Annual Retreat
10:15 – 11:15 Governance
Suggested Changes/Additions for FY23-24 (3 of 3)
•Establish a process to revise the Brewster Town seal
•Evaluate potential amendments to noise bylaw and/or
reasonable entertainment license restrictions
•Continue support of the Fire/Rescue Department’s Five-Year
Strategic Plan, staffing study, and related federal/state grant
applications
•Develop BFD strategic personnel funding plan to meet growing
community infrastructure and service needs (potential for 4 new
positions)
2022 Brewster Select Board Annual Retreat
11:15 – 12:00 Community Character
Status of FY22-23 Goals
•Develop 5-year Community Preservation Plan soliciting input
from key stakeholders, consider potential changes to fund
allocation formula, and establish a framework for vetting
regional project funding requests
•Identify and examine potential local tax relief policy options*
•Provide education and training to Town officials and residents
about issues of diversity, equity, and inclusion
2022 Brewster Select Board Annual Retreat
11:15 – 12:00 Community Character
Suggested Changes/Additions for FY23-24
•Adopt and implement 5-year Community Preservation Plan and
seek adoption of proposed bylaw amendments to support
maximum flexibility to fund projects to meet community needs
•Identify and evaluate benefits of introducing/expanding targeted
local tax relief options
•Complete sociodemographic study to inform next steps in
crafting and advancing diversity, equity, and inclusion initiatives
•Explore establishing a Village Center and/or activity centers and
potential uses and related zoning considerations
2022 Brewster Select Board Annual Retreat
12:30 – 1:15 Water Resources
Status of FY22-23 Goals
•Develop clear timeline/plan for moving water quality initiatives
forward and evaluate Town benefits of participating in Cape Cod
and Islands Water Protection Fund*
•Develop and propose stormwater management bylaw (MS4
permit)*
2022 Brewster Select Board Annual Retreat
12:30 – 1:15 Water Resources
Suggested Changes/Additions for FY23-24
•Reassess approach to IWRMP based on DEP’s proposed changes to Title V regulations
•Expand support for water quality and wastewater initiatives including continuing collaboration with non-Town stakeholders
and adding new Town staffing as needed
•Convene Comprehensive Water Quality Planning &
Implementation Task Force to develop updated plan and timeline for advancing integrated water quality initiatives
•Continue to educate public about new stormwater bylaw and consider refinements as needed
2022 Brewster Select Board Annual Retreat
1:15 – 1:45 Housing
Status of FY22-23 Goals
•Identify Affordable Housing Trust operating/capital needs and
develop funding plan*
•Complete Housing Production Plan*
•Develop affordable housing off Millstone Road*
2022 Brewster Select Board Annual Retreat
1:15 – 1:45 Housing
Suggested Changes/Additions for FY23-24 (1 of 2)
•Develop a five-year financial plan for the BAHT and determine
whether additional funding streams should be explored
•Based upon the BAHT five-year financial plan, explore other
funding opportunities to support housing initiatives at a range of
income levels
•Continue to provide support services to residents, especially
CDBG housing rehabilitation and childcare vouchers with
Brewster as the lead community
2022 Brewster Select Board Annual Retreat
1:15 – 1:45 Housing
Suggested Changes/Additions for FY23-24 (2 of 2)
•Work to identify priority strategies and begin implementing Housing Production Plan
•Review zoning and make changes that allow for the creation of more types of housing
•Re-evaluate ADU and ADCU bylaws & explore amendments to streamline these provisions or improve their efficacy
•Explore potential municipal and private properties that would be suitable for housing and building re-use
•Encourage ‘universal design’ in all new housing development initiatives
2022 Brewster Select Board Annual Retreat
1:45 – 2:15 Local Economy
Status of FY22-23 Goals
•Launch electronic permitting platform*
•Host semi-annual roundtable with Town officials, Chamber of
Commerce, and local business community to build on increased
outreach and communication developed during pandemic*
2022 Brewster Select Board Annual Retreat
1:45 – 2:15 Local Economy
Suggested Changes/Additions for FY23-24
•Identify and provide necessary staffing and financial supports to
effectively implement electronic permitting and invest in phased
digitization of Town records
•Leverage Town’s status as Green Community to partner with the
Chamber to market Brewster as an eco-friendly destination
•Develop Guide to Doing Business in Brewster
2022 Brewster Select Board Annual Retreat
2:15 – 2:45 Coastal Management
Status of FY22-23 Goals
•Complete design and permitting of Wing Island boardwalk*
2022 Brewster Select Board Annual Retreat
2:15 – 2:45 Coastal Management
Suggested Changes/Additions for FY23-24
•Consider merits of Cape Cod Commission model bylaw(s) and
potential implementation
2022 Brewster Select Board Annual Retreat
2:45 – 3:15 Open Space
Status of FY22-23 Goals
•Seek adoption of Drummer Boy Park Master Plan, develop
Management Plan, and implement both (in phases) in
coordination with Wing Island boardwalk project*
•Consider need for and structure of new Parks & Recreation
Department responsible for management of Drummer Boy Park,
Sea Camps, and other existing recreational amenities/programs
2022 Brewster Select Board Annual Retreat
2:45 – 3:15 Open Space
Suggested Changes/Additions for FY23-24
•Complete design and implement updated Drummer Boy Park
Master Plan Phase I improvements in coordination with Wing
Island Boardwalk project
•Evaluate need for and structure of alternative service models to
best manage new/enhanced public amenities at Drummer Boy
Park, Sea Camps, Dog Park, and other recreational facilities
•Develop standard criteria and update process to evaluate
potential land acquisitions
2022 Brewster Select Board Annual Retreat
Next Steps
•Town Administration will assemble a summary document for the
Board’s consideration for adoption, providing more detail
regarding responsible parties and anticipated timelines
•Board will review, discuss, and adopt final updated Plan at
upcoming meeting (TBD)
•Once formally adopted, the Plan will be distributed to all
boards/committees and staff, and will also be posted on the homepage of the Town’s website
•Select Board agendas will frequently include goals for discussion, action, and/or status updates to ensure we maintain focus
•Iterative annual process that will be aligned with LCP as adopted
2022 Brewster Select Board Annual Retreat
FY22-23 Select Board Strategic Plan
FINAL 10.18.21
Vision Building Block Goal #Goal Description Timeline Vision Plan FY21-22 SB Plan Primary Responsible Party Other Key Stakeholders
Cape Cod Sea Camps SC-1 Seek to acquire Sea Camps properties for public access and use, including property inspections and
all necessary coordination with legal counsel and relevant consultants
FY22 X Town Administration Select Board; Finance Team
SC-2 Complete building inventories and develop/implement short-term property management plan FY22 Town Administration Public Safety Team; Human Resources
SC-3 Develop charge and appoint Sea Camps Comprehensive Plan Advisory Committees FY22 Town Administration & Select
Board N/A
SC-4 Determine interim public access/use plans and implement as soon as possible FY22 X Town Administration & Select
Board
Sea Camps Comprehensive Plan Advisory
Committees & Staff Liaisons
SC-5 Develop Scope of Work for Comprehensive Plans (to include analyses of both Sea Camps parcels as
well as Town Hall, Council on Aging, Eddy School, Spruce Hill, and Robinson properties), engage the
services of an interdisciplinary team of professionals to assist the committees, and launch
community planning processes
FY22-23
X Town Administration & Select
Board
Sea Camps Comprehensive Plan Advisory
Committees & Staff Liaisons
SC-6 Continue to explore potential short- and long-term partnerships that may mitigate acquisition
costs or operating expenses and may provide enhanced services, programs, or amenities to
residents
FY22-23
X Town Administration & Select
Board
Sea Camps Comprehensive Plan Advisory
Committees & Staff Liaisons
Community Character CC-1 Develop 5-year Community Preservation Plan soliciting input from key stakeholders, consider
potential changes to fund allocation formula, and establish a framework for vetting regional
project funding requests FY22 X Community Preservation
Committee
Select Board; Finance Committee; Open
Space Committee; Affordable Housing Trust;
Historical Commission; Recreation
Commission
CC-2 Identify and examine potential local tax relief policy options
FY22-23 X X Tax Relief Working Group
Select Board; Finance Committee; Board of
Assessors; Brewster Association of Part-Time
Residents
CC-3 Provide education and training to Town officials and residents about issues of diversity, equity, and
inclusion FY22-23 X Town Administration & Select
Board
Affordable Housing Trust; All Citizens Access
Committee; Police Chief; Human Resources
Open Space OS-1 Seek adoption of Drummer Boy Park Master Plan, develop Management Plan, and implement both
(in phases) in coordination with Wing Island boardwalk project FY22-23 X X Town Administration
Select Board; Drummer Boy Park Advisory
Committee; Department of Natural
Resources; Recreation Department;
Department of Public Works
OS-2 Consider need for and structure of new Parks & Recreation Department responsible for
management of Drummer Boy Park, Sea Camps, and other existing recreational
amenities/programs
FY23 Town Administration
Select Board; Recreation Commission & Dept;
Natural Resources Commission & Dept;
Department of Public Works
Housing H-1 Identify Affordable Housing Trust operating/capital needs and develop funding plan FY22 X X Affordable Housing Trust &
Finance Team Select Board; Finance Committee
H-2 Complete Housing Production Plan
FY22 X X Housing Coordinator
Town Administration; Housing Partnership;
Affordable Housing Trust; Select Board;
Planning Board
H-3 Develop affordable housing off Millstone Road
FY22-23 X X Affordable Housing Trust
Select Board; Community Preservation
Committee; Town Administration; Housing
Coordinator
Local Economy LE-1 Launch electronic permitting platform FY22 X X Town Administration IT Director; Building Dept; Health Dept;
Planning Dept
LE-2 Host semi-annual roundtable with Town officials, Chamber of Commerce, and local business
community to build on increased outreach and communication developed during pandemic FY22 X Town Administration Select Board
Coastal Management CM-1 Complete design and permitting of Wing Island boardwalk FY22-23 X X Town Administration Natural Resources Commission & Dept
1
FY22-23 Select Board Strategic Plan
FINAL 10.18.21
Vision Building Block Goal #Goal Description Timeline Vision Plan FY21-22 SB Plan Primary Responsible Party Other Key Stakeholders
Water Resources WR-1 Develop clear timeline/plan for moving water quality initiatives forward and evaluate Town
benefits of participating in Cape Cod and Islands Water Protection Fund FY22 X X Water Quality Working Group Select Board
WR-2 Develop and propose stormwater management bylaw (MS4 permit)FY22 X X Stormwater Working Group Planning Board; Select Board
Community Infrastructure CI-1 Complete Hazard Mitigation Plan
FY22 X X Town Administration
Planning Board & Dept; Dept of Public Works;
Natural Resources Dept; Water Dept; Fire
Dept; Health Dept; Water Dept; Building Dept
CI-2 Complete comprehensive assessment of Captains Golf operations, finances, and capital needs, and
determine feasibility of transitioning to enterprise fund FY22 X Finance Team Select Board; Golf Commission & Dept;
Finance Committee
CI-3 Complete School Consolidation Feasibility Study and work with key stakeholders to determine
appropriate next steps in coordination with Sea Camps Master Planning process FY22-23 X Nauset School Officials
Town Administration; Select Board; Sea
Camps Comprehensive Plan Advisory
Committees & Staff Liaisons
CI-4 Solicit resident feedback on Millstone Road project and develop Road Capital Prioritization Plan FY22-23 X X Town Administration & Dept of
Public Works Select Board; Capital Planning Committee
CI-5 Continue hydration station installation project FY22-23 Town Administration Select Board; Recycling Committee; Water
Commission & Dept; Facilities Manager
CI-6 Develop net zero energy roadmap FY23 Town Administration Energy Committee & Manager; Facilities
Manager
Governance G-1 Enhance school budget information and clarity by working diligently with the Nauset Regional
School Committee, new Nauset Regional School Administration, Brewster School Committee, and
Brewster Finance Committee FY22 X Select Board & Finance
Committee
Nauset Regional School Committee; Brewster
School Committee; Nauset School
Administration; Town Administration;
Finance Team
G-2 Launch new, more user friendly Town website FY22 X X Website Working Group Town Administration
G-3 Develop and adopt new Select Board Policy on Board/Committee Appointments FY22 Select Board Town Administration
G-4 Determine merits of making longer-term changes to traditional municipal service models, including
extent of continued expanded remote participation in committee meetings – applying lessons
learned from pandemic
FY22 X Town Administration Select Board; Dept Heads
G-5 Continue to implement Vision Plan and develop Local Comprehensive Plan
FY22-23 X X Vision Planning Committee
Planning Board; Town Planner; Select Board;
Town Administration; Affordable Housing
Trust; Open Space Committee
G-6 Develop and launch new operating and capital budget platform to improve accessibility and
transparency of Town finances FY22-23 X X Finance Team Select Board; Finance Committee
G-7 Support new Human Resource Department in: 1. Implementing findings from HR audit 2.
Continuing to monitor and support employee wellness 3. Creating programs to recognize Town
volunteers for their service to the community 4. Examining need to increase organizational
capacity in certain key areas to meet expanding service and project demands
FY22-23 X X Town Administration Select Board; Human Resources
G-8 Develop and implement comprehensive strategy regarding use of American Rescue Plan Act funds FY22-23 Town Administration Finance Team; Select Board
2
BREWSTER’S LOCAL
COMPREHENSIVE PLAN 2022
Draft Action Plan
Prepared by: The Brewster Vision Planning Committee
July 2022
1
COMMUNITY CHARACTER
GOAL: Sustain and foster Brewster's historic and archeological values, rural nature, small town feel, and socially inclusive
spirit and vitality
PURPOSE 1: Provide social opportunities and services for
all
Actions:
● Expand and enhance service programming for all,
including recreational opportunities in a multi-
generational community center, and at the former Sea
Camps Bay and Long Pond properties.
● Identify, develop, and support new services as needed,
building on diversity, equity, and inclusion.
● Ensure that school facilities and activities meet the needs
of young families.
● Increase accessibility to all Town activities and facilities.
● Evaluate providing financial support for Pre-K to attract
and retain young families.
PURPOSE 2: Maintain the Town’s historic heritage and
style
Actions:
● Support existing regulations and educate public on
building design along Rt. 6A to preserve historic character.
● Consider sensitivity to historic nature in development of
Town projects.
● Investigate the need for a Demolition Delay Bylaw and
implement if supported.
PURPOSE 3: Maintain the Town’s small-town feel and
scale through appropriate development
Actions:
● Explore the establishment of a Town Center and/or
activity centers (Village Business Zones) and potential
uses.
● Consider land use tools to manage the development of a
Town Center and/or activity centers.
● Review mixed use potential in a Town Center and/or
activity centers with parking considerations and a plan for
walkable and bike able use.
2
WATER RESOURCES
GOAL: Protect Brewster's freshwater system to preserve high quality drinking water and maintain or improve the health of our
ponds, wetlands and their buffers, and marine watersheds
OVERARCHING PURPOSE: Continue to up-date and
implement the Integrated Water Resources Management
Plan.
PURPOSE 1: Protect town drinking water supply areas by
continuing open space acquisition and other measures
Actions:
● Continue land purchases to protect the drinking water and
limit further development around land that protects the
aquifer, coordinate with neighboring towns.
● Consider further strengthening drinking water supply
protection in industrial zones.
● Evaluate other actions to protect drinking water from the
impacts of other land uses.
PURPOSE 2: Improve pond water quality through public
education, regulation, and mitigation activities
Actions:
● Promote and research, including through pilot programs,
the use of innovative septic systems and other non-
traditional wastewater management models, develop
financial management assistance programs and/or non-
financial incentives and evaluate management and
financing options.
● Explore the feasibility of cluster sewage treatment
systems for multifamily housing areas and
neighborhoods that will impact pond water quality where
supported by sufficient density.
● Fully implement the stormwater bylaw and share further
information with the public.
● Continue to update pond water quality data and report to
the public.
● Educate the public on water quality issues and what
people can do to make a difference in their own homes.
● Pursue land acquisition to protect pond water quality.
PURPOSE 3: Protect water quality in marine watersheds
through public education, regulation, and mitigation
activities
Actions:
Evaluate the maximum build-out in the Pleasant Bay and
Herring River watersheds and its impact on water quality;
consider regulations to mitigate impacts.
Promote and research, including through pilot programs,
the use of innovative septic systems and other non-
traditional wastewater management models, develop
financial management assistance programs and/or non-
financial incentives, and evaluate management and
financing options.
Explore the feasibility of cluster sewage treatment
systems for multifamily and neighborhoods that will
impact marine watershed water quality where supported
by sufficient density.
Continue exploring nitrogen reduction practices on golf
courses.
Pursue land acquisition to protect marine watersheds
water quality.
3
OPEN SPACE
GOAL: Maintain and expand open space assets to provide passive recreation, protect fragile plant and wildlife habitat, protect
water resources, and contribute to carbon sequestration
PURPOSE 1: Improve public access to and expand
recreational area use of open space
Actions:
● Continue to acquire open space, emphasizing the
importance of recreation, the potential for building trail
networks, and the positive effect of woodlands in climate
mitigation as criteria for land acquisition.
● Develop an integrated trail system for the Long Pond
Woodlands and former Sea Camps Long Pond property.
Continue to improve public education and information,
including guides and signage, about access to and
locations of municipal open space assets.
PURPOSE 2: Prioritize environmentally sensitive areas for
preservation
Actions:
● Continue to prioritize land acquisition in public drinking
water supply areas.
● Formalize the criteria to evaluate open space acquisitions.
● Emphasize the importance of pond and fragile habitat
protection as related to this Purpose.
PURPOSE 3: Maintain open space through density and
development standards
Actions:
● Revise regulations and bylaws to direct growth toward
areas with public services, economic activities, and
transport, and away from environmentally sensitive areas.
● Develop design standards to prevent fragmentation of
environmentally sensitive areas.
PURPOSE 4: Maintain open space assets for public
resource values
Actions:
● Develop and maintain an inventory of all Town-owned
open space.
● Develop an active management program for Town-owned
open space
4
HOUSING
GOAL: Provide more affordable, attainable, accessible, safe, and fair housing, and support residents to maintain and preserve
their current housing to remain in the community
PURPOSE 1: Achieve the Commonwealth’s goal of 10%
affordable housing by 2027
Actions:
● Implement the 2022 Housing Production Plan (HPP) Update.
● Collaborate with existing local and regional groups to
conduct public forums educating the general public on what
affordable housing is and why it is important in the Town of
Brewster.
● Work collaboratively with other towns to increase
opportunities for affordable housing.
PURPOSE 2: Establish attainable housing by promoting
housing choices to allow families, single individuals, older
adults, and seasonal workers to live, work, and prosper in
the community
Actions:
● Review and consider revising, as appropriate, the zoning
bylaw to clarify/allow mixed use developments.
● Evaluate ADU bylaw to improve efficacy, explore incentives
for a greater number of ADUs, and connect owners to
community resources.
● Support creative funding and collaborative partnerships
(public/private) in the development of community housing,
including incentives for year-round rentals.
● Work collaboratively with other towns to increase
opportunities for attainable housing.
● Review and evaluate the zoning bylaw with the aim of
promoting more opportunities as appropriate for various
types and forms of housing, including two-family residential/
duplex; multi-unit/ multi-family residential; and mixed-use
residential development.
● Prioritize the adaptive reuse of existing buildings for housing.
● Evaluate the use of Town-owned properties and propose
creative solutions, including reuse of Town owned buildings
for housing, such as the former Sea Camps dormitories on
the Bay property.
● Evaluate the acquisition of land by the Town for housing.
● Encourage housing in areas near transportation, public
services, and economic activities.
● Explore potential housing programs, opportunities, and
funding for those earning 80% to 120% of Area Median
Income (AMI).
PURPOSE 3: Preserve existing year-round housing
Actions:
● Promote ability for residents to transition to different forms
of housing and remain in Brewster over a lifetime by
providing a wide range of housing choices.
● Explore solutions to allow residents to age in place including
funding or subsidizing building adaptations, co-housing, and
a review of co-pairing situations.
● Evaluate ADU bylaw to improve efficacy, explore incentives
for a greater number of ADUs, and connect owners to
community resources.
● Support creative funding and collaborative partnerships
(public/private) in the preservation of community housing,
including incentives for year-round rentals.
5
COASTAL MANAGEMENT
GOAL: In the context of coastal change, preserve and protect Brewster’s coastal resources, expand public access, and minimize
the vulnerabilities from coastal hazards due to climate change
PURPOSE 1: Protect coastal resources in ways that preserve
coastal ecosystems and the character of the Town and
coastal neighborhoods
Actions:
● Evaluate and implement local coastal resiliency by-laws
and regulations to preserve the scale, character, and
resources in the Town’s coastal planning area.
● Establish a uniform definition of the 100-year coastal
floodplain for local regulations.
● Increase public awareness of the importance of healthy
coastal wetlands and natural processes, and of the need
to protect these resource areas.
PURPOSE 2: Maintain and expand public access for all
through public consensus and explore alternate modes of
transport and access points
Actions:
● Explore and evaluate the need for, and feasibility of,
alternative transport and options for off-site parking in
general and for potential retreat parking for Paine’s Creek
and Mant’s Landings.
● Complete the permitting and construction of the Wing
Island Boardwalk and the design and construction of the
Drummer Boy Park Master Plan, Phase 1.
● Provide interim access and complete long-term planning
for beach access at the First Light Beach property.
● Continue to explore opportunities to improve visibility and
mobility access at beach landings.
PURPOSE 3: Adapt to climate change projections and
advance adaptation and resiliency techniques that are
financially and environmentally sustainable
Actions:
● Periodically assess coastal resource conditions for
comparison to baseline conditions and on a regional scale,
including sediment budget update, storm tide pathways,
and a regional framework for resilience.
● Explore regulatory options for managed retreat from high-
risk coastal areas.
PURPOSE 4: Provide access for coastal water dependent
activities
Actions:
● Provide access for commercial aquaculture by updating
regulations, evaluating the designation of an Aquaculture
Development Area, and analyzing the costs and benefits
of expanding shell fishing and aquaculture.
● Provide opportunities for commercial shellfish harvesting
by up-dating regulations.
● Expand propagation and other activities to support
recreational shellfishing.
● Manage competing uses at town landings and mooring
areas.
6
LOCAL ECONOMY
GOAL: Promote a sustainable economy that builds on Brewster’s natural and human assets, addresses the needs of
small businesses, and provides year-round employment for Brewster’s young families
PURPOSE 1: Preserve and enhance Brewster’s economy
based on the Town’s natural and cultural resources
Actions:
● Develop an economic development strategy that
builds on Brewster’s natural, cultural, and human
resources and aims to maintain existing small
businesses and attract new small businesses.
● Work proactively with the Brewster Chamber of
Commerce and other stakeholders to refine a
common marketing strategy.
● Provide more information, including signage and
online material, to help visitors find their way to
public resources, businesses, and other amenities in
town.
● Consider the impact of Town facilities in anchoring
community activity centers in making capital
investment decisions.
PURPOSE 2: Maintain and attract small businesses
compatible with the Town’s character and promote
year-round employment
Actions:
● Review and revise bylaws and regulations to allow a
greater variety of small business, including in-home
businesses, compatible with the Town’s character.
● Build public awareness/understanding of the concept
of form-based zoning. Consider form-based zoning to
focus on the physical form of development rather
than on the type of business.
● Develop a guide to doing business for local businesses
in Brewster.
● Continue to implement online permitting to clarify
and simplify the permitting process.
7
GOVERNANCE
GOAL: Provide an inclusive Town government that encourages participation by all residents by engaging in two-way
communication, expanding volunteer opportunities, and providing customer friendly service
PURPOSE 1: Continue to communicate Town plans and
activities to residents
Actions:
● Develop a written Communications Plan to better inform
residents about Town affairs.
● Continue to provide news and announcements on the
Town website and on social media.
● Provide updated and relevant information on the Town
website, including Town finances, projects, permitting
processes, and other initiatives.
PURPOSE 2: Expand the volunteer base to increase the use
of citizen expertise and build diversity in decision-making
Actions:
● Develop and launch a Citizens Leadership Academy to
help introduce residents to government services and
volunteer opportunities.
● Continue the use of Town-wide activities and ad hoc
committees to engage residents in Town affairs.
● Develop a central database of volunteers to assist with
recruitment of qualified volunteers across all Town
Departments and appointed Committees.
● Acknowledge contributions of active volunteers and
recognize volunteers when they complete their
commitment in order to improve volunteer retention.
PURPOSE 3: Continue to strengthen the customer service
approach to Town services
Actions:
● Develop a resource section on the Town website that
includes educational materials including videos (e.g., by
link to Vimeo, BGTV or LCTV files) and fact sheets on
topics such as responsibilities of Town Departments,
zoning, permitting, ADUs, and other matters of high
interest.
● Develop a ‘How to Do Business Guide’ for homeowners to
explain permitting processes.
8
COMMUNITY INFRASTRUCTURE
GOAL: Maintain and enhance town infrastructure in an environmentally and economically sustainable way that supports
government services, opportunities for community interaction, the local economy and culture, public health, multi-modal
transportation options, and expanded recreational opportunities.
OVERARCHING PURPOSE: This goal, the Town’s Capital Plan,
and the Select Board’s Strategic Plan shall inform one
another and shall be applied in harmony and aligned with
one another.
PURPOSE 1: Plan and design Town building and construction
projects to benefit the broad cross-section of all users and
interests in the community
Actions:
● Include enhanced universal accessibility where feasible on
Town properties and projects.
● Move forward on a needs assessment for a multi-
generational community center, including potential sites,
users and, as applicable, next steps related to results of
the School Consolidation Feasibility Study and the Bay
Property comprehensive planning process.
● Implement the updated Master Plan for Drummer Boy
Park.
● Complete the comprehensive planning processes for, and
begin implementation of, the plans for the Bayside and
Long Pond properties.
PURPOSE 2: Provide enhanced recreational opportunities,
access and facilities for all
Actions:
● Develop a town-wide plan for expanding bike and
pedestrian paths and sidewalks, possibly including road
improvement priorities, reducing speed limits, a Complete
Streets design which is compatible with Brewster’s
character, and/or non-road-based path opportunities.
● Pursue the development of the CCRT extension from
Nickerson State Park to Cape Cod Bay including the
consideration of alternatives for crossing Rte. 6A.
PURPOSE 3: Plan and design traditional infrastructure
projects like road improvements and maintenance to best
serve the needs of the overall community, limit
environmental impacts, and balance fiscal impacts
Actions:
● Factor, budget, and set aside long-term improvement and
maintenance costs in the funding for capital projects.
9
SOLID WASTE MANAGEMENT
GOAL: To manage a municipal solid waste system that protects public health, safety, and the environment, optimizes financial
methods, communicates effectively with users, and employs innovative strategies to reduce solid waste and related costs
PURPOSE 1: Reduce the waste stream
Actions:
● Implement an ongoing multi-media public education
campaign to reduce the waste stream including re-
purposing and re-using items and optimizing recycling.
● Enhance and publicize regional waste collection initiatives
such as hazardous waste collection.
● Further investigate opportunities between Brewster and
regional initiatives for solid waste management.
PURPOSE 2: Improve the efficiency of the solid waste facility
Actions:
● Improve communications with the public concerning
Recycling Center operations, practices, and policies using
a variety of print and electronic media channels.
● Conduct a Recycling Center study and site analysis
including traffic circulation, optimal use of space, safety,
and potential re-use options.
10
CLIMATE MITIGATION AND ADAPTATION
GOAL: Support and advance the Commonwealth’s greenhouse gas reduction goals, including promoting sustainable energy use
and renewable energy that protects the Town’s natural resources
PURPOSE 1: Reduce the town’s contribution to and
vulnerability to climate change
Actions:
● Develop and implement a Net Zero Energy Plan for the
Town’s assets and operations.
● Implement the MEMA/FEMA approved 2021 Local Multi-
Hazard Mitigation Plan.
● Consider specific actions for reducing energy use,
including completing energy audits in all Town buildings;
specifying actions regarding increased energy efficiency in
existing and newly constructed Town buildings; locating
solar panels/arrays on Town buildings and facilities; and
purchasing alternative energy Town vehicles when due for
replacement.
● Encourage solar panels on commercial and residential
buildings or parking lot canopies/carports that maintain
the Town character.
● Work with private entities to install public charging
stations at appropriate municipal or publicly accessible
locations.
● Consider provision of financial incentives and/or
assistance for installation of solar panels on private
homes.
● Modify or re-locate town infrastructure and buildings to
reduce the potential damage due to climate change such
as flooding.
PURPOSE 2: Review and update Town bylaws and
regulations to mitigate projected climate change impacts
Actions:
● Review zoning bylaws to consider and develop
amendments for consistency with this goal, including the
existing solar bylaw and small-scale solar installations.
● Clarify design guidelines for the Historic District regarding
renewable energy.
● Review and consider revising existing Town bylaws and
regulations dealing with fertilizer management.
● Foster natural carbon sequestration by: amending Town
bylaw to limit the clearing of forested land, including for
solar farms; and exploring opportunities to restore
degraded native plant communities.
● Review zoning bylaws to determine if they promote
efficient development patterns that will encourage a
walkable and bikeable community.
PURPOSE 3: Build awareness about the nature of climate
change and Town efforts to mitigate climate change
Actions:
● Develop an Education and Preparedness Campaign for the
general public and the business sector that includes
guidance and checklists for reducing fossil fuel use, as well
as recommendations to increase community resilience to
the impacts.
Town of Brewster Vision Plan • 2018
BREWSTER’S
2018 VISION PLAN
How the Community’s
Vision for the Future
is Taking Shape
Prepared by the
Brewster Vision Planning Committee
June, 2021
INTRODUCTION
Brewster’s Vision Plan is the expression of community
preferences for the Town’s social, physical, and economic
evolution. Approved by the Select Board in July 2018, the
Plan provides a vision for the future and includes goals and
actions to guide decision making of Town government,
community organizations, and citizens. The Vision Planning
Committee was established by the Select Board in late
2019 to “foster public outreach and communication around
the implementation of the 2018 Vision Plan and work with
Town staff and the community to develop a Local
Comprehensive Plan (LCP) based on the Vision Plan goals.”
This is the first Annual Report to the community on Vision
Plan implementation.
THE VISION PLAN
Over 18 months in 2017 and 2018, Brewster residents
engaged in a series of workshops and a public survey to
identify key issues facing the community, goals for the future,
and actions to achieve the goals. These activities were
designed to identify community values and build consensus
around priorities.
Through this process, the community identified eight key
issues facing Brewster which became the ‘building blocks’
for the Vision Plan: community character, open space, hous-
ing, local economy, coastal management, water resources,
governance, and community infrastructure. For each of these
building blocks, the Plan identifies a goal with related purpos-
es and actions to achieve the purpose. In many cases,
actions on one building block will help advance the goals
of other building blocks.
This first Annual Report is structured around the building
blocks, reporting on actions that have been taken or are
underway to achieve Vision Plan goals. It draws on over 50
interviews with Town boards, committees, and depart-
ments and with not-for-profit
organizations and businesses in
town, all selected because of their
role in implementing elements of
the Vision Plan.
IMPLEMENTING THE VISION PLAN
Vision Plan implementation has faced challenges and change, including
a financial management crisis that forced the Town to freeze spending
and programming; a change in leadership with a new Town
Administrator and a new approach to strategy and operations; and
finally the effects of the COVID pandemic on every facet of community
life and Town operations.
Despite these conditions, there has been surprising progress in implementing
the Vision Plan. Those interviewed credit dedicated staff and volunteers, the
commitment and character of citizens, and the leadership of the Town
administration. The Select Board now uses the Vision Plan framework to
guide its two-year strategic planning. Many felt that the Vision Plan rein-
forces their charge and direction, a fortunate alignment of citizens’ priorities
with the direction of Town government and community organizations.
At the same time, the interviews revealed many barriers to implemen-
tation. Not surprisingly, a major barrier has been the COVID pandemic
which closed facilities, prevented face to face contacts, and slowed the
pace of operations. In addition, the current zoning and permitting
process are constraints to many of the innovative development ideas
expressed in the Vision Plan and to growing small, local businesses.
Others identified small staff and reliance on volunteers as a constraint on
their capacity to undertake new programs. Similarly, the lack of facilities
has constrained programming, particularly for youth and older residents.
Finally, the rising cost of land represents a serious brake on the acquisition
of land for housing and open space in Town.
NEXT STEPS
While this Report documents the many actions that have been taken or are
underway, much more remains to be done to achieve the goals in the
Vision Plan. Some actions have been started but need more time for
completion, others remain to be started, and still others require further
design to adapt to evolving conditions in Town, including climate change.
The community, and particularly Town government, will have to remain
focused on the Vision Plan goals if its real impact is to be achieved.
The Town is starting the development of a Local Comprehensive Plan (LCP)
following the guidelines of the Cape Cod Commission. The LCP will be built
on the framework of the Vision Plan, and it will further detail actions to
achieve those goals. Particularly related to Brewster’s physical development,
the LCP will provide guidance for regulatory change and further housing
and open space development. Once certified by the Cape Cod Commission,
the LCP also will provide access to resources and technical assistance
from the Commission. Work on the LCP will begin in the fall of 2021.
THE VISION PLANNING COMMITTEE
The Vision Planning Committee was appointed by the Select Board in
December 2019, but its start was delayed because of COVID. Current
members of the committee include Hal Minis (chair), Sharon Tennstedt
(vice chair), Amanda Bebrin, Andi Genser, Patricia Hess, Garran Peterson,
Fran Schofield, and Paul Wallace. Ryan Bennett, Town Planner, assists the
Committee. Previous members include Kari Hoffmann and Sue Searles.
Support is provided by the Planning Department.
COMMUNITY CHARACTER
Purpose 1: Provide social opportunities and services for all
• Town Meeting approved a feasibility study for a community center (need, site options,
programming), but start-up delayed by COVID.
• “Age friendliness” is part of decision making (Council of Aging-COA).
• Intergenerational lunches and ice cream socials have been held (COA).
• Farmers market was started as a community-wide event (Brewster Historical Society-BHS).
Purpose 2: Maintain the Town’s historic heritage and style
• Town Planning Board (PB) considers how proposals fit Brewster’s community character.
• Conservation properties with scenic value are managed for scenic vistas and rural character
(Brewster Conservation Trust-BCT).
• Trails have been expanded for varying population needs (BCT).
• Inn keepers maintain historic properties to contribute to Town character (Chamber of
Commerce-CoC).
• 300 houses were documented as “Historic Houses” to help homeowners preserve historic
structures (Brewster Historic Commission-BHC).
•BHC worked with Ocean Edge to save Nickerson House on the original Rte. 6A property.
• A display of historic East Brewster was mounted at the Brewster Ladies Library; articles
on historic Brewster have been published in the Cape Codder (BHC).
•Tours of Main Street historic houses, area farms and cemeteries were created (BHS).
• Virtual tours of historic properties were created for schools and the website (BHS).
Purpose 3: Maintain the Town’s small-town feel and scale through appropriate
development
• Town Meeting approved an accessory dwelling unit by-law, expanding housing opportunities
without impacting community character (PB).
WATER RESOURCES
Purpose 1: Protect Town wellfields by expanding open space acquisition
and other measures
• Between 2018-2020, 13 parcels totaling 113 acres within Zone II drinking water supply areas
have been protected (Open Space Committee-OSC & BCT).
• “Drink Brewster Tap” campaign was developed and hydrations stations installed at Town
offices and recreation facilities to decrease use of plastic bottles.
Purpose 2: Improve pond water quality through public education, regulation
and mitigation activities
• Weed harvesting was conducted at Walkers Pond (Brewster Ponds Coalition-BPC &
Department of Natural Resources-DNR).
• Sediment analysis was studied at Walkers Pond to better understand poor water quality (DNR).
• Permitting criteria was developed for rain gardens (Conservation Commission-CC).
• Upper Mill Pond was treated with allum (DNR).
• Brewster Ponds Overview was published (BPC).
Purpose 3: Protect water quality of marine watersheds
•Fertilizer use at Captains Golf Course was monitored and reduced to mitigate nitrogen
loading to Pleasant Bay.
• State DEP Watershed Permit was obtained for Pleasant Bay (Pleasant Bay Alliance-PBA,
Town Planner, & DNR).
• State Grant was obtained for alternatives analyses in the Pleasant Bay watershed management
plans for Orleans, Brewster, Harwich and Chatham (Pleasant Bay Alliance-PBA).
OPEN SPACE
Purpose 1: Improve public access to and expand the use of recreational areas
• Parking capacity at Crosby landing was expanded (Department of Public Works-DPW).
• CCRT extension to Linnell Landing is at final design; funding not yet identified (DNR).
• New public trails were opened at Bakers Pond and No Bottom Pond (DNR & BCT).
• A new version of the Guide to Brewster Walking Trails was distributed (DNR & BCT).
• Land purchases at Long Pond Woodlands and McGuerty Road offer future trail networks (Town).
• State Oliver/GIS system has been used to identify areas of high environmental sensitivity-
habitat and drinking water supply (Town & BCT).
• Update of the Drummer Boy Park Master Plan is underway (DNR).
•Update of the Open Space and Recreation Plan is underway (OSC & DNR).
• ‘Walking Wednesday’ series were started to familiarize people with Brewster trails (BCT).
• Eddy School classes use Vernal Pool trail for science study (Eddy School & BCT).
Purpose 2: Prioritize environmentally sensitive areas for preservation
• Between 2018-2020, 13 parcels totaling 113 acres within the drinking water supply areas
(Zone II) have been protected (Town & BCT).
•Areas of highest priority for natural resource protection (habitat and drinking water
supply) and housing have been mapped, with Brewster as a pilot community
(Association to Preserve Cape Cod-APCC & Housing Assistance Corporation-HAC).
• Funding partnerships for acquisitions have included Community Preservation Committee (CPC),
State grants, individual donations, foundations, and conservation tax credits (Town & BCT).
• Brewster Water Department (BWD) created funding within its tariff structure for land
protection in the drinking water supply areas.
•Identification of encroachments and redress actions on conservation lands has been increased
(Town & BCT).
• Trail marking, signage, and stewardship of conservation lands has been increased (DNR & BCT).
Purpose 3: Maintain open space through density and development standards
• Coastal Management Plan identifies need to reduce coastal threats through zoning and
other regulations.
• Application of Natural Resource Protection Bylaw made acquisition of Long Pond Woodlands
affordable for conservation.
HOUSING
Purpose 1: Promote Housing Choices to allow families to live, work, prosper.
• CPC funded Housing Coordinator position.
• Town Meeting adopted (2018) an Accessory Dwelling Unit (ADU) bylaw; 20 units (both ADU
and “in-law”) approved as of 2021.
• Municipal Affordable Housing Trust was established in 2018.
•Millstone Road housing development feasibility study is in progress.
• Home ownership buy-down assistance program was established in 2018; Rental & Home Repair
assistance program funding through CPC and HAC; $250,000 in short-term rental tax funds to
Housing Trust.
• Education forums for the public are on-going through BHP, CPC, HAC, CDP, AHT, and
include annual Housing Institute.
• CPC supported housing projects, including Paul Hush Way, Brewster Woods, Red Top Road,
Veteran’s Housing.
Purpose 2: Provide opportunities for an aging population
•Former Wingate property is being redeveloped as Serenity Brewster, with 131 units of
55+ Senior Housing and 20% deed restricted affordable, as a public/private partnership
(no public funds, but local guidance and permitting support).
Purpose 3: Address housing needs of year-round and seasonal workforce
• Ocean Edge workforce housing was developed as a public/private partnership.
COASTAL MANAGEMENT
Purpose 1: Protect Coastal Resources
• The Natural Resources Advisory Commission was formed in 2020 to implement Coastal
Resources Management Plan (SB).
• The Town partnered on a Cape Cod Commission and State EEA grant to develop a model
coastal resiliency bylaw (Town Planner).
• Partnerships with non-profits on coastal resiliency demonstration projects include Crosby
Landing culvert replacement (DNR & DPW); Pleasant Bay Watershed Permit for nitrogen
mitigation and watershed restoration (PBA, Town Planner, DNR, & Health Agent)
• Stormwater Management zoning bylaw, consistent with State MS4 permit requirements,
will be presented at Fall 2021Town Meeting (PB & Town Planner).
Purpose 2: Maintain and expand public access for all through public consen-
sus and explore alternative modes of transportation and access points
•CCRT extension to Linnell Landing is at final design; funding not yet identified (DNR & PB).
Purpose 3: Adapt to Climate Change
• Model Coastal Resiliency bylaw, including zoning amendments to minimize development
scale, is under development with assistance from the Cape Cod Commission (Town
Planner, PB, & CC).
• Town has obtained grant funds (MVP, Hazard Mitigation, Model Resiliency Bylaw, etc.)
to further climate adaptation efforts (TA, Town Planner, & DNR).
• NRAC has been tasked with viewing all actions through a Climate Change lens.
LOCAL ECONOMY
Purpose 1: Build a “green” economy based on the town’s natural beauty
and resources
• Brewster was designated a “Green Community” (Town).
• New Cultural Trail was introduced in April 2021 to highlight cultural amenities of
Brewster (CoC).
• Recycling has been actively promoted to all summer rentals (CoC).
• Brewster businesses, departments, non-profits and committees collaborated to promote
Brewster in Bloom, Conservation Day, Beach Clean-up and Brewster for the Holidays (CoC).
• Two solar panel arrays have been installed at the Captain’s Golf Course (Town & PB).
• Importance of the local marine economy, particularly the shellfish grants at Ellis and
Mant’s Landings, was communicated as part of the “Blue Economy” (Town & DNR).
Purpose 2: Foster small businesses compatible with the town’s character
and promote year-round employment
• “Small Business Saturday” was promoted with small businesses (CoC).
• Small businesses were supported to lengthen their season from early spring through
autumn (CoC).
•Town worked to help Ocean Edge stay open year-round (Town & Ocean Edge).
• Work was started on an on-line permitting platform to improve timeliness of issuance
and for a guide to “Doing Business in Brewster” (Town).
GOVERNANCE
Purpose 1: Expand and improve communication to citizens about Town
plans and activities.
• Town Meeting approved the Town Charter (SB, Town Administration-TA).
• A new user-friendly Town website was developed; rollout is expected soon. (TA, IT
Director, & COA Director).
• Announcements about Town affairs are now cross-posted on the Town website
through social media (TA, IT Director, & Channel 18).
•PBGTV and LCTV programming for older residents was increased (COA).
•A new “Citizens Forum” was added to many Town Committee’s standing meeting
agendas.
•Select Board’s improved communications policies include “Public Engagement Policy”
(2019), “Responding to Public Comment Policy” (2019), and “Rules of Order Policy” (2020).
• Town and CoC have enhanced communication with business owners and customer
service (TA & CoC).
Purpose 2: Expand the volunteer base to increase the use of citizen
expertise and build diversity in decision-making.
•COA Volunteer Coordinator program has been expanded (COA).
•“Serve Your Community” form is used for open volunteer positions (TA & Town Clerk).
•“Citizens Leadership Academy” is in planning stages (TA).
Purpose 3: Strengthen the customer service approach to Town services.
• Customer service training is provided to staff. The Town Administrator holds quarterly
meetings with staff; monthly meetings with Department Heads.
• Town Hall “Greeter” position was created during summer of 2019 (TA).
•E-permitting for building, health and planning departments is soon to launch.
(TA, IT Director, & Dept. Heads).
COMMUNITY INFRASTRUCTURE
Purpose 1: Create a community center to house activities and interaction
for people of all ages
• Town Meeting approved feasibility study for a community center (need, site options,
programming) but start up delayed by COVID.
• Town Meeting approved a feasibility study of school consolidation; Request for Proposals
has been issued for a consultant (TA).
Purpose 2: Expand bike and pedestrian trails and paths for recreation and
transport throughout town
•Complete Streets approach was adopted; public outreach to determine priorities will
start in Fall 2021 (SB).
•Re-paving of Rte. 137 between Rte. 6A and Rte. 124 was designed according to
Complete Streets guidelines [sidewalk, bike access] (DPW).
• Extension of the CC Rail Trail from Nickerson State Park to Linnell Landing is at 75%
design, but funding is not yet identified (DNR).
• Flashing lights were installed on CC Rail Trial crossings (DPW & Bikeways Committee-BC).
• Bike safety cards are being distributed at Town Information Center (CoC & BC).
• Bike safety information is provided on website and in Best of Brewster magazine (CoC).
•Mapping bike routes across town has started (BC & CoC).
• Brewster Bike Day was held with bike rodeo and bike education activities (BC &
Recreation Dept-RD).
• Resurfacing the gravel path between Stony Brook and Eddy Schools is under study
(DPW & BC).
• Outdoor Club at Eddy School held bike ride of the CC Rail Trail (RD).
Purpose 3: Provide active recreation opportunities and facilities, including
those for youth
• Eddy School gym has been used for senior activities (COA & RD).
• Town 5-Year Capital Plan includes expanded recreation facilities such as playground
and ADA access at Freeman’s Way ballfields (RD).
• Update of the Drummer Boy Master Plan is underway (DNR).
• RD uses were examined to determine summer camp and other programming needs.
ACTIONS BY BUILDING BLOCK